Deliverable 02 - Achieving Organization Goals

HSA6300 LIVE _1 Module Review Weeks 1-6-20251013_094634-Meeting Transcript

October 13, 2025, 1:46PM

29m 56s

Dawn Ide started transcription

Dawn Ide 0:03 Hi everybody. Welcome in. Today is Monday, October 13th and we are beginning module #2, week #2. So welcome in everybody already. We are going to click into the correct class here, which is HSA 6300 and we are going to review our module content. So last week we went over just the intro to healthcare, strategic planning and marketing. We also talked quite a bit about your course. Project strategic planning. Now I know a lot of you actually have turned that in already and Doctor O is doing his not Doctor. Oh, I'm sorry, my mind's in another class. Doctor Hutchinson and Doctor Morgan are doing their best to get those graded for you as quickly as they can. I have another live session right before this class. A lot of you guys were in my 5100 class, so I do the 5100 presentation before this presentation. So sometimes I mix up our assessment faculty there. So my apologies. All right, moving forward, module 2, strategic planning approaches and modules. So this week, just like last week and you know, just in case it's maybe your second term, your second quarter or something like that, you always have an introduction, your diagnostic assessments and again for your diagnostic assessment, they're not great at. So to be quite frank and to be quite honest, some people just won't do them. And they'll just take the 0, because if it's worth nothing and you don't do it and you get nothing for nothing, then it's just nothing, right? And I I get that. But do realize that everything that you do does add value, you know, to the courses. So the diagnostic assessment, while not graded, I think is a great way to check your competencies there. You also have your multimedia content, which is what we'll start with today in just a moment. And then we have our content sections of strategic planning models, vision and mission contributions, analysis and healthcare settings, and strategic options and objectives. Then you have a comprehensive knowledge check that you should also be doing, even though it's not worth anything. And you have. A few other articles that are attached here. Again, these articles can be wonderful, or they could be something that you don't really want to look at. It just depends on how you feel about it. Now, if anything is older than I would say 2020, I probably wouldn't use it. Because I feel like there's newer resources out there for you guys, but there are a whole lot of additional resources in there for you. OK, now, as I said before, and I'll say it again until you're really sick of hearing me saying it, you know, saying it in this course. Your course projects OK are tightly intertwined with your module content. Everything in your module content is there to help you with your deliverable, and and a lot of it really gives you tips and tricks and a whole bunch of stuff that you need in order to complete that actual deliverable. So even if you don't join me in this session, say next week, you're like, oh, I just don't have time to take from work or whatever the case may be, I don't have time to to join her for her live. Even if you skip this, this video, and I'll say it again tomorrow for the people who skipped it, you know, to begin with, you do want to view the multimedia content. It's only like a. 5 to 7 minute video typically on average in each one of these modules, but they do give you information that you need in order to help you to complete the actual deliverable. OK, not all of the multimedia content in every class is going to do that. And if you were in my 5100 class last term. You didn't even get multimedia content. They took it out of that class. I I just think because there's so many other things going on in there. OK. But in this class, it directly connects, directly connects with your deliverable. OK, All right. So we're going to go ahead and look at the introduction 1st and then we're going to go ahead and look at the multimedia content. So. We're assessing strategic planning approaches and models used to achieve organizational goals. And we're really doing that all of this order, but we're focusing on it a little bit more in this module. We're going to discuss models of strategic planning and healthcare. We're going to evaluate vision and mission statements and their contribution to healthcare, OK. That mission is what you're going for right now. Your vision is what you're looking to go to in the future. Discuss business and operational analysis strategies in the healthcare setting and evaluate strategic options and objectives in healthcare settings. OK, All right. Next we're going to take a look, of course, at our. I need to put that down cause they keep going in the wrong spot. Our multimedia content for this week. And again, very quick videos and they're of great importance in this actual class. This one's only 3 minutes and 35 seconds, so lucky us on that one. I'm gonna go ahead and play it. And then I will see you after it's done. The delivery of healthcare involves putting together a substantial number of tangible assets during the strategic planning process to deliver an array of services or products to generate revenue for an organization. Resources can be human, physical or financial. Human resources are vital in any industry, but even more important in the delivery of quality healthcare, which can include clinical and nonclinical staff. The performance of a healthcare organization depends on the knowledge skills. And motivation of the people responsible for delivering services. The cost of human resources is usually one of the major line items in the budget for a healthcare organization. Research indicates the cost of human resources is the single most expensive driver of healthcare cost over time. Yet, according to a study by the World Health Organization, or WHO, by 20-30, there will be a shortage of 18,000,000 