Description
You have now submitted and received feedback on all milestones, which are parts of the final project. Review all the feedback you have received from your instructor so far. Write a journal assignment that describes your approach to implementing the feedback you have received.In the assignment, be sure to address the following:Provide a general introduction describing the areas where you showed proficiency and the areas where you need improvement.Identify specific issues your instructor noted that you agree with, and describe how you will address them. For example, if your instructor noted a place where more information was needed, what additional information will you include, and how will it help clarify your analysis?Identify specific issues your instructor noted that you disagree with, and explain why you disagree. For example, if your instructor noted a place where your conclusions were incomplete, express why they were not.Describe the steps you will take to make improvements in your final draft.below are milestones attached
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Milestone 2
Dania Atieh
Southern New Hamphsire University
Milestone Two HCM
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Cottage Senior Living specializes in long-term care, among other things. The
administrative center of the business is located in Huntsville, Alabama. Cottage Senior Living
runs three different senior living residences. The Assisted Living, Memory Care, and Active
Adult homes offer long-term care services. As a result, significant changes have been made to
the company’s customer service philosophy and strategy. The current study incorporates
market characteristics to define the three strategic approaches contributing to the firm’s
growth and performance. This case study analysis evaluates the applicability of strategic
analysis to identify the problems the company has and potential remedies.
The Organization’s Approach
Senior Cottage Living is a well-structured organization that aims to help the elderly.
Cliff White, the company’s president, underlined the need to pay particular attention to the
interests of the elderly clients in his speech. Their mission statement states that they want to
ensure that elderly individuals are treated with dignity and compassion. This indicates how
the business bases its strategic decision-making on its target market’s wants and needs (Ginter
et al., 2018). The business has a clear plan for the future, which includes assessing where it is
now in terms of growth and contrasting it with where it needs to be.
The president has divided their expansion into three phases by asking only three
questions regarding the organization’s future development: what, why, and how regarding
location and capacity for growth. The focus on “service offerings” in the vision demonstrates
that Cottage Senior Living is considering a range of services in addition to housing to support
members’ preferred way of life. This all-encompassing approach can be a component of their
master plan to differentiate themselves from the competitors (Harrington et al., 2016).
Providing residents with amenities and services that encourage ongoing physical and social
engagement is certainly one of their long-term goals. The company’s president also discussed
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how serving non-subsidized, private-pay clients in tertiary markets sets it apart from rivals
(“Cottage Senior Living, n.d.).
The Major Issue Identified From the Case Study
The case study has brought to light a significant need for methods of growth and
expansion. The president of the company presented information showing the company’s aim
to expand into nearby towns, which might be a huge growth engine but is only as good and
effective as the management of the organization (“Cottage Senior Living, n.d.). It is vital to
assess the situation first before moving forward. In each location, franchisees also own the
land on which their businesses are built, which might make it difficult to hire and keep a large
enough pool of qualified workers. However, all business-related tasks, such as hiring staff
and running advertisements, fall within the purview of the Cottage Senior Living corporate
office. As a result, the firm must create an expansion plan that complies with all relevant
regulations. An assessment of present patterns and changes can be used to make predictions
about how it will operate in the future. It will be crucial to assess critical directions for
improving a framework for flexible change in the future (Harrington et al., 2016). The rising
proportion of patients with Medicaid insurance—which is already over 60%—is one of the
current trends. Cottage Senior Living does not currently accept Medicaid patients.
Strategic Planning Concerns
The leadership of the company has pledged its efforts to organize the development
resources of the company to enable it to realize its vision statement. The organization’s goal
is to offer people housing and services that encourage an active, sociable, and involved way
of life. This suggests that creating a distinctive way of life for its residents has been a
significant priority of their strategic planning (Ginter et al., 2018).
The Role of Healthcare Manager
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Senior Cottage Living is a corporate entity that focuses on assisting the senior
population. Within this organization, a healthcare manager assumes a significant
responsibility in ensuring the provision of high-quality healthcare services to align with the
company’s goal and vision (Ginter et al., 2018). The cottages are categorized according to the
specific requirements of the clientele, namely Assisted Living, Memory Care, and Active
Adult (“Cottage Senior Living, n.d.). Hence, a healthcare manager plays a crucial role in
evaluating the suitability of potential locations for establishing healthcare entities and
providing recommendations by the regulatory framework governing the industry’s corporate
operations.
Stakeholders
Customers stand to gain the most from the company’s agenda, as their patronage is
crucial to the success of the enterprise. The growth of the organization is dependent on the
participation of seniors, regardless of their demands. The growth of the business has been
segmented into three areas so that all of its resources can be devoted to serving the needs of
the elderly. As a result, customer satisfaction has become a focal point in the company’s
efforts to serve the community and realize its goals in that regard (Harrington et al., 2016).
