Description
Now that you have completed an in-depth analysis of the case study, it is time to provide recommendations. You will recommend a course of action regarding strategic planning in light of the issue the healthcare organization is facing. Be sure to address the following:Provide a brief summary of the issue facing the healthcare organization and the aspects you have previously reviewed that relate to the issue.What course of action would you recommend the healthcare manager take in terms of strategic planning around this issue? Be sure to justify your recommendation with evidence.What recommendations would you make to ensure that identified key stakeholders in the organization are involved in driving the strategic planning process? Be sure to substantiate your claims.How might the organization better align its strategic planning and policy processes with its overall mission and vision, particularly with regard to this issue? Be sure to provide evidence to justify your response.below i attached milestones 1-4 for refrence
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Case Study One: Cottage Senior Living
Dania Atieh
Southern New Hamphsire University
Milestone One
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Introduction
Serving the requirements of elderly and disabled people who need daily support, Cottage
Senior Living operates in the dynamic long-term care and assisted living market. Several urgent
issues, such as decreased resident satisfaction, increased employee turnover rates, and heightened
competition, are facing this sector. Given the industry’s predicted growth, fueled by an aging
Baby Boomer generation and longer life expectancies among older people, these challenges are
of the utmost importance. This paper summarizes the challenges, interpretation of the mission,
vision, and values, and their impacts on the challenges faced.
Summary Of the Circumstances and The Problems
Cottage Senior Living is a part of the more significant long-term care and assisted living
sector, which includes a variety of healthcare and residential service providers for elderly and
disabled people in need of help with daily life. The organization faces falling resident
satisfaction, increased staff turnover, and increased competition in the assisted care market.
These concerns are critical given the industry’s anticipated growth, predominantly fueled by the
aging Baby Boomer demographic and rising life expectancy among older people. In addition,
Cottage Senior Living operates in a competitive market where private payers account for a
sizeable portion of revenue and the four top industry providers hold a meager 13 percent of the
market. It is essential to comprehend the demographics of senior living communities, the variety
of care services provided, and the advent of cutting-edge models like continuing care residential
communities (CCRCs) and memory care institutions to address these issues. Despite Medicaid’s
significance to the sector, the organization made the strategic decision not to advertise to or
accept Medicaid recipients, which gives its situation a unique twist (“Cottage Senior Living,
n.d.).
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Interpretation of the Mission, Vision, and Values of Cottage Senior Living
In the context of the long-term care and assisted living industries, Cottage Senior Living’s
mission, vision, and values come together to provide a guiding framework that determines the
organization’s identity and purpose. The mission statement highlights the organization’s
commitment to improving the quality of life for senior citizens by putting their safety, care, and
comfort first. It reflects a dedication to offering all-encompassing support, considering a person’s
physical, emotional, and social needs. The organization’s daily operations are guided by this
objective, which places a premium on resident pleasure and general welfare. The vision
statement outlines Cottage Senior aspirational aim of becoming the top option for senior living.
It focuses on the pursuit of excellent care and conveys a dedication to going above and beyond
what is expected in the field. The organization’s commitment to adapting to changing healthcare
trends and resident expectations is shown by including “innovation” in the mission statement
(“Cottage Senior Living, n.d.).
These values of compassion, integrity, respect, and quality provide Cottage Senior
Living’s ethical and practical compass. “Compassion” highlights the organization’s commitment
to empathic and sincere care for residents, fostering a supportive and trusting environment.
Reiterating the value of moral behavior and openness, “integrity” ensures all stakeholders can
believe in the organization’s decisions. Regarding inhabitants’ requirements and preferences,
“respect” directs how they are treated decently. “Excellence” establishes a benchmark for
continual progress and motivates the business to offer the best possible care and services. When
taken as a whole, these values foster an organizational culture that aligns with the organization’s
mission and vision, fostering a setting where residents receive exceptional care and staff
members are committed to their jobs (“Cottage Senior Living, n.d.).
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Impact Of the Mission, Vision, And Values on Organizational Circumstances
How Cottage Senior Living interprets its goal, vision, and values is crucial to how it
responds to its difficulties. The mission establishes high standards for well-being and guides care
on residents’ needs to overcome diminishing satisfaction. The organization is inspired to stand
out and effectively engage with the community since the vision’s emphasis on outstanding
service and innovation aligns with the competitive landscape. The organization’s principles also
foster a supportive workplace culture, which addresses staff turnover issues by encouraging
employee engagement and happiness. According to Fuertes et al. (2020), these guiding principles
give Cottage Senior Living a framework for making strategic decisions that will improve
resident satisfaction, keep it competitive, and increase staff retention while adhering to its
mission to offer great care in a loving and secure environment (“Cottage Senior Living, n.d.).
Conclusion
In the constantly changing environment of the long-term care and assisted living
industries, Cottage Senior Living faces some complex problems. These difficulties include
dwindling resident satisfaction, rising staff turnover, and intensified competition. However, the
organization’s apparent interpretation of its goal, vision, and values provides a strong foundation
for tackling these difficulties. Cottage Senior Living can seek to improve the quality of life for its
residents, excel in the delivery of care, and establish a welcoming workplace that benefits
residents and staff by aligning its actions with these guiding principles. Although the path ahead
may be difficult, the company’s dedication to its goal, vision, and values guide it through these
difficulties, ultimately securing its long-term success and reputation as a top choice for senior
living.
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References
(n.d.). Cottage Senior Living.
Fuertes, G., Alfaro, M., Vargas, M., Gutierrez, S., Ternero, R., & Sabattin, J. (2020). Conceptual
Framework for the Strategic Management: A Literature Review—Descriptive. Journal of
Engineering, 2020, 1-21. https://doi.org/10.1155/2020/6253013
Milestone 2
Dania Atieh
Southern New Hamphsire University
Milestone Two HCM
1
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
1
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
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