Strategies for Intervening in Potential Weaknesses and Threats
From the SWOT analysis, it can be noted that PMH faces a major weakness attributed to its small size considering that it is has a 25-bed capacity. The main strategy to dealing with this weakness would revolve around seeking funding for purposes of building a new ultra-modern facility with the capacity to handle a bigger number of patients. In other words, the management at PMH would need to focus more on seeking funding with the sole focus being towards expanding the hospital’s capacity. Regarding the issue of low-income levels within the community, PMH would need to engage in community education with the intention being towards directing them to take health insurance. Health insurance serves as a guarantee towards access to quality health care services at all times; thus, enhancing capacity to dealing with some of the notable conditions (Sommers, Blendon, Orav, & Epstein, 2016).
Strategies for Leveraging Positive Attributes Discovered
PMH may leverage on its positive attributes with the focus being solely on ensuring that it maintains its commitment towards excellence as one of the ways through which to deal with issues relating to delivery of care. Stjernswärd, Foley, & Ferris (2007) argue that commitment to excellence serves as a guarantee in ensuring that a health institution is able to maximize on its capacities to delivering best possible care service. In this case, PMH will seek to ensure that it maintains a culture of excellence among its staff with the aim being towards improving on its outcomes. Additionally, PMH may need to expand its range in terms of coverage with regard to the Patient Protection and Affordable Care Act. That means that PMH may find itself at an advantage in the event that it would increase coverage for patients covered through Medicaid.
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Strategies for Attracting Healthcare Professionals and Staff
In its bid to attracting health professionals and staff, PMH may seek to use social media as a platform for advertisement and recruitment. The use of social media helps in recruitment considering that it leverages on the high number of persons using different social media platforms, as well as, the overall ability to share job opportunities (Sadler, Lee, Lim, & Fullerton, 2010). In the case of PMH, the use of social media to call for qualified applicants to apply for different positions will not only be cost efficient. PMH may also seek to focus on college students with the sole focus being towards ensuring that it is able to attract health professionals and staff. By shifting its focus towards college students, the institution will be in a better position to deal with the shortage issue that it is currently facing.
Feasibility for Development Satellite Clinic
The development of a satellite clinic would mean that PMH would be expected to evaluating the feasibility of the same, as this would serve as a determinant of whether indeed the facility will be able to meet the needs of the people. Taking into account that PMH is a rural health care facility, a majority of its patients travel for long distances to access care from the facility. That means that developing a satellite clinic would have notable advantages considering that it would work towards creating a basic avenue through which to provide health care services closer to the people. However, this would also mean that the facility would need to focus on attracting more health professionals and staff considering that it will need staff to work at its satellite clinic.
Value-Adding Strategies, Support, and Resources
Regarding its value-adding strategies, support, and resources, PMH may need to invest more on technology with the specific focus being on ensuring that it is able to provide quality care at an affordable rate. One such technology that PMH may invest in is telehealth. Telehealth refers to the use of digital communication technologies, which may include computers, and smartphones, with the intention being towards providing care services remotely (Jennett et al., 2003). The idea of investing in such technologies revolves around the fact that it becomes much easier for patients to access health care services without having to visit the health facility. The long-term impact that this would have, in terms of quality of care, is that many more patients would receive quality care through technology.
Development of Strategic Initiatives
Strategic initiatives will be of great value in the health facility considering that they are much more likely to create a strategic position through which to ensure that it is able to meet its goals and objectives. One strategic initiative that PMH may need to develop reflects on patient safety. Patient safety remains as a key challenge not only within PMH but also in other health institutions across the United States. The expectation is that a clear shift towards improved patient safety would have notable outcomes in ensuring that the facility is able to improve on the satisfaction levels among its clients. On the other hand, PMH may also develop an initiative targeted at providing affordable care. That means that the quality of care would improve at no extra cost to the patients, as this would serve as a guarantee through which to maximize on the expected outcomes in meeting strategic outcomes.
References
Jennett, P. A., Hall, L. A., Hailey, D., Ohinmaa, A., Anderson, C., Thomas, R., ... & Scott, R. E. (2003). The socio-economic impact of telehealth: a systematic review. Journal of telemedicine and telecare , 9 (6), 311-320.
Sadler, G. R., Lee, H. C., Lim, R. S. H., & Fullerton, J. (2010). Recruitment of hard‐to‐reach population subgroups via adaptations of the snowball sampling strategy. Nursing & health sciences , 12 (3), 369-374.
Sommers, B. D., Blendon, R. J., Orav, E. J., & Epstein, A. M. (2016). Changes in utilization and health among low-income adults after Medicaid expansion or expanded private insurance. JAMA internal medicine , 176 (10), 1501-1509.
Stjernswärd, J., Foley, K. M., & Ferris, F. D. (2007). The public health strategy for palliative care. Journal of pain and symptom management , 33 (5), 486-493.
