Recommendation Assignment. 4pgs. Times New Roman Font - Double Spaced - BLUEPRINT AND BACKGROUND INFO GIVEN, JUST NEED RECOMMENDATIONS FORMULATED INTO A PAPER

COMPANY PROFILE:

The company selected to complete a Company Profile on is NO Aids Task Force dba CrescentCare. The mission of CrescentCare is “to offer health and wellness services to the community, to advocate empowerment, to safeguard the rights and dignity of individuals and to provide for an enlightened public.” Crescent care has recently transitioned from NO Aids Task Force to a FQHC; Federally Qualified Health Center. According to HRSA (Health Resources & Services Administration) Federally Qualified Health Centers are community-based care providers that receive funds from the HRSA Health Center Program to provide primary care services to individuals in under developed urban and rural communities - regardless of their insurance status, ability to pay. Sliding fee scales are created to help individuals afford and receive comprehensive, primary and preventative healthcare. Services can include healthcare services, behavioral healthcare services, dental services, housing services as well as food pantry.

CrescentCare is funded by both federal, state, and local grants as well as accepting major medical insurances for individuals that qualify. CrescentCare is trying to get away from the stigma of only servicing individuals living with HIV/AIDS, to provide services to the community regardless of their healthcare status as well.

This company was chosen due to the nature of its services given and the infrastructure of the organization, it’s different funding sources, and mainly because of its recent industry transition. The company has many different trends both social and economical that provides a great comparison to itself and others in the FQHC industry.

Reviewing the outline of the Company Profile requirements, I a detailed InSite to several sources of information to complete the necessary requirements due. As well as the company’s partnership with other FQHC’s which will provide a deeper comparison, and deeper research.

INDUSTRY ANALYSIS:

An FQHC is a Federally Qualified Healthcare Center that serves under deserved populated areas. According to HRSA; Health Resources and Services Administration, FQHC’s must provide care under a sliding fee scale based on the individual’s ability to pay. Healthcare centers are community based and often include services of mental health, primary care, pharmacy, substance abuse, and oral health care. FQHC’s must have a board of governing directors and have an ongoing quality assurance program. FQHC’s currently has more than 28 million individuals and operate in more than 11,000 urban and rural communities.

Fundamentals of an FQHC are to:

· Deliver high quality, culturally competent, comprehensive primary care, as well as supportive services such as health education, translation, and transportation that promote access to health care.

· Provide services regardless of patients’ ability to pay and charge for services on a sliding fee scale.

· Operate under the direction of patient-majority governing boards of autonomous community-based organizations. These include public and private non-profit organizations and tribal and faith-based organizations.

· Develop systems of patient-centered and integrated care that respond to the unique needs of diverse medically underserved areas and populations.

· Meet requirements regarding administrative, clinical, and financial operations.

These centers deliver care and focuses on conquering geographic, social, etymological, and different boundaries by conveying facilitated, exhaustive essential and preventive practices. This consideration lessens the burden of ethnic health and healthcare disparities by stressing care of patients with numerous medicinal services needs and the utilization of key quality improvement practices including quality assurance and date innovation. Most of these centers receive federal and state grant funding to lead care for vulnerable individuals in these populated areas. Funding can pivot and target areas of extreme need such as homelessness, public assistance recipients, low income households, and individuals living with grave illnesses. These centers funding also operate in cohesiveness with other funding sources such as patients paying on the sliding fee scale, other resources, donations, private insurance, also Medicare & Medicaid.

According to a survey conducted by Sage Growth Partners (SGP), it presented several performance metrics and factors on the structure as CEO’s are challenged by the evolution of FQHC’s into more business-like organizations. The financial culture of these healthcare clinics is a challenge that lies ahead because most of the FGHC’s are finding its revenue diversification and financial stability profits hard to track and allocate. They’re considering more alternative payment methods and reimbursement models, in addition to innovating the fee for service and sliding fee scale methods. Another challenge is leadership in these organizations, finding and keeping the right leadership can be challenging – due to the nature of most facilities being non-profit and having knowledgeable leaders to operate in conjunction to non-profit funding and practices vs corporate leaders in which most have experience in. Partnerships are a positive factor in operating FQHC’s; most healthcare clinics use partnerships for referrals, community health assessments, IT services, training, and most importantly physician recruitment. Most grant funded trail studies involve physicians that are employed at both the healthcare center and partnership hospitals and other local clinics. FQHC’s are positive in their relationships with hospitals and healthcare systems with only 7% reporting a negative outcome. Lastly the competitive nature of marketing for patients, employees, and retention is a goal that falls short in FQHC’s. Marketing is important to achieve the organizational goals and growth, yet these organizations lack fully implemented marketing plans. Due to the funding of the FQHC’s, marketing plans aren’t executed to reach the community in ways the target market will receive. Fund-raisers and donations play an important role in raising the money to help market the organization for more client outreach. But 25% of large FQHC’s report the sustainability is challenging.

Healthcare is often described as being different from other industries for a number of reasons, including the: (1) Large role of governmental regulation and reimbursement (2) Seemingly limitless demand for healthcare (3) Necessity of having local providers (4) Absence of normal consumer motivation due to the use of third party payors, and (5) Difficulties in quantifying health and the quality and costs of care. The differences continue to present competition in the healthcare industry and is under extreme pressure due to rising costs. Therefore, Porter’s Five Forces model may well be applicable to healthcare just like any other industry. Porter has further explored the value of his model as a process or framework for use when examining competition in healthcare.

