Burnaby Hospital is the third busiest department of emergency by the province with more than 70,000 number of patients visiting the hospital every year. The Emergency Supertrack of the hospital is focused on providing care to individuals that are presented in the department of emergency with minor ailments like lacerations, infections, allergic reactions, bruises and many more (Walshe, 2008). Supertrack is a dedicated and separate area for non- urgent cases of the patients with a team of unit clerks, physicians and nurses.
In context with this hospital, this report will be identifying and summarizing the short term and long term plans of the organization. The report will also be identifying the key stakeholders and the strategic thinking, describing the key strategies at unit level, organizational level, divisional level and corporate level.
The main goal of the hospital is focused on maintaining sustainability as the main goal for both strategic planning of long- term along with the promotion of healing environment. The projects of the strategic development involve a number of levels in order to make the decision (Tan & Sheps, 2008). At an increasing rate, executives have been focused to factor within greening and sustainability with the reason that these strategies will be focused on improving the communities of the area but also offsetting the growth in financial pressures in the current era.
The hospital can be looking for simple win- win situations in the absence of high amount of capital investment (Shaw, 2008). For meeting the short- term goals in an appropriate and successful manner, there are savings at the bottom line for helping and supporting the financial report card of the health systems, particularly is the organization is to take up larger projects involving large amount of capital.
Strategic thinking helps the organization for interpreting the patterns related to the decisions on investment that include, money, talent and time. In the situation of Burnaby Hospital, this is considered as a significant source for the enhancement of capabilities within the organization. The form and shape of these particular decisions contribute in revealing what has been initiated by the organization and what has been institutionalized with respect to trust relationships, specialized skills, tacit knowledge, depth in experiencing clinical leadership and social capital (Tan & Sheps, 2008). This particular realized strategy is altered for becoming a true strategic vision for the services, embedding it truly within the culture, practices of management and behavior shown by the members of the organization.
Since recent times, clinic mergers and hospital, alliances of innovation, and spinning off and the outsourcing of old and new clinical services are focused on exemplifying this rise within the activity of strategies (Walshe, 2008). Strategic thinking within this health care setting including the decision making regarding mix related to care processes, patients and medical pathologies for the improvement of process of services, and reposition the programs of care aiming at international, regional or local patients. The following ways are considered for undertaking the strategic activities (Tan & Sheps, 2008):
For the consideration of these decision, there is a need for practicing strategic planning and strategic thinking related to discipline that is the methods to inquire, identify, select, and implement courses related to the action and a rigorous approach in order to persuade the long- term strategic objectives and goals. The key stakeholders are stated below (Detmer, 2007):
Since recent times, the directors of the hospital had been focused on the identification of certain strategic issues and problem that had been confronted by the members of the staff in the organization. A serious crisis in finance was being faced and there had been an increased need for restructuring and for restoring the level of confidence. Since then, there has been reorganization of the medical center into the care programs centered by the patient, and a number of changes had been made that lead towards improvement in the quality of services along with improved friendliness and hospitality of the patients (Grimshaw, 2009). After the strategy to restructure the organization, there had been an increase in the volume of patients, and there had been improvement in the situation of finance.
In consideration with these particular issues, the organization must be confronting these problems as these have been embedded within the environment of task. Hence, the hospital is focused on referring to anything important within the industry that can impact or can be influences by the desired long- term performance and goals of the organization. Every delivery system of the hospital is focused on establishing its own domain of strategic service that is targeting the categories of diseases and illnesses in an implicit and explicit manner (Shaw, 2008). Hence, it can be stated that at each level of the hospital, strategy is considered as the way in which the decision makers give response to the environment of task. The environment of task can be considered as including the responsibilities at the international, regional or local level.
Considering the directional strategies of the hospital, there is a need for bringing changes in the mission, vision and value statement of the hospital (Tan & Sheps, 2008).
Improving the health of individuals served by the provision of care with high quality, timely and convenient accessibility with exceptional compassion and service, and a comprehensive number of services.
Burnaby Hospital and the related affiliates will be the provider of health in choosing patients and physicians for the delivery of health care services in accordance with the expectations of the patients and their families with ethical consideration.
The values of the hospital will be considered as the guiding principles serving as the base for everything being thought of, said, and done. These values are code of conduct of the organization, signifying what the hospital stands for. There is refusal for being less in comparison with the values being represented (Tan & Sheps, 2008). Any practice, policy, philosophy or behavior that is beyond the scope of these values will be considered unacceptable, and will either be removed or improved.
Since recent times, the directors of the hospital had been focused on the identification of certain strategic issues and problem that had been confronted by the members of the staff in the organization (Walshe, 2008). A serious crisis in finance was being faced and there had been an increased need for restructuring and for restoring the level of confidence. Every delivery system of the hospital should be focused on establishing its own domain of strategic service that is targeting the categories of diseases and illnesses in an implicit and explicit manner.
Detmer, D.E. (2007). A roadmap for national action on clinical decision support. J Am Med Inform Assoc, 14, pp. 141-145.
Grimshaw, J. (2009). Systematic reviews of the effectiveness of quality improvement strategies and programmes. Quality and safety in health care, 12, pp. 298-303.
Shaw, C. (2008). External assessment of health care. British Medical Journal, 322, pp. 851-854.
Tan, J. & Sheps, B. (2008). “Health decision support systems,” Jones &Bartlett publishers.
Walshe, K. (2008). “Evaluating clinical audit: past lessons, future directions,” London, Royal Society of Medicine.
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