The total length of the text portion of the paper will be reduced to a maximum of 7 to 12 pages.
Please use Grammarly and Turnitin, as the goal here is to challenge you to create a concise and well-organized memorandum to your CEO
The paper should have a short (one paragraph) “Executive Summary.” Look this term up on the internet for further details. It is intended to be a summary of your presentation, not a summary of the task assigned. Stick to the details in the syllabus regarding double spacing and font size. Use one (1) inch margins all around. Page numbers should be included.
You have a job as the middle-level executive in a 250 bed hospital. The hospital is technically a “non-profit” hospital, but it is run as close to a “for profit” goal as possible. As a result of dislocations to the health care industry in your state, your hospital has suffered a 15% loss of trained health care provider staff across the entire hospital, including physicians, nurses, and licensed personnel of all kinds. The hospital has operated five (5) clinics: a walk-in orthopedic clinic; a referral based radiology department with MRI, CT, and ultrasound facilities; a labor-anddelivery suite with neonatology; a wound care center with hyperbaric equipment; and, a locked, in-patient pediatric psychiatric facility.
Your CEO has assigned you the task of making a report to her, for presentation to the hospital Board, assessing the risks associated with closing two of these five clinics. She has asked you to describe the risks of closing each clinic, as well as the risks of continuing to run the clinics.
You should evaluate the following: 1. the risks of continuing to offer the services with 15% less staff; 2. the benefits of continuing to offer the services of each clinic; 3. the risks of transferring non-physician personnel from the clinics to be closed to those that will remain open, and an assessment of the training challenges/risks of using inexperienced staff in the new clinics; 4. the potential personnel problems and possible solutions resulting from either (or both) transferring employees to new assignments or laying off any extra staff; and, 5. any other problems or risks that may be encountered.
Make a recommendation which two clinics should be closed, with a brief explanation why they should close and the others should remain open. Then, identify and describe in detail the consequences you anticipate (such as any process or implementation issues) and how you should prepare to manage them.
Finally, provide a brief statement of your assessment of the Cynefin system in which this process with be conducted. The Cynefin discussion is included in the Announcements for each Section.
You should prepare a memorandum that can be understood quickly and clearly. Do NOT worry about the revenue issues (this is confidential information that you do not have, but which the Board will know.) Consider any additional costs which you may identify.
Expert Solution Preview
Introduction:
In this report, I will assess the risks associated with closing two out of the five clinics in our hospital. Due to a 15% loss of trained healthcare provider staff across the entire hospital, including physicians, nurses, and licensed personnel, we need to evaluate the risks of continuing to run all five clinics with reduced staff as well as the risks of closing specific clinics. Additionally, we will consider the benefits of continuing to offer the services of each clinic, the risks and challenges associated with transferring personnel, potential personnel problems and solutions, and any other problems or risks that may arise. Based on the evaluation, I will recommend which two clinics should be closed and provide a brief explanation for the decision. Finally, I will discuss the consequences and implementation issues that may arise from the clinic closures and suggest how we should prepare to manage them. I will also provide an assessment of the Cynefin system in which this process will be conducted.
Answer:
Based on the evaluation of the risks and benefits, I recommend closing the walk-in orthopedic clinic and the locked, in-patient pediatric psychiatric facility.
Closing the walk-in orthopedic clinic poses the following risks:
1. Reduced accessibility to orthopedic care for patients in urgent need who previously relied on the convenience of a walk-in clinic.
2. Potential loss of revenue from patients seeking immediate orthopedic care elsewhere.
3. Disruption of referral patterns from other clinics within the hospital, affecting the overall patient flow.
However, the benefits of continuing to offer the services of the walk-in orthopedic clinic are limited due to the availability of other orthopedic clinics in the vicinity, and the capability to redirect non-urgent cases to the remaining orthopedic clinics in our hospital.
Closing the locked, in-patient pediatric psychiatric facility presents the following risks:
1. Limited availability of in-patient psychiatric care for pediatric patients in critical need of hospitalization.
2. Potential dissatisfaction among patients and their families who may need to seek care at alternative facilities.
3. A potential increase in psychiatric emergencies and admissions to the remaining hospitals, putting additional strain on the existing resources.
However, the benefits of continuing to offer the services of the locked, in-patient pediatric psychiatric facility need to be weighed against the overall impact on patient care and the availability of alternative facilities in the region. The risk of not meeting the specialized needs of this patient population is minimal compared to the risk associated with the closure of other clinics.
Regarding the risks of continuing to offer the services with 15% less staff, there are several potential consequences:
1. Increased workload and potential burnout among the remaining staff, impacting the quality of patient care.
2. Delays in patient appointments, diagnostic procedures, and treatment plans due to reduced capacity.
3. Potential decline in patient satisfaction and an adverse impact on our reputation in the community.
Transferring non-physician personnel from the clinics to be closed to those that will remain open poses the following risks and challenges:
1. Inexperienced staff may require additional training or supervision, leading to potential errors in patient care.
2. Integration of new staff into existing teams may disrupt workflow and interpersonal dynamics.
3. Increased workload for the receiving clinics could exacerbate the existing staffing challenges.
To mitigate these risks, it is crucial to develop a comprehensive training program for the transferred staff and ensure adequate supervision and support during the transition period. Open and transparent communication with all employees involved will be vital to address any concerns and maintain morale.
The potential personnel problems resulting from either transferring employees or laying off extra staff include:
1. Resistance to change and potential negative impact on employee morale.
2. Loss of institutional knowledge and experience.
3. Increased workload and stress among the remaining staff who have to absorb additional responsibilities.
To address these issues, a thoughtful and transparent communication strategy should be implemented, highlighting the larger organizational goals and the necessity for these changes. Offering support services and resources for affected staff, such as counseling or job placement assistance, can help alleviate some of the negative effects.
In terms of other problems or risks that may be encountered, it is important to consider the potential impact on community outreach and patient loyalty. Closing certain clinics may lead to a decline in public perception of our hospital’s commitment to comprehensive care. Additionally, financial implications, such as determining potential costs associated with the closure or reassignment of staff, should be taken into account.
By following the recommendations and addressing the identified risks and challenges through careful planning, communication, and support measures, we can ensure a smooth transition and minimize the negative impact on patient care and employee morale.
As for the assessment of the Cynefin system, this process will be complex and involve multiple interdependencies. The Cynefin framework provides a useful lens to understand the complexity of this decision-making process. The clinic closures and the potential consequences involve both complex and complicated factors. We will need to engage in sense-making, gather expertise from various stakeholders, and make the best decisions based on both evidence and expert judgment. The Cynefin system can guide us in considering the appropriate approaches and strategies to effectively manage the risks and transition associated with clinic closures.
