Individual Project Plan

As a culminating project, this assignment has two parts: an executive summary and a project plan created in either MS Project (PC) or Apple Merlin (MAC). Those experiencing problems with Project software may complete this portion of the assignment in Excel. Use prior course information and data gathered for your CLC Business Plan to complete this assignment.

Write an executive summary of your CLC Business Plan.

Write a project plan in Microsoft Project or Apple Merlin. Excel may be substituted as needed.

1. Examine your CLC Business Plan: Extract the distinct activities needed to start up the business: (a) Identify tasks needed to complete the project. (b) Develop a completion schedule. (c) Assign resources to project tasks. (CLC Group project has been attached for review and reference)
2. Be creative. For example: If your plan calls for three nurses, you will need to plan for hiring, and training. Create arbitrary timelines for each activity. They could be very general (2 weeks to hire, 2 weeks to train) or they could dive much deeper (1 week to write hiring ad, 1 week to place ad, 2 weeks to accept applications, 1 week to review, 3 weeks for interviews, 1 week for offer-letters, 2 weeks to establish in HR system, etc.). Do this for each section of the CLC Business Plan.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a grading rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center.

RUNNING

HEAD:

Community Health Program

(CHP)

Community Health Program (CHP)

Community Health Program

Jennifer Coble, Emley Jennifer Tenorio, Mary Walsh

HCA-620

January 8th, 2020

The American Heart Association and hypertension

Introduction

The American Heart Association and hypertension is a non-profit making organization that is mandated by the federal government to create a medical awareness program about heart and hypertension conditions among the United States residents. The main aim of initiating this activity is to help in solving health issues relating to heart and hypertension cases that are currently common in different parts of the United States.

DESCRIPTION OF SERVICES

The American Heart Association and hypertension program aim at creating outreach awareness about heart diseases and disorders and hypertension conditions. The process of creating public awareness will tend to reach a large number of people from areas to inner cities where most people reside. A mobile health care promotion program will use a public address to announce to invite the public to come for free heart and hypertension screening. The screening process will involve testing members of the public who will make to mobile screening centers.

Currently, there are various cases relating to heart and hypertension cases in different states in the United States. Statistically, the aging population is the most affected groups which have been reporting cases of heart and hypertension disorders. Usually, it is challenging to detect these conditions at early stages (Huebner, Milgrom, Mancl, Smolen, Sutherland, Weinstein & Riedy, 2014). As such, this has led to many deaths since many cases are detected when the disease is at an advanced stage, which is challenging to treat. Therefore, this program is essential because it will help in assisting members of the public in knowing whether they are suffering from such conditions. In doing so, this will help to initiate early medical actions to help in reducing the number of deaths associated to heart and hypertension conditions.

Description of Mobile Health Promotion Outreach Program

Community Health Programs (CHPs) are increasingly regarded as an integral component of primary healthcare (Schneider, 2019). The organizations senior leadership asked a team of medical professionals to put together a mobile health promotion outreach program able to reach a diverse population from inner-city areas to rural communities with a focus on promoting and providing screening activities for The American Heart Association (AHA) and Hypertension. AHA is the world’s leading voluntary organization dedicated to building healthier lives, free of cardiovascular diseases, and partner in building healthier communities (2018). AHA branded health screenings conducted at a community-based health events designed to help consumers become aware of their personal health risk factors, motivate them to make behavior changes on their own or seek support for lifestyle changes and follow-up medical care (2018). AHA convenes with community organizations regularly to find and implement solutions that make a difference in people’s health where and how they need it (2018). Health screening services will be made available for community-sponsored events (2018).

