Done
Running Head: STRATEGIC AND BUSINESS PLAN 1
STRATEGIC AND BUSINESS PLAN 2
Strategic and Business Plan
Student’s name
Institutional affiliation
Executive Summary
Currently, the evolution of advanced technology is at its peak. The advancement in technology affects all the sectors of the economy including the healthcare sector. However, when it comes to enhancing the quality improvement, effectiveness of the care system, and improving patients' safety the application of technology performs much below the required level. This essay paper will provide a business and strategic plan that will aim at enhancing diabetes care to ensure a healthy community that is more focused on economic development in the community.
The current developing world needs to emotionally, mentally, and physically stable to achieve economic development. The concept of quality health can never be overlooked because it is the main contributing factor in the economic development of any society. Any government particularly the United States of America has been at the forefront in ensuring applicable laws and policies are enacted to guarantee communities' quality health standards. Laws such as Institutes of Medicine (IOM), Healthy People 2020, and the Patient Protection and Affordable Care Act (PPACA) outlines policies that are meant to achieve quality care in the healthcare settings.
The PPACA was enacted to perform three main goals; first to enhance individuals and small-group purchasers through reforming the insurance market. Secondly, to promote quality care for people working and earning below one hundred and thirty-three percent of the federal poverty level by expanding services in Medicaid. Thirdly, the establishment of PPACA ensured that necessary adjustments were made on how medical decisions are enforced. Therefore, the main purpose of PPACA is to ensure affordability of care services to the most disadvantaged in the society as well as improving the value of medical services in the United States (HRSA, 2018).
The Public Health Funding and the PPACA provide fund sources for the Western Hospital to cater the diabetes services for the vulnerable population. The establishment of the Center for Diabetes Care complies with PPACA's objectives and goals since it focuses on eliminating healthcare barriers that affect the Hispanic diabetic population. The center will address several healthcare barriers which range from community awareness, healthcare literacy, finance, healthcare accessibility, and culture that hinders quality care provision for Hispanic patients mostly affected by type 2-diabetes.
Healthy People 2020 was established by the federal government in the United States to identify healthcare threats and establish effective preventable measures for building a healthier nation (Healthy People.gov, 2010). The vision for the act is to ensure a larger population in the United States live healthy long lives. Therefore, the act was focus on reaching the following main goals: eradicate health disparities, promote quality care for all groups in the United States, attain equality in healthcare, prevent early deaths, and attain quality care that is free from disabilities, injuries and illness. The Heath People 2020 at creating social and physical environments that enhance quality care for all people in the United States. The goals for the Center for Diabetes Care align with objectives of the Healthy People 2020 because the center will establish and manage Diabetes Self-Management Education Series that will offer medication management and physical activities for diabetes patients. The project will enable the Hispanic community to attain healthier lives through equality in the healthcare system.
The establishment of "To Err Is Human" by Institutes of Medicine in 1999 brought hot debates among the citizens following the concern of the safety of patients in the United States. In 2001 amendments were made to the Institutes of Medicine (IOM) to fill the quality gap. The New Health System explicitly addresses the actual healthcare crisis that faces the majority of the population in the 21st century which provides more comprehensive details of the difference between what is perceived to be quality care and real care. The IOM policies based on 2001 amendments provide six plan implementation systems that enable patients to receive quality care that includes: equity, efficiency, timeliness, patient-centeredness, effectiveness, and safety.
The Center for Diabetes Care aligns with the IOM's goal since it also focuses on equity, efficiency, timeliness, patient-centeredness, effectiveness, and safety to the vulnerable population in the United States and more specifically the Hispanic community. The effort of the community is critical in the establishment and implementation of the Center for Diabetes Care because the program mostly benefits the community. Therefore, a key stakeholder, for instance, advocates and community leaders must be involved in the accomplishment process if at all the program will be successful. For the program to be successful the community, local, and the national government must be involved.
In my opinion, I recommend the formation of an inclusive committee of multiple stakeholders that will oversee the establishment and implementation process of the project. The inclusive committee will ensure there is diverse expertise which will bring diverse ideas on board that will enhance implementation and expansion of the Center for Diabetes Care. Additionally, the committee will ensure effective oversight of the financial budget to enable the hospital to efficiently utilize the available resources set aside for the project. Therefore, a strategic plan is essential in guiding the key stakeholders on the implementation process of the planned project.
Since the Western Hospital is located in a country with diverse communities in terms of culture and race, the center will not only benefit the Hispanic population but it will be beneficial to all the communities. Since Jefferson County has a larger population compared to other counties it is more appropriate to establish The Center for Diabetes Care since it will cater to more stakeholders. Since most of the population around the hospital are low-income earners, the program with highly benefit them since the majority of the population cannot afford to cater to their medical services under normal circumstance.
