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why is strategic planning important in heathcare
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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
‘Though it is intricate to demonstrably prove in quantitative terms that the balanced scorecard can deliver efficiency improvements at the start of its implementation, it can be shown in quantitative terms that a well designed fully cascaded balanced scorecard system should address the needs of a health care system. ’ (Radnor and Lovell, 2003, p. 105)
The Robert Wood Johnson Foundation (RWJF), a philanthropy organization, has been involved in health matters facing Americans for over 40 years with focus to child and family wellbeing, health coverage, health leadership and workforce, health systems improvements and healthy weight. Since its inception in 1972, RWJF support has grown and is now the largest philanthropy body devoted exclusively to health in the nation (RWJF, 2015). In this paper, the author discusses the RWJF Committee initiatives and their effect on nursing education, nursing practice and nursing workforce development, the role of action based coalition and expound on the state of Oklahoma Campaign team report.
First, there is a group called Leadership 2020. The goal of this team is to vision what the possibilities are in the health care industry and through brainstorming, data analysis, and trending determine what AHC should look like and be like regarding culture, product, service, etc. in 2020. This is activity is very much a conventional way of strategic planning as the leaders look internally and externally, determine strategy for the next 3 -5 years that will help the organization accomplish its vision and mission (McNamara, n.d.). The other strategic planning model is Alignment. The alignment model of strategic planning seeks to align all business segments with the achievement of the organizational goals (McNamara, n.d.). When reviewing AHC’s strategic plan it was obvious that all business segment line leaders aligned on the overarching goal of “Strategies enclosed support that AHC is a Not-For-Profit, Full Service, Health System Owned, Non Acute Provider Dedicated to Integrated Population Health that produces a Total Return on Investment for its Member Health Systems. DEEPER WIDER BETTER” (Executive Leadership Team, 2016). The strategic plan lists out each business segment, each process improvement or innovation strategy, and the personal accountable as well as the time frame for which it will be
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).
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
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.
...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.
The future of healthcare is ever changing, and with that comes change management, which brings individuals on board with that change. According to Vora (2013), the change management model includes first, determine the need for change. Second, prepare and plan for the change. Third, implement the change. Finally, sustain the change (Carroll, 2015). As a leader, I feel that it is my obligation to not only continue with my education, but to aid others in furthering their education and
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).
The Balanced Scorecard has emerged in recent years as a performance measurement system in various organizations. This paper will discuss the origin and concept of the balanced scorecard and how it was first implemented. We will then review the criticisms on the balanced scorecard methodology as well as analyse the strengths and weaknesses of this performance measurement tool.
At Mayo Clinic, the organization is driven by the needs of the patient and providing an unparalleled experience through integrated clinical practice, research and education for all patients. Analyzing the strategic plan for Mayo Clinic and identifying and summarizing long-term and short-term plans helps to develop an outlook for the future. “US News & World Report ranked Mayo Clinic as one of the 21 “Best Hospitals” in the United States in 2009” (Jones, 2010, p. 52.), and has been on this list for last 20 y...
If asked what strategic planning is one could interpret it as simply a road map that can guide the organization in the right direction. It is very unlikely that an organization would know which direction to take without a sense of direction. Managers are faced every day with decisions that have a major impact on the direction the organization must take, therefore, strategic planning can play an important role in guiding managers in the right direction. In other words strategic planning is a tool that management can use to give them a sense of direction that will guide them in doing a better job and to ensure that all the members of the organization are working toward the same goals
The notion of the Balanced Scorecard was described as "a framework for multi- dimensional performance evaluation and performance management." This framew...
Strategic management is a universal concept that can help many different fields with their planning, their mission, and their competitive advantages. One huge similarity between Marketing, Supply Chain Acquisition, Human Resources, and Information Systems is the use of a SWOT analysis. A SWOT is an “analysis, which takes information from an environmental analysis and separates it into internal strengths and weaknesses, as well as its external opportunities and threats” (Investopedia, 2016). This is important in any field since it can potentially help identify a competitive advantage as well. What is interesting is that these SWOT analyses are used in such differing ways all to accomplish the same