Exam Content
To evaluate a health care organization from a market-based perspective, you need information. Seeing how your organization is situated in the market takes analyzing it from the inside out, considering both positive and negative factors. In this assignment, you will demonstrate your skill in strategic planning as you evaluate a health care organization from a market-based perspective and use that evaluation to create a SWOT analysis.Assignment PreparationReview the SWOT Analysis Overview before completing this assignment for an overview of what is included in a SWOT analysis.Review the Stevens District Hospital Strategic-Planning Scenario.Refer to the SWOT resources from the University Library that provide SWOT reports for select companies that may help you with your analyses. Not all companies will have a report. Because the reports are a compilation of an analyst’s opinion, factor your own analysis into with other information you find.Assignment DirectionsComplete the SWOT Analysis Worksheet.Write a 700- to 1,050-word analysis that incorporates the key components of your SWOT analysis for Stevens District Hospital. In your analysis:Analyze the purpose of conducting the SWOT analysis in the context of the scenario.Analyze the limitations and advantages of conducting a SWOT analysis individually rather than with a group of stakeholders.Justify your selection of 2 factors from each of the categories in your SWOT Analysis Worksheet that you think will be most important to the strategic plan and strategic goals you’re developing for Stevens District Hospital. Consider how you can leverage strengths and opportunities to minimize threats and improve weaknesses. Cite at least 2 peer-reviewed, scholarly, or similar references to support your assignment.Format your analysis, citations, and references according to APA guidelines.Submit your written analysis and your completed SWOT Analysis Worksheet. HCS/499 v5
Stevens District Hospital 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 in Jefferson City,
which is a city of 50,000 people 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
Current Mission and Vision Statements
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
Goals and Progress Table
Goals
Progress Toward Meeting Goals
Increase market share by recruiting three family practice
physicians.
During the past year, the hospital was able to recruit only one family-practice
physician to increase primary care market. 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 primarycare patient satisfaction.
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Stevens District Hospital Strategic-Planning Scenario
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Market Forces Affecting the Hospital
Volumes
Volume Changes Last Year Versus This Year
30000
26292
25000
20930
20000
15000
Last Year
10000
5000
6365 7284
4458 5147
This Year
405 472
0
Admission
ER Visits
Deliveries
Surgeries
Last Year
4458
20930
405
6365
This Year
5147
26292
472
7284
Patients
The continued growth of chronic disease will require changes to the care-management model.
Percent of Population by Age Table
Age Ranges
% Five Years Ago
% Five Years From Now
Under 18
24%
18%
18–44
46%
32%
45–65
26%
30%
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Age Ranges
Over 65
% Five Years Ago
4%
% Five Years From Now
20%
More than 53% of residents have at least some college education, with just over 29% having an associate’s, bachelor’s, or graduate degree. More
than 90% of residents have at least a high school diploma. The average unemployment rate in the county is 9.9%:
Market Share Distribution Percentage Comparison Table
Hospital
Market-Share Distribution % Five
Years Ago
Market-Share Distribution % Last
Year
Stevens District Hospital
48%
35%
Competitor Hospital
30%
43%
Out-of-County Hospitals
22%
22%
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Figure 1: Patient Origin by Zip Code
93921,
12%
92106,
16%
96101,
52%
94963,
20%
Figure 1: In the Patient Origin by Zip Code pie chart, 96101 is Stevens District Hospital zip code and 94963 is major competitor hospital zip code. 52% are from
96101, 20% are from 94963, 16% are from 92106, and 12% are from 93921.
Increases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years.
Chronic Disease Predictions
26%
5 Years Ago
22%
5 Years Ahead
15%
12%
12%
5%
5 Years Ago
Obesity
15%
Diabetes
5%
Heart Disease
12%
5 Years Ahead
26%
12%
22%
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Payment
There will be continued focus on pay for performance and increased wellness programs. The Affordable Care Act (ACA) is leading to more people
being covered; 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 next
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
Figure 2: Current Payer Mix
Uninsured, 9%
Other, 2%
Medicaid, 35%
Commercial,
24%
Medicare, 30%
Figure 2: The Current Payer Mix pie chart shows that 35% are covered by Medicaid, 30% are covered by Medicare, 24% are covered by commercial insurance,
9% are uninsured, and 2% are noted as “other.”
