Summative Assessment

Now that you have completed your organization’s SWOT analysis, you need to formulate your strategy. Setting your strategic goals establishes how you will align your plans with the performance expectations at the organizational level to gain competitive advantage in the health care industry. In this assignment, you will demonstrate skill in financial management when you evaluate financial and economic issues affecting a health care organization.
healthcarebusiness
ATTACHED FILE(S)
HCS/499 v5
Stevens District Hospital’s Strategic Goals Worksheet
HCS/499 v5
Page 2 of 2
Stevens District Hospital’s Strategic Goals Worksheet
Assignment Directions
For this assignment, you will identify 4 strategic goals total that support Steven’s District Hospital’s mission and vision. You will identify 1 strategic goal for each of the following areas: financial, economic, legal or regulatory, and risk- or quality-improvement.
In the “Goals” section of this worksheet, write a 260- to 350-word response for each of the 4 goals. Include the following in the provided spaces for each category:
· Goal: For each category, identify a clear, actionable, and measurable goal for the hospital that clearly supports the organization’s mission statement and vision statement.
· Mission and vision alignment: Analyze how each goal supports the hospital’s mission statement and vision statement.
· Measurement: Explain how you would measure progress toward each goal.
· Discuss milestones necessary for progress.
· Discuss the criteria you would use to measure that the goal was completed.
Incorporate analysis based on your review of the data provided in the Stevens District Hospital Strategic-Planning Scenario and your Wk 3 – Summative Assessment: SWOT Analysis.
Review the following completed examples:
· Example Goal
Increase the number of cardiac catheterization labs from two to three labs.
· Example Mission and Vision Alignment
The goal supports the hospital’s mission and vision because it increases outpatient testing volume and revenue and provides capacity to be able to recruit an additional cardiologist. This can improve the health of the community by treating heart disease sooner.
· Example Measurement
The number of catheterization labs would be measured at the end of the year to ensure Stevens District Hospital is making progress toward the goal. We would also calculate the volume of catheterizations completed by the end of year.
Cite sources to support your assignment.
Format citations and references according to APA guidelines.
Goals
Financial Goal
Goal
Mission and Vision Alignment
Measurement
Economic Goal
Goal
Mission and Vision Alignment
Measurement
Legal or Regulatory Goal
Goal
Mission and Vision Alignment
Measurement
Risk- or Quality-Improvement Goal
Goal
Mission and Vision Alignment
Measurement
References
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
HCS/499 v5
Stevens District Hospital Strategic-Planning Scenario
HCS/499 v5
Page 2 of 2
Stevens District Hospital 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 in Jefferson City, which is a city of 50,000 people 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
Current Mission and Vision Statements
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
Goals and Progress Table

Goals

Progress Toward Meeting Goals

Increase market share by recruiting three family practice physicians.

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

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

The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary-care patient satisfaction.
Market Forces Affecting the Hospital
Volumes
Volume Changes Last Year Versus This Year
Patients
The continued growth of chronic disease will require changes to the care-management model.
Percent of Population by Age Table

Age Ranges

% Five Years Ago

% Five Years From Now

Under 18

24%

18%

18–44

46%

32%

45–65

26%

30%

Over 65

4%

20%
More than 53% of residents have at least some college education, with just over 29% having an associate’s, bachelor’s, or graduate degree. More than 90% of residents have at least a high school diploma. The average unemployment rate in the county is 9.9%:
Market Share Distribution Percentage Comparison Table

Hospital

Market-Share Distribution % Five Years Ago

Market-Share Distribution % Last Year

Stevens District Hospital

48%

35%

Competitor Hospital

30%

43%

Out-of-County Hospitals

22%

22%
Figure 1: Patient Origin by Zip Code
Figure 1: In the Patient Origin by Zip Code pie chart, 96101 is Stevens District Hospital zip code and 94963 is major competitor hospital zip code. 52% are from 96101, 20% are from 94963, 16% are from 92106, and 12% are from 93921.
Increases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years.
Chronic Disease Predictions
Payment
There will be continued focus on pay for performance and increased wellness programs. The Affordable Care Act (ACA) is leading to more people being covered; 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 next 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.
Percentage of Population by Insurance
Figure 2: Current Payer Mix
Figure 2: The Current Payer Mix pie chart shows that 35% are covered by Medicaid, 30% are covered by Medicare, 24% are covered by commercial insurance, 9% are uninsured, and 2% are noted as “other.”
Figure 3: Projected Payer Mix in 5 Years
Figure 3: The Projected Payer Mix in 5 Years pie chart shows that 38% are covered by Medicare, 24% are covered by Medicaid, 32% are covered by commercial insurance, 4% are uninsured, and 2% are noted as “other.”
As part of your review of this data, consider the following factors:
· A portion of the population will become Medicare eligible.
· The addition of manufacturing positions that include benefits will increase commercial insurance coverage.
· Changes from the ACA 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 Analysis Table

