Submit your Assignment, to include the following: Jasper Garden’s board of directors and executive l

Submit your Assignment, to include the following: Jasper Garden’s board of directors and executive leadership team have asked for your assistance with addressing some of the major issues that have adversely impacted the organization’s financial and operational performances. They have requested that you advise them on the following: Strategies to help the organization address the absence of a Medicare-certified hospice, which has inconvenienced patients and their family members and has led to negative publicity for the organization Strategies that might improve Jasper Garden’s overall financial performance Strategies that might improve Jasper Garden’s operational performance Strategies that might assist Jasper Gardens with effectively addressing the various external factors that may potentially threaten its market share In a twenty page strategic plan, include the following components: Mission statement Vision statement Core values SWOT analysis Grand strategies or long-term strategic priorities Operational and tactical plan Key performance and evaluation indicators Change management plan, including the following: The size of the change and its impact on the community and the organization The organization’s readiness for change Change management strategy Team structure and responsibilities Sponsor roles and responsibilities Planning and implementation Communications plan Change management resistance plan Training plan Incentives and celebration of successes Timeline/schedule of activities Budget for change management The twenty page narrative plan should be written as if it were to be presented to the board of directors. The plan should also include the following pages that will not count toward the twenty page limit: one page executive summary Tables, graphs, and/or charts The plan should include at least 15 current (none older than 4 years), quality resources, with 10 of these coming from peer-reviewed sources. In addition to the paper, you must produce a PowerPoint presentation highlighting the key elements of the paper. The presentation should not be more than 15 slides, excluding the cover slide and the appendices. Be sure to include one hundred word speaker notes to explain the content on each slide. Include references and in text citations. Using this information: Introduction Strategic planning is essential for addressing both internal and external factors that influence organizational operations. The purpose of this paper is to explore and identify grand strategies that can improve the operations of Jasper Gardens, a healthcare organization. By utilizing tools such as SWOT analysis, PEST analysis, and industry frameworks like Porter’s Five Forces, this paper will develop strategic recommendations aimed at enhancing the organization’s competitiveness. Each grand strategy will be supported with detailed operational and tactical plans to ensure successful execution (Walston, 2014; Wayland & McDonald, 2021). To provide an effective change management plan for Jasper Gardens, I will provide a comprehensive, evidence-based approach, addressing the size and impact of the change, organizational readiness, strategy, roles, communication, resistance, training, incentives, timeline, and budget. This plan will involve a deep analysis of how these elements work together to ensure the smooth implementation of the proposed changes, focusing on achieving clarity, depth, and breadth in strategic planning. Mission Statement Jasper Gardens strives to provide compassionate, high-quality, and person-centered care to our residents, fostering a nurturing environment where they can thrive with dignity and respect. Our commitment is to continuously innovate in the delivery of care, ensuring that our residents receive the support they need to live healthy, fulfilling lives, regardless of age or health condition. Vision Statement To be a leading provider of long-term care services, recognized for our excellence in care, innovation in service delivery, and unwavering dedication to the well-being of our residents and their families. Jasper Gardens will be known for creating a vibrant community where every resident feels valued and empowered to live their best life. Core Values Compassion: We provide care with empathy and understanding, treating each individual with kindness and respect. Our commitment to compassionate care ensures that every resident feels valued, heard, and supported in all aspects of their lives. Excellence: We strive for the highest standards in everything we do, ensuring that our residents receive the best possible care. Our dedication to excellence drives us to continuously improve, adopt best practices, and uphold the highest standards of quality and safety. Integrity: We maintain honesty and transparency in all our interactions, upholding the trust placed in us by our residents and their families. Our integrity is the foundation of our ethical practices, guiding our decisions and actions with honesty and accountability. Innovation: We embrace new ideas and technology to continuously improve the care and services we offer. Our culture of innovation encourages creativity, fosters a forward-thinking mindset, and leverages advancements to enhance the well-being and quality of life of our residents. Collaboration: We work together as a team, with families