Strategic Assessment and Planning | Blackboard Masters

Strategic Assessment and Planning
In this assignment, you will have the opportunity to use a project planning tool to show who will be in charge of project components, so that a daycare facility will be developed on time to meet the needs of the healthcare workers at a facility.
Review the Decisions, Decisions case on page 326 of your textbook. “Assume the HCO Decides to Develop a New Day-Care Center.” (Pozgar, 2016, p. 55). Create a Gantt chart (as in Exhibit 3.3) for that project.
Make sure to avoid plagiarism and follow APA format.
1- Introduction
2- Gantt Chart Your Gantt chart should have at least eleven items in place, working to achieve the goal of instituting a daycare facility over a nine-month period
3- Conclusion
4- References
“Case: Decisions, Decisions
University Memorial Hospitals (UMH) is located in a small, Midwestern college town, which is home to a large state university and teaching hospital. UMH is a 571-bed, state-owned, teaching medical center that employs over 4,000 people. As the primary public hospital in its state, UMH provides tertiary care and specialty services to patients from numerous urban and rural communities. The mission of UMH is to provide high-quality patient care, to educate healtheare professionals, to advance health research, and to provide community service. The Planning department’s multiple responsibilities include strategic planning, facility planning. and program development.
Organizational Problem
“Where am I supposed to leave my kids while I’m helping Dr. Smith with patients?” Mary Rogers, a recently hired nursing assistant, asked Tom Martin, manager of the Planning department at UMH. “Here in University Town,” she continued, “the daycare facilities are too expensive and inconvenient. Sometimes I have to take time off from work to care for my children. Can’t you in Planning do something to remedy that?”
About a year ago, an employee mentioned the idea of a daycare center for hospital employees. Since then, Mr. Martin had been approached repeatedly by aggravated employees, such as Mrs. Rogers, who were dissatisfied with the inadequate supply and high cost of daycare facilities in University Town. As the number of families with two fully employed parents increased, UMH employees faced greater difficulty in finding suitable care for their children during work hours. Mr. Martin realized that UMH must respond to the changing environment and act as a leader in meeting the needs of its employees. UMH, however, needed to consider a variety of issues before committing to the massive project of building a daycare center.
The CEO of UMH assigned Mr. Martin and Planning the task of determining the advantages and disadvantages of creating a daycare center. Given the large number of UMH employees, the daycare center would have to be able to accommodate a large number of children. If the project seemed feasible, Mr. Martin would also be responsible for developing an acceptable business plan to be presented to UMH’s board of directors. He contemplated various ways of approaching this project and decided to create a subcommittee to discuss the pertinent issues and formulate a report for the board. Both UMH and University employees would be invited to participate on the subcommittee to account for the various employee perspectives.
Mr. Martin and his subcommittee considered the possibility of a joint venture between the hospital and the University to build a daycare center in a mutually convenient location. If this option were pursued, UMH and the University would need to collaborate and discuss numerous issues including who would manage the facility, where it would be located, how many slots would be allocated to University versus UMH employees, and what criteria would be used to grant participation to employees.
Mr. Martin wanted to make the best proposal possible for the board, and he was not sure whether he should even recommend building the center. He wondered if UMH overlooked any options that could more effectively meet the daycare needs of employees. He knew the organization needed to respond to the changing environment. In recent months, UMH had consistently experienced increased absenteeism and decreased employee morale. Mr. Martin wondered if the appropriate action was to build a daycare center or if a different approach held the solution.”


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