Brief Description of Rashid Hospital
Rashid Hospital is located in Dubai and is currently considered one of the leading hospitals in the United Arab Emirates. At this hospital, the staff specializes in ambulatory care, emergency cases, and critical trauma/injuries. Rashid Hospital provides its patients with first-class care, and its ultimate goal is to educate and train the best specialists in the healthcare industry. Leadership in these areas is considered to be the core objective of the hospital’s administration. According to reviews, Rashid Hospital is identified as one of the most noticeable and reliable medical centers in the Gulf region. The most complex cases are transferred to Rashid Hospital from all over the Emirates and other countries. One of the distinctive traits of this hospital is its close collaboration with Dubai’s law enforcement agency. At Rashid Hospital, the staff is also trained to deal with emergencies at airports. Rashid Hospital offers a vast variety of medical and nonmedical services that it may provide its patients with the health care of the highest quality.
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The mission of Rashid Hospital is to guarantee that its clients receive the best evidence-based care, and the hospital’s staff applies a patient-based approach to the development of their treatment practices. Moreover, Rashid Hospital differs from other hospitals in the area because its employees are highly motivated to improve their professional skills and are committed to healthcare research and education. The vision of the administration revolves around the notion of excellence and the provision of specialized health care that are characteristic of patient-focused care. The organizational values of the hospital include patient safety, and evidence-based decision-making process, stable and effective patient-nurse relationships, and empowerment. The employees are also committed to creating a trustful environment and being transparent and supportive.
Strategic Planning in Rashid Hospital and Its Results
Interviews with employees at Rashid Hospital helped to identify several crucial aspects of the hospital’s strategic planning process. Throughout the last five years, the hospital’s administration has paid attention to some factors that helped them to effectively improve care quality and efficiently plan activities. First, it was mentioned that the employees and the administration at Rashid Hospital are trained to plan ten years into the future. The key premise for this is the fact that the healthcare environment cannot be characterized as static, and important changes may transpire annually (Persily, 2013). At Rashid Hospital, the staff is qualified to create planning scenarios. Over the last five years, they have tried to create an envisioned future. As the interviewed personnel mentioned, their envisioned future depended on several factors. First, at Rashid Hospital, everyone is interested in identifying the biggest healthcare industry changes that are about to happen within the next five to ten years. Second, the staff is required to re-evaluate the guidelines dynamically and track changes in healthcare practices (Penner, 2013). Throughout the last five years, Rashid Hospital employees have focused on the aspects of the healthcare industry that underlie continual transformations. These aspects have included research, novel treatments, and operations.
The interviewees noted that Rashid Hospital employees are required to constantly re-evaluate their role at the hospital. According to the interviewees, this is needed to help the hospital team to identify the best healthcare strategies and effectively respond to the changes that are occurring within the framework of the healthcare industry. Throughout the last five years, staff members at Rashid Hospital have carefully investigated their competition as a means to improve their practices and be the best available hospital in the area. Moreover, one of the most important tasks that the administration at Rashid Hospital does is to create short-term and long-term objectives. On a bigger scale, this approach is beneficial because it helps to conceptualize hospital practice and emphasize the core objectives of strategic planning (Penna, 2015). At Rashid Hospital, high-level core objectives are developed every five years and may be changed dynamically, contingent on the needs of the hospital. As the interviewees stated, the strategic accomplishments of the hospital have directly depended on the correctness of the objectives developed by the administration. Rashid Hospital staff members also claim that the majority of the hospital’s goals are interconnected, and the current major success of the facility in the healthcare industry is linked to the use of technology and development of the employees’ professional skills, as reflected inconsequential positive health outcomes.
All Rashid Hospital employees are devoted to providing high-quality care. The majority of hospital personnel can speak more than one language, meaning the hospital can serve people who speak different languages. It is safe to say that this objective is one of those that was accomplished during the last five years. Rashid Hospital plans on expanding its reach to satisfy various medical needs of different populations. The interviewees claimed that they had been prepared for an extensive array of healthcare scenarios and were capable of communicating effectively with their clients. Rashid Hospital employees are required to input their objectives into a designated scorecard because they have to track their strategic objectives and how they comply with them. In perspective, this helps healthcare providers to transform their goals into measurable items using several critical points. First, the hospital’s administration identifies the measures that may pose risks to the strategic plan (Swayne, Duncan, & Ginter, 2013). Second, they attempt to detect other additional measurable items. Third, the administration is required to assess the intersections of these critical points of strategical planning and draw conclusions based on the obtained information. The interviewees claimed that all measured items are associated with the hospital’s strategic goals. They also stated that the measures are always tracked to be able to evaluate the performance of certain individuals and teams or the hospital as a whole.
