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MANAGER AND DIRECTOR
OF DEVELOPMENT
Celia is 29 and has her a B.S. Degree in Healthcare
Management. She works at the South Side Women's
Clinic. |
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While working as an office assistant in an inner city
clinic for women, she saw the need for a business-minded
professional with operational excellence. She knew the
key to running a successful clinic would be to combine
an understanding of business fundamentals with healthcare
issues. Although she had always thought of herself as
an "in the trenches" person, she identified a greater
opportunity to make a difference as someone in management.
Celia decided to pursue her B.S. in Healthcare Management.
After completing her degree, she is now the director of
development of an urban clinic that specializes in women's
health and obstetrics. The organizational responsibilities
of her new position satisfy her desire to keep a business
running smoothly while the development side allows her
to market the clinic and establish community outreach
programs.
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8 a.m.
Monday Celia arrives at the clinic to see Sarah
and Jane, the front office staff she hired, to answer
patient phone calls and confirm the eight doctors'
schedules for the day ahead. She greets them and
proceeds to her own desk to review a business plan
she's written for the opening of a satellite office
across town, the need for which resulted from a
high demand for appointments in her clinic. By modeling
current operational procedures, Celia thinks the
new clinic will be profitable in record time.
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9 a.m.
Celia drafts a memo to the doctors in the clinic
telling them some exciting news: a major insurance
company has decided to increase the number of well-baby
visits paid for by their plan.
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9.45 a.m.
Celia prepares for a meeting with an interior designer
who will create a new playroom within the office
for kids waiting for their appointments. This new
project is a result of a grant the clinic received
after Celia wrote a successful proposal explaining
why they needed a bright, comforting space for moms
and babies to play together while waiting, turning
a potentially stressful time into quality time.
This comfortable space is an integral part of Celia's
business plan for the new clinic as well; making
patients feel at-home in the medical environment
ensures repeat business.
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11 a.m.
Celia has coffee with Marc, the web designer with
whom she's collaborating to create a new online
appointment-confirmation system for the clinic.
Marc gets Celia excited about developing a new area
of the clinic's website: a glossary explaining what
to expect throughout each month of pregnancy. She
makes a mental note to ask the doctors for input.
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1 p.m.
After a quick lunch, Celia is back at her desk setting
up the schedule for the registered and licensed
vocational nurses on staff for the coming month.
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2.30 p.m.
Dr. Jones, a founding member of the clinic, hands
Celia her outline for a speaking engagement she
has the following week. She'll be teaching a nutrition
class to 15 inner-city school kids.
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4.00 p.m.
Celia recognizes one of the first patients she met
in the clinic, Carla, in the office for her first
post-delivery checkup. As Celia goes to give Carla
a hug, Harry, her beaming 2-week old, grins up from
his bassinette. Celia tells Carla about the clinic's
plans to open a new office closer to Carla's home.
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5.00 p.m.
Celia reviews her schedule for the next day: meeting
with a pharmaceutical rep, approving a new brochure
design, and training a new front-desk clerk on the
office computer systems and phones. She knows that
each task she does contributes to the success of
the office as a whole, and feels proud of her contribution.
Being a volunteer before she got her degree was
rewarding, but getting paid to do what she feels
good about is even better.
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Learn more about a degree in Healthcare Management
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