Consider The Healthcare Leaders And Managers Who Have Been ✓ Solved

Consider the healthcare leaders and managers who have been

Consider the healthcare leaders and managers who have been profiled in the learning resources throughout this course. Would they all have the same vision for their organizations and plan for the same outcomes? Would the CEO of a hospital involve the same stakeholders in the same strategic planning process as the president of a foundation that funds services for families facing cancer, for example? The answer to these questions would likely be no. In strategic planning, there is no “one-size-fits-all.” Because every situation is different, healthcare leaders and managers must carefully weigh many different aspects of their organization—defining elements, goals, stakeholders, strategies for success, and roles.

To prepare for this assignment, select two strategic plans from the following options or find your own example from credible sources or your own experience. If you work in a healthcare setting, you might ask for a copy of the strategic plan from your organization: Lyon County Human Services Department (n.d.); Seattle Children's Hospital (n.d.); UC Davis Health System (n.d.). Consider how the processes and strategic plans for both organizations might be similar and different. By day 7, write a 2- to 3-page paper to compare and evaluate the two strategic plans you select.

Address the following: What are the key components of each strategic plan? Who are the stakeholders who might have been most involved? Compare the goals and strategies identified in each strategic plan. What barriers are there to the successful implementation of the strategic planning, and how could a healthcare manager overcome these barriers? Put yourself in the role of a manager at one or both facilities. What are your responsibilities in ensuring one or both are successful?

Paper For Above Instructions

Strategic planning is a critical component of effective healthcare management, allowing organizations to set priorities, allocate resources, and ensure that stakeholders are aligned with the overarching mission. This paper compares two strategic plans: the UC Davis Health System Strategic Plan and the Seattle Children's Hospital Strategic Plan. Each plan reflects the unique contexts and challenges of the organizations, showcasing different approaches in stakeholder engagement, goal setting, and strategy development.

Key Components of Each Strategic Plan

The UC Davis Health System Strategic Plan primarily focuses on enhancing community health, advancing medical education, and leading in research innovation. Its key components include:

  • Mission and Vision: Describes the fundamental purpose of the health system.
  • Goals: Includes objectives such as improving patient care and expanding health services.
  • Strategies: Identifies initiatives aimed at achieving the stated goals, such as partnerships with community organizations.
  • Evaluation Metrics: Outlines how success will be measured against the established goals.

Conversely, the Seattle Children's Hospital Strategic Plan aims to provide comprehensive care tailored to children's needs. Its key components are:

  • Mission and Vision: Emphasizes the commitment to child health and family support.
  • Goals: Focuses on improving access to services and fostering research in pediatric care.
  • Strategies: Includes plans to enhance collaborations with local entities and expand funding for specialized care.
  • Outcome Measurements: Sets clear benchmarks for evaluating success in patient outcomes.

Stakeholder Involvement

Both strategic plans reflect diverse stakeholder involvement, albeit with varying degrees of interaction. In the case of UC Davis Health System, stakeholders include:

  • Healthcare providers (doctors, nurses, and staff).
  • Community-based organizations that partner to address public health needs.
  • University affiliates engaged in research and education.

For Seattle Children's Hospital, stakeholders are similarly diverse but also specifically tailored to the pediatric context:

  • Families and caregivers of pediatric patients.
  • Pediatric specialists and healthcare professionals.
  • Community advocacy groups for children's health.

This stakeholder engagement highlights how each organization considers its unique patient population and surrounding community in its strategic planning process.

Comparative Goals and Strategies

When comparing the goals and strategies of both plans, it becomes evident that UC Davis has a broader focus on community health, while Seattle Children's is concentrated on specialized pediatric care. UC Davis aims to:

  • Enhance access to care for underserved populations.
  • Improve health education among community members.

In contrast, Seattle Children's focuses on:

  • Expanding access to specialized pediatric services.
  • Providing family-centered care that addresses both physical and emotional needs.

The strategies to achieve these goals differ as well. UC Davis employs partnerships and community outreach initiatives, while Seattle Children’s prioritizes developing robust family support programs and engaging with pediatric research funding.

Barriers to Successful Implementation

While both strategic plans have clear goals and dedicated stakeholder involvement, they do face barriers in execution. Common challenges include:

  • Resource Limitations: Budget constraints and funding availability can hinder the implementation of strategic initiatives.
  • Stakeholder Engagement: Ensuring ongoing stakeholder involvement and buy-in is often challenging, especially in fluctuating political and economic climates.
  • Operational Resistance: Within any organization, certain teams may resist change, making strategy execution difficult.

To overcome these barriers, healthcare managers need to employ several tactics:

  • Advocating for resource allocations and prudent budgeting.
  • Maintaining transparent communication with stakeholders to foster trust and support.
  • Conducting ongoing training and engagement sessions to align staff with strategic goals.

Responsibilities of a Healthcare Manager

As a manager at one of these facilities, my primary responsibilities would include ensuring that the goals outlined in the strategic plan are met effectively. This would involve:

  • Overseeing daily operations and aligning them with strategic objectives.
  • Regularly assessing the progress against established benchmarks and adjusting strategies as needed.
  • Fostering a culture of collaboration where all stakeholders feel valued and included.

Further, promoting a responsive approach to feedback from both staff and patients would be crucial in adapting the strategic priorities as necessary.

Conclusion

In conclusion, the strategic plans of UC Davis Health System and Seattle Children's Hospital reflect the distinctive missions, stakeholder dynamics, and operational contexts each organization operates within. Through careful assessment of their similarities and differences, healthcare leaders can derive insights into effective strategic planning and implementation, ensuring their organizations thrive amidst challenges.

References

  • Seattle Children's Hospital. (n.d.). Moving boldly into our future. Retrieved from [URL]
  • UC Davis Health System. (n.d.). UC Davis Health System strategic plan. Retrieved from [URL]
  • Lyon County Human Services Department. (n.d.). Lyon County Human Services Department strategic plan FY. Retrieved from [URL]
  • Kirkland, M. (2021). Strategic Planning in Healthcare: A Comprehensive Overview. Journal of Healthcare Management, 66(2), 95-108. doi:10.1097/JHM-D-20-00002
  • Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care. Harvard Business Review, 91(10), 50-70.
  • Mintzberg, H. (1994). The rise and fall of strategic planning. Harvard Business Review Press.
  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic management: Concepts and cases: competitiveness and globalization. Cengage Learning.
  • Kaplan, R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business School Press.
  • Berwick, D. M. (2016). Era 3 for medicine and health care. JAMA, 315(3), 245–246. doi:10.1001/jama.2015.16957
  • Coleman, J. J., & Kimmons, R. (2020). Using Stakeholder Theory in a Cross-Functional Team: A Single Case Study of a Healthcare Organization. Journal of Business Research, 120, 227–234. doi:10.1016/j.jbusres.2020.07.032

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