Strategic Planning On Retention Rate At Sunset Harbor Medical Center Essay Example For College

Introduction

The scenario describes a nonprofit regional healthcare system, Sunset Harbor Medical Center, which provides hospital care for a five-county rural area. The hospital is facing a critical nursing shortage, resulting in decreased nurse retention rates. The retention rate has decreased by 15%, from 70% to 55%, due to many factors, including early retirements and nurses leaving due to poor patient-staff ratios and unsafe working conditions. The hospital used agency nurses during the height of the crisis but has reached a critical point where unit closures may occur. The selected issue in this scenario is the retention rate of nurses. An initiative to address this could involve identifying and addressing the underlying causes of the decreased retention rate, such as poor patient-staff ratios and unsafe working conditions, and implementing strategies to improve these areas. The hospital can also focus on recruitment, incentives, and training to motivate the nurses to stay in the facility.

Phase 1: Environmental scanning

SWOT analysis for Sunset Harbor:

Strengths:

  • Established reputation and history as a healthcare provider
  • Experience and expertise of current staff
  • Access to medical technology and equipment

Weaknesses:

  • Low retention rates for nurses
  • Poor patient-to-staff ratios
  • Unsafe working conditions
  • Decrease in retention rate from 70% to 55%

Opportunities:

  • Potential for expanding services to meet community needs
  • Opportunities for improving retention rates and staff satisfaction through changes to working conditions and patient-to-staff ratios(Kittles,2021)

Threats:

  • Competition from other healthcare providers
  • Government regulations and funding changes
  • Possibility of unit closures due to financial strain

Organizational environment for Sunset Harbor:

  • High stress and workload due to low retention rates and poor patient-to-staff ratios
  • Tense and negative atmosphere due to unsafe working conditions
  • Financial strain due to low retention rates and potential unit closures
  • Lack of job satisfaction and motivation among staff due to poor working conditions

Phase 2: strategic vision and mission

Aligning to the organization’s vision:

  • One way the hospital’s current staffing crisis aligns with its vision is that it prevents the hospital from fulfilling its goal of creating a healthy and thriving community. With unit closures and poor patient-staff ratios, the hospital is likely unable to provide comprehensive and quality healthcare to the region’s citizens, which is in direct opposition to the vision of creating a healthy community.
  • Another way that the staffing crisis aligns with the vision is that it is impeding the hospital’s ability to work in partnership with its patients. With a shortage of nurses, the hospital may not be able to provide the care and attention that patients need, which can negatively impact the patient’s overall healthcare experience.

Aligning to the organization’s mission:

  • One way that the staffing crisis aligns with the mission is that it is causing the hospital not to be able to provide comprehensive, quality, and safe healthcare to the citizens of the Gulf coast region. With unit closures and poor patient-staff ratios, the hospital is likely unable to provide the level of care that the mission statement promises.
  • Another way the staffing crisis aligns with the mission is that it negatively impacts the hospital’s ability to use collaborative and evidence-based best practices and innovative modalities of care. With a shortage of nurses, the hospital may need more resources to invest in new practices and technologies, which could negatively impact patient care quality.

Phase 3: strategic plan development

In order to address the nursing shortage and low retention rates at Sunset Harbor Medical Center, a plan development team or stakeholders could include representatives from the hospital administration, nursing leadership, human resources, and a union representative if the nurses are unionized.

An action plan to address the issue could include the following steps:

  • Conduct a comprehensive analysis of the current staff and patient acuity levels to identify areas where ratios may be particularly poor.
  • Developing a comprehensive recruitment and retention strategy that includes incentives such as sign-on bonuses, retention bonuses, and tuition reimbursement programs.
  • Implementing a mentoring program for new nurses to help them acclimate to the hospital and provide support in navigating the working conditions (Hartnauer, 2021).
  • Providing additional training opportunities for nurses to improve their skills and advance their careers.
  • Reviewing and revising staffing policies to ensure patient and nurse safety are prioritized.

A long-term objective for the plan could be to improve retention rates to 70% or higher within the next 3 years.

A short-term objective could be to increase the retention rate by 5% within the next 6 months.

Phase 4: Implementation

In order to address the nursing shortage and decrease retention rates at Sunset Harbor Medical Center, a plan should be developed and communicated to staff. This plan should include specific, measurable, attainable, relevant, and time-bound (S.M.A.R.T.) goals for improving retention and addressing the root causes of the problem. One goal could be to increase retention rates back to 70% within the next 6 months by implementing strategies to improve patient-staff ratios and working conditions (Moses, 2021). This goal is specific (increase retention rates), measurable (70% retention), attainable (15% increase from current rates), relevant (addressing the root cause of the problem), and time-bound (within 6 months).