and healthcare providers, to ensure the holistic well-being of our residents. Our collaborative approach involves open communication, mutual respect, and shared decision-making, fostering a sense of community and shared purpose. Narrative Strengths: There are various essential strengths of Jasper Gardens, the reasons behind its reputation and popularity as a long-term care leader. Probably, it is one of the leading strengths in that area and has gained an image as well as reputation for personal compassionate care. The facility’s staff continuously and consistently exceeds minimum expectations of meeting individual needs for care, especially in complicated cases, such as dementia and Alzheimer’s disease. This level of attentiveness and empathy has led to high ratings from residents and families, placing Jasper Gardens ahead of competitors in the same market. The reputation, which speaks for quality, attracts new residents and builds up trust with family members, who do place a high value on how their loved ones are well taken care of. Another significant strength is the workforce is highly skilled, especially in regard to specialized care for patients afflicted with dementia and Alzheimer’s. Since the aging populace is rapidly increasing their condition of cognitive impairment, care providers who have received special education to handle these conditions are in more demand (Barreira et al., 2023). Jasper Gardens has strategic investments in the direction of training and developing people who are strong in this specialty, which is a source of great competitive advantage over others. The ability to provide expert care for individuals with Alzheimer’s and other cognitive impairments is increasingly becoming a differentiator in the long-term care market. The integration of advanced health monitoring and personalized care planning technology is another strength that makes Jasper Gardens different from its counterparts. With state-of-the-art technologies such as EHRs and telemedicine, quality care will be enhanced with better communication and operational effectiveness. The above technologies also allow for more tailor-made care planning in that the health status of the residents can be kept under continuous observation, allowing for adjustment of care plans (Chapman et al., 2023). Use of technology enables residents’ needs to be managed in a proactive way such that these needs are achieved timely and effectively. This strength would contribute to a facility providing top-of-the-line care and ensures a positive outcome for its residents. Weaknesses: Despite its strengths, there are several challenges that Jasper Gardens could face in its quest for growth and operational effectiveness. One of its most significant weaknesses is limited physical space. Given that the demand for long-term care increases with the aging population, this facility may not be sufficiently large to expand for a greater number of residents. Without expansion, Jasper Gardens will have a hard time sustaining its reputation for quality care for all the residents because overcrowding may cause burnout among staff, less attention to personal care, and waiting for services (United Nations Population Division, 2022). The second weakness is the problem of retaining staff, which is a common problem in the healthcare sector. Long-term care facilities have also been known to have a high level of turnover (Krein et al., 2022). The type of work is very physically demanding and stressful emotionally. To Jasper Gardens, it is therefore highly important to retain skilled staff so as to ensure continuity of care within the facility, meaning all residents continue receiving the same standards of service. Reverse care regimes will be disrupted by high rates of staff turnovers, hefty recruitment and training costs plus low-quality services to clients. The weak point would be addressed using more enhanced employee engagement approaches to wage level competitiveness, better benefits arrangements, and a good working-life balance for the employee (Gandhi et al., 2021). Old administrative systems constitute another challenge to Jasper Gardens. The facility is very modern as far as technology is concerned about the care of patients, while internally, its administrative system might not be that developed. The use of manual or old systems or software leads to inefficiency and even a delay in communication due to errors in documentation (Provenzano et al., 2024). As the organization grows, so does the burden of administration. Without efficient systems in place, the facility is liable to compromise on the quality of service and resident satisfaction. Investing in modern administrative software and optimizing internal processes is essential for improving operational efficiency and reducing potential risks. Opportunities: Jasper Gardens is well positioned to capitalize on several opportunities that will drive growth and enhance services. One of the greatest opportunities is the aging population. As more people become eligible for retirement and need assistance with daily activities or long-term care, demand for facilities like Jasper Gardens will continue to increase (United Nations Population Division, 2022). This shift in the population trend offers an opportunity for extending services and capacity at the facility due to the growing need to care for the aged population. The facility may pursue ways to attract more