The Rosemont Center is located in Columbus, Ohio. It ensures the physical, emotional, mental and spiritual well-being of young people in difficulty and their families. Rosemont is committed to helping children in need; he is dedicated to the healing and renewal of youth with histories of disorder and abuse. Rosemont provides the unconditional acceptance, treatment, counseling, education and hope that young people urgently need to become more productive members of the community. Rosemont had two locations, Rosemont-Bay Saint Louis and Rosemont-Jackson (Swayne, Duncan & Ginter, 2008). Rosemont was on the market for $2.5 million. The furniture and equipment at both sites were old and worn, but even so, they managed to find a buyer. Cates Lewis was the financial broker who started Rosemont and his brother Lloyd Lewis was the CEO and managed the organization. Before long, Rosemont was almost bankrupt; they had spent the $3 million credit line (Swayne et al, 2008). Situation Analysis After extensive investigation, it was discovered that Rosemont's financial problems were more serious than the CEO reported. The facility did not have sufficient patient volume to generate the necessary revenue. An emergency board meeting was called to consider what could be done to salvage the financial situation. A consultant was contacted to help Rosemont get back on its feet. The consultant in his report said two levels of intervention would be necessary, the first would be a comprehensive crisis management program and the second a long-term strategic plan to help Rosemont regain its footing. a competitive advantage in the near future (Swayne et al, 2008). Consultant T...... middle of document...... Action PlanBoth facilities will have the same medical director and a nursing director who will manage both sites. Management staff will improve their communication by meeting once a week to discuss and brainstorm ideas; invoice verification will be consistent in both establishments; there will be a company-wide purchasing system. To maximize revenue, there must be a mix of outpatient and patient care, with stays being shorter in the future.ReferencesCompetitive Analysis. (2010, March). Retrieved March 28, 2010 from http://www.dobney.com/Strategies/competitive_analysis.htmSwayne, LE, Duncan, WJ and Ginter, PM (2008). Strategic management of healthcare organizations. (6th ed.). San Francisco, California. Jossey-Bass: a Wiley imprint.