1 4 Ascension Health Ascension Health is one of the leading healthcare organizations in the United States with its facilities well distributed over 25 states. As a result of its wider coverage, Ascension Health boasts of significant administrative capabilities and a much larger patient database. Founded in 1999, Ascension is a healthcare organization that serves the greater part of the United States and is perhaps an ideal healthcare system that embraces a beyond the average score of the fundamental quality units characterizing America's Healthcare Industry. Considering the greater distribution of its facilities, Ascension Health places significant emphasis on elements like its mission, vision, organizational structure and corporate culture that unites all its facilities towards a common organizational objective. The organization's mission is to commit themselves to serving all persons with special attention to those who are poor and vulnerable (Ascension, 2016). Having been developed from the Catholic health ministry, the organization is dedicated to spiritually-centered, holistic care which sustains and improves the health of individuals and communities (Ascension, 2016). On the other hand, the organization’s vision is to create a vibrant Catholic health ministry in the United States that leads healthcare’s transformation (Ascension, 2016). It is very important to understand that the American health system is highly fragmented and distributed. However, it is organizations like Ascension that unites well-distributed efforts of healthcare organizations in the provision of healthcare that represents the regulations implied by the Federal health department. The organization further puts great emphasis on its values which include service of the poor, reverence, integrity, wisdom, creativity and dedication. The organization offers a standard mechanism for which each of these values is instituted within their organizational operations. Each facility is dedicated to propagating the mission and vision of the organization through guidance from its values. While this organization offers health services to the general public, it utilizes a strategic planning model to ensure that vulnerable individuals in the society are equally placed in the reception of care. The organization is influenced by compassion and dedication in the provision of person-centered care for all. This means that the organization first presents a common background from which all the members of the society, irrespective of their social, racial, and economic status, receive care. The high-reliability system is the organization's strategic planning model from which it ensures the provision of healthcare that works, healthcare that is safe and healthcare that leaves no one behind. Essentially, this organization utilizes this common platform to service the health needs of the general public in its areas of coverage while offering special attention to vulnerable groups. With the ins ...

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Ascension Health
Ascension Health is one of the leading healthcare organizations
in the United States with its facilities well distributed over 25
states. As a result of its wider coverage, Ascension Health
boasts of significant administrative capabilities and a much
larger patient database. Founded in 1999, Ascension is a
healthcare organization that serves the greater part of the United
States and is perhaps an ideal healthcare system that embraces a
beyond the average score of the fundamental quality units
characterizing America's Healthcare Industry. Considering the
greater distribution of its facilities, Ascension Health places
significant emphasis on elements like its mission, vision,
organizational structure and corporate culture that unites all its
facilities towards a common organizational objective. The
organization's mission is to commit themselves to serving all
persons with special attention to those who are poor and
vulnerable (Ascension, 2016). Having been developed from the
Catholic health ministry, the organization is dedicated to
spiritually-centered, holistic care which sustains and improves
the health of individuals and communities (Ascension, 2016).
On the other hand, the organization’s vision is to create a
vibrant Catholic health ministry in the United States that leads
healthcare’s transformation (Ascension, 2016). It is very
important to understand that the American health system is
highly fragmented and distributed. However, it is organizations
like Ascension that unites well-distributed efforts of healthcare
organizations in the provision of healthcare that represents the
regulations implied by the Federal health department. The
organization further puts great emphasis on its values which
include service of the poor, reverence, integrity, wisdom,

2. creativity and dedication. The organization offers a standard
mechanism for which each of these values is instituted within
their organizational operations. Each facility is dedicated to
propagating the mission and vision of the organization through
guidance from its values.
While this organization offers health services to the general
public, it utilizes a strategic planning model to ensure that
vulnerable individuals in the society are equally placed in the
reception of care. The organization is influenced by compassion
and dedication in the provision of person-centered care for all.
This means that the organization first presents a common
background from which all the members of the society,
irrespective of their social, racial, and economic status, receive
care. The high-reliability system is the organization's strategic
planning model from which it ensures the provision of
healthcare that works, healthcare that is safe and healthcare that
leaves no one behind. Essentially, this organization utilizes this
common platform to service the health needs of the general
public in its areas of coverage while offering special attention
to vulnerable groups. With the institution of Obamacare, the
financial valuation of healthcare services impacts the population
variably, hence creating points of vulnerability. As a result,
poor and disabled people are vulnerable and disadvantaged who
are the main focus of this organization.
The main theoretical framework used by the organization is
systems theory. Systems theory refers to a strategic dimension
of organizational management in which organizations critically
analyze its facilities, branches or departments to highlight
patterns and relationships (Begun, Zimmerman, & Dooley,
2003). These connections are optimized to ensure the greater
performance of each unit and the organization as a whole. While
the organization inhibits aspects of micro-management, it offers
some level of independence to each of its facilities. The

