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... ... middle of paper ... ...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.
MSK has been effective in this area by implementing and continuously working towards efforts to educate and provide opportunities for everyone on all levels opportunities to be involved and succeed. The success of MSK over the years have not been left up to one individual but it has been a collaboration of individuals. The organizational structure and care model at MSK is aligned with their mission and value that reinforces the importance of safe, effective, and competent care. The collaboration efforts of various departments, units, programs and individuals all account for the sustainability of MSK’s organizational care model. This type of success has been implemented by holding everyone at MSK regardless of their position accountable for their overall
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 ...
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
...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.
A strategic planning process is developed from a SWOT analysis (Harrison, 2010). When a nurse begins to plan strategically, this entails organization, adjustment and management to strengthen operations within the healthcare organization (Nelson-Brantley & Ford, 2017). Due to an ever-changing environment within a health
Meeting the changing needs of healthcare today is a challenge for any organization. Meeting the challenging needs of tomorrow is even more perplexing. Centura Health, however, has a strategic plan in place for addressing the health care needs of the citizens in Colorado and Kansas for the next decade. Centura Health 2020 is designed to transform the future of health care for their patients and their surrounding communities. Using three pillars to define their vision, Centura Health plans to strengthen their foundation, move upstream to manage health, and create systems of care. With a focus on wellness and affordable care, their slogan for their strategic plan, “get better, get different” sums up their intentions. With their solid, well thought-out
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
The current health care system can be difficult to navigate and often medical centers need management tools to help them develop strategic plans within their organizations. The SWOT-Analysis is one strategic tool that health care centers can use to formulate a roadmap for their organizations. The SWOT-Analysis examines internal capabilities (strengths and weaknesses) and external developments (opportunities and threats) when determining a strategic plan for an organization (Van Wijngaarden, Scholten, & Van Wijk, 2012). Van Wijngaarden et al. (2012) explains for SWOT-Analysis to prove meaningful throughout an organization, it is important for stakeholders to be part of the brainstorming to identify its’ internal capabilities and external developments. However, there are a few drawbacks to the using the SWOT-analysis tool that are important for health care centers to remain cognizant of when developing their strategic blueprints. Helms and Nixon (2010) state the SWOT-Analysis can be vague and too simplistic when developing a strategic course for an organization; it can be difficult to classify variables into the four SWOT quadrants; and no definite strategic path is identified after the SWOT-analysis is completed. For these reasons, they explain it can be helpful to use additional analysis tools in addition to the SWOT-analysis. One such tool the U.S. Army Medical System uses is the balanced-score card. The balanced-score card can assist health care centers in the clarification of their strategic objectives and goals, and facilitates communication throughout the organization (Chan, 2006). Chan (2006) also reveals balanced-score cards allow for constructive employee feedback l...
A mandate will be made through this health care reform plan that will make providers more involved in the care of their patients. Steps will be taken to help increase the number of physicians in areas experiencing shortages along with incentives for physicians to become family practitioners. Preventative care will be the focus therefore annual checkups and routine procedures will be covered by all insurances. A coordination track where doctors, nurses, and other providers work effectively and efficiently in teams, analyzing the outcomes and processes of care to rid the system of waste will be created (Cortese & Korsmo, 2009).
This case study will look at the connections and the factors that surrounded the organizational transformation within NYC Medicaid program. I’ll be using the Nadler-Tushman Congruence Model to outline and evaluate the changes the program implemented to improve its strategic processes. Today’s business market and the fiscal constraints our nation is undergoing have placed hyper-competitive demands on organizations throughout the US. Additional demands have forced organizational leaders to incorporate change from a higher strategic level down to the operational tasks. Most organizations are becoming extremely lean in their operational strategies and as a result have reduced costs and its work force.
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...
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
With regard to the healthcare organization, it is essential to develop strategic plan and a clear vision so that the patient focused care will be at par with the organization process that is conducted on operational and on a daily basis.