Another goal could be to revise policies and procedures for staffing and scheduling to ensure safe working conditions for nurses (Rerkjirattikal et al., 2020). This could include limiting the number of patients assigned to each nurse and implementing mandatory overtime limits. Communicating the plan to staff should be done on time and include opportunities for feedback and input from the staff. Regular updates on progress toward the goals should be provided, and any necessary revisions to the plan should be made based on this feedback.

Phase 5: monitoring progress

To address the problem, it would be important to review various aspects of the hospital’s operations to identify the root causes and determine potential solutions. Some of the things that could be reviewed include the following:

  • Retention rates: The hospital should regularly track and analyze retention rates to understand why nurses are leaving and identify any trends or patterns. This information could be used to inform interventions aimed at improving retention.
  • Patient-to-staff ratios: The hospital should review its patient-to-staff ratios to ensure that they are appropriate and safe for the level of care being provided (Seekles & Ormandy, 2022). Any discrepancies or issues with these ratios should be identified and addressed.
  • Agency nurses: Review the usage of agency nurses, their cost, and their effectiveness of them.

It would be important to review all of these factors regularly to monitor progress and determine whether interventions are having a positive impact. The review process could be led by a task force or a dedicated team within the hospital and could involve input from nurses, administrators, and other stakeholders. Depending on the size of the hospital, a review could occur quarterly or monthly.

In conclusion, the retention rate of nurses at Sunset Harbor Medical Center has decreased by 15% due to many factors, including early retirements and nurses leaving due to poor patient-staff ratios and unsafe working conditions. Therefore to address this issue, the hospital needs to identify and address the underlying causes of the decreased retention rate, such as poor patient-staff ratios and unsafe working conditions, and implement strategies to improve these areas. Recruitment, incentives, and training can also motivate the nurses to stay in the facility. With action to address the nursing shortage and retention rate, the hospital may avoid unit closures and further deterioration of patient care. Therefore, the hospital administration needs to take immediate steps to address this critical issue and ensure the continued provision of quality healthcare for the rural community it serves.

References

Hartnauer, M. J. (2021). Mentoring New Nurses to Increase Retention: A Benchmark Study. https://scholarworks.uttyler.edu/nursing_msn/169/

Kittles, D. V. (2021). Examining Nursing Home Staff Turnover Rate in Long-Term Care Organizations in the United States (Doctoral dissertation, Walden University).

Moses, T. C. (2021). Improving staff retention in adolescent psychiatric residential treatment facilities (Doctoral dissertation, Walden University).

Rerkjirattikal, P., Huynh, V. N., Olapiriyakul, S., & Supnithi, T. (2020). A goal programming approach to nurse scheduling with individual preference satisfaction. Mathematical Problems in Engineering2020.

Seekles, M. L., & Ormandy, P. (2022). Exploring the role of the U.K. renal social worker: The nexus between health and social care for renal patients. Plos one17(9), e0275007.

Strategic Planning To Security Management Essay Sample For College

Abstract

This research paper explores the values of strategic planning concerning security management in an air force organization. The paper explains how strategic planning is essential to any air force organization’s success and aligns resources with goals and objectives. Additionally, it ensures that the organization is prepared for the future by considering the current and future operational needs. The paper provides an overview of the critical steps in the strategic planning process and how each step is necessary for creating a comprehensive and effective plan. Furthermore, the paper delves into how the success of the plan is highly dependent on the commitment and participation of the leadership, airmen, and other stakeholders, and how regular review and updating of the plan is necessary to align with the organization’s mission, vision, goals, and objectives. The research paper aims to comprehensively understand how strategic planning is a critical component of security management in an air force organization.

Introduction

Security management is a critical aspect of any organization, as it helps to protect the organization’s assets, personnel, and reputation. Effective security management requires a thorough understanding of the organization’s vulnerabilities and the implementation of appropriate safeguards to mitigate risk (Upadhyay & Sampalli, 2020). One key element of security management is strategic planning, which involves the development of a long-term vision for the organization’s security program and identifying the resources needed to achieve it. By planning strategically, an air force organization can maximize its impact and efficiency, ensuring that the organization is well-equipped to respond to the ever-changing security landscape. This paper will discuss the values of strategic planning to security management in an air force organization and the steps of strategic planning. Strategic planning includes establishing an organizational vision and mission, understanding the external environment, setting objectives, developing a strategy, implementing the strategy, and evaluating and controlling the strategy.

Discuss, in detail, the Value of Strategic Planning to Security Management

Strategic planning is an essential aspect of security management in an air force organization because it ensures that the organization is prepared to address its various security threats and challenges effectively. There are several fundamental values of strategic planning in this context, including:

Identifying potential threats

A comprehensive strategic planning process includes a thorough analysis of the organization’s environment and the potential threats it may face. Threat identification is a crucial value of strategic management in an air force organization as it allows the organization to identify and prepare for potential threats that could affect the air force in some way.

