Strengths
PMH has an extraordinary amount of local support. For example, community members have assisted with fundraising to ensure PMH has proper facilities and equipment. Additionally, residents donated funds to help build the new PHM hospital that opened in 1995 (Pocahontas Memorial Hospital, n.d.a). Further, in 2014, a local resident replaced all hospital beds with state of the art beds (Pocahontas Memorial Hospital, 2014).
PMH also has high patient satisfaction ratings. According to Medicare (n.d.), 88% of patients gave PMH a rating of nine or ten on a scale from zero (lowest) to ten. This is 21% higher than West Virginia’s average and 17% higher than the national average (Medicare, n.d.).
Weaknesses
PMH has battled poor financial …show more content…
First, residents often seek care outside of the county because of poor service offerings. Several services local residents most desire include gynecological care, MRIs, dialysis, pediatrics, and colonoscopy (Pocahontas Memorial Hospital, 2013). Incorporating these services will improve utilization. In addition, PMH could explore alliances and/or joint ventures. Rural health organizations often form these types of partnerships to address community health issues. Identifying opportunities for joint action will lessen the financial burden of the health system and assist with building a population health …show more content…
In turn, they often wait until a disease process is in an advanced state before seeking health services. PMH leaders must strive to influence these behavior norms by providing community wellness events and improved education. In the short-term, leaders can solicit teams of PMH employees interested in working wellness events and providing community educational seminars. Over time, the wellness teams can work together to plan and execute a well-prepared launch of these initiatives.
Secondly, leaders must ensure the most desirable services are provided at the appropriate clinic. For instance, offering dialysis at a clinic surrounded by younger age groups would be counterproductive. In the short-term, it will be necessary to determine the patient mix in both, the northern and southern portions of the county. In the long-term, leaders will need to periodically perform concurrent needs assessments to ensure the clinics are meeting local
PMH has an extraordinary amount of local support. For example, community members have assisted with fundraising to ensure PMH has proper facilities and equipment. Additionally, residents donated funds to help build the new PHM hospital that opened in 1995 (Pocahontas Memorial Hospital, n.d.a). Further, in 2014, a local resident replaced all hospital beds with state of the art beds (Pocahontas Memorial Hospital, 2014).
PMH also has high patient satisfaction ratings. According to Medicare (n.d.), 88% of patients gave PMH a rating of nine or ten on a scale from zero (lowest) to ten. This is 21% higher than West Virginia’s average and 17% higher than the national average (Medicare, n.d.).
Weaknesses
PMH has battled poor financial …show more content…
First, residents often seek care outside of the county because of poor service offerings. Several services local residents most desire include gynecological care, MRIs, dialysis, pediatrics, and colonoscopy (Pocahontas Memorial Hospital, 2013). Incorporating these services will improve utilization. In addition, PMH could explore alliances and/or joint ventures. Rural health organizations often form these types of partnerships to address community health issues. Identifying opportunities for joint action will lessen the financial burden of the health system and assist with building a population health …show more content…
In turn, they often wait until a disease process is in an advanced state before seeking health services. PMH leaders must strive to influence these behavior norms by providing community wellness events and improved education. In the short-term, leaders can solicit teams of PMH employees interested in working wellness events and providing community educational seminars. Over time, the wellness teams can work together to plan and execute a well-prepared launch of these initiatives.
Secondly, leaders must ensure the most desirable services are provided at the appropriate clinic. For instance, offering dialysis at a clinic surrounded by younger age groups would be counterproductive. In the short-term, it will be necessary to determine the patient mix in both, the northern and southern portions of the county. In the long-term, leaders will need to periodically perform concurrent needs assessments to ensure the clinics are meeting local