Health Care Strategic Planning

Health Care Strategic Planning

Introduction
Usually, the organizational mission statement comes first in achieving the success of the daily operations. The mission thereby transforms the vision of the entity in case it is well established in the course of operations (Cajaiba-Santana, 2013). The mission and the vision of an organization introduce the need for strategic planning in attaining better service delivery and good reputation of the organization. The health sector in the United States of America has undergone a series of transformation that are important in sustaining better health care service to the people. However, in some situations, the strategies are insignificant in attaining the patient’s satisfaction. Strategic planning, in this case, involves the useful mechanisms in evaluating effective regulations and policies in re-establishing the mission and the vision of the organization. Strategic planning also is a vital tool in executing the new services and analyzing the possible way to create satisfaction under the daily operations of an entity. The health sector in the United States have a series of analysis through the annual report review and setting better standards that govern better service delivery into the people.
Our case study of Emmanuel Medical Center has been dealing with several challenges in the service sector. The health center has shown dormant focus on the strategies in the health care service delivery that undermine the mission of the organization (as cited in Ginter, Duncan, & Swayne, 2013).

 The low technology service has lowered the productivity of the health center leading to outsourcing of healthcare services. The overload emergency service is due to the continuous operations with less improvement on the specialty care of the entity. The inefficient policy framework in the organization has limited the clinical services due to the rising demand for health care. It also affected the staffing response to the healthcare center due to the low cash-flow.
Discussion
The case of Haley Eckman, a 4-year-old patient, is a critical story that gives the Emanuel health center strategies to focus on high-tech specialty service. The CEO Mr. Robert Moen identified some challenges in the Emanuel Medical Center whereby the emergency response section was under pressure in service delivery (as cited in Ginter, Duncan, & Swayne, 2013).  This posed difficulty in the attention to the emergency case of patients under urgent medical care. The state investigation of the case of Haley Eckman has focused on the legislation transformation in modifying the Emergency Medical Treatment and Active Labor Act. These involve the policy modification and setting priorities in the better state service and uniformity in standards to allow same service delivery to all patients. The management thus needs to step in several strategies that will boost better attention to the Emergency Department (Ginter, Duncan, & Swayne, 2013). The patient management involves the use outsourcing information and the deliberate move to turn around the challenges and foster success in service delivery. These strategies include the mission and vision statement changes alongside the core values of the organization. The strategic aspect includes;
Adaptive Strategies
This strategy involves the clear results outline, timeline scheduling and the accountability of resource allocation in implementing better product and service delivery. The management usually emphasizes on the scale position and time competencies in achieve better deliveries of services (Cajaiba-Santana, 2013). Therefore, this strategy has a close focus on shift on service provision and enhances better techniques that guide the organizational performance. Supplementing the change entails the definition of reasonable goals and adjustments that fix the external issue with the external environment changes. Robert Moen, in this case, has a greater challenge of enabling the news goals of the Healthcare to meet the predictive targets on service needs. The Growing demand for hospital services requires critical adaptive skills to accommodate the external environment needs.
Furthermore, the adaptive strategies consist of an ongoing progress review of adjustments such as the fixing the gap existing on the objectives of the organization and keeping the priorities of success move on the operation of the organization. In this aspect, the adaptive strategies involve the general assessment of annual mapping strategies and possible ways to keep the periodic reviews evaluation on performance (Cajaiba-Santana, 2013). Thus, the attributes of this plan consist of the readiness for changes, positive attitude towards change and the resilience on the implementation plan.
Moreover, the Emanuel Healthcare Center requires a Sprinter form of strategy revolution whereby the organization will foster optimization and exploitation of available resource in a volatile environment. The low-tech specialty requires a turnaround move into a high-tech service delivery and promoting a clear and rational form of performance in the organization (Sinha, & Kumar, 2011). It is important to focus on the low productivity challenge and bring about the changes that are essential in creating clients’ satisfaction. Through this, the organization will gain a good reputation and attract several customers. Consequently, the systematic approach requires a diverse portfolio to scale up potential plan execution rapidly.
Competitive Strategies
The competitive strategy involves the action plan on achieving the overall advantage on the strengths of the entity (Cajaiba-Santana, 2013). For instance, the outlying weakness should be transformed to enhance better services in the Corporation (Parmenter, 2012). Emanuel Medical Healthcare should pressure the excellent services and transformation of the cementing action plan in sustaining the clients’ needs. Competitive strategies consist of differentiation which is aimed at making service delivery unique. The inimitable service enhancement involves extensive research on the development plan in offering excellent service to all clients. Moreover, the Product leadership is another important strategy to incorporate the continuous culture of superior service delivery. For instances, the Emanuel Medical Healthcare needs to create a brilliant teamwork through problem-solving to accommodate success in the health management. Furthermore, this involves extensive research in cultivating the better implementation plan in achieving perfect organizational performance (Sinha, & Kumar, 2011).