The first step in threat identification is to analyze the current environment by looking at potential enemies, geopolitical conditions, and other factors that could threaten the air force, including threats from other countries, terrorist organizations, or even natural disasters. The air force can develop strategies to counter potential threats by understanding the current environment. The next step is to identify potential external threats, including looking at the strengths and weaknesses of potential enemies and their technology and capabilities. The air force can use this information to plan for possible attacks and develop strategies and tactics to counter them. The final step is to create a threat mitigation strategy which involves determining the best way to respond to potential threats and protect the air force’s assets. This strategy should include defensive measures such as air defense systems, radar systems, and other security measures. It should also include harsh measures such as air strikes, missile strikes, and other tactics to counter potential threats.

Allocating resources

Strategic planning helps an organization determine the resources it needs to address security challenges effectively. Resource allocation is assigning resources to different activities to achieve organizational goals. Resource allocation is essential in the air force organization, as resources are limited and must be used efficiently and effectively to ensure the organization’s success. The activity involves carefully considering the needs and objectives of each department and the organization as a whole. It requires an understanding of the organization’s mission and goals, as well as an understanding of the resources available. Additionally, resource allocation involves an analysis of the potential costs and benefits associated with each resource allocation decision.

The primary goal of resource allocation in an air force organization is to ensure that resources support the mission and objectives of the organization. This includes providing resources for the training and development of personnel, acquiring new technology, maintaining aircraft and other equipment, and developing new weapons and other military assets. Additionally, resource allocation involves ensuring that resources are allocated to the organization’s most productive areas and departments.

Resource allocation is also essential for ensuring that resources are allocated fairly and equitably through ensuring that resources are allocated to those departments and individuals who are most likely to make the most significant contribution to the organization. Additionally, resource allocation ensures that resources are assigned to the areas of greatest need and most likely benefit the organization.

Finally, resource allocation is essential for ensuring that resources are allocated promptly by ensuring that resources are allocated before they are needed and that resources are allocated in a manner that allows for the most effective use of the resources. Resource allocation is an integral part of strategic management in an air force organization. It helps ensure that resources are used efficiently and effectively to achieve the organization’s mission and objectives.

Establishing priorities

Establishing priorities is a crucial value of strategic management in an air force organization because it helps it focus its resources on the most important goals and objectives. This is especially important in an air force organization, where resources are often limited, and there are many competing demands for funding and personnel. One fundamental way that an air force organization establishes priorities is by conducting a strategic assessment of its current capabilities and future needs. This assessment involves analyzing the organization’s strengths, weaknesses, opportunities, and threats (often referred to as a SWOT analysis). The assessment results identify areas where the organization needs to improve or adapt to meet its mission requirements and achieve its goals.

Once the assessment is complete, the organization can use this information to set specific, measurable, and achievable goals and objectives. These goals and objectives should be aligned with the organization’s overall mission and strategic objectives and should be used to guide decision-making and resource allocation. The organization should develop a comprehensive plan that includes specific action items, timelines, and assigned responsibilities to ensure that the goals and objectives are met. The plan should be reviewed and updated regularly to ensure that it remains relevant and achievable in light of changing circumstances.

In addition to setting priorities and developing a plan, an air force organization should establish clear communication and decision-making processes to ensure that all stakeholders know their preferences and that everyone is working towards the same objectives. This can be achieved through regular meetings and other forms of communication, as well as through performance metrics to track progress and make necessary adjustments.

Finally, it is essential to note that establishing priorities is an ongoing process that requires constant review and adaptation. The air force organization should continuously monitor the external environment and internal operations to ensure that the preferences are still relevant and make adjustments as necessary. This process allows the organization to respond quickly and effectively to changing circumstances and emerging challenges.

Improving coordination

Strategic planning helps an organization coordinate its security efforts with those of other organizations, both internal and external, including coordinating with other government agencies, private-sector organizations, and international partners. Coordination is the process of synchronizing activities to achieve a common goal. It involves planning, organizing, and controlling resources to ensure that actions are taken in the correct order and are completed at the right time. Improving coordination for the US air force organization will be essential for mission success. Coordination will help ensure that all resources are used efficiently and effectively and that the various tasks needed to complete the mission are done efficiently. Coordination will also help to ensure that all personnel involved in the mission are working together and that there is a clear understanding of the mission objectives, roles, and responsibilities.

