Parkland Health & Hospital System Balanced Score Card Briefing.docx

Parkland Health & Hospital System
Balanced Score Card Briefing
Michelle Santiago
Capella University
Introduction
Established in 2009
Parkland Health & Hospital System has a superb reputation of
providing quality care for individuals in Dallas.
It operates in more than 10 community clinics and various
family and youth centers.
The strategy, which is discussed in this presentation is to
embrace a more dynamic organizational structure that enhances
growth and efficiency
Since its establishment in 2009, the Parkland Health and
Hospital System has maintained a strong tradition of providing
quality care to many individuals and communities in Dallas,
Texas. The administration has embraced quality standards which
enable all staff to embrace principles that foster quality care. As

technology continues to peak at a high rate, there is a need for
the hospital to undertake a strategic change to optimize the
available opportunities and reduce the negative impacts they are
currently facing. The strategy seeks to empower the hospital`s
mission and vision in a way that heightens strong commitment
to evidence based care practices. One of the notable
shortcoming of the hospital is that it lacks a strong workforce
that is actively involved in decision making and thus, hinders
growth and development. It is key to note that, collaboration
and innovation are currently not completely favored by the
leadership team and thus hindering other employees to air their
thoughts about the business.
2
Vision/Mission/Values
Mission is to provide quality care to individuals and
communities
Vision statements is “By our actions, we will define the
standards of excellence for public academic health system”
Vision connects with the core objectives of the organization.
The organization embraces values of providing optimum care at
all cost to all people in the community.
To Parkland Health & Hospital System (2017), the
hospital mission is dedicated to the well-being and health of
individuals and communities. The vision statement creates a
strong foundation for healthcare providers to ensure their
actions align with the ethics and excellence governing the
institution. Overall, the mission statement reflects the hospital`s
passion in improving healthcare to all individuals in Dallas
irrespective of any challenges that may emerge with culture,

race, ethnicity, gender, social class, or educational background.
Although the statement is insightful and connects with the core
objectives of the organization it fails to focus on the system's
objectives. Therefore, it is important for the hospital to review
its vision statement so that it can help address the necessary
initiatives.
3
External Environment Analysis
Political Factors
At Parkland Hospital, the passage of health laws such as the
Centers for Medicare Services Act (2012) towards lowering the
cost of care has increased hospital utilization by the community.
This has significant impact on the availability of facilities to
cater for the increased demand. Further, there has been an
increase in activist lobbying that has impacted hospital
operations. There is an upsurge of special Interest groups
lobbying for physicians, patient advocacy, hospital associations
and nurse unions. In this regard, the hospital management is
faced with the challenge of dealing with a stricter level of
standards for an informed clique of consumers.
Economic Factors
Parkland is faced with challenges such as reduced
reimbursement as a result of the requirements of the Centers for
Medicare Services (CMS). Implementation of the requirements
led to a general reduction in revenue from lower pricing for the
medical services. In order to increase capitation, the hospital is
forced to consider other methods of increasing patient turnover,
and an increased competitive edge in the industry through

offering more competitive pricing. Clients are encouraged to
pay for quality as the hospital emphasizes the patient safety and
risk reduction policy.
Social Factors
These factors include lifestyle trends of the catchment of the
hospital. It is notable that the hospital mainly serves immigrants
with a generally reserved cultural background. This has had an
impact on the demographics as well as the attitudes and
opinions of the consumer depending on how they view the law
changes that affect their social class. It is notable that even a
simple action of introducing technology may have an impact on
the consumer image that would compound into changes in their
buying patterns and access to the services (Sutherland, 2013). In
Dallas, there is a general culture shift towards transparency for
patients involving integrating consumers in the care delivery
and hospital operations. This has been majorly utilized in
selling and marketing of the healthcare services as a product.
Technological Factors
In the industry, technology legislation innovation and the
potential of technology access affect the competitive edge
depending on costs of licensing, patents, intellectual property
rights, and communications. The hospital has a burden of
investing in innovation to become the early adopters of
technologies in the industry. The trending Central EMR can be
embraced to improve service delivery. However, this is affected
by legislation and requirements. Altogether, the industry has
potential in establishing scalable technology solutions. This will
technically reduce the current barriers to partner business, in
which leaders can adopt change and provide the required
technology support resources ( Cohen, Manion, & Morrison,
2013).
4
Internal Analysis

Focus should be on maximizing opportunities and strengths, as
well as, mitigating internal weaknesses and external threats;
this can be done using the strategies noted.
Generally, the hospital has maintained strong traditions of
providing high quality care to diverse individuals in Dallas. The
hospital is large and thus is in a good position to serve many
patients. The hospital has competent healthcare providers with
adequate skills to provide quality care to patients. However, the
hospitals lacks a strong management team especially when
making decisions and spreading protocols to minimize work
related pressures, mitigate competition, and use of complex
networking system.
Employees are neglected from airing their thoughts and thus,
interfering with their sense of belonging. As technology
continues to peak at a high rate, the hospital has been faced
with the threat of competition since many organizations are
coming up with better ways to respond to patients needs.
5
Gap analysis: Desired Position V. Actual
Desired position reflected in its mission;
define the standards of excellence &
Improve health & well being
The hospital has embraced strategies and resources to deal with
various diseases that afflict Dallas communities.
The country has a core concern on providing affordable and
quality healthcare services but it has not fully achieved
affordable treatment on various diseases such as stroke, cancer,
and epilepsy.

The distance between the desired outcomes and the actual
scenario of the organization illustrates the growing demand for
providing quality healthcare services in Dallas. The community
has been afflicted with various lifestyle diseases and health
condition that require both short-term and long-term
interventions. Although the organization has had a strong legacy
of dedicated services to most immigrants in the community,
much needs to be done to ensure it fully meets the health needs
of the community. Most individuals in the community are ailing
from diseases that require immediate interventions and thus
increasing the need to have adequate resources that combat the
issue. The hospital needs to equip its workers to address health
issues affecting the community (Lyons, Lecca & Valentine,
2013).
6
Recommended directional strategy
Establish dynamic organizational structure to spur efficiency
and growth;
Redesign mission and vision to reflect its expanded objectives
and commitment to EBP;
Reinforce professionalism, broaden collaboration networks &
enhance its quality of service
Mission and Vision
Although the statement is comprehensive, it does not seem to

focus on the projected impact, scale, and scope of intervention.
The inclusion of such words such as “optimum care” and “high
quality healthcare” are critical. The vision statement connects
with the core objectives of the hospital but stops short of
providing the specifics of the actions that are to be initiated
towards its stated objectives. A reviewed vision statement
should introduce itself with phrases such as “by our
professional actions” or “by our medical interventions.” Such
words would reveal the level of professional commitment at the
core of the organization’s objective.
Organizational structure
A shortcoming of the current organizational structure is that
the workforce or the professional team of the organization is not
actively involved in the major decisions that appertain to the
overall mission and vision;
This aspect of the organization is inconsistent with trends of in
the industry, where decision making and the development of
policies involves employees across the organization’s
hierarchical structure (Weaver, Ball, Kim & Kiel, 2016).
Parkland’s organizational design should be organized in a
manner that ensures that all the activities are in proper
coordination across the various divisions of the hospital system.
Integration must encourage employee participation in decision-
making.
Professionalism
Honesty, love, compassion, patience, and care are some of the
guiding values among the staff members.
All members of the medical staff and other employees in the
organization are expected to commit themselves to such values
in order to contribute meaningfully to the organization’s vision
and mission. Apart from raising the profile of the institution,
these values have helped to uplift customer satisfaction as a
hallmark of quality.

7
Key Goals /Objectives
Create decentralized organizational structure that encourages
employees to participate in decision-making to improve quality
care
Create vision board to distill essentials to develop a well-
grounded mission/vision;
Training of employees, collaborate with partners in Dallas and
investing in areas driving quality care
To achieve the directional strategy, the main objectives will be
coming up with different ways within the organizational
structure to facilitate employee engagement in a manner that
encourage employees to participate in decision-making to
improve quality care. This may entail decentralizing the
structure to make sure that employees can easily communicate
concerns and suggest solutions to different leaders (Lee,
Ghapanchi, Talaei-Khoei & Ray, 2015).
In redesigning the mission and vision, focus will be on creating
the vision/mission board whereby all information from the
strategic plan and directional strategy is collected to help
identify constituents of a mission/vision and what may be
missing. The information collected will be distilled to come up
with essential elements that will help write a well-grounded
mission and vision statement.
The expansion of the scope of collaboration with partners in
Dallas should constitute a major operational objective for the
organization. Establishing soundness in cash flow management

is necessary in order to guarantee future investments in areas of
priority such as the expansion of the hospitals areas of specialty
(Pascuci, Júnior & Crubellate, 2017). The hospital system
should also review its asset management system in order to
achieve the set benchmarks of the institution. The reliance on
data will be crucial for ensuring that the hospital’s assets are
managed in the proper manner in order to guarantee
sustainability
8
Balance Scorecard TableMetricKPIFinance/investing The
organization has stable financial resource base, with a focus on
investing in areas fostering quality careLearning GrowthThe
organization has highly trained, competent and motivated
staffQuality careCustomer satisfaction and retentionEmployee
engagementThe organization has policies and platforms to
enable employee engage in decision making together with peers
and management
Analysis
The strategic plan of the organization should align with
business activities of the vision statement of the organization.
The balanced scorecard approach provides a holistic analysis of
the organization and various activities taking place.
The organization must understand its mission statement.
Must embrace the strategic plan and vision.

