Identify the major internal stakeholders and describe their role in your strategic plan.
swot analysis for strategic planning in healthcareread the attachment on Community hospital healthcare systems and use the attachment on the strategic plan for CHHS. Using specific examples in regards
to Community Hospital Healthcare systems,
1. Identify the major internal stakeholders and describe their role in your strategic plan.2. Explain the basic internal trends, key uncertainties, and additional research needs.3. Identify the quantitative or qualitative methods needed to analyze the project.4. Describe internal barriers, including structural political policy and other barriers, to be addressed. How will you overcome these barriers?5. Analyze the financial performance and position of the company. How will the plan enhance performance and financial sustainability?
Communicate in a manner that is consistent with professional expectations; create a document that is clearly written, well-organized, and generally free
of grammatical errors.swot analysis for strategic planning in healthcarePage 35COMMUNITY HOSPITAL HEALTHCARE SYSTEM: A STRATEGIC MANAGEMENT CASE STUDYAmod Choudhary, City University of New York, Lehman College CASE DESCRIPTIONThe primary subject matter of this case concerns strategic management of community hospitals in the United States. This case has a difficulty level of
five; appropriate for first year graduate level students. This case is designed to be taught in four class hours and is expected to require twenty-four
hours of outside preparation for students. For the graduate student, it should be a half semester long group project with a presentation and report at
the end of the semester .CASE SYNOPSISThis case study analyzes the turbulent social, legal and technological issues that are affecting today’s suburban community hospitals in United States.
The soaring health care costs, increasing number of uninsured or underinsured patients, reduced payments by government agencies, and increasing number
of physician owned ambulatory care centers are squeezing the lifeline of community hospitals whose traditional mission has been primary care.
Furthermore, with the enactment of Patient Protection and Affordable Care Act in March 2010, community hospitals are facing new challenges whose full
impact is unknown. This case study would help students learn about Strategy Formulation including Vision and Mission Statements, internal and external
analysis, and generating, evaluating & selecting appropriate strategies for a healthcare organization.COMMUNITY HOSPITAL HEALTHCARE SYSTEMWith the enactment of Patient Protection and Affordable Care Act in March 2010 (Health Act), and President Obama’s professed goal of making heath care
in the United States more accessible and affordable, the next few years are sure to be very turbulent in the healthcare industry. The Health Act is
expected to provide healthcare coverage to 95% of Americans, which will include an additional 32 million persons nationally (New Jersey Hospital
Association, 2010). The Health Act goes into effect in 2010 with many of its requirements not becoming effective until 2019. Directly because of the
enactment of the Health Act, insurance premiums are expected to increase anywhere from 2% to 9% depending on who is quoting them (Wall Street Journal,
2010). The Health Act requires children to remain on their parents’ health plansJournal of the International Academy for Case Studies, Volume 18, Number 1, 2012Page 36until age 26, eliminates copayment for preventive care, bars insurers from denying coverage to children and adults (in 2014) with pre-existing
conditions, eliminates lifetime caps on insurance coverage, and requires setting up of insurance exchanges in all states (by 2014) through which
individuals, families and small business can buy coverage (Adamy, 2010; Pear, 2010).United States spends approximately $2 trillion annually on healthcare expenses (Underinsured Americans: Cost to you, 2009). This amount is more than any
other industrialized country in the world and counts for 16% of the U.S. GDP. This percentage is higher than any developed country in the world
(Johnson, 2010). Despite the substantial healthcare spending, access to employer-sponsored insurance has been on the decline among low-income workers,
and health premiums for workers have risen 114% in the last decade (Johnson, 2010). Furthermore, healthcare is the most expensive benefit paid by U.S.
