In health care strategic planning is essential to remain competitive in an ever changing health care market.  Strategic planning allows health care organizations to establish future goals and intention while identifying the proper resources and defining the best course of action necessary to reach those goals.  This discussion will serve to define strategic planning in the health care setting, discuss the strategic plan of Scottsdale Lincoln Healthcare Network (SLHN) by reviewing their mission vision and value statements.  Additionally a discussion of SLHN’s future intentions, previous benchmarks, and a timeline of leadership actions that have accelerated the many recent changes within the organization.

Strategic Planning

            As defined by the Balanced Scorecard Institute strategic planning is an organizational tool used by management to set priorities, focus energy and resources, strengthen operations, and ensure that the actions of employees of all levels within the organization strive to achieve a common goal (2014).  The framework of a strategic plan is built upon the mission, vision, and valves of an organization.  This framework serves to guide the fundamental decision making process and focus the desired direction in which an organization wishes to go.  When a company defines its mission, vision and value statements it allows the organization to illustrate who they serve, what they do, why they it does it, and express their future intentions and aspirations.

            Additionally it should be noted that a solid strategic plan will consider internal and external factors influencing a company’s business environment and work culture to fulfill their mission, vision and values.  External aspects in the health care field include things that involve large changes within the field such as health care reform.  As will be discussed later, two health care systems in Arizona recognized the external change of health care reform and began to plan a merger in order to better adapt for the coming changes.  Internal considerations within a strategic plan will serve to fix critical issues that exists within the organization.  The internal aspect of strategic planning typically results in a form of continuous process improvement to allow for an efficient and productive work environment that produces high quality services.

Scottsdale Lincoln Healthcare Network (SLHN)

            Recently in the greater metropolitan area of Phoenix, Arizona a new healthcare system has been established out of the merger of two locally based non-profit health care systems.  Scottsdale Healthcare and John C. Lincoln two health care systems with long histories of providing quality care in the valley have formed a system-wide affiliation to create a new non-profit company, Scottsdale Lincoln Health Network (SLHN).  The new company states that by coming together they will be able to provide; more convenient access to healthcare, increase the coordination of medical care, expand the network of high quality primary care and specialty physicians, and utilize a single electronic health record that can be accessed throughout the affiliated health network (Scottsdale Healthcare, 2014).  

The Mission, Vision, and Values

            The American Society of Clinical Oncology suggests that the development of a mission statement is the first step in implementing a strategic plan because it defines the basic purpose of the organization and sets the foundation for the future planning process (2009).  SLHN states that their mission is “To improve the health and well-being of those we serve” (2014).  This is a simple but direct mission statement.  It implies that the health care organization is driven to supply encompassing care for mental and physical ailments of the individuals within their care.

            The next step in implementing a strategic plan, according to the American Society of Clinical Oncology, is defining the organizations vision.  The vision aspect of a strategic plan serves to identify the future state of a practice or organization (American Society of Clinical Oncology, 2009, p. 140).  A vision statement is most effective when it complements the current state of an organization and illustrates an aspect of current practice in which the organization desires to build upon.  Additionally a vision statement should use broad strokes to describe the organizations intentions and be free of specific details, this is to allow for the vision statement to exhibit openness and encourage creative thinking beyond current boundaries (American Society of Clinical Oncology, 2009, p. 140).

            The vision of SLHN is “To be the partner of choice as we transform healthcare for our communities” (2014).  This statement clearly uses broad strokes to illustrate the future intentions of the organization. To be the partner of choice implies that SLHN wants to be a health care organization that people choose for their health care needs.  The statement also applies to physician’s choice.  SLHN wants to maintain and increase relationships with partnered physicians so that doctors will send their patients to SLHN for medical tests and procedures.  As we transform healthcare for our communities suggests that SLHN wants to innovate certain aspects of health care practices within their local communities, perhaps in avenues of care delivery or home health programs.

            SLHN furthers their mission and vision statements by stating the values that organization holds its self accountable to.

Integrity

We are committed to doing what is right.

Caring

We show genuine concern for the well-being of others.

Accountability

We take personal responsibility for ensuring that individual and team goals are achieved.

