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Graduate Case Study - Cooper Green Hospital
- 1. Pack Consulting 21 April 2010 Shawn Dilmore, Caitlin Motley, Gabriel Oshode Jefferson Health System 1
- 2. Overview Current Situation Environmental Analysis Strategic Alternatives Recommendation Implementation Questions
- 3. Current Position Safety Net Hospital Community Care Plan Growth 3
- 4. Mission Vision and Values Cooper Green Hospital is committed to serve Jefferson County residents with quality health care regardless of ability to pay. We strive to attract and maintain a dedicated and compassionate staff of professionals who believe in the worth of our services. We seek to continuously improve our services and adapt to meet the changing health needs of the communities we serve. 4
- 5. Analysis of Key Environmental Factors Opportunities, Threats, Strengths, Weaknesses 5
- 6. External 6 Threats Robert Wood Johnson Foundation Grant Payer Mix Indigent Care Fund Poor Financial Outlook Opportunities Community Care Plan Administrator JCDH Alliance Shift Patients Improve Facility
- 7. Internal 7 Weaknesses Patient Characteristics Market Share Enrollment Community Care Plan Administration Emergency Room Strengths JCDH Alliance Government Owned Clinic Locations
- 8. Focus Community Affordability Improvements Community Care Plan Overcrowding 8
- 10. Department of Health Partnership
- 11. Alignment with Local Businesses
- 12. Key Issues Alignment Impact Feasibility 12
- 13. Alignment with Local Businesses
- 14. Why it Works Coverage Self Sufficient Potential Capitated Primary Care 14 Strategic Appeal
- 15. Why it Works Wanted Absenteeism Productivity Turnover 15 Employer Appeal
- 16. Employee Turnover 16 $15,000 + = $25,000
- 17. Community Care Plan Pricing 71 17 plans
- 19. Enrollment Revenue 19 Base Year Y1 Y2 Y3 Y4 Y5
- 20. Implementation 20 Enrollment Manager Lawson and Pratt City Base Year 6 Months Year 1
- 21. 21 Breakeven $500,000 in Reserves 50% annual increase 5,000 members Year 3 Year 2
- 22. 22 Possible Expansion 8,000 Members $1 million Reserves Year 5 Year 4 Year 5
- 23. Communication 23 Employers Employees Community Care Plan Staff Board of Directors Cooper Green Hospital Community
- 26. 26
- 27. 27
- 28. 28
- 29. 29
- 30. 30
Hinweis der Redaktion
- Review Key issues, mostly ones that make 3 look good. Stress the mission vision and values before. The lack of community health
- 2
- The first six months should be spent recruiting and hiring an enrollment manager to drive the enrollment initiative. Recruitment costs are expected to be approximately $100,000 over this six month period.Once the enrollment manager is hired, he or she should concentrate enrollment efforts on businesses near the Lawson and Pratt City clinics, which require only 448 more members to reach breakeven. During this time, the enrollment manager should also begin organizing Health Awareness presentations for those employers who enroll. This will include ensuring that there is sufficient staff to support this initiative as well as deciding what rewards would be appropriate for their participation in this program.
- Beginning in year 2, the enrollment campaign is expected to increase enrollment by 50% annually. During this time, Lawson and Pratt City will continue to grow past the breakeven enrollment level, we have estimated that each clinic can serve over 2,000 members based on an average of 3 visits per member. The average number of primary care visits per year in the area is estimated to be 1.5 visits per person, so the estimate we’ve used is conservative and leaves some room for higher than expected utilization to occur without overcrowding the clinics. By the end of year 2, enrollment levels should have more than doubled from base year to 5,000 members.The goal in year 3 is for all CCP clinics to reach or exceed breakeven enrollment. By the end of this year, every clinic will be a self-sustaining entity of Jefferson Health System. With continued efforts, the plan will cover more of the low-income population and provide them with access to healthcare, ultimately improving community health.
- Values alignmentSelf sufficientCommunity benefit