3. organization justifies this theoretical framework as the most
appropriate in propagating their vision and mission over the
large area it covers through its facilities. Firstly, the
organization has two fundamental objectives of providing a
common platform for the provision of health services as well as
offering vulnerable members of the society a dedicated service
platform for their health needs. Secondly, the organization has
very many micro-organizations that propagate its mission and
organizational operations regionally.
The organization's mission, vision, and values play a significant
role in uniting the efforts of its facilities and propagating its
organizational culture throughout the United States. The
organization's mission helps it tune its operations in planning,
management and implementation of its plans in achieving its
short-term goals. The mission offers each member facility a
common objective that unites their regional efforts as members
of a single organization with a single objective. On the other
hand, the organization's vision is a representation of its long-
term goals and its growth objective. The organization visualizes
itself as a significant Catholic health ministry that will provide
the required transformation in the health industry from which
all the members of the wider American society will enjoy
quality health services (Berriel-Cass, Adkins, Jones, & Fakih,
2006). While the organization's mission and vision can be
visualized as unifying factors that motivate member facilities to
align their strategic efforts towards a common objective, the
organization's values are more specific on the guidance, they
offer to facilities.
The values help the organization and its member facilities to
uphold the stipulations of the Catholic ministry and its health
service provision extension. Additionally, the organization's
values function to ensure that each of the facilities adhere and

4. comply with federal and international standards characterizing
the provision of health services. Being a non-governmental
organization, Ascension has a highly structure organizational
structure. With its top most level occupied by directors who
convene over managerial decisions and matters concerned with
its corporate image and culture, it has very many affiliate
organizations with which they partner to offer significant
services in the health industry (Pryor, Hendrich, Henkel,
Beckmann, & Tersigni, 2011).
Its organizational management has its headquarters stationed in
Missouri from where managerial decisions affecting all its
facilities are made. As already mentioned, the organization
utilizes a systems theory approach from which each facility is
given some level of independence. This means that each facility
has its management and its organizational structure. Therefore,
Ascension acts like a general managerial body that convenes on
significant decisions affecting two or more facilities. It is,
therefore, important to mention the executive members of this
wider management front that chair its directorship. The Chief
Executive Officer is Anthony Tersigni, the senior executive
advisor to the president is Sister Bernice Coreil, and the
executive vice president is John Doyle while the chief strategy
officer is Eric Engler among many others. The organization
chooses a particular change management model based on the
type of transition. It is a logical fact that different change
management models are suited for specific transitions. Among
the most popular change management models are Lewin's
change management model, McKinsey 7-S model (Shared
values, strategy, structure, systems, style, staff, and skills) as
well as Kotter’s 8 step change model.
The implementation of strategic goals is perhaps the most
significant involvement the governing board has. There are
some reasons that justify the significance of the organization as
a strategic player in the United States healthcare industry. To

5. begin with, the organization is a non-governmental
organization. Given the level of influence the United States
government has in the health industry, this organization utilizes
strategies to maintain the integrity of its Catholic ministries and
as well serve well in the health industry (Lancaster, et al.,
2007). Additionally, the United States health industry is
characterized by a high distribution of for-profit healthcare
organizations. The organization, therefore, must utilize
strategies to ensure that it isolates its objective from the
numerous factors that influence the health industry. As a result
of this, the governing board is highly involved in the
development, planning and implementation of strategies.
Another reason is the number of high-profile organizations in
the health industry. To justify its dominance and existence in
the industry, the organization must institute favorable
competition in the quality of its services.
Conclusively, given the size of the organization, its service
provision mechanisms are highly diversified. Among its major
service delivery and support activities, the organization
strategically situates its facilities in regions that serve the
vulnerable population it focuses on. Additionally, while striving
to service the wider health market, the organization has a target
market that is best suited for its services. Moreover, to explicit
service specific and specialized needs of the population, the
organization has specific programs and services tailored to the
health needs of the target population. Furthermore, the
organization utilizes clinical standards to ensure the quality of
its clinical operations. Considering the controversial context of
marketing in the healthcare industry, this organization utilizes
its values to ensure positive marketing of its products and
services; this is also so for its billing operations (Berriel-Cass,
Adkins, Jones, & Fakih, 2006). As quality is a significant
element in the health industry, the organization has a follow-up
process through which the quality of their services are traced

6. and improved. However, the organization has maintained a
compact organizational culture and structure. The purpose of
this is to propagate a compact image supported by the Catholic
ministry. Finally, the organization utilizes strategic resources
within its value chain to propagate its strategic plan. The use of
strategic resources strengthens the corporate strategy and offers
the organization a competitive advantage within the market.
This is primarily the justification for the organizations
dominion in the United States Health industry.
Ascension Health Strategic Plan
An environmental analysis refers to an evaluation of the
strategic plan as it will relate with the internal and external
environment of the organization in accomplishing the goals of
the plan in relation to organizational objectives. Ascension
Health is a very large health organization (Ascension, 2016).
Therefore, its external environment is made up of significant
elements characterizing the United States health industry. These
include different specialist organizations which partner with the
organization, the government through federal organizations
regulating healthcare provision in the United States as well as
all Americans who are customers/patients and who depend on
services offered by the organization. On the other hand, its
internal environment is made up of affiliate facilities and
smaller organizations operating within its umbrella. The main
purpose of an environmental analysis is to conceptualize the
scope of the strategic plan in relation to the elements of the
environment that will be impacted by the plan.
Every plan within a business environment is designed to utilize
specific strategic resources in providing products and services.
It is therefore important to evaluate how strategic plans
influence the balance in the environment. This is essential
because the plan can have positive or negative influence on the
environment. Within this analysis, all aspects of the
environment will be evaluated. This also adds value to the

