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Sparkle Calhoun HSC 545 Health Care Planning Fall 2 2010 Trouble in Central City, USA

Trouble in Central City, USA The Mission Statement To improve the citys health care delivery system

Assessment Strengths The city has good resources The city has a stable population The city has two running hospitals There are doctors and dentist that practice within the city Has a public health department The state is willing to provide funds Special interest groups are ready to make improvements The mayor and the city council are ready to comply A consultant has been hired

Weaknesses Both city hospitals are experiencing economic issues No location for long term care One facility needs MRI to operate more effectively Residents may have to travel a great distance to receive an MRI Health care cost continues to elevate The city doesnt have a Department of Human Services The city has a high level of unintended pregnancies The city has no senior center

Opportunities The state is willing to provide aide There is a mental health facility 10 miles out the city Residents are not limited to just one hospital

Threats Competition Gang Violence High Pregnancies Big corporations coming to town and taking over The mental health facility out of town taking customers

Stakeholders The residents in the community Employees of the hospital The mayor City Council Family Members of employees State Officials

Set Priorities To create one successful community hospital To accommodate the needs of the city To reduce unnecessary of running a health care system cost To make health services accessible to every resident

State Goals To create a better health care delivery system

Objectives Develop a business plan Have a meeting the board, the mayor, and health care leaders to discuss and approve the business plan Apply for federal funds Inform current health care professionals of the future changes Begin construction on new facility Construction complete on new facility Move useful items from old hospitals to the new one and order new medical machines as needed Establish human resource team Inform the community of the new healthcare system Demolish old facilities Prepare for grand opening

Actions to Achieve Objectives The business plan is created to assist and move forward in establishing the new healthcare system to accommodate based on the communities needs. It would also be required to apply for federal funds. A conference would be held at the local pavilion to inform city council members, the mayor, community healthcare leaders, and other special interest groups of the changes that will be made. This also gives opportunity for feedback. Business plan must be critiqued and prepared to be submitted to the federal government for approval.

The current workers at Community Hospital and Goldenrod Medical Center will be informed of the merger by their superiors. A team of contractors have been selected and ground breaking has begun. The building is completed just as planned based on the blueprint. Movers are hired to begin moving useful equipment item from the old facilities to the new. At that point we figure out what is needed and proceed to purchase what is necessary. The human resource department will include members of both hospitals. It is human resources responsibility to prepare the employees for transition. Human Resources will conduct workshops and training classes to prepare employees for the merger. This department is also responsible for new hires in other departments as well such as housekeeping, laundry, etc. The community will be informed of current events by advertisements on the television, the radio, billboards, newspaper ads, and post cards by mail. Arrangements are made to demolish previous hospitals to save the community money on the upkeep of the old buildings that are not being used, unless the board decides otherwise. The staff preparing for the grand opening for Central City Community Medical Center and getting familiar with the new digs.

Possible Variables Bad Weather Lack of funds (grant denied, over budget) Lack of man power Lack of supplies

State Gross Time Lines Over the course of a year One month Business Plan is complete Two weeks Meeting with the board and others Two weeks Submitted grant One month Approved for federal aide One week Healthcare professionals are informed of merger One month Construction Begins Five months Construction ends Three weeks Necessary items are moved into the building One month Human resources prepares staff for transition Two weeks Informing the community One day Plans to demolish old facilities Fourteen days Prepare for grand opening

Implementation The City of Central was having some issues with their health care delivery system and managed to have two not so profitable medical facilities. The facilities managed but lacked the needs of the community. Statistics showed that the community needed to focus on ob/gyn, low income care, imaging, and geriatrics. It was concluded that both hospitals should merge in order to become a better working unit. In some instances one hospital lacked in some areas as did the other and that made it difficult for the residents and very frustrating. It was decided to select a mutual location between each facility and rebuild from the ground up with a state of the art facility. It was also decided to use federal funds and become a not for profit organization to save on taxes. The two old buildings are set to be demolished; the city may use them at their own leisure, however, it would be cost effective get rid of them.

Evaluation After reviewing the issue at hand it is believed that the problems were resolved and the healthcare delivery system has been improved. The new facility has a focus on Obstetrics, Geriatrics, Trauma, and Imaging. There is also a service that assists low income families and individuals who lack the insurance and the ability to pay for services rendered. Was the delivery system improved? Yes. Does the new medical center cater to the needs of the community? Yes. By

References Allison, Michael and Jude Kaye. Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook. John Wiley and Sons, 1997

Barry, Bryan. Strategic Planning Workbook for Nonprofit Organizations. Amherst Wilder Foundation, 1997.

Bryson, John M. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (revised edition.) Jossey-Bass Publishers, 1995.

Eadie, Douglas C. Beyond Strategic Planning: How to Involve Nonprofit Boards in Growth and Change. BoardSource (formerly National Center for Nonprofit Boards), 1993.

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