residents by offering services uniquely customized to the needs of aging populations, such as the provision of chronic disease and cognitive impairment care. This facility can also expand opportunities to partner with local health service providers, including hospitals, clinics, and specialists. Through partnership with external providers, Jasper Gardens will be able to provide a wide range of specialized services including physical therapy, pain management, or palliative care. These partnerships may also increase the referral rate by physicians and healthcare professionals as they will recommend the facility to families seeking care for their loved ones (Nguyen & Giang, 2021). Building relations with local healthcare facilities can further strengthen Jasper Gardens’ image and ability to provide integrated, holistic care. Technological advancements further open more avenues for Jasper Gardens in terms of improving its functions and services. EHRs, telemedicine, and health data analytics are some technologies that can aid the facility in streamlining communication, minimizing errors, and personalizing care. In particular, telemedicine integration helps residents consult with healthcare professionals remotely. This reduces the need to travel and enables more efficient delivery of healthcare (Armitage et al., 2020). In addition to improving care delivery, these technological advancements enhance the appeal of the facility to families who prioritize innovation and efficiency in the care of their loved ones. Jasper Gardens can further extend into home care services, a rare opportunity to capitalize on growing demand for aging-in-place solutions. Many seniors are resistant to the idea of relocating to a facility; they would much rather be cared for at home (Jang, 2020). Jasper Gardens will meet that demand while ensuring quality and person-centered care remain their hallmark. This may also open up a new revenue source for the facility, diversifying its service offerings and expanding its brand presence. Threats: Jasper Gardens faces a number of external threats that will potentially threaten its long-term success. The facility faces the primary threat of increased competition. The long-term care sector is continuing to grow, and many providers are entering the market with similar services targeting the same pool of potential residents. To stay competitive, Jasper Gardens needs to continue differentiating itself through specialized care, innovative technologies, and a reputation for personalized compassionate care (Butler, 2022). Failure to stay out of the crowded marketplace will lead to decreased occupancy and revenue. Modifications to the regulations governing the health care sector provide an additional danger. The facility’s financial viability may be impacted by modifications to government rules, such as new healthcare laws or adjustments to Medicaid and Medicare reimbursement. Adapting to new legislation is expensive and time-consuming; if you don’t, you risk fines or maybe losing your funding. Jasper Gardens must be adaptable and proactive with response to regulatory changes in order to preserve compliance and prevent disruptions in service delivery (R??m??, 2002). The facility’s financial stability also hangs in the balance due to amendments on the rules governing health care. Government regulations in operation, including new healthcare laws, changes on the Medicaid and Medicare, have the potential to sway a facility’s financial sustainability. Compliance with changing regulations proves costly and time-consuming and may even result in losses in the form of fines or funding. Jasper Gardens needs to be flexible and proactive in following regulatory developments to maintain compliance and avoid service delivery interruptions (Galvin, 2021). Economic slowdowns are the other danger for Jasper Gardens to suffer in terms of finances. The family will likely spend less on long-term care if the economy has worsened, especially in situations where the facility heavily depends on private pay or government subsidy cuts. This is because reduced occupancy rates result in low revenues and operational difficulties. Diversification of revenue streams and finding ways to decrease operational costs without compromising the quality of care are also options for Jasper Gardens (Weir et al., 2021). Grand Strategies for Addressing Internal and External Factors Grand strategies are comprehensive plans that organizations use to achieve significant long-term objectives. In the context of healthcare, these strategies help address internal and external factors that influence organizational operations. The following grand strategies are designed to address internal limitations such as resource constraints and inefficiencies, as well as external pressures such as competition and regulatory challenges (Ghicajanu, 2021). Grand strategies in healthcare are essential for addressing both internal and external factors that influence organizational operations. By adopting these strategies, healthcare organizations can improve their market position, enhance patient care, and achieve long-term sustainability. SWOT Analysis Strengths Strong reputation for personalized, compassionate care Dedicated and skilled workforce, especially in dementia care Advanced technology infrastructure for resident health monitoring High resident satisfaction and family engagement Strong community involvement and