The hospital plans to focus on embracing adequate knowledge
to provide quality care and thus, being ahead of other
competitors in the healthcare industry. Overall, the strategic
plan focuses on the utilizing technology, maximizing tax
obligation, eliminating the delays and inefficiencies, and
defining management roles of individuals in the organization.
Embracing the mentioned strategies would help in improving
the current state of the hospital (Hopp & Lovejoy, 2014).
10
Recommendations/Conclusion
The institution has opportunities of supporting demand-driven
factors in the region.
The diversity in the population offers the organization the
chance to embrace cultural competency.
The organization should employ/nurture highly trained staff for
competitive advantage.
Deploy the financial resources towards hiring and motivating
staff.
Changes in the organizational structure creates the need of
defining management roles in a manner that increases efficiency
of the organization. It is fundamental to embrace an adequately
skilled and talented workforce that will help the organization to
achieve its goals and objectives. The diversity in the population
creates a platform for the organization to recruit employees
from diverse cultures. It is key for the organization to embrace
the recent innovation of technology and improve its

communication with employees especially when making
decisions. The organization should rely on the robust healthcare
information system to enhance staff competence.
11
References
Pascuci, L. M., Júnior, V. M., &Crubellate, J. M. (2017).
Strategic management in hospitals: tensions between the
managerial and institutional lens. BAR - Brazilian
Administration Review, 14(2), 1-21.
Sutherland, K. (2013). Applying Lewin’s change management
theory to the implementation of bar-coded medication
administration. Canadian Journal of Nursing Informatics.
Editoral Board, 8(1&2).
Cohen, L., Manion, L., & Morrison, K. (2013). Research
methods in education.7th Ed. New York, NY: Routledge.
Hopp, W. J., & Lovejoy, W. S. (2014). Hospital operations:
Principles of high efficiency health care. Upper Saddle River:
Pearson Education.
Lee, T., Ghapanchi, A., H., Talaei-Khoei, A., & Ray, P.
(2015).Strategic information system planning in healthcare
organizations. Journal of Organizational and End User
Computing, 27 (2), 1-31.
Lyons, K., Lecca, P., J. & Valentine, P. (2013). Allied health:
Practice issues and trends into the new millennium. London:
Routledge.
Parkland Health & Hospital System (2017). Home page.
Retrieved from
https://www.parklandhospital.com/phhs/home.aspx
Strategic management in hospitals: Tensions between the

Balanced Score Card Briefing
Introduction
Established in 2009
Parkland Health & Hospital System has a superb reputation of
providing quality care for individuals in Dallas.
It operates in more than 10 community clinics and various
family and youth centers.
The strategy, which is discussed in this presentation is to
embrace a more dynamic organizational structure that enhances
growth and efficiency
Since its establishment in 2009, the Parkland Health and
Hospital System has maintained a strong tradition of providing
quality care to many individuals and communities in Dallas,

Texas. The administration has embraced quality standards which
enable all staff to embrace principles that foster quality care. As
technology continues to peak at a high rate, there is a need for
the hospital to undertake a strategic change to optimize the
available opportunities and reduce the negative impacts they are
currently facing. The strategy seeks to empower the hospital`s
mission and vision in a way that heightens strong commitment
to evidence based care practices. One of the notable
shortcoming of the hospital is that it lacks a strong workforce
that is actively involved in decision making and thus, hinders
growth and development. It is key to note that, collaboration
and innovation are currently not completely favored by the
leadership team and thus hindering other employees to air their
thoughts about the business.
2
Vision/Mission/Values
Mission is to provide quality care to individuals and
communities
Vision statements is “By our actions, we will define the
standards of excellence for a public academic health system”
Vision connects with the core objectives of the organization.
The organization embraces values of providing optimum care at
all cost to all people in the community.
To Parkland Health & Hospital System (2017), the
hospital mission is dedicated to the well-being and health of
individuals and communities. The vision statement creates a
strong foundation for healthcare providers to ensure their
actions align with the ethics and excellence governing the
institution. Overall, the mission statement reflects the hospital`s

passion in improving healthcare to all individuals in Dallas
irrespective of any challenges that may emerge with culture,
race, ethnicity, gender, social class, or educational background.
Although the statement is insightful and connects with the core
objectives of the organization it fails to focus on the system's
objectives. Therefore, it is important for the hospital to review
its vision statement so that it can help address the necessary
initiatives.
3
External Environment Analysis
Political Factors
At Parkland Hospital, the passage of health laws such as the
Centers for Medicare Services Act (2012) towards lowering the
cost of care has increased hospital utilization by the community.
This has significant impact on the availability of facilities to
cater for the increased demand. Further, there has been an
increase in activist lobbying that has impacted hospital
operations. There is an upsurge of special Interest groups
lobbying for physicians, patient advocacy, hospital associations
and nurse unions. In this regard, the hospital management is
faced with the challenge of dealing with a stricter level of
standards for an informed clique of consumers.
Economic Factors
Parkland is faced with challenges such as reduced
reimbursement as a result of the requirements of the Centers for
Medicare Services (CMS). Implementation of the requirements
led to a general reduction in revenue from lower pricing for the
medical services. In order to increase capitation, the hospital is

forced to consider other methods of increasing patient turnover,
and an increased competitive edge in the industry through
offering more competitive pricing. Clients are encouraged to
pay for quality as the hospital emphasizes the patient safety and
risk reduction policy.
Social Factors
changes that affect their social class. It is notable that even a
In the industry, technology legislation innovation and the
potential of technology access affect the competitive edge
depending on costs of licensing, patents, intellectual property
rights, and communications. The hospital has a burden of
investing in innovation to become the early adopters of
technologies in the industry. The trending Central EMR can be
embraced to improve service delivery. However, this is affected
by legislation and requirements. Altogether, the industry has
potential in establishing scalable technology solutions. This will
technically reduce the current barriers to partner business, in
which leaders can adopt change and provide the required
technology support resources ( Cohen, Manion, & Morrison,
2013).
4
TOWS Matrix

Focus should be on maximizing opportunities and strengths, as
well as, mitigating internal weaknesses and external threats;
this can be done using certain strategies.
Managing the issue of staffing shortage of high qualified
practitioners can be done by maintaining a pool of active and
motivated clinicians and staff to jump in to accommodate
increased volume. This will also help to reduce stress among the
permanent staff as they will not be overworked.
Employee schedules can be reworked to include flex shifts to
avoid stress and maintain employee retention. Introduction of a
mid shift for example from 11a-7p in addition to the typical 7a-
3p, 3p-11p, 11p-7a shifts will allow flexibility to working
parents and help with employee engagement.
Staff competence can be enhanced by relying on a robust online
education system that provides free courses to staff via a link in
the hospital’s main webpage. An online university if you will.
Generally, the hospital has maintained strong traditions of
providing high quality care to diverse individuals in Dallas. The
hospital is large and thus is in a good position to serve many
patients. The hospital has competent healthcare providers with
adequate skills to provide quality care to patients. However, the
hospitals lacks a strong management team especially when
making decisions and spreading protocols to minimize work
related pressures, mitigate competition, and use of complex
networking system.
Employees are neglected from airing their thoughts and thus,
interfering with their sense of belonging. A sense of importance
and a feeling of being heard is very important to employee
satisfaction and must be made a priority. Employee should be

involved with decision making through one on ones with
leadership, focus groups as well as surveys.
Just like employee satisfaction is imperative so is patient
satisfaction. In order to help maintain this sharing of patient
information between departments is crucial. Patient’s do not
want to repeat their medical history over and over. This can
become frustrating and lead to low satisfaction scores. With the
use of an updated EMR throughout the entire system this issue
will be resolved.
An effective communication structure between departments not
only ensures patient satisfaction but also quality of care and
reduces medical errors.
5
Gap analysis: Desired Position V. Actual
Desired position reflected in its mission;
define the standards of excellence &
Improve health & well being
The hospital has embraced strategies and resources to deal with
various diseases that afflict Dallas communities.
The country has a core concern on providing affordable and
quality healthcare services but it has not fully achieved
affordable treatment on various diseases such as stroke, cancer,
and epilepsy.
The distance between the desired outcomes and the actual
scenario of the organization illustrates the growing demand for
providing quality healthcare services in Dallas. The community
has been afflicted with various lifestyle diseases and health
condition that require both short-term and long-term

interventions. Although the organization has had a strong legacy
of dedicated services to most immigrants in the community,
much needs to be done to ensure it fully meets the health needs
of the community. Most individuals in the community are ailing
from diseases that require immediate interventions and thus
increasing the need to have adequate resources that combat the
issue. The hospital needs to equip its workers to address health
issues affecting the community (Lyons, Lecca & Valentine,
2013).
6
Recommended directional strategy
Establish dynamic organizational structure to spur efficiency
and growth;
Redesign mission and vision to reflect its expanded objectives
and commitment to EBP;
Reinforce professionalism, broaden collaboration networks &
enhance its quality of service
Mission and Vision
focus on the projected impact, scale, and scope of intervention.
The inclusion of such words such as “optimum care” and “high
quality healthcare” are critical. The vision statement connects

