HLTH 4115 Walden University Measures of Organizational Performance Discussion Required Readings Note: To access this week’s required Harvard Business Revi

HLTH 4115 Walden University Measures of Organizational Performance Discussion Required Readings

Note: To access this week’s required Harvard Business Review resources, select the article link and navigate to the relevant article or go back to Blackboard and select Harvard Business Articles from the course navigation menu.

Harris, J.M. (2017). Healthcare strategic planning (4th ed). Chicago, IL: Health Administration Press.

Chapter 2, ” Benefits of Strategic Planning” (pp. 25-48)
Chapter 4, “Major Planning Process Considerations” (pp. 63-82)
Chapter 5, “Encouraging Strategic Thinking” (pp. 83-105)

Discussion: Measures of Organizational Performance

When you are assigned a task, what do you do first? Do you think about evaluating and planning what to do or do you just jump right in and get to work? Many of us don’t have much time to plan, or at least we don’t think we do. Some healthcare professionals find planning boring and prefer to just get started without a second thought. Strategic planning is preparing for the future. It is deliberate, purposeful, and thoughtful. Some individuals do not realize how vital planning is to their own success or to that of their organization. It is vital to plan because it allows you to outline measurable goals, provide direction, evaluate progress, and assist you in decision making.

In this Discussion, you will select a healthcare organization and examine its performance, analyzing how strategic planning and marketing may affect and improve that organization.

To prepare for this Discussion:

Review this week’s Learning Resources, especially Jennifer Wilkerson’s discussion from this course’s Interactive Media.

Analyze the Hospital Competitor Performance document that provides further information (sample indicators of performance) in reference to Waldenville profiles and choose one of the healthcare organizations from this document as the focus of your work in this Discussion. Read about one of the Waldenville healthcare organizations.

BY DAY 4

Post a comprehensive response to the following:

Identify the healthcare organization you have chosen. You may decide to choose one of the healthcare organizations located in this week’s optional resources or you may select one you have learned about through your research.
Identify and explain which two measures of organizational performance you would recommend for the healthcare organization you have selected? Explain why.
Explain how the two measures of organizational performance you selected advance the operational improvement of strategic planning and marketing for the healthcare organization you have chosen.

