Individual Assignment Strategic Plan Part I

HCS/589 Health Care Strategic Management

Strategic Plan Part I- Organizational Structure

The frameworks around which an organization is structured and the foundations that keep a business operational are it structure. Organizational structure is what conveys partakers how an organization is positioned together. Furthermore, it is how an organization functions. The structure of an organization is how stakeholders are selected, assessments are made and how partakers are acknowledged. Health care organizations will develop long term and short term growth through the evaluation of future and operational goals.

The Organization

Flagler Hospital will be used to evaluate the different components used in the strategic planning process during the next few weeks. Flager Hospital is a 355 bed, acute care center that is consistently recognized nationally for overall clinical excellence. The hospital has consistently ranked among the top 5% in the nation for clinical excellence and patient safety for nearly a decade that is dedicated to delivering the best care to individuals (flagerhospital.org). Using the tools associated within strategic management I will be developing and implementing advanced ambulatory services that will offer treatment to patients on outpatient services. Its primary targets are patients who have been referred from consultation rooms, discharge from Flagler hospital, or referred from the emergency department. This program is set to help achieve quicker rehabilitation and optimized healthcare for patients using a multi-modal pathway. This is an evidenced based practice that the hospital seeks to replace the traditional practice. The model entails patient education, optimizing nutrition, fluid balance and pain management (Varadhan et al., 2010). This model helps the hospital to reduce the average length of stay for specially selected patients.

Mission and Vision

To advance health without compromise and to guarantee the public has the right to excellent patient care that is demonstrated, timely and socially appropriate. Flagler hospital services are provided with integrity by professionally skilled and committed individuals who value accountability plus openness. This care is maintained by innovative research, technology, and education. Flagler’s hospital vision is to become a national model for community-based care and to help the populations by providing outstanding healthcare that is based on research and, education. (flagerhospital.org). Putting patient interest first, Flager hospital will be the leading healthcare organization in the nation by progressing the wellbeing of the people of the nation and beyond.

Values

Flagler hospital is anchored on values that include; Integrity– doing what’s right at the right time and place. The main focus is put on the best interest of the patient. The patient-centered approach will be prioritized. Collaboration– the success of the hospital and improvement in performance will depend on teamwork where everyone in the system is working as a team. Compassion– patients, families, learners, guests and colleagues are treated with kindness and empathy. The hospital put priority in connection with families, and patients individually and personally and engages them as partners in decisions that touch on care. Accountability– the hospital is collectively and individually responsible for the work it does and the outcome and experience of every patient. Respect– a commitment to privacy and confidentiality (flaglerhospital.org). The hospital honors and respects patient’s rights and values the differences between individual groups. Feedback is encouraged and hospital actively listens to patients and chose the most appropriate way to deliver crucial information timely.

Strategic Planning Model

Flagler hospital uses the basic model of strategic management that includes Environmental scanning, Strategy formulation, Strategy implementation and Evaluation and control. This type of rational planning model predicts that as environmental uncertainty increases, corporations that work more diligently to analyze and predict more accurately the changing situation in which they operate will outperform those that do not (Wheelen, 2013).

The Strategic Plan and Organization’s Mission, Vision, and Values.

Mission, values, and strategy are linked carefully to ensure the success of the hospital. The crucial role played by strategic planning is to bring into line the organization’s mission to its mission. This acts as the initial point for planning while the vision serves as the endpoint unto which the organization must reach regarding service delivery. Without mission and vision and the values to guide the journey, the plan becomes a vacuum with no direction whatsoever.

According to Swayne, Duncan, and Ginter, (2012), the strategic plan acts as the roadmap through which missions is navigated to the vision. Values act as the checks and balance for developing strategies and tactics. Any policy that goes against the values must be reconsidered. In this case, the hospital seeks to be the best care provider within the nation. Its mission is to advance healthcare without compromise. The strategic plan, guided by values like compassion, collaboration, accountability and respect acts as the road map used to achieve the plan.

Organizational Structure

The utmost class of the hospital organizational structure is headed by the board. The board oversees the overall management of the hospital, formulates a strategic plan and decides on the future of the hospital. Just below the board is the administration which is headed by the general manager. The general manager answers to the board and is responsible running of day to day activities of the board. Under administration, the hospital has four departments namely, information services, therapeutic services, diagnostics and support services. Information services department further has mini departments in human resources, information systems, medical records, billing and collection health education and admissions.