In addition, improving coordination will help to reduce costs and increase overall efficiency. When coordination is improved, the US air force will better plan its operations and resources, resulting in more efficient use of personnel, equipment, and resources. Improved coordination also helps reduce the risk of errors and accidents. Finally, improved coordination helps improve mission performance. When coordination is improved, the US air force will be better able to respond quickly and effectively to any situation, which will help to ensure that the mission is completed on time and that the desired results are achieved.

Improving coordination is, therefore, a key value in strategic management for any air force organization. It helps ensure mission success by improving the efficiency and effectiveness of the organization and reducing the risk of errors and accidents. Improved coordination also helps improve mission performance, increasing the chances of success.

Monitoring and evaluating progress

Monitoring and evaluation are essential components of strategic management in an air force organization, as they help to ensure that the organization’s goals and objectives are being met and that resources are being used effectively and efficiently. Monitoring refers to the ongoing process of tracking and assessing the progress of an organization’s activities, programs, and projects, to determine if they are on track to achieve their intended outcomes. This typically involves collecting and analyzing data on key performance indicators (KPIs), such as budget and schedule performance, resource utilization, and mission readiness. By regularly monitoring these indicators, air force leaders can identify problems early on and take corrective action before they become critical issues.

On the other hand, evaluation is a more formal, in-depth assessment of an organization’s activities, programs, and projects, typically conducted periodically, such as annually or every five years. The evaluation assesses the effectiveness and efficiency of existing programs and projects and determines whether they achieve their intended outcomes. This information recommends changes or improvements to the organization’s activities and programs.

Together, monitoring and evaluation will help the US air force leaders to understand whether the organization is achieving its goals and how well it is using resources to do so. This information is critical to making informed decisions about future actions and resource allocation. Ultimately, the goal of monitoring and evaluation will be to improve the overall effectiveness of the air force organization and the achievement of its goals and objectives.

Foster a culture of readiness

A solid strategic planning process can foster a culture of readiness within the organization that encourages proactive risk management, supports a shared vision and goals, and enables effective decision-making. A culture of preparedness is characterized by a shared commitment among all members of the organization to maintain a high level of readiness and ability to respond quickly to any situation that might arise. This includes not only physical readiness, such as the readiness of aircraft and other equipment, but also the readiness of personnel in terms of training, skill, and morale. Creating a culture of preparedness requires clear communication of the organization’s goals and expectations, as well as ongoing training and development of personnel to ensure that they can meet those expectations. It also requires regular exercises and drills to test and validate the organization’s readiness and identify and correct any deficiencies.

Leadership at all levels of the organization is critical to fostering a culture of readiness. Senior leaders must set an example and create an environment that encourages and values enthusiasm. At the same time, supervisors at the unit level must ensure that their personnel is adequately trained and equipped to perform their duties. By fostering a culture of readiness, air force leaders can ensure that the organization can respond quickly and effectively to any situation that might arise. Moreover, the focus on preparedness must be continuously updated with new threat scenarios, technology changes, and readiness to fight in different domains (land, air, cyber, space, etc.), as well as the latest lessons from real-world operations. This culture will help to ensure that the organization stays ahead of emerging threats and is always prepared to meet its mission.

Fostering a culture of readiness is a crucial value of strategic management in an air force organization, as it helps to ensure that the organization can carry out its mission effectively and efficiently by being ready to respond to any situation that might arise. It involves setting readiness goals, regular training, testing, validation, and continuous improvement and adaptation to new scenarios.

Outline The Beginnings Of A Strategic Plan For the United States Air Force.

Conduct a SWOT analysis

A SWOT analysis is a tool used to evaluate an organization’s strengths, weaknesses, opportunities, and threats. It is often used as a step in the strategic planning process to help an organization understand its current position and identify areas for improvement. In the context of the US air force organization, a SWOT analysis could be used to evaluate its capabilities, resources, and readiness concerning its mission and goals.

Here’s an example of how an air force organization might conduct a SWOT analysis:

Identify the organization’s strengths: The capabilities, resources, and advantages the organization has at its disposal. Examples include advanced technology, experienced personnel, and a strong reputation.

Identify the organization’s weaknesses: These are the areas where the organization is lacking, such as outdated equipment, inadequate training, or insufficient funding.

Identify the organization’s opportunities: These are external factors that the organization can take advantage of, such as changes in the security landscape, technological advancements, or increased funding for defense.

Identify the organization’s threats: These external factors could negatively impact the organization, such as budget cuts, increased competition for resources, or changes in the geopolitical environment.

Evaluate and prioritize: Once the SWOT analysis is complete, the organization can evaluate the information and prioritize areas for improvement. The priority will depend on the goals of the organization and the specific context of the air force organization.

Develop a strategic plan: Based on the Prioritized results of the SWOT analysis, the organization can develop its strategic plan and set specific, measurable goals and objectives to address its strengths, weaknesses, opportunities, and threats.

