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Case Study

The Midci ty Health Center (MHC) AGENCY PROFILE Agency Name Midcity Health Center (MHC) is a private, non-profit federally qualified

health center located in Midcity, USA, population 700,000 Leadership Executive Director, John Taylor

Deputy Director & 2 Program Directors 20 staff & 10 board members

Funding The health center receives Ryan White funding to provide primary medical

care and case management services to women, men and youth living with HIV. Other funding streams include state contracts for Hepatitis screenings, Cervical and Prostate cancers, and a pilot youth program.

Budget $1.9 million budget year 2008 PURPOSE, DESTINY AND VALUES Since its founding, MHC has been devoted to servicing targeted communities with diverse racial and ethnic health issues through education, prevention, case management, and access to health care services. The agency’s key purpose statements were fine tuned in 2006 planning cycle.

MHC MISSION Midcity Health Center exists to provide an oasis of wellness, health care and support for disenfranchised populations in Midcity and the surrounding counties.

MHC VISION Each Midcity resident has access to comprehensive healthcare and treatment options.

BACKGROUND Founded in 1995, MHC is the first organization of its kind in the local area to offer services specifically to women and youth living with HIV. Consequently, strong interest in the organization and program resulted. This strong interest led the long term commitment of Dr. Marion Wiley, Executive Director, a group of health educators, minority advocates and concerned citizens from Midcity to address health and wellness issues in the community. In 1997, Dr. Wiley began an ambitious plan for creating satellite locations in rural areas while expanding the service menu twofold through developing linkages with local providers to provide such services as smoking cessation, employment preparedness, and long-term housing. The agency has a main administrative site and a clinic with exam rooms in a site located next door. It also has two residential housing properties through collaboration with the city. The organization had a 3-year strategic plan that expired one year ago. The organization’s Board and staff were minimally involved in decision-making discussions, particularly in financial management and control. Furthermore, the managers and program directors had limited experience managing the host of billing and reimbursements system along with multiple programs. The agency

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programs operate as individual programs with little integration except when necessary for client services

The staff backgrounds consist of approximately six racial/ethnic groups. Dr. Wiley is widely known and respected and recruited the most capable staff within the city and county to administer the programs. Dr. Wiley is also a well sought after speaker overseeing other professional endeavors such as teaching at the local college and serving on medical advisory boards. She is still an active advisor. The agency leadership experienced a turnover one year ago and now utilizes an interim CEO and CFO. The present CEO, John Taylor was hired primarily due to his vision for program expansion and his leadership and connections in drafting a plan of action for a Capital Project Campaign. A major item in the strategic plan was to purchase a new building and to expand programs. Other agency staff have expertise in HIV and co-morbidities such as Hepatitis, Diabetes, and Hypertension and regularly treat patients for these illnesses. MHC PRESENT AND FUTURE OPPORTUNITIES The challenge for the agency is to maintain focus and consistency in terms of quality services, data collection systems and management of various programs. A new organization [with similar goals and interests] has mobilized financial support from private and corporate donors as well as key city and county officials presenting a new source of competition for limited funding. Several staff members are considering interviewing with the competitor including one of the program directors who has managed the most significant Ryan White program for 10 years. Meanwhile, the organization is also concerned of the impact of Healthcare Reform on their agency’s ability to maintain its operation. Since most of their funding is from its Ryan White program, the agency has to determine how these new policies will impact its patients and administration of the health center. What strategies for sustainability should MHC consider? Are there steps that they can put in place in the short-term and for the long-term? Should MHC diversify its funding streams? If yes, why and how?