The Primary Care Clinic Establishment

Subject: Administration and Regulation
Pages: 5
Words: 1487
Reading time:
6 min


Primary Care Clinics offer quality medical services to patients with different health needs. A proper managerial strategy can ensure every clinic achieves the best medical outcomes. The targeted primary care clinic has 69 employees. Such employees work tirelessly to fulfill the changing health needs of their targeted patients. This essay identifies the political, social, and cultural forces that have influenced the establishment of this clinic. This discussion will also identify the major factors contributing to the development of the American Healthcare System. The essay will also describe and analyze the mission statement (MS) of the clinic. The paper will also explain why the healthcare clinic is a critical competent of the community’s healthcare delivery system.


Medical facilities offer the best support and care to their patients. Many primary care clinics (PCCs) hire professional workers and Nurse Practitioners (NPs) to achieve their goals. The targeted facility has 69 employees who work in 12 different skills and 9 clinical professions. The clinic has two branches that offer specialized care and support to many patients. The clinic also contracts various services to achieve its healthcare goals. The clinic plans to expand its operations in the future. This strategy will make it a leading provider of quality services in the future. The discussion below highlights some of the major issues surrounding the goals of the targeted clinic.

Political, Economic, and Social Factors

Several social, political, and economic factors have led to the establishment of this clinic. Some political forces are currently supporting the performance of different health facilities in the country. The current political stability is supporting the clinic’s goals. The country’s health programs “are promoting the performance of various nursing facilities” (Yuan et al., 2010, p. 4). The country has enacted new policies to support the health demands of its employees and workers. The government offers appropriate policies and laws to support the health demands of its citizens.

Some economic factors are also critical towards the success of this organization. The current level of employment in the country is encouraging more people to look for better health services. The economy is stable thus promoting the quality of medical support and nursing care. Many people “have better incomes thus encouraging them to look for appropriate medical support” (Oliver, 2006, p. 39). New social factors have also encouraged the clinic to undertake more healthy activities.

Many patients are currently looking for better healthcare services. The population growth rate “experienced in the country is also calling for better health practices” (Shirey, 2006, p. 263). The country’s aging population is also supporting its healthcare industry. Many citizens in the country are also dictating the nature of services offered by different healthcare organizations.

Mission Statement

The mission of our healthcare organization is to promote the health and welfare of every client with a sense of professionalism, commitment, and excellence.

This mission statement is comprehensive because it identifies the best practices and ideas. Such ideas can support the health demands of many patients in the targeted community. The mission also supports the facility’s objectives and goals. The above mission statement will ensure every employee focuses on the needs of his or her patients (Oliver, 2006). The mission statement will ensure the primary care clinic promotes the best health standards. The practice will “ensure the clinic provides cost-effective and friendly health services” (Yuan et al., 2010, p. 11).

Three Performance Measures

Healthcare facilities “cannot manage what is impossible to quantify” (Oliver, 2006, p. 41). Healthcare firms “should use various performance measures to improve their nursing practices” (Oliver, 2006, p. 42). Our healthcare organization plans to use three major Performance Measures (PMs). These measures will include “Disparities in Performance, Quality of Health Plans, and Quality of Hospital Services” (Oliver, 2006, p. 43).

The first strategy will identify the disparities in performance. This approach will focus on the gaps identified in the firm. The managers in the clinic will gather the required data before addressing the existing disparities. The facility will employ competent individuals and caregivers who can address the identified gaps. The second Performance Measure (PM) will focus on the quality of every health practice in the organization. My goal is to monitor the appropriateness of the health plans existing in the facility. The best caregivers will be required to provide competent support and care to every patient. This approach will ensure the facility improves the effectiveness of its health plans. The third measure will monitor the quality of the hospital’s services. Every employee must “embrace the concept of continuous improvement” (Oliver, 2006, p. 45).

