My current organization is a clinic centre which specializes in offering emergency medical services to the members of the surrounding community. The clinic has outreach mechanisms which it uses to ensure its emergency medical services get to every household that is in need of them. It is vital to note that this clinic has 45 paid on call volunteer personnel. There are also 7 full time paramedics who offer critical care to patients. Additionally, there are 7 part-time paramedics and 5 casual workers. This clinical centre also operates using two stations which respond to an area of about 235 square miles.
In the year 2018, the clinical centre was able to respond to 2200 calls. These responses included emergency 911 calls, standby, mutual aid, inter-facility transfers and other miscellaneous alerts. All these services were offered to only a number of surrounding towns and the nearby rural communities.
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Importantly, for this clinical centre to experience significant success in its operations and earn higher revenues in the near future, it must look at some of the planning areas which require improvement and act on them accordingly. The purpose of this proposal is to explain some of the planning areas where this clinical center has the chance of expanding its services and adding its revenue level. The chosen planning areas include staffing, training of employees, the medical protocols, funding and the existing service area.
The proposal of this paper is that the organization needs to substantially add the number of its staff, especially the professional healthcare providers. It is clear from the description of the organization that it has a limited number of personnel. This limited number of staff members limits the extent to which it address emergency requests made ( Kobusingye et al., 2006) . It is, thus, important for the organization to recruit more qualified paramedics so that it can gear itself for increasing the geographical scope within which it operates. It is only through responding to a wide range of requests and orders that the organization will be able to generate more revenues and earn increased profits.
The second EMS suggestion for the organization is diversifying the medical service mix offered. The company will be able to earn increased profits if it adds more service packages for the community. This action will increase the number of individuals served hence bring in more money in terms of revenues.
Another significant proposal is that the organization must seek to ensure it widens its service area. The current service area is just nearby towns and the surrounding communities. It implies that the organization is highly limited in terms of its market base. Therefore, there should be plans on how the clinic will start to expand its boundaries and reach out to new places in a bid to increase its market base. This development will substantially increase the revenue of the clinic.
The issue of training its staff effectively is also a point of concern. There is room for improvement on this item. The clinic should invest in human resource training so that the staff members can understand the advanced techniques of ensuring patients get the best and most satisfying emergency medical services. Understandably, people who are in critical conditions are supposed to be treated in a special manner if their lives are to be saved ( Shah, 2006) . Those who handle such cases must, therefore, be trained well for quality services to be achieved. Quality services will retain clients and stabilize the organization’s customer loyalty level. These planning areas can enable the company to achieve exponential rise in its profits and sales revenues.
References
Kobusingye, O. C., Hyder, A. A., Bishai, D., Joshipura, M., Hicks, E. R., & Mock, C. (2006). Emergency medical services. Disease control priorities in developing countries , 2 (68), 626-628.
Shah, M. N. (2006). The formation of the emergency medical services system. American journal of public health , 96 (3), 414-423.
