Development of Strategic Approach

Strategy formulation plays an important role in decision-making process in healthcare. The approaches comprise directional and adaptive strategies. The former include values, vision and missions. Directional strategies aid in ensuring that organization’s operations align with its objectives. Adaptive strategies are designed after directional ones have been developed. Moreover, adaptive strategies act as the means to implement directional strategies. The goals of adaptive strategies should accord with directional strategies because they represent alternative approaches that can contribute to efficient employment of directional strategies. Thus, adaptive strategies cover market entry strategies. Therefore, development of effective directional and adaptive strategies depends on strategic management, thinking, momentum and planning while success of the administrative role of the healthcare settings is determined by the formulation of non-conflicting mission, visions and adaptive strategies.

Mission and Vision Statements

Vision

As a medical institution of choice, the organization focuses on being the premier regional healthcare provider that offers cost-effective and continuous high-quality services to upsurge the health condition of the patients who use services of the facility. As a result, the establishment functions at a substantial level of commercial and personal truthfulness.

Mission

The organization is committed to safeguarding the public well-being through guaranteeing constant improvement of its performance, service excellence, accessibility and reasonably priced operations with the aim of meeting the demands of the community.

Specific Strategic Goals

The planned goals of the medical settings form their foundation from the core principles, mission and vision statement. Strategic goals influence healthcare outcomes and are measured using key performance indicators that assess the social-economic development of the establishment. The specific goals include decreasing burden that arises from non-communicable diseases, reducing the transfer of nosocomial infections, lowering maternal morbidity as well as improving family health. The strategic management and thinking objectives associated with the target of relieving the burden associated with non-communicable infections embrace nutrition, drug abuse and physical activity. The strategic planning purposes incorporate diminishing the prevalence of diabetes, providing social rehabilitation services and forming training partnerships with community healthcare workers. In addition, the objectives aim at lowering dental caries, enhancing hygiene in schools, decreasing the levels of alcohol-associated injuries as well as tobacco smoking among the youths and pregnant women. The goal of easing the burden that ascends from non-communicable diseases safeguards the public well-being as stated in the vision and mission statements.

Reducing the transfer of nosocomial infections focuses on ensuring cost-effectiveness of the corporate operations as well as guaranteeing service excellence. Jencson, Cadnum, Piedrahita and Donskey (2017) state that the transfer of multidrug-resistance organisms in acute care hospitals increases due to contamination of sinks and poor hand washing hygiene. Moreover, nosocomial infection facilitates illnesses, demands the use of antibiotics and longer period of hospital stay (Jencson et al., 2017). The strategic planning and management objectives include improving the knowledge of nurses on evidence-based practices and transforming them into leaders. Additionally, the goal implies reducing acquisition of burnout syndrome among medical attendants that induces the spread of nosocomial infections. The research conducted in neonatal intensive care shows that there exists a direct connection between acquisition of burnout syndrome and working environment among nurses (Tawfik et al., 2017, p. 316). Life-threatening conditions in the workplace make the latter dissatisfied with their professional outcomes that may lead to the development of burnout syndrome. Therefore, attaining the goal provides for high-quality medical assistance offered by medical staff who safeguard service excellence, cost-effectiveness and affordability as stated in the mission statement.

The target of lowering maternal morbidity focuses on making the organization a premier regional healthcare facility that guarantees a continuum of high-quality services. The strategic planning objectives that ensure achievement of this target include increasing early booking for first time pregnant females as well as women who go to the antenatal clinic during pregnancy. Furthermore, the goal concentrates on encouraging women to attend postnatal clinics. The stratagem lowers the levels of unexpected pregnancies through increasing the contraceptive prevalence rate. With regard to reducing maternal morbidity related to cutting healthcare costs, strategic thinking objectives involve outsourcing auxiliary services such as security, cleaning kitchen and laundry. The strategic planning and management is centered on reducing maternity period of hospital stay. Postnatal stay and expenses are decreased through providing greater access to quality maternal services. Bowers and Cheyne (2016) state that reducing postnatal stay by 17 percent lowers maternal cost by 8 percent (p. 6). Therefore, the goal concerning maternal morbidity safeguards reasonably priced treatment and quality medical assistance.

Specific Adaptive Strategies

The success of adaptive strategies that guarantee attainment of the specific strategic goals depends on strategic management. The two selected adaptive strategies that ensure fulfillment of the specific strategic goals include shifting from acute hospital care to community-based care expansion as well as adopting transformational leadership maintenance of scope strategies. The change from acute hospital care to the community-based care aids in managing expenses. According to Spilsbury, Rosenwax, Arendts and Semmens (2017), community-based care reduced acute hospital admissions by 3 percent and length of hospital stay decreased by 6 percent (p. 1). Therefore, the shift from acute hospital care to the community-based one offers new opportunities in the nursing profession. Considering that the organization focuses on guaranteeing affordability and continuum of high-quality services, implementation of community-based care eliminates high hospital stay cost that increases the expenses for treatment. Community-based care reduces the transmission of hospital-acquired infections. Furthermore, enhanced patient-nurse interaction in acute care hospitals acts as the major cause of spread of nosocomial infections that result in greater patient morbidity and length of stay, along with substantial cost of treatment. On the other hand, community-based care discourages patient-nurse interaction that prevents the trnasmission of multi-drug resistant organisms. Decreasing the spread of such bacteria lessens the use of antibiotics that upsurge treatment expenses. Therefore, community-based care goal safeguards continuum and affordability in healthcare.

