A fundamental key to the success of any healthcare organization is change (Swayne, Duncan & Ginter, 2009). Healthcare is unique in this regard; it is a constantly changing environment with factors that are not always in the control of organizational leaders. They must be able to constantly be looking into the future and create new visions for the success of the organization (Swayne, Duncan & Ginter, 2009). Seattle Children’s Hospital has a strategic plan in place for 2012 thru 2016 that coincides with the mission of the hospital which is to allow all children to grow up without illness or injury. This mission as well as the values the organization holds to, has led to the implementation of the strategic plan put in place.
The long term goal of the organization is to have continued growth in the clinical, educational and research aspects of the organization. To achieve this goal the plan has four key elements that keep the focus on the vision and mission of the organization. These are more of the short term goals of the organization in order to reach the long term goals. The first is to provide the safest, most effective care possible. Second, is to control and reduce the cost of providing care. Third, find cures and educate clinicians and researchers. Fourth, to grow responsibly and provide access to every child who needs care (Seattle . These four key elements are broken down further into categories that are able to be achieved on a continuous basis. The new strategic plan provides a way to honor the promise to achieve the mission while directing a future filled with constant change.
The key stakeholders involved in this plan are the patients, the community and the employees of the organization. The patients are the main focu...
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...ccess. With what they have learned over the past years they are confident that this plan will help them get where they want to go while still maintaining the foundation of values that the organization was built on over 100 years ago. As mentioned previously, a fundamental key to the success of any healthcare organization is change (Swayne, Duncan & Ginter, 2009). The management teams at Seattle Children’s Hospital understand the constant change in healthcare and are looking into the future to create new visions for the success of the organization through effective strategic management.
Works Cited
Seattle Children’s (2011) Hospital, Research and Foundation. Retrieved from: http://www.seattlechildrens.org/about/strategicplan/ Swayne, L., Duncan, W., & Ginter, P. (2009) Strategic Management of Healthcare Organizations. (6th ed.). San Fransisco, CA: Jossey-Bass.
Background Information In implementing a strategic plan for Coastal Medical Center, our consulting team has conducted many analyses and formed numerous strategies in order for Coastal Medical Center to be successful. Such assessments include an internal analysis, external analysis, gap analysis, and SWOT analysis. In conducting these analyses, our consulting team was able to better understand the internal environment, external environment, where the organization currently stands in terms of performance, and the major strengths, weaknesses, opportunities and threats that oppose the Coastal Medical Center. From our inquiry, we will be able to establish a strategic plan that best fits the organization’s needs.
Given the long duration of patient quality problems, over ten years, at SGH, the communication plan may need to include not only the internal SGH stakeholders such as employees, but also external stakeholders both in the community, shareholders, and third party vendors. SGH is at greater business risk due to their previous attempts at improving quality and now potential lack of stakeholder confidence. Including stakeholders in the change management process allows the stakeholder’s viewpoint to coevolve with SGH to create a shared view of the change plan and how to measure change success (Windsor, 2010). Engaging with the stakeholders in change plan definition and focuses their energy on helping SGH with the change process, rather than undermining it (Windsor, 2010). Identifying all of the stakeholders for SGH, and engaging them in change communications and planning will assist SGH leadership in evolving the hospital towards a high patient quality
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
...he operating margin, cash on hand, and days in accounts receivable as these have been major factors. The new system being put in place for the materials management system should be closely monitored, as it will determine the adaptability of the department. The reformation of the Governing Board can be justified through the successes or failures it creates while going through the restructuring process. It will be important to get feedback from employees and the CEO to see if conflicts arise. The new physical therapy center will continue to be monitored to see if revenues are as high as thought with the expansion of this facility. Overall, it will continue to be a process of monitoring, reevaluating, and gathering appropriate data to determine if the strategic plan being implemented is continuously seeking the values, mission, and vision of the Coastal Medical Center.
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