As a manager and leader, you must be able to evaluate management and adaptable leadership skills in the health care industry. Important leadershi
As a manager and leader, you must be able to evaluate management and adaptable leadership skills in the health care industry. Important leadership skills are strategic planning and business development. Before you can develop a strategic plan that drives the goals and helps to define what success looks like for you organization, you must have a clear vision and mission. For this assignment, you will demonstrate your skill by evaluating the importance of a mission statement and vision statement for the strategic plan within a health care organization.
Assignment Preparation
Review the Stevens District Hospital Strategic-Planning Scenario about a fictional, not-for-profit acute care hospital in Jefferson City. The hospital provides a range of services, including medical/surgical, rehab, and emergency care in a regional market of 80,000 people. This assignment and future course assignments will use the hospital and scenario information.
Imagine the following: Your role in this planning process will be as the director of the radiology department at Stevens District Hospital. Your department performs a wide variety of X-ray procedures, nuclear medicine, ultrasound, and MRI testing. In this planning process, you will evaluate the strengths, weaknesses, opportunities, and threats (SWOT) to the hospital and the role your department can play in increasing business for the hospital.
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 previous list and use the statements for this assignment.
Assignment Directions
Write a 700- to 1,050-word summary in which you: - Identify the mission and vision statements you selected for Stevens District Hospital.
- Explain the rationale for why you selected the mission and vision statements.
- Identify the specific strengths of the mission and vision statement selected.
- Identify the weaknesses of the mission and vision statements not selected.
- Explain how the mission and vision statements drive the strategic plan for Stevens District Hospital.
- Cite 2 peer-reviewed, scholarly, or similar references to support your summary.
Format your assignment according to APA guidelines.
HCS/499 v5
Stevens District Hospital Strategic-Planning Scenario
HCS/499 v5
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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 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 significantly over the coming five 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 benefits.
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 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.
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 |
Competitor Type |
Key Areas of Competition |
New Programs and Facilities |
Risk to Market Share |
|
Hanover County Hospital |
Primary competitor |
· Facility upgrade · Quality scores |
· 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 |
· Drawing patients to newer facility · Accommodating patients with a wider range of body weights · Patient perception of higher quality and patient satisfaction |
|
Medical Center Located in County South of Stevens District Hospital |
Primary competitor |
· Physician clinics · Financial stability |
· E-visits with specialists · Low debt and high cash on hand |
· Drawing patients out of primary and specialty care at Stevens District Hospital · Ability to cash-flow projects |
|
Retail Pharmacy Instant Clinic |
Secondary competitor |
· Low acuity office visits |
· Pharmacy added instant clinic in north part of county 6 months ago |
· 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.
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 |
Definition |
Examples |
Measurement |
|
Goal |
Organization goals that cover broad strategic issues, such as quality, finances, and growth |
· Improve HCAHPS scores by 5%. · Improve operating margin by 3%. · Increase market share in 96103 zip code by 5%. |
· Percentage increase in operating margin · Percentage change in market share |
|
Objective |
Broad action items that address organizational goals, such as increased market share, increased use of technology, and increased physician satisfaction |
· Improve emergency department patient satisfaction survey by 5%. · Grow urgent care visits by 10%. |
· Percentage change in the emergency department (ED) satisfaction survey · Percentage change in urgent care visits |
|
Actions |
Action item that meets an objective, such as implementing EMR, renovating physician lounge, and increasing marketing for specific products |
· Implement urgent care center in north zip code. · Purchase tablets for physicians for EMR rounding. |
· Number of patient visits at new urgent care center · Percentage increase of EMR use |
Financial Summary
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 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 |
Last Year
Admission ER Visits Deliveries Surgeries 4458 20930 405 6365 This Year
Admission ER Visits Deliveries Surgeries 5147 26292 472 7284
US Age Distribution 2010
96101 94963 92106 93921 0.52 0.2 0.16 0.12
5 Years Ago Obesity Diabetes Heart Disease 0.15 0.05 0.12 5 Years Ahead Obesity Diabetes Heart Disease 0.26 0.12 0.22
US Age Distribution 2010
Medicaid Medicare Commercial Uninsured Other 0.35 0.3 0.24 0.09 0.02
US Age Distribution 2010
Medicare Medicaid Commercial Uninsured Other 0.38 0.24 0.32 0.04 0.02
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Copyright 2022 by University of Phoenix. All rights reserved.
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Home > About HRSA > HRSA Strategic Plan FY 2022 (Interim)
HRSA Strategic Plan FY 2022 (Interim) HRSA is issuing an interim update to the FY 2019 – 2022 HRSA Strategic Plan to ensure alignment with Administration and HHS priorities, such as the emphasis on health equity, and the expansion of HRSA's program responsibilities, including activities associated with COVID-19 public health emergency response and the American Rescue Plan Act.