The healthcare framework is conveyed as a business that is supported from the full invasion of corporate greed, including the ever-present fascination of rivalry. Regardless of whether to control quality or cost, outside powers have controlled aggressive powers inside the social insurance industry. Upheld by the supplier deficiency and expanded populace requests guidelines in regard to the extent of mid-level suppliers have been decreasing and doctors have started extending the administrations and services provided. This is making a cover of administrations, which will probably keep on powering the development of new rivals in the FQHC market. As competition increases in response to the changes of rules and regulations, the entire entity must also change to fit the nature of services.

References

National Association of Community Health Centers, nachc.org/nachc/

“Hospitals & Health Care Organizations: Management Strategies, Operational Techniques, Tools, Templates, and Case Studies,” Edited by Dr. David Edward Marcinko, MBA, CMP, and Professor Hope Rachel Hetico, RN, MHA, CMP, Boca Raton, FL: CRC Press, 2013, p. 44. 9

“Making Competition in Health Care Work” By Elizabeth Olmsted Teisberg et al., Harvard Business Review, July/August 1994, http://hardvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?artilcleID=9440, (Accessed 09/11/08), p. 140.

Ulrich, V. (2017, September 12). Feel the Pressure as They Evolve into Business-minded Organizations

ORGANIZATIONAL ANALYSIS:

The organizational analysis in this paper is that composed of the non-profit agency & FQHC; CrescentCare. The mission statement of the agency is to offer comprehensive health and wellness services to the community, to advocate empowerment, to safeguard the rights and dignity of individuals, and to provide for an enlightened public. The vision statement of the agency is to lead in quality driven, innovative health and wellness care, and to meet existing and emerging needs with active participation from the community in which it serves. The values of the agency are to provide comprehensive health and wellness care with integrity, quality, respect, and compassion that is safe, effective, patient-centered, timely and efficient, equitable and evidence-based.

Incorporated as an organization in 1983, the agency obtained 501(c)3 tax exempt status in 1986. With its award in November 2013 as a new start FQHC, the Board of Trustees underwent a stringent process to review and re-align the agency’s bylaws and policies. However, in 2017 CrescentCare created CrescentCare Holdings, Inc., a separate 501(c)(3) organization, in order to receive the New Markets Tax Credits for the construction of a brand new 65,000 square feet clinic.

CrescentCare has evolved from a community-based organization that only provided services to people living with HIV to a multi-site community healthcare operation that delivers care to anyone who seeks it, regardless of their ability to pay. That evolution included phenomenal growth – from a $3.5 million agency with 36 employees in 2006, to a $44 million agency with 280 employees in 2018 – which required significant infrastructure development to maintain its stability during unpredictable economic times.

A few years ago, CrescentCare recognized that in order to be sustainable in the healthcare market, they needed to expand their mission. Studies produced results that the community members needed more help that was being offered: partners, children, parents, low-income neighbors with little or no insurance; entertainers and service-industry folks without traditional insurance, and the LGBTQ community who was alienated from health services and didn’t recognize their exact needs. As CrescentCare were part of the evolution at the beginning of the AIDS epidemic, they’re now responding now to the need of the larger community for quality, comprehensive wellness services and medical care. CrescentCare currently offers primary care, family and pediatric care, obstetrics and gynecology services, wellness and healthy living initiatives, behavioral health and dental services. The aim is to continue to improve access to high quality, patient-centered healthcare.

CrescentCare has been funded by and manages over $12,000,000 federal grants and contracts for over thirty years. All grant expenditures are detailed as cost categories indicated in the approved budget and segregated by funding source in the general ledger. CrescentCare is a $44 million organization in existence since 1983.

SWOT analysis is a valuable tool for analyzing the businesses’ outer and internal environment. CrescentCare presents the following weaknesses: minimum quality controls, comprehensive quality assurance plan, program mission shifts, staff turnover, and client attrition. Several opportunities present themselves to reverse the weaknesses and work in the companies favor. For quality assurance, they can implement and incorporate and improvement plan, survey client’s satisfaction and commit to change. Regarding the personnel turnover rate, they can create restructured departments, and increase professional services for staff. The client attrition can reverse with sharing best practices, growing client base through different channels, and integrating a home health model of care for patients who can no longer attend in house visits. Their strength lies within their innovative use of technology, their mergers and partnerships.

The following excerpts are from the latest financial audit done on CrescentCare as well as the financials on the company for the latest year displaying the current ratios:

Report on the Financial Statements

We have audited the accompanying consolidated financial statements of NO/AIDS Task Force dba: CrescentCare, which comprise the consolidated statements of financial position as of June 30, 2018, the related consolidated statements of activities and changes in net assets, functional expenses, and cash flows for the year then ended, CrescentCare Holdings was audited for the six-month period ended June 30, 2018, and the related notes to the consolidated financial statements.

Opinion

In our opinion, the 2018 consolidated financial statements referred to above present fairly, in all material respects, the financial position of NO/AIDS Task Force dba: CrescentCare and CrescentCare holdings as of June 30, 2018, and the changes in its net assets and its cash flows for the year and the six months then ended in accordance with accounting principles generally accepted in the United States of America.

Financial Statement:

References

CrescentCare A Partnership for Life. 2019. Who We Are. Retrieved from: https://crescentcarehealth.org/about/who-we-are/

Hill, B. (2019, March 12). Why Perform a SWOT Analysis?. Retrieved from: https://smallbusiness.chron.com/perform-swot-analysis-5050.html