What is an intrapreneurial opportunity within the Community Health Center and it's impact with respect to both the level of effort and resources needed and the potential benefits to the organization. ?
Intrapreneurial opportunities are a very different path of development for some companies and must be considered as a possibility for any business development initiatives. One assumption here is that the effort is internally driven from within the firm. Prompt: Considering your assessment in Module Six on the capabilities and limitations of your company, identify and assess an intrapreneurial opportunity within your company and assess its impact with respect to both the level of effort and resources needed and the potential benefits to the organization. Be sure to consider the appropriate types of analysis discussed throughout this course. Guidelines for Submission: Your paper must be submitted as a 3–5-page Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format.
THE WORD DOCUMENTS attached are some papers regarding the Community Health Center. This should give more information about the company to write about. The website for the Community Health Center is also www.chc1.com if you need more information as well.
MBA 515 Module Seven Short Paper Guidelines and Rubric Intrapreneurial opportunities are a very different path of development for some companies and must be considered as a possibility for any business development initiatives. One assumption here is that the effort is internally driven from within the firm. Prompt: Considering your assessment in Module Six on the capabilities and limitations of your company, identify and assess an intrapreneurial opportunity within your company and assess its impact with respect to both the level of effort and resources needed and the potential benefits to the organization. Be sure to consider the appropriate types of analysis discussed throughout this course. Guidelines for Submission: Your paper must be submitted as a 3–5-page Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Meets “Proficient” criteria, and response demonstrates keen insight into relationship between intrapreneurial opportunities, market domain evaluation, and SWOT analysis
Develops list of intrapreneurial opportunities with supporting rationale based on market domain evaluation and SWOT analysis
Develops list of intrapreneurial opportunities, but rationale is missing or is not based on market domain evaluation and SWOT analysis
Does not develop list of intrapreneurial opportunities
Meets “Proficient” criteria, and response demonstrates keen insight into relationship between intrapreneurial opportunities, market domain evaluation, and SWOT analysis
Accurately assesses viability of selected intrapreneurial opportunity, supporting response with evidence from market domain evaluation and SWOT analysis
Assesses viability of selected intrapreneurial opportunity, but with gaps in accuracy, detail, or support
Does not assess viability of selected intrapreneurial opportunity
Submission Paper meets length and formatting guidelines; writing is professional and free of major grammatical errors
Paper meets length and formatting guidelines; writing is not professional
Paper does not meet length and formatting guidelines; writing includes grammatical errors and is not professional
Earned Total 100%
RUNNING HEAD: CHC SWOT ANALYSIS Reaves 9
Southern New Hampshire University
The Community Health Center is an organization that boasts in the provision of health care to patients with health needs in the areas of dentistry, behavioral health, and medical care, all of which are important to the contribution of a healthy population. CHC has been able to develop 14 different primary care branches across the state of Connecticut. Prior to developing these primary care sites, CHC first started off only offering dental care to patients. Mark Maselli who is the CEO of CHC, discovered through a crisis center that problems people brought to the center all shared a common characteristic, they all originated from the lack of early and consistent access to good, affordable healthcare (Center, 2016). . CHC has been a very successful non-profit organization over the past 40 years, but the success of the company could not be accomplished without analyzing the company’s strengths, weaknesses, opportunities, and threats. CHC tries to minimize their weaknesses and take advantage of their opportunities, so they can continue to provide affordable healthcare to people in need.
