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ASCENSION HEALTH

Strategic Plan

INTRODUCTION

Was founded in 1999 and developed from a catholic ministry.
One of the leading healthcare organizations in the United States with its facilities well distributed over 25 states.
It has a significant administrative capabilities and a large patient database.
Mission is to commit themselves to serving all persons with special attention to those who are poor and vulnerable (Ascension, 2016).
Its vision is to create a vibrant Catholic health ministry in the United States that leads healthcare’s transformation (Ascension, 2016).

This healthcare organization serves the greater part of the United States.
Its the most ideal healthcare system that embraces a beyond average score of the fundamental quality units characterizing America’s Healthcare Industry.

RELEVANCE OF A STRATEGIC PLAN TO ASCENSION HEALTH

It ensure that vulnerable individuals in the society are equally placed in the reception of care.
It ensures the provision of healthcare that works, that is safe and leaves no one behind.
It provides an overall strategic direction to the management of the organization.
Gives a specific direction to areas like financial strategy, marketing strategy.

compassion and dedication in the provision of person centered care for all.
common background from which all the members of the society, irrespective of their social, racial, and economic status, receive care.
The organization uses this common platform to service the health needs of the general public in its areas of coverage while offering special attention to vulnerable groups.

SWOT ANALYSIS

Opportunities Expansion to other states Diversification of health services in great demand Utilizing technology and innovation	Threats Intensive competition Complex government policies
Strengths Has a large chain of hospitals in various states in America Employs highly professional health practitioners Highly effective management programs Has support from the Catholic Ministry	Weaknesses Ties to religious ministry hinders exploration of other health objectives Only limited to the United States Healthcare industry Weak branding

THE STEPS THAT PROFILES THE STRATEGIC MANAGEMENT PROCESS

Establishing the relevance to the current mission, vision, and values.
Environmental scanning for competitive advantages.
Strategic goals.
Internal dynamic and resource considerations for strategy implementation, including key budget information (Pryor, Hendrich, Henkel, Beckmann, & Tersigni, 2011).
Measurement guidelines.
Feedback considerations, and mechanisms the organization should put into place to ensure the success of the company.

RELEVANCE TO THE CURRENT MISSION, VISION, AND VALUES.

Dedication to a spiritually-centered, holistic care which will sustains and improves the health of individuals and communities (Ascension, 2016).
Each facility is dedicated in propagating the mission and vision of the organization through guidance from its values.
Offers each member facility a common objective that unites their regional efforts as members of a single organization with a single objective.
The organization visualizes itself as a significant Catholic health ministry that will provide the required transformation in the health industry.
The values help the organization and its member facilities to uphold the stipulations of the Catholic ministry and its health service provision extension

organization’s values are more specific on the guidance they offer to facilities.

ENVIRONMENTAL SCANNING FOR COMPETITIVE ADVANTAGES

The use of strategic resources strengthens the corporate strategy.
The organization has specific programs and services tailored to the health needs of the target population.
The organizations must have a maintained, well updated record of their performance on consumer satisfaction.

It is the primarily the justification for the organizations dominion in the United States Health industry.
consumer satisfaction is an integral determinant of competitive advantage.

INTERNAL DYNAMIC AND RESOURCE CONSIDERATIONS FOR STRATEGY IMPLEMENTATION, INCLUDING KEY BUDGET INFORMATION.

Organization utilizes a systems theory approach from which each facility is given some level of independence.
Each facility has its own management and its own organizational structure.
The organization chooses a particular change management model based on the type of transition.
Organization utilizes strategies to maintain the integrity of its Catholic ministries and as well serve well in the health industry (Lancaster, et al., 2007)

Among the most popular change management models are Lewin’s change management model, McKinsey 7-S model (Shared values, strategy, structure, systems, style, staff and skills) as well as Kotter’s 8 step change model.
United States government has on the health industry

MEASUREMENT GUIDELINES

Ascension must evaluate the performance of this strategic plan from each point.
Verifying the effectiveness of the strategy.
Efforts in improving quality in all its facilities must be established through an active and reliable statistic.
The establishment of a new facility.
It is very important to define a tolerance range beyond which such a corrective action can be engaged.

An organization must establish different and regular measurement parameters within the conceptualization, implementation and operational stages of the strategic plan.
As the strategic plan is divided into two distinct sections.

FEEDBACK CONSIDERATIONS, AND MECHANISMS THE ORGANIZATION SHOULD PUT INTO PLACE TO ENSURE THE SUCCESS OF THE COMPANY

Organizations must have maintained a well updated record of their performance on consumer satisfaction.
Interviews and questionnaires can be supplied to selected patient groups in each facility to establish the level of satisfaction they have on the facility’s product.
This information will be compared with records to establish if the strategy implemented has performed as expected.
If the strategy fails to show the performance anticipated. Organization to roll back the changes.

The patients will be able to highlight whether they are satisfied with the services offered or not.
When it comes to establishing a new organization, if the organization does not demonstrate a capacity to serve a considerable number of patients, there is a likeliness that it will run losses.

STRATEGIC FINANCIAL PLAN

The organization avails its financial reports and analysis to the public and its partners for better understanding of its operations.
To establish a platform from which the organization’s financial status can be explored and re-established with respect to implementing its strategic plan.
The organization classifies its financial information on the basis of strategies driving growth, results of consolidated operations and liquidity and capital resources.
The organization’s financial plans and recurrent expenditure must fit within any one of these classifications.

Its affiliation to the Catholic ministry prefers its operations to be transparent. By availing its financial disclosures to the general public, the organization makes it possible for its stakeholders to conceptualize the feasibility of its strategies.
As the organization intends to establish a number of affiliate facilities in specific regions with greater patient traffic, it must relate how this strategic plan will be influenced by its current financial status.

CONT.

Explore the financial strategies the organization has utilized to gain financial strength in the industry.
The organization can develop a consolidated financial statement.
The budget must also highlight the expected number of workers in the new facility and how compensation will be distributed within this framework.
The organization must exhibit good capital expenditure planning in its effort to improve the quality of its services a notch higher.
Ascension Health must ensure a contingency plans and budgeting for unexpected events.

Inclination to the Catholic Ministry is not only a support value for its operations but also a leading financial resource for its operations.
Supplies, machines, raw materials and other equipment necessary for the organization to operate must be well outlined in the budget.

CONCLUSION

To explicitly service specific and specialized needs of the population, the organization has specific programs and services tailored to the health needs of the target population.
As quality is a significant element in the health industry, the organization has a follow-up process through which the quality of their services are traced and improved.
The use of strategic resources strengthens the corporate strategy and offers the organization a competitive advantage within the market.

REFERENCES

Ascension. (2016, 5 22). Mission, Vision and Values. Retrieved from Ascension Health Organization: http:// ascension.org/living-the-mission/mission-vision-values

Lancaster, A. D., Ayers, A., Belbot, B., Goldner, V. K., Stanton, D., & Sparkman, L. (2007). Preventing falls and eliminating injury at Ascension Health. The Joint Commission Journal on Quality and Patient Safety, 33(7), 367-375.

Pryor, D., Hendrich, A., Henkel, R. J., Beckmann, J. K., & Tersigni, A. R. (2011). The quality ‘journey’at Ascension Health: how we’ve prevented at least 1,500 avoidable deaths a year—and aim to do even better. Health Affairs, 30(4), 604-611.