Community Health Needs Assessment

Based on the Community Health Needs Assessment Report, it is evident that the major risk factors are present in all three areas. These are oncology services, orthopedic services, and cardiovascular services (Trinity Community Hospital, n.d.a). In the specified segments, it is estimated that the demand will increase significantly due to the large influx of patients with corresponding issues. Therefore, it is possible to categorize the key problems into three main categories, which are staffing, equipment, and additional service enhancements. The first major problem is manifested in the fact that there are not enough medical experts to handle the ever-growing number of patients. For example, in the case of oncology services, the interviews revealed that the Trinity hospital needs to recruit additional physicians (Trinity Community Hospital, n.d.a). In addition, a similar observation is noted in both cardiovascular and orthopedic services, where physician recruitment is a top priority (Trinity Community Hospital, n.d.a). In other words, the hospital needs to hire more physicians to be able to serve the increasing demand from patients.

The second major issue is the lack of sufficient equipment, which limits the overall capacity and speed of patient admission and treatment. For example, in the case of orthopedic services, it is stated: “all hospitals in the county will need to add imaging equipment, surgical suites, and physical therapy/rehab capacity” (Trinity Community Hospital, n.d.a, p. 2). Thus, it is evident that facilities and equipment will be another limiting and hindrance element under the current patient growth condition.

The last major problem is rooted in prevention, where education is put at the center of the issue. In all three service areas, there is a dire need for proper education programs, which are aimed at lifestyle modifications and changes to reduce the occurrence rate of the diseases, such as cardiovascular diseases, cancers, and orthopedic problems. For instance, in the case of oncology services, it is stated: “educational programs focusing on lifestyle modification including diet, exercise, nutrition shopping for healthier food products, and smoking cessation are infrequent and sporadic” (Trinity Community Hospital, n.d.a, p. 1). Therefore, the lack of comprehensive and effective educational measures can be categorized as a major risk in the Trinity community hospital.

Trinity community hospital’s five-year program succinctly addresses the central issues regarding cardiovascular, oncology, and orthopedic services. From an in-depth analysis of the key goals of the hospital, it is evident that the organization is planning to focus on all three major risk factors. Firstly, the strategy B sections of all three goals contain the preventative element of community education, which is accompanied by screening and risk assessment as well as improved outreach to underserved communities (Briscoe, n.d.). Therefore, it is clear that Trinity hospital is making a vital effort in preventing the occurrence rate of the specified diseases.

Secondly, equipment shortage and insufficiency are also addressed in the five-year program. For example, it is stated that the cancer center will purchase an oncology center with an infusion suite, linear accelerator, and simulator for $8000000 (Briscoe, n.d.). Similarly, the orthopedic center will also make essential purchases, such as a rehab center and a second MRI for a total of $3700000 (Briscoe, n.d.). In addition, the program indicates that there will be two major purchases in the case of the Capital Investment for Cardiovascular Center, where cardiac rehab will be expanded for $500000, and two Cath labs will be built for $4500000 (Briscoe, n.d.). However, it is also important to understand that the capital reserves of the hospital are equal to $250000000, which indicates that the investments will be substantial (Trinity Community Hospital, n.d.b). In other words, Trinity hospital is planning to renovate, expand, and buy facilities and equipment as needed.

Thirdly, the staffing needs are also addressed primarily through the retention and satisfaction of physicians. For instance, five-year target outcomes for regional orthopedic center wants to have a staff retention rate higher than 90% with a physician satisfaction value higher than the 90th percentile (Briscoe, n.d.). Similar measures are planned to be undertaken in cardiovascular and oncology services, which means that the staffing needs will be addressed through the retention of key medical specialists.

It is important to note that the current trajectory of the Trinity community hospital is correct because it addresses its key risk factors by investing in equipment and facility expansion, acquisition, and renovation. In addition, the hospital is planning to integrate community education programs to enhance the current preventative measures to educate the local community on the prevalence of risk factors. However, one might notice that the staffing needs are not properly addressed in the five-year program because the target outcomes focus on retention and satisfaction. Although these objectives are critical, the hospital also needs to launch a proactive physician hiring process. The recommendation is that retention and satisfaction are secondary to the hiring because the lack of physicians can be effectively solved by accepting new staff members rather than focusing on the existing ones. Without hiring new and competent physicians, the ever-growing influx of patients will stress an already stressed staff, which will most likely leave their positions. Therefore, a more aggressive and active hiring campaign needs to be also included in the goals of the five-year program.


Briscoe, M. (n.d.). Five-year program plan [PDF document].

Trinity Community Hospital. (n.d.a). Community health needs assessment [PDF document].

Trinity Community Hospital. (n.d.b). Trinity community hospital fact sheet [PDF document].

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