The areas in need of change at Xee Medical Center have been previously identified and the institution has developed a strategic plan for the achievement of its goals. The strategic plan for the organization with regards to improving care quality and patient safety is provided using a balanced scorecard strategy map. The goals mainly focus on the areas of care quality and patient safety improvement, and on enhancing operational excellence. These goals are aligned to the organizational mission, vision and values, and also address various aspects of healthcare service delivery including ethical issues, cultural issues, technology use issues and regulations. For these goals to be realized, it will be important for the organization to have dedicated personnel leading the change process. The selected individual(s) must exhibit qualities of charisma and commitment and be effective in communication.
Assessment 2: Strategy Plan Development for Xee Medical Center
The strategic plan for Xee Medical Center is based on the findings from the appreciative inquiry exercise conducted among the staff at the hospital. A balanced score card strategy map has been used to guide the strategy development process by focusing on specific objective areas of the organization. The balanced scorecard strategy map gives a pictorial view of the organizational strategy and the organizational goals from the map are clearly described herein. Xee Medical Center has clear mission and vision statements, and requires an effective change manager to communicate these organizational goals to the staff for support in implementation and to translate them into actual results.
Organizational Long and Short-Term Goals
The organizational goals will be focused on four main strategy areas of the balanced scorecard. These areas include financial perspective, the customer perspective, internal perspective and the innovation and growth perspective (Chimtengo, Mkandawire, & Hanif, 2017). Each of these strategy areas presents a factor that contributes to organizational success hence the consideration. The figure below gives the balanced scorecard strategy map for Xee Medical Center.
Figure 1: Balanced Scorecard Strategy Map for Xee Medical center
From the strategy map above, the main long term goals for the hospital on which this strategic plan will focus are on the customer perspective side and the internal perspective side. On the customer perspective side, the organizational goal is to be the leading healthcare provider in terms of quality and patient safety within the state by the end of five years. To attain this core goal in the customer perspective category, shorter-term goals have also been developed for the organization. For the customer perspective, the main short-term goal is to establish the patient safety committee within the first two months. The second short-term goal will be to improve medical record-keeping through the effective implementation of electronic health recording as a healthcare technology in the hospital. The third goal will be to train all the medical and non-medical staff at the organization to adhere to the practice of culturally sensitive care; the training will take place within the next 3 months. These three short-term goals will help improve care quality and patient safety by ensuring there is an entity accountable for care quality and patient safety goals, ensuring patient-centered, culturally-sensitive care, and by avoiding errors in medication and prescription through the use of reliable technology.
The internal perspective goal on the other hand is to continuously improve at operational excellence and to be recognized as the leading hospital in operational excellence within the state by the end of five years. To attain this goal, the short-term goal will be to develop standard care plans for all chronic conditions, the first step in which will be to develop care plans for at least five chronic conditions within the next six months. The second short-term goal will be to develop continuous care quality and safety training plans based on the use of standard operating procedures for staff within the next 10 months to one year. These goals will help in achieving operational excellence by providing the medical staff with a blue print for reference in the delivery of care and ensuring they are competent enough to use the blue print (giving staff the ability and competence to use available resources). The financial perspective and learning and growth perspectives will have no significantly impactful goals for the next few years as it is expected that they will be impacted directly by outcomes achieved based on the other perspectives.
Organizational Mission, Vision and Values
The mission of Xee Medical Center is to provide high quality, patient-centered, value-based and safe healthcare services for a culturally diverse patient population. The hospital’s vision is to be a leading provider of safe and quality healthcare services within the state. The values upon which the hospital’s operations are built include compassion, trust, dignity, integrity, and inclusivity. This organizational mission, vision and values statements have been developed based on the protocols recommended by de Paula Rodriguez Perera and Peiro (2012), which emphasize a short, medium and long-term outlook into organizational growth. As such, they are expected to be effective towards providing a holistic strategic plan for the organization and the organizational goals have been aligned with them.
The organizational goals and operational practices are aligned to the organization’s mission, vision and values, and are continuously being improved to support the organizational mission. The customer perspective goal mentioned above for instance, focuses on the improvement of care quality and safety, which are the premises of both the organizational mission and vision. The organizational values form the premise of operations and decision-making at the internal level, and employees are trained to adhere to all the values. Specific procedures are provided for dealing with multicultural patient populations, which helps to steer progress towards both the mission and the vision of the organization.
The internal perspective goals are also aligned to the organizational mission and vision statements in that the goals focus on improving operational excellence, which forms the basis of recognition as a leader in patient-centered healthcare service delivery. For operational excellence to be achieved effectively, the organizational values of integrity, dignity, inclusivity, trust and compassion form the core of operational decision making. There has to be trust between the healthcare personnel in the organization for the quality of care to be effective. Additionally, the values of compassion, dignity and inclusivity are the basis of patient-centered care, which is an indicator of operational excellence.
