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Clinical Concierge Services Organization’s Strategy

Introduction

To establish a successful nonprofit, it is important to develop a comprehensive strategic plan which is the basic blueprint for the actualization of the plan. Reflectively, the strategic plan is inclusive of the SWOT of the business environment, stakeholder analysis, goals, values, and mission. Thus, this analytical treatise attempts to explicitly develop and review a strategic plan for the Clinical Concierge Services Organization located in Abu Dhabi. It is a new nonprofit entity operating in the health care environment.

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Mission, Values, and Strategic Initiatives

The mission of the Clinical Concierge Services Organization

The mission for the Clinical Concierge Services Organization is to create positive change in the lives of patients from different backgrounds by providing quality and highly subsidized health care services within the city of Abu Dhabi and beyond. The mission is summarized as;

To provide quality, affordable, and sustainable health care services to the residents through focused and highly subsidized care. This mission will ensure that the quality of health services meets the expectation of the clients within Abu Dhabi.

Values of the Clinical Concierge Services Organization

To be able to achieve the mission, the Clinical Concierge Services Organization will require having a captivating position value statement and superior quality strategy. In this case, the organization’s value statement will be as follows;

We do what everyone wants, helping everyone in need of health care services. We don’t discriminate our support to any group or race. We plan to touch more lives and help restore good health in all families.

One of the value strategies that the organization will utilize is to make sure that it attributes the subsidized health services to convenience and quality. Clinical Concierge Services Organization has a strong commitment to customers and professionals who will depend on its services and employees by providing them with hygiene, fair compensation, and recognition of their merit. We believe that giving back to the community promotes a better place to live, as well as supporting charities. Also, protecting the environment is a must as we have to maintain the place that we are privileged to use. Last, our stockholders deserve to have a business that is profitable through research, acquiring new equipment, creating reserves, and launching new services. Specifically, the values are summarized below.

  1. Proper service charter through expertise service approach
  2. Continuous training, consultation, and support in health care delivery
  3. Creation of sustainable and reliable patient-medical personnel relationships
  4. Provision of affordable health care services
  5. Creation of ideal and friendly service delivery environment
  6. Implementation of best employee motivation strategies for optimal performance
  7. Upholding integrity and openness in service delivery to clients
  8. Upholding the privacy and consent acts to protect the rights and privileges of the clients

Strategic Initiatives of the Clinical Concierge Services Organization

Four strategic initiatives were identified as the main pillars of the proposed Clinical Concierge Services Organization. The five areas are believed to be significant in ensuring that the mission and values of the proposed organization are aligned to quality and sustainable performance module in the dynamic health care environment within the city of Abu Dhabi. The identified initiatives are strategic healthcare service delivery, the efficiency of information and technological support, quality human resource practice, and general organizational effectiveness. These strategic initiatives are discussed below.

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Strategic healthcare service delivery

The first dimension of the strategic plan places the values of flexibility and dynamism in health care service delivery at the Clinical Concierge Services Organization. This implies that the organization will focus on the internal processes for success to ensure that the quality of health care services meets the standards set by players within the Abu Dhabi health care environment. The internal report channel for communication with the potential clients in services delivery will be made stable and then cascaded down to the rest of the structures. In the end, the service delivery charter will flexible and client-oriented (MacKay & McKiernan, 2008).

The proposed strategic health care service delivery initiative is important since the foundation of the Clinical Concierge Services Organization is to provide quality and affordable care to clients. Without the patients, the organization would not be operational. Therefore, quality in the service charter will be a prerequisite for sustainable organizational operations since the entire Clinical Concierge Services Organization’s functioning will depend on donor funding (MacKay & McKiernan, 2008).

The efficiency of information and technological support

The practice of information management involves the science of processing information to facilitate informed decision making among managers. However, the channels of this information should be protected to ensure the protection of the organization’s private information that may lead to an unwanted third party. The Clinical Concierge Services Organization will put most of the documents such as service charter brochures in an intranet platform to ensure that there is a smooth and steady flow of information and any patient record data. This will saves the organization costs relating to printing, maintaining, and circulating such documents. Based on the first dimension of the competing values framework, the Clinical Concierge Services Organization will have the advantage of a flexible organization model (Al-Hakim, 2007).

To the proposed Clinical Concierge Services Organization, the efficiency of information and technological support is an important initiative that will guarantee the proper flow of information across different departments. For instance, an intranet makes it easier for communication across the organization, especially on security alerts. Secondly, management will consider using internet tools such as VoIP and Groupware. These technology tools would provide a good avenue for interaction between the information security support and the staff members and the ease of integrating secure administrative applications of the Clinical Concierge Services Organization (Al-Hakim, 2007).

