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MMHA 6999 Strategic Planning In Health Care

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MMHA 6999 Strategic Planning In Health Care Question: The strategic planning process is essential for all organizations. Strategic plans help organizations leaders and stakeholders keep sight of their missions and visions, achieve their goals and objectives, and address their challenges and issues. As a health care leader, you must be able to develop a strategic plan and use it to drive your organizational decision making. For the Final Project, you develop a comprehensive strategic plan to address challenges that have adversely impacted a health care organization. Answer: Mission is referred as a statement that signifies the purpose of an organization. It defines about the nature of the organization and for whom it works. The mission of HCHHA is to treat people in their own environment. It works for people who are ill, disabled as well as healthy. Their prime focus is to prevent the disease, to stop its progress in patients and to lessen the effects of disease in patients suffering from unavoidable disease. They provide quality care with respect to therapeutic and nursing care. They provide such care to people having no shelters or institutions and disabled. They also provide healthcare advices to healthy people, families, special groups (NGOs) and even to the entire community to promote healthy lifestyle (Traberg, Jacobsen & Duthiers, 2014). Vision statement Statement of vision is the future image of the health organization. Content of vision defines the aspirations of the organization. The HCHHA is also committed to implement its mission. The strategic vision of HCHHA is to provide every people of Hillsboro to access quality healthcare efficiently. The prime visions are as follows: Value the local community and let them access quality healthcare Achieving clinical excellence by applying multi-disciplinary care finally to create an environment in which patients, as well as the care provider can be involved to attain better healthcare The vision of HCHHA is to let every individual access quality healthcare because of their training programs and patient care quality. Their positive relationship with trained and qualified nurses, doctors and various healthcare professionals defines their reach in healthcare quality. The ultimate vision is to be known as leading healthcare home in Hillsboro country, which provides Medicare certified care. Core values  Core values of an organization are values and principles that binds the company, its customers and all the other stakeholders in one thread. It is a patient centered, interdisciplinary program to meet the maximum ethical values (Ovseiko et al., 2015). The values are as follows: Integrity: integrity of an organization is referred as the ethical behavior of the staff, as well as the ethical quality of their active norms, operations and decision-making ability of that organization. In HCHHA, the actions of the staff properly defines what are they doing and what are the values they stand for. They perform their work honestly and carefully by placing everything in the right spot. As an organization, they readily accepts their faults and take liability for it. Caring:  The care giving process of a health care organization should be sincere, respectful and equal to individuals of the society, irrespective of their caste-creed, sexuality socio-economic status, race and gender. The HCHHA staff follows this ethical morale and treats every patient with dignity and respect and equal concern. Service Excellence: the commitment of the staff is to achieve the standards of excellence and to fulfill the expectation of the community the serve they are ready to dedicate themselves. To achieve this excellence they provide patients with telehealth care facility. Other than these patients, they provide face-to-face medical care (Ovseiko et al., 2015). Safety: the staff values every patient brought to them by their families and try to repay them by providing quality healthcare. They prioritize their work according to the statute of medicine and try to protect the patients from harm. They also create a healthy environment to work and try to maintain the wellbeing standards as well (Rajaram et al., 2014). Strengths: Location is the prime strength of HCHHA. Situated in two prime locations, Hillsboro and Jasper helps them to connect to huge amount of population easily. Positive reputation among the community is another major strength of the HCHHA. Martha Washington, RN and MHA serves the HCHHA as its executive director. She is expanding the existing services and introducing new services for betterment of the society. Weaknesses: Prime weakness of HCHHA is lack of physicians in the board of directors. The board of directors are a group of businesspersons who did not know the details of healthcare. Therefore, the need of a healthcare expert is necessary. Some of the employees are older; hence, their productivity is low compared to the younger generation. Decreased financial income is another major drawback for the company. the office of jasper is unable to meet the financial target. Opportunities: The property of the Hillsboro office is worth 1.2 million. HCHHA can improve their digital marketing and advertisement skills to reach to large amount of population. The HCHHA can team up with health insurance companies and managed care organizations to gain some sponsorships. Threats: As the number of home care organizations are increasing day-by-day, threats for HCHHA are increasing evidently. The re-certification procedure for physicians are important, however the HCHHA is unable to do so. Grand Strategies Or Long-Term Strategic Priorities  The long-term strategies that the HCHHA should focus are as follows: In the era of surveys and Social Medias, patients are able to share their experience to the whole community. Therefore, it is very important for a healthcare home to focus on the patient experience (Gopal & Kumar, 2015). Every new patient comes to avail treatment after getting peer reviews that encourages him or her to receive care. Therefore, positive words of mouth is very important for any organization. Measurement and rating system is prevailing these days making the healthcare system more transparent. Hence, the HCHHA should focus on the areas that can affect its quality healthcare rating and make changes to achieve those (Kash et al., 2014).   