Current literature supports that Mobile Health Clinics (MHCs) play a significant role in the U.S. healthcare system and are successful in reaching vulnerable populations, by delivering services directly at the curbside in communities of need and flexibility adapting their services based on the changing needs of the target community (Yu et al., 2017). MHCs are an innovative model of healthcare delivery that could help alleviate health disparities in vulnerable populations and individuals with chronic diseases (Yu et al., 2017). As defined by The American Heart Association, high blood pressure also referred to as HBP, or hypertension is when your blood pressure, the force of blood flowing through your blood vessels, is consistently too high and nearly half of American adults have high blood pressure and the best way to know if you have it is to have the blood pressure checked (AHA, 2020). MHCs are sometimes considered alternatives to other healthcare models and serve as a platform to help them navigate the more convoluted systems of the wider healthcare structure and to connect with the medical and social resources in the community (Yu et al., 2017). Studies show that these MCHs are effective in facilitating access to health care, particularly for minority groups who have poorer health, and face a higher number of barriers in accessing health services (Yu et al., 2017). The target population include vulnerable population such as the homeless, displaced population, immigrants, migrant workers, the under-insured, and children who are often disconnected from traditional healthcare settings and require support in accessing healthcare (Yu et al., 2017). According to a 2017 report, patient barriers to accessing care showed 50% of low income adults don’t trust healthcare, 20% deterred by high healthcare costs, 25% lack transportation to medical appointments, 11% lack insurance coverage and other report social isolation, racial or economic barriers, or language and cultural barriers (Health, S, 2018).

Mobile clinics can successfully reduce barriers in access to healthcare and can provide more opportunities for underserved populations to screen for various conditions and to properly manage their health (Yu et al., 2017). They are an effective setting for chronic disease management such as hypertension which is notoriously difficult to adhere to and therefore, these mobile clinics patients have a reported increase sense of self-confidence and ability to manage and navigate the healthcare system (Yu et al., 2017). Additionally, mobile health clinics are making their mark on healthcare, as the advisory board reported, there are about 2,000 MHCs on the road and the operational cost is $429,000 annually (Health, S, 2018). These clinics make a dent in the most vulnerable, safety-net populations, as reported 60% of the patients are uninsured, and another 31% have public insurance (Health, S, 2018). MHCs address the social determinants of health, and promote value-based care and fill in the gaps that have been proven extremely effective at connecting high-risk patients with primary and preventive care (Health, S, 2018).

Operational Plan

The health system’s executive leadership, and policymakers developed innovative interventions that will help manage chronic diseases and promote preventative health such as the mobile health promotion outreach program. The Sinai Mobile Health Unit project will be launched in the year 2021, which is a Medical Health System entity. The use of extensive research in cost effectiveness, senior leadership was able to provide grants to this project from a network of organizational donations. It will be available initially for the first 5 years in the heart of a rural community and will continue to provide mobile health care depending on the outcomes and return on investment in the succeeding years. The Mobile Health Unit will provide primary and preventive care and has connection between community-based, churches, other hospitals, and clinic that often connect community members with both medical and social services (Yu et al., 2017).

The Sinai Mobile Health Unit Goals

1. To increase access to healthcare services (Yu et al., 2017).

2. To create impact on improving patient health outcomes (Yu et al., 2017).

3. To address social determinants of health (Yu et al., 2017).

4. To advance population health in chronic diseases (Yu et al., 2017).

5. To decrease healthcare costs (Yu et al., 2017).

Contract or lease

A new business model has to develop a contract or lease to acquire a 1 or 2 mobile health unit that will give more value to the project. The location where the mobile health unit should be close to the urban community and the team needs to conduct a population search prior to leasing or contracting. Safety features are mandatory, and services should be accessible to all types of patients and must comply with the American Disabilities Act (ADA) standards.

Employer and employee qualifications

Clients of mobile clinics may have a diverse background of social circumstances and cultural beliefs (Yu et al., 2017). Employee has to be culturally competent, model a friendly, and nonjudgmental care and must have the ability to foster trusting relationships (Yu et al., 2017). Experience in collaborative efforts, comfortable working in small spaces, and is willing to accept the risks of going into underserved neighborhoods (Yu et al., 2017).

Production, Distribution and Customer service plans

The health system needs to identify a convenient location to park the mobile conveniently close to the community residents. The services include preventative health screenings, and initiating chronic disease management. Other services include counseling, outreach, and education, employment assessments and referrals. Both public and private payers can participate in this program. Accountable care organizations (ACOs), a healthcare management model under the Affordable Care Act are responsible for patient population to improve healthcare quality and cost through utilizing mobile clinic model (Yu et al., 2017).