Organizational structure
A shortcoming of the current organizational structure is that
the workforce or the professional team of the organization is not
actively involved in the major decisions that appertain to the
overall mission and vision;
This aspect of the organization is inconsistent with trends of in
the industry, where decision making and the development of
policies involves employees across the organization’s
hierarchical structure (Weaver, Ball, Kim & Kiel, 2016).
Parkland’s organizational design should be organized in a
manner that ensures that all the activities are in proper
coordination across the various divisions of the hospital system.
Integration must encourage employee participation in decision-
making.
Professionalism
Honesty, love, compassion, patience, and care are some of the
guiding values among the staff members.
All members of the medical staff and other employees in the
organization are expected to commit themselves to such values
in order to contribute meaningfully to the organization’s vision
and mission. Apart from raising the profile of the institution,
these values have helped to uplift customer satisfaction as a
hallmark of quality.
7
Key Goals /Objectives
Create decentralized organizational structure that encourages
employees to participate in decision-making to improve quality
care
Create vision board to distill essentials to develop a well-

grounded mission/vision;
Training of employees, collaborate with partners in Dallas and
investing in areas driving quality care
To achieve the directional strategy, the main objectives will be
coming up with different ways within the organizational
structure to facilitate employee engagement in a manner that
encourages employees to participate in decision-making to
improve quality care. This may entail decentralizing the
structure to make sure that employees can easily communicate
concerns and suggest solutions to different leaders (Lee,
Ghapanchi, Talaei-Khoei & Ray, 2015).
In redesigning the mission and vision, focus will be on creating
the vision/mission board whereby all information from the
strategic plan and directional strategy is collected to help
identify constituents of a mission/vision and what may be
missing. The information collected will be distilled to come up
with essential elements that will help write a well-grounded
mission and vision statement.
The expansion of collaboration with partners in Dallas should
constitute a major operational objective for the organization.
Establishing soundness in cash flow management is necessary in
order to guarantee future investments in areas of priority such
as the expansion of the hospitals areas of specialty (Pascuci,
Júnior & Crubellate, 2017). The hospital system should also
review its asset management system in order to achieve the set
benchmarks of the institution. The reliance on data will be
crucial for ensuring that the hospital’s assets are managed in the
proper manner in order to guarantee sustainability

8
Balance Scorecard TableMetricKPIFinance/investing The
organization has a stable financial resource base, with a focus
on investing in areas fostering quality careOrganizational
Learning and DevelopmentThe organization has highly trained,
competent and motivated staff. Customer Satisfaction Customer
satisfaction and retention. Business Operations The organization
has policies and platforms to enable employees engage in
decision making together with peers and management
Objectives include establishing a stable financial resource base
via the creation of a foundation department that specializes in
fund raising and events to raise money for improvements to the
organization as well as an realty department that will specialize
in acquiring properties and renting out space to produce
revenue. This will help ensure the financial viability of the
system.
Modification of policies through the system to ensure effective
communication, standardization of processes and increased
quality of care. Also the establishment of a free online
university program that will keep clinicians and staff up to date
on trainings and competencies.
Customer satisfaction will be maintained via provision of well
trained and engaged staff as well as a more efficient EMR.
Customer satisfaction will be measured via an customer
satisfaction survey mailed to every customer that has received
services. Patient suggestion boxes will also be placed
throughout the facility to allow customers to provide real time
feedback. The box comments will be collected by nurse
leadership and shared with the staff as appropriate.

Operations will be modified to be more inclusive of feedback
from different areas, employees and management.
Multidisciplinary and well and multi departmental committees
to meet regarding process and policy changes that may affect
the system as a whole.
9
Analysis
The strategic plan of the organization should align with
business activities of the vision statement of the organization.
The balanced scorecard approach provides a holistic analysis of
the organization and various activities taking place.
The organization must understand its mission statement.
Must embrace the strategic plan and vision.
Must focus on the projects necessary to carry out the changes
that will allow Parkland to reach it’s goals.
The hospital plans to focus on embracing adequate knowledge
to provide quality care and thus, being ahead of other
competitors in the healthcare industry. Overall, the strategic
plan focuses on the utilizing technology, maximizing revenue,
eliminating the delays and inefficiencies, and
defining management roles of individuals in the organization.
Embracing the mentioned strategies would help in improving
the current state of the hospital (Hopp & Lovejoy, 2014). As
discussed on the previous slide the scorecard specifies how the
organization plans to meet the goals specified today vis
different strategies and changes made throughout the
organization as a whole.
10

Recommendations/Conclusion
The institution has opportunities of supporting demand-driven
factors in the region.
The diversity in the population offers the organization the
chance to embrace cultural competency.
The organization should employ/nurture highly trained staff for
a competitive advantage.
Deploy the financial resources necessary towards hiring and
motivating staff.
Changes in the organizational structure creates the need of
defining management roles in a manner that increases efficiency
of the organization. It is fundamental to embrace an adequately
skilled and talented workforce that will help the organization to
achieve its goals and objectives. The diversity in the population
creates a platform for the organization to recruit employees
from diverse cultures. It is key for the organization to embrace
the recent innovation of technology and improve its
communication with employees especially when making
decisions. The organization should rely on the robust healthcare
information system to enhance staff competence.
11
References

administration. Canadian Journal of Nursing Informatics.
Editoral Board, 8(1&2).
methods in education.7th Ed. New York, NY: Routledge.
Pearson Education.
Computing, 27 (2), 1-31.
Lyons, K., Lecca, P., J. & Valentine, P. (2013). Allied health:
Routledge.
Retrieved from
Strategic management in hospitals: Tensions between the
Evaluated Assessment File
Overall Comments:
Thank you for your work in creating a balanced scorecard
presentation for Parkland Health and Hospital System.
Kind regards,

Competency:
Develop a strategic organizational plan that provides human and
financial resources to support targeted organizational outcomes.
Criterion:
Present operational recommendations and strategic control
mechanisms, including goals, objectives, resources, and action
steps.
Basic
Presents operational recommendations and strategic control
mechanisms, but the recommendations and/or strategies are
unclear or incomplete.
Faculty Comments:
“You have provided general recommendations for the
organization such as: create a vision board to distill essentials
to develop a well-grounded mission and vision; move to a
decentralized organizational structure; and training of
employees collaborate with partners in Dallas and investing in
areas driving quality of care. Goals and objectives should be
evident from the analyses that have been completed. ”
Criterion:
Define critical success indicators that allow an organization to
measure success in implementing the strategy.
Basic
Defines critical success indicators that allow an organization to
measure success in implementing the strategy, but the definition
is unclear or incomplete.
Faculty Comments:
“This would be the actual balanced scorecard. The four
perspectives of this should be: Business Operations; Finance;
Customer Satisfaction; and Organizational Learning and
Development. Each category needs to include specific metrics
and targets so that the organization could identify when the
criteria had been met. For example, you have listed "Quality
care" and described the measurement of "customer satisfaction
and retention." How might this be measured? And what scores

would be needed to show improvement? ”
Competency:
Communicate in a manner that is scholarly, professional, and
consistent with expectations for professionals in health care
administration.
Criterion:
Create a visually pleasing professional presentation tailored to a
specific audience that uses charts and/or images that support the
content.
Proficient
Creates a visually pleasing professional presentation tailored to
a specific audience that uses charts and/or images that support
the content.
Faculty Comments:
“You have included colorful slides and appropriate use of
graphs. Please check the slide that you have titled "Internal
Analysis;" this looks like a TOWS matrix.”
Criterion:
Communicate persuasively and clearly in a limited time frame.
Basic
Communicates with inconsistent clarity and persuasiveness; and
pacing of presentation is inappropriate or distracts from
message.
Faculty Comments:
You did include speaker notes for many of the slides. There
were no notes for the focus of this presentation - the balanced
scorecard table.”
Competency:
Recommend an organizational structure and design to optimize
a strategic plan.
Criterion:
Propose a strategic plan to optimize outcomes and mitigate risks
in an organization.

