SPL 1 - Strategic Assessment of a Health Care Organization - Research Paper Example

The basis for this is the lack of competency in understanding and dealing with the challenges related to risk contracts. Some of the risks include limiting the access to professionals and creating refined management and information communications. The health centers would have better performance and better service delivery if the strategies they undertake would be implemented by exercising competency in managing risks. In most cases the administrators do what they ought not to have done in the sense that the strategies become a failure.

In the department of financial management, there must ways of estimating the return on invested capital. The chief financial officer and the top management show that effective implementation of sound financial strategies will consequently lead to effective performance for the health centers. A plan that does not have a return on investment must not be dismissed but must be taken into consideration that development and research are essential in enabling the effective management of the funds. Research and development must not be limited in the process of investing the capital.

The investments that give effective return or positive net present value will eventually result into the success of the health care facilities (Leslie & Chandrasekhar, 2009). Setting Of Control Measures to Monitor the Effectiveness of the Plans In promoting successful assessment of the plans, there are various control measures fundamental to the health care centers which can be addressed. In setting the control measures, the health system must execute various controls such as clinical transformation which relates to the ability in executing digitized, proficient, expected and proof-based, controlled care in the entire system of health care centers.

This is possible through extension of the physician’s scope to the maximum possible duration. Besides, there are value-based infrastructural measures which help in achieving the benchmarks for the industry in terms of results and proficiency by use of well formulated technologies in work redesign in conjunction with the physicians who are based in the hospitals. Another measure is using patient-centered culture which involves extensive and defined transparency and measurement. Reciprocated benefit model for recruiting physicians which is in line with the incentives, patient-focused strategy, deal structures based on a win-win system and a constructive net capital contribution to the structure (Nathan, 2012).

The Payer tactic is essential in improving the revenues via volume, efficient bonus and rates and mutual savings. Non-organic growth is equally efficient in contributing to more facilities and services including hiring of more physicians. Leadership must create a culture that enhances interaction of the stakeholders involved by evaluating performance of the departments as distinct entities. The basis for all these abilities is corporation amongst the systems of the hospital and a large set of employed, affiliated attendance, contracted physicians in upgrading the results and lowering the costs (Kendra, 2012).

This will call for establishment of a culture that is accommodative via fundamental honesty, mutual values, and most significantly the capability to solve conflicts efficiently without any form of blame. The challenges in the organization can best be dealt with through the establishment of proficiency, which are found on national and conditional trends, recognizing the challenges of the organization is an