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Why is strategic planning important in healthcare
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Canada is a country with well developed health care sectors. The Heart and Stroke Foundation of Ontario set out to change their health care design in order to broaden their funding. This project caused the leadership to rethink how their business worked; when they were done, a new way of running the Heart and Stroke Foundation was born. Through this new thinking, the Heart and Stroke Foundation was able to run in the forefront of health care changes. It was able to review and change their research so that their work would still be effective. Not only that, but the organization needed to be sure their work was turning a return for their donors and those using their services. During this planning process, the Heart and Stroke Foundation of Ontario wanted to achieve three goals: discover the return on their investments in research, assess trends in their research and the surrounding environments, and establish a strategic plan that would guide it through 2020 (Williams, Mabon, & Heim-Meyers, 2006).
The Heart and Stroke Foundation’s strategic group was made up of a diverse group of senior management, leaders of the scientific community, board members, and the community itself (Williams, Mabon, & Heim-Meyers, 2006). The chair of this strategic team was a successful entrepreneur; he involved an external firm to run research, analysis, and support to the strategic planning process. The Heart and Stroke Foundation was successful in creating a team of diversified people, from all areas of the community and the foundation itself. This small task was highly important to the success of this process, different people bring different ideas and solutions, i.e. a worker in the trenches of research may have a different outlook on the same probl...
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...strategic change. Strategic Management Journal, 8(2), 103-116.
Dyson,R. (2004). Strategic development and SWOT analysis at the university of warwick. European Journal of Operational Research, 152, 631-640
Voelker, K., Rakich, J., and French, G. (2001, Summer). The balanced scorecard in healthcare organizations: A performance measurement and strategic planning methodology. Hospital Topics, 79 (3), 13-24. http://proxy1.ncu.edu/login?url=http://search.edscohost.com/login.aspx?direct=true&db=mnh&AN=11794940&site=ehost-live
Williams, G., Mabon, J., & Heim-Myers, B. (2006). Best practice: Strategic planning in a complex environment: The health-care example. Ivey Business Journal Online, 1-6 http://search.proquest.com.proxy1.ncu.edu/docview/21679571?accountid=28180
Zuckerman, A. M. (2005). Healthcare strategic planning 2nd Ed. Chicago, IL: Health Administration Press
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.
Nerenz, D. R. & Neil, N. (2001). Performance measures for health care systems. Commissioned paper for the center for Health management research. [PDF document]. Retrieved from Systemswww.hret.org/chmr/resources/cp19b.pdf
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
The John C. Lincoln community that was used for this essay is comparatively poorer than the average, with large immigrant populations and face transportation issues that limit the ability of patient to receive both outpatient and emergency care (Honor Health, 2015). The mission statement of Honor Health is broad and perhaps uninspiring to key stakeholders, as is the organizations vision statement. Honor Health could benefit by expanding their mission and vision statements, thus increasing their value in directing and guiding their future strategic plans and goals. Randall’s (2015) assertion that a great organization is only achievable by having specific, measurable and achievable goals that are linked to the organizations vision and mission is correct; while the flexibility of Honor Health’s statements is interesting, the statements could be improved by being more descriptive and personal to the organization reason for existence and
Hino, R. (2013, September 25). Hospital Strategic Plans Must Go Beyond the Status Quo. Retrieved from http://www.hospitalimpact.org/index.php/2013/09/25/p4358
Gershon, H., & Pattakos, A., (2004). Creating market opportunities: Innovation is key. Journal of Healthcare Management, 49(1), 9-11.
The Robert Wood Johnson Foundation has been in operation for more than 40 years and has been instrumental in working to improve the status of health and the health care for all individuals within the United States of America. They hold a vision “as a nation, to strive together to create a culture of health enabling all in our diverse society to lead healthy lives, now and for generations to come” ("Robert Wood Johnson Foundation," 2014). The Foundations nursing programs has early initiatives that would improve the profession with the advancement of nurse practitioners, programs improving nursing academics, improved hospital nursing. Currently the foundation is developing leadership skills in advanced level nurses and transforming working conditions of nurses within the hospital setting. In support of nursing and in light of the nation’s severe nursing short...
