Final Project Outline

New organizational need is to make Hillsboro County Home Health Agency’s branch, Jasper a productive and competitive healthcare institution in Jasper by improving its performance rating nationally. 

Mission statement

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The Agency’s mission is to promote health and wellness of the people in Hillsboro County within their usual environments by preventing and/or retarding the progress of preventable health problems through health education and provision of quality healthcare.

Vision statement

The vision of Hillsboro County Home Health Agency is to provide healthcare services to all patients within Middleboro and beyond it.

Core values 

  1. Provision of quality healthcare to both in and outpatients
  2. Promote good governance
  3. Promote teamwork
  4. Compliance with the legal requirements
  5. Patient-centeredness
  6. Having a positive attitude in the delivery of healthcare
  7. Professionalism

SWOT analysis 

Strengths 

  1. Having well trained and experienced members of the Board and management team
  2. Ability to provide comprehensive healthcare that addresses a wide range of health problems and healthcare needs
  3. Having loyal employees from Middleboro
  4. Having a positive reputation on how public healthcare funds are allocated to meet patient care needs.

Weaknesses

1. Lack of enough healthcare workers- it is difficult to attract new employees since the payment structure is not attractive and most healthcare workers are almost retiring.

2. Workers in Jasper have to commute from Middleboro on daily basis hence unable to meet industrial standards

3. Paper work is a lot making work harder

4. Human resource management is weak- there are no employee background checks are done, employee handbooks have expired, and relationship among employees is a concern

Opportunities 

  1. Availability of public healthcare funds
  2. Existence of healthcare technologies
  3. Availability of donors

Threats 

  1. Changing Medicaid and Medicare regulations
  2. Business competition
  3. Unhealthy conditions patients have within their homes threatening the health of the physicians
  4. Public healthcare funds might become inadequate due to increasing patient care needs

Grand strategies or long-term strategic priorities

  1.  Review the previous plans and goals then measure how they are currently being achieved
  2. Perform an environmental scan to identify the strong and weak points of the company based on the changing conditions taking place in the external environment
  3. Identify which changes need to be made that are in line with the organization’s mission and vision, formulate new goals, and then establish a suitable change process
  4. For the best interest of the organization, the change process should consider the opportunities and threats that exist in the external environment. Therefore, a SWOT analysis should be performed to guide the change process.
  5. Perform a gap analysis by establishing the limit the new strategy will have in achieving the desired goals.

Operational and Tactical Plan 

Strategic Priority 1 

  1. To weigh organizational performance with the set organization’s industrial standards to rate the organization
  2. To establish a team of change agents to help with the assessment and the change process
  3. To identify the resistant points and establish how to manage them
  4. To improve organization’s performance

b. Strategic Priority 2 

  1. To reduce the organization’s weak points and to reinforce or to take advantage of the company’s strong points to achieve more
  2. To ensure that the organization has the capacity to perform in the changing business environment
  3. to adopt a culture of change
  4. to invest in the right/appropriate organizational changes

Strategic Priority 3 

  1. To create a relevant change that will reduce/eliminate the weak points
  2. To extend the company’s lifecycle
  3. To identify a change that will be easily accepted by most of the company’s stakeholders
  4. To attract new stakeholders such as talented physicians

Strategic Priority 4 

  1. To manage business threats and to take advantage of the available business opportunities to achieve more
  2. To exploit and to take leadership in the new business ventures
  3. To identify appropriate/suitable employee training needs
  4. To establish the organization’s new staffing needs

Strategic Priority 5 

  1. To assess alternative strategies
  2. To establish how feasible the new strategy is
  3. To save on costs, time, and other resources
  4. To win the support of many stakeholders/make the change process easy and achieve better outcomes with less inputs

Change Management Plan

  1. Create a new vision for the change
  2. Set up a team of change agents that are ready and committed to drive the change as required. Then develop roles and assign them to each change agent
  3. Communicate the new vision and change to all the stakeholders
  4. Identify possible stakeholder resistance and address them based on their interests
  5. Breakdown long-term goals into small wins
  6. Develop a training plan based on the identified training needs
  7. Have an effective communication structure to make timely responses
  8. Have a well-scheduled list of activities
  9. Reward each small win achieved

Evaluation Plan

The organizational leaders leading the change will need to evaluate the outcomes of the change by establishing a standard for measuring performance of the change process. For any non-conformity, the following may be done

  1. Establish control points that will address them
  2. Review the change process but maintain the original budget to ensure cost efficiency throughout the change process

References

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