Considering the program is established to cater to diabetes medical care services for the most unfortunate in society; it is reasonable to establish the center in the location. The healthcare personnel professional will collaborate with personnel at The Center for Diabetes Care together with physicians and patients to enable every is cooperating to optimize the diabetes quality care. Since the center is patient-based will provide a continuum of diabetes care for type 2-patients around the Western Hospital. After medication and assessment of diabetes patients in the Western Hospital, the center will thereafter support the patients. Additionally, diabetes disease is ranked among the most health need in society, which has increased the rate of hospitalization in the Western Hospital. The establishment of The Center for Diabetes Care is critical since it will reduce high hospitalization rates at the hospital thus enhancing quality care.
Strategic plan
Over the last few centuries, Western Hospital has been a caring healthcare facility to both the Lowertown Hispanic society and also the larger Jefferson County. The hospital has proven beyond doubt that it is passionate about creating a significant relationship and resilience with its immediate community while ensuring innovation and quality care provision. Over the last few decades Lowertown has been suffering, statistics showing that seventy-one percent of the population has been financially burden by type 2-diabetes and its related complication as noted by Dr. Novak. Majority of the affected individual is the county is the elderly above sixty-five years and also individuals with low education and income.
Based on the findings and analysis of Dr. Novak on the medication for diabetes among the Hispanic elderly in Lowertown society, he is passionate about establishing programs that enable early identification and prevention measures for diabetes among the less fortunate population. According to Dr. Novak, a community-based program will offer an adequate solution to the current healthcare challenges associated with diabetic patients (Novak, 2020). The main aim of Dr. Novak is to provide patients with consistent diabetic medication and also providing the vulnerable population with diabetic education with their most appropriate language to create cultural competence. To enhance quality care among the diabetic patient Dr. Novak identifies strategies that will decrease the hospitalization rate for diabetic patients and diabetic-related complications at the Western hospital which in turn improves quality care.
With the collaboration of various advisers and the Dr. Novak ideology, Dr. Novak understands the contribution of PPACA in establishing the Center for Diabetes Care. PPACA's funding will provide substantial resources for construction, operation, and expansion for the Center for Diabetes Care. The Western Hospital board of directors' approval will entirely depend on the applicability and the detailed report business and strategic plan which guide the establishment of the Center for Diabetes Care.
Vision statement
Our vision in establishing the Center for Diabetes Care is to prevent and eradicate diabetes and diabetes-related complication in Jefferson County by addressing the healthcare disparities through patient and cultural approaches in the effort of achieving a free diabetes society.
Mission statement
We are dedicated to ensuring prevention, treatment, and quality care for diabetes and offering self-management education and culturally relevant prevention in society.
Value statement
Through education based on the most suitable language embraced by a patient and culturally relevant support, the majority of the affected individual will be able to modify their lifestyle and feeding habits to prevent and care for diabetes and diabetes-related complications. At the center as a healthcare professionals, we shall be able to ensure the patients improve their lives by providing constant customer experience and lasting innovative strategies. The Center for Diabetes Care's values includes setting standards, efficiency, customers' values, and innovation.
In setting standards, we are committed to being at the forefront in treating, diagnosing, and preventing diabetes and all diabetes-related complications applying innovation and patient-based research. Through our well-trained medical professionals, we shall be able to display professionalism that will promote education that is meant to prevent and treat any form of diabetes.
Through efficiency we ensure we execute our service based on ethical standards and efficiency. We value ethical engagement with patients that protects our image and integrity. Additionally, our customers' value becomes our priority. Therefore we focus on providing our clients with the best experience. Any contribution to the Center for Diabetes Care will be based on Customers' needs.
Through innovation, we shall apply emerging technologies that enable us to provide and design exceptional services that will change the perception of diabetes across the globe. To accomplish this mission we shall employ professional tech-savvy personnel to develop new technologies to prevent and cure diabetes.
SWOT Analysis
The SWOT analysis will provide detailed information on threats, opportunities, weaknesses, and strengths. The SWOT analysis will enable key stakeholders to appreciate the role of the center. The SWOT analysis is provided in form of matrix format as provided below.
|
Strengths
· Availability of a comprehensive community-based model. · A comprehensive structure to offer an alternate treatment. · Ability to train healthcare personnel. · Ability to solve health issues using Evidence-based practice. · Availability of Servant leadership from Dr. Novak. · Ability to prevent past mistakes.
