Mission, Vision and Values in Primary Care
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Our philosophy is shared by all our staff, from physicians to the front desk. We value the relationships with our families, and enjoy caring for newborns through young adults. We are committed to continuously educating ourselves and incorporating the best of technology to provide excellent care.
And, when it’s properly crafted it can serve as a set of far-reaching goals that drive strategies and objectives. The Mission Statement Mission statements are crucial because they define the reason an organization exists. Great mission statements are short, memorable, and enduring. To ensure the mission remains squarely at the forefront of board and leadership dialogue and decision making, consider printing it on the first page of all board documents, including board agendas, bylaws, the conflict of interest statement, and, of course, the strategic plan. Keeping the mission visible will help to make it memorable. In addition, it will ensure that one important question is asked often by board members: “how will this action or activity further our ability to achieve our mission?”
Support activities include organizational culture, structure, and strategic resources. The most important elements of service delivery activities are market research, determining the health care customers, suggested services, and pricing (Ginter et al., 2013). Although organizational culture and structure belong to support activities, they are crucial for sustaining a supportive atmosphere for the customers. Establishing a value chain makes a health care organization more competitive and provides it with a better place in the market.Arranging competitive benefits in a health care organization is a crucial constituent of the organization’s success. Competitive advantage makes a facility establish unique features that the rivals cannot easily copy (Ginter, Duncan, & Swayne, 2013). Determining these distinctive elements presupposes a switch of the center of attention to reflective analysis and the internal environment. The best approach to assessing the ways in which facilities create value is the “organizational value chain” (Ginter et al., 2013).
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.
Porter, M. E., Pabo., E. A., & Lee, T. H. (2013). Redesigning primary care: a strategic vision to improve value by organizing around patients’ needs. Health Affairs, 32(3), 516-525.
Sinsky, C. A., Beasley, J. W., Simmons, G. E., & Baron, R. J. (2014). Electronic health records: design, implementation, and policy for higher-value primary care. Annals of Internal Medicine, 160(10), 727-728.