Goals For Stevens District Hospital Part 2

Part 2goals For Stevens District Hospitalkevin Hawkinsuniversity Of Ph

Part 2 Goals for Stevens District Hospital Kevin Hawkins University of Ph

Part 2 Goals for Stevens District Hospital Kevin Hawkins University of Ph

Part 2 Goals for Stevens District Hospital Kevin Hawkins University of Phoenix Financial or Economic Goal: Increasing the market share Stevens District Hospital’s mission is providing high quality care, a wide range of services and exceptional care services. However, attaining this would need a provision of quality care and increasing the range of services so that the hospital can compete favorably with the contenders (Pronovost, & Vohr, 2010). Besides that, the hospital needs to provide exceptional services which would then make it a destination for all the physicians and patients seeking to receive top-notch treatment and optimum working environment respectively. With such objectives, increment of the market share is not only possible but also inevitable.

Measurement of the goal. Growth in the market share is measured by the use of patient visit statistics. Stevens District Hospital’s visit stats shall be compared with industry data in order to get the percentage of visits to the hospitals out of the total visits. Besides that, the health insurance data shall be invaluable in assessing % change of visits to the hospital. In general, measurement of the market share shall be done by the use of patient visit data.

Milestones that need to be achieved for progress is increasing the use of EMR and a 5% growth in the number of patient visits to the new care center within a year. In order to achieve the 5% growth in the market share, it is important to first attain an increased amount of visits of patients from 96103 zip code by 5% by the end of the year. This goal shall be measured by the use of the percentage change in the number of visits to the hospital quarterly. The term chosen for the measurement is three months in order to determine whether the goals are being met (Mills & Spencer, 2005). When the hospital has determined whether or not the goals are being met, it can then put in place control strategies to ensure that the plan is implemented in every bit.

Legal or Regulatory Goal: Accommodating Patient Scheduling Requests Due To Changes To The Affordable Care Act. The changes in the affordable care act has increased the number of patients in the hospital with many of them seeking primary care physician’s services. Due to the shortage of physicians, Stevens District Hospital is unable to counter such a surge in the number of patients. This goal will be in line with Stevens District Hospital’s mission which is to provide exceptional care, provide comprehensive treatment as well as the provision of high quality care. Adjusting and increasing the number of physicians so as to adjust to the changes brought about by affordable care act amendment will also ensure that the physicians have a good working environment that would foster provision of quality care (Pronovost, & Vohr, 2010).

It will definitely make Stevens District Hospital’s the destination for both the physicians and the patients. This goal is going to be measured by the number of patients handled by the physicians (Mills & Spencer, 2005). This goal goes hand in hand with the strategy of increasing the market share by recruiting three family practice physicians. Within a year of implementation of the strategies such as the use of technology to schedule visits, make payments, communicate with the physician and keep doctor profiles, keeping up with the affordable care should be easy. In order to ensure that this is achieved, Stevens District Hospital should realize a 10% growth urgent care visits within a year of implementation of the strategies to achieve the goals.

Besides that, the hospital should also realize a 5% growth in patients seeing physicians in the year. With the introduction of the new technology, scheduling would be made easier and payment processing would no longer be a big problem. Quality Management Goal: Upgrading the Quality Score of HCAPS (Hospital Consumer Assessment of Healthcare Providers and Systems). The consumer care assessment plan is designed to assess the satisfaction of the consumer with the care that is being provided by the hospital. Currently, Stevens District Hospital performs highly in four areas but falls back significantly in two areas namely: inpatient patient satisfaction and primary care patient satisfaction.

The improvement of the HCAPS score by 5% would definitely positively affect the market share of the hospital besides helping to elevate the patient satisfaction (Pronovost, & Vohr, 2010). However, in order to ensure that this goal is achieved, there are some milestones that need to be attained first. These milestones shall be invaluable in ensuring that the goal is met without any problem. In order to improve the HCAPS scores, it would be important to recruit the three family practice physicians who will help in provision of care that currently lacks at the hospital. This would help in the elevation of the HCAPS score to over 85% within a year.

However, in order to achieve this, it would only be important to improve quality of the care by the use of technology and renovation of the physician lounge. With such strategies, Stevens District Hospital would satisfy the patients more and inevitably increase the market share. The effectiveness of the strategies would be measured after a year of implementation. However, monitoring the plan would be done quarterly in order to evaluate whether the strategies set are effective and efficient. A 5% improvement of the Stevens District Hospital’s HCAPS scores would be possible if there is a 5% elevation of the emergency department patient satisfaction.

Besides that, there would also be the need to improve the urgent care quality. References Pronovost, P., & Vohr, E. (2010). Safe patients, smart hospitals: how one doctor's checklist can help us change health care from the inside out. Penguin. Mills, A. E., & Spencer, E. M. (2005, March). Values based decision making: a tool for achieving the goals of healthcare. In Hec Forum (Vol. 17, No. 1, pp. 18-32). Kluwer Academic Publishers. Stevens District Hospital & Strategic Planning University of Phoenix Stevens District Hospital & Strategic Planning Introduction Strategic planning plays critical roles in the growth and success organizations, especially in the ever-increasing competitive business environment. Through the strategic planning process, an organization is able to set priorities, mobilize resources, strengthen organizational operations, ensuring team members and other key stakeholders are working toward attainment of common goals as well as creating mechanisms of monitoring progresses made.

