3-2 Final Project Milestone Two

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3-2 Final Project Milestone Two

Mission and Vision Statements

Kaiser Permanente's strategic planning approach can be construed from its mission and

vision statements, despite the fact that the particular statements are not given for the situation

study. Commonly, healthcare organizations like Kaiser Permanente focus on their mission,

which frequently fixates on giving high-quality, accessible, and affordable healthcare to their

patients or members. In this specific circumstance, their strategic planning approach would

probably underscore the delivery of patient-centered care and the improvement of health

outcomes as core objectives. Their vision statement, if accessible, would offer knowledge into

their aspirations, possibly highlighting their craving to turn into a leader in innovative healthcare

delivery. Therefore, their strategic planning would probably include initiatives pointed toward

accomplishing this vision, for example, embracing cutting-edge technologies and innovative

healthcare rehearses.

Prevailing Issue

The primary issue in the case study revolves around the earnest need to decrease patient

wait times in Kaiser Permanente's emergency department. The case highlights that their San

Diego Medical Center was wrestling with excessive wait times, which resulted in patient

dissatisfaction and operational inefficiencies. This issue significantly impacts the organization's

capacity to convey timely care, live up to patient assumptions, and proficiently oversee

resources.

Prolonged wait times add to patient dissatisfaction. Patients seeking emergency care are

many times in distressing and earnest situations. At the point when they are met with significant
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delays, it heightens their anxiety as well as diminishes their general insight inside the healthcare

system. Dissatisfied patients can prompt negative feedback, possibly hurting the organization's

reputation and patient-provider relationships.

Operational inefficiencies arise as one more consequence of expanded wait times. The

emergency department operates as a critical hub inside the healthcare office, and any delays in

patient flow can disrupt the entire system. Resources, including medical staff, equipment, and

rooms, might be underutilized or misallocated, prompting inefficiencies in resource

management. This, thus, affects the general cost-effectiveness of care delivery.

Strategic Planning Concerns

In resolving the issue of extended wait times in the emergency department, a few

strategic planning concerns come to the very front. Right off the bat, Kaiser Permanente should

wrestle with resource allocation, including choices about how to really appropriate resources,

including staff, facilities, and equipment, to satisfy the increased need for emergency

administrations while maintaining quality care. Also, they should set out on process

improvement initiatives, distinguishing bottlenecks and inefficiencies in their ongoing workflows

and afterward driving endeavors to overhaul and upgrade these processes. Incorporating

technology solutions, for example, electronic health records and telemedicine, into their strategic

plan becomes significant to optimize triage and treatment procedures. At long last, it is

fundamental that their strategic plan lines up with their mission and values by focusing on

patient-centered care and fulfillment to keep serious areas of strength for a provider relationship.

Role of Healthcare Manager

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Within the domain of strategic planning connected with the issue of extended wait times,

healthcare managers assume a crucial part. They are answerable for setting specific goals and

objectives that are measurable and attainable for reducing wait times in the emergency

department. Resource management falls under their domain, which includes allocating human

and financial resources successfully to carry out essential changes and upgrades in the

department. Healthcare managers are additionally entrusted with identifying bottlenecks and

inefficiencies in the ongoing cycles and spearheading endeavors to redesign and enhance them.

Their job stretches out to engaging with key stakeholders, including staff, clinicians, and

patients, to accumulate input, construct consensus around the strategic plan, and guarantee buy-

in from those straightforwardly impacted (Arnheiter, 2016). Continuously monitoring key

performance metrics is one more part of their job, allowing them to change the plan on a case by

case basis to guarantee ongoing progress toward the goal of reduced wait times.

Key Stakeholders

Key stakeholders engaged with resolving the issue of long wait times in the emergency

department incorporate patients, emergency department staff, hospital leadership, regulatory

bodies, and community and patient advocates. Patients are straightforwardly impacted by long

wait times and deal important criticism, which illuminates the strategic arrangement to improve

their experience. The clinical and non-clinical staff in the emergency department are

instrumental in executing changes to diminish wait times and their experiences with respect to

workflow and resource needs are fundamental. Hospital administrators and leaders assume a

significant part in supporting budgets and resource allocations essential for strategic planning

initiatives. Regulatory bodies might force rules and necessities that Kaiser Permanente should

conform to as a feature of its strategic planning endeavors. Finally, community and patient
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advocates can impact the association's way to deal with working on patient care and wait times

by upholding for patient interests and teaming up with the healthcare association to address

community healthcare needs.

In summary, Kaiser Permanente's strategic planning approach, in view of mission and

vision, expects to focus on patient-centered care while handling the major problem of extended

wait times in their emergency department. The association faces strategic planning concerns like

resource allocation, process improvement, technology integration, and keeping up with patient-

centered care. Healthcare managers assume a focal part in making and executing the strategic

arrangement, while key stakeholders including patients, staff, leadership, regulatory bodies, and

advocates all play novel parts in forming and carrying out solutions to the issue.
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References

Arnheiter, E. (2016). Kaiser Permanente: Creating a No-wait Emergency department.