7. strategic plan itself as the emergence of more strategic
resources may help in extending the success of the plan.
Perhaps the most significant implication of environmental
analysis in the development of the strategic plan is that it
enable the identification of resources required in implementing
and developing the plan. An environmental analysis highlights
all the resources available in the vicinity that may be impacted
by the strategic plan (Swayne, Duncan, & Ginter, 2012). The
condition of these resources will determine the quality of the
strategic plan. Furthermore, specific plans are best suited for
specific environments. An environmental analysis will evaluate
the appropriateness of the strategic plan on that particular
environment. It is very important to differentiate this
implication of the analysis from an environmental feasibility
study.
Competitive analysis on the other hand refers to the competitive
environment the organization exists in and which will influence
the strategic plan. For instance, Ascension Health exists in a
competitive environment where there are other organizations
offering similar health services. The major benefits of a
competitive analysis are that it helps the organization to
forecast the impact of competition on the strategic plan. For
instance, Ascension plans to establish new facilities in specific
regions of the United States. In accomplishing this objective,
the organization must not only explore the environment but also
the competitive structures that will influence its service
provision (Begun, Zimmerman, & Dooley, 2003). While
marketing and pricing do not hold greater significance in non-
governmental organizations providing healthcare, the operations
of competing firms will surely impact their potential.
Therefore, a competitive analysis is an integral aspect of the
strategic planning process that gives more value to the
environmental analysis. It helps the organization to establish
how the behavior of competitors will affect different aspects of

8. the strategic plan. In the example highlighted above, the price
of specific healthcare services will also influence the price set
by the organization for such services. Additionally, a
competitive analysis provides information about competitive
strategies utilized by organizations operating in the industry.
While marketing is not used extensively in the healthcare
industry, organizations compete on the quality of services and
possibly the number of patients (Begun, Zimmerman, & Dooley,
2003). Essentially, an analysis of this data will help Ascension
Health estimate the type of services required or which are in
great demand as well as the demographic characteristics of the
target region.
Considering the organizations plan to increase its health
coverage in wider regions of the United States, there are
economic, legal and regulatory issues that will potentially
impact this strategic plan. The most significant legal enactment
that changed the image of care provision is Obamacare. Since
its development, this particular act is slowly maturing in the
United States healthcare industry. As it has been analyzed
before, there are specific aspects of this act whose effect may
be felt later on. Organizations like Ascension Health are
impacted by the legal and regulatory aspects of this act
(Lancaster, et al., 2007). It is therefore logical that this
strategic objective will be as well impacted by this act. Of
greater importance to this is the economic impact of the act on
consumers of healthcare and providers. This act shifted greater
responsibility in care provision to the healthcare provider while
promoting the significance of healthcare insurance providers.
Assuming that Ascension Health has well adapted to the
economic environment in the industry, there are still legal
spectrums of the government’s involvement in the industry that
will impact its strategic plan (Lancaster, et al., 2007). The legal
structure may not be evolving; however, constant updates on
regulative coverage may affect specific service provision
platforms. This will largely depend on the nature of services the

9. organization will strive to provide to its patients.
SWOT Analysis
Strengths
Ascension Health derives its strength from the high number of
inter-state facilities it has. As already mentioned, the health
organization is affiliated to more than 20 health facilities
distributed in different states (Ascension, 2016). This high
number of hospitals and their relative distribution popularizes
its brand and makes it possible for the organization to distribute
its influence in the industry. Additionally, given its large-scale
presence, the organization is known to harbor some of the
highly competent professionals in the industry. Evolving from
its strategic personnel management scheme, Ascension employs
health practitioners who are highly trained and competent in
specific health provision services. Owing to its larger size, the
organization is capable to accomplish its mission, goals and
objectives by establishing quality leadership to strengthen its
organizational culture and lead its workforce towards
organizational success. This is further cemented by a highly
effective management program to ensure proper coordination
with its affiliate facilities (Ascension, 2016). This possibly
explains the organization’s ability to respond to internal and
external changes and challenges in the health industry. The
Catholic ministry further supplies values that help ensure
service discipline throughout the organization. The presence of
this ministerial affiliation assists the organization in
predefining its objectives and sources of finance.
Weaknesses
The main weakness of Ascension Health is its affiliation to
Catholic ministries. While this may be viewed as an advantage
that justifies its operations as a non-governmental organization,

