University of Phoenix Hospital Mission and Vision Statement Essay

HCS/498 v3Strategic Plan Template
This course will feature a cumulative assignment starting in Week 1 and concluding in Week 5. You will
complete this assignment each week using the Strategic Plan Template provided. This document will be
used in conjunction with the Phoenix Hospital 5-Year Strategic Plan Scenario. It is important that you read
the scenario in its entirety prior to completing the Week 1 assignment. Make sure to refer back the
scenario each week as instructed for these cumulative assignments. You will record all responses to the
appropriate assignments in this document. Your faculty member will also provide feedback directly
through this document. This document will break down the basic steps used in strategic planning to make
a strategic decision in health care. While this scenario is specifically geared toward a hospital setting, the
knowledge and skills you will possess at the end of this course can be applied to any health care facility
(e.g., physician’s office, long-term care, etc.).
Part 1: Mission and Vision for Phoenix Hospital
Section A
In this first assignment, you will create a mission and vision statement for Phoenix Hospital. It is important
to read the Phoenix Hospital 5-Year Strategic Plan Scenario prior to completing this assignment.
Create a mission and vision statement for Phoenix Hospital. Remember that your mission and vision
statements should be a strong representation of the following:
•
Organization
•
Organization’s goals
•
Stakeholders that are impacted by the organization
•
Values of the organization
Mission for Phoenix Hospital
Vision for Phoenix Hospital
Cite at least 1 peer-reviewed, scholarly, or similar reference to support your assignment.
Section B
Write 260 to 350 words on the importance of mission and vision statements to organizations in which
you:
1. Describe the process an organization uses to develop their mission and vision statement.
2. Explain internal and external stakeholders involved in the process of developing the
organization’s mission and vision statements.
i. Discuss the roles and responsibilities of the stakeholders.
3. Explain how the mission and vision is foundational to strategic planning in a health care
organization.
Cite at least 1 peer-reviewed, scholarly, or similar reference to support your paper.
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Strategic Plan Template
HCS/498 v3
Page 2 of 5
Part 2: Market & SWOT Analysis for Phoenix Hospital
Section A
Review the Phoenix Hospital 5-Year Strategic Plan Scenario.
Research current health care events that influence hospital or other health care facility performance.
Consider using the article review from the Week 2 assignment, “Understanding Strategic Decision-Making
in Health Care,” if applicable.
Complete the chart using a minimum of 700 words with the following information:
•
Identify 3 major market factors from the Phoenix Hospital scenario.
•
Analyze how the major market factors selected will affect performance of the hospital in the next
3 years.
o Consider real-life current events in health care and how those could affect hospital
performance.
Major market factor
Analyze how the major market factor affects hospital performance.
1
2
3
Cite at least 1 peer-reviewed, scholarly, or similar reference to support your assignment.
Section B
Based on the review of the Phoenix Hospital 5-Year Strategic Plan Scenario, conduct a SWOT analysis
to generate a list of perceived strengths, weaknesses, opportunities, and threats for the hospital.
•
Strengths and weaknesses are traits internal to the hospital (e.g., strong physician loyalty to the
hospital, aging building, and availability of financial resources).
•
Opportunities and threats are external to the hospital (e.g., a mall facility available for lease or a
competitor hospital opening two physician practices in your market).
Complete the SWOT analysis for the Phoenix Hospital 5-Year Strategic Plan Scenario. Include the
following in your SWOT analysis:
•
A list of perceived strengths, weaknesses, opportunities, and threats
o At least 3 items in the SWOT analysis must be related to technology, regulatory, and
financials.
o You have been provided one section for each SWOT area. If you would like to add additional
items to SWOT sections, please add additional line items to the table.
•
An analysis of the information from the strategic decision-making scenario that supports the
SWOT analysis items
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Strategic Plan Template
HCS/498 v3
Page 3 of 5
Note: Think ahead in your assignments regarding how your items in the SWOT analysis will translate to
objectives and strategies in Week 4. For example, a weakness like “Limited registered nurse staffing in
several departments” might translate to an objective of “Increase RN staff by 15 nurses within first 6
months.” The strategy for this objective might be “Job fair at the state nursing convention will increase
interest and awareness of opportunities at Phoenix Hospital.”
Table 1: SWOT Analysis
Perceived strength (internal)
Perceived weakness (internal)
[Insert Response]
[Insert Response]
Perceived strength (internal)
Perceived weakness (internal)
[Insert Response]
[Insert Response]
Analysis of existing technology information from the Phoenix Hospital strategic decision-making
scenario. Include the following in your analysis:
•
Analyze existing technology information.
•
Determine if the technology is considered a strength, weakness, opportunity, or threat for the
organization.
•
Explain your selection.
[Give your response]
Analysis of existing financial information from the Phoenix Hospital strategic decision-making scenario.
Include the following in your analysis:
•
Analyze existing financial information.
•
Determine if the financials are considered a strength, weakness, opportunity, or threat for the
organization.
