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For Part 2 of the Goals for Stevens District Hospital assignment, you will use the same format you used in Week Three. In this assignment, you will identify 3 additional goals that support the mission and vision of the hospital. For each goal, you will write a 260- to 350-word analysis based on your review of the data provided in the Stevens District Hospital strategic planning scenario and your SWOT analysis.

Financial or Economic Goal

Identify a clear, actionable, and measurable financial or economic goal for the organization that clearly supports the mission and vision.

Analyze how this goal supports the mission and vision of the hospital.

Explain how you would measure progress toward the goal.

• Discuss milestones necessary for progress.

• Discuss the criteria you would use to measure that the goal was completed.

Legal or Regulatory Goal

Identify a clear, actionable, and measurable legal or regulatory goal for the organization that clearly supports the mission and vision.

Analyze how this goal supports the mission and vision of the hospital.

Explain how you would measure progress toward the goal.

• Discuss milestones necessary for progress.

• Discuss the criteria you would use to measure that the goal was completed.

Risk or Quality Management Goal

Identify a clear, actionable, and measurable risk or quality management goal for the organization that clearly supports the mission and vision.

Analyze how this goal supports the mission and vision of the hospital.

Explain how you would measure progress toward the goal.

• Discuss milestones necessary for progress.

• Discuss the criteria you would use to measure that the goal was completed.

References (format using correct APA guidelines)

Cite 4 peer-reviewed, scholarly, or similar references to support your assignment.

Use correct APA in-text citation guidelines and include references above. 

Click the Assignment Files tab to submit your assignment.

HCS 499 Capstone

Strategic Planning Scenario


Background

Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. 


Current Performance Analysis

Mission and Vision

Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service. 

Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. 

Previous Strategic Plan Review

  

Goal


Accomplishments

 

Increase market share by recruiting   three family practice physicians.


The hospital was able to recruit only one   family practice physician to increase primary care market this past year. The   limited number of state medical school graduates makes local recruitment   difficult.

 

Improve quality HCAPS scores in all   six criteria to a baseline of the 85th percentile.


The hospital improved HCAPS scores in   four of six criteria. Lagging elements in HCAPS scores are inpatient patient   satisfaction and primary care patient satisfaction.


Market Forces Affecting the Hospital

Volumes

Patients

The continued growth of chronic disease will require changes to the care management model. 

Percent of Population by Age

  


Five Years   Ago


Five Years   From Now

 

Under 18


24


18

 

18 to 44


46


32

 

45 to 65


26


30

 

Over 65


4


20

More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma. 

The average unemployment rate in the county is 9.9 percent: 

Market share distribution percentage with a major competitor.

  


Five   Years Ago


Last   Year

 

Stevens District Hospital


48


35

 

Competitor


30


43

 

Out of County Hospitals


22


22

Patient Origin by Zip Code

      

96101 is Stevens District Hospital zip code

94963 is major competitor hospital zip code

Increases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years. 

Payment 

There will be continued focus on pay for performance and increased wellness programs. The Affordable Care Act is creating more covered lives; however, there are often high deductibles. 

The median household income for county residents is $59,548. On average, households in the county earn more than the state median household income of $44,446 and more than the national average of $53,650. The addition of a new automotive manufacturing plant to the local market this coming year is projected to add 1,500 production line jobs and 300 administrative jobs by year end. Median income for the production positions is estimated at $45,000 and will provide health, vision, and dental insurance benefits.

             

Current Payer Mix

       

Projected Payer Mix 5-years

    

      

Percentage of Population by Insurance

As part of your review of this data, consider that a portion of the population will become Medicare eligible, the addition of manufacturing positions that include benefits will increase commercial insurance coverage, and changes from the Affordable Care Act will increase the number of patients in the market with insurance coverage.

Employers

There is expected growth in large employers with the addition of the automotive factory in the northwest sector of the county.

Physicians 

The continued shortage of medical staff, especially in orthopedics, oncology, and primary care, will require increased recruitment efforts.

Competitors 

Hanover County Hospital, which is the other hospital in the county, has an updated facility that has drawn more market share to its facility.

  

Competitor


Key Areas of Competition


New Programs and   Facilities


Risk   to Market Share

 

Primary Competitors

 

Hanover County Hospital


Facility upgrade

Quality scores


Significant renovation of   core hospital to update aesthetics

Added new wide-bore MRI   machine last year

Reaches the 95th percentile   in five of six HCAPS categories


Drawing patients to newer   facility

Accommodates heavier   patients

Patient perception of   higher quality and patient satisfaction

 

Medical Center in County South   of Stevens


Physician clinics

Financial stability


E-visits with specialists

Low debt and high cash on   hand


Drawing patients out of   primary and specialty care at Stevens

Ability to cash flow   projects

 

Secondary Competitors

 

Retail Pharmacy Instant Clinic


Low acuity office visits


Pharmacy added instant   clinic in north end of county 6 months ago


Loss of patients from   primary care physicians’ practices

Technology 

A competing hospital has added e-visits for physician practices, which is causing a shift of patients to the competitor hospital’s physician practices.

Regulatory Changes 

Health care reform through the Affordable Care Act has increased the number of patients with some form of insurance payment. These patients are now seeking care in greater numbers from a primary care physician. Stevens District Hospital struggles with accommodating patient scheduling requests to establish care with a primary care physician.


Plan

  

Planning Components Explanation

 


Goal


Objective


Actions

 

Definition


Organization goals that cover broad strategic   issues, such as quality, finances, growth


Broad action items that address   organizational goals, such as increasing market share, increased use of   technology, increased physician satisfaction


Action item that meets an objective,   such as implementing EMR, renovating physician lounge, increasing marketing   for specific products

 

Examples


– Improve HCAPS scores by 5%

– Improve operating margin by 3%

– Increase market share in 96103 zip   code by 5%


– Improve emergency department patient   satisfaction survey by 5%

– Grow urgent care visits by 10%


– Implement urgent care center in   north zip code

– Purchase tablets for physicians for   EMR rounding

 

Measurement


– % increase in operating margin

– % change in market share


– % change in ED satisfaction survey

– % change in urgent care visits


– Number of patient visits at new   urgent care center

– % increased use of EMR

Financial Summary

   

This   year 


Last   year 

 

Operating   Revenues

 

Net   revenues from services to patients


343,737,280 


344,726,245 

 

Other   operating revenues


16,846,309 


20,311,534 

 

Total operating revenues


360,583,589 


365,037,779 

      

Operating   Expenses

 

Salaries   and benefits


192,053,379 


182,853,245 

 

Supplies   and other expenses


130,173,477 


135,560,131 

 

Depreciation


18,969,799 


20,644,157 

 

Interest


2,695,623 


2,226,437 

 

Foundation


628,184 


1,182,308 

 

Total operating expenses


344,520,462 


342,466,278 

      

Income   from operations


16,063,127 


22,571,501 

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