10. it limits its progress in an industry that is evolving. The
adoption of intelligent systems and more advanced systems are
subject to decisions by the ministry based on doctrines that
hamper decision making. Additionally, health organizations are
widening their market base or areas of coverage. The fact that
Ascension Health is limiting its coverage in United States only
is limiting. Furthermore, when compared to other health
organizations, it appears that this organization has weak
branding.
Opportunities
Given the distribution of facilities within states, there are
regional markets in specific states that are under-exploited. This
presents the organization with an opportunity of potential
markets that can be explored. Most importantly, there are
emerging healthcare services that are in great demand.
Therefore, the organization can simplify its service provision
framework and address such new avenues. Diversification of
health services will help the organization address health
problems of the minority. Furthermore, advancements in
research and technology are influencing the potential of health
organizations in America and beyond. The organization can
utilize this opportunity to advance its services.
Threats
There is intensive competition in the United States health
industry involving players like Catholic Health Initiatives,
Tenet Healthcare, Mayo Clinic, Adventist Health System and
Hospital Corporation of America among many others. These
organizations exert significant competitive pressure of
Ascension Health. Secondly, complex government policies that
are sometimes confusing and challenging to be fully compliant
with are a threat to the credibility of specific initiatives or
plans.

11. In conclusion, Ascension Health is presented as an organization
that is well capable of developing and implementing this
particular strategic plan. The SWOT analysis explores its
potential within an industry characterized by a number of
powerful organizations. However, it is the characteristic service
provision model of the organization that awards it greater power
to survive and meet its objectives in the industry. Furthermore,
this analysis has explored the significance of an environmental
analysis and competitive analysis on the strategy development
process. These are aspects that emerge to be significant in the
development of a strong strategic plan.
Ascension Health Strategic Financial Plan
Ascension Health Organization avails its financial reports and
analysis to the public and its partners for better understanding
of its operations. Judging from the nature of the organization
and its affiliation to the Catholic ministry, it prefers if its
operations are transparent. By availing its financial disclosures
to the general public, the organization makes it possible for its
stakeholders to conceptualize the feasibility of its strategies. To
begin with, it is very important to establish a platform from
which the organization’s financial status can be explored and
re-established with respect to implementing its strategic plan.
As the organization intends to establish a number of affiliate
facilities in specific regions with greater patient traffic, it must
relate how this strategic plan will be influenced by its current
financial status. It is worth mentioning that the organization
classifies its financial information on the basis of strategies
driving growth, results of consolidated operations and liquidity
and capital resources. Each of the organization’s financial plans
and recurrent expenditure must fit within any one of these
classifications. It is very important to explore the strategic
financial plan of the organization as it relates to expected

12. financial disclosures that are in alignment to the organization’s
goals and objectives.
Financial strategies
To begin with, it is important to explore the financial strategies
the organization has utilized to gain financial strength in the
industry. Fundamentally, the organization’s inclination to the
Catholic Ministry is not only a support value for its operations
but also a leading financial resource for its operations. The
main objective of the organization is to provide quality
healthcare services to patients coming from poor financial
backgrounds or vulnerable individuals (Hendrich, et al., 2007).
In order to focus on this particular section of the American
population, the organization misses out on a number of
competitive approaches to the market that are highly exploited
by its competitors. This may have a significant impact on the
organization’s efforts to establish a competitive match against
other players in the industry. However, with the support from
the ministry, the organization is capable of allocating resources
to the achievement of this objective and ensuring that enough
organizational operations are dedicated to health aspects that
can help gain competitive ground.
There are two fundamental aspects of this strategy; to establish
a quality value-based care in all its person-centered care
facilities and to widen its web of influence in the industry by
establishing more facilities. What this means to its financial
system is that a considerable amount of financial resources must
be allocated to the strategic plan in the first 3 years. In this
context, it is very important to evaluate how this will impact the
organization’s 3 yr. Consolidated Financial Statement. There
are two main assumptions made when evaluating the projected
impact the strategic plan will have on the organization’s

13. financial system. Firstly, the organization’s effort in improving
the quality of value-based care in all its facilities will utilize
the same distributive approach that has been utilized over the
years. This will mean that a factor rubric will be used in
determining how resources allocated for each facility will be
distributed within its operations. Secondly, it is assumed that
the organization’s new facility will assume a similar financial
sub-structure as all its other facilities have been operating on.
While there is considerable structural specialization in most of
its facilities, the organization has ensured a pretty much
coherent financial system for its facilities (Felland, Ginsburg, &
Kishbauch, 2011).
Budget
It is also essential to explore the elements that will be
highlighted in the projected budget. It must be understood that
this organization plans to establish a facility that will offer
equitable healthcare services to the target population.
Therefore, normal project implementation resource requirements
will apply. In this context, within the capital set aside for the
establishment of the new facility, there must be adequate
resources allocated to infrastructure. It is a logical factor that
infrastructure forms an integral part of a facility’s potential to
provide quality services. Additionally, this budget must include
financial resources that will be utilized in installation. This is
very important as installation is dependent on the nature of the
target site.
Thirdly, the budget must also highlight the expected number of
workers in the new facility and how compensation will be
distributed within this framework. Furthermore, supplies,
machines, raw materials and other equipment necessary for the
organization to operate must be well outlined in the budget. On
the other hand, the consolidation approach will be utilized to