healthcare workers to perform daily activities and deliver the organization's services. Physical resources are needed. Physical resources in the healthcare industry can include certifications, accreditations, equipment, company manuals, procedures, external utilities such as gas, lights, water, electric, phone and Internet in the building. In which these are all contained. These physical elements are key factors in the operation of a healthcare organization to establish and sustain any business. Financial resources are necessary before the business can begin. It is important to secure enough financial resources to operate. Financial resources are funding in the form of cash, credit lines and liquid securities. Although financial resources are usually some form of money, effort and time are also considered financial resources. For example, if a small healthcare business is just getting started and unable to afford a full staff, the individuals who volunteer their time and effort are considered a financial resource. You might be thinking that a budget is only related to financial resources. Not true. During the strategic planning process, all resources, including human, physical and financial, play an important role in the budget. The budget plans out the allocation of resources. The budget is the most effective way to control the cash flow. A budget is simply an estimate of income and expenses for a set period of time with designated categories such as human, physical and financial. Budgets can be developed monthly, quarterly, as well as annually, and can be periodically updated based on new information. Creating a budget begins with a clear and well thought out plan. The budget helps define how the organization expects to carry out its activities financially to meet the fiscal goals established in the planning process. The budget also ensures that an organization can continue to fund its commitments. Other benefits of a budget are being able to monitor performance, identify problems before they occur, plan for the future, and improve decision making. OK, so the take away and there was a few takeaways from that with a three minute and thirty-five second video was that your resources are going to include human, physical and financial. Now financial doesn't just mean those typical things that we think that it would mean. It also includes things like. Effort and time. And your what your budget really does is allocate resources. OK, so like I said, in those videos, you're getting a whole lot of stuff that you're gonna need and in a very short period of time. And you can always go back to it too. All right. So let's start with strategic planning models. There's always a fun little picture at the top here, and this one is just folks putting together puzzle pieces, which is kind of what it is. So what model drives the strategic planning process? And then it goes on to say, well, there is no real one model. Different people do different things dependent upon what their needs for their organization. And as we learned in the video, a budget can be done annually, quarterly. There's a lot of different ways to do budgeting, to do planning. So since the needs of our organizations change over time and the strategies for how we will address those are obviously. Going to change. There is no one perfect model. The strategic planning approach basically just means that you are taking some kind of planning approach to suit your organization's culture and to address the current situation. So I'll say this all of the time when it comes to the healthcare environment, there's a pre COVID environment and there's a post COVID environment. So when you're looking up your resources for these deliverables and this is for everything really in general. We used to have an unsaid rule and and really it wasn't unsaid for me. When I was in college, every professor I had said don't you dare use a resource older than five years. It's too old, it's too outdated, things are changing too fast. And that was when I was in college. So for you guys, things are changing. Like if they were changing really quick, now they're changing, you know, I mean, it's like the click of a mouse, something changes. So you really do want to use the newest information here and that does also. Come along with planning and strategic planning and things of that nature. So we really do need to make sure that we are using the most recent resources so we get the best idea of what we're doing. So organizations may prefer a tap down and even autocratic way of planning and decision making. Some people don't like that anymore. Others might prefer a more inclusive and consensus based planning. Some might prefer a very problem centered approach, while others might prefer a strength based approach. So it just depends on what your organization needs, wants and can do. So types of planning models. OK. And here you go. So we have basic strategic planning that small businesses use, issue-based or goal-based planning. That's when you have a goal and then you just basically put your whole plan around, you know what you're trying to achieve there. Alignment planning, you're aligning the organization mission with all of the. Resources for effective operation. I like the way that they they say that and they pull that out and they make it kind of like a different a whole its whole own thing because we're always supposed to align our mission and vision with our you know our strategic planning includes our mission and vision. So for me I'm like it's interesting that that's pulled out separate but scenario planning. That's used when the organization is identifying issues and goals that might be combined with other models to enforce strategic thinking. So they're saying, OK, what scenario may play out here? So when COVID was going on, I think people were trying to figure out, you know, how is this going to, you know, play out? Are we going to be closed down for two weeks or is, you know, I don't think anyone thought it