A Review of Methodist Healthcare strategic plan

A review of a healthcare strategic plan 2008-2012 A strategic plan is normally used as an outline to the purpose of an organization. The strategic plan will often include the goals of an organization and how the organization plans to meet those goals and objectives. In addition, the plan is majorly important, as investors and stockholders look to this plan to be able to determine the likelihood of its success. The mission statement will list the intent of the organization. More specific goals of the organization are pursuit after the initial statement if necessary. In addition, more information about the organization can be included, which includes SWOT areas, or strengths, weaknesses, opportunities and other relative threats to the organization. Firstly, according to Methodist hospital the mission “in keeping with its Christian heritage, exists to provide a broad based healthcare delivery system.” Methodist strategic plan came to pass as result of a series of meetings with the entire hospital environment. Assessments of the needs of the communities, in which it serves, were discussed in-depth in these meetings. Once the data or information from the meetings had been compiled, the leaders were able to gain a better perspective as to how to approach the needs of the community. According to Kash and Deshmukh, the approach of understanding and analyzing the rural community and health care environment can use hospital admissions data, public and physician surveys, a SWOT analysis, and tools to evaluate alternative strategies. The purpose of Methodists’ strategic plan was to identify the vision and direction for the organization for 2008-2012, with clarity. In addition, to identifying the vision, Methodist plan was able to further accent with influence the essence of good sound leadership. Methodist healthcares’ corporate objective was designed to carefully plan and allocate services and resources that are required or in demand to meet the particulars of it’s’ community. Secondly, according to Methodist its’ vision “will pursue a plan to continue to build and position the hospital as a comprehensive healthcare delivery system to meet the healthcare needs and expectations of the people in the communities served.” Methodist vision , development and creation of the Methodist healthcare strategic plan was a collaborative effort that was put forth by the Methodist Hospital Organization which included members of the Methodist Hospital Board of Directors, Methodist Hospital Union County Advisory Board, Medical Staff Executive Committee, Administrative staff, and the Methodist Hospital Volunteer Auxiliary and employees. The leaders of this organization came together in unison to confirm the Methodist mission. Thirdly, the future state of Methodist strategic plan will continue to be a work in progress (WIP) for the next few years. According to Newhouse, “As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavor becomes significant for senior hospital administrators.” The 2008-2012 Strategic Plan is organized around four operating priorities that reflect the organization’s values and provide the focus for the work it will do, according to the Methodist. Clinical and Operating Excellence • The plan reflects the Board’s intent to maintain the traditional Methodist Hospital commitment to clinical and operating excellence by continuing to improve patient care, promote a culture of safety, and operating effectiveness. Community Service and Growth • The plan reflects the Board’s commitment to expand existing services and develop new services to meet the needs of patients and people in the communities Methodist Hospital services. Methodist will be a thriving organization. Medical Staff Engagement The plan reflects the Commitment to work with physicians to develop or expand services to meet community needs. Stewardship and Financial Prudence • The board is committed to ensuring Methodist Hospital’s ability to serve during turbulent times. Fourthly, by providing convenient high-quality care and rising to the challenge, Methodist has set higher standards for its organization, thus setting it apart from its competitors. These high quality care standards have embarked on a multitude of strategic priorities and have established sound foundations of a good quality organization. Each of the measurable priorities includes organizational standards, measurable benchmarks, and a commitment from upper management in achieving a high level of consistency throughout the organization. Continuous Quality Improvement (CQI) and Total Quality Management (TQM) systems are able to capture measurable and quantifiable results. From the onset information management in hospitals can also be stressful and overwhelming at times to its users. Therefore, as IT Managers in the healthcare industry and as healthcare leaders we must lessen this anxiety and make the distinction when necessary. However according to Winter, Ammenwerth, Bott, Brigl, Buchauer, Gräber “this is essential, because each of these information management levels views hospital information systems from different perspectives, and therefore uses other methods and tools.” These decision making tools or systems are able to provide a wealth of information used in making higher management level decisions. Methodist is dedicated to continued monitoring and review of its established performance expectations that are consistent with its mission for continuous quality improvement initiatives. Fifthly, outstanding Board members, a committed and capable medical staff and dedicated, knowledgeable health professionals are core components to support successful business solutions at Methodist. The support from these members is imperative as it relates to the initiatives of quality and Methodist mission and vision. In conclusion, Methodists’ strategic plan was designed to be dynamic; therefore is ready to meet the enormous challenges in a daily and rapidly changing hospital and healthcare environment. The most daunting component of the plan however, is to achieve the ideal economic and financial growth with as less burden on patients as possible. Nonetheless, Methodist like other business organizations is immobilized when unable to get the members of the organization to buy into the plan. In addition, the lack of awareness and negative perception were key issues, according to Kash and Deskmukh the prohibited the progression of a strategic plan. References Kash, B. A., & Deshmukh, A. A. (2013). Developing a Strategic Marketing Plan for Physical and Occupational Therapy Services: A Collaborative Project Between a Critical Access Hospital and a Graduate Program in Health Care Management. Health Marketing Quarterly, 30(3), 263-280. doi:10.1080/07359683.2013.814507 Newhouse, J. J. (2010). Strategic plan modelling by hospital senior administration to integrate diversity management. Health Services Management Research: An Official Journal Of The Association Of University Programs In Health Administration / HSMC, AUPHA, 23(4), 160-165. doi:10.1258/hsmr.2010.010003 Winter, A., Ammenwerth, E., Bott, O., Brigl, B., Buchauer, A., Gräber, S., & ... Winter, A. (2001). Strategic information management plans: the basis for systematic information management in hospitals. International Journal Of Medical Informatics, 6499-109. doi:10.1016/S1386-5056(01)00219-2 A review of Methodist Healthcare strategic plan www.quivvla.blogspot.com

