Assurance of Learning Exercise- Specialty vs. General Hospital Assignment
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Running Head: Concierge and Direct Primary Care Models
Assurance of Learning Exercise: Specialty vs. General Hospital Assignment
BUSI691: Healthcare Administration Capstone
Lauren Crespo
February 4th, 2024
Respectfully Submitted to Dr. Rosol
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Concierge and Direct Primary Care Models
Strategy
The healthcare industry is ever-changing, and organizations must adapt and shift along with the industry. “Over years, healthcare organizations have been exposed to multiple external stimuli to change that pointed out the need to convert the current healthcare organizational model” (Milella et al., 2021, p. 395). An organization's strategy sets them apart from other major healthcare players in their respective regional areas and specialties. OrthoIndy’s strategy is focused on maximizing the time of their providers; through that shift, these doctors are able to focus on more patients in one or two key areas or healthcare facilities and increase their goal of providing the best possible care to their patients. The reduction of their practice power has resulted in an overall more efficient practice that focuses on a specific patient population.
The main strategy used in the decision-making process when it came to the creation of a new orthopedic hospital was focused patient care. The creation of this hospital can provide OrthoIndy physicians with increased practice revenue, better-paying patients, better insurance representation, and new, updated, and advanced technology facilities. With this increase in technology comes an expected increase in care, as patients will often associate cost with the look
of the specific facility rendering services. A recent study showed that patient “expectations can significantly influence their overall health outcomes” (El-Haddad et al., 2020, p. 1724).
Did the Strategic Tactics Work? The strategic tactics that OrthoIndy implemented did not seem to work, as millions of dollars were spent to create this new, innovative, one-of-a-kind facility to provide high-quality care to the community. Shortly after this project was completed, a larger, more prevalent health system in the area, St. Vincent Health, improved its orthopedic services to create a direct
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Concierge and Direct Primary Care Models
competitor for OrthoIndy. More recently, throughout the industry, “initiatives have been put forward by recent health laws fostering competition, coordination among providers, and access to care for consumers” (Alibrahim & Wu, 2019, p. 212). As competition is always healthy and can prevent one organization from running all the business, OrthoIndy will now need to highlight
its strengths and set itself apart from the competition, making the community aware of the services and care that set them apart from St. Vincent Health.
OrthoIndy’s Mission
An organization's mission “is an enduring statement of core organizational purpose that distinguishes it from other organizations and identifies the scope of its operations in terms of products and markets” (Walston, 2018, p. 135). Overall, an organization's mission should summarize and state the strategic direction and values of any major healthcare organization. OrthoIndy’s strategy was consistent with its overall mission. Overall, OrthoIndy is committed to the patient and providing care that is best for the individual. New facilities and cutting-edge technology speak to the curated patient experience they wish to bring to all their patients. Now more than ever, “the patient experience is recognized as an independent dimension of healthcare quality, along with clinical effectiveness and patient safety” (Oben, 2020, p. 906).
With the introduction of the new St. Vincent Health Orthopedic Department, OrthoIndy must review its mission statement and adjust accordingly, as one purpose of an organization's mission is to describe and state its competitive advantage. With the opening of the new St. Vincent clinic, OrthoIndy must highlight what sets them apart from others in the community, what type of care can be received, and how that care is better than the care one can receive at St. Vincent Health.
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Concierge and Direct Primary Care Models
New Construction and Consumer Impact
The new construction process will always draw in new patients and customers, as facilities are updated, technology is cutting-edge, and it is often assumed that the quality of care is elevated. In the creation of these spaces, much thought goes into the design and layout of any hospital, as they must be designed for efficiency and optimal patient care. “The design of internal
spaces, such as ward configuration, corridor design, and nurse station placements, can influence patient visibility, safety, teamwork, the distances staff walk in a shift, and time spent providing direct care to patients” (Bernhardt et al., 2021, p. 371). When thinking of a layout, more open spaces can encourage collaborative work and make it easier to monitor patient spaces.
Increase or Decrease in Costs, Quality, and Availability
The introduction of a specialty hospital such as the Indiana Orthopedic Hospital has the great ability to cut healthcare costs when it comes to spending. While Indiana Orthopedic Hospital is a new facility, they can always try to leverage their specialty and technology to get lower costs on drugs and supplies, but where they can really cut costs and save in quality and availability of care is in their efficiency. When looking at the current state of the healthcare industry, we know that modern healthcare requires a modern approach to healthcare operations. The implementation of processes and systems can greatly impact the cost, quality, and availability of care for patients. Now more than ever, the healthcare industry is seeing increased costs and lowering reimbursement across all categories. With the implementation of the correct processes and the correct technologies, the Indiana Orthopedic Hospital can easily make more of a profit and be more efficient than other facilities in the area, including the newly renovated St. Vincent Health orthopedic center.
