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A SWOT analysis was examined towards Sutter Health and its Affiliates to better understand the organizations strengths, weaknesses, opportunities, and threats. The SWOT analysis provides a breakdown of ways the organization can manage its negative aspects of weaknesses and threats to strategies a plan to overcome those concerns. In addition, the identifying of the strengths and opportunity in a SWOT analysis provides the bases of what the hospital has accomplished and how it should continue to manage those positive outcomes. STRENGTHS • Sutter Health has succeeded by providing quality care throughout its multiple affiliates and centers. o Sutter Health has 24 hospitals, 34 surgery centers and more than 5,000 physicians in its network (Sutter …show more content…
o Revenues of $10,161 million in the fiscal year ended December 2014 was seen by the organization, an increase of 5.3% over 2013.The company 's operating profit was $419 million in fiscal 2014, as compared to an operating loss of $22 million in 2013. Its net profit was $402 million in fiscal 2014, an increase of 34% over 2013 (Sutter Health, 2016). WEAKNESSES • Sutter Health dominating the medical-care market attributed towards overwhelming healthcare costs. o According to Waldman (2010) Sutter Health the nonprofit that owns Sutter Davis, charges 40% to 70% more than its neighboring hospitals for a typical procedure, and it requires insurers to keep its rates secret. Sutter, with 2009 revenues of $8.8 billion, can charge these prices because it has acquired more than a third of the medical-care market in the region from San Francisco to Sacramento. Sutter Chief Executive Officer Patrick Fry at that time stated that in a competitive environment Sutter Health continues to conduct proper health care (Waldman, 2010). • The organization inherited some drawbacks towards poor fiscal performance in the 2013 fiscal …show more content…
o Corresponding to the losses for 2013, the organization introduced a health plan, Sutter Health Plus, in 2013. In addition, Anthem Blue Cross and Sutter Health signed an agreement to continue as part of the Anthem network (Sutter Health, 2015). o Starting 2015 with a new appointed Director John F Koster and Todd Smith as the Chairman; in the same month of January, Sutter Health contracted a two-year agreement with Blue Shield of California. This opportunity provides the organization a future of new patients that can have access to the doctors and care centers from Sutter Health (Sutter Health, 2015). • Sutter Health acquired revenue bonds. o Sutter Health acquired $500 million of revenue bonds from the California Health Facilities Financing Authority. Sutter Health plans to use the proceeds to finance or refund previous expenses on several projects, including construction of two new hospitals targeted for completion in 2019 and another hospital that was finished in 2014 (Sutter Health,
Background Information In implementing a strategic plan for Coastal Medical Center, our consulting team has conducted many analyses and formed numerous strategies in order for Coastal Medical Center to be successful. Such assessments include an internal analysis, external analysis, gap analysis, and SWOT analysis. In conducting these analyses, our consulting team was able to better understand the internal environment, external environment, where the organization currently stands in terms of performance, and the major strengths, weaknesses, opportunities and threats that oppose the Coastal Medical Center. From our inquiry, we will be able to establish a strategic plan that best fits the organization’s needs.
Other Sutter Health-affiliated hospitals date back to the 1800’s and was some of Northern California’s earliest health care providers. In 1866, the predecessor of today’s Sutter Medical Center of Santa Rosa opened its doors to residents of Sonoma County. Today in the United States there are nearly 47 million Americans uninsured and 80 percent of that comes from working families. The article by Souza and McCarty, “From Bottom to Top: How One Provider Retooled its Collections,” covers how one of Northern California’s largestproviders, Sutter Health, approached implementing a new strategy to increase collections. In collecting payments from new patients, services provided, comes from the need to implement new strategies on how and when to collect the payments. Sutter Health have made a successful new program to implement and define most problems within their A/R department, developed solutions to their problems and have recognized the need to ensure the program is continuo...
LifePoint Hospitals, Inc., through its subsidiaries, operates general acute care hospitals in non-urban communities in the United States. The company’s hospitals provide a range of medical and surgical services comprising general surgery, internal medicine, obstetrics, emergency room care, radiology, oncology, diagnostic care, coronary care, rehabilitation services, and pediatric services, as well as specialized services, such as open-heart surgery, skilled nursing, psychiatric care, and neurosurgery. Its hospitals also offer outpatient services, including same-day surgery, laboratory, x-ray, respiratory therapy, imaging, sports medicine, and lithotripsy. The company also owns and operates a school of health professions with a nursing program and a radiologic technology program. As of December 31, 2010, it operated 52 hospital campuses with a total of approximately 5,915 licensed beds in 17 states. The company was founded in 1997 and is headquartered in Brentwood, Tennessee. Lifepoint Hospitals Inc. (NasdaqNM:LPNT) operates independently of HCA Inc. as of May 11, 1999.
