Family Medicare

FAMILY MEDICARE 3

FamilyMedicare

Thefirst Item is the need aspect of the program description. The lack ofa specific need for the business creates ambiguity. Is home carerequired in the market? Consequently, the program is unable todifferentiate itself from the competition. Hence, it requires adetailed description of the identified family Medicare opportunity. It is important to understand the different needs as demanded byfamilies to address them in detail. Although the mission of thefamily medicine clinic is to provide accessible and high-qualitymedical care for people of all ages, it fails to identify thespecific opportunity in similar markets (Long, 2000).

Thesecond is the expected effects of the program. The Medicare needs toset out the exact required effects or goals and the plan to achievethe effects. The effects enable the measurement of performance. Forexample, the medical care is expected to provide services that exceedthe expectations of the patient. The question is how the Medicareshall exceed patient’s expectations and what are the key indicatorsof exceeding expectations. There are various approaches such aslow-cost approach by offering lower cost services than the markets orhigh Medicare technology. Also is the strategy to exceed thecompetitors through customer care for the patients. The effects needto be specific to enhance the evaluation of success. For example, theMedicare can provide home-based nursing services to patients a rareservice for Medicare businesses (Long, 2000)

Thethird is the activities performed by the Medicare. There is the needto list down all the activities that the business shall perform, ingreat details. For example, what are the activities behind servicesthat exceed customer’s expectations? The lack of detailedactivities to be performed leaves no room for comparison with thepractice of others (Long, 2000).

References

Long,S. (2000). Caringfor the elderly in Japan and the US practices and policies.London: Routledge.

FAMILY MEDICARE 4

FamilyMedicare

FamilyMedicare

Limitedfunds affect the success of the Clinic by limiting the ability toacquire the required machinery. Consequently, it lowers theeffectiveness of services. Second, the inability to attract the rightemployees reduces the quality of services since more experiencedstaff requires high salaries (Veney,&amp Kaluzny, 1998).

Limitedaccess to computer facilities negatively impacts data handling.Manual work is costly and time wasting. Due to the voluminous natureof health care records, manual operations lead to poor recordkeeping, data loss and time-consuming data retrieval processes. Itlowers the effectiveness of services (Veney,&amp Kaluzny, 1998).

Thelength of time allocated to the programme affects the programme.Sufficient amount of time enables employees to handle their workcomfortably. Insufficient amount of time creates work related stressthat causes poor performance and low-quality care services (Veney,&amp Kaluzny, 1998).

Question2

•Wereclients satisfied with the services they received? Since customersatisfaction is the primary aim of the programme, it is an importantissue to evaluate the service efficiency. Consequently, lack ofsatisfaction indicates the failure to meet client’s expectations aspromised by the clinic. There is the need to obtain the reasons andtake corrective action (Veney,&amp Kaluzny, 1998).

• Havestaff improvements (i.e., more training, higher salaries) led tobetter client outcomes? Employee’s motivation through highersalaries and adequate training relates to improved client outcomes.The evaluation of motivational factors is necessary to identifyemployee skills gaps that require to be filled. Similarly, the impactof increased salaries to employee’s performance determinesemployee’s satisfaction with the current levels of remuneration(Veney, &amp Kaluzny, 1998).

Didparticipants gain the intended long-term improvements in quality oflife and well-being? It is a necessary evaluation to establish thesatisfaction of clients. Specifically, the clinic is not onlyinterested in the short-term but also to improve the long-termappreciation of the customers. Lack of satisfaction requires futureaction plans (Veney, &amp Kaluzny, 1998).

References

Veney,J., &amp Kaluzny, A. (1998). Evaluation&amp decision making for health services(3rd ed.).Chicago, Il.: Health Administration Press.