12SWOT Analysis of Sinai HospitalOlufunmil.docx

12
SWOT Analysis of Sinai Hospital
Olufunmilayo Adeleke
Walden University
SWOT ANALYSIS
Strengths
· High performance in heart bypass surgery, heart failure, and
hip replacements.
· Support of the Jewish community
· Safety of care and use of medical imaging is above the
national average
Weaknesses
· High Patient Acuity
· Short Staffed
· Poor Management

Opportunities
· Lack of dominant competition
· Support of Jewish Community and philanthropist
· Shortage of healthcare services in the area
Threats
· Loss of key staff or associates
· Development of new technology by competitors
INTENDED MARKET AND STRENGTHS
Sinai Hospital was founded in 1866 as a Hebrew Asylum and
Hospital. It is a Jewish sponsored nonprofit/ acute care hospital
that provides care for all people. It is a healthcare organization
that seeks to provide highly personalized and professional
health care for all people. Its mission is to provide quality
patient care, teaching, and research for the betterment of
healthcare. It is an average ranking hospital in the Baltimore
Maryland area that is well known for its high performance in
heart bypass surgery, heart failure, and hip replacements. These
procedures attract Baltimore’s older population to this hospital
and become the hospital most remarkable areas of care and
service. Another important finding is that the safety of care and
efficient use of medical imaging at Sinai hospital is above the
national average (Medicare.gov, 2018). The outpatient imaging
efficiency measure used by Medicare for Sinai hospital focuses
on the availability of the following goals at a given hospital;
protecting patient’s safety while being exposed to radiation and
other risks, avoiding unnecessary testings for patients and
ensuring proper screening tests like mammograms are done to
ensure a problem is not passed over (lifebridge.com, 2018).
Sinai hospital is also a teaching hospital that consists of
130 highly trained physicians in the ten departments that

specialize in more than 20 different division. Sinai is also
accredited by six important healthcare accreditation including
radiology, pathology, and surgery. It is one of the hospitals
affiliated with LifeBridge health and gets funding directly from
philanthropists who offer charitable fits to help fund facility
expansion, new technology, patient care, and programs to serve
the Baltimore community better. Since it is a Jew founded the
hospital, it can be argued that the concept of Tzedakah amongst
the Jews allows the hospital to be a recipient of charity as it is a
form of social justice which the Jews believe that the donor
benefits more from giving than the actual recipient (Degroot,
n.d). Overall Sinai outshines its other counterparts because of
its ranked medical services and high performance in heart and
hip surgeries (lifebridge.com, 2018).
WEAKNESSES
While Sinai hospital possesses great surgically skilled
physicians, it lacks skillful management. I interviewed two
former employees who shared their experience with upper
management in Sinai hospital. Gbemi Moliki, a registered nurse,
shared that Sinai’s lack of proper management sends many
nurses and physicians out of the door within months. (Moliki,
2018). Online job recruiting sites also have reviews from
different health workers who complain that management in
almost every department was not a pleasant experience and that
managers showed lack of trust in their employees
(Glassdoor.org, 2016). This poor management system causes a
decrease in the number of staffs, which often causes current
staff to be overworked.
Due to the poor management system in the hospital, retention of
staff has become an issue. Thousands of reviews from previous
and current staff show that staff leaves after a few months of
being hired (Glassdoor.org, 2016). Patient acuity is also an
issue at this hospital. With high patient acuity and low staffing
issues, current staff has to deal with more than they bargained
and or are compensated for. Since Sinai is a nonprofit hospital,
its profits cannot be retained which often leaves managers fewer

incentives to manage its staff to maximize profit (Bishow &
Monaco, 2016).
OPPORTUNITIES
An excellent opportunity for Sinai is its location and lack of
dominant competitors. Sinai’s location allows it to provide
health care services to a large population in the Baltimore area.
This eliminates the Sinai provides healthcare services to a large
geographic area. The increased shortage of healthcare facilities
and services in the area allows for a larger number of patients
and clients to seek healthcare service from Sinai hospital. With
the support of philanthropist donors and the Jewish community,
like other nonprofit hospitals, Sinai can pay staffs accordingly
(Bishow & Monaco, 2016).
THREATS
Two of Sinai’s major threats relate to their weaknesses:
Loss of key staff or associates due to poor management and the
development of new technology by competitors.
RECOMMENDATIONS
Investing in Newer Technological Equipments
Technology has become the driving force behind significant
improvements in the healthcare field. To address Sinai
Hospital’s weaknesses and threats, one has to draw inspiration
from the hospitals current strengths while also incorporating
newer strategies to strengthen the hospital's performance on
both the patient and administrative area. Two areas of
recommendations would be to invest in new technology and
training center to further expand not only their impressive
imaging department but also other departments that might need
an improvement in their technological equipment. In the
healthcare sector, technology is progressively playing a critical
role in nearly almost all organizational processes from
registration of patients to data monitoring starting from
laboratory tests to self-care tools. Tools such as smartphones
and tablets now replace conventional monitoring and record
tools, and patients have an option consulting with their

physicians and doctors at the comfort of their homes. Health
Information Technology opens up many more opportunities for
health research and exploration, which allows for more effective
and efficient care (Vest & Gamm, 2010).
Popular technologies such as EHR, telehealth, smartphones and
some applications have overall helped to increase the
accessibility of treatments to patients. By incorporating these
popular technologies into the hospital, Sinia will be able to
provide improved care and efficiency and also help to improve
classification of diseases and provides a clearer picture to
disease prevention and control to their patients. A good example
is the World Health Organization: this organization has been
able to classify old and illnesses, find their causes and
symptoms and compile all of the information gathered into an
enormous database that comprehends more than 14,000
databases. This database allows medical researchers and
professionals to track and utilize these data in controlling
diseases and educating the public about health issues and ways
to control them for a better outcome. Doctors have reported that
there are great benefits from using the total system of electronic
medical records as patients even comment that they enjoy the
fact that software has created a greater degree of transparency
in the health care system and made their visits much smoother
(Vest & Gamm, 2010).
Phreesia technology is another technological gadget that many
hospitals in the DMV area have incorporated into their daily
usage. Phreesia is designed for healthcare centers and patients
the headache of using check-in forms. Phreesia gives the
patients an option to use a PhreesiaPad or Arrivals station to
sign in. This syncs the information to the physical and the rest
of the healthcare team that might need this information to draw
up blood work or to creates referrals for the patient. The
phreesia team also participated in maintaining hardware across
the hospital so that there is less need for the IT team to do
troubleshooting and updating software (Phreesia.com, nd). The
fact that nurses and doctors habitually using hand-held

computers to record vital real-time patient data and are also
able to share it with other specialists and within their updated
medical history is an outstanding illustration of one of the
technological benefits. Being able to accrue lab results, records
of vital signs and other essential patient data into a central
system has transformed the level of care and effectiveness a
patient can expect to receive when they go to the hospital or a
healthcare facility (healthinformatics.uic.edu, 2018).
Training Current Managers
To employ a world-class workforce, Sinai must be competitive
with another hospital for the best employer. A few strategies
can help Sinai’s upper management staff become better and also
help to retain current staff members. To improve the upper
management staff, some re-budgeting must be done to allocate
funds for training. New training classes should be set up to
assist the managers in attaining skills that will be vital to being
a great manager. It will also be helpful to review current
employees under different management and departments in the
hospital to discuss their complaints and feedback. Once the
problem with the staff is identified, training can be tailored to
each department.
Offer Incentives To New Hires And Current Employees
One of the most effect recruitment methods is word of
mouth. A survey conducted by LinkedIn in 2016 confirms that
employee referrals are an effective source of recruitment
(Bogatova, 2017). A great way to ensure that both employer and
employee are benefiting from new recruitment is to
incentivization. By allocating more funds to recruitment and
retention, the company will be able to hire and retain more staff
members. A retention strategy would be to allow the newly
trained hiring manager to request additional percentage of up to
twenty-five percent of the annual pay rate to a newly hired
employee or a re-hired employee. While newer employees
benefit from this recruitment strategy, older employees should

