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Arroyo Fresco Case Study

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Discussion of new Strategy
The new strategy is aligned with the mission of AF
• Reduction of overall cost to serve, indirect patient cost and to increase net income. The question is whether it would be financially viable especially when a large number of patients have to be served ( Arroyo Fresco, 2004-2013).
• The new strategy is also addressing workforce gaps in order to provide clinical and technical staff. Would this be viable in the light that employee training costs, as well as staff with technical skills are high?
• Thirdly increase prevention care and avoidance of chronic and communicable diseases at the different sites. This will require internal and external resources to address the unmet health care needs in the various service areas and this can create the need for further financial resources.
• The fourth objective is to provide uninsured patients with health care needs. When the organization and state collaborate they can provide increase insurance for patients. But the drawback to this system is that it increases financial cost and does not seem financially viable.
• The fifth strategy is to increase satisfaction among volunteers, employees, and patients. This will however call for an increase compensation for staff and this may not be financially viable. Analysis of chapter 7 and research completed
Patients with % BMI had consistently reduced in all three counties better than the State-Average CHC between 2003-2005 .Percentage of patients screened for smoking increased considerably throughout 2002-2005 and compared favorably in 2005 with HP 2010 Goal. Screening for depression in Yuma maintained an increasing all high from 2003-2005 with Yuma matching State-Best CHC in 2005 and Mohave and La Paz nearing this level. Yuma has the highest percentage of adults screened for domestic violence, with the highest average being about

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