Mission
To improve health outcomes and achieve health equity through access to quality services, a skilled health workforce, and innovative, high-value programs
Vision
Healthy Communities, Healthy People
Goal 1: Take actionable steps to achieve health equity and improve public health
Objective 1.1Objective 1.1 Maximize community partnerships and stakeholder collaboration, including those who have historically experienced health disparities Objective 1.2Objective 1.2 Promote overall health and disease prevention across populations, providers, and communities Objective 1.3Objective 1.3 Promote diversity, equity, and inclusion for HRSA grantees and contractors and equal employment opportunity Objective 1.4Objective 1.4 Incorporate health equity concepts and measures into HRSA programs and policies, including grants and contracts
Goal 2: Improve access to quality health services
Objective 2.1Objective 2.1 Improve the availability, affordability, and capacity of health care services, systems, and infrastructure Objective 2.2Objective 2.2 Connect people who are geographically isolated, have lower incomes, or who have complex medical needs to integrated primary care and preventive services, whether in person or via telehealth Objective 2.3Objective 2.3 Improve the quality, safety, and effectiveness of health services for underserved populations and those in need Objective 2.4Objective 2.4 Enhance maternal and child health efforts and reduce disparities in morbidity, mortality, and health outcomes Objective 2.5Objective 2.5 Reduce behavioral health challenges by supporting availability, accessibility, and effectiveness of services Objective 2.6Objective 2.6 Improve access to oral health care, women's health care, and affordable prescription drugs for underserved populations and those in need
Goal 3: Foster a health workforce and health infrastructure able to address current and emerging needs
Objective 3.1Objective 3.1 Advance the competencies and resiliency of the health workforce, and promote interdisciplinary collaboration Objective 3.2Objective 3.2 Improve the supply, geographic distribution, and diversity of the health workforce Objective 3.3Objective 3.3 Support access to and sustainability of high-quality and affordable health facilities and services, including during public health emergencies Objective 3.4Objective 3.4 Foster the development, equitable use, and effectiveness of new technologies to deliver care, especially for rural and underserved populations
Goal 4: Optimize HRSA operations and strengthen program engagement
Objective 4.1Objective 4.1 Improve efficiency and effectiveness of operations to achieve HRSA's mission Objective 4.2Objective 4.2 Optimize the HRSA workforce to support an accountable, data-driven organization Objective 4.3Objective 4.3 Enhance program oversight and integrity, and strengthen program delivery, by building and using evidence Objective 4.4Objective 4.4 Provide efficient, effective, and responsive customer service to recipients of HRSA funding and other stakeholders Objective 4.5Objective 4.5 Enhance and leverage diversity, equity, inclusion and accessibility for HRSA employees
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Strategic Plan FY 2019-2022 (Download PDF – 565 KB)
Strategic Plan FY 2016-2018 (PDF – 302 KB)
Strategic Plan FY 2010-2015 (PDF – 122 KB)
Date Last Reviewed: November 2021
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The Purpose of Mission and Vision Statements in Strategic Planning Small Business | Business Planning & Strategy | Strategic Planning
By Madison Hawthorne Updated March 25, 2019
Businesses often make or rewrite their strategic plans when the organizational structure is changing, or as a way to respond to changing market conditions. Change can be a difficult process and employees sometimes require time to get on on board with the decision-making process. One tool that can help is the clear articulation of the company's mission and vision statement. Articulating and repeating the positives of the move toward change in the organization will help employees stay engaged and motivated in the process. G
lobalization Pa+
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Pa+ ners
Globalization Pa,ners
The Global Hiring Handbook
What is Strategic Planning?
Change is an essential component of strategic planning. This involves moving the organization or program forward to create or change something. Some plans are created out of the need for the organization to move in a certain direction, and other plans develop organically. Mission and vision statements will be important to help communicate the goals of the plan to employees and the public.
Role of the Mission Statement
Leaders should emphasize the current mission statement to employeesemphasize the current mission statement to employees, which clarifies the purpose and primary, measurable objectives of the organization. A mission statement is meant for employees and leaders of the organization. Strategic plans may involve changing the mission statement to reflect a new direction of the organization. Highlighting the benefits of the change and minimizing the deficits will help employees and the public buy into the change.
Another way to look at it is that mission statements describe the company's mission as it is now and for the near future. So if the company is undergoing major changes, it would make sense to revise the mission statement so it is current.
Role of the Vision Statement
Like mission statements, vision statements help to describe the organization's purpose. Vision statements give direction for employee behavior and help provide inspiration. Strategic plans may require a marketing strategy, which could include the vision statement to also help inspire consumers to work with the organization.