Quality human resource practice

The personnel in the Clinical Concierge Services Organization must understand the competencies and attitudes of the team members in service delivery. The management is required to ensure the entire team is motivated and satisfied with their work. Motivation and satisfaction influence the development of quality services. The best way to motivate the organization’s employees is by giving them responsibilities for achieving something and the authority to do it in their way. Through this approach, employees will be empowered and they will feel trusted and valued by the management personnel and the organization at large (Kinicki & Kreitner, 2009).

Empowering the employees will ensure a stable and sustainable win-win situation as they will be motivated to work without much supervision from the management or their supervisors. The goal of the proposed motivation plan will be to improve the efficiency and effectiveness of the current mode of communication between the employees and the organization through the incorporation of multicultural training. Besides, it will ensure that the various available methods appeal to the employees (Kinicki & Kreitner, 2009).

General organizational effectiveness

Operation efficiency and organization scope indicate how well the organization manages its resources, that is, how well it employs its assets to fulfill its mission and values. It also shows the level of activity of the corporation as indicated by periodic performance reviews. Specifically, a high-performance review in an organization suggests that it stable and sustainable. The Clinical Concierge Services Organization will apply the use of the service-for-service method in guaranteeing optimal performance. The method is an innovative way through which the nonprofit organization can greatly reduce operations costs, improve employee performance, improve organizational efficiency, and job satisfaction (Weiss, 2010).

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To the Clinical Concierge Services Organization, the rationale for the organizational effectiveness initiative is to ensure that the organization improves the standard of services that clients receive. Besides, it will increase the number of employee motivation strategies that the organization handles daily in a bid to accomplish the organization’s objectives. Moreover, proper organizational effectiveness will guarantee accountability towards the involved stakeholders in running the nonprofit organization (Weiss, 2010).

Stakeholder Analysis

Stakeholders

The stakeholders of the Clinical Concierge Services Organization will be patients, agents or employees, local health care provision centers, donors, and government agencies.

Stakeholder analysis

The proposed quality service delivery plan of the Clinical Concierge Services Organization is likely to affect various individuals in their interactions with the organization as clients, agents, and partners. The main stakeholders involved include the organization’s clients/patients, the staff, donors, and government agencies. The government and donors may also experience the effects of the plan, although at a lower magnitude. The main effect the plan will have on the clients is that it will create better quality services and possible opportunities to get subsidized care, depending on the organization’s resource needs. The management would have to restructure the organization in a way that allows for the implementation of the plan, including financial support. The staff would need to adapt to the new requirement of maintaining high-performance standards in a bid to accomplish the organization’s goals, while donors would have part of their funding for other projects diverted to actualize the plan for the proposed Clinical Concierge Services Organization. The government’s involvement occurs when implementing the service-for-service plan since there are set standards for health care providers in the region of Abu Dhabi.

Analyzing the Clinical Concierge Services Organization

SWOT

For an organization to understand its strengths and weakness, it must comprehend the operations in terms of efficiency and effectiveness. SWOT analysis enables an organization to manage the threats and opportunities it faces (Myers, Frieden, Bherwani, & Henning, 2008). The SWOT analysis provides a framework for an organization to create a reliable strategy for surviving competition (Al-Hakim, 2007).

Strengths

Hospitality Services

Since the organization will hire experts, the Clinical Concierge Services Organization staff members will be active in offering client-oriented services to the family members of the patients to locate affordable services and reliable transportation whenever called upon.

Medical Services

The Clinical Concierge Services Organization staff members will be the link between physicians and the family of patients. Staff members will offer updated information on the patient’s treatment progress periodically. Generally, everyone in Clinical Concierge Services Organization will show moral concern for the patients and their families in terms of care and other requirements. Even without supervision, the employees will remain active in offering unconditional care and the much-needed friendship in the sensitive care environment since the proposed motivation strategies are ideal.

Administrative and Financial Services

The Clinical Concierge Services Organization staff members will be instrumental in information exchange between their patients and the international insurance providers. They will make the registration, hospital admission, and bill payments very easy for the patients.

Translation Services

To minimize the communication barrier, the experienced Clinical Concierge Services Organization staff will help offer free translation and interpretation services to different immigrant families and their patients. These services will be customized to meet the demands of immigrant clients who use different communication languages.

