HCS 499 WEEK 3 ASSIGNMENT (2)

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived strength (internal)

Mission and Vision-Delivering high quality care

The community hospital presently has one noninvasive cardiologist, one medical oncologist, one obstetrician, and three family practice physicians. In reflection to the hospital mission and vision, this healthcare center would like have six family practice medical specialists versus only having three plus delivering services to women. Having physician personnel can warrant that patients can have will get services from one area. They will not have to commute across the municipality to visit a consultant that may be referred by a primary care physician. Having more medical staff specialists can raise the number of patient that can be treated on a daily basis (Scholten & van Wiik, 2012). It will not have to be bound because of lack of physicians and may reduce the waiting duration for clients seeking medical services. The hospital mission is to offer high quality care via inclusive range of service. As mentioned before, the facility wants to have all their services carried out inclusively rather than having patients seeing a physician in one facility and later commuting again to seek services from another specialist. Some patients may lack the capacity to commute or time to move across the city to see a physician. The benefit of having extra medical specialists will enable them to probably plan more appointment in a single day.

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived strength (internal)

With regard to the background of the Community Hospital-low rate of checkup unprofessional conduct claims.

In reflection to the business plan scenario, low rate of health checkup malpractice allegations is strength to the community hospital. This can be strength for the enlisted medical specialists. A medical specialist will not risk at the healthcare center that he or she may be ignoring the patient by not having the right equipment for the patients or not following safety guidelines. The health checkup unprofessional conduct may not inevitably be due to the doctor following a wrong procedure or having a doctor offer services in a healthcare center by not having updated accreditations and credentials to work at that healthcare center(Scholten & van Wiik, 2012).

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived weakness (internal)

Care perception

The existence of competition from other medical healthcare centers within the area that are embracing technology and having modern equipment will decrease the number of incoming patients and physicians. If the quality of care is superior in a hospital that has modern equipments, people will seek services from that hospital (Scholten & van Wiik, 2012). In reflection to the financial records, there is an increase in depreciation since last year, which possibly is contributed by the fact that the hospital is old. The facility requires modernizing some its facilities if it intends to retain its personnel. If a recently founded hospital has the equipment that are required to carry out duties excellently and provided workers with attractive compensations, then employees will opt to work there. In addition, patients will be discouraged by existence of a narrow physician network. Some insurance needs an assigned medical specialist. If the specialist is not contracted with the insurance, he or she will not receive compensation for the services. Often, a patient may not be cognizant of this in network terminology and become irritated when they have to settle the whole bill when seeking for medical services or the physician does not receive any compensation.

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived weakness (internal)

Lack of enough personnel and physicians

Community hospital having shortage of personnel members (medical personnel and physicians) does not enable them to manage the flow of many incoming patients. The hospital is not in a position to accommodate patients of varied ages. Patients will opt to seek medical services in a facility where they are satisfied within their locality. In addition, they will demand better healthcare delivery and be gratified with the services. If a hospital is not in a capacity to offer such services, patients will not return and will opt to find medical services in other available facilities next time. Lack of enough physicians and medical staff means that scheduling of appointment to meet a patient will be poor and this will force patients to visit other nearby facilities (Scholten & van Wiik, 2012).

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived opportunity (external)

Competitor-Technology

The fact that Community Hospital has competitors, the facility may fail by not embracing modern technology. Physicians and patients have access to e-visit. This platform will enable doctors to network with the patients distantly through telecommunication. For instance, having apps such as Skype will allow patients to consult physicians while still at home and receive any needed advice concerning their prescriptions. It will also cut the cost of seeking medical services as patients will not be forced to travel to the facility any time they need to make a consultation (Scholten & van Wiik, 2012). On another point, embracing modern technology will enable the facility to keep patients data safely.

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived opportunity (external)

Population growth

The setting of new automotive industry in the county will see an increase in local population. This will create work opportunity, which will aid in reducing the unemployment rate in the region. The production site will create 300 administrative jobs and 1,500 production line jobs. These workers will be offered medical insurances, which should present patients with government insurance plan versus commercial insurances. Because this industry is starting on the North side of the city, starting an urgent care at the strip mall on that area could be a promising opportunity to exploit.

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived threat (external)

Competitors

The modernization of other county hospital has reduced the community hospital market share. Marketing is an ingredient to a flourishing business/facility. Many facilities upgrade their operational areas to fit the patients’ needs through feedback they receive from the patients. The hospital could create a platform (website) to state what services are offered and start a new urgent care that can accommodate patients who may be in need of common cold treatment. Reduction of the facility market share contributed by competitors’ upgrade of their services entails a direct negative impact to the facility income (Scholten & van Wiik, 2012).

Analysis of existing information from Stevens District Hospital strategic planning scenario

Perceived threat (external)

Facility Modernization

Healthcare centers in other counties have modernized their facility to embrace modern technology that is provided in the healthcare sector. For instance, having x-ray machines and new MRI machines in place. This has enabled those facilitates to accommodate various cases from patients like bariatric patients. With the expectation of diverse increased population after start of automobile sector, lack of upgrading the facility would be a threat as the facility would not be able to fully meet the need of the diverse population.