A strategic plan is an organization’s prearranged strategy towards the proper management of resources, setting of priorities, and dedication of their strength for the implementation of streamlined operations and efficient cooperation among employees and with the stakeholders involved towards the achievement of a common predetermined goal.
The components of a strategic plan include the following;
Vision statement - which entails the aspiration that the organizations hopes to achieve in future.
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Mission statement - this is the description of the fundamental functioning of the organization.
Core values- which involves the aspects of beliefs and behaviors that will help the organization achieve its mission and vision.
SWOT analysis- t hat stands for strengths, weaknesses, opportunities and threats, which summarizes the current position of the organization and declares what should be focused on.
Long-term goals- which entails the statements that if achieved would help in the attainment of the mission and vision.
Long-term objectives- which is involves statements that sets measurable and achievable advances towards realizing the goals.
Action plan- this includes the details on how every objective is approached in the attainment of the objective.
Marketing and personnel can help a company carry out a strategic plan by performing their specific functions as delegated within the company. The marketing department being a significant part of the company’s strategic planning branch helps create objectives based on identified opportunities, threats, strengths and weaknesses of the company. The personnel being fundamental part of the company in operation as they carry out the basic functions of the company are obligated to comply with the mission and vision as well as upholding the core values of the company as implementers of the strategic plan.
To determine whether an agency’s strategic plan is meeting the agency’s intended goals an analysis is done which addresses various concepts including issues with the strategy, the organization’s working environment, and the SWOT analysis (Vaara, 2010). The strategic issues analyzed help determine the arising problems from the general strategic plan and how they can be avoided. Analyzing the organization’s work environment entails a look into the political, economic, social and technological trends which are viewed to determine the organization’s achievement and failure with relation to the strategic plan. The SWOT analysis also helps determine the efficiency of an organization’s strategic plan. That it does by identifying the agency’s application of strengths and alleviation of weaknesses alongside the realization and seizing of opportunities and the avoidance of threats successfully.
As the new administrator of a home health agency that I feel is not meeting the objectives using the strategic plan in place, the first measure I would take is to evaluate the personnel involved in the carrying out of the strategic plan. This is because in a health agency the working personnel fundamentally execute the functions that form the strategic plan. And so the failure of a strategic plan of the health agency would imply a lack of compliance or partial rather than full commitment to the strategic plan. Here is the structure of what a working strategic plan for a home health agency should look like https://mainehealth.org/mainehealth-care-at-home/about/strategic-plan .
Conclusively, an agency requires a strategic plan that works due to its numerous benefits in the functioning of the organization including the provision of a sense of direction, and the increase of the agency’s efficiency in operation. The sense in direction is set by the mission, vision and set of goals that helps the organization define its path of operation and a stable foundation onto which the employees are encouraged to adhere to and compensated in their efficiency in doing so.
References
Vaara, E., Sorsa, V., & Pälli, P. (2010). On the force potential of strategy texts: a critical discourse analysis of a strategic plan and its power effects in a city organization. Organization , 17 (6), 685-702.
