Strategic Plan & Literature Review - Assignment Example

Strategic Plan and Literature Review Name Institution Table of Contents Table of Contents 2 Part 1 3 Strategic plan 3 Importance of strategic planning 5 Issues for inclusion in a strategic plan 7 Mission definition 7 Analysis of the External Environment 7 Analysis of internal environment 8 Stakeholder importance and involvement in strategic planning 9 Values of a strategic plan for the HIM Department 10 Issues impacting HIM Department to be addressed 11 Rational conclusion 11 Recommendations 12 Part 2 13 Strategic Plan: 13 Health Information Service at Samsa Hospital 13 Executive Summary 13 Introduction 14 Vision, objectives and intervention 15 SWOT Analysis 17 Strengths 17 Weaknesses 17 Opportunities 18 Threats 18 Strategies and how specific goals will achieve the strategies 19 Policy and Resources Strategies 19 Data Management 20 Statistics: population-based surveys 20 Health and Disease Records 20 Risk Management and Identification 21 Clinical and patient safety 22 Workforce 22 Communication and information 22 Legal and financial 22 Part 1 Strategic plan Adams (2005) considers a strategic plan to be a well-thought-of management tool that outlines systematic processes through which an organisation sketches out plans to transform from its current state to a future desirable state. Grant (2003) made a parallel assumption when he pointed out that s strategic plan is a criteria for decision-making that an organisation adopts and implements to direct its framework of activities towards fulfilling an organisational objective. Paula et al (2012) assert that a strategic plan is a practical structured process an organisation executes made up of dynamic applies of certain proposed external opportunities for engaging and creating internal competencies with the objective of realising an organisation’s mission and vision and adding value to the stakeholders. As an alternative, strategic plan can also be understood within the earlier framework of Dutton and Duncan (1987), who defined strategic planning as a combination of activities carried out to identify the future desired state of an organisation and to establish guidelines for identifying an organisation’s future state. These imply that when an organisation behaves in a consistent and reliable manner over a considerable duration of time, then it could be considered as having a strategy in place. The strategy consists of a means selected by an organisation to transform itself to a future desired state (Hrebiniak, 2008). To this end, two critical aspects can be identified. Firsts, it is perceivable that the unit of production in any strategic plan is the organisation rather than individuals. Second, strategic plan has a definite transformational objectives since it identifies the existing features that apply to the organisation it is to be applied to, it create a vision of the desired state an organisation wants to assume and lastly, it outlines the actions and guideline needed to transform the organisation’s existing state and the desirable one. The two explanations reflect a perspective Paula et al (2012) shared. Dutton and Duncan’s (1987) earlier assumptions can also be drawn within this context. In a later study, Lawlor (2005) opined that the term strategic is made up of two components that need to be underscored. The first describes the decisive significance that need to be placed on something valued as having a strategic role. He further suggested that the term should be related to the medium-term or long-term future state of more than three years as a contrast to the term ‘operation’, which defines a time horizon of less than one year (Lawlor, 2005). As discussed above, it is indeed perceivable that the strategic planning process is programmable, rational, systematic, holistic, as well as integrates the short-, medium- and long-term, hence enabling health organisation the capacity to centre on the pertinent and lasting changes to meet a desirable future state. Importance of strategic planning According to American Society of Clinical Oncology (2009), among the most compelling reasons why a health organisation should engage in strategic planning is the speed at which forces within the organisational setting is changing, and hence need to keep pace with the speed of change. Still, American Society of Clinical Oncology (2009) elaborates that several other benefits can be derived from strategic planning. For instance, the process of strategic planning promotes collegiality as well as creates milieu through which one can focus the direction of transforming the organisation away from patient care. American Society of Clinical Oncology (2009) added that the process promotes an open and creative exchange of ideas such as laying out disagreements regarding plans to transform an organisation and determining effective solutions. The American Society of Clinical Oncology (2009) suggestion is less specific. Indeed, Paula et al (2012) suggests more specific benefits of strategic planning. In their analysis of the significance of strategic planning in health organisations, the researchers suggested five indicators that suggest why health organisations need strategic planning. First, strategic planning enables health organisations to fulfil the changing client demands, and to keep pace with the changing client needs. In their view, an increasingly demand, more informed and more non-loyal client base that has the capacity to choose between alternatives has created the need for strategic planning. Paula et al (2012) explains that if hospital organisations assume that patients