employers (Johnson, 2010). Despite this outlay, approximately 49 million Americans are uninsured and about 25 million underinsured–those who incur high
out-of-pocket costs, excluding premiums, relative to their income, despite having coverage all year (Abelson, 2010; Kavilanz, 2009). Overall, the
healthcare industry in America is besieged with high cost, uneven access and quality (Flier, 2009). The intractable issues of high cost, uneven access
and quality have made everyone unhappy from patients, hospitals, doctors to employers.The American healthcare industry is composed of approximately six major interest groups: hospitals, insurance companies, professional groups,
pharmaceuticals, device makers, and advocates for poor (Goldhill, 2010) with the Physicians–part of the professional groups– having the biggest
influence on the industry. Although hospitals constitute only 1 percent of all healthcare establishments–hospitals, nursing and residential care
facilities, offices of physicians & dentists, home healthcare services, office of other healthcare practitioners, and ambulatory healthcare centers–
they employ 35% of all healthcare workers (U.S. Department of Labor, 2010).Community Hospital Healthcare SystemCommunity Hospital Healthcare System is a not-for-profit organization located in Monmouth County, New Jersey. With its 282 beds and 2400 employees
including 450 physicians, Community Hospital serves approximately 340,000 residents in four suburban counties of central New Jersey. The Community
Hospital Healthcare System is a holding corporation made up of (i) Community Hospital Medical Center, (ii) Applewood Estates, (iii) The Manor, (iv)
Monmouth Crossing, (v) Community Hospital Healthcare Foundation Inc., and (vi) Community Hospital Healthcare Services, Inc. (a for-profit-corporation).Community Hospital Medical Center (Community Hospital) is a general, medical and surgical community hospital offering an array of primary and secondary
services, including: cardiology services, magnetic resonanceimaging (MRI), diabetes services through Novo Nordisk Diabetes Center, emergency services,
endovascular surgery, inpatient psychiatricJournal of the International Academy for Case Studies, Volume 18, Number 1, 2012Page 37services, maternity care (single room) and special care nursery, oncology, radiation oncology, rehabilitation, short stay unit, Sleep Disorders Center,
Women’s Health Center, and dialysis unit. Community Hospital Medical Center operates a Family Medicine Residency program in affiliation with the Robert
Wood Johnson/UMDNJ Medical School.Community Hospital has been selected as one of the best places to work in New Jersey by NJBiz–a business publication–and landed at 20th place among
100 best places to work in healthcare by Modern Healthcare magazine in 2009. The American Nurses Credentialing Center has re-designated Community
Hospital Medical Center a magnet status for excellence in nursing and patient care in 2010 (Community Hospital Healthcare System, 2009 Annual Report).
Only 6% of hospitals in U.S. hold Magnet designation and only 3% have earned re-designation one or more times (Community Hospital Healthcare System,
2009 Annual Report). Community Hospital is also a designated Primary Stroke Center. Finally, a nationally recognized firm has ranked Community Hospital
among the top 5% of hospitals in the U.S. for patient satisfaction (Community Hospital Healthcare System, 2009 Annual Report).Applewood Estates is a continuing care retirement community with 290 apartments, 20 cottages, 40 residential health care units, and 60 bed skilled
nursing facility.The Manor provides nursing services for 123 elderly residential units including sub- acute, rehabilitation and intravenous therapy.Monmouth Crossing provides assisted facility for the elderly consisting of 76 units. Community Hospital Healthcare Foundation Inc. seeks and invests
funds for the benefit of all components of the Community Hospital System except for the Community Hospital Healthcare Services, Inc.Community Hospital Healthcare Services, Inc. is a for-profit entity that provides related services or participates in joint ventures of related services
that do not meet criteria for being tax- exempt. Examples include an ambulatory diagnostic imaging business and a public fitness club. It also holds
certain real estate in support of the Community Hospital.Vision–an organization of caring professionals trusted as our community’s healthcare system of choice for clinical excellence.Mission–to enhance the health and well-being of our communities through the compassionate delivery of quality healthcare.Community Hospital’s mission and vision is borne out of six Strategic Imperatives– known as pillars. They are: (i) growth and development, (ii)
community involvement & outreach, (iii) physician integration, (iv) customer service, (v) high performance and (vi) renown. According to John Gribbin
(personal communication, August 16, 2010), CEO of Community Hospital, use of technology underpins each of the six strategic imperatives and is used to
achieve goals pertaining to the Strategic Imperatives.Journal of the International Academy for Case Studies, Volume 18, Number 1, 2012Page 38COMMUNITY HOSPITAL DILEMMATraditionally community hospitals have defined themselves to be center of Primary care, i.e., place for general medical and surgical care.
