HLST 2030 Lecture Notes - Lecture 4: Strategic Planning, Harvard Business Review, Information System

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greyrat881

5 Dec 2018

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Why (do you want to accomplish the what) of organizations and people. Strategy cycle: during this phase, the organization enters a period of self-re ection and conducts a variety of environmental scans. A critical element of this phase is prioritization of issues; segregating those issues that are truly strategic in nature from those issues that are tactical. This phase generally concludes with a communication of the strategic priorities of the organization with associated timelines. (2) execute the plan": in many ways, the most dif cult phase to do well and to sustain. The strategy cycle continually reinforces the need to measure progress and to incorporate strategic metrics into all strategic priorities. Similarly, the introduction of a balanced scorecard is generally advised. Why scan the environment: environmental scanning can become a time consuming, all encompassing activity. Two key steps: conduct an internal scan, generate a strategic hypothesis. Current environment in which the facility currently operates.

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HOME CARE Scenario Type of care provided Scenario Question 1 Question 2 Care in this capacity can range from a short-term to long-term based upon the changing needs of the patient. Patient age can range from pediatric to elderly. Care can be provided in the patientâs private home, group home, or assisted living setting. Medical homes fall into this category and are a new focus of Accountable Care Organizations through the Affordable Care Act of 2010. Review your current budget. Taking this information into account, what are some strategies you would use to identify resources to focus on improving efficiency and meeting customer expectations during this time? What do you see as the biggest financial issues of your organization? Hint: You are a nonprofit organizationâso look at your means of funding and the relationship this has on your ability to treat patients and hire new staff. How will you address this financial issue? In home care, a patient is visited at home by a nurse or nursing assistants with activities of daily living (ADL), wound care, IV therapy, etc. These organizations can be nonprofit or for-profit. A physician supervises the care with the assistance of RNs or LPNs and certified nursing assistants (CNAs). You are a new administrator for a home health agency that is a national nonprofit organization that serves the surrounding Phoenix community. The agency has been recognized for the delivery of on-time quality services for a number of years. It is known to employ only the top staff within the community, but in recent months staffing numbers have dropped dramatically and you, as the agencyâs administrator, have found yourself in a position where your facility is short staffed. You are unable to admit any additional patients unless you are able to have your staff work over time. Budget Considerations Operational Budget â This budget focuses on a broader view of the total operations of the organization in which all departments are reviewed for both their income potential and the costs associated with the work activities used to generate projected revenues. Each department will have its own budget for the managers to follow and on which to base the activities of the department in order to meet its contribution to the total revenues and the associated costs of the organization. Dietary Services â This is a departmental budget focused on the costs and potential reimbursement for the organization. The operation is overseen by a dietitian or nutritionist who is responsible for supplying the nutritional needs of the patients within their care. This department may utilize the services of several consultants or contract this service to an outside organization. Medical Supplies â This budget is focused specifically on the requirement-based services being delivered by the hospital professional, which are often referred to as nondurable disposable items. This budget includes specific items for the surgeon or professional performing the services. These may include such things as oxygen supplies, diabetic supplies, ostomy supplies, bandages, and related supportive items. These items are generally manufactured for one-time use. They are not reused due the inability to sterilize them. The items that are reusable are classified under capital assets and have a use-time identified with the specific piece of equipment. Human Resources â This budget indicates the finances needed to support the organizationâs objectives, from a personnel perspective. Full-time equivalent (FTE) calculations are used to project the personnel budget. These individuals could include nonskilled labors to professional licensed physicians and various job descriptions within the categories. In addition to listing the FTEs, the associated benefits of the FTEs would be projected within this department for each FTE within the organization. This will generally include line items for consultants and temporary positions based on the needs of the organization. Departmental Costs â This budget focuses on the specific department and its overall needs, costs, and potential revenue in relation to the overall goals of the organizationâs strategic plan. The managerâs primary responsibility is to monitor the operational efficiency of the department, including all areas that directly impact and support the generating of revenue for the organization. Managers may be required to present an analysis of the weekly or monthly operational analysis to the Chief Financial Officer of the organization or a lead manager. Vendor/External Suppliers â Health service organizations have special needs and may require certain external items and/or services. Most organizations have projected budgets to include the purchase of supplies and services for outside contractors (vendors) who specialize in installation, monitoring, and the repair of specialized equipment or technology being utilized by the specific health care delivery system. Maintenance/Facility Operations â This departmental budget focuses on the overall upkeep of the building and the related equipment and machines to provide a safe and comfortable environment for both the patients and workers. This budget includes all FTEs and may also include line items for consultants and outside sources based on needs of the facility.

