Expert Answer:Identify 3 additional goals 260-350 word analysis

Answer & Explanation:Please find the first part of this attached it is week 3 for reference and also the Stevens District Hospital Strategic planning scenario is attached. For Part 2 of the Goals for Stevens District Hospital assignment, you will use the same format you used in Week 3. 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. Cite 4 peer-reviewed, scholarly, or similar references to support your assignment. Textbooks and websites will not meet this requirement. Please take a look at databases such as ProQuest as an example. Use correct APA in-text citation guidelines and include references above.
hcs499_v4_stevens_district_hospital_plan__3_.docx

20191110070921part_ii_stevens_hospital.docx

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HCS/499 v4
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.
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Stevens District Hospital Plan
HCS/499 v4
Page 2 of 8
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
6365 7284
4458 5147
405
0
Admission
ER visits
Last year
472
This year
Deliveries
Surgeries
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
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Stevens District Hospital Plan
HCS/499 v4
Page 3 of 8
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
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Stevens District Hospital Plan
HCS/499 v4
Page 4 of 8
Patient Origin by Zip Code
20%
96101 is Stevens District Hospital
zip code
16%
94963 is major competitor hospital
zip code
42%
12%
Increases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years.
Chronic Disease Predictions
5 yrs ago
26%
5 yrs ahead
22%
15%
12%
12%
5%
Obesity
Diabetes
Heart Disease
Copyright 2019 by University of Phoenix. All rights reserved.
Stevens District Hospital Plan
HCS/499 v4
Page 5 of 8
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
Uninsure
d, 9%
Other, 2%
Projected Payer Mix 5years
Medicaid,
35%
Commerc
ial, 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.
Copyright 2019 by University of Phoenix. All rights reserved.
Stevens District Hospital Plan
HCS/499 v4
Page 6 of 8
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



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



Drawing patients to newer facility
Accommodates heavier patients
Patient perception of higher quality and
patient satisfaction
Drawing patients out of primary and
specialty care at Stevens
Ability to cash flow projects
Primary Competitors
Hanover County
Hospital
Facility upgrade
Quality scores


Medical Center in
County South of
Stevens


Physician clinics
Financial stability


E-visits with specialists
Low debt and high cash on
hand


Low acuity office visits

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


Secondary Competitors
Retail Pharmacy
Instant Clinic
Copyright 2019 by University of Phoenix. All rights reserved.
Loss of patients from primary care
physicians’ practices
Stevens District Hospital Plan
HCS/499 v4
Page 7 of 8
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
Objective
Actions
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
Definition
Goal
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%

Copyright 2019 by University of Phoenix. All rights reserved.
Implement urgent care center in north zip
code
Purchase tablets for physicians for EMR
rounding
Measurement
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8


% increase in operating margin
% change in market share


% change in ED satisfaction survey
% change in urgent care visits


Financial Summary
This year
Last year
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
Operating Revenues
Net revenues from services to patients
Other operating revenues
Total operating revenues
Operating Expenses
Depreciation
Interest
Foundation
Total operating expenses
Income from operations
Copyright 2019 by University of Phoenix. All rights reserved.
Number of patient visits at new urgent care
center
% increased use of EMR
Running head: PART 2
1
PART 2
Name
Institution
PART 2
2
PART 2
Stevens District Hospital technological goal
The technological goal of the Stevens District Hospital regards increasing the servicing
period by initiating a technology within the care system (Park, Chen & Rudkin, 2015).
Therefore, the Hospital has the goal of minimizing the time to offer services through leveraging
an innovated health information technology such as creating electronic health record systems to
remit data from patients directly to the care providers.
Analysis of how technological goal supports Stevens Hospital vision and mission
Based on the technical purpose regarding the innovation of health information technology
equipment, the organization will be capable of meeting the comprehensive range of services
required to ensure customers’ satisfaction. HIT equipment will also enable the Hospital to
achieve its vision and mission by improving service quality and quicken the service period for
the customers, thus reduce any possible traffic (Halas et al., 2015).
How to measure progress regarding the technological goal
Stevens Hospital service delivery within the current period has become relatively low,
based on the rising demand for the medical needs of the patients. Hence, there is a critical need
to develop an effective HIT to reduce traffic and enhance service delivery (Park, Chen &
Rudkin, 2015). The measurement criteria will, therefore, involve evaluating the proficiency,
efficiency, and quickness of the technology regardless of the high number of patients.
Milestone for the process
The Hospital will staff skillful and experienced physicians to operate the HIT equipment.
The patients will be given a better experience on the new technology to enable innovative
effectiveness and reduce movement towards the care centers. Instead, the patients will
PART 2
3
understand how to document their health issues without traveling (Halas et al., 2015). The
organization will ensure employing much staff to operate the system and increase the number of
customers serviced every day. Time monitoring will be done to ensure the goal is achieved.
Criteria to measure goal completion
The completion of the technological objective will be evaluated by comparing the time
taken to offer service, and the number of people served when having HIT equipment and the
number of customers attended to without the technology (Park, Chen & Rudkin, 2015).
Therefore, in case the number of customers served will be regarded as equal, it will be a way of
concluding that the system does not work.
PART 2
4
Reference
Halas, G., Singer, A., Styles, C., & Katz, A. (2015). New conceptual model of EMR
implementation in interprofessional academic family medicine clinics. Canadian Family
Physician, 61(5), e232-e239.
Park, S. Y., Chen, Y., & Rudkin, S. (2015). Technological and organizational adaptation of EMR
implementation in an emergency department. ACM Transactions on Computer-Human
Interaction (TOCHI), 22(1), 1.

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