“Destiny is not a matter of chance; it is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved.†–William Jennings Bryan
What is the destiny of Henderson Health Care Services? What choices will lead us to the achievement of our goals? These are tough questions, but worthy of much consideration, planning, and insight. Henderson Health Care (HHC) faces many challenges. We are challenged by its rural location and its close proximity to our competitors. The industry is saturated with rules and regulations while at the same time seeking ways to comply while receiving reduced reimbursement for services. HHC recently conducted a research and marketing study in conjunction with Master Planning Services. The goals of our research were to determine:
1. The level of satisfaction from customers who have used HHC services
2. What services would need to be offered for people to consider HHC services and providers as their Primary Healthcare Provider
3. Competitive advantages HHC might have over other healthcare facilities in our area
4. The condition of the existing facility and services including the potential to expand revenue generating services
After the assessment was completed, it was determined that HHC should continue to focus on further development of outpatient services for the specific and continued promotion of our surgical, radiology, laboratory, and other procedures/tests that specialty clinics generate. As with many facilities that are 30-50 years old, the physical structure can often look to be in sound condition; however, is not designed to accommodate many of the things expected and required today. Today our focus is comfort, privacy, efficiency, access, and safety. Our business will continue to shift in that direction because of customer expectations and reimbursement issues. Some departments have outgrown the physical functions of the facility as new services are being offered and newer equipment and technology is being utilized. Long term care models are changing as well. Household models are more popular, adopting a more resident-centered approach that shapes the physical environment, organizational structure, and interpersonal relationships in ways that create an atmosphere of genuine home, while providing elders with clear opportunities to direct their own care. The Household Model breaks down a traditional facility of 30-40 residents to that of 12-20, with their own kitchen, dining room, living room and often the extra small cozy spaces you would find in any home (den, patio, front porch, etc.). Each resident room is spacious with private bathroom and shower. Our current building, although well maintained, is mechanically inefficient and is not up to current mechanical, electrical, and plumbing codes.
We are taking steps to diligently assess what services should be developed, expanded, and/or renovated to better serve our patients and ensure our facility remains in business. HHC employs over 110 staff members with an annual payroll of nearly $3.5 million dollars. Each year we serve over:
• 200 surgical patients
• 840 Specialty clinic patients
• 660 ER patients
• 8,300 clinic patients
• Long term care and assisted living residents
• 12,000 laboratory procedures
• 1,600 radiology procedures
• and many more…
HHC serves many communities, touches many lives, and bears a substantial influence on our local economy. In the upcoming months and over the course of several years, the Board of Directors, administration, staff, and the communities we serve will join to work through these opportunities for Henderson Health Care. We will be united in an effort to choose the destiny of our healthcare facility and move collectively towards achieving a secure future for the facility and quality healthcare for those we serve.
Cheryl Brown
