Explain why OHA felt the need to develop a new strategic plan to determine the foundation’s future role.
Ontario Hospital Association (OHA) was founded on membership, and it represented over 150 associate public hospitals located within Ontario. It has extended its impact and influence across Canada and other global nations through the created foundation. It has had broadened vision in the expansion of the high performance in the health science service system. The venture achieved the milestone by providing high-quality services and products. It as well introduced leading innovations and improved performance (Nicklas, 2014). It assisted in expanding the influence the hospital had in the select region by extending its impact to the Ontario health system policy. Upon the reception of a one-time $50 million Blue Cross Insurance payout, they undertook an unexpected turn. They reinvested the money in the venture further extending its philanthropic responsibilities and interests. They set up an endowment fund that registered memberships who would be beneficiaries (Nicklas, 2014). The proceedings were as well channeled in the rejuvenation of the Change Foundation. The venture is interested in the creation of health system in Ontario that would rejuvenate healthcare in the region. It was in 2006 when OHA sealed its strategic plan to improve the healthcare settings of the job they were undertaking.
Personal View and Conclusion (S)
OHA needed to change its strategies for various reasons as agreed by the sitting board. It was geared to maintaining its high performing health system and as well ensure that it continued to be relevant in the future. The committee chaired by Sheila Jarvis agreed upon channeling much of the funds in allowing OHA to be the lens for the evaluation of hospitals within the area (Nicklas, 2014). It as well became in charge of the innovation and exploration of new ways for the application of the new methods of undertaking business. The funds created an opportunity for achievement of a sustainable approach to everyday hurdles and tasks (Nicklas, 2014). The fortunes made in the process were to be shared in a predefined ration amidst all members of the organization without favor thus further favoring extension of the future plans of individual members (Nicklas, 2014). They all work with the intent of improving and attaining a high achieving healthcare system in Ontario in future times.
Some of these reasons are extrapolated below:
To create and operate on long-lasting partnerships. Ontario hospital association needed to have as many partnerships as it could. Firstly, the plan would ensure that professionals within the area interact with other teams in a considerable duration (Nicklas, 2014). Such undertakings ensures that both teams have ample time to improve on the skills by learning through apprenticeship. The skills transferred would benefit generations as the local populace would tap into the technology advancement added in the facilities within the healthcare institution. It would as well reduce the cost of training and transferring skills as various boot camp events would allow affiliate members to train in higher level hospitals (Nicklas, 2014). The experience they get when working in big hospitals will be transferred in working in a small hospital where the patient would like similar services at maybe a reduced cost. The economies of scale would be transferred to lower level hospitals as there will be highly qualified professionals working in hospital establishment in the various members of the Change Foundation. Such work settings would ensure that they continued to offer quality healthcare to its people (Nicklas, 2014). These partnerships help in creating an advanced health system that is for the betterment of the society.
Knowledge transfer. The Ontario health association also focused on helping spread the knowledge concerning health matters to as many people as possible. The process of apprenticeship is the first channel under which much of the skill transfer would be undertaking. It is direct and the cheapest method to teach as individuals gets to work directly with clinical instruments which they would apply their skills in the treatments of conditions and illnesses (Nicklas, 2014). They as well get organized demonstration classes whereby they are allowed room for making errors and with time corrective measures are included in the teaching to ensure that they sharpen the skills of the concerned parties. They are then taken to real training session with the supervision of a training medics and they are offered another chance to work and improve of their clinical skills (Nicklas, 2014). Another method of trainings boot camps which might occur on the facilities of respective hospital institutions by the help of other researchers, trainers and tutors. Individuals are mostly trained on new technologies and new methods of addressing healthcare hurdles which further expands the applicability of research method and treatment procedures developed in the course of medical research (Nicklas, 2014). By spreading the already known knowledge to others, the health system would get strong and efficient enough to tackle ever-increasing disease profile (Nicklas, 2014). It is only through the collaboration of governmental institutions, independent bodies and the private sector that real changes are felt and witnessed.
Central governance. (O)The hospital association needed to centralize the governance which would coordinate all the other departments. It would improve the leadership capacity of all stakeholders as teams are combined regarding the complementarity they can bring so that cover all basis of operation of the foundation are covered and specific roles assigned to the affiliate members (Nicklas, 2014). It would bring profound power, a deeper level of understanding and coordination of activities which would smoothen transition for co-joined roles and tasks. It would as well create a higher degree of professionalism as member department leaders would have an internalized competition that ensures that all the members’ groups work in the realization of common goals (Nicklas, 2014). Throughout the healthcare system, such settings would greatly ease operations and management. The health sector would thus operate in similar ways, strategies and even conditions making it suitable and comfortable for every worker.
d) The need to increase the leadership capacity within the organization. Ontario hospital organization needed to increase its management system as they felt it was not good enough. When other workers in lower position work with a more experienced pool of talent, they tend to pick bits of information. They tend to have hands-on experience of how their bosses undertake their activities and arrange daily routine tasks (Nicklas, 2014). They get to learn how to be objective and handle big budgets in the toughest of economic tides. An organization is as good as its executive management and therefore nurturing and grooming others in the middle level ensure that generational expertise and knowledge is sustained within an organization as has been shown in the leadership terrain of established corporations (Nicklas, 2014). Thus, by reorganizing and improving their management, OHA through the Change Foundation were revolutionizing the entire health sector.
e) Addressing the issues found in the healthcare sector. Healthcare just as other sectors was facing issues only known to them. There are ever-changing dynamics in the healthcare although there is a low rate of adoption of new technologies for collection of technology techniques to replace any manual undertaking, they must prove to leave no strategic loopholes that could weaken the healthcare sector. The perpetual collection of knowledge and data in the quest to develop statistics through health informatics contribute the realization of the precision (Nicklas, 2014). Slowly through thorough testing of unveiling technologies, there is the tendency for purified technology milestones to sip into the provision of healthcare. They are perpetually tested and backed up- by prior manual analyses methods to ensure that both methods work in harmony.