Opportunities:
|
Weaknesses
· Inability to hire professionals in establishing the center. · Lack of patients based-contact platform · Lack of digitalized documentation system. · Based on research the organization spends a big budget on salary payments. · Failure to develop a communication structure. · Lack of trained personnel to monitor the project.
Threats
|
|
· The center can succeed through the establishment of cost-effective measures. · Effective healthcare delivery through education provision. · The healthcare facility can enhance care delivery through a breakeven point. · The center can apply the satisfaction study to ascertain the needs of the healthcare personnel. · The center can promote its services to accommodate the disease's occurrence.
|
· The high cost of sustaining the program. · Challenges of ever raising diabetes cases · Availability of government regulation that may prevent the organization from achieving its goals. · Stiff completion from private organizations. · The ever increasing production of fast-moving food in many industries.
|
Strengths
Availability of a comprehensive community-based model: the model has been developed based on the needs of Jefferson County is unique and different from other models.
A Comprehensive structure that offers an alternate medication: the alternatives are in line with traditional approaches to preventing diabetes. Using the approach allows the Western Hospital to apply conventional approaches in the center.
Ability to train the healthcare personnel: trained personnel ensure quality care based on professionalism and based on ethical standards.
Ability to solve health issues using Evidence-based practice. The strategies employed to prevent and eradicate diabetes are based on statistical data from the actual patients (O’Connor, 2013).
Availability of Servant leadership from Dr. Novak: he is the healthcare professional and managing director who collaborate with other healthcare professionals and provide inspiration to them.
Ability to prevent past mistakes: the healthcare facility management personnel mistakes that have been made in other institutions and they are committed to escape and learn new ways of preventing the diseases.
Weaknesses
Inability to hire professionals in establishing the center: it is challenging for the center to hire professionals with the right skills due to financial challenges. Inability to employ bilingual prevents the staff from addressing the Hispanic population challenges associated with cultural biases.
Lack of patients’ based-contact platform: the center does not have a document showing that the firm is involving patients during the establishment of the center.
Lack of digitalized documentation system: Lack of technological systems such as the Electronic Health Record is the main blocking factor for accessing and analyzing the medical history of patients suffering from diabetes.
Based on research the organization spends a big budget on salary payments. High cost incurred by the organization to cater to salaries can be used to establish and develop programs for preventing and curing diabetes.
Failure to develop a communication structure: the facility lacks an effective platform for campaigning to create awareness across the county.
Lack of trained personnel to monitor the project: the firm lacks training programs that impact skills to healthcare for better management of the project. The few trained personnel are not permanently employed and may leave the firm in the future.
Opportunities
The center can succeed through the establishment of cost-effective measures. Through funds from PPACA, the facility may reduce the cost of treating diabetes which will enable the most disadvantaged to seek medication.
Effective healthcare delivery through education provision: effective education by using appropriate language for the different ethnic groups will allow staff to serve patients regardless of their background.
The healthcare facility can enhance care delivery through a breakeven point. Through the establishment of the center and better utilization of the available resources by ensuring proper documentation can enable the organization to achieve its goals without further external grants.
The center can apply the satisfaction study to ascertain the needs of the healthcare personnel. The study and research will ensure the firm proactively addresses the employees’ challenges before they quit the facility for other firms with better employees' terms and conditions.
The center can promote its services to accommodate the disease's occurrence. The organization the chance to increase its accommodation considering the prevalence increase rate of diabetes is at eight percent.
Threats
The high cost of sustaining the program. The high cost related to care services is a blocking factor for low-income earners to access care.
Challenges of ever raising diabetes cases: The chances that most of the government programs might withdraw their funding to the center might force the firm to increase the cost of care to diabetic patients. Hispanic and African Americans might unable to cater for their medical services in the future since most of them are low-income earners.
Availability of the government regulation that may prevent the organization from achieving its goals: for instance, the Affordable Care Act has strict policies. Such policies include the requirement for healthcare facilities to conduct a patient-based assessment to ascertain the impact of the program on the community. The regulations are costly and may negatively affect the operation of the program in its infant stage.
Stiff completion from private organizations: the facility should develop programs within the center to gain a competitive advantage over private institutions that are more aggressive.
The ever increasing production of fast-moving food in many industries: the facility must establish community-based education programs that educate the community on the effect of fast-moving food that creates a great threat to the center.
Strategies for Launching and Operationalization
Marketing strategy
The initial process will require the management team of the Center for Diabetes Care to create awareness for the targeted market. The process will require the donors through their representatives and the leadership of the facility is present for the launch of the project. Additionally, the robust team and the senior management need to mobilize most individuals from the targeted market so that they are motivated and embrace the project.
