Posted: May 25th, 2022

Arroyo Fresco Community Health Center Case Study

Arroyo Fresco Community Health Center Case Study

Strategic Challenges

Organization Strategy for Arroyo Fresco Community Health Center

Strategic Goal

Strategic Goal

Strategic Goal

Strategic Goal

Strategic Goal

This paper analyzes the major strategic challenges that are confronted by Arroyo Fresco Community Health Center. In addition to that, this paper also develops a new strategy for the organization and puts light on the action plans that would be followed for the attainment of the new strategic goals.

Arroyo Fresco Community Health Center Case Study

Arroyo Fresco community health center is a community healthcare center. The organization operates in western Arizona, where it has 11 clinics and 4 mobile service vans. In the year 2005, the organization generated total revenues of around 29.7 million dollars. The organization has a total of 254,137 visits. Out of these 254,137 visits 192,403 were medical visits, whereas, the remaining 61,734 were dental visits. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

The eleven service sites of the organization consist of eight medical and dental clinics, one health care center for women, and two school-based clinics. Out of the four mobile service vans, two of the vans are designated for medical services, whereas, the remaining two are designated for dental services. The organization employs a total of 392 people out of which 62% are designated for direct patient care. Apart from that, around 250 volunteers also work for the organization. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

2. Strategic Challenges

On the basis of the review of the current financial state, process management, leadership, employee performance and customer satisfaction levels of the organization, the following major strategic challenges have been identified:

Financial Performance: The organization has a mission to serve all the customers in a balanced manner irrespective of the ability of the customer to pay for the services. This poses a strong financial challenge as the organization operates in the face of tight and competitive fiscal environment at federal, state and local level. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

Organizational Learning: Evident gaps exist in the workforce skills. This is particular to the some specific clinic service providers and technical staff. Even though significant internal and external resources exist to fill these gaps, but these resources are not deployed in an effective manner. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

Clinical Excellence: The organization confronts a low incidence of prevention and screening of diseases at an early stage, whereas, the ratio of chronic and communicable diseases in the service area is higher. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

Service Provision: Over the past years, there has been a significant increase in the waiting time of the organization. In addition to that, an average of about 30% of the patients believe that their questions are not addressed appropriately. (Toyin Babalola, Diallo & Gund, 2010)The mechanisms that are associated with the provision of special services, especially those that are associated with the fulfilment of the unexpressed needs of the uninsured patients, are weak and shall be enhanced and improved. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

Employee and Customer Relationship Management: The organization confronts a number of challenges in relation to the recruitment and retention of employees in remote locations, management of vulnerable patient population and development of satisfactory compensation packages. In addition to that, the organization is also required to take measures to develop effective relations with the patients, the community and the external partners as well. (Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program, 2006)

3. Organization Strategy for Arroyo Fresco Community Health Center

The following section lists down the major goals of the new strategy, the actions that would be taken to achieve the goals and the measures that would be deployed to assess the effectiveness of these actions:

Strategic Goal 1:

Enhancement of the net income of the organization through the reduction of the costs that are associated with the provisions of services to the patients. This would be done through the exclusion of the unnecessary administrative costs and indirect patient costs. (Staff Members of the Community Clinics Health Network, 2008)

Action Plan:

The organization would achieve the above mentioned goals through: The enhancement of the return on investment in various clinical units. In addition to that, the collection rates would also be enhanced. (Staff Members of the Community Clinics Health Network, 2008)

Evaluative Measures:

The performance would be evaluated through the analysis of per asset relative value units and the variations in collection rates.

Strategic Goal 2:

Effective deployment of the existing internal and external resources for the fulfillment of the workforce gaps.

Action Plan:

The organization would achieve the above mentioned goals through:

The provision of time and space to the existing staff so that they might be able to expand their skill base.

Provision of online resources and paid leaves to the staff for the purpose of learning and studies.

Active recruitment and training of the volunteers who possess specific or targeted skills. The most preferred volunteers would be the retired health care professionals that are available in the region.

