MISSION
Offer leading-edge patient care while improving expertise in nursing practice.
VISION
Establish highly dependable for excellent quality health practice
VALUES
Our nursing values serve to better our daily practice.
- Unity among the workers
- Tolerance
- Empowerment
- Symptoms-based practice
- Patient-centered care
- Innovation and troubleshooting
Our Tibu Nursing Home values are our foundation always for all.
- Flexibility
- Innovation
- Reverence
- Love
- Teamwork
Tibu Nursing Home was established in 2000 by the Mill Hill Fathers as a community health center. The idea was born due to the inaccessibility of health services by the locals. This was because the government hospital was far away, and the infrastructure was not favorable. Since then, it has continued to operate effectively as a private entity. Currently, it has fifteen health officers, including doctors and nurses, and infrastructure to cater for about one hundred and fifty patients at ago.
This document, therefore, contains a strategic framework for results to be pursued for the next three years under the following result areas: Optimum health services delivery with highest standards of expertise; Improve infrastructural planning & development of the health facility and; Institutional strengthening of the facility.
SWOT ANALYSIS
This section contains the key strengths, weaknesses, opportunities, and threats identified during the strategic planning process. The strengths and weaknesses are derived from an internal assessment of the Tibu Nursing Home, largely based on health practitioners’ perceptions. On the other hand, the opportunities and threats are deduced from PESTEL (political, economic, social, technological, environmental and legal) analysis of the external environment of the facility
Strengths
. • Well- established but aged infrastructural facilities
- Goodwill from key stakeholders
- Sufficient space for expansion of the school
- Prudent financial and resource management
Weaknesses
- The inadequate and poor state of existing facilities
- Unfavorable financial position
- Uneven staff workload
Opportunities
- Goodwill from external stakeholders
- Improved economic prospects for the country
- Sustainable peace and security
- Proliferation and uptake of ICT
- Improved infrastructure and availability of natural resources
Threats
- Negative social influences from the local community and beyond
- Environmental and health hazards associated with the locality
- Corruption and embezzlement of funds
Strategic Objectives
- Build a patient-centered integrated health care system;
- Reduce inequity and improve the facility’s access
- Increase the prioritization on health promotion
- Improve quality, safety, performance, and accountability
- Improve prevention, screening, and diagnosis to continually improve patient clinical outcomes
Financial Projection and Estimates
Revenue (in millions)
(Sub)continent 2020 2021 2022
consultation 254 285 322
drugs 331 370 416
surgery 574 605 634
emergency 750
1500 2005
Conclusion
Successful implementation of the Strategic Plan requires a new approach to governance of the Tibu Nursing Home. The board will have to realign its structures to ensure effective strategic oversight in the implementation of this plan. The board should ensure that the facility develops policies and procedures to govern various administrative and operational aspects of the management of the facility. This will contribute to a conducive policy environment within which this plan will be implemented.
Reference
Drenkard, K. (2012). Strategy as a solution: Developing a nursing strategic plan. JONA: The Journal of Nursing Administration, 42(5), 242-243.
Ck-12. Multiple line graphs. Retrieved from https://www.ck12.org/statistics/multiple-line-graphs/lesson/Multiple-Line-Graphs-MSM7/ Accessed on April 12, 2020
Smith, J. A. (2014). Reflections on the framing of ‘health equity’ in the National Primary Health Care Strategic Framework: a cause for celebration or concern?. Health Promotion Journal of Australia, 25(1), 42-45.
Austrian Government Department of Health (2013). Strategic outcome 1: build a consumer-focused integrated primary health care system. Retrieved from https://www1.health.gov.au/internet/publications/publishing.nsf/Content/NPHC-Strategic-Framework~strategicoutcome1 Accessed on April 12, 2020
Strategic plan-company slogan pdf. Retrieved from https://www.jotform.com/pdf-editor/201014630215032?template=1Accessed on April 12, 2020