The current health care system can be difficult to navigate and often medical centers need management tools to help them develop strategic plans within their organizations. The SWOT-Analysis is one strategic tool that health care centers can use to formulate a roadmap for their organizations. The SWOT-Analysis examines internal capabilities (strengths and weaknesses) and external developments (opportunities and threats) when determining a strategic plan for an organization (Van Wijngaarden, Scholten, & Van Wijk, 2012). Van Wijngaarden et al. (2012) explains for SWOT-Analysis to prove meaningful throughout an organization, it is important for stakeholders to be part of the brainstorming to identify its’ internal capabilities and external developments. However, there are a few drawbacks to the using the SWOT-analysis tool that are important for health care centers to remain cognizant of when developing their strategic blueprints. Helms and Nixon (2010) state the SWOT-Analysis can be vague and too simplistic when developing a strategic course for an organization; it can be difficult to classify variables into the four SWOT quadrants; and no definite strategic path is identified after the SWOT-analysis is completed. For these reasons, they explain it can be helpful to use additional analysis tools in addition to the SWOT-analysis. One such tool the U.S. Army Medical System uses is the balanced-score card. The balanced-score card can assist health care centers in the clarification of their strategic objectives and goals, and facilitates communication throughout the organization (Chan, 2006). Chan (2006) also reveals balanced-score cards allow for constructive employee feedback l...
In December 2011, Texas Health and Human Services Commission (HHSC) received federal approval of a Medicaid Section 1115(a) Demonstration Waiver, entitled “Texas Healthcare Transformation and Quality Improvement Program,” for the period starting with December 12, 2011 through September 20, 2016. The main objective of the 1115 Waiver is to improve access to and quality of health care by expanding Medicaid managed care programs and promoting health care delivery system reforms while containing cost growth. Specifically, the Waiver created two new pools of funding—Uncompensated Care (UC) and Delivery System Redesign and Innovation Payment (DSRIP) pools—by redirecting funds that were available under the old Upper Payment Limit (UPL) payment methodology. DSRIP funding is used to offer financial incentives to health care providers that develop and implement projects aimed at improving how care is delivered to low-income populations. Specifically, the providers (often referred to as the “performing providers” or “performers”) propose and execute projects like programs, strategies, and investments designed to enhance access to health care, quality of health care, cost-effectiveness of services, and health of the patients and families served.
The organization that I choose to do my SWOT analysis on is the Children’s Healthcare of Atlanta. This organization is a nonprofit organization based here locally in the Atlanta area. Children’s Healthcare of Atlanta was established in 1998 with the merger of Egleston Children’s Health Care System and the Scottish Rite Medical Center. Out of this merger was born the largest pediatric system within the United States. In 2006 Children’s Healthcare of Atlanta continued to acquire Hughes Spalding Children’s Hospital with expanded the system to a total of three hospitals. To date, according to their website Children’s Health Care of Atlanta has 27 neighborhood locations spread throughout the Atlanta area, and six urgent care facilities that offer primary care, sports medicine, rehabilitation and surgical services.
The current health care reimbursement system in the United State is not cost effective, and politicians, along with insurance companies, are searching for a new reimbursement model. A new health care arrangement, value based health care, seems to be gaining momentum with help from the biggest piece of health care legislation within the last decade; the Affordable Care Act is pushing the health care system to adopt this arrangement. However, the community of health care providers is attempting to slow the momentum of the value based health care, because they wish to maintain their autonomy under the current fee-for-service reimbursement system (FFS).
Wise, N., & Taylor, F. (n.d.) Moving Forward With Reform: The Health Plan Pulse for 2012 and Beyond. Retrieved January 16, 2012 from
The hallmark of this era was the emergence of the prepaid practices and the emergence of the Blue Cross and Blue Shield (the Blue Cross and Blue shield were commonly referred to as the blues). It was noted that most hospital physicians continued to retain the Blues until 1970‘s (Kongstvedt, 2009).
My healthcare facility has a number of things that it does correctly and efficiently, but like all things; there are kinks that need to be addressed. The SWOT analysis will assist to get the ball back on track:
“KP is the largest non-profit health care delivery system in the United States, and operates in 8 states and the District of Columbia. KP is made up of 3 entities: the Kaiser Foundation Health Plan (KFHP), Kaiser Foundation Hospitals (KFH), and the regional Permanente Medical Groups,” (Selevan, Kindermann, Pines, and Fields (2015). Selevan al et (2015) state that the members of Kaiser Permanente can be compared to other insurance companies in regards to age, race, and employment status, although the members are known to have lower income levels. Additionally, they found that Kaiser Permanente’s model of care focuses on improving the health of patients, promoting population
In the medical field, innovations, research and technology motivate the business to perform and deliver care in a new standard. Mayo Clinic has a logo of three shields that are interlocked, presenting patient care, research and education. A SWOT analysis is simple exercise that could be implemented on multiple subjects including an individual or a whole corporation. The SWOT analysis is an operational tool for managing change, defining strategic direction and setting realistic goals and objectives according to Simoneaux and Stroud (2011).
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The SWOT analysis is a useful tool for identifying our personal strengths, weaknesses, opportunities, and threats to our plans and goals. According to a “Fuel My Motivation” article (2010), this analysis considers internal influences that can positively or negatively affect our ability to achieve our goals. The internal factors are our strengths and weaknesses. Also considered are opportunities and threats, which are external influences that can have a positive or negative impact on the ability to achieve our goals. I will share how the self-assessment instruments and self-exercises in this course have contributed to assessing and understanding my strengths and weaknesses. I will also discuss techniques I will use to leverage my strengths and understand my weaknesses. In addition, I will consider opportunities that I can take advantage of and the threats that can possibly impede my progress.