Strategic Plan Presentation

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Stevens District Hospital’s Strategic Goals

University of Phoenix

Chantal Taylor

Instructor Amy Shoales

12/20/2022

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Introduction

The Steven's District Hospital is a non-profit facility that has a total of 162 beds and

provides acute treatment as well as other core inpatient and outpatient services. The Joint

Commission has granted the hospital accreditation, despite the fact that it does not receive any

extra funds from either the state or the federal government. The Stevens District is one of three

companies that compete for customers in this highly competitive industry. Following an

examination of previous performance reports as well as a SWOT analysis, the following are

some objectives that have been suggested for the hospital.

Economic Goal

Due to its status as a non-profit organization, Steven's District Hospital is exempted from

paying federal tax and is required to follow all applicable IRS rules and regulations (IRS) At

least once every 3 years, Stevens District Hospital must conduct a Community Health Needs

Assessment to identify unmet healthcare needs in the area and create actionable strategies to

address them (Yeager, 2019). According to the latest performance report, rates of major chronic

illnesses including diabetes, obesity, and cardiovascular disease will skyrocket over the next five

years.

Economic Goal:

Provide low-income persons in the market with access to screening services, academic

resources, and accommodation alternatives as a social benefit to alleviate socioeconomic and

health factors and reduce the prevalence of chronic diseases including diabetes, obesity, and

cardiovascular disease.

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Measurement:

A Community Health Needs Assessment will be conducted every 3 years at the Hospital,

as required by the Internal Revenue Service (IRS) for the continuation of the facility's tax-

exempt status. There will also be a second look at chronic illness forecasts to see whether

anything has changed because the community benefit program began and to see what, if any,

preventive steps may be taken. Before the end of the fiscal year, we'll be revising our strategic

strategy (Yeager, 2019).

Mission and Vision Alignment:

The expansion of community and health welfare services in the competitive market will

help Steven's District Hospital realize its objective of being a "one-stop-shop" for treatment,

which is in line with the facility's ultimate purpose. Incorporating new family/specialty doctors

and expanding existing medical services such as cardiology and oncology would all be bolstered

as a result.

Financial Goal

According to the most up-to-date planning/performance assessment for Stevens District

Hospital, if all expenses related to running the facility were subtracted from the money made by

charging customers for the services provided, the surplus amounted to about $17 million. Despite

a decline from the previous year, non-profit hospitals retain all of their revenues and utilize them

to better serve their patients via things like research, charity care, and infrastructure

improvements. To guarantee that people without insurance in the market setting still have access

to treatment without significantly impacting other operational resources, a part of operating

revenue surplus must be captured and held to be utilized for charity care.

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Financial Goal:

In order to contend with for-profit providers in the market setting and address the

9percent or more of uninsured individuals inside the area code, the charity care expenditure that

is supplied should be increased depending on the income generated from non-patient and patient

services.

Measurement:

Charity care costs are calculated by taking the total amount owed by the patient and

multiplying it by the facility's cost-to-charge ratio. In order to evaluate whether the 9percent of

people without insurance in the market are getting charity care services, the quantity of

uncompensated healthcare delivered will be estimated, and operational margins will be reviewed.

Mission and Vision Alignment:

The expansion of treatment to individuals who are uninsured and depend on charity care

is in line with Steven's District Hospital's purpose and vision since it will aim to improve

community health and become the preferred provider. Charity Care advantages and other clinical

care expenditures are simpler to measure than investments in housing affordability, education,

training, etc., which are examples of community strategic and external economic improvements.

Legal and Regulatory Goal

Keeping up with the ever-changing landscape of healthcare law and policy is a top

priority for Steven's District Hospital's regulatory and legal teams. Non-profit hospitals that

provide Medicare and Medicaid should adhere to strict regulatory and legal guidelines in order to

be reimbursed for their services. To comply with the Health Information Technology for

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Economic and Clinical Health Act (HITECH) and the ARRA, Steven's District Hospital must

implement and showcase meaningful employment of methods and technologies for the

development and management of patients' Electronic Health Information, all the while protecting

patients' privacy and enhancing care quality and minimizing health inequalities.

Regulatory Goal:

Obtain and deploy Health Information Technologies to create electronic health records

that safeguards patient privacy and provides for the ease of storage of individual medical

histories while satisfying regulatory standards,

Measurement:

Electronic Health Records (EHRs) are going to be analyzed to determine whether or not

they are relevant, as well as the usability and safety precautions are going to be contrasted to the

HITECH and American Recovery and Reinvestment Act's (ARRA) mandated regulatory

requirements and specifications (Johnson, 2019).

Alignment:

Since Steven's District Hospital is committed to providing treatment that is both high in

quality and safety, this objective fits in well with the hospital's broader purpose and vision. When

healthcare providers meet regulatory standards, they should be compensated, not punished;

effective utilization of incentives provides just that.

Risk and Quality Improvement Goal

The most current Performance Report reveals that Steven's District Hospital is having

trouble keeping up with the market and boosting in/outpatient level of satisfaction, with only

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improvements in 4 / 6 scoring factors. Based on results from the Hospital Consumer Assessment

of Healthcare Providers and Systems (HCAHPS), it seems that people are unhappy with the

standard of primary care they get (Agbara, 2014)

Quality Improvement Goal:

Investment of primary care facilities like pharmacies, urgent care centers, and walk-in

clinics so that they can treat more people. Improve the allure of already-existing doctors and

facilities by spending money to upgrade equipment like aesthetics/environment, pain

management/pharmacy, health information technologies, and MRI machines (Rigby, 2019).

Measurement:

Patients would be asked to complete an HCAHPS survey, with the results of all

completed surveys being analyzed twice yearly to gauge satisfaction and quality gains in the

trailing 2 scoring categories.

Mission and Vision Alignment:

This objective is in line with the overarching vision and mission of Steven's District

Hospital since it focuses proactively towards improving patients' wellbeing while also ensuring

that they get great treatment of the highest possible quality. The expansion of Steven's District

Hospital's market share, which will result in the hospital luring a greater number of patients and

specialists, would then reinforce the vision/mission that the facility is the preferable option for

acute and primary health services. Promoting patient satisfaction as well as the standard of care

would be the primary drivers of this expansion.

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The purpose and vision of Steven's District Hospital are intended to be realized via the

aims that were discussed above. The recent performance report and evidence from the SWOT

analysis have been utilized in order to pinpoint and investigate the healthcare provider's potential

regulatory, economic, financial and quality improvement targets. As a provider of health care

services that is not for profit, it is essential to place a strong emphasis on community benefits,

receiving payment for services rendered, providing charitable care, adhering to regulatory

requirements, and resolving health and community factors that influence the market

environment.

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References

Agbara, R. N. (2014). Promoting patient engagement in meaningful use of the EHR (Doctoral

dissertation, The College of St. Scholastica).

Jha, A. K. (2010). Meaningful use of electronic health records: the road ahead. Jama, 304(15),

1709-1710.

Johnson, E. K., Hardy, R., Santos, T., Leider, J. P., Lindrooth, R. C., & Tung, G. J. (2019). State

laws and nonprofit hospital community benefit spending. Journal of Public Health

Management and Practice, 25(4), E9-E17.

Rigby, M. J. (2019). Ethical dimensions of using artificial intelligence in health care. AMA

Journal of Ethics, 21(2), 121-124.

Yeager, V. A., Ferdinand, A. O., & Menachemi, N. (2019). The impact of IRS tax policy on

hospital community benefit activities. Medical Care Research and Review, 76(2), 167-

183.