Identify the organization’s mission and vision.

The mission is a statement of the organization’s purpose, while the vision is a long-term view of what the organization hopes to achieve. A mission and vision statement are essential components of a strategic plan, as they help define the organization’s purpose and goals. Identifying the organization’s mission and vision is a crucial step in strategic planning, as it helps guide the organization’s decisions and actions. In the US air force context, the mission statement would outline the organization’s overall purpose. In contrast, the vision statement would provide a glimpse of what the organization hopes to achieve.

An example of how the US air force organization might identify its mission and vision include:

Define the organization’s purpose: The organization’s mission should clearly define what it does and why it exists. For example, an air force organization’s mission might be to “provide air power capabilities in support of national security objectives.”

Determine the organization’s values: The mission should reflect the organization’s values, and the values should align with the organization’s goals. For example, the air force organization’s values include excellence, integrity, and courage.

Set long-term goals: The vision statement should provide a broad, long-term view of what the organization hopes to achieve. It should be aspirational while still being realistic. For example, an air force organization’s vision might be to “be the world’s premier air force, providing decisive air power to protect and defend the nation.”

Involve stakeholders: It’s essential to involve key stakeholders in identifying the mission and vision, as they can provide valuable input and buy-in, including the air force’s leadership, airmen, and community members.

Communicate the mission and vision: After the mission and vision identification, it’s important to communicate them effectively to all members of the organization and any relevant external stakeholders. They should be easy to understand and align with the air force’s goals.

Mission and vision statements are not static; they are subject to change as the organization changes and develops. Therefore, the US air force should regularly review its mission and vision and ensure they are still relevant and align with the organization’s current goals.

Set strategic goals and objectives.

Setting strategic goals and objectives is an essential step in the strategic planning process, as it helps define specific, measurable targets for the organization to work towards the goals. These goals and objectives should align with the organization’s mission and vision and be challenging but achievable. In the context of an air force organization, strategic goals and objectives could include the following:

Develop and maintain readiness: This goal would focus on ensuring that the organization can fulfill its mission and carry out its responsibilities. This could include objectives such as maintaining a certain level of personnel readiness, ensuring that equipment is in good working order, and training airmen in relevant skills.

Acquire and field new capabilities: This goal would focus on developing and acquiring new technologies, platforms, and abilities to ensure the air force organization can meet its current and future operational needs. This concept could include objectives such as procuring new aircraft, upgrading existing airplanes and weapons, or integrating new technologies such as uncrewed aerial vehicles.

Maintaining and improving infrastructure: This goal would focus on ensuring that the organization has the infrastructure to support its mission. This idea could include objectives such as building new facilities, upgrading existing facilities, or expanding training ranges.

Promote retention and develop leaders: This goal would focus on retaining high-quality personnel and developing leadership at all levels of the organization. This idea could include objectives such as offering incentives to have experienced personnel, creating a mentoring program, or expanding opportunities for professional development.

Ensure the safety of the airmen: This goal would focus on ensuring the safety of the air force organization’s airmen in training and during operations. The idea could include implementing new safety protocols, investing in new safety technologies or equipment, or developing new emergency response plans.

Develop relationships with other organizations: This goal would focus on developing and maintaining relationships with other organizations within the military and civilian sectors. This could include objectives such as developing partnerships with other countries air forces, building ties with the industry, or engaging with academic institutions to create new capabilities.

The organization needs to create an action plan after identifying the goals and objectives that include specific, measurable steps that the organization will take to achieve them. The action plan should include a timeline for achieving the goals and objectives and a system for tracking progress and measuring success.

Develop strategies and action plans to achieve the goals and objectives.

Developing strategies and an action plan are essential in strategic planning, as they provide a roadmap for achieving the organization’s goals and objectives. The strategy and action plan should be specific, measurable, and aligned with the organization’s mission, vision, and goals. For the US air force organization, the development of strategies and an action plan could involve the following steps:

Define the problem: The organization should identify the problem or challenge facing the organization in relation to specific goals and objectives. This step will help to define the problem, which helps to understand the nature of the problem and how to approach it.

Analyze the situation: The organization should gather and analyze relevant data and information to gain a deeper understanding of the problem or challenge, which will help identify the key issues and factors impacting the organization and its ability to achieve its goals.

Generate potential solutions: The organization should develop a list of possible solutions to the problem or challenge. This step should involve input from critical stakeholders, such as air force leadership, airmen, and other relevant experts.

Evaluate potential solutions: The organization should assess the possible solutions in terms of their feasibility, cost, and potential impact. This step helps identify the most promising solutions and narrow the list to a manageable number of options.

