Organisational Management: Chandler Health Strategic Plan (2020-2022)

This report analyzes the strategic plan of Chandler Health, a not-for-profit healthcare organization, for the period of 2020-2022. It begins with an introduction to strategic health planning and its importance in the healthcare domain. The report outlines Chandler Health's motto, vision, mission statement, and strategic objectives, including establishing a customer-focused primary health care system, developing access and reducing inequity, increasing emphasis on health promotion, and improving value and accountability. The core of the report presents the strategy framework, which includes identifying health requirements of diverse populations, collaborating with consumers and providers, promoting client participation, and establishing planning protocols. The report also discusses knowledge sharing and information dissemination related to the strategic planning process. The report concludes with a list of cited references.

Running head: ORGANISATIONAL MANAGEMENT IN HEALTH CARE
ORGANISATIONAL MANAGEMENT IN HEALTH CARE
Name of the Student:
Name of the University:
Author note:

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Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Motto............................................................................................................................................2
Vision...........................................................................................................................................2
Mission Statement.......................................................................................................................3
Set of Strategic objectives...........................................................................................................3
Strategy Framework of Chandler Health (2020-2022)................................................................5
References........................................................................................................................................8

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Introduction
The healthcare domain is frequently changing and developing at a pace unlike any other.
Since, the past two decades, it has become highly crucial to strategize for the future to make any
healthcare practice successful. Strategic health planning involves setting up objectives and
establishing goals where an organization would progress in the future and then construct plan of
attaining these objectives (Esfahani, Mosadeghrad and Akbarisari 2018). The following report
will provide framework of strategic planning of not-for-profit organization known as Chandler
Health for next three years, which would address its services of providing acute, community and
aged care for its clientele.
Discussion
Motto
Chandler is committed in performing correct actions for its stakeholders and always seek
effective ways to enhance the quality of life in personal lives and in community in which the
organization executes its operations (Chandlerservices 2019).
Vision
Chandler is highly committed to offer high-quality, inexpensive healthcare to the communities
where they serve. Chandler focuses on working in collaboration with individuals who uphold
common values, principles and vision for attaining collective goals (Clarke 2019).

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Mission Statement
Chandler essentially aims to advocate social change, provide real employment services to honest
and dedicated people with sustainable remuneration package which can bring major
developments to them and their families.
Set of Strategic objectives
Establish customer-focused integrated primary health care system, Develop access and lessen
inequity, Upsurge the emphasis on health promotion and prevention, early intervention and
Improve value, welfare, performance and increasing accountability.
Set of Values- Commitment to quality of care, working in collaboration for patients, Respect and
dignity, improving lives, compassion, benefit of the entire community
Source: (Carvalho, Rocha and Abreu 2016)

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Source: Austin, Bentkover and Chait (2016)

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Source: Mosadeghrad and Ferlie 2015
Part 2
Strategy Framework of Chandler Health (2020-2022)
1.1 Identify the health requirements of individuals within diverse population groups as well
as develop evidence based health care support
Individuals within diverse population groups will necessitate different types of support
from the health system. Risk contrasts among populace groups as per the array of factors which
include age, sex, ethnic background, geographical location, socio-economic position, previous
experience and family history along with lifestyle factors such as smoking, alcohol use, exercise
and nourishment (Chandlerservices 2019).
A comparatively simple and verified model to stratifying risks within the populace relies on
distinguishing acknowledged experience of the health system and adaptable group behaviours for
individuals who are considerably high users of the hospital system.
Individuals who tend to be at risk of turning into high users of the hospital system such as
the ones who have chronic co-morbidities such as diabetes, lingering obstructive respiratory
disease along with other unsafe sexual behaviours and individuals who have limited or no
modifiable risk factors (Chandlerservices 2019).
Interventions for these diverse groups must be designed to align with the needs on the basis of
evidence of what functions. This could elevated from high level involvements related to case
management as well as care organization till secondary deterrence for patients with chronic
situations, routine adjustment, chief deterrence, support and transmission and besieged in
addition to population-wide health promotion actions.

