St. Johns Hospital Strategic Plan: Detailed Analysis 2015-2018

This report presents a comprehensive overview of the St. Johns Hospital Strategic Plan for the period of 2015-2018. It begins with a historical background of the hospital, followed by its mission, vision, and core values. The report details the hospital's goals and objectives, emphasizing patient health, informed decision-making, operational efficiency, and ethical practices. It outlines the management and governance structure, including the Board of Directors, Management Committee, Medical Board, CEO, and departmental heads. The strategic objectives for 2016-2019 are highlighted, focusing on sustaining top-notch services, improving corporate governance, upgrading communication technology, and promoting infrastructure development. Furthermore, the report analyzes the hospital's strengths, opportunities, and challenges, providing insights into its future. The strategic plan aims to guide the hospital in delivering high-quality healthcare services in the Midwest region, recognizing the contributions of its employees, patients, and partnering institutions. The report includes references to relevant literature and reports that support the analysis.

Running head: ST.JOHNS STRATEGIC PLAN 1
St. Johns Hospital 2015-2018 Strategic Plan
Name
Institutional Affiliation

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St. Johns Hospital 2015-2018 Strategic Plan
History
The health facility was formed in year 1780 by Harstonge together with his associates. In the
year 1888, Bishop Edward of Limerick brought the Nursing Sisters to the hospital. Since
then, the nursing sisters have been responsible for its operations. Currently, the facility boasts
of 89 inpatient bedding rooms, ten capacity care rooms, and an agent care facility (Kellett,
2016).
Mission Statement
In adherence to our culture, we offer the highest quality healthcare services in a
compassionate and professional way to those who seek our services
Vision Statement
Institute a high-class patient-centered services factoring in quality and evidenced-based
practice.
Values
 Encourage practice that offers customers the best services
 Carry out operations that are in accordance with the laws
 Practice corporate social responsibility (CSR)
 Support employee development through education and training that improves
professionalism and good work ethic.
Goals and Objectives

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 Lay great emphasis on our patient’s health and provide proactive services
 Motivate our health practitioners to make informed decisions and practices
Gauge the efficiency of our operations and monitor developments towards our
vision
 Enable an enabling and peaceful environment for both employees, patients,
and staff
 Observe the highest level of ethical practices in regards o the environment and
the public
Management and Governance of St. Johns Hospital
1. Board of Directors
The board is in charge of the hospital control. Every year, they convene an AGM in which
they inspect Accounts and appoint management committees responsible for the daily
operations.
2. Management Committee
Currently, the committee’s chairman is Rev. Brendan Leahy. Under his able leadership, the
hospital has been able to bankroll new infrastructure and projects.
3. Medical Board
Members of the board include Mr. John Hennings, Martha Roberts, Richard Heinlein, and
Rebeca Denis. Together, they offer advisory services to the governing body of the institution.
4. Chief Executive Officer
`The CEO is Mr. Fearghal Crimes. He has distinctively offered informed leadership to the
facility.

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5. Departmental Heads
The heads of departments include Kevin Hartings, Dr. David Thompson, Lilian Eunice, and
Humphrey Haitingia. They have managed to inspire unity within their departments towards
the success of the facility.
Strategic Objectives for 2016-2019
The management committee of St. Johns Hospital has identified five vital strategic objectives
for the duration of 2016-2019 (Ginter, Duncan & Swayne, 2018).
I. Sustain the provision of topnotch services (Brest & Harvey, 2018)
 Lay emphasis on the critical planned surgical and medical services
linked with the national government programs
 Increase the number of medical physicians within the facility
 Take part in the review of the Acute program
II. Determine Effeteness and Robustness of our Corporate Governance
 Be a proactive stakeholder in the National Voluntary and Healthcare
Forum
 Reevaluate the governing structure and ensure that its structure
realigns with the approved international standards
 Be active in the Annual Compliance Statement Process
III. Upgrade Communication Technology into International Standards.
 Put into practice an effective radiology system
 Substitute the available Patient Administration System with the IPM
system
IV. Promote the Development of the Hospital’s Infrastructure

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 To continue to upgrade patient’s rooms and theatres in line with the
required safety standards
 Apply for extra funding for renovation and maintenance of equipment
The Future of St. Michael Hospital (Kaissi, 2016)
Strengths
 The hospital's close proximity to the university hospital of limerick makes it provide
medical services in the Midwest region. It has easy access through the motorway.
 Ability to offer medical services in the status of model 3 hospital dependent on
national funding
 The availability of space for expansion
Opportunities (Rapert, Velliquette & Garretson, 2015)
 Developing services to fulfill the dynamic needs of patients
 Ability to increase patient surgical activity and day care services with an aim to
become a center for minor surgery.
Challenges
 Maintaining its acute and voluntary status is adaunting task.
 The shortage of staff in the national wing resulting in reliance on staff agencies
 Inability to hire and retain qualified personnel as a hospital of model 2 status.
Conclusion

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St. Johns hospital strategic plan embraces the need for the provision of high-quality
services. In light of this, it sets out an array of objectives that will guide the hospital for the
next 3 years. The management committee of the hospital views the strategic plan as a vital
tool in making the hospital to be one of the most critical institutions to offer health services in
the Midwest region of the nation. Moreover, the hospital recognizes its employees,
caregivers, patients, other hospitals, and other partnering institutions. They indeed play an
integral role in the elevation of the hospital.

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References
A Report to the Minister for Health Dr. James Reilly TD. The Establishment of Hospital
Groups as a Transition to Independent Hospital Trust; February 2013
Brest, P., & Harvey, H. (2018). Money well spent: A strategic plan for smart philanthropy.
Stanford University Press.
Department of Health. Future Health: A Strategic Framework for Reform of the Health
Services 2012-2015 November 2015
Department of Health/Health Service Executive. Securing the Future of Smaller Hospitals: A
Framework for Development 2014
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health
care organizations. John Wiley & Sons.
Health Information and Quality Authority. Report on the Review of Governance
Arrangements as Reflected in the Safety, quality, quality, and Standards of Services at
UL Hospitals; June 2014
Kaissi, A. A., & Begun, J. W. (2016). Strategic planning processes and hospital financial
performance. Journal of Healthcare Management, 53(3).
Kellett, J. (2016). Acute hospital medicine in Ireland—past, present, and future. European
Journal of Internal Medicine, 10(3), 177-180.
Raman Shusman. (2018). How to Write a Strategic Plan Retrieved from
https://shorensteincenter.org/wp-content/uploads/2012/07/RAMAN_strategic-
planning.pdf

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Rapert, M. I., Velliquette, A., & Garretson, J. A. (2015). The strategic implementation
process: evoking strategic consensus through communication. Journal of Business
Research, 55(4), 301-310.