Strategic Plan for a Veteran-Centered Group Home

Mission, Vision, and Core Values

This organization is a new healthcare organization and group home for veterans. The mission is to provide a safe and stable environment for veterans to recover from injury, surgery, or trauma. The vision is an America where veterans feel valued and where their service is repaid with the highest honor. The key external values of the organization are healing, compassion, and empathy; the key internal values are hard work, caring, and attention to detail.

Strategic Planning Framework and Model

The strategic plan centers on positioning: the organization targets veterans who are able to afford private care, though some will be funded through government payer sources. To deliver a premium standard of care that exceeds what is typically available at a VA facility, the organization will focus on hiring and retaining the best talent while investing in its facilities. The most modern healthcare tools will be utilized — a key point of differentiation — and this comes with specific requirements for the hiring and training of nurses, physicians, and other medical staff.

Of the main strategic planning models, the Basic model best describes how this organization will approach strategic planning (ExecuteStrategy.net, 2018). This model follows a pathway of vision → goals → approach → action. The organization has a clear vision and is in the process of setting critical goals. The approach is largely driven by that vision, particularly where investment and organizational structure are concerned. In the Basic model, the vision serves as the foundation for strategy development. The vision operates at a high conceptual level; the mission provides a more operational interpretation of the vision; and the key values represent the "how" — the means by which vision is translated into action. Thus, vision is the guiding force behind strategy, with mission and key values serving as strong influencers.

Organizational Structure and Key Leaders

To deliver high-value service superior to that of competitors, this organization adapts the traditional hierarchical structure of a typical healthcare organization into a patient-centric structure. Patients are assigned teams of caregivers, and these teams are managed by individual leaders who guide patient care. This structure is designed to break down the communication silos that often exist in healthcare organizations and to increase teamwork. In a group home setting — where patients are typically long-term residents — caregivers working closely together with each patient is not only possible but expected to produce superior patient outcomes.

Within this structure, standard roles remain largely intact, but with a greater emphasis on communication between different caregivers, a dedicated focus on individual patient needs, and continuity of caregiver assignment. Beyond patient care, the organization will maintain a functional structure with units such as Finance and Operations. However, the Patient Care department will supersede more traditional role-based departments (i.e., separate departments for doctors, nurses, etc.).

The organization is headed by an experienced management team of healthcare professionals. The head of Patient Care has a diverse background, having begun as a nurse, returned to school to become a physician, and ultimately moved into healthcare administration. Other leadership roles are filled by experienced professionals who are experts in their respective fields.