Analysis of a Healthcare Organization's Strategic Plan Report

This report provides a critical analysis of the strategic plan proposed by The Perley and Rideau Veteran’s Health Centre. The plan, aimed at improving the lives of veterans and aligning with Ontario's aging-at-home strategy, is examined for its strengths and weaknesses. The report highlights the organization's mixed approach to strategic development, incorporating both top-down and bottom-up elements, and its consultative process involving residents, volunteers, and healthcare authorities. The strategic plan's four pillars are outlined: excellence in resident care, ensuring a sustainable center, developing a strong workforce, and leading in healthcare advocacy. The critique evaluates the plan's clarity, achievability, effectiveness, and alignment with the current socio-political context, discussing areas for improvement such as stakeholder involvement, budget allocation, and training guidelines. Recommendations are made for enhancing the plan's effectiveness and reliability, including a more detailed timeline, budget planning, and stakeholder roles. References to relevant literature are also included, providing context and support for the analysis.

Running head: LEADING STRTEGY AND CHANGE IN HEALTH CARE ORGANSATION
LEADING STRTEGY AND CHANGE IN HEALTH CARE ORGANSATION
Name of the Student
Name of the university
Author’s note

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Overview of the approach used by the health care organisation for developing the strategic
plan
This report will critically analyse the strategic plan that has been proposed by The Perley
and Rideau Veteran’s Health Centre. The main moto of the Veterans centre had been grounded
in meeting the day to day needs of the community and to allow the Veterans to live life to the
fullest. The strategy has aligned itself to the Province of Ontario’s aging at Home strategy
aiming to give a better living opportunity to the Veterans. The organisation has used a mixture of
both bottom up and top down approaches, where the guidelines are generated by the top
management, but a good amount of flexibility is provided to the other divisional managers and
the staffs. This strategic plan by The Perley and Rideau Veteran’s Health Centre , have been
developed after extensive consultation with the residents, volunteers and the staffs, along with
the provincial healthcare authorities, facilitating a continuous evolution of the strategic plan.
The main rationale to develop this strategic plan is to bring about a remarkable
innovation in frailty informed care for enabling the Veterans to enjoy the remaining days of their
life by providing a compassionate care and preserving respect , integrity and dignity of the frail
adults.
Overview of the Strategic plan
The Strategic plan of the Perley and Rideau Veteran’s Health Centre consists of four
main pillars- To achieve excellence in the Resident care and services, by delivering a high
quality of care in a happy living environment. The second pillar is to ensure a sustainable centre
where the care provided is worth the money. The third pillar is to develop a strong, high quality

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workforce, striving to provide appropriate care. The fourth strategic pillar is to play a leading
role in health care advocating for change and collaborating with government, communities and
other health care providers to improve the quality of care for elderly people.
Critique of the plan
The strategic plan had detailed out the philosophy of the organisation and various
approached to address them. Discussing about main aspects of the plan, the plan has rightfully
chalked out the sectors that needs to be improved, like the infrastructure, the care delivery
models, training of the healthcare staffs (Elbanna, Andrews & Pollanen, 2016). The strategic
plan included the mission, vision, aspirations and the core values of the organisation, the
objectives, strategies, weaknesses, opportunities, threats and the operational tactics (Baumgartner
& Rauter, 2017). The strategic plan has also discussed about collaboration of the healthcare
organisation with the nursing colleges, where students are allowed to complete their placement
internship in this organisation. The strategic plan has also identified the health care gap that
existed in Perley Rideau (The Perley and Rideau Veterans’ Health Centre Together, 2010). The
organisation did not put much emphasis in establishing partnership with other organisations to
strengthen their field of applied research. The strategic plan has mentioned the names of health
services, with which they will form the partnership. It has also indicated the challenges that the
health care organisation likely to face in future, followed by the opportunities that will be
available in future. It is appreciable to focus more on sectors like labour shortages, the current
trends in the demography and increasing demand for complex care.
One of the notable strength of the strategic plan is that it had pin-pointed the areas,
which they will be addressing like- pain management, wound management, fall prevention,

3LEADING STRTEGY AND CHANGE IN HEALTH CARE ORGANSATION
screening for patients with delirium and dementia. The strategic plan was appropriate to consider
the key performance indicators for developing measurable and objective standards for tracking
and evaluating the changes (Rothaermel, 2016). Another notable strength of this plan was that,
this organisation has also not overlooked the matter of environment sustainability. They thrived
to train their workers to become environmentalist stewards. They have also emphasised on the
development of a community support system by maintaining an open and honest relationship.
Truly speaking, previously the organisation did not mention anything about staff trainings, where
this time they anticipated forming a geriatric training centre. The organisation have also decided
to enhance behavioural programs to support those veterans with cognitive issues.
The strategic plan did not contain any information about the improvement of the
electronic health information exchange system, for dealing with the data breaches and the cyber
hacks. Less information has been provided about the involvement of the stakeholders and the
funding strategies in details. Furthermore, the strategic plan has suggested to start training
procedures for the health care workers, but no guidelines has been provided as what sort of the
training needs to be given to the health care workers. The strategic guideline needs to be more
rigorous. More information is required about the budget allocation, the allocated resources will
depend upon the budget allocated.
Recommendations
It can be recommended that the strategic planning needs elaboration of stakeholders and
their roles, and the collaborating organisations. A specific time line of the strategic planning can
be effective in increasing the reliability of the strategic planning (Ginter, Duncan & Swayne,

4LEADING STRTEGY AND CHANGE IN HEALTH CARE ORGANSATION
2018). The strategic planning should chalk out the revised budget planning in a more elaborate
manner.

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References
Baumgartner, R. J., & Rauter, R. (2017). Strategic perspectives of corporate sustainability
management to develop a sustainable organization. Journal of Cleaner Production, 140,
81-92.
Elbanna, S., Andrews, R., & Pollanen, R. (2016). Strategic planning and implementation success
in public service organizations: Evidence from Canada. Public Management Review,
18(7), 1017-1042.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care
organizations. John Wiley & Sons.
Rothaermel, F. T. (2016). Strategic management: concepts (Vol. 2). McGraw-Hill Education.
The Perley and Rideau Veterans’ Health Centre Together, (2010). we improve the well-being of
the people we serve.Caring for the Future. Access date: 10.2.2019. Retrieved
from:https://www.perleyrideau.ca/upload/documents/caring_for_the_future85x11-online-
novemb.pdf