Medical Information Systems At A Local College

Medical Information Systemsat A Local College The Officers Of The Stu

Medical Information Systems at a local college, the officers of the student community service organization, which collects and buys food and distributes it to people in need—are having their February meeting. Sitting in the meeting room are Beth Smith, the organization’s president, and two officers: Rosemary Olsen, vice president, and Steve Andrews, volunteer coordinator. Beth announces, “Our funds are almost exhausted. The demands on the food bank have been increasing. We need to figure out how to get more funds.” “We need to have a fund-raising project,” responds Rosemary. Steve suggests, “Can’t we ask the city government if they can increase their allocation of funds to us?” “They’re strained. They may even cut our allocation next year,” replies Beth. “How much do we need to get us through this year?” asks Rosemary. “About $10,000,” answers Beth, “and we are going to start needing that money in about two months.” “We need a lot of things besides money. We need more volunteers, more space for storage, and more food donations,” says Steve. “Well, I guess we can make that all part of the fund-raising project. This is going to be fun!” says Rosemary excitedly. “This project is growing. We’ll never get it done in time,” Beth says. Rosemary responds, “We’ll figure it out and get it done. We always do.” “Is a project what we need? What are we going to do next year—another project?” asks Steve. “Besides, we’re having a hard time getting volunteers anyway. Maybe we need to think about how we can operate with less money. For example, how can we get more food donations on a regular basis so we won’t have to buy as much food?” Rosemary jumps in. “Great idea! You can work on that while we also try to raise funds. We can’t leave any stone unturned.” “Time out,” says Beth. “These are all very good ideas, but we have limited funds and volunteers and growing demand. We need to do something now to make sure we don’t have to close our doors in two months. I think we all agree we need to undertake some type of initiative. But I’m not sure we all agree on the objective.”

Paper For Above instruction

In this case study, the primary needs identified concern the financial sustainability, operational capacity, and resource support for the student community service organization. The organization is facing urgent challenges such as dwindling funds, increasing demand for food assistance, and limited volunteer availability. Specifically, the issues include the impending shortage of approximately $10,000 for operating costs within two months, the need for additional volunteers, greater storage space, and a steady increase in food donations. These needs highlight the organization's critical position, requiring immediate and strategic intervention to ensure continuity of services.

The overarching project objective appears to be to establish a sustainable approach that secures necessary funds and resources beyond temporary measures. While initial ideas focus on fundraising projects and soliciting increased government support, the actual objective should encompass developing a long-term strategy that balances immediate financial needs with sustainable resource management. This includes not only raising funds but also streamlining operations to minimize reliance on external donations and government grants, thereby building resilience against future fluctuations in support. Therefore, the primary goal is to ensure the organization's sustainability and capacity to meet increased demand consistently and effectively.

Several assumptions underpin the project to address these pressing issues. First, it assumes that the requested $10,000 is sufficient to cover immediate operational costs if secured promptly. Second, it presumes that fundraising activities can be organized within a short timeframe to generate the needed funds. Third, the project assumes that seeking additional volunteer support and food donations on a more regular basis is feasible, relying on community engagement and outreach efforts. Fourth, it presupposes that diversifying income streams—such as grants, sponsorships, or partnerships—will be viable options to reduce dependency on a single source. Finally, it assumes that the organization’s leadership has the capacity and coordination to implement these multifaceted initiatives simultaneously.

Risks involved in the project include failure to meet the fundraising goal within the specified timeframe, which could jeopardize the organization's operations within two months. There is also the risk that the organization’s efforts to increase food donations and volunteer participation may fall short due to community disinterest or lack of engagement. Relying heavily on external sources like government grants and donations introduces uncertainty, particularly if economic conditions or policy changes reduce available support. Additionally, operational risks stem from potential logistical challenges in managing increased donations and storage or in recruiting and training volunteers quickly. Lastly, there is a danger of limited stakeholder buy-in or internal conflicts regarding the priorities of immediate versus long-term goals, which can hinder cohesive project implementation. Recognizing these risks enables the organization to develop contingency plans, such as emergency fundraising or partnership development, ensuring resilience in the face of uncertainties.

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