1. The five areas in which Ron Henderson’s performance was weak was by his inaction and lack of leadership; he let other executives “do their thing” and neither discouraged nor evaluated their work; did little to evaluate the ideas with respect to their compatibility with CMC’s mission; did not consider the financial implications of these ventures, his approach was “let’s do it”; and he added 127 new positions despite solid evidence that utilization was experiencing a steep decline.
An organization has to have leadership in order for it to thrive, succeed, and reach its goals and beyond. Executives or anyone else high up should never be allowed to “do their thing” in regards to trying to build and/or make an organization better. Once a plan is set, evaluation is always needed on a regular ongoing basis.

2. Yes, Coastal Medical Center has a plan for developing new business initiatives by expanding its physician staff, CMC has constructed a hospital-owned medical office building in a growing community five miles from the hospital; anticipates opening an outpatient physical therapy; providing leadership development for the board of trustees, medical staff, and administration; have value-oriented efforts initiated; and develop a strategic planning process.
By developing new business by expanding, combines physician-hospital organization and brings in more financial growth. With value-oriented efforts, CMC can do continuous quality improvement and benchmarking to see where growth or loss is occurring.

3. A strategic plan appropriate for Coastal Medical Center would be: * Develop a mission statement * Describes the organization’s purpose — the purpose for which you were founded and why you exist * Analysis of Local Market to identify areas to perform an in-depth review based on each client’s needs * Admission trends by service line and sub-specialty * Market drivers (referrals, satisfaction, geographic impact) * Competitive landscape * Community Needs Assessment analysis including service fulfillment * Physician analysis

* Assessment of Hospital or Health System * Planning responsibilities * Market share by service line * Anticipated/projected volumes by department, services line * Strategic direction * Review of current strategic initiatives by each area * Current strategic process and thinking * Operational structure * Organizational structure * Quality & patient satisfaction survey results and key indicators * Financial outcomes * Reimbursement analysis * Over- and underperforming areas * Facilities requirements * Utilization * Environmental impact * Current trajectory and competitive positioning * Care Continuum and Accountable Care Organizations * Review of service adequacy across the continuum and competitive position by category: Primary Care, Physician Groups, Outpatient Services, Inpatient Care, Sub-Acute and Long-term Care * Regulatory and risk concerns

* Financial Analysis * Reimbursement analysis * Financial strength analysis * Financial Strategy Scenario Planning * Feasibility Studies * Costs for New Services and Processes * Ongoing expenses * Potential Market Value * Comparative analysis
Strategic planning is critical to business success. Different from classic business planning, the strategic variety involves vision, mission and outside-of-the-box thinking. Strategic planning describes where you want your company to go, not necessarily how you're going to get there. Strategic planning defines the "where" that your company is heading.

4. The people that should be involved in the strategic planning process should include the Chief Executive Officer, Chairman of the Board, Vice President of Human Resources, Vice President of Clinical Programs, Corporate Counsel, Quality Assurance Director, Chief Financial Officer, Chief Quality Officer, Chief Information Officer, and five physicians; they should be involved at all times whenever decision making is being discussed.

5. Strategic planning should be done at least once a year within that company’s fiscal year to evaluate and/or reevaluate the goals along with an action plan. Also, monthly and/or quarterly meetings to evaluate how the strategic plan and performance is or is not effective and possible ways/suggestions to improve or continue to improve what is set in place in order to know if the strategic plan is a success. It should also serve as a clear record of the committee's activities open for all to see and evaluate. There should be nothing exclusive or secret about strategic planning. It should be open to all for review and input amongst the committee. Just because you put together a strategic plan and have it in place, doesn’t mean you do not have to monitor the progression of it. Evaluation is always needed in order for any company and/or organization to grow and continue to growth in order to reach its goals and go beyond.

6. The future of strategic planning for Coastal Medical Center if followed and evaluated, will allow CMC to grow and be able to provide quality care as well strengthen and stabilize the organization. Good strategic planning leads to lower healthcare costs, improved quality of care, and greater patient satisfaction.

7. The industry that the Coastal Medical Center is focusing on in the future is joint ventures with physicians to build an ambulatory surgery center that offers the latest robotic surgery technology. With the new and growing technology, use of updated equipment will be beneficial and bring more clientele to CMC. One goal of physician-hospital joint ventures should be to increase the value of healthcare services to patients while providing a win-win situation for the hospitals and physicians.

8. Coastal Medical Center is a licensed, 450-bed regional referred hospital providing a full range of services; the average length of stay at CMC is 9.2 days compared to the statewide average of 6.4, this is probably due to the intensity of services CMC offers; their expenses per patient day are also the highest in the state, with the exception of two large university-affiliated teaching medical centers; its FTEs per adjusted occupied bed (7.5), paid hours per adjusted patient day (35.20), and paid hours per patient discharge (238.5); CMC has market advantage in substances abuse, psychiatrics, pediatrics, and obstetrics. JMC is larger of a two-hospital for-profit healthcare system, located less than two miles from CMC and is a 430-bed tertiary care facility; has 1,920 FTEs; has been averaging an occupancy rate of 74 percent; they used a consultant to reduce FTEs, flatten its structure, broaden its control, and improve its operations in general; JMC had a bottom line of $15 million; and their profit margins have exceeded 5 percent or better the past three years. LMC is the larger of a two-hospital faith-based not-for-profit healthcare system; is a 310-bed acute care hospital located outside the city limits but within the tri-county area; it does not offer tertiary, intensive services to the extent that CMC and JMC do, but it is a highly regarded general hospital that enjoys an occupancy rate of 75 percent; it is especially strong in obstetrics, pediatrics, general medicine, and ambulatory care; LMC attracts well-insured patients from the affluent suburban area; LMC has 1,180 FTEs and typically operates at 6.1 FTEs per adjusted occupied bed; it provides a great deal of indigent care and, in accordance with the philosophy of the church, its budgets are set to generate only a 2 percent annual profit margin.

9. Some potential areas for future growth are preeminence in some clinical service areas, improved quality of care and patient access, efficient allocation of healthcare resources, and a strong financial performance. A strong financial performance is the first area that should be targeted; if the money is not available, then how can and/or will an organization be able to provide quality care.

10. No?

11. Coastal Medical Center can generate new and innovative approaches to meeting the community needs by looking at the problem and find a way to resolve it; offer new and/or improved incentives that the community can use; allow the community to voice their concerns and opinions; and patient-centered care. Have a website and keep it current with new or upcoming events or new technologies that they will be providing; do free clinic/health fairs to assist those who unable to get to the doctor or those who don’t have insurance. Provide information about CMC and what they have to offer at events and local businesses.