Answer

Strategic Plan for Stevens District Hospital – Radiology Department

• This presentation include carrying of SWOT (Strengths, Weaknesses, Opportunities, and Treats) analysis of the Stevens District Hospital, identify stakeholders to be involved in development and implementation plan, and identify the importance of the Communication plan in implementation of the strategic plan.

Introduction

• The purpose of this Strategic Plan is to evaluate the strengths, weaknesses, opportunities, and threats to the hospital.
• The aim of the Strategic Plan is to transform the Radiology Department into an important player for increasing business for the Hospital.

Aligning Strategic Plan with Mission and Vision Statement

• Increased performance and effectiveness of the Radiology Department will enable the Hospital to achieve its mission in provision of high-quality care to all patients through achievement of accurate diagnoses; especially of chronic diseases, fractures, and gynecological or obstetric conditions.
• The Strategic Plan can also enable the Hospital to realize its vision since radiology since expansive diagnostic tests will give oncologists, family practice physicians, obstetrician, cardiologists, and gynecologists more options, techniques, and tools for detection and treatment. Diagnostic imaging allows for early diagnosis of conditions, saving of lives, and getting of detailed information on disease-related changes or structural changes.

Strengths

• The Hospital is accredited by The Joint Commission. In fact, it received its reaccreditation during their tri-annual survey last year.
• The hospital has an aggressive quality management program and a low volume medical malpractice claims.
• The Hospital is established in a strategic location. It is located in Jefferson City with a population of 50,000 with 80,000 in the regional market.

Weaknesses

• Inability to attract specialists. The hospital has only employed one family practice physician out the required three.
• Some, low HCAHPS (Hospital Consumer Assessment of Healthcare Providers) scores; particularly, in terms of primary care patient satisfaction and inpatient satisfaction regardless of improvement on other four HCAHPS elements.
• Low number of patient admissions, hospital deliveries, and surgeries.

Opportunities

• Increased percentage of patients aged 45 years and over in the next five years compared to five years ago. Percentage of patients aged 45 to 65 years was 26% five years ago and will be 30% percent five years from now. Similarly, percentage of patients aged over 65 years was 4% five years ago and is projected to be 20% in five years-time.
• Patients presenting with chronic conditions such as obesity, diabetes, and heart disease will significantly increase over the years.
• Increased number of patients covered under the Affordable Care Act.
• High median household income for County residents ($59,548), compared to State median household income ($44,446) and the national average ($53,650).
• Opening of new automotive manufacturing plant can increase the number of patients covered by the employer and commercial insurance agencies.

Position and Level of Decision-Making

• Health care consumers – Position: support the strategic plan. Level four decision makers (decision making is delegated to someone else after the whole group has voted) (Jacoby, 2017).
• Shareholders – Position: support the strategic plan. Level two decision makers (the makes decisions with input from key stakeholders/individuals) (Jacoby, 2017).
• Employees - Position: support the strategic plan. Level one decision makers (the leader alone decides) (Jacoby, 2017).
• EHR system vendors – Position: support the strategic plan. Level four decision makers (Jacoby, 2017).
• Insurers and regulators - Position: support the strategic plan. Level three decision makers (the leader builds a consensus but has the final say) (Jacoby, 2017).

Position and Level of Decision-Making

• Health care consumers – Position: support the strategic plan. Level four decision makers (decision making is delegated to someone else after the whole group has voted) (Jacoby, 2017).
• Shareholders – Position: support the strategic plan. Level two decision makers (the makes decisions with input from key stakeholders/individuals) (Jacoby, 2017).
• Employees - Position: support the strategic plan. Level one decision makers (the leader alone decides) (Jacoby, 2017).
• EHR system vendors – Position: support the strategic plan. Level four decision makers (Jacoby, 2017).
• Insurers and regulators - Position: support the strategic plan. Level three decision makers (the leader builds a consensus but has the final say) (Jacoby, 2017).

Purpose of a Communication Plan in Strategic Planning Process

• The purpose of the communication plan is to engage and connect all stakeholders in development and implementation of the strategic plan (Cooley, 2017).
• Communication strengthens the planning proves (Cooley, 2017).
• Effective communication achieved through use of a communication plan can help promote organizational performance (Obaji & Saganuwan, 2018).
• Communication plan can help improve the quality of decisions that will be made and promote organizational sustainability (Kitsios, Kamariotou, & Talias, 2020).