In this paper, this student will focus on the organizational structure of Cambridge Behavioral Hospital (CBH). This document will attempt to identify the hospital’s mission and vision, the organization’s key values, strategic planning model used, as well as the hospital’s mission, vision, and values in relationship to its strategic plan. Also to be discussed is the organizational structure of CBH, current key leaders, and change management model that is used. Other topics that will be focused on are the governing board’s involvement in implementing strategic goals and the organization’s major service delivery and support activities in its value chain.
Cambridge Behavioral Hospital (CBH) is a 66-bed inpatient acute psychiatric hospital that is dedicated to delivering the best care to individuals with mental health issues or mental health problems with co-occurring chemical addictions. CBH offers a complete scope of diagnostic treatment and educational services for adults through an integrated delivery system. CBH is licensed by the Ohio Department of Mental Health and Addiction Services and accredited as a hospital by The Joint Commission (Cambridge Behavioral Hospital, 2014). Mission, Vision, Values
The mission of Cambridge Behavioral Hospital is always to maintain a commitment to excellence in the care and treatment of their patients. Cambridge Behavioral Hospital’s vision is to provide the finest quality of care, with the highest degree of integrity to the broadest spectrum of consumers (Cambridge Behavioral Hospital, 2014) Key Values of Cambridge Behavioral Hospital include: Customer Orientation – CBH believes the customer must be the primary focus. Their needs and involvement shape employee’s attitudes and guide their activities. Ethics – CBH believes in conducting themselves with integrity and professionalism, ensuring public trust. Quality – CBH believes that the quality of their services should exceed the expectations of their customers.
Leadership – CBH believes in providing innovative leadership that advances their quality. Change and Innovation – CBH believes in facilitating change and innovation that improves and enhances their services. Work Environment – CBH believes in a safe and productive workplace that is challenging, rewarding, and enjoyable, where every employee is part of the team, and where trust, respect, creativity, and open communication prevail. Citizenship – CBH believes in good citizenship through individual and organizational involvement in the community where they live and work. Strategic Planning Model
“Strategic management is that set of managerial decisions and actions that determines the long-run performance of a corporation” (Hunger & Wheelen, 2011). It consists of four simple components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
Cambridge Behavioral Hospital’s Strategic and Operation Plan for 2014 includes a SWOT analysis along with a set of Strategic and Operational goals. Based on the Vision and Mission that has been established for CBH, as well as the challenges and opportunities they face, they have developed a set of strategic goals that serve as measurable signs of their progress. SWOT Analysis for Cambridge Behavioral Hospital
Strategic and Operational Goals
Cambridge Behavioral Hospital’s Strategic Goals include:
Obtaining computers for every office with an integrated admission and documentation system Enhance computer system for Psychiatrists, Therapists, and Nurses. Enhance IT hardware
Increase all staff’s sense of involvement in decision making and customer satisfaction. Cambridge Behavioral Hospital’s Operational Goals include
Develop a process for annual TJC Focused Standards Assessments to assure continued compliance. Increase therapy and nursing groups on weekends.
Increase training for clinical staff to ensure they have the necessary skills to maintain a safe, therapeutic environment. Improve treatment planning process
Improve utilization review and quality assurance system
Improve documentation compliance
Cambridge Behavioral Hospital currently uses a Change Theory. Strategy for most organizations is about change and focus. A firm strategy starts with knowing the external and internal forces that impact the organization’s ability to achieve its most important goals, and then steadily making the necessary changes to direct those forces. “A validation (or invalidation) of the strategic assumptions reinvigorates strategic thinking and provides a basis for investigating whether to change the strategy” (Swayne, Duncan & Ginter, 2008). Role of CBH’s Mission, Vision, and Values in Relationship to its Strategic Plan
Cambridge Behavioral Hospital is structured using a team-based type of structure to create an environment of ownership among the stakeholders. This structure supports the hospital’s plan because it relies strongly on collaboration, shared goals, common assessments, and other aspects of cooperation to achieve its various plans and missions. It is also a structured system of tasks, workflows, reporting relationships, and communication channels that link the diverse parts of the organization.
