Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes.

Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes.

Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes. 150 150 Nyagu

balanced scorecard presentation
Overview

Create and record a 5–10-minute (10–12-slide) presentation of a balanced scorecard briefing for a CEO using Adobe Connect and PowerPoint.

Note: The assessments in this course are presented in sequence and must be completed in order.

Organizations are required to demonstrate outcomes as a condition of participation for government and some private payers. The balanced scorecard is a methodology used to complete an implementation plan for the strategy and as a method measure results against predetermined benchmarks.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 2: Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes.

Present operational recommendations and strategic control mechanisms including goals, objectives, resources, and action steps.

Define critical success indicators that allow an organization to measure success in implementing the strategy.

Competency 3: Recommend an organizational structure and design to optimize a strategic plan.

Propose a strategic plan to optimize outcomes and mitigate risks in an organization.

Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.

Create a visually pleasing professional presentation tailored to a specific audience that uses charts and/or images that support the content.

Communicate persuasively and clearly in a limited time frame.

Context

Today, in health care management, there is an appropriate emphasis on outcomes and results. However, in the specific case of strategic management, we often say that the process of strategic thinking is more important than the product—the plan. In health care, the product is actually the service of care delivery.

Strategic thinking is a challenging and exciting task for healthcare leaders. It requires experienced health care executives to think creatively and reserve judgment of new ideas.

The Assessment 4 Context document contains important information about the following topics related to successful implementation of strategic plans:

Decision making methodologies.

Culture, structure, and value chain.

Implementation strategies.

Change strategies.

Strategic control.

Questions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

What role does a TOWS analysis play when looking for some strategic alternatives?

What is a value differentiation strategy?

How would you use it and why?

If you were looking for a marketing strategy, how would you determine which market entry strategy would provide the quickest entry into the market?

What advantages might the slowest strategy offer?

What changes first: Strategy or structure?

What role does consumerism play in marketing a service?

Does your health organization operate as a consumerism-driven service? If so, how does this affect the organization?

What issues do hospital leaders face in responding to a disaster from the perspective of human resources, legal, and financial issues?.

What, if anything, is a local hospital required to do in response to a disaster?

What are the primary differences in the human resources strategies needed for expansion, contraction, and maintenance of scope?

Which type of adaptive strategy is the most difficult to implement from a human resources perspective? Why?

What is the linkage between the internal environment and value-adding service delivery and support services.

What would be a good example of this in your own health care organization?

Required Resources

The following resources are required to complete the assessment.

Recording a Presentation(I would do this part)**

This assessment requires you to record your presentation using Adobe Connect (or a similar tool capable of recording presentations). If a tool other than Adobe Connect is used, you are required to provide the instructor ease of access in order to evaluate the recorded presentation. Instructions and tutorials are available from the Using Adobe Connect support page on Campus. The following resource is a quick overview of the steps and configuration information needed to record your presentation:

Adobe Connect Recording Quick Start Guide.

Adobe Connect

In preparation for using Adobe Connect to record your presentation for this assessment, complete the following:

If you have not already done so, install and test your recording device (headset or webcam with integrated microphone) on your computer, using the installation instructions included in the package.

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Assessment 4 Context.

Library Resources

Burton, D. A. (2015). 6 predictions for health care and population health. Healthcare Financial Management, 69(4), 58–63.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.

Chapter 6, “Developing Strategic Alternatives,” pages 204–251.

Chapter 9, “Value-Adding Support Strategies,” pages 345–381.

Chapter 10, “Communicating the Strategy and Developing Action Plans,” pages 383–409.

Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75–85.

Kaplan, R. S., & Norton, D. P. (2004). Measuring the strategic readiness of intangible assets. Harvard Business Review, 82(2), 52–63.

Kun, K. E., Kassim, A., Howze, E., & MacDonald, G. (2013). Interviewing key informants: Strategic planning for a global public health management program. The Qualitative Report, 18(9), 1–17.

Malof, L. C. (2013). The power of data—From data mining to consumer pricing and quality-of-care tools. Benefits Quarterly, 29(4), 20–23.

Meyer, C. K., Clapham, S. E., & Lemke, A. (2014). Strategic planning at UnityTrust Hospital. Journal of Business and Behavioral Sciences, 26(3), 112–126.

Rosenberg, L. (2012). Are healthcare leaders ready for the real revolution? Journal of Behavioral Health Services & Research, 39(3), 215–219.

