Nov 27, 2011

Oludotun J. Okanlawon

Riverview Regional Medical Center.
An HMA Facility Case.

Health Administration Capstone HAS 599 Dr. Danita Hunter
Leading Change at
TUFTS/NEMC
By:

THE SIX STAKEHOLDERS GROUPS FOR RIVERVIEW REGIONAL MEDICAL
The hospital employed approximately 700 people that include the following stakeholders, nurses and housekeeping staff, physicians, medical laboratory technicians, clerical staff and finally the patient as they are also considered a stakeholder in the Riverview Regional medical center.

TARGETS MARKET OF EXISTING PROGRAMS AND THE GAPS IN RRMC MARKETING STRATEGY
Part of the targeted program in which RRMC added to its existing program was the Heart and Vascular Center, by opening Heartburn Treatment center. The Heartburn treatment center utilizes a nurse manager which is quite similar to the management model employed in the ED. One of the diagnostic procedures involves PH monitoring using the Bravo capsule. This is targeted at potential patients; the “Nurse First” program emphasized the role of the hospital commitment to patient care. The first person a patient saw in the ED was basically a nurse, not other employees from the registration department. All these sets programs are aimed for total delivery of good health care. Another set program that was utilized is the Emergency Department utilized a computerized protocol system approved by the ER physician that aided in the triage of patients. These is targeted at physician, the one call Scheduling” program attempted to simplify the admission process for physicians.
The purpose of the admitting physician is meant to call a dedicated number at RRMC where staff could schedule appointments with any department at RRMC for preadmission testing, anesthesia, surgery scheduling and so on. The purpose of these is aimed at individual and potential employers, the MedKey system employed computer technology in order to streamline patient registration and admission procedures with a plastic “smart card” containing a magnetic strip on which pertinent patient information was encoded and updated quickly and easily, as needed. The gap in the marketing strategy in which RRMC embarked was based on the facts that the Medkey system was a focused marketing strategy that was being used for the patient database to promote RRMC facility utilization through membership incentives and rewards via discounts and extra services for Medkey “members” marketing efforts were directed at recruiting potential individual members well as employer- group membership. Another thing that the marketing strategy did was the creation of an in- house newsletter featuring new and existing programs and services as well as new benefits for Medkey members was developed and mailed on a regular basis. Promotional flyers were developed and mailed to inform members of upcoming events and activities.

NEW PRODUCT AND SERVICES THAT WERE DEVELOP WITH EXISTING RESOURCES
In addition to several changes that were made in RRMC the heart and vascular center opened the heartburn treatment center. The American gastroenterological association reports that the heartburn affects more than 60 million people. The Heart burn Treatment Center utilizes a nurse manager similar to the management model employed in the Emergency Department. Part of the diagnostic procedures involves PH monitoring using the Bravo capsule. For instance if a surgery is indicated, the “lap Nissen procedure is being performed at the hospital. It has being noted that the manufacturer of the capsule has been unable to keep up with demand and the center is only receiving two to four capsules per week. The introduction of the heartburn center and Diagnostic center were important steps in generating outpatient revenues. These centers, along with initiating the nurse manager positions, helped improve patient satisfaction. The opening of the heart and Vascular center in 2004 was meant to boost the image RRMC reputation in the community. As a result of the Vascular center, the HealthGrades.com rated RRMC as the best in cardiovascular surgery hospital in Alabama. HealthGrades recognized the hospitals orthopedics and stroke programs as well.

SERVICES THAT NEED TO BE STRENGTHENED AND PROMOTED TO CONTROL OUT MIGRATION FROM THE PRIMARY SERVICE AREA
One of the local provider of health care services that provided other health services, which are different from RRMC is Mountain View Hospital implemented professional and educational programs by recruiting national specialists in the field of mental health. It must be noted that RRMC and other hospitals within county did not make provision for some certain health care services like treatment of attention deficit/ hyperactivity disorder in children and adolescents. HealthSouth is one of the nation’s largest providers of inpatient and outpatient services, which needed to be strengthened in which they operated rehabilitation and outpatient surgery Gadsden. In continuation these services are being offered on a continuum of services, including acute medical home care, outpatient surgery, diagnostic imaging, and occupational medicine. Most hospitals in Gadsden could not ignore the opportunity for residents to travel outside the local area for non emergency care. The proximity to the interstate network which facilitated out migration to urban areas which are meant to boast larger medical facilities. Part of the programs that are offered in the Birmingham metropolitan area , are specialty programs which mostly attracted individuals who were predisposed to self- select health care services. In conclusion for the fact that RRMC was basically known for cardio vascular surgery, certain delivery of health services is also needed like psychiatric care, to treat depression, stress, anxiety, and panic disorders in which physicians were being recruited from various nationally respected hospitals throughout the country with specialized areas of expertise.

DECISION THAT WILL REBUILT THE IMAGE OF RRMC
The decision of closing the women pavilion left a $3 million building vacant for RRMC, in which accorded the hospital more opportunity to focus on what they known for. The Heart and Vascular center, a facility totally dedicated to cardiology, has nine holding beds to serve the two cardiac catheterization labs and seven 23- hour beds for patient. The closing of the women’s pavilion created more avenues for a third catheterization lab. The old C- section suite is now the cardiac procedure room. With the conversion of the women pavilion to the Heart and Vascular Center gave many patients access to immediate open heart surgery, the center is connected being connected to the open heart surgery suite by the elevator. Part of the exterior of the hospital was painted to improve the community first impression of RRMC . As part of the ongoing image campaign, by RRMC was to film a commercial, in the commercial was being combined with various campaigns which centered on service lines and HealthGrades rankings which should reflect positively on the image of the hospital. Another tool in which RRMC utilized was the internet, the hospital website made programs and events easily accessible to current and prospective patients and staff.

IDEAS FOR MR. HAYES TO IMPROVE THE RELATIONSHIP WITH MEDICAL STAFF
After the decision has being about closing the Women’s Pavilion and discontinues obstetrics created a perception that RRMC was in financial distress. Furthermore, the closing of the facility strained the relationship between management and the medical staffs. Mr. Hayes established the physicians’ leadership group to improve communications with the medical staff. The group consisted of 25 core physicians that met quarterly. Part of the goal for this group to have time to plan strategically, thereby minimizing implementation issues related to physician buy-in to changes at RRMC. Despite the strong gains made in operational efficiencies and improved service lines, closing the women’s pavilion was an unpopular decision with the community citizens and with the medical staff. Improving relations with these groups would have to be his focus in the immediate. However, the corporate goal to improve further the efficiency of the ED “front door” and gaining market share for the newly opened Heart and Vascular Center needed his attention as well.

REFERENCE
Swayne, L. E., Duncan, J., & Ginter, P. M. (2009). Strategic management of healthcare organizations (6th ed.). San Francisco: Jossey-Bass.
Cohn, K. H. & Harlow, D. C. (2009). Field-tested strategies for physician recruitment and contracting.