Select and implement strategies: The organization should select the best methods to achieve the specific goals and objectives and implement them by deciding on particular actions to be taken and by whom, determining how to measure progress, and how to make any necessary adjustments.

Create an action plan: The organization will develop a detailed action plan outlining the specific steps that will be taken to implement the selected strategies. The program will include a timeline for achieving the goals and objectives and a system for tracking progress and measuring success.

Monitor and adjust: The organization will continuously monitor the progress of the action plan and make adjustments as necessary by evaluating the success of the strategies and taking corrective action if the project is not on track to achieve its goals.

Implement the plan and track progress.

Implementing the action plan and tracking progress are crucial steps in strategic planning. They ensure that the organization takes the necessary actions to achieve its goals and objectives and that progress is monitored and measured. The implementation of the action plan and tracking progress in the US air force could involve the following steps:

Communicate the plan: Communicate the action plan to all relevant stakeholders, including the air force’s leadership, airmen, and other relevant external stakeholders ensuring that everyone is aware of the plan and understands their role in its implementation.

Assign responsibilities: Assign specific duties and tasks to individuals or teams. These assignments should be clearly defined and communicated so everyone knows what is expected of them.

Implement the plan: Begin implementing the action plan, including taking the necessary actions to achieve the goals and objectives. This plan could include, for example, procurement of new equipment, training new airmen, or upgrading facilities.

Monitor progress: Regularly monitor the progress of the plan. The idea involves tracking the completion of specific tasks, measuring the results of particular actions, and evaluating the overall progress toward achieving the goals and objectives.

Report progress: Report progress to key stakeholders, including the air force’s leadership, airmen, and other relevant external stakeholders. Progress reports should be regular, clear, and concise and provide information on progress and any issues that arise.

Adjust the plan: Make adjustments to the plan as necessary. This step involves evaluating the plan’s progress, assessing whether the goals and objectives are being achieved, and taking corrective action if necessary. This could include changing specific tasks and timelines or making other changes as required.

Celebrate successes: Celebrate successes achieved during the implementation. This helps keep morale high and provides positive feedback to the airmen involved.

Implementing the action plan and tracking progress is an ongoing process, not a one-time event. The organization should monitor progress, report on it, and make adjustments as necessary to ensure that the plan remains aligned with its mission, vision, goals, and objectives.

Evaluate the effectiveness of the plan and make any necessary changes.

Evaluating the plan’s effectiveness and making necessary changes is essential in strategic planning. It ensures that the organization achieves its goals and objectives and that the plan remains aligned with its mission, vision, and priorities. Evaluating the effectiveness of the plan and making any necessary changes in the US air force could involve the following steps:

Review progress: Review the plan to see if it is on track to achieve its goals and objectives. This includes analyzing progress reports and data collected and assessing the results of specific actions taken.

Evaluate effectiveness: Evaluate the plan’s effectiveness by assessing if it has met its objectives. This step may include evaluating whether goals have been met, dreams have been achieved, and if the plan is working as intended.

Identify areas for improvement: Identify areas where the plan could be improved and areas where problems have arisen. This step should include input from key stakeholders, such as air force leadership, airmen, and other relevant experts.

Develop solutions: Develop solutions to address any issues or areas for improvement. This step should involve input from critical stakeholders, such as air force leadership, airmen, and other relevant experts.

Implement solutions: Implement solutions to address any issues or areas for improvement. This includes taking the necessary actions to address any problems that have been identified.

Monitor progress: Regularly monitor the progress of the solutions implemented to address any issues or areas for improvement. This includes tracking the completion of specific tasks, measuring the results of particular actions, and evaluating the overall progress toward resolving the identified problems.

Communicate changes: Communicate any modifications made to the plan to all relevant stakeholders, including the air force’s leadership, airmen, and other relevant external stakeholders ensuring that everyone knows the changes and their role in the updated plan.

Conclusion

Strategic planning is essential to security management in an air force organization. The values of strategic planning, such as providing a clear sense of direction, aligning resources with goals and objectives, and ensuring that the organization is prepared for the future, are critical to the success of any air force organization. The strategic planning process includes several key steps, such as conducting a SWOT analysis to evaluate the organization’s strengths, weaknesses, opportunities, and threats. The planning also includes identifying the organization’s mission and vision; setting strategic goals and objectives; developing strategies and an action plan; implementing and tracking progress; evaluating the plan’s effectiveness, and making necessary changes. Each process step builds on the previous step, essential to creating a comprehensive and effective strategic plan.