Basic
Proposes a strategic plan to optimize outcomes and mitigate
risks in an organization, but the proposal is unclear or
incomplete.
Faculty Comments:
“Strategic plans need to come from analyses that have been
completed. You have a number of possible strategies that might
be identified within the TOWS matrix. The gap analysis should
apply to the organization as a whole and how the organization
meets its own goals.
Overall Comments:
presentation for Parkl
and Health and Hospital
System.
Kind regards,
Competency:
financial resources to support ta
rgeted
organizational outcomes.
Criterion:
mechanisms, including goals, objectives,

resources, and
action steps.
Basic
mechanisms, but the recommendations
and/or strate
gies are unclear or incomplete.
Faculty Comments
:
organization such as: create a vision board to
distill essentials to develop a well
-
grounded mission and vision; move to a decentralized
organizational
structure; and training of employees collaborate with
partners in Dallas and investing in areas driving
quality of care. Goals and objectives should be evident from the
analyses that have been completed. ”
Criterion:
measure success in impl
ementing the
strategy.
Basic

measure success in implementing the
strategy, but the defin
ition is unclear or incomplete.
Faculty Comments
:
perspectives of this should be: Business
Operations; Finance; Customer Satisfaction; and Organizational
Learning and Development. Each
category needs to include specific metrics and t
argets so that the organization could identify when the
care" and described the measurement of
"customer satisfaction and retention." How might this be
measured? And what scores would be needed
t
o show improvement? ”
Overall Comments:
presentation for Parkland Health and Hospital
System.
Kind regards,
Competency:
financial resources to support targeted
Criterion:
mechanisms, including goals, objectives,

resources, and action steps.
Basic
mechanisms, but the recommendations
and/or strategies are unclear or incomplete.
Faculty Comments:
organization such as: create a vision board to
distill essentials to develop a well-grounded mission and vision;
move to a decentralized organizational
structure; and training of employees collaborate with partners in
Dallas and investing in areas driving
quality of care. Goals and objectives should be evident from the
analyses that have been completed. ”
Criterion:
strategy.
Basic
strategy, but the definition is unclear or incomplete.
Faculty Comments:
perspectives of this should be: Business
Operations; Finance; Customer Satisfaction; and Organizational
Learning and Development. Each
category needs to include specific metrics and targets so that
the organization could identify when the
care" and described the measurement of
"customer satisfaction and retention." How might this be
measured? And what scores would be needed
to show improvement? ”

Assessment 3- Attempt 2 has been evaluated
Overall Comments:
Thank you for your work on this directional strategies report for
Parkland Health and Hospital System.
Through reading your paper, I could learn that this organization
is in Dallas. However, little else can be learned about the
organization. Please do include a brief introduction to the
organization at the beginning of each assessment paper. Include
such basic facts as the location, number of patients served,
number of employees, etc.
The writing of this paper is much improved since your last
submission.
Kind regards,
Competency:
consistent with expectations for professionals in health care
administration.
Criterion:
Write in a clear, concise, and well-organized manner,
supporting conclusions with relevant evidence.
Proficient
Writes in a clear, concise, and well-organized manner,
Faculty Comments:
“Your writing is much improved since the last submission of
this assessment. Please do work to include appropriate in-text
citations to scholarly work.”
Criterion:
Follow current APA guidelines for format and style.
Distinguished

Follows current APA guidelines for format and style with
virtually no errors.
Faculty Comments:
“APA guidelines appear to have been followed.”
Competency:
a strategic plan.
Criterion:
Propose changes to vision, mission, and values statements that
align organizational structure and strategies.
Proficient
Proposes changes to vision, mission, and values statements that
align organizational structure and strategies.
Faculty Comments:
“You have proposed wording changes to the mission and vision
statement. Without the actual mission and vision statements
included here, it is difficult to determine how different these
might be.”
Criterion:
Examine organizational ethics as expressed in mission, vision,
and value statements, and its relationship to health care
strategy.
Proficient
Examines organizational ethics as expressed in mission, vision,
and value statements, and its relationship to health care
strategy.
Faculty Comments:
“You have described ethics of an organization. There is a lack
of in-text citations to substantiate these thoughts.”
Competency:
Analyze organizational structure, design, culture, and climate in

relation to environmental forces.
Criterion:
Analyze the gap between the desired outcome and the actual
state of the current environment.
Distinguished
Analyzes the gap between the desired outcome and the actual
state of the current environment, and identifies knowledge gaps,
unknowns, missing information, unanswered questions, or areas
of uncertainty (where further information could improve the
analysis).
Faculty Comments:
“You have described a number of details with regard to the
current leadership team of the organization and gaps that this
might include.”
Criterion:
Analyze an organization's mission, vision, and values
statements in terms of directional strategies.
Proficient
Analyzes an organization's mission, vision, and values
statements in terms of directional strategies.
Faculty Comments:
“I cannot tell if the actual mission, vision, and value statements
are actually included here. There is no in-text citation linking to
the organization. You have said that "the mission statement
states that it is dedicated to the health and well-being of
individuals and communities entrusted to our care." Is this the
actual mission statement? If so, put the mission statement
within quotation marks and provide an in-text citation. You
have said that "honesty, love, compassion, patience, and care
are some of the guiding values among staff members." Are you

sure there is a stated value of "love" in the value statements of
the organization?”
Assessment 3
-
Attempt 2 has been evaluated
Overall Comments:
Parkl
and Health and Hospital System.
is in Dallas. However, little else can be
learned about the organization. Please do inc
lude a brief introduction to the organization at the
beginning of each assessment paper. Include such basic facts as
the location, number of patients se
rved,
The writing of this paper is much impro
ved since your last submission.
Kind regards,
Competency:
consistent with expectations for
professionals

in health care administration.
Criterion:
Write in a clear, concise, and well
-
organized manner, sup
porting conc
lusions with relevant evidence.
Proficient
Writes in a clear, concise, and well
-
organized manner, supporting conclusions with relevant
evidence.
Faculty Comments:
this assessment. Please do work to include
appropriate in
-
text citations to scholarly work.”
Criterion:
Follow current APA gu
idelines for format and style.

Distinguished
Assessment 3- Attempt 2 has been evaluated
Overall Comments:
Parkland Health and Hospital System.
is in Dallas. However, little else can be
learned about the organization. Please do include a brief
introduction to the organization at the
beginning of each assessment paper. Include such basic facts as
the location, number of patients served,
The writing of this paper is much improved since your last
submission.
Kind regards,
Competency:
consistent with expectations for
professionals in health care administration.
Criterion:
Write in a clear, concise, and well-organized manner,
Proficient
Writes in a clear, concise, and well-organized manner,
Faculty Comments:

this assessment. Please do work to include
appropriate in-text citations to scholarly work.”
Criterion:
Follow current APA guidelines for format and style.
Distinguished
Assignment 2 -Attempt 3 has been evaluated
Overall Comments:
Thank you for your continuing work on this TOWS matrix for
Parkland Health and Hospital System located in Dallas, TX.
I appreciate that you provided a brief history of the organization
including the initial development of the organization in 2009. I
am still unclear of the number of patients served, specific
demographic information, and any information on staffing and
employees.
Kind regards,
Competency:
financial resources to support targeted organizational outcomes.
Criterion:
Synthesize operational and financial components into a strategic
planning process.
Basic
Synthesizes operational and financial components into a
strategic planning process, but the synthesis is unclear or
incomplete.
Faculty Comments:

“You have provided information about investments and
establishing a sound cash flow. The citation for this was an
article by Pascuci et al (2017). There is no citation to state that
this is a problem for this organization. Is there a cash flow
problem for the organization?”
Criterion:
Analyze strategy in relation to achieving competitive advantage
Basic
Analyzes strategy in relation to achieving competitive
advantage, but the analysis is unclear or incomplete.
Faculty Comments:
“You have listed some interesting strategies for this
organization: merit-based payment schedule for hard working
employees; unique rewards for employees; reduction of staff
turnover; reduce emergency room wait time; change follow up
procedures for chronically ill patients, etc. Yet you have not
provided any analysis that have shown these to be a problem.
These should be included somewhere in your TOWS matrix and
discussion.”
Competency:
a strategic plan.
Criterion:
Recommend an alternative organizational structure model that
aligns appropriately with an organization's goals.
Distinguished
Recommends an alternative organizational structure model that
aligns with organizational goals, supported by relevant real
world examples and scholarly references.
Faculty Comments:
“You have done an excellent job in describing organizational
structure and possible changes.”