CHC has many strengths that help contribute to the success of the company. As stated previously, the organization started off only offering free dental care to patients. This care took place on a second floor of an apartment building. Today, CHC now has 14 different primary care sites that offer, medical, dental, and behavioral health services. These service locations include 51 licensed school-based health centers, six homeless shelter clinics, and preventive dentistry that is delivered in nearly 200 schools through their mobile dental clinic. (Center, 2016) Overall, CHC caters to over 145,000 patients daily and will continue to increase its population by offering more services. Patients are provided with care regardless of if they have insurance or not. If the patient is uninsured, CHC allows them to bring in their proof of income and based off their income they would be placed on a sliding fee scale. If it determined that a patient receives low income, they only have to pay $20 for services rendered. They will also not have to be charged to get their blood work done. Having a sliding fee scale, ensures that all people have access to healthcare. CHC also has an “Access to Care” department who helps individuals obtain insurance. Before a patient is put on a sliding fee scale, they have to speak with an Access to Care coordinator. The Access to Care coordinator looks to see if the individual is eligible for insurance and if they are, they help them apply. They also do outreach events to help people in the community that are insured to obtain insurance as well.
Within CHC, specialty services are also offered at all of the primary care sites. These specialty services include, nutritionists/diabetes educator, chiropractors, podiatrists, OBGYN, retinopathy, HIV/AIDS care, etc. Having these specialty services, allows patient to be seen right at their primary care site instead of having to travel somewhere else. If CHC does not offer a specialty services that a patient needs, the referral department helps connect patients with specialists that accept their insurance. For example, CHC does not offer gastroenterology, so if a patient needs to see a specialist, the referral department will find a specialist closes to where the patient lives and also ensure that the provider accepts the insurance.
The Weitzman Institute is a research center that CHC founded in order to improve the organization’s daily operations. The research that is conducted through the institute helps community health center monitor changes that need to be made in order to provide efficient healthcare. For example, the research center developed PainNet. PainNet is an online learning community that helps provide essential tools and resources to help providers tackle issues of pain and prescriptions for opioid management (Gianelli, 2016). It also assists providers with dealing with patients that have a complex pain or cases where pain, addiction, and mental health issues co-exist. Most providers have experienced statistically significant improvement in their knowledge about caring for patients with complex chronic pain (Gianelli, 2016). So overall, CHC’s core strengths are its ability to offer care to all people whether they have health insurance or not, deliver specialty services, and also provide research to providers, so they can ensure they are knowledgeable about the care they give.
With many strengths, CHC also has many weaknesses that need to be addressed on a constant basis. Most of the patients of CHC have Medicare and Medicaid insurance. There are many healthcare practices that do not accept those insurances, so CHC is one of the few in the state of Connecticut that does. According to you’ve got Medicaid-Why Can’t You See the Doctor, when comparing reimbursements rate among health insurance plans, Medicaid is the lowest payer, meaning it’s not a money maker for doctors’ offices (Renter, 2015). Providers at CHC are not getting paid as much as providers that work at healthcare facilities that do not accept Medicaid insurance.
Providers are provided with incentives to help ensure that they remain at CHC for more than a year. CHC offers tuition reimbursement plans for providers. Licensed providers can earn up to $50,000 toward student loans in exchange for a 2-year commitment to a NHSC-approved site (Center, 2016). So the providers that participate in this program only end up staying with CHC for a little over 2 years.
Due to this reason, CHC experiences a high provider turnover each year. The high provider turnover rate, in turn affects the quality of care the patients receive. This affects the quality of care because each year a patient’s primary care physician has to be changed. Most of the time, patients develop relationships with their providers and are able to maintain their health. When they have to see a new provider, it can be difficult for them because the new provider will have to learn their medical history. It also becomes an issue with patients when the new providers they see try to change their medications because they may not agree with the previous provider’s treatment plan.
In September of 2017, the Community Health Center was presented with the opportunity to acquire the Connecticut Children’s Medical Center (CCMC) located in Hartford, CT. Connecticut Children’s Medical Center is a primary care clinic that specializes in medical care for children. CHC received $650,000 a year in federal funding to support the expansion (Kovner, 2016). The care of patients and their families extended beyond primary medical care to include coordination of all services that CHC offers which are all critical components of effective primary care (Kovner, 2016). This partnership did not anticipate any layoffs, so everyone was still able to stay in their job roles. With this opportunity, CHC was able to expand their services in another town in CT and CCMS was able to gain more services they it didn’t have.