was going to go on and on and on, which it did. Organic planning. The model serves as an assessment of the organization, both internal and external. And then real-time planning is used when everything is just changing too rapidly. So it's really kind of going off the cusp sometimes and just changing it in real time because things are changing so quickly. So the real-time strategic planning model is like the organic planning model, but is the most widely used for an organization because of the ever-changing environment. All right, now at the bottom here, it gives you some hints, I want to say. So the real-time strategic planning model articulates the mission, vision and values of the organization. And here's the hints. You're going to be doing mission, vision and values. An assessment of the internal and external environment is conducted. When we say that, we do that with a SWOT analysis strengths. Weaknesses, which are internal opportunities and threats, which are external. That's of your organization or of your issue, really, if you're speaking to a particular issue. But what you're doing is you're looking at the strengths and weaknesses currently of the organization internally, and then you're looking at the opportunities and the threats externally. For example, a threat maybe is another, if you're an urgent care center, maybe is another urgent care center opening up down the street. That's going to be your direct competitor. That would be a big threat, right? And that's external because you can't do anything about that. That's a new business coming in externally. And kind of infiltrating your target market, really. So based on the results, the organization aligns resources and establishes an action plan to effectively meet the goals of the strategic plan. And it's really what we're going to be doing in your deliverable. We're going to tie all this together. All right, vision and mission now. I think vision and mission or mission and vision is usually the way I say it is one of those super easy but can made be made super hard things. So to to just clarify, and I know you guys know what this stuff is, right? You're graduate students, but the vision focuses on the future. Where do you want to be? Where do you want to be? Your mission statement defines what you're doing right now. OK, which is why I say mission should be stated first. It's mission and vision. Your mission is what you're currently trying to. Do right this moment. This is my mission. My vision is what the place I see my organization going, what we want to happen in the future. OK, the vision statement summarizes where the organization wants to be and communicates the purpose and values of services and products, et cetera. Where it really differs. So where does the organization want to go? That's vision. Where does the organization or when do they get there? How does the organization achieve that goal? That's all vision. The vision statement should lack doubt. It should provide clarity. It should highlight a bright future. Future. It should be engaging. It should be achievable, probably overall, and it should align with your organizational values. So, for example, a well-being consulting organization was established to empower populations to lead healthy lives. So their vision statement could be to elevate the healthy lifestyles and habits of individuals and communities. Now you may ask me or yourself, if the vision is to elevate the healthy lifestyles and habits of individuals and communities, what is their mission, right? Is that not their mission currently? So maybe the mission. On that one is to help individuals achieve healthy lifestyles. OK, so if the mission was to help individuals achieve healthy lifestyles, then it would make sense that the vision would be to elevate those healthy lifestyles. Do you see where I'm going with this? So you're establishing the minimum that you want with the mission that we can get accomplished right now. And then you're taking that mission and they just added the word elevate. You see what I mean? You're taking that mission up a notch with the vision, like this is what we're going to do right now. Hopefully this is our mission. And this is what we hope will happen in the future, that they're going to take those healthy lifestyles and then they're going to elevate them. See what I mean? OK. And I really feel like they should have put that in there because I think it would have been more helpful. That's what I'm here for. So your mission statement again is focused on day-to-day operations. How are you going to achieve your main goals? It defines the purpose and primary objectives relative to the organization's target customers and team values. The mission statement answers the question, what do we do and what makes us stand out from the competition? It explains the organization's present leading to its future. It explains the comprehensive goals for the organization. And remember, this is only a sentence, right? So this is going to go through a whole bunch of things that it does. So then you're thinking to yourself, well, geez, how long is this mission statement going to be? But it's typically just a line or two. So what do we do today? For whom do we do it, and why do we do it? An effective mission statement should include an organization's purpose and values, as well as the focus on its primary stakeholders and identify its responsibilities to its stakeholders. A clearly defined mission and vision statement, you know, helps your overall organization. Now we're going to look at examples of mission and vision statements in. Real time here. OK, I don't have time. I may have time to do it today. I I don't want to say I don't, but we're going to go through the other topics and then if I do have time, I'll show you today. If not, that's what tomorrow's tomorrow and Wednesday would be for. So this module talks about business analysis because don't forget, healthcare is the biggest business that there is, right? So everybody makes money in