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Norfolk State University Wellness Clinic at Baton Rouge General Case Study

Norfolk State University Wellness Clinic at Baton Rouge General Case Study

You have been hired to develop an Newborn to 2 -year-old Wellness Clinic for Baton Rouge General (https://www.brgeneral.org/in-the-community/community-health-needs-assessment). Their website has a wealth of information regarding their community.

The Mission Statement is:

We will preserve and restore health, one person at a time. 

The Vision Statement is: 

We will lead the region in exceptional patient experiences. 

Utilizing the Web Site, on-line resources, and the information that we discussed in class via the PowerPoints and Assignments, prepare a proposal for the implementation of Newborn to 2-year-old Wellness Clinic which you will send to the executive officers of the hospital for review. You are preparing this information for the board to demonstrate to them that this project is needed, is important and meets the mission, vision, and goals of the organization.

Present the information in correct professional language in paragraph form separated by Section Headers for each of the criteria listed below. No PowerPoints

In your proposal, include the following.

1.Using online data, information from the hospital website, and your own ideas, provide a STRONGjustification and make a case for the development of the Newborn to 2-year-old Wellness Clinic

2.State at least two Goals for the Newborn to 2-year-old Wellness Clinic; Refer to the PowerPoint on Mission Statement for more information.

3.State at least three Objectives for the Newborn to 2-year-old Wellness Clinic that are specific, attainable, and measurable; Refer to the PowerPoint on Mission Statement for more information.

SEE NEXT PAGE

4.An organizational chart for the Newborn to 2-year-old Wellness Clinic including a justification for each of the positions on the organizational chart to include credentials and educaton. You will be the Director of the Newborn to 2-year-old Wellness Clinic. Remember that the lines upward on your organization chart show to whom they report and lines downward show who has authority over whom. 

NOTE: If the Newborn to 2-year-old Wellness Clinic is approved and implemented, you will report to the Director of Outpatient Services who will report to Ms. Nijoka who is the Chief Nursing Officer. These TWO positions are already a part of the organizational chart of the hospital and are not part of the organizational chart for this assignment.

5.Complete a SWOT analysis regarding the development of the Newborn to 2-year-old Wellness Clinic.

6.Prepare a Standard Job Description for two of the positions on your organizational chart.

7.Prepare Position Specific Interview questions for two different positions and describe why that question is appropriate for the position. Do NOT asked questions that are generic and apply to all positions e.g. where do you see yourself in three years

a.Create two questions that you will ask of applicants for a specific position on your organizational chart. 

b.Create two questions that you will ask of applicants for a different specific position on your organizational chart.

8.Identify and describe three specific ways that you will collect data to measure outcomes and to assess whether you have obtained your objectives for the Newborn to 2-year-old Wellness Clinic. You must suggest three ways that data can be gathered to assess the achievement of your outcomes.

9. Describe two potential growth opportunities for the Newborn to 2-year-old Wellness Clinic. 

Expert Solution Preview

Proposal for the Implementation of a Newborn to 2-year-old Wellness Clinic

Introduction:
The following proposal outlines the justification and plan for the establishment of a Newborn to 2-year-old Wellness Clinic at Baton Rouge General, in line with the organization’s mission, vision, and goals. This clinic aims to provide specialized healthcare services to infants and toddlers, ensuring their overall wellness and early intervention when necessary. By addressing the unique healthcare needs of this age group, the organization can fulfill its commitment to preserving and restoring health, one person at a time, and leading in exceptional patient experiences.

1. Strong Justification for the Development of the Newborn to 2-year-old Wellness Clinic:
The development of a dedicated Newborn to 2-year-old Wellness Clinic is imperative due to several reasons. First and foremost, the early years of a child’s life play a crucial role in their long-term health and development. A specialized clinic catering to the healthcare needs of this age group will ensure their well-being and lay the foundation for a healthier future.

Furthermore, statistics and online data reveal that the population of infants and toddlers in Baton Rouge General’s catchment area has been steadily increasing. This signifies a growing demand for healthcare services tailored to this age group. By establishing the Newborn to 2-year-old Wellness Clinic, Baton Rouge General can effectively meet this demand and serve the community’s youngest members holistically.

2. Goals for the Newborn to 2-year-old Wellness Clinic:
a. Goal 1: To provide comprehensive wellness services to newborns and children up to 2 years old, focusing on preventive care, early intervention, and health promotion.
b. Goal 2: To collaborate with pediatric specialists, primary care providers, and community organizations to ensure seamless and coordinated healthcare for infants and toddlers within Baton Rouge General’s network.