14. satisfy the second portion of the strategic plan. This is
essentially because this objective builds on a quality assurance
program that is already in existence. This will be classified as
capital expenditure. The organization must exhibit good capital
expenditure planning in its effort to improve the quality of its
services a notch higher. This is why a consolidation approach is
highlighted as the most appropriate strategy. While the
organization has been operating within a business framework
exhibiting satisfactory quality, there is great need, as spelt out
in its strategic plan, to improve quality to greater levels. As a
result of this objective, capital expenditure planning must
utilize a new approach that will integrate the identification and
utilization of strategic resources.
When it comes to contingency plans and budgeting for
unexpected events, Ascension Health must utilize its emergency
kitty for new programs to ensure that unexpected events are
catered for. There are numerous scenarios that can take place in
the implementation of its strategic plan. While the
organizational objective of the firm remains critical to its
operations, it is important to establish a considerable amount of
financial resources within the strategic budget that will help
consolidate operations in the event of a mishap projected
strategy implementation (Prybil, et al., 2012). Another
significant aspect of strategic financial planning unique to this
organization is the tailor-to-fit program. Despite utilizing an
organizational culture and objective to unite its facilities, the
organization allows facilities to establish tailor-made programs
that ensure demand for healthcare services is met with the
highest degree of consumer satisfaction. This is very important
in the establishment of the new wing. Enough resources must be
allocated to research and optimization to ensure that the new
facility is well configured to the service delivery preferences
and expectations of the target patient population.
Business model

15. The organization’s business model can be explained through the
three fundamental elements of its financial system highlighted
earlier (strategies driving growth, operations and
liquidity/capital resources). The main element that define the
organization’s business model is its healthcare provision
operations. By providing quality value-based healthcare
services in several person-centered facilities, the organization
gathers enough resources coupled by support from the Catholic
ministry and its partners to sustain its progress. The main
advantage of this particular strategic plan is that it does not
make significant changes on the usual financial system of the
organization. Financial stability is a very integral aspect of
business growth in a multi-dimensional industry like the
American Healthcare Industry (Hendrich, et al., 2012). By
streamlining the need to improve quality in value-based care by
inflating the current financial system to avail resources for
improvement, the plan ensures a constant financial framework
for the organization. Additionally, in the proposed facility,
utilizing a known financial system helps manage
implementation and operation.
In conclusion, the organization’s internal resources and
financial capabilities offered this strategic plan the freedom to
utilize creativity, technology and innovation in establishing a
strategy that not only fits its business model, but also utilizes
opportunities presented by strategic resources. Therefore, the
implementation of this strategic plan will be easier and follow
the normal consolidated processes of the organization.
Implementation of the Strategic Plan
The implementation stage of any project is the most integral
aspect of the strategic plan that must be done with the greatest
focus on efficiency. In this context, Ascension Health as an
organization must comprehend all the requirements that will
ensure efficient implementation of its strategic plan. This
analysis will explore all the significant aspects that will

16. characterize the implementation process as it relates to the
organization’s strategic plan. At this level, the most important
aspect is strategic resource availability. This means that timing
of the implementation process is very important in aligning the
resource needs of the plan to its cycles of availability.
Therefore, the first aspect of implementation is establishing a
particular time with which the implementation process will be
actuated. For example, as the establishment of a new facility is
a significant section of the strategic plan, timing the
development of this organization is very important (Bryson &
Alston, 2011). The organization must utilize market research
concepts to establish when demand for health care is higher
than normal in the region of interest. This provides good timing
in which the facility will start operating immediately. It is
important to understand that there are other aspects that
characterize the implementation of this strategic plan that will
be explored to detail.
There are potential barriers that the organization is likely to
face during the implementation stage of this strategic plan. To
begin with, health care services are designed not to be perceived
like normal products. This means that ideal parameters used in
market research may not be used. This is particularly very
important when timing the implementation of the strategic plan.
For example, as the strategic characteristics of intended
resources are dependent on the timing, the organization may not
find enough information from which to characterize the need for
healthcare services (Swayne, Duncan, & Ginter, 2012). The
outbreak of a particular disease may serve to be a strategic
event to guarantee increased need for health services. However,
this seemingly contravenes the fundamental value on which the
objective of healthcare is built.
Secondly, considering the number of players who influence the
industry, including the government, as well as the compact
characteristic of the United States healthcare industry, a very
small change on operational characteristics may have a very

