Part 2 Goals for Stevens District Hospital Kevin Hawkins University of Phoenix Financialor Economic Goal: Increasing the market share Stevens District Hospital’s mission is providing high quality care, a wide range of services and exceptional care services. However, attaining this would need a provision of quality care and increasing the range of services so that the hospital can compete favorably with the contenders (Pronovost, & Vohr, 2010). Besides that, the hospital needs to provide exceptional services which would then make it a destination for all the physicians and patients seeking to receive top-notch treatment and optimum working environment respectively. With such objectives, increment of the market share is not only possible but also inevitable. Measurement of the goal. Growth in the market share is measured by the use of patient visit statistics. Stevens District Hospital’s visit stats shall be compared with industry data in order to get the percentage of visits to the hospitals out of the total visits. Besides that, the health insurance data shall be invaluable in assessing % change of visits to the hospital. In general, measurement of the market share shall be done by the use of patient visit data. Milestones that need to be achieved for progress is increasing the use of EMR and a 5% growth in the number of patient visits to the new care center within a year. In order to achieve the 5% growth in the market share, it is important to first attain an increased amount of visits of patients from 96103 zip code by 5% by the end of the year. This goal shall be measured by the use of the percentage change in the number of visits to the hospital quarterly. The term chosen for the measurement is three months in order to determine whether the goals are being met (Mills & Spencer, 2005). When the hospital has determined whether or not the goals are being met, it can then put in place control strategies to ensure that the plan is implemented in every bit. Legal or Regulatory Goal: Accommodating Patient Scheduling Requests Due To Changes To The Affordable Care Act. The changes in the affordable care act has increased the number of patients in the hospital with many of them seeking primary care physician’s services. Due to the shortage of physicians, Stevens District Hospital is unable to counter such a surge in the number of patients. This goal will be in line with Stevens District Hospital’s mission which is to provide exceptional care, provide comprehensive treatment as well as the provision of high quality care. Adjusting and increasing the number of physicians so as to adjust to the changes brought about by affordable care act amendment will also ensure that the physicians have a good working environment that would foster provision of quality care (Pronovost, & Vohr, 2010). It will definitely make Stevens District Hospital’s the destination for both the physicians and the patients. This goal is going to be measured by the number.

1. Part 2
Goals for Stevens District Hospital
Kevin Hawkins
University of Phoenix
Financialor Economic Goal: Increasing the market share
Stevens District Hospital’s mission is providing high quality
care, a wide range of services and exceptional care services.
However, attaining this would need a provision of quality care
and increasing the range of services so that the hospital can
compete favorably with the contenders (Pronovost, & Vohr,
2010). Besides that, the hospital needs to provide exceptional
services which would then make it a destination for all the
physicians and patients seeking to receive top-notch treatment
and optimum working environment respectively. With such
objectives, increment of the market share is not only possible
but also inevitable.
Measurement of the goal.
Growth in the market share is measured by the use of patient
visit statistics. Stevens District Hospital’s visit stats shall be
compared with industry data in order to get the percentage of
visits to the hospitals out of the total visits. Besides that, the
health insurance data shall be invaluable in assessing % change
of visits to the hospital. In general, measurement of the market
share shall be done by the use of patient visit data.
Milestones that need to be achieved for progress is increasing
the use of EMR and a 5% growth in the number of patient visits
to the new care center within a year.
In order to achieve the 5% growth in the market share, it is
important to first attain an increased amount of visits of patients

2. from 96103 zip code by 5% by the end of the year. This goal
shall be measured by the use of the percentage change in the
number of visits to the hospital quarterly. The term chosen for
the measurement is three months in order to determine whether
the goals are being met (Mills & Spencer, 2005). When the
hospital has determined whether or not the goals are being met,
it can then put in place control strategies to ensure that the plan
is implemented in every bit.
Legal or Regulatory Goal: Accommodating Patient Scheduling
Requests Due To Changes To The Affordable Care Act.
The changes in the affordable care act has increased the number
of patients in the hospital with many of them seeking primary
care physician’s services. Due to the shortage of physicians,
Stevens District Hospital is unable to counter such a surge in
the number of patients. This goal will be in line with Stevens
District Hospital’s mission which is to provide exceptional care,
provide comprehensive treatment as well as the provision of
high quality care. Adjusting and increasing the number of
physicians so as to adjust to the changes brought about by
affordable care act amendment will also ensure that the
physicians have a good working environment that would foster
provision of quality care (Pronovost, & Vohr, 2010). It will
definitely make Stevens District Hospital’s the destination for
both the physicians and the patients.
This goal is going to be measured by the number of patients
handled by the physicians (Mills & Spencer, 2005). This goal
goes hand in hand with the strategy of increasing the market
share by recruiting three family practice physicians. Within a
year of implementation of the strategies such as the use of
technology to schedule visits, make payments, communicate
with the physician and keep doctor profiles, keeping up with the
affordable care should be easy. In order to ensure that this is
achieved, Stevens District Hospital should realize a 10% growth
urgent care visits within a year of implementation of the
strategies to achieve the goals. Besides that, the hospital should
also realize a 5% growth in patients seeing physicians in the

