Introduction
One of the top suppliers of healthcare services is New York Presbyterian Hospital, which is why I chose this company for the analysis. New York Presbyterian Hospital is one of the most extensive healthcare facilities in New York (About Us, 2023). The healthcare sector underwent a radical transformation during the COVID-19 pandemic, and the organization emphasized the goals it needed to achieve to function in critical situations (About Us, 2023). Digitalization of work, employee retention, employee training, moderate prices for healthcare services, and attracting talented professionals are five goals of the strategic plan. It is possible to describe the program as needing to prepare the hospital for working in critical situations like the pandemic.
Goals and Objectives
Therefore, there are five significant goals New York Presbyterian Hospital has to achieve to cope with their work more effectively in the critical situations that might happen in the future. Digitalization of work supposes introducing advanced technological solutions and equipping the staff with the necessary training to utilize them effectively (Odoneet al., 2019). The Electronic Medical Records (EMR) and Electronic Health Records (EHR), as well as the additional resources and employees required to manage this novel technology, are responsible for the high prices of healthcare in the U.S. (Odoneet al., 2019). It is critical to train employees in utilizing these technological solutions and ensure their deployment across all healthcare facilities.
Employee retention is the second goal to achieve, and its two objectives include fair compensation for work and an adequate work environment. There is a dramatic shortage of nurses and doctors in the United States (Marć et al., 2019). It is possible to improve the situation with the employees by offering equitable pay for their efforts, increasing schedule flexibility, and emphasizing the value of their contributions.
Employee training is the third strategic goal, featuring objectives such as introducing obligatory courses for all healthcare professionals and giving them bonuses for education. Financial rewards and recognition of achievements help healthcare leaders achieve these objectives (Marć et al., 2019). The peculiar detail is that another strategic goal involves employee training by attracting talented professionals. Providing professionals the opportunity to develop a supportive environment is one of the objectives of this category.
Moderate healthcare service prices are the goal for patients the medical facility has to achieve. Two objectives include allocating funds for reducing the costs of prescription medications and tests for diagnosis and health insurance and improving the processes within the hospital (Odoneet al., 2019). For example, introducing technologies and employee retention policies might make the work of the healthcare facility less expensive for patients.
With the pandemic in particular, there has been an increasing scarcity of certified and skilled professionals in the healthcare industry. Finding qualified applicants to fill the millions of anticipated job openings is the most significant difficulty the healthcare business will confront as it expands (Franco-Trigoet al., 2020). These shortfalls will affect costs and the industry’s growth due to the competitive job market.
Leaders in the healthcare industry must comprehend the labor market (Franco-Trigoet al., 2020). They must develop their ability to draw in and keep qualified talent. Business executives must also control rising labor costs without hurting their bottom line (Franco-Trigoet al., 2020). Leaders must step up and assist their people in overcoming difficult situations when they are understaffed (Franco-Trigoet al., 2020). In all cases, the strategic planning results will be evident in the final surveys, and all these categories can be measured using objective data.
Strategic Vision
Healthcare professionals are dealing with many problems, including leadership, workforce shortages, technology, healthcare policies, and reimbursement. The high cost of medical care has been a significant problem, and there has been intense demand to lower it so everyone can receive better healthcare (Harrison, 2021). With the transition from a payment-for-service to a performance-based pay model, clinicians will no longer be compensated based just on the quantity and quality of individual services they offer to patients but rather on the community’s health outcomes they achieve (Harrison, 2021). Even though these new dependent-on-performance models aim to improve cost management, they face several difficulties that force healthcare providers to reevaluate how they conduct business and serve their clents (Harrison, 2021). Healthcare executives need to be ready to guide their people through these adjustments.
Strategic Mission
The strategic plan is focused on finding financial resources to implement the hospital’s goals. The United States has the highest healthcare costs among developed nations, which may account for its increased death rate (Franco-Trigoet al., 2020). By achieving each goal, the mission to safeguard patients and provide them with the highest quality of care can be pursued. The goals and the ways to reach them are reflected below.
Goal 1: Digitalization of Work
Objectives
- Implementing new technological solutions;
- Training the personnel to use them.
Action Plan
- Teach the employees to use these technological solutions;
- Ensure they are implemented in all healthcare facilities.
Measurement
Final report, surveys, using quantitative and qualitative data to evaluate the results.
Goal 2: Employee Retention
Objectives
- Fair compensation for work;
- Adequate work environment.
Action Plan
Providing fair compensation for their work, making their schedules more flexible, showing that their contribution is valuable.
Measurement
Interviews, survey, statistical data.
Goal 3: Employee Training
Objectives
- Introducing courses;
- Bonuses for education.
Action Plan
Financial reward and recognition of the achievements.
Measurement
Report, final tests.
Goal 4: Moderate Prices for Healthcare Services
Objectives
- Improving processes;
- Allocating additional funds.
Action Plan
- Introducing technologies;
- Employee retention policies.
Measurement
Monitoring statistics.
Goal 5: Attracting Talented Professionals
Objectives
- Giving professionals the opportunity to develop;
- Providing the supportive environment.
Action Plan
Financial reward and recognition of the achievements.
Measurement
Evaluating the number of new professional employees.
References
About Us. (2023). New York Presbyterian. Web.
Franco-Trigo, L., Fernandez-Llimos, F., Martínez-Martínez, F., Benrimoj, S. I., & Sabater-Hernández, D. (2020). Stakeholder analysis in health innovation planning processes: A systematic scoping review. Health Policy, 124(10), 1083–1099. Web.
Harrison, J. P. (2021). Essentials of strategic planning in healthcare. Health Administration Press.
Marć, M., Bartosiewicz, A., Burzyńska, J., Chmiel, Z., & Januszewicz, P. (2019). A nursing shortage – a prospect of global and local policies. International Nursing Review, 66(1), 9–16. Web.
Odone, A., Buttigieg, S., Ricciardi, W., Azzopardi-Muscat, N., & Staines, A. (2019). Public health digitalization in Europe. European Journal of Public Health, 29(3), 28–35. Web.