Conclusion
Based on the case study, the organization has established its advantages and barriers
related to growth and development, which is its major agenda. From a personal standpoint,
strategic planning is based on a company’s ability to identify its limitations and address them
as growth opportunities. Since Senior Cottage Housing has recognized “empty nesters” as a
key demographic within the senior housing industry, the company has devised a plan to
expand into neighboring communities to meet their needs. By using this segmentation
strategy, they may now cater their products and services to this specific demographic
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References
(n.d.). Cottage Senior Living.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The Strategic Management of Health
Care Organizations. John Wiley & Sons.
https://books.google.com/books?hl=en&lr=&id=3qVFDwAAQBAJ&oi=fnd&pg=PR
7&dq=Ginter,+P.+M.,+Duncan,+W.+J.,+%26+Swayne,+L.+E.+(2018).+Strategic+M
anagement+of+Health+Care+Organizations.+Hoboken,+New+Jersey:+Wiley&ots=4
UJvqqsYFD&sig=JvfRfoN77k8b3X_K7unVdUTO-og#v=onepage&q&f=false
Harrington, C., Schnelle, J. F., McGregor, M., & Simmons, S. F. (2016). Article
Commentary: The Need for Higher Minimum Staffing Standards in US Nursing
Homes. Health Services Insights, 9, HSI-S38994. https://doi.org/10.4137/HSI.S38994
Milestone Three HCM
Dania Atieh
Southern New Hamphsire University
Milestone Three HCM
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Companies seek new ways to stand out in competitive marketplaces in today’s fastchanging business environment. Cottage Senior Living (CSL), a tertiary senior home
provider that targets non-subsidized, private-pay users, is one such company that has
established itself effectively. Cottage Senior Living (CSL) seeks expansion while addressing
regulatory issues in tertiary areas to provide specialized elder care.
Brief Summary of the Case Study
The focus of the case study is Cottage Senior Living (CSL), a provider of senior
housing with its main office in Huntsville, Alabama. CSL’s 1980s founding by Peg
Thompson and Wade White introduced a groundbreaking assisted living service framework
(“Cottage Senior Living,” n.d.). The company targets non-subsidized, private-pay consumers
in tertiary markets. CSL’s extensive elder care portfolio includes independent living (IL),
assisted living (AL), memory care (MC), and skilled nursing facility (SNF) choices. The
franchise-like CSL structure allows each facility to operate as a legal company. They pay
CSL a management fee to unify operations and branding throughout the firm (“Cottage
Senior Living,” n.d.). CSL aims to exclude Medicaid beneficiaries to focus on private-pay
consumers.
Policies Addressing the Issue
Cottage Senior Living (CSL) deliberately addresses the challenge of supplying nonsubsidized, private-pay consumers in tertiary markets. Medicaid exclusion is a crucial policy
that fits CSL’s overall plan (“Cottage Senior Living,” n.d.). CSL controls its consumer base
by avoiding Medicaid and focusing on private-pay clients, ensuring its services meet its target
market. CSL’s franchise-like structure, with each facility as a legal company, pays CSL a
management fee. This structure requires organization-wide branding uniformity, operational
standards, and management fee agreements. In addition, the extensive array of senior care
services offered by CSL, including independent living, assisted living, memory care, and
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skilled nursing, strongly supports standards to guarantee quality and compliance for each
service category.
Alignment with Mission and Vision
Cottage Senior Living (CSL) aligns its strategic planning with its mission and vision
to serve non-subsidized, private-pay consumers in tertiary markets. Several factors support
this alignment. First, CSL’s objective is to provide specialized elder care, and its ambition is
to provide high-quality care in tertiary markets (“Cottage Senior Living,” n.d.). By targeting
private-pay consumers, CSL’s strategic strategy carefully follows its objective and vision.
Medicaid enrollees are excluded to ensure CSL’s services target its target market. As stated in
its mission and vision, CSL provides specialized treatment to private-pay customers, ensuring
service quality. CSL may fulfill its mission by entering less crowded areas and offering
specialized treatment. Furthermore, the franchise-like structure in the case standardizes
operations and branding among CSL sites (Crawford-Spencer & Cantatore, 2016).
Standardization fits the organization’s objective of providing specialized services consistently
and a vision of high-quality care across its operations.
SWOT Analysis
Strengths
Specialization in Private-Pay Market: Cottage Senior Living (CSL) excels in serving nonsubsidized, private-pay consumers. CSL differentiates itself in the elder living sector by
servicing private-pay consumers and setting pricing structures that reflect its dedication to
high-quality, specialized care.
