For this assignment you are required to draw upon an example from your practice that relates to leading the development or implementation of a strategy, strategic plan or similar. The example selected should be relevant to quality improvement and/or patient safety. Drawing on the literature critically analyse the key strategic planning and leadership processes and issues evident (or not) in the example selected.
Learning outcomes: 1. Appraise the importance of leadership in organisations and contrast the functions of leadership and management. 2. Interpret the concept of strategy and describe the formulation and implementation of strategic plans. 3. Evaluate the impact of the external and internal environmental factors on strategy and change management and conduct a strategic analysis on their organisations and its environment using a variety oftools. Part B: (Individual assignment) For this assignment you are required to draw upon an example from your practice that relates to leading the development or implementation of a strategy, strategic plan or similar. The example selected should be relevant to quality improvement and/or patient safety. Drawing on the literature critically analyse the key strategic planning and leadership processes and issues evident (or not) in the example selected. Referencing should be in Harvard style. Important readings: 1. West, M.A., Eckert, R., Steward, K. and Pasmore, W.A., 2014. Developing collective leadership for health care (Vol. 36). London: King's Fund. 2. Ham, C., Baker, G.R., Docherty, J., Hockey, P., Lobley, K., Tugendhat, L. and Walshe, K., 2011. The future of leadership and management in the NHS: no more heroes. London: The King’s Fund. 3. Storey, J. and Holti, R., 2013. Towards a New Model of Leadership for the NHS. 4. Hill, T.J. and Powell, L., 2005. Balanced scorecards for small rural hospitals: concept overview & implementation guidance. Health Resources and Services Administration, p.4. 5. Kollberg, B. and Elg, M., 2011. The practice of the balanced scorecard in health care services. International Journal of Productivity and Performance Management. 6. McDonald, B., 2012. A review of the use of the Balanced Scorecard in healthcare. Newcastle: BMCD Consulting. 7. State of Qatar Ministry of Public Health MOPH Strategic Plan of 2021 – 2025 (Darb-2025) Prepared by/ the Strategic Planning and Performance Department Planning and Organizational Performance Division Doha - 2025 MOPH Strategic Plan 2021 - 2025 | 2 Contents H.E. Minister Brief …………………………………………………………………………...………………. 3 Introduction …………………………………..…………………………….…………………………...……. 4 Project Introduction ……………………………………………………………………………………...…… 5 Strategic Plan ……………………………………………………………………………………………..….. 6 Internal and External Environment Analysis ……………………………………………………………..…. 7 Vision and Message …………………………………………………………………………………….…… 9 Result based Strategic Planning Model …………………………………………………………………..... 10 Main Outcome………………………………………………………………………………………………. 11 Results-Based Strategic Planning Model…………….…………………………………………………….. 12 Summary of the overall scheme of the seven intermediate outcomes and objectives………..…………...… 15 Contact & Communicate Plan…………………………………………………………………………..…… 17 Appendices…………………………………………………………………………………..…………….... 18 References ………………………...………………………………………………………………...………. 19 MOPH Strategic Plan 2021 - 2025 | 3 H.E. Minister's Speech The Health Care Sector in the State of Qatar has completed several achievements that directly and effectively contributed to the development of a comprehensive and inclusive system for Health Care within the State and also matched the best international standards. The developed system enables all society segments to access it and benefit from its services, all in efforts to achieve the Human Development pillar of Qatar National Vision 2030, as well as fulfilling the needs and expectations of Qatar's current and future generation. The Ministry of Public Health (MOPH) has greatly advanced in the continuous enhancement of policies, regulatory, and planning framework regarding the operation of the Health Care Sector. The Ministry has achieved that through following the best practices, adoption of international certification systems, application of modern technologies, automation of operations, and internal procedures, the digital transition of services provided to the public, and supporting Cyber Security. Although the challenges resulting from the outbreak COVID-19 Pandemic that affected the state and the whole world during the two previous years, the Ministry has completed many fast-paced achievements. It has completed such achievements in coordination and cooperation with partners from various authorities. Furthermore, it takes a group of proactive steps as well as developing the strategic plans that contributed to the development of Health Care Services. MOPH Organizational Strategic Plan (2025) (Darb-2025) is based on the achievements of the previous 5 years, and the results of the strategic context analysis through an extensive cooperative process with the leaders of the MOPH. This Strategic Plan was prepared in a manner that serves the priorities of the second National Health Strategy 2018 - 2022. As we provide this document, we assure our diligences towards adopting an approach of Strategic Planning to ensure the navigation of internal processes of the Ministry in the path of achieving the strategic objectives, all in the spirit of the Second National Development Strategy leading all the way to Qatar National Vision 2030. Introduction The Emiri Decree no 14 of 2019 forming the organizational structure of the MOPH was issued to render the Ministry responsible for the Health and Well-being of the people of Qatar through establishing a comprehensive Health Care System that provides effective and advanced Health Care services. In the same context, the system relies on clear policies, plans, and objectives following advanced practical methods, all serving the greater objective of rendering the State of Qatar a leader nationally in the Health Care Services field and acquire global recognition. MOPH in the State of Qatar is considered to be a service