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1.2 Chandler will work in collaboration with consumers, communities along with health
service provider to study innovative care coordination
Chandler will identify potential models of multidisciplinary team care direction or case
management which will maintain the health of individuals and reduce preventable
hospitalisations. Caring for people with chronic multifaceted conditions within home or in the
community would not only result in improved health outcomes for individuals and further reduce
the burden on the severe hospital system and on the community generally.
1.3 Chandler Health Services would promote role of clients as partners in health care team
Consumers require support and encouragement to be associates in the healthcare team and must
develop competence of participating in decision-making regarding their assessment and
behaviour. Such participation involves improvement of knowledge, educating decision-making
chiefly in relation to customer predilections as well as social or additional routine factors in
addition to increasing consumer assurance in undertaking self-care. This strategy would call for a
significant change in the approach as well as culture for numerous providers across Chandler’s
health system. However, the team of Chandler has recognized the significant shift that must be
supported by internal as well as external stakeholders (Chandlerservices 2019).
1.4 Establish formal planning and participation protocols between Chandler Health and
Local Hospital Networks in alliance with customers and other providers
Chandler Health will work in collaboration with local customers as well as providers in
order to develop joint strategies for the design and provision of coordinated, united as well as
responsive services at the local level.
Collective planning and decision-making will offer a ground work which would support
Chandler clients in directing the health system in high efficient manner and directs resources to

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the services which attain most effective outcomes. These strategies can be implemented
irrespective of the services which are delivered or stakeholders who funds them. It has been
noted that such a joint engagement of key players will further assist in the establishment of local
health solutions in order to attain collective performance indicators as granted under the COAG
Performance and Accountability Framework.
Sharing Knowledge and Information of Strategic Planning With Consumers
Chandler strategic process will be revised as well as advanced in direct and transparent way
along with customer’s response notifying changes the procedures as well as communications.
This will develop as groundwork for a comprehensive education campaign which strengthened
key communications regarding the customer and Chandler’s mutual responsibilities.
Chandler Health Services has been established in order to support improved integration across
health care systems. Thus, it is imperative for Chandler to develop healthcare standards which
must be appropriate and reliable with acute care standards. These strategies will particularly shed
light on options which will involve development of a single set of standards applying across
sectors or increasing a discrete set of principles in lieu of primary health care that shapes
Chandler’s effort in the acute care sector (Chandlerservices 2019). Moreover, into the
prospective days, Chandler with the Australian Government as well as primary health care
providers in addition to consumers will work in order to encourage the acceptance of these
primary health care principles.

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References
Austin, J., Bentkover, J. and Chait, L. eds., 2016. Leading strategic change in an era of
healthcare transformation (Vol. 9). Springer International Publishing.
Carvalho, J.V., Rocha, Á. and Abreu, A., 2016. Maturity models of healthcare information
systems and technologies: a literature review. Journal of medical systems, 40(6), p.131.
Chandlerservices., 2019. Health Care. [online] Available at:
http://chandlerservices.com.au/health-care.html [Accessed 17 Sep. 2019]
Clarke, C., 2019. Strategic Planning in Healthcare. In Textbook of Medical Administration and
Leadership (pp. 31-46). Springer, Singapore.
Esfahani, P., Mosadeghrad, A.M. and Akbarisari, A., 2018. The success of strategic planning in
health care organizations of Iran. International journal of health care quality assurance, 31(6),
pp.563-574.
Ishfaq, R. and Raja, U., 2015. Bridging the healthcare access divide: A strategic planning model
for rural telemedicine network. Decision Sciences, 46(4), pp.755-790.
Mosadeghrad, A.M. and Ferlie, E., 2015. 22W Total Quality Management in
Healthcare. Management Innovations for Healthcare Organizations: Adopt, Abandon or Adapt?.