Contingency plans for interruptions in supply or labor issues

The mobile health program may encounter difficulty in sustainability, difficulty in hiring clinicians (Heath, 2018), has a risk of increased fragmentation of care, finances or lack of steady source of support from the sponsors or non-profit organizations, constraints by space and clinic structure which can affect confidentiality and privacy, and challenges in logistical planning when staff is not coming to work for fear that patients are either homeless or IV drug users (Yu et al., 2017). Various solutions such as corporate sponsorships, collaboration with community partners, and more frequent maintenance checks, have been developed to combat the issue of financial insecurity (Yu et al., 2017).

Key Personnel

Medical Director – responsible for outlining the business structure and the key personnel and their roles and responsibilities in the mobile health outreach program and for seeing all clinic aspects of the care provided, including but not limited to supervision of staff, development and implementation of quality assurance program, quality improvement, and risk management initiatives (www.ama-assn.org).

Director – oversight of the operational functions, clinical aspects of patient care, budget, and personnel. Ensures quality of care is not compromised (www.ama-assn.org).

Clinical Manager – must be a registered nurse or mid-level practitioner, under the supervision of the director, manages the day-to-day operations, ensuring policies and procedures are followed, and can relieve the medical director or certain management activities, including quality assurance issues, patient record reviews and follow up consults (www.ama-assn.org).

Nurse – responsible referred patients, should function under established medical protocols, support patients during diagnosis and treatment, obtain health history and assess health and illness status, provide patient education in the areas of health promotion, and preventive medicine, referral of patients as necessary to other health providers and social service agencies, and appropriate follow up of patients with chronic and acute health problems (www.ama-assn.org).

Treasurer – charge and custody of and responsible for funds, provide oversight over the financial books, and month financial reports (www.ama-assn.org).

MARKETING COMPONENTS

Marketing of the program will be done through mass sensitization of members of the public to visit mobile clinics to get screened from the heart hypotension conditions. The sensitization process will be done using motor vehicles and public addresses to reach as many people as possible.

Marketing and promotion

Marketing and promotion of the program will be done per region. The public address will be used by sub-counties to create awareness and invite members of the public to attend the program. In cities and urban areas, promotion of the program will be done in estates where most people reside to attract the attention of many people. The latter will help to reach many people in urban areas since some people in urban areas spend more time in their residential areas.

Motor vehicle selection

The model of vehicle to use in the sensitization process will depend on the geographical settings of rural areas. The model and type of cars to use in the process will also depend on the infrastructure of rural areas. Land cruiser modern design will be used as a mobile clinic where the medical test will be conducted. A land cruiser, a four-wheel-drive, thus will access all different places with poor infrastructures (White, McIlfatrick, Dunwoody & Watson, 2019). Five motor vehicles will be used in the process to help in serving many people when the turnover is high. This will help to save time as well as increasing the number of people being served at a time.

Besides, there will be vehicle maintenance team will be responsible for fixing motor vehicle issues that might be experienced during this program. Proper maintenance will help in facilitating the smooth running of activities during this program. Fuelling of vehicles will be financed by the county government that will fund the program. Insurance and wear and tear issues will be taken care of ensure continuity of the program.

Scheduling of staff and locations for events

A schedule of this program will consider various factors. The population and geographical location are some of the most critical factors that will be considered when scheduling events. The program will be conducted in different parts of the Texas States. However, the study will focus on the activities done in Dallas County. For participants of the program to reach the target of the program, clinical staff will be divided into groups to help in serving a large number of people.

Training

Training of health care professionals and other personnel who will take part in this program is an essential process. It helps in equipping all staff who will take part in this program to understand their roles appropriately. Conference training of health care professionals will be done before the program to ensure proper preparation for the activities.

Training materials

Educating and training materials for health care professionals who will take part in this program will be mainly medical materials. These materials will contain concepts, ideas, and guidelines that will enable health professionals to perform their duties correctly.

Permitting

The primary aim of this program is to reach a large number of people within the county to be screened for heart and hypertension condition. The program is a healthy activity that aims at improving the quality of life among members of the public. As such, the local authority will approve to provide a legal practice permit that authorized the program to be conducted (Willis, Reynolds & Keleher, 2012).

FINANCIAL INFORMATION

Funding for the program

The main goal of this program is to help in improving the quality of life among members of the public. As such, the program will be funded through donations for other non-governmental organizations. Some of the donors of the program will be the World Health Organization, UNICEF, and other non-profit organizations.

