Texas Health Resources - Essay Example

Texas Health Resources Texas Health Resources (THR) is going through some significant strategic and cultural changes as it lays out its 10-year plan for sustainability and growth. Many of the changes that are being implemented in the strategic plan are cultural in nature, and in fact strengthen the existing culture while modernizing it for the 21st century. In addition, THR is committed to creating and maintaining a competitive edge through customer oriented value and enhancing their performance on emerging opportunities. While THR has the advantage of being a long-term industry leader in North Texas, they are also faced with the reality of being inn a very competitive business where the future holds several unknown variables. THR's goal of exceptional performance will have to be accomplished with cost savings, growth, and stakeholder value that may be in tension with quality and patient outcomes. This paper will examine the culture of THR, its contribution to the future success of THR, the present status of the strategic plan, and the future opportunities and obstacles facing THR. One of the primary assets that THR has as an industry leader is its mature and highly focused culture. The culture at THR is primarily based on the three pillars of being a faith-based organization, customer centered care, and the strength of its commitment to physician engagement. THR believes strongly that culture is the 'key driver to THR's competitive advantage" (Texas Health Resources 1, 20). Being a faith based health organization has several cultural aspects that define THR. Faith based, and primarily Christian, organizations have a long historical record of quality health care within the United States. In addition, they have traditionally shared "a passionate commitment to improving the quality of life of vulnerable populations" (MJ DeHaven et al. 1034). This aspect has created an attitude of patient oriented care to those that are most needy with less regard for a profit motive than for patient outcome. Faith based is also regarded as a system that places a high value on life and the positive aspects of spirituality in healing. These faith-based traditions are deeply engrained in THR's culture and THR is committed to maintaining these aspects as they move forward during the next 10 years. Bolstering the faith-based culture of THR is the long-term goal of its commitment to patient value and its dedication to working with physicians who have a good cultural fit. THR expresses this aspect of their culture as the Promise and the Value. The Promise is the pillar of their culture that emphasizes the importance of the individual "which can be easily lost in a larger organization" (Texas Health Resources 1, 6). Value relates to delivering the highest level of outcome, safety, and service in accordance with the cost of care. In addition, THR has made a formal commitment to creating physician and hospital relationships that will forge a physician partnership "in leading and managing key aspects of the THR 10-Year Strategic Focus and Transformational Themes" (Texas Health Resources 1, 23). Together, the faith based foundation, the promise to the individual, the concept of greatest value, and the physician partnership form the core concepts of THR's culture. While a great degree of THR's culture is in place and simply needs reinforced, the goal of integrating physicians as active managing partners will be a progressive process. Initially, physicians will be engaged based on a strategy of mutual benefit. Of course, while much of this benefit will be economic in nature, the long-term strategy also has some intangible benefits for the physician. The 10-year transformational plan calls for physicians that have a proud association with THR's brand, advanced clinical outcomes, as well as "tangible economic, clinical, and operational performance" (Texas Health Resources 1, 24). In addition, new employees are oriented into the strong culture of THR by highlighting their strategic statement which promises "to deliver outstanding value to all stakeholders and be nationally recognized as an excellent and innovative health care system through a culture where exceptional individuals care for individuals, Together" (Texas Health Resources 2, 24). These activities will bring in physicians and new employees into an environment of excellence, where the staff can benefit from individual pride in being a part of a high quality health care system. To date, THR has made some substantial progress towards its goal of being the health care leader in North Texas within the next 10 years. THR has attracted top "physicians, nursing, and other clinical staff, and administrative staff" (Texas Health Resources 1, 41). In addition, they have attracted significant numbers of patients, and have been more effectively utilized their research, education, and hospital resources (Texas Health Resources 43). These actions will dramatically improve service quality, while keeping costs down. THR has also been able to implement electronic records across the system, which will allow imaging, radiology, and clinical staff access to patient information, which will further improve the efficiency of the system and make the optimum use of their assets. These economic benefits have resulted in significant growth for THR with 13 acute care hospitals and 3100+ hospital beds. This growth should be able to be sustained as THR continues to be the market leader in North Texas health care. THR's cultural strength is derived from its strong sense of culture and its commitment to quality. While it is a large organization it has adopted and maintained a culture that places individual care as a top priority. These cultural strengths are also a source of cultural vulnerability. Texas has a large number of under insured people in their population, and the culture of the faith based THR may be in tension with providing charity care, while attempting to maximize stakeholder value. The strategic plan also calls for a commitment to diversity, which will mean pro-actively recruiting diverse staff and physicians. This could mean offering extra incentives or educational opportunities, both of which may detract from the bottom line. In addition to these weaknesses, there is the uncertain future of health care in America. Financial planning will need to consider the myriad possibilities of what health care may look like in 5 years. Caps on costs, limits on procedures, and administrative changes may all have a significant effect on the management of the THR system. The biggest barrier that faces THR is remaining competitive in an industry that has some very aggressive organizations battling for market share. Their culture should aid them in this area, as employees may be more willing to sacrifice financial rewards for the opportunity to work in a quality environment. Future Alternatives, Options, and Outlook Currently THR is on track to continue strengthening its market position and bolstering the value of its culture. The recent changes in management and health records administration will begin to have more positive effects at a greatly reduced cost input. The forces that are most likely to have the greatest effect within the near future are the state of the economy and the looming changes in national health care policy. The economic downturn will continue to have a negative impact on THR, and shareholders may look to other investment opportunities if it does not turn around soon. However, THR does have a considerable number of competitive advantages in its favor. The strong culture and tradition of the faith-based organization will continue to be a source of confidence and will continue to enhance their brand. The steps they have taken to attract top talent and staff will be a long-term investment that will produce a significant return for years to come. In addition, their focus on quality will gain them national recognition and attract research and educational resources. Going forward, I would recommend partnering with regional educational resources to aid in their future growth. This can have several advantages. First, it can bring in a more diverse workforce that may be a better fit for Texas' large ethnic populations and diverse patient base. Second, it will keep THR current on the latest research and development trends within the industry. This will be critical as new technologies are introduced and there is no room for experimentation or trial and error. Third, partnering with educational resources adds to the brand image of THR as an expert leader in health care. This will attract investors and also help promote THR as an industry leader as a place to pursue a high quality career. The commitment to education partners should begin with the students and THR needs to be willing to mentor and bring in qualified applicants from an early stage. This may mean helping finance education to offering other hospital resources for training and professionalization. Along with this effort there should be a marketing campaign to identify THR and help to focus their brand image. This can make students and educational leaders more aware of who THR is and what they stand for as a health care system. This can bring THR into the national consciousness as a national leader and eventually break out of their regional status. THR has a significant number of cultural and industry strengths, which will help it remain competitive through the next 10 years of the strategic plan. They have the cultural strength to endure substantial changes in the health care system, which may come about in the next few years. In addition, their strong sense of culture and brand image will continue to attract investors, even while the economy slows down. Partnering with leading educational institutions will further enhance their brand and attract more top talent. In addition, it will allow them to bring in the best and brightest from an early point in their medical career. A national marketing campaign can tie this all together to solidify and focus the THR brand as a national leader in health care for the next 10 years. Works Cited MJ DeHaven et al. "Health Programs in Faith Based Organizations: Are They Effective" American Journal of Public Health 94.6 (2004): 1030-36. Texas Health Resources 1. Driving Value Through Transformation: THR's 10-Year Strategic Focus. Arlington, TX: Texas Health Resources, 2007. Texas Health Resources 2. Welcome to Day 1: New Employee Orientation. Arlington, TX: Texas Health Resources, 2009. Read More