3. year. With the introduction of the new technology, scheduling
would be made easier and payment processing would no longer
be a big problem.
Quality Management Goal: Upgrading the Quality Score of
HCAPS (Hospital Consumer Assessment of Healthcare
Providers and Systems).
The consumer care assessment plan is designed to assess the
satisfaction of the consumer with the care that is being provided
by the hospital. Currently, Stevens District Hospital performs
highly in four areas but falls back significantly in two areas
namely: inpatient patient satisfaction and primary care patient
satisfaction. The improvement of the HCAPS score by 5%
would definitely positively affect the market share of the
hospital besides helping to elevate the patient satisfaction
(Pronovost, & Vohr, 2010). However, in order to ensure that
this goal is achieved, there are some milestones that need to be
attained first. These milestones shall be invaluable in ensuring
that the goal is met without any problem.
In order to improve the HCAPS scores, it would be important to
recruit the three family practice physicians who will help in
provision of care that currently lacks at the hospital. This
would help in the elevation of the HCAPS score to over 85%
within a year. However, in order to achieve this, it would only
be important to improve quality of the care by the use of
technology and renovation of the physician lounge. With such
strategies, Stevens District Hospital would satisfy the patients
more and inevitably increase the market share. The
effectiveness of the strategies would be measured after a year of
implementation. However, monitoring the plan would be done
quarterly in order to evaluate whether the strategies set are
effective and efficient. A 5% improvement of the Stevens
District Hospital’s HCAPS scores would be possible if there is a
5% elevation of the emergency department patient satisfaction.
Besides that, there would also be the need to improve the urgent
care quality.

4. References
Pronovost, P., & Vohr, E. (2010). Safe patients, smart hospitals:
how one doctor's checklist can help us change health care from
the inside out. Penguin.
Mills, A. E., & Spencer, E. M. (2005, March). Values based
decision making: a tool for achieving the goals of healthcare. In
Hec Forum (Vol. 17, No. 1, pp. 18-32). Kluwer Academic
Publishers.
Stevens District Hospital & Strategic Planning
University of Phoenix
Stevens District Hospital & Strategic Planning
Introduction
Strategic planning plays critical roles in the growth and
success organizations, especially in the ever-increasing
competitive business environment. Through the strategic
planning process, an organization is able to set priorities,
mobilize resources, strengthen organizational operations,
ensuring team members and other key stakeholders are working
toward attainment of common goals as well as creating
mechanisms of monitoring progresses made. Effective strategic
planning and management involve articulation of growth
opportunities and ways of harnessing such opportunities.
Stevens District Hospital is one of the largest healthcare facility
which is not profit-motivated (Kaissi & Begun, 2008). The
accreditation and reaccreditation of the healthcare facility have
been mainly based on the effective quality management
practices put in place by the top management. Therefore, the
purpose of this analysis paper is to discuss the strategic analysis
of the Stevens District Hospital as discussed below;
Strategic Planning
Generally, strategic planning is critical in providing

5. organizations with a sense of direction and outlines measurable
outcomes. Additionally, the day-t-day management and
operational decisions are best made using strategic planning as
a tool. In other words, an organization is forced to think
through its strategic objectives while putting up quantifiable
benchmarks for evaluating the outcomes (Kaissi & Begun,
2008).
There are several advantages and disadvantages of
conducting SWOT analysis, especially the one involving an
individual compared to a group of stakeholders-based analysis.
Conducting SWOT analysis by an individual can be
advantageous in term of convenience and time required to
complete such projects. However, it may not provide greater
insights regarding key elements of SWOT analysis. Conversely,
carrying out SWOT analysis with a group of stakeholders can be
critical in providing greater insight with regard to strengths,
weaknesses, and threats as well as opportunities. This can be
important in identifying possible of making necessary
adjustments. However, this approach can be time-consuming
due to consultations with the key stakeholders including taking
into consideration their views and objections. Therefore, the
approach used in conducting strategic analysis is critical in
improving operation and management of Stevens District
Hospital (Kaissi & Begun, 2008).
Purpose of Conducting SWOT Analysis
The need for conducting SWOT analysis for Stevens District
Hospital. The healthcare facility has had tremendous
improvements in the quality of healthcare services it provides to
the clients. Despite these improvements, there is a need to
harness the existing opportunities to facilitate further growth
and business success. This is critical in mobilizing the existing
human and financial resources in the achievement of
fundamental growth. Additionally, the outcome of the

