SWOT Analysis for Stevens District Hospital
HCS 499 Benchmark—SWOT Analysis Paper
HCS 499 Benchmark—SWOT Analysis Paper
SWOT Analysis
Based on review of the performance analysis of Stevens District Hospital, consider what you perceive to be the strengths, weaknesses, opportunities and threats for this hospital.
· Strengths and weaknesses are traits internal to the hospital, i.e. 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 two physician practices in your market.
SWOT Analysis
Review the SWOT Analysis PowerPoint® prior to completing this assignment.
Based on the review of the Stevens District Hospital strategic planning scenario, conduct a SWOT analysis to generate a list of perceived strengths, weaknesses, opportunities, and threats for the hospital.
· Strengths and weaknesses are traits internal to the hospital (i.e., 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 two physician practices in your market.
Write a 700- to 1,050-word analysis that incorporates the key components of a SWOT analysis for the scenario described in Week One to generate a list of perceived strengths, weaknesses, opportunities, and threats. The analysis will include the following:
· Analyze the purpose of conducting the analysis in the context of the scenario.
· Analyze the limitations and advantages of conducting a SWOT analysis on your own (vs. with a group of stakeholders).
· Use the table provided to record your analysis of the information from the strategic planning scenario and generate two factors for each of the SWOT categories (strengths, weaknesses, opportunities, and threats). HCS 499 Benchmark—SWOT Analysis Paper.
Cite at least 1 peer-reviewed, scholarly, or similar references to support your assignment.
Click the Assignment Files tab to submit your assignment.
Table 1: SWOT Analysis
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived strength (internal) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived strength (internal) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived weakness (internal) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived weakness (internal) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived opportunity (external) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived opportunity (external) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived threat (external) |
| Analysis of existing information from Stevens District Hospital strategic planning scenario | Perceived threat (external) |
Background (HCS 499 Benchmark—SWOT Analysis Paper)
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 located in Jefferson City, which is a city of 50,000 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
Mission and Vision
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
| Goal | Accomplishments |
| Increase market share by recruiting three family practice physicians. | The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult. |
| Improve quality HCAPS scores in all six criteria to a baseline of the 85th percentile. | The hospital improved HCAPS scores in four of six criteria. Lagging elements in HCAPS scores are inpatient patient satisfaction and primary care patient satisfaction. HCS 499 Benchmark—SWOT Analysis Paper. |
Market Forces Affecting the Hospital
Volumes
Percent of Population by Age
| Five Years Ago | Five Years From Now | |
| Under 18 | 24 | 18 |
| 18 to 44 | 46 | 32 |
| 45 to 65 | 26 | 30 |
| Over 65 | 4 | 20 |
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma.
The average unemployment rate in the county is 9.9 percent:
Market share distribution percentage with a major competitor.
| Five Years Ago | Last Year | |
| Stevens District Hospital | 48 | 35 |
| Competitor | 30 | 43 |
| Out of County Hospitals | 22 | 22 |
Patient Origin by Zip Code
SWOT Analysis for Stevens District Hospital
Introduction
The Stevens District Hospital is a small community hospital in the town of Stevens, Massachusetts. The hospital has been in operation for over 50 years and serves a population of just over 10,000 people. The hospital is currently facing some challenges, including a decrease in patient admissions and an increase in costs. In order to address these issues, the hospital has conducted a SWOT analysis. SWOT stands for strengths, weaknesses, opportunities, and threats. This type of analysis is a helpful tool for businesses to identify areas where they can improve. Below is a summary of the Stevens District Hospital’s SWOT analysis.
History of Stevens District Hospital
Stevens District Hospital is a community hospital serving the city of Stevens and the surrounding area. The hospital has a rich history dating back to its founding in 1887.
The hospital was founded by Dr. John Stevens, who had previously served as the city’s doctor. The original hospital was a small wooden structure with just 10 beds. Over the years, the hospital has undergone several expansions and renovations to meet the ever-growing needs of the community it serves.
Today, Stevens District Hospital is a modern facility with over 200 beds and a wide range of services. These include emergency care, surgery, maternity care, and more. The hospital is also home to a state-of-the-art cancer center. Despite its size and scope, Stevens District Hospital remains true to its roots as a community hospital dedicated to providing quality care for all.
Current Situation
Stevens District Hospital is facing many challenges. The hospital has been losing money for the past few years and is now in debt. The hospital’s Board of Directors has made some unpopular decisions that have led to employee morale being at an all-time low. In addition, the community has been expressing concern about the quality of care at the hospital.