be compensated up to 25% of their annual pay when they reach
a certain number of referrals per month. Not only does this
allow them to earn more money, but it might help cut cost on
advertising for new employees and it motivates current
employees to recruit newer staff.
Job Sharing would also benefit Sinai’s hospital. Staff
complaining about long work hours and high patient acuity will
benefit if job sharing strategies are utilized at Sinai. Job
Sharing allows two employees to coordinate their schedules and
assignments so they are able to balance both work and family
responsibilities (Bogatova, 2017).
CONCLUSION
Sinai is a truly prestigious hospital that has provided for its
staff and patients alike. While Sinai provides quality healthcare
to Baltimore and its surrounding areas, its poor management
skills, loss of current employees and its competitions use of
newer technology is affecting Sinai’s overall performance.
However, by implementing newer technology, newer training
classes for upper and lower management and utilizing retention
strategies, this hospital will have the opportunity to be one of
the best hospitals in the Baltimore metropolitan areas.
REFERENCE
Bogatova, M. (2017, February). IMPROVING RECRUITMENT,
SELECTION AND RETENTION OF EMPLOYEES. Retrieved
from

https://www.theseus.fi/bitstream/handle/10024/123598/Mar
iia_Bogatova_Thesis.pdf?seq uence=1
Health Information Technology. (2018, March 8). What is HIE?
Retrieved from Health Information Technology:
https://www.healthit.gov/topic/health-it-and-health-information-
exchange-basics/what-hie
Hospital Compare Quality of Care Profile Page. (n.d.).
Retrieved from
https://www.medicare.gov/hospitalcompare/profile.html#pr
ofTab=1&ID=210012&state=
MD&lat=0&lng=0&name=Sinai&Distn=0.0
John L. Bishow and Kristen A. Monaco, "Nonprofit pay and
benefits: estimates from the national Compensation
Survey," Monthly Labor Review, U.S. Bureau of Labor
Statistics, January 2016, https://doi.org/10.21916/mlr.2016.4.
LifeBridge Health - The Future of Health Care is Here. (n.d.).
Retrieved from
http://www.lifebridgehealth.org/Main/Home.aspx?gclid=E
AIaIQobChMIhN-k
pgo263gIVjgOGCh3IYg8yEAAYASAAEgLtU_D_BwE
National Hospital Rankings Chart. (n.d.). Retrieved from
https://healthinsight.org/rankings/hospitals/hospital-
rankings?s=MD
Paaske, S., Bauer, A., Moser, T., & Seckman, C. (2017, July
12). The Benefits and Barriers to RFID Technology in
Healthcare. Retrieved from Healthcare Information and
Management Systems Society (HIMSS):
https://www.himss.org/library/benefits-and-barriers-rfid-
technology-healthcare
Palabindala, V., Pamarthy, A., & Jonnalagadda, N. R. (2016,
October 26). Adoption of electronic health records and
barriers. Retrieved from NCBI:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5089148/
Schilling, B. (2018, October 19). The Federal Government Has
Put Billions into Promoting Electronic Health Record Use:

How Is It Going? Retrieved from The Commonwealth Fund:
https://www.commonwealthfund.org/publications/newsletter-
article/federal government-has-put-billions-promoting-
electronic-
health?redirect_source=/publications/newsletter/federal-
government-has-put-billions- promoting-electronic-health-
record-use
Surgery, H. B. (n.d.). Retrieved from
https://health.usnews.com/best-hospitals/area/md/sinai-l
hospital-of-baltimore-6320280/heart-bypass-surgery
SWOT ANALYSIS Strategic Planning Session. (2008, October
21). Retrieved from
http://www.health.state.mn.us/divs/opi/qi/docs/meeker_lea
dershipteam_swot.pdf
Vest, J. R., & Gamm, L. D. (2010). Health information
exchange: persistent challenges and new
strategies. Journal of the American Medical Informatics
Association, 17(3), 288-294.
Feedback for FM010 Assessment Submission (Attempt 1)
· Add to ePortfolio
Top of Form
Submission Feedback
Hi Funmi,
Please review video feedback and attached documents with
detailed feedback.
Best regards,
Dr. Linda
Learning Objective LO 1.1: Create alignment between the goals
of the community center and the goals of the PPACA, HP2020
and IOM.:
MEETS EXPECTATIONS

2
Executive summary clearly and accurately explains how the
goals of the Center for Diabetes Care align with the goals of the
PPACA Community Health Center Fund, Healthy People 2020,
and IOM aims for quality care.
Response references relevant academic/professional resources.
Additional Comments:
Learning Objective LO 1.2: Explanation ofstakeholder
perspectives that support business recommendations.:
MEETS EXPECTATIONS
2
Executive summary clearly explains internal and external
stakeholder perspectives that support the business
recommendation presented in the case.
Learning Objective1.3: Explain how the business
recommendation fits within the continuum of care.:
NEEDS IMPROVEMENT
1
Executive summary is vague, inaccurate, or incomplete in
explaining how the recommendation presented in the case fits
within the continuum of care of the healthcare organization
presented in the case.
Additional Comments:see detailed feedback attached
Learning Objective 2.1: Create vision and mission statements.:
EXCEEDS EXPECTATIONS
3
Response demonstrates the same level of achievement as “2,”
plus the following:
Vision and mission statements reflect accrediting bodies’
benchmarks for quality healthcare.

Learning Objective 2.2: Create a value statement.:
3
plus the following:
Value statement aligns with accrediting bodies’ benchmarks for
quality healthcare.
Learning Objective 2.3: Conduct a SWOT analysis.:
NEEDS IMPROVEMENT
1
SWOT analysis does not include at least four of the greatest
strengths, four of the greatest weaknesses, four of the greatest
opportunities, and four of the greatest threats for the
development of the initiative recommended in the case
presented.
Content of the SWOT analysis is vague, inaccurate, or not
concise.
Analysis does not take into consideration the information and
perspectives from all documentation provided with the case.
Additional Comments:need at least two more weaknesses and
two more threats
Learning Objective 2.4: Develop strategies for launching and
operationalizing a healthcare initiative.:
MEETS EXPECTATIONS
2
Response clearly and concisely describes at least four strategies
for launching and operationalizing the initiative recommended
in the case presented.

Strategies align with the results of the SWOT analysis.
Learning Objective 2.5: Develop goals for a healthcare
initiative.:
NEEDS IMPROVEMENT
1
Response describes fewer than four short-term goals and/or
fewer than four measurable long-term goals for the initiative
recommended in the case presented, and/or the goals are not
measurable, and/or they do not align with the mission, vision,
and values statements.
Additional Comments: see detailed feedback attached
Learning Objective3.1: Develop a timeline for implementing
key activities.:
3
plus the following:
Timeline identifies responsible parties for each item.
Learning Objective 3.2: Analyze financial data.:
NEEDS IMPROVEMENT
1
Analysis of the expected patient-generated revenue, grant
funding, non-staff costs, staffing costs, and capital costs for the
initiative presented in the case.
Chart summarizing the financial data is confusing, vague,
inaccurate, or incomplete.

Learning Objective 4.1: Defend how the recommended
healthcare initiative addresses unmet needs.:
NEEDS IMPROVEMENT
1
Defense of the recommended initiative does not address unmet
needs, or the defense is weak or vague, or is not relevant to the
initiative in the case presented.
Explanation does not reference relevant information provided in
the needs-assessment documentation presented in the case.
Learning Objective 4.2: Explain how a healthcare initiative can
help promote positive social change.:
3
plus the following:
The presentation explains how the healthcare initiative supports
both short and long term positive social change.
Learning Objective 4.3: Create a culturally competent
healthcare initiative.:
3
plus the following:
Explanation includes qualitative and quantitative data that
underscore the importance of cultural competency with the
patient population.
Learning Objective 4.4: Explain how a healthcare initiative can

become financially self-sustaining.:
NEEDS IMPROVEMENT
1
Explanation of how the healthcare initiative in the case
presented can become financially self-sustaining within three
years of opening is vague, inaccurate, or incomplete.
Additional Comments:Great organization and use of visuals.
However, the conclusions are not accurate for the facts of the
case scenario. Many revenue assumptions need to be reviewed
and revised.
Learning Objective 4.5: Explain how the success of a healthcare
initiative can be measured.:
NEEDS IMPROVEMENT
1
Explanation of how the success of the healthcare initiative in
the case presented can be measured is vague or both qualitative
and quantitative methods are not explained.
Methods of measurement are not appropriate for the initiative in
the case presented.
Oral Communication PS 2.1: Use clear enunciation, correct
pronunciation, comfortable pacing, and appropriate volume.:
3
Presenter enhances audience engagement through consistently
clear enunciation, correct pronunciation, comfortable pacing,
and appropriate volume.
Oral Communication PS 2.2: Organize information to be
presented.:
3

