Business Development: Mission and Vision Creation

As a health care manager, you report to the department head of the Stevens District Hospital. The hospital leadership team is planning a reinvention and is asking for employee feedback for this business development. The first step of this reinvention is developing a clear vision and mission. You will evaluate the importance of a mission statement and vision statement for the strategic plan within a health care organization as you prepare your feedback for the task force.

Preparation

Review the

Stevens District Hospital Strategic-Planning Scenario

about a fictional, not-for-profit acute care hospital in Jefferson City.

Review the following mission and vision statements:

Option 1: Mission: To improve health by providing high-quality care. Vision: Provide the highest level of service in the county.

Option 2: Mission: To improve health by providing high-quality care. Vision: Provide the broadest range of services in the county.

Option 3: Mission: To be deeply committed to the communities we serve; we enhance population health and well-being. Vision: Deliver an exceptional experience with every encounter.

Select the most appropriate mission and vision statement for the hospital from the list above and use the statements for this assessment.

Assessment Deliverable

Write a 525- to 875-word proposal in which you:

Recommend the mission and vision statements you selected for Stevens District Hospital from the 3 options above.

Evaluate the effect of choosing the best mission and vision on the strategic plan for an organization.

Explain your rationale for why you selected the mission and vision statements, including:

Specific strengths of the mission and vision statements you chose

Why the mission and vision statements are the best fit for Stevens District Hospital

How the mission and vision statements will drive the strategic plan for Stevens District Hospital in the future

ANI DAVTYAN
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Noti:cations
HCS/499: Stevens District Hospital Strategic-Planning Scenario
Stevens District Hospital is a 162-bed acute care hospital that is quali:ed as a not-for-pro:t 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, rehabilitation, and emergency care.
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 aKliates will be the health care provider of choice for physicians and patients. Our :ve-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 & Progress Table
Goals
Progress Toward Meeting Goals
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
Increase market share by recruiting three family practice physicians.
recruitment diKcult.
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
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%
Over 65
4%
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%
Figure 1: Patient Origin by Zip Code
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 signi:cantly over the coming :ve years.
Chronic Disease Predictions
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 bene:ts.
Percentage of Population by Insurance
Figure 2: Current Payer Mix
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.”
Figure 3: Projected Payer Mix in 5 Years
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 bene:ts will increase commercial insurance coverage.
Changes from the ACA will increase the number of patients in the market with insurance coverage.
Competition Analysis
Employers
There 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.
Competitor Analysis Table
Competitor Name
Hanover County Hospital
Medical Center Located in County South of Stevens
District Hospital
Retail Pharmacy Instant Clinic
Competitor Type
Key Areas of Competition
·Facility upgrade
Primary competitor
·Quality scores
Primary competitor
Risk to Market Share
·Signi:cant renovation of core hospital to update
·Drawing patients to newer facility
aesthetics
·Accommodating patients with a wider range of
·Added new wide-bore MRI machine last year
·Reached the 95th percentile in :ve of six HCAHPS
body weights
categories
satisfaction
·Patient perception of higher quality and patient
·Drawing patients out of primary and specialty
·Physician clinics
·E-visits with specialists
·Financial stability
·Low debt and high cash on hand
·Low acuity oKce visits
Secondary competitor
New Programs and Facilities
care at Stevens District Hospital
·Ability to cash-iow projects
·Pharmacy added instant clinic in north part of
·Loss of patients from primary care physicians’
county 6 months ago
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.
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 Table
Components
Goal
Objective
DeZnition
Examples
·Improve HCAHPS scores by 5%.
Organization goals that cover broad strategic issues, such as
·Percentage increase in operating margin
·Improve operating margin by 3%.
quality, :nances, and growth
·Percentage change in market share
·Increase market share in 96103 zip code by 5%.
Broad action items that address organizational goals, such as
·Improve emergency department patient satisfaction survey by
·Percentage change in the emergency department (ED)
increased market share, increased use of technology, and
5%.
satisfaction survey
increased physician satisfaction
·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
·Purchase tablets for physicians for EMR rounding.
·Percentage increase of EMR use
Action item that meets an objective, such as implementing EMR,
Actions
Measurement
renovating physician lounge, and increasing marketing for
speci:c products
Financial Summary Table
Revenues and Expenses
This Year (In $)
Last Year (In $)
Operating Revenues
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 bene:ts
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
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