Comprehensive Healthcare Strategies Assessment

This presentation provides a comprehensive assessment of healthcare strategies for Glenferrie Private Hospital. It includes the vision and mission statements, assessment of key strategic issues, effect of these issues on stakeholders, competitive analysis with Queensland Mater Health Services and Longueville Private Hospital, proposal model, and outline of strategies. The presentation also offers five recommendations for the hospital to improve its organizational policy, quality frameworks, accessibility, care for the aged population, and workforce training. The references section includes relevant research studies on healthcare and business management.

COMPREHENSIVE
HEALTHCARE STRATEGIES
ASSESSMENT
Name of the student
Name of the university
Author note:

OVERVIEW
Figure : Glenferrie Private Hospital
Source:(Kirkpatrick et al. 2017).

VISION STATEMENT:
“To achieve optimal return of
investments and provide
personalized high-quality care to
such an extent that their service
becomes capable to make a
relevant difference in terms of
people’s hospital experiences and
to recognize as a center of
excellence”
Figure : Glenferrie Private
Hospital
Source:(Kirkpatrick et al. 2017).

MISSION STATEMENT
“To focus on the customer
experience by proving a
different range of specialist
service through building
therapeutics relationship with
customers and implementing
core values of health care
system to gain the profitability
from the customer
engagement.”
Figure : Glenferrie Private
Hospital
Source:(Campbell and Tawadey,
2016).

THE ASSESSMENT OF KEY
STRATEGIC ISSUES:
• Lack of the process of operating for
quality care:
• Negligence in the economic background
of each citizen
• Lack of care for the aged population:
• Lack of sustainable force for future
Figure : Glenferrie Private Hospital
Source:Campbell and Tawadey, 2016).

EFFECT OF THIS STRATEGIC ISSUE ON
THE STAKEHOLDERS
• Management would be failed to address the gaps in
the quality of care
• Lack of accessibility for individuals with medium to
low economic status
• May affect the older population of Australia
• Reduce the engagement of the patient who went
through surgery
Figure: stakeholders
source : (Wang, Kung
and Byrd 2018).

COMPETITOR
Figure: Queensland Mater
Health Services
source: (Wang, Kung and Byrd
2018).
Figure: Longueville Private
Hospital
source: (Wang, Kung and
Byrd 2018).

COMPETITIVE ANALYSIS BETWEEN QUEENSLAND MATER
HEALTH SERVICES AND GLENFERRIE PRIVATE HOSPITAL.
Figure: Queensland Mater
Health Services
source: (Wang, Kung and
Byrd 2018).
Figure : Glenferrie Private
Hospital
Source:Campbell and
Tawadey, 2016).

COMPETITIVE ANALYSIS BETWEEN LONGUEVILLE PRIVATE
HOSPITAL AND GLENFERRIE PRIVATE HOSPITAL:
Figure: Longueville Private
Hospital
source: (Wang, Kung and Byrd
2018).
Figure : Glenferrie Private
Hospital
Source:(Kirkpatrick et al.
2017).

PROPOSAL MODEL
Proposal model of curative model
stake holder: individuals from the different
demographic background

OUTLINE OF STRATEGIES:
• Modification of organizational policy and quality frameworks for tracking the quality of care for
addressing gap for stakeholders such as patient and health professionals (Viswanathan et al.
2017)
• • implementing models for giving the accessibility to the patients from different economic and
geographical status (Conger, S., 2015 )
• • The Aged Care Act 1997 should be implemented and accordingly facilitating palliative care
department for the stakeholder such older population
• • Recruitment of counselor and compassionate staffs for the stakeholders such as post-surgery
patients
• • Better trained work force through the education and workshops as well as Discharge Planning
Program

RECOMMENDATION 1:
modify the organizational policy and quality
frameworks and installation different
technologies .
stake holders: patients and health
professioanls

RECOMMENDATION 2:
Recruiting staffs for monitoring progress and
growth of the company by monitoring work flow
and performance of employee.
Stakeholders: policy makers, health
professionals and management.

RECOMMENDATION 3:
• By implementing The Aged Care Act 1997
and palliative care as well as residential
care.
• Stake holder: older patients and health
professionals

RECOMMENDATION 4:
•Recruitment of counsellor and
compassionate staffs
•Stake holders: counsellor,
compassionate staffs and patients
who are suffering from the post-
trauma of surgery

RECOMMENDATION 5:
• Training and workshops
• Stakeholder: health care professionals and
patients

REFERENCES:
Campbell, A. and Tawadey, K., 2016. Mission and business philosophy. Elsevier.
Charles Jr, O.H., Schmidheiny, S. and Watts, P., 2017. Walking the talk: The business case for
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Conger, S., 2015. Six sigma and business process management. In Handbook on Business Process
Management 1 (pp. 127-146). Springer, Berlin, Heidelberg.
Costa, L. B. M., Filho, M. G., Rentes, A. F., Bertani, T. M.,and Mardegan, R. 2017. Lean healthcare in
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Evens, T. and Van Damme, K., 2016. Consumers’ willingness to share personal data: Implications for
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REFERENCES
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