are the sole clients, it appears apparent that they would be treating patients in future who are better informed, more aware of their rights and have increased capacity to choose between alternative health settings. Strategic planning lays a road map for organisations to gain competitive advantage over the competitors. According to Paula et al (2012), strategic issues feature as the vehicle for addressing individual organisational concerns and translating them into actions. Dutton and Duncan (1978) explained that when individual issues are framed as strategic issues, individual concerns within the organisations are provided with increased likelihood becoming operational. According to Dutton and Duncan (1978), the strategic planning process features as a performance program capable of absorbing uncertainties regarding future organisational plans and reducing that information load that decision-makers face. Strategic plan assist in efficient allocation of limited organisational resources. Paula et al (2012) supported this function by alluding to the idea that a likely to the state of affairs is the enlarged obligation for health organisations to allocate resources rationally. Adams (2005) translated the importance of strategic planning based on its definition. In his view, strategic planning is a valuable tool that helps in creating clarity of purpose, focus, and alignment to organisational resources. Adams (2005) added that most healthcare organisations have a strategic plan, which they however face difficulty in translating into particular actions that can lead to effective future performance. In fact, such scenarios can jeopardise an organisation’s viability. Adams (2005) further comments that difficulty lies in the lack of clarity in what a strategic plan is and should entail. A strategic plan therefore creates simple and clear visions. Issues for inclusion in a strategic plan Empirical evidence draws attention to the coexistence of informal and formal strategic planning process. Paula et al (2009) highlights three successive phases involved in inclusion of issues of concern into the strategic plan. These include definition of the vision, mission and values of the strategic plan, analysis of the internal environment, and strategic formulation, which consists of analysis of the external environment. Mission definition Paula et al (2009) defines mission as a written statement describing the final objective of the organisation. Hence, the mission statement include organisational features such as targeted clients, the services offered and anticipated change as well as the geographical area the organisation operates. The vision statement presents the organisation’s future image after the transformation is achieved (Phanual & Darbi, 2012). Hence, the content of the vision statement exposes what the health organisation intends to be, which is included in the strategic plan. According to Kantabutra and Avery (2010), values describe the set of cultural aspects, rules, and principles that govern the health organisation. They determine the organisational behaviour or ethical code. Once included in the strategic plan, they predict particular response by the health organisation in case a situation arises. Analysis of the External Environment Analysis of the external environment provides specific information on matters external to the health organisation capable of influencing, although which the organisation cannot change (Phanual & Darbi, 2012). Four components are targeted for inclusion in the strategic plan: (a) Clients – the organisation identifies the clients for inclusion in the strategic plan. They should be segmented base on the socioeconomic status and demographics. (b) Competitors – the organisation clearly identifies aspect that make them distinct from competitors. According to Paula et al (2009), competitors may have certain features that the organisation should look to integrate in its transformation. (c) Providers – The organisation categorises its suppliers that can significantly influence the quality of services it intends to provide in future. (d) Owners – the organisation identifies the individuals, companies or government bodies that maintains ownership equity, interprets their objectives and financing and integrates it in the strategic plan (Phanual & Darbi, 2012). Analysis of internal environment Relevant issues that have happened and happen within the health organisation should also be identified and included. Paula et al (2009) identified 4 aspects of internal environment that should be included in the strategic plan. Resources – the organisation should analyse its available resources such as financial budget, human resources, and infrastructural resources and their levels of obsolescence, and organizational resources (Adams, 2005). Legal circumstances – according to Paula et al (2012), an analysis should be carried out on the current regulations that affect performance and those expected to guide the organisation towards attaining envisioned transformation. Stakeholders – Inglis and Minahan (2004) suggests that an organisation should also analyse relevant stakeholders that affect and benefit from its current operation and those expected to be relevant in its envisioned operation. These may include the professional associations, informal power groups, clinical commissions, trade unions, health ministry, and health industry regulator. Mgomezulu (2007) points out their stakeholder of influence should be analysed and included in the strategic plan. Stakeholder importance and involvement in strategic planning Inglis and Minahan (2004) perceive stakeholders