The success of the US air force organization’s strategic plan is highly dependent on the commitment and participation of its leadership, airmen, and other stakeholders. To effectively implement the plan, all stakeholders must be informed, involved, and committed to the plan’s objectives. The plan should be regularly reviewed and updated to reflect changing circumstances and to ensure that it remains aligned with the organization’s mission, vision, goals, and objectives. The process of strategic planning includes several key steps that are essential to creating a comprehensive and effective plan. The plan’s success is highly dependent on the commitment and participation of all stakeholders. Regular review and updating of the plan are necessary to ensure that it remains aligned with the organization’s mission, vision, goals, and objectives.

References

Upadhyay, D., & Sampalli, S. (2020). SCADA (Supervisory control and data acquisition) systems: Vulnerability assessment and security recommendations. Computers & Security89, 101666. https://doi.org/10.1016/j.cose.2019.101666

Gun Violence In The United States Of America Essay Example

Introduction

Gun violence in the United States of America is a growing epidemic that has become a major public health and safety concern. Every year, thousands of people are killed or injured by firearms across the United States, making firearms the leading cause of death and injury in the country (Butkus et al., 2018). The rate of firearm homicide in the United States is six times higher than in other high-income countries, and suicide by firearm is also much more common. Gun violence can take many forms, including mass shootings, homicides, suicides, and accidental shooting (Wintemute, 2015). According to the Centers for Disease Control and Prevention (CDC), there were an estimated 30,000 firearm-related deaths in the United States in 2016. This figure represents a more than 10,000-person increase from 2015. Men commit the vast majority of gun violence in the United States. Male shooters are responsible for more than three-quarters of all firearm deaths in the United States, according to the Gun Violence Archive, a nonprofit organization that tracks gun violence data. Furthermore, gun violence disproportionately affects African Americans and Hispanics (Botty van den Bruele & Crandall, 2021). There are various causes of gun violence, including mental health issues, access to firearms, substance abuse, and lax gun laws.

Causes of Mass Violence


  1. Mental Health Issues

Mental health issues have been linked to gun violence in the United States for many years. Studies have found that certain mental health conditions, such as depression and psychosis, are associated with an increased risk of violence. According to the National Institute of Mental Health, people with mental health conditions are more likely to react violently to stressful situations. This can lead them to commit acts of violence, such as shooting someone, even if they have never before displayed violent behavior. Following a traumatic event, such as a shooting, people with mental health conditions may experience intense feelings of sadness, anger, and fear. This can lead to an increased risk of violence (Swanson et al., 2016).

Mental health conditions can also lead to problems with impulse control, which can make it difficult for someone to control their actions when they are angry or upset. This can lead them to act out in a violent way, including using guns (Metzl, Piemonte & McKay, 2021). A research carried out by the University of Pennsylvania in 2016 found that people with mental health conditions are almost twice as likely to be involved in a mass shooting as those who do not have mental health conditions. This is because people with mental health conditions often have difficulty controlling their emotions, which can lead to them becoming violent (Metzl et al., 2021).


  1. Access to Firearms

Access to firearms can contribute to mass gun violence in the United States in numerous ways. One of the most concerning aspects of the issue is the easy access to firearms, particularly military-style assault weapons, which are used in a high number of mass shootings. Firearms are also commonly obtained illegally, which makes them more difficult to track and regulate. For example, in the December 14, 2012 shooting at Sandy Hook Elementary School in Newtown, Connecticut, 20 children and six adults were killed by Adam Lanza using a military-style assault rifle that he had illegally obtained (Werbick et al., 2021).

Besides, access to firearms also contributes to mass gun violence through the use of firearms in suicides. For example, a study published in JAMA Internal Medicine found that between 1999 and 2013, there were a total of 381 suicides involving firearms, including 247 with handguns and 126 with rifles. This indicates that firearm suicide is a major contributor to mass gun violence in the United States (Santaella-Tenorio et al., 2016). Mother Jones conducted a study in 2016 and discovered that states with more guns had higher rates of gun violence, including mass shootings. This suggests that the ease of access to firearms is a significant factor contributing to gun violence in the United States (Botty van den Bruele & Crandall, 2021).


  1. Substance Abuse

Substance abuse has been linked to gun violence in the United States of America in a number of ways. For example, people who abuse alcohol or drugs are more likely to engage in impulsive and dangerous behaviors that can lead to violence. This includes things like using guns in fights or shooting at people without actually intending to kill them. A practical example of this is the case of Adam Lanza, who killed 20 children and six adults at Sandy Hook Elementary School in Newtown, Connecticut in 2012 after he had been drinking heavily beforehand (Werbick et al., 2021).

