American Diabetes Association
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Organizational Structure of the American Diabetes Association There are various health care organizations and facilities in America and across other parts of the world. They are involved in the provision of different services. The success of each of these organizations depends significantly on their structural organization, strategic plans, as well as their goals and organizational objectives. The vision and mission of the association also play a critical role in promoting their success, growth, and development. One such healthcare association is the American Diabetes Association. Its role is to ensure that patients in the rural areas receive adequate services to manage the condition, as well as the city residents. This paper discusses the organizational structure of the organization. It defines the vision and mission statements and draws the relationship between the statements and the strategic plans of the American Diabetes Association. Additionally, new programs that could be incorporated into the services that the organization offers are recommended. The American Diabetes Association The American Diabetes Association is based at Alexandria in the state of Virginia in the United States of America. It was established in 1940. It has developed into one of the key medical organizations in the US. It plays a crucial role in combatting diabetes. Its primary aim is to help in fighting the consequences of diabetes and assisting the infected patients to manage the condition and alleviate their suffering. It raises funds to support studies that aim at managing, curing, and preventing the various types of diabetes. These types of diabetes include Type 1, Type 2, pre-diabetes, and gestational diabetes (Nathan et al., 2009). The US-based Association is also involved in delivering services to communities, providing useful information to patients and health care givers, as well as advocating equity for the diabetic patients. The information that the association gives is credible and objective to fighting diabetes. Mission, Vision, and Key Values The vision of the organization is to eliminate diabetes and enable people to live lives that are free from diabetes and the burdens that are brought about by diabetes. Its mission is to empower patients with diabetes by preventing new infections and curing the existing cases of the disease. As such, it aims at improving the lives of the diabetic people by alleviating their sufferings by providing effective and efficient ways of managing the condition and preventing from advancing and spreading. The vision and mission are driven by two fundamental values. These are transparency and volunteering (Fonseca, Kirkman, Darsow & Ratner, 2012). The organization tries its level best to ensure that any information that patients share is kept secretive and confidential. Concerning volunteering, the organization relies significantly on the services offered by volunteers. That is because it is a non-profitable entity. Additionally, it requires its employees and volunteers to work with dedication and minimal supervision. Strategic Plan of the Organization The framework of the organization is based on the 2012-2015 Strategic Plan. The program was developed and implemented to create a stage and forum where the organization could pursue its mission and vision (Klein et al., 2004). It also acts as a map that guides the activities carried out by the Association in its attempt to changes the millions of the lives of people living with diabetes in America. It is considered the first step in the fight against diabetes in America. It is also a reaffirmation of the dedication of the association to its mission and its efforts and dedication in facing the escalating epidemic. It also shows the commitment of the organization towards enhancing the intensity of research studies on diabetes, advocacy for the rights and freedoms of the patients, as well as the creation of public awareness to assist in curtailing further spreading and new infections of diabetes. The strategic plan also highlights the desire of the organization to raise a healthy society that collaborates in fighting diabetes. As such, its framework in built on five pillars (Kaplan & Norton, 2004). The first of these is to improve the results for diabetic people and pre-diabetes. The second pillar that makes the strategic plan of the association is to expand its research in matters on diabetes. Thirdly, the policy drives the performance of the health care organization towards advocating the rights of the diabetes victims to eliminate stigmatization. The group observes that several people in the society are denied their rights because they are diabetic. It also aims at raising an alarm to the government on the increasing rate of the spreading of the epidemic in the United States of America. As such, it hopes that it will receive approval and more funding from the government. Finally, the strategic plan plays a significant role in the building of the capacity for success in its operations (Klein et al., 2004). The framework was designed in such a manner that it assists in the realization of the mission and vision of the organization. The relationship between this plan and the vision, mission, and critical values is illustrated below. Relationship between the Strategic Plan and the Organization’s Mission, Vision, And Values As highlighted earlier, the vision of the organization is to eliminate diabetes and enable people to live lives that are free from diabetes and the burdens that are brought about by diabetes. Its mission is to empower patients with diabetes by preventing new infections and curing the existing cases of the disease. The two critical values of the Association are voluntary dedication and transparency. The framework of the strategic plan of the organization has also been shown to have five pillars. These pillars have a direct relationship with the mission, vision, and critical values. The elimination of diabetes and prevention of new infection is achieved through several ways. These approaches include the introduction of better methods of managing the effects of diabetes, carrying intense research studies on diabetes, and advocate equity and eliminate the stigmatization of diabetic people. Additionally, it can be realized by creating a national awareness of diabetes and building for a successful fight against diabetes. These methods are the five pillars of the strategy of the association. They are also used to pursue the mission of empowering patients against diabetes. Additionally, they control the operations of the management and employees, promoting transparency and dedication. That is how they relate to the promotion of the two fundamental principles of the association. Organizational Structure and Key Leaders [pic]
Source: American Diabetes Association The Role of the Board of Directors The Diabetes Steering Committee is headed by Kevin Hagan, the CEO/President. He is assisted by Corey Gordon, who couples up as the Chief Development and Stewardship Officer. As such, Kevin Hagan and Corey Gordon are two key leaders of the organization (American Diabetes Association, 2015). The role of Kevin Hagan is to coordinate the overall operations of the organization. He is also responsible for ensuring that all employers meet the given deadlines and achieve the organizational aims and set goals. The role of Gordon is to coordinate the initiation of new projects and set timelines for their achievements. He also assigns particular duties to the departments and ensures that the required resources are available. Additionally, it is Gordon who coordinates the implementation of field research studies. It is the role of the Board of Directors to hire the CEO and the Chief Development and Stewardship Officer. It also assesses the performance of the strategic plan of the organization and evaluates its capability of meeting the organizational objectives. Additionally, the Board of Directors runs the affairs of the American Diabetes Association on behalf of the shareholders. Change Management Model of ADA The American Diabetes Association uses the Chronic Care Model for change management. It is a framework that assists in improving the care for chronic diseases such as diabetes (Lubkin & Larsen, 2006). It is excellent because it helps patients both at the individual and population level. It is through the model that the organization plans to create awareness and to educate the public on managing diabetes and preventing it from developing into Type 2. The Impact of Governance on Implementation of Strategic Goals The American Diabetes Association boasts of having leaders who have outstanding leadership skills. As such, the management of the organization has contributed significantly to the achievement of the organizational goals. Additionally, it has contributed to the realization of the vision and mission statements of the association in different places in the US. The management of diabetes has improved among many patients. The rights of the patients have also been advocated for and stigmatization reduced to very low levels.

