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The strategic planning process is essential for all organizations. Strategic plans help organizations’ leaders and stakeholders keep sight of their missions and visions, achieve their goals and objectives, and address their challenges and issues

The strategic planning process is essential for all organizations. Strategic plans help organizations’ leaders and stakeholders keep sight of their missions and visions, achieve their goals and objectives, and address their challenges and issues. As a health care leader, you must be able to develop a strategic plan and use it to drive your organizational decision making. For this Project, you develop a comprehensive strategic plan to address challenges that have adversely impacted a health care organization.

To prepare:

Review the Hillsboro County Home Health Agency, Inc. (HCHHA) case study in this week’s Learning Resources.

Note: Your Project should show effective application of triangulation of content and resources in your conclusion and recommendations.

The Assignment

HCHHA’s board of directors and executive leadership team have asked for your assistance with addressing some of the major issues that have adversely impacted the organization’s financial and operational performances. They have requested that you advise them on the following:

  • Strategies to help the organization address the absence of a Medicare-certified hospice, which has inconvenienced patients and their family members and has led to negative publicity for the organization
  • Strategies that might improve HCHHA’s overall financial performance
  • Strategies that might improve HCHHA’s operational performance
  • Strategies that might assist HCHHA with effectively addressing the various external factors that may potentially threaten its market share

In a 20-page strategic plan, include the following components:

  • Mission statement (provided in the case study)
  • Vision statement
  • Core values
  • SWOT analysis
  • Grand strategies or long-term strategic priorities
  • Operational and tactical plan
  • Key performance and evaluation indicators
  • Change management plan, including the following:
    • The size of the change and its impact on the community and the organization
    • The organization’s readiness for change
    • Change management strategy
    • Team structure and responsibilities
    • Sponsor roles and responsibilities
    • Planning and implementation
    • Communications plan
    • Change management resistance plan
    • Training plan
    • Incentives and celebration of successes
    • Timeline/schedule of activities
    • Budget for change management

The 20-page narrative plan should be written as if it were to be presented to the board of directors. The plan should also include the following pages that will not count toward the 20-page limit:

  • One-page Executive Summary
  • Tables, graphs, and/or charts

The plan should include at least 15 current (no older than 4 years) quality resources, with 10 of those resources being from peer-reviewed sources.

In addition to the paper, you must produce a PowerPoint presentation highlighting the key elements of the paper. The presentation should not be more than 15 slides, excluding the cover slide and the appendices. Be sure to include 100- to 150-word speaker notes to explain the content on each slide.

Resources:

Walston, S. L. (2014). Strategic healthcare management: Planning and execution. Chicago, IL: Health Administration Press.
Chapter 13, “Strategic Change Management” (pp. 291–307)

Al-Adwani, A. B. (2014). The extent to which human resources managers in KNPC believe in human resource investment. International Business Research, 7(4), 132–141. Retrieved from http://www.ccsenet.org/journal/index.php/ibr/article/view/31563/20091

Cocks, G. (2014). Optimising pathways for an organisational change management programme. TQM Journal, 26(1), 88–97.
Note: Retrieved from Walden Library databases.

Gopal, S., & Kumar, D. M. (2015). Strategic interventions in tackling poor performance of service departments: Study on Muhibbah engineering. Journal of Economics and Behavioral Studies, 7(4), 6–13. Retrieved from https://ifrnd.org/journal/index.php/jebs/issue/download/Issue_52/9

Henderson, S., Kendall, E., Forday, P., & Cowan, D. (2013). Partnership functioning: A case in point between government, nongovernment, and a university in Australia. Progress in Community Health Partnerships, 7(4), 385–393.
Note: Retrieved from Walden Library databases.

Kash, B. A., Spaulding, A., Johnson, C. E., Gamm, L., & Hulefeld, M. F. (2014). Success factors for strategic change initiatives: A qualitative study of healthcare administrators’ perspectives. Journal of Healthcare Management, 59(1), 65–81.
Note: Retrieved from Walden Library databases.

Martínez-Jerez, F. A. (2014). Rewriting the playbook for corporate partnerships. MIT Sloan Management Review, 55(2), 63–70.
Note: Retrieved from Walden Library databases.

Mutale, W., Stringer, J., Chintu, N., Chilengi, R., Mwanamwenge, M. T., Kasese, N., … Ayles, H. (2014). Application of balanced scorecard in the evaluation of a complex health system intervention: 12 months post intervention findings from the BHOMA intervention: A cluster randomised trial in Zambia. PLoS One, 9(4).
Note: Retrieved from Walden Library databases.

Ovseiko, P. V., Melham, K., Fowler, J., & Buchan, A. M. (2015). Organisational culture and post-merger integration in an academic health centre: A mixed-methods study. BMC Health Services Research, 15, 417–443.
Note: Retrieved from Walden Library databases.

Rajaram, S. S., Grimm, B., Giroux, J., Peck, M., & Ramos, A. (2014). Partnering with American Indian communities in health using methods of strategic collaboration. Progress in Community Health Partnerships, 8(3), 387–395.
Note: Retrieved from Walden Library databases.

Reid, M. F., Brown, L., McNerney, D., & Perri, D. J. (2014). Time to raise the bar on nonprofit strategic planning and implementation. Strategy & Leadership, 42(3), 31–39.
Note: Retrieved from Walden Library databases.

Shea, C. M., Jacobs, S. R., Esserman, D. A., Bruce, K., & Weiner, B. J. (2014). Organizational readiness for implementing change: A psychometric assessment of a new measure. Implementation Science, 9(7), 1–15.
Note: Retrieved from Walden Library databases.

Steinbauer, R., Renn, R. W., Taylor, R. R., & Njoroge, P. K. (2014). Ethical leadership and followers’ moral judgment: The role of followers’ perceived accountability and self-leadership. Journal of Business Ethics, 120(3), 381–392.
Note: Retrieved from Walden Library databases.

Traberg, A., Jacobsen, P., & Duthiers, N. M. (2014). Advancing the use of performance evaluation in health care. Journal of Health Organization and Management, 28(3), 422–436.
Note: Retrieved from Walden Library databases.

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