Strengths
Stevens District Hospital is a community hospital located in Stevens, PA. The hospital has been serving the community for over 60 years and is known for its high quality of care. The hospital has a strong financial position and is able to provide a wide range of services to its patients.
Weaknesses
Stevens District Hospital has several weaknesses that could potential hinder its growth and development. One major weakness is its financial stability. The hospital has been in debt for many years and is currently being sued by several creditors. Another weakness is its location. Stevens District Hospital is located in a rural area with a limited population. This limits the number of patients that the hospital can treat and also makes it difficult to attract top medical talent. Additionally, the hospital has an aging infrastructure and outdated equipment. This limits the types of treatments that the hospital can offer and puts patients at risk for complications. Finally, Stevens District Hospital has a history of patient satisfaction issues. Complaints about long wait times, rude staff, and poor quality of care are common. If the hospital does not address these issues, it will likely continue to lose patients to other facilities.
Opportunities
When it comes to opportunities, Stevens District Hospital has a few. One is the potential to increase its market share. Stevens District Hospital could also explore new markets and develop new services to attract patients. Additionally, the hospital could improve its efficiencies and reduce costs.
Threats
There are several external factors that threaten the continued success of Stevens District Hospital. The first is the presence of a large, well-funded hospital in the neighboring town of Oakton. This hospital has been aggressively marketing itself as a better option for patient care, and it has been successful in drawing patients away from Stevens District Hospital.
Another threat to Stevens District Hospital is the possibility of cuts to Medicare and Medicaid reimbursement rates. These cuts would severely impact the hospital’s budget, and could force them to make difficult choices about which services to cut or how to raise revenue.
Finally, Stevens District Hospital faces competition from a growing number of smaller, specialty hospitals that have opened in recent years. These hospitals are able to offer more focused care for specific conditions, which can be appealing to patients seeking treatment.
SWOT Analysis Summary
Stevens District Hospital is a community hospital in the Stevens district of Pennsylvania. They provide medical and surgical services to the residents of their district. The hospital has been in operation for over 100 years and is a non-profit organization.
The hospital recently underwent a SWOT analysis as part of their strategic planning process. The following is a summary of the results of that analysis:
Strengths:
– Strong reputation in the community
– Long history of serving the community
– Wide range of medical and surgical services
– Excellent staff and physicians
Weaknesses:
– Limited marketing budget
– Small facilities
Opportunities:
– Expand services into new markets (e.g. senior care, obesity prevention)
– Develop new partnerships with other health care providers
Threats:
– Competition from larger hospitals in neighboring districts
Conclusion
While Stevens District Hospital faces some challenges, it also has a number of strengths that it can leverage to improve its position. By capitalizing on its strengths, addressing its weaknesses, and taking advantage of opportunities in the market, Stevens District Hospital can continue to provide quality care to its patients and remain a competitive force in the healthcare industry.
Payment
There will be continued focus on pay for performance and increased wellness programs. The Affordable Care Act is creating more covered lives; 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 this coming 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.
Medicaid, 35%Medicare, 30%Commercial, 24%Uninsured, 9%Other, 2%
As part of your review of this data, consider that a portion of the population will become Medicare eligible, the addition of manufacturing positions that include benefits will increase commercial insurance coverage, and changes from the Affordable Care Act will increase the number of patients in the market with insurance coverage. HCS 499 Benchmark—SWOT Analysis Paper.
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 | Key Areas of Competition | New Programs and Facilities | Risk to Market Share |
| Primary Competitors | |||
| Hanover County Hospital | Facility upgradeQuality scores | Significant renovation of core hospital to update aestheticsAdded new wide-bore MRI machine last year. HCS 499 Benchmark—SWOT Analysis Paper
Reaches the 95th percentile in five of six HCAPS categories |
Drawing patients to newer facilityAccommodates heavier patients
Patient perception of higher quality and patient satisfaction |
| Medical Center in County South of Stevens | Physician clinicsFinancial stability | E-visits with specialistsLow debt and high cash on hand | Drawing patients out of primary and specialty care at StevensAbility to cash flow projects |
| Secondary Competitors | |||
| Retail Pharmacy Instant Clinic | Low acuity office visits | Pharmacy added instant clinic in north end 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 Affordable Care Act has increased the number of patients with some form of insurance payment. These patients are now seeking care in greater numbers from a primary care physician. Stevens District Hospital struggles with accommodating patient scheduling requests to establish care with a primary care physician.
