For Expert_Researcher ONLY Assessment 5-3
Mr1970B
Assessment4pptrevision.pptxParkland Health & Hospital System Balanced Score Card Briefing
Introduction
Established in 2009
Parkland Health & Hospital System has a superb reputation of providing quality care for individuals in Dallas.
It operates in more than 10 community clinics and various family and youth centers.
The strategy, which is discussed in this presentation is to embrace a more dynamic organizational structure that enhances growth and efficiency
Since its establishment in 2009, the Parkland Health and Hospital System has maintained a strong tradition of providing quality care to many individuals and communities in Dallas, Texas. The administration has embraced quality standards which enable all staff to embrace principles that foster quality care. As technology continues to peak at a high rate, there is a need for the hospital to undertake a strategic change to optimize the available opportunities and reduce the negative impacts they are currently facing. The strategy seeks to empower the hospital`s mission and vision in a way that heightens strong commitment to evidence based care practices. One of the notable shortcoming of the hospital is that it lacks a strong workforce that is actively involved in decision making and thus, hinders growth and development. It is key to note that, collaboration and innovation are currently not completely favored by the leadership team and thus hindering other employees to air their thoughts about the business.
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Vision/Mission/Values
Mission is to provide quality care to individuals and communities
Vision statements is “By our actions, we will define the standards of excellence for a public academic health system”
Vision connects with the core objectives of the organization.
The organization embraces values of providing optimum care at all cost to all people in the community.
To Parkland Health & Hospital System (2017), the hospital mission is dedicated to the well-being and health of individuals and communities. The vision statement creates a strong foundation for healthcare providers to ensure their actions align with the ethics and excellence governing the institution. Overall, the mission statement reflects the hospital`s passion in improving healthcare to all individuals in Dallas irrespective of any challenges that may emerge with culture, race, ethnicity, gender, social class, or educational background. Although the statement is insightful and connects with the core objectives of the organization it fails to focus on the system's objectives. Therefore, it is important for the hospital to review its vision statement so that it can help address the necessary initiatives.
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External Environment Analysis
Political Factors
At Parkland Hospital, the passage of health laws such as the Centers for Medicare Services Act (2012) towards lowering the cost of care has increased hospital utilization by the community. This has significant impact on the availability of facilities to cater for the increased demand. Further, there has been an increase in activist lobbying that has impacted hospital operations. There is an upsurge of special Interest groups lobbying for physicians, patient advocacy, hospital associations and nurse unions. In this regard, the hospital management is faced with the challenge of dealing with a stricter level of standards for an informed clique of consumers.
Economic Factors
Parkland is faced with challenges such as reduced reimbursement as a result of the requirements of the Centers for Medicare Services (CMS). Implementation of the requirements led to a general reduction in revenue from lower pricing for the medical services. In order to increase capitation, the hospital is forced to consider other methods of increasing patient turnover, and an increased competitive edge in the industry through offering more competitive pricing. Clients are encouraged to pay for quality as the hospital emphasizes the patient safety and risk reduction policy.
Social Factors
These factors include lifestyle trends of the catchment of the hospital. It is notable that the hospital mainly serves immigrants with a generally reserved cultural background. This has had an impact on the demographics as well as the attitudes and opinions of the consumer depending on how they view the law changes that affect their social class. It is notable that even a simple action of introducing technology may have an impact on the consumer image that would compound into changes in their buying patterns and access to the services (Sutherland, 2013). In Dallas, there is a general culture shift towards transparency for patients involving integrating consumers in the care delivery and hospital operations. This has been majorly utilized in selling and marketing of the healthcare services as a product.
Technological Factors
In the industry, technology legislation innovation and the potential of technology access affect the competitive edge depending on costs of licensing, patents, intellectual property rights, and communications. The hospital has a burden of investing in innovation to become the early adopters of technologies in the industry. The trending Central EMR can be embraced to improve service delivery. However, this is affected by legislation and requirements. Altogether, the industry has potential in establishing scalable technology solutions. This will technically reduce the current barriers to partner business, in which leaders can adopt change and provide the required technology support resources ( Cohen, Manion, & Morrison, 2013).
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TOWS Matrix
Focus should be on maximizing opportunities and strengths, as well as, mitigating internal weaknesses and external threats; this can be done using certain strategies.
Managing the issue of staffing shortage of high qualified practitioners can be done by maintaining a pool of active and motivated clinicians and staff to jump in to accommodate increased volume. This will also help to reduce stress among the permanent staff as they will not be overworked.
Employee schedules can be reworked to include flex shifts to avoid stress and maintain employee retention. Introduction of a mid shift for example from 11a-7p in addition to the typical 7a-3p, 3p-11p, 11p-7a shifts will allow flexibility to working parents and help with employee engagement.