provider entity that monitors the Public and Private Health Care Sector. Its most important tasks and responsibilities are summarized in the development of policies, plans, and programs for health care, as well as the necessary systems and strategies to increase health awareness and knowledge through using the best global health practices The Ministry is also responsible for developing plans for the workforce and joint services for public health care. Furthermore, it shall approve research and development plans, approve the fees for Health Care Services, adopt the budget and the investment system for the Public Health Sector (including facilities, and authority concerned with the activities of the Health Sector), adopt international standards for licensing and performance quality, adopt the international standards for specialized medical training programs, control the Health Care data system and medical records, concluding agreements related to the Public Health and Research and Medical management. The MOPH planning process is divided into two sections. The first section is the strategic planning at the level of the health sector which is the responsibility of the Ministry, with the participation of all stakeholders, to oversee the development and follow-up of the NHS. The second section is institutional strategic planning, which is the institutional strategic plan that is updated every five years to align the priorities of Sectoral strategy and national development strategy to achieve Qatar Vision 2030. MOPH Current Organizational Strategic Plan 2025 (Darb-2025) was designed in light of the outcome-based strategic planning, with the participation of the Ministry leaders of all levels, according to the internal and external environment analysis result, and stakeholders’ analysis. These efforts lead to ONE main result of which 7 intermediate results emerged that laid down the strategic objectives of the Ministry to be achieved through a set of programs and projects during the next five years. Strategic Planning offers a wider vision of the future in efforts of predicting events and having preparedness to take necessary actions. It also helps the rational use of Human and Financial Resources in the Ministry, helps to determine the options available to achieve the Ministerial objectives, and promotes group work and acquiring experiences to whoever contributing to the development of the Strategy. Project IntroductionMOPH Strategic Plan 2021 - 2025 | 5 Why are we here? What do we do? How should we implement? How to evaluate implementation? Strategic Plan Executive Plans Operational projects Performance cards Strategic Planning Framework MOPH Strategic Plan 2021 - 2025 | 6 Activate advanced Health Care systems that provide the best treatment and preventative health care services to fulfill the needs of Qatar's people Lead a comprehensive Health Sector and provide sustainable care that is recognized internationally to fulfill the needs of Qatar's current and future generations. Lead the Health Care Sector through promoting health;ensure the provision of treatment and preventative health care services, in addition to upgrade the Health systems and services and active sustainable development in the health sector Value for money Private sector partnership Sound advices and provide treatment and care in the right time and place Equality and development Effective communication channels Sustainable growth availability Cooperation Main Result Vision Message Financial Aspect Partners Strategic Partners Continuous Development Creativity and Quality Operational Excellence Internal processes Education and development Organizational values Promote the skills and the productivity Increase the participation of Qatari Nationals Enhance organizational performance Increase the employment of technologies Accountability Professionalism Partnership Creativity Excellence Integrity Leadership Strategic Planning MOPH Strategic Plan 2021 - 2025 | 7 Internal and External Environment Analysis I: Results of the External Environment Main Features Analysis: The external environment of the Ministry was analyzed using PESTL analysis that focuses on evaluating the external factors surrounding the Ministry such as the political, economic, social, technological, and legal environments. This is done considering the anticipated effect of the external environment on the performance of the Ministry during the timeframe of the Strategic Plan. S Field Opportunities Risks Political · Adopt the value for money concept and focuses on it. · FIFA World Cup - Qatar - 2022 · International cooperation with allies countries · International agreements and contracts · Organizational governance · The region is affected by political disputes and regional/ gulf area events. · Difficulties in coordinating with Ministries of Foreign Affairs in case of mutual interest applications. Economical · The government support health care investments, programs, and projects that serve Health Care Services receivers. · Establishment of local pharmaceutical and cosmetics factories. · One of the pillars of Qatar National Vision 2030 is the development of global standard Health Care System · Promote competitiveness and trade exchange in the Gulf Area · Reduce governmental expenses and allocations for the Ministry · Pandemic repercussions affecting projects and employment. · Lack of communication between the public and private sector creating difficulties in Health cooperation. Social · Social and demographic composition diversity. · Increase of cultural and health awareness. · Possibility of creating partnerships with stakeholders · Having services and health programs that target all members of the community, such as welfare, education, and support · The reluctance of national from specializing and working in the Health Care sector. · Lack of communication between various central health sectors in the process of decision-making. · The massive burden of non-contagious diseases, increase of contagious diseases risk, and high levels of injuries that can be prevented. Technological · Systems, applications, and programs to offer electronic health care services.