Plan
Planning Components Explanation |
|||
| Goal | Objective | Actions | |
| Definition | Organization goals that cover broad strategic issues, such as quality, finances, growth. HCS 499 Benchmark—SWOT Analysis Paper | Broad action items that address organizational goals, such as increasing market share, increased use of technology, increased physician satisfaction | Action item that meets an objective, such as implementing EMR, renovating physician lounge, increasing marketing for specific products |
| Examples | – Improve HCAPS scores by 5%- Improve operating margin by 3%
– Increase market share in 96103 zip code by 5% |
– Improve emergency department patient satisfaction survey by 5%- Grow urgent care visits by 10% | – Implement urgent care center in north zip code- Purchase tablets for physicians for EMR rounding. |
| Measurement | – % increase in operating margin- % change in market share | – % change in ED satisfaction survey- % change in urgent care visits. | – Number of patient visits at new urgent care center- % increased use of EMR |
Financial Summary
| This year | Last year | |
| Operating Revenues | ||
| 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 | ||
| 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 |
96101 is Stevens District Hospital zip code
94963 is major competitor hospital zip code
Projected Payer Mix 5-years
Current Payer Mix
Percentage of Population by Insurance
Chart1
| 0.42 | 0.42 |
| 0.12 | 0.12 |
| 0.16 | 0.16 |
| 0.2 | 0.2 |
Sheet1
| Column1 | Column2 |
| 96101 | 42% |
| 93921 | 12% |
| 92106 | 16% |
| 94963 | 20% |
HCS 499 Benchmark—SWOT Analysis Paper
Chart1
| 4458 | 5147 |
| 20930 | 26292 |
| 405 | 472 |
| 6365 | 7284 |
Sheet1
| Last year | This year | |
| Admission | 4458 | 5147 |
| ER visits | 20930 | 26292 |
| Deliveries | 405 | 472 |
| Surgeries | 6365 | 7284 |
Chart1
| 0.35 |
| 0.3 |
| 0.24 |
| 0.09 |
| 0.02 |
Sheet1
| US Age Distribution 2010 | |
| Medicaid | 35% |
| Medicare | 30% |
| Commercial | 24% |
| Uninsured | 9% |
| Other | 2% |
| To resize chart data range, drag lower right corner of range. |
HCS 499 Benchmark—SWOT Analysis Paper
Chart1
| 0.15 | 0.26 |
| 0.05 | 0.12 |
| 0.12 | 0.22 |
HCS 499 Benchmark—SWOT Analysis Paper Sheet 1
| 5 yrs ago | 5 yrs ahead | |
| Obesity | 15% | 26% |
| Diabetes | 5% | 12% |
| Heart Disease | 12% | 22% |
What is SWOT Analysis
Stands for Strengths, Weaknesses, Opportunities and Threats
A tool to identify and summarize strengths, weaknesses, opportunities and threats of a strategic environment
Tool credited to Albert Humphrey, who led a research project at Stanford University in the 1960’s
Divides factors into internal and external factors and positive and negative influences
( Morrison, 2012)
The acronym SWOT stands for strengths, weaknesses, opportunities and threats and is used to identify and summarize these traits of a business environment. In our specific application you will be evaluating these traits in relation to a hospital and it’s community environment.
This tool is credited originally to Albert Humphrey who was a researcher in the 1960’s at Stanford University. His team used this tool to focus their thinking on the most important factors that affected their environment.
These four characteristics of strengths, weaknesses, opportunities and threats and divided in to internal/external factors and positive and negative influences. HCS 499 Benchmark—SWOT Analysis Paper.
Both strengths and weaknesses are considered factors internal to the organization. Internal factors can be controlled by the business. For example, what do we do well or where do we excel, and where could we improve?
Opportunities and threats are external to the organization and are factors outside of the control of the organization. For example, a prime location to expand business has now become available in the community, or a competitor has added a new service line of business to their organization. While we can react to the opportunity and threat, we cannot control it.
From a different perspective, strengths and opportunities are both positive factors to be considered, while weaknesses and threats are negative factors to address.
To summarize:
Strengths are internal attributes and resources that support a successful outcome.
Weaknesses are internal attributes and resources that work against a successful outcome.
Opportunities are external factors the project can capitalize on or use to its advantage.
Threats are external factors that could jeopardize success
Strengths
Positive tangible and intangible attributes, internal to the organization
Includes capabilities of the organization, staff competencies, financial resources, products and services, goodwill and brand loyalty
Characteristics of the business that give it an advantage over others in the industry
Examples: brand name, high quality scores, employee loyalty, strong physician network
Now let us look in detail at each facet of this analysis.
