Berlin local health district (LHD) is the organization responsible for the management of health in the Borlein region. The organization oversees the running of the healthcare facilities within the region to ensure that all the people within the land receive adequate care. The organization was localized following orders by the federal government to involve the local in the provision and the management of health care. Societies respond well to health care if the process of service delivery is localized to serve the specific needs of the populations (Witcher & Chau, 2010). Borlein is a highly populated area with four main areas that characterize the district. In each of the populated places, the LHD has a health facility to facilitate easy access to medical and health care. However, because of the changing environment and the population growth in the region, the demand for health care often supersede the supply, thus requiring the LHD to come up with effective strategies to serve the region well.
In Borlein, most of the people depend on public health services because of their socio-economic conditions. In the rural areas, the majority of the people are farmers, which makes them susceptible to climate change. The increased value of land among the urban dwellers has also threatened the economic existence of the rural dwellers in many ways. As a result, most people do not have the extra finances to seek for private healthcare due to constrained levels of income. The health care facilities in different regions, however, serve limited needs of the society. People with critical needs are transferred to the regional center for effective treatment. The lack of enough resources and facilities to serve the needs of the public among various health care institutions is a point of concern in the Borlein region. Effective health care delivery includes providing easy access of health services to the public (Hill & Jones, 2013). Travelling to the regional center to access health care services interferes with the healthy levels of the public.
The hospitals in the regional center, on the other hand, do not have sufficient utilities to serve the increasing needs of the population. There are only limited bed spaces for people with specific needs at the Oldorando hospital, which is the main hospital in the region. Additionally, the institution does not have nearly enough staff to cater for the growing needs of the population. The increased number of the aging population demands more staff and the highly specialized institution. The entire Borlein region has only two Domicile Care for the Aged facilities. Other than the lack of enough facilities, the facilities do not have adequate geriatrician to take care of aging disabled people (Zuckerman, 2012). The LHD needs to come up with a plan that will help in saving the available resources to meet the rising demands of the population. The LHD is mandated to ensure that the region is self sufficient in health care service delivery by changing the nature and the distribution of health care services within the region.
The main problem with health care service delivery in Borlein arises from the idea that every health care facility should offer similar services to the public. Regardless of the Borlein being a single county, the issues affecting people in various regions differ and therefore require specific attention. The main purpose of this strategic plan is to enable the LHD offer specialized services to the public depending on their specific needs. The lack of enough acute care facilities can be handled by differentiating services within the healthcare facilities and limiting the number of facilities within the region. Some of the facilities can be converted to psychiatric centers or institutions that offer specialized care to the elderly. The main contention between the shareholders in the health industry in Borlein is the desire to close some of the facilities. Closing of the facilities in the congested areas can reduce the number of resources spend in the management of care but will only slightly help in the improvement of the services. Therefore, the LHD must embrace various mechanisms such as the assessment of the healthcare facilities in collaboration with the community to establish the best alternative for organizations that are not beneficial to the health care delivery at the moment.
The Matrassyl hospital, for instance, can be converted into a home care center for the elderly and the psychiatric patients because of its proximity to the major hospitals in the county. Having a nearby facility that takes care of the fragile people can improve the quality of care offered to the growing population of the elderly people. In addition, the hospital record a high level of stress related adult patients. Having an entire facility focusing on the mental health of the population can go a long way in reducing the cost of care, which further improves the quality of care (Grundy & Moodie, 2009). Drug use is also a common problem for the young people in Borlein, therefore, the county needs a facility that takes care of this group of people in a specialized way to regulate the impacts of alcoholism and other drug issues. Specialized care goes a long way in providing safe and sustainable services. In most cases, people with mental health issues or stress related problems fall back to their old habits as soon as they leave the hospitals (Walshe & Smith, 2011). Transforming some of the hospitals to care centers for these groups will help solve the lack of enough bed capacity within the Borlein region while offering effecting and sustainable solutions to the troubled youths and adults.
The main goal of the strategic plan is to convert the unproductive hospitals into specialized care facilities to serve the rising needs of the community. However, to achieve this main goal, the LHD will carry out a number of strategic objectives to establish which institution deserves revitalization. Further, the LHD needs to establish the specific needs of different communities to decide which kind of health care service that is necessary for each region. The implementation of the recommended plan will seek to achieve five goals, including health improvement, public health system coordination, communication, workforce development and performance management and quality improvement. Health improvement plans will entail the provision of insurance plans to most people within the Borlein region to reduce the cost of care. Centralized care will provide people opportunities to understand various issues that relate to health care. An insured population is harder to manage because they lack the essential knowledge that fosters the health care delivery (Oleske, 2009). Insurance companies, on the other hand, take the initiative of educating the public about various concepts of health care, which is beneficial to the health industry. Community health improvement includes the cooperation between the public and the healthcare facilities. To this end, the LHD has succeeded in uniting the various communities, but there is a need to foster coordination between communities from various regions to achieve the intended results. For instance, if the LHD chooses to convert the Matrassyl hospital into a home care facility, the people of Oldorando must be willing to offer essential health care to the people of Matrassyl. Community understanding will determine the implementation process of the proposed strategic plan (Peskett, 2009).