One of the most important grants, CHC receives is the quality improvement grant. CHC received a $330,502 quality improvement grant from the Human Resources and Services Administration (O'hare, 2016 ). This grant is the largest of 15 awarded to community health centers. The grant was rewarded to the Community Health Center to recognize the organization for its excellence in providing high quality care to patients and to continue its quality improvement work (O'hare, 2016 ). According to Community Health Center Inc. Recieves $330,502 for Quality Improvement, CHC received the grant in recognition of the following:
· its high level of performance in the use of electronic health records to report clinical quality measure data
· its improvement in one or more clinical quality measures demonstrating a significant improvement to patient’s health
· receiving the best overall clinical outcomes among all health centers
· patient centered medical home status for its service delivery site
This grant allows CHC to continue to provide efficient healthcare services. Without this grant, the organization would not have the opportunity to improve the quality of care that is provided to patients. This grant will also allow CHC to continue to strive to become better each year. It is not easy to obtain a grant such as this one, so this can also be used as a motivational tool for the organization.
Another opportunity CHC was presented with is being able to partner with Quest Diagnostics. Quest Diagnostics offers clinical laboratory services to patients. At each of the 14 primary care sites, a Quest Lab is located at the front of the entrances of each facility. This was a great opportunity for both CHC and Quest Diagnostics because right after a patient gets out of an appointment, they are able to go get there bloodwork done right then and there at a Quest lab. Having a quest lab at each site also decreases many issues that can occur. For example, sometimes there can be an issue with the electronic health system sending over blood work the provider ordered. So since a quest lab is located right at the facility, CHC’s front staff can access the patient’s chart and print out the blood work order. If there was no quest lab at CHC and the patient had to go somewhere else to get there bloodwork done, they would have to wait a while for the phlebotomist to contact the provider to re-send the blood work order. Many patients have difficulty with transportation, so it makes it very convenient for them to not have to travel somewhere else to get their bloodwork done.
CHC can face the threat of not receiving funds from the government. Since the organization is federally funded, it has to maintain a good market share in order for the government to provide a sufficient amount of funding. Currently, CHC has a market share of 9.24% (Cresson & Tollen, 2010). This is a fairly good percentage of the market for the hospital to occupy, which becomes a motivating factor for the government in the state of Connecticut, as well as the federal government to consider in matters to do with funding. To make sure that the market share of CHC does not decrease, patients have to continue to acquire insurance and CHC has to continue to receive visits from newly insured patients.
According to Community Health Centers: Opportunities and Challenges of Health Reform, the law anticipates and underscores that the real engine driving long-term health center growth is the expansion of insurance coverage for low-income populations (Comission, 2010). So the success of the expansion for health centers will be based off of the ability of patients to gain access to health insurance and for health center to attain and attract newly insured patients. If there are not enough individuals that obtain insurance, the health center will not expand. Therefore, there will not be any investments if the health centers are not expanding.
The role of threats play a major part when CHC receives visits from patients. Some of the threats that can take place include bankruptcies, adverse changes in the demography, slowdowns in the economy, adverse policies in government, increase in competition and changes in insurance plans.
Bankruptcies take place because of CHC not being able to receive enough patients with insurance coverage given their low incomes which act as a discouragement to insurance subscriptions.
Demographic changes may mean that people may be shifting to other areas meaning that the health center may not be able to access funding as a result of a lower number of people accessing insurance. Changing insurance plans has the same effect as the demographic changes, with a reduced number of people, either being covered or having access to insurance.
The higher the number of hospitals providing these services, the lower the amount of funding the health center receives from the government. Economic slowdowns lead to reduced amounts of insurance or a reduced number of people taking on insurance covers.