local partnerships Weaknesses Limited physical space for expansion Challenges in staff retention, especially due to high turnover rates Outdated administrative systems Limited marketing and outreach efforts Inconsistent training programs for new hires Opportunities Growth in demand for long-term care services due to aging population Integration of technology solutions to enhance resident care Possible collaborations for specialist care with nearby healthcare providers Potential for attracting younger, tech-savvy residents with innovative programs Opportunities to expand into home care services for aging in place Threats Increased competition from nearby care facilities Regulatory changes that may increase operating costs Budget constraints limiting expansion and technological advancements Potential staffing shortages due to labor market challenges Economic downturn affecting funding and subsidies for elderly care Grand Strategy 1: Market Penetration Market penetration focuses on increasing an organization’s share within its existing market. This strategy is often used when the market is growing, and there are opportunities to enhance existing offerings. For Jasper Gardens, market penetration will help address weak market presence and rising competition from other healthcare providers. Objective: Increase the organization’s market share in its current location. Factors Addressed: Competitive pressure (external) and lack of market visibility (internal) (Wayland & McDonald, 2021). Grand Strategy 2: Product Development Product development involves offering new products or services to existing customers. For healthcare organizations, this can mean introducing new services that improve patient care or adopting new technologies. Jasper Gardens will use this strategy to diversify and improve its service offerings, addressing internal gaps in services and external technological advancements. Objective: Develop and introduce new healthcare services for patients. Factors Addressed: Technological advancements (external) and limited service offerings (internal) (Walston, 2014). Grand Strategy 3: Strategic Alliances Strategic alliances involve partnerships with other organizations that help expand resources, capabilities, or market reach. This strategy will help Jasper Gardens collaborate with other healthcare providers or organizations to mitigate the external pressure of regulatory compliance and resource constraints. Objective: Form partnerships to expand service reach and resources. Factors Addressed: Resource limitations (internal) and regulatory challenges (external) (Wayland & McDonald, 2021). Grand Strategy 4: Cost Leadership Cost leadership involves becoming the lowest-cost provider in the industry. Jasper Gardens can optimize operations, reduce overhead, and streamline processes to offer competitive pricing while maintaining high standards of patient care. This strategy addresses rising operational costs and economic pressures. Objective: Achieve cost leadership through improved operational efficiency. Factors Addressed: High operational costs (internal) and economic pressure (external) (Walston, 2014). Grand Strategy 5: Market Diversification Market diversification involves expanding into new geographic areas or market segments to reduce risk and dependency on a single market. For Jasper Gardens, market diversification will mitigate risks related to market saturation and demographic shifts. Objective: Enter new geographic markets to expand organizational reach. Factors Addressed: Overdependence on a single market (internal) and demographic shifts (external) (Wayland & McDonald, 2021). Operational and Tactical Plans for Each Grand Strategy For each grand strategy, operational and tactical plans will be developed to outline specific actions to achieve the stated objectives (Grant, 2024). These operational and tactical plans provide a roadmap for implementing each grand strategy effectively, ensuring that healthcare organizations can address internal and external factors while achieving their strategic goals. The following are the operational and tactical plans for each strategy: Grand Strategy 1: Market Penetration Operational Plan: Enhance Service Quality: Implement quality improvement programs, invest in staff training, and upgrade medical equipment. Expand Marketing Efforts: Develop comprehensive marketing campaigns, utilize digital marketing, and engage in community outreach. Improve Patient Experience: Focus on patient-centered care, streamline administrative processes, and improve communication. Tactical Plan: Launch a digital marketing campaign using social media platforms to reach more patients. Improve customer service by training staff on effective communication and care strategies. Conduct regular quality audits and provide continuous education for healthcare professionals. Objectives: Increase patient volume by 15% over the next 12 months. Improve patient satisfaction scores by 20%. Reduce appointment no-show rates by 20%. Grand Strategy 2: Product Development Operational Plan: Establish an internal task force to explore new healthcare service offerings. Invest in technology and research to improve patient care services. Conduct market research to identify potential new markets. Tactical Plan: Introduce telehealth services for patient consultations. Offer new wellness programs for chronic disease management. Identify and analyze potential