AWCH Healthcare Organization: Strategic Plan Analysis 2020-2025

This project provides a strategic plan analysis for the Association for the Wellbeing of Children in Healthcare (AWCH). The analysis covers the organization's vision and mission, key strategic issues, and a proposed business model. It identifies resource limitations (lack of equipment and beds), human resource management issues (staff shortages), and healthcare quality concerns. The project utilizes PESTEL analysis to examine external strategic factors, including political, economic, social, technological, environmental, and legal aspects. Internal strategic analysis assesses AWCH's strengths (intricate treatment, homely atmosphere) and weaknesses (insufficient infrastructure, lack of resources). The project concludes with recommendations, including emergency smart cards, infrastructural development, training renovation, human resource plan renovation, and expansion into remote areas. References include Fan et al. (2014) and the Association for the Wellbeing of Children in Healthcare (2020).

Key Strategic Plan

Introduction of healthcare
organization
• AWCH caters to the necessities of the
children, young people as well as their
families, since the past 40 years.
• It has been providing its valuable services in
NSW through several unique programs like
–” Ward Grandparent Program”

A vision statement
• Vision statement of AWCH for the next five years 2020-2025,
encompasses the dream of the Organizations become a center for
the affectionate treatment for children (Fan et al.2014).
• Further vision in next five years 2020-2025 is to develop an
atmosphere of trust, equality and honesty, and ethics within the
organization.
• Vision in next five years 2020-2025 also encompasses, the
construction of a healthcare framework affordable as well as
accessible healthcare to all the children of New South Wales by a
team of compassionate and proficient healthcare professionals.

A mission statement
• Mission statement of AWCH for the next five years
2020-2025 encompasses the development of a concrete
healthcare system in New South Wales.
• Mission statement of AWCH for the next five years
2020-2025 also include the arrangement for equal as
well as compassionate treatment to native children and
children in several communities (Association for the
Wellbeing of Children in Healthcare, 2020).

Findings: Key strategic issues
• Key Strategic issues to be resolved in the next 2020-
2025 years is to combat the resource limitations
problem including lack of advanced medical equipments
and insufficient beds especially in rural centers.

Findings: Key strategic issues faced by AWCH
• Key Strategic issues to be resolved in the next 2020-2025
years Key strategic issues Human resource management
issues-shortages of the nurses as well as trained and aged
child care workers.
• Next 5 years, 2020-2025 years the strategic issues to be
solved is healthcare quality issues due to insufficient
infrastructure and lack of advanced technology.

Assessment of the key strategic
issues:
• key strategic issues to be resolved in 5 years, 2020-2025 involve Severe dearth of the
medical equipments, especially in the rural areas, this is multiplying the issues
like infrastructural deficiency.
• key strategic issues to be resolved in 5 years, 2020-2025 also encompasses the severe dearth
of resources is creating impediments in the way of treating children
appropriately. Also contributing substantially to the increasing deficiency of
the supply of the healthcare service, especially in the rural centers (Association
for the Wellbeing of Children in Healthcare, 2020).

A proposal for an appropriate
business model
The Revised Business Model for the next five years 2020-2025
should include :
• Increasing program cost
• implementing four tiered system of healthcare
• revised recruitment policies (Association for the Wellbeing of Children in Healthcare, 2020).
• .

Analysis of the external
strategic factors:
• Analysis of the external strategic factors- using PESTEL analysis
• PESTEL analysis is a combination of the Political scenario, economic environment
of the home country of the organization along with the analysis of the social and
technological factors supporting or restricting the growth of the organization.
PESTEL also include Environmental as well as Legal factors impacting the
development of the organization.

PESTEL Analysis:
Political:
Contemporary government is in favor of providing
subsidies to the healthcare organizations
including the hospitals as well as nursing home.
Contemporary government has also made
provision for the four tired structure of healthcare
insurance.
Economic
The economy of Australia is in favor of absorbing
more healthcare professionals-trained nurses,
pathologists as well as doctors.

PESTEL Analysis:
Social :
Increasing rate of the chronicle diseases among the
native children as well children from the aboriginal
communities; indicate to the rising needs in
Australian society for the infrastructural improvement
of the existing child hospitals

PESTEL Analysis:
Technical :
Usage of advanced technical equipment in the
healthcare sector is subsidized by Australian
government. This also reflects in increasing
rates of the medical equipment import by
Australia.

PESTEL Analysis:
Environmental :
Environmental degradation leading to the increasing rates
of the respiratory problem among the children of
Australia also indicate to the demand for the
Legal :
Legal framework of the country is supportive of providing
license to the new branches of existing child hospitals.
This indicate to the opportunities in front of AWCH to
expand its branches to the remote areas.

Internal Strategic Analysis:
Strengths:
Intricate treatment to children from native as well as
aboriginal communities.
Homely atmosphere provided to the patients with the help
of ‘Ward Grandparent Program’
Weaknesses:
• Insufficient infrastructure
• Lack of resources

Internal Strategic Analysis:
Opportunities:
Opportunities for introducing more advanced and fast
treatment method with the help of technological
upgradation.
Threats:
Competitors like
• The Children’s Hospital at Westmead
• Sydney Children's Hospital, Randwick
• Allowah Children’s Hospital
• John Hunter Children's Hospital

Recommendation:
First Objective:
First objective for the next five years 2020-2025 Making provision for the
Emergency Smart Cards for children requiring complex and immediate
diagnosis. This emergency smart card will ensure the availability of the basic
medical facilities.

Second Objective
Second objective for the next five years, 2020-2025 is to foster
Infrastructural development by introducing technologically advanced
medical equipments (Thanacoody Newman and Fuchs 2014).

Third Objective
The third objective for the next five years 2020-2025 is to renovate of the
training procedure for child care worker nurses and other healthcare
professional.

Fourth Objective
• The fourth objective for the next five years starting from 2020 to 2025
is to renovate of the Human Resource management plans- recruit
more compassionate nurses, doctors as well as childcare workers to
satiate the demand.

Fifth Objective
• The fifth objective for the next five years 2020-2025 is expansion of
the organization in the remote areas and provide the children from
the aboriginal communities living in the remote areas more intricate
healthcare services

References:
• Fan, D., Cui, L., Zhang, M.M., Zhu, C.J., Härtel, C.E. and Nyland, C., 2014.
Influence of high performance work systems on employee subjective well-being
and job burnout: empirical evidence from the Chinese healthcare sector. The
International Journal of Human Resource Management, 25(7), pp.931-950.
• Association for the Wellbeing of Children in Healthcare (2020). Association for
the Wellbeing of Children in Healthcare (AWCH). [online] Association for the
Wellbeing of Children in Healthcare. Available at: https://awch.org.au/ [Accessed
18 Feb. 2020].
• Thanacoody, P.R., Newman, A. and Fuchs, S., 2014. Affective commitment and
turnover intentions among healthcare professionals: The role of emotional
exhaustion and disengagement. The International Journal of Human Resource
Management, 25(13), pp.1841-1857.