Introductory Statement
Harbor City Behavioral Health Center (HCBHC) encompasses a collaborative group of skilled and professional health practitioners whose primary role is the improvement of mental health and wellness of individuals and families around the facility.
History
HCBHC was started in 1988 as Harbor City Mental Health clinic, but after being bought by Harbor City Medical Group in 2008, the facility changed its name to Harbor City Behavioral Health Center.
Delegate your assignment to our experts and they will do the rest.
Management Board and Staff
HCBHC currently has 50 employees, whereby 46 are employed full-time while 4 serve on a part-time basis. Additionally, the facility has six departments where each has a director who is answerable to the Executive Director.
Organizational Tenets
Organizational Vision
HCBHC's vision is to be the preeminent behavioral health care provider in the market.
Mission Statement
HCBHC's mission is to promote the behavioral health care of individuals, families, and the community at large through services that enable recovery, create opportunity, build resilience and ensure improvement in the quality of life.
Core Values
HCBHC's core values are professionalism and compassion, as well as the recognition of human dignity while seeking more effective ways to serve the Harbor City community.
SWOT Analysis
|
STRENGTHS Competent and committed staff A wide variety of services |
WEAKNESSES Lack of a secure patient messaging service |
|
OPPORTUNITIES SingleHop . Its newly developed, so there is room for improvement to integrate any necessary changes. |
THREATS Budgetary constraints that threaten HCBHC’s financial health |
Major Goals and Action Steps.
Increase assessment services.
To achieve this goal, the Adult Clinical Services and Mental Health Department (ACSMH), through the director, will establish which sections lack such services and include them. Considering that this is a short-term goal, the process will be done within one year.
Incorporate more group services and less individual services
At the moment, individual counseling sessions take too much time, which is why the ACSMH department needs to incorporate group-based services within the next year.
Have a smaller, financially-manageable staff.
Due to the threat of financial constraints, the finance department and HR will collaborate in making departmental staff cuts. The process is gradual and could take 1-3 years, and the expected outcome is a smaller number of employees, preferably 35, after filling the empty slots.
Increase funds through fundraising, grants, and private donations
The finance department will appeal to donors to persuade them to donate to the health facility. Additionally, the department will also hold more fundraisers to raise more money and cover budget deficits. The process should be done within one year and will provide more money for HCBHC.
Implement secure patient messaging service as well as trainings for better use of Outlook Scheduling for teams and departments
The IT department, through the director, will book training for the staff and also implement a secure messaging service. The process will commence immediately and will be done within one year, and the results will be more competent workers as well as a flawless messaging service that will improve communication.
Evaluation
Formative Evaluation
A useful strategic plan not only identifies but also justifies what a company wants to become and includes ways to get there (Kaufman, 2016). For HCBHC, the goal is to improve and streamline services to get in line with its mission, vision, and core values. For this reason, a formative evaluation is necessary. This is because a formative evaluation determines the working processes, the dormant ones, and the reasons for that state (Patten, 2015). At the moment, patients lack a secure messaging service, and there are financial constraints due to a large number of staff and complaints due to the use of a compliant hosting device. While this is the case, the IT team successfully implemented a new web-based HIPAA compliant service called SingleHop , which means that the strategic objective is already fulfilled. The remaining bits are staff cuts and a new and secure patient messaging device. Nevertheless, the two objectives will be implemented within a year. Schneider (2015) offers some guidelines for strategic planning and marketing by stating that an efficient strategy plan customizes goals to match the needs of customers because they determine the success or failure rate of that particular entity. The strategic objectives for HCBHC are in tandem with its goals for increasing collaboration with the community by providing excellent services.
Summative Evaluation
For summative evaluations, the worth of a program is determined at its end through observations, questionnaires, and testing (Ferreira & Proença, 2015). There are strategic goals that will be evaluated through questionnaires to determine their effectiveness. Three of those are diversifying the assessment services portfolio, implementing group services, and implementing a secure patient messaging service. The three objectives can only be assessed by gathering the opinions of patients to determine their effectiveness, which is why using questionnaires will be useful in getting a clear picture of their performance. Patients will be required to state their opinions about the organization before and after the implementation of strategic goals. When it comes to sourcing for more donor funds, the effectiveness of fundraisers, grants, and donors will be noted through records. For that strategic goal, getting the exact number of people and money will be made easier by the records, whereby the higher the number of donors, the more the money for HCBHC. In the same way, departmental staff cuts will also be made clear by records and reductions in the budget. Lastly, the results of IT training will be evaluated through records of day-to-day attendance as well as the difference in usage of equipment.
References
Ferreira, M. R., & Proença, J. F. (2015). Strategic Planning and Organizational Effectiveness in Social Service Organizations in Portugal. Management: Journal of Contemporary Management Issues, 20 (2), 1–21.
Kaufman, R. (2016). Strategic Planning: Getting from Here to There. TD: Talent Development, 70 (3), 54–59.
Patten, L. (2015). The Continued Struggle with Strategy Execution. International Journal of Business Management & Economic Research, 6 (5), 288–295.
Schneider, S. (2015). Analysis of Management Practice Strategic Planning: A Comprehensive Approach. Asia Pacific Journal of Health Management, 10 (3), GS27–GS35.
