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In Milestone One, you selected an agency that you will use throughout the course as you work toward final submission. You also described the agency in terms of its current workforce structure. You reviewed how it impacted the culture of the agency. Additionally, you justified implementation of your plan using the description of your workforce structure.
In this milestone, you will further develop the workforce structure created in Milestone One with additional information regarding personnel. You will submit a draft of Section II (Workforce Structure) using the agency’s strategic plan and the information provided in Milestone One. This draft should be as detailed as possible to allow the instructor to provide significant feedback. The draft should also incorporate the research you have performed up to this point as set forward in Milestone One. Integrate the following elements into the draft of this section:
Explain how the agency’s workforce structure and culture were considered when the plan was being created.
Recommend personnel changes that address retention and program delivery.
Recommend personnel changes that address recruitment and program delivery.
Evaluate how the plan aligns with current trends in human services.
You will continue to use the agency that you created or the Acme Health Care Agency PDF.
Here is the Article I choosen for this assignment
About the Acme Health Care Agency
The Acme Health Care Agency is a nonprofit organization that offers primary health care, dental care,
behavioral health care, and community education and support programs. The agency has been providing
services to the community for over 50 years. Throughout this time, Acme Health Care has grown and
expanded. Since Acme’s inception as a health-care agency, the needs of the community have shifted and
changed.
Thirty years ago, Acme Health Care adapted to the needs of the community by offering dental care and
outpatient behavioral health care to the community. Along with this, additional community support
services—including case management, in-home programs for at-risk populations, and community
outreach and education—have also been available to the public.
Since Acme Health Care opened its doors to the public, the agency has continued to recruit and retain
highly trained professionals and staff. The agency began with only 25 employees 50 years ago and
currently employees 150 competent providers and staff. The expansion of the agency created an
opportunity to offer additional services to meet the needs of the community while also providing
employment opportunities. Acme Health Care strives to maintain a positive community presence by
proving services and health-care education to anyone in need of services.
Over the past 10 years, new nonprofit agencies have begun operating in the community as well. This has
created competition for grant money. Currently, Acme Health Care has an operating budget of
$21,000,000.00. In the prior year, the operating budget was $23,000,000.00. The budget decreased due
to the loss of two grants. The majority of the budget covers employee salaries and benefits; the
remaining balance is used for program and operational management.
With the existence of the new agencies, it’s been challenging for Acme Health Care to recruit and retain
employees. Currently, there is a 70% turnover rate of doctors, dentists, clinicians, and direct support
staff. While the demand for client care remains high, it has been difficult to retain employees. In return,
the agency has been short-staffed at times. Clinicians and direct-support staff sometimes have higher
caseloads due to the slow recruitment of new employees. Along with this, some staff have had their
work schedules changed to include evenings and two Saturdays per month. This has created hostility
among employees who feel that they are overworked and underpaid. Some employees have demanded
extra pay for the evening and weekend shifts, but the agency cannot afford to pay the staff more
money. The chief executive officer (CEO) and the chief operating officer (COO) are considering opening
the agency on Sundays from 9:00 a.m. to 3:00 p.m., but the staff do not support this decision. Some
employees have stated that they will quit if they are forced to work on Sundays.
Acme Health Care strives to maintain a professional culture that is supportive to employees and clients.
The staff are diverse and some employees are bilingual. However, retaining bilingual staff has been
difficult due to the demand for bilingual employees and the fact that state agencies pay a higher wage
and offer better benefits. Currently, each department has a manager and a director who oversee the
operation of the departments and the staff. Above the managers and directors are the COO, the CEO,
and the chief financial officer (CFO). The CFO, COO, and CEO have been employed by the agency for over
20 years. There is also a board of directors who are unpaid volunteers. Currently, the medical
department consists of a director, a manager, 5 doctors, 3 nurses, 5 medical assistants, and 3 support
staff. The dental department has a manager, a director, 5 dentists, 7 hygienists, 5 dental assistants, and
5 support staff. The behavioral health department has a director, 3 program managers, 2 psychiatrists,
10 clinicians, 15 case managers, and 3 support staff. Community outreach operates under the Behavioral
Health Department and employs 15 community outreach workers, 2 clinical supervisors, and 10 direct
support staff. The billing department consists of a supervisor and 5 staff members. There is a
maintenance supervisor and 2 maintenance workers.