Management constitutes a variety of tasks including the activities where people, technology, job tasks, and other resources are combined and effectively coordinated to achieve your organizational goals and objectives.

Management constitutes a variety of tasks including the activities where people, technology, job tasks, and other resources are combined and effectively coordinated to achieve your organizational goals and objectives. “Capital budgeting allows managers to perform cost benefit analysis on proposed long-term investment projects.” (Kocher, C. (2007). This process or function is a set of activities dedicated to the larger picture. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b). • Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment • Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives • Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favorable work conditions • Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise • Coordinating: interrelating the various parts of the work • Reporting: keeping those to whom you are responsible, including both staff and public, informed • Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectives Every facility manager (FM) needs to be concerned with the cost of business. “Most healthcare systems used a blend of board and department-initiated input into budget development, usually with interaction between the two.” (Smith, D. G., & Wynne, J. (2005) Your goal as FM is to improve the net revenue and cash flow of your organization through numerous strategies. In your tool kit should be ways to maximize the total cost of ownership of all the assets you maintain, namely, buildings and equipment. If at all possible avoiding cuts to personnel and those with specialty assets that are complementary to our services and programs. Secondly, budgeting is everything when it comes to determining the success of your healthcare division.” (Wernz, C., Zhang, H., & Phusavat, K. (2014) Healthcare costs have increased considerably over the past decades around the world”. It is unfortunate that some managers have yet to make it primary and the most important business function. All departments have some associations that must be cleared through the finance department which requires the full consensus between administration and hospital operations. Therefore, full communication and required and expected from all parties involves in the daily activities of running a hospital. Thirdly, budgeting and preparing financial budgets is all part of the daily business operations in the hospital and we must learn from the past so we won’t repeat the failures or yesterday. Some major budget considerations for healthcare facility managers are as follows: 1.) Do Not Budget in a Silo 2.) History and Predictive Maintenance 3.) Use the Buzzwords 4.) Benchmarking 5.) Investment in Expense Reduction Strategies Equals Revenue “The benchmarking approach is adapted, by using interview techniques along with non-participant observations in which the results have been unified.” (International Journal of Healthcare Management, 7(3), )The FM needs to be listening to the buzzwords because they are important indicators of how to capture their attention and meet business goals. Tailor your budget with information to help you understand how supporting your budget needs will help them meet challenges. In conclusion, “Health care leaders and policy makers have tried countless incremental fixes-attacking fraud, reducing errors, enforcing practice guidelines, making patients better "consumers," implementing electronic medical records-but none have had much impact.”( PORTER, M. E., & LEE, T. H. (2013). However, healthcare has become routine in the way they operate. As a result, millions of dollars worth of expenses have been removed in order to accommodate recent governmental budget cuts to healthcare programs. We must also rebuild our new healthcare infrastructure in a way that is robust and more cost-efficient in the services we offer. Though, there have some growth in the market share over the last several years there is still much needed research and development in the U.S. health care systems. References 1. Improving efficiency and community-wide practices: benchmarking through integrated pastoral care. (2014). International Journal of Healthcare Management, 7(3), 214-220. doi:10.1179/2047971913Y.0000000068 2. Kocher, C. (2007). Hospital Capital Budgeting Practices and Their Relation to Key Hospital Characteristics: A Survey of U.S. Manager Practices. Journal Of Global Business Issues, 1(2), 21-29. 3. PORTER, M. E., & LEE, T. H. (2013). THE STRATEGY THAT WILL FIX HEALTH CARE. Harvard Business Review, 91(10), 50-70. 4. Smith, D. G., & Wynne, J. (2005). Capital budgeting practices in hospitals. International Journal Of Healthcare Technology & Management, 7(1/2), 1. 5. Wernz, C., Zhang, H., & Phusavat, K. (2014). International study of technology investment decisions at hospitals. Industrial Management & Data Systems, 114(4), 568. doi:10.1108/IMDS-10-2013-0422 50% Off the Gifts Category with any purchase of $25 or more, Plus get a $10 Gift Card! Enter code GIFTS at checkout. 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