Middleboro Community Health Center: Comprehensive Mental Health Services & Programs - Essay Sample

Introduction

Middleboro Community Health Center (MCMHC) is a health services provider located in the Middleboro town. The town is among the pioneer cities in Hillsboro County in the USA. The organization was formed back in 1964 basically to offer mental health services to children and families who could not afford such services in other present facilities (Seidel & Lewis, 2017, p. 147). Currently, it provides many services, including g a comprehensive menu of mental functions and programs. For example, the institution provides emergency and education programs to both children, adults, and their families. It operates among other health service providers in the county, including; the Physician Care Service, Inc., the State University Health facility, and the Hillsboro Health Center, just to mention a few. This business case analysis, therefore, is a research on the institution's structure, market, management, and its change to the changing environment. For example, with the steady development of Jasper, a town in the Southeast of Hillsboro County hence attracts the attention of the entire county. This research paper focuses on such examples and how the institution should make strategic moves to such changes to stay afloat. The analysis was conducted by the newly hired consultant. The scope of the investigation includes but not limited to; the MCMHC current situation, the future projections, and the structural re-alignments (Seidel & Lewis, 2017, p. 147). For example, one of the donors has issued a notice to withdraw their funding; this case is, therefore, part of the funding plan that will be submitted to the Nesser Foundation for a grant.

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Internal Strengths

The MCMHC boosts of several well-laid down strengths. For example, MCMHC has a robust and well-educated labor force (Seidel & Lewis, 2017, p. 161). The workforce team is well spread across the organization's functional units, including the governance team, the finance team, the clinical team, and the property manager. For example, the board of directors is chaired by John Regis. The executive director is Mrs. Washburn, who is an excellent strategist. She has, for instance, proposed many strategic changes, such as instructing the property manager to look for more facilities for purchase. The aim is to increase the accommodation space for both their staff and their clients. She also focuses on strengthening the organization's administrative foundation in finance and information technology. Another senior director in the MCMHC foundation is Dr. Harrison. She is a clinical psychologist with specialized training in dialectical therapy for adolescents.

Internal Weaknesses

The internal weaknesses of an organization are factors that exist within the organization's measures and limit its operations. MCMHC has a few for that matter, but the good news is that the management team is working on them (Cadle & Yeates, 2014, p. 372). To begin with, the institution has several disadvantages with its staffing mechanisms. Its compensation terms are a bit lower than the average rate in the industry. It is a challenge that limits the institution's ability to hire highly qualified staff as its duties may call. With the competition from other medical institutions to employ qualified staff who can handle prescription, the MCMHC cannot compete equally due to its low compensation.

A few recommendations can be made to help improve these situations considering the management led by Mrs. Washburn is already brainstorming heavily on them. The institution needs to ensure that its source of funds is reliable. With a constant source of funds, other issues, such as increasing the pay rate and purchasing more space, will be realistic. Most of the institution's weaknesses revolve around the level of compensation (Seidel & Lewis, 2017, p. 159). When it is sort, another gap, such as attracting quality trained staff, will not be an issue. As well, with stable funds, other challenges such as space will remain a thing of the past. More structures can be purchased to accommodate both the increased clients and more staff hired.

MCMHC's External Environmental Analysis

With Hillsboro county as the home to MCMHC, there several changes in the area that both benefit and threats the institution. To begin with, there is an evident shift in the population of the county (Cadle & Yeates, 2014, p. 372). There is also a ship in both business and healthcare. Jasper, a town in the Southeast of the province, is steadily developing hence the cause of attention causing these shifts. MCMHC thus also needs to adjust to these changes to ensure it is afloat. For instance, the Capital City Medical Center has already bought land in Jasper to build offices for their physicians (Seidel & Lewis, 2017, p. 157). MCMHC should also consider making a shift of how it will tap into the growing population in Jasper.

The entire county is majorly dominated by German, Irish, and English speakers. However, there has been an increase in the influx of blacks into the county (Elgendy, 2014, p. 514). MCMHC, therefore, needs to position its services as non-racial to avoid cases of racism and cater to the entire composition of the Hillsboro community. The county's most significant population dropped at the high school level, with only 13.5% of the people who made it to college. There is also a dropout rate of 3% (Seidel & Lewis, 2017, p. 146). The MCMHC, therefore, need to understand all these to tailor its services to meet the needs of the population specifically. For instance, with a constant rate dropout rate maintained at 3%, it suggests there will be an increase in substance abuse cases. MCMHC, therefore, need to plan for increased situations.

The Target Market Population

Referring to the institution's mission statement back in the 1960s when they began operations, the entire Hillsboro is their market, even though various health needs of the population will create different markets as well (Seidel & Lewis, 2017, p. 155). The principal target market for the MCMHC, however, is the children and adolescents of up to 18 years of age. The reason being that is the population that is worst hit by the challenges of narcotics, alcohol, and other substance abuse. As a result, addictions, hallucinations, mental problems, and other related challenges erupt. Thus, the proposed expansion will help cater to or increase the bed capacity for these cases. The development will also help in accommodating more staff who will be hired for these cases.

Community Stakeholders Who Should Be Engaged

The organization is planning to engage various community stakeholders by joining the community administrators, for example, the political class and the ceremonial mayor (Elgendy, 2014, p. 514). These will help by spreading the presence of the organization in the community. They will also benefit by identifying the youth who are already suffering from drug abuse. The group also chairs other institutions similar to the MCMHC. Therefore, they have a good knowledge of the market. They also can stop further drug abuse. The second group of stakeholders, the organization will go for is the clergy (Cadle & Yeates, 2014, p. 372). They are having noticed that Hillsboro is well identified with religion and realizing that churches do sponsor many youth activities. Therefore, going through the priesthood will help meeting them where they are kept and help to bring them to our center. Also, being part of the youth sports and leagues sponsored by churches will help meet the market. Then finally, the organization will appeal just to any well-wisher who can identify any as indicated in our target market section to report to us.

Level of Competition and the Effective Market Size

Since Middleboro is known as the community's health center, competition in the service offer must be stiff. Already, there is unmatched demand on the market. Therefore, the MCMHC stands the best in utilizing this chance to make the best out of it. There is, however, an untold future in business since another healthcare provider can emerge shortly (Cadle & Yeates, 2014, p. 372). For instance, other health service offers are presently sound in the area, which makes a bit tough for MCMHC. Therefore, the idea of believing that their excellent reputation and a long-standing history is enough to attract customers is wrong (Seidel & Lewis, 2017, p. 163). The institution needs to develop a sound marketing strategy. MCMHC's market size is the entire community. Therefore, a plan to go throughout the community looking for every person for a client is worth it.

Components of the Proposal

In this proposal, there is a suggestion to increase the staff. This will enable both quantity and quality delivery. There is also a recommendation to build more facilities to accommodate more cases and enhance our space carriage. There is also a proposal to plan for further advertisements. This will be to create publicity for our new services. There is also a recommendation for the organization to consider putting up more equipment to accommodate the latest changes. Then lastly, there is a proposal for collaboration with other organizations such as the Nesser Foundation, government officials, and other health service providers for funding and benchmarking.

References

Cadle, J., & Yeates, D. (2014). Business analysis. BCS, The Chartered Institute for IT.

Elgendy, M. (2014). Business analysis for beginners: Jump-start your BA career in four weeks. Mohamed Elgendy.

Seidel, L. F., & Lewis, J. B. (2017). The Middleboro Casebook: Healthcare Strategy and operations (2nd ed.). Health Administration Press.