• Explain your selection.
[Give your response]
Analysis of existing regulatory information from the Phoenix Hospital strategic decision-making scenario.
Include the following in your analysis:
•
Analyze existing regulatory information.
•
Determine if the regulatory information is considered a strength, weakness, opportunity, or threat
for the organization.
• Explain your selection.
[Give your response]
Analysis of existing information from the Phoenix Hospital strategic decision-making scenario. Include
the following in your analysis:
•
Select an additional market factor and complete your analysis.
•
Determine if the factor selected is considered a strength, weakness, opportunity, or threat for the
organization.
• Explain your selection.
[Give your response]
Cite at least 1 peer-reviewed, scholarly, or similar reference to support your assignment.
Copyright 2022 by University of Phoenix. All rights reserved.
Strategic Plan Template
HCS/498 v3
Page 4 of 5
Part 3: Goals, Objectives & Final Decision for Phoenix
Hospital
Section A
Based on your review of the Phoenix Hospital 5-Year Strategic Plan Scenario provided in Week 1 and
your work in Weeks 1 through 3 on mission development, market and SWOT analysis, complete the table
below listing 4 to 5 objectives and strategies for the facility. Explain why each strategy is important.
For our project we will define:
•
Goals as broad primary outcomes desired; what we would like to accomplish
•
Objectives as measurable; should contain a number
•
Strategies as the approach taken to achieve the objectives; the “why” of our actions
An example is provided in the first row. Note that your strategic priorities should be areas where you
believe the facility should focus in the first year of the strategic plan.
For this assignment, you can use a goal more than one time, but you need to create at least 4 to 5
measurable objectives and provide the strategy for each. Discuss why you believe each strategy is
important:
1. Make Phoenix Hospital the preferred hospital in Hanover County by employees and consumers.
2. Make Phoenix Hospital known as the hospital with the most advanced use of technology in the
region (including computer and diagnostic technology).
3. Make Phoenix Hospital known as the employer of choice in Hanover County.
4. Make this coming year the most profitable year ever.
5. Ensure Phoenix Hospital meets all accreditation requirements under the latest CMS regulations.
Goal
(Select from goals
listed above. Goals can
be used multiple times)
Objectives/measurable
actions
(Measurable outcome
desired)
Strategies
(The “why” of our
actions)
Example: Make our
model X automobile a
sales leader in the
country by year X.
Obtain 60 percent of
the sales market as
compared with model Y
as demonstrated in
Consumer Reports
annual report.
Persuade buyers that
model X has the best
visual appeal by
marketing to the 30- to
40-year-old market with
an upscale campaign.
Why this strategy is
important
Marketing specific to
30- to 40-year-old
demographic increases
the sales in age range
that has had lower
sales in the past last
year.
1
2
3
4
5
Cite at least 1 peer-reviewed, scholarly, or similar reference to support your assignment.
Copyright 2022 by University of Phoenix. All rights reserved.
Strategic Plan Template
HCS/498 v3
Page 5 of 5
Section B
In this section, you will review your work in the Strategic Design Template in order to decide or make
recommendation(s) about the 5-year strategic plan for Phoenix Hospital. Prior to making your decision or
recommendations, it is important to review your work in this template, compiled research, and faculty
feedback.
Write a 260- to 350-word paper that details your strategic decision or recommendation for the Phoenix
Hospital. Include the following in your paper:
•
Identify the decision or recommendations you will make regarding Phoenix Hospital.
•
Support your decision with the analysis made throughout this template.
•
Identify how the decision or recommendations will support the strategic plan for Phoenix Hospital.
•
Evaluate how financial and economic issues in health care will affect your strategic plan.
Cite at least 1 peer-reviewed, scholarly, or similar reference to support your assignment.
Copyright 2022 by University of Phoenix. All rights reserved.
HCS/498 v3
HCS/498 Strategic Planning Capstone
5-year Strategic Plan Scenario
Background
Phoenix Hospital is a 180-bed acute care hospital that is qualified as a not-for-profit facility. The hospital
was originally owned by the county and transferred status to an independent facility three years ago. The
hospital receives no external funding from governmental agencies for operations. The hospital is
accredited by The Joint Commission and received re-accreditation during its 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 Bedford, 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. The president of the hospital has asked you to lead the development of a 5-year
strategic plan for the hospital. You will use data provided in this scenario to make your decisions and
recommendations.
In addition to information provided in this scenario, you are expected to include information from outside
sources that are relevant to real-life events and projections for today’s health care market. This would
include any actual market projections based on changes to health care reform and financing.
Market Forces that Affect 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
Last year
Deliveries
This year
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Surgeries
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Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Age Group
Five years ago
Five years from now
Under 18
24
18
18 to 44
46
32
45 to 65
24
30
Over 65
4
20
More than 53% of residents have at least some college education, with just more than 29% having an
associates, 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 currently 9.9%.
Market share distribution percentage with major competitor.
