The Environmental Analysis of California Telehealth Network

TheEnvironmental Analysis of California Telehealth Network

Overviewof the Company

CaliforniaTelehealth Network focuses on bringing efficient healthcare networkand other capabilities to enhance the processes of otherhealth-related institutions (In Westwood &amp IOS Press, 2014). Thisapproach focuses on increasing the capacity of other originations toimprove the access to care, especially among the socioeconomicallydisadvantaged population of California. CTN is a non-profitorganization which has been receiving its findings from bothgovernment and private agencies. Initially, the group was fundedthrough a state`s program, FCC, which was responsible forapproximately 22.1 million worth of its resources. CTN is a coalitionof organizations within the healthcare and technology sector. Thegoal of the network is to create an information technologyinfrastructure that would facilitate the provision of qualityhealthcare to the people of California. One of the major achievementsof the organization is connecting over 800 healthcare providersacross California alone. The network provides the opportunity forthem to work collaboratively and improve the health situation in thestate.

Internaland External Environment Analysis of the Company

SWOTAnalysis of the Organization

Strengths: The organization has embraced information technology as a means ofenhancing the community’s access to comprehensive care (CaliforniaTelehealth Center, 2016). As a result, it has managed to reduce theimpacts of the challenge of overcrowding in healthcare facilitieswhich often compromises the quality of health being given to patientswith critical needs. The technology offers a way through which healthprofessionals in other can communicate with their patients, provideuseful information, and book appointments in a way that does notclash with other programs (California Telehealth Center, 2016). Secondly, the health center is connected to over 800 other healthcareproviders through their information technology infrastructure, thusenabling them to track their patients, and gather information whichmay help in treating them appropriately. It also allows them to referpatients with special needs effectively. The organization has healthyrelationships with other networks, thus facilitating the expansion ofits networks to other regions. The primary objective of theinstitution has been to interconnect as many agencies as possible tofacilitate the provision of competent healthcare services throughinformation exchange and gathering information which could help themserve the community in a better way.

Weaknesses:California Telehealth Network being a non-profit organization isoften forced to rely on well-wishers and government grants to supporttheir activities (Emeli-Komolafe, 2014). Consequently, theircapacities to undertake other health-related obligations are limitedbecause they focus on sustaining Telehealth program. Secondly, theorganization also focuses on providing one type of service which is arisky approach. They are likely to be phased out when the completionincreases. They are also liable to become irrelevant if manyhealthcare organizations adopt e-health. Currently, many hospitals inthe United States now focus on providing comprehensive healthcare tothe community, which includes adopting Telehealth (Keshvari et al.,2014).

Opportunities:The organization can partner with firms with larger resource base.This approach will facilitate the undertaking of activities whichwere not possible within the limits of their previous budgets. It canalso charge a reduced fee for people with adequate resources to covertheir expenses.

Threats:Other organizations are also considering adopting Telehealth, thusattracting similar attention from the government. It means that theywill share available resources with health centers with similar asimilar idea. Additionally, online communication has been known tocompromise the confidentiality of patient information (Wootton,Jebamani &amp Dow, 2005). Thirdly, the government has been committedto establishing a network which would interlink all the healthcareinstitutions within the United States. This approach will render CTNirrelevant in the market.

Porter`sFive Forces Analysis of the Organization

Rivalry:Competition in the provision of e-health network is high becausehospitals have even focused on establishing their Telehealthinfrastructure and linking up with others in the region and acrossthe United States (van Wijngaarden, Scholten &amp van Wijk, 2012). California Telehealth Network is likely to experience even a moreincreased completion than other hospitals because it is non-profitoriented. It also aims at improving health care access for themarginalized communities and individuals with few resources throughinformation technology which is also a major focus of the government.

Bargainingpower of clients: The bargaining power of those who need healthcareservices is low because only a few healthcare professionals areavailable to serve a large number of communities (van Wijngaarden,Scholten &amp van Wijk, 2012).California Telehealth Network is ina better position because it offers health services to individualswho previously found it difficult to access healthcare due toinadequate resources.

Bargainingpower of suppliers: Healthcare providers have tremendous bargainingpower over insurance companies, clients, and the government (Arief,Hai &amp Saranto, 2013). It is a fact that the government of theUnited States and other well-wishers has been supporting theCalifornia Telehealth Network because of its unique yet effective wayof delivering services to communities which previously experiencedpoor access to healthcare (Telehealth and Medicine, 2007).

Substitutes:With the expanding awareness of the relevance of scientific medicine,a large number of people have turned away from traditional practices(Wootton, Jebamani &amp Dow, 2005). This fact is reflected in theway a large number of people need healthcare services compared to thepast.

NewEntrants: Only a few hospitals exist in each community despite thegovernment`s focus on improving health sector. It means that the costof establishing and maintaining a health center is too high comparedto people’s resources (Arief, Hai &amp Saranto, 2013). As aresult, California Telehealth Network is revered and seen as animportant development aspect in the state of California and UnitedStates as a whole (Telehealth and Medicine, 2007).

