Hillsboro County Home Health Agency

Hillsboro County Home Health Agency

Strategic Plan

The Hillsboro County Home Health Agency (HCHHA) was originally known as the Middleboro Home Health Agency. The agency was established in 1946. It was founded as a non-profit agency with a purpose of providing healthcare related services to the community. The home health agency changed the initial name later with an aim of reflecting better the national orientation. The home health agency provides valued services to the public. HCHHA is the only provider of home medical service in Hillsboro County. The joint commission accredits the agency. The agency is well-known for the quality care, the positive attitude, and for the cautious administration. Private duty, community health, and home care are the three major divisions of the agency.

Mission

“The mission of the Hillsboro County Home Health Agency (HCHHA) is to serve individuals in their usual environments within the community. We strive to prevent disease or to retard its progress and to reduce the ill effects of unavoidable disease. We provide quality nursing and therapeutic care to the non-institutionalized sick and disabled. We also provide information and encouragement to individuals and families, special groups, and the community in general for health promotion.”

Vision

“The Hillsboro County Home Health Agency, Inc strives to serve the community by promoting a healthy lifestyle which includes preventative measures in order to have a healthier community as a whole.”

Core values

Accountability

Hillsboro County Home Health Agency seeks to perform its duties with respect and integrity.

Innovation

We seek innovation solutions in addressing upcoming challenges and in managing available resources.

Excellence

We promote value results through continuous learning for improvement of performance.

Responsiveness

We realize our mission by giving customers quality services and engaging our partners.

Collaboration

We rely on teamwork to solve challenges and to realize set goals.

SWOT Analysis

Internal analysis

Strengths

  • Two convenient locations

The Hillsboro County Home Health Agency has two convenient locations, the one in Hillsboro and the new one in Jasper that enables it to provide health services to a wider community. The Hillsboro location is known for the spacious home, and ample parking. The house that the Hillsboro office is located is a community landmark which is featured in the areas’ travel brochures. The Jasper office is located in a rented space but in a professional office building. The geographical isolation of the agency gives it an added advantage over its competitors.

  • Overall positive reputation in the community

The general reputation of the HCHHA is positive. The home health agency is known for the can-do attitude, the prudent administration of funds, and for the high quality when it comes to health services. The health professionals in the area consider HCHHA to be a highly professional working station. 

  • Experienced HCHHA’s executive director, Washington, who has expanded the existing services and added new services.

Before Washington was served with the position in HCHHA, she was the regional director for a large-for-profit chain of agencies of home health where she managed affairs of 13 different agencies. Prior to serving in the position she acted as marketing director for large medical products firm in Capital City. Washington has served in various positions that have given her enough experience to drive HCHHA to success.

Weaknesses

  • Overall decline in financial performance

The finance committee of HCHHA agrees that there is a downward trend in financial performance of the agency and predicts that the trend is likely to continue.

  • Lack of interest in serving in the committee of board of directors

Since 2010, physician interest in serving in the committee of the board of directors have been non-existent. For three years, the agency experienced a decline in the operating margin related to the poor management.

  • Productivity problems with some older employees.

Some older employees have reduced the degree of commitment in the agency leading to losses from operations.

  • Different in perspectives among board members

The differing perspectives among board members have slowed down operations leading to poor services.

  • High rate of physician and other employees’ turnover

External analysis

Opportunities

  • Community needs Medicare-certified hospice

The public requires a Medicare-certified hospice in the country to take care of the residents of Hillsboro.

  • Managed care organizations and insurance companies have expressed interest in the use of home care services providing an opportunity for market growth through the insurance coverage.
  • Use of advancing technology in marketing

The advancing technology provides a variety of means of marketing services across the country.

  • Community requires adult day care

Threats

  • Increasing competition in the home care field

Washington agrees that there is an increased competition in the home care field threatening the services of the agency. For instance, the OHA expansion in Jasper, and establishment of other physician groups in Jasper.

  • Changing reimbursement system

HCHHA raises concerns over changing reimbursement system that have made many agencies to consolidate or got out of business.

  • Challenges in getting the required physician recertification every 60 days for Medicare patients.

Grand Strategies or long-term strategic priorities

Strategy 1

To move up stream in managing health care. This will involve maximizing attention and resources in expanding the community health division to enable the agency to start offering Medicare-certified hospice care. The strategy will help in increasing the scope of services offered as well as in realizing the mission and vision of the agency. This strategy will help in responding to customers’ needs for the hospice care giving the agency a competitive advantage in the current market.

Strategy 2

To form strategic alliances. To offer quality services to the community, the agency will alliance with local community hospitals. This will enable the agency to reach out to various patients who need continuum care. The alliance with provide more resources that will enable the agency to attain a competitive edge over rivals. This alliance will also help the agency to improve the financial performance as it will reduce operational cost.

Strategy 3

To improve the coordination between the clinical personnel and the business office. The coordination will help the agency to qualify for Medicare reimbursement under the Home Health Prospective Payment System. This will play a major role in improving the overall financial performance.

Strategy 4

To practice continuous quality improvement. In order to improve operational performance the agency will engage in continuous quality improvement to understand how the agency is performing and how to improve the operations. The six sigma model will be useful in improving efficiency and identifying errors promoting operational performance.

Strategy 5: Diversify the funding base to address he overall financial performance. Limited funds are spent on advertising limiting the chances of attracting funds. Spending more on marketing the agency’s services will attract more funds helpful in addressing the overall financial performance. The advancing technology provides various marketing platforms that the agency should take advantage of.

 Operational and tactical plan

Strategy 1: To move up stream in managing health care

Goal 1: To enhance the well-being and health of the community that have been denied care of the Medicare-certified hospice by local health agencies. The goal of the hospice care will be to relieve physical pain, offer comfort care, and reduce spiritual and emotional care as well as to uphold the dignity of individuals with terminal illnesses.

Objective 1: By expanding the health care services, the agency hopes to witness a general health improvement of patients that are enrolled with hospice care. Achieving the goal will also ensure that employees take part in ensuring that patients with chronic illnesses are well taken care of giving them a meaningful life.

Objective2:

To enhance life quality of patients placed many days in hospice care.

Goal 2: to promote efficiency of nurses’ time and minimize travel time. This will help in promoting efficiency of the agency and help it to position itself appropriately in a market that needs the services.

Objective 1: To control the average travel time care givers spend. This will ensure that enough time is spent on direct care to individual patients promoting efficiency.

Objective 2: To control the amount of time care givers spend on a continuing care visit to average of 1.1 hours per visit through a treatment plan for every form of visit.

Strategy 2: Forming a strategic alliance.

Goal 1: To create a unified excellence network between the two alliances by building a strong relationship.

Objective 1: Developing an alliance between physicians in HCHHA and the local community hospital to promote exchange of information. This will ensure that patients receive quality healthcare. Quality healthcare is associated with care that is cost efficient.

Objective 2:  To hold meetings yearly with all the members of the board of directors to evaluate the alliance identifying areas that need improvements for an effective collaboration.

Goal 2: Promote access to healthcare for outpatients in the agency reducing cases of readmission in the local health care facility.

References

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