 |
|
Celia is 29 and has her a B.S. Degree in Healthcare Management. She works at the South Side Women's Clinic.
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.
|
| |
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.
|
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.
|
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.
|
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.
|
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.
|
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.
|
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.
|
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.
|
Learn
more about a degree in Healthcare Management
|
The individuals and events depicted in the Day-in-the-Life profiles are likenesses created to reflect situations that may be encountered while working in the respective fields or positions and are not intended to reflect or represent specific individuals, jobs, positions or situations.
|
|
|
|
|
