CAPSTONE

Figure 2: Population of Lowertown by Age

Source: Dr. Novak (2014)

Strategic Plan:

This strategic plan identifies tangible, concrete, and measurable strategies for the prevention and management of diabetes to be implemented at the Center for Diabetes Care through the joint efforts of PPACA Community Health Center Fund, IOM, and Healthy People 2020, along with other numerous public and private kind-red collaborative partners. The process towards development of this strategic plan encompassed a review of Dr. Novak and peer-reviewed articles and journals literature on epidemiological data on the burden of diabetes, besides relevant evidence-based studies besides best practices in diabetes prevention and management. Comment by Author: This is not correct – the strategic plan provided these things for the establishment of the Center – not the prevention and management of diabetes

These are in line with the Jefferson County Community Benefit coalition prioritized needs that identified and marked diabetes as a number one health needs amongst adults in the county. Moreover, an environmental scan was conducted to identify strengths and needs; after which priority strategies were decided. An independent consultant facilitated the planning process and supported the strategic plan development. This strategic plan, therefore, provides a framework to support the Center for Diabetes Care development and establishment of this vital service. The plan has purposefully been developed to closely align with the Western Hospital strategic plan, whereas articulating the particular problem, needs, challenges, and strategies that are vital for the local community, management, and staff of the Center for Diabetes Care.

Vision Statement:

To achieve appropriate treatment and preventive patient-and family care centered towards improving patient’s exceptional quality of life and safety outcomes, whereas while decreasing hospitalizations from diabetes and its complications.

Mission Statement:

To provide pre-diabetic and diabetic patients access to education along with ongoing treatment in the language of their choice, besides in a manner that is culturally appropriate, patient-centered, timely, cost-effective, and high quality, with the ultimate aim of community health enhancement.

The Center for Diabetes care shall maintain a leadership position in providing education and awareness concerning diabetes and its complications to the Hispanic Lowertown community, health professionals, healthcare systems, and diabetic individuals. Moreover, it will maintain and promote the highest standards of healthcare for diabetic and its complications individuals. The Center for Diabetes Care will:

· Develop tailor-made free diabetes self-management community education series programs and classes offered at various community locations in English and Spanish to increase knowledge and care for diabetes.

· Advocate for community-based diabetes programs that promote healthy lifestyle changes that have the perspective to prevent besides delays the onset of diabetes and its complications. Hence, supporting the community members to live better lives and managing diabetes.

· Provide free 6six-week diabetes kitchen classes where community members will be able to learn the tasty secrets to preparing healthier meals, hence acquiring skills needed to better control or even prevent diabetes. The classes will be available to those who have pre-diabetes or have already been diagnosed with diabetes, besides and any interested community member with the condition of cooking for a diabetic member.

· Collaborate with other kindred groups and community-based organizations that are active in improving outcomes for diabetes and its complications

· Boost and support studies on selected clinical issues in diabetes and its complications, as demarcated by peer-reviewed research protocols.

· Conduct health fairs and community events programs that will provide diabetes education and glucose screenings at local and other community events as allowed by time, the budget, and staffing.

Values Statement:

To achieve the vision and mission necessitates explicit priorities setting, supportive staff, and team leadership, and community collaboration, reinforced by the Center of Diabetes Care healthcare service values of:

· Collaboration: Cultivating and maintaining performance depends on all team members

· Openness: Transparent performance monitoring, follow-up, and reporting is essential towards guaranteeing information sharing

· Respect: Team members roles and efforts in performance improvement shall be valued

· Empowerment: A mutual trust at all levels towards sustainable performance improvement Comment by Author: OK

SWOT Analysis:

This SWOT analysis provides the strategic planning tool that has been used to evaluate the Strengths, Weaknesses, opportunitiesOpportunities, and threats Threats of the intervention. Its major aim is to offer insights into what makes the intervention applicable, sustainable, and effective from a public health and stakeholder’s perspective (Nathan, 2015). Furthermore, it presents the necessary preconditions for the intervention implementation. Comment by Author: Your analysis does not include include at least four of the greatest weaknesses of the initiative recommended in the case presented. Additionally, your analysis does not take into consideration all the information and perspectives from all documentation provided with the case. Specifically, you have not discussed the impact funding will have on the sustainability of this venture.