The state government of Texas and the county government of Dallas will also provide grant funding to support the program. The allocation for the program will be made through the health sector to facilitate the provision of quality screening of members of the public for heart and hypertension conditions to improve the quality of life in Dallas and neighboring counties.

OPERATIONAL PLAN

In this section, various activities that will determine the success of the program will be done. In will help in ensuring that all operations are performed to achieve all its goals and objectives. The key aspects discussed in this section include the following:

Legal and regulatory issues

These issues include matters relating to liabilities issues, local government restrictions, and the department of transportation issues. For the whole process to run efficiently, the management of the program will ensure all legal and regulatory requirements are met to avoid problems restriction the process of running this program from taking place. Working permits will be acquired from both local and state governments to allow for the smooth running of the activities during the process, creating awareness and screening the public for heart and hypertension conditions (Willis et al., 2012).

Besides, a working permit will be obtained for the transportation department to allow the team who will involve in this program to use a public address to reach members of the public. Getting these legal documents will give participants of this program to right to perform their activities without any fear of interference.

Cultural and language issues

Usually, cultural and language problems are some of the critical issues that always adversely affect the smooth running of activities of a program. As such, the management of the program will pay more attention to these issues to help in supporting businesses of the program. First, during the application, all those who will take part in the process will obey and recognize the cultural practices of the local community they serve (Schensul, Denelli-Hess, Borrero & Bhavati, 2019). Respecting and appreciating the cultural traditions of the local communities will assist in creating a good relationship between members of the public and health professionals who will be taking part in this process.

On the other hand, the language issue also is likely to affect the success of this program. Therefore, the management of this program will engage members of the community to help serving members of the public to avoid language berries when offering their services.

Patient flow

Patient flow during this program will depend on the ability of service providers to reach members of the public. Since services will be provided to members of the public for free, a large number of people is expected to show up to be screened for heart and hypertension condition. In areas where patients flow is high, more health professionals will be deployed to attend to them. This will help in reducing workload among service providers to improve the quality of service offered to members of the public (Willis et al., 2012).

Sanitary needs and sterilization

Maintaining a clean working environment is one of the factors that will help in improving the quality of services offered to members of the public. Therefore, service providers will ensure that a clean working environment is maintained in all working stations. The latter will be done by proper disposal of all restorative material used and sterilizing reusable items to avoid transmission of germs.

Marketing Components

The current patient demographics that this project plans to market towards are patients in rural and urban communities that require preventative screenings and services through a mobile outreach clinic. The goal of this project is to reach the defined market segment of patients within the community who lack adequate access to necessary preventative care. To properly address the appropriate market segment the plan needs to identify the demographics, economics, lifestyle, sociocultural, location, and behavior of the population the organization plans to serve (Moseley 2009). The current project is a mobile clinic that provides patients with services to evaluate their heart health and blood pressure while providing care for patients in need of preventative health services. The goal of this project is to improve access to care through provision of services in disadvantaged communities to improve the community health for patients who lack access to care through either economic or distance from services. The project plans to utilize marketing strategies in coordination with local organizations and providers to increase the quantity of patients who lack access to necessary services. The American Heart Association’s campaign for this project is “Providing care close to home”. The current budget for the advertising campaign is $15,000 to be allocated as necessary for each project. Funding is limited due to the goal to improve the quality of patient care while decreasing costs as necessary, thus requiring the clinic to heavily rely on partnerships within the community to spread the organization’s message.