Encouragement if the enrollment of the volunteers as well as the staff in various professional health care programs.

Enhancement of the aids and scholarships that are directed towards teaching and training the staff and the volunteers. (Staff Members of the Community Clinics Health Network, 2008)

Evaluative Measures:

The performance would be evaluated through the analysis of proficiency rates of the staff, proficiency rates of the volunteers, enrollment rates of the staff as well as the volunteers and the success rates of the grants, aids and scholarships.

Strategic Goal 3:

Enhancement of the overall rate of the visits that the patients make to their doctors. In addition to that, the effective deployment of internal and external resources for the satisfaction of the unmet needs of the existing patients so that the new patients might also visit the organization. (Staff Members of the Community Clinics Health Network, 2008)

Action Plan:

The organization would achieve the above mentioned goals through:

The reengineering of business processes so that the pace of the clinical activities can be increased and waiting time could be reduced.

Increase in the rates of immunization for both the children and the adolescents.

For females, the organization would go for an increase in the screening for depression, abuse, cervical cancer, colon cancer and mammography services.

For males, an increase in the screening for depression and colon cancer.

Increase in the levels of screening in the preventive areas, including the cessation of smoking and obesity. In addition to that, the level of general immunization diabetic screening would also be increased. (Staff Members of the Community Clinics Health Network, 2008)

Evaluative Measures:

The performance would be evaluated through the analysis of operations and cycle time, screening rates and immunization rates.

Strategic Goal 4:

Enhancement of the partnerships and collaborative arrangements with the local as well as the state level health care organization and providers so that new patients could be attracted to the organization.

Action Plan:

The organization would achieve the above mentioned goals through:

The identification of unserved or underserved patients by developing partnerships with local as well as the state level health care organization.

Development of partnerships with the faith-based community groups.

Exploration of unconventional hours in which the clinical and remote services could be provided so that more and more customers would be served by the organization.

Reduction of the waiting time for the patients. (Staff Members of the Community Clinics Health Network, 2008)

Evaluative Measures:

The performance would be evaluated through the analysis of future time, which can be defined as the third next available appointment, and the increase in the number of patients that are served by the organization.

Strategic Goal 5:

Improvement of the satisfaction of the staff through the improvement of the results of ’employer of choice’ section of the staff survey and improvement of the satisfaction levels of the external stakeholders of the organization.

Action Plan:

The organization would achieve the above mentioned goals through the effective management and mitigation of the factors that have been scored the lowest in the most recent staff satisfaction survey and the patient, community and partner satisfaction survey. (Staff Members of the Community Clinics Health Network, 2008)

Evaluative Measures:

The performance would be evaluated through the analysis of satisfaction scores of the staff and the external stakeholders.

References

Staff Members of the Community Clinics Health Network, (2008). Strategic Plan — Arroyo Fresco Community Health Center (1st ed., p. 1). San Diego: Community Clinics Health Network.

Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program,. (2006). Arroyo Fresco Community Health Center Case Study (1st ed., pp. 1-48). Gaithersburg: National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program.

Staff Members of the National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program,. (2006). Arroyo Fresco Community Health Center Feedback Report (1st ed., pp. 2-44). Gaithersburg: National Institute of Standards and Technology, Technology Administration, Department of Commerce, Baldrige National Quality Program.

Toyin Babalola, B., Diallo, I., & Gund, S. (2010). Arroyo Fresco _Community Health Center: Enhancing the FOCUS model (1st ed., pp. 3-25). Retrieved from http://s3.amazonaws.com/ppt-download/finalppafpresentation11202011-13218364460251-phpapp01-111120184846-phpapp01.pptx-response-content-disposition=attachment&Signature=SHUt%2FhmZJMiDXlaW%2B1zATNd9W7s%3D&Expires=1405754773&AWSAccessKeyId=AKIAI6DXMWX6TBWAHQCQ

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