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Figure 3: Projected Payer Mix in 5 Years
Uninsured, 4%
Other, 2%
Medicare, 38%
Commercial,
32%
Medicaid, 24%
Figure 3: The Projected Payer Mix in 5 Years pie chart shows that 38% are covered by Medicare, 24% are covered by Medicaid, 32% are covered by commercial
insurance, 4% are uninsured, and 2% are noted as “other.”
As part of your review of this data, consider the following factors:
•
A portion of the population will become Medicare eligible.
•
The addition of manufacturing positions that include benefits will increase commercial insurance coverage.
•
Changes from the ACA 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.
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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 Analysis Table
Competitor Name
Hanover County
Hospital
Competitor Type
Primary competitor
Key Areas of Competition
•
•
Facility upgrade
Quality scores
New Programs and Facilities
•
•
•
Medical Center
Located in County
South of Stevens
District Hospital
Primary competitor
Retail Pharmacy
Instant Clinic
Secondary competitor
•
•
•
Physician clinics
Financial stability
Low acuity office visits
•
•
•
Risk to Market Share
Significant renovation of
core hospital to update
aesthetics
Added new wide-bore
MRI machine last year
Reached the 95th
percentile in five of six
HCAHPS categories
•
E-visits with specialists
Low debt and high cash
on hand
•
Pharmacy added instant
clinic in north part of
county 6 months ago
•
•
•
•
Drawing patients to newer
facility
Accommodating patients
with a wider range of body
weights
Patient perception of
higher quality and patient
satisfaction
Drawing patients out of
primary and specialty care
at Stevens District Hospital
Ability to cash-flow
projects
Loss of patients from
primary care physicians’
practices
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 .
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Regulatory Changes
Health care reform through the ACA has increased the number of patients with some form of insurance payment. These patients are now seeking
care from a primary care physician in greater numbers. Stevens District Hospital struggles with accommodating patient scheduling requests to
establish care with a primary care physician.
Planning Components Explanation
Planning Components Explanation Table
Components
Goal
Objective
Actions
Definition
Organization goals that cover broad
strategic issues, such as quality,
finances, and growth
Broad action items that address
organizational goals, such as
increased market share, increased
use of technology, and increased
physician satisfaction
Action item that meets an objective,
such as implementing EMR,
renovating physician lounge, and
Examples
•
•
Improve HCAHPS scores by
5%.
Improve operating margin by
3%.
Measurement
•
•
Percentage increase in
operating margin
Percentage change in
market share
•
Increase market share in
96103 zip code by 5%.
•
Improve emergency
department patient
satisfaction survey by 5%.
•
Percentage change in the
emergency department (ED)
satisfaction survey
•
Grow urgent care visits by
10%.
•
Percentage change in
urgent care visits
•
Implement urgent care
center in north zip code.
•
Number of patient visits at
new urgent care center
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Components
Definition
Examples
increasing marketing for specific
products
•
Purchase tablets for
physicians for EMR
rounding.
Financial Summary
Financial Summary Table
Revenues and Expenses
This Year (In $)
Last Year (In $)
n/a
n/a
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
Operating Expenses
n/a
n/a
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
Total operating expenses
344,520,462
342,466,278
Income From Operations
16,063,127
22,571,501
Operating Revenues
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Measurement
•
Percentage increase of
EMR use
HCS/499 v5
SWOT Analysis Worksheet
Complete the SWOT Analysis Table based on your review of Stevens District Hospital’s performance.
Identify at least 4 of each of the following in the space provided in the table: strengths, weaknesses,
opportunities, and threats for Stevens District Hospital. For reference:
•
Strengths and weaknesses are traits internal to the hospital, such as strong physician loyalty to
hospital, aging building, and availability of financial resources.
•
Opportunities and threats are external to the hospital, such as a mall facility available for lease or
a competitor hospital opening 2 physician practices in the hospital’s market.
Submit this worksheet with your written analysis.
External Factors
Internal Factors
SWOT Analysis Table
Strengths
Weaknesses
1.
1.
2.
2.
3.
3.
4.
4.
Opportunities
Threats
1.
1.
2.
2.
3.
3.
4.
4.
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