Strategic Business Plan Paper and Infographic
Number of words: 3102
Health centers in every community have the objective of providing quality healthcare to people with the society. Hospitals, therefore, need to carry out regular assessments to explore and examine available opportunities that suit their potential in skills, technology, financial resources, and factors within their area of operation to achieve the primary goal. Austin Heart hospital is one of them with the focus on providing the community and individual patients with excellent services, determining available opportunities to match the needs of the society to achieve the goals that are in line with the Hospital’s mission. HHA hospital provides a lot of services that need expansion of the facility through additional programs. This project proposes for the expansion of the institution to promote and offer additional programs for heart disease treatment and prevention. To regulate and mitigate heart diseases and failures in Austin, Texas, the program to initiate the project will be long-term, focusing on reducing cases through community awareness and education to the masses on matters of reducing risks and maintain healthy lifestyles.
Description of the Program
The Heart health center of Austin is in conjunction with St. David medical center, the main campus. The facility is a 58-bed hospital among the top performing health centers specializing in treating and diagnosing cardiovascular diseases. Austine Heart Hospital is a branch of HCA center, a for-profit organization for operation in the health industry, the largest provider of non-academic research programs for cardiovascular issues. (Goolsby, 2003). It has an established emergency department with six operating rooms consisting of three hybrid rooms and three catheterization laboratories. It also provides executive wellness programs and electrophysiology services. In the last 12 years, Heart Hospital has been regarded to be in the top 50 “Cardiovascular Hospitals” in America by Truven Health Analytics (“Heart hospital of Austin mission, benefits, and work culture | Indeed.com,” n.d.). In addition, the Hospital offers medical care to cardiovascular disease patients in the Texas community.
Alignment with the organization’s mission, vision, and goals that support the
Austine Heart health center focuses on providing high-quality and exceptional services to the community and patients with a high spirit of personal pride, teamwork, friendliness, and warmth. Providing health services to individuals is guided by the institution’s core values: integrity, accountability, compassion, respect, and excellence. The facility also focuses on offering patient-centered services for the good of the community despite different circumstances and situations. Heart Hospital’s mission, vision, and core values are concurrent with HCA’s objectives, whose mission is “to provide compassionate care and exceptional medical services to every patient to attain the vision of becoming a world-class hospital.” (“Heart hospital of Austin mission, benefits, and work culture | Indeed.com,” n.d.) The culture of the HCA organization is based on values that include integrity, ownership, teamwork, respect, communication, and safety. Providing exceptional quality and delivering excellent services to the community and patients is the facility’s primary goal. The Hospital, therefore, provides quality medical and clinical care to patients who have cardiovascular or heart diseases and complications with maximum resources, technology, and skilled personnel in ensuring that patient needs are achieved.
Austin Heart Hospital Assessment
In conjunction with St. David Healthcare, the Heart Hospital was formulated and founded through partnership that involved HCA health center and two non-profit organizations, which are Georgetown Health Foundation and St. David Foundation. In examining the facility’s performance, Heart Hospital is in its growth and expansion stage. However, it recently earned the honor of being one of the best in treating cardiovascular diseases. The Hospital has expanded its market and invested in modern technology, which is essential in developing the facility to provide more services. Any organization’s business stage and performance are based on its revenue growth and cash flow, which does not make one more comfortable. The facility usually proceeds with its operations and activities by working with its partners, such as St. David Healthcare, to fund and channel the resources to improve the Texas community’s health status. Since 1996, the Hospital was able to raise a total of $269 that went back to the community for supporting and elevating health services to all people. (Manigaba et al., 2020)
Assessment of the Internal and External Environment.
The supreme goal of Austin Heart healthcare is focused in offering unparalleled services to all patients. Expansion of the organization to have a nursing center and programs for efficient educational awareness to patients will be a substantial phase in meeting the ultimate mission and goals of the facility. Examining and analyzing the specific domestic and external environment facilitates the requirement for extending the organization, supporting and providing an effective system essential in the validation of the underlying project. To fully understand the organization environment and other factors for the project’s purpose, examining the Hospital’s SWOT analysis is crucial.
Austin Heart Hospital SWOT analysis.
Strengths of HHA
The strong brand portfolio of the facility, which operates under HCA hospital, facilitates the effectiveness of expanding the Hospital into new markets. Austine Heart Hospital has received many accolades, including being ranked in the top 100 best hospitals in America for four consecutive years. In addition, for the last 12 years, the Hospital has been recognized to be among the 50 best cardiovascular hospitals. These achievements are credited from the solid brand portfolio. The Hospital is well known for providing quality services and has strong leadership that manages the organization to meet its desired goals. The use of advanced and new technologies in the provision and delivery of human care attributed by the resources and facilities available that include a hybrid system of operation reflects high customer satisfaction, which is the facility’s goal to provide exceptional services to every patient. Working together with HCA healthcare also provides a strong connection with the community since HCA offers potential dealers due to its existing relationship with external dealers in the community, who can promote the sale of products, provide training to the sales team and educate the customers on how they can achieve maximum benefits (Manigaba et al., 2020). In addition, the specialization of the Hospital is an excellent strength since all essential resources are directed to one area of medical care. Being the provider and home for significant research from “non-academic cardiovascular programs,” the facility earns a highly competitive advantage over other health providers.