Competency:
Analyze organizational structure, design, culture, and climate in
relation to environmental forces.
Criterion:
Apply methodologies from the knowledge economy management
approach appropriately to the organization.
Proficient
Applies methodologies from the knowledge economy
management approach appropriately for the organization.
Faculty Comments:
“You have identified the need of the organization to integrate
knowledge economy management approaches. This was
primarily focused on information technology and data
management. You have also noted the need to sahre information
throughout the organization.”
Criterion:
Integrate recent research into a strategic management plan.
Basic
Integrates recent research into a strategic management plan, but
the integration is unclear or incomplete.
Faculty Comments:
“You have provided much information about information system
planning. You have also included the thought to expand
collaboration with other partners in the Dallas area.”
Assignment
2
-

Attempt 3 has been evaluated
Overall Comments:
Parkland Health and Hospita
l System
located in Dallas, TX.
including the initial development of the
organization in 2009. I am s
till unclear of the number of patients
served, specific demographic
inf
ormation, and any information on staffing and employees.
Kind regards,
Competency:
financial resource
s to support ta
rgeted
Criterion:
Synthesize operational and financial components int
o a strategic planning process.

Basic
strategic planning process, but the synt
hesis is
Faculty Comments:
establishing a sound cash flow. The citation for
this w
as an article by Pascuci et al (2017). There is no citation to state
that this is a problem for this
organization. Is there a cash flow problem for the
organization?”
Criterion:
Analyze strategy in relation to a
chieving competitiv
e advantage
Basic
advantage, but the ana
lysis is unclear or
incomplete.
Faculty Comments:
organization: merit

-
based payment schedule for
hard working employees; unique rewards for employees;
reduction of staff turnover; reduce emergency
Assignment 2 -Attempt 3 has been evaluated
Overall Comments:
Parkland Health and Hospital System
located in Dallas, TX.
including the initial development of the
organization in 2009. I am still unclear of the number of
patients served, specific demographic
information, and any information on staffing and employees.
Kind regards,
Competency:
financial resources to support targeted
Criterion:
Synthesize operational and financial components into a strategic
planning process.
Basic
strategic planning process, but the synthesis is
Faculty Comments:
establishing a sound cash flow. The citation for
this was an article by Pascuci et al (2017). There is no citation
to state that this is a problem for this
organization. Is there a cash flow problem for the
organization?”

Criterion:
Analyze strategy in relation to achieving competitive advantage
Basic
advantage, but the analysis is unclear or
incomplete.
Faculty Comments:
organization: merit-based payment schedule for
hard working employees; unique rewards for employees;
reduction of staff turnover; reduce emergency
Overall Comments:
Thank you for your initial work on this current environmental
analysis of Parkland Health and Hospital Center.
An introduction to the organization would be helpful. Through
reading of this paper, I could gather that this facility is in
Dallas. Is this Texas? How many people are employed here?
How many patients are served? Are there any specialties? Is this
a for-profit or not-for-profit group?
You are an excellent writer. I look forward to your continued
work.
Kind regards,
Dr.
Faculty Comments:
“You have used in-text citations. Additional citations are
needed when matters of fact are presented. For example, when
discussing the immigrant population, additional facts and
citations could be added. Information from the organization
should be included. Most of your references have to do with
research and evidence based practice. Yet what is needed is
actual information about the organization and the community.
Links the the organization web page would be helpful.”

Faculty Comments:
“You have identified the political factors affecting health care
including legislation. You did provide the example that when
CMS and other health laws lowered the cost of care, the level of
utilization increased. This is an interesting occurrence that
could be further discussed. Reimbursement was discussed. What
is the payer mix for this organization? What percent of the
patients are covered by Medicare or Medicaid?”
Faculty Comments:
“Your PEST analysis looked at some factors that might affect
the internal and external environment. The external analysis
might also look at direct competitors to this organization. Who
is the competition? How close are these other organizations?
Are there any overlapping services? You did include mention of
serving a large about of the immigrant population. What is the
population that is actually served? Are there any other external
factors that affect this organization? The internal analysis might
look at employees. For example, are there any staffing issues?
This area might also look at the physical plant - are any changes
or upgrades needed? Do people have any issues with accessing
the facility due to transportation needs or lack of parking? (just
some examples)”
Faculty Comments:
“You have discussed a variety of challenges here including
"activist lobbying that has impacted hospital operations."
Expand on your thoughts here. Is this a "good" or "bad" thing? I
also do not understand this thought/sentence: "...the hospital
management is faced with the challenge of dealing with a
stricture level of standards for an informed clique of
consumers." What standards have changed? Who is this clique
of consumers? Does serving immigrants with "a generally
reserved cultural background" affect the way the organization
does business? Are language interpreters used or needed? Does

the staff need additional training in cultural diversity?”
Running head: PARKLAND HEALTH & HOSPITAL SYSTEM
1
PARKLAND HEALTH & HOSPITAL SYSTEM3
Michelle Santiago
Capella University
Parkland Health & Hospital System has maintained a tradition
of providing high quality care for individuals and communities
in Dallas. The determined efforts by the hospital administration
to meet or surpass industry standards have led to the
achievements of various milestones that appertain to the health
and well-being of the Dallas community. However, the hospital

system needs to undertake strategic changes in order to optimize
on the emergent opportunities and minimize the negative impact
of the prevailing challenges. The proposed directional strategy
envisions a more dynamic organizational structure to spur
efficiency and growth. The strategy also entails the review of
the hospital’s mission and vision in a manner that will reflect
its expanded objectives and a heightened commitment to
evidence-based practices. In the pursuit of the new directional
strategy, the hospital will have to reinforce professionalism,
broaden its collaboration networks, and enhance its quality of
client service.
Organizational Structure
Parkland Health & Hospital System relies on a uniquely
dynamic organizational system that ensures efficient
coordination and allocation system across its ranks. At the top
of the structure is Parkland’s President who oversees the
general functioning of the institution and ensures that such
functions are consistent with the organization’s core objectives
(Parkland Health & Hospital System, 2017). The President is
helped in his roles by the Chief Executive who guides and
coordinates the operations across the entire network of the
hospital system. An overall assessment of the hospital’s
organizational structure reveals that the organization is fairly
efficient although it could surpass its current levels by
reviewing its decision-making models with the objective of
including more professionals.
The President and Chief Executive are the only officials in the
organization who report directly to the Board of Directors. The
Board of Directors is comprised of eleven members who are
tasked with the duty of developing policies that are consistent
with the organization’s vision and mission (Parkland Health &
Hospital System, 2017). The Dallas County Commissioners
Court appoints the board based on their competence, experience,
professionalism, and commitment to improvement of public
health. Apart from its primary role of creating policies, the
Board of Directors also oversees the hospital system’s financial

management. Every board member can serve for a term of three
years with two terms or six years being the maximum.
Structures of Decision Making
One of the obvious shortcomings about the organization is that
the workforce or the professional team is not actively involved
in the major decisions that appertain to the overall mission and
vision. This aspect of the organization is inconsistent with
trends in the industry where decision making and the
development of policies involves employees across the
organization’s hierarchical structure (Weaver, Ball, Kim &
Kiel, 2016). However, the organization’s current ratings and
previous performance suggests that the management process is
largely efficient. Parkland’s organizational structure is designed
in a manner that ensures that all processes are coordinated
across the various divisions of the hospital system. Part of the
role of management is to ensure that there is the proper
combination of differentiation and integration of processes in a
manner that guarantees quality healthcare.
The management team ensures that the various departments
coordinate and share information in ways that enhance the
provision of quality healthcare services for the Dallas
population. Although there are clear divisions of roles among
the various departments such finance and direct patient care
departments, the high level of coordination guarantees
efficiency and quality communication. This element of the
hospital’s organizational structure defines its commitment to
maintain high standards of service delivery.
Leadership Team
The multiple functions of the organization are managed by
highly committed and dynamic leaders. These leaders
understand the importance of dynamism and the need to deploy
the full range of their professionalism towards high quality
patient care. This team includes the Parkland Board of
Directors, senior executives, and the institution’s top-ranking
medical personnel (Parkland Health & Hospital System, 2017).
Despite the fact the members of this team are drawn from

diverse backgrounds, they are all committed to the same goal of
safeguarding the health of the Dallas community. The
institution is on par with industry standards in this regard,
which define dynamism and diversity as some of the
outstanding strengths that foster inclusion and effectiveness.
Innovation and collaboration are favored by the leadership team
because they lead to the discovery of new ways of achieving
success in the healthcare field.
Among the primary duties of Parkland’s leadership team is to
ensure that all the processes within the institution are directed
towards the attainment of the highest standards of excellence.
Towards this objective they guide the medical teams in
evidence-based care processes and monitor the regular
processes at the institution in accordance with the best practices
on the market. The overall idea is ensure that the work of the
staff members is consistent with the core values and objectives
of the organization. The reputation of any healthcare institution
rests on its capacity to provide the best possible care to patients
(Stanford & Connor, 2014). In line with this objective,
management teams tend to ensure that the rest of the staff is
mentored into new methods and techniques of providing high
quality healthcare services to patients.
Professional Values and Ethics
Parkland’s organizational culture reflects through the high sense
of organizational etiquette that is shared among all the
employees. The institution’s policy spells out various specifics
of professional ethics, which are supposed to guide the
healthcare providers and other employees in the organization in
their coordination of tasks. Honesty, love, compassion,
patience, and care are some of the guiding values among the
staff members. All members of the medical staff and other
employees in the organization are expected to commit
themselves to such values in order to contribute meaningfully to
the organization’s vision and mission. Apart from raising the
reputation of the institution, these values have helped to uplift
the element of customer satisfaction as a hallmark of quality.