The HCHHA should introduce new payment system in their organization. The orthodox model of “fee for service” should be replaced with “pay for value”. This step will enable the customers to feel connected with the organization (Steinbauer et al., 2014). The organization should focus on the clinical integration procedure. Clinical integration is associated with healthcare management. Without these data and database, it is tough to manage healthcare. The organization should be aware of their needs related to capitals. Long-term strategies cannot become successful without proper capitals or loans. Hence, the company should understand its requirement and try to collect those capitals for future usage. Tactical And Operational Plan  Tactical plans of an organization are a set of short-term goals focusing on the current operations that are running in the organization and set up a range of time to achieve that. in HCHHA there are several operations going on such as personal care operations, private care operations, community health operations and tele-healthcare. These operations should have short-term goals as to be successful in long run. The organization has to be aware of the contributions every operational team as the cumulative contribution of all team members help the organization to become successful in the end. Operational plans are the linkage between tactical plans and long-term strategies proposed for the healthcare organization. The objective goals are the milestones of the long-term success the organization achieves with time. This plan focuses four questions, what the company is in present, where the company wanted to be, how it can reach that place and how the company measures its progress. Authorities of Hillsboro healthcare home should focus on these four aspects and perform group meetings with every operational team to understand how much they have reached and how long they have to go. Key performance indicators  Key performance indicators (KPI) helps an organization to analyze and define its progress while achieving its mission or goals. Once the organization has analyzed the target or mission and has defined its short-term goals, to measure the success it needs a measurement tool named KPI. The HCHHA should also include these tools in their organization and perform weekly meetings to assess their progress and implement required steps to fasten the process. Change management plan Change management plan is a strategy that helps to manage the process of changes the organization has proposed. It ensures to control the budget, scope, resources, schedule and communication. These management plans also helps to lessen the impacts on the organization’s business, employees, customers and stakeholders. Reason for change and scope: The prime reason for change management in HCHHA is decreased financial incomes. The organization has a positive impact on its customers; however, it has failed to generate revenues from the market. The Jasper office of this organization is failed to perform as well. Hence, a proper management change need to be proposed to rebuild the reputation of the organization in the healthcare sector. The other reason to implement the change management plan is lack of Medicare-certified hospice in the organization. For all the last-stage cancer patients or dementia patients prefer to seek care from Medicare-certified hospices hence, the healthcare home should introduce this specific operation in the organization to serve a broad array of patients within the community. Organizations readiness for change The HCHHA authorities are ready to implement the changes as they feel that the communication between the clinical person and the business officers should be clear. Hence, to mend this issue, change in the management or authoritative level should be imposed (Shea et al., 2014). According to Judy Herman, the RN appointed for quality improvement and utilization review mentioned in her comments that, the management team reviews the operations in the organization weekly to inspect and solve any problem visible. Hence, it is evident that the employees are ready to accommodate in the routine where they can discuss their short-term goals, strategies and KPIs weekly (Henderson et al., 2013). Strategy The first strategy to increase the level of care provided in the institution. The company should increase the amount of devoted resources and attention to treat the community health division. By this way, the company will be able to provide Medicare-certified hospice care. Furthermore, it will help to expand the scope of services the company offers to the community to meet the vision and mission as well. Along with providing the quality healthcare, the employees will help to educate the community with importance of healthcare and will contribute to create a healthy society. Team Structure / Responsibility To implement changes in the organization, every team has to be active and positive to those changes. The employees should help to promote the changes in the entire organization. IN HCHHA as well, operational teams should help to promote the changes in the other departments and try to be accustomed to the changes. Inactivity of older employees contributed in the weakness of the organization. Hence, the management should take important steps regarding these employees. Sponsor roles responsibility In any change management plan, the role of sponsors and other stakeholders is very important. The sponsors should provide the organization with capitals or loans to implement the materialistic changes. Stakeholders and authorities should arrange capitals from market to implement the long-term changes in the organization. Planning implementation To implement the long-term changes plan, implementation should be slow and consistent. Changes can put positive or negative impact on the