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Arroyo Fresco Case Study

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Arroyo Fresco Community Health Center Case Study Analysis

Abstract
Arroyo Fresco (AF) currently provides services through eleven clinics and four mobile service vans across western Arizona. The three counties that are served through AF provide high quality primary care and preventative services to demographic areas with diverse geography, culture, income, and other varying factors (“Arroyo Fresco,” 2006). The facility guides its decision making process for organizational strategies with the combination of FOCUS and SWOT analysis. This allows for a well-rounded check and balance system to manage and prepare for current and future strategies for short term and long term processes. The increase in financial demands, consumer expectations, partnerships and mergers, quality of care given, and health care reform restructuring have placed a lot of expectations on health care facilities (“Creating an ethical culture,” 2011). The organizational strategy proves to be an important structure in order to provide a clear definition on how AF can change over time in order to successfully deliver a strategy and action plan that will benefit the short term and long term projections within the company (“Executive Insight,” 2008). AF has an found areas to improve the job descriptions, relationships, and management processes (Miles, Snow, Meyer, and Coleman, 2013). The organization strives to establish a strategic set of goals that will monitor, advance, and demonstrate health care results within a continuously changing and competitive market.

Arroyo Fresco Community Health Center Case Study Analysis
Knowledge
State of the Economy
Arizona has been fighting through the economic crisis, but its development climate is stronger and more robust than many may think. 50% of Arizona’s population is between 25 and 54 years of age. This age range represents a good indication and

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