Organization of information significantly enhances audience
understanding of both general and specific concepts, and
promotes audience engagement.
Technology PS 3.1: Use images and layout of presentations to
effectively communicate content to a specific audience.:
3
Images and design elements are used purposefully, and they
effectively support audience engagement and understanding of
key concepts.
Learning Objective LO 5.1: Identify business risks.:
NEEDS IMPROVEMENT
1
Response identifies fewer than three business risks that could
prevent the healthcare organization in the case presented from
meeting its financial goals within three years, or the risks are
not realistic, or response if vague.
Additional Comments:Risks need to include specific references
to the facts of the case in addition to the broader "academic"
perspective
Learning Objective LO 5.2: Develop strategies to manage
business risks.:
NOT PRESENT
0
The strategies to manage business risks are missing.
Additional Comments:See feedback. The conclusion did not
present any strategies in specific terms for the organization.
This just needs to be revised to incorporate what you want to
say to Dr. Novak
Written Communication Objective PS 1.1: Use proper grammar,

spelling, and mechanics.:
MEETS EXPECTATIONS
2
Writing reflects competent use of standard edited American
English. Errors in grammar, spelling, and/or mechanics do not
negatively impact readability.
Written Communication PS 1.2: Organize writing to enhance
clarity.:
3
Writing is consistently well-organized. Introductions,
transitions, and conclusions are used effectively to enhance
clarity, cohesion, and flow.
Written Communication PS 1.3: Apply APA style to written
work.:
3
APA conventions for attribution of sources, structure,
formatting, etc., are applied correctly and consistently
throughout the paper. Sources are consistently cited
appropriately and accurately.
Written Communication PS 1.4: Use appropriate vocabulary and
tone for the audience and purpose.:
MEETS EXPECTATIONS
2
Vocabulary and tone are generally appropriate for the audience
and support communication of key concepts.
Critical Thinking and Problem Solving PS 5.1: Analyze

assumptions and fallacies.:
NEEDS IMPROVEMENT
1
Response is weak in assessing the reasonableness of
assumptions in a given argument.
Response does not adequately identify and discuss the
implications of fallacies or logical weaknesses in a given
argument.
Additional Comments:This will be resolved once edits are made
throughout your work to reflect specific and accurate realities
of the case scenario
Critical Thinking and Problem Solving PS 5.2: Generate
reasonable and appropriate assumptions.:
NEEDS IMPROVEMENT
1
Response does not adequately present and discuss key
assumptions in an original argument.
Critical Thinking and Problem Solving PS PS 5.3: Assess
multiple perspectives and alternatives.:
NEEDS IMPROVEMENT
1
Response does not identify nor adequately consider multiple
perspectives or alternatives.
Critical Thinking and Problem Solving PS 5.4: Use problem-
solving skills.:
NEEDS IMPROVEMENT
1
Response presents solutions, but they are ineffective in
addressing the specific problem.

Bottom of Form
21
2
24
Strategic Plan and Business Plan for the Western Hospital
Center for Diabetes Care
Olufunmilayo Adeleke
FM010
Walden University
11/27/2018
Executive Summary
In the Jefferson County, diabetes is a health issue marked by
high rates amongst adults, with an 8% county-wide prevalence
in comparison to the state average. The CHNA 2013 also reports
a 14% county diabetes prevalence amongst the Latino and
African-American population. The causative factors of the high
diabetes prevalence rates in this county includes but is not
limited to inadequate physical exercise, poor nutrition, genetic
predisposition, socio-economic conditions such as lack of
education, inadequate health insurance, poverty, and physical
environment such as fast and fresh foods availability. The
Hispanic Lowertown community constitutes of about 71% of the
total county’s population. As previously mentioned, Hispanics
particularly the Hispanic Lowertown community in Jefferson
county bear the burden of type II diabetes and its associated

complications. In particular, the burden of diabetes and its
complications disproportionately affects the elderly Hispanics
in Lowertown, aged 65 years-old and above, are mostly affected
by this disease. Sadly, the elder Hispanics of Lowertown and
Jefferson county also represent 39% of the population with
lower income levels and the least education.
The Center for Diabetes Care must be strategic in its mission
and vision statements and its actions when deciding the course
of action that will best serve the Hispanic Lowertown
community seniors’ diagnosed with type II diabetes. The current
diabetes epidemic has drastically affected the population and if
neglected could cause other significant health issues and more
financial difficulties for the people of Lowertown. Hence,
implementation of the Center for Diabetes Care will be a great
strategy to preventing prediabetics from becoming diabetic,
treating current diabetic patients, and educating current patients
to learn to manage diabetes in their everyday life. This will
help to significantly reduce hospitalization costs for these
targeted patients and would also shorten the time admitted
patients spend in the hospital. Indeed, integrating the Center for
Diabetes Care will provide diabetes complex cases
comprehensive care and preventive management for Hispanics
seniors’ with type II diabetes and pre-diabetic conditions. It
will provide services in nutrition coaching and counselling,
endocrinology, community education, and nursing case
management. A collaborative exertion shall be advanced to
improve diabetes patient management with multi-specialty care,
including mental health, occupational therapy, wound care,
nephrology, and vascular surgery.
The goal and objectives of the program are tucked into the
PPACA Community Health Center Fund of supporting the
operations, expansion, and community health centers
construction (Dr. Novak, 2014); the IOM goal of improving
health quality; and the Healthy People 2020 goal of reducing
the disease burden of diabetes besides improving the quality of
life for diabetic or pre-diabetic individuals (Healthy People.gov,

2010). The Center of Diabetes Care intends to achieve these
goals through incorporating appropriate treatment and
preventive patient-and family care centered towards improving
patient’s exceptional quality of life and safety outcomes,
whereas decreasing hospitalizations from diabetes and its
complications. Furthermore, it intends to develop community
education programs, including 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.
The program is not a stand-alone one, as it has ensured strong
partnerships with key stakeholders and kindred private and
public organizations. The program management unit also
comprises of scholars having sound scientific evidence-based
diabetic prevention and management background, on top of
comprehensive strategies that address most common diabetes
and its complications risk factors. Basing on the financial
analysis, SWOT analysis, and other non-financial
considerations, the Western Hospital board of directors and
Chief Executive Officer [CEO] should proceed with
establishment of the Center for Diabetes Care. Since, the
program financial outlook is superior and stands to yield
remarkable profits in a win-win gain situation, since the
Center’s cumulative net-income begins to exceed the initial
program input by the third year
.
Strategic Plan and Business Plan for the Western Hospital
For the greater part of the last century, Western Hospital has
been a momentous and caring part of the Jefferson County
community, particularly the Hispanic Lowertown community.
The hospital has a proud track record of delivering
compassionate healthcare, being in the forefront of healthcare
improvement besides innovation, and consistently working to
forge resilient, continuous and significant relations with its
local community. However, following Dr. Novak (2014) in the

recent years, the Hispanic Lowertown community that
constitutes 71% of the Lowertown population, has been
subjected to the burden of diabetes and its associated
complications. In particular, the burden of diabetes and its
complications disproportionately affects the elderly Hispanics
in Lowertown, aged 65 years-old and above, besides who are the
majority, representing 39% of the Lowertown population and
with lower levels of education and income.
Basing
on Dr. Novak passion concerning prevention besides early
interventions of diabetes, he has identified the necessity
towards establishing a community-based program to guarantee
ongoing diabetes treatment for Hispanic seniors in the
Lowertown community. Dr. Novak’s visualization is focused
towards patients receiving diabetes education along with
ongoing treatment in the language of their choice, besides in a
manner that is culturally appropriate. Dr. Novak identifies the
strategies towards appropriate treatment and preventive care to
improve patient’s quality of life whereas decreasing
hospitalizations from diabetes complications.
Through the joint efforts of advisors and Dr. Novak, the
importance of applying for funding from the Patient Protection
and Affordable Care Act’s (PPACA) Community Health Center
Fund to establish the Center for Diabetes Care, have been
acknowledged. The funding supports the operations, expansion,
and community health centers construction. As a requirement
for the Western Hospital board of directors’ approval, this
report details the strategic plan and business plan for
establishing the community health center.
Demographic Data for the Center of Diabetes Care:
The center is targeting the Hispanic population in Lowertown,
aged 65 years-old and above, that suffers from type II diabetes.
This target patient population represents 39% of the 10,546
lower town population by age, whereas the Hispanic population