healthcare. There's no one not making money. Even not-for-profits have to make a profit, have to make a revenue because every business, which is what it is at its heart, has to operate in the green. It can't operate. You can't just lose money. Hospital systems that have lost money in the past, even not-for-profits, have closed their doors because you cannot operate that way. You have to make money. The only difference with the not-for-profit, it's what they do with their money. It's the difference with the not-for-profit. It's a tax designation. They don't pay certain taxes and then because they don't pay certain. Taxes. They're held to certain standards of what to do with the surplus, OK? And you guys know that because you're graduate students, but just to, you know. Support that again. So business analysis is an assessment to identify business needs and determine solutions for business problems. Of course, solutions often include technology implementation, but may also consist of process improvement, organizational change, or strategic planning and policy development, and typically a combination of those items. Business analysis is the practice of enabling. Change in an organizational context by defining needs and recommending solutions that deliver value to its stakeholders. Of course, that's internal and external stakeholders, which we'll talk about later. The business analysis plan will bring clarity to the strategic planning process that will be used to successfully define the detailed requirements for the organization. So it goes on to say the healthcare market's principle responsibility is to identify problems and improvement areas and and that's what a healthcare business analyst does. That also gives you a little bit of a hint of what you'll be doing in the future. The business analysis plan will answer many questions for the planner and the team through research. A good example is when an organization. Is looking to decrease supply costs. They may call vendors to negotiate bulk prices. After the research and negotiation analysis is finished, the team should review the findings and explore potential solutions. So. Just like you decided to buy Bounty from your local wholesale provider, Bounty, the paper towel, right? Because if you go to the supermarket, it's like what, $1.50 A roll? But if you buy it in bulk. It's like $10 for 12 rolls or whatever the case may be. It's much cheaper if you buy it in bulk. Same concept here. OK, so operational analysis strategies. Operational analysis is a process used to determine the efficiency of an organization's operations. How well are we doing here when it comes to operations? Are we losing money because we're not being efficient? Or are we being super efficient and we're saving ourselves money? What are we doing here? So you're looking at your productivity and how you allocate your funds and whether or not you should reallocate your funds and or resources. So every business has a finite amount of resources, meaning that they're limited at some point or another. And we saw this with. The lack of PPE during the COVID pandemic, right? There just wasn't enough to go around. So because we know our resources are finite and not infinite, we have to be able to ensure that we're going to allocate those correctly. Now an operational analysis is performed in. In order to recognize and develop operational processes using various scientific models, statistic analysis and logical reasoning methods, operational analysis aims to determine whether each area of the organization is contributing. And here's the keyword effectively to the overall performance. So we're gonna look at some items here align. Evaluate, reveal functional areas and the objectives. So an operational analysis will ensure that an operation plan is aligned appropriately with the strategic planning. We evaluate. We want to know where we are currently in order to figure out where we want to go. We're going to reveal an organization's strengths and weaknesses as well as any opportunities for improvement. And again, that's your SWOT analysis, functional areas, so. We should examine a number of functional areas, including strategic planning, customer results, business results, financial performance, quality of innovation, things like that. And the objective of the entire process should be to re-examine the existing processes and determine how objectives might be better accomplished. How money can be saved and if a particular function, product or service is worth being implemented. And I'll give you another hint. We're going to talk a lot about services and whether or not we should add more or take some away because don't forget at Healthy Dynamics, which is our deliverable theme, right, this Wellness company. They're losing money because the employer group that is buying their Wellness plan isn't utilizing it. They're under that 60% participation rate. They don't really care that they have it cause they're not using it. OK, so that is a big, a big deal there. OK. Because of course we want people to, you know, to use it. Otherwise, why are we paying for it? We're paying $200 million for what? All right. So this last section talks about how to evaluate your strategic plan. And at the top here you'll see assessment, assessment, assessment. So evaluation does start at the beginning of the planning process. It may sound counter-intuitive, but ideally you will be kicking off your strategy evaluation process at the planning stage. So we want to make sure that the first thing we do here is take a step back. And in this particular section, they're saying, pretend that you already have a strategic plan. Now you're going to look back and you're going to say, how well of a job did we do in creating this strategic plan? It's important to the success of the strategic plan if you created the approach you intended to create. So sometimes what happens is we start with one. And then it kind of morphs into something else for a multitude of different