At its most fundamental core, quality improvement of healthcare services and resources requires disciplined attention to the measurement, monitoring, and reporting of system performance (Drake, Harris, Watson, & Pohlner, 2011; Jones, 2010; Kennedy, Caselli, & Berry, 2011). Research points to performance measurement as a significant factor in enabling strategic planning processes and achievement of performance goals (Tapinos, Dyson & Meadows, 2005). Thus, without a system of measurement that accounts for the performance behaviors of healthcare professionals, managers and administrative employees, quality improvement remains a visionary abstraction (de Waal, 2004).
Balanced scorecards are a tool a nurse leader can use in strategic planning to assess how the organization is meeting its strategic goals and objectives. It allows for a well-rounded analysis of four different metrics: fiscal measures, customers, processes and learning and growth (Marquis & Huston, 2015). The intention of a balanced scorecard is to help “organizations set strategic goals, allocate resources, set priorities for process tasks (operations), and evaluate progress and strategy effectiveness” (Sare & Ogilvie, 2010, p. 158). Appendix A outlines the balanced scorecard for this planned change.
This addresses the environment in which nurses practices and strives for “an innovative environment where strong professional practice flourishes and where the mission, vision, and values come to life to achieve the outcomes believed to be important for the organization” (ANCC, 2008). This type of environment is accomplished by nurses working together towards a strategic plan outlined with facility policies and knowledge-based nursing and skills to achieve desired outcomes and accomplish organizational goals. I believe my facility does a great job with structural empowerment. Our nurse manager makes sure we know what our goals are as a unit. We review hospital satisfaction scores and infection rates to determine what practices need to be addressed for achieving organization and desired outcomes. We work to provide cost-effective care that exceeds national standards for excellence while working to strengthen bonds between staff members and making sure that at our facility “caring comes first”
Schmeer, K. (1999). GUIDELINES FOR CONDUCTING - A Stakeholder Analysis : A Partnerships for Health Reform Publication. Retrieved from Abt Associates Inc. website: http://www.who.int/management/partnerships/overall/GuidelinesConductingStakeholderAnalysis.pdf
The starting point of the strategic management is said to be the DESIGN SCHOOL with an emphasis on process. However this system is entirely based on the SWOT analysis. Swot stands for strength, weakness, Opportunities and Threats. Strength is a show...
In this unit, we will be discussing real-life healthcare organizations, the 5 P’s of healthcare marketing, and evaluation strategies that may be used to determine marketing potential.
The Ottawa Model of Research Use (OMRU) offers a “comprehensive, interdisciplinary framework of elements that affect the process of health-care knowledge transfer, and is derived from theories of change, from the literature, and from a process of reflection” (Graham & Logan, 2004, p. 93). It promotes research use, and could be used by policymakers and researchers (Logan & Graham, 1998). The OMRU is an example of a planned change theory, which helps “administrators control factors that will influence the likelihood of changes occurring at the organizational level and how these changes occur” (Graham & Logan, 2004, p. 2).
...ntinually evolve, a certain degree of freedom must be felt by its members, bureaucracy represents and organization from which chaos has completely been eliminated. Nurse Executives, therefore, will need to encourage staff to challenge existing practice. Given the current environment, creative conflict will need to be supported in order for our continued growth.” (McGuire, 1999, p. 9) I believe that Capital Health is on a path for success. They have modernized there organization chart causing a more decentralized environment. This new atmosphere fosters empowerment of its nursing staff. This sense of ownership over their practice provides growth not only for individual nurse, but the entire profession. This positive proactive change of the organizational structure will allow the hospital to experience continued growth and development that is propelled from within.