HCS 499 UOPX Goals for Stevens District Hospital Clear, actionable, and measurable goals are essential to strategic planning. It is important that the goal

HCS 499 UOPX Goals for Stevens District Hospital Clear, actionable, and measurable goals are essential to strategic planning. It is important that the goals are designed to support the mission and vision of an organization.

Complete the chart with a total of 260 to 350 words. Your analysis should be based on your review of the data provided in the Stevens District Hospital strategic planning scenario and your SWOT analysis.

Identify a clear, actionable, and measurable technology 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 2 peer-reviewed, scholarly, or similar references to support your assignment.

Use correct APA in-text citation guidelines and include references above. 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.
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Previous Strategic Plan Review
Goal
Increase market share by recruiting three family
practice physicians.
Accomplishments
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 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
30000
26292
25000
20930
20000
15000
10000
5000
4458
6365
5147
405
7284
472
0
Admission
ER visits
Deliveries
Last year
Surgeries
This year
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Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Under 18
18 to 44
45 to 65
Over 65
Five Years Ago
24
46
26
4
Five Years From Now
18
32
30
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.
Stevens District Hospital
Competitor
Out of County Hospitals
Five Years Ago
48
30
22
Last Year
35
43
22
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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.
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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 5years
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Uninsured,
9%
Other,
2%
Medicaid,
35%
Commercial,
24%
Medicare,
30%
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
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Primary Competitors
Hanover County
Hospital
Facility upgrade
Significant renovation of core
hospital to update aesthetics
Quality scores
Added new wide-bore MRI
machine last year
Drawing patients to newer facility
Accommodates heavier patients
Patient perception of higher quality and
patient satisfaction
Reaches the 95th percentile in
five of six HCAHPS categories
Medical Center in
County South of
Stevens
Physician clinics
E-visits with specialists
Drawing patients out of primary and
specialty care at Stevens
Financial stability
Low debt and high cash on
hand
Ability to cash flow projects
Low acuity office visits
Pharmacy added instant clinic
in north end of county 6
months ago
Loss of patients from primary care
physicians’ practices
Secondary Competitors
Retail Pharmacy
Instant Clinic
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.
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Measurement
Examples
Definition
Plan
Goal
Organization goals that cover broad
strategic issues, such as quality,
finances, growth
Planning Components Explanation
Objective
Broad action items that address
organizational goals, such as increasing
market share, increased use of
technology, increased physician
satisfaction
Actions
Action item that meets an objective, such
as implementing EMR, renovating physician
lounge, increasing marketing for specific
products
– Improve HCAHPS 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
– % 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
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343,737,280
344,726,245
16,846,309
20,311,534
360,583,589
365,037,779
Salaries and benefits
192,053,379
182,853,245
Supplies and other expenses
130,173,477
135,560,131
18,969,799
20,644,157
2,695,623
2,226,437
628,184
1,182,308
344,520,462
342,466,278
16,063,127
22,571,501
Other operating revenues
Total operating revenues
Operating Expenses
Depreciation
Interest
Foundation
Total operating expenses
Income from operations
Copyright © 2017 by University of Phoenix. All rights reserved.
Goals for Stevens District Hospital, Part 1
HCS/499 Version 4
University of Phoenix Material
Goals for Stevens District Hospital, Part 1
Clear, actionable, and measurable goals are essential to strategic planning. It is important that the goals are designed to support the mission and vision of an
organization.
Complete the chart with a total of 260 to 350 words. Your analysis should be based on your review of the data provided in the Stevens District Hospital strategic
planning scenario and your SWOT analysis.
Identify a clear, actionable, and measurable technology 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.
Copyright © 2017 by University of Phoenix. All rights reserved.
1
Goals for Stevens District Hospital, Part 1
HCS/499 Version 4
Cite 2 peer-reviewed, scholarly, or similar references to support your assignment.
• References (format using correct APA guidelines)
• Use correct APA in-text citation guidelines and include references above.
Click the Assignment Files tab to submit your assignment.
Copyright © 2017 by University of Phoenix. All rights reserved.
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