Revenue 2011 2012 2013

Donations 50,000 55,000 75,200

Grants and Foundations 100,000 80,500 125,780

Government Grants 947,280 878,000 695,120

Interest Expense 6,050 8,000 10,000

Total 1,103,330 1,021,500 906,100

Expenses 2011 2012 2013

Health Center 2,482,845 2,558,265 2,668,951

Administrative Staff 100,000 110,000 125,000

Professional Staff 80,000 100,000 150,000

Family/Youth Services 214,888 210,987 230,985

General Management/Admin140,000 152,000 159,000

Total 3,017,733 3,131,252 3,333,936

Budget Spreadsheet

Type of care provided

Care in this capacity can range from a short-term to long-termbased upon the changing needs of the patient. Patient age can rangefrom pediatric to elderly. Care can be provided in the patientâsprivate home, group home, or assisted living setting. Medical homesfall into this category and are a new focus of Accountable CareOrganizations through the Affordable Care Act of 2010.

Scenario

In home care, a patient is visited at home by a nurse or nursingassistants with activities of daily living (ADL), wound care, IVtherapy, etc. These organizations can be nonprofit or for-profit. Aphysician super- vises the care with the assistance of RNs or LPNsand certified nursing assistants (CNAs).

You are a new administrator for a home health agency that is anational nonprofit organization that serves the surrounding Phoenixcommunity. The agency has been recognized for the delivery ofon-time qual- ity services for a number of years. It is known toemploy only the top staff within the community, but in recentmonths staffing numbers have dropped dramatically and you, as theagencyâs administrator, have found yourself in a position whereyour facility is short staffed. You are unable to admit anyadditional patients unless you are able to have your staff workover time.

Question 1

Review your current budget. Taking this information intoaccount, what are some strategies you would use to identifyresources to focus on improving efficiency and meeting customerexpectations during this time?

Question 2

What do you see as the biggest financial issues of yourorganization? Hint: You are a nonprofit organiza- tionâso look atyour means of funding and the relationship this has on your abilityto treat patients and hire new staff. How will you address thisfinancial issue?

Budget Considerations

Operational Budget â This budget focuses on a broader view ofthe total operations of the organization in which all departmentsare reviewed for both their income potential and the costsassociated with the work activities used to generate projectedrevenues. Each department will have its own budget for the managersto follow and on which to base the activities of the department inorder to meet its contribution to the total revenues and the asso-ciated costs of the organization.

Dietary Services â This is a departmental budget focused on thecosts and potential reimbursement for the organization. Theoperation is overseen by a dietitian or nutritionist who isresponsible for supplying the nutritional needs of the patientswithin their care. This department may utilize the services ofseveral consultants or contract this service to an outsideorganization.

Medical Supplies â This budget is focused specifically on therequirement-based services being delivered by the hospitalprofessional, which are often referred to as nondurable disposableitems. This budget includes specific items for the surgeon orprofessional performing the services. These may include such thingsas oxygen supplies, diabetic supplies, ostomy supplies, bandages,and related supportive items. These items are generally manu-factured for one-time use. They are not reused due the inability tosterilize them. The items that are reusable are classified undercapital assets and have a use-time identified with the specificpiece of equipment.

Human Resources â This budget indicates the finances needed tosupport the organizationâs objectives, from a personnelperspective. Full-time equivalent (FTE) calculations are used toproject the personnel budget. These individuals could includenonskilled labors to professional licensed physicians and variousjob descriptions within the categories. In addition to listing theFTEs, the associated benefits of the FTEs would be projected withinthis department for each FTE within the organization. This willgenerally include line items for consultants and tempo- rarypositions based on the needs of the organization.

Maintenance/Facility Operations â This departmental budgetfocuses on the overall upkeep of the building and the relatedequipment and machines to provide a safe and comfortableenvironment for both the patients and workers. This budget includesall FTEs and may also include line items for consultants andoutside sources based on needs of the facility.

Vendor/External Suppliers â Health service organizations havespecial needs and may require certain exter- nal items and/orservices. Most organizations have projected budgets to include thepurchase of supplies and services for outside contractors (vendors)who specialize in installation, monitoring, and the repair ofspecialized equipment or technology being utilized by the specifichealth care delivery system.

Departmental Costs â This budget focuses on the specificdepartment and its overall needs, costs, and po- tential revenue inrelation to the overall goals of the organizationâs strategic plan.The managerâs primary responsi- bility is to monitor theoperational efficiency of the department, including all areas thatdirectly impact and support the generating of revenue for theorganization. Managers may be required to present an analysis ofthe weekly or monthly operational analysis to the Chief FinancialOfficer of the organization or a lead manager.

Budget Spreadsheet

Revenue	2011	2012	2013
Donations	50,000	55,000	75,200
Grants and Foundations	100,000	80,500	125,780
Government Grants	947,280	878,000	695,120
Interest Expense	6,050	8,000	10,000
Total	1,103,330	1,021,500	906,100

Expenses	2011	2012	2013
Health Center	2,482,845	2,558,265	2,668,951
Administrative Staff	100,000	110,000	125,000
Professional Staff	80,000	100,000	150,000
Family/Youth Services	214,888	210,987	230,985
General Management/Administration	140,000	152,000	159,000
Total	3,017,733	3,131,252	3,333,936

maroonantelope968

What's your feed back after reading this article "Voices: So youâre ready to be an accountant"?

----

Voices: So youâre ready to be an accountant?