The practice will eventually make the clinic a leading provider of quality healthcare services. These measures will ensure the facility identifies and addresses the challenges affecting its performance. Every employee will be part of these Performance Measurement Processes (PMPs). The gathered data will be critical towards supporting the facility’s future practices. The practice will also ensure the facility becomes a leading provider of evidence-based services in the community.

Clinic Expansion and Annual Plan Approval

The main goal of this healthcare clinic is to become the best provider of quality primary care. Managers “should identify the strengths and weaknesses affecting the performance of their hospitals” (Oliver, 2006, p. 44). The clinic plans to open new branches in the future. This practice will ensure the organization grows and provides competent services to more patients (Shirey, 2006). I will always liaise with different stakeholders before expanding the facility (Yuan et al., 2010). The success of this strategy will depend on the revenues and strengths of the facility. The clinic will always monitor the social, economic, and political factors affecting different communities.

The clinic will make the best decisions and approvals before expanding its medical operations. Annual plan approvals are critical because they make different organizations successful. The clinic will begin by identifying the existing gaps that make it impossible to achieve the targeted objectives. According to Yuan et al. (2010, p. 7), “new plans and annual strategies will depend on the targeted goals and objectives”. My team will always identify the best incentives that can make the facility successful. The members of the team will make accurate decisions to support the organization’s goals.

The Clinic as a Component of the Healthcare Delivery System

This clinic has been offering competent services to its patients and stakeholders. The healthcare delivery system (HDS) in every community supports the medical demands of many patients. The facility will ensure every patient gets the best care and support. The institution will embrace the best interventions and healthcare systems. The physicians and nurses “will use different evidence-based ideas in an attempt to support their patients” (Yuan et al., 2010, p. 8). The nursing institution will identify the socio-cultural issues affecting every targeted population. The approach will ensure the facility understands the health demands of its clients. The institution will use the best medical ideas and strategies to achieve the best health outcomes.

This healthcare facility will not work separately without liaising with the surrounding environment. It will also consider the implications of different legislations and policies. This strategy will ensure the facility offers competent support and medical care.

The leaders at the facility will promote various corporate social responsibilities (CSRs) in an attempt to improve the welfare of the wider community. This “strategy will ensure the clinic succeeds even after expanding its activities” (Shirey, 2006, p. 260). The organization will work together with different members of the community. This practice will make it easier for the clinic to understand the health demands of every targeted patient. The strategy will make this clinic “a critical component of the healthcare delivery system in the community” (Shirey, 2006, p. 261).

Public Health Policy and the Formation of Outpatient Clinics in the Healthcare System

Public health policies determine the future of our nation’s health system. Such policies have encouraged the government to identify new ideas that will support the lives of its people. Our country has many outpatient clinics that support the health demands of different citizens. Such clinics offer quality medical support to many patients every day. The practice has addressed most of the health problems affecting the country’s citizens. Outpatient clinics “offer evidence-based support thus reducing the impacts of various diseases” (Shirey, 2006, p. 263). Such clinics have always supported our country’s healthcare system. This development explains why different public policies have reshaped our healthcare system.

Every public policy seeks to support the changing demands of different populations. The establishment of different clinics and healthcare institutions has empowered more citizens in the country (Oliver, 2006). Our primary care clinic will join the other institutions in the country. This practice will ensure our country’s healthcare system becomes more meaningful than ever before. The above policies ensure every Nurse Practitioner (NP) offers competent services to his or her patients. Such policies are currently encouraging various healthcare institutions to use modern technologies and evidence-based strategies. This strategy will ensure every American citizen gets quality medical support.

Reference List

Oliver, S. (2006). Leadership in Health Care. Musculoskeletal Care, 4(1), 38-47.

Shirey, M. (2006). Authentic Leaders Creating Healthy Work Environments for Nursing Practice. American Journal of Critical Care, 15(3), 256-267.

Yuan, C., Nembhard, I., Stern, A., Brush, J., Krumholz, H., & Bradley, E. (2010). Blueprint for the Dissemination of Evidence-Based Practices in Health Care. The Commonwealth Fund, 86(1), 1-14.