markets, negotiate with local healthcare providers, and build or acquire new clinics. Objectives: Launch two new healthcare services within the next six months. Increase patient satisfaction scores by 20% within a year. Achieve a 10% adoption rate of new services among current patients (Wayland & McDonald, 2021). Grand Strategy 3: Strategic Alliances Operational Plan: Identify potential partners in the healthcare and medical sectors. Negotiate partnership terms with a focus on shared resources. Integrate services and share resources. Tactical Plan: Form partnerships with insurance providers to expand coverage options for patients. Collaborate with local medical institutions for joint educational programs. Objectives: Establish three strategic alliances within one year. Increase access to advanced medical technologies by 20%. Reduce operational costs by 10% through resource-sharing agreements. Grand Strategy 4: Cost Leadership Operational Plan: Streamline internal processes by implementing lean practices. Invest in technology to reduce operational overhead. Negotiate better supplier contracts. Tactical Plan: Implement electronic health records (EHR) to improve data management. Conduct staff training on operational efficiency and cost-saving practices. Objectives: Achieve a 15% reduction in operational costs within the next year. Improve efficiency in key processes by 20%. Improve staff productivity by 20% (Wayland & McDonald, 2021). Grand Strategy 5: Market Diversification Operational Plan: Conduct thorough market research to identify new geographic regions for expansion. Develop infrastructure in targeted locations to support service delivery. Develop business plans for new healthcare-related businesses. Tactical Plan: Launch a marketing campaign to raise awareness in new regions. Establish partnerships with local healthcare providers to increase market presence. Objectives: Enter two new markets within the next two years. Launch one new healthcare-related business within a year. Achieve 10% revenue growth from diversified markets (Wayland & McDonald, 2021). To measure the success of grand strategies in healthcare, use SMART objectives and key performance indicators (KPIs). For market penetration, track patient volume, market share, satisfaction, revenue, and marketing ROI. Market development is measured by new markets, partnerships, and revenue. Product development success includes new services, revenue, satisfaction, and R&D ROI. Diversification focuses on new ventures, revenue, profitability, and risk reduction. Cost leadership tracks costs, profit margins, efficiency, and savings. Strategic alliances measure alliances, joint projects, and research output. Digital transformation includes EHR adoption, telemedicine usage, and efficiency. Value-based care tracks patient outcomes, readmission rates, and cost savings. Workforce development measures retention, training, and satisfaction. Sustainability initiatives focus on carbon footprint, waste reduction, and energy efficiency. Monitoring these KPIs helps achieve strategic goals. Key Performance Indicators (KPIs) Key Performance Indicators are critical metrics to measure the overall success of Jasper Gardens’ strategic priorities and operational objectives. Each KPI reflects specific outcomes and aligns with the goals outlined in the plan (Seidel, 2023). Resident Satisfaction Scores Definition: This KPI measures the overall satisfaction levels of residents with care quality, amenities, and services. Measurement Approach: Conduct monthly resident satisfaction surveys and quarterly feedback sessions to collect qualitative and quantitative insights. Depth: Surveys will include Likert-scale questions, open-ended responses, and semi-structured interviews to gauge satisfaction and areas for improvement. Breadth: Include all current residents, and rotate focus groups to ensure representation of new and long-term residents. Triangulation: Cross-reference survey responses with families’ feedback and care quality reports for a comprehensive view of resident satisfaction. Target Benchmark: Maintain a satisfaction score above 90%. Staff Retention Rate Definition: This KPI tracks the percentage of employees retained over a given period. Measurement Approach: Use HR data to monitor employee tenure, turnover rates, and reasons for attrition. Depth: Employee engagement surveys and exit interviews will identify specific causes of staff dissatisfaction and areas of improvement. Breadth: Include all departments (nursing, administrative, support staff) to account for overall organizational stability. Triangulation: Compare staff feedback with retention rates and workshop participation to evaluate the effectiveness of development programs. Target Benchmark: Achieve a retention rate of 85% annually. Revenue Growth Definition: This KPI measures the increase in revenue through service diversification and new partnerships. Measurement Approach: Compare quarterly and annual financial reports to analyze revenue growth trends. Depth: Track revenue streams separately, such as resident fees, wellness programs, memory care services, and partnership contracts. Breadth: Incorporate data from marketing efforts (referral rates, new resident intakes) and partnership agreements. Triangulation: Cross-reference financial performance with occupancy rates, customer acquisition cost, and revenue per service line. Target Benchmark: Achieve a 10% revenue