Comprehensive Healthcare Strategies and Competitive Analysis of Calvary Health Care

In this document we will discuss about Comprehensive Healthcare Strategies and below are the summary points of this document:- Calvary Health Care's vision is to be recognized as a continuing source of healing, hope, and nurturing to the people and communities they serve, while providing quality, responsive, and compassionate health services based on Gospel values. The organization's main strategic priorities are to build workforce capability, provide safe and equitable workplaces, anticipate future developments, and create opportunities and partnerships to strengthen the organization. The lack of palliative care services, quality care processes, long-term financial stability, fall prevention and surgery departments, and consultation and communication with extended family are key strategic issues of the organization that affect stakeholders such as older individuals who require surgery and family members who belong to other cultural communities.

COMPREHENSIVE
HEALTHCARE
STRATEGIES
Assessment
NAME OF THE STUDENT
NAME OF THE UNIVERSITY
AUTHOR NOTE:

Over view
Figure: Calvary health care
Source:(Calvarycare.org., 2019).

Vision statement
Figure: Calvary health care
Source:(Calvarycare.org.,
2019).
To excel, and to be
recognized, as a
continuing source of
healing, hope and
nurturing to the people
and communities we
serve.”

Mission statement:
To provide quality,
responsive and
compassionate health,
community and aged
care services Based on
Gospel values.’
Figure: Calvary health care
Source:(Calvarycare.org., 2019).

The main strategic priority of
Calvary health care
• Focus on Build workforce capability to ensure
that all staff understands.
• To provide safe, equitable workplaces that
are welcoming and respectful of all.
• To anticipate future developments and be
ready to respond to opportunities for future
development (Calvarycare.org., 2019).
• To create opportunities and partnerships to
utilize their resources to strengthen the
organization.
Figure: Calvary health care
Source:(Calvarycare.org.,
2019).

Services and opportunity:
Figure: Calvary health care
Source:(Calvarycare.org.,
2019).
• Flexible residential care services
• Community nurses and specialist
support
• Disability support services
• Retirement services
(Calvarycare.org., 2019).
• Home maintenance

Key strategic issues of the health
care organization:
Figure: Calvary health care
Source:(Calvarycare.org.,
2019).
• Lack of palliative care services
• Lack of the process of operating
for quality care
• Lack of long term financial
stability
• Lack of fall prevention and
surgery department(Kolko, 2015).
• Lack of consultation and
communication with extended
family

Effect of it in the stakeholders:
• Lack of accessibility of care
• Disruption of the regulation of the
organization
• The financial burden imposed on the service
provides compared to private hospitals.
• affected stakeholders such as older
individuals who are suffering from fall injury
and require surgery(Kolko, 2015).
• Catholic values may threaten the dignity of
the family members who lived close to the
patient but belong to other cultural
community
Figure : stake holder
Source: (Kolko, 2015).

Analysis of strategic approaches
of competitors:
Figure :St Vincent’s Health
Australia
Source: (Svha.org., 2019).
Figure : SA health
Source:(SAhealth.sa.gov.,
2019).

Competitive analysis of St
Vincent’s Health Australia and
Calvary:
Figure :St Vincent’s Health
Australia
Source: (Svha.org., 2019).
Figure: Calvary health care
Source:(Calvarycare.org.,
2019).

Competitive analysis of SA health
and Calvary health care services:
Figure : SA health
Source:(SAhealth.sa.gov., 2019).
Figure: Calvary health care
Source:(Calvarycare.org., 2019).

Proposal of Business model
Integrator
business model
Figure: Calvary health care
Source:(Calvarycare.org.,
2019).

Strategic vision:
“To excel, and to be
recognized, as a
continuing source of
evidence-based practice
for providing diverse care
to the older population”
Figure : stake holder
Source: (Kolko, 2015).

