Assessing rural community resources for health care: The use of health services catchment area economic marketing studies

Rowley, B. D.; Baldwin, DeWitt C.

doi:10.1016/0277-9536(84)90011-x

Cited by 3 publications

(2 citation statements)

References 6 publications

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“…Utilizing a cooperative, participatory approach, the Office of Rural Health provided a variety of services, including needs assessment, facilities planning, health manpower recruitment and retention, financing, locum tenens, professional support, medical specialty consultation, and continuing education (Rowley, 1984). In addition, health services catchment area economic marketing studies were conducted in 15 rural areas of the state (Rowley & Baldwin, 1984).…”

Section: Methodsmentioning

confidence: 99%

Alternative Models for the Delivery of Rural Health Care: A Case Study of a Western Frontier State*

1990

The Journal of Rural Health

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This is a case study illustrating the wide variety of models for rural health care delivery found in a western "frontier" state. In response to a legislative mandate, the University of Nevada School of Medicine created the Office of Rural Health in 1977. Utilizing a cooperative, community development approach, this office served as a resource, as well as a catalyst, in the development and expansion of a variety of alternative practice models for health care delivery to small, underserved rural communities. These models included small, single, and multispecialty group practices; self-supporting and subsidized solo practices; contract physicians; midlevel practitioners; and National Health Service Corps personnel. The rural health care system that was created featured regional and consortial arrangements, urban and medical school outreach programs, and a "flying doctor" service.

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Section: Methodsmentioning

confidence: 99%

Alternative Models for the Delivery of Rural Health Care: A Case Study of a Western Frontier State*

1990

The Journal of Rural Health

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“…Studies of the interactions between medical providers in rural communities has focused mostly on the effects on access for patients (Cowper & Kushman, 1987), or the structure of the service system (Fickenscher, 1988). Where there are analyses of competitive interactions, they usually have taken the form of case studies (e.g., Bernstein, Hege & Farran, 1979;Cowen, et al, 1976); cookbook-style planning documents that allow planners to estimate a given community's need for a physician (Rowley & Baldwin, 1984), or economic analyses that focus on the cost and production functions of clinics (Bradham, 1981;Goldman & Grossman, 1982). None of this previous research has focused directly, or primarily, on the measurement of competitive effects or the mechanisms by which clinics and physicians compete.…”

Section: Introductionmentioning

confidence: 99%

Competition and Rural Primary Care Programs*

Ricketts

1990

The Journal of Rural Health

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Rural primary care programs were established in areas where there was thought to be no competition for patients. However, evidence from site visits and surveys of a national sample of subsidized programs revealed a pattern of competitive responses by the clinics. In this study of 193 rural primary care programs, mail and telephone surveys produced uniform data on the organization, operation, finances, and utilization of a representative sample of clinics. The programs were found to compete in terms of: (1) price, (2) service mix, (3) staff availability, (4) structural accessibility, (5) outreach, and (6) targeting a segment of the market. The competitive strategies employed by the clinics had consequences that affected their productivity and financial stability. The strategies were related to the perceived missions of the programs, and depended heavily upon the degree of isolation of the program and the targeting of the services. The competitive strategy chosen by a particular program could not be predicted based on service area population and apparent competitors in the service area. The goals and objectives of the programs had more to do with their competitive responses than with market characteristics. Moreover, the chosen strategies may not meet the demands of those markets.

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