• Create a project profile for the Friendly Assisted Living Facility case.
• Describe your approach to creating the profile. Why did you choose that approach?
• Which profiling model did you use and why did you choose that one?
• Explain how you can use the project profile for risk management in your project plan.

PART # 1: CASE ANALYSIS Friendly Assisted Living Facility Friendly Medical Center, an urban, nonprot, 450-bed rehabilitation hospital, began to see a signicant decline in admissions. Friendly Medical Center's mission focuses on inpatient and outpatient rehabilitation of the severely injured and catastrophically ill. The hospital's market researchers reported that fewer people were being severely injured due to the popularity of seat belts and bicycle/motorcycle helmets. In order to get a handle on the future of the organization, the Board, and the CEO. Fred Splient M.D. called for a strategic planning effort to take place. In January 20X6, Friendly Medical Center held a planning retreat to identify future opportunities and suggested two major strategic initiatives. The rst, a short-run initiative, was to be more cost-effective in the delivery of the inpatient care. The second, a longrun strategy, was to develop new programs and services that would capitalize on the existing, highly competent rehabilitation therapy staff and Friendly Medical Center excellent reputation in the region. At the time of the retreat, it crossed Fred's mind that life might be more pleasant if the hospital Board approved an expansion of the Medical Center's campus to include an assisted living facility. In March 20X6, Fred had his team prepare a business plan for this living facility. The team produced a preliminary business plan based on the recommended structure for the facility, estimated capital expenditure needs, estimated income from operation of the facility, as well as projected revenues to other medical Center programs resulting from the facility's population. The plan was presented at the May 20X6 meeting of the Board of Trustees. The chosen facility design was a freestanding apartment-like facility with a sheltered connection to the Hospital for access to the kitchen and hospital services. The facility would have 100 units with 15 to 30 of the units classied as \"heavyassisted\" and built to code to house the physically and medically disabled. The rest of the units would be \"light-assisted,\" larger apartments. The population would be approximately I 10 to 150 residents, with most being single occupants rather than couples. The light-assisted apartments could hold residents who required only minor medical and social interventions. The residents of the heavy-assisted section would have more medical needs and would require assistance getting around. The team recommended this model, because many assisted living facilities were erected across the country, but few had a medical focus and offered the types of services that Friendly Medical Center could offer physical and occupational therapy programs and behavior management program to name a few. Project .'Wcmcrgement Center fbi' Ewe/fence ' 11'11'11'.p1n.umdedu Page 1 of .7 dy sourcc was downloaded by 100000797590035 from Courschro.com on 1172372022 1 1:59:30 GMT 706:00 The Board was assured that the facility would meet the strategic initiative of a growing business. The business plan projected an immediate increase in the number of referrals to the outpatient therapy programs. Another projected deliverable of the project was to enable Friendly Medical Center to strengthen its focus on reimbursable preventive and wellness programs for the healthier geriatric population. The project's longer-term goal was to increase the census in the hospital's inpatient units by having a location where people could age in place until they were in need of hospitalization, and then such a facility would be right next door. Depending on the exact size of the apartments, their equipment, and the actual ratio of heavy-to light-assisted units, Fred estimated that the entire project would cost between $8,500,000 and $11,000,000 for the facility construction. That estimated included the cost of land, furnishings, and a sheltered connection to the hospital. When up and running, it was estimated that the net cash ow for the entire project to be around $1,500,000 per year. Fred requested the Board to approve the concept and allow his team to prepare a pro fonna plan to the Board for approval. The plan would include a recommended design for both heavy and light-assisted apartments. It would also include all costs of land, construction, furnishings, and stafng. Income estimates would be included and would be conservatively biased. A timetable would also be included. The Board conducted several executive sessions, and by the middle of May voted to approve the concept. In June, Fred gathered his executive team together and presented the project mission, and scope. He reported that the Board had approved a small budget to nance the planning process. The Board also stipulated that construction could not begin until after the November 20X6 city elections because two of the Board Members were running in that election, one for a city council seat and one as a county commissioner. The Board also stated that they would like a plan that would allow the facility to open by July 20x7, as research has shown that many adult children nd the summer the easiest time to assist their parents in nding an alternative to independent living arrangements. The CEO and executive team were now condent that they were ready to launch the project to plan, build, and open an assisted living facility