represents 71% of the Lowertown population by ethnicity (Dr.
Novak, 2014) as illustrated in Figure 2 and Figure 1
respectively.
Geographical Location of the Center of Diabetes Care:
The geographic target of the center, is the Lowertown, which
has 71% of the Hispanic population as illustrated in Figure 1.
Western Hospital has an urgent care center there, which will
house the center in the former pharmacy and storage area (Dr.
Novak, 2014). The space will be convenient for Lowertown
residents, besides being a convenient focal point towards
facilitating the community health workers home-visitations for
those who can’t or don’t want to visit the clinic.
Figure 1: Population Lowertown by Ethinicity
71%15%14%HispanicWhiteAfrican American
Source: Dr. Novak (2014)
Figure 2: Population of Lowertown by Age
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 literatures on
epidemiological data on the burden of diabetes, besides relevant
evidence-based studies besides best practices in diabetes
prevention and management.
These are in line with the Jefferson County Community Benefit
coalition prioritized needs that identified and marked diabetes
as a number one health need 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
important 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 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
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 health life-style changes that have the prospective to
prevent besides delay the onset of diabetes and its
complications. Hence, supporting the community members to
live better lives and managing diabetes.
· Provide free 6-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.
· 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 clear 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 important 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
SWOT Analysis:
This SWOT analysis provides the strategic planning tool that
have been used to evaluate the Strengths, Weaknesses,
opportunities, and threats of the intervention. Its major aim is to
offer insights on 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.
Table 1: SWOT Analysis
Strengths:
· A dynamic, bottom-up, flexible, integrated, multi-
intersectoral, and equity oriented intervention
· Strong partnerships with key stakeholders and kindred private
and public organizations
· Sound scientific evidence-based background
· Comprehensive strategies that address most common diabetes
and its complications risk factors
· Sound and efficient leadership
· Strong educational models and healthcare strategies
· Broad participatory approach that will ensure effective multi

and transectoral collaboration
· Availability of funds from PPACA
Opportunities:
· Increasing awareness by healthcare systems on actions to
address diabetes and its complications prevention and health
promotion.
· Increased diabetes and its complications management and
integrated care information sharing and exchange of best
practices at national and international level
· Increased community sensitive towards diabetes prevention as
a health problem and societal issue
· Advancement in ICT and social media to facilitate diabetes
preventive strategies dissemination
· Existence of established policies within the health system and
various sectors that allows harmonized and target-oriented
interventions
Weaknesses:
· Focused on single-disease treatment
· Focus on only Hispanic seniors in the Jefferson County
community
Threats:
· Increased prevalence of diabetes and pre-diabetes in the
Jefferson County community
· Persistent social inequalities in community health
· Challenges due to current economic crisis

· Lack of political commitment that might challenge the
interventions effective implementation, policies, and activities
due to political changes and absence of long-term endorsement.
Strategies for Launching and Operationalizing the Center for
Diabetes Care:
The Center for Diabetes Care Launching Strategies:
Marketing Strategy:
Launching the program right
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; which will
ascertain that team leaders 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. Hence, increasing the
targeted-audience buy-in and motivating them towards
participating in the program, besides increasing 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 Center for Diabetes Care. The
goals of the marketing strategy that will be the success
measurements are:
· Established Center for Diabetes Care recognition
· Increased market 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
the healthcare providers in the Hispanic Lowertown community
who will refer the patients to the Center for Diabetes Care.
Besides 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 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.

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 Fly’s
, 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 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 utilizing 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 centers

products and services. Indeed, this will be a very powerful
marketing strategy.
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. These
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, an in-house
laboratory to 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.
Table 2: Roles and Responsibilities of Executive Committee at
the Center for Diabetes Care
Designation
Roles and Responsibilities
1. Dr. Chris Novak, MD, Program Director.
Shall:
· Provide organizational leadership.
· Define strategy and goals.
· Consult on complex clinical issues.
· Establish and refine policies and procedures.
· Represent the Center for Diabetes Care to the medical
community and the patient community.
· Collaborate with the board of Western Hospital and the Center
for Diabetes Care’s steering committee.
2. Nurse Practitioner
Shall:
· Provide clinical support for less complex cases.
· Supervise community educators.
· Lead the community education program.
· Drive the creation of the best practices database

3. Four Community Health Workers
Shall:
· Serve as bridges between the healthcare system and people
living with and at risk for diabetes.
· Provide support for diabetes control programs, community-
based organizations, and other agencies instrumental in
establishing these links.
· Promote actions that enable community members to access
care that meets standard recommendations for diabetes care and
prevention (e.g., annual eye exams and foot exams, regular A1C
testing).
· Develop and communicate culturally and linguistically
appropriate messages on diabetes self-care and community
action.
· Provide social support to community members as they adapt
their lifestyles, through counseling and motivational
interviewing.
· Mobilize their communities for social action to address
diabetes.
4. Receptionist
Shall:
· Schedule appointments.
· Welcome patients.
· Manage the office.
· Bill insurance for services rendered.

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
clear organizational policies and procedures shall be developed
and availed to all successful 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 towards improving knowledge related
to diabetes and its complications, besides facilitating
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.
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 sessions. 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 learnt 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.
· To advocate for community-based diabetes programs that
promote health life-style changes that have the prospective to
prevent besides delay the onset of diabetes and its
complications. Hence, supporting the community members to
live better lives and managing diabetes.
· To provide free 6-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
· To boost and support studies on selected clinical issues in
diabetes and its complications, as demarcated by peer-reviewed
research protocols.

· 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.
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 patients population families
· To expand the Center for Diabetes care educational outreach
programs to the entire Hispanic Lowertown community
population
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 success
of the Center for Diabetes Care include:
Table 3: The Center for Diabetes Care Key Performance
Indicators
Key Performance Indicators [KPIs]
Goal
Clinical:
· Reduction or mitigation diabetes progression and optimizing
risk factors reduction related to micro-and macro-vascular
diabetes complications

70%
· Percentage targeted population tested for diabetes
75%
· Reduction in mortality, heart, and stroke rates related with
diabetes complications
27%
· Diabetics percentage necessitating emergency care and re-
hospitalization within a month of discharge
30%
· Reduction in average HbA1C levels within 2 years
10.5 to 8.5
· Reduction in cardiovascular complications
35%
· Diabetics percentage receiving screenings:
Blood Pressure Examinations
82%
Cholesterol Examinations
82%
Two HbA1C tests
82%
Foot Examinations
82%
Eye Examinations
82%
Operational:
· Workload Capacity by Community Health Worker
Yr 1: 80%; Yr2: 100%
· Recruitment & Turnover of Personnel
100%/10%
· Volume Indicator: Initial Annualized
935/678
· Volume Indicator: Follow-Up Annualized
4,882/3,896
Services:
· Targeted Patient Satisfaction

96%
· Referring Healthcare Providers Satisfaction
96%
· Employee Satisfaction
96%
Figure 3: Implementation Timeline
JFMAMJJASONDJMA
Designing of Detailed Strategic
Plan & Business Plan, PowerPoint
Business Case Presentation, &
Risk Management Report
Healthcare Consultant
Dr. Novak CDC-Steering
Committee Presentation,
Relevant Peer-Reviewed
Journals, Interview with Dr.
Novak, & Excperts from CNHA
30 Days
Submission of the Detailed
Strategic Plan & Business Plan to
the Western Hospital Board of
Directors and Chief Executive
Officer for Approval
Dr. Novak
Detailed Strategic Plan &
Business Plan
3 Weeks
Business case Presentation to the
Western Hospital Board of
Directors and Chief executive
Officer
Dr. NovakBusiness case Presentation1 day
Upon Approval by the BOD & CEO,
design the Center for Diabetes

Care Proposal
Dr. Novak &
Detailed Strategic Plan &
Business Plan &
2 Weeks
Submission/Application of the
Center for Diabetes Care Proposal
to PPACA
Dr. NovakTthe Center for Diabetes Care
Proposal
1 Day
Designing of the Center for
Diabetes Care Organizational
Policies & Procedures
Dr. Novak & Western
Hospital HRM
Western Hospital
Recruitment Policies &
Procedures
30 days
Renovation of the Westen Hospital
Urgent Care Centre to
Accommodate the Center for
Diabetes Care
Dr. Novak &
Construction
Contractor
Construction Equipment &
Contracted Competent
Supplier
90 days
Advertisement & Staffing of the
Dr. Novak & Western
Hospital HRM

