1. Case Study
The Midcity Health Center (MHC)
AGENCY PROFILE
Agency Name Midcity Health Center (MHC) is a private, non-profit federally qualified
health center located in Midcity, USA, population 700,000
Leadership Executive Director, John Taylor
Deputy Director & 2 Program Directors
20 staff & 10 board members
Funding The health center receives Ryan White funding to provide primary medical
care and case management services to women, men and youth living with
HIV. Other funding streams include state contracts for Hepatitis screenings,
Cervical and Prostate cancers, and a pilot youth program.
Budget $1.9 million budget year 2008
PURPOSE, DESTINY AND VALUES
Since its founding, MHC has been devoted to servicing targeted communities with diverse racial and
ethnic health issues through education, prevention, case management, and access to health care
services. The agency’s key purpose statements were fine tuned in 2006 planning cycle.
MHC MISSION
Midcity Health Center exists to provide an oasis of
wellness, health care and support for disenfranchised
populations in Midcity and the surrounding counties.
MHC VISION
Each Midcity resident has access to comprehensive
healthcare and treatment options.
BACKGROUND
Founded in 1995, MHC is the first organization of its kind in the local area to offer services
specifically to women and youth living with HIV. Consequently, strong interest in the organization
and program resulted. This strong interest led the long term commitment of Dr. Marion Wiley,
Executive Director, a group of health educators, minority advocates and concerned citizens from
Midcity to address health and wellness issues in the community. In 1997, Dr. Wiley began an
ambitious plan for creating satellite locations in rural areas while expanding the service menu
twofold through developing linkages with local providers to provide such services as smoking
cessation, employment preparedness, and long-term housing. The agency has a main administrative
site and a clinic with exam rooms in a site located next door. It also has two residential housing
properties through collaboration with the city.
The organization had a 3-year strategic plan that expired one year ago. The organization’s Board
and staff were minimally involved in decision-making discussions, particularly in financial
management and control. Furthermore, the managers and program directors had limited experience
managing the host of billing and reimbursements system along with multiple programs. The agency
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2. programs operate as individual programs with little integration except when necessary for client
services
The staff backgrounds consist of approximately six racial/ethnic groups. Dr. Wiley is widely
known and respected and recruited the most capable staff within the city and county to administer
the programs. Dr. Wiley is also a well sought after speaker overseeing other professional endeavors
such as teaching at the local college and serving on medical advisory boards. She is still an active
advisor. The agency leadership experienced a turnover one year ago and now utilizes an interim
CEO and CFO. The present CEO, John Taylor was hired primarily due to his vision for program
expansion and his leadership and connections in drafting a plan of action for a Capital Project
Campaign. A major item in the strategic plan was to purchase a new building and to expand
programs. Other agency staff have expertise in HIV and co-morbidities such as Hepatitis, Diabetes,
and Hypertension and regularly treat patients for these illnesses.
MHC PRESENT AND FUTURE OPPORTUNITIES
The challenge for the agency is to maintain focus and consistency in terms of quality services, data
collection systems and management of various programs. A new organization [with similar goals
and interests] has mobilized financial support from private and corporate donors as well as key city
and county officials presenting a new source of competition for limited funding. Several staff
members are considering interviewing with the competitor including one of the program directors
who has managed the most significant Ryan White program for 10 years.
Meanwhile, the organization is also concerned of the impact of Healthcare Reform on their agency’s
ability to maintain its operation. Since most of their funding is from its Ryan White program, the
agency has to determine how these new policies will impact its patients and administration of the
health center.
What strategies for sustainability should MHC consider? Are there steps that they can put in place in
the short-term and for the long-term? Should MHC diversify its funding streams? If yes, why and
how?
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