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HCA 340 Week 4 S .pdf

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HCA 340 Week 4 S.W.O.T. (Strengths,
Weaknesses, Opportunities, Threats)
Check this A+ tutorial guideline at

For this assignment, you will apply the S.W.O.T. Situational Planning Strategy
introduced in Chapter 5 of your course text, based upon the following:
Situation: You are the C.E.O. of Community South Medical Center, a large, urban
for-profit healthcare facility. This institution has comprehensive health services
including acute care, residential care, independent living, in-home nursing,
hospice, neonatal, and pediatric services, advanced cardiac services, a major
trauma center, a center of excellence for pulmonary services, and a
neurosurgery center.
Community South Medical Center has a positive bottom line and is striving to
enhance health services for the population it serves. The patient care mix has
shifted in the last three years and its reimbursement source is currently:
25% Medicaid (up 20%);
35% Medicare (down 12 %);

25% employer sponsored health insurance (unchanged),
8% managed care (down 20 percent),
4% private pay (unchanged) and
4% no-pay (up 25%).

The Medical Center is in an older urban area. Businesses with well paying jobs
have gradually been replaced by smaller shops and other small businesses.
Overall, the community is trending towards a predominantly elderly population.
The Medical Center has an excellent reputation and has been recognized in the
past by receiving a Baldrige Center of Excellence evaluation and a The Joint
Commission (T.J.C.) approval for their quality of services; however, recent selfinspections indicated a slight decline in compliance with T.J.C. standards.
Patient satisfaction survey results have an overall mean of 95 percent. The
medical staff strongly supports new program development and there is an
abundant supply of physicians.
Currently, the major issues confronting the Community South Medical Center
are: an identified shortage of clinical staff including registered nurses,
respiratory therapists, and medical technologists; non-interfacing information
technology systems; antiquated facilities and infrastructure; decline in T.J.C.
compliance on internal audits; and a shift to its financial mix.
Action: As the C.E.O., it is time to embark on the annual updating of the
organization's strategic plan. The last major revision to the strategic direction
was completed three years ago.
In a four to six page (excluding title and reference pages), double-spaced paper,
respond to the following questions:
1. Select one of the needs of Community South Medical Center and identify at
least one strength, one weakness, one opportunity, and one threat (S.W.O.T.)

for that need. How do each of these correlate to the overarching issues
confronting Community South Medical Center?
2. Is it time to revise the strategic mission and plan of the organization from
three years ago or continue as originally planned with a yearly assessment?
Should the C.E.O. address the issues confronting Community South Medical
Center or wait another year? If so, what should the strategic plan be? If not,
3. What leadership positions would be in your strategic management team?
Why? What would their responsibilities be?
4. What are some of the market trends you can identify in this area? How might
they affect Community South Medical Center? How would you prepare for
You must use a minimum of four scholarly sources, excluding the text, cited
according to APA guidelines as outlined in the Writing Center.

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