Forsaken Memorial Health System

Introduction

Forsaken Memorial Health System requires a comprehensive re-evaluation of current governance mechanism if it is sufficiently serve its 300,000 strong community. It has hired a consultancy firm to assist in the process of charting a way forward. Upon careful evaluations, considerations and investigations, the consultancy firm prepared a report that has apportioned the institution’s overbearing challenges and strategic opportunities into four distinct segments (Hastings, Armitage, Mallinson, Jackson, & Suter, 2014). These include; membership of the board, capacity to handle organizational issues, the relationship with the community and partnership. The consultancy firm has deemed it necessary to formulate a set of questions aimed at attaining considerations and justifications from the leadership on the way forward.

Membership of the Board

The board’s justifications to the first question are evidence that prudence and trust serve as benchmarks for every decision and action undertaken by its members (Hastings et al., 2014). Trust is considered the critical element towards reflecting upon organizational needs and benefits to all stakeholders. Prudence is embraced as crucial towards informed decision making though it does not necessary lead to perfect results.

Five qualifying aspects are needed to ensure a person accepted into the board has capacities to introduce intelligent viewpoints and sound judgment for the betterment of the organization as well as the community (Hastings et al., 2014). Firstly, the member has to exhibit good knowledge of community needs. Secondly, the member has to project desirable administrative qualities like decision making and emotional intelligence. Thirdly, the member has to demonstrate commitment to spending time towards organizational efficiency. Forth, the member has to have a proven success record with past engagements with similar functions. Lastly, he has to be an individual of good repute with a dedication towards a positive future for the organization.

Capacity to Handle Organizational Issues

In its justification, the board appreciated the fact that operating a hospital is a daunting engagement that is faced with myriads of subject matters stemming from quality diverse fronts. The board therefore deems it paramount that it has the most qualified and capable leader to address emerging concerns (Hastings et al., 2014). The consultancy firm suggests that the hospital’s board ought to adhere to the following steps towards sufficiently handling issues. Firstly, it is imperative that every emerging issue is carefully understood to its entirety. Secondly, Ensure as much information as possible concerning the matter is gathered. Thirdly, share problems with other organizational members. Fourth, ensure time is invested in understanding the problem prior to committing to a decision making process.

Community

From the board’s justification relative to its relationship with the public, it is clear had it has failed to play an active role in encouraging the community to perceive it in good light. The organization essentially exists by reason of having a community that requires its services. Favorable community involvement not only cultivates a positive image for the hospital but works to uplift employee morale (Hastings et al., 2014). The outcome can be the organization working with community as partners towards bettering overall health outcomes. Good relations boost staff morale as they are proud to be associated with a community focused organization that ultimately leads to better cost control outcomes, loyalty and motivation. Favorable employee relations also enable a firm to attract the most qualified workers as well as making it more straightforward to attain financing options for expansion purposes.

Partnership

The organization’s position on the question of partnership reveals that the board of directors has a vision which observes that the firm’s present state of independence is inappropriate in line with future aspirations. It requires the input of an entity with acumen for strategic planning, quality appraisal and cost control necessary for expansion of its healthcare system (Lehmann & Gilson, 2014). Its present state limits its potential for growth and by extension has resulted in wastage of available resources. Forsaken Memorial Health System indeed requires a partner able to avail quality control and assurance capabilities as well as cost management specialties. Such an alliance or joint venture could enable the firm’s board and CEO to stay on course towards attaining its vision, set strategies and plan effectively towards positive engagements with the community.

Conclusion

Forsaken Memorial Health system is a uniquely positioned organization since it has a very large potential customer base. However, in its current state, it can only be described as inadequately capacitated to take advantage of numerous opportunities presented in its external environment towards strengthening its internal structures. It can only, get back on track by bringing a strategic partner with the capacity to strengthen its cost management and quality parameters. This will enable it serve the community with great results translating into highly regarded organization

References

Hastings, S. E., Armitage, G. D., Mallinson, S., Jackson, K., & Suter, E. (2014). Exploring the relationship between governance mechanisms in healthcare and health workforce outcomes: a systematic review. BMC health services research, 14(1), 479. Retrieved from https://bmchealthservres.biomedcentral.com/articles/10.1186/1472-6963-14-479

Lehmann, U., & Gilson, L. (2014). Action learning for health system governance: the reward and challenge of co-production. Health policy and planning, 30(8), 957-963. Retrieved from https://academic.oup.com/heapol/article/30/8/957/552173/Action-learning-for-health-system-governance-the