Continue analyzing the situation your case study’s healthcare organization faces. In this milestone, you will evaluate the impact of policies and policy changeson the healthcare organization’s strategic plan. You will also consider the role the healthcare manager and other organizational stakeholders have in strategic planning.
You will develop a short paper addressing the policies of the healthcare organization. Be sure to address the following:
Provide a brief summaryof the organization’s currentpolicies with regard to the issue it is facing.
To what extent do you feel current organizational policies address the influenceof the identified environmental or external factors? Be sure to justify your rationale.
What internal policy changes or new policies do you feel will need to be implemented to more effectively address the issue? Be sure to justify your response.
What role should the healthcare manager assume in terms of guiding strategic planning processes around policy revision or development? Why?
To what extent do the identified key stakeholders influence the strategic planning process in terms of policy change or development?
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Analysis of Huntington Hospital
Courtney Roberts
HCM-415
May 28, 2023
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Analysis of Huntington Hospital
Healthcare organizations face the ongoing challenge of adapting and enhancing their
strategies to effectively address the dynamic needs of patients and the industry within a
constantly evolving healthcare landscape. The case study elucidates the obstacles that Markey
encountered while enhancing the revenue cycle and converting the Business Services Office into
a patient-centric facility. The forthcoming software transition has contributed to the increased
intricacy of the matter. The engagement of consultants was intended to tackle these challenges
and pinpoint obstacles hindering advancement. The present paper conducts a SWOT analysis of
HH, evaluating the coherence between its policies and strategic planning vis-à-vis its mission
and vision. Furthermore, the essay elucidates the environmental determinants that influence the
provision of healthcare services and discerns emerging policies or trends that influence routine
activities.
Case Study Summary
The subject of the case study is Huntington Hospital (HH), a non-profit regional medical
center located in Pasadena, California. Kim Markey was appointed the Executive Director of
Revenue Cycle at HH to enhance the organization’s performance, specifically in the Business
Services Office. Markey’s objective was to convert the departments under her supervision into
business centers prioritizing patients, beginning with enhancing the crucial billing metric of
Accounts Receivable (AR) (Ginter, Duncan & Swayne, 2018). Markey anticipated that the AR
days would be affected by the major software conversion that the hospital was undergoing. In
order to tackle these obstacles, the individual in question enlisted the services of consultants to
evaluate the current procedures and pinpoint any hindrances.
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Organization’s Policies Addressing the Issue
The policies of the organization demonstrate a dedication to tackling the matter of
enhancing revenue cycle efficiency and prioritizing patient-centered care. The organization’s
decision to enlist Kim Markey and grant her the authority to spearhead the transformation
indicates its acknowledgement of the significance of revenue cycle management and the
imperative for reform (Ginter, Duncan & Swayne, 2018). The decision to engage consultants is a
manifestation of the organization’s dedication to seeking external knowledge and skills to
surmount obstacles and enhance its operational efficiency.
Alignment of Strategic Planning with Mission and Vision
The alignment between the organisation’s strategic planning, mission, and vision is vital.
The organization’s mission and vision prioritize providing superior healthcare services centered
on the patient’s needs. Additionally, there is a dedication to fostering a collaborative relationship
with patients. Implementing a strategic plan aimed at converting the Business Services Office
into patient-centric business centers, eliminating obstacles for patients, and enhancing revenue
cycle performance is in direct alignment with the mission and vision of the organization. The
emphasis on staff empowerment and operational efficiency is consistent with the organization’s
mission and vision of collaborating with patients to comprehend their healthcare experience.
SWOT Analysis
Strengths
HH exhibits notable strengths, as it has established a robust reputation for being a highperforming healthcare facility, acknowledged for its steadfast dedication to providing exceptional
quality care. The cultivation of a favorable impression contributes to the establishment of patient
confidence and promotes allegiance (Ginter, Duncan & Swayne, 2018). Moreover, the decision
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made by HH to enlist proficient consultants exemplifies its proactive stance in tackling obstacles
and seeking external knowledge to facilitate enhancement.
Weaknesses
A weakness that has been identified pertains to the low morale and tense atmosphere
within the Business Services Office. This particular issue has the potential to impede
productivity and collaboration. The resolution of this matter is imperative to establish a
favourable setting for accomplishing a prosperous metamorphosis. Furthermore, the projected
adverse effect of the software conversion on the number of days for Accounts Receivable (AR)
poses a difficulty that necessitates proactive handling.
Opportunities
HH has an opportunity to restructure its departments as patient-centric business units,
focusing on prioritizing patient needs and experiences. HH can optimize efficiency and patient
satisfaction by implementing streamlined processes and improved revenue cycle management.
This metamorphosis can result in heightened allegiance, favorable oral promotion, and enhanced
fiscal outcomes (Chaudhary, 2022).
Threats
The obstacles that have been identified as hindrances to the advancement of HH present
potential challenges to the effective implementation of its transformation. Effectively managing
change necessitates implementing change management strategies to address the challenges
identified by consultants and overcome resistance to change. Furthermore, the possible
interference from the software conversion risks the organization’s revenue cycle performance
and necessitates meticulous planning and mitigation tactics.
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Environmental Factors and Impact on Care Delivery
Environmental factors that considerably impact care delivery include software conversion
and identified roadblocks. The process of software conversion has the potential to cause a
temporary disruption in operations and affect the accounts receivable days. Therefore, it is
imperative to undertake meticulous planning, training, and provision of support. The obstacles
identified by consultants underscore the necessity of implementing strategic interventions,
rectifying process inefficiencies, and cultivating a collaborative culture (Chaudhary, 2022). HH
must modify its policies and processes to mitigate adverse effects and capitalize on prospects for
enhancement.