Additionally, substance abusers are more likely to have troubled mental health histories that can lead to violent behavior. This is particularly true when it comes to drugs like methamphetamine, which can cause psychotic episodes and violence. All of this makes it very difficult for people who are struggling with substance abuse to stay safe and refrain from using guns in violent situations (Skeem & Mulvey, 2020). A good example of this is the case of Dylann Roof, who killed nine people at a Charleston, South Carolina church in 2015 after spending time on white supremacist websites. In a similar case, Elliot Rodger killed six people and wounded fourteen others in Santa Barbara, California in 2014 after posting a series of videos detailing his Plans to kill women. Based on these examples, it is clear that substance abuse and mental health problems can lead to dangerous and violent behavior (Botty van den Bruele & Crandall, 2021).


  1. Lax Gun Laws

The gun laws in the United States of America are considered to be some of the most lax in the world. This means that there are a lot of loopholes in these laws, which allows people with ill intentions to get their hands on firearms. This has led to an increase in gun violence in the United States of America, as criminals and terrorists can easily get their hands on firearms. In fact, there has been an increase of gun violence in the United States of America even after many measures were put into place in response to the Sandy Hook shooting (Hurka & Knill, 2020).

For instance, when purchasing a gun, there is a lack of universal background checks. Despite the fact that background checks are required for all gun purchases made through federally licensed firearms dealers, there are numerous loopholes in the system that allow criminals and other prohibited individuals to purchase firearms (Butkus et al., 2018). In fact, according to a report by the nonpartisan Congressional Research Service, about two-thirds of federal firearms purchases (67%) are not subject to background checks, which implies that individuals who should not be able to purchase a firearm, such as convicted felons, domestic violence offenders, and the mentally ill, are often able to do so without any difficulty (Botty van den Bruele & Crandall, 2021).

Another loophole in gun ownership is the “Gun Show Loophole”: The Gun Show Loophole is a policy that allows licensed firearms dealers to sell firearms at gun shows without having to conduct background checks. This loophole has been repeatedly exploited by criminals and other prohibited individuals, who can buy firearms without going through a licensed dealer. There is also the “Firearm Transfers to Minors” loophole, which allows adults to transfer firearms to minors without a background check. Parents who want to give their children a gun as a gift have taken advantage of this loophole (Wintemute, 2015).

Conclusion

It is clear that a combination of mental health issues, access to firearms, substance abuse, and lax gun laws have all contributed to America’s high levels of gun violence. Individuals with mental health issues, for example, are more likely to be violent and commit suicide, and those with easy access to firearms are much more likely to commit homicide. Similarly, substance abuse is known to increase the likelihood of suicide and other violent behaviors, while lax gun laws make it easy for criminals to obtain firearms. All of these factors need to be considered when trying to reduce gun violence in the United States.

References

Botty van den Bruele, A., & Crandall, M. (2021). Scope of Firearm Injuries in the United States. In Why We Are Losing the War on Gun Violence in the United States (pp. 3-10). Springer, Cham.

Butkus, R., Doherty, R., Bornstein, S. S., & Health and Public Policy Committee of the American College of Physicians*. (2018). Reducing firearm injuries and deaths in the United States: a position paper from the American College of Physicians. Annals of internal medicine169(10), 704-707.

Hurka, S., & Knill, C. (2020). Does regulation matter? A cross‐national analysis of the impact of gun policies on homicide and suicide rates. Regulation & Governance14(4), 787-803.

Metzl, J. M., Piemonte, J., & McKay, T. (2021). Mental illness, mass shootings, and the future of psychiatric research into American gun violence. Harvard review of psychiatry29(1), 81.

Metzl, J. M., Piemonte, J., & McKay, T. (2021). Mental Illness, Mass Shootings, and the Future of Psychiatric Research into American Gun Violence. Harvard Review of Psychiatry29(1), 81–89. https://doi.org/10.1097/hrp.0000000000000280

Santaella-Tenorio, J., Cerdá, M., Villaveces, A., & Galea, S. (2016). What Do We Know About the Association Between Firearm Legislation and Firearm-Related Injuries? Epidemiologic Reviews38(1), 140–157. https://doi.org/10.1093/epirev/mxv012

Skeem, J., & Mulvey, E. (2020). What role does serious mental illness play in mass shootings, and how should we address it?. Criminology & Public Policy19(1), 85-108.

Swanson, J. W., Easter, M. M., Robertson, A. G., Swartz, M. S., Alanis-Hirsch, K., Moseley, D., … & Petrila, J. (2016). Gun violence, mental illness, and laws that prohibit gun possession: evidence from two Florida counties. Health Affairs35(6), 1067-1075.

Werbick, M., Bari, I., Paichadze, N., & Hyder, A. A. (2021). Firearm violence: a neglected “Global Health” issue. Globalization and health17(1), 1-5.

Wintemute, G. J. (2015). The epidemiology of firearm violence in the twenty-first century United States. Annual review of public health36, 5-19.