to be a group of individuals that can either affect or be affected by the attainment of an organisation's strategic goals or objectives. As pointed out by Mgomezulu (2007), stakeholders are potentially affected by an organisation or may as well as affect an organisation since they have the capacity to withdraw or provide the needed resources and support. This is specifically relevant in health organisations. According to Mgomezulu (2007), stakeholder involvement in strategic planning can bring a strong positive force that ensures the realisation of an envisioned future state of the organisation. In his review of literature, Mgomezulu (2007) concluded that once the stakeholders are involved, a coordinated environment where each stakeholder is aware of his contribution and purpose in ensuring the realisation of the strategic plan can be achieved. The assumption is supported by his study of involvement of coalition leaders and business leaders in hospital reform in Botswana, which established that stakeholders can be a strong positive force in any reform strategy (Mgomezulu, 2007). Mgomezulu (2007) argued that stakeholder involvement can ensure that the plan strengthens partnership between the patients, healthcare professionals, community agencies, as well as coordinated planning of patient care. The findings are corroborated by an earlier research by Inglis and Minahan (2004) which established that stakeholders are considered to be critical in the success of strategic planning because of their anticipated contributions. As suggested by Inglis and Minahan (2004), including stakeholders in the strategic planning processes ensures that their interests are served. Mgomezulu (2007) offers a similar explanation although reasons that inclusion of stakeholders in strategic planning ensures that their continued cooperation can be guaranteed. Values of a strategic plan for the HIM Department The value of strategic plan for the Health Information Management Service has been discussed by Trimbee (2013), who explained that strategic planning identifies focal issues that signify critical threats facing the Health Information Management (HIM) Department. Timbee (2013) stated that strategic planning helps the department to identify and use authentic information sources for achieving a desirable future state. Rinehart-Thompson et al (2009) explains that it also leads to enhanced information risk management, transforms the information collection processes to attain the vision. Strategic planning process also leverages the opportunities for efficient innovation and collaboration in order to maximise the potential of acquiring and accomplishing information accomplishing the strategic goals of the department. Overall, effectively planned and implemented Health Information System has brings several values to the department. First, health information system is essential for evaluating health sector performance and to improve decision-making at all levels of healthcare management. Health information systems also provide quality, accessibly, relevant and timely information (Rinehart-Thompson et al (2009). Issues impacting HIM Department to be addressed Archangel (2007) groups issues impacting the Health Information Management (HIM) department that can be addressed in the strategic plan into 3: social and cultural issues, technological issues and human development issues. Accordingly, Archangel (2007) defined the social and cultural issues to comprise the personal agendas, political issues, changes in employee status and power that affect the implementation of the strategic plan within the health and information system department. For instance, political issues have to be solved among the administrators, clinicians and owners for the strategic use of Information systems to happen. Aycan (2005) suggests that cultural issues consist of the cultural barriers to effective use of ICT. They may include organisational attitudes regarding transforming the health and information system. Second, technology issues comprise the problems regarding availability of technological equipment, electrical power, standardisation or availability of backup systems. Technological concerns should be included in the plan. Third, human capacity issues are concerns regarding computer literacy and level of technological expertise in the health organisation. Training is also an important consideration. These could be improved in the strategic plan. Rational conclusion Strategic planning is a tactical management tool that outlines systematic processes through which an organisation sketches out plans to transform from its current state to a future desirable state. Strategic plan has definite transformational objectives since it creates a vision of the desired state an organisation wants to assume. Strategic planning also enables health organisations to fulfil the changing client demands, and to keep pace with the changing client needs. It also lays a road map for organisations to gain competitive advantage over the competitors. Strategic issues feature as the vehicle for addressing individual organisational concerns and translating them into actions. It also assists in efficient allocation of limited organisational resources. It also helps in creating clarity of purpose, focus and alignment to organisational resources. In his view, most healthcare organisations have a strategic plan, which they however face difficulty in translating into particular actions that can lead to effective future performance. Recommendations Overall, effectively planned and implemented strategic management plan for Health Information System