Question

Please answer the following questions in 300 words count in your own words for the following question. Construct a 3 to 5-year strategic plan that is related to a specified health care organization of your choice. The organization may be not-for-profit or for-profit. Complete a SWOT analysis, and include the following:

2. Internal weaknesses are related to deficiencies in resources and capabilities that hinder an organization’s ability to accomplish its mandate or mission. Write out and discuss 8 to 10 weaknesses that you consider the highest priority for the organization of choice.

Answer 1

1.

*A SWOT analysis is a popular analytical tool used to asses the internal strengths and weaknesses and the external opportunities and threats of an organization or a decision.

*SWOT means that:

is a popular analytical tool used to asses the internal strengths and weaknesses and the external opportunities and threats of an organization or a decision.

*Strengths: are the internal factors that are positive compared to competitors. e.g corporate image, highly skilled workers

*Weakness: are the internal factors that are negative compared to competitors. these factors are likely to prevent or delay the business from achieving its organizational objectives.

*Swot analysis can be used to provide a good framework for :

1. Evaluating business proposals or ideas
2. Assessing opportunities for the development and survival of the organization.
3.Strategic Planning
4.Competitor analysis
5.Reviewing strategy
6.Risk assessment

*Advantages of SWOT:

1. Completing a SWOT analysis can be quite simple and quick.
2. It can be used for a wide range of decisions, such as how to react to the threat of a competitor.
3. A SWOT analysis helps to determine the organization's position in the marketplace and therefore aids the formulation of a corporate strategy for its long-term survival.
4. The SWOT framework encourages foresight and proactive thinking, rather than relying on emotional or intuitive feelings.
5.it can help reduce the risks of decision making by demanding objective and logical thinking.

*"Strategic planning is a deliberative, disciplined approach to producing fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why."

*Strategic plan sets the direction for the organization and, though a common understanding of mission, vision, goals, and objectives provides a template for making decisions that move the organization forward.

A strategic plan that reflects the operations accurately—and can understand the business aspects and strategy of the hospital a get a better idea of where the organization is running effectively and where it needs improvement.

*Strategic plan (3 to 5 year):

1. Look 10 years out.

A few ways healthcare has changed in the last six years. But those things won’t remain stagnant. So it’s critical to practice what is often called creating an envisioned future. To do this, answer the following questions to the best of the knowledge:

• What changes are coming to the healthcare industry over the next 5-15 years?
• Where is regulation headed?
• How is the practice of medicine evolving?
• What treatments, research, and operations will be changing?

2. Look at your role in this future.

In this step, we need to consider what kind of healthcare clinic or hospital you are (i.e., for-profit, research, children’s, etc.) and determine how the healthcare strategy is being affected by changes around you. For example, if there are a number of new urgent care clinics coming to your area, how will you fare? Will they be a source of competition or a lead for additional revenue?

3. Create your objectives.

When we create an objective, it should be focused on what the organization is trying to accomplish strategically. So we had wanted to consider what the hospital’s goals are and how those goals link together. You obviously want great health outcomes, but where do finances fit in? And what about the staff, skills, and technology?

4. Measure your goals.

Need to think through how we are going to measure the high-level organizational goals. we want to consider the following:

• What measures are critical for our plan?
• What other things must you measure for regulations or other reporting requirements?
• How much of this can you overlap?

5. Add your initiatives.

Initiatives—also referred to as “projects” or “activities”—are key action programs developed to achieve objectives. Most organizations will have 1-2 initiatives underway for every one of their objectives.

Our initiatives should include all projects over a certain dollar amount (related to the size of your organization). We may choose the dollar amount to get your top 10-15 strategic initiatives, which should be discussed at the leadership-team level. Make sure we have a business plan for the initiative and that it links to some part of your strategic plan.

6. Add responsibility and accountability to your strategic plan.

The first five steps have helped you build your strategic plan—and while it may seem like an in-depth process, building the plan is the easy part. But executing your plan appropriately and achieving your objectives over the course of your guideline is much more difficult. The best way to ensure that this happens is to have clear roles and responsibilities laid out in the strategic plan:

• Who is responsible for employee turnover? Is it the HR department or is it the responsibility of each department’s management team?
• How are you going to make decisions related to a particular cost curve?
• What people interact with each objective on a regular basis?

Making sure individuals both on the administrative side and in the medical profession have clear roles and responsibilities will help ensure you work together as a team and have more effective healthcare strategic planning.

7. Report on your plan.

In order to build credibility inside and outside your organization, you need to show that you are living by the strategic plan you’ve created.

• Have a process in place to regularly review your plan and the information in it. Most organizations look to report out on how they did with their strategic plan after 3-5 years, at the end of the plan. The reality is that in order to increase the odds of achieving your plan in this timeline, you should be examining it more regularly during that time frame. Most people do this on a monthly or quarterly basis, discussing the progress they’re making and making adjustments along the way.
• Make sure you have the right balance of medical and administrative staff in your meetings to have an informed discussion about the strategy. If the right people aren’t in your high-level healthcare strategic planning meetings, the meetings aren’t going to be very successful.

2. Strengths and weaknesses are often internal to your organization, while opportunities and threats generally relate to external factors.

Strengths and weaknesses are often internal to your organization, while opportunities and threats generally relate to external factors. Strengths and weaknesses are often internal to your organization, while opportunities and threats generally relate to external factors. Many different methods are available for studying adverse events and hazards caused by the health system, and they each have strengths and limitations.

An error is the failure of a planned action to be completed as intended. It has been defined in terms of failed processes with or without harm. The term “incident” is increasingly used for error. It is a failure in decision-making, or a failure in the process of care needed to implement good decision-making, that has the potential for causing, or that results in an adverse event.

• What could you improve?
• What should you avoid?
• What are people in your market likely to see as weaknesses?

A realistic recognition of the weaknesses and threats that exist for your effort is the first step to countering them with a robust set of strategies that build upon strengths and opportunities. A SWOT analysis identifies your strengths, weaknesses, opportunities and threats to assist you in making strategic plans and decisions.