Mission and Vision
The organization’s mission statement states that it is dedicated
to the health and well-being of individuals and communities
entrusted to our care. The vision statement states that by our
actions, we will define the standards of excellence for public
academic health system. The mission statement reveals the
hospital’s commitment to improve healthcare in Dallas.
focus on the projected impact, scale, and scope of the
interventions provided. In order to incorporate these elements to
the statement, it would be appropriate for management to review
it with the inclusion of such worlds as optimum care and high
quality healthcare. As far as the vision statement, it connects
Desired Outcomes versus Actual State
The desired outcomes of Parkland Health & Hospital System are
summarized in its mission and vision. The extent to which such
outcomes correspond with the hospital’s actual state can be
deduced from its current performance and standing within the
industry. The institution spells out in its mission that it shall
dedicate itself to the health of individuals and communities that
are entrusted to its care. In respect to this promise, the
organization has deployed a wide range of strategies and
invested resources in dealing with a wide range of diseases that
afflict the community of Dallas. Although the impact may not
have reached optimum levels, performance projections indicate
that such impacts shall be more profound in the future as the
demand for affordable and quality healthcare services remains
on the rise throughout the United States. The institution has had
some profound impact on the population in the treatment and

management of various diseases including stroke, epilepsy, and
cancer.
The same impact has also been felt in the areas of women and
infant services as well as the various interventions at the trauma
center. However, there are still areas in which the hospital
system can continue to assist with the growing demand for
quality healthcare services in Dallas. Previous surveys have
shown that Dallas is highly afflicted by various lifestyle
diseases and other health conditions that need both long-term
and short-term healthcare interventions (Stanford & Connor,
2014; Buttigieg, Rathert & Eiff, 2015). Therefore, the hospital
should explore ways of broadening its reach and impact in a
manner that shall help to reverse the notable health challenges
in the region.
Recommended Changes in Structure and Design
In order for Parkland Health & Hospital System to achieve the
projected optimum efficiency, it is necessary for management to
review the current organizational structure and design it in a
manner that shall ensure greater participation across the
workforce. The new structure should reflect the need to tap into
the skills and talents across the ranks of the organization.
Employees should be given the opportunity to cross-train and
stretch into different organizations within the organization.
Given the fact that the hospital system features a vast network,
it would be crucial for the processes of decision making to be
shared by all the departments instead of remaining under the
inflexible jurisdiction of the board. Such initiatives would
enhance the sense of inclusion which is necessary for
maintaining employee motivation and engagement.
Management’s roles should be devolved across the organization
in order to redress the inefficiencies that are typical of
centralized systems. The changes should also involve the
broadening of supervisory roles and empowering teams at the
lower ranks of management so that they are fully informed of
organizational decisions. The new structure and design should
spur greater levels of collaboration and participation than seen

presently. The general objective should be to enhance
efficiency, motivation, quality of services, and grow the
institution’s standing in the industry.
Conclusion
The proposed directional strategy for Parkland Health &
Hospital System shall focus on the review of the organizational
structure in order to improve the levels of efficiency and
guarantee growth in every aspect of the organization. The
institution should embrace a collaborative approach and devolve
policy and decision-making processes in order to broaden the
level of employee participation. The proposed vision and
mission is supposed to convey greater commitment to quality
care and a greater determination to achieve or surpass industry
standards in regard to efficiency. The directional strategy shall
also entail the incorporation of new efficiency models and
greater emphasis on maximizing professionalism at all levels.

References
Buttigieg, S. C., Rathert, C., & Eiff, W. (2015). International
best practices in health care management. Bingley, U. K:
Emerald.
Parkland Health & Hospital System. (2017). Home.
parklandhospital.com. Retrieved from
Stanford, C. C., & Connor, V. J. (2014). Ethics for health
professionals. Burlington, MA: Jones & Bartlett Learning.
Weaver, C. A., Ball, M. J., Kim, G. R., & Kiel, J. M.
(2016). Healthcare information management systems: Cases,
strategies, and solutions. Cham, LND: Springer.
Running head: PARKLAND HEALTH &
HOSPITAL SYSTEM
1
Michelle Santiago
Capella University

1
Michelle Santiago
Capella University

1
PARKLAND HEALTH & STRATEGY SYSTEM2
Parkland Health & Hospital System Strategy Plan
Michelle Santiago
Capella University
Parkland Health & Hospital System Strategy Plan
Parkland Health & Hospital System is located in Dallas County,
Texas in the United States. The institution’s headquarters are in
Parkland Memorial Hospital, which is also in Dallas. The
hospital came into being in 2009 following the award of the

Dream Study Award to the district by the Planning Council of
the Greater Dallas (Parkland Health & Hospital System, 2017).
Upon its establishment, the hospital prioritized patients within
the district who were considered to be at a greater risk of
hospital readmissions. At that early stage, the hospital focused
on patients suffering from congestive heart failure. Following
the expansion and upgrading of its facilities, the hospital
focused on providing quality healthcare to patients with
pneumonia, acute myocardial infarctions, and both types of
diabetes. Currently, the hospital system operates more than 10
community clinics and various youth and family centers
(Parkland Health & Hospital System, 2017).
Knowledge Economy Management Approaches
Performance and growth prospects for Parkland Health &
Hospital System are largely dependent on the management’s
capacity to integrate various knowledge economy management
approaches that are known to spur efficiency and guarantee
competitive advantages. The institution will need to rely on a
wide range of intellectual capabilities in order to guarantee high
value returns. Management should explore ways of harnessing
the unique advantages of the information society in Dallas and
beyond in order to engage in strategic restructuring of its
processes across all its departments. Given the fact that the
hospital system operates multiple clinics and youth and family
centers, there is the need to upgrade the institutions data
management processes with the goal of ensuring crucial
information and data is properly managed (Pascuci,
Júnior&Crubellate, 2017).
The multiple innovative possibilities of the data management
systems should be applied to harmonize the processes between
the subsidiaries and the parent company in order to promote
effectiveness in the decision-making processes of the
organization. The overall idea should be eliminate the delays
and inefficiencies that are usually experienced during the
transfer of vital information from one point of the hospital to
another. Maintaining crucial information regarding patients and

determining the steps of the various processes within the
institution requires efficient data management systems that
allow the staff to share information across the ranks of the
organization (Pascuci, Júnior & Crubellate, 2017).
Recent Research
A study by Lee, Ghapanchi, Talaei-Khoei and Ray (2015)
focused on the crucial role that information systems play in
strategic planning. According to the findings of the study, the
element of efficiency in healthcare institutions is largely
determined by the manner in which the institution improves the
efficiency of its information system to meet the dynamic needs
of the industry. One of the outstanding findings of the study
was that the provision of improved quality of care and the
enhancement of the value for money was largely dependent on
the manner in which the healthcare facilities could incorporate
innovative information systems into their systems. The study
acknowledges the growing of trend of increased investment by
many healthcare facilities into the information systems as
exemplified by widespread adoption of Strategic Information
System Planning (SISP).
A notable insight from the study is that SISP is a crucial factor
that can be relied upon by organizations to make informed
managerial decisions which are pertinent to the general growth
of the organization. Despite the fact that Parkland Health &
Hospital System is managed by a highly efficient information
system, there are ways in which it could adopt the proposed
healthcare systems to improve its general performance in all its
areas. The large size of this hospital system makes it
appropriate for the incorporation of the latest innovative
technologies that could promote overall efficiency in the
management of the core processes such as the handling of
treatment and prevention processes including the coordination
of the various services that are pertinent to strategic
management of the entire institution.
Operational and Financial Components
Various operational and financial components should be