When they prove to be foolproof they are added into the array of clinical solutions used in diagnosis and treatment of ailments (Nicklas, 2014). Based on found facts and evidence, the association used the platform to address these common issues as well as debate on what would be best for the healthcare sector.
Describe the Strategic Planning process of 2005-2006, applying the theoretical strategy formation activities.
The strategic planning of 2005-2006 attains the definition through its three main activities. The first action that the hospital association carried out was identifying and analyzing the strengths, weaknesses, opportunities, and threats affecting the health sector. Ontario established implementation of the LNINs through the creation of a new regionalized system of healthcare (Nicklas, 2014). They have created about 14 authorities to facilitate in the management of the venture. It is through the funded Ontario hospitals that leaders plan, integrate and develop a common course. They create community support agencies, centers for community access care, mental homes and long-term care homes for the gerental individuals (Nicklas, 2014). The opportunity to improve on the research provided a research opportunity useful in the study of the structural governance and the support the process of transition.
The second activity was to scan the environment to understand the climate and the conditions that the sector based operations. Change Foundation, therefore, undertook the role of research broker in that they could understand the intrinsic encompassment that brought members together. The venture started by searching for the pressing issues amidst the membership (Nicklas, 2014). They undertook the study so that policymakers could prepare for the problems they were going to be handling for the period of about 12 to 18 months. The foundation organized research teams and health leaders to research and discuss on finding respectively so that healing solution could be found. Policymakers assessed the legibility of the made changes so that the newly established laws could be in line with the governing authorities’ prerequisites at both the provincial and national level (Nicklas, 2014). The Foundation as well leveraged the approach used in the integrated research utilized in the results dissemination process. The undertaking would influence the policymakers in giving them the confidence to continue with the pursuit of leading action of the establishment.
The venture as well invested in the creation of help platforms of the coming generations. They realized that leaders’ preparation to assume future duties was under-invested which resulted in the creation of resource and support insufficiency. The shortage was agreed upon by most of the stakeholders, and they, therefore, recognized training industry were saturated while the practical sessions for preparation of the next generation leadership were starved (Nicklas, 2014). OHA also identified that they were affected by a shortage of programs of the development of leadership. They, therefore, determined that creating of paid vacancies within the establishments would allow the nurturing process to kick in and the various members to start enjoying the created environment for nearing practical undertakings to the future leaders (Nicklas, 2014). Training was therefore reduced to a catalyst in the preparation for garnering skills for the future leadership. They channeled the knowledge they had in working with international investors in ensuring that the locals could operate under innovative models that comply with global standards (Nicklas, 2014). Fellowship and programs of cross-training were as well reintroduced a feature that was unavailable in prior times across Canada. The unique opportunities were thus adopted and utilized in the creation of programs that fitted in the context and evaluation standards that were effective in Ontario.
The undertaking as well helped in the promotion of the excellence of the organization. It assisted in the promotion of the Think Tank model that was focused on the resolution of future undertakings. The undertaking required the creation of a new set of employees with differing training instructions so that they would tackle the hurdles of differing cumbersomeness in the management positions (Nicklas, 2014). The venture had the options to change the old pool more so to facilitate their training so that they would acquire the skills that impacted the most to the venture. The competencies within the ventures were assessed to give factual data about the experience of the labor pool within the organization (Nicklas, 2014). The adopted optimal approach that required that the new pool of workers undergo a severe scrutiny so that they would be assessed for required skills in the strategic management process (Nicklas, 2014). In the process, The Change Foundation focused on the creation of interim CEO position, and therefore they undertook the due duty of hiring a qualified professional. The venture also hired a new permanent CEO who would oversee the undertakings of the hospital.
Lastly, the association prepared strategic directions Think Tank whose core role was the creation and ensuring the success of the OHAfrica Project (Nicklas, 2014). The design with the future in mind was intended to ensure that the project reached sustainable levels within the first years of its establishment (Nicklas, 2014). The charitable organization started with work in Lesotho where they recorded initial impact and success which conferred to the achievement of goals and priorities of the venture. Such a working program accrued the benefits of the prior attempt efforts by the already existing Think Tank (Nicklas, 2014). They saved on cost and time required for undertaking the strategic management tasks and happenings.
Working in global stages would ensure that the developed clinical solutions benefitted amongst the most oppressed part of the world which further stirred global development and reduction of epidemic infection index. It as well guaranteed relevance in testing their program in a geographical location with varying political, socio-economical and geographical terrain. The selected strategies were aligned according to their level of priority.