Comprehensive Senior Care Portfolio: CSL excels in independent living, assisted living,
memory care, and skilled nursing. This complete solution enables CSL to meet older
population demands, improving its market presence and agility.
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Standardized Operations: In CSL’s franchise-like organization, maintaining service quality
and brand awareness requires standardization. For instance, all CSL facilities provide
consistent care, amenities, and experiences, building confidence and loyalty.
Weaknesses
Limited Market Reach: CSL’s strategy concentration on tertiary markets may restrict its
market reach and development prospects. Serving sparsely inhabited regions may reduce
earnings due to a limited number of private-pay consumers.
Revenue Source Limits: CSL may encounter revenue source limits by rejecting Medicaid
clients. In recessions or when prospective inhabitants are low-income, relying only on
private-pay consumers is dangerous.
Opportunities
Growth in Tertiary Markets: CSL can benefit from the tertiary markets’ potential for
development. Seniors may require specialized care in tertiary areas, allowing CSL to grow its
client base.
Expansion into New Regions: CSL may reach more private-pay clients by expanding into
new locations. To succeed in new areas, however, extensive market analysis and
demographic adaptation are essential.
Service Diversification: CSL may get a competitive edge by diversifying its services to fulfill
consumer demands. Innovative elder care services, wellness initiatives, and technologydriven solutions may expand the consumer base and income. CSL’s specialized treatment
makes it ideal for these chances.
Threats
Competition from Larger Players: CSL confronts significant competition from more
extensive elder living facilities. Established companies may have more significant resources,
marketing strength, and brand awareness.
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Economic Fluctuations: Economic downturns threaten CSL’s sole reliance on private-pay
consumers. Seniors may need help to afford private-pay elder care during downturns.
Environmental Factors and Impact on Care Delivery
The environmental elements discovered via the SWOT analysis are crucial in
determining how CSL delivers care and significantly impact its daily operations. CSL’s
capacity to serve private-pay consumers may be affected by healthcare regulatory changes,
particularly Medicaid and Medicare laws. To comply with changing legislation, CSL must be
flexible and explore changing its business strategy, such as partnering with government
programs or diversifying income streams. CSL’s target clientele—private-pay seniors may be
affected by economic downturns. CSL should prepare to help prospective residents overcome
financial difficulties during economic downturns to boost occupancy rates. The senior living
market, where CSL competes, is very competitive and dominated by more prominent firms.
In this context, CSL must spend on marketing, branding, and service quality to stand apart.
Additionally, technology allows CSL to improve care and efficiency. Telemedicine, EHRs,
and smart home technology may enhance treatment and resident experiences.
In conclusion, Cottage Senior Living’s mission, vision, and strategic planning fit a
changing healthcare sector well. Depending on regulations, the company’s concentration on
private-pay consumers in tertiary markets may be a strength or weakness. CSL’s strategic
planning focuses on specialized, high-quality elder care, matching its purpose and vision.
Demographic changes and wellness trends provide development potential, while regulatory
uncertainty and economic swings represent dangers. CSL must be flexible and imaginative to
provide excellent care while tackling new problems and capitalizing on elder living sector
expansion.
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References
(n.d.). Cottage Senior Living.
Crawford-Spencer, E., & Cantatore, F. (2016). Models of Franchising for Social
Enterprise. Journal of Marketing Channels, 23(1–2), 47–59.
https://doi.org/10.1080/1046669x.2016.1147891
Milestone Four HCM
Dania Atieh
Southern New Hamphsire University
Milestone Four HCM
Milestone Four HCM
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Cottage Senior Living (CSL) has clear rules for its elder care and assisted living
services. Regulatory compliance, resident well-being, and fiscal responsibility depend on
these personnel, healthcare, facility, and financial management rules. As the elder care
business changes, CSL must adjust its internal rules to accommodate new difficulties and
possibilities.
Summary of Current Policies
CSL provides elder care and assisted living. CSL has policies covering its operations
and services. Organizational policies include personnel, healthcare, facilities requirements,
and financial management. CSL’s staffing standards mandate LPNs and RNs and specific
staffing ratios to guarantee that residents get proper care (Cottage Senior Living,” n.d.). These
rules comply with state assisted living and memory care standards, showing CSL’s regulatory
compliance. Healthcare policies may ensure that residents get proper medicine delivery,
evaluations, and care plan adherence (Bombard et al., 2018). These policies promote resident
well-being and excellent healthcare. CSL also has safety, construction, and food service rules
(“Cottage Senior Living,” n.d.). These standards guarantee that CSL’s facilities satisfy
regulations and are safe and pleasant for inhabitants.