17. detrimental impact on the profitability of the organization.
Essentially, improving the quality of service provision through
value addition will require resources which must be accounted
for in one other parameter. Therefore, the organization must
critically choose which particular parameter these resources will
be recovered and how consequences will be counteracted. For
instance, if the organization chooses to increase its pricing, the
greater number of competitors in the industry may render the
organization less competitive.
During the implementation, efficiency is dependent on the
performance of the chosen communication strategy from which
employees will be able to interpret and practically recreate the
essentials of the strategic plan. In this context, the organization
must choose a communication strategy and an interaction
framework. For example, by utilizing a chain of command or a
simple organizational structure, it will be possible to trace the
flow of information and decision making throughout the
implementation process. A good example would be a website or
a common meeting point from which group leaders meet and
deliberate on matters concerning the implementation process
(Hahn & Powers, 2010). Secondly, an interaction framework
helps to connect all the functional units of the implementation
team. This connection is very important as it determines how
strategic resources are used within each phase of the
implementation process, how each performance and updates are
propagated within the organizational structure chosen as well as
how the process impacts the organization’s continuity.
The establishment of a market entry strategy is very important
for an organization like Ascension Health which exists within a
multi-dimensional business environment. As direct marketing of
healthcare services is bundled with unethical issues that may
compromise the relevance of the organization and its affiliation
to the Catholic ministry, it is essential to utilize a passive
marketing framework (Ascension, 2016). This may involve
partnering with an existing organization or using patients to

18. market the organization. The organization must be keen not to
exhibit direct involvement in the marketing of its services.
Beyond everything else, the organization must establish a
trustworthy impression from which patients can develop loyalty.
This means that any form of indirect marketing like free
immunizations or testing can be used to publicize its new and
improved services. Finally, the organization must utilize a
structured procedure during the implementation. As there are
functional relationships between various sections of the
strategic plan, it is very important to utilize a structured
procedure that will make the best of these relationships.
Evaluation and Control
Evaluating the effectiveness of a strategy is a very important
quality assurance process in business strategy, planning and
execution. An organization must establish different and regular
measurement parameters within the conceptualization,
implementation and operational stages of the strategic plan. In
this context, Ascension must evaluate the performance of this
strategic plan from each point. The data from these evaluative
studies will be then used to control and tune the strategy to the
objectives of the process (Heckman, Kauffman, & Zaremski,
1999). In verifying the effectiveness of the strategy, there are a
number of variables that must be observed and determined. As
the strategic plan is divided into two distinct sections, a
measurement rubric for evaluation must be established for each
section. Beginning with the first section, improving the quality
of services must have a direct impact on consumer experience
with the organization’s services.
Therefore, the organization’s efforts in improving quality in all
its facilities must be established through an active and reliable
statistic. In this context, consumer satisfaction happens to be
the most strategic statistic that will best describe the
performance of the new strategy. Given the sensitivity of the
health industry, consumer satisfaction is an integral determinant

19. of competitive advantage. This means that the organizations
must have maintained a well updated record of their
performance on consumer satisfaction. Therefore, interviews
and questionnaires can be supplied to selected patient groups in
each facility to establish the level of satisfaction they have on
the facility’s product. The patients will be able to highlight
whether they are satisfied with the services offered or not.
This information will be compared with records to establish if
the strategy implemented has performed as expected. On the
other hand, the second section of the strategy involves the
establishment of a new facility. The necessity of this aspect of
the strategic plan is justified by increased demand of health
services in the target area. Therefore, the most significant
performance measurement will be evaluating the extent to which
the new facility performs in comparison to other similar
facilities managed by Ascension Health as the parent
organization (Ascension, 2016).
If the strategy fails to show the performance anticipated, it will
be better for the organization to roll back the changes (Swayne,
Duncan, & Ginter, 2012). Identifying this point is equally
important. This is because the strategy in itself is two-fold. As
much as it establishes itself in a completely new business
environment, it builds on the strengths that Ascension Health
already has as an organization. When it comes to establishing a
new organization, if the organization does not demonstrate a
capacity to serve a considerable number of patients, there is a
likeliness that it will run losses. On the contrary, if there are a
larger number of patients beyond the conceptualized figure, this
must be viewed as an opportunity that the organization can
utilize to strengthen its existence in that region. Withdrawal in
this section is therefore based on the number of patients served
as compared to the operating requirements of the facility.
Secondly, in value addition to existing services, it is important
to understand that the American Healthcare system is dynamic

20. and very sensitive. For example, if the strategy leads to a price
increase in Ascension’s service that completely offsets the
balance they have with its consumers in the market, there is
enough reason to withdraw the effects of the strategy.
To establish a realistic contingency plan that does not threaten
the potential of the strategic plan, it is very important to define
a tolerance range beyond which such a corrective action can be
engaged. In the new facility, time and resources are very
integral to its success (Kraus, Harms, & Schwarz, 2006). Given
that it is a new environment, time should be allowed for the
organization to adapt to the environment while it is supplied
with essential resources. On the other hand, value addition
introduces a new set of product or service features that
consumers must adapt to justify the offset or impact it has on
the industry. Again time and resources must be allowed to
ensure consumers get to adjust to the new products and services
while the organization invests resources in promoting the new
phase of its products and services.
In conclusion, the evaluation above has highlighted withdrawing
the strategic efforts in case the organization’s performance falls
far beyond the tolerance range. A more acceptable corrective
action could be the establishment of a contingency kitty
containing resources that can be used to support the strategic
plan in case it does not exhibit the expected performance.
Injecting more resources to any section of the strategic plan
may change the performance of the strategic plan from good to
better (Hunger & Wheelen, 2003). For example, increasing
resources to boost product promotion may help convince more
consumers on the performance or superiority of the value added
products. Similarly, availing more resources to the new facility
may help cover more health problems submitted by patients.
References

