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Key Factors Worksheet (Sample based on the Arroyo Fresco Case Study)

By Kimberly Torres,2014-05-06 12:34
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Key Factors Worksheet (Sample based on the Arroyo Fresco Case Study)

Key Factors Worksheet (Sample based on the Arroyo Fresco Case Study)

    To begin the evaluation process, review the applicant’s Organizational Profile and the Additional Information Needed Form. List the key business/organization factors for this applicant, using the Areas to Address (Organizational Environment, Organizational Relationships, Competitive Environment, Strategic Challenges, and Performance Improvement System) in the order presented in the Preface: Organizational Profile section of the appropriate Criteria for Performance Excellence booklet.

    In a change from the traditional process, please number your key factors rather than delineate with bullet points.

    P.1a Organizational Environment

    1. Community health center (CHC) providing primary care and preventive services

    2. Serves three-county area covering 23,000 square miles with a population of fewer than 400,000 people 3. Services to enable care and increase access include transportation, translation, case management, health education, and home visits

    4. Delivery mechanism for providing health care services is the Clinical Microsystem (CM) 5. Organizational culture reflects a commitment to providing health care to the underserved 6. Organization’s vision is to “the people of Western Arizona will become the healthiest in the state”

    7. Mission is to provide residents easy and timely access to high-quality and safe health care services, responsive to diverse cultural and socioeconomic needs, regardless of ability to pay

    8. Five core organizational values: respect, trust, relationship, performance, and accountability 9. 379 FTEs consisting of 62% clinical providers, 33% administrative/facility/patient support employees, and 5% senior leaders/managers

    10. 12% of staff are part-time; contract staff are used to fill critical vacancies; no collective bargaining units 11. Over 200 current volunteers

    12. 58% of the staff are female, 78% white, 15% mixed race, 5.5% Native American, and 26% of Hispanic heritage

    13. Special health and safety requirements include exposure to communicable diseases, exposure to radiation and chemicals, and ergonomic injuries

    14. Major technologies, equipment, and facilities include 11 clinics and 4 mobile service vans 15. One clinic specializes in Women’s Health

    16. The mobile vans make regularly scheduled stops at churches, schools, and other community centers 17. Electronic health record is integrated with the billing and scheduling system

    18. Care Connection Kiosks allow staff, patients, and community access to organizational information 19. There are multiple legal and regulatory requirements at the federal, state, and local levels, including specific requirements to be designated a federally qualified health center (FQHC) and to be qualified for Section 330 grant funds and Joint Commission of Accreditation of Healthcare Organizations (JCAHO) accreditation, a mandatory requirement for CHCs

P.1b Organizational Relationships

    20. Voluntary 15-member Board of Directors includes non-voting senior leaders; more than 51% of the voting members of the Board must be recipients of organizational services

    21. Key stakeholder groups are patients and their families, the community, physicians, staff, volunteers, partners, and payors; key requirements for each of these groups have been identified (Figure P.1-5) and vary among groups

    22. Key health care market segments for Yuma County include diabetic patients and young females 23. Many patients have chronic health problems including asthma, cardiovascular disease, depression, obesity, and substance abuse/addiction behavior

    24. Role of suppliers and partners is to support the providing of care in more innovative ways 25. Most important types of suppliers and partners are the following: advocacy providers (State Association of CHCs); group purchasing suppliers (MedProducts, Inc.); community health care providers (community hospitals and private physicians); education partners (Saguaro State University, Schools of Business, Medicine, Dentistry, Nursing, and Public Health); community partner groups (schools, county government, churches); and industry/strategic/vendor partners (CactusCom, Winding River Casinos, Desert Data Solutions, Shiny Clean, Gil’s Garage, and HR Leaders, Inc.)

    26. Important supply chain requirements are low cost/high value, on-time delivery of supplies and services, and continuity of operations for providing clinical care

    27. Key suppliers and partners receive annual training related to ethics, legal obligations, and the vision, mission, and values

    28. The Partners Committee participates in strategic planning

P.2a Competitive Environment

    29. Organization has 17% of the market share in its three-county service area with higher percentages in

    Yuma (21%) and LaPaz (19%), and a lower percentage in Mohave (12%)

    30. Primary competitive position is to operate in a high-need service area with guarantee of service regardless of ability to pay

    31. Communities in the Yuma County service area along the border of Mexico are among the state’s fastest growing; LaPaz, one of the state’s most rural counties, is home to the Colorado River Indian tribes, one of the largest Arizona Native American populations; Mohave and LaPaz Counties are a destination for vacationers and retirees

    32. Competitors and key collaborations are CHCs in adjacent counties, community-based private medical/dental/behavioral health providers, Indian Health Services, Veterans Administration inpatient and outpatient care, and providers and facilities located in Mexico

    33. Competition for staff members with specific clinical/technical skills is intense

    34. Factors that determine organizational success are operational efficiency and productivity, decreased expenses, use of information technology (IT) to reduce waste and increase productivity, and the expansion and strengthening of access to capital

    35. Changes taking place affecting the competitive situation include opportunities for collaboration, funding challenges, staffing, and patient demand

    36. Key sources of comparative and competitive data within the health care industry are the following: data from CHCs, JCAHO, Agency for Healthcare Research and Quality (AHRQ), Bureau of Primary Health Care (BPHC)/Health Resources and Services Administration (HRSA), Centers for Disease Control and Prevention (CDC), Centers for Medicare/Medicaid Services (CMS), Health Plan Employer Data and Information Set (HEDIS); professional associations; Packer Patient Satisfaction data; Oates Staff Satisfaction data; Quality and Productivity Group (QPG) and Baldrige Award recipient data; Healthy Arizona 2010; State Association of CHCs; and Saguaro State Award program

    37. Benchmarking Consortium created as a forum for state and local level CHC data

P.2b Strategic Context

    38. Strategic Challenges are aligned to the five key performance areas: F Financial Performance, O

    Organizational Learning, C Clinical Excellence, U Utilization, S Satisfaction

    39. Six key health care service, operational, and human resource strategic challenges for the organization are: an increase in uninsured patients and decreased federal and Medicaid funding; the need to address workforce gaps; low incidence of prevention and screening and high incidence of chronic and communicable diseases; the need to provide specialty and unmet service needs, particularly to uninsured patients; the need to meet staff recruitment and retention challenges; and the need to maintain/enhance relationships with patients, community, and external partners

    40. Strategic challenge of sustainability is finding revenue sources, particularly since federal 330 grant funding has decreased over the last decade

    41. Current revenue sources are Medicaid (33%); grants, donations, annuity (49%); Medicare (6%); private insurance (6%); self-pay (6%)

P.2c Performance Improvement System

    42. Multiple strategies for performance improvement and organizational learning include Plan-Do-Check-Act process, OASIS improvement model, Clinical Microsystems (CMs), Baldrige Criteria, and Saguaro State Award Program

    43. Systematic evaluation and improvement of key processes achieved through informal/formal performance reviews, electronic sharing of organizational knowledge, participation in the State Association of CHCs improvement activities, and participation in national learning collaboratives

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