Mission and Vision Statements for Steven’s Hospital

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Table of Contents

Introduction
Specific Strengths of the Mission and Vision Statement Selected
Weaknesses of the Mission and Vision Statements not Selected
Connection with Strategic Plan
Conclusion
References

Introduction

For several decades, attempts have been made to create a medico-efficient paradigm for developing the health care system, which includes optimizing the cost of providing excellent quality health care to the population. The result of the search for solutions to the issues can be considered the formation of a paradigm of value-based approach and the construction of a clear vision and mission in the provision of medical care. However, not every health care institution’s familiarity with these categories aligns with actual requirements, and changes are vital. Stephen’s Hospital must focus on improving the quality of medicine, expanding the range of services, and making them a top priority to improve patient performance and health.

Specific Strengths of the Mission and Vision Statement Selected

The mission statement expresses the organization’s aspirations for the future, showing where efforts will be directed and what values will be acquired in the process. Stevenson Hospital must focus on improving health by providing quality health care. From the perspective of any health care system, it is necessary to achieve the optimal balance of effect (medical, patient-centered, and social) and quantity and cost of services (Dermol & Širca, 2018). It is the achievement of the most beneficial impact of medical intervention and the major criterion for the effectiveness of the physician, the institution, and the entire system. Forming such a mission involves establishing the person and his health as the principal value, which will undoubtedly lead to an improved perception of the medical institution and the specifics of its activities.

Vision is the latter category that influences what the institution’s path of development will be. A valid option, in this case, would be to provide a broader range of services. It will ensure a more promising competitive position and directly impact patients’ health. The more options for delivering care, the more excellent the opportunity for people to choose the approach and entrust their health to specialists (Dermol & Širca, 2018). Thus, the proposed mission and vision are promising for the patients whose level of health will be improved and for the hospital, which will have an opportunity for growth.

Weaknesses of the Mission and Vision Statements not Selected

The focus on the community rather than the individual patient is vague and does not provide a clear desire for care. Such an approach can confuse stakeholders and, moreover, does not provide the opportunity to establish narrow goals in both the long and short term. Moreover, the vision of an exclusive experience with each patient requires the expenditure of both financial and time resources, which will negatively impact the situation (Barnabè et al., 2019). On the contrary, expanding the range of services implies more choices and options for treatment approaches, which affects both health and the competitive position and profits. It suggests that an allocation to the community and an exceptional experience cannot meet the hospital’s goals and is not an appropriate option in the long run.

Connection with Strategic Plan

The mission brings strategic meaning to the company, generates a commitment to excellence, and becomes a platform for motivating staff. The vision, in turn, complements the mission, and they serve as a platform for setting organizational goals. These categories allow the management to form a clear path of company development and convey it to employees (Barnabè et al., 2019). Employees, in turn, comprehend how they need to act and what approach to take. Stevenson County Hospital will use this to demonstrate its attitude toward patients and its desire to put human health at the center of its activities. In this way, it will display a willingness to develop and use customers not as a goal but as an object on which the company depends. Without a mission and vision, a strategy cannot be formed, for these are the framing variables. The nature of the operation plan and patient interactions will depend on these elements, making them irreplaceable.

Conclusion

The strategic plan sets the organization’s direction, though the project cannot be implemented without solid mission and vision statements. These assertions are the foundation of the organization and the strategic plan. The proposed mission and vision options would be a quality option capable of ensuring the appropriate level of health and development of the health care facility in the short and long term. These favorable aspects of their implementation prove their effectiveness, and all future actions will be based on them and detailed in the strategic plan.

References

Barnabè, F., Guercini, J., & Perna, M. D. (2019). Assessing performance and value-creation capabilities in Lean healthcare: insights from a case study.Public money & management, 39(7), 503-511.

Dermol, V., & Širca, N. T. (2018). Communication, company mission, organizational values, and company performance.Procedia-Social and Behavioral Sciences, 238, 542-551.

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Mission and Vision Statements for Steven’s Hospital

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