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Building on the Strategic Planning and Development assignment from Week 3, prepare a 10-slide Microsoft PowerPoint presentation, with narration, of your plan to present to the executive committee. Please see attachment Health Care organization that you are to use (ST. DAVIDS HEALTHCARE)!!!! PLEASE FOLLOW ALL DIRECTIONS

In this assignment, use the health care organization you selected in your Week 3 assignment. Determine why you are embarking on this strategic planning process (securing funding, establishing and focusing on organizational priorities, et cetera). In this presentation:

Establish a clear vision for the strategic planning process.

Paint a picture of where your organization will be going and of your desired outcomes.

Ensure the picture is reality and not just what you or your executive committee may


to have happen.

Make certain the strategic plan allows employees to know why the organization is changing.

Assignment Format

Your 10-slide PowerPoint presentation should follow this format:

Slide 1: Cover Slide

Include the title of your presentation, your name, the course number and course title, your professor’s name, the university’s name, and the date.

Slide 2: Background/Executive Summary

The title of this slide should be Executive Summary.

Describe the details of the situation.

Use bullets with short phrases.

Slide 3: Thesis Statement

The title of this slide should be Thesis Statement.

Identify the focus of your research.

Slides 4–9: Support

Support your thesis statement following the SESC formula: state, explain, support, and conclude. (Use Sublevel 1 and 2 Headings to provide coherence and organization.)

Provide in-text citations using the format in the Strayer Writing Standards.

Slides should be concise – basically no more than seven bullets per slide and no more than seven words per bullet.

Most information in a PowerPoint presentation should be contained within the notes section.

Slide 10: References

Locate at least three peer-reviewed journal articles to support your work. For example, to identify clinical quality that does not compare to other hospitals, see the U.S. Centers for Medicare & Medicaid Services

Hospital Compare


Use Strayer Writing Standards format for your references.


: Refer to the instructions and PowerPoint resources in the Week 5 Assignment Preparation for support in completing this assignment.

This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.

Assignment Instructions

Your presentation must include all of the elements listed below, so be sure to address each point. You may also want to review the performance-level descriptions for each criterion in the scoring guide to see how your work will be assessed:

Determine why you are embarking on this strategic planning process.

Analyze the differences between strategic management, strategic thinking, strategic planning, and managing strategic momentum.

Justify the analytical tool that will be the most effective in helping the organization achieve its strategic plan; support proposal with example of how it will be used.

Examine the three internal and three external factors that you discovered during your research that could be barriers to the success of your proposed strategic plan; discuss solutions to each of the barriers.

Examine the most effective manner of reaching the specific segments of the market that your organization’s strategic plan will target.

Evaluate how well the strategic plan you have developed aligns with the organization’s mission and vision. Recommend at least one solution to track the effectiveness of your strategic plan.