Staff competence can be enhanced by relying on a robust online education system that provides free courses to staff via a link in the hospital’s main webpage. An online university if you will.
Generally, the hospital has maintained strong traditions of providing high quality care to diverse individuals in Dallas. The hospital is large and thus is in a good position to serve many patients. The hospital has competent healthcare providers with adequate skills to provide quality care to patients. However, the hospitals lacks a strong management team especially when making decisions and spreading protocols to minimize work related pressures, mitigate competition, and use of complex networking system.
Employees are neglected from airing their thoughts and thus, interfering with their sense of belonging. A sense of importance and a feeling of being heard is very important to employee satisfaction and must be made a priority. Employee should be involved with decision making through one on ones with leadership, focus groups as well as surveys.
Just like employee satisfaction is imperative so is patient satisfaction. In order to help maintain this sharing of patient information between departments is crucial. Patient’s do not want to repeat their medical history over and over. This can become frustrating and lead to low satisfaction scores. With the use of an updated EMR throughout the entire system this issue will be resolved.
An effective communication structure between departments not only ensures patient satisfaction but also quality of care and reduces medical errors.
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Gap analysis: Desired Position V. Actual
Desired position reflected in its mission;
define the standards of excellence &
Improve health & well being
The hospital has embraced strategies and resources to deal with various diseases that afflict Dallas communities.
The country has a core concern on providing affordable and quality healthcare services but it has not fully achieved affordable treatment on various diseases such as stroke, cancer, and epilepsy.
The distance between the desired outcomes and the actual scenario of the organization illustrates the growing demand for providing quality healthcare services in Dallas. The community has been afflicted with various lifestyle diseases and health condition that require both short-term and long-term interventions. Although the organization has had a strong legacy of dedicated services to most immigrants in the community, much needs to be done to ensure it fully meets the health needs of the community. Most individuals in the community are ailing from diseases that require immediate interventions and thus increasing the need to have adequate resources that combat the issue. The hospital needs to equip its workers to address health issues affecting the community (Lyons, Lecca & Valentine, 2013).
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Recommended directional strategy
Establish dynamic organizational structure to spur efficiency and growth;
Redesign mission and vision to reflect its expanded objectives and commitment to EBP;
Reinforce professionalism, broaden collaboration networks & enhance its quality of service
Mission and Vision
Although the statement is comprehensive, it does not seem to focus on the projected impact, scale, and scope of intervention. The inclusion of such words such as “optimum care” and “high quality healthcare” are critical. The vision statement connects with the core objectives of the hospital but stops short of providing the specifics of the actions that are to be initiated towards its stated objectives. A reviewed vision statement should introduce itself with phrases such as “by our professional actions” or “by our medical interventions.” Such words would reveal the level of professional commitment at the core of the organization’s objective.
Organizational structure
A shortcoming of the current organizational structure is that the workforce or the professional team of the organization is not actively involved in the major decisions that appertain to the overall mission and vision;
This aspect of the organization is inconsistent with trends of in the industry, where decision making and the development of policies involves employees across the organization’s hierarchical structure (Weaver, Ball, Kim & Kiel, 2016).
Parkland’s organizational design should be organized in a manner that ensures that all the activities are in proper coordination across the various divisions of the hospital system. Integration must encourage employee participation in decision-making.
Professionalism
Honesty, love, compassion, patience, and care are some of the guiding values among the staff members.
All members of the medical staff and other employees in the organization are expected to commit themselves to such values in order to contribute meaningfully to the organization’s vision and mission. Apart from raising the profile of the institution, these values have helped to uplift customer satisfaction as a hallmark of quality.
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Key Goals /Objectives
Create decentralized organizational structure that encourages employees to participate in decision-making to improve quality care
Create vision board to distill essentials to develop a well-grounded mission/vision;
Training of employees, collaborate with partners in Dallas and investing in areas driving quality care
To achieve the directional strategy, the main objectives will be coming up with different ways within the organizational structure to facilitate employee engagement in a manner that encourages employees to participate in decision-making to improve quality care. This may entail decentralizing the structure to make sure that employees can easily communicate concerns and suggest solutions to different leaders (Lee, Ghapanchi, Talaei-Khoei & Ray, 2015).
In redesigning the mission and vision, focus will be on creating the vision/mission board whereby all information from the strategic plan and directional strategy is collected to help identify constituents of a mission/vision and what may be missing. The information collected will be distilled to come up with essential elements that will help write a well-grounded mission and vision statement.