CBH is under the direction of a licensed psychiatrist who serves as Medical Director for the facility. A multidisciplinary treatment team is also composed of clinical nurse practitioners, registered nurses, and licensed social workers/therapists, mental health technicians, activity therapists, and a dietician who structure a treatment program that is consistent with the patient’s presenting problems. The current key leaders at CBH include the Medical Director, Hospital Administrator, Clinical Director, and Director of Nursing. Change Management
Cambridge Behavioral Hospital follows a continuous improvement plan of change management. According to Mathews (2009) Change management is a tough venture for overhauling the organization not only due to the complexity of dynamic forces that underlie any change management program, but also because of the different approaches adopted to initiate and sustain change. Besides the disagreements as to what factors most influence transformation projects, the existence of factors themselves can make it unwieldy and fruitless (p.1).
In an effort to best serve its treatment community, CBH will continuously develop its inpatient psychiatric program to be consistent with the needs of the community. The service components are designed for adults over the age of 18 whose mental health issues are complicated by the abuse of drugs and/or alcohol. Governing Board
Cambridge Behavioral Hospital does not have a board of directors. Value Chain
According to Porter (1985)
Value chain is the analysis of a business as a chain of activities that transform inputs into outputs that creates value for customers. For analyzing the sources of competitive advantage, value chain forms a tool, a means to evaluate the activities performed in an organization and how they interact, in a systematic manner (p. 38). There are many external and internal factors that affect the delivery of care at the CBH. Environmental factors include the location of the facility and type of community surrounding it. People in the community can easily access CBH and trust in the kind of care provided; making the environment a positive place where patients can receive the health care they need and deserve. Structures of their facility are spacious and easy for patients to get to their desired area without complications. CBH should have health professionals that are also working in a structured facility that follow all state and federal health care regulations to avoid any violations. The target market for CBH is mentally ill adults and mentally ill adults who suffer from drug or alcohol issues.
They have Medicare or private insurance. Sometimes we will contract with local Alcohol Drug and Mental Health boards if a patient is already receiving outpatient services but needs to be inpatient and have Medicaid or no insurance. They live in Ohio, Southern Michigan, and Eastern Pennsylvania. There is no typical patient as mental illness and drug or alcohol addiction does not discriminate. The market segmentation can best be understood through an analysis of the clinical services being offered by Cambridge Behavioral Hospital. Presently, two services are provided: psychotherapy, and substance abuse/addiction treatment, including detoxification. Clinical operations include medically necessary diagnostic services related to mental illness. Individual and group psychotherapy is rendered by a physician, clinical psychologist, licensed counselor, licensed addiction therapist or licensed social worker. The services of the therapist must be individualized and essential for the treatment of the patient’s diagnosed condition and progress toward the treatment goals.
Drugs and biologics are administered and are provided for psychotherapeutic purposes. Medications must be safe and approved by the FDA. CBH is not directly advertised or promoted with TV ads or social networking. Patients are informed about the hospital through emergency rooms, crisis centers, and some insurance directories. There are six outreach specialists that market in their respective areas, including Southern Ohio, Northern Ohio, Southwest Ohio, Central, Ohio, Michigan, and Eastern Pennsylvania. They usually meet with social workers or discharge planners to discuss CBH’s services. There is an in-house database of demographic and billing information. The billing information is transmitted to CBH home billing office by saving to files on a CBH network drive that is available only to those sending from CBH and those receiving at the home office.
That information is secure within the CBH servers. Follow up with patients occurs within two weeks of discharge and again in 30, 60, 90, and 180 days. They are urged to call back if they have questions, need to use our services, or just want to talk. The beliefs and values of CBH is one of the reasons this health care organization has been able to serve its communities in the way it has. Policies must be adhered to at all times. Violation of policies can cause the organization to have legal action taken against it or healthcare professionals that are employed. Such legal action can cause unexpected financial losses for the organization as well. However, being consistent with following policy and procedure may also get CBH recognized with positive reviews.
Hunger, J. D., & Wheelen, T. L. (2011). Essentials of strategic management (5th ed.). Upper Saddle River, NJ: Pearson Education. Mathews, J. (2009).
Models of change management: A reanalysis. IUP Journal of Business Strategy, 6(2), 7-17. Retrieved from http://search.proquest.com/docview/197390722?accountid=458 Porter, M. E. (1985). The competitive advantage: creating and sustaining superior performance. NY: Free Press Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2008). Strategic management of health care organizations. (6th ed.). Hoboken, NJ: Wiley. Cambridge Behavioral Hospital. (2014) Written Plan for Professional Services.