Stewardship

We enable our mission by ensuring the best use of our talent, finances and resources.

Excellence

We deliver the highest standards of performance through collaboration, innovation and unrelenting commitment to quality.

Respect

We recognize each person’s inherent value and worth by treating them with dignity.

SLHN, 2014

These value statements serve to express SLHN core beliefs on topics regarding patient, care, interaction with the community, and professionalism as part of their culture.

The Past, Present and Future of SLHN

            The merging of Scottsdale Healthcare and John C. Lincoln is still considered a recent event.  In a media article published in October of 2013 Tom Sadvary, chief executive officer, announced the official finalization of the affiliation between the two organizations to create SLHN.  At the time Rhonda Foryth, president of SLHN, stated “The shared vision for our new system is to become a fully integrated, locally controlled, world-class non-profit health system that works effectively to improve our community’s health” (2013).  Foryth’s comments at the affiliation meeting reinforce the mission, vision, and values that the newly united organization has placed at the fore front of their strategic efforts.

            The official affiliation of the two organizations was a major mile stone in uniting the two health care systems.  Back in April 2013 the two organization announced the intent to affiliate, then in August of the same year the new SLHN was given a system-wide approval for the affiliation.  The new SLHN organization states “System-wide affiliation allows us to maintain locally owned and controlled system with combined organizational resources to invest in programs, services and technology, and to maximize clinical excellence, quality care and outcomes across the continuum of care” (2014).

            SLHN has set several benchmarks and goals to make the most of their expanded resources.  Currently one of the biggest goals for the organization as they move toward a fully operational affiliation is a shared medical record and scheduling system.  The establishment of this system will allow for more integrated care at any of the five hospital campuses located within the network.  SLHN states that this integration of care will better serve patients by increasing the ease in which health care professionals coordinate care (2014).  Additionally it will serve to increase positive patient outcomes by utilizing the best practices throughout the system which will ultimately increase access to high quality care.

            Many managerial actions have been implemented by the leaders of SLHN to establish the affiliation and to progress it into a state that fulfills its mission and vision.  Statements have been made at meetings within the organization that the establishment of the united medical record system is the first major goal of the organization.  Steps have already been taken to facilitate the implementation of this system include an open house seminar was held to introduce the new software and additionally selected members of the health care information technology team at each individual campus were sent to training classes in Wisconsin for the new system.

            After the establishment of a unified medical record and scheduling system, SLHN states that they will maintain individual hospital campuses as unique but will begin to integrate system-wide trends to ensure that services and care are of high quality at all facilities.  One of the recent trends to be developed is standardization of protocols for procedure that are performed system wide.  For example, in medical imaging or cardio diagnostics imaging protocols and reporting structure will eventually be identical regardless of which facilitate performed the exam.  Efforts like this are to fulfill the mission, vision, and values of SLHN and establish the standardization of high quality care.

Conclusion

            Strategic planning is a power management tool that can serve to define the direction and intentions of an organization.  The establishment of statements defining the mission, vision and values of an organization are the first major step in applying a strategic plan.  In the example of the Scottsdale Lincoln Healthcare Network (SLHN) many aspect of strategic planning have served to not only unite two prominent health care entities but establish the newly formed network as an organization of integrity that desires to provide top quality health care for its communities.

References

American Society of Clinical Oncology (2009). Strategic Planning: Why It Makes a Difference, and How to Do It.  Strategies for Career Success. Journal of Oncology Practice 5(3) 139-143. DOI: 10.1200/JCP.0936501

Balanced Scorecard Institute (2014). Strategic Planning Basics. Strategy Management Group. Retrieved from: http://balancedscorecard.org/Resources/Strategic-Planning-Basics

Scottsdale Lincoln Healthcare Network (2014).  Mission, Vision, and Values. Retrieved from; http://scottsdalelincoln.org/wp-content/uploads/2013/11/mission-vision-values.pdf

Scottsdale Lincoln Healthcare Network (2013). Scottsdale Lincoln Health Network Affiliation Finalized. Retrieved from: http://scottsdalelincoln.org/scottsdale-lincoln-health-network-affiliation-finalized/