Strengths are positive tangible and intangible attributes, internal to the organization
Strengths could includes capabilities of the organization, staff competencies, financial resources, products and services, goodwill and brand loyalty. Goodwill of an organization is the reputation and perception about the organization within the community.
Strengths are characteristics of the business that give it an advantage over others in the industry.
Examples of these strengths might include: brand name, high quality scores, employee loyalty, or a strong physician network
Weaknesses
Any characteristic that is a disadvantage compared to others in the industry
Characteristic or factor that does not meet the standard they should meet
Detract from the ability to reach goals and influence growth
Examples: Limited financial resources, lower quality scores, lower patient perception of care, narrow physician network, aging equipment, weak market image. HCS 499 Benchmark—SWOT Analysis Paper.
Weaknesses of an organization are any characteristic that is a disadvantage compared to others in the industry.
Weaknesses could include factors that do not meet the standard they should meet or detract from the ability to reach goals and influence growth
Examples of weaknesses could include limited financial resources, lower quality scores, lower patient perception of care, narrow physician network, aging equipment, or a weak market image.
A strategic plan should create goals and actions that address these weaknesses and work to correct them.
Opportunities
External attractive factors
Market, competition, technology or industry factors that could be leveraged as a positive growth factor for the organization
Examples: Financial boom for area, growth in market, new industries in region that would supplement business, specialized physician group opening in region
Opportunities are external attractive factors in the competitive market.
These are market, competition, technology or industry factors that could be leveraged as a positive growth factor for the organization
Examples of opportunities could include financial boom for the area, growth in the market, new industries in the region that would supplement business, or a specialized physician group opening in the region.
Threats
External factors that would cause a problem for the business and place the operation at risk
Any factor that puts the profitability of the organization at risk
Examples: New competitors in the market, changes in governmental regulations, regional economic downturn!
Threats are external factors that would cause a problem for the business and place the operation at risk
Any factor that puts the profitability of the organization at risk must be addressed in the strategic plan.
Examples of threats might include new competitors in the market, changes in governmental regulations, or regional economic downturn.
Note that threats cannot always be eliminated in a strategic plan but must at least be identified so all stakeholders are aware that the threat exists. HCS 499 Benchmark—SWOT Analysis Paper.
How do we conduct a SWOT analysis?
Determine the why – what is the purpose of the analysis
Determine the who – who are the stakeholders that should be involved
Determine the how – Research and information gathering
Determine the where – a non-threatening environment
Compile your list, refine and carry forward in to the strategic planning process
Given these four factors, how do we conduct a SWOT analysis?
First we must have a clear vision of why we are performing the analysis. This vision will guide us in determining who will be involved and how information will be gathered.
The next step is to determine who will be involved. If this plan is for one smaller unit of an organization, such as a department, staff and management of that department would be included, and possibly some stakeholders from other areas. If the plan is for an entire organization such as a hospital, stakeholders from each group, such as the governing board, administration, medical staff and department managers might be included.
Information will need to be gathered to provide the stakeholders background on the organization and current level of performance. This might include financial statements, quality measures, competitive market data and current levels of technology.
You as the facilitator of this process would want to determine a comfortable, non-threatening environment where stakeholders could feel relaxed and engaged.
After you have your list
A free form listing of thoughts of strengths, weaknesses, opportunities and threats will be compiled based on brainstorming
This listing must be sorted and items given some priority
Each section should be prioritized and limited to the top four or five factors
The factors in each section can then be used to determine your goals and objectives and the action steps to reach those goals.
There are many brainstorming models and tools available to use in this process. Once a brainstormed listing of factors is identified, the team will need to narrow and refine the listing and then use that listing of factors in the remaining steps of the strategic planning process.
The list would be sorted and prioritized to limit the listing to the top four or five factors in each category.
The factors in each section can then be used to determine your goals and objectives and the action steps to reach those goals.
Thank you
I hope you have found this discussion of SWOT analysis beneficial. HCS 499 Benchmark—SWOT Analysis Paper.
To apply this information, review the material provided about your organization and begin brainstorming factors based on that information that would fit in a list of strengths, weaknesses, opportunities and threats. After you have completed your list, narrow your focus to the top four or five factors in each category and use this information to help develop your goals for the coming year in the strategic plan.
Do not hesitate to contact your course facilitator if you have any questions. Thank you for your participation.
Reference
Morrison, M. (2012). History of the SWOT analysis. Retrieved from https://rapidbi.com/history-of-the-swot-analysis/
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