A Swot Analysis

The American people deserve quality, effective healthcare. Unfortunately, those who can afford healthcare have been paying more and more every year. The Center for Medicare Services (CMS) has developed a plan to incentivize change in the healthcare delivery system. Triple Aim focuses on simultaneously improving the patient experience, improving the health of populations, and reducing the per capita cost of health care (Berwick, Nolan, & Whittington, 2008). Triple Aim affects all areas of the healthcare delivery system; this paper will focus on how hospitals are improving care, encouraging healthier lifestyles, and reducing costs.

Healthcare is in a constant state of change with movements that impact rates, access and quality of care. Hospitals have become more competitive due to the rising cost of care delivery and the reduction in reimbursement from payers. This causes difficulty in delivering quality care to all patients, which is being measured by mandated patient perception surveys, Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). HCAHPS scores are part of value

Centura Health is their region’s largest hospital system that is faith based and not-for-profit, located in Colorado and Western Kansas. This system includes 15 hospitals plus more affiliated hospitals, over 100 physician practices, senior living communities, Flight for Life, Centura Health at Home, and laboratory services (Centura, 2014). The power, size, and large scale of this system causes it to be a god system to analyze during states of change. Currently, there are a lot of changes that are occurring throughout the healthcare system due to the Patient Protection and Affordable Care act that was signed into law by President Barak Obama. This act has called for a change to increase accessibility to healthcare, reduce the costs that are associated with healthcare, reduce the amount of duplication, and reduce the amount or errors (Herrington, 2010). Centura has created a strategic plan to address these changes and many other changes. Centura Health’s strategic plan is known as the Centura Health 2020 strategic plan. This strategic plan outlines long and short term goals. These goals, as well as previous goal, will be analyzed to understand how they plan on creating the need for change to ensure the successful implementation, as well as, understanding their historical approach to strategic change. Many organizations will look at past successes and failures to understand what went right and wrong to recreate, or avoid, those successes

Hospitals implement HCAHPS with the support of the Hospital Quality Alliance (HQA), a public or private partnership that includes key hospital and medical associations, consumer groups, measurement and accrediting bodies and government agencies that have the same interest in improving the quality of hospitals. The Hospital Quality Alliance (HQA) program that is overseen by and public and private entities, that include the Centers for Medicare and Medicaid Services (CMS) as well as the Joint Commission, is dominating this effort in the hospital district, generating reports quarterly on the delivery of effective services for mutual conditions. Even though the Hospital Quality Alliance has made this data more available to the public, there has not been enough information on the quality of hospital care from a patients ' point of view. As the Institute of Medicine shows, the foundation of patient centered care is a key factor to having a premium health care system. The HQA backs HCAHPS.

Hospitals implement HCAHPS with the support of the Hospital Quality Alliance (HQA), a public or private partnership that includes key hospital and medical associations, consumer groups, measurement and accrediting bodies and government agencies that have the same interest in improving the quality of hospitals. The Hospital Quality Alliance (HQA) program that is overseen by and public and private entities, that include the Centers for Medicare and Medicaid Services (CMS) as well as the Joint Commission, is dominating this effort in the hospital district, generating reports quarterly on the delivery of effective services for mutual conditions. Even though the Hospital Quality Alliance has made this data more available to the public, there has not been enough information on the quality of hospital care from a patients ' point of view. As the Institute of Medicine shows, the foundation of patient centered care is a key factor to having a premium health care system. The HQA backs HCAHPS.

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

Through those discussions a draft was proposed that called out specific strategic efforts over the next four years. Specifically as we focus on the next two years we thought it appropriate to focus our strategic efforts in five areas; Quality Improvement, Complex Delivery, Growth, Value-based care, and internal Optimization. Five areas that were not called out as specific strategies, but need to be maintained are; Financial Strength, Culture of Compliance, Effective Workplace, and Positive County, State, and Federal Relationships. The thought is that it’s a good time

The plain field of healthcare has changed since the implementation of Obamacare in 2014. NYC Health + Hospitals has to reexamine how we do business. In order for NYC Health + Hospitals to stay viable in a competitive marketplace, we have to get back to the basics of caring for our patients. We cannot allow external priorities and influences distract us from our core mission. We have to conduct our healthcare system through the eyes of our patients. We need to establish an Institute of Patient Safety,

Even though there are many different challenges that will define strategic directions of the healthcare industry, five different challenges will be discussed within this paper. These challenges appear in all States and across the whole medical field from clinics, public hospitals, and private pharmaceutical companies. The selected challenges here will define what quality of services and terms that of the healthcare systems in the coming years. Because this involves several function variables, it is tough to know what to predict the progress of the systems within the health care industry.

U.S Healthcare expenditures are too high - nearly $9000 per capita. With healthcare cost rising rapidly, a change to how we approach healthcare systems has to be reviewed. Dr. Davis, the writer of this article makes the point that as times have passed; due to the higher cost of care, a huge opportunity for hospital mergers to happen is needed in order to continue to improve and drive higher quality in

Today’s healthcare focus is on providing patient-centered, safe and effective care for improved patient outcomes. This focus is not only important for the patient’s health, but has become vital for the financial well-being of healthcare organizations. The United States has consistently ranked among the highest in healthcare costs and the lowest in improving patient outcomes when compared to other industrialized nations (Davis, Stremikis, Squires, & Schoen, 2014). There are multiple national organizations and initiatives designed to improve the state of healthcare in the U.S. and this topic is often debated at all levels

Somerville, M. H., Seeff, L., Hale, D., & O'Brien, D. J. (2015). Hospitals, collaboration, and community health improvement. Journal of Law, Medicine & Ethics, 43(1), 56-59. doi:10.1111/jlme.12217

The first major issue addressed is the need to improve the quality of health care to reduce the rates of morbidity and mortality. Improving the quality of care is described as a collaborative effort between hospitals, health care providers and patients (Health Grades, 2013). As reported by Health Grades hospitals must improve their level of care, health care providers must work collaboratively to provide the best patient outcomes and the patients are being encouraged to research from whom and where they seek their care (Health Grade, 2013). The initiatives through health care

In the healthcare industry there is constant evolving goals to improve patients and workers quality of life. Leading into Mount Sinai Medical Center recently has purchased multiple private hospital locations in New York City. Their mission is to offer quality health access to the masses of the population. This expansion is geared towards creating healthy accessibly for New Yorkers. Mount Sinai Medical Center goals of enhancing accessibility for New York’s five boroughs by embarikng on this mergers. In additon to the expansion the goals are to improve quality measures and performance within the additional hospital locations. According to (http://smallbusiness.chron.com/difference-between-objective-mission-statement-24872.html) the mission can

Since 1993, the Truven Health 100 Top Hospitals program has used both independent and objective research to guide hospital and health system performance. In this process, they analyze public data sources to compare hospitals to similar organizations. The 100 Top Hospitals program uses a balanced scorecard that incorporates public data, proprietary, peer-reviewed methodology and key performance metrics to arrive at an objective, independent analysis of hospital or health system performance. This research measures performance, organizational alignment, progress