HCA- CT 9

Running head: STRATEGIC ASSESSMENT AND PLANNING 1

Strategic Assessment and Planning

HCM-501-22362-201720

Principles of Healthcare Administration

Module 09: Critical Thinking

150011410

Abrar Alsaleem

STRATEGIC ASSESSMENT AND PLANNING 2

Strategic Assessment and Planning

Processing the internal and external driving factors for University Memorial Hospital

(UMH) consist of looking at the organization problems that have recently come up. The staff

is complaining of a need for daycare facilities that are affordable and cater for their work

schedule. For this reason, the healthcare organization (HCO) has decided to develop a new

day-care center.

Discussion

Strategic planning is the first step in planning process. This involves an assessment to

understand the viability of this project (Crumpton, 2015). Task identification, stakeholder

identification and executive inclusion is part of the process that is included (Steiner, 2014;

Fujioka, Howell, & Malaske, 2013). The task identified for the strategic planning include:

 Value assessment advantages and disadvantages of creating a daycare center.

 Develop an acceptable business plan.

 Present Business Plan to UMH’s board of directors (BoD).

 Budget and costing elaborate all the project costs linked to key tasks. This can be

provided by stakeholders and project management

 Collaborate and discuss numerous issues such as management of the facility, location,

slotting allocation for the university and UMH’s employees.

 Identify resources availability

 Discuss joint venture between the hospital and the university.

 Develop a staffing plan.

 Formulate a report for the board. Evaluate the appropriate action (make choice of

whether to build a daycare center or if a different approach held the solution).

 Determination of the criteria to be used to grant participation to employees,

reassessment of overlooked options to effectively meet daycare needs of employees

STRATEGIC ASSESSMENT AND PLANNING 3

and assessment of other factors contributing to increased absenteeism and decreased

employee morale.

 Final allocating and monitoring budgets.

 Final decision making and planning for constructing of day-care facility

The timeline is an important aspect of this project (see Table 1; Figure 1). The project will be

within a nine-month period ( 20 th

March- 16 th

December, 2018).

Table 1

Tasks in Strategic Assessment and Planing for the Development of HOC’s New Day-Care

Center

Task Start day Ending day Duration

1. Project Value Assessment 3/20/18 4/18/18 30

2. Develop A Business Plan 4/19/18 4/25/18 7

3. Present to UMH’s BoD 4/26/18 4/28/18 3

4. Budget and Costing 4/29/18 5/28/18 30

5. Collaboation and Discussion 4/29/18 10/31/17 185

STRATEGIC ASSESSMENT AND PLANNING 4

Note. The tasks were assigned according to the Decisions, Decisions case. Adapted from

Management of Healthcare Organizations: An Introduction (2nd ed.) by P. Olden, 2011,

Health Administration Press.‏ pp. 326-327.

Figure 1. Gannt chart describes the tasks and the timeline. The case was adapted from

Management of Healthcare Organizations: An Introduction (2nd ed.) by P. Olden, 2011,

Health Administration Press.‏ pp. 326-327.

3/20/18 5/9/18 6/28/18 8/17/18 10/6/18 11/25/18 1/14/19

Project Value Assessment

Develop A Business Plan

Present to UMH’s BoD

Budget and Costing

Collaboation and Discussion

Identify Resource Availability

Discuss Joint Venture

Develop the Staffing Plan

Evaluation Report

Reassessment of Options

Final Allocating and Monitoring Budgets

Final Decision Making and Planning for Construction of Day-Care Facility

Project Closure

Project Management Stakeholders and Project Management

Human Resources and Project Management Project Management and Quality Management

6. Identify Resource Availability 5/29/18 6/27/18 30

7. Discuss Joint Venture 6/28/18 7/10/18 14

8. Develop the Staffing Plan 7/11/18 9/8/18 60

9. Evaluation Report 9/9/18 9/15/18 7

10. Reassessment of Options 9/16/18 9/29/18 14

11. Final Allocating and Monitoring Budgets 9/30/18 10/30/18 30

12. Final Decision Making and Planning for

Construction of Day-Care Facility

10/31/18 11/16/18 16

13. Project Closure 11/17/18 12/16/18 30

STRATEGIC ASSESSMENT AND PLANNING 5

Conclusion

In conclusion, the activities to the decision making will take a minimum of 270 days for

which the construction schedule will then begin. Following a procedure in the completion of

task helps in the presentation of a guideline for accomplishment and outlook of the problem

as a whole (Grunig & Khun, 2011; Olden, 2016). Gannt Chart provide a simple visual

overview of a project from start to finish. This would lead to increased work efficiency

among teams.

STRATEGIC ASSESSMENT AND PLANNING 6

References

Crumpton, M. (2015). Strategic Human Resource Planning for Academic Libraries.

Information, Technology and Organization. Journal of Access Services, 13(1), 46–47

Fujioka, W., Howell, K., & Malaske, K. (2013). Strategic Plan for Child Care and

Development In Los Angeles County 2013- 18 (1st ed., pp. 3-15). Los Angeles: Office

of Child Care. Retrieved from

http://www.ceo.lacounty.gov/ccp/pdf/CCPC/CCPC_Strategic%20Plan%20for%202013

-2018_5Aug13.pdf

Grunig, R., & Khun, R. (2011). Process-Based Strategic Planning (pp. 50-55). Berlin:

Springer-Verlag Berlin Heidelberg.

Olden, P. (2016). Management of Healthcare Organizations (2nd ed., pp. 49-50). Chicago,

IL: Health Administration Press.

Steiner, G. A. (2014). Strategic Planning (pp. 227). Simon and Schumer, NewYork, NY:

Free Press.