Assessing weaknesses of the organization can help in improving the current services for better performance. The hospital works under the original owners who acquired the facility as part of main health campuses, reflecting the Hospital’s shortcomings. One of the significant weaknesses of the organization is the slow or shortage of standard financial planning reflected through the current liquidity asset and asset ratios. This implies that the recent utility of assets is inefficient compared to the usage of cash. The other weakness is the lack of proper or slow decision-making process, particularly on crucial decisions that pertain to the Heart Hospital in the absence of St. David Medical healthcare as a whole unit. It, therefore, shows that many opportunities can be lost if important decisions take a lot of time to be implemented.
New technological advancement provides ideal opportunities for expanding and developing hospitals. For instance, digital devices such as stopwatches and wrist bands can facilitate monitoring patients in crucial conditions. Patient portals can also provide guidelines to individuals on to control their diet to maintain personal care, medication, and coming for the necessary visits as required by the health professional. Federal governments guidelines and policies that focus on providing quality care and high patient safety in all health organizations allow the facility to expand its services based on the available resources (Austin et al., 2021). Educating people and the community at large on health risks, maintaining healthy lifestyles, and how to employ other preventive measures in regulating daily healthcare. Population diversity within the community is also an opportunity for the hospital to create new markets and meet recent consumer trends within the health industry. These consumer trends include regular and periodic screening for checking cardiovascular health factors such as diabetes and obesity. All these opportunities provide a significant advantage to the Heart Hospital (Austin) to expand its technology and services to improve its services and delivery.
Technology is one of the major threats that are majorly in cardiac care can posse major risks associated with new technologies that negatively impact patient safety. There are also risks associated with organization legal disputes, which may lead to more financial burdens; therefore, altering the delivery of services and planning of the organization. An increase in competition from other centers offering cardiovascular treatments poses a significant threat for the facility and explores new markets where such institutions have already been established. Cases of Covid-19 infections are a threat to the Hospital’s capacity to offer protective and diagnosing many patients who can exceed the organization’s capacity.
Organizational restrictions and constraints, mission, vision, values, capabilities, strengths, and weaknesses.
To initiate the program, organizational constraints are considered in line with principles of strategic planning, which are implemented to meet the ultimate goals. The heart hospital of Austin focuses on offering exceptional services for the quality and safety of the patients; therefore, the project needs to align with organizational goals and values. The project should be relevant to the community and patients in ensuring the safety and excellence of the people affected by the project (Seppänen-Järvelä, 2004). In addition, the project should work with the facility resources and stakeholders and must be assessed to ensure that the benefits are more than costs. The facility’s mission is to provide exceptional care to every person or patient with the spirit of friendliness, warmth, and individual pride. Excellence, respect, compassion, and accountability built the base of the organization’s values, which shows that the project should maintain these values with the primary goal of doing excellent in services and the safety of patients. The Hospital can expand and develop more than the current level since cases of cardiovascular problems exist in everyday society. Understanding the weaknesses of the project will also help stakeholders and the project devise new methods of improvement to curb the risks factors that can alter the project progress, and therefore understanding the shortcomings will enable people to devise new strategies for implementing the project.
organizational issues, context, and multiple perspectives of the Hospital
Organizational issues are problems that include various departments and different units in the facility that affect the whole organization, which need a good strategy before the project is initiated. One of the significant issues facing Heart Hospital is the lack of proper decision-making. There is slow communication between the facility management and the St. Davids health management, the parent organization (Goolsby, 2003). Working under St. Davids hospital makes coordination, and leaders find it difficult to meet regularly to discuss issues or common strategies for the future. This makes the organization lack a proper direction because they have to depend on St. David’s healthcare in many instances. The contextual issues should also be examined for a successful implementation since knowing the organization itself matters. This includes the organization relationships, structure, and culture, which influences the procedure for project management. The facility works in conjunction with St. David’s healthcare, which provides non-academic research to treat cardiovascular problems. The partnership between St. David healthcare and Georgetown health foundation, together with HCA management, form the basis of Heart Hospital management; therefore, most projects in the organization depend on these organizations’ coordination and agreement. The facility has a culture of safety for all, and the spirit of family is the basis of success in the organization’s achievements.