Public health system coordination is essential to the process of aligning health services with the changing patterns of need. As stated earlier, the main health problems in the entire Borlein region arise from stress, old age, and drug abuse. Some of these risk factors are higher in some parts of the region than others. Therefore, the LHD will work together with the communities to establish which of the three main risk factors affects the different regions. The information will be used to design the nature of care for the region. The urban areas, for instance, require more rehabilitation centers for the alcoholics than the rural areas. System coordination will help in the reduction of the cost of care and such resources will be used to enhance the quality of care in other facilities (Ozgulbas & Koyuncugil, 2009). In addition, understating the needs of different groups of people will help the LHD to distribute the available healthcare workers to the necessary facilities. The population of Borlein is growing and each day health care workers are faced with more challenges than they can handle at one time. Distribution of services in terms of need will help to curb the scarcity of the staff, especially those that perform specific functions such as the psychiatrists.
Ideal management of the available resources, however, is a key aspect is the implementation of the strategic plan. The county has enough sources of resources that can aid in the improvement of health care services for all people within the region. Centralizing the health care delivery process will free some of the resources used in the transfer and the movement of patients from one health care facility to another. The LHD can benefit from the three local governments represented in the region by involving politicians in the implementation process. Changing the nature of care within a region is not easy and requires a strong political backing. The political influence together with ideal resource management will help the LHD to balance the nature of services offered within the region. The socioeconomic status of the people is also another source of influence in the implementation of the specialized care strategy (Edmonstone, 2009). The LHD must be careful to treat different groups of people with care lest they lose the confidence of the public in the process of revitalization. The masses have the right to care and their idea of the issues affecting the health of the population must be considered. Involving the masses in the planning process and implementing some of their requests will go a long way in building their confidence with the LHD and the new facilities.
The implementation of the strategic plan will require more communication among stakeholders and the community. The value of some of the hospitals in Borlein can only be uncovered if the stakeholders agree to have open communication about the issues. The DHS will be in constant communication with the community leaders to ensure that the required services are delivered to the public. Additionally, effective communication within the chain of command ensures that all facilities are well equipped to serve the intended purposes. Communication will aid in the redistribution of the limited staff to different regions. The main purpose of aligning health services with the specific needs of the population is to achieve performance management and quality improvement. Psychiatrists, special care nurses who handle the elderly as well as specialized personnel within the health care industry will have an opportunity to serve the public well with limited movements. The concentration of specialized care health workers in a specific region will improve the quality of care offered to the patients (Naimoli, 2009). Further, with ideal communication, main hospitals that offer all services to patients will be less congested and less dramatic for the health care providers. Communication will serve to align the community needs with the needs of the health care workers.
In conclusion, the transformation of the provision of health care services in Borlein is an achievable goal with the right goals in place. The LHD has many resources within its disposal to see through the implementation process. The health care problems experienced by the Borlein society can easily be handled by changing the nature and distribution of health care facilities within the region. Every group of people has different risk factors that require special attention. Therefore, changing the focus of health care in Borlein will improve the quality of care and enhance performance management among caregivers.
Edmonstone, J. (2009). Clinical leadership: the elephant in the room. International Journal of Health Planning and Management, 24 (4): 290-305.
Grundy, J. & Moodie, R. (2009). An approach to health system strengthening in the Democratic Peoples Republic of Korea (North Korea). International Journal of Health Planning and Management, 24 (2): 113-129.
Hill, C. & Jones, G. (2013). Strategic management: an integrated approach. Mason, OH: Southwestern, Cengage Learning.
Naimoli, J. (2009). Global health partnerships in practice: taking stock of the GAVI Alliance’s new investment in health systems strengthening. International Journal of Health Planning and Management, 24 (1): 3-25.
Oleske, D. (2009). Epidemiology and the delivery of health care services methods and applications. New York: Springer.
Ozgulbas, N. & Koyuncugil, A. (2009). Financial profiling of public hospitals: an application by data mining. International Journal of Health Planning and Management, 24 (1): 69-83.
Peskett, S. (2009). The challenges of commissioning healthcare: a discussion paper. International Journal of Health Planning and Management, 24 (2): 95-112.
Walshe, K. & Smith, J. (2011). Healthcare management. Maidenhead, Berkshire, England New York, NY: McGraw Hill/Open University Press.
Witcher, B. & Chau, V. (2010). Strategic management: principles and practice. Andover: Cengage.
Zuckerman, A. (2012). Healthcare strategic planning. Chicago: Health Administration Press.