Internal Marketing

Marketing within an organization is the first step to success as it enable staff to better promote the organization by motivating and empowering employees while building a relationship with the patients. This environment promotes employee contribution to the organization through identifying necessary changes and improving policies to benefit the organization and patients. The internal marketing campaign will focus on promoting the mission while stating the importance of the objectives and goals along with the steps staff members can take to achieve these goals. The internal marketing strategy will be designed around employee satisfaction and the organization’s mission statement. Focusing on these two factors will allow staff to collaborate to achieve a holistic approach to patient care that promotes healthy relationships with the community. The use of internal marketing will create the foundation for all other marketing platforms as it enables employees to provide quality service. When the idea of internal marketing was introduced it specified that satisfied employees will provide better service which will increase patient retention. The first step of the mobile clinic will be implementation of organizational citizenship behavior to enable staff to create a positive atmosphere between the staff on site with the organization. This method has shown to increase productivity and empower employees to work cohesively. The second step of this project is to focus of customer-oriented behavior to advocate for patient needs and satisfaction. The third goal of internal marketing will be to promote organizational loyalty through management to ensure staff remain with the organization and work in the organization’s best interest to reduce costs and improve the environment. The final goal is to improve organizational performance based efficacy, growth, and financial targets to produce an environment that employees act in the best interest of both the patients and organization (Abbasi, Haghighi, Maskan, Ashkani, & Mohammadi 2017). In many cases a mobile clinic may feel disengaged from the organization due to the constantly changing environment and lack of stability within daily events. As a result forming an environment within the organization that promotes a cohesive community that focuses on both employee and patient satisfaction is necessary for success. This method of marketing is a low cost solution for internal marketing as it focuses on staff engagement through communication.

External Marketing

External marketing for this project should focus on identifying the community’s needs and how the organization can best meet those needs. The mobile clinic is serving both urban and rural communities so there needs to be an effective method to inform potential patients of the services being provided (Purcarea 2019). There are two primary demographics that require slightly different strategies to inform the patients of services. Within urban communities the patient demographic that the organization is attempting to appeal to is frequently economically disparaged individuals that lack regular access to preventative health care. To reach individuals within this demographic it would be beneficial to collaborate with local communities to inform potential patients of their services. The primary marketing technique utilized would be compassionate neighborly care for the patients that would require to mobile clinic to be located within an area that potential patients have access to. Having a regular schedule for patients to receive preventative care and creating a relationship within the community is a strong marketing technique to increase patronage. By locating the clinic in the heart of the community it improves access to care for communities unable to receive access to care otherwise. When working with the community from local doctor’s offices and hospitals there is the benefit of patients being referred to the clinic by other health professionals who work with these patients. Further marketing within the community would be to advertise within grocery stores and other frequently visited locations to notify the public of the clinic’s presence and services within the community (Aung, Hill, Bennet, Song, and Oriol 2015). By comparison rural communities are typically more decentralized and would benefit greatly from regional marketing such as radio advertisements indicating time and location of services provided. Direct to consumer advertising is an effective method of informing potential patients of the availability of services within the community. The use of radio advertisements within a rural community my enable potential patients to use the services provided within the clinic (Limbu, Huhmann, & Peterson 2012). The advertising budget is heavily allocated towards radio broadcasting due to the higher cost of advertising that must be directly negotiated with local radio stations. The ability to directly inform local communities of upcoming events and services is heavily relied upon in rural communities. Utilizing both methods in urban and rural communities will have a significant impact on the ability of patients to receive services by being informed and comfortable seeking care.

With the advent of technology, the most important tool for this project is the utilization of social media to inform the community of the clinic’s services and location. Social media has the ability to reach potential patients that would otherwise not be aware of the potential services. The use of social media in healthcare marketing has shown a direct relationship with the community through building a network that improve health promotion. Social media has brought a new found connectedness to the world to enable health organizations to better reporting of health crises and improve health literacy. Social media is a low cost option to share health information as it provides customizable daily updates to the community (Gupta, Tyagi, & Sharma 2013). There will be implementation of a social media presence within the community to share health facts and information regarding the mobile health clinic. The use of social media in implementation of this project is essential in both rural and urban communities as it allows staff to inform patients of important information. Focusing on provision of a social media presence is a low-cost option to notify the public of events and health issues. The team can work collaboratively to producing a social media presence with the parent organization to achieve the ideal message and obtain health goals.

The ultimate goal of the marketing campaign is to gain the trust of the community through collaborative efforts within the community and focusing on provision of patient centered care. When working in communities that lack access to health care it is necessary to gain their trust by providing direct communication to the patients. The mobile clinic must take steps to improve the quality of life through providing a service that many communities need. The first step in fulfilling organizational goals for improved public health is a marketing campaign focused on reaching out to patients and forming a relationship that enables people to take control of their own lives.