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Cultural Services

The services at the Clinical Concierge Services Organization will be customized to accommodate immigrant patients with different religious and cultural dietary needs. The Clinical Concierge Services Organization’s liaisons cultural training programs will be successful in equipping the staff with the necessary religious and ethical education that accommodates immigrant community cultures. The staff will be very successful in facilitating activities that are designed to eliminate patient stress and anxiety.

Weaknesses

The major notable weaknesses in CCS are communication breakdown and understaffing in the proposed Clinical Concierge Services Organization due to limited funding.

Communications Breakdown

Immigrant patients face challenges of understanding the health system’s operations and internal flow patterns of the Clinical Concierge Services Organization. The communication breakdown may be responsible for poor collaboration between organizations and clients (Escrig-Tena, Bou-Llusar, Beltran, & Roca-Puig, 2011). For instance, when a coordinator handling a specific case is out of office, then it will become a challenge for the other team members to address the concerns that immigrant family members may raise concerning such a case.

Besides, the staffs of other health care divisions will not be able to communicate with CCS staff on time to give an update about the immigrant cases. Often, the immigrant patients’ families get nervous and upset since most of the CCS staff rarely provide satisfactory updates despite being in the vicinity of their loved ones who are admitted. This goes against the international families’ culture that is characterized by a timely and comprehensive response (Ammenwerth, Graber, Herrman, Burkle & Konig, 2003).

Understaffing

Even though the Clinical Concierge Services Organization staff members are fully engaged in the running of several services in the CHP health center, their number is less against the capacity of clients who visit the organization daily. As a result, they are overwhelmed by the daily requirements of the health center. This extension of duties creates anxiety and extreme pressure that ultimately leads to a loss in quality of care.

Opportunities

Numerous opportunities exist within the Clinical Concierge Services Organization. Among the notable opportunities include business growth and new technology implementation in the organization.

Growth of the organization

The organization has the potential of growth especially if the Clinical Concierge Services Organization staff members are offered opportunities for development and training at conferences in other States or other countries. CCS staff members can publicize the international program and promote the CHP medical programs during such conferences.

New technologies implementation

A technological implementation may be instrumental in planning for telemedicine in hospitals (Weiss, 2010). Telemedicine provides a link for physicians from CHP and physicians from other medical centers across the globe to exchange information on the treatment of their patients through technology (Bryson, 2011). This global outreach extends the market share that the Clinical Concierge Services Organization can grasp.

Threats

The notable threats in CCS include the global economic meltdown, competition, and legislation and federal requirements.

Global economic condition

Due to the recent global economic meltdown, the organization may face the challenge of remaining sustainable in the international patient category (Bryson, 2011). For instance, the Clinical Concierge Services Organization record of international services may be reduced as a result of the economic downturn. Besides, the Clinical Concierge Services Organization neither has a multilingual website nor an active advertisement campaign targeting different countries.

Other Competitors

Other health care organizations offer the same services that are offered by the Clinical Concierge Services Organization. At present, health care organizations such as Bayuh Children’s Hospital and Cleveland Clinic pose serious competition to Clinical Concierge Services Organization due to the strategic location of these centers and the good reputation of their services. Additionally, Clinical Concierge Services Organization competitors advertise their programs in local and international media channels. As a result, they tend to attract more patients than Clinical Concierge Services Organization that does very little advertisement.

Legislation and Federal Requirements

As a result of the strict Food and Drug Administration (FDA) rules and regulations in Abu Dhabi, the Clinical Concierge Services Organization international business underperformed since some of the treatment programs it can offer are not consented by the FDA body. Additionally, regulating authority controls the number of immigrant health care support services irrespective of the demand (Al-Hakim, 2007).

Organizational evaluation

Financial consideration

The organization will fully depend on funding from donors and other well-wishers within the UAE and the rest of the world. The organization has also proposed to global health bodies such as the World Health Organization for partnerships. Since the organization is a charitable center providing health services, its current funding, and future partnerships will ensure that its financial needs are sustainable.

Positive community outcomes

The organization is based in the downtown regions within Abu Dhabi. The organization will offer basic health care services to an expansive region in addition to basic health support. The large region it covers will ensure that its service charter is not only sustainable but also reliable to the targeted clients.

Innovation

The organization will use technology to reach out to its targeted clients and donors. Through the creation of special contact numbers and mass SMS services, the organization will be able to balance the current health care demands and the speed of reaching the clients. Through mobile phone technologies, the organization will create a communication channel through which clients will be able to request for medical services and alert the organization in case of emergency.

