Chronic Diseases Control and Prevention Center (CDCP)

The new economic opportunity entails a Chronic Diseases Control and Prevention Center (CDCP) that will be implemented at Marshfield Clinic. The center will be aimed at allowing community members to access self-management support. The support will be in the form of self-help resources, remote patient monitoring, one-on-one coaching, and the opportunities to learn about the dynamics of chronic diseases, including its control and prevention. Given the rising number of patients with chronic diseases, the project will provide additional trainers, physicians, as well as health care instructors. The center will help in the improvement of health care outcomes across society through the reduction of risks associated with chronic diseases such as high blood pressure, obesity, and diabetes. The project will also provide more patient monitoring services that will be provided to patients at Marshfield Clinic. Furthermore, the management believes that the project will lead to benefits to the clinic in a variety of ways, including more improved decongestion of the primary treatment and care facilities, which will lead to better health services to the patients, ultimately resulting in better health outcomes and ratings. The consultation fees waged from the project’s activities will lead to higher revenue for the clinic. To achieve the economic opportunities attached to the project, it is essential to formulate a budget and implementation plan that will ensure that the program is rolled out successfully and remains sustainable in the long-term.

Budget for the Proposed Center

A budget for the proposed center indicates the relevant costs and earnings for the first five years of operation. The management has made the assumption that the center will be ready for operation by the start of the year 2021. It will also ensure that the budget will provide an overview of the main costs, including staffing, material, and capital costs. All the composition of the costs that will be involved in the project has been done according to the feedback and findings of the feasibility report on the project. Furthermore, the costs are as indicated in Appendix 1.

The forecasted costs for the project have been ranked into three categories, including material, staffing, and capital costs. The material costs have been estimated as indicated in the appendix and will be highest in the first year because of the investment that the center will need to make in buying the materials to commence the operations. In addition, the staffing costs are forecasted to remain constant across the years, with the center not expecting to make any changes in the number of the workforce. The center will ensure that all employees are offered attractive compensations that will help in preventing staff turnover over the five years. The center is working on the assumption that the facility will not require new employees over a period of five years. Some of the staff that will be employed in the facility will include facilitators, physician, staff coordinator, and contracted nursing assistants (Nehring & Lashley, 2010). The project’s facilitators also forecast that after the end of the fifth financial years, they will consider adding more employees to cater to the rising patient numbers. On the other hand, the capital costs will include costs that will be associated with financing capital projects that will be aimed at achieving long-term assets for the firm. The capital costs for the first year will be higher than the rest of the years because of the huge investment of $ 2,137,115 that the firm will make in building and construction, capital equipment, and the power back-up generator. From years 2 to 5, the company will only need to conduct maintenance of the equipment, which provides a reason for the lower capital costs in the consecutive years.

Furthermore, the total revenue is estimated to be $ 1,600,000.00 for the first year, 2021, because of the cash that the project management will inject into the project so that it can kick-off. Consequently, the project will make the assumption that it will earn a 5% increment in the total revenue per year, which describes the growing trend of the revenue. As a result, the forecasted profits from the center will be rising across the years.

Plan to Roll Out the Economic Initiative

It is important to come up with a plan to roll out the project to ensure that it is able to successfully implement its strategies in a culturally equitable and ethical way, ultimately leading to the achievement of its objective of improving the quality of health care service. One of the ways in which the project will roll out is through the creation of a timeline. In this context, the project will take a maximum of 9 months, starting from April 2020 to the end of December 2020. The time will be required to support a variety of activities that will see the project running in January 2021. Some of the most critical activities that will be conducted will include building and construction of the facilities that will house the project. Other major activities will include fitting equipment to be used in providing services at the facility.

Furthermore, the process of rolling out the project will entail working with all the relevant stakeholders to formulate and implement the project. Some of the stakeholders will include the executive management at the clinic and the proposed workers for the new facility. The clinic will provide proposals of the workers to include in the program, including a physician, nursing assistant, and the coordinator. The project facilitator will be the clinic’s chief administrator who has knowledge and experience in the clinic that will house the project. It will also be vital to involve some of the community members who will give their views on the project and the services they would propose in its running (Nehring & Lashley, 2010). Involving the members of the public will also give the project facilitators a chance to understand the expectations of the public.

