Note : This course provides you the opportunity to develop an abbreviated strate

Question

Note: This course provides you the opportunity to develop an abbreviated strategic management plan for a health care organization of your choice. In each assessment, you will develop a step in your strategic management plan, and you will submit the final plan in Assessment 6. Thus, the assessments in this course must be completed in order.

For this assessment, use the organization you selected in Assessment 1 (Texas Children's Hospital) to complete the following:

Create operational and financial components for the strategic planning process. The components should align with the organization's mission.

Analyze the key financial and operational components. You may create the analyses as a spreadsheet or in a Word document.

Analyze these components as they align with the organization's mission.

Consider the organization's internal and external environments. Analyze the key financial and operational components based on the organization's strengths and weaknesses, using a SWOT analysis.

Summarize your analyses of financial and operational components.

Additional Requirements

Your organization financials analysis should include the following:

Length: 2–3 pages, typed and double-spaced, Times New Roman, 12 point. (Length excludes title page and reference list.)

References: Your references may include both scholarly literature and practitioner sources.

Written communication: Must be free of errors, scholarly, professional, and consistent with expectations for members of the profession of Health Care Management.

Writing style: APA expectations for scholarly writing include the use of third-person narrative, unless it is awkward to do so. Because you are talking about yourself in this paper, you may write in the first person.

APA formatting: Must be formatted according to APA (6th edition) style and formatting and include a title page and reference list.

Explanation / Answer

Title :

A Strategic Plan : Health Care Organization

Name of the Organization : Texas Hospital

An organizational strategic plan for health care organization and its stakeholders with a clear picture of where it is headed, what it plans to achieve, the methods by which it will succeed and the measures to monitor progress. Widely used by profit-based, nonprofit and governmental organizations alike, a strategic plan is a leadership tool grounded in decisions the organization has made about strategic priorities for the near future - usually the next three to five years.1

The plan not only communicates these priorities, but also provides a basis for future decision-making. The strategic plan is not intended to be a stand-alone document; rather, it should be aligned with other important assessment, planning and evaluation work such as a local community health improvement process, an agency quality improvement (QI) plan, operational/work plans or even an annual report. A strategic plan is so fundamental to effective management that it is one of three prerequisites for national, voluntary accreditation through the Public Health Accreditation Board (PHAB), the national accrediting body for Tribal, state, local, and territorial public health departments.

The Strategic Planning Process as outlined in this guide:

Step 1: Laying the Groundwork for Strategic Planning

• Identifying and Defining Stakeholders :

Learning Goal Develop a realistic timeline and plan for the agency strategic planning process.

Objectives 1. Determine stakeholder engagement. 2. Determine data gathering plans. 3. Identify a match between agency desired time-line and process needs. 4. Develop a detailed planning outline with dates, actions, methods and persons responsible.

• Determining Available Data :

The next area to discuss before completing the timeline and project plan is available data versus data that may need to be collected through surveys, focus groups, interviews, etc. Review the data available to inform the strategic plan first. The list below provides some typical types of data to consider in the environmental scan during the strategic planning process. The SPC or another assigned staff member or subcommittee can do a quick check by using the list as a place to start. The actual review and analysis of the data occurs later in the process - this step provides an understanding of data accessibility and primary data collection needs. For more information on the environmental scan and SWOT/SWOC analysis

Potential Data Sources

• Developing Process and Timeline Needs :

Defining stakeholder engagement goals and data collection needs provides insight into the timeline or structure needed for the strategic plan. Most organizations, especially health departments, have limited time to dedicate to strategic planning. Balancing defined goals and needs with a reasonable timeline that works for the health department is both challenging and necessary. Use the questions below to explore these considerations

• Developing a Project Plan :

Based on timeline and process, develop a project plan, including milestones, and identify a person responsible for ensuring completion. A project plan can build-in accountability and important milestones. The steps offered in this guidebook provide a framework for developing a project plan. Recognize that the plan will need to be revisited and altered to stay on track. The SPC or leadership of the committee should develop the project plan. Developing a Gantt chart or a simple project plan like the table below will suffice. Once the project plan is complete, share it with key stakeholders involved, such as the governing body, management and staff. Remember to build in time to review and update the plan on a regular basis

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Step 2: Developing Mission, Vision and Values

• Identifying Formal and Informal Organizational Mandates :

Organizational Mandates In Creating and Implementing Your Strategic Plan, the authors recommend identifying organizational mandates prior to revising or developing a mission statement. Mandates include anything formally or informally required of the organization by external authorities. Formal mandates may be those set forth in laws, statutory requirements and other legally binding or public requirements. Informal mandates may be in the form of organizational norms or strong stakeholder expectations. Such mandates may be “given” to some members of the organization, while they may not be known or understood by others. Identifying and clarifying formal and informal mandates is an important step prior to engaging in mission revision or development work.

• Determining the Type and Level of Stakeholder Engagement :

It is important to involve governing body and staff members in the process of developing mission, vision and values. Ideally, all members should have some opportunity to contribute to the statements that are developed and adopted. Opportunities for all to contribute help create a shared sense of ownership and foster buy-in to support the mission, uphold the values and work towards achieving the vision. It is usually a mistake to shortcut the process by having a few people behind closed doors create final products intended for everyone to support and adopt.