work, employees and customers. Hence, the implementation should be low so that every can be accustomed to it (Mutale et al., 2014). Change management resistant plan  Implementation of changes can be harsh for some employees. As the older employees are unable to deliver the quality performance in the organization, they have to leave the job. However, to resist this situation the organization can introduce pension facilities for them so that they can actively take part in the proposed change for their work place. Younger staff can be appointed in their place to fasten the process. Incentive and celebration of success As the change management process is lengthy and time consuming, the employees and support staff can fall short of motivation. In this scenario, the employees should be motivated by celebrating the short-term success. The employees can also be provided with incentives and awards to motivate them achieve future goals for the organization (Al-Adwani, 2014). Timeline/schedule of activities The above Gantt chart describes the timeline needed for this change to be implemented. At first, the company need to arrange capitals and loans from sponsors or other insurance companies so that the organization can buy materials such as beds machineries. Three month of the year was appointed for this goal. While working on the goal, the authorities and employees should work on areas that can enhance their quality report and ratings in peer review. They should focus on quality of healthcare and hygiene. After receiving the loans and capitals, the company can focus on clinical integration, advertisement that can take up six and three months simultaneously. After achieving all the goals, training should be provided to the staff to make them accustom to the changes. Budget for change management  Requisite Amount ($) Loans 1,00,000 70,000 30,000 200000 Organizational deposit Sponsors Machinery and other amenities 40,000 Training 20,000 Communication 20,000 Advertisement 40,000 Clinical integration 45,000 Improvement in quality rating 25,000 Total- 2,00,000 This is the proposed budget distribution for the change management plan of HCHHA. as the property of Hillsboro worth $1.2 million, the authorities will be able to grant a loan of $1,00,000. Sponsors will provide the organization $30,000 and the organization will use its $70,000 to make a fund of $2, 00,000. The organization will spend nearly $40,000 to buy machines and other important amenities. Training and communication will cost approximately $40,000. Clinical integration will cost around $45,000 and other improvements could take $25,000. Hence, the company will be able to spend $2, 00,000 in the first year of change management plan.   Conclusion  In this critical analysis of the Hillsboro Country Home Health Agency (HCHHA), the assignment has discussed all the problems it is facing. The HCHHA organization has positive reputation in the community as it provides quality healthcare regardless of caste-creed, religion and gender, however it is also facing financial and organizational crisis. Therefore, a change management plan has been proposed to combat the emerging problems of this organization. The organization has a long-term mission and vision to achieve and maintain its core values. The goals, strategies, team management, training plans has been discussed and to complete these strategies the timeline needed and budget required has also been mentioned. References  Al-Adwani, A. B. (2014). The Extent to Which Human Resources Managers in KNPC Believe in Human Resource Investment. International Business Research, 7(4), 132.Cocks, G. (2014). Optimising pathways for an organisational change management programme. TQM Journal, 26(1), 88–97.  Gopal, S., & Kumar, D. M. (2015). Strategic interventions in tackling poor performance of service departments: Study on Muhibbah engineering. Journal of Economics and Behavioral Studies, 7(4), 6–13. Retrieved from  Henderson, S., Kendall, E., Forday, P., & Cowan, D. (2013). Partnership functioning: A case in point between government, nongovernment, and a university in Australia. Progress in Community Health Partnerships, 7(4), 385–393.  Kash, B. A., Spaulding, A., Johnson, C. E., Gamm, L., & Hulefeld, M. F. (2014). Success factors for strategic change initiatives: A qualitative study of healthcare administrators’ perspectives. Journal of Healthcare Management, 59(1), 65–81.  Mutale, W., Stringer, J., Chintu, N., Chilengi, R., Mwanamwenge, M. T., Kasese, N., … Ayles, H. (2014). Application of balanced scorecard in the evaluation of a complex health system intervention: 12 months post intervention findings from the BHOMA intervention: A cluster randomised trial in Zambia. PLoS One, 9(4).  Ovseiko, P. V., Melham, K., Fowler, J., & Buchan, A. M. (2015). Organisational culture and post-merger integration in an academic health centre: A mixed-methods study. BMC Health Services Research, 15, 417–443.  Rajaram, S. S., Grimm, B., Giroux, J., Peck, M., & Ramos, A. (2014). Partnering with American Indian communities in health using methods of strategic collaboration. Progress in Community Health Partnerships, 8(3), 387–395.  Reid, M. F., Brown, L., McNerney, D., & Perri, D. J. (2014). Time to raise the bar on nonprofit strategic planning and implementation. Strategy & Leadership, 42(3), 31–39.  Shea, C. M., Jacobs, S. R., Esserman, D. A., Bruce, K., & Weiner, B. J. (2014). Organizational readiness for implementing change: A psychometric assessment of a new measure. Implementation Science, 9(7), 1–15.  Steinbauer, R., Renn, R. W., Taylor, R. R., & Njoroge, P. K. (2014). Ethical leadership and followers’ moral judgment: The role of followers’ perceived accountability and self-leadership. Journal of Business Ethics, 120(3), 381–392. Traberg, A., Jacobsen, P., & Duthiers, N. M. (2014). Advancing the use of performance evaluation in health care. Journal of Health Organization and Management, 28(3), 422–436. Walston, S. L. (2014). Strategic healthcare management: Planning and execution. Chicago, IL: Health Administration Press.  Chapter 13, “Strategic Change Management” (pp. 291–307)

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