Introduction
The COVID-19 epidemic has significantly impacted the senior population in Chesapeake, particularly the city’s minority and low-income groups who live in communal settings. A substantial body of research points to the detrimental effects of social isolation on older adults. According to the Centers for Disease Control and Prevention (CDC), the possibility of elders experiencing loneliness raises public health concerns such as depression, dementia, and other conditions associated with isolation.
Alongside Care for The Elderly Centre (CTEC), the team working on this project will evaluate the various methods used to facilitate social interaction for patients seeking different levels of health care. They will determine the effectiveness of these methods in reducing cognitive decline, depression, and anxiety, as well as the ease of implementing intervention during this period of statewide social isolation (Han & Mosqueda, 2020). Additionally, they will evaluate any disparities in the efficiency of using computer-specific technologies to address emerging challenges. The outcomes of this experiment will give CTEC insight into ongoing activities, enabling them to enhance their current services and make greater use of virtual therapy and telehealth. New healthcare technologies, such as telehealth, have demonstrated their use as an essential instrument for delivering care while preserving patients’ and medical professionals’ health and safety.
Establishing a Governing Board and Leadership Style
It is necessary to establish a governing body and a management body for the organization if one wants it to be successful. The board of directors is accountable for various tasks, including but not limited to management, finances, and quality; strategic direction; building community links; establishing ethical standards, values, and compliance; and selecting a CEO and monitoring his or her success. Regulations imposed by the government and the corporation’s bylaws contribute to determining the scope of its authority and the duties it must carry out (Cabral et al., 2019). The firm’s executives, including the CEO, CFO, president, and vice president, are in charge of day-to-day operations. The board of directors is responsible for the company’s legal obligations and significant financial decisions.
The chain of command is the hierarchical structure within an organization. This chain of command begins with senior management and executives and extends to general personnel. This structure of power guarantees that management levels understand their relationships with one another and assist company in making effective and efficient decisions. The process of providing an organization with visionary and methodical leadership is referred to as governance. It comprises the responsibilities of determining the company’s direction, deciding on its policies and strategies, supervising and monitoring the organization’s performance, and guaranteeing general responsibility.
The structure comprises three functional areas: governance, programs, and administration. Within each of these areas, the structure is further subdivided, the divisions being determined by the purpose and aims of the nonprofit organization (Cabral et al., 2019). For organizations to get their fair share of the increasingly limited funds and attract the best talent, they will need leaders who can concisely communicate their larger mission and demonstrate measurable success. The transformational leadership style is highly regarded in this organizations for various reasons, the primary one being that it contributes to the development of a culture that encourages the alignment of workers, volunteers, and funders with the organization’s mission and goals. The idea that one should lead with integrity and inspiration is at the center of the concept of transformational leadership. The revitalizing approach to community contact and fundraising that comes with a transformational leadership style makes it a typically effective choice for nonprofit organizations (Buil et al., 2019). A culture can be created by leaders using a transformational leadership style that encourages other leaders to take ownership of their organizations.
The organization is committed to diversity and inclusivity at all levels and will try to hire staff members who represent the populations they serve. Persons of color account for close to 65 percent of the organization’s workforce, including close to 55 percent of our organization’s managerial workforce (Buil et al., 2019). The commitment to diversity extends well beyond these demographics; instead, the organization aims to recruit people from inside communities who have had experiences comparable to those of our participants. Since the case director of this organization grew up in a children’s home, they have a greater breadth and depth of experience working in institutions of this kind. Sharing similar experiences among staff members of the organization ensures the delivery of high-quality services to the senior population.
Setting a Vision
The organization’s principal mission or objective is to help more seniors in the community suffering from mental illnesses due to the COVID-19 virus epidemic. To meet the needs of this mandate, the organization will provide a wide range of services, including Assisted Living, Behavioral Health Services, Homeless Shelters, and recreational activities. Since it is simpler to prevent a problem than to solve one, the group will focus primarily on educating the afflicted people about the importance of therapy and following their doctors’ orders.
Collaborating and Empowering Individuals and Other Organizations in the Community
Collaborations bring together individuals, agencies, companies, and community members in a supportive environment to methodically solve problems that currently exist and problems that are forming in a way that cannot be easily solved by one group working alone. Engaging stakeholders productively enhance planning and gives data that may be used to create policies, services, and programs (Han & Mosqueda, 2020). Humans have a greater understanding of local and regional health issues because of our involvement in the communities in which they live.
When health issues are made more visible through engagement programs, community people are better able to identify potential health problems early on and receive preventative care. This reduces the need for hospital visits, which reduces the expenditures involved with receiving medical care. As a result, the Care for The Old Center (CFTOC) will communicate with community members to better understand the elderly individuals in Chesapeake, Virginia, who have been neglected and require assistance. With the information obtained, the organization’s finance and budgeting teams can predict how much they will require to ensure the overall project’s success.
Empowerment of communities can assist both communities and individuals in developing opportunities, capacities, and instruments to their advantage. It can also ensure that communities can mobilize targeted populations to obtain necessary health resources by fostering awareness of a particular issue (Cabral et al., 2019). It will be accomplished by implementing youth inclusion activities in the neighborhoods, creating digital inclusion projects at the community level geared toward the elderly, and delivering employment and skills initiatives that are beneficial to the Gateway communities. The organization will increase the number of possibilities for local people to volunteer.
Decision-Making Process
The company’s decision-making strategy would include routine and strategic concerns, as well as policy and operational considerations. A decision-making process is a series of steps an individual takes to select the best alternative or course of action to meet their needs. These steps may differ based on the decision-making process used. In the context of a business, it refers to a series of procedures by managers inside an organization to determine the path that business efforts will take and to put particular actions into motion (Cabral et al., 2019). After rigorous analysis, study, and fact-finding, top-level managers will eventually settle on a strategy alternative. This is because such decisions will impact the overall operation of the business and are of a critical and substantial nature. Because the vital difficulty is treating the mental health of the elderly population due to COVID-19, the board will examine the best way to make a better choice.
Decision-making is deciding on a plan of action after identifying a problem, gathering relevant evidence, and assessing the pros and drawbacks of various solutions. Adopting a step-by-step decision-making method will help you organize the essential information and clarify your options if you want to make more careful and considerate judgments. Before reaching a decision, the board members will work together to gather all relevant facts. Instead of developing a center for the elderly, management will look into other options, such as visiting senior citizens in their homes and aiding them there, rather than constructing a facility, particularly for the old. After developing options, the organization will assess the data supporting each prospective solution and choose the most viable (Cabral et al., 2019). After an in-depth examination, management will finally decide on a technique and put that strategy into effect. As a result, after analyzing all of the options, the decision to build a care center for older people with mental illness was made, and this one emerged as the best.
Conclusion
The proposed CTEC project would contribute to developing and implementing influential community public health programs that focus on public health care needs and take an inclusive approach. CTEC is one of the organizations attempting to contribute to the national fight against the COVID-19 virus pandemic and its consequences. In order to fully and effectively document the impact of COVID-19 on the older population, the organization will address crucial problems through its governance and leadership style.
Bibliography
Buil I, Martínez E, Matute J. Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management. 2019;77:64-75.
Cabral S, Mahoney JT, McGahan AM, Potoski M. Value creation and value appropriation in public and nonprofit organizations. Strategic Management Journal. 2019;40(4):465-475.
Han SD, Mosqueda L. Elder abuse in the covid ‐19 ERA. Journal of the American Geriatrics Society. 2020;68(7):1386-1387.