MHA FP 5010 Assessment 4 Strategic Plan Objectives and Balanced Scorecard

Sample Answer for MHA FP 5010 Assessment 4 Strategic Plan Objectives and Balanced Scorecard

Introduction 

In the past weeks, a TOWS analysis was done to find out how well the Angels Home Healthcare Florida can stay competitive, continue offering better services and minimize the rate of Covid-19 infections and impacts. From the analysis, it was noted that that there was a need to come up with a strategic plan. Various strategies will be helpful for the organization in collaboration with the local authorities in supporting the initiatives and monitoring the progress as well as the management process. As such, four specific strategies have been identified, defence strategy, reinforcement strategy, confrontation strategy, and offensive strategy. Again a directional strategy was explored to help the organization achieve effectively achieve the goals. Therefore, this presented focuses on the strategic plan objectives

Revised Aims, Vision and Values

As a part of the directional strategy, Angels Home Healthcare Florida has Aims, vision and value statements. These, together defines the direction that the organization plans to take. Mission is to create an exceptional experience and care for the seniors in the home health care, memory care, and assisted living. The Vision of the organization is a portfolio of health care and long-term care services to meet the needs of the seniors every time and ensure safety within the next decade. The Value statements include: To build a long trusting relationship with the clients, Responsiveness to our clients and staff is our priority and Integrity is our top guiding principle.

 Gap analysis: desired versus actual position

While the organization’s mission is clear on whom they serve and why they serve the population, the mission does not state what kind of image to project to others and what things they bring to the table that others do not. While the organization has a vision, the vision’s timeline is not specific but indicates the next decade. Usually, a good vision should cover from three to five years. Again in terms of value statements, while the organization has value statements, these statements do not reflect how the staff can adhere to these values in the next two and half decades. From this analysis, it is evident that the organization’s directional strategies should be modified to qualify to be among the effective directional strategies.

Overarching Strategy One

The overarching strategy one is connected to the offensive strategy that was formulated earlier. While other sub-strategies were formulated that support the offensive strategy, only one has been used in writing the SMART objectives

Undertake frequent training programs detailing health waste management for the home health care service professionals connected and associated with Angels Home Healthcare.

The smart objective have been created for the first item and listed below:

We will conduct training sessions twice a month by outsourcing trainers to improve staff knowledge on waste management.

Within three months, we will ensure that every staff attends training to improve their knowledge on waste management.

We will achieve an improvement in effective waste management by at least 40%within the first six months of the training.

Overarching Strategy Two

The overarching strategy two is connected to the confrontation strategy that was formulated earlier. In the earlier stages, three different but related sub strategies were also formulated. However, only one was used in drafting the SMART objectives. The strategy is as follows: Exploit and apply the benefits and versatility of telemedicine by the healthcare team in the remote care for every patient considered a non-priority during the ravaging pandemic. From this strategy a total of three SMART objectives were formulated and are as listed below.

We will increase the use of telemedicine by at least 20% by screening for clients who do not need to be visited physically.

We will improve the awareness of telemedicine use among our staff by at least 75% by the end of the second month.

We will increase our existing telemedicine equipment by 25% through acquisition and purchase of more relevant equipment.

Overarching Strategy Three

The overarching strategy three is connected to the reinforcement strategy that was formulated earlier. In the earlier stages, three different but related sub strategies were also formulated. However, only one was used in drafting the SMART objectives. The strategy is as follows: Managing and limiting the total number of the patients to be visited at home by the Angels Home Healthcare health professionals. From this strategy a total of three SMART objectives were formulated and are as listed below.

By the end of second month we will limit the number of visits to 70% of the original number to reduce infections.

We will reduce the number of our professionals visiting patients at their homes by at least 50% by the end of the third month.

We will train our staff at least once a month on the importance of limited physical contact to reduce infection rates.

Overarching Strategy Four

The overarching strategy four is connected to the defence strategy that was formulated earlier. In the earlier stages, four different but related sub strategies were also formulated. However, only one was used in drafting the SMART objectives. The strategy is as follows: Offer and make available the material and financial resources that can be used to effectively separate and appropriately pack and move the health waste from the homes that are potentially hazardous. From this strategy a total of three SMART objectives were formulated and are as listed below.

We will apply for funding to increase the number of equipment used in separating hazardous health waste by at least 20% by the second month.

We will acquire more safe packing materials to ensure an improved and safer collection of waste.

We will increase the efficiency of moving hazardous waste by at least 40% by the end of the third month

Performance Indicators And Associated Metrics

Even though the home health care services help reduce congestion in the hospital, the COVID-19 pandemic has brought various complications that need reformulation to help protect the patient and their families and healthcare professionals. Even before the pandemic, the management of waste practice needed some adjustments, and the coming of the pandemic only added to the need to make appropriate adjustments in reactions to the changing care landscape. However, the utilization of the proposed strategies will likely keep the organization competitive by achieving the goals. However, the performance indicators and associated metrics should be noted. The first performance indicator is improved waste management. The other is appropriate use of personal protective equipment which has various associated metrics such as reduced number of Covid-19 infection and Total number of Staff putting of PPEs. These performance indicators and associated metrics will be a reflection of completed strategies.

Analysis

From the TWOS analysis, it was evident that the organization has various threats and weaknesses that can connive to quickly push it out of market. However, the existing strength mean that appropriate strategies could be formulated to lead the organization to success. Therefore from the analysis, it is important to note that the organization is in a position to accomplish the set goals. The implication is that every stakeholder’s contribution will be key and everyone will be expected to carry out their duties diligently. However, it is worth noting that there are immediate concerns that have to be addressed as soon as possible. For instance, the staff need to be trained, particularly on handling and disposing hazardous healthcare waste. The ravaging effects of Covid-19 also mean that efforts have to be focused on minimizing the rates of infection.

Recommendation of new strategic plan strategies

Based on the balanced score card various recommendations can be put forth to help the organization achieve the set goals and improve operations. One of the recommendations is that the organization needs to focus more on the personal protective equipment. It is evident that the organizations serves old population who may need care through physical contact. Therefore, the best option is to boost the use of the personal protective equipment. Sorting and disposing hazardous waste has been a major challenge hence forming parts of threat. Therefore, the organization should seek for more resources that can help in appropriately sorting the waste. The organization should also formulate a committee to oversee the institution’s goals of improved care during the Covid-19 pandemic.

References

Angels Home. (n.d). Home health care. https://angelsseniorliving.com/services/home-health/

Baird, A., Eaton, R., & Sumner, A. (2019). Digital Health Strategy: An Updated Approach to Teaching Graduate-Level Health Information Systems. The Journal of Health Administration Education, 36(3), 263. https://www.ingentaconnect.com/content/aupha/jhae/2019/00000036/00000003/art00004.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. John Wiley & Sons.

Izzetti, R., Nisi, M., Gabriele, M., & Graziani, F. (2020). COVID-19 transmission in dental practice: brief review of preventive measures in Italy. Journal of dental research, 99(9), 1030-1038. https://doi.org/10.1177%2F0022034520920580