Benchmark assignment business plan presentation

Benchmark Assignment—Business Plan Presentation

Resources: Week Two SWOT Analysis assignment, Week Three Staffing Matrix, and Week Four Business Recommendation assignment

Now it is time to put all of the elements of your business plan together and present it to the governing board of the Community Hospital. This board is comprised of the president of the organization, four business leaders from the community, and three leaders of the medical staff.

Create a 10-12 slide Microsoft® PowerPoint® presentation that summarizes your business plan. Include the following in your presentation:

Evaluate the market and demographic data provided in the scenario.
Include and discuss the SWOT analysis.
Indicate the location you selected for the urgent center and why.
Analyze the type of corporation proposed for the center.
E.g., department of the hospital or an LLC
Evaluate the equipment and technology needed at the center to deliver the intended services.
Do you recommend leasing or purchasing the equipment?
How does your recommendation impact the revenue and expenses?
Analyze quality management elements applicable to the center and the proposed services.
How you will monitor the quality of care at the center?
Analyze financial information needed to sustain the center
What are your projected revenue, expenses, and staffing figures?
Provide your final recommendation for the center based on your business plan analysis.
Format your assignment according to APA guidelines. Include a title slide, detailed speaker notes, and a references slide.

If you use resources outside of the information provided in the assignment, be sure to cite your references using correct APA formatting.

Business Plan Scenario

Background
Community Hospital is a 180-bed acute care hospital that is qualified as a not-for-profit facility. The hospital was originally a county-owned facility and transferred status to an independent facility three years ago. The hospital receives no external funding from governmental agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Bedford, which is a city of 50,000 people with 80,000 people in the regional market. The hospital provides a general range of acute care services including medical and surgical, rehab and emergency care. The president of the hospital has asked you to evaluate the feasibility of establishing an off-site urgent care center at a local mall. You will use data provided in this scenario to make your decisions and recommendations.

Current Performance Analysis
Mission and Vision
Our Mission- To improve health by providing high-quality care through a comprehensive range of services.

Our Vision- Community Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five-year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist.

Market Forces Affecting Hospital
Volumes
Patients
The continued growth of chronic disease will require changes to the care management model.

Percent of population by age:

Five years ago

Five years from now

Under 18

24

18

18 to 44

46

32

45 to 65

26

30

Over 65

4

20

Over 53% of residents have at least some college education, with just over 29% possessing an associates, bachelors, or graduate degree. Over 90% of residents possess at least a high school diploma.

The average unemployment rate in the county is currently 9.9%:

Market share distribution percentage with major competitor:

Five Years Ago

Last Year

Community Hospital

48

35

Competitor

30

43

Out of County Hospitals

22

22

Patient Origin by Zip Code

96101 is Community Hospital zip code

94963 is major competitor hospital zip code

Payment
Continued focus on pay-for-performance and increased wellness programs. Affordable Care Act creating more covered lives, however often with high deductibles.

The median household income for county residents is $59,548. On average, households in county earn more than the state median household income of $44,446 and more than the national average of $53,650. The addition of a new automotive manufacturing plant to the local market this coming year is projected to add 1,500 production line jobs and 300 administrative jobs by year end. Median income for the production positions is estimated at $45,000 and will provide health, vision, and dental insurance benefits.

Projected Payer Mix 5-years

Current Payer Mix

Percentage of Population by Insurance

As part of your review of this data, consider that a portion of the population will become Medicare eligible, the addition of manufacturing positions that include benefits will increase commercial insurance coverage and changes from the Affordable Care Act will increase the number of patients in the market with insurance coverage.

Employers
Expected growth in large employers with addition of automotive factory in northwest sector of county.

Physicians
Continued shortage of medical staff, especially in orthopedics, oncology, and primary care will require increased recruitment efforts.

Competitors
Other hospital in county, Hanover County Hospital, has an updated facility, which has drawn more market share to their facility.

Competitor

Key Areas of Competition

New Programs and Facilities

Risk to Market Share

Primary Competitors

Hanover County Hospital

Facility upgrade

Quality Scores

Significant renovation of core hospital to update aesthetics

Added new wide-bore MRI machine last year

Reaching 95% percentile in five of six HCAPS categories

Drawing patients to newer facility

Accommodates heavier patients

Patient perception of higher quality and patient satisfaction

Medical Center in county south of Stevens

Physician clinics

Financial stability

E-visits with specialists

Low debt and high cash on hand

Drawing patients out of primary and specialty care at Stevens

Ability to cash flow projects

Secondary Competitors

Retail pharmacy instant clinic

Low acuity office visits

Pharmacy added instant clinic in north end of county 6 months ago

Loss of patients from primary care physicians practices

Technology
Addition of e-visits by large hospital system in adjoining county has drawn more market share to their physician practices.

Regulatory Changes
Health care reform through the Affordable Care Act has increased the number of patients with some form of insurance payment. These patients are now seeking care in greater numbers from a primary care physician. Community Hospital currently struggles with accommodating patient scheduling requests to establish care with a primary care physician.

Financial summary
This year

Last year

Operating Revenues

Net revenues from services to patients

343,737,280

344,726,245

Other operating revenues

16,846,309

20,311,534

Total operating revenues

360,583,589

365,037,779

Operating Expenses

Salaries and benefits

192,053,379

182,853,245

Supplies and other expenses

130,173,477

135,560,131

Depreciation

18,969,799

20,644,157

Interest

2,695,623

2,226,437

Foundation

628,184

1,182,308

Total operating expenses

344,520,462

342,466,278

Income from Operations

16,063,127

22,571,501

Urgent Care Location Options
Location One is located at a strip mall on the north side of town with a twenty-minute drive to the main Community Hospital campus. The potential lease space is a vacant storefront that previously housed a video store. The building is mostly an empty shell that would require $30,000 in renovation to create acceptable medical office space with four exam rooms.

Lease cost of location is $3,000 per month for a total of 1,800 square feet. Utilities are not included in the lease rate.

Location Two is located at a strip mall location on the south side of town with a thirty-minute drive to the main Community Hospital campus. The lease space is a vacant grocery store. The building is mostly an empty shell that would require $35,000 in renovation to create acceptable medical office space with four exam rooms. However, the total space is very large, at 5,000 square feet, so there are other options available that could also be housed in that space.

Lease cost of location is $6,500 per month for a total of 5,000 square feet. Utilities are not included in the lease rate. The owner is not willing to subdivide the space for lease by multiple parties.

Medicare Medicaid Commercial Uninsured Other 38 24 32 4 2

Volume changes last year versus this year

Last year

Admission ER visits Deliveries Surgeries 4458 20930 405 6365 This year

Admission ER visits Deliveries Surgeries 5147 26292 472 7284

Column2

[CATEGORY NAME], 52% 96101 93921 92106 94963 0.42 0.12 0.16 0.2 Column2 96101 93921 92106 94963 0.42 0.12 0.16 0.2 US Age Distribution 2010 Medicaid Medicare Commercial Uninsured Other 0.35 0.3 0.24 0.09 0.02