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

Balanced Scorecard Institute. (n.d.) What is strategic planning? Retrieved from https://balancedscorecard.org/Resources/Strategic-Planning-Basics

Balanced Scorecard Institute. (n.d.) Creating organizational strategic alignment. Retrieved from https://balancedscorecard.org/Resources/Cascading-Creating-Alignment

Balanced Scorecard Institute. (n.d.) What is a key performance indicator? Retrieved from https://balancedscorecard.org/Resources/Performance-Measures-KPIs

Kovner, K. (2013). 8 simple rules for stronger PowerPoint presentations. Clickz. Retrieved from http://www.clickz.com/clickz/column/2306763/8-simple-rules-for-stronger-powerpoint-presentations#

Wang, C. (2015). 7 design tips for effective, beautiful PowerPoint presentations. The Shutterstock Blog. Retrieved from http://www.shutterstock.com/blog/7-design-tips-for-effective-beautiful-powerpoint-presentations

Assessment Instructions

Note: Assessment 3, TOWS Matrix must be completed before beginning this assessment.

Preparation

Organize your thoughts. Use the balanced scorecard methodology to complete an implementation plan for the strategy you recommended for your corporation in Assessment 3. You are encouraged to strive for flow of logic, substance, and brevity.

Set up your Adobe Connect Meeting Room. You will be recording your presentation in your Adobe Connect meeting room and including a link to the recorded file in the assessment submission comment box and in your document. Links to the Adobe Connect Tutorials can be found in the Resources section of this assessment.

Step One: Create PowerPoint Presentation

When preparing the information for your presentation, focus on the conceptual level to make sure you are on target and aligned with strategic goals. Remember, CEOs expect presentations to be brief, substantive, and concise.

Design for your Audience: If your organization has “branding standards,” use them. You are expected to follow generally recognized guidelines for professional presentations. Spare your audience from a “death by PowerPoint” experience. Consult the suggested resources to remind yourself of the do’s and don’ts of effective presentations.

Address the following points in your briefing:

Describe at least five objectives, with your corresponding metrics, targets, and initiatives, to help the organization achieve the strategic direction you have designed.

Present your operational recommendations and strategic control mechanisms.

Include the strategic goals, objectives, and action steps for reconfiguring and aligning the organization’s structure, systems, shared values, management style, staff, and skills.

Include critical success indicators that the organization can use to measure its performance in implementing the strategy.

Evaluate the effect of your strategy formulation, weighing factors of measurement against current measurement benchmarks in the organization.

Presentation Structure

In the real world, you can consider yourself lucky when you get 5–10 minutes of a CEOs time. You will need to limit your briefing to 10–12 slides or you will run out of time. Structure your briefing following the format below. Use the notes portion of each slide to write your script and practice your script to make sure you stay as close to the suggested time frames as possible.

Slide 1: Cover (15 seconds).

Slide 2: Vision/Mission/Values (30 seconds).

Slide 3: External environment analysis tool applied (table) (1 min).

Slide 4: Internal analysis tool applied (table or graphic) (1 minute).

Slide 5: Gap analysis: desired position v. actual (1 min).

Slide 6: Recommend directional strategy (1 minute).

Slide 7: Develop 3–4 key goals/objectives (1 minutes).

Slide 8: Visual: Balanced Scorecard table with 1–3 performance indicators and associated metrics (1 min).

Slide 9: Analysis (1 min).

Slide 10: Recommendations/Conclusions (1 min).

Slide 11: References.

Step Two: Practice and Record Your BriefingI WOULD DO THIS PART**

Use your Adobe Connect Meeting Room to practice and record your briefing. When you are satisfied with your recorded presentation, complete the following steps before submission:

Change Access Type to Public: Your recording must be made “public” so that the instructor can view it.

Paste the URL for Viewing into the activity text box: On the Recording Information page, click the URL for Viewing to watch your recording. If you are satisfied with your recording and are ready to share it with your instructor, copy the URL for Viewing and paste it into the activity text box.

Submit your PowerPoint presentation, any relevant addendums along with the link to your Adobe Connect recording (The URL for Viewing) to this assessment.

Note: Be sure that you are posting the specific URL for Viewing for the Adobe Connect recording rather than the URL for the meeting room in which the recording was made.

Additional Requirements

Time length: A 5–10 minute recorded presentation targeted to the CEO of your corporation. Paste the URL for Viewing into the assessment comments box.

Number of slides: PowerPoint slide deck containing 10–12 slides.

Addendum: Include all relevant supporting details, such as data, charts, and graphs as an addendum to the presentation. Indicate the slide associated with the relevant data set.

APA formatting: Resources and citations are formatted according to current APA style and formatting.

Number of Resources: Use a minimum of six authoritative contemporary sources to support your presentation.