Conclusion
The SWOT analysis conducted on Huntington Hospital indicates that the organization has
identified its internal strengths and external opportunities that can be leveraged to improve its
revenue cycle performance and patient-centered care. However, the analysis also highlights
specific weaknesses and threats that require attention and mitigation. HH exhibits a dedication to
its fundamental principles by harmonizing its policies and strategic planning with its mission and
vision. The achievement of successful transformation is contingent upon the ability to surmount
obstacles, cultivate a favorable workplace atmosphere, and proficiently handle external
circumstances. Through the strategic utilization of its advantageous attributes, identification and
resolution of its limitations, exploitation of favorable circumstances, and management of
potential risks, HH has the potential to establish itself as a prominent purveyor of superior,
patient-focused healthcare services within the industry.
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References
Chaudhary, M. (2022). Strategic Management for Health Care. In Healthcare System
Management: Methods and Techniques (pp. 369-388). Singapore: Springer Nature
Singapore.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care
organizations. John Wiley & Sons.
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Healthcare Management
Courtney Roberts
HCM-415 Healthcare Strat
3-2 Milestone Two
May 21, 2023
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Healthcare Management
Strategic planning is essential for directing organizations toward their desired goals and
objectives. This study aims to assess the strategic planning methodologies employed by the case
study healthcare organization in relation to its mission, vision, and values. Furthermore, the
present study aims to ascertain the predominant issue discussed in the chosen case study and
examine the overarching strategic planning concerns pertaining to this issue. Additionally, the
present study will investigate the function of healthcare managers in strategic planning and
recognize the primary stakeholders implicated in tackling the matter.
Organization’s Approach to Strategic Planning
The strategic planning approach of the organization can be inferred from its mission and
vision statements. The mission statement serves to delineate the fundamental objectives and
underlying principles of the entity, whereas the vision statement elucidates its enduring
ambitions and prospective trajectory. Through the process of scrutinizing these assertions, it is
possible to discern the strategic planning methodology employed by the organization. The
mission statement of the organization underscores the significance of patient-centred care,
highlighting the organization’s commitment to providing high-quality healthcare services that are
customized to meet the unique needs of its patients. The aforementioned statement implies that
the strategic planning methodology would encompass endeavors and tactics geared towards
augmenting patient contentment, ameliorating health consequences, and giving precedence to
patient safety.
Similarly, the vision statement emphasizes the importance of innovation and
technological progress, indicating that the organization places significant value on remaining at
the forefront of medical advancements. In this scenario, the strategic planning methodology
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would entail allocating resources towards state-of-the-art technology, conducting research and
development, and cultivating an innovative organizational culture.
Prevailing Issue and Strategic Planning Concerns
The primary concern highlighted in the chosen case study pertains to the inadequacies
observed in the billing and collections procedure of the organization, resulting in setbacks,
inaccuracies, and monetary predicaments (Ginter et al ., 2018). The aforementioned matter
impedes the organisation’s financial viability and affects its capacity to provide superior
healthcare services. The issue at hand entails strategic planning considerations that pertain to the
optimization of the billing and collections process, the augmentation of cash flow, and the
enhancement of financial management in general. The organization must formulate strategies
that enhance revenue cycle management, curtail accounts receivable days, and establish efficient
financial controls and systems..
Role of the Healthcare Manager in Strategic Planning
The healthcare manager assumes a crucial role in developing strategic plans pertaining to
this matter. Their primary responsibility entails supervising the billing and collections process,
identifying potential areas for enhancement, and formulating strategies to tackle financial
hurdles. To implement effective solutions, the manager must collaborate with key stakeholders,
including but not limited to the finance department, IT department, and the Medicare Team.
Furthermore, the healthcare manager functions as a facilitator for transformation, promoting
enhancements in procedures and cultivating a climate of responsibility and effectiveness. Their
role is critical in ensuring that strategic planning initiatives are in harmony with the
organisation’s mission, vision, and values.
.
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Key Stakeholders and their Role in Strategic Planning:
The issue at hand involves several key stakeholders, namely the finance department, IT
department, frontline staff, patients, and the Medicare Team, who are either affected by or
involved in the matter. The finance department collaborates with the healthcare manager to
scrutinize financial data, pinpoint opportunities for enhancement, and execute tactics to improve
financial performance. The pivotal function of the IT department is to provide support for the
integration of technology-based solutions, such as electronic health records and billing systems,
which are aimed at optimizing the billing and collections process. Frontline personnel play an
active role in the process improvement endeavors by contributing valuable insights and feedback
from their daily experiences. Patients, being important stakeholders, have an indirect impact on
strategic planning through their feedback and by shaping the organization’s approach towards
patient-centred care. The Medicare Team functions as consultants, providing specialized
knowledge and advice to enhance the billing and collections procedures.
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Conclusion
Study results indicate that the healthcare organisation’s strategic planning methods align
with its mission, vision, and values. The current challenge of inadequacies in the billing and
collections procedure underscores the necessity for deliberate strategizing to improve financial
viability. The healthcare manager assumes a crucial function in propelling strategic planning
endeavors, while pertinent stakeholders, including the finance and IT departments, frontline
personnel, patients, and the Medicare Team, collaborate to create and execute efficacious
strategies. The organization can enhance its financial performance and guarantee patientcentered care by tackling the strategic planning issues related to this matter.
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References
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care
organizations. John Wiley & Sons.
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