Kelsey Seybold Organizations: The Strategic Planning Process

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 contains its strategic plan that addresses issues relating to network growth, nurse staffing, resource management and patient satisfaction.

Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique

Healthcare and health information technology (health IT) are undergoing transformative change at an unprecedented pace. Strategic planning has become a major discussion point among CIOs, CTOs, CMIOs, and IT Directors. Whether it is implementing enterprise-wide electronic health record (EHR) systems, working toward compliance with the “meaningful use” EHR Incentive Program, enabling patients’ involvement through PHRs, transitioning to ICD-10, establishing insurance exchanges, becoming an accountable care organization, or even deploying a medical home, healthcare executives are confronted with a confluence of high-priority initiatives.

Centura Health is their region’s largest hospital system that is faith based and not-for-profit, located in Colorado and Western Kansas. This system includes 15 hospitals plus more affiliated hospitals, over 100 physician practices, senior living communities, Flight for Life, Centura Health at Home, and laboratory services (Centura, 2014). The power, size, and large scale of this system causes it to be a god system to analyze during states of change. Currently, there are a lot of changes that are occurring throughout the healthcare system due to the Patient Protection and Affordable Care act that was signed into law by President Barak Obama. This act has called for a change to increase accessibility to healthcare, reduce the costs that are associated with healthcare, reduce the amount of duplication, and reduce the amount or errors (Herrington, 2010). Centura has created a strategic plan to address these changes and many other changes. Centura Health’s strategic plan is known as the Centura Health 2020 strategic plan. This strategic plan outlines long and short term goals. These goals, as well as previous goal, will be analyzed to understand how they plan on creating the need for change to ensure the successful implementation, as well as, understanding their historical approach to strategic change. Many organizations will look at past successes and failures to understand what went right and wrong to recreate, or avoid, those successes

Strategic Planning is an essential first step in the development of a result-base accountability system,” (Schilder, 2013, p. 1). In strategic planning an organization must know their goals, missions, and how to reach them. Health care facilities are in huge demand for the elderly and for people who lives in low-income communities. A person who receives good quality health care services can prevent the spread of contagious diseases. This paper will describe the need of the community, population it is serving, and a brief description of the facility.

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.

Without strategic planning, several things can go wrong including missing out on great opportunities. Strategic planning is an organization’s outline to help achieve its purpose. Although strategic planning begins at the top of the pyramid, it is more effective when it is carry out as a whole among other in the organization. Having a good internal control system in place protects an organization from high risk, fraud, and more. Jackson Memorial Hospital has several weaknesses which are similar to its competitors and other health care organizations. For instance, Mount Sinai Medical Center one of Jackson Memorial’s competitors, encountered lack of strategic planning that led to many issues such as with readmissions, surgical complications,

Strategic Planning: Due to the current issues, both internally and externally, the organization is facing, Dr. Townsend is challenged to prepare an action plan to implement the proposed strategy needed to restore the organization back to financial health and improve the morale among the physicians and support staff. Another course of planning Dr. Townsend will challenge is the organizations old structure into a way that all patients will be satisfied.

This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.

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 implementation of strategies, and concludes with benchmarks for success which utilize contingency plans. It is outlined how Presbyterian Healthcare Services are well suited to use the Johns Hopkins home care model. PHS will require adaptation, Market entry and competitive strategies that are rational to enter the market as outlined. As a recommendation, PHS should underline their commitment of creating a community of early adopters, and should consistently work to that end by providing guidance to more organizations. Implementation strategies are initiated in the form of service delivery and support systems that underline the implementation of the directional, adaptive, market entry and adaptive strategies. The benchmarks for success are based on how well the issues have been addressed by the integrated system, namely the results.

Trinity Hospital is a 150-bed facility located in the southeast United States. The hospital offers a range of services varying from internal medicine to neurology, and boasts a dedicated nursing staff and community-recognized excellence in patient care. While the hospital stands out in terms of excellence in several distinct areas of patient care, Board members an other higher-ups within the Trinity community have begun strategically planning for significant upgrades to the hospital in terms of what type of care is offered to patients being treated at Trinity. A strategic plan targeting oncology, orthopedic, and cardiovascular care has been developed in hopes of generated new revenue, new clientele, and new status for the hospital should these plans be carried out.

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

The central concept of marketing is the exchange of something of value between the provider and the purchaser. Determining what the consumer need, want and desire and delivering it better than the competitors is the goal of marketing (Longest, Rakich and Darr, 2000). Healthcare is becoming more business oriented and using marketing tactics to increase consumer use of the services and products the health care system offers. Ensuring marketing of the right products and services is successful the organization’s mission and marketing need to be in alignment. This alignment begins with the strategic planning process, which

When one talks about the top organizations in medicine, whether it is with regards to research, education, or treatment, the conversation is certain to include Johns Hopkins Medicine. Johns Hopkins Medicine is a leader in the healthcare environment today (U.S. News University Connection, 2015). Their leadership in the industry is surpassed by few as they are dedicated to transforming healthcare through numerous research opportunities that will impact the health of all individuals. This paper will discuss the strategic plan of Johns Hopkins Medicine by identifying both long-term and short-term goals. In addition, strategic thinking along with key stakeholders will be discussed. And finally, the discussion will conclude with the strategies evident in the plan.

Having a clear vision is extremely important in order to accomplish goals in life and a well-defined strategy is essential in order to fulfill that vision, thereby, both visioning and strategic thinking go hand in hand. As Souba (2004) states that, “[v]ision without a strategy is a daydream; strategy without vision is a nightmare’” (p. 447). It is evident how this competency is essential in each and every sector, in my opinion; this competency will help in the betterment of healthcare sector as well. This paper will address the importance of having a clear strategy and vision pertaining to the healthcare sector and illustrating a case in the light of it.