CoreCompetencies

Oneof the factors that distinguish the organization from others is thatit focuses on enhancing the access to care among marginalized peopleby offering free services (Malvey &amp Slovensky, 2014).Additionally, it uses Telehealth to reinforce the achievement of itsprimary objectives. People do not have to travel to the hospital toaccess information, to be assessed or even to book appointments.Patients can also confirm in advance if the hospital is scheduled toadvance. They can also know in advance if the hospital offers theservices they need to avoid wastage of resources and time.

Resources

CaliforniaTelehealth Network has one of the leading resource centers whichoffer Telehealth education related to specific skills required forthe successful delivery of healthcare services (Malvey &ampSlovensky, 2014). It also guides program implementation. These piecesof information are often accessed by health providers, healthsystems, government agencies, and clinics among others. Additionally,the capacity of CTN’s resourcefulness is enhanced through itspartnership with California Telemedicine and e-Health Center (CTRC).CTN also offers free online health-related information such as healthinformatics, consumer health informatics, and change management tothe public through its expansive information technology network.Lastly, it has a multimedia library and links to other sources ofinformation which may be relevant in expanding people’s awarenesson health matters.

Capabilities

CTN`sinformation technology can support multiple operations such as healthinformation exchange and access to information among others. It canalso support electronic prescribing, the sharing of medical reportson patients, and reporting lab results. Additionally, theorganization is capable of receiving funds which can be used to turnit into America’s leading Telehealth network.

TheMission, Vision, Values, and the Directional Strategy of theOrganization

Thedirectional strategy of the organization is to link up with as manyhealth-related networks within the United States as possible. Theorganization is driven by the capabilities of information technologyin enhancing health processes. This approach will add value to theiroperation, and make it easy for institutions which rely on the systemto discharge their duties effectively. The mission of theorganization is to enhance the access to healthcare among theunderserved population by promoting advanced information technologyservices. Its vision is to provide the manageable and sustainablenetwork that meets the needs aligning with the delivery of healthservices. Its values include expanding its network by linking withother systems and institutions in the country. Additionally, theorganization has been using its network to enhance disasterpreparedness in California.

CompetitiveForces

Asignificant number of hospitals in the United States offer Telehealthprograms, thus improving competition in the sector. WithinCalifornia, Beverly Hospital offers substantial competition to CTN.It provides an overview of what other institutions in the region andacross America are likely to do to add value to the services theyoffer to the community.

Goals

Theprimary goals of the organization include providing medical expertiseto healthcare providers as well as personalized care for people,especially those with special needs (Beverly Hospital, 2016). In theprocess of meeting these objectives, the hospital has established anexpansive telecommunication network to help in coordinating withother centers as well as improving the experience of its customers inCalifornia.

Strategies

Thestrategies used include offering e-health programs which provideinformation related to health, the availability of healthcareprofessionals, and the capacity of the hospital to handle morepatients. They also liaise with other hospitals to track theirpatients and gather more information about them. The hospital alsoprioritizes on expanding their networks by linking up with otherorganizations and association.

ReferencesTopof Form

Arief,M., Hai, N. T. T., &amp Saranto, K. (2013). Barriers to andadvantages of e‐healthfrom the perspective of elderly people: A literature review. FinnishJournal of eHealth and eWelfare,5(2-3),50-56.

BeverlyHospital | Hospital &amp Medical Centers. (2016). Retrieved July 30,2016, from http://www.beverlyhospital.org/

CaliforniaTelehealth Network. (2016). Retrieved July 30, 2016, fromhttp://www.caltelehealth.org/

Emeli-Komolafe,J. (2014). Telehealth,telemedicine, or electronic health simplified: A quick guide for thegeneral public and professionals.Bloomington, IN: Xlibris.

InWestwood, J. D., &amp IOS Press. (2014). MedicineMeets Virtual Reality 21: NextMed / MMVR21.Bottomof Form

Jordan-Marsh,M. (2011). Healthtechnology literacy: A transdisciplinary framework forconsumer-oriented practice.Sudbury, MA: Jones &amp Bartlett Learning.

Keshvari,H., Haddadpoor, A., Taheri, B., Nasri, M., &amp Aghdak, P. (2014).Survey Determinant Factors of Telemedicine Strategic Planning fromthe Managers and Experts Perspective in the Health Department,Isfahan University of Medical Sciences. ActaInformatica Medica,22(5),320.

Malvey,D. M., &amp Slovensky, D. J. (2014). MHealth:Transforming healthcare.New York Springer

Telehealth&amp telemedicine: Taking distance out of caring.(2007). Place of publication not identified: CaliforniaTelehealth/Telemedicine Coordination Project.

vanWijngaarden, J. D., Scholten, G. R., &amp van Wijk, K. P. (2012).Strategic analysis for health care organizations: the suitability ofthe SWOT‐analysis.TheInternational journal of health planning and management,27(1),34-49.

Wootton,R., Jebamani, L. S., &amp Dow, S. A. (2005). E-health and theUniversitas 21 organization: 2. Telemedicine and underservedpopulations. Journalof telemedicine and telecare,11(5),221-224.