Stevens District Hospital’s Strategic Goals Worksheet

 

 

 

Identify 4 strategic goals total that support Steven’s District Hospital’s mission and vision. You will identify 1 strategic goal for each of the following areas: financial, economic, legal or regulatory, and risk- or quality-improvement.
In the “Goals” section of this worksheet, write a 260- to 350-word response for each of the 4 goals. Include the following in the provided spaces for each category:
• Goal: For each category, identify a clear, actionable, and measurable goal for the hospital that clearly supports the organization’s mission statement and vision statement.
• Mission and vision alignment: Analyze how each goal supports the hospital’s mission statement and vision statement. /
• Measurement: Explain how you would measure progress toward each goal.
o Discuss milestones necessary for progress.
o Discuss the criteria you would use to measure that the goal was completed.

Incorporate analysis based on your review of the data provided in the Stevens District Hospital Strategic-Planning Scenario and your Wk 3 – Summative Assessment: SWOT Analysis.

Review the following completed examples:
• Example Goal
Increase the number of cardiac catheterization labs from two to three labs.
• Example Mission and Vision Alignment
The goal supports the hospital’s mission and vision because it increases outpatient testing volume and revenue and provides capacity to be able to recruit an additional cardiologist. This can improve the health of the community by treating heart disease sooner.
• Example Measurement
The number of catheterization labs would be measured at the end of the year to ensure Stevens District Hospital is making progress toward the goal. We would also calculate the volume of catheterizations completed by the end of year.

Sample Solution

The 70% development on non-performing advances from 2015 to 2016 is bothersome for bank productivity, dissolvability and monetary turn of events (Swamp, 2016, IMF, 2016). Baabereyir (2009) and Ngwa (2010) thought that credit risk is the main gamble banks are powerless to and Ghanaian banks are no exemption.

Arrangement of portable cash administrations by telecom organizations is seen as a danger by 55.6% of Ghanaian banks in the 2016 financial review. While portable cash balance on float grew multiple times from 2012 to 2015with exchange volume of 266.3 million, customary bank stores became by 116% from GHS 19.6 billion to GHS 42.2 billion for a similar period. Banks dread telecom organizations are contenders rather than accomplices in the target of monetary consideration (Swamp, 2015; PwC, 2016).

End
Banks are crucial to financial development. Sound guideline and oversight of the financial business is vital for cross country improvement (Allen and Carletti, 2008; Singh, 2010).

Execution of regulative and underlying changes repositioned the Ghanaian financial area from insolvency, credit proportioning, low monetary intermediation, cash-ruled framework and loan cost controls to a market-based framework. Changes fortified the independence of the national bank to form procedures, upgraded contest, prompting a very much promoted and beneficial industry directed by local and reception of worldwide accepted procedures.

Utilizing on innovation, multiplication of electronic financial administrations and items and the hope of banking areas of emerging nations outperforming those of created nations, Ghanaian bank entrance is projected to increment to rope in the unbanked people, address issues of high loaning rates to relieve the dangers inclined toward the area.

Suggestion
To tackle the ideal potential for improvement, the national bank ought to order banks and telecom organizations to team up to help rope in the unbanked people which has p

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