Exam Content
\n1.
\nAs a manager and leader, you must be able to evaluate management and adaptable leadership skills in the health care industry. Important leadership skills are strategic planning and business development. Before you can develop a strategic plan that drives the goals and helps to define what success looks like for you organization, you must have a clear vision and mission. For this assignment, you will demonstrate your skill by evaluating the importance of a mission statement and vision statement for the strategic plan within a health care organization.<\/p>\n
Assignment Preparation
\nReview the Stevens District Hospital Strategic-Planning Scenario about a fictional, not-for-profit acute care hospital in Jefferson City. The hospital provides a range of services, including medical\/surgical, rehab, and emergency care in a regional market of 80,000 people. This assignment and future course assignments will use the hospital and scenario information.<\/p>\n
Imagine the following: Your role in this planning process will be as the director of the radiology department at Stevens District Hospital. Your department performs a wide variety of X-ray procedures, nuclear medicine, ultrasound, and MRI testing. In this planning process, you will evaluate the strengths, weaknesses, opportunities, and threats (SWOT) to the hospital and the role your department can play in increasing business for the hospital.<\/p>\n
Review the following mission and vision statements:
\no\tOption 1: Mission: To improve health by providing high-quality care. Vision: Provide the highest level of service in the county.
\no\tOption 2: Mission: To improve health by providing high-quality care. Vision: Provide the broadest range of services in the county.
\no\tOption 3: Mission: To be deeply committed to the communities we serve; we enhance population health and well-being. Vision: Deliver an exceptional experience with every encounter.<\/p>\n
Select the most appropriate mission and vision statement for the hospital from the previous list and use the statements for this assignment.<\/p>\n
Assignment Directions
\nWrite a 700- to 1,050-word summary in which you:
\no\tIdentify the mission and vision statements you selected for Stevens District Hospital.
\no\tExplain the rationale for why you selected the mission and vision statements.
\no\tIdentify the specific strengths of the mission and vision statement selected.
\no\tIdentify the weaknesses of the mission and vision statements not selected.
\no\tExplain how the mission and vision statements drive the strategic plan for Stevens District Hospital.<\/p>\n
Cite 2 peer-reviewed, scholarly, or similar references to support your summary.<\/p>\n
Format your assignment according to APA guidelines.<\/p>\n
Stevens District Hospital Strategic-Planning Scenario
\nBackground
\nStevens 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.
\nCurrent Performance Analysis
\nCurrent Mission and Vision Statements
\nOur mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
\nOur 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\u2019s services. Currently, the hospital employs three family-practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist.
\nPrevious Strategic Plan Review
\nGoals and Progress Table
\nGoals\tProgress Toward Meeting Goals
\nIncrease market share by recruiting three family practice physicians.\tDuring 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.
\nImprove quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.\tThe hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary-care patient satisfaction.
\nMarket Forces Affecting the Hospital
\nVolumes
\nVolume Changes Last Year Versus This Year<\/p>\n
Patients
\nThe continued growth of chronic disease will require changes to the care-management model.
\nPercent of Population by Age Table
\nAge Ranges\t% Five Years Ago\t% Five Years From Now
\nUnder 18\t24%\t18%
\n18\u201344\t46%\t32%
\n45\u201365\t26%\t30%
\nOver 65\t4%\t20%
\nMore than 53% of residents have at least some college education, with just over 29% having an associate\u2019s, bachelor\u2019s, 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%:<\/p>\n
Market Share Distribution Percentage Comparison Table
\nHospital\tMarket-Share Distribution % Five Years Ago\tMarket-Share Distribution % Last Year
\nStevens District Hospital\t48%\t35%
\nCompetitor Hospital\t30%\t43%
\nOut-of-County Hospitals\t22%\t22%<\/p>\n
Figure 1: Patient Origin by Zip Code<\/p>\n
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.
\nIncreases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years.
\nChronic Disease Predictions<\/p>\n
Payment
\nThere 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.<\/p>\n
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 project ( help with nursing paper writing from experts with MSN & DNP degrees)ed 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.
\nPercentage of Population by Insurance
\nFigure 2: Current Payer Mix<\/p>\n
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 \u201cother.\u201d<\/p>\n
Figure 3: Projected Payer Mix in 5 Years<\/p>\n
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 \u201cother.\u201d
\nAs part of your review of this data, consider the following factors:
\n\u2022\tA portion of the population will become Medicare eligible.
