102-3 Action Plan for Strategic Dilemma by Sandi Lane

Team Participants

lanesj1 — 2014-10-29 16:15:36 UTC

-Board of Directors

-Chief Medical Officer

-Head Nursing Manager

Stakeholders

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-Medical Staff

- Executives

-Physicians
- Nurses
-House keeping
- Office staff

- Patients

- Community Members

- Board Members

Major Problems Impacting Hospital:

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- Struggling economy

- Financially unstable patient population

- Lack of capital

- Lack of community support

- High physician turnover

St. Michaels Fact Sheet

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300 bed Community Hospital

Not-from-profit

Service population: 250,000 people

Provides services that include a cardiac wing, general medicine,

OB/GYN, emergency center and outpatient care.

Serve a low-socioeconomic population so we believe there are many

families without insurance coverage

Step 3: Implementation of their Mission, Visions, and Values

lanesj1 — 2014-10-29 16:37:01 UTC

-After we have established our mission, vision, and values we will begin the implementation process

- The implementation process will begin with a meeting with all the heads of the departments

- From there the head of each department will inform their employees of the new mission statement, our vision for the future, and our values

Literature suggestions

2014-10-29 16:37:26 UTC

Healthcare performance solutions says One of the best ways to improve your operating margin Is to improve your workplace cultures. Hospitals that have the best workplace cultures have the highest patient satisfaction and loyalty scores. In turn, hospitals with the highest patient satisfaction scores are more financially successful than the average hospital and exhibit the best community stewardship.

Industry experts say that a deliberate, data-driven approach to employee engagement and satisfactions benefits hospitals, their staff members, and their patients. Healthcare organizations can conduct more complex, formal surveys through vendors such as Gallup to assess where the organization stands and then make improvements with their employee engagement.

Step 2: Develop a Mission, Vision, Values

lanesj1 — 2014-10-29 16:45:39 UTC

-Developing hospital mission, vision, values with board of directors, service directors and management

-If not fully completed, make goal to have a full mission vision and values to be written by a set date deadline.

Step 1: Identify SWOT

lanesj1 — 2014-10-29 16:48:03 UTC

Next Steps: 90 Days

lanesj1 — 2014-10-30 15:53:36 UTC

-Research what services St. Michaels could offer with the 100 not in operation hospital bed. Look at county/town demographics to see what needs are being unmet.

-Research what neighboring hospital services are offered and what is not offered that St. Michaels could implement to gain a market share.

-Create Outreach program which will help grant process.

-Research costs of implementing a new service wing.

-Research what grants and funds are available to a non-profit such as St. Michaels

Next Steps: 6 Months

lanesj1 — 2014-10-30 15:57:49 UTC

- Have decided on what service wing St. Michaels will be implementing.

- Decide how it will be funded

-Start marketing the new wing to community and hospital system

-Manage and recruit staffing for the new service wing, HR manage employees who would like to move to new service

Next Steps: 1 Year

lanesj1 — 2014-10-30 16:29:14 UTC

-Have new service wing fully implemented and running

-Reevaluate hospital situation and conduct another SWOT analysis

-Edit mission, vision and values for St.Michaels

Step 4: Change the Culture

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- Engage management in defining goals to support strategy of improving weaknesses

- Clarify and track key measures with deadlines (30 days, 6 months, one year)

-Manage communication habits by encouraging consistent, two way communication

- Build motivation through transparency and recognition

Solving Strategic Delimmas

lanesj1 — 2014-10-31 00:05:28 UTC

- We will start by taking advantage of our strengths, such as being a part of a 10 hospital health system.

- Get the community involved with the hospital. Since this is a community with a lower economy the hospital could hold a vision screening for the community, or let the community know what the hospital does for them.

- The hospital has 300 beds but only uses 200, that seems like a waste of space. They could get rid of 50 (or more) of those beds and utilize the space for something else; such as something that neighboring hospitals do not offer

- The hospital could perform a 360 degree evaluation to figure out why there is such a high physician turnover.

- There can also be patient surveys/evaluations of how during the next (90 days, 6 months and one year) has effected the patient satifaction

- Since the hospital is in a low income community they could apply for grants to help the hospital financially