Table 1: SWOT Analysis Comment by Author: You have not cited the SWOT Framework according to APA requirements – the analysis is your, but where did you get the framework for your analysis?

Strategies for Launching and Operationalizing the Center for Diabetes Care:

The Center for Diabetes Care Launching Strategies:

Marketing Strategy :

Launching the program properly shall be the initial step to the success of this initiative as a whole. As a consequence, to ensure that the right team is gathered together for the launch, the marketing strategy shall be used to promote awareness within the target market. Marketing strategies will ascertain that team leader and the donor agency representatives are available during the launch. Besides showcasing to the targeted audience that the program is supported by a strong team and backed by senior management, it is also important to increasing the targeted-audience buy-in and motivating them towards participating in the program, so as to increase sustainability even after the donor withdrawal.

Services to be offered will be developed in two stages. The first stage will be to institute the fundamental endocrinology specialty besides community patient education diabetes care components, in addition to establishing collaboration between ancillary support services, including pharmacy, laboratory services, behavioral health, orthotics, and podiatry. Pricing shall be dictated by prevailing reimbursement rates, with outpatient clinical visits being consistently billed plus reimbursed.

The Center for Diabetes Care shall be located in Lowertown that has 71% Hispanics, specifically at the former Western Hospital pharmacy and storage area. Hence, it will make the space convenient for the targeted patient population. Besides, those do not want or who cannot visit the clinic, shall be visited at their homes by community health workers.

Marketing Budget:

A multifaceted marketing strategy with a budget of US$40,000 shall be applied to promote the The Center for Diabetes Care. The goals of the marketing strategy that will be the success measurements are:

· Established Center for Diabetes Care recognition Comment by Author: By whom?

· Increased marketing to Hispanic seniors’ Lowertown population

· Increased Hispanic Lowertown community awareness and involvement with diabetes

· Increased number of referrals and clinical patient visitations

· Increased market to Hispanic seniors’ pre-diabetic and diabetic patients

Target Market:

The Center for Diabetes care will target two groups, . comprising tThe healthcare providers in the Hispanic Lowertown community who will refer the patients to the Center for Diabetes Care is one group. Besides Second, the Hispanic Lowertown population, aged 65 years old and above who account for 39% of the Hispanic population and who have been diagnosed with type II diabetes. along with their primary caregivers. Moreover, have lower incomes, less education, have a language barrier to access appropriate treatment and preventative care for type II diabetes, a complex amalgamation of healthcare literacy, finances, culture to navigate through a complex and often unapproachable healthcare system. Comment by Author: Primary care givers would be included in the first group as providers who will be referring patients Comment by Author: This sentence is not clear

Marketing Tactics:

Two promotional strategies have been identified. First, is the marketing tactic for healthcare providers that will involve hosting a lunch for key general practitioners and specialists at Bobby Flay, a local celebrity chef restaurant, whereby the audience will be served with a healthy Mexican lunch. At this juncture, Dr. Novak will be highlighting to the audience the program goal and objectives, besides the program timelines and milestones. In addition, the Center for Diabetes Care brochures shall be delivered to the general practitioners and specialists likely to refer patients.

The second marketing tactic is for diabetes patients and their families and will encompass hosting ribbon cutting by Rosa Sanchez, the State Senator, then followed by press release and news stories in the local papers. Furthermore, a luncheon shall be arranged and hosted by Rosa Sanchez for church leaders and other key influencers. These will be followed by conducting radio spots on Spanish language radio, besides and printing adverts in the local Spanish paper.