\n\u2022\tThe addition of manufacturing positions that include benefits will increase commercial insurance coverage.
\n\u2022\tChanges from the ACA will increase the number of patients in the market with insurance coverage.
\nEmployers
\nThere is expected growth in large employers with the addition of the automotive factory in the northwest sector of the county.
\nPhysicians
\nThe continued shortage of medical staff, especially in orthopedics, oncology, and primary care, will require increased recruitment efforts.
\nCompetitors
\nHanover County Hospital, which is the other hospital in the county, has an updated facility that has drawn more market share to its facility.
\nCompetitor Analysis Table
\nCompetitor Name\tCompetitor Type\tKey Areas of Competition\tNew Programs and Facilities\tRisk to Market Share
\nHanover County Hospital\tPrimary competitor\t\u2022\tFacility upgrade
\n\u2022\tQuality scores\t\u2022\tSignificant renovation of core hospital to update aesthetics
\n\u2022\tAdded new wide-bore MRI machine last year
\n\u2022\tReached the 95th percentile in five of six HCAHPS categories\t\u2022\tDrawing patients to newer facility
\n\u2022\tAccommodating patients with a wider range of body weights
\n\u2022\tPatient perception of higher quality and patient satisfaction
\nMedical Center Located in County South of Stevens District Hospital\tPrimary competitor\t\u2022\tPhysician clinics
\n\u2022\tFinancial stability\t\u2022\tE-visits with specialists
\n\u2022\tLow debt and high cash on hand\t\u2022\tDrawing patients out of primary and specialty care at Stevens District Hospital
\n\u2022\tAbility to cash-flow project ( help with nursing paper writing from experts with MSN & DNP degrees)s
\nRetail Pharmacy Instant Clinic\tSecondary competitor\t\u2022\tLow acuity office visits\t\u2022\tPharmacy added instant clinic in north part of county 6 months ago\t\u2022\tLoss of patients from primary care physicians\u2019 practices<\/p>\n
Technology
\nA competing hospital has added e-visits for physician practices, which is causing a shift of patients to the competitor hospital’s physician practices.
\nRegulatory Changes
\nHealth 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.
\nPlanning Components Explanation
\nPlanning Components Explanation Table
\nComponents\tDefinition\tExamples\tMeasurement
\nGoal\tOrganization goals that cover broad strategic issues, such as quality, finances, and growth\t\u2022\tImprove HCAHPS scores by 5%.
\n\u2022\tImprove operating margin by 3%.
\n\u2022\tIncrease market share in 96103 zip code by 5%.\t\u2022\tPercentage increase in operating margin
\n\u2022\tPercentage change in market share
\nObjective\tBroad action items that address organizational goals, such as increased market share, increased use of technology, and increased physician satisfaction\t\u2022\tImprove emergency department patient satisfaction survey by 5%.
\n\u2022\tGrow urgent care visits by 10%.\t\u2022\tPercentage change in the emergency department (ED) satisfaction survey
\n\u2022\tPercentage change in urgent care visits
\nActions\tAction item that meets an objective, such as implementing EMR, renovating physician lounge, and increasing marketing for specific products\t\u2022\tImplement urgent care center in north zip code.
\n\u2022\tPurchase tablets for physicians for EMR rounding.\t\u2022\tNumber of patient visits at new urgent care center
\n\u2022\tPercentage increase of EMR use
\nFinancial Summary
\nFinancial Summary Table
\nRevenues and Expenses\tThis Year (In $)\tLast Year (In $)
\nOperating Revenues\tn\/a\tn\/a
\nNet revenues from services to patients\t343,737,280\t344,726,245
\nOther operating revenues\t16,846,309\t20,311,534
\nTotal operating revenues\t360,583,589\t365,037,779
\nOperating Expenses\tn\/a\tn\/a
\nSalaries and benefits\t192,053,379\t182,853,245
\nSupplies and other expenses\t130,173,477\t135,560,131
\nDepreciation\t18,969,799\t20,644,157
\nInterest\t2,695,623\t2,226,437
\nFoundation\t628,184\t1,182,308
\nTotal operating expenses\t344,520,462\t342,466,278
\nIncome From Operations\t16,063,127\t22,571,501<\/p>\n","protected":false},"excerpt":{"rendered":"
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