Hospitals
5 years ago
Last year
Phoenix Hospital
48
35
Competitor
30
43
Out of country hospitals
22
22
Patient Origin by Zip Code for Phoenix Hospital
92106
16%
93921
12%
94963
20%
96101
52%
96101 is Phoenix Hospital zip code
94963 is major competitor hospital zip code
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HCS/498 Strategic Planning Capstone
HCS/498 v3
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Payment
There is a continued focus on pay for performance and increased wellness programs. Health care reform
has created 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.
Percentage of Population by Insurance
Current Payer Mix
Other 2%
Uninsured
9%
Medicaid
35%
Commerci
al 24%
Medicare
30%
Projected Payer Mix 5-years
Uninsured Other
2%
4%
Medicare
38%
Commercial
32%
Medicaid
24%
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 health care reform will increase the number of patients in the market with insurance
coverage.
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HCS/498 Strategic Planning Capstone
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Employers
There is expected growth in large employers with the addition of an automotive factory in the northwest
sector of the county.
Staffing
Staffing has remained stable for the past year. The only difficulty is that there are not sufficient nurses
cross-trained to work in the intensive care unit, so expensive agency nurses have been used periodically
to fill this gap in the ICU.
Physicians
The continued shortage of medical staff, especially in orthopedics, oncology, and primary care, will
require increased recruitment efforts.
Competitors
The other hospital in county, Hanover County Hospital, updated its facility and has drawn more market
share.
Key Areas of
Competition
Primary Competitors
Hanover County Hospital
Facility upgrade
New Programs and
Facilities
Risk to Market Share
Significant renovation of
core hospital to update
aesthetics
Drawing patients to newer
facility
Added new wide-bore
MRI machine last year
Quality Scores
Medical Center in county
south of Phoenix
Secondary Competitors
Retail pharmacy instant
clinic
Reaching 95th percentile
in five of six HCAPS
categories
Physician clinics
E-Visits with specialists
Financial stability
Low debt and high cash
on hand
Key Areas of
Competition
Low acuity office visits
New Programs and
Facilities
Pharmacy added instant
clinic in north end of
county 6 months ago
Copyright 2022 by University of Phoenix. All rights reserved.
Accommodates heavier
patients
Patient perception of
higher quality and patient
satisfaction
Drawing patients out of
primary and specialty
care at Phoenix Hospital
Ability to cash flow
projects
Risk to Market Share
Loss of patients from
primary care physician
practices
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Technology
The addition of e-visits by a large hospital system in an adjoining county has drawn more market share to
their physician practices.
The hospital has one MRI unit that is seven years old and is beginning to experience more “downtime”
and needs more frequent repairs. This downtime has caused some scheduling delays for patients, and
medical staff are voicing their concern.
The hospital has implemented the first phase of an electronic medical records system, which includes
patient records for medical units and lab and radiology reporting. Specialized components of the system
for OB documentation and oncology documentation have not yet been purchased.
The emergency department provides EMS ambulance service to the county and has two ambulances.
One ambulance is five years old and the second is eight years old with 187,000 miles on it.
The cardiology department has one cardiac catheterization lab in good working condition. Demand for
Cath Lab time has increased, but there have been delays because of limited Cath Lab trained staff and
only having one Cath Lab available.
The front lobby of the hospital is in disrepair with worn tile flooring and aged lobby furniture.
An employee gym was created several years ago but only contains one treadmill and a few weights. Staff
have complained that there is not better gym equipment.
Regulatory Changes
Health care reform 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. Phoenix Hospital
currently struggles with accommodating patient scheduling requests to establish care with a primary care
physician.
Accreditation requirements for the coming year are changing to require CPOE (computerized physician
order entry) in the medical record. The current electronic medical record system has not required CPOE,
and staff regulations have accommodated verbal orders to nurses on a routine basis.
During the last Joint Commission survey, the hospital was cited for not having fire sprinkler heads in one
patient care unit of the hospital. Installation cost is estimated at $50,000.
During the last Joint Commission survey, the hospital was cited for not demonstrating sufficient training of
staff for emergency preparedness and disaster drills.
The State Department of Health has issued a new regulation that requires all hospital management
personnel to have documented active shooter training once per year, beginning this coming year.
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HCS/498 Strategic Planning Capstone
HCS/498 v3
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Hospital Financial Summary
Operating Revenues
This Year
Last Year
Net revenues from services to
patients
343,737,280
344,726,245
Other operating revenues
16,846,309
20,311,534
Total operating revenues
360,583,589
365,037,779
This Year
Last Year
Salaries and benefits
192,053,379
182,853,245
Supplies and other expenses
130,173,477
135,560,131
Depreciation
18,969,799
20,644,157
Interest
2,695,623
2,226,437
Foundation
628,184
1,182,308
344,520,462
342,466,278
This Year
Last Year
16,063,127
22,571,501
Operating Expenses
Total operating expenses
Income from operations
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