Strategic Plan Phase 2
Yaneisy Rodriguez
Florida International University
HSA 6149
Dr. T. Yeung
June 21st, 2020
| Short term Objective | |
| 1)Maintenance of generators | The Hospital should aim at increasing the number of generators to cater for a power outage by 3/9/2020. Problems related to power can delay the Hospital from achieving its goals and mission. In history, Baptist Health faced a power outage challenge and was forced to use their generators. The two generators are now old and in need of replacement.
The Hospital needs approximately two weeks in carrying out the maintenance practices such as recharging the battery, oiling the available generators, and refueling the system. Such services will cost the Hospital less cash, and with reliable electricity, the Hospital will achieve its goal of maintaining a healthy environment. |
| 2) Conducting medical reconciliation Programs | This involves educating patients on medical practices that will help them avoid readmission. One of the Hospital’s goals is ensuring a healthy environment in the hospital area and to the public. Also, the Hospital aims at being prominent to all the communities in terms of high-quality services. Therefore, the Hospital should make this a short term objective by hiring medical consultants and scheduling programs that will benefit everybody by 30/11/2020. |
| Long term objectives | |
| 1)Understanding the population | In the future, Baptist Health Hospital should focus on understanding their patients more even outside the health facility. The Hospital should assess the demographic information of the people living around the Hospital by 30/6/2021. This will help the Hospital determine the types of languages to be incorporated in the Hospital while providing their services. The use of common language between patients and health workers can lead to a great understanding of the patients’ skills. |
| 2)Expansion of clinical services | The Hospital should expand its clinical services by 25/1/2022 by implementing advanced technology. Also, Baptist Health should increase the pharmacy technicians that should carry outpatients care. This will lead to achieving its goal of becoming the leading innovator in healthcare. |
Market served and Source of Income
Baptist Health amasses a large amount of money each year. Although it is a non-profit organization, the Hospital charges high rates compared to the hospitals. Baptist Health has more than 2700 licensed beds and more than 300 points of patient care, including physical therapy, urgent care, and many others. Baptist Health South Florida earnings increased in the year 2018. In recent years, the non-profit organization made gains from its general operations approximately 254 dollars. Baptist Health became the most extensive healthcare in South Florida after merging with Bethsheba Hospital..
The Hospital does not aim at making profits; therefore, it lacks a source of income. Baptist Health of South Florida serves people in the large demographic area. Its services extend to Monroe counties, Miami Dade, Baptist Children hospital, Vascular Institute, and Baptist Cardiac. Baptist has outpatient services that comprise of urgent care facilities and diagnostic services. Also, the Hospital receives patients internationally away from Miami. For instance, in 2015, the Hospital received 75440 patients in the inpatient department and approximately 346093 in the casualty department and 289907 in urgent care services. The Hospital is well recognized due to its wide variety of charity care and high-quality services (Stubblefield, 2011).
Baptist Health of South Florida receives patients for their regular cardiovascular symposiums and other healthcare programs. The Hospital benefits greatly from tax exemptions. With tax exemptions on property sale and paying income, the Hospital is mandated to providing community benefit services. Baptist Health of South Florida offers free clinical services and other free healthcare services. It does not accept Obamacare, which is an affordable insurance service, especially to people with low incomes. Logically, people of low classes cannot access paid services in Baptist Health of South Florida.
Competition
The main competitor of Baptist Health of South Florida is the Mount Sinai Health System. Mount Sinai employs approximately 42000 workers, while Baptist Health employees nearly 23000. The Mount Sinai Health System is a hospital located at NewYork. It is structured within seven hospitals that aim to conduct extensive research in the healthcare field and provide high-quality patient care. The Health System has established a training school for health workers, especially for nurses.
The top competitors of Baptist Health of South Florida are MCH, Mount Sinai Health System, Larkin Community Hospital, FWMC, Aspen, BIDMC, Kendall Medical Center, and Coral Gables Healthcare. MCH, which is a top competitor of Baptist Health of South Florida, makes 10% revenue less than Baptist Health. The Hospital is based in Odessa, Texas. Baptist Health of South Florida has a CEO approval rating of 78%, and the primary competitive area is the number of employees in each health care. Mount Sinai is well versed with a team of well trained clinical and non-clinical employees. Although the listed healthcare facilities are ranked as the top ten competitors of Baptist Health of South Florida, the Hospital receives much revenue than the others.
References
Antos, J. Bringing Effective Competition to New York’s Health Care System. PAUL HOWARD, 37.
Stubblefield, A. (2011). The Baptist health care journey to excellence: Creating a culture that Wows!. John Wiley & Sons.
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