has brings several values to the department. In respect to Sama Hospital, it is suggested that a strategic plan should be developed to ensure effective and health solutions-oriented information system that intervenes at all health care delivery levels to strength the health system in its objective to attend to additional 20,000 new patients, promote evidence-based decision making, promote effective healthcare delivery through comprehensive Health Information System coverage, improve the efficiency medical records for purposes of improved timeliness and wholeness of surveillance information of effective response and control of disease outbreaks and ensure effective performance of the hospitals heal information management department in compliance with the internationally recognised standards and to support policy makers. Part 2 Strategic Plan: Health Information Service at Samsa Hospital Executive Summary The proposed Strategic Plan for a Health Information Service (SPHIS) for Samsa Hospital for the period 2015-2020 is guided by one underlying objective: to improve Health Information System coordination and resources, improving data management and information sharing and promoting research-based and data-drive health delivery. The 5-point strategic plan is envisioned to secure improved accessibility of high quality, pertinent and timely health-relate as well as health information that consistently supports evidence-based decision making, policy-making, program evaluation and monitoring to lead to improvement healthcare statuses of the client. From the SWOT analysis, it is established that the Heath Information Systems Department is well equipped with modern ICT equipment. The key weakness however is that Samsa Hospital has a staff that can operates under a fixed budged and resources. Among the key threats to the project include lack of skilled workforce to implement new technologies, specifically HIS, threaten rapid adoption of new technologies. To increase the accessibility of accurate and wholesome data from both private and public resources, a mechanisms through which administrative regulations and procedures can be enforced associated with health data should be developed. To promote high quality health information, the Health Information Systems supervision will have to be improved, while feedback will be centred on compliance to performance standards and quality data. Analysis, sharing and dissemination, the staff’s capacity to participate in HIS will be improved using in-service degree programs and training on areas such as ICT application and maintenance and software development. Training will also be provided to the service managers on how to effectively apply the survey data in health delivery. The high risks patient safety concerns such as use of the right medical records, erratic communication and high turnover, which threatens continued employee learning and participation in the SPHIS implementation. The high risks will be escalated to the senior management who will detail an effective action place to minimise the risk rating. Additionally, an effective communications strategy should be developed for the organisation-wide risk management framework. The decisions on high risks, including major disruption of health service systems due to power failure should be made at the executive level, which should consider procuring standby power generators or power inverters. Introduction The 330-bed public metropolitan hospital looks to expand to 550 beds by 2016. Currently, it has two years’ worth of medical records stored in the primary storage area. The remaining medical records are stored at an offsite storage facility. This strategic plan presents Strategic Plan for a Health Information Service (SPHIS) for Samsa Hospital proposed for the period 2015-2020. The SPHIS is an outcome of rigorous succession of Health Information System (HIS) evaluations and consultations with a range of stakeholders. The department (headed by Health Information Manager- 1 FTE) has been chosen as a first wave department for execution of the Health Information System project necessitated by the hospital. The SPHIS is designed to give direction to the entire activities that relate to developing Health Information System for the hospital over the next five-year period from 2015-2020. It is specifically developed with the purpose of providing targets and strategic objectives as well as interventions supposed to address the challenges and weaknesses exposed through multi-departmental joint assessment of Health Information systems (Rinehart-Thompson et al 2009). The strategic plan presents subsidiary level of planning at the Health and Information System Department. This strategic plan is concerned with the mix and balance of products and services and generating and allocating resources for the Department, as well as the entire Samsa Hospital. Additionally, it seeks to provide a high-level framework based on which the SPHIS 5 –year programme is evaluated annually, and whether it remains within the context that Samsa Hospital seeks for additional funding or ensuring effective and efficient deployment of resources. Vision, objectives and intervention The SPHIS is created premised on the vision, mission, objectives and goals of the Samsa Hospital. Vision Statement: “Ensure improved accessibility of high quality, pertinent and timely health-relate and health information that consistently supports evidence-based decision making, policy-making, program evaluation and monitoring to lead to improvement healthcare statuses of the client. Mission Statement: “To facilitate effective health services