The Royal National Orthopedic Hospital is a specialist orthopedic hospital based in the United Kingdom. The hospital provides a wide scope of neuro- musculoskeletal services ranging from complex bone tumors to special rehabilitation to people suffering from chronic back pain. This hospital treats patients from all over the country and other parts of the world. The hospital boasts of a team of qualified consultants whom are recognized both nationally and internationally for their competence and experience. The hospital also plays a major role in providing training orthopedic surgeons. The hospital’s clinical and training effectiveness are enhanced by the high investment in research and development and partnerships with the University College of London.
After you are done going through let us know your thoughts and if you would like an original paper done by our professional do signup.
A SWOT analysis is a mechanism used in the evaluation of an organization’s areas of strength and weaknesses and the available opportunities and threats to the organization. This analysis enables one to gain insight on the available ways of solving present problems and problems that may arise in future (U.S.D.A, Risk Management Agency, 1). SWOT analysis is essential for strategic planning. It investigates both internal and external factors affecting an organization either positively or negatively. When conducting a SWOT analysis collection of broad internal and external information is essential. Information gathered can be on the organization itself, market and environment, competitors. The information can be gathered by carrying out competitor analysis, potential analysis, environmental analysis and market analysis (Böhm, 2).
The diagram below illustrates SWOT analysis.
The Royal National Orthopedic Hospital has over the years developed a reputation of excellent clinical service provision. This strength can be evidenced by independent reviews carried out that concluded that the clinical services provided in the hospital are exceptional. Over the last 30 years 13 independent reviews have been carried out and all were in support of this fact (Chief Executive Report, 1). Another factor that indicates excellent clinical services provided by the hospital is consistent referral and medical training changes growth which sustains the demand. The referral growth averages at 5% annually for 10 years consecutively (Chief Executive Report, 1) Patient outcomes, high patient satisfaction ratings, and awards given to the hospital for its enhanced recovery program are some of evidences of the hospital’s excellent clinical service provision.
The hospital focuses on high quality results and has consistency in clinical management with contemporary political foresight based on excellence and equality (Chief Executive Report, 1). Consistent provision of high quality results is a significant strength to any organization. This can be attributed by the fact that, effectiveness of organizations is in most cases determined by the final results of their operations. The political vision of an organization also plays a major role in its success. Having a political leadership that is objective and whose vision is concurrent to what the organization’s field of specialization requires is an advantage to the organization.
The hospital provides one of the greatest critical mass volumes of pediatric orthopedic operations in the United Kingdom and individuals with lifelong ailments are served all through their life (Chief Executive Report, 2). The fact that the hospital serves patients of all ages gives it an upper edge over other hospitals that serve patients of a given age limit. The assurance to a patient that they will get quality services regardless of their age has for a long time increased the patients’ faith in the services provided by the hospital.
The hospital has a good track record for its partnerships with academic institutions and clinical innovations. The unique mix of specialists in clinical, academics, engineering and industry is a major strength to the hospital. All these specialists are required for effective running of the hospital and for innovation purposes thus the need to incorporate them in the hospitals’ operations. The hospital has been able to come up with new techniques which include the non-invasive grower and the internal proximal femur which received national awards. The hospital has also pioneered in the utilization of autologous chondrocyte transplantation in the United Kingdom (Chief Executive Report, 2).
The Royal National Orthopedic Hospital has a high percentage of market in activities that require specialist (e.g. bone tumor, spinal surgery, and peripheral nerve injury). The hospital has invested on a team of expert specialist clinicians who perform these procedures with a high level of competence (Chief Executive Report, 2). A diligent and experienced workforce is a major strength to an organization in attainment of its vision.
The Royal National Orthopedic Hospital has several weaknesses in its operations which include the following: the Stanmore site hub’s fabric and estate is unfit for its purpose. Another weakness of the hospital is the lack of capacity to provide trauma elements with suitable opportune admittance for spinal injuries unit as a result of the high demand growth. The hospital also lacks maintainability of sub-specialist “stand alone” facility lines which are dependent on skill that are not widely available due to the challenging succession issues. Finally, the dependency on associate organizations for clinical sustenance is not feasible to be provided internally. This is a weakness to the hospital mainly because the partner organizations may not be focused on the hospitals’ priorities (Chief Executive Report, 3).
The Royal National Orthopedic Hospital has various opportunities and threats arising from the external environment. The opportunities include findings carried out that indicated there is a potentially growing demand on the services offered by the Royal National Orthopedic Hospital. The findings indicate that patients are seeking high quality outcomes rather than local conveniences (Chief Executive Report, 4). Considering the high quality clinical services offered by the hospital there is a high demand of their services in the market that needs to be exploited. The hospital also has land assets that they can utilize to enhance private sector partnership. Exploiting this opportunity will yield a probable increase in future income streams for service provision growth. Finally, the hospital can enhance its links to clinical and academic institutions.