reasons. And then the finished product wasn't exactly what we thought we were going to have. So more than likely, you and your team put a lot of time into it. Despite working tirelessly, you may still be overlooking something. Even in your day-to-day lives, you can miss something, forget something, you know, things like that. So after. Taking some time to evaluate what you could have done better, what you may have missed. You may make those necessary changes at that time. So here's a couple of questions we ask ourselves. Does the plan connect your vision to your mission or your mission to your vision? Is it realistic? Is it cohesive? Is it balanced? Is it complete, or did you miss something? Is it clear? Can the the everyday employee at your company come up, read it, and make sense of it? Answering the questions will help you ensure that you meet your goals and that your strategies align with your vision and mission. Evaluation allows an organization the ability to make any necessary changes, of course, that need to be taken at that point, so. A few of the changes that you might need to make are listed here. Modifying or deleting goals or strategies that don't align with your mission and vision. Revising deadlines, which is probably your most typical one. When deadlines are made, I think they're made sometimes off the cusp and people don't really understand what that department does. And how long it takes to do things and who, you know, typically in processes, it's not just one department. You're getting a whole bunch of information from other departments also. So this person has to wait on that person, and then that person has to wait on the statistical information or whatever it is. Data that comes from this person and they can't do their job until that person does their job. So I think sometimes when deadlines are made, the people making them, and particularly if we do a top down, they just don't realize how long certain things take. So revising deadlines is a big one, filling in any gaps or potential activities that are unsupported making. A task list of action items and revising statements to ensure that they are clear and that everybody understands them, all the stakeholders, right? And of course at the bottom here we should have continuous evaluation. So that means that we need to continuously look at it. And allow for corrective action because there may be weaknesses in the plan that develop as we move forward. So the sooner you can identify those issues, the sooner you can, you know, create a corrective active, I'm sorry, action plan that doesn't only improve your plan, but also it creates organizational ownership over the component. Components, which will be important in executing the plan. So super important steps here to take for creating your strategic plan. OK, now again, you have these additional articles down here, so your course project. Or your deliverable this week, I should say, is achieving organizational goals. And again, you have a theme that goes along here. You're going to see you're talking about healthy dynamics again. All right. And this one's going to be a PowerPoint. And in this one, you're going to be creating vision and mission statements on your winning idea. What was your idea from deliverable #1? Carry that forward. OK, What service? What new service did you come up with? What new product did you come up with? You're gonna keep that theme. OK, All right. I do have two minutes left, so I actually will show you Mission and Vision. Mayo Clinic, Mission and Vision. Now I'm pulling this one straight from my own brain here, but here's a very easy way to look at mission and visions. All you have to do is Google the organization and then add mission and vision there, and you're going to notice that it pops right up out of Google. Google has become very good at this. So, oh, here's a photo, I think, which would be much easier. Yeah, here we go. This is probably on a website. All right. It was just easier. Mission and vision of the Mayo Clinic. Oh, geez, look at the pop-ups on this one. Just when I thought my life was getting easier. All right, we're gonna get rid of that entire page cause that's not gonna work. We're just gonna look at it over here. Inspiring hope and promoting health through integrated clinical practice, education and research. Inspiring hope and promoting health through those three things. Now the vision for the future is transforming medicine to connect and cure as the global authority in the care of serious or complex disease. So right now we're trying to inspire hope and promote health through clinical practice, education and research. In the future, we're going to take everything that we learned and we're going to transform medicine to connect and cure. So right now we're trying to do all the base work, but in the future we hope to connect and cure. Do you see that? OK, wonderful. Now here's just and I'm just clicking on these photos, which were obviously taken from the website, but I could always go and double check that. But there's a lot of pop-ups. You guys are catching what I'm throwing. Here's a good example of mission, vision and values. All right, now tomorrow we're going to go over the deliverable and then the one day we're going to go. Over tips and tricks. So there's a lot more to come here. This was not it. This was really just getting your feet a little bit wet. We're going to jump into this. So I do want you to start thinking about mission, vision, values, objectives, SWOT analysis, strengths, weaknesses, opportunities and threats. And your and your stakeholders. OK. And then tomorrow we will go over the deliverable and we're going to try to make this really concise for everyone. OK. All right, guys. Well, I want you to take care. Have a wonderful rest of your day. If you think of any questions in the meantime, you can shoot them over to me or hold them for tomorrow and we'll go over them then. All right, thanks guys. Take care. Have a great day.

Dawn Ide stopped transcription