Unfortunately, under the current health care industry practices, general medical and surgical care which form the core of a community hospital tend to
be less profitable than specialty care–heart, trauma and, transplant centers. Additionally, while primary care is increasingly viewed as the long-term
solution to U.S. health crisis, many argue that the Health Act does little to change the economics of specialty vs. primary care. For community
hospitals like Community Hospital, this is not good news. Community Hospital’s mission is primary care, but it is challenged as to how to develop other
services that which are complementary to its mission of primary care that effectively subsidize its commitment to primary care.Based on market share, Community Hospital faces two direct competitors and other peripheral competitors as it tries to maintain its position as the
community’s healthcare system of choice for clinical excellence and meeting the health delivery needs of residents in central New Jersey.Shore University Medical Center (SUMC)Shore University Medical Center is a 502 bed regional medical center that specializes as the region’s only advanced pediatric clinical care hospital.
SUMC is also a Level II Trauma Center, with an affiliation with the University of Medicine and Dentistry of New Jersey — Robert Wood Johnson Medical
School. It is located in Neptune, NJ and competes with Community Hospital in eastern region of Monmouth County, NJ.SUMC is part of the three-hospital member Meridian Health Systems. SUMC has also received the prestigious Magnet award for nursing excellence three
times. It has been designated by J.D. Power and Associates as a Distinguished Hospital for Inpatient Services (2006) and received the New Jersey
Governor’s Award for Performance Excellence (2005). With their Meridian partner hospitals, SUMC has also received the following awards: FORTUNE’S “100
Best Companies to Work For” (2010), Best Places to Work in New Jersey” for five consecutive years by NJBiz, New Jersey’s Outstanding Employer of the
Year in 2003 and 2009, One of the top 100 Most Wired Health Systems in the United States for 10 consecutive years, and John M. Eisenberg Award for
Patient Safety, one of the highest recognitions in the nation for hospital quality.University Hospital (UH)UH is unique among the three hospitals because of its size and breadth and depth of medical services provided and specialties offered. UH is a 610-bed
academic medical center andJournal of the International Academy for Case Studies, Volume 18, Number 1, 2012Page 39a teaching hospital of UMDNJ-Robert Wood Johnson Medical School in New Brunswick, NJ. UH competes with Community Hospital in the northern and western
part of Monmouth County and eastern and northern Middlesex County. Since it is a teaching hospital, UH provides services and speciality care that
Community Hospital would not be able to provide even it desired to do so. UH is a Level 1 Trauma Center, with a separate Bristol-Meyers Squibb
Children’s Hospital (BMSCH) with research and rehabilitation facilities. Moreover, UH specializes in cardiac procedures including heart transplants, has
a cancer hospital, offers state of the art robotic surgery and provides kidney transplant services.UH is recipient of many awards and recognitions: (i) one of America’s best hospitals according to U.S. News and World report, (ii) “Hospital of the
Year” by NJBiz, (iii) top-ranked cancer programs, (iii) recognized exceptional U.S. hospitals in quality and safety, (iv) recipient of Magnet Award for
nursing excellence, (v) award for excellent stroke care by American Heart Association, and (vi) high patient satisfaction ranking by the patients of
BMSCH.Tables 1 to 5 below provide data that should be used to determine the competitive advantage/core competencies of Community Hospital. The tables