21. Ascension. (2016, 5 22). Mission, Vision and Values. Retrieved
from Ascension Health Organization:
http://ascension.org/living-the-mission/mission-vision-values
Bryson, J. M., & Alston, F. K. (2011). Creating your strategic
plan: A workbook for public and nonprofit organizations (. John
Wiley & Sons.
Hahn, W., & Powers, T. L. (2010). Strategic plan quality,
implementation capability, and firm performance. Academy of
Strategic Management Journal, 9(1), 63.
Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2012). Strategic
management of health care organizations. John Wiley & Sons.
Felland, L. E., Ginsburg, P. B., & Kishbauch, G. M. (2011).
Improving health care access for low-income people: lessons
from ascension health’s community collaboratives. Health
Affairs, 30(7), 1290-1298.
Hendrich, A. L., Batcheller, J., Ellison, D. A., Janik, A. M.,
Jeffords, N. B., Miller, L., & Williams, C. (2012). The
Ascension Health Experience: Maximizing the Chief Nursing
Officer Role in a Large, Multihospital System to Advance
Patient Care Quality and Safety. Nursing administration
quarterly, 36(4), 277-288.
Hendrich, A., Tersigni, A. R., Jeffcoat, S., Barnett, C. J.,
Brideau, L. P., & Pryor, D. (2007). The Ascension Health
journey to zero: lessons learned and leadership perspectives.
The Joint Commission Journal on Quality and Patient Safety,
33(12), 739-749.
Prybil, L., Levey, S., Killian, R., Fardo, D., Chait, R., Bardach,
D. R., & Roach, W. (2012). Governance in large nonprofit
health systems: Current profile and emerging patterns.

22. ASCENSION HEALTH
Strategic Plan
INTRODUCTIONWas founded in 1999 and developed from a
catholic ministry.One of the leading healthcare organizations in
the United States with its facilities well distributed over 25
states.It has a significant administrative capabilities and a large
patient database.Mission is to commit themselves to serving all
persons with special attention to those who are poor and
vulnerable (Ascension, 2016).Its vision is to create a vibrant
Catholic health ministry in the United States that leads
healthcare’s transformation (Ascension, 2016).
This healthcare organization serves the greater part of the
United States.Its the most ideal healthcare system that embraces
a beyond average score of the fundamental quality units
characterizing America’s Healthcare Industry.
*
RELEVANCE OF A STRATEGIC PLAN TO ASCENSION
HEALTHIt ensure that vulnerable individuals in the society are
equally placed in the reception of care.It ensures the provision
of healthcare that works, that is safe and leaves no one behind.It
provides an overall strategic direction to the management of the
organization.Gives a specific direction to areas like financial
strategy, marketing strategy.
compassion and dedication in the provision of person centered

23. care for all.common background from which all the members of
the society, irrespective of their social, racial, and economic
status, receive care.The organization uses this common platform
to service the health needs of the general public in its areas of
coverage while offering special attention to vulnerable groups.
*
SWOT ANALYSISOpportunities
Expansion to other states
Diversification of health services in great demand
Utilizing technology and innovationThreats
Intensive competition
Complex government policiesStrengths
Has a large chain of hospitals in various states in America
Employs highly professional health practitioners
Highly effective management programs
Has support from the Catholic MinistryWeaknesses
Ties to religious ministry hinders exploration of other health
objectives
Only limited to the United States Healthcare industry
Weak branding
THE STEPS THAT PROFILES THE STRATEGIC
MANAGEMENT PROCESSEstablishing the relevance to the
current mission, vision, and values.Environmental scanning for
competitive advantages.Strategic goals.Internal dynamic and

24. resource considerations for strategy implementation, including
key budget information (Pryor, Hendrich, Henkel, Beckmann, &
Tersigni, 2011).Measurement guidelines.Feedback
considerations, and mechanisms the organization should put into
place to ensure the success of the company.
*
RELEVANCE TO THE CURRENT MISSION, VISION, AND
VALUES.Dedication to a spiritually-centered, holistic care
which will sustains and improves the health of individuals and
communities (Ascension, 2016). Each facility is dedicated in
propagating the mission and vision of the organization through
guidance from its values.Offers each member facility a common
objective that unites their regional efforts as members of a
single organization with a single objective.The organization
visualizes itself as a significant Catholic health ministry that
will provide the required transformation in the health
industry.The values help the organization and its member
facilities to uphold the stipulations of the Catholic ministry and
its health service provision extension
organization’s values are more specific on the guidance they
offer to facilities.
*
ENVIRONMENTAL SCANNING FOR COMPETITIVE
ADVANTAGES
The use of strategic resources strengthens the corporate
strategy.The organization has specific programs and services