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Analysis of a Natural Environmental Risk
Shaquilla Heyward
HSA 551: Environmental Health Management
Dr. Chip Coon
April 22, 2022
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Analysis of a Natural Environmental Risk
Nature presents a risk to people’s health, particularly when people contaminate the
environment. There is a need to conduct an environmental risk assessment to ensure that the
contaminants do not exceed the levels that can cause harm to people and animals. The
environmental risk assessment includes activities that outline health risks associated with
exposure to environmental contaminants and justifies reducing and monitoring the release of the
contaminants in the environment. The focus is on the release of heavy metals into the
environment and the exposure and health effects it has on people.
Release Analysis
The major heavy metal contaminant is lead. Lead can remain in the environment for a
long and inform of dust. Lead is released from fuels and contributes to air pollution (The United
States Environmental Protection Agency). Also, it can be released from products made of lead
like paints, pipes, and plumbing materials (The United States Environmental Protection Agency).
The release of lead in the environment accumulates until all amounts increases to cause harm.
Lead can be found in all parts of the environment that is including the soil, water, air even
homes. Mostly, the large amounts of lead accumulation in the environment are a result of human
activities like the use of fossil fuels, industrial activities, and the use of lead products.
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Exposure Analysis
The lead from fossil fuels accumulates near highways, freeways, and industries dealing
with lead. Additionally, due to the use of products with lead in homes, therefore they are round
homes. Some of the lead products include pipes, plumbing products, and paints which are around
homes. Also, workers and those staying around industrial facilities produce lead products. Since
lead accumulates in all parts of the environment it can affect a lot of people when it gets in the
Health Effects Analysis
Exposure to lead as an environmental contaminant affects people of all ages. Exposure to
higher amounts of leads has health impacts both in the short term and long term. For instance,
lead causes anemia and results in kidney and brain damage (Center for Disease Control and
Prevention). With such short-term effects of lead, they can result in eventual death. Also, they
cause a placenta barrier which exposes pregnant women and also the unborn child. The fact that
lead affects the brain may affect the child’s nervous system (Center for Disease Control and
Page |4
The United States Environmental Protection Agency. https://www.epa.gov/lead/learn-aboutlead#:~:text=Lead%20can%20be%20found%20in,lead%2Dbased%20paint%20in%20homes.
Center for Disease Control and Prevention. Lead. Health Problems Caused by Lead
Strategic Management
Shaquilla Heyward
HAS:599 Health Service Administration Capstone
Donna Levesque
July 18, 2022
Strategic planning is the ability to create precise business strategies, put them into action,
and evaluate the results because of a company’s overall long-term aims or ambitions. Integrating
different departments, such as finance and accounting, marketing, and human resources, may
help a corporation accomplish its strategic goals. Strategic management and strategic planning
are essentially synonymous. As a direct result of strategic planning and growth in the healthcare
business, both the conceptual underpinnings and actual implementation of the Affordable Care.
Act has been drastically updated. The majority of Americans are demanding an increase in highquality health, preventative, and patient care activities. The paper discusses the strategic
management plan for St. David’s healthcare.
Strategic Management, strategic thinking, strategic planning, and managing strategic
Strategic management in organizations refers to the act of managing a firm’s business.
That includes the allocation of resources, determining the organizational structure and the roles
of managers and employees, planning for future needs and opportunities, managing change,
making decisions about how to respond to unexpected situations such as natural disasters, and
dealing with social issues that may arise from globalization. The origins of strategic management
date back to 1900, when managers began to look at organizations as entities that possess
continuity over time and as having a purpose beyond just making money.
Strategic management in organizations is a field that incorporates strategies used by
managers to implement change within an organization. It is most notably used in large
corporations but can also be applied to small businesses and nonprofits. Strategic management
combines theories from other fields of study, including economics, psychology, sociology, and
history, to achieve long-term success. The principles of strategic management are derived from
five Strategic planning, managing resources, managing knowledge and innovation, managing
people, and managing through change.
The goal of strategic management is to allow organizations to become more adaptable to
change. Additionally, strategic management aims to create and maintain economic value within
organizations by managing critical resources and responding proactively to change. The first step
in strategic management is identifying important resources necessary for organizational success.
Resources are better recognized based on their role within the company and the broader business
environment. Resource’s level of value to profitability depends on how much is available in
relation to how much is needed.
On the other hand, Strategic thinking is essentially a deliberate and logical thought
process that focuses on the examination of important elements and variables that will impact the
long-term performance of an organization, a team, or an individual. Strategic thinking in
business is used for determining the best approach for enterprises that want to improve their
competitive advantage.
Strategic thinking has been a part of the business environment since before World War II.
Understanding the workings of strategy, and conducting one’s strategic thinking, became more
important with the development of the modern corporation. To compete effectively in the 21stcentury market, organizations are increasingly seeking strategies for dealing with both internal