delivery and to promote supportive environment that promotes demand and reasonable access to quality and consistent health services that enables clients to attain optimal level of health and general wellbeing.” General Objectives: “To improve information creation, storage, dissemination, and use of reliable health information.” Strategic objectives: - Improve Health Information System coordination and resources. Improve data management and information sharing Enhance quality of Samsa Hospital data reporting and recording Improve the quality of public health data reporting and recording To promote research-based and data-drive health delivery. Values: - Research-based healthcare delivery. Information-based decision-making. Strategic goals: Ensure effective and health solutions-oriented information system that intervenes at all health care delivery levels to strength the health system. Promote evidence-based decision making using monitoring and evaluation of the performance of the health sector and enhanced data generation and efficient dissemination of information. Promote effective healthcare delivery through comprehensive Health Information System coverage, in addition to enhanced data management on logistics, human resources, and hospital infrastructure. Improve the efficiency and soundness of medical records for purposes of improved timeliness and wholeness of surveillance information of effective response and control of disease outbreaks. Promote accessibility of reliable economic, risk-factor information, social-demographic, mortality and morbidity information, as well as efficient harmonization of surveys and implementation. Ensure effective performance of Samsa Hospital HIS in compliance with the internationally recognised standards and to support policy makers. SWOT Analysis Strengths The employees at the Heath Information Systems Department (and the entire hospital) are dedicated and are made up of an experienced and versatile team. The team is proactive and shows quick response to emerging issues. Samsa hospital has made lasting community partnerships. Samsa has a good working relationship with the community and non-governmental organisations in the areas. The Heath Information Systems Department is well equipped with modern ICT equipment. Samsa Hospital has an effective leadership and a supporting Board of Health. Weaknesses Samsa Hospital lacks space for expanding Health Information Service activities and staff. The hospital operates under a fixed budged and resources. Shifting attitudes of clients and patients, as they have become more informed and hence more demanding. The hospital offers salaries that could be viewed as not competitive in the industry. Additionally, the hospital still lacks the capacity to offer salaries commensurate to what could be proposed in grant applications, The hospital faces the problem of employee turnover, where hired and trained employees have showed the tendency to seek greener pastures in other health organisations. The hospital also has an ageing workforce, hence the number of staff eying retirement outweigh those in their middle ages. Samsa Hospital has no consistent suppliers of ICT equipment. Opportunities The existence of vast college-trained job seeking viewing employment in the health industry is vast. Existence of Electronic Medical Records provides more accuracy and efficiency in collection, storage and retrieval of patient records. The varied emerging technologies within the healthcare practice provide opportunities to procure new technologies to improve the hospital’s Health Information Systems. Threats Lack of skilled workforce to implement new technologies, specifically HIS, threaten rapid adoption of new technologies. The industry is saturated with competitors from private health organisations. The rapid changes in demands fostered by the industry regulations threaten Samsa Hospital’s capacity to always meet the industry demands. Extensive high-risk populations that needs to be attended to, implies more people coming with untreated chronic ailments. The low reimbursement rates for services delivered pose financial threat. The limited funding opportunities imply that greater restrictions or competitive processes are at play to get the funds. Public perception of private health organisations is also a threats, as private health organisations have been stigmatized by the low-income groups as serving only the high-income population Strategies and how specific goals will achieve the strategies The specific goals can be summarised as: policy and resources strategies, data management, statistics, population-based surveys and health and disease records. Policy and Resources Strategies To increase the accessibility of accurate and wholesome data from both private and public resources, the key strategies would be: To evaluate and strengthen the available administrative regulations and procedures associated with reporting, recording, retrieving and disseminating health data. Develop mechanisms through which administrative regulations and procedures can be enforced associated with health data. To promote high quality health information, the key strategies would be: The Health Information Systems supervision will be improved, while feedback will be centred on compliance to performance standards and quality data. Specific assessment of Health Information Systems will be performed in all departments. To improve commitment of the Health Information Systems department staff in coordinating resources, incentives and benefits will be provided to the department’s staff. Data Management To promote efficiency in data