included into the institution’s strategic planning process in
order to spur efficiency. The operational components should
include both short-term plans and long-term plans that are
consistent with the institution’s mission and vision.
Management should consider reviewing its current model to
compensate for any imbalances that may undermine the overall
functioning of the institution. The overall idea should be adopt
highly effective metrics that are crucial for the achievement of
the institutional goals. One of the challenges that the institution
faces at present is the development of a balanced resource
allocation system that would enhance the attainment of the
organization’s overall goals without compromising on its
performance.
The expansion of the scope of collaboration with partners in
Dallas should constitute a major operational objective for the
organization. Establishing soundness in cash flow management
is necessary in order to guarantee future investments in areas of
priority such as the expansion of the hospitals areas of specialty
(Pascuci, Júnior & Crubellate, 2017). The hospital system
should also review its asset management system in order to
achieve the set benchmarks of the institution. The reliance on
data will be crucial for ensuring that the hospital’s assets are
managed in the proper manner in order to guarantee
sustainability. The proper management of the resources is
important for ensuring that the specific health needs in Dallas
are met within the limits of the hospital’s resources. Risk
assessments should be a crucial part of the management’s
overall strategy. Tax optimization and the adoption of effective
growth indices should also be part of the envisioned strategy.
Strategies for Competitive Advantage
Remuneration management shall constitute an important aspect
of the strategy. A merit-based payment system shall be
introduced to inspire and motivate hard working employees.
Secondly, the organization shall focus on unique rewards for
loyal employees who have served in the organization for several
years. The idea is to reduce the threat of staff turnover, which

usually undermines the performance of many healthcare
organizations. Staff retention strategies constitute an important
part of organizations’ competitive advantage (Lyons, Lecca &
Valentine, 2013).
Management should also raise the benchmarks of quality and
performance above market standards. Quality shall entail the
elimination of emergency room waiting times and follow up
strategies for chronically ill patients. The objective is to
increase the level of patient satisfaction and increase the
chances of their loyalty to the organization. Increasing the
budget for marketing shall be used to reach out to the Dallas
population though a wide range of strategies such as television
commercials, newspaper ads, and billboards.
Organizational Structure
Parkland Health & Service System will adopt a formal and
centralized organizational structure as a strategy to increase
efficiency of processes. Given the vast network of healthcare
institutions that fall under the organization, it will be necessary
to embrace a standardized system in order to nurture a
participatory and collaborative approach on patient care. In
order to achieve that all entities within the organization will
adopt the same electronic medical record system, this will
decrease the amount of redundant and repetitive data collection
and encourage collaboration between different facilities and
departments. In addition, standardization will help decrease
errors and thus help to increase patient safety and satisfaction
as well as the organization’s quality outcome measures.
Besides, organizational restructuring it would also be helpful to
evolve leadership roles and help newly recruited leaders to
sharpen their insights and leadership skills ( Hopp & Lovejoy,
2014).The new managers to be deployed across the
organization’s networks shall have the responsibility of making
certain decisions that are consistent with their jurisdiction. It is
expected that this system shall spur wider participation by
employees across all levels into the core processes or the
organization.

Changes in the organizational structure usually necessitate the
redefinition of roles with focus on the manner in which the
general efficiency of the organization could be achieved (Lyons,
Lecca & Valentine, 2013). Critical to the performance of the
organization is improvement of staff performance by optimizing
the skills and talents of the employees through expanded roles,
responsibilities and recognition.
Conclusion
Parkland Health & Hospital System Strategy plan focuses on
novel approaches, including those related to knowledge
management approaches, as well as, organizational structure
among others. The strategic plan drawn focuses on utilization
of technology, tax obligation maximization, elimination of the
delays and inefficiencies, redefinition of roles, as well as, risk
assessment and management. These will help in improving the
current state of the organization.
References

Pearson Education.
Computing, 27 (2), 1-31.
Lyons, K. &Lecca, P., J. & Valentine, P. (2013). Allied health:
Routledge.
Retrieved from
APPENDIX 1: TOWS MATRIX
External Opportunities (O)
· Quality government relations.
· Pool of active and motivated interns.
· Projections for consistent industry expansion.
External Threats (T)
· Competition from new investors in the industry.
· Low supply of highly qualified practitioners.
· Possible moves by professionals into private practice.
Internal Strengths (S)
· Highly trained and motivated staff.
· Stable financial resource base.

· Robust health information system.
SO
Maxi-Maxi Strategy
· Relying on highly trained staff to develop innovative
interventions.
· Using available financial resources to broaden the scope of
reach.
· Using the health information system to explore growth
opportunities.
ST
Maxi-Mini Strategy
· Using our highly strained staff for competitive advantage.
· Deploying the financial resources towards hiring and
motivating staff.
· Relying on the robust healthcare information system enhance
staff competence.
Internal Weaknesses (W)
· Work-related pressure among employees.
· Complex networking systems across departments, which
compromises the efficiency of o.
· Ineffective sharing of information across the ranks of the
organization.
· Lack of an effective communication structure across the
organizations various departments.
WO
Mini-Maxi Strategy
· Reducing work-related pressure by enlisting more interns to
relieve the existing staff in all the departments.
· Building capacity across the departments to reduce networking
efficiency within the organization.
· Relying on effective innovative technologies to enhance
information sharing across the ranks of the organization.
WT
Mini-Mini Strategy
· Introducing new schedules and operational models to reduce
work-related stress and pressure.

· Reviewing the organizational culture to promote quality
networking across the departments.
· Opening up highly efficient channels of communication across
the departments to spur information sharing.
Running head: ENVIRONMENTAL ANALYSIS 1
ENVIRONMENTAL ANALYSIS 5
Current Environmental Analysis of Parkland Health & Hospital
System
Michelle Santiago
Capella University
Environmental Analysis of Parkland Health & Hospital System
This paper conducts an environmental analysis of Parkland
Health & Hospital System having in mind the importance of
such analyses in guiding a healthcare organization’s strategic
decisions. It not only sheds insights on opportunities, but
barriers as well, both internal and external. With this
information, strategies can be developed for successful
improvement and positioning of a healthcare organization
(Mitchell, 2013).
Key Structural Features Determining the Forces of Competition
in Health Industry
In the health care industry, competing has an impact on several
perspectives of relationships. In healthcare, it is theoretically
proposed that the vertically integrated market structure in

professional practice serves as the vehicle for intra-professional
debate in the organization and for developing the needful
provider-oriented care policy (Mitchell, 2013). This analysis
suggests that key to the forces of competition in the industry is
the special relationship between professionalism in healthcare
service provision and professional regulation. Such regulation
may simultaneously function as a limit to unfair competition
and in fostering a well prized consumption for the clients in
terms of professionalism and professional esteem (Finch,
2012).
The organized demand for health care services inherently tends
to dampen competition in the industry. However,
professionalism in itself is crucial in securing an organized care
provider a state regulation, in which the care providers form the
main decision-makers. Further it may influence the market
behavior of the providers and consumers in several significant
ways that may result in formation and maintenance of a
leadership cartels in the local market. Therefore, pursuit of the
political-economic theory of health care market formally
affirms that professionalism is valued by established
practitioners as the main factor that determines the influence in
the industry (Finch, 2012).
Goals and Strategies of the Respective Competitive Forces
In a PEST analysis, this paper evaluates the political, economic,
social, and technological environment of the health industry in
reference to the Parkland Hospital. As part of the healthcare
industry, the hospital has equally undergone these factors, and
they have, over the years of its service provision in Dallas,
influenced its performance in the industry. As may be noted in
the industry-specific analysis, some of these factors have
benefited the facility, while others provide the institution
several challenges that need to be addressed to survive the
growing and unique competition in the industry. As a healthcare
provider, therefore, the hospital needs to analyze these factors
with the aim of improving on their current products and services