Ethics, Culture, technology, and Healthcare Regulations
The outlined organizational goals and their corresponding outcomes address the ethical and the cultural environment in several ways. One of the mentioned short-term goals in the customer perspective is to train employees on culturally-sensitive care, while one of the organizational values is inclusivity. Such training and adherence to the value of inclusivity ensures that the healthcare practitioners deliver quality care in a culturally diverse environment, hence meeting patient needs regardless of cultural differences. To address the subject of ethics, the operations of the organization are bound by the ethical code of conduct for professions in the healthcare industry. The care plans and organizational values of dignity, trust and integrity all point towards the establishment of a consistent, hence reliable healthcare practice protocol at the organization. Such protocols ensure that professional ethics are adhered to.
The use of technology will be best addressed through the effective implementation of electronic health recording, as proposed in the second goal towards the achievement of operational excellence. Electronic health recording has been confirmed effective towards preventing medication errors in hospitals, and thus improving patient outcomes (Payne, 2015). The use of technology will help towards adhering to regulations on healthcare privacy such as the Health insurance portability and accountability act (HIPAA), which stipulates the security requirements for healthcare technology (Edemekong, Annamaraju, & Haydel, 2020). Additionally, the care plans developed as part of operational excellence improvement efforts will adhere to the world health organization’s (WHO) requirements for healthcare safety and care quality. Focusing on patient-centered, quality and safe care will ensure compliance with WHO regulations on patient care. Some aspects of operational excellence such as sanitation practices, which are already in use, also address environmental protection regulations in healthcare management.
Leadership and Healthcare Theories
The stages of change model in healthcare will be essential in the implementation of the outlined goals and achievement of organizational mission and vision at Xee Medical center. The model is applicable in a wide range of healthcare change objectives including efforts at disease prevention, improving compliance, and an array of other health topics (Haakstad, Voldner, & Bo, 2013). The versatility of this model and the context of intended change make it suitable for Xee Medical Center. The change process outlined in the model begins with the pre-contemplation, whereby there is no intention to take action. Xee Medical center has been previously in the pre-contemplation stage. Presently, with the goals clearly outlined, the center is at the contemplation stage. The next stage will be the preparation stage, in which some steps will have been taken towards action. The action stage will involve active progress towards the stated goals, while the maintenance stage will entail sustaining the actions outlined in the standard operating procedures, care plans and by the patient safety committee.
Transformational leadership theory will also be used as a point of reference to support the decisions of Xee Medical center to implement changes towards improved care quality, patient safety and operational excellence goals. Frey (2018) defines transformational leadership as that in which leaders communicate to the staff the organizational vision and mission in a way that creates meaning to them. Staff will only support change when they understand and are committed to the organizational mission. In developing the plans necessary for the achievement of the organizational goals, the leaders across different healthcare departments will be involved in communicating the organizational mission and vision of Xee Medical Center. Communication, mutual respect, trust and support will play an essential role in influencing the perceptions of the staff towards the organizational goals.
Leadership Qualities and Skills
To achieve the outlined goals and outcomes, the most important leadership qualities will include charisma and commitment. The requisite skills on the other hand will include communication and change management. All these qualities and skills will be instrumental towards achieving the stated goals and outcomes as they determine the nature of the relationship between the leaders and the other staff. Moreover, communication and change management skills are particularly essential for success in these goals because the proposed goals are actually changes to be implemented. Without communication, change faces significant resistance which can sabotage the efficiency of action. Lack of change management skills also results in poor change outcomes. It is therefore important that whoever would be chosen to spearhead the proposed change should have all of these qualities and skills for change to be effective.
Summary and Conclusion
Xee Medical Center is working towards achieving various organizational goals and outcomes. These goals are in the core areas of customer perspective and the learning and growth perspective. For the organization to achieve the goals of improving care quality and patient safety and enhancing operational excellence, there has to be a leader who is effective in communication and has strong charisma and change management skills. The organization can therefore work towards identifying the individual or group who would be in charge of the change process in order to ensure its success.
de Paula Rodríguez Perera, F., & Peiró, M. (2012). Strategic planning in healthcare organizations. Revista Española de Cardiologia, 65(8), 749–754. https://www.revespcardiol.org/en-pdf-S188558571200182X
Edemekong, P. F., Annamaraju, P., & Haydel, M. J. (2020). Health insurance portability and ccountability act (HIPAA). Treasure Island, FL: StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK500019/
Frey, S. (2018). An overview of leadership principles and theories. In Applegate et al. Leadership in Healthcare and Public Health. Columbus: The Ohio State University Press Books. https://ohiostate.pressbooks.pub/pubhhmp6615/
Haakstad, L. A. H., Voldner, N., & Bo, K. (2013). Stages of change model for participation in physical activity during pregnancy. Journal of Pregnancy. http://downloads.hindawi.com/journals/jp/2013/193170.pdf
Payne, T. H. (2015). Electronic health records and patient safety: Should we be discouraged? BMJ Quality and Safety. https://qualitysafety.bmj.com/content/24/4/239