Insert TitleHCS/499 v4Stevens District Hospital PlanHCS/499 v4Page 8 of 8Strategic Planning...

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Insert TitleHCS/499 v4Stevens District Hospital PlanHCS/499 v4Page 8 of 8Strategic Planning ScenarioBackgroundStevens 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 transfeed 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. Cuent Performance AnalysisMission and VisionOur 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. Cuently, 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 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 HospitalVolumesPatientsThe 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    20More 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 Competito        Five Years Ago    Last Yea    Stevens District Hospital    48    35    Competito    30    43    Out of County Hospitals    22    22Patient Origin by Zip Code96101 is Stevens District Hospital zip code94963 is major competitor hospital zip codeIncreases 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.Projected Payer Mix 5-yearsCuent Payer Mix XXXXXXXXXXPercentage of Population by InsuranceAs 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.EmployersThere 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.    Competito    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 yea· 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    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’ practicesTechnology 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 oad 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 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    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 cente· % increased use of EMRFinancial Summary         This year      Last year     Operating Revenues            Net revenues from services to patients     XXXXXXXXXX,737,280      XXXXXXXXXX,726,245     Other operating revenues     XXXXXXXXXX,846,309      XXXXXXXXXX,311,534     Total operating revenues     XXXXXXXXXX,583,589      XXXXXXXXXX,037,779                 Operating Expenses            Salaries and benefits     XXXXXXXXXX,053,379      XXXXXXXXXX,853,245     Supplies and other expenses     XXXXXXXXXX,173,477      XXXXXXXXXX,560,131     Depreciation     XXXXXXXXXX,969,799      XXXXXXXXXX,644,157     Interest     XXXXXXXXXX,695,623      XXXXXXXXXX,226,437     Foundation     XXXXXXXXXX628,184      XXXXXXXXXX,182,308     Total operating expenses     XXXXXXXXXX,520,462      XXXXXXXXXX,466,278                 Income from operations     XXXXXXXXXX,063,127      XXXXXXXXXX,571,501 Volume changes last year versus this yeaLast year    Admission    ER visits    Deliveries    Surgeries    4458    20930    405    6365    This year    Admission    ER visits    Deliveries    Surgeries    5147    26292    472    7284    Column2    96101    93921    92106    94963    0.42    0.12    0.16    0.2    Column2    [], 52%96101    93921    92106    94963    0.42    0.12    0.16    0.2    Chronic Disease Predictions5 yrs ago    Obesity     Diabetes    Heart Disease    0.15    0.05    0.12    5 yrs 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    Copyright 2019 by University of Phoenix. All rights reserved.Copyright 2019 by University of Phoenix. All rights reserved.

Azra S · Accepted Answer

Strategic Plan 21-22
Stevens District Hospital-Strategic Plan- 21-22
Stevens District Hospital
Background
162-bed acute care hospital- non-profit facility. 
Became an independent facility three years ago. 
Receives no external funding from government agencies. 
Accredited by The Joint Commission and Reaccredited during triannual survey last year. 
Aggressive quality management program 
The hospital provides a general range of acute care services, including medical/surgical, rehab, emergency care, women’s services and a radiology department.. 
Hospital has three family practice physicians, one medical oncologist, one obstetrician, and one non-invasive cardiologist.
Stevens District Hospital is a non-profit hospital facility with the capacity of 162-beds and a range of acute services. The hospital started as a county owned facility and became an independent entity around three years ago. As a non-profit facility, the hospital does no receive any external funding and relies solely on its revenues for its operations. The hospital is prestigiously accredited by The Joint Commission and was recently reaccredited at the triannual survey. The hospital is renown for its aggressive quality management program providing care through medical and surgical units, rehab emergency care, women’s services and a radiology department. The hospital boasts three family practice physicians, one medical oncologist, one obstetrician and one non-invasive cardiologist with a well-equipped radiology department.
2
Mission and Vision
Mission: The hospital mission is to provide high-quality care and a comprehensive range of exceptional service to patients. 
Vision: Our vision is to create a grand multispecialty physician practice system that will have six family practice physicians at a minimum and also have specialists in cardiology, oncology, and women’s services. 
Strategic Planning: In healthcare, strategic plan allows framing of actionable steps towards reaching hospital goals, keeping both the vision and mission of the hospital in view (Hans, Van Houdenhoven & Hulshof, 2012)
The hospital has a discreet mission and a broad vision in its service delivery. The mission of the hospital is to provide high-quality care and a comprehensive range of exceptional service to patients. The focus of the mission is provision of the best care possible and through excellent means.
The vision of the hospital is to create a grand multispecialty physician practice system that will have six family practice physicians at a minimum and also have specialists in cardiology, oncology, and women’s services. 
In healthcare, strategic plan allows framing of actionable steps towards reaching hospital goals. This is undertaken while keeping both the vision and mission of the hospital in mind. The values of patient-centric, and excellence are inculcated in the plan to provide the best healthcare to patients(Hans, Van Houdenhoven & Hulshof, 2012)
3
Previous Goals and Achievements
	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 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.
Last year the hospital had strategized to hire three additional family practice physicians but succeeded in hiring only one more.
In addition, the HCAAPS scores were strategized to increase to 85th percentile in all six areas but these were increase in only four.
There is a clear need for further effort in both hiring practices as well as improving delivery of patient care.
The hospital has taken several steps in the direction of realizing its vision and mission. However, it has faced several set backs in this regard. Last year the hospital had strategized to hire three additional family practice physicians but succeeded in hiring only one more. In addition, the HCAAPS scores were strategized to increase to 85th percentile in all six areas but these were increase in only four. The financial view of the hospital is also discouraging with revenues reducing from the past year figures. There is a clear need for further effort in both hiring practices as well as improving delivery of patient care.
4
Projections for future
The projections for the future show a growing market.
There is a projected increase in chronic disease in the next five years with significant numbers when it comes to obesity, diabetes and heart disease in the area. 
In addition there is also projected increase in patients due to increase in insurance coverage of patients due to Affordable Care Act.

Insert Title HCS/499 v4 Stevens District Hospital Plan HCS/499 v4 Page 8 of 8 Strategic Planning Scenario Background Stevens District Hospital is a 162-bed acute care hospital that is qualified as a...

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