General Hospital’s Mission and Vision Statement Restructure
If a group of people is brought together they will probably ask themselves “What are we doing?” This may proof hard to answer if they do not have formulated strategies, goals and objectives that will act as a guideline to their teamwork. The formulation of a mission statement forms the basis of a guideline that will draw the plan for such a group. A clear mission statements sets purpose, how to achieve and how much to achieve in a certain time frame-productivity. It acts as an illuminating bright light that guides the organization. It defines management strategies, policy formulation, decision-making and practice of any organization.
Programs and priorities are put in place through the light of the mission statement. Healthcare organizations are very important in community, and as such, they should have clear mission statements to guide their service delivery which is very essential and important in community. The general hospital in this scenario has been unable to achieve its mission statement because of the shifting dynamics in the healthcare industry. As a result it needs to re-examine its mission statement in order to progress positively and competitively (Ginter, et al, 2006).
The general hospital currently plays a role of providing all types of health services through its general practitioners (GP). As a local community hospital it plays a major role in providing locally accessible social and healthcare, especially within its locality. However, the hospital has not been able to achieve its goals and objectives due to competition and a lack of mission statement re-evaluation that would define its new direction. The current state of the healthcare industry and its dynamism towards quality, accessibility, specialization greatly raise the industry’s competitiveness, as a result the general hospital has to redefine its role so as to survive competitively.
Non-price competition is one of the main strategies employed in many nations within the healthcare industry. Healthcare organizations now use specialization and high quality service provision as the major strategies of enhancing their competitive edge (Zgodzinski & Fallon, 2005). Almost all hospitals are undergoing increasing pressure to enhance the quality of their services as a basic competitive dimension. One of the main ways of improving this quality lies in specialization or limiting of the types of healthcare services (Ginter, et al, 2006). Nowadays hospitals are differentiated horizontally based on specialization and vertically based on quality.
Specialty hospitals are able to focus on a specific range of services that are profitable so as to get returns that can enable them to grow and develop. This also allows them to offer high quality services and control the costs easily. In view of these facts the general local hospital should specialize in a certain category of health services, especially; those most demanded and necessary within its locality so as to serve the health needs of its local community. This will differentiate it horizontally from the nearby urban hospital, thus setting it apart for a certain clientele base. It may also be able to attract more clients from without its locality due to interests in specialty hospitals as a result of perceived high quality provision. However, it should not limit its range of services greatly because it may lose its local significance completely.
As a general local hospital we are cognizant of the value of every individual and as a healthcare organization we are led by the organization’s commitment to leadership and excellence. As a healthcare organization we show this through:
-Provision of exemplary, spiritual, physical and emotional care for all our patients and their families in our areas of specialty.
- Establishing a balance between the commitment to provide quality and the care for the poor and those in dire need of healthcare services through enhancing affordability.
- Establishing an environment whereby all people are respected, valued and offered an opportunity to grow career and profession-wise.
-Fostering a discovery culture in all services offered and being in support of health research.
-Growing better relations with other hospitals, health research institutions, agencies and the community at large.
-Demonstration of social responsibility by using our resources in a just manner.
Through all these we commit our management, staff, volunteers, friends and the community to maintenance of quality, caring traditions, specialty and presence-all of which make up the hallmark of the general local hospital.
The general local hospital is to grow into a premier local and regional quality healthcare provider for all local residents as well as non-locals in its area of specialty. The hospital will continually evaluate patient needs in its areas of specialty so as to continually enhance quality delivery. Through the performance of respective duties with these statements in mind the hospital’s workforce should be unified towards achievement.
Provide specialized and new services that conform to the community’s needs.
Sustain and implement a research program that will identify the most demanded services and how to tailor the existent resources towards attaining specialty in selected services.
Enhance a better and supportive work environment.
Implement a quality survey on work life as well as a follow up plan for recommended interventions. Determine professional skills required to foster specialization and how to support staff training.
Impacts of the formulated philosophy on the set goals and objectives
The developed philosophy sets expectations from which the goals are derived. After the derivation of the goals based on the mission and vision statement, the objectives are set up as a means through which the goals can be attained. The objectives act as formulated policies that can aid in the achievement of the set goals.
Ginter, M. P. Duncan, J. W. and Swayne, E. L. (2006).Strategic management of health care organizations, 5th edition. Wiley-Blackwell Publishers.
Zgodzinski, J. E. and Fallon, F. L. (2005). Essentials of public health management. Jones & Bartlett Learning.