You have a job as the middle-level executive in a 250 bed hospital.The hospital is technically a "non-profit" hospital, but it is run as close to a "for profit" goal as possible.As a result of dislocations to the health care industry in your state, your hospital has suffered a 15% loss of trained health care provider staff across the entire hospital, including physicians, nurses, and licensed personnel of all kinds. The hospital has operated five (5) clinics: a walk-in orthopedic clinic; a referral based radiology department with MRI, CT, and ultrasound facilities; a labor-and-delivery suite with neonatology; a wound care center with hyperbaric equipment; and, a locked, in-patient pediatric psychiatric facility.

Your CEO has assigned you the task of making a report to her, for presentation to the hospital Board, assessing the risks associated with closing two of these five clinics.She has asked you to describe the risks of closing each clinic, as well as the risks of continuing to run the clinics. Explain

1. the risks of continuing to offer the services with 15% less staff;

2. the benefits of continuing to offer the services of each clinic;

Do not forget to utilize resources from Harvard Business Review as in-text citations and list of references adding Snowden David and Boone, Mary (2007) A leader's framework for decision making