Stategic Planning for The University Hospital Bristol NHS Foundation Trust

Through research carry out on this website, we have been able to determine that there are several key elements that embody the MHHS strategic plan for growth and development. And also how MHHS has been recognized for world-class proficiency in clinical care, cutting-edge technology, and service to its uninsured patient population (nearly 31%).

While Carson is developing a financial plan, she should also look to develop a completely new strategic plan for the company that sets the tone for how the company is going to direct itself for the next 3-5 years. This is another good opportunity to get the board involved and to make them a part of the conversation of what direction they want to move the company toward in the coming years. Carson should stress the companies market position with them and what they could do to improve on that position. Barclay Memorial is licensed for 400 beds but last year operated only 275 beds with an average daily census of 249 patients. Despite these low numbers, the number of deliveries last year was at an all time high with 3,216 and this number is likely to increase the following year. Surgeries also totaled 6,201, which has the potential to increase, if Carson can get the hospital on board with expanding the number of surgeons at the hospital to handle increasing patient volumes. Orthopedics should also be a topic of conversation as it is in a position to grow in the future. By looking to improve on these services, Barclay Memorial can expect to improve on their position in the market.

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.

Through those discussions a draft was proposed that called out specific strategic efforts over the next four years. Specifically as we focus on the next two years we thought it appropriate to focus our strategic efforts in five areas; Quality Improvement, Complex Delivery, Growth, Value-based care, and internal Optimization. Five areas that were not called out as specific strategies, but need to be maintained are; Financial Strength, Culture of Compliance, Effective Workplace, and Positive County, State, and Federal Relationships. The thought is that it’s a good time

RECOMMENDATION  There is “an inherent conflict between best care and financial performance”. The CEO states that “Finances are not, and never have been, our primary concern.” However, the business must address its decreasing profitability to be able to continue to survive. This will become even more urgent if the reduced government spending that the CEO foresees happens.  The organizational culture is high quality care, high-performance and non-profit which must be taken into account in any solution. The healthcare business has a clear focus and is very successful at continually improving its patient care and processes.  While clinical performance improvements have resulted in revenue losses for the Intermountain healthcare business the Intermountain health plan, SelectHealth, and other health plans that buy Intermountain health care services have benefitted. Intermountain needs to translate these benefits into additional profits to support its main business, healthcare.   Its skill at providing this care should translate into significant market advantage for SelectHealth and for Intermountain when selling

To organize and present my strategic plan, I plan on going through the information that has been developed over the course. I will introduce myself, the team members, and review the Grinnell Regional Medical Center mission statement. I will then move into the SWOT analysis and the strategic SMART goal that has been developed. I will review the important stakeholders who were identified. Next, the action plan will be reviewed and describe the business functions that will be impacted during the implementation of the plan. I will give an overview of the evaluation process including the metrics to be utilized, along side of an explanation of the control method that will be utilized to ensure that the plan is successful.

The first step in improving the status of the hospital is to have a sound management and supervision body. The management needs to move beyond the basic worker analysis, and venture into performance management ways that will strategically

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,

Middlefield Hospital is in an urban area where patients should have access to the best quality healthcare possible. Middlefield needs to offer their patients a triad of care, which includes access, cost and quality of care. There are many factors why a patient may not be able to access care, such as lack of health insurance or financial resources, therefore Middlefield needs to ensure the population that we are affordable and the patient will receive the best possible care regardless of their financial situation. Cost refers to the total expenditures related directly and indirectly to the provision of healthcare. It is imperative that the hospital manages these costs as effectively and efficiently as possible so that these costs do not reflect to our patients and their care. Quality of care can be conceptualized by two measures, process and outcome. Process measures look at the specific components of providing care and assesses whether these concepts are effective in achieving the desired outcomes, i.e., did the patient receive the appropriate care for the diagnosis in the ER? Outcome measures evaluate the end result of care and assess whether treatment has produced the desired outcomes, i.e., did the patient have a heart attack

This plan functions as a guide in conducting daily business activities as well as making short-term and long-term decisions (Lorette, n.d.). Also, it includes a communication plan which will help the organization in promoting the hospital on national as well as international stage. In addition, there are sales plan and customer service plans which will help the organization to interact with the current and future potential customers

Alongside the SHCA’s bilateral work with NHS and government partners, we carry out our own work programme, determined by our members’ views on the most pressing issues facing patients living with rare and complex conditions. The SHCA’s work is currently centred on three priorities: patient

The mission is successful negotiation of fair wages, safe working conditions and exemplary patient care. Can the nation’s labor unions help nursing healthcare professionals meet these mission goals? Battles are currently being fought to preserve and reform the Nation’s healthcare system. Along with proposed changes to the affordability and accessibility of medical care, healthcare providers will be faced with challenges of patient-to-provider ratios, rising costs, falling salaries/benefits and change in patient care roles. Will quality care be provided and will the

As the hospital seeks to deliver exceptional patient care, a quality management program must also confirm that laws and regulations are obeyed, liability and losses are controlled, and that revenues progressively grow. In the process of creating this plan, the administration sets short-term goals that will lead to the realization of defined long-term goals.

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.

From the historical background, after the World War II, Budd, Warino, and Patton (2004) informed that collective bargaining (CB) occurred as a result of extreme nursing shortages, causing the poor economic and working condition for nurses. Initially not promoting the CB since nursing was considered a calling more than an occupation, Budd et al. (2004) narrated that after realizing the need to preserve the nursing profession and the nurses’ welfare, the American Nurses Association [ANA] established the State Nurses Association to represent nurses in the bargaining duties. Thus, collective bargaining existed to empower nurses in gaining autonomy over their practice, control over essential resources, and protest against policies affecting patients’ safety. What follows will be discussion of personal experiences and opinions on CB, contract negotiations, roles of the facility administrator in CB, and manager’s responsibilities in CB.