Recruitment Policies &
Procedures
30 days
Procurement & Transportation of
Equipments , Furniture, & Fittings
Dr. Novak, Contract
Specialists & Supplier
Supplier
30 days
Procurement & Transportation of
Supplies
Dr. Novak, Contract
Supplier
30 Days
Instillation & Testing of
Equipments, Furniture, & Fittings,
plus supplies
Dr. Novak, Contract
Instillation Manuals60 Days
Intensive Training of the Recruited
Staff
Dr. Novak, Western
Hospital HRM, &
Training Manual on Center of
Diabetes Care Goals &
Objectives
30 Days
Marketing of the Center of
Diabetes Care
Marketing Team
Marketing Startegy of the

Center of Diabetes Care
30 Days
Insuring the Center for Diabetes
Care
Dr. Novak, Contract
Specialists & Insurance
Company
Insurance Policy2 weeks
Designing of the Center for
Diabetes Care Community
Education Programs
Dr. Novak, Contract
Specialists & Nurse
Paractitioner
Diabetes Management Best
Practices
60 days
Intensive Training of the
Community Health Workers
Dr. Novak, Contract
Specialists & Nurse
Paractitioner
Community Education
Programs Manuals
60 days
Monitoring & Follow-up of
Activities
Center for Diabetes
Care TeamMonitoring Reports
Continious
Launching & Operationalizing of
the Center for Diabetes Care
Dr. Novak, Western
Hospital CEO, PPACA
Representatives, &
State Senator

Luncheon Session2 Days
Activity(s)Responsible Person (s)Resources
Duration in Months
Duration
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 is approximated to increase annually by 5 percent.
Therefore, the projection for the subsequent years are as
illustrated in Table 3
Table 4: Projected Number of Patient Visitations per Annum
Year
Patients Visitations
1
4,882
2
4,882*1.05 = 5,126
3
5,126*1.05 = 5,382
Capital Requirements:
The start-up resources through PPACA Community Health
Center Funding are projected to total US$182,181, with the
majority of these costs, US$98,500 being involved in the
remodeling of the office space to meet the requirements of the
Center for Diabetes Care.

Table 5: Capital Requirements for the Center for Diabetes Care
Description
Year 1
Year 2
Year 3
Server
$ 15,000
Remodel of Office Space
$ 98,550
Security System
$ 2,654
Furniture
$ 12,281
$ 1,000
$ 1,000
Practice Management System
$ 5,000
$ 2,500
$ 2,500
Computers & Cabling
$ 41,696
Total
$ 175,181
$ 3,500
$ 3,500
Reimbursement Model:

Every patient visitation will be charged a base value of US$450.
However, certain incentives will be allowed to certain patients
basing on their economic stratification. The insurance will be
30 percent of every patient visit gross revenue. The staff
salaries will increase by 5 percent per year and the total salary
will be based on FTE as in Table 6
.
Table 6: Staffing Costs
Designation
FTE
Year 1
Year 2
Year 3
Endocrinologist
0.93
$146,940
$154,287
$162,001.35
Contract Specialists
0.30
$22,500
$23,625
$24,806.25
Nurse Practitioner
0.95
$79,889.3
$82,285.979
$84,754.5584
Community Health Workers
4.00
$976,000
$1,00,5280
$1,035,438.4
Reception/Office Management

1.00
$35,000
$35,700
$36,414
Total
$1,260,329.3
$1,301,177.98
$1,343,414.56
Non-Staffing/Operating Costs:
Table 6: Non-Staffing/Operating Costs for Center for Diabetes
Care
Year 1
Year 2
Year 3
Fringe Benefits
$ 59,609
$ 60,802
$ 62,018
Travel
$ 5,000
$ 5,000
$ 10,000
Training
$ 35,000
$ 10,000
$ 15,000
Equipment
$ 5,000
$ 2,000
$ 2,000
Supplies

$ 15,000
$ 15,300
$ 15,606
Contractual
$ 8,000
$ 8,160
$ 8,323
Allocated Rent
$ 23,418
$ 23,769
$ 24,126
Depreciation
$ 26,277
$ 35,036
$ 35,036
Insurance
$ 4,004
$ 4,204
$ 4,414
Overhead Allocation
$ 9,167
$ 9,442
$ 9,725
Uncollectible Income
$ 21,281
$ 39,865
$ 55,177
Marketing
$ 45,000
$ 15,000
$ 15,000
Indirect Charges
$ 54,764
$ 56,955
$ 59,233
Total

$ 311,520
$ 285,533
$ 315,659
Proforma Statement:
Table 8: Proforma Statement for the Center for Diabetes Care
Particulars
Year 1
Year 2
Year 3
Patients Visits Revenue
Patient Visits
4882
5126
5382
Revenue Per Visit
$450
$450
$450
Gross Patient Visits Revenue
$2,196,900
$2,306,745
$2,422,084.50
Deduction from Patient Revenue
$65,907.00
$69,202.35
$72,662.54
Net Patient Visits Revenue
$2,130,993.00
$2,237,542.65
$2,349,421.97
Operating Expenses
Staffing Salaries

$1,260,329.30
$1,301,177.98
$1,343,414.56
Fringe Benefits
$ 59,609
$ 60,802
$ 62,018
Travel
$ 5,000
$ 5,000
$ 10,000
Training
$ 35,000
$ 10,000
$ 15,000
Equipment
$ 5,000
$ 2,000
$ 2,000
Supplies
$ 15,000
$ 15,300
$ 15,606
Contractual
$ 8,000
$ 8,160
$ 8,323
Allocated Rent
$ 23,418
$ 23,769
$ 24,126
Depreciation
$ 26,277
$ 35,036
$ 35,036
Insurance

$ 4,004
$ 4,204
$ 4,414
Overhead Allocation
$ 9,167
$ 9,442
$ 9,725
Uncollectible Income
$ 21,281
$ 39,865
$ 55,177
Marketing
$ 45,000
$ 15,000
$ 15,000
Indirect Charges
$ 54,764
$ 56,955
$ 59,233
Capital Costs
$175,181
$3,500
$3,500
Net Operating Expenses
$1,747,030.30
$1,590,210.98
$1,662,572.56
Excess of Revenue Over Expenses
$383,962.70
$647,331.67
$686,849.40
Cumulative Income
$383,962.70
$1,031,294.37
$1,718,143.77
Net Cash From Excess Revenue

$410,239.70
$1,066,330.37
$1,753,179.77
Cumulative Net-Income
$410,239.70
$1,476,570.07
$3,229,749.84
Recommendation:
Basing on the financial analysis, SWOT analysis, and other non-
financial considerations, the Western Hospital board of
directors and Chief Executive Officer [CEO] should proceed
with establishment of the Center for Diabetes Care. This is
because the program financial outlook is superior
and stands to yield remarkable profits in a win-win gain
situation, since the Center’s cumulative net-income begins to
exceed the initial program input by the third year.
Therefore, it has the ability to sustain itself even after the donor
withdrawal, whereas providing pre-diabetic and diabetic
patients with the much-needed 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 ultimate aim of
community health enhancement. Partnering with an
international renowned PPACA Community Health Center Fund,
IOM, and Healthy People 2020 would give the Center for
Diabetes Care a competitive advantage throughout the County
and State.
References
Adashi, E., Geiger, J., & Fine, M. (2010). Health care reform
and primary health care: The growing importance of the
community health center. The New England Journal of
Medicine, 362: 2047-2050.
American Diabetes Association [ADA]. (2018). Standards of

Medical Care in Diabetes 2018.
http://care.diabetesjournals.org/content/diacare/suppl/2017/12/0
8/41.Supplement_1.DC1/DC_41_S1_Combined.pdf
Dr. Novak, S. (2014). Excerpts from Dr. Novak’s presentation
to Center for Diabetes Care Steering Committee.
Healthy People.gov. (2010). Healthy People 2020: Diabetes.
https://www.healthypeople.gov/2020/topics-
objectives/topic/diabetes
Krug, E. G. (2016). Trends in diabetes: Sounding the alarm. The
Lancet, 387(10027), 1485-1486.
Menke, A., Casagrande, S., Geiss, L., & Cowie, C.C. (2015).
Prevalence of and trends in diabetes among adults in the United
States, 1988-2012. The Journal of the American Medical
Association, 314(10):1021-9.
Nathan, D.M. (2015). Diabetes: Advances in diagnosis and
treatment. The Journal of the American Medical Association,
314(10):1052-62
�Good intro. Executive summary would be even better with
brief overview of the supporting data in 1 paragraph and then
emphasis on specific goals and planned actions for the Center.
Often bullet points are useful. The more succinct the summary
is the better keeping the audience in mind- typically board or
CEO level audience or external stakeholders.
�Based
�Good vision statement summary. This would have been good
to include in an abbreviated version in your executive summary
�Good observation!