25. tailored to the health needs of the target population.The
organizations must have a maintained, well updated record of
their performance on consumer satisfaction.
It is the primarily the justification for the organizations
dominion in the United States Health industry.consumer
satisfaction is an integral determinant of competitive advantage.
*
INTERNAL DYNAMIC AND RESOURCE CONSIDERATIONS
FOR STRATEGY IMPLEMENTATION, INCLUDING KEY
BUDGET INFORMATION.
Organization utilizes a systems theory approach from which
each facility is given some level of independence. Each facility
has its own management and its own organizational structure.
The organization chooses a particular change management
model based on the type of transition. Organization utilizes
strategies to maintain the integrity of its Catholic ministries and
as well serve well in the health industry (Lancaster, et al., 2007)
Among the most popular change management models are
Lewin’s change management model, McKinsey 7-S model
(Shared values, strategy, structure, systems, style, staff and
skills) as well as Kotter’s 8 step change model.United States
government has on the health industry
*
MEASUREMENT GUIDELINESAscension must evaluate the
performance of this strategic plan from each point.Verifying the
effectiveness of the strategy.Efforts in improving quality in all
its facilities must be established through an active and reliable

26. statistic.The establishment of a new facility.It is very important
to define a tolerance range beyond which such a corrective
action can be engaged.
An organization must establish different and regular
measurement parameters within the conceptualization,
implementation and operational stages of the strategic plan.As
the strategic plan is divided into two distinct sections.
*
FEEDBACK CONSIDERATIONS, AND MECHANISMS THE
ORGANIZATION SHOULD PUT INTO PLACE TO ENSURE
THE SUCCESS OF THE COMPANYOrganizations must have
maintained a well updated record of their performance on
consumer satisfaction.Interviews and questionnaires can be
supplied to selected patient groups in each facility to establish
the level of satisfaction they have on the facility’s product.This
information will be compared with records to establish if the
strategy implemented has performed as expected.If the strategy
fails to show the performance anticipated. Organization to roll
back the changes.
The patients will be able to highlight whether they are satisfied
with the services offered or not. When it comes to establishing a
new organization, if the organization does not demonstrate a
capacity to serve a considerable number of patients, there is a
likeliness that it will run losses.
*
STRATEGIC FINANCIAL PLANThe organization avails its
financial reports and analysis to the public and its partners for
better understanding of its operations. To establish a platform

27. from which the organization’s financial status can be explored
and re-established with respect to implementing its strategic
plan.The organization classifies its financial information on the
basis of strategies driving growth, results of consolidated
operations and liquidity and capital resources. The
organization’s financial plans and recurrent expenditure must fit
within any one of these classifications.
Its affiliation to the Catholic ministry prefers its operations to
be transparent. By availing its financial disclosures to the
general public, the organization makes it possible for its
stakeholders to conceptualize the feasibility of its strategies.As
the organization intends to establish a number of affiliate
facilities in specific regions with greater patient traffic, it must
relate how this strategic plan will be influenced by its current
financial status.
*
CONT.Explore the financial strategies the organization has
utilized to gain financial strength in the industry.The
organization can develop a consolidated financial statement.The
budget must also highlight the expected number of workers in
the new facility and how compensation will be distributed
within this framework.The organization must exhibit good
capital expenditure planning in its effort to improve the quality
of its services a notch higher. Ascension Health must ensure a
contingency plans and budgeting for unexpected events.
Inclination to the Catholic Ministry is not only a support value
for its operations but also a leading financial resource for its
operations. Supplies, machines, raw materials and other

28. equipment necessary for the organization to operate must be
well outlined in the budget.
*
CONCLUSIONTo explicitly service specific and specialized
needs of the population, the organization has specific programs
and services tailored to the health needs of the target
population.As quality is a significant element in the health
industry, the organization has a follow-up process through
which the quality of their services are traced and improved.The
use of strategic resources strengthens the corporate strategy and
offers the organization a competitive advantage within the
market.
REFERENCES
Ascension. (2016, 5 22). Mission, Vision and Values. Retrieved
from Ascension Health Organization:
http://ascension.org/living-the-mission/mission-vision-values
Lancaster, A. D., Ayers, A., Belbot, B., Goldner, V. K.,
Stanton, D., & Sparkman, L. (2007). Preventing falls and
eliminating injury at Ascension Health. The Joint Commission
Journal on Quality and Patient Safety, 33(7), 367-375.
Pryor, D., Hendrich, A., Henkel, R. J., Beckmann, J. K., &
Tersigni, A. R. (2011). The quality ‘journey’at Ascension
Health: how we’ve prevented at least 1,500 avoidable deaths a
year—and aim to do even better. Health Affairs, 30(4),
604-611.