Strategic objective:
 To provide implementing palliative care services
 Modification of organizational policy and quality frameworks for
tracking
 To bring long term financial stability
 To provide fall prevention management facilities
 To provide culturally competent care through consultation

Outline of the strategic
recommendation:
 Implementing palliative care services for the older population
more than 85 years.
 Modification of organizational policy and quality frameworks for
tracking the quality of care for addressing gap for stakeholders
such as patient and health professionals.
 Seeking long term financial stability from the trusty board and
facilitating research institute for current evidence-based practice.
 Facilitating fall prevention management and surgery department
for serving the vulnerable older population.
 Implementing a policy for communication with an extended
family member and culturally competent care to them.

RECOMMENDATION : 1
Implementing palliative care
services for the older population
more than 85 years.
Stake holders:
older population more than 85
years, health professionals,
management Figure: older population
Source: (Kolko, 2015).

RECOMMENDATION : 2
Modification of organizational policy
and quality frameworks for tracking the
quality of care for addressing gap for
stakeholders such as patient and health
professionals. Implementing EHR
Stake holders:
older population, health professionals,
management
Figure: electronic
health record
Source: (Kolko, 2015).

RECOMMENDATION : 3
Seeking long term financial
stability from the trusty board and
facilitating research institute for
current evidence-based practice
Stake holders:
health professionals,
management
Figure: electronic health record
Source: (Kolko, 2015).

RECOMMENDATION : 4
Figure: older population
Source:(Ungar et al., 2018).
Facilitating fall prevention
management and surgery
department for serving the
vulnerable older population.
Stake holders:
health professionals,
management

RECOMMENDATION : 5
Implementing a policy for
communication with an extended
family member and culturally
competent care to them.
Stake holders:
health professionals,
management
Figure : stake holder
Source: (Kolko, 2015).

References:
Calvarycare.org. (2019). Strategic aims for 2016 and beyond | Calvary Health
Care. Retrieved from https://www.calvarycare.org.au/about/strategy/
Duque, G., Lord, S. R., Mak, J., Ganda, K., Close, J. J., Ebeling, P., ... &
Inderjeeth, C. A. (2016). Treatment of osteoporosis in Australian
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Forbat, L., Chapman, M., Lovell, C., Liu, W. M., & Johnston, N. (2018).
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353.
Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing
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References:
Johnston, N., & Forbat, L. (2016). Effective new palliative care approach. Australian Ageing Agenda, (Nov/Dec
2016), 52.
Kirkpatrick, S.A., 2017. Toward a Grounded Theory: A Qualitative Study of Vision Statement Development.
Journal of Management Policy and Practice, 18(1), pp.87-101.
Kolko, J. (2015). Design thinking comes of age.
Ling, R., Searles, A., Hewitt, J., Considine, R., Turner, C., Thomas, S., ... & Conway, J. (2018). Cost analysis of
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Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and
practice. Cengage AU.
SAhealth.sa.gov. (2019). Legal matters :: SA Health. Retrieved from
https://www.sahealth.sa.gov.au/wps/wcm/connect/public+content/sa+health+internet/health+topics/leg
al+matters/legal+matters
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... & Plimmer, G.
(2015). Managing employee performance & reward: Concepts, practices, strategies. Cambridge
University Press.
Svha.org. (2019). Home - St Vincents Health Australia. Retrieved from https://www.svha.org.au/

References:
Theou, O., Tan, E. C., Bell, J. S., Emery, T., Robson, L., Morley, J. E., ... & Visvanathan, R. (2016).
Frailty Levels in Residential Aged Care Facilities Measured Using the Frailty Index and FRAIL‐NH
Scale. Journal of the American Geriatrics Society, 64(11), e207-e212.
Ungar, N., Schmidt, L., Gabrian, M., Haussmann, A., Tsiouris, A., Sieverding, M., ... & Wiskemann, J.
(2018). Which self-management strategies do health care professionals recommend to their
cancer patients? An experimental investigation of patient age and treatment phase. Journal of
Behavioral Medicine, 1-11.
Ward, J. (2016). Keeping the family business healthy: How to plan for continuing growth, profitability,
and family leadership. Springer.

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