Effective strategic planning and management involve articulation of growth opportunities and ways of harnessing such opportunities. Stevens District Hospital is one of the largest healthcare facility which is not profit-motivated (Kaissi & Begun, 2008). The accreditation and reaccreditation of the healthcare facility have been mainly based on the effective quality management practices put in place by the top management. Therefore, the purpose of this analysis paper is to discuss the strategic analysis of the Stevens District Hospital as discussed below; Strategic Planning Generally, strategic planning is critical in providing organizations with a sense of direction and outlines measurable outcomes.

Additionally, the day-today management and operational decisions are best made using strategic planning as a tool. In other words, an organization is forced to think through its strategic objectives while putting up quantifiable benchmarks for evaluating the outcomes (Kaissi & Begun, 2008). There are several advantages and disadvantages of conducting SWOT analysis, especially the one involving an individual compared to a group of stakeholders-based analysis. Conducting SWOT analysis by an individual can be advantageous in term of convenience and time required to complete such projects. However, it may not provide greater insights regarding key elements of SWOT analysis. Conversely, carrying out SWOT analysis with a group of stakeholders can be critical in providing greater insight with regard to strengths, weaknesses, and threats as well as opportunities. This can be important in identifying possible of making necessary adjustments. However, this approach can be time-consuming due to consultations with the key stakeholders including taking into consideration their views and objections. Therefore, the approach used in conducting strategic analysis is critical in improving operation and management of Stevens District Hospital (Kaissi & Begun, 2008).

Purpose of Conducting SWOT Analysis The need for conducting SWOT analysis for Stevens District Hospital. The healthcare facility has had tremendous improvements in the quality of healthcare services it provides to the clients. Despite these improvements, there is a need to harness the existing opportunities to facilitate further growth and business success. This is critical in mobilizing the existing human and financial resources in the achievement of fundamental growth. Additionally, the outcome of the assessment can be used in strengthening the operations of the facility as well as getting the team members and other stakeholders onboard in the attainment of organizational goals and objectives. These can be achieved through effective communication with stakeholders and employees of the healthcare facility. Therefore, performing the strategic analysis is one of the most important management tools (Perera & Peirà³, 2012). The following is a summary of SWOT analysis of Stevens District Hospital. Table 1: SWOT Analysis Analysis of existing information from Stevens District Hospital strategic planning scenario Perceived strength (internal) -Capacity for facility upgrade. -Financial and human resources. -The facility has developed capacity for facility upgrade to cope with competitors. -The facility has the required financial and human resources required for the expansion. Analysis of existing information from Stevens District Hospital strategic planning scenario Perceived weakness (internal) -Aging Equipment -Weak market image -Lower Quality Scores -Most of the equipment used by healthcare facility are outdated. -The healthcare has not been able to establish strong positive market image - Healthcare services provided by the health center are not of exceptional standards Analysis of existing information from Stevens District Hospital strategic planning scenario Perceived opportunity (external) -Technological advancement -Large market share -The healthcare facility can leverage the benefits of technology in providing medical services to their clients. -The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market.

Analysis of existing information from Stevens District Hospital strategic planning scenario Perceived threat (external) -Competition from other healthcare facility. -Capital-intensive expansion. - -Stevens District Hospital faces stiff competition from other healthcare providers such as Hannover County Hospital -The healthcare facility has no sufficient capital for expansion of its services due to lack of funding from government agencies. References Kaissi, A. A., & Begun, W. J. (2008). Strategic planning processes and hospital financial performance. Journal of Healthcare Management, 53 (3), . Perera, D. F., & Peirà³, M. (2012). Strategic planning in healthcare organizations. Revista Espaà±ola de Cardiologàa (English Edition), 65 (8), .

Work Sheet University of Phoenix Stevens District Hospital formulated a goal based on technology that will help the organization to attain its vison. The hospital aimed at upgrading the quality score of HCAPS (Hospital Consumer Assessment of Healthcare Providers and Systems) in all six norms. The hospital managed to improve HCAPS scores in four of the norms whereby the two elements, inpatient satisfaction, and primary care patient satisfaction were not attained. By attaining all the scores in the HCAPS, this will help the organization create an efficient physician practice system that will allow them to offer a variety of services to its clients therefore, helping to achieve its goal of improving the quality care and expanding its services in a wide range.

In order to determine the progress of the organization, I would consider whether Steven District Hospital has been able to accomplish some of the desired goals. First milestone necessary for the progress is technology. A competing hospital should be technologically fabricated with devices and equipment used in offering services. It should adopt the e-visit way of treatments of patients, as it is simplified and efficient way because patients can be treated from any region at any time. The norm that I would use to measure the goal attainment is the number of patients that were served with the organization. By implementing new technology in hospitals, patients will be more comfortable with the new system used. Individually, patients will be able to manage their own health states when they get informed how the devices work. Secondly, Professionals will be able to come up with solutions easily. Thirdly, Technology advancement in an organization will ensure easy communication and interaction with the public. In conclusion, Stevens District Hospital visions can be achieved only if the organization implements the modern scientific technology in offering its services in treating patients. These activities will ensure quality services are offered and produce greater outcomes in future. References Morilla, M. D. R., Sans, M., Casasa, A., & Giménez, N. (2017). Implementing technology in healthcare: insights from physicians. BMC medical informatics and decision making, 17(1), 92. ("HCS 499 Capstone: Goals for Stevens District Hospital Healthcare Capstone Paper Help – Precision Essays", 2018)