and external changes. Strategic thinking is a tremendously potent instrument when used properly.
Its capabilities apply to any business as they are not confined to a particular industry or market
The highest-level executives of a corporation use the process of strategic planning to
communicate their aspirations for the firm’s future and their priorities for the business.
Determining the order in which these goals should be accomplished is a necessary step in this
process, which aims to realize the vision articulated for the business. Strategic planning often
represents intermediate- to long-term aims and has a life duration of three to five years, although
it is possible for it to extend for a longer period. That is distinct from business planning, which
often focuses on immediate and tactical goals, such as the distribution of a budget.
Managing strategic momentum is the process that businesses go through to maintain
control over the execution and development of their strategic goals.
Analytical Tool Suitable for Use as an Adaptive Strategy
The formulation of a company’s mission statement, which gives the company a sense of
purpose and guides its activities, is the first step in the strategic planning process. An
organization’s mission statement provides an overview of who the organization is, what it does,
and where it hopes to go in the future. Mission statements are often quite general, yet they should
still be actionable. In this instance, St. David’s healthcare mission statement notes that the
hospital strives to provide each patient great treatment in a warm, friendly, and self-confident
A healthcare organization’s operations, goals, and motivations may be shaped and
monitored via strategic planning, which is a concerted attempt to disseminate significant
concepts and choices. Despite arguments to the contrary, the majority of hospital administrators
continue to recognize and implement the importance of strategic planning (Wang et al., 2018).
The inclusion of its fundamental activities, which may tend to impede its efforts since they may
need a great deal of money, into strategic planning includes essential factors such as funding.
There are a plethora of approaches, philosophies, and viewpoints that go into strategic
planning. A range of factors, including the structure, culture, and management of the health care
organization and the complexity and nature of the environment, impact the creation and usage of
different technologies. As a consequence, high-quality methodologies are used to describe and
assess the challenges facing the healthcare business, which is expected to help prioritize their
safety problems, which focus on their administrative system. The six-sigma production system
model will be the most successful adaptive technique for improving health care outcomes since it
focuses on recorded occurrences, inspires the success of the health sector, and ultimately helps
improve outcomes. (Zwikael et al., 2018). Additionally, with the help of Six Sigma, healthcare
providers may identify the cause of diversity in patient outcomes.
The Six Sigma tool makes it more difficult to find loopholes or room for modifications
since it emphasizes the core reasons behind the pre-implementation method. The growing
familiarity and success associated with using this strategy is an additional advantage, which
comes about as more people utilize it. When this technique is executed effectively, there is a
large commitment of governance and resources connected to increased patient safety, work
satisfaction, and lower expenditures. Additionally, it leads to a favorable effect on the company’s
bottom line. Additionally, it plays a significant role in the decision-making process. It efficiently
communicates and resolves health-related concerns by describing every part of the problem,
dictating how the process should be carried out, and providing better results clearly and
Internal and external factors could become barriers to the success of the proposed
strategic plan.
When developing goals, amassing resources, and making day-to-day decisions,
organizations look to their strategies for direction. The strategy has to be clear, concise, and
unwavering in its execution. Without it, individuals, groups of people, and organizations run the
danger of heading in the wrong way. The process of implementation may be challenging for
companies that do not have a well-defined, easily-remembered, and accepted strategy as it makes
it harder for companies to execute tactical strategies and diminishes overall effectiveness.
One of the internal factors that could hinder the effective implementation of the strategic
plan includes Inconsistency at the top and lack of dedication in the middle. It is essential to get
assistance from the center despite the widespread misconception that leadership starts at the top
and that what takes place at the top has an impact on everyone else. If there is an inadequate
investment at the intermediate level of leadership, the implementation of directives becomes
hampered and, ultimately, impeded. Because coherence at the highest levels of a company is
crucial, this is the case if the senior leadership team has established a message on which all top
executives agree. Otherwise, signals that are incompatible with one another will be sent. When
there is dedication at the intermediate level of leadership and consistency from the top level, the
lower level of leadership is also able to contribute to the successful execution of the plan.
The other internal factor includes incapable leadership. It is difficult to implement the
strategic plan if there is inadequate competent leadership since the leader is the most significant
aspect in determining the success of strategic health planning. Additionally, a strategic plan is in
danger of failing if the leader is unable to communicate concepts and goals in a manner that
enables every member of the team to comprehend them and concentrate on achieving them.
(Zwikael et al., 2018). In an organization, a leader is also responsible for continuously
motivating, monitoring, and analyzing their performance to guarantee that the implementation
project managers and evaluators are working toward the realization of a predetermined strategic
plan. A leader is also responsible for recognizing that his efforts to ensure the viability of the
strategic plan are inadequate and that he needs help from the other members of the team.
The other internal factor that could hinder effective implementation includes the lack of
proper systems in the health facility. If the health organization does not have appropriate
