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Part 1 Discussion 1: Write a 250- to 300-word response to the following:  Describe and then compare and contrast strategic versus operational plans used in your health care organization or one that you are familiar with.  How do these two tools, when used together, help a health care organization be greater as a whole system than the sum of its parts in a rapidly changing environment?  Include your own experience, as well as 2 citations that align with or contradict your comments as sourced from peer-reviewed academic journals, industry publications, books, and/or other sources. Cite your sources using APA formatting. If you found contradicting information to what your experience tells you, explain why you agree or disagree with the research. Include at least 1 citation and corresponding reference that aligns with or contradicts your comments as sourced from peer-reviewed academic journals, industry publications, books, and/or other scholarly sources. Format your citations according to APA guidelines. Discussion 2 Week 4 Topic In Week 6, you will compare and contrast strategic versus operational planning. You will apply the Balanced Scorecard tool to these types of planning. Innovative approaches to planning in a rapidly changing health care environment will also be discussed. Write a 250- to 300-word response to the following:  Reflecting on your readings in this week’s learning activities, which particular topic or issue resonates the most with you and why? What big questions remain unanswered? Include at least 1 citation and corresponding reference that aligns with or contradicts your comments as sourced from peer-reviewed academic journals, industry publications, books, and/or other scholarly sources. Format your citations according to APA guidelines. Part 2 Student Responses: Student Response 1: Student response 1: Review the classmates' posts and respond to at least one in a minimum of 150 words. Explain why you agree or disagree. Then, share an example from your professional experience to support your assertions.

According to Rosen (2017), health organizations must consider operations and strategy in planning to survive and thrive in the new healthcare era. A strategic plan is a roadmap for a healthcare system, with overarching goals that lead the way to achieve the organization’s desired future outcomes. And an operational plan is the smaller steps or compass used to help navigate the roadmap and guide the success of smaller goals. The medical school developed a 5-year strategic plan with five overarching objectives. The planning process began by assessing the current state of the school of medicine (SOM). The three pillars of education, clinical practice, and research were examined to understand their strengths and weakness regarding the SOM mission. Previous plans were reviewed, budget information analyzed, and faculty, staff, and community stakeholders were interviewed. And other leaders of community-based medical schools were consulted. All these activities were conducted to develop the SOM’s 5- year strategic plan. The actual work of implementing the strategic plan happens in each department within the SOM. There are five overarching strategic priorities. Each department is responsible for including annual goals under each strategic objective. Thus, operationalizing the goals and assigning duties with timebound due dates. Perera and Peiró (2012) stated that the term operational applies to a time scope of 1 year or less. These goals are established and start at the beginning of the SOMs fiscal year. Operational planning aims to make each strategic objective specific, practical, and recognizable ( Perera & Peiró 2012). This undertaking is difficult, as operational objectives are tied to staff time and financial indicators. Each year, SOM department leaders convene and go through the arduous task of reviewing the goals from the previous year and assessing achievement, making corrections, and developing the goals for the new fiscal year. References: Perera, F. D. P. R., & Peiró, M. (2012). Strategic planning in healthcare organizations. Revista Española de Cardiología (English Edition) , 65 (8), 749- 754. https://www.sciencedirect.com/science/article/pii/S188558571200182X Rosen, S. (2017). Strategic operational planning: Why healthcare organizations need to adopt this dual approach under population health management. https://www.proquest.com/openview/8efb0230cfcfef5c30063b213cb39a38/1?pq- origsite=gscholar&cbl=32264

Student Response 2: Student response 1: Review the classmates' posts and respond to at least one in a minimum of 150 words. Explain why you agree or disagree. Then, share an example from your professional experience to support your assertions. The topic that intrigued me this week was the balanced scorecard, which I have never heard of. A balanced scorecard, or a BSC, is a method for strategic planning and management widely utilized in organizations today. A BSC aims to align an organization's business strategies and activities with its vision and mission. It is a tool for performance management that assists organizations in measuring and monitoring their performance and keeping track of the advancement of their strategic objectives (Roy & Wetter, 2001). In a variety of different ways, the balanced scorecard can be of assistance to hospitals in their efforts to improve the quality of their services and increase their efficiency in allocating funds. To begin, the BSC can assist in the identification and prioritization of areas in need of improvement. These areas include patient care, quality of care, patient satisfaction, and expense savings. By assessing the hospital's current performance with the BSC, leaders can pinpoint areas of the institution that require improvement and concentrate their efforts on those areas (Roy & Wetter, 2001). Second, the BSC can assist the hospital in defining and measuring important critical performance indicators. Key performance indicators (KPIs) assess how well the institution meets its objectives. The BSC can assist the hospital in tracking progress concerning the KPIs and identifying areas where there is room for development. Because of this, the hospital can evaluate its performance consistently, enabling it to make better decisions regarding where to distribute resources and how to improve services (Cobbold & Lawrie, 2002). Thirdly, the BSC can also be utilized in establishing goals and aims for the facility. These goals and objectives can serve as benchmarks for determining progress and how suitable performances are being achieved. This enables the hospital to allocate its resources and ensures they are directed toward the essential areas for enhancing the services provided (Cobbold & Lawrie, 2002). The fourth attribute is that the BSC can be utilized to monitor the hospital's financial operations results. This involves accounting for things like revenue, expenses, and profit margins, and the hospital can pinpoint areas where it can save money and improve its budget. This information can also help guide judgments regarding which services should receive priority and investment (Inamdar & Kaplan, 2002). Lastly, the BSC can assist the hospital in tracking and monitoring the consequences of patient care. This includes determining the level of health outcomes and patient satisfaction with the treatment they received. The hospital can identify areas with room for development and then allocate resources to those needs, thanks to monitoring these metrics (Inamdar & Kaplan, 2002).

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Overall, the balanced scorecard can help a hospital provide a more comprehensive view of its performance and assist the hospital in improving its service and increasing the efficiency with which it allocates financing. The hospital can ensure that it effectively administers resources and makes decisions following its strategic goals if it determines the areas in which it can improve, then sets goals, and then measures performance against those goals (Roy & Wetter, 2001). References: Cobbold, I., & Lawrie, G. (2002). The development of the balanced scorecard as a strategic management tool. Performance measurement association , 35 (1), 37-56. Inamdar, N., & Kaplan, R. S. (2002). Applying the balanced scorecard in healthcare provider organizations. Journal of healthcare management , 47 (3), 179-195. Roy, J., & Wetter, M. (2001). Performance drivers: A practical guide to using the balanced scorecard . John Wiley & Sons

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