The members of senior management are aware of the challenges of recruiting and retaining staff. Last
year, they decided to host an all-day training event. By bringing all the staff together, senior
management hoped to create an atmosphere of unity among all the employees. The agency provided
breakfast and lunch, and there was a guest speaker who talked about the importance of teamwork. To
add some fun to the training, senior management arranged for an ice-cream truck to be on site after the
training. All of the employees were given a ticket that they could use to get ice cream. After the training,
senior management was informed that over half of the employees did not use their tickets for the ice
cream. Instead, staff chose to go home.
Due to budget constraints, the agency can offer only partial reimbursement for professional trainings.
Employees request reimbursement for travel expenses related to the professional trainings, but the
budget does not allow for travel expenditures that are not directly related to client care. This has
created some challenges regarding recruitment and retention of staff, as other agencies offer full
reimbursement. With an emphasis on staff retention, the agency began offering an employee incentive
of $25.00 bimonthly for perfect attendance at work. However, staff have complained that the amount of
money should be increased. Because of the lack of funding in the budget, this is not an option at this
time. The perfect attendance incentive has been available to all staff for the past six months. To date,
only six employees have received the $25.00 incentive for perfect attendance.
Acme Health Care will always remain dedicated to providing care to all community members. Through
grant-funded programs and donations, the agency strives to maintain professional care that is also
affordable and accessible for everyone. Acme Health Care guarantees that no one will be turned away
due to an inability to pay for health-care services. Additionally, the agency provides financial assistance
to people who do not have health insurance. Through a sliding-fee scale, services can be obtained at low
cost or no cost to the client.
Since the onset of the COVID-19 pandemic, Acme Health Care has remained committed to providing
quality care to the community. In order to provide safe and effective access to care, the agency is now
offering telehealth services for medical, behavioral health, medication management, and in-home
programs. Through the use of a HIPAA-compliant platform, services are offered remotely through a live
video and audio feed. Telehealth services offer a safe and confidential atmosphere in which an
individual can receive professional, high-quality care without having to visit the agency. With the
expansion of telehealth services, Acme Health Care can provide health-care services directly to
individuals and families who may not be able to leave their homes or do not have transportation. Using
telehealth services has provided Acme Health Care with an opportunity to meet the needs of the most
vulnerable community members.
Mission Statement
The mission of Acme Health Care is to provide professional and affordable quality care that is easily
accessible, nondiscriminatory, and available to anyone in the local area (or community) seeking services.
Vision Statement
To provide access to high-quality health care.
Values
• Acme Health Care believes that every individual has the right to affordable, high-quality health
care.
• The agency believes in the inherent dignity and worth of every individual.
• The atmosphere at the agency is free of any discrimination and prejudice.
• The agency embraces evidence-based practices in order to provide clients with proven methods
of care.
• Employees are held in high regard, and teamwork is supported.
• Cultural competency is supported by ongoing professional trainings.
• Professional quality care is achieved through continuous monitoring of programs and services.
• The agency ensures that client confidentiality is maintained in compliance with HIPAA.
• The agency is committed to working collaboratively with all community agencies and other
health-care providers.
• The agency believes in being fiscally and professionally responsible.
Strategic Plan
Acme Health Care’s strategic plan is broken down into the following categories:
Client Satisfaction
• Offer ease of access to electronic medical records.
• Professionally communicate with all clients.
• Ensure ease of access to receive care.
• Collaborate with other service providers to ensure comprehensive care.
• Meet client needs professionally.
Employee Satisfaction
• Provide employees with ongoing trainings to support their professional growth and
development and to ensure cultural competency.
• Offer staff a supportive environment that emphasizes self-care.
• Continuously recruit a highly trained and competent staff.
• Offer monetary incentives to maximize client services.
Improved Access to Care
• Increase local fundraising efforts and grant opportunities.
• Improve access to care for clients who can’t afford it.
• Use targeted advertisements and promotions.
• Offer targeted community outreach.
Improved Health Outcomes
• Provide ease of access to care by coordinating referral services.
• Provide comprehensive health education to all clients.
• Provide ease of access and use of electronic health records.
• Work collaboratively with existing agencies and area providers.
• Use all services effectively and efficiently.
• Offer community outreach with an emphasis on targeted populations with higher needs.
Professional Development
• Provide appropriate staff trainings on a yearly basis.
• Ensure compliance of staff with local, state, and federal laws.
• Support licensed professionals with assistance for required continuing educational credits
(CEUs).
• Monitor and assess ongoing professional practices.