Changes in government policies may result in community health center not receiving funding for not meeting required objectives, such as failing to have new patients with insurance. There are several opportunities available for CHC. Lack of dominant competition since there are only several other health centers, or hospitals that are able to provide health care needs to the population in need of insurance coverage. This is done while still managing to do so across Connecticut, and not only from a single branch. In this case, therefore, it is possible for CHC to acquire funding from the government.
Competition continuously increases when there is an increase in the number of hospitals providing the same services as CHC with examples such as Danbury, New Milford, and Norwalk Hospitals (Berkowitz, 2011).
References Center, C. H. (2016, July). Our History. Retrieved from Community Health Center: http://www.chc1.com/About-Us/Our-History Comission, K. (2010). Community Health Centers: Opportunities and Challenges of Health Reform. Washington, DC: The Henry J. Kaiser Family Foundation. Gianelli, L. (2016). Tools and Strategies for Treating Chronic Pain, Reducing Opioid Use Now Available Free to Health Care Providers. Middletown, CT: CHC. Kovner, J. (2016, April 25). Community Health Center Acquires Connecticut Children's Clinic In Hartford. Hartford Courant. O'hare, M. (2016 ). Community Health Center, Inc. Receives $330,502 for Quality Improvement. Middletown, CT: CHC. Renter, E. (2015). You've got Medicaid-Why Can't You See the Doctor? U.S. News.
RUNNING HEAD: PEST Analysis Reaves 1
Southern New Hampshire University
The Community Health Center
The Community Health Center (CHC) is a non-profit organization located in Middletown, CT. CHC offers comprehensive primary care services primarily to the uninsured, underinsured, and key populations within the community. CHC has been a very successful non-profit organization over the past 40 years, but the success of the company could not be accomplished without analyzing the political, economic, social, and technical factors. These external factors play a major role within the healthcare industry. CHC is able to take advantage of opportunities and identify threats. There are many different challenges that CHC faces when analyzing each of these factors, but overall CHC overcomes them in order to be successful.
Most of the patients of Community Health Center have health insurance through Obamacare which is also known as the Patient Protection and Affordable Care Act (ACA). On March 23, 2010, President Barrack Obama signed this law, so Americans could have access to affordable, quality health insurance, and to reduce the growth in U.S. healthcare spending (Obamacare, 2016). According to the Obamacare website, the health insurance offers many different types of benefits to patient. These benefits include:
· Stopping the insurance company from letting a person go because they’re sick or make a mistake on the application
· Stopping insurance companies from imposing unjustified rate hikes
· Expanding Medicaid insurance to millions in states that decided to expand the program
· Stopping insurance companies from imposing unjustified rate hikes
· Letting young adults stay on their parents insurance until they turn 26
· Stopping insurance companies from denying coverage and charging more based off of a person’s health status
· Requiring all insurers to cover people with pre-existing conditions
These benefits help to ensure that patients receive the quality of care that they deserve. However, in most states doctors can choose not to participate in networks offered in the marketplaces also known as exchanges (Leonard, 2015). As a result, many patients are seen by providers that are outside of their healthcare network. When this is done, patients usually have to pay an unusually high amount of money out of pocket. Due to CHC accepting most healthcare insurances, this helps individual avoid out-of pocket expenses.
The Community Health Center is a non-profit organization, so it is primarily funded by the government. CHC receives different grants for specialty programs. For example, there is a suboxone program at CHC which is a treatment program for patients that are dependent on pain prescriptions, heroin, and opiates. This program is funded by HRSA and SAMHSA. In order to receive these grants, the program director has to write out a grant and then submit it to a federal agency for review. Once the written grant is reviewed, the federal agency can approve it and provide the Community Health Center with a significant amount of money with certain guidelines of what can be spent with it. For example, the suboxone program received grant money to provide transportation for the program. So CHC purchased a van with the grant money that is used specifically for patients within the program. Along with the suboxone program, CHC has seven center for key population programs which includes; HIV/AIDS, HEP C, sexually transmitted disease prevention, LGB care, transgender health, substance use disorders, and primary care for the homeless (CHC, 2019).