Competitor Name

Competitor Type

Key Areas of Competition

New Programs and Facilities

Risk to Market Share

Hanover County Hospital

Primary competitor

· Facility upgrade
· Quality scores

· Significant renovation of core hospital to update aesthetics
· Added new wide-bore MRI machine last year
· Reached the 95th percentile in five of six HCAHPS categories

· Drawing patients to newer facility
· Accommodating patients with a wider range of body weights
· Patient perception of higher quality and patient satisfaction

Medical Center Located in County South of Stevens District Hospital

Primary competitor

· 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 District Hospital
· Ability to cash-flow projects

Retail Pharmacy Instant Clinic

Secondary competitor

· Low acuity office visits

· Pharmacy added instant clinic in north part 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 ACA has increased the number of patients with some form of insurance payment. These patients are now seeking care from a primary care physician in greater numbers. Stevens District Hospital struggles with accommodating patient scheduling requests to establish care with a primary care physician.
Planning Components Explanation
Planning Components Explanation Table

Components

Definition

Examples

Measurement

Goal

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

· Improve HCAHPS scores by 5%.
· Improve operating margin by 3%.
· Increase market share in 96103 zip code by 5%.

· Percentage increase in operating margin
· Percentage change in market share

Objective

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

· Improve emergency department patient satisfaction survey by 5%.
· Grow urgent care visits by 10%.

· Percentage change in the emergency department (ED) satisfaction survey
· Percentage change in urgent care visits

Actions

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

· Implement urgent care center in north zip code.
· Purchase tablets for physicians for EMR rounding.

· Number of patient visits at new urgent care center
· Percentage increase of EMR use
Financial Summary
Financial Summary Table

Revenues and Expenses

This Year (In $)

Last Year (In $)

Operating Revenues

n/a

n/a

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

n/a

n/a

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
Last Year
Admission ER Visits Deliveries Surgeries 4458 20930 405 6365 This Year
Admission ER Visits Deliveries Surgeries 5147 26292 472 7284
US Age Distribution 2010
96101 94963 92106 93921 0.52 0.2 0.16 0.12
5 Years Ago Obesity Diabetes Heart Disease 0.15 0.05 0.12 5 Years Ahead Obesity Diabetes Heart Disease 0.26 0.12 0.22
US Age Distribution 2010
Medicaid Medicare Commercial Uninsured Other 0.35 0.3 0.24 0.09 0.02
US Age Distribution 2010
Medicare Medicaid Commercial Uninsured Other 0.38 0.24 0.32 0.04 0.02
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
HCS/499 v5
SWOT Analysis Worksheet
HCS/499 v5
Page 2 of 2
SWOT Analysis Worksheet
Complete the SWOT Analysis Table based on your review of Stevens District Hospital’s performance.
Identify at least 4 of each of the following in the space provided in the table: strengths, weaknesses, opportunities, and threats for Stevens District Hospital. For reference:
· Strengths and weaknesses are traits internal to the hospital, such as strong physician loyalty to hospital, aging building, and availability of financial resources.
· Opportunities and threats are external to the hospital, such as a mall facility available for lease or a competitor hospital opening 2 physician practices in the hospital’s market.
Submit this worksheet with your written analysis.
SWOT Analysis Table

Internal Factors

Strengths
1. The Organization’s reputation
2. Workforce expertise and experience
3. Technology and Innovation advantages
4. Lower production costs

Weaknesses
1. The available workforce is unable to meet the demands of the continued growth of chronic disease.
2. Marketing deficiencies
3. Management of staff problems
4. Undifferentiated service lines

External Factors

Opportunities
1. Innovation and new technology
2. Worldwide expansion to meet new markets.
3. lack of dominant competition
4. Partnership with diverse groups.