�This is a key threat – glad you identified this. Some mention
of workforce limitations may also be important here. Are there
enough employees who are bi-lingual? What about integration
of community health workers into the team- where might that be
placed in the SWOT?
�Better than “right” or “wrong” use more specific terms
…would it successfully, timely, what other terms would be
more specific and avoid bias?
�Flay
�Good!
�Good point and good example of support for effective
integration of CHWs into the healthcare team
�Is this realistic? Based on target population, many are
uninsured and low income. I would recommend building in
more realistic revenue sources. It can also not be assumed that
these individuals are automatically eligible for Medicare if they
did not pay into the system during employment years. This is
also state specific- what factors come into play in the Texas
Medicaid system? This section needs more evidence based
research and support to ensure you are presenting a realistic
model.
�You are proposing significant increase in patient visits- does
the cost and staffing plan support that growth adequately? Add

in details about decisions to expand CHW staff much more than
others- why?. Be clear on how CHWs will address expanded
patient volume.
�This conclusion does not seem realistic if you look at realistic
financial picture for this community. Need to review this more
carefully and base it on realistic data for Texas and for this
population from what is presented in the case.
_1603730459.xls
Chart10–18 years0–18 years19–25 years19–25 years26–45
years26–45 years46–64 years46–64 years65+ years65+ years
Sales
Column1
0.08
0.09
0.2
0.24
0.39
0.8
Sheet1SalesColumn10–18 years8%19–25 years9%26–45
years20%46–64 years24%65+ years39%80%To update the chart,
enter data into this table. The data is automatically saved in the
chart.`3839.55984520172439100
_1603884043.xls
Chart1Year 1Year 1Year 2Year 2Year 3Year 3
Staffing Costs
Non-Staffing Costs
Three Year Staffing and Non-Staffing Costs
1260329.3
311520
1301177.98
285533

1343414.561
315659
Sheet1Adapted
fromhttp://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fil
es/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdfPatient-
Generated Revenue by PayerFiscal year from April 1 to March
31Year 1number of visitsaverage charge per visittotal
chargesaverage adjustment per visitamount billedcollection
rateincomeMedicaid1,250$133.04$166,300-67.61$
250,81298%$245,796Medicare2,000$132.70$265,396-10.48$
286,35695%$272,038Private
Insurance100$137.08$13,708$72.44$ 6,46480%$5,172Year 3
assumes CHW are at their capactiy of 7200 patient visits, or 4
CHW FTEs see 10 patients per day 4 days per week, 45 weeks a
yearSelf Pay (sliding fee)50$111.68$5,584$89.89$
1,09040%$4363,400$ 544,722$523,441Year 2number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
351,13798%$344,115Medicare3,500$132.70$464,442-10.48$
501,12295%$476,066$171.04133.04133.04Private
Insurance400$137.08$54,834$72.44$
25,85880%$20,686$170.60132.6977549111Self Pay (sliding
fee)200$111.68$22,336$89.89$
4,35840%$1,743$176.24137.08471468665,850$
882,476$842,610$143.58111.6807951356Year 3number of
406,62298%$398,489Medicare3,800$135.35$514,336-10.48$
554,16095%$526,452Private
Insurance900$139.83$125,844$72.44$ 60,64880%$48,518Self
Pay (sliding fee)500$113.91$56,957$89.89$
12,01240%$4,8057,200$ 1,033,442$978,265Grant Funding by
SourceYear 1Year 2Year 3PPHF
Grant$100,000$100,000$100,000Foundation Grants$75,000$

50,000Total$175,000$150,000$100,000Non-Staffing CostsYear
1Year 2Year 3Fringe Benefits$ 59,609$ 60,802$
62,018Travel$ 5,000$ 5,000$ 10,000Training$ 35,000$
10,000$ 15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$
15,000$ 15,300$ 15,606Contractual$ 8,000$ 8,160$
8,323Allocated Rent$ 23,418$ 23,769$ 24,126Depreciation$
26,277$ 35,036$ 35,036Insurance$ 4,004$ 4,204$
4,414Overhead Allocation$ 9,167$ 9,442$
9,725Uncollectible Income$ - 0$ - 0$ - 0Marketing$
45,000$ 15,000$ 15,000Indirect Charges$ 54,764$ 56,955$
59,233Total Non-Staffing Costs$ 290,240$ 245,668$
260,481Staffing costsAnnual SalaryFTEYear 1Year 2Year
3Endocronologist0.93$ 158,000$ 165,900$ 174,195Contract
Specialists0.3$ 75,000$ 78,750$ 82,688Nurse
Practitioner0.95$ 84,094$ 86,617$ 89,215Community
Health Workers4$ 244,000$ 251,320$
258,860Reception/office management1$ 35,000$ 35,700$
36,414$ 596,094$ 618,287$ 641,371Capital CostsYear
1Year 2Year 3Server$15,000Remodel of office
space$98,550Security
System$2,654Furniture$12,28110001000Practice Management
System$5,00025002500Computers &
Cabling$41,696$175,181$3,500$3,500
patient-generated revenueProjected Patient-Generated Revenue
by PayerFiscal year from April 1 to March 31Year 1number of
rateincomeMedicaid1,250$0.00$0-67.61$
84,51398%$82,822Medicare2,000$0.00$0-10.48$
20,96095%$19,912Private Insurance100$0.00$0$72.44$
(7,244)80%($5,795)Self Pay (sliding fee)50$0.00$0$89.89$
(4,495)40%($1,798)3,400$ 93,734$95,141Year 2number of
118,31898%$115,951Medicare3,500$0.00$0-10.48$

(17,978)40%($7,191)5,850$ 108,044$120,425Year 3number of
135,22098%$132,516Medicare3,800$0.00$0-10.48$
(44,945)40%($17,978)7,200$ 64,903$100,214Adapted from:
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/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from
grant fundingProjected Grant Funding by SourceYear 1Year
2Year 3PPHF Grant$100,000$100,000$100,000Foundation
Grants$75,000$
50,000Total$175,000$150,000$100,000$425,000Adapted from
experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
telehealth experience. Retrieved
non-staffing costsProjected Non-Staffing CostsYear 1Year
2Year 3Fringe Benefits$ 59,609$ 60,802$ 62,018Travel$

5,000$ 5,000$ 10,000Training$ 35,000$ 10,000$
15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$ 15,000$
15,300$ 15,606Contractual$ 8,000$ 8,160$ 8,323Allocated
Rent$ 23,418$ 23,769$ 24,126Depreciation$ 26,277$
35,036$ 35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
Allocation$ 9,167$ 9,442$ 9,725Uncollectible Income$
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Total$
311,520$ 285,533$ 315,659Adapted from Chelius, L., Hook,
J., & Rodriguez, M. (2010). Financial analysis of Open Door
Community Health Centers’ telehealth experience. Retrieved
staffing costsProjected Staffing CostsAnnual SalaryFTEYear
1Year 2Year 3Endocronologist0.93$ 158,000$ 165,900$
174,195Contract Specialists0.30$ 75,000$ 78,750$
82,688Nurse Practitioner0.95$ 84,094$ 86,617$
89,215Community Health Workers4.00$ 244,000$ 251,320$
258,860Reception/Office Management1.00$ 35,000$ 35,700$
36,414Total$ 596,094$ 618,287$ 641,371Adapted from:
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdfDesignat
ionFTEYear 1Year 2Year
3Endocronologist0.93146940154287162001.35Contract
Specialists0.30225002362524806.25Nurse
Practitioner0.9579889.382285.97984754.55837Community
Health Workers4.0097600010052801035438.4Reception/Office
Management1.00350003570036414Total1260329.31301177.979