Key leaders

While every staff at Flagler contributes immensely to the success of the organization, key individuals such as the CEO, CFO, CNO, Director of ER, Director of IT and Director of Ambulatory Services are at the leadership level and make a decision that affects the hospital. The clinical and administrative staff play a crucial role as they are they are the forefront for implementation. For most healthcare institutions, it is not possible for every person to be a complete participant in the strategic planning process. Decision making is protracted if everyone must have a say and a consensus may never be reached (Wheelen, 2013). The first group is directors whose mandate is to run the hospital. Another category is executives who are at the top management level. They receive instruction from the board of directors and are tasked with implantation of the various hospital activities. This group is led by a chief executive officer and it forms the core of management. Likewise, department administrators who are assigned department of the hospital. At Flagler’s, there are four departmental managers who answer to the executive. Subsequently, the patient care managers, these are individuals charged with the responsibility of directly overseeing the patient.

Chain Management Model

Flagler uses Provista as the change management model. Based in Irving, Texas, Provista is a leading supply chain improvement company dedicated to strengthening financial and operational performance for its 70,000 sites in the health care, education, hospitality and corporate markets nationwide (www.healthcarefinancenews.com). The introduction of the Advanced Ambulatory Service is likely to receive resistance at the early stage. The hospital will carry out a step by step blue print of the program to convince leadership of the importance of the new program. It is anticipated that the awareness campaigns will yield acceptance and the hospital will come to a hundred percent agreement to this program.

Governance

Governance is critical in realizing strategic goals. Top management provides insights and led the team in implementing new strategies. Poor governance means project deliverables cannot be fast-tracked in time thus positives cannot be realized from such a project. It on this ground that the role played by governance in ensuring the goals are met is underscored. Management ensures there is a plan in the first place and the outline implementation procedures which must be followed and then the monitoring and evaluation.

Value Chain and Delivery Service

The hospital will form alliances with the metropolitan players to ensure there are physician engagement and exchange of best practice ideas. Through a market focus strategy, the hospital seeks to achieve an optimal balance of local, regional and national function markets. On target market, the hospital expects the population to double by the year 2020. However the aging population and is also projected to increase and pose new health challenges. The economic status of the population is mixed with both advantaged and disadvantaged groups within its population. Nonetheless, the hospital position itself to offer services to even those outside the metropolitan area.

The hospital offers services easy access, 99% patient satisfaction, no lengthy check ins along with other great services. Moreover, the programs focus on ambulatory settings with physician-level ambulatory patient data being sought to improve physician-patient and family engagement. Flagler Hospital accepts both Medicare and Medicaid insured patients, and self-sponsored patients are also billed at the hospital too. Moreover, the hospital is embarking on new payment models and restructured primary compensation to a panel based model. Through the advanced ambulatory service, the hospital follows up on patients and treat emerging conditions before the same are taken back to hospital thereby reducing the average length of stay.

Flagler’s value chain elements act as assets that it uses to realize its strategic plan. The changing population, geographical location as well innovative advanced ambulatory service are key factors that the hospital will use as a launching pad to realize its vision.

Conclusion

The primary motivation for Flagler Hospital is providing health care services that reflect the need of the community. However, this dedication will be challenged in the next five years by growth in population, aging population, and also increase in population through births. It is imperative for Flagler to manage its resources very well and in the most efficient way. This will be demonstrated in the upcoming weeks during the creation of Flagler’s strategic plan.

References

Florida’s Flagler Hospital optimizes supply chain with Provista. (2011, July 12). Retrieved from http://www.healthcarefinancenews.com/

Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2012). Strategic management of health cares organizations. John Wiley & Sons.

Varadhan, K. K., Neal, K. R., Dejong, C. H., Fearon, K. C., Ljungqvist, O., & Lobo, D. N. (2010). The enhanced recovery after surgery (ERAS) pathway for patients undergoing major elective open colorectal surgery: a meta-analysis of randomized controlled trials. Clinical Nutrition, 29(4), 434-440.

Wheelen, T.L., Hunger, J.D., Hoffman, A.N., & Bamford, C.E. (2015). Strategic management and business policy:Globalization, innovation and sustainability (14th ed.). Upper Saddle River, NJ: Pearson.