procedures in place, it will not be able to accomplish the strategic plan that it has adopted. It is
necessary to have efficient procedures in place to facilitate the implementation of a new strategic
strategy. Hardware and software systems, which are the most fundamental components required
to implement a certain strategic approach, are included in the systems (Raval, 2017). If leaders
want to make it easier for a strategic plan to be realized, they first need to ensure that the new
strategic plan has access to the resources that it requires to be put into action. For instance, it is
recommended to establish a new program to improve the billing system when resources have
been gathered to put such a program into action.
External factors also can hinder the effective implementation of a strategic plan. One of
the external factors that could hinder effective implementation includes government policy. The
actions taken by the government determine how well a new health plan works because When a
new health plan is implemented, certain regulations established by the government must be
adhered to. To ensure that the plan is compliant with the guidelines, it must first fulfill several
prerequisite conditions before it can be implemented. In addition, the government maintains
complete supervision of overall health planning schemes, both to ensure the public’s safety and
to stop such plans from being implemented. The government might offer incentives and tax
breaks as another approach for the government to enhance the way strategic planning is carried
out (Raval and Kant, 2017). In the process of formulating public policy, the primary objective is
to guarantee that the enacted measures are beneficial to the population as a whole and cannot be
detrimental to their well-being in any way.
The other external strategy that could hinder the effective implementation of the plan
includes demographics and the social and cultural environments of the people the project is
intended for. Whether or not a new strategic plan is successful is determined by how effectively
it interacts with the people it is designed to help. For instance, the new plan has a better chance
of succeeding if those who are tasked with implementing it are successful in doing so (Wang et
al., 2018). In certain instances, if the group that the new strategic plan is intended for does not
support it, it is rendered ineffective for its intended purpose.
The people’s religious convictions also impact the realization of the strategic plan’s
success. Some of the business practices that have become standard in the healthcare industry
might be against the religious beliefs of patients. The locals might have a strong opposition to
these strategic aims, and as a consequence, the efforts to achieve results may fail due to a lack of
participation. The support of the people for strategic plans that follow their religious views of the
people helps ease the process with which the goals are achieved (Wang et al., 2018). Due to their
commitment to their faith, members of a certain religious organization could or may refuse to
voluntarily contribute to the development of a strategic plan. The implementation of the strategic
plan is often thwarted in particular locations by legal action taken on by opponents of the
religious ideology.
Solutions to the possible barriers
Inconsistency at the top and lack of dedication at the middle could be solved through
proper communication. Incapable leadership, on the other hand, could be solved by ensuring that
competent leaders are appointed to managerial positions. Concerning the lack of proper systems,
the organization could invest in getting the right equipment before beginning the project. The
religious and cultural issue, on the other hand, could be solved by ensuring that the carried
projects align with the religious and cultural values of the people. Concerning government
policy, the best solution would be to ensure that the project is in line with the government
regulations to prevent the government from interfering with the project.
A specific segment of the market that the organization’s strategic plan will target.
The demographic sub-segmentation of patients is the primary focus of the health care
strategy. The population of a certain region will be broken down into its parts using a
demographic segmentation tool. When classifying people into distinct categories based on their
demographics, all of these facets of a person’s life will be taken into consideration as criteria for
making distinctions. The objective of both lifecycle and age-based segmentation is to address all
of the issues that a certain age group of individuals may struggle with at some point in their lives
(Wang et al., 2018). Concerns relating to the protection of children’s rights and vaccines, for
instance, will also be included in the development of strategic plans. Additionally, gender
segmentation will be employed to assist both men and women in overcoming health challenges
and making a full recovery from sickness.
Most Effective Approach to Marketing the Strategic Plan
The most effective marketing approach for the plan would be to focus on the benefits. It
may be tough for organizations to look at their operations and products from the outside in, but
doing so is vital if they want their marketing efforts to be successful. Marketers have the
responsibility of not only understanding but also taking into consideration the desires, concerns,
and potential objections of the target consumers for their products. If the company follows this
course of action, it will be able to identify significant benefits that will appeal to the target
market. For example, instead of focusing on the implementation strategies, one could focus on
the overall benefits of the strategic plan.
Raval, S. J., & Kant, R. (2017). Study on Lean Six Sigma frameworks: a critical literature
review. International Journal of Lean Six Sigma.
Susanty, A., Sari, D. P., Rinawati, D. I., & Setiawan, L. (2018). The role of internal and external
drivers for successful implementation of GSCM practices. Journal of Manufacturing
Technology Management.
Wang, Y., Kung, L., Wang, W. Y. C., & Cegielski, C. G. (2018). An integrated big data
analytics-enabled transformation model: Application to health care. Information &
Management, 55(1), 64-79.
Zwikael, O., Chih, Y. Y., & Meredith, J. R. (2018). Project benefit management: Setting
effective target benefits. International Journal of Project Management, 36(4), 650-658.

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