Threats
1. Competition
2. The growing number of uninsured patients.
3. Government policies and regulations
4. Socio-economic factors and adverse demographic effects
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
6
SWOT Analysis
UOP
Professor
Student
05/08/22
SWOT Analysis
Stevens District Hospital
Strategic planning in healthcare involves creating long-term goals and objectives and initiating the steps to achieve such objectives. Strategic planners consider the available resources and know-how and commit the healthcare stakeholders to achieving the set targets. An effective strategic plan is based on the organization’s objectives based on customer needs. An organization’s situation in the market determines the strategic plan to set to achieve long-term goals and objectives. A SWOT analysis enables managers to analyze the organization’s position and determine the direction and resources required to meet various objectives. The analysis enables organizations to plan to capitalize on opportunities and address threats before they occur. SWOT analysis creates a clear view of the organization’s internal and external environments, strengthens the weaker areas, and identifies better ways to address patient needs and satisfy the clients. Effective healthcare SWOT analysis creates a foundation for business strategy because the managers determine the overall strengths, weaknesses, opportunities, and threats.
Stevens District Hospital is a non-profit health facility with a 162-bed capacity. The hospital’s current performance analysis aligns with its mission and vision statements, which capitalize on improving care quality by offering exceptional services. The organization’s vision is to make the hospital the healthcare provider of choice by offering quality health services. The previous strategic plan review compared the goals against the progress towards achieving such goals. For example, they addressed the goal of increasing market share by recruiting only one family-practice physician to increase the primary care market. Steven District Hospital’s strategic planning scenario expresses the role of SWOT analysis in strategic planning.
The Purpose of Conducting a SWOT Analysis
The purpose of conducting a SWOT analysis in Stevens District Hospital is to identify the organization’s strengths, weaknesses, opportunities, and threats, guide the managers in addressing what the organization lacks, and capitalize on new openings. SWOT analysis in healthcare enables the organization to keep things convenient to create a healthy and civilized society. SWOT analysis steps in healthcare begin with data collection and analysis to determine the position of the healthcare organization in the market, then organizing the data into four categories: strengths, weaknesses, opportunities, and threats, to develop a matrix for each business option. Healthcare organizations depend on SWOT analyses to initiate a strategic planning process for effective decision-making. An effective SWOT analysis is obtained from an unbiased and straightforward approach. Analyzing plans rationally and understanding the needed change enables healthcare organizations to invest in an achievable strategic plan that addresses patient needs (Hill, 2019).
Conducting a SWOT Analysis Individually rather than with a Group of Stakeholders
Advantages of conducting a SWOT analysis individually rather than with a group of stakeholders include understanding the business better at an individual level, addressing threats, and taking advantage of organization strengths without external interference. Individual assessment enables the managers to develop a SWOT matrix to display the organization’s strengths, weaknesses, opportunities, and threats in a worksheet. Disadvantages of conducting a SWOT analysis individually include lack of diversity, limited options, and inadequate resources and capacity to carry out the process. Individual assessment lacks competition of ideas and a sense of direction because the researcher is always focused on specific targets. Individual SWOT analysis may depict bias during data collection, analysis, and interpretation (Shah et al., 2021).
SWOT Analysis Worksheet Justification
Strengths and Weaknesses
Stevens District Hospital is well known, and its strong positive reputation beats all competitors in the healthcare industry. Patients perceive the hospital as the best healthcare provider and thus maintain loyalty because of the high-quality healthcare services. The hospital’s workforce is experienced and skilled, hence offering quality services to retain the existing customers and attract more. The continuing growth of chronic disease patients overwhelms the healthcare facility, and the available workforce is unable to meet chronic disease patients’ needs. Stevens District Hospital has not exploited all the marketing strategies and thus does not serve a wide range of customers as expected. The most common marketing deficiencies encountered by Stevens District Hospital include budget deficiency, data deficiency, and time deficiency.
Opportunities and Threats
Stevens District Hospital can adopt the new healthcare technology to enhance telehealth and serve customers from remote areas. The organization can capitalize on innovation and technology to reach more people and improve the quality of health services. Another opportunity is the organization’s ability to expand by opening more branches worldwide to meet new markets and embrace diversity. Stevens District Hospital threats include competition from the existing and new entrants in the healthcare industry. Government policies and regulations involving operation hours, taxes, and the legal requirements to operate a healthcare organization may threaten Stevens District Hospital’s activities.
Leveraging the strengths and opportunities to minimize threats and improve weaknesses would include investing in new technology and innovation and employing a knowledgeable and experienced workforce to improve healthcare services. Involving the stakeholders in essential decision-making processes would promote a sense of involvement in achieving specific healthcare goals and objectives.

References
Hill, B. (2019). Why Perform a SWOT Analysis.Small Business-Chron. com.
Shah, A. M., Yan, X., Tariq, S., & Khan, S. (2021). Listening to the patient voice: Using a sentic computing model to evaluate physicians’ healthcare service quality for strategic planning in hospitals.Quality & Quantity,55(1), 173-201.