San Jose General Hospital Nursing Unit (SJGH) Strategic Plan of 2021 provides the draft to apply the hospital’s directive and roles for the next year. The strategy describes the role the hospital will partake in interpreting and renovating its vision and mission into actuality for the public’s benefit.
The operative organization of the hospital is responsible for guaranteeing the provision of excellent health facilities. Effective management is also accountable for generating maintainable income and general poverty decline, and job creation in neighboring regions (Wahlster et al., 2015). Substantial alterations in the healthcare environs have motivated the hospital’s nursing unit to develop a new strategic plan. Economic burdens combined with accumulative health care difficulties, infrastructure improvement, and technology’s cumulative role broadens the hospital’s possibility and deepens its effort.
The ultimate challenge that San Jose general hospital faces is to deliver cheap and quality health care amenities to the public. Increasing demand by our community meant the hospital had to offer the best health care to everybody. Nevertheless, to stabilize its financial plan and continue to meet growing patient demands, substantial planned changes need to be made (McNamara, n.d.). San Jose general hospital will cooperate and work together with the community and its development partners to provide care in the most suitable situation with the maximum quality and competence. This plan outlines SJGH’s role to the public and among its partners.
It arrays out various strategic guidelines that will motivate the hospital’s care results and effectiveness. The plan contains an implementation strategy with critical phases that need to be taken to guarantee victory. The Strategic Plan has been established within the outline of the hospital’s directive and functions and will be led by its vision, mission, and core values.
“To deliver access to comprehensive and cohesive quality health care to improve individual and public health.”
‘Patients satisfaction is our utmost priority.‘
Human Dignity: we value every individual as a particular person with a right to be appreciated and accepted.
Compassion: we value a quality of presence and caring that accepts people as they are and fosters healing and wholeness.
Social Responsibility: we value honesty and the elevation of the fair use of capital assigned to us to improve health care. The community of Service; we love a labor climate of shared trust and harmony to allow healing, cooperation, and potential human satisfaction.
Pride of Achievement: we value our coworkers, our effort, and our accomplishments and take pride in getting our rich custom of hope and healing to all individuals in our care.
However, there were identified gaps between our vision and the present reality. Some of these gaps include finances, resource development, staffing and productivity, and technology.
Finance: the San Jose general hospital’s cash flow is currently low compared to the anticipation in the vision statement. Also, to attain our vision, inequality of total patient revenue should be addressed compared to operating expenses. Another problem in the finance sector is inadequate funds for additional projects.
Resource development: for our vision to be accomplished, the hospital will need a strong brand within the hospital and the community. Moreover, the hospital’s external communication network is weak; even though the internal communication network is strong, the need for both internal and external communication networks is essential for the vision statement to be attained.
Staffing and productivity: all staff, management, and nurses need to undergo essential education, training, and orientation to have the necessary credentials, documentation, and qualification to do assigned jobs invariably with our mission, vision, and core values (O’hara, 2014).
Technologies and facilities: more current technology must be acquired, including improved connectivity between sites and electronic medical records software. The hospital has low-graded equipment, which needs to be upgraded to align with the vision and mission statements. All employees in the hospital must have the necessary technological experiences to perform their tasks effectively and efficiently.
Goals and Objectives
There are, however, ways that these gaps can be bridged. These will be attained through the goals and objectives below.
Objective; we will be the noble agent of our fiscal resources, supervising the making of a comprehensive financial base for San Jose general hospital that totally supports our current efforts, applicably rewards management and staff, offer for the development of our services and facilitate us to remain serving the people of our community for years to come. Our primary goal is to improve and implement well-defined responsibility structures for all the hospital financial areas to guarantee that expenses do not surpass San Jose general hospital budgetary restrictions. Also, upholding a progressive cash flow and monitoring asset fund manager performance on an ongoing basis to exploit annualized average profit can help deal with financial difficulties.
Objective: by marketing, fundraising, program growth, and other activities, we will draw the funds needed to guarantee an affirmative bottom line for the hospital each year, allowing us to upsurge the range of services we provide to the people of our area.
Our main aim is to raise at least $100000 in net revenue via the revitalized foundation efforts and make at least $257000 in net revenue by building cheap houses for the elderly. Also, we aim at raising $300000 in net income through the center for healing.
Staffing and Productivity
Objective: we will be managed and supervised by experienced, dedicated, inspired, and responsible team members who maintain our mission and core values and offer their top efforts in all of their activities. Our primary goals are: uphold a tracing system that guarantees that all staff members, management employees, and nurses have the necessary education, training, and coordination and have the essential qualifications and documentation (“How to write a business case”, n.d.).
All the new workers will have to be certified on credentials, checked if they have adequate experience, and will have to complete a skills checklist. Another primary goal will be sustaining a tracking system that guarantees that revenues are within the standard limit. The full-time turnover rate will be no higher than 23 percent for nurses, while for management personnel will be no greater than 12 percent. Lastly, checking surveys to guarantee that outcomes are within reasonable limits is necessary to raise staffing and productivity and remain within our budget parameters.
Technologies and Facilities
Objective: we will make sure that our amenities and equipment’s physical appearance are in such a way that they represent our vision, mission, and values entirely to offer better customer services and outstanding patient care (Chege et al., 2019). Our primary goal is to improve our hospital’s physical appearance and tools to meet the new technology updates. Also, providing regular inspections and required maintenance to the needed equipment will help change the centers into an acceptable range of safety standards. Also, employing electronic medical records systems will help maintain less paperwork, thus upgrading the systems.
This strategic plan gives San Jose general hospital a blueprint to apply its directive and role for the upcoming fiscal year. It describes how the hospital’s workforce will participate in making our vision and mission come true. Substantial alterations in the healthcare environs have motivated the hospital’s nursing unit to develop this new strategic plan. By following this strategic plan, San Jose hospital’s ultimate challenge would be solved. This plan will help the San Jose general hospital cooperate and work together with the community and its development partners to provide care in the most suitable situation with the maximum quality and competence.
Chege, S. M., Wang, D., Suntu, S. L., & Bishoge, O. K. (2019). Influence of technology transfer on performance and sustainability of standard gauge railway in developing countries. Technology in Society, 56, 79-92. Web.
How to write a business case – template & examples | workfront. (n.d.), Workfront. Web.
McNamara, C. (n.d.). All about strategic planning. Managementhelp. Web.
O’hara, C. (2014). The right way to present your business case. Harvard Business Review, 1,7.
Wahlster, P., Goetghebeur, M., Kriza, C., Niederländer, C., & Kolominsky-Rabas, P. (2015). Balancing costs and benefits at different stages of medical innovation: a systematic review of Multi-criteria decision analysis (MCDA). BMC Health Services Research, 15(1), 1-12. Web.