In addition, community-based care enhances diversification. It lowers maternal morbidity and relieves the burden that arises from non-contagious diseases. Jennings et al. (2017) argue that community-based care improves maternal health outcomes through decreasing the rate of maternal illness by 21 percent, increasing service delivery by 66 percent, raising antenatal care attendance by 50 percent and growing facility delivery by 69 percent (p. 1). Furthermore, Jennings et al. (2017) provide an example of community-based interventions in rural Bangladesh that reduce the transmission of non-communicable infections and maternal morbidity (p. 4). The example shows that community-based care enables identification of pregnancies at early stages that allows referral of maternal complications (Jennings et al., 2017, p. 4). Additionally, community-based care is responsible for distribution of iron or folate tablets, home visits for the provision of antenatal care and conveyance of childbirth education in 12 villages in India (Jennings et al., 2017, p. 4). Since auxiliary services such as cleaning, kitchen, laundry and security become outsourced to the patients’ homes, the overall cost of treatment becomes lowered hence guaranteeing affordability. Community-based care eliminates hospital stay cost as well. Thus, community-based approach secures leadership market entry. Therefore, the strategy enables the organization to adapt to meeting the public needs.

Leadership plays an important role in ensuring quality healthcare in both acute hospital and community-based care. If the organization aims at adopting community-based care, providing nurses with leadership roles within the community is essential. Transformational leadership safeguards enhancement and status quo. Moreover, transformational leadership motivates medical attendants because the nurse leader has higher moral values and develops ideas that encourage other healthcare professionals to work beyond their expectations (Freeborough, & Patterson, 2016, p. 50). The research conducted by Lin, MacLennan, Hunt and Cox (2015) in Taiwan shows that transformational leadership contributed to support in the workplace, administrative commitment and job gratification (p. 1). Even though nurses will oversee healthcare by themselves when administering community-based care, they need supervision and workplace support that originate from transformational leadership.

Outline of Service Delivery and Support Components

Service delivery methods include community outreach by community health workers, outreach sites established by facility-based providers and home visit by medical staff. The organization will form coalitions, apply marketplace entry approach with communal programs through the employees who are held accountable for public well-being in its service delivery model. The current evolution of nursing practices offers more opportunities in the society. Therefore, market entry of the medical setting should focus on the community care more than acute care hospitals. Nurse-managed clinics and patient-centered medical facilities increase due to the extension of Medicare and Medicaid coverage that provides covering for additional 32 million Americans (Ely, 2015, p. 193). The combination of the three service delivery methods will ensure that the healthcare institution covers a broader target market. The responsibilities of the community health workers include giving social support, advocating for the public needs and disclosing information on available resources offered by the medical care unit to the community. Outreach sites established by facility-based providers will extend the efforts of the acute care organization, especially in diagnostic centers. Home visits undertaken by health workers focuses on patient-centered medical institutions where services are provided to the patients by nurses.

Supportive components of a value chain act as determinants of service delivery methods. The supportive components incorporated in the organization’s service delivery system embrace insurance, technology and government financing. Technology increases community-based care coverage and coordination. The establishment will need healthcare application that supplies patients and the public in general with the information on symptoms and medical conditions. Collaborative technologies such as cloud computing will assist service delivery providers in accessing the information in medical settings regardless of their location. Financing from the government and insurance contribute to service delivery through offering incentives and making certain medication affordable. The organization will need Medicare and Medicaid financial support to safeguard reasonable cost of the community-based care among the old or the poor.

Specific Approach to Maintaining the Selected Adaptive Strategies

The organization will need chronological phase implementation of the strategies that aim at accomplishing a broader strategic shift. The mission and vision statements cover broad and long-term objectives of the establishment. Hence, simultaneous employment of the strategies does not ensure a desirable implementation approach. Chronological phase integration allows evaluation of priorities and individual strategies as the medical institutions pursue the latter. The approach follows a gradual integration of a strategy, evaluating its pros and cons, formulating mitigation strategies before another procedure is added into the combination of strategies. Hence, after the strategy is adopted, the healthcare unit maintains due to proper assessment before its incorporation.

Conclusion

The mission and vision statements show that an organization focuses on becoming an affordable and cost-effective center of community healthcare excellence. The specific strategic goals that medical settings set include reducing the spread of nosocomial infections, lowering maternal morbidity and relieving the burden of non-communicable infections. The adaptive strategies ensure the success of the specific selected goals expansion and maintenance of scope strategies. Regarding maintenance of scope strategies, transformational leadership safeguard status quo and enhancement. With respect to the development of scope strategy, shifting to community-based care guarantees diversification in the provision of healthcare. Community-based care offers new opportunities in evolution of nursing practice hence acting as a market entry strategy. Service delivery encompasses home visit, use of outreach sites and activities of community health workers. The approach, which provides for maintenance of the strategies that allow assessment of each procedure, involves chronological phase strategy implementation.

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