6. assessment can be used in strengthening the operations of the
facility as well as getting the team members and other
stakeholders onboard in the attainment of organizational goals
and objectives. These can be achieved through effective
communication with stakeholders and employees of the
healthcare facility. Therefore, performing the strategic analysis
is one of the most important management tools (Perera & Peiró,
2012). The following is a summary of SWOT analysis of
Stevens District Hospital.
Table 1: SWOT Analysis
Analysis of existing information from Stevens District Hospital
strategic planning scenario
Perceived strength (internal)
-Capacity for facility upgrade.
-Financial and human resources.
-The facility has developed capacity for facility upgrade to cope
with competitors.
-The facility has the required financial and human resources
required for the expansion.
Analysis of existing information from Stevens District Hospital
strategic planning scenario
Perceived weakness (internal)
-Aging Equipment
-Weak market image
-Lower Quality Scores
-Most of the equipment used by healthcare facility are outdated.
-The healthcare has not been able to establish strong positive
market image
- Healthcare services provided by the health center are not of
exceptional standards
Analysis of existing information from Stevens District Hospital
strategic planning scenario
Perceived opportunity (external)
-Technological advancement

7. -Large market share
-The healthcare facility can leverage the benefits of technology
in providing medical services to their clients.
-The hospital is located in Jefferson City, which is a city of
50,000 with 80,000 in the regional market.
Analysis of existing information from Stevens District Hospital
strategic planning scenario
Perceived threat (external)
-Competition from other healthcare facility.
-Capital-intensive expansion.
-
-Stevens District Hospital faces stiff competition from other
healthcare providers such as Hannover County Hospital
-The healthcare facility has no sufficient capital for expansion
of its services due to lack of funding from government agencies.
References
Kaissi, A. A., & Begun, W. J. (2008). Strategic planning
processes and hospital financial performance. Journal of
Healthcare Management, 53(3), 197-208.
Perera, D. F., & Peiró, M. (2012). Strategic planning in
healthcare organizations. Revista Española de Cardiología
(English Edition), 65(8), 749-754.

8. Work Sheet
University of Phoenix
Stevens District Hospital formulated a goal based on
technology that will help the organization to attain its vison.
The hospital aimed at upgrading the quality score of HCAPS
(Hospital Consumer Assessment of Healthcare Providers and
Systems) in all six norms. The hospital managed to improve
HCAPS scores in four of the norms whereby the two elements,
inpatient satisfaction, and primary care patient satisfaction were
not attained. By attaining all the scores in the HCAPS, this will
help the organization create an efficient physician practice
system that will allow them to offer a variety of services to its
clients therefore, helping to achieve its goal of improving the
quality care and expanding its services in a wide range.
In order to determine the progress of the organization, I
would consider whether Steven District Hospital has been able
to accomplish some of the desired goals. First milestone
necessary for the progress is technology. A competing hospital
should be technologically fabricated with devices and
equipment used in offering services. It should adopt the e-visit
way of treatments of patients, as it is simplified and efficient
way because patients can be treated from any region at any
time.
The norm that I would use to measure the goal attainment
is the number of patients that were served with the organization.
By implementing new technology in hospitals, patients will be
more comfortable with the new system used. Individually,

9. patients will be able to manage their own health states when
they get informed how the devices work. Secondly,
Professionals will be able to come up with solutions easily.
Thirdly, Technology advancement in an organization will ensure
easy communication and interaction with the public.
In conclusion, Stevens District Hospital visions can be achieved
only if the organization implements the modern scientific
technology in offering its services in treating patients. These
activities will ensure quality services are offered and produce
greater outcomes in future.
References
Morilla, M. D. R., Sans, M., Casasa, A., & Giménez, N. (2017).
Implementing technology in healthcare: insights from
physicians. BMC medical informatics and decision
making, 17(1), 92.
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