During the launching of the program, the management should prepare a health care professional to identify and commend programs that address issues on the funding of the program, research, staff and patients' education, services provision, provider training, and available incentives. Specifically, programs within the strategies involve informing and teaching the employees in the center with adequate information on how to develop a mechanism and best practice to reward effective practices.
During the launching, key stakeholders should enlighten the employees on how to obtain and implement evidence-based practice (Philis-Tsimikas & Gallo, 2014). Healthcare professionals should be at the forefront in ensuring equity, effective resource utilization, and adherence to policy while providing care. For the management, to monitors 'best practice' effective methodology should be present. Additionally, there is a need for a continuous evaluation to ascertain the level accepted 'best practice'.
Short-Term Goals
The Center for Diabetes will concentrate on achieving the multiple short-term goals such as:
1. Provide education to enhance knowledge and underrating on how to prevent and cure diabetes in Jefferson County.
2. Establishing community-based programs that enable individuals to practice healthy feeding habits.
3. Cooperate with other health-related organizations in the community to prevent and eradicate diabetes across all communities.
4. Participate in the community programs and offer free diabetes education and glucose screening to enlighten members of the community on the prevention measures to diabetes while providing early intervention to the affected.
Long-term goals
The Center for Diabetes will concentrate on achieving multiple long-term goals such as:
1. The first long-term goal is to prevent, cure, and create awareness of type 1 and 2-diabetes.
2. Ensure people live a healthy lifestyle which will enable them to reduce diabetes-related complications.
3. Obtain better results for the Hispanic elderly and the most vulnerable such as African Americans with pre-existing diabetic conditions.
4. Expand the capacity for accommodating patients with diabetes for effective delivery, managing, and monitoring preventive programs for vulnerable and people living with diabetes.
Business plan- Implementation Timelines
Preparation of a business plan is critical in ascertaining the feasibility of implementing the Center for Diabetes Care Project. In this case, a detailed timeline for critical actions and financial analysis is provided.
|
Activity |
Personnel in charge |
Resources |
Duration |
Apr |
May |
June |
July |
Aug |
Sept |
Oct |
Nov |
Dec |
Jan |
Feb |
Mar |
|
Creation of business, strategic and risk management plans |
Healthcare trained consultant |
Presentation from Dr. Novak and CDC-steering committee |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
Submission of business, strategic, and risk management plan |
Dr. Novak |
Strategic and Business plan |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
presentation to the CEO and Hospital board of directors |
Novak |
Business case presentation |
A day |
|
|
|
|
|
|
|
|
|
|
|
|
|
Designing the Center after the approval |
Consultants and Dr. Novak |
Business and Strategic Plan |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
Submission of proposal to PPACA |
Dr. Novak |
Center proposal |
A day |
|
|
|
|
|
|
|
|
|
|
|
|
|
Policies design for the project |
HRM and Dr. Novak |
Policies governing Western Hospital |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
Renovation of the Hospital to accommodate the project |
Contractor and Dr. Novak |
Installation manuals |
3 months |
|
|
|
|
|
|
|
|
|
|
|
|
|
Recruitment and Advertisement for the project |
HRM and Dr. Novak |
Recruitment procedures |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
procurement and supplier management |
Contractor |
Contractor |
3 months |
|
|
|
|
|
|
|
|
|
|
|
|
|
training of staffs |
trained consultant |
Training guidance |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
Designing the project |
Dr. Novak and the specialist |
Management of best practices |
2 months |
|
|
|
|
|
|
|
|
|
|
|
|
|
Marketing the project |
Advertisement personnel |
Marketing plan |
1 month |
|
|
|
|
|
|
|
|
|
|
|
|
|
Training healthcare personnel |
Dr. Novak and specialist |
Staffs program manuals |
2 months |
|
|
|
|
|
|
|
|
|
|
|
|
|
Monitoring of the project |
Monitoring committee personnel |
Monitoring plan |
Continuous process |
|
|
|
|
|
|
|
|
|
|
|
|
|
Launching of the project |
Dr. Novak, CEO, PPACA Reps |
The business and strategic plan guide |
3 days |
|
|
|
|
|
|
|
|
|
|
|
|
Financial analysis
The planned project on the Center for Diabetes Care will be operated alongside the operations in the Western Hospital (Chelius, Hook & Rodriguez, 2010). Financial analysis is a critical tool in this scenario since it will determine whether the CEO and the board of directors will approve the project.
