Review the Identifying and Explaining a Goal example provided that identifies and explains a goal from the New Hospital.

Complete the Part 3 Goals, Objectives & Final Decision for New Hospital section of the Strategic Plan Template.

Part 3: Goals, Objectives & Final Decision for New Hospital

Section A

Based on your review of the Phoenix Hospital 5-Year Strategic Plan Scenario provided in Week 1 and your work in Weeks 1 through 3 on mission development, market and SWOT analysis, complete the table below listing 4 to 5 objectives and strategies for the facility. Explain why each strategy is important.

For our project we will define:

• Goals as broad primary outcomes desired; what we would like to accomplish
• Objectives as measurable; should contain a number
• Strategies as the approach taken to achieve the objectives; the “why” of our actions

An example is provided in the first row. Note that your strategic priorities should be areas where you believe the facility should focus in the first year of the strategic plan.

For this assignment, you can use a goal more than one time, but you need to create at least 4 to 5 measurable objectives and provide the strategy for each. Discuss why you believe each strategy is important:

1. Make Phoenix Hospital the preferred hospital in Hanover County by employees and consumers.
2. Make Phoenix Hospital known as the hospital with the most advanced use of technology in the region (including computer and diagnostic technology).
3. Make Phoenix Hospital known as the employer of choice in Hanover County.
4. Make this coming year the most profitable year ever.
5. Ensure Phoenix Hospital meets all accreditation requirements under the latest CMS regulations.

Goal

(Select from goals listed above. Goals can be used multiple times)

Objectives/measurable actions

(Measurable outcome desired)

Strategies

(The “why” of our actions)

Why this strategy is importantExample: Make our model X automobile a sales leader in the country by year X.Obtain 60 percent of the sales market as compared with model Y as demonstrated in Consumer Reports annual report.Persuade buyers that model X has the best visual appeal by marketing to the 30- to 40-year-old market with an upscale campaign.Marketing specific to 30- to 40-year-old demographic increases the sales in age range that has had lower sales in the past last year. 1 2 3 4 5

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

Section B

In this section, you will review your work in the Strategic Design Template in order to decide or make recommendation(s) about the 5-year strategic plan for Phoenix Hospital. Prior to making your decision or recommendations, it is important to review your work in this template, compiled research, and faculty feedback.

Write a 260- to 350-word paper that details your strategic decision or recommendation for the Phoenix Hospital. Include the following in your paper:

• Identify the decision or recommendations you will make regarding Phoenix Hospital.
• Support your decision with the analysis made throughout this template.
• Identify how the decision or recommendations will support the strategic plan for Phoenix Hospital.
• Evaluate how financial and economic issues in health care will affect your strategic plan.

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

5-year Strategic Plan Scenario

Background

Phoenix Hospital is a 180-bed acute care hospital that is qualified as a not-for-profit facility. The hospital was originally owned by the county and transferred status to an independent facility three years ago. The hospital receives no external funding from governmental agencies for operations. The hospital is accredited by The Joint Commission and received re-accreditation during its 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 Bedford, 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. The president of the hospital has asked you to lead the development of a 5-year strategic plan for the hospital. You will use data provided in this scenario to make your decisions and recommendations.

In addition to information provided in this scenario, you are expected to include information from outside sources that are relevant to real-life events and projections for today’s health care market. This would include any actual market projections based on changes to health care reform and financing.

Payment

There is a continued focus on pay for performance and increased wellness programs. Health care reform has created 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.

Employers

There is expected growth in large employers with the addition of an automotive factory in the northwest sector of the county.

Staffing

Staffing has remained stable for the past year. The only difficulty is that there are not sufficient nurses cross-trained to work in the intensive care unit, so expensive agency nurses have been used periodically to fill this gap in the ICU.

Physicians

The continued shortage of medical staff, especially in orthopedics, oncology, and primary care, will require increased recruitment efforts.

Competitors

The other hospital in county, Hanover County Hospital, updated its facility and has drawn more market share.

Technology

The addition of e-visits by a large hospital system in an adjoining county has drawn more market share to their physician practices.

The hospital has one MRI unit that is seven years old and is beginning to experience more “downtime” and needs more frequent repairs. This downtime has caused some scheduling delays for patients, and medical staff are voicing their concern.

The hospital has implemented the first phase of an electronic medical records system, which includes patient records for medical units and lab and radiology reporting. Specialized components of the system for OB documentation and oncology documentation have not yet been purchased.

The emergency department provides EMS ambulance service to the county and has two ambulances. One ambulance is five years old and the second is eight years old with 187,000 miles on it.

The cardiology department has one cardiac catheterization lab in good working condition. Demand for Cath Lab time has increased, but there have been delays because of limited Cath Lab trained staff and only having one Cath Lab available.

The front lobby of the hospital is in disrepair with worn tile flooring and aged lobby furniture.

An employee gym was created several years ago but only contains one treadmill and a few weights. Staff have complained that there is not better gym equipment.

Regulatory Changes

Health care reform 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. Phoenix Hospital currently struggles with accommodating patient scheduling requests to establish care with a primary care physician.

Accreditation requirements for the coming year are changing to require CPOE (computerized physician order entry) in the medical record. The current electronic medical record system has not required CPOE, and staff regulations have accommodated verbal orders to nurses on a routine basis.

During the last Joint Commission survey, the hospital was cited for not having fire sprinkler heads in one patient care unit of the hospital. Installation cost is estimated at $50,000.

During the last Joint Commission survey, the hospital was cited for not demonstrating sufficient training of staff for emergency preparedness and disaster drills.

The State Department of Health has issued a new regulation that requires all hospital management personnel to have documented active shooter training once per year, beginning this coming year.