Strategic goals

Short-term goals

Decentralizing decision support system

The company will endeavor to create a decentralized decision support system as opposed to the current centralized support system in health care service delivery. This will be achieved through establishing a mechanism for monitoring progress at the micro-level through auditing decision making organs to ensure the flow of services and information from the organization to the clients. The decentralized system will incorporate planning, development, implementation, and discovery for improved efficiency (Weiss, 2010).

Opening of a logistical support center

The organization intends to open an independent logistic center to provide mobile health care services support. The logistics center will be opened within 48 months from now. The funds from opening the center will be raised through donors, ministry of health, and other global health care bodies. This goal will improve the efficiency and scope of service coverage offered by the organization (Al-Hakim, 2007).

Challenges that might impact these goals and response strategy

The main challenge in decentralizing the decision support system would be the lack of enough personnel with necessary skills since most of the current employees are already overworked. To overcome this challenge, the organization will hire two experts to spearhead the implementation of the decision support system.

The main challenge that is opening the proposed logistical support center is the lack of enough funding. To overcome this challenge, the organization will roll out a fund drive through a sponsored three kilometers walk to raise money for the project. Besides, the organization will approach its current partners for additional funding.

Long-term goals

Expanding the service charter to include home-based care

The organization intends to introduce home-based care as part of its health care provision charter within the next ten years. This will be achieved through partnership with the local charitable and voluntary centers as partners that offer free personnel in home-based care (Kinicki & Kreitner, 2009).

Expanding the region of operations beyond Abu Dhabi

The organization intends to expand its region of operations beyond the city of Abu Dhabi into other parts of the UAE. This goal will be achieved by establishing a new division every three years for the next twenty years.

Long-term trends impacting these goals

Social

The culture in the region where the organization is based is very dynamic. This means that the organization will have to very cautious when expanding its service charter to avoid friction with the Islamic culture.

Political considerations

The organization must ensure that it remains as neutral as possible in delivering services to avoid possible rejection in regions where political ideology does not match with that of the Clinical Concierge Services Organization.

Technological

The organization will have to invest in the latest technology to ensure that its operational charter is not interrupted by the dynamics created by technological changes in the health care services industry.

The rationale for defining short-term and long-term goals

The short-term and long-term goals act as a guide in quality assurance and sustainability strategies for the Clinical Concierge Services Organization. Specifically, defining these concepts will act as a guide for the development and growth of the organization in a structured and strategic way.

Resources needed to define the organizational goals

The main resources needed are funds, logistical support, expert input, and community mobilization support. These resources will ensure that the scope and nature of operations at the Clinical Concierge Services Organization are sustainable, effective, and efficient.

Conclusion

In summary, the effectiveness of the performance of nonprofit organizations depends on the ability to balance the mission, vision, values, and strategic initiatives. In to the

Clinical Concierge Services Organization in Abu Dhabi, the above concepts have been balanced to ensure that its strengths such as quality services, customized services, subsidized health care, and wide networks are sustainable. The organization has an opportunity for expansion through engaging donors in different growth initiatives. From the analysis, it is apparent that the Clinical Concierge Services Organization is sustainable in the short and long run due to efficiency and quality in the service delivery charter.

References

Al-Hakim, L. (2007). Web mobile-based applications for healthcare management. Hershey, PA: IRM Press.

Ammenwerth, E., Graber, S., Herrman, G., Burkle, T., & Konig, J. (2003). Evaluation of health information systems – problems and challenges. International Journal of Medical Informatics, 71 (2), 125-135.

Bryson, J.M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco: Jossey-Bass.

Escrig-Tena, A., Bou-Llusar. C., Beltran, M., & Roca-Puig, V. (2011). Modeling theimplications of quality management elements of strategic flexibility. Advances in Decision Sciences, 1(1), 1-27.

Kinicki, A., & Kreitner, R. (2009). Organizational behaviour: Key concepts, skills & best practices. New York, NY: McGraw-Hill Irwin.

MacKay, B., & McKiernan, P. (2008). The role of hindsight in foresight: refining strategicreasoning. Futures, 36(3), 161-179.

Myers, J., Frieden, T. R., Bherwani, K. M., Henning, K. J. (2008). Ethics in public health research. American Journal of Public Health, 98 (5), 793–801.

Weiss, W. (2010). Building morale, motivating, and empowering employees. Supervision Journal, 72(9), 23-26.

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StudyCorgi. (2020, December 12). Clinical Concierge Services Organization's Strategy. Retrieved from https://studycorgi.com/clinical-concierge-services-organizations-strategy/

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