|
Projected incomes from patients |
|
|
|
||||
|
Financial year from 1st April 31st March
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
Year 1 |
No of patients |
charge per patients $ |
total charges |
amount billed |
collection rate |
income |
|
|
Medicaid |
1,350 |
62 |
83,700 |
83,700 |
90% |
75,330 |
|
|
Medicare |
3,500 |
70 |
245,000 |
245,000 |
90% |
220,500 |
|
|
Private Insurance |
1100 |
95 |
104,500 |
104,500 |
85% |
88,825 |
|
|
Self-Pay (sliding fee) |
50 |
75 |
3,750 |
3,750 |
45% |
1,688 |
|
|
|
6,000 |
|
|
436950 |
|
306,403 |
|
|
Includes changes and co-insurance funds for every visit type |
|
||||||
|
|
|
|
|
|
|
|
|
|
Year 2 |
no of patients |
the average charge per patient $ |
total charges $ |
amount billed $ |
collection rate |
Income $ |
|
|
Medicaid |
1,400 |
62 |
86,800 |
86,800 |
91% |
78988 |
|
|
Medicare |
4000 |
70 |
280,000 |
280,000 |
91% |
254800 |
|
|
Private Insurance |
1100 |
95 |
104,500 |
104,000 |
85% |
88825 |
|
|
Self-Pay |
100 |
75 |
7,500 |
7,500 |
45% |
3,375 |
|
|
|
6,600 |
|
|
478,800 |
|
425988 |
|
|
Includes changes and co-insurance funds for every visit type |
|
||||||
|
|
|
|
|
|
|
|
|
|
Year 3 |
no of patients |
the average charge per patient$ |
overall charges 4 |
amount billed $ |
collection rate |
Income $ |
|
|
Medicaid |
2,000 |
63 |
126,000 |
126,000 |
95% |
119,700 |
|
|
Medicare |
4,500 |
72 |
324,000 |
324,000 |
95% |
307,800 |
|
|
Private Insurance |
1200 |
96 |
115,200 |
115,200 |
90% |
103,680 |
|
|
Self-Pay |
400 |
76 |
30,400 |
30,400 |
50% |
15200 |
|
|
|
8,100 |
|
|
595,600 |
|
546,380 |
|
|
Includes changes and co-insurance funds for every visit type
|
|
|
Projected resources from Grant funds |
|
||
|
|
Year 1 |
Year 2 |
Year 3 |
|
PPHF Grant |
100,000 |
110,000 |
$120,000 |
|
Foundation Grants |
100,000 |
30,000 |
10,000 |
|
Total |
200,000 |
140,000 |
$130,000 |
|
Projected cost on Non-Staffing activities |
|
|
|
|
|
Year 1 $ |
Year 2 $ |
Year 3 $ |
|
Benefits from fringe |
55,000 |
59,800 |
62,000 |
|
Cost from Travelling |
4,000 |
5,000 |
8,000 |
|
Training cost |
30,000 |
11,000 |
13,000 |
|
Equipment acquisition |
4,000 |
3,000 |
3,000 |
|
Suppliers costs |
13,000 |
14,000 |
15,000 |
|
Contractual |
6,000 |
7,000 |
8,000 |
|
Cost on allocated Rent |
22,000 |
23,000 |
24,000 |
|
Depreciation |
26,000 |
30,000 |
35,000 |
|
Cost from Insurance |
2,000 |
3,000 |
4,000 |
|
Allocation for overheads |
8,000 |
8,000 |
9,000 |
|
Income not collected |
21,000 |
39,000 |
55,000 |
|
Marketing costs |
30,000 |
20,000 |
14,000 |
|
Indirect Charges |
54,000 |
56,000 |
59,000 |
|
Total |
273,000 |
278,000 |
309,000 |
References
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial analysis of Open-Door Community Health Centers’ telehealth experience. Retrieved from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/PDF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
Healthy People.gov. (2010). Healthy People 2020: Diabetes. https://www.healthypeople.gov/2020/topics-objectives/topic/diabetes
Health Resources and Services Administration (HRSA). 2018. The Affordable Care Act and Health. Retrieved from: http://www.hrsa.gov
Novak, S. (2020). Excerpts from Dr. Novak's presentation to the Center for Diabetes Care Steering Committee.
O’Connor Hospital. (2013). Community health needs assessment: O'Connor Hospital. Retrieved from http://connor.dochs.org/wp-content/uploads/sites/2/2013/06/Fiscal-Year-2013-Community-Needs-Assessment.pdf
Philis-Tsimikas, A., & Gallo, L. C. (2014). Implementing community-based diabetes programs: the Scripps Whittier diabetes institute experience. Current diabetes reports, 14(2), 462. https://doi.org/10.1007/s11892-013-0462-0