Cedars-Sinai, Intermountain, Hartford and Hillsboro Organizations’ Mission, Vision and Values

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Matrix

Name of Healthcare Organization	Mission	Vision	Values
Cedars-Sinai	“Providing excellent clinical and service quality, offering compassionate care, and supporting research and medical education” (CEDARS-SINAI, 2016, para. 1)	Enhancing the hospital’s “position as the leading healthcare provider in the Los Angeles area and rank highly among the nation’s most respected, admired and trusted healthcare organizations” (CEDARS-SINAI, 2016, para. 3)	In the pursuit of the hospital’s mission, the actions of leadership, staff and other physicians will be guided by integrity, excellence, teamwork and collaboration, respect, compassion, innovation, stewardship, and diversity (CEDARS-SINAI, 2016)
Hillsboro Area Hospital	“To positively affect the health and welfare of the communities we serve” (Hillsboro Area Hospital, 2016, p. 3)	“Hillsboro Area Hospital will partner with our community to continue to be recognized as the leading provider of high quality, affordable and personalized healthcare and wellness services” (Hillsboro Area Hospital, 2016, p. 3)	Community (health and welfare of community come first); service (service is provided in a compassionate, friendly, professional, and caring environment that fosters healing and wellness); teamwork (patients, family, staff and community resources actively participate in collaboration); excellence (values quality in care, customer service, innovation and continuous learning as determinants of excellence); respect (hospital respects the rights, privacy, safety, diversity and dignity of the individual); and stewardship (integrity and financial feasibility needed to achieve the hospital’s mission, vision, and values) (Hillsboro Area Hospital, 2016)
Intermountain Healthcare	“Helping people live the healthiest lives possible” (Our Mission, 2016, para. 2)	“Be a model health system by providing extraordinary care and superior service at an affordable cost” (Our Mission, 2016, para. 3)	Integrity (principled, honest, and ethical); trust (count on and support one another individually and as team members); excellence (performing at the highest level and always learning to improve); accountability (accept responsibility for own actions, attitudes and health); and mutual respect (embrace diversity, dignity and empathy) (Our Mission, 2016)
Hartford Healthcare	“To improve the health and healing of the people and communities we serve” (Hartford Healthcare, 2016, para. 2).	“To be nationally respected for excellence in patient care and most trusted for personalized coordinated care” (Hartford Healthcare, 2016, para. 3)	Caring (doing the kind thing); safety (doing the safest thing); excellence (doing the best thing); and integrity (doing the right thing) (Hartford Healthcare, 2016)

Summary

Differences between Selected Organizations

Healthcare organizations and systems can be categorized according to the type of services offered, length of patient stay, and type of ownership (Ginter, Duncan, & Swayne, 213). Drawing from this definition, it can be argued that Hillsboro is a community-based hospital as it targets a particular community in its provision of health services, while Cedars-Sinai and Hartford are tertiary healthcare organizations because they serve as referral centers for patients with complex problems, have facilities for specialized types of care, serve a wide geographic area in addition to their own communities, and are usually associated with educational institutions and research (Ginter et al., 2013). Additionally, Cedars-Sinai, Intermountain and Hartford are non-profit healthcare organizations by virtue of their ownership, while Hillsboro is owned by the community. Lastly, Cedars-Sinai and Hillsboro are individual healthcare entities, while Intermountain and Harford are integrated health systems providing a coordinated continuum of healthcare services to several hospitals and clinics located within the communities they serve (Zismer, 2013).

Relationship between the Mission, Vision, and Values

The mission defines the final aim of the healthcare organization or its main reason for existence, while the vision presents the future image or position of the organization after going through the transformation process (Perera & Peiro, 2012). Available literature further demonstrates that the mission, vision and values “are the sources of higher motivation and provide a sense of meaning and purpose to life and work” (Srinivasan, 2013, p. 149-150). The mission statements included in this paper demonstrate that the health care organizations are committed to ensuring the health and wellbeing of individuals and communities through the provision of excellent health care. Additionally, it can be deduced that the mission statements of the respective healthcare organizations influence their vision for the future. For example, Hillsboro’s mission of positively affecting the health and welfare of communities influence its vision of partnering with other stakeholders to ensure that it is recognized as the leading provider of quality, affordable, and customized healthcare and wellness services. The recognition sought by Hillsboro can be described as its immediate objective that it aims to achieve within a given time-frame (Srinivasan, 2013). An analysis of the vision statements demonstrates that Cedars-Sinai, Intermountain and Hartford also seek to achieve recognition as providers of high-quality healthcare services.

The mission and vision statements of the sampled healthcare organizations are related to the described values, particularly in ensuring that the ideals enshrined are effective in ensuring high-quality patient care. Values are defined as “the set of principles, rules and cultural aspects governing the [health organizations] and determining their institutional behavior” (Perera & Peiro, 2012, p. 751). The values of the sampled health organizations are almost similar in scope and wording. The shared values (e.g., integrity, excellence, respect, caring, trust, and stewardship) are important in governing staff behavior and decision-making processes toward safeguarding the mission statements and ensuring that the vision statements are achieved as planned. This observation reinforces the understanding that organizational value statements spring from the mission statements, while internalized values must follow the stated mission and vision statements to ensure that staff behaviors and actions are modeled around moving the organization forward (Srinivasan, 2013).

Connecting the Proposed Change

The proposed change entails retraining and empowering nurses at the unit level to develop the capacity to provide patient-centered care (Strengthening the Primary Care Workforce, 2015). The change is relevant to the mission statements of the sampled healthcare organizations as they aim to provide high-quality care that is bound to affect the health and wellbeing of clients and communities in a positive way. The proposed change is also consistent with the vision statements of the respective healthcare organizations because it will enhance their chances of being recognized as leading healthcare providers in their respective operating environments. However, available literature demonstrates that patient-centered care is related to attributes such as staff satisfaction, empowerment, work environment, cost-effectiveness, stressful work events, and employee motivation (Kukkurainen, Suominen, Rankinen, Harkonen, & Kuokkanen, 2012). As such, it is important for the respective healthcare organizations to redesign their values to make nursing professionals feel more empowered and appreciated in work-related settings. Such values may include collaboration, inclusive leadership, decision-making involvement, open communication, professionalism, and continuous education.

This paper has evaluated the mission, vision and values of four healthcare organizations with the view to discussing their relationships and establishing how the proposed change is related to the statements and values. It can be concluded that a strong relationship exists between the mission, vision and values of the respective healthcare organizations, though some changes need to be made in their value systems to accommodate the proposed change initiative.

References

CEDARS-SINAI. (2016). Web.

Ginter, P.M., Duncan, W.J., & Swayne, L.E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.

Hartford healthcare: Connect to healthier. (2016). Web.

Hillsboro area hospital resident/patient handbook. (2016). Web.

Kukkurainen, M.J., Suominen, T., Rankinen, S., Harkonen, E., & Kuokkanen, L. (2012). Organizational vision: Experience at the unit level. Journal of Nursing Management, 20(7), 868-876.

Our mission: Intermountain healthcare. (2016). Web.

Perera, F.P.R., & Peiro, M. (2012). Strategic planning in healthcare organizations. Revista Espanola De Cardiologia, 65(8), 749-754.

Srinivasan, M.S. (2013). Harnessing the power of vision and values: A deeper perspective. XIMB Journal of Management, 10(2), 149-158.

Strengthening the primary care workforce: A collection of patient centered primary care training programs. (2015). Web.

Zismer, D.K. (2013). Connecting operations, operating economics, and finance for integrated health systems. Journal of Healthcare Management, 58(5), 314-319.