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
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