Veterans Health Administration Diane F. Jeanette HCA 422: Health Care Planning & Evaluation Bruce Carruthers September 6, 2010 In business there are strategies that need to be fulfilled. Starting a business or health care organization we need to use strategy planning. In the strategy planning of our business or health care organization we need to map out the mission, vision and goals that we want our business or health care organization to meet. My paper is going to be on the Veterans Health Administration strategy planning. This paper will review their internal and external assessments, competitive marketing analysis, identification of stakeholders, an overview and assessments of services provided, competencies and
These team leaders ensure adequate and efficient services are being provided to the local residence of Central West. Scott McLeod the Chief Executive Officer who has “over 25 years of health care management and planning experience in a variety of health-care settings, including hospitals and regional health authorities in Alberta, Manitoba and Ontario.” David Colgan the Senior Director, Health System Integration who “has held positions as Executive Director with the Simcoe York District Health Council; Administrator, Corporate and Clinical Services, Faculty of Health Sciences, McMaster University; Administrator and Vice President, Administration & Finance with the Clarke Institute of Psychiatry; and Assistant Executive Director, York County Hospital (now Southlake Regional Health Centre).” Brock Hovey the Senior Director, Health System Performance who “has worked in the Ontario Health Care System since 1988. He has held various positions throughout his career: Vice President of Clinical Support Services and Chief Planning Officer at Lakeridge Health; Chief Executive Officer, Whitby General Hospital; Director, Accounting and Information Systems, Cornwall General Hospital; and Manager of Ambulatory Care Services at the Dr. Everett Chalmers Hospital in Fredericton, NB.” Shellean Alman the Administrative Assistant, Health System Performance. Lynn Baughan the Director, Health System Integration. Patrick Boily the
Electronic Items Health care facility planning must encompass the types of electronic items that will be used and how to support those electronic items. Electricity is the primary concern with electronics devices and equipment. The planning stage must include the amount of computers, phones, electrical outlets, medical equipment, imaging equipment, surgical equipment, and office equipment that will need to be used on a daily basis. Another aspect to identifying the electronics needed is knowing what equipment the health care facility already has and is using that can be reused and what new equipment must be purchased. Advancements in technology may be the driving reason that new equipment is needed or simply just the age and pervious usage of the existing equipment. Understanding the current equipment and the future needs of the facility will help control budget costs.
Organizational Leadership and Team Development Marilyn Vecchio Western Governors University Organizational Leadership and Team Development UOT2 December 18, 2014 Organizational Leadership and Team Development Current Practice Setting The Family Health Center is a clinic that is under the umbrella of Bear Valley Community Hospital, a small rural hospital. The hospital is located in a ski resort town in the mountains above San Bernardino County. The next closest medical facility is an approximate hour drive on curvy mountain roads. The hospital is a standalone hospital, not associated with any other hospitals or chains. Bear Valley Community Hospital provides emergency room services, has eleven acute beds and a skilled nursing facility. Bear Valley Community Hospital accepts a wide variety of insurances and sees all ages and types of patients. The Family Health Center has a variety of specialty providers, as well as family practice. They have doctors with specialties in internal medicine, family practice, obstetrics/gynecology, pain control and chiropractic services (Family Health Center, n.d.). There is a telemedicine program that currently provides psychology services through telemedicine (Family Health Center, n.d.). There are several Family Nurse Practitioners and a Pediatric Nurse Practitioner (Family Health Center, n.d.). As a result they see patients from pregnancy through adulthood. The clinic sees patients of all socioeconomic levels and accepts
Table-1 captures all these data. The ever-changing environment in healthcare requires strategic planning teams to address a handful of specific critical issues that will lead to success in the long term. In an industry as diverse and large as health care, Scripps Mercy will face many challenges but will need to avoid the temptation during the environmental assessment phase of its strategic plan. Zuckerman (2012) states, "Failure to produce a limited number of issues to address in subsequent planning activities almost always dooms the strategic planning process" (p. 43), too often healthcare is riddled with issues; an effective environmental assessment will condense these concerns in a solid and clear way. All the new upcoming changes in healthcare reform and technology will have Scripps Mercy face many challenges in information management, their demographic served, and staff recruitment and development.
