Reference no: EM131826615

Question: Prior to retiring from the Military I was the Director of Logistics for one of the Department of Defense Medical Treatment Facility/Fort Belvoir Community Hospital (FBCH). Five or six years ago FBCH was the newest hospital in the DoD inventory of hospitals. The task at hand during this time frame was moving into this new facility, standing up all the services, and integrating a departmental staffs. A great amount of the staff was reassigned to the new hospital due to Base Realignment and Closure (BRAC) infinitives. Several things were keep in mind and considered during this transition: Think like a patient; Invest in top talent; Know the surrounding community; Never stop looking for ways to improve.

Strengths: Funding - Resources/funding was made available as this project/hospital was budgeted out years prior and was a high priority
Leadership - Being such a high priority the leadership was very seasoned and experience leaders

Weaknesses: Timing/Schedule - The facility was opened several months sooner than originally scheduled; Multiple gaps were discovered once services were stood-up

Staffing/cohesiveness - Staffing was brought together from 2 to 3 different hospital to form the new hospital staff; it was difficult integrating the different cultures in terms of how the different process and procedures at their previous hospital

Opportunities: Best Practices - With the integration of staffing from multiple hospitals came fresh minds, fresh ideas, and a plethora of experience

Stakeholders - The opportunity presented itself to form partnership with multiple stakeholders

Threats: The Market - Being a new facility there were gaps naturally; ran the risk of patients switching to a different market

Community - Some services did not stand-up as fast as others

References: Spencer, C. (2014). Leadership and Management. 5 Keys to Success When Opening a New Hospital.

This Must Be Substantive To The Above Post, Low Originality, No Plagiarism, Citing And References As Needed.