Major Service Delivery and Support Activities in its Value Chain The organization is based in Virginia. However, it targets patients in all rural and urban areas of the United States of America. Some of the programs include training in the management of diabetes, creating awareness on the spread of diabetes, and advocating equality by eliminating stigmatization. The clinical operations that the association offers include test and medication for diabetes. These services are marketed through their website. It contains the services and programs offered, as well as the dates that patients are given special offers. The organization provides the services free of charge. The nurses also make a follow-up monitor the progress of the patients once a medication has been administered to them. The management encourages the employees to observe a culture of dedication and commitment in their duties. There are also other support activities. They are known as support activities because they contribute indirectly to the achievement of the Strategic Plan. These activities are based on Porter’s Value Chain (VC) Model. The Model is shown below.
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Source: StrategicManagementInsight.com Value Chain in the Implementation of the Strategic Plan The organization relies on voluntary services since it is a non-profitable organization. However, the employees have developed a culture of commitment and dedication. That has played a critical role in the implementation of the strategic plan and realization of the organizational objectives. It also relies on donations from well-wishers and resources allocated by the government. Value chain analysis plays a critical role in the implementation of the strategic plan. The management evaluates the effectiveness and efficiency of utilizing the available resources to achieve the organizational objectives. It also ensures that resources are used responsibly to contribute to the achievement of the Plan. Value chain analysis means that the organization evaluates the value of the resources available and how they could be used to assist in implementing the Plan. Recommendation of a New Program The organization should seek means of adopting and implementing the use of Telemedicine in rural areas to manage diabetes. Telemedicine uses modern technology to offer health care services in the management of diabetes. This method would enhance the quality of care that diabetic patients receive. It is common among the urban residents. As such, the American Diabetes Association should take it upon itself to ensure that the services are also available to residents in the countryside.

References
American Diabetes Association,. (2015). American Diabetes Association Names Kevin L. Hagan Next CEO. Retrieved 21 November 2015, from http://www.diabetes.org/newsroom/press-releases/2015/hagan.html
American Diabetes Association,. (2015). The American Diabetes Association Announces Successful 2014 Tour de Cure® Results That Will Help Stop Diabetes®. Retrieved 21 November 2015, from http://www.diabetes.org/newsroom/press-releases/2015/tour-results-2014.html
Fonseca, V., Kirkman, M., Darsow, T., & Ratner, R. (2012). The American Diabetes Association Diabetes Research Perspective. Diabetes Care, 35(6), 1380-1387. http://dx.doi.org/10.2337/dc12-9001
Kaplan, R., & Norton, D. (2004). Strategy maps. Boston: Harvard Business School Press.
Klein, S., Sheard, N., Pi-Sunyer, X., Daly, A., Wylie-Rosett, J., Kulkarni, K., & Clark, N. (2004). Weight Management Through Lifestyle Modification for the Prevention and Management of Type 2 Diabetes: Rationale and Strategies: A statement of the American Diabetes Association, the North American Association for the Study of Obesity, and the American Society for Clinical Nutrition. Diabetes Care, 27(8), 2067-2073. http://dx.doi.org/10.2337/diacare.27.8.2067
Lubkin, I., & Larsen, P. (2006). Chronic illness. Sudbury, Mass.: Jones and Bartlett Publishers.
Nathan, D., Buse, J., Davidson, M., Ferrannini, E., Holman, R., Sherwin, R., & Zinman, B. (2009). Medical Management of Hyperglycemia in Type 2 Diabetes: A Consensus Algorithm for the Initiation and Adjustment of Therapy: A consensus statement of the American Diabetes Association and the European Association for the Study of Diabetes. Clinical Diabetes, 27(1), 4-16. http://dx.doi.org/10.2337/diaclin.27.1.4