Welcome to the accounting profession! As you take your first steps on your hopefully long, prosperous and rewarding career journey, there are some things you should know. Things that are contrary to the lackluster stereotype of CPAs!

Truth be told, accountants are often the most trusted advisors in business, tax and wealth planning. We are the professionals whom leaders of industry turn to for assistance in guiding their businesses through a maze of regulatory issues to profitability; the ones high-net-worth families rely on to develop strategies that create and preserve wealth; and the ones whose knowledge and problem-solving abilities help individuals and organizations realize their goals.

Having spent more than three decades interviewing hundreds of campus recruits and watching young CPAs develop and grow into trusted advisors, I want to share with you 10 truths to guide you on your path to success in the accounting profession.

(For a slideshow version of this,click here (Links to an external site.)Links to an external site..)

Be inquisitive. As a recent graduate, you are not expected to know how to put your knowledge into practice. In fact, most of your new colleagues expect that you will rely on them to learn the ropes. If you have a question, ask it, whether it is how to complete a task, how the laws have changed or how to handle a client challenge. It is better to ask a question and potentially appear uninformed than it is to take action without having the right information. You must still perform research to learn, but do not be afraid to ask for help. Being vulnerable is an essential component to becoming a caring professional with an arsenal of knowledge to advise clients.

Commit the effort to hone your skills. Your education provided you with a solid base upon which you can build a rewarding career in accounting, but there is so much more to learn. Roll up your sleeves and take advantage of every opportunity to acquire knowledge. Enhance both your technical and leadership skills and become a proficient advisor in a practice area or industry where your passion and leadership can shine. The more you learn, the more you increase your chances of becoming a valued and trusted advisor.

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Get out of your comfort zone and take risks. Avoid complacency and the risk of falling into a routine that keeps you stagnant and impedes your ability to achieve the career you desire. Be open to new people, new ideas and new experiences; share your curiosity; and have fun. You may have planned to be an auditor, but if you are tapped for a valuation project, go with it and see what you can learn. By taking risks, you can step into new opportunities and grow in the process. You have chosen a profession where constant change and challenge are the norm. Embrace every new experience to enhance your career.

Be honest and accountable.As a new professional, you are bound to make mistakes. We will never expose you to more risk than you can handle. If you never make a mistake, you will never learn. Be accountable for your actions and immediately let someone know to help you mitigate any damages. If you attempt to hide the mistake, you compound the problem. Every mistake is an opportunity for you to learn something that ultimately supports your long-term success.

Understand and adapt to the seasons of an accountantâs life. Accountants live and breathe by deadlines. Unlike your time in college, when you could cram a semester of knowledge into a few days before a final exam, you cannot build a career as an accountant by pulling all-nighters. Deadline season is a known factor that you can count on and prepare for in advance. Learn how to smooth out your workflow by taking advantage of non-deadline times to get work done prior to delivery dates. We want you to have a quality life outside the office where personal matters may pop up just when youâre working on deadline. Get it done early.

Collaborate and make friends with your coworkers. With so much of our day spent at work, it is important to develop and nurture relationships with your colleagues. Take advantage of every opportunity to socialize with the people in your office, at every level and in every department. Learn to leverage their expertise to help you with client issues. Introduce them to others at every opportunity. Professionally, your coworkers play a strategic role in moving the firm forward and supporting your development. At all times, treat others with dignity and respect. On a personal level, you may be surprised to find how much you have in common with your coworkers, many of whom will become your closest friends and loudest cheerleaders.

Build your network and cultivate relationships with mentors. Accounting is an apprenticeship profession in which people develop people. Seek out and develop relationships with professionals you admire and who understand this concept. Ask questions and acquire knowledge that will empower you and support your ongoing professional development. We are invested in your ultimate success.

Based on surveys of Accounting Today readers, this web seminar will identify some of their favorite apps from the QB ecosystem, and share how they use them to boost productivity.

Get out of the office and make community a priority. Expanding your network of contacts and experiences outside of the firm is vital in your development as a professional accountant and as a leader. Be strategic in deciding which community, civic and charitable organizations align with your passions, your available time and your goals. Giving back to the community means more than opening your wallet. Give your time, your expertise, your leadership. Start with your network of fellow graduates and make a concerted effort to establish meaningful relationships with professional and community organization where your knowledge and leadership can make an impact.

Build and protect your personal brand.Your personal brand is the reputation you create for yourself based on the things you do and say, both at work and in your personal life. It is how others perceive you, how they remember you and why they should seek you out. Building your personal brand is a deliberate process that occurs over the course of your career. Demonstrating your technical skills will not be enough; you must learn all you can about your clients, their industries and their challenges, and you must demonstrate that you provide the value, attention and nurturing they expect and deserve from a trusted consultant.

Discover your passion and pursue it relentlessly. Keep exploring until you find what you love to do and then do it relentlessly. If you are able to discover what you are passionate about, work will become your calling. Your career will be dedicated to pursuing an expertise that will result in others seeking your counsel. Persevere until you discover your passion, and then just have fun!

HLST 2030 Lecture Notes - Lecture 4: Strategic Planning, Harvard Business Review, Information System

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