The project will be conducted in an ethical and culturally equitable manner by upholding a variety of values. On the one hand, the project will formulate a health facility’s ethical policy that will provide the values that all stakeholders should uphold in their operation. They will be based on patient-centered care, with all practitioners being required to aim at achieving high-quality, safe, and efficient services to the patients. The project will also require all participants to uphold the values of transparency and integrity to ensure ethical practices. While involving the community members, the internal stakeholders will need to uphold respect for the cultural values of all, especially by way of discouraging discrimination.

Following the rolling out of the plan, the project must ensure that the desired quality and the service improvements achieved by the initiative are on track even after the implementation. One of the strategies that will be used will include conducting regular reviews that will confirm if the actual results of the project are in line with the set objectives (McKnight, Demuth, & Wilson, 2018). Furthermore, the management will need to adopt a performance assessment plan to determine the success of the workers to provide quality services to the patients. Consequently, corrective measures will be undertaken to ensure that areas that need improvement, especially by way of the quality of the services delivered, are catered for.

Impact on other Aspects

Once implemented, the initiative will impact other aspects of the care setting. Some of the positive impacts will include that it will help in reducing cases of chronic diseases across the community. As such, it will help in the improvement of the overall health of the people. Additionally, the project will provide coaching and learning opportunities. They will equip members of the public with the knowledge and skills required to understand chronic diseases with the people gaining the ability to prevent more instances of the related health problems. The project will also ensure better monitoring services on the health of patients visiting the clinic. Its close proximity to the target community will help in ensuring that services are brought closer to the people (Nehring & Lashley, 2010). These impacts will lead to better efforts to mitigate chronic health problems. However, the project will have negative impacts such as additional costs to the clinic, which could lead to the reduction of the firm’s revenue and assets, especially in the development of the facility to support the project. Additionally, the project could derail other essential services offered by the clinic. For instance, some of the health care practitioners might be required to support service delivery at the clinic. As such, it will lead to an increased workload to the existing practitioners, which might derail their motivation and ultimate performance in the provision of quality health care. On the contrary, the project is more likely to achieve more benefits that will supersede the negative impacts.

The project will mitigate some of the negative impacts on the different aspects of the care setting. For instance, the project can source finances from other sources, including venture capital and loans from financial institutions. The finances will ensure that the project pays off the upcoming debt from its returns. The negative impact on an inadequate workforce by employing people from other institutions instead of giving the current workers at the clinic additional workload. It will also help in reducing the negative impacts on the motivation of the employees.

Strategies to Enhance Sustainability

The economic initiative needs to adopt strategies that will make it a viable asset to the care setting, especially in light of the dynamic environmental forces common the contemporary world. There are a variety of environmental risks that could impact the economic initiative. They include threat from new entrants into the health care industry. Other firms might make entry into the community where the initiative will be based, which will lead to competition that could derail the project’s success (Nehring & Lashley, 2010). However, the initiative can deal with the competition by giving quality services a priority. Additionally, employee resistance might impact the initiative. The project made the assumption that it will not lose any of their employees in five years. To reduce instances of employee turnover, the project might consider giving attractive completion and benefits to motivate the employees leading to their retention.

Relevance and Safety of Evidence

The quantitative and qualitative financial, economic, and scholarly evidence using in this project supports the recommendations of the implementation plan. On the one hand, there is evidence that supports Marshfield Clinic as the according to Marshfield Clinic Health System (2019), the care setting has more than 80 medical care specialties and a variety of branches. As such, it will be one of the best care settings to target with the new project because it will enhance the coverage across the society. The facility also has the necessary support that is likely to attract different patients, including those with chronic health conditions (Marshfield Clinic Health System, 2019).

Furthermore, the proposed economic initiative of a establishing a facility that specializes in chronic diseases is relevant because of the existing evidence. According to reports by the Centers for Disease Control and Prevention (2020), 6 out of 10 adults in the United States have a chronic disease with 4 adults in every 10 of them have two or more. Furthermore, chronic diseases are the main cause of death and disability across the nation (Centers for Disease Control and Prevention, 2020). Across the world, chronic diseases have heavily affected the quality and life of a large number of people. They have also been estimated to the main driver of the overall health costs in the United States where they have been linked to 75% of the national health care spending (Raghupathi & Raghupathi, 2018). Raghupathi and Raghupathi (2018) also indicates that there is evidence that government participation in giving more attention to the initatives aimed at treating chronic diseases has been successful in the past. The government has been allocating a large portion of its health care budget to this course. The findings suggest more participation by the private sector, which is exactly the recommendation of the initiative in this context.

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