At Rashid Hospital, strategic planning also involves the development of specific initiatives. These initiatives can be characterized as activities that should be completed on the way to achieving the core organizational objectives. The initiatives are connected to the hospital’s budget. The expenditures depend on the importance of the strategic objectives. According to the interviewees, decisions concerning the budget and initiatives are made by the leadership team (Sare & Ogilvie, 2016). They have to make sure that the healthcare facility’s strategic plan complies with the initiatives and the budget of Rashid Hospital. Another point is that the strategic plan at Rashid Hospital requires the staff to be responsible. The interviewees defined responsibility as one of the key characteristics of the hospital’s success. This is explained by the fact that the execution of the strategic plan at Rashid Hospital turned out to be rather difficult. Throughout the last five years, the staff did not have clear roles, even though the strategic plan and all the developed activities were sound. Nonetheless, Rashid Hospital was able to turn this limitation into an advantage because of continuous reports on the developed strategic plan. During the last five years, the administration at Rashid Hospital managed to build trust within the organization and helped the healthcare providers to function by the developed strategic plan.
As the interviewees stated, this became a reality because the administration organized systematic meetings to analyze the strategic plan of the hospital and its core objectives. Rashid Hospital did not take a standard approach to the evaluation of the outcomes. The administration did not analyze the reports at the end of the plan. On the contrary, they reassessed it regularly (every month) to make the necessary adjustments at intervals and not after the event (Yoder-Wise, 2013). This allowed the hospital to discuss the relevant changes and apply them on the spot instead of losing momentum. Moreover, the meetings were attended by an equal number of administrative staff and employees to equalize the discussion and reach reasonable verdicts concerning the hospital’s strategy. The administration of Rashid Hospital acknowledged the importance of high-level strategic needs and assembled the strategic planning team from individuals who were sufficiently knowledgeable and understood the needs of both the organization and the hospital’s clients.
The Key Components of the Healthcare Environment That Impact Rashid Hospital
There are several components that may have a direct impact on the healthcare environment at Rashid Hospital. Most importantly, the administration of the hospital should take into account that the financial model of health care undergoes constant transformation. Therefore, Rashid Hospital will have to find ways to cope with an increased number of patients and provide better coverage and health insurance opportunities. In particular, this focus would give more authority to the insurance companies located near the healthcare facility and help Rashid Hospital to cut the cost of insurance significantly (Swayne et al., 2013). Another component that impacts Rashid Hospital and the healthcare environment is the development of hospital–healthcare provider relationships. Lately, the hospital has reconsidered its relationships with independent practitioners, and the latter has become officially employed at Rashid Hospital.
It is reasonable that one of the most powerful influences is technology. The use of technology has improved greatly over the last several years. Currently, Rashid Hospital utilizes innovative healthcare technologies and new medications when providing health care to its patients. The overall composition of the healthcare sector is also impacting Rashid Hospital. Throughout the last five years, the hospital has become much more specialized in terms of services, and the structure of the hospital has grown in intricacy (Swayne et al., 2013). Presently, it requires the staff to be highly proficient and effective regardless of what is happening. The administration of Rashid Hospital recognizes the increased popularity of urgent care centers and believes that their future looks bright. The hospital’s strategic planning has proved to be profitable, and the efforts of the staff have positively affected the patients’ attitude toward the hospital. Taking into consideration all the reviewed information, a conclusion regarding Rashid Hospital can be made: All of the healthcare components impacting Rashid Hospital are approached dynamically, and the hospital’s practices are always adjusted to the patients’ diversity and their varying needs.
Penna, M. (2015). Medical staff integration: Transactions and transformation. Boca Raton, FL: Taylor & Francis.
Penner, S. (2013). Economics and financial management for nurses and nurse leaders. New York, NY: Springer.
Persily, C. (2013). Team leadership and partnering in nursing and health care. New York, NY: Springer.
Sare, M. V., & Ogilvie, L. (2016). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett.
Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2013). Strategic management of health care organizations. Malden, MA: Blackwell Publishing.
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Yoder-Wise, P. S. (2013). Leading and managing in nursing. St. Louis, MO: Mosby Elsevier.