1343414.55837
capital costsProjected Capital CostsYear 1Year 2Year 3Server$
15,000Year 14882Remodel of Office Space$ 98,550Year
25126Security System$ 2,654Year 35386Furniture$ 12,281$
1,000$ 1,000Practice Management System$ 5,000$ 2,500$
2,500Computers & Cabling$ 41,696Total$ 175,181$ 3,500$
3,500Adapted from Chelius, L., Hook, J., & Rodriguez, M.
(2010). Financial analysis of Open Door Community Health
Centers’ telehealth experience. Retrieved
ParticularsYear 1Year 2Year 3Patients Visits RevenuePatient
Visists488251265382Revenue Per Visit$450$450$450Staffing
CostsNon-Staffing CostsGross Patient Visits
Revenue$2,196,900$2,306,745$2,422,084.50Year
1$1,260,329.30$ 311,520Deduction from Patient
Revenue$65,907.00$69,202.35$72,662.54Year 2$1,301,177.98$
285,533Net Patient Visits
Revenue$2,130,993.00$2,237,542.65$2,349,421.97Year
3$1,343,414.56$ 315,659Operating ExpensesStaffing
Salaries$1,260,329.30$1,301,177.98$1,343,414.56Fringe
Benefits$ 59,609$ 60,802$ 62,018Travel$ 5,000$ 5,000$
10,000Training$ 35,000$ 10,000$ 15,000Equipment$
5,000$ 2,000$ 2,000Supplies$ 15,000$ 15,300$
15,606Contractual$ 8,000$ 8,160$ 8,323Allocated Rent$
23,418$ 23,769$ 24,126Depreciation$ 26,277$ 35,036$
35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Capital
Costs$175,181$3,500$3,500Net Opereating

Expenses$1,747,030.30$1,590,210.98$1,662,572.56Excess of
Revenue Over
Expenses$383,962.70$647,331.67$686,849.40Cummulative
Income$383,962.70$1,031,294.37$1,718,143.77Net Cash From
Excess
Revenue$410,239.70$1,066,330.37$1,753,179.77Cummulative
Income/Net Cash$410,239.70$1,476,570.07$3,229,749.84
capital costs
Patient Visits
Projected Annual Patient Visits
Implementation Plan
Staffing Costs
Non-Staffing Costs
Activity(s)Responsible Person (s)ResourcesDurationDuration in
MonthsJFMAMJJASONDJMADesigning of Detailed Strategic
Plan & Business Plan, PowerPoint Business Case Presentation,
& Risk Management ReportHealthcare ConsultantDr. Novak
CDC-Steering Committee Presentation, Relevant Peer-Reviewed
Journals, Interview with Dr. Novak, & Excperts from CNHA30
DaysSubmission of the Detailed Strategic Plan & Business Plan
to the Western Hospital Board of Directors and Chief Executive
Officer for ApprovalDr. NovakDetailed Strategic Plan &
Business Plan3 WeeksBusiness case Presentation to the Western
Hospital Board of Directors and Chief executive OfficerDr.
NovakBusiness case Presentation1 dayUpon Approval by the
BOD & CEO, design the Center for Diabetes Care ProposalDr.
Novak & Healthcare ConsultantDetailed Strategic Plan &
Business Plan &2 WeeksSubmission/Application of the Center
for Diabetes Care Proposal to PPACADr. NovakTthe Center for
Diabetes Care Proposal1 DayDesigning of the Center for
Diabetes Care Organizational Policies & ProceduresDr. Novak
& Western Hospital HRMWestern Hospital Recruitment Policies
& Procedures30 daysRenovation of the Westen Hospital Urgent
Care Centre to Accommodate the Center for Diabetes CareDr.
Novak & Construction ContractorConstruction Equipment &

Contracted Competent Supplier90 daysAdvertisement &
Staffing of the Center for Diabetes CareDr. Novak & Western
Hospital HRMRecruitment Policies & Procedures30
daysProcurement & Transportation of Equipments , Furniture, &
FittingsDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 daysProcurement & Transportation of
SuppliesDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 DaysInstillation & Testing of
Equipments, Furniture, & Fittings, plus suppliesDr. Novak,
Contract Specialists & SupplierInstillation Manuals60
DaysIntensive Training of the Recruited StaffDr. Novak,
Western Hospital HRM, & Healthcare ConsultantTraining
Manual on Center of Diabetes Care Goals & Objectives30
DaysMarketing of the Center of Diabetes CareMarketing
TeamMarketing Startegy of the Center of Diabetes Care30
DaysInsuring the Center for Diabetes CareDr. Novak, Contract
Specialists & Insurance CompanyInsurance Policy2
weeksDesigning of the Center for Diabetes Care Community
Education ProgramsDr. Novak, Contract Specialists & Nurse
ParactitionerDiabetes Management Best Practices60
daysIntensive Training of the Community Health WorkersDr.
Novak, Contract Specialists & Nurse ParactitionerCommunity
Education Programs Manuals60 daysMonitoring & Follow-up of
ActivitiesCenter for Diabetes Care TeamMonitoring
ReportsContiniousLaunching & Operationalizing of the Center
for Diabetes CareDr. Novak, Western Hospital CEO, PPACA
Representatives, & State SenatorLuncheon Session2 Days
_1603884593.xls
Chart1Year 1Year 2Year 3
Cumulative Net-Income (US$)
Three Year Cumulative Net-Income [Profit]
410239.7
1476570.07
3229749.84
Sheet1Adapted

es/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdfPatient-
Generated Revenue by PayerFiscal year from April 1 to March
31Year 1number of visitsaverage charge per visittotal
chargesaverage adjustment per visitamount billedcollection
250,81298%$245,796Medicare2,000$132.70$265,396-10.48$
286,35695%$272,038Private
Insurance100$137.08$13,708$72.44$ 6,46480%$5,172Year 3
assumes CHW are at their capactiy of 7200 patient visits, or 4
CHW FTEs see 10 patients per day 4 days per week, 45 weeks a
yearSelf Pay (sliding fee)50$111.68$5,584$89.89$
1,09040%$4363,400$ 544,722$523,441Year 2number of
351,13798%$344,115Medicare3,500$132.70$464,442-10.48$
501,12295%$476,066$171.04133.04133.04Private
Insurance400$137.08$54,834$72.44$
25,85880%$20,686$170.60132.6977549111Self Pay (sliding
fee)200$111.68$22,336$89.89$
4,35840%$1,743$176.24137.08471468665,850$
882,476$842,610$143.58111.6807951356Year 3number of
406,62298%$398,489Medicare3,800$135.35$514,336-10.48$
554,16095%$526,452Private
Insurance900$139.83$125,844$72.44$ 60,64880%$48,518Self
Pay (sliding fee)500$113.91$56,957$89.89$
12,01240%$4,8057,200$ 1,033,442$978,265Grant Funding by
SourceYear 1Year 2Year 3PPHF
Grant$100,000$100,000$100,000Foundation Grants$75,000$
50,000Total$175,000$150,000$100,000Non-Staffing CostsYear
1Year 2Year 3Fringe Benefits$ 59,609$ 60,802$
62,018Travel$ 5,000$ 5,000$ 10,000Training$ 35,000$
10,000$ 15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$

15,000$ 15,300$ 15,606Contractual$ 8,000$ 8,160$
8,323Allocated Rent$ 23,418$ 23,769$ 24,126Depreciation$
26,277$ 35,036$ 35,036Insurance$ 4,004$ 4,204$
4,414Overhead Allocation$ 9,167$ 9,442$
9,725Uncollectible Income$ - 0$ - 0$ - 0Marketing$
45,000$ 15,000$ 15,000Indirect Charges$ 54,764$ 56,955$
59,233Total Non-Staffing Costs$ 290,240$ 245,668$
260,481Staffing costsAnnual SalaryFTEYear 1Year 2Year
3Endocronologist0.93$ 158,000$ 165,900$ 174,195Contract
Specialists0.3$ 75,000$ 78,750$ 82,688Nurse
Practitioner0.95$ 84,094$ 86,617$ 89,215Community
Health Workers4$ 244,000$ 251,320$
258,860Reception/office management1$ 35,000$ 35,700$
36,414$ 596,094$ 618,287$ 641,371Capital CostsYear
1Year 2Year 3Server$15,000Remodel of office
space$98,550Security
System$2,654Furniture$12,28110001000Practice Management
System$5,00025002500Computers &
Cabling$41,696$175,181$3,500$3,500
patient-generated revenueProjected Patient-Generated Revenue
by PayerFiscal year from April 1 to March 31Year 1number of
84,51398%$82,822Medicare2,000$0.00$0-10.48$
(4,495)40%($1,798)3,400$ 93,734$95,141Year 2number of
118,31898%$115,951Medicare3,500$0.00$0-10.48$
(17,978)40%($7,191)5,850$ 108,044$120,425Year 3number of