The expansion of collaboration with partners in Dallas should constitute a major operational objective for the organization. Establishing soundness in cash flow management is necessary in order to guarantee future investments in areas of priority such as the expansion of the hospitals areas of specialty (Pascuci, Júnior & Crubellate, 2017). The hospital system should also review its asset management system in order to achieve the set benchmarks of the institution. The reliance on data will be crucial for ensuring that the hospital’s assets are managed in the proper manner in order to guarantee sustainability
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Balance Scorecard Table
| Metric | KPI |
| Finance/investing | The organization has a stable financial resource base, with a focus on investing in areas fostering quality care |
| Organizational Learning and Development | The organization has highly trained, competent and motivated staff. |
| Customer Satisfaction | Customer satisfaction and retention. |
| Business Operations | The organization has policies and platforms to enable employees engage in decision making together with peers and management |
Objectives include establishing a stable financial resource base via the creation of a foundation department that specializes in fund raising and events to raise money for improvements to the organization as well as an realty department that will specialize in acquiring properties and renting out space to produce revenue. This will help ensure the financial viability of the system.
Modification of policies through the system to ensure effective communication, standardization of processes and increased quality of care. Also the establishment of a free online university program that will keep clinicians and staff up to date on trainings and competencies.
Customer satisfaction will be maintained via provision of well trained and engaged staff as well as a more efficient EMR. Customer satisfaction will be measured via an customer satisfaction survey mailed to every customer that has received services. Patient suggestion boxes will also be placed throughout the facility to allow customers to provide real time feedback. The box comments will be collected by nurse leadership and shared with the staff as appropriate.
Operations will be modified to be more inclusive of feedback from different areas, employees and management. Multidisciplinary and well and multi departmental committees to meet regarding process and policy changes that may affect the system as a whole.
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Analysis
The strategic plan of the organization should align with business activities of the vision statement of the organization.
The balanced scorecard approach provides a holistic analysis of the organization and various activities taking place.
The organization must understand its mission statement.
Must embrace the strategic plan and vision.
Must focus on the projects necessary to carry out the changes that will allow Parkland to reach it’s goals.
The hospital plans to focus on embracing adequate knowledge to provide quality care and thus, being ahead of other competitors in the healthcare industry. Overall, the strategic plan focuses on the utilizing technology, maximizing revenue, eliminating the delays and inefficiencies, and defining management roles of individuals in the organization. Embracing the mentioned strategies would help in improving the current state of the hospital (Hopp & Lovejoy, 2014). As discussed on the previous slide the scorecard specifies how the organization plans to meet the goals specified today vis different strategies and changes made throughout the organization as a whole.
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Recommendations/Conclusion
The institution has opportunities of supporting demand-driven factors in the region.
The diversity in the population offers the organization the chance to embrace cultural competency.
The organization should employ/nurture highly trained staff for a competitive advantage.
Deploy the financial resources necessary towards hiring and motivating staff.
Changes in the organizational structure creates the need of defining management roles in a manner that increases efficiency of the organization. It is fundamental to embrace an adequately skilled and talented workforce that will help the organization to achieve its goals and objectives. The diversity in the population creates a platform for the organization to recruit employees from diverse cultures. It is key for the organization to embrace the recent innovation of technology and improve its communication with employees especially when making decisions. The organization should rely on the robust healthcare information system to enhance staff competence.
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References
Pascuci, L. M., Júnior, V. M., &Crubellate, J. M. (2017). Strategic management in hospitals: tensions between the managerial and institutional lens. BAR - Brazilian Administration Review, 14(2), 1-21.
Sutherland, K. (2013). Applying Lewin’s change management theory to the implementation of bar-coded medication administration. Canadian Journal of Nursing Informatics. Editoral Board, 8(1&2).
Cohen, L., Manion, L., & Morrison, K. (2013). Research methods in education.7th Ed. New York, NY: Routledge.
Hopp, W. J., & Lovejoy, W. S. (2014). Hospital operations: Principles of high efficiency health care. Upper Saddle River: Pearson Education.
Lee, T., Ghapanchi, A., H., Talaei-Khoei, A., & Ray, P. (2015).Strategic information system planning in healthcare organizations. Journal of Organizational and End User Computing, 27 (2), 1-31.
Lyons, K., Lecca, P., J. & Valentine, P. (2013). Allied health: Practice issues and trends into the new millennium. London: Routledge.
Parkland Health & Hospital System (2017). Home page. Retrieved from https://www.parklandhospital.com/phhs/home.aspx
Pascuci, L. M., Júnior, V. M., &Crubellate, J. M. (2017). Strategic management in hospitals: Tensions between the managerial and institutional lens. BAR - Brazilian Administration Review, 14(2), 1-21.