All of the center for key population programs are funded by grants from the government. As mentioned previously, the HRSA and SAMHSA grants are the main grants that fund the specialty programs. For the suboxone program, the grants allow for the program to have care coordinators, provider training, and the distribution of suboxone vouchers. Care coordinators help to monitor how the program is going and the patients. Providers of the program have to attend monthly trainings in order to get updated about different ways suboxone is affecting patients and how they can make it better. During the trainings, providers are not able to see patients for their appointments, so the grants that are received help to pay for the provider trainings along with making sure CHC can afford for providers to not see patients. The program also distributes suboxone vouchers to patient, so they do not have to pay for their medication to be treated. The suboxone program is just one example of CHC’s key population program. Overall, the programs are run similar, but this could not be possible without the grants CHC receives.
Another type of grant the Community Health Center receives is the triple A grant. The triple A grant is for patients of CHC that do not have commercial insurance and are 60 and older. This grant also covers recommended dental procedures that the patients cannot afford with their insurance. In order to qualify for this grant, patients only need to complete an application form and then have a dental appointment, so the dentist can determine what kind of dental procedure is recommended. The grant is renewed every October, so patients are able to receive free dental treatments annually.
The Community Health Center provides care and employs many different people of various backgrounds and ethnicities. Culture competence is a key factor for CHC in making sure that patient’s needs are met. Cultural competence is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or those professions to work effectively in cross-cultural situations (Cultural Competence, 2004). CHC employees work together to accommodate each patient. For example, CHC provides care to many Muslim women. Most Muslim women that are patients of CHC request to see female providers. According to Respecting Muslim Patients’ Needs, for observant Muslim women, covering up the body is important when they are in the company of non-mahram males, those not related by blood or marriage (Rabin, 2010). CHC employees always honor these types of requests because they are aware and respect the cultural values of patients. According to the Curricula Enhancement Module website, cultural competence consists of five essential elements such as:
· Valuing diversity
· Having the capacity for cultural self-assessment
· Being conscious of the dynamics inherent when cultures interact
· Having institutionalized culture knowledge
· Having developed adaptations to service delivery reflecting an understanding of cultural diversity
CHC honors all of these elements within cultural competence. The example above proves that these elements reflect the attitudes, structures, policies, and services of the organization.
CHC not only adheres well to culture competency, but it also honors socio-economic backgrounds. The organization does not discriminate against patients that have different social and economic positions based on income, education, and occupation. No patient is turned away from receiving services from CHC no matter what their socio-economic status may be. For example, as stated previously, CHC provides care to transgender patients. Many of the transgender patients prefer to be called by a different name, but sometimes their name hasn’t been legally changed. So out of respect, CHC has implemented a section in the patient’s chart for a preferred name to be entered. Employees are advised to use the preferred name when speaking to them.
Since CHC is a very diverse organization, there are many patient that speak different languages. In order to communicate effectively with patient that speak different languages, CHC hires front line staff and providers that speak more than one language. For example, CHC has a large Spanish and polish speaking population. So many of the front line staff and providers speak both languages. With being hired, some of the positions require employees to be bilingual. If an employee is not able to communicate with an employee because they do not speak the same language, they can use CHC’s language line. CHC’s language line has over 12 different languages. The employees have to call the language line to speak to an interpreter that is able to translate. Utilizing the language ensures effective communication, so patients can receive the healthcare they deserve.
Technology continues to advance every day. Utilizing technical resources are one if the many reasons why the Community Health Center continues to remain successful. Everything is mostly done electronically within the organization. Every employee receives a computer and scanner when they are hired. Patients files are all updated electronically with no paper files. In order to ensure that this is done efficiently, CHC invests in different health systems. For example, there are three main healthcare systems that CHC uses. The systems include eclinicalWorks (eCW), NOVO, and Centricity. Each of these systems have a key role for the patients and the company.