(Finch, 2012).
Political Factors
These are external factors that are mainly ecological in terms of
the legislation (future, current, and international), roles of the
regulatory bodies, and the processes of government policies. It
also includes the government term and any changes that legal
activities may have on trading policies in terms of funding,
access to grants, andinitiatives in the home market pressure. In
the Parkland Hospital case, the passage of health laws such as
the Centers for Medicare Services Act (2012) towards lowering
the cost of care has increased the level of hospital utilization by
the locals. This has significant impact on the availability of
facilities to cater for the increased demand. Further, there has
been an increase in activist lobbying that has impacted on the
hospital operations based on the lobbying. For instance, there is
an upsurge of special Interest groups lobbying for groups such
as physicians, patient advocacy,hospital associations and nurse
unions. In this regard, the hospital management is faced with
the challenge of dealing with a stricter level of standards for an
informed clique of consumers.
Economic Factors
This factor of industry competition is mainly concerned with the
home economy in which the industry lies. Economy has an
impact on other operations, both local and international. These
operations may include general taxation that is specific to the
health care product or services, in which seasonality issues
affect market cycles of the industry factors. In other instances,
the behaviors elicited affect market routes that in turn affect the
distribution of customer and end-user drivers of the industry.
Parkland is faced with the changes occasioned by the reduced
reimbursement due to the requirements of the Centers for
Medicare Services (CMS). For instance, implementation of the
requirements led to a general reduction on as consumers
demanded lower pricing for the medical services. In order to
increase capitation, the hospital is forced to consider other

methods of increasing patient turnover, hence an increased
competition in the industry through competitive pricing. Clients
are encouraged to pay for quality as the hospital operationalizes
the patient safety and risk reduction policy.
Social Factors
changes that affect their social brand. It is notable that even a
Technologically, the industry is subjected to competing
technology, in which research and development funding is
associated with dependent technology replacement (Cohen,
Manion, & Morrison, 2013).
Solution
s to the maturity of technology manufacturing and capacity of
information and communications are in the resulting consumer
buying mechanisms. In the industry, technology legislation
innovation and potential of technology access affect the
competitive edge depending on costs of licensing, patents,

intellectual property rights, and communications. The hospital
has a burden of investing in innovation to become the early
adopters of technologies in the industry. For instance, the
trending Central EMR can be embraced to improve service
delivery. However, this is affected by legislation and
requirements. Altogether, the industry has potential in
establishing scalable technology solutions. This will technically
reduce the current barriers to partner business, in which leaders
can adopt change and provide the required technology support
resources.
The Organization's Directional Strategy
As a public health system in its immediate community in Dallas,
Parkland is the bedrock of a healthy population. In this regard,
it is a daily reminder to the hospital management to improve the
services rendered to its patients. By the time of this analysis,
Parkland was adding more community health care services in
the neighborhoods (Hall, & Roussel, 2016). To them, patient
care is not just their job but their passion. As indicated in the
Hospital’s website, their mandate is to avail medical aid and
other hospital-based care to its majorly needy population in the
hospital district. This is borne in the mission of dedication to
the well-being of communities depending on their care.
Parkland Hospital envisions through their actions, to define the
understanding of the standards of excellence a public academic
health system as currently rendered by the facility.

The Organization's Positioning Approach
Positioning approach of Parkland service is in its excellence
standards. With the goal of providing the best possible health
care for their patients, patient-centered approaches are
promoted through compassionate handling of patients, and skill
development through teamwork. This is the goal behind creation
of CIRCLES –behavioral standards guiding the actions and
interactions at the Parkland. Some of the values that help in
positioning the organization include show of Compassion for
every patient individually. This enables provision of service
empathetically, in love and with concern. Further, the
institution emphasizes integrity among its staffs. They are
expected to remain honest, trustworthy, and transparent in their
internal and external relationships. At management and
technical level, collaboration is an important constituent of
achieving the company goals by working with patients and
partners. These goals have necessitated investment in leadership
training and placement (Hall, & Roussel, 2016).
Summary/ Conclusion
This analysis underscores the place of quality management in
ensuring good competition among stakeholders in the industry.
Overall, the immigrants in Dallas have limited access to health
care compared to the natives. This is regardless of whether they
are insured or not. The majority of the immigrants have reported

very few or no office medical visits in all categories of medical
coverage of the US population: the uninsured, privately insured,
and the public insured individuals. The disparity jeopardizes the
quest of safer communities as outlined in health quality
improvement given that individuals mingle in the society.
Incidents of preventable infections are most likely under such a
disparity in health care provision. Although healthcare
institutions are charged by legislation to offer these services to
the poor immigrants, there is laxity by the staffs. Such attitude
can only be linked to a possible cultural incompetence among
staffs in handling the immigrants and maintaining a competitive
edge over its immediate competitors in the state.
To facilitate the desired change in the cultural competence, the
healthcare institution has opportunities in the sufficiency of
supporting demand-driven factors in the region. Further, the
diversity in the population served offers the nurses and other
staffs to learn the immigrant language or to employ nurses with
competency in immigrants’ languages. This notwithstanding, the
health care institution needs to benchmark cultural competency
to capture its ability in providing the needed knowledge of the
needs of the immigrants, and the awareness and respect for the
local cultural values, language, and ethnicity and practices (as a
group or as individuals).
References

methods in education. 7th Ed. New York, NY: Routledge.
Finch, J. (2012). Managerial marketing. San Diego: Bridge
point Education, Inc.
Hall, H.R., &Roussel, L.A. (2016).Evidence-based practice.
Burlington: Jones & Bartlett Publishers.
Mitchell, G. (2013). Selecting the best theory to implement
planned change. Belfast: Queen's University press.
administration .Canadian Journal of Nursing
Informatics.Editoral Board, 8(1&2).
Overview
Create an integrated strategic management and implementation
plan for a health care organization that incorporates instructor
and real world feedback into a final balanced scorecard analysis
and strategic plan.
Note: The assessments in this course are presented in sequence
and must be completed in order. You may not begin this
assessment until you have completed and received feedback
from your instructor for each of the previous assessments in this
course.
The successful implementation of a strategic plan requires

effective communication and a thorough understanding of not
only the role of the organization within the greater community,
but the role of leadership within the organization. By
effectively engaging stakeholders and understanding the
philosophy of strategic management, leaders can mitigate
challenges and hurdles that face those directing change.
By successfully completing this assessment, you will
demonstrate your proficiency in the following course
competencies and assessment criteria:
Competency 1: Analyze organizational structure, design,
culture, and climate in relation to environmental forces.
Analyze potential long-term opportunities and operational
components in the strategic planning process.
Competency 2: Develop a strategic organizational plan that
provides human and financial resources to support targeted
Analyze the effect of the strategy formulation on human,
financial, and technical resources.
Competency 3: Recommend an organizational structure and
design to optimize a strategic plan.
Apply strategic planning tools and research to determine
alternative strategies for a health care organization's future
success.
Competency 4: Communicate in a manner that is scholarly,
professional, and consistent with expectations for professionals

in health care administration.
Incorporate feedback from stakeholders and colleagues in the
construction of an integrated strategic plan.
Assemble a professional final report that meets the needs and
expectations of a specific audience.
Context
In the workplace it is essential to periodically measure
outcomes of key performance indicators on the strategic plan in
order to meet the overall goals of the organization.
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 is the purpose of the balanced scorecard?
How do key performance indicators in the four perspectives
affect the department, service line, or strategic business unit in
which you currently work or desire to work?
From the time that a new vision and directional strategy are
defined, what are the logical steps that you as a healthcare
leader can take to assure that your actions align with the needs
of the organization?
How do you, your team, your department, et cetera, add value in

a measurable way to the organization?
Suggested Resources
Library Resources
The following e-books or articles from the University Library
are linked directly in this course:
Ballé, M., Morgan, J., & Sobek, D. K. (2016). Why learning is
central to sustained innovation. MIT Sloan Management
Review, 57(3), 63–71.
Daly, R. (2014). The structure of value. Healthcare Financial
Management, 68(1), 56–63.
Gingrass, J. (2015). Changing the channel: Strategies for
expanding patient access. Healthcare Financial Management,
69(4), 64–68.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013) .
Strategic management of health care organizations (7th ed.).
San Francisco, CA: Jossey-Bass.
Mangelsdorf, M. E. (2016). Mastering strategy. MIT Sloan
Management Review, 57(2), 67–71.
Sheffi, Y. (2015). Preparing for disruptions through early
detection. MIT Sloan Management Review, 57(1), 31–42.
Assessment Instructions
Overview
This assessment is the culmination of your work in the course.
It includes the analyses you made of your selected organization,

details of your proposed strategic plan, and recommendations
for implementing your plan. An important aspect of this
assessment is providing the rationale used when you incorporate
feedback from stakeholders and/or colleagues (instructor,
mentor...) into your integrated final report.
Preparation
To successfully complete this assignment, you will be expected
to:
Use strategic management and knowledge management theory
and research to analyze the current environment of a health care
organization.
Apply strategic planning tools and research to determine
alternative strategies for a health care organization's future
success.
Synthesize operational and financial components in the strategic
planning process.
Evaluate the effect of your strategy formulation.
Integrate additional knowledge that you have gained and
feedback you have received as the course progressed.
Incorporate any necessary instructor and real world (from
colleagues, for example) feedback into previously submitted
assessments, including your Adobe Connect presentation and

Parkland Health & Hospital System Balanced Score Card Briefing.docx

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