135,22098%$132,516Medicare3,800$0.00$0-10.48$
(44,945)40%($17,978)7,200$ 64,903$100,214Adapted from:
grant fundingProjected Grant Funding by SourceYear 1Year
2Year 3PPHF Grant$100,000$100,000$100,000Foundation
Grants$75,000$
50,000Total$175,000$150,000$100,000$425,000Adapted from
experience. Retrieved
non-staffing costsProjected Non-Staffing CostsYear 1Year
2Year 3Fringe Benefits$ 59,609$ 60,802$ 62,018Travel$
5,000$ 5,000$ 10,000Training$ 35,000$ 10,000$
15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$ 15,000$
15,300$ 15,606Contractual$ 8,000$ 8,160$ 8,323Allocated
Rent$ 23,418$ 23,769$ 24,126Depreciation$ 26,277$

35,036$ 35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Total$
311,520$ 285,533$ 315,659Adapted from Chelius, L., Hook,
J., & Rodriguez, M. (2010). Financial analysis of Open Door
Community Health Centers’ telehealth experience. Retrieved
staffing costsProjected Staffing CostsAnnual SalaryFTEYear
1Year 2Year 3Endocronologist0.93$ 158,000$ 165,900$
174,195Contract Specialists0.30$ 75,000$ 78,750$
82,688Nurse Practitioner0.95$ 84,094$ 86,617$
89,215Community Health Workers4.00$ 244,000$ 251,320$
258,860Reception/Office Management1.00$ 35,000$ 35,700$
36,414Total$ 596,094$ 618,287$ 641,371Adapted from:
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdfDesignat
ionFTEYear 1Year 2Year
3Endocronologist0.93146940154287162001.35Contract
Specialists0.30225002362524806.25Nurse
Practitioner0.9579889.382285.97984754.55837Community
Health Workers4.0097600010052801035438.4Reception/Office
Management1.00350003570036414Total1260329.31301177.979
1343414.55837

capital costsProjected Capital CostsYear 1Year 2Year 3Server$
15,000Year 14882Remodel of Office Space$ 98,550Year
25126Security System$ 2,654Year 35386Furniture$ 12,281$
1,000$ 1,000Practice Management System$ 5,000$ 2,500$
2,500Computers & Cabling$ 41,696Total$ 175,181$ 3,500$
3,500Adapted from Chelius, L., Hook, J., & Rodriguez, M.
(2010). Financial analysis of Open Door Community Health
Centers’ telehealth experience. Retrieved
ParticularsYear 1Year 2Year 3Patients Visits RevenuePatient
Visists488251265382Revenue Per Visit$450$450$450Staffing
CostsNon-Staffing CostsGross Patient Visits
Revenue$2,196,900$2,306,745$2,422,084.50Year
1$1,260,329.30$ 311,520Deduction from Patient
Revenue$65,907.00$69,202.35$72,662.54Year 2$1,301,177.98$
285,533Net Patient Visits
Revenue$2,130,993.00$2,237,542.65$2,349,421.97Year
3$1,343,414.56$ 315,659Operating ExpensesStaffing
Salaries$1,260,329.30$1,301,177.98$1,343,414.56Fringe
Benefits$ 59,609$ 60,802$ 62,018Travel$ 5,000$ 5,000$
10,000Training$ 35,000$ 10,000$ 15,000Equipment$
5,000$ 2,000$ 2,000Supplies$ 15,000$ 15,300$
15,606Contractual$ 8,000$ 8,160$ 8,323Allocated Rent$
23,418$ 23,769$ 24,126Depreciation$ 26,277$ 35,036$
35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Year
1$410,239.70Capital Costs$175,181$3,500$3,500Year
2$1,476,570.07Net Opereating
Expenses$1,747,030.30$1,590,210.98$1,662,572.56Year
3$3,229,749.84Excess of Revenue Over
Expenses$383,962.70$647,331.67$686,849.40Cummulative

Income$383,962.70$1,031,294.37$1,718,143.77Net Cash From
Excess
Revenue$410,239.70$1,066,330.37$1,753,179.77Cummulative
Income/Net Cash$410,239.70$1,476,570.07$3,229,749.84
capital costs
Patient Visits
Implementation Plan
Staffing Costs
Non-Staffing Costs
Cumulative Net-Income (US$)
Three Year Cumulative Net-Income [Profit]
Activity(s)Responsible Person (s)ResourcesDurationDuration in
MonthsJFMAMJJASONDJMADesigning of Detailed Strategic
Plan & Business Plan, PowerPoint Business Case Presentation,
& Risk Management ReportHealthcare ConsultantDr. Novak
CDC-Steering Committee Presentation, Relevant Peer-Reviewed
Journals, Interview with Dr. Novak, & Excperts from CNHA30
DaysSubmission of the Detailed Strategic Plan & Business Plan
to the Western Hospital Board of Directors and Chief Executive
Officer for ApprovalDr. NovakDetailed Strategic Plan &
Business Plan3 WeeksBusiness case Presentation to the Western
Hospital Board of Directors and Chief executive OfficerDr.
NovakBusiness case Presentation1 dayUpon Approval by the
BOD & CEO, design the Center for Diabetes Care ProposalDr.
Novak & Healthcare ConsultantDetailed Strategic Plan &
Business Plan &2 WeeksSubmission/Application of the Center
for Diabetes Care Proposal to PPACADr. NovakTthe Center for
Diabetes Care Proposal1 DayDesigning of the Center for
Diabetes Care Organizational Policies & ProceduresDr. Novak
& Western Hospital HRMWestern Hospital Recruitment Policies
& Procedures30 daysRenovation of the Westen Hospital Urgent
Care Centre to Accommodate the Center for Diabetes CareDr.
Novak & Construction ContractorConstruction Equipment &

Contracted Competent Supplier90 daysAdvertisement &
Staffing of the Center for Diabetes CareDr. Novak & Western
Hospital HRMRecruitment Policies & Procedures30
daysProcurement & Transportation of Equipments , Furniture, &
FittingsDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 daysProcurement & Transportation of
SuppliesDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 DaysInstillation & Testing of
Equipments, Furniture, & Fittings, plus suppliesDr. Novak,
Contract Specialists & SupplierInstillation Manuals60
DaysIntensive Training of the Recruited StaffDr. Novak,
Western Hospital HRM, & Healthcare ConsultantTraining
Manual on Center of Diabetes Care Goals & Objectives30
DaysMarketing of the Center of Diabetes CareMarketing
TeamMarketing Startegy of the Center of Diabetes Care30
DaysInsuring the Center for Diabetes CareDr. Novak, Contract
Specialists & Insurance CompanyInsurance Policy2
weeksDesigning of the Center for Diabetes Care Community
Education ProgramsDr. Novak, Contract Specialists & Nurse
ParactitionerDiabetes Management Best Practices60
daysIntensive Training of the Community Health WorkersDr.
Novak, Contract Specialists & Nurse ParactitionerCommunity
Education Programs Manuals60 daysMonitoring & Follow-up of
ActivitiesCenter for Diabetes Care TeamMonitoring
ReportsContiniousLaunching & Operationalizing of the Center
for Diabetes CareDr. Novak, Western Hospital CEO, PPACA
Representatives, & State SenatorLuncheon Session2 Days
_1603882674.xls
Chart1Year 1Year 2Year 3
Patient Visits
4882
5126
5386
Sheet1Adapted

12SWOT Analysis of Sinai HospitalOlufunmil.docx

12SWOT Analysis of Sinai HospitalOlufunmil.docx

Recommended

Recommended

More Related Content

Similar to 12SWOT Analysis of Sinai HospitalOlufunmil.docx

Similar to 12SWOT Analysis of Sinai HospitalOlufunmil.docx (19)

More from drennanmicah

More from drennanmicah (20)

Recently uploaded

Recently uploaded (20)

12SWOT Analysis of Sinai HospitalOlufunmil.docx