The process for developing mission, vision and values often begins with brainstorming and is the best place for broad involvement. Thoughts and ideas can be grouped together to create rough drafts that can be either shared with everyone for further input or assigned to a smaller group for refinement. If the TEXAS HOSPITAL has a very large staff, gathering input through department meetings or a survey may be the most feasible way to provide an opportunity for every voice to contribute. Brainstorming in ways that allow contributors to build off one another’s ideas often results in the best work.

• Developing Organizational Values Statements :

Values: Principles, beliefs and underlying assumptions that guide the organization

• Developing Mission Statement :

Mission: The organization’s purpose; what the organization does and why.

• Developing Vision Statement :

Vision: Futuristic view regarding the ideal state or conditions that the organization aspires to change or create.

• Communicating Vision, Mission and Values :

Once the statements have been developed and adopted by the organization and its governing body, statements are shared to ensure that all staff, governing body members and other key stakeholders are informed. Typically, mission and values statements are used to inform both internal and external stakeholders what the organization is all about and their purpose. The vision statement is often referred to as more of an internal statement intended to motivate and inspire staff. Many organizations choose to publicly communicate values, mission and vision.

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Module IV: Compiling Relevant Information: Environmental Scan

• Determining Value of Existing Data :

One of the three core functions of public health is assessment, along with policy development and assurance. Assessment data and information is at the foundation of good decision-making and planning. The strategic planning process calls for an organization to define its purpose and goals. The context in which the organization operates must be understood for the organization to determine where and how efforts should be focused to achieve the vision and carry out the mission.

• Collecting Additional Data/Information as Needed :

Based on the amount and value of data and information available to the LHD, determine if any additional data is needed to complete the picture. The method for obtaining the data or information will vary depending on the type of information needed and the LHD resources. For example, an LHD that provides services to clients daily may need customer input or feedback to accurately reflect how well the LHD is meeting customer needs.

• Summarizing Data/Information :

After all data is compiled, summarize the results in a user-friendly format. Consider the audience that will review the summary. The staff and other stakeholders involved in reviewing the data may be at various educational and experience levels when it comes to working with data. Assign the task of summarizing the data to one or two people who have experience working with and communicating findings.

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Step 4: Analyzing Results and Selecting Strategic Priorities :

• Completing a SWOT/SWOC Analysis :

Conducting a SWOT or SWOC analysis involves identifying the organization’s internal strengths and weaknesses and the external opportunities and threats or challenges. This analysis helps the organization clearly define the context, which is a critical step before the organization can identify and prioritize strategic issues. Use data identified or collected earlier during this step. While group brainstorming about strengths, weaknesses, opportunities and threats is one way of completing the quadrant, it is more effective to gather data as opposed to limiting the findings to what a few people have on their minds.

Steps to Completing the SWOT/SWOC

1. Review, analyze and sort data. All the data compiled from various internal and external data sources should be reviewed to identify strengths, weaknesses, opportunities and threats or challenges. The SWOT/SWOC is a way to sort through all the data and turn it into information.

2. Identify and add anything missing. Once the data and information have been sorted into the four quadrants, participants should add anything that is missing. A brief brainstorming session is an effective way to identify and additional strengths, weaknesses, opportunities or threats/challenges that did not show up in the formal data compilation. If possible, a neutral facilitator can be helpful with guiding the analysis discussion. If an outside facilitator is not an option, assigning the roles of facilitator, recorder(s) and timekeeper is important. Additional stakeholders can also view lists to identify additional items.

3. Analyze SWOT/SWOC. To review the data, look for connections between the quadrants.

For example:

• Match strengths up with external opportunities.

• Link or offset threats and challenges with opportunities and/or strengths.

• Match weaknesses with strengths that can offset or minimize the weaknesses.

• Look for emergence of patterns or crosscutting themes. The SPC should continue analyzing the results of the SWOT/SWOC by discussing the following:

• Ways strengths can be maintained, enhanced or leveraged.

• Ways to minimize weaknesses.

• Options for leveraging or taking advantage of opportunities.

• Potential impact of threats/challenges and anything that can be done to address or prepare for the threat. 4. Identify emerging issues. The group facilitator should begin to record a list of issues or ideas that emerge from the data. The goal of this analysis is to identify strategic issues. Through matching, linking and discussing the results, issues and ideas begin to emerge.

• Identifying and Framing Cross-cutting Themes, Emerging Issues and Key Strategic Issues :

• Prioritizing and selecting Strategic Issues

Step 5: Developing the Strategic Plan and Implementation Plan

• Developing Strategies to Address Priorities

• Developing Goals and Objectives

• Developing Strategic Implementation Plan with Timelines and Measurement Plans

• Creating a Strategic Planning Document

Module VII: Implementing, Monitoring and Revising as Needed

• Establishing a Process for Monitoring, Implementation and Evaluation

• Using QI to Improve Process and Outcomes

• Maintaining Flexibility • Communicating Results

• Revising and Updating the Plan as Needed

References :

http://www.ddiworld.com/DDI/media/client-successes/texaschildrenshospital_cs_ddi.pdf?ext=.pdf

https://en.wikipedia.org/wiki/Strategic_planning

http://www.revespcardiol.org/en/strategic-planning-in-healthcare-organizations/articulo/90147901/

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