Project implementations involve putting the plan into action through coordinating and directing the program resources to meet the ultimate goal. The main focus of this project is to expand the facility programs by providing a unit for educating the community and patients around Texas on the health risks, treatment, and management of heart problems. Exploration is the first stage of implementation where we examine the need for change, what activities need to be met, and decide whether to execute the project (Houston & Bove,). The project team is then put in place to undertake different roles during the implementation process. Key stakeholders from all levels are also identified to ensure that they are well informed, share information, and fund the program in its life cycle. The key stakeholders can include the Hospital management and partners who will fund and own the project, the community who will assess the program benefit, and various donors. Installation is the next step, where a system is built to support the new practices and programs during implementation. In this stage, stakeholders and the project team are much involved. They will ensure activities such as selecting program sites, preparing trainers, building communication channels, and developing detailed feedback loops between the team and management. Also, resources for implementation are put in place that supports the infrastructural changes during execution. The next step is a full implementation, where the project team is assigned roles and responsibilities that include practitioners, administrators, trainers, supervisors, data analysts, monitoring team, and project evaluation team.
The manager has the role of overseeing the implementation process from its execution to evaluation. The manager links the hospital management and the project team, coordinates the availability of resources, ensures adequate communication exists between all stakeholders, monitors and tracks the program’s progress, and assigns roles and responsibilities to the project team. The project team undertakes different tasks in ensuring that the project meets the target objectives. Trainers are responsible for training the team and community on the program’s benefits to the community and the entire organization. The hospital management and stakeholders are responsible for funding the project activities, monitoring and evaluating the program. The program will also ensure that it reaps maximum benefits to meet the objectives, mission, and values of Austin Heart Hospital. The program should align with the organization’s future strategies and provide safety and substantial services to patients and the community. The critical forces for successful project implementation include the availability of key stakeholders, community support, availability of key resources, and an adequate project plan that includes budget, team, and support from the management.
Evaluation information is essential to provide an overview of whether, how, and if the program has worked as planned. The data will provide information on whether goals have been achieved and ensure that limited resources have been efficiently utilized for the best possible impact (Seppänen-Järvelä, 2004). One crucial piece of information is to track progress and monitor whether all activities have been completed and the finalized completion data. In addition, ensuring that all resources have been used as planned without incurring additional costs. Get the project team information and personal views on whether the program can work and achieve maximum benefit. Data from the top management and the community can benefit more at the end of the program. Ensuring that the program optimizes the organization’s success from the results obtained at the end of the program (St. David Healthcare, n.d.). In addition, the evaluation will also ensure that the program can pave the way for more improvement. Lastly, evaluating whether the expansion of the facility will meet the Hospital’s goals, mission, vision, and values, particularly meeting the healthy public policies such as safety and upholding standard and quality services to the community and patients.
Austin Heart Hospital is among the best health centers for treating cardiovascular problems, a global problem in the current society. Heart diseases are widespread, with many people seeking care to overcome and maintain their health. Being an institution dealing with heart diseases, the project proposes expansion and promotion of a program in the Hospital to enhance treatment and prevention of heart problems within the Texas community. The program seeks to educate patients and the community concerning the risks, prevention, and maintain their individual health. To achieve this objective, partnering with community and Austin Heart Hospital partners such as St. Davids healthcare and Georgetown foundation to ensure that the program meets the organization’s goals, vision, and mission. Strategic development and planning are crucial for the implementation and success of the program to meet the target goal. Assessment of the organizational external and internal factors is vital for the development and execution of the program. Implementation of the program is an essential process for the program’s execution, which will ensure that the project activities are carried out as planned. The evaluation process is always necessary after the implementation that all program operations are analyzed to determine whether they achieved the ultimate goal in line with the organization’s objectives.
Austin, D., Donnelly, A., & Cunningham, N. (2021). Use of cardiac MRI in patients with presumed heart attack and unobstructed coronary arteries. http://isrctn.com/. https://doi.org/10.1186/isrctn75233845
Goolsby, J. (2003). The evolution of the heart hospital of Austin: Why we did it and what happened. The American Heart Hospital Journal, 1(1), 97-103. https://doi.org/10.1111/j.1541-9215.2003.02086.x
Heart hospital of Austin mission, benefits, and work culture | Indeed.com. (n.d.). Job Search | Indeed. https://www.indeed.com/cmp/Heart-Hospital-of-Austin/about
Houston, S. M., & Bove, L. A. (n.d.). Applying the project management process in healthcare management. Project Management for Healthcare Informatics, 79-90. https://doi.org/10.1007/978-0-387-73683-9_8
Leadership development in healthcare: A qualitative study. (2006, September 21). Wiley Online Library. https://onlinelibrary.wiley.com/doi/abs/10.1002/job.417
Manigaba, K., Hawks, J., & Kima, M. (2020). Remdesivir-warfarin interaction: A case report. HCA Healthcare Journal of Medicine, 1(0). https://doi.org/10.36518/2689-0216.1164
Seppänen-Järvelä, R. (2004). The meaning assigned to evaluation by project staff. Evaluation, 10(4), 430-439. https://doi.org/10.1177/1356389004050285
St. David Healthcare. (n.d.). 5 reasons why evaluation matters to your project. NICHQ – National Institute for Children’s Health Quality. https://www.nichq.org/insight/5-reasons-why-evaluation-matters-your-project