Do you believe that all data should be encrypted? Many computing professionals think this is a good idea. But a small number of computing experts feel that no data should be encrypted—that all data and software should be openly available to anyone who wants it Post your initial DISCUSSION response and reply to discussions posted by two other students. (Will attach discussions posted by class soon) HCS/499 v4 Stevens District Hospital Plan HCS/499 v4 Page 8 of 8 Strategic Planning ScenarioBackground 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 AnalysisMission 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 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 HospitalVolumes Patients The continued growth of chronic disease will require changes to the care management model. 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.  ...

1. Do you believe that all data should be encrypted? Many
computing professionals think this is a good idea. But a small
number of computing experts feel that no data should be
encrypted—that all data and software should be openly
available to anyone who wants it
Post your initial DISCUSSION response and reply to
discussions posted by two other students.
(Will attach discussions posted by class soon)
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
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 AnalysisMission 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.

2. 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 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 HospitalVolumes
Patients
The continued growth of chronic disease will require changes to
the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32

3. 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
96101 is Stevens District Hospital zip code
94963 is major competitor hospital zip code
Increases in the percent of population with chronic disease and
contributing factors will change significantly over the coming
five years.
Payment
There will be continued focus on pay for performance and

4. 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.
Projected Payer Mix 5-years
Current Payer Mix
Percentage of Population by Insurance
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.
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

5. share to its facility.
Competitor
Key Areas of Competition
New Programs and Facilities
Risk to Market Share
Primary Competitors
Hanover County Hospital
· Facility upgrade
· Quality scores
· Significant renovation of core hospital to update aesthetics
· Added new wide-bore MRI machine last year
· Reaches the 95th percentile in five of six HCAHPS categories
· Drawing patients to newer facility
· Accommodates heavier patients
· Patient perception of higher quality and patient satisfaction
Medical Center in County South of Stevens
· 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
· Ability 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

6. 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.PlanPlanning Components Explanation
Goal
Objective
Actions
Definition
Organization goals that cover broad strategic issues, such as
quality, finances, growth
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 HCAHPS 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

7. · Number of patient visits at new urgent care center
· % increased use of EMRFinancial 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

8. 628,184
1,182,308
Total operating expenses
344,520,462
342,466,278
Income from operations
16,063,127
22,571,501
Volume changes last year versus this year
Last year
Admission ER visits DeliveriesSurgeries 4458 20930
405 6365 This year
Admission ER visits DeliveriesSurgeries 5147 26292
472 7284
Column2
96101 93921 92106 94963 0.42 0.12 0.16 0.2
Column2
[], 52%
96101 93921 92106 94963 0.42 0.12 0.16 0.2
Chronic Disease Predictions
5 yrs ago Obesity Diabetes Heart Disease 0.15 0.05 0.12 5

9. yrs ahead Obesity Diabetes Heart Disease 0.26 0.12 0.22
US Age Distribution 2010
Medicaid Medicare Commercial UninsuredOther 0.35
0.3 0.24 0.09 0.02
Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.
HCS/499 v4
SWOT Analysis
HCS/499 v4
Page 2 of 2
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

10. 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).
Cite at least 1 peer-reviewed, scholarly, or similar references to
support your assignment.
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)

11. 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)
Copyright 2019 by University of Phoenix. All rights reserved.
Copyright 2019 by University of Phoenix. All rights reserved.

12. Do the following review questions:
· 11.1 List and briefly define three classes of intruders.
· 11.2 What are two common techniques used to protect a
password file?
· 11.3 What are three benefits that can be provided by an
intrusion detection system?
· 11.4 What is the difference between statistical anomaly
detection and rule-based intrusion detection?
· 11.5 What metrics are useful for profile-based intrusion
detection?
· 11.6 What is the difference between rule-based anomaly
detection and rule-based penetration identification?
· 11.7 What is a honeypot?
· 11.8 What is a salt in the context of UNIX password
management?
· 11.9 List and briefly define four techniques used to avoid
guessable password
In no less than 250 words, explain what is meant by an IDS and
an IPS. How are they different? How are they connected to a
network? List a few examples of IDS/IPS tools that are
currently on the market.
Post your initial DISCUSSION response and reply to
discussions posted by two other students.
(Will attach discussions posted by class soon)