Support your work with specific citations from this week’s Learning Resources and/or additional scholarly sources as appropriate. Your citations must be in APA format. Hospital Competitor Performance – Waldenville
In addition to what is described in the Waldenville “profiles,” there are four hospitals in
Waldenville. These facilities are located in different areas of the community, and each
has its array of services and distinct service area. The description of each of these
hospitals and their performance in the most recent year is as follows:
St. Francis Hospital: This not-for-profit Catholic hospital owned by the Sisters of St.
Francis has 226 licensed beds and provides a range of services but specializes in
obstetrics (maternity) and women’s services, oncology (cancer) services, and
cardiovascular services. It has the highest market share for obstetrics in the local
service area (42%).
Doctors’ Hospital: This for-profit hospital has licensed beds and is owned by a leading
national hospital company. It specializes in orthopedics, cardiovascular services, and
neurology, but offers a range of general medical and surgical services. It is the market
leader in orthopedics. Fifty-five percent of its patients are Medicare patients.
Twin Rivers Community Hospital: This small, non-profit hospital provides general
acute care inpatient services. It has a small medical staff, and many physicians also
practice at Lakefront and St. Francis. The majority of patients served are covered under
commercial insurance. The facility is operating in a negative financial position.
Lakefront Regional Medical Center: This regional referral hospital has 320 beds and
is the oldest non-profit facility in Waldenville. It offers a range of inpatient and outpatient
services. It specializes in cardiovascular services, oncology series, and obstetrics
(maternity) and women’s services. It has established a number of primary care clinics
throughout Waldenville and the region. It is the market leader for inpatient admissions in
the community.
The community is projected to increase its population by 15% to 270,000 by the year
2018. Most growth is projected to occur in the age 65+ cohort. In addition, developers
have announced the building of three housing communities that will cater to the older
adult population. Therefore, an in-migration of older adults is expected in addition to the
projected population increase as indicated by the state population studies office.
Table 1—Summary Performance Data for Hospitals in Waldenville, Latest Year
St. Francis
Doctors’
Twin Rivers Lakefront
____________________________________________
Lic. Beds
226
147
110
310
Occupancy
52%
64%
68%
72%
Admissions
11,284
7,850
7,454
16,720
Patient Days
43,211
34,100
27,350
81,607
% Medicare
33%
55%
26%
40%
% Insurance
35%
26%
40%
38%
Profit Margin
.71
6.3
-2.3
8.2
Inpatient Market Share
28%
13%
18%
41%
Service Line Market Shares
Cardiovascular
25%
30%
13%
32%
Obstetrics
42%
20%
6%
32%
Oncology
30%
15%
15%
40%
Orthopedics
8%
40%
25%
27%
Neurology
12%
40%
18%
30%
Surgery
19%
45%
4%
32%
Women’s
27%
25%
10%
38%
cc_HLTH4115_1A.mp4
JENNIFER WEISS WILKERSON: At GoodSam we organize everything by five puzzle pieces. So we have
a vision, which is to be the trusted leader in caring for people and advancing health. And then our mission
is also part of the planning process, and that’s what we strive to do every day.
What we do then, by puzzle piece: service, quality, people, growth, and finance, is develop strategic goals
under each of those five categories. Each of the goals is aimed at advancing or achieving our vision. So part
of the strategic planning process is to develop the goals under each of the puzzle pieces, and then set
measurable objectives to figure out how do we know when we’ve gotten there. And then through the
planning process we set the longer term strategies, and the annual tactics to achieve those goals.
So it’s really sort of a cycle, a planning process that occurs on an annual basis at least. The last several
cycles have been three year cycles. We are talking about moving to a five year cycle. I think a five year
cycle helps you think a little bit bigger. In the three year cycle you can still get sort of caught up in the day
to day operational kinds of things. But when you start to think five years out, you get a little bit more
strategic and visionary.
We use a traditional planning process in a lot of cases. I’m working on one now actually developing a
MedStar orthopedic strategy, looking at the regional orthopedic strategy for MedStar. That’s been a very
traditional process where we did what we call a current assessment. So we looked at all kinds of data for
the market, are internal data, and even forecast the data for both nationally and for the market in terms of
where volumes or are projected to grow.
We’ve shared that information with key stakeholders, met with lots of physicians, and then actually, as part
of that process, done a SWOT analysis with each of the physician groups. And talked about what our
current strengths weaknesses are. What our opportunities and threats are, sort of the external forces. And
now we’re about to start the planned development process based on what we know about the current
assessment, what we’ve identified as our own strengths and weaknesses, and the opportunities and threats.
And now we’re going to start to piece all that together into hopefully a coordinated plan for the Phoenix.
Strategic planning really is more focused on setting the vision, setting the direction, and then figuring out
how we’re going to get there. In our case marketing has primary responsibility for internal communications.
So they are constantly helping to explain the direction, and set the direction within the organization
internally in communicating to our staff and our physicians.
NARRATOR: This special health report is sponsored by Good Samaritan hospital.
JENNIFER WEISS WILKERSON: And then once we’ve identified priority areas in the strategic plan for
growth. Marketing helps to spread that word, again both internally and externally to consumers and to
referring physicians and other clinicians. A lot of what they do also is related to targeting the right people,
whether it’s our people in a certain geography, or people who may need a specific service. And again, it’s
one of those opportunities to work together with strategic planning, because we typically have access to
databases that will give you that information and point you in the right direction. And then the marketing
team takes over and helps develop the message, and the right vehicles to get it out.
I think one thing that I like best about my job is that it’s always different. I mean it in strategic planning
you’re looking to the future. You’re dealing with lots of different kinds of people. So I’m never bored, it’s
always something new. I’ve done strategic planning both within a hospital, and also in the consulting side
of things. And there’s something really special about being in a hospital for me, and that’s part of why I’ve
been at GoodSam for eight and a half years. Because at the end of the day strategic planning as is all about
business, but at the end of the day at GoodSam what I’m doing is really for the benefit of our patience. It
truly is a mission driven organization. And I could go do the health care strategic planning or strategic
planning for any business, theoretically. And working as a consultant, you get really focus on the business
side. Working within a hospital, particularly at GoodSam I’m focused on the business side, but always with
the patient in mind. And that’s to me what makes it worthwhile coming to work every day.

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