The eclinicalWorks system also known as eCW contains charts of every patient. The charts consist of patients’ health information such as diagnoses, medications, doctors’ clinical notes, patient documents, referrals, appointments, etc. One of the main uses of this system, is so every employee can communicate with the providers about a patient’s care. It can be considered to be a messaging system because this is how most messages are relayed regarding patients. For example, if a patient calls and requests a refill of their medication, the employee that answers that phone call will then send a message through eCW to the patient’s primary care physician to notify them that the patient needs a refill. ecW also connects patients to their patient portal. Patients are able to access their health information on their phones and computers. With the patient portal, patients can see their lab results and write messages to their doctors.
The NOVO system is used to schedule appointments for patients. Most of the appointments that are scheduled are through this particular system. Although, appointments can be scheduled through Centricity as well. The NOVO scheduling allows employees to schedule appointments that patients are due for. Providers are advised to make appointment recalls in this system, so an employee knows when the patient is due for the appointment and was it’s for. For example, if a baby is due for their 2 month vaccines, an appointment will show saying that the baby is due for his/her vaccines and to schedule the appointment as a physical. The NOVO system also allows employees to see when a patient was last seen and all of their past appointment dates.
The Centricity system displays a patients demographics and allows it to be updated if there are any changes. It also keeps track of a patient’s insurance and financial notes. The system will show if a patients insurance is active, inactive, or if they have a balance that needs to be paid. Along with this information, the system also contains each site and each provider within those sites schedules. Employees are able to check patients in for their appointments and cancel the appointments if they are missed. Providers are also able to see what patients are on their schedules and the reason why.
Overall, all of these systems help to provide great care for the patients. Most of the time, one system cannot be used without the other. If one system is down, it can be difficult to help a patient because certain information in one of the systems is not able to be reviewed. For example, information that is entered into Centricity automatically updates in to the eclinicalWorks system as well.
Along with these healthcare systems, technical systems are to be primarily used by providers and not employees. These systems include Project Echo and PainNet. Project Echo consists of econsults which helps eliminate patients having to travel to see specialty providers elsewhere. For example, if a patient is experiencing stomach pain and their primary care physician has an idea of what it could be, but is not 100% sure, they can send an econsult to a gastroenterologist. Econsults are electronic consults that providers use instead of sending a patient to see a specialist. Within the econsults, the primary care physician send their clinical notes regarding the patients stomach pain, bloodwork results, and any diagnostic images. The specialty provider then reviews it and discusses with the primary care physician what they think the plan of care should be for the patient.
PainNet is an online learning community that helps provide essential tools and resources to help providers tackle issues of pain and prescriptions for opioid management (Gianelli, 2016). This system coincides with the suboxone program. PainNet is a tool that many providers use to access pain care content. PainNet is available to Project Echo participants as well, so they can share they information they find when caring for a patient with other providers (Gianelli, 2016).
CHC also has kiosks at each site that allows patients to check in for the appointments electronically. So instead of employees manually having to check them in, patient are able to use a touchscreen and put in their information to check in.
Overall, CHC has many external factors that can determine what opportunities the company should take and threats that exist. This type of analysis can also help the company embrace change. By analyzing the political, social, economic, and technical factors within the company, goals can be made. This analysis shows that CHC does a great job with analyzing these factors and embracing change.
References Gianelli, L. (2016). Tools and Strategies for Treating Chronic Pain, Reducing Opioid Use Now Available Free to Health Care Providers. Middletown, CT: CHC. Rabin, R. C. (2010). Repecting Muslim Patients' Needs . The New York Times. Center, C. H. (2016, July). Our History. Retrieved from Community Health Center: http://www.chc1.com/About-Us/Our-History Leonard, K. (2015). Doctors, Hospitals, Say 'No&a
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