Today, health care is one of the most the important subjects in United States. There are many Private and nonprofitmaking organization dedicated to health care. This paper discusses the readiness of Kaiser Permanente as a health care organization to respond the future health care needs of citizens. This paper also
As a FQHC, LSCC’s mission is to provide care to underserved and uninsured residents of our service area. In Central Texas, people who lack health insurance are disproportionately poor and disproportionately racial/ethnic minorities. Because of this confluence of socioeconomic indicators, LSCC’s patient populations are more likely than other groups to experience health disparities which can negatively impact a patient’s life from the day he or she is born, through development, through adulthood, and up until the day he or she dies. Excess morbidity and early mortality are the indelible scars dealt by health disparities upon LSCC’s target populations. In light of this reality, LSCC must go beyond the mere provision of care to ensure that our
Individual Learning Project 1 Liberty University Accounting for Decision Making February 14, 2016 Company Analysis and Evaluation Project A Federally Qualified Health Center (FQHC) is a health center that allows patient who might otherwise not receive the critical primary care that they may need. These types of facilities help to fill crucial access gaps, allowing patient to pay according to their income on a sliding fee scale. “Congress passed FQHC-enabling legislation as part of the Social Security Act in 1989 and the application process and requirements for federal qualifications are governed under the Public Health Service Act” (Hennessy, 2013). There are approximately 1,200 main health centers that deliver care with over
An organization such as the Pocahontas Memorial Hospital (PMH) is established to be a primary care source for a rural community, serving 5% of the state’s population (Pocahontas Memorial Hospital, 2013). PMH wishes to deliver compassionate care and promote healthy lifestyles through working collaboratively with other healthcare facilities, and delivering adequate patient education, while sustaining financial viability (Pocahontas Memorial Hospital, 2016). This organization would like to offer a comprehensive satellite health clinic within Pocahontas County, as the strategy to intervene existing weaknesses and threats to the health of the community of Pocahontas County.
• the population that the health center caters to must be identified as an unserved or underserved one
Due to many changes in health service organizations’ internal and external environment, planning can be sometimes onerous (Longest & Darr, 2008, p. 366). Therefore, a well thought strategic plan will guide leaders and keep them focus on the organization’s mission. In health service organizations, strategic planning is emanated at the top level of the pyramid, then pass down to others in leadership positions (Longest & Darr, 2008, p. 366). A strategic planning process consists of many steps: a situational analysis, external environment analysis, internal environment analysis, strategy formulation, strategic implementation, and strategic control. As mentioned before, health service organization faced many challenges, a strategic planning not only helps with planning, controlling, and decision making, but it also allows management to analyze their strengths and weaknesses, as well as opportunities and threats. Again, the strategic planning process has proven to be effective when implemented by the entire organization.
The Liberty Medical Group (A) 1. Prepare a brief situational analysis of LMF for Dr. Townsend, identifying at least 3 internal issues and 3 external issue/competitive issues that are affecting LMF. Liberty Medical Foundation, which includes Liberty Medical Group (LMG) and Liberty Medical Plan (LMP), is a physician-centered, group-practiced
The paper is a presentation of a strategic analysis of hospital at home program of Presbyterian Healthcare Services in New Mexico, which seeks to improve care quality and patient satisfaction while reducing costs. The analysis identifies the key issues, conducts a situational analysis, presents strategy formulation, offers recommendations, designs the
Environmental analysis should, in theory, be part of a health organization 's strategic planning process. Case studies of Wow Hospital (WH) facilities, a community hospital are presented to determine empirically how environmental analysis was actually incorporated into the strategic planning process. It is
This report is on developing organizational vision and strategic direction. For this purpose a healthcare organization is taken for analyzing the given learning outcomes of the assignment. The first section of this report assesses the development of an organizational vision involving environmental assessment and stakeholders. Second section of this report will discuss about communication of the vision so developed to the stakeholders and finally the last section of this report makes an assessment of the implementation of the organizational vision and strategic direction.