The competitive strategy further incorporates the SWOT analysis and setting the priorities on the action plans in overcoming the competitors (Parmenter, 2012). This strategy is a simple framework used to help the organization focus on its strengths by minimizing the possible threats and taking greater opportunities despite the probable weaknesses. For instance, the Emanuel Medical Center should use the potential clients’ needs and ensure that they meet their expectations (Ginter, Duncan, & Swayne, 2013; Sinha & Kumar, 2011). Through this, the management needs to critically analyze the internal and external environmental factors in achieving a smooth transition of organizational strategies.
The transformational strategies gave the organization a greater challenge of changing the mission of Christian service institution into creating a healthier community. In this instance, the Emanuel Health Center has significantly influenced the service and focus on the critical need of a healthy community. Nonetheless, vision also changed from “caring community” into “caring for our community” (as cited in Ginter, Duncan, & Swayne, 2013). This specification of strategy plan is a close relation with the esteem clients in the community.
The Governmental Role in the Health Sector
The Federal Government has a fundamental role in ensuring that the health sector achieves a uniform code of conduct through the regular inspection and review of an important tool in service delivery. The Emergency Medical Treatment and Labor Act (EMTALA) legislation on the mandate for access to emergency service to all regards of inability to pay has been a significant factor that has boosted the health service ad response to clients. This policy has help people receive quality on emergency response and confidence to the people (Ginter, Duncan, & Swayne, 2013). The government is an essential key strategy director in the health sector in transforming the current trending challenges in the health care into better care to the citizens/patients.
The government usually set the Uniform codes of practices and any violation will require the law prevailing and action against the violators. Moreover, the training facilities and institutions is another instrument the federal government should consider in achieving adequate skills to the health practitioners (Epstein & Ferber, 2011). In this aspect, the government further conducts broad statistics on health practitioners through the quality of service and the number of available professionals in the country. The federal government has positively driven the budget balance on the Medicare and canceled reimbursement of annual expenditure to transform health investment continuously. Moreover, the Government Act has pool off the demand for nurses through the increase salaries to nurses and pooling more labor from within the country by attracting the qualified professionals. This strategy pool is an implementation plan for the next twenty yr0ears as a way to flood the health practitioners and prevent scarcity in the health sector.
SummaryThe health care crisis requires continuous strategies to accommodate the growing population of the country and creates constant satisfaction to customers. The case of Emanuel Medical Healthcare Center gives the management of health sector generates a better form of patients’ treatment. The Uniform standards in the health conform to similar services in all health cares and have substantially transformed several strategies on patients’ satisfactions. For instances, policies of increasing the number of a health practitioner and attracting more personnel in the profession have improved the scarcity number of health professionals. This strategy has a thriving concern practice to accommodate the demographic changes in the health sector. Moreover, the strategies in the healthcare industry have forced organizations to change their mission and vision of services in the community. The high-tech transformation has enhanced better focus on accuracy on services to patients.
Recommendations
The health care facilities have changed over time due to the improvement in the quality of products and services. Therefore, I would recommend for high-tech services in all health care centers, and any violation of the conformity standards should be liable to a penalty. Moreover, the standards codes should be under critical revolutionary changes to accommodate the environmental factors and demographic changes. The changing technology in the world should influence the health sector practices and service delivery. The mission, vision statements, and the core values in the health Centers should be specific and dynamic in enhancing continuous satisfaction in the industry (Epstein & Ferber, 2011). In conclusion, the repetitive action plans and strategies re vital in meeting unique features in an organization that sustains the growth and development of an organization (Zhu, Wang & Bart, 2014). Besides, the government will have easy access to the public information useful in establishing vital implementation plan in future strategies.

References
Cajaiba-Santana, G. (2013). Image construction in non-profit organizations: a discursive analysis. Academy Of Management Proceedings, 2013(1), 14406-14406. http://dx.doi.org/10.5465/ambpp.2013.14406abstract
Epstein, P. & Ferber, D. (2011). Changing planet, changing health (1st ed.). Berkeley: University of California Press.
Ginter, P., Duncan, W., & Swayne, L. (2013). Strategic management of health care organizations (1st ed.). San Francisco, CA: Jossey-Bass, Wiley.
Parmenter, D. (2012). Key performance indicators for government and non-profit agencies (1st ed.). Hoboken, N.J.: Wiley.
Sinha, N. & Kumar, N. (2011). Towards a sustainable FDI policy for power sector development. International Journal Of Sustainable Strategic Management, 3(2), 109. http://dx.doi.org/10.1504/ijssm.2011.044352
Zhu, H., Wang, P., & Bart, C. (2014). Board Processes, Board Strategic Involvement, and Organizational Performance in For-profit and Non-profit Organizations. Journal Of Business Ethics, 136(2), 311-328. http://dx.doi.org/10.1007/s10551-014-2512-1