Current Organizational Policies
CSL policies address specific environmental or external issues. These policies
emphasize regulatory compliance and resident well-being, notably in personnel, healthcare,
and facility requirements. CSL’s employment practices maintain state compliance, which is
vital in an industry where regulatory changes may drastically affect operations (“Cottage
Senior Living,” n.d.). In addition, healthcare service policies include medicine delivery and
evaluation methods to protect residents’ health. Facility standards and regulations follow
regulatory rules to ensure resident safety and comfort. However, CSL should frequently
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evaluate and amend these rules in order to adequately respond to the evolving eldercare
sector.
Internal Policy Changes
I believe that CSL needs particular internal policy modifications and new policies to
meet its issues and potential better. First, CSL should create market growth rules that define
how to penetrate new locations, especially college towns. These strategies should handle state
regulatory differences and establish market research and feasibility evaluations. Second, CSL
should establish technology and innovation strategies that promote ongoing improvement and
technological integration. These policies should describe how to find and adopt new
technologies that improve resident care, operational efficiency, and data-driven decisionmaking. Third, to manage growth and financial sustainability, the company should use
financial flexibility policies (Fischer et al., 2019). Finally, CSL should emphasize outreach to
residents, their families, and local communities in its community participation and feedback
policy. Regular surveys, feedback, and resident participation in decision-making should be
encouraged by these rules.
Role of Healthcare Manager
Healthcare managers are crucial leaders who connect strategy objectives to policy
execution. In an organization like CSL, a healthcare manager’s involvement in directing
strategic planning processes around policy revision or development is crucial. Healthcare
managers should lead policy modification and development strategy planning. This job is
crucial owing to their healthcare policy, regulatory, and industry trends knowledge.
Healthcare managers should be policy specialists, keeping up with changes in legislation and
rules to ensure policies meet industry standards (Huebner & Flessa, 2022). They must also
actively engage in strategic planning to align policies with CSL’s goal and vision. Healthcare
administrators should openly communicate with stakeholders to seek input and resolve policy
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change concerns. They should monitor policy implementation, liaising with appropriate
departments to guarantee compliance and resolve issues. Healthcare managers can also
promote continuous improvement by assessing policy efficacy and pushing for changes to
adapt to changing external conditions.
Influence of Key Stakeholders
The strategic planning process of policy change or development within an
organization like CSL is significantly influenced by key stakeholders. These stakeholders
include residents, their relatives, employees, regulators, and the community. Residents and
their families are critical partners in policy change and planning. Their tastes, experiences,
and comments influence policy. Since resident happiness and well-being are paramount, CSL
must consider their needs and expectations while creating or amending policies. Staff,
healthcare professionals, and administrators also have significant effects. They understand
how policies affect everyday operations. Staff involvement in planning provides knowledge
and encourages ownership and commitment to policy execution. The elder care business
relies on government and regulatory authorities (Mosadeghrad, 2014). Compliance with these
standards is mandatory, and regulatory changes typically require policy modifications. To
avoid fines, CSL must continuously monitor and respond to changing regulatory demands.
Local authorities and neighbors might impact strategic planning. Support or disagreement
from the local community might affect CSL’s capacity to develop or adopt new policies.
In conclusion, Cottage Senior Living must adjust to elder care sector changes. CSL
should revise its internal policies to meet its strategic goals and provide high-quality care to
residents. Leading this process and ensuring that policies stay applicable and efficient in a
changing healthcare environment are crucial duties played by the healthcare manager and
other important stakeholders.
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References
(n.d.). Cottage Senior Living.
Bombard, Y., Baker, G. R., Orlando, E., Fancott, C., Bhatia, P., Casalino, S., Onate, K.,
Denis, J.-L., & Pomey, M.-P. (2018). Engaging Patients to Improve Quality of Care:
A Systematic Review. Implementation Science: IS, 13(1).
https://doi.org/10.1186/s13012-018-0784-z
Fischer, R. J., Halibozek, E. P., & Walters, D. C. (2019). Contingency planning emergency
response and safety. In Introduction to Security (pp. 249–268). Elsevier.
Huebner, C., & Flessa, S. (2022). Strategic Management in Healthcare: A Call for LongTerm and Systems-Thinking in an Uncertain System. International Journal of
Environmental Research and Public Health, 19(14), 8617.
https://doi.org/10.3390/ijerph19148617
Mosadeghrad, A. M. (2014). Factors Influencing Healthcare Service Quality. International
Journal of Health Policy and Management, 3(2), 77–89.
https://doi.org/10.15171/ijhpm.2014.65
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