Financial Information

Within the United States there is around two thousand mobile health clinics that deliver health care for around five million visits annually within urban and rural communities. The benefit of mobile health clinics is that they can be customized to fit the needs of the community being served. The return of investment (ROI) for mobile clinics out weight the costs of emergency care by providing preventative care to patients in need in partnership with local health care providers and community leaders. The ability for mobile health clinics to provide inexpensive preventative care is paramount for improving community health as it removes barriers many disadvantaged patients face. Mobile health clinics are a solution to at risk communities by providing community focused care and education within the community (Aung, Hill, Bennet, Song, & Oriol 2015). Within the United States fifty percent of patients diagnosed with hypertension have the condition under control. Patients treated by a mobile health clinic were found to have a lower incidence of myocardial infarction by 45% and lower blood pressure in 32% of the patients treated than in the general public. It was found that the implementation of mobile health clinics enabled staff to better address the needs of their patients and helping them adhere to necessary lifestyle changes. Due to the lack of preventative in certain communities, the use of the emergency department (ED) for non-emergency use and preventative care revolve around 40% of the care provided costing $558 million. The rate at which impoverished communities utilized the ED for non-emergency use was three times the average. Further research indicated that use of mobile health clinics reduced the average hospital stay from 7.9 days to 5.8 days while reducing the cost of care from $13 thousand to $10 thousand in elderly populations (Yu, Hill, Ricks, Bennet, & Oriol 2017). Research suggests the implementation of mobile health clinics as an effective method of improving community health while decreasing the cost of care within communities that lack access to care. The American Heart Association and Hypertension is dedicated to improving the quality and access to care within the United States through addressing disparities within communities.

The American Heart Association operates as a non-profit organization that provides funding to research, education, training, and community services. The organization currently operates with a mixed asset portfolio that in 2019 equated to $1,441,873 and a total liability of $496,329. The organization currently $130 million in long term investments and $150 in short term investments as of June 2019 (American Heart Association 2019).

Assets

Current assets:

Previous Year

Current Year

Cash

64,917.00

64,509.00

Investments

732,887.00

746,680.00

Inventories

66,701.00

72,476.00

Accounts receivable

385,583.00

393,433.00

Prepaid expenses

15,242.00

15,856.00

Other

147,586.00

148,919.00

Total current assets

1,412,916.00

1,441,873.00

Figure 1. Yearly organization assets for the American Heart Association

Income Statement

Mobile Health Clinic

2020

Financial Statements in U.S. Dollars

Revenue

Income: Grants, Donations, & Insurance

550000

Less Allowances

20000

Net

530000

Cost of Goods Sold

Beginning Inventory

0

Add: Purchases

60000

Freight-in

20000

Direct Labor

150000

Indirect Expenses

100000

Inventory Available

330000

Less: Ending Inventory

0

Cost of Goods Sold

330000

Gross Profit (Loss)

200000

Expenses

Advertising

15000

Bad Debts

10000

Depreciation

5000

Employee Benefit Programs

15000

Insurance

3000

Interest

2000

Legal and Professional Fees

2000

Licenses and Fees

500

Miscellaneous

1000

Office Expense

1000

Payroll Taxes

15000

Repairs and Maintenance

10000

Supplies

2500

Telephone

2000

Travel

4000

Utilities

4000

Vehicle Expenses

20000

Wages

75000

Total Expenses

187000

Net Operating Income

13000

Other Income

Gain (Loss) on Sale of Assets

2000

Interest Income

20000

Total Other Income

22000

Net Income (Loss)

35000

Figure 2. Income statement for the mobile health clinic

Figure 3. Projected revenue through donations and other funding

The cost of implementation of a mobile health clinic can be anywhere from $500-$600 thousand a year, but the net return is indicated by decreased use of the ED resulting in $3 million in health care savings. Many patients that visited one mobile health clinic in Boston stated that they would have visited the ED if this service was not available (Worth 2013). By partnering with local hospitals, the mobile health clinic will be able to offset some of the costs of operation by utilizing hospital staff members to provide preventative health services. It is in the best interest of the current community health care providers to partner with the American Heart Association to provide diagnostic services from checking blood pressure and provision of EKGs as necessary. A partnership between the local hospitals is paramount for the success of this program as it alleviates the burden of care from the hospitals while decreasing the cost incurred by the American Heart Association. By serving the disenfranchised patients before their condition worsens, hospitals can reduce inpatient costs by fulfilling a nonprofit commitment to provide low cost preventative care.

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