growth annually. Performance Benchmarks Benchmarks provide specific reference points to evaluate progress and ensure Jasper Gardens is on track to meet its strategic objectives. Occupancy Rate Definition: Measure the percentage of available units occupied by residents at any given time. Benchmark: Maintain an occupancy rate of at least 95% year-round. This benchmark aligns with the operational goal of increasing brand awareness and attracting new residents. Evaluation Method: Track occupancy monthly through internal housing reports. Include data on new admissions, discharges, and inquiries to assess trends. Triangulation: Cross-check against marketing campaign performance and referral rates. Participation in New Wellness and Memory Care Programs Definition: This benchmark assesses engagement levels in newly introduced services. Benchmark: Achieve at least 70% participation from current residents in wellness and memory care programs within the first year of implementation. Evaluation Method: Record program attendance and gather qualitative feedback on residents’ experiences and perceived benefits. Triangulation: Compare attendance data with resident satisfaction scores and wellness outcomes. Technology Adoption Rate Definition: Measure the extent to which new technologies (e.g., telehealth and EHR systems) are used effectively by staff and residents. Benchmark: Achieve a 90% adoption rate among staff for EHR systems and telehealth tools within six months of implementation. Evaluation Method: Conduct usage audits, analyze training participation, and survey staff for ease of use. Triangulation: Cross-reference technology usage rates with staff feedback and improvements in service efficiency (e.g., reduced documentation errors, faster response times). Evaluation Indicators Evaluation indicators are essential for assessing the effectiveness of Jasper Gardens’ overall strategies and identifying areas requiring adjustments. Resident Health and Wellness Outcomes Definition: Evaluate improvements in residents’ overall health, well-being, and quality of life as a result of new wellness programs and care enhancements. Measurement Approach: Collect health outcome data, such as reduced hospital readmissions, increased physical activity participation, and overall well-being assessments. Triangulation: Compare residents’ health data with feedback from families and health professionals to validate program success. Evaluation Timing: Semi-annual assessments to monitor progress and ensure sustained improvements. Partnership Impact Assessment Definition: Evaluate the tangible benefits of partnerships with healthcare providers, universities, and hospitals. Measurement Approach: Track the number of partnerships, joint initiatives launched, and the resulting improvements in care coordination and specialized treatments. Triangulation: Analyze financial data, resident outcomes, and feedback from partners to determine the partnership’s success. Evaluation Timing: Conduct annual reviews to assess partnership performance and identify opportunities for new collaborations. Evaluation Process Jasper Gardens will follow a structured evaluation process to measure progress against the KPIs, benchmarks, and evaluation indicators. Quarterly Reviews Conduct performance reviews every quarter to assess progress on KPIs and benchmarks. Analyze quantitative data (e.g., occupancy rates, revenue growth) and qualitative insights (e.g., resident satisfaction, staff feedback). Annual Comprehensive Evaluation Perform an annual evaluation to measure long-term impact, assess challenges, and refine strategic priorities. Combine financial audits, performance reports, resident health data, and staff evaluations. Feedback Mechanisms Use resident, family, and staff surveys as ongoing tools to gather insights. Establish open communication channels to ensure transparency and responsiveness. Corrective Actions Identify gaps in performance or unmet benchmarks. Implement targeted action plans to address weaknesses, such as additional training, resource allocation, or marketing adjustments. Size of the Change and Its Impact on the Community and the Organization When considering the size of the change at Jasper Gardens, it is important to analyze both the internal and external impacts. The changes could range from operational shifts within the organization to a complete restructuring of healthcare delivery models. Given that healthcare institutions are highly regulated and function within complex healthcare ecosystems, any changes introduced would have substantial ramifications. The size of the change depends on the depth of the changes implemented, such as transitioning to evidence-based practices, shifting the organizational culture, or incorporating new technologies. Externally, the changes will affect the community served by Jasper Gardens. If we are improving patient care through evidence-based practices, such as the integration of new medical protocols or enhancing patient services, it will significantly impact patient outcomes and satisfaction. The shift could potentially elevate the community’s overall health, leading to increased trust in the facility, better healthcare outcomes, and a more robust relationship with the community. Furthermore, as a healthcare organization, Jasper Gardens plays a key role in public health, and changes affecting patie

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