represent data and ratios about hospital finance (tables 4 & 5), safety and mortality rates (tables 2 & 3), and patient experience (table 1).Table 1: Hospital Experience Survey (%)CMC SUMC UH NJ Avg.Patients who reported that their nurses “Always” communicated well. 74 75 73 72Patients who reported that their doctors “Always” communicated well. 78 75 76 76Patients who reported that they “Always” received help as soon as they wanted. 60 59 59 56Patients who reported that their pain was “Always” well controlled. 69 69 67 66Patients who reported that staff “Always” explained about medicines before giving it to them. 59 57 58 55Patients who reported that their room and bathroom were “Always” clean. 64 62 64 66Patients who reported that the area around their room was “Always” quiet at night. 48 49 49 50Patients at each hospital who reported that YES, they were given information about what to do during their recovery at home. 77 76 81
77Patients who gave their hospital a rating of 9 or 10 on a scale from 0 (lowest) to 10 (highest). 68 62 66 60Patients who reported YES, they would definitely recommend the hospital. 69 68 74 64This table provides data from a survey that asks patients about their experience during a recent hospital stay. http://www.hospitalcompare.hhs.gov/
August 11, 2010.Journal of the International Academy for Case Studies, Volume 18, Number 1, 2012Page 40Table 2: Hospital Mortality Rates Outcomes of Care MeasuresCMC SUMC UHDeath Rate for Heart Attack Patients No different than U.S. National Rate No different than U.S. National Rate No different than U.S. National
RateDeath Rate for Heart Failure Patients Better than U.S. National Rate Better than U.S. National Rate No different than U.S. National RateDeath Rate for Pneumonia Patients No different than U.S. National rate No different than U.S. National Rate No different than U.S. National
RateRate of Readmission for Heart Attack Patients No different than U.S. National rate No different than U.S. National Rate No different than U.S.
National RateRate of Readmission for Heart Failure Patients Worse than U.S. National Rate No different than U.S. National Rate No different than U.S. National
rateRate of Readmission for Pneumonia Patients Worse than U.S. National Rate No different than U.S. National Rate Worse than U.S. National RateThis table measures the hospital mortality rates for the three hospitals and compares those results with U.S. National Mortality Rates.
http://www.hospitalcompare.hhs.gov/ August 11, 2010.Table 3: Recommended Care/Process of Care: Hospital Overall Scores (%–higher score is better)CMC SUMC UH Top 10% of Hospitals scored equal to or higher than Top 50% of Hospitals scored equal to or higher thanHeart Attack Overall Score 96 99 98 100 97Pneumonia Overall Score 93 96 83 99 96Surgical Care Improvement Overall Score 90 97 95 98 95Heart Failure Overall Score 89 97 91 100 96This table compares Heart Attack, Pneumonia, Surgical Care and Heart Failure Care among the three Hospitals and other hospitals in State of NJ. New
Jersey Department of Health and SeniorServices, Web.doh.nj.us/…/scores.aspx?list…, downloaded August 13, 2010.Table 4: Ratios and IndicatorsCMC SUMC UHAverage Length of Stay (days) 3.6 4.6 5.0Medicare Average Length of Stay (days) 4.7 5.7 6.5Occupancy Rate for Maintained Beds (%) 78.8 77.7 82.1Operating Margin Ratio (%) 2.4 2.9 0.1Total Margin Ratio (%) 8.7 9.3 8.6Current Ratio 3.97 2.23 1.51Modified Days Cash on Hand Ratio 241.6 194.4 250.2Net Patient Service Revenue 6,206 7,287 8,653Total Expenses per Adjusted Admission 6,286 7,405 8,783Charity Care Charges as percentage of total Gross Charges 4.0 4.4 5.0Provision for Bad Debt as Percentage of Net Patient Service Revenue 1.9 4.3 5.0This table provides ratios for Utilization, Financial Health and Operational Performance for three hospitals. FAST Reports, New Jersey Hospital