A vision statement is a view into the future with hope and a positive outlook. It describes a company's inspirational, long-term planinspirational, long-term plan for what they'll be able to accomplish, who they will help, and how the company will then be perceived. It's often out of reach for now, but not so far out of reach as to be unattainable. The vision statement gives everyone a description of what they're working towards.
Purposes of Strategic Planning
Strategic planning will likely have its successes and failures. Leaders should celebrate the little successes toward meeting objectives, which are part of the mission and vision statement. The mission statement will help measure whether the strategic plan aligns with the overall goals of the agency. The vision statement helps to provide inspiration to employees. Employees who feel invested in the organizational change are more likely to stay motivated and have higher levels of productivity.
Encouraging Continued Engagement
A successful change will involve communicating and repeating mission and vision statements, which helps prevent people from becoming discouraged in the event of small failures along the way. Leaders should continue to highlight the strengths of thecontinue to highlight the strengths of the strategic planstrategic plan and involve important stakeholders in the process. Engaging employees and volunteers will help them to recognize and take ownership of the change. Involving employees also helps to provide more minds to prevent possible problems.
Examples to Consider
Many companies have vision and mission statements that don't serve them well. Still, there are companies with outstanding statements. LinkedInLinkedIn is a good example is a good example:
▪ Vision: To create economic opportunity for every member of the global workforce.
▪ Mission: To connect the world’s professionals to make them more productive and
successful.
Notice how LinkedIn's vision statement refers to "every member of the global workforce." That's a huge goal that won't be accomplished in the near future. Maybe never. But it is inspiring and makes employees want to achieve it.
The mission statement, on the other hand, is achievable. By connecting professionals, they give them the contacts they need to make them more productive and successful.
Now consider the example of Southwest airlinesSouthwest airlines:
▪ Vision: To become the world’s most loved, most flown, and most profitable airline.
▪ Mission: The mission of Southwest Airlines is dedication to the highest quality of
customer service delivered with a sense of warmth, friendliness, individual pride, and
company spirit.
There's no question Southwest's vision statement is for the future. Many people currently love Southwest, but everyone in the world? Hardly. Will they ever be "most loved, most flown, and most profitable"? That's a lot to ask of any business. But by striving for all three, they're encouraging employees to be at their best
Southwest's mission statement is much more down-to-earth, current and achievable. Their employees have the choice to dedicate themselves to having the highest quality service, to be warm and friendly, proud and filled with company spirit. G
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The Global Hiring Handbook
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R E F E R E N C E SR E F E R E N C E S W R I T E R B I OW R I T E R B I O
What Skills Should a Strategic Leader Have to Achieve Ambitions? By Neil Kokemuller
A strategic leader is one who plans ahead to ensure an organization has a long-term mission and objectives, and the strategies to achieve them. In addition to the common leadership skills you need to develop and motivate people, an effective strategic leader also needs vision, intuition, perseverance and persuasive communication skills.
Clear Vision
Vision is the ability to keep the focus on the future even when a company is doing well in the present. Strategic planning in an organization is essentially an ongoing process of looking ahead. The strategic leader with clarity of thought on future opportunities, challenges and how the company should move forward is a huge plus in an organization. Other managers and employees are usually more inspired to follow a leader who has a clear vision and plan for the future.
Intuition and Perception
The strategic leader benefits from keen intuition and perception of things going on around him. Rarely can a company operate in a straight-forward, uninhibited manner to achieve its goals. Unexpected obstacles often get in the way. A good strategic leader senses early when plans get off track or when employees aren’t aligned in efforts to achieve shared goals. This early detection of such roadblocks allows for early intervention, shifting of direction or reactionary measures to improve the situation.
Perseverance
For the same reasons the strategic leader needs intuition, he also needs perseverance. A “try one time and give up” attitude is no good when you have to drive people toward medium- and long-term goals. Employees may become demoralized if new ventures, activities or plans get derailed. Part of your job as a leader is to keep everyone focused on the big picture. This role often involves meeting with the entire work force, individual departments or even individual employees to reaffirm or redirect their efforts.
Persuasive Communication Skills
Communication skills are essential for any type of manager or leader. A strategic leader must have strong abilities to communicate persuasively. Within a management team, the strategic leader may have to fight to convince others that a particular path is optimal in achieving goals. He must also participate in helping employees at all levels understand their roles in carrying out a strategy. In many cases, employees don’t like change. Thus, the strategic leader must help them understand why the change is necessary for future success of the business.
R E F E R E N C E SR E F E R E N C E S W R I T E R B I OW R I T E R B I O
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