management, analysis, sharing and dissemination, the strategies to be used include. Effective installation and maintenance of ICT systems will be performed each month. The staff’s capacity to participate in HIS will be improved using in-service degree programs and training on specific areas such as ICT application and maintenance and software development. A process of service-performance assessment will be developed and improved for the staff and the hospital’s management. Statistics: population-based surveys To improve the accessibility research-based data and application of demographic and population data: Comprehensive procedures for creation of population projections at the location the hospital operates will be developed and implemented. Training will be provided to the service managers on how to effectively apply the survey data in health delivery. To increase the accessibility of survey data on health risk factors and communicable disease: A co-ordinated planning and creation of population-based survey such as the existing risk factors will be developed. The staff will be trained on how to conduct survey design as well as to analyse and interpret data. Health and Disease Records To improve the quality of health record storage and retrieval systems at Samsa Hospital: The patient record management will have to be revised and strengthened. Training will be conducted for clinicians in patient records management To improve the hospital’s diseases surveillance systems, or case notification and diagnosis: The disease surveillance system as well as its related procedures will be strengthened. Additionally, the list of notify-able diseases will be updated frequently. Also to be updated will include data sharing methods and mapping at risk populations. The hospital staff will be trained on how to perform effective lab diagnosis, clinical diagnosis, as well as data analysis. To promote effective case reporting as well as monitoring and response to non-communicable diseases: An effective reporting procedure for non-communicable disease will be developed in the areas of case reporting, surveillance as well as response systems to outbreaks, and accidents. Risk Management and Identification The risks identified affect Samsa Hospital, and its operations and departments, and may impact the health service delivery across the entire organisation. The suggested risk categories include financial, clinical and political. Clinical and patient safety Clinical ethics and healthcare evaluation Improvement of clinical care and practice Patient safety concerns such as use of the right medical records. Workforce Employee turnover threaten continued employee learning and efficient service deliver Unfavourable workplace relations such as organisational grievances. Injuries at workplace during health care delivery Communication and information Erratic employee communication High potential for infringement of privacy and confidentiality Improper data management systems. Security attacks such as viruses and hacking. Disruption of health service systems due to power failure. Legal and financial Cases of employee fraud Litigation by employees due to negligence claims. Insufficient operational budget Withdrawal of funding Once the risks are considered as acceptable, then they will be treated using various strategies such as avoidance, reducing risk likelihood, reducing risk consequences, transfer of the risk to a contracting company such as insurance companies and retention of the risks. The categorised risks can either be low, medium, high or extreme depending on the extent of consequences and probabilities (Lucas, 2009). Low risks will be managed through routine procedures; medium risks will be managed by each department (Health Information Manager and Deputy Health Information Manager-1 FTE). Next, the high risks will be escalated to the senior management who will detail an effective action place to minimise the risk rating. Lastly, the extreme risks will be escalated to the head of health service or the chief executive office to propose a detail action plane (NSW Health, 2009). Figure 1: Level of action in managing the risks (NSW Health, 2009). A communications strategy should be developed for the organisation-wide risk management framework. At this stage, the strategy will highlight the relevant risk management to performance, planning safety and quality in order to make risk management a practice in everyday life. All employees are expected to manage risks in their different departments of operations as well as within their potential and delegation of authority. Those beyond their capacities should be escalated to the higher level authority. Timely reporting and communication of such risks will assist in preventing errors, as well as achieving the strategic objectives. The decisions on high risks, including major disruption of health service systems due to power failure should be made at the executive level. The executive management should consider procuring standby power generators or power inverters. Reference List Adams, J. (2005) Successful Strategic Planning: Creating Clarity. Journal of Healthcare Information Management 19(3), 25-31 American Society of Clinical Oncology. (2009). Strategic Planning: Why It Makes a Difference, and How to Do It. Journal of Oncology Practice 5(3), 139-143. doi: 10.1200/JOP.0936501 Aycan, Z. (2005). The interplay between cultural and institutional/structural contingencies in human resource management practices. International Journal of Human Resource Management 16(7), 1083-1119 Dutton, J. & Duncan, R. 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