These partnerships will be essential in advancing the quality and range of services offered by the hospital (Chief Executive Report, 4).
The hospitals’ threats include the economic drivers such as the funding environment which mainly focus on short term charges of patient nursing invention, instead of a comprehensive value added economic social security mechanism of high standard results across patients’ lifetimes. Another threat experienced by the hospital is the reliance on a small number of highly qualified specialists (Chief Executive Report, 5). Occasionally, the sustainability of a clinical unit may be relying on a single consultant operating at full capacity. Another threat facing the hospital is the pace of service transformation program is not sufficient to meet the redevelopment affordability requirements. Finally, the hospital continues to undergo financial volatility attributable to income risks (Chief Executive Report, 5).
The Royal National Orthopedic Hospital can build on its strengths by continuing to sustain an evidence foundation for quality results. This will be achieved by expanding their national and international benchmarking to demonstrate world class services. The hospital can also enhance this by increasing partnerships with other hospitals and independent sector organizations. The hospital should also develop a medical management and clinical engagement plan to facilitate the enhancement of equality and excellence in the organization. Investing in Information Technology will aid in ensuring that this is achieved (Chief Executive Report, 1). The hospital should also continue serving patients of all ages so as to be the best choice for patients who are seeking lifelong quality medical solutions. The hospital’s workforce plan should ensure that they recruit, retain and make succession plans for experts and specialist clinicians(Chief Executive Report, 2). This can be facilitated by partnerships with other hospitals and carrying out in sourcing initiatives.
The hospital should work at ensuring that the weaknesses are minimal. This can be achieved through developing a program supported by the associate assurance process to deal with the problem of Stanmore site not being suitable for its objective. The hospital should also develop a demand and capacity plan as part of the strategy to deliver sustainable access time to services. The hospital should also increase joint appointments alongside different trusts and increase connections with other organizations to aid in maintainability (Chief Executive Report, 3). In order to have partner organizations for clinical support that focus on the Royal National Orthopedic Hospital priorities, strong contract management agreements should be made by trusts that offer clinical support service. Frequent monitoring should be conducted to ensure that they offer clinical services as per the Royal National Orthopedic Hospital standards.
The hospital should fully utilize the available opportunities to ensure it attains its full potential. The opportunities stated above should be exploited as follows: the hospital should work at managing demand of their clinical services by offering increased capacity if needed or appropriate referrals to Royal National Orthopedic Hospital specialist services. The hospital may also work on expanding their facilities on the available land assets. This will afford a probable increase in income and service development. Finally, the Royal National Orthopedic Hospital should continue building links academic and clinical institutions. Development in partnership will increase the range of service provided by the hospital, and also help in increasing revenue streams (Chief Executive Report, 4).
The Royal National Orthopedic Hospital is also faced by several threats. These threats are external and are likely to affect business (Royal National Orthopedic Hospital , 7). The hospital may have minimal or no control over the threats but must work at minimizing them. The hospital should utilize their connections and influence comprising of the Specialists Orthopedics Alliance to make sure the value addition of specialist orthopedic providers is comprehended by authorities in conjunction with wider health economies. To increase the number of specialists to adequate levels, the organization should aim at attracting and retaining medical staff. The junior medical staff should also be developed by providing them with an essential magnitude of high quality procedures as part of the hospital’s approach. The hospital should also develop fixed specialists level requirement and capacity blueprint connected to clinical elements blueprint, directorate blueprint and the general trust long standing financial model (Chief Executive Report, 5).
In conclusion, the Royal National Orthopedic Hospital has various strengths and opportunities which it should capitalize. The management should ensure the weaknesses and threats are as minimal as possible.
Swot Analysis: A Tool for Making Better Business Decisions. Washington, D.C.: U.S. Dept. of Agriculture, Risk Management Agency, 2008. Print.
Böhm, Anja. The Swot Analysis. München: GRIN Verlag, 2009. Internet resource.
7_chief_executives_report_analysis. Web March 2, 2014. <http://www.rnoh.nhs.uk/sites/default/files/boardmeet/1208/>
Manize Neni. SWOT ANALYSIS: TOWS ANALYSIS. Web March 2, 2014.
Royal National Orthopedic Hospital. About The RNOH: Introduction to The RNOH. Web March 2, 2014. <http://www.rnoh.nhs.uk/>