MHA FPX 5010 Assessment 3 Directional Strategies MHA-FPX 5010 Strategic Health Care Planning Directional Strategies

Grace Medical Center (GMC) is a non-profit community hospital located in Baltimore, Maryland, established in 1909, making it one of the city’s oldest hospitals (Cohn, 2019). With a capacity of 110 beds and a workforce of 700 employees, GMC operates in an area characterized by significant crime rates and provides traditional services such as emergency care and radiology. Recently, the hospital has expanded its services to include telemedicine and home health care to reach a broader patient base (Cohn, 2019). GMC’s directional strategies prioritize delivering high-quality care to all patients. Its mission statement emphasizes a commitment to quality care and community service, while the vision statement aims for leadership in community healthcare (Cohn, 2019). The organization’s S.P.I.R.I.T values highlight service, patient focus, integrity, respect, innovation, and teamwork (Cohn, 2019).

A revised mission and vision statement tailored to GMC’s new directional strategies will prioritize quality care delivery and community service. The updated mission emphasizes providing dignified, culturally sensitive, and compassionate care to the residents of Baltimore. The vision statement aspires for GMC to become the premier community hospital in the area. The values statement will focus on partnership, respect, and trust with patients and their families.

Quain (2018) suggests that a mission statement should encapsulate an organization’s unique purpose, while the vision statement provides a mental image of its future state. Values represent the principles that the organization holds dear.

Identifying Gaps

GMC’s current strategies emphasize optimal patient care and community engagement through initiatives such as health fairs and workshops. However, infrastructural limitations hinder the organization’s success. According to the TOWS Matrix, three gaps impede GMC’s directional strategies.

The first two gaps pertain to existing strategies and insufficient funding for infrastructure. GMC’s facilities, including inpatient rooms and departments, lack the functionality necessary for optimal care (Beebe et al., 2018). Solutions include increasing funding through financial partnerships and fundraising campaigns.

The third gap concerns technology integration in wellness. GMC lacks integrated equipment to fulfill its S.P.I.R.I.T values, which hinders optimal care delivery (Trish et al., 2017). Underfunding restricts the upgrade of essential diagnostic and treatment technology (Mannion & Davies, 2018).

Strategic Goal and Direction Strategies Analysis

GMC’s strategies align with its internal culture and external environment, focusing on community engagement and improving well-being. However, internal factors such as infrastructure and employee retention are often overlooked. Singh and Shah (2018) emphasize the importance of balancing internal and external factors for organizational success.

Proposal of Changes

To address structural and strategic challenges, GMC should consider changing its executive leadership to individuals who are committed to both external growth and internal improvement (Al-Hussami & Alsoleihat, 2018). Leaders with a forward-thinking approach can drive innovation and organizational development.

Conclusion

Mission, vision, and values statements are essential for guiding an organization’s direction. Without clarity in these statements, directional strategies become unattainable. GMC must ensure alignment between its mission, vision, and strategies to achieve organizational success (Serino, 2019).

References

Al-Hussami, M., Hammad, S., & Alsoleihat, F. (2018). The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations. Leadership in Health Services, 31(4), 354–370. https://doi.org/10.1108/lhs-06-2017-0031

Beebe, K., Bardwell, S., & Donna, D. (2018). A closer look at U.S. healthcare infrastructure. Health Facilities Management. https://www.hfmmagazine.com/articles/3239-a-closerlook-at-infrastructure

Cohn, M. (2019). Bon Secours Hospital in West Baltimore to be renamed Grace Medical Center. The Baltimore Sun. https://www.baltimoresun.com/health/bs-hs-bon-secourshospital-renamed-20191217-qkvrmvnrvvdgdirdx3fy75iywy-story.html

Mannion, R., & Davies, H. (2018). Understanding organizational cu