To be an organization that is centered on the patient and the provision of high- quality care which would be cost effective, provided with integrity and respect to the service users. Cost effectiveness would be achieved through the provision of the services with seamless integration in eliminating services resulting in resource wastage. To be well managed towards the operations in accordance with the high standards of the assurance, translation future needs into action plan, focusing on efficient communication within and outside its boundaries. To work efficiently with economic, political and environmental challenges
To provide high quality of acute cardio vascular healthcare to individuals aged under 75 years and would also include the intersection of the local and social care services as well. To maintain and form an extended healthcare networks which would work towards the mutual benefits of the healthcare partner organizations which the organization would collaborate with as well as the academic collaborations which would also be a apart of the portfolio of the organization. Strategic Risks The following section highlight the strategic risks which are associated with the organization (Sadgrove, 2016). It is necessary to also discuss the principle indicators of the risk and identify methods which can be used to mitigate the risks in the provision of the services. Maintenance of Quality Patient Care Services The failure to maintain quality in the patient care services can be a potential situation which can occur, the patient can experience a decline in the quality of the services which the institute is offering, a potential breach in following regulations and practice standards can also result in poor quality management ( Steadman and Huang, 2012). The dropped level of service and safety of the patients can cause serious damage to the patient as well as to the reputation of the organization. These risks can be mitigated and can be addressed with an effective strategy. Organization can shift its attention towards patient safety and eliminating barriers to effective care delivery.
Failure to fulfill the monetary goals Inability to recover the cost associated with project is one of the failure concerning monetary goals. Furthermore, organization being unsuccessful in successful utilization of its fixed assets and incurred costs refers to failure from a monetary perspective. This can also be highlighted as failure to manage the payment of the debtors and reach breakeven point ( Oe and Mitsuhashi, 2013). Inability of the organization to generate sufficient revenue can reflect negatively on service outcomes. These monetary risks can be mitigated by the reliance on multiple streams of revenue generation from non-healthcare activities. Strategies such as rolling cost improvement programs with area for contingencies can be drafted. Divisional ownership and estate strategy can also be potential goal of the organization (Virtue, 2013). Such
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- Fall '19
- Health care provider