HCM FPX 5314 Assessment 1 Aligning Strategic Initiatives to Goals

Aligning Strategic Initiatives to Goals

The rapidly changing healthcare landscape demands that strategic initiatives have to be focused on organizational goals if long-term success is going to be achieved and quality care offered to patients. This paper examines a few strategic efforts at Appalachian Regional Healthcare System. It defines how every strategic initiative needs to be connected so it does not just dovetail with but reinforce the big picture goals of the healthcare organization.

• Description of Appalachian Regional Healthcare System

In 2009, the Appalachian Regional Healthcare System was formed as a not-for-profit health system and has worked to improve health and well-being in Eastern Kentucky and Southern West Virginia. In the last few decades, it has grown to include many other facilities that provide a variety of services, such as hospitals, clinics, and other healthcare facilities. As it embraces a program of wellness and preventive care, the organization has always incorporated the concept that there are some health-related issues affecting the Appalachian people that can be addressed, including the ability of the people to combat chronic diseases, substance abuse, and mental health issues (Appalachian Healthcare System, 2020). Mostly low-income clients with access to poor-quality health care services attend ARH in several hospitals and clinics for chronic diseases, substance abuse, and mental illness. At the macro level, ARH serves as a safety net for populations who are not being served by other health care providers, is involved in community health projects, and is involved in educational institutions in research and training for various health professionals. Five major assumptions driving this evaluation of ARH are the continued need for rural healthcare, regional health disparities are significant, the community is engaged, it is financially viable, and there is a stable policy environment for programs in rural health.

• Analysis of the Strategic Initiative of the Organization

Telehealth is one of the strategic initiatives that will help make access, quality, and cost reductions. The Appalachian Regional Healthcare System has taken steps to become a tele-health-friendly organization.

Access

The number of hospitals, clinics, and outpatient facilities throughout the Appalachian region has gone up at hospitals that are part of ARH. Telemedicine programs are used to ease geographical shortcomings in providing remote consultation and follow-up care management (Anawade et al., 2024). This is further supported through the work done in collaboration with community-based organizations and government agencies, which include transportation, community health education classes, and mobile health units.

Quality of Services

Advanced medical technologies and training of the staff are key to quality healthcare delivery in ARH. It’s proof of its dedication to quality; its recognition from established health care organisations and participation in quality improvement initiatives. The preventive and chronic care activities reduce the number of complications and improve outcomes for the patients (Alhawajreh et al., 2023). Continuous feedback and tracking of the patient’s service quality ensure the quality of service remains at or above the national standard.

Cost Effectiveness

ARH’s approach is to balance cost with quality through reinvestment of the income generated in care, upgrading facilities, and providing community health programs. Centralizing different administrative tasks and bulk purchases of the medical supplies reduces the operational costs. Applications for grants are also made for funding from the Government, which is used to subsidise the provision of care for people on a low income. Its investment in preventative care and services helps to mitigate the costs of healthcare in the long run by reducing hospitalisation and emergency care (Sahni et al., 2023). It is in this focus on efficient resource use and innovative models of care that enhanced cost-effectiveness can be found while maintaining high-quality care.

• Barriers to Healthcare Organization to Access, Quality, and Cost Effectiveness
  

A few barriers to access to healthcare, to quality, and cost-effectiveness have been discussed for the Appalachian Regional Healthcare system. Firstly, access barriers: low-density population and poor geography in this area make it difficult to provide medical services on a large scale. In addition, the lack of good public transportation and the region’s varying Internet access make it difficult to effectively travel to hospitals and utilize telehealth services. They bring many of the same issues to light as all rural hospitals in the country do: long drive times and socioeconomic issues that reduce accessibility to care. The challenge of staffing and resources, as well as diminished health literacy rates among patients, are significant issues to address from a quality perspective in ARH. The problems represent the problems in inner city and under-resourced hospitals, and in small community hospitals where there are less staff and fewer resources to accept new technologies (Vaughan & Edwards, 2020). A major cost-effectiveness obstacle to ARH is the expense of providing a medical service to a poor population, in addition to the inadequate financial resources for preventive care programmes. It sees similar challenges in service quality compared to operational costs, outside funding, and optimizing resources in other nonprofit and rural healthcare providers.

• Impact do barriers have on the strategic initiative in the healthcare organization

The barriers impact the effectiveness and sustainability of telehealth as a strategic initiative at ARH. Geographical and transportation barriers can also jeopardize reach and utility, as there are times when patients may not be able to access the internet and access technology because of geographical barriers, thus reducing the potential for patient engagement and the full benefits that telehealth can offer in improving access to care. In addition, resource and staffing shortages can affect the quality of telehealth services, which can influence patients’ outcomes and satisfaction with the care received (Zhang et al., 2020). This would have a scaling problem of telehealth in ARH long term and result in a deviation from its main goal of providing accessible and comprehensive care. To do so, investments in technology, infrastructure, and education for patients will need to be made to overcome these barriers and, in turn, realise the full potential telehealth can offer as a component of ARH strategic investments.

Conclusion

The Appalachian Regional Healthcare System’s strategic efforts were assessed, and the plan was in place to implement telehealth. Advanced technologies that focus on continuous improvement ensure the quality, while reinvestment and optimization of resources guarantee the cost-effectiveness of ARH’s facilitation extension and provision of telemedicine services. Barriers to these initiatives, like geographical constraints, resource constraints, and patient education, were spotted and evaluated. For telehealth to operate at its best and to be a sustainable plan, these challenges must be addressed with solutions. To overcome these barriers, ARH will make quality, cost-effective health care available in the Appalachian Region.