Basing on the fact that there is an existence of a fundamental strategy, therefore, to foster an authentic relationship with the target market, the market strategies that the team will employ to create awareness and promote the Center for Diabetes Care include using social media platforms to post clear illustrations of the project goal and objectives by presenting them in their point of view. Besides Messaging will also be accomplished usingutilizing direct messages on social media platforms such as Facebook, Snapchat, Twitter, and Instagram to reach out and communicate with potential primary caregivers’ population who could be looking for the center's products and services. Indeed, this will be a very powerful marketing strategy. Comment by Author: Run on sentence

Creating video tutorials will be another effective marketing strategy to get the word out concerning the center’s activities. These tutorials will be informative towards walking the targeted market through step-by-step tutorials concerning the center activities. Furthermore, to boost visibility on social media platforms without taking all the efforts and time towards building the audience, certainly, the team can certainly leverage micro-influencers with thousands of followers (Menke, Casagrande, Geiss, & Cowie, 2015). This can be accomplished, through locating the right influencer in the Hispanic Lowertown community niche, with the intention of targeting the right audience. Furthermore, there will be marketing strategies to build the brand to the community through sponsoring diabetes screening events, workplace partnerships, and fundraising events.

Operationalizing of the Center for Diabetes Care:

To operationalize the Center for Diabetes Care, Dr. Novak in conjunction with the Western Hospital Human Resources have created an organizational management structure that includes a description of roles and responsibilities as illustrated in Table 2. The structure comprises of a nurse practitioner who will oversee a team of four community health workers. This executive committee will be overseen by a steering committee that comprises of a pharmacist, two endocrinologists, a nurse practitioner, and a nutritionist.

The former Western Hospital urgent care pharmacy in Lowertown shall be renovated to accommodate four small consultation rooms, waiting room, classroom, a kitchen for cooking practical, a receptionist space, an administrative area for the program director, a billing office. Besides, anAn in-house laboratory to will provide convenient critical lab values testing, including urinalysis, blood glucose, lipid panels, and HbA1C. The Center shall utilize the same Western Hospital patient scheduling and electronic medical record system. Likewise, the program will not its individual human resource management, e-mail software, accounting, and time clocks. Therefore, plans will be made for the successful integration of the Western Hospital systems into the Center for Diabetes Care operations. Comment by Author: If not, how will this be done? Comment by Author: In what manner? This is not clear

Table 2: Roles and Responsibilities of Executive Committee at the Center for Diabetes Care Comment by Author: Please number, label and cite according to APA, 6th ed.

Source: Dr. Novak (2014)

Staffing Needs :

The Western Hospital Human Resources shall be tasked with the overseeing of the recruitment process of the right community health workers and the nurse practitioner.

The requirements of the community health workers include having a combination of language skills, the ability to collaborate with the entire care team, cultural competency, besides having appropriate clinical knowledge and presentation skills. Whereas the nurse practitioner shall be required to have the same skills as the community health workers, but, be flexible and innovative (Adashi, Geiger, & Fine, 2010). Crystal cClear organizational policies and procedures shall be developed and availed to all successfully recruited staff. However, the nurse practitioner shall support the community health workers in addressing any ambiguity encountered along their line of duty. The success of the Center for Diabetes Care hinges on the teamwork performance and productivity instigated by appropriate staffing.

Operating Model :

The Center for Diabetes Care operating model shall be based on community health workers, since they act as a bridge to healthcare providers and a dependable source of education for patients. Therefore, incorporating community health workers is an effective methodology for improving knowledge related to diabetes and its complications, besides and will facilitating facilitate monitoring, and follow-up at the community level (Krug, 2016). They are uniquely qualified because they do live in the communities that they will serve, know what is meaningful, besides bridge the cultural gap between the community and healthcare providers, and speak the language of their community. Hence, following ADA (2018) they have a high inclination of connecting the targeted patient population to the Center for Diabetes Care services and informing the center about the unique needs of the community by overcoming the communication barrier that impacts the patients’ abilities to follow through with their treatments. Comment by Author: Who does “they” refer to here? Comment by Author: This is not clear Comment by Author: This sentence is not clear Comment by Author: What is this? Always define an abbreviation before using

The community health workers are expected to have healthcare or nursing education background with language skills in order to relate with the patients more efficiently. All staffs will undergo an intensive three-week training program so as to be equipped with cultural competency, besides diabetes and prevention hands-on skills and knowledge, as well as being equipped with basic first aid skills. Furthermore, a formal weeklong intensive training for the staff shall be conducted at an off-site location on an annual basis.