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Concierge and Direct Primary Care Models
Hospital Impact
With the construction of the Indiana Orthopedic Hospital, other healthcare facilities were very much impacted. As previously mentioned, new hospitals and practices draw in new patients as facilities are updated, technology is cutting-edge, and it is often assumed that the quality of care is elevated. The creation of a specialty facility could draw patients away from their respective providers at local general hospitals, as a specialty hospital's focus is so specific. Patients may believe that they can receive higher-quality help from individuals focused on one specialty. Healthcare competition can often “enhance efficiency, improve quality, stimulate innovation, and eventually control costs for any regional area” (Garattini & Padula, 2018, p. 7). General hospitals in the area may have seen an overall reduction in patient populations, focused within their orthopedic departments, but overall, I do not think there would be much of a change in their patient load. Through the creation of this new facility, we see increased competition in the marketplace.
St. Vincent Health
St. Vincent Health was one of those health systems that saw a large shift in their orthopedic patient population with the creation of the new Indiana Orthopedic Hospital. As competition is healthy in any regional area, St. Vincent Health wanted to further expand its patient population in the orthopedic space. Taking their established name as a key health system in the area, they were able to leverage their years of experience and size to further develop their orthopedic services. With the creation of the Indiana Orthopedic Hospital, all practices in the area saw a migration of patients to those new facilities. St. Vincent wanted to further develop their orthopedic specialty and challenge the new Indiana Orthopedic Hospital. Their mission is to
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create a program that is the best in the mid-west region for orthopedic care. In that mission, they wish to increase competition in the industry and further provide the best possible care.
Biblical Integration
Competition brings out the best in people and can maintain a productive and efficient
industry. The term “iron sharpening iron” means that people are held accountable for the
decisions they make in their work and lives. This means that efficiency is incredibly important in
any industry, as it can make or break an institution. Competition is healthy and will come with
any industry. I am reminded of Proverbs 27:17, “As iron sharpens iron, so one person sharpens
another” (NIV, 2018). If an employee works diligently, it can inspire others to follow. The same
can be said for healthcare facilities, as one can inspire increased performance at another. Conclusion
In conclusion, the introduction of the Indiana Orthopedic Hospital to the mid-west region has caused a change in the industry. OrthoIndy providers were looking to maximize their time, increase patient satisfaction, and introduce a new facility to their respective neighborhoods. This new healthcare facility comes with increased technology, and an overall appeal that can attract better-paying patients with better-paying insurance plans. As this new facility is introduced into the market, this comes at the expense of the surrounding facilities. The Indiana Orthopedic Hospital has an opportunity to increase competition and decrease patient populations of the surrounding established health systems. The introduction of this new facility may not impact all surrounding health systems, but it will impact those with established orthopedic programs. While
healthcare costs continue to rise with no downward trend in sight, these new organizations must look to efficiency to cut costs and increase quality and access to care. In the wake of
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competition, facilities such as St. Vincent Health responded with additions to their orthopedic programs, as they also wish to provide the best possible care to the mid-west region.
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Resources
Alibrahim, A., & Wu, S. (2019). Modelling competition in Health Care Markets as a complex adaptive system: An agent-based framework. Health Systems
, 9
(3), 212–225. https://doi.org/10.1080/20476965.2019.1569480 Bernhardt, J., Lipson-Smith, R., Davis, A., White, M., Zeeman, H., Pitt, N., Shannon, M., Crotty,
M., Churilov, L., & Elf, M. (2021). Why Hospital Design Matters: A Narrative Review of built environments research relevant to stroke care. International Journal of Stroke
, 17
(4), 370–377. https://doi.org/10.1177/17474930211042485 El-Haddad, C., Hegazi, I., & Hu, W. (2020). Understanding patient expectations of Health Care: A qualitative study. Journal of Patient Experience
, 7
(6), 1724–1731. https://doi.org/10.1177/2374373520921692 Garattini, L., & Padula, A. (2018). Competition in health markets: Is something Rotten? Journal of the Royal Society of Medicine
, 112
(1), 6–10. https://doi.org/10.1177/0141076818816935
Milella, F., Minelli, E. A., Strozzi, F., & Croce, D. (2021). Change and innovation in Healthcare:
Findings from literature. ClinicoEconomics and Outcomes Research
, Volume 13
, 395–408.
https://doi.org/10.2147/ceor.s301169 Oben, P. (2020). Understanding the patient experience: A conceptual framework. Journal of Patient Experience
, 7
(6), 906–910. https://doi.org/10.1177/2374373520951672 Walston, S. L. (2018). Strategic Healthcare Management: Planning and Execution
(2 nd). Health Administration Press.
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Zondervan. (2018).
Proverbs
.
NIV Journal the world
Bible. essay
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