3. Objectives for the Newborn to 2-year-old Wellness Clinic:
a. Objective 1: Increase the vaccination rate among newborns and children up to 2 years old by 15% within the first year of operation.
b. Objective 2: Reduce the incidence of preventable illnesses, such as respiratory infections and digestive disorders, among this age group by 20% within two years.
c. Objective 3: Improve early identification and intervention for developmental delays by implementing routine developmental screenings for all infants and toddlers, resulting in a 25% increase in early intervention referrals within the first year.

4. Organizational Chart and Justification of Positions:
Director of the Newborn to 2-year-old Wellness Clinic:
– Responsibilities: Overseeing the overall operations, strategic planning, and implementation of services within the clinic.
– Justification: The director should possess a medical degree, preferably Pediatrics, along with significant experience in managing pediatric healthcare facilities. This individual should also have demonstrated leadership skills and a strong understanding of early childhood development.

Pediatric Nurse Practitioner:
– Responsibilities: Conducting physical examinations, providing primary care services, administering vaccinations, and offering counseling and guidance to parents.
– Justification: The pediatric nurse practitioner should hold a Master’s degree in nursing with a specialization in pediatrics. They should also be certified as a Pediatric Nurse Practitioner and possess experience working with infants and young children.

Child Development Specialist:
– Responsibilities: Conducting developmental screenings, assessing growth and development milestones, and providing referrals for early intervention services.
– Justification: The child development specialist should hold a Master’s degree in Child Development or a related field. Certification by a reputable professional organization, such as the Association for Play Therapy, is desirable. They should have in-depth knowledge of developmental stages and experience in evaluating and supporting children’s development.

5. SWOT Analysis:
Strengths:
– Expertise and experience of the clinic staff in pediatric care and early childhood development.
– Strong collaboration with existing hospital departments and pediatric specialists.
– Access to comprehensive resources and state-of-the-art facilities within Baton Rouge General.

Weaknesses:
– Potential challenges in engaging parents and caregivers in regular clinic visits and follow-ups.
– Limited resources and funding for specialized equipment and developmental assessment tools.
– Need for ongoing training and continuing education to stay up-to-date with emerging research and best practices in pediatric care.

Opportunities:
– Collaboration with community organizations to increase awareness and promote early intervention services.
– Potential to establish partnerships with local schools and daycare centers to promote preventive care and healthy habits.
– Scope for research collaboration and contribution to evidence-based practices in pediatric care.

Threats:
– Competition from other healthcare providers offering pediatric services in the area.
– Potential changes in healthcare policies and regulations affecting pediatric care reimbursement.
– Limited public awareness and understanding of the importance of early childhood healthcare.

6. Standard Job Descriptions:
a. Director of the Newborn to 2-year-old Wellness Clinic:
– Responsible for strategic planning, program development, and management of the clinic.
– Collaborates with internal and external stakeholders to optimize services and ensure compliance with regulatory requirements.
– Provides leadership and direction to the clinic staff, ensuring the delivery of high-quality care.

b. Pediatric Nurse Practitioner:
– Conducts comprehensive physical assessments, diagnoses and treats common pediatric illnesses, and provides preventive care services.
– Counsels parents on various aspects of child health, including nutrition, immunizations, and developmental milestones.
– Collaborates with the interdisciplinary team to coordinate care and make appropriate referrals when needed.

7. Position-Specific Interview Questions:
a. Question for Pediatric Nurse Practitioner:
“Describe your experience in managing vaccinations and immunization schedules for infants and toddlers. How do you ensure parents’ understanding and compliance?”

b. Question for Child Development Specialist:
“Walk us through your process of conducting developmental screenings and providing early intervention referrals. How do you effectively communicate with parents about developmental milestones and potential concerns?”

8. Data Collection for Outcome Measurement:
a. Patient Satisfaction Surveys: Collecting feedback from parents regarding their experience with the clinic’s services, including satisfaction with care, accessibility, and overall experience.
b. Vaccination Coverage Records: Tracking and analyzing vaccination rates and ensuring compliance with recommended immunization schedules.
c. Developmental Assessment Tools: Utilizing standardized assessment tools to evaluate developmental milestones, identify delays, and monitor progress over time.

9. Potential Growth Opportunities:
a. Expansion of Services: Introduce specialized programs, such as lactation support, developmental playgroups, and parent education sessions, to cater to the evolving needs of infants and toddlers.
b. Telehealth Services: Implement telemedicine capabilities to provide remote consultations, follow-ups, and counseling services, ensuring accessibility and convenience for parents.

Conclusion:
The establishment of a Newborn to 2-year-old Wellness Clinic at Baton Rouge General aligns with the organization’s mission, vision, and goals by prioritizing the healthcare needs of infants and toddlers. Through a multidisciplinary approach, strategic planning, and comprehensive services, this clinic aims to provide exceptional care and improve the overall health and well-being of the youngest members of the community.

#Norfolk #State #University #Wellness #Clinic #Baton #Rouge #General #Case #Study

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