The Center for Diabetes Care shall also create a learning culture for the staff through conducting on every Monday a two-hour morning meetings session. These shall be facilitated by an expert speaker every other week such as a community health worker, a pharmacist, besides a nutritionist from a different organization (Dr. Novak, 2014). These learning culture sessions shall be collaborative in a manner that fosters learning from each other’s achievements and failures. Every single community health worker shall have an equal opportunity of presenting and sharing an achievement from the last week’s experience, a case, as well as an issue that could have been challenging. In this way, the community health workers will be able to improve and develop progressively their patient care skills and knowledge of diabetes using the lesson learned from these sessions.

The Center for Diabetes Care shall also embrace the advance in technology to communicate with patients and the broader care time. Hence, the community health workers shall be issued with IPads to create informative video tutorials so as to walk the targeted patient population through step-by-step treatment plan and significant health and lifestyle information such as getting to know diabetes, basic nutrition and goal setting, staying well with diabetes, medication management for diabetes, and physical activities. Furthermore, the center shall embrace electronic medical records [EMRs] as a tool to foster effective collaboration in patient information documentation, reporting, and sharing.

Short-and Long-Term Goals:

Short-Term Goals:

The short-term goals for the Center for Diabetes care include:

· To develop tailor-made, free diabetes self-management community education series programs and classes offered at various community locations in English and Spanish to increase knowledge and care for diabetes. Comment by Author: How will this be measured?

· To advocate for community-based diabetes programs that promote healthy lifestyle changes that have the perspective to prevent besides delaying the onset of diabetes and its complications. Hence, supporting community members to live better lives and managing diabetes. Comment by Author: How will this be measured?

· To provide free 6six-week diabetes kitchen classes where community members will be able to learn the tasty secrets to preparing healthier meals, hence acquiring skills needed to better control or even prevent diabetes. The classes will be available to those who have pre-diabetes or have already been diagnosed with diabetes, besides any interested community member with the condition of cooking for a diabetic member.

· To collaborate with other kindred groups and community-based organizations that are active in improving outcomes for diabetes and its complications. Comment by Author: How will this be measured?

· To boost and support studies on selected clinical issues in diabetes and its complications, as demarcated by peer-reviewed research protocols. Comment by Author: How will this be measured?

· To conduct health fairs and community events programs that will provide diabetes education and glucose screenings at local and other community events as allowed by time, the budget, and staffing. Comment by Author: Your response describes fewer than four measurable long-term goals for the initiative recommended in the case presented, and some the goals are not measurable; at least it is not clear how they would be measured. Please expand your response by adding at least two long range goals and make clear how each goal will be measured.

Long-Term Goals:

The long-term goals for the Center for Diabetes care include:

· To promote and expand diabetes awareness and education to the targeted patient's population families. Comment by Author: How will this be measured?

· To expand the Center for Diabetes care educational outreach programs to the entire Hispanic Lowertown community population. Comment by Author: How will this be measured?

Business Plan:

This business plan ascertains the feasibility of implementing the Center for Diabetes Care. It details the implementation timeline for key activities, and an analysis of financial data, including a chart summarizing the financial data.

Implementation Timeline for Key Activities:

The implementation timeline is as illustrated in Figure 3. The key performance indicators that will be used to measure the success of the Center for Diabetes Care include:

Table 3: The Center for Diabetes Care Key Performance Indicators Comment by Author: Very good, but your labeling of the Figure is not IAW with APA requirements

1

2 21

Figure 3: Implementation Timeline Comment by Author: Labeling of the Figure is not IAW with APA requirements Comment by Author: Very good

Financial Analysis:

The proposed Center for Diabetes Care will operate as a division of Western Hospital. The aim of this financial analysis is to determine if the Western Hospital BODs and CEO should approve the establishment of the Center. Along with the financial projections, other aspects shall be evaluated in the final recommendation including SWOT analysis and risk fulfillment of the Center’s mission. First, the probable patient visits are approximated to increase annually by 5 percent. Therefore, the projection for the subsequent years are as illustrated in Table 3 Comment by Author: The data on patient visits you have provided is not consistent with the data provided for this case study Comment by Author: Ther is not Table 3

Table 4: Projected Number of Patient Visitations per Annum Comment by Author: labeling of the Figure is not IAW with APA requirements