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SWOT Analysis

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Julia Harelstad

on 9 January 2015

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Transcript of SWOT Analysis

Julia Harelstad
American Sentinel University
SWOT Analysis
Organization History
Mission
Vision
Current Strategy
Trends Affecting Healthcare Organizations
Economic
Environmental
Healthcare
Clinical Practice Guideline
Strategic Plan
Objective

SWOT ANALYSIS
Potential Changes
160 bed hospital in Western Wisconsin
Part of larger Mayo Clinic Health System
"Need of the patient come first" Dr. William Mayo
"Inspire hope and contribute to health and well-being by providing the best care to every patient through integrated practice, education, and research."

(Mayo Clinic, 2010, p.1)
"Mayo Clinic will provide an unparalleled experience as the most trusted partner for health care"

(Mayo Clinic, 2010, p.1.)
Creation of the healthcare workforce of the future
Transforming the knowledge management and healthcare delivery practice
Delivery of highest value care
Achieve the mission
advancing financial performance
Health insurer changes
Declining reimbursement
Pay for Performance
Competitive Local Environment
Poor provider accessibility
Increased emphasis of linkage to rural access sites
Increased competition from new regional healthcare consortium
Lack of primary healthcare providers
Aging population and increasing chronic illness
Increased dependence on technology
Increasing obesity
Transparency of organizational outcome data
Demand for primary care
Prevention of Hospital Acquired Catheter Associated Urinary Tract Infections (CAUTI)
Supports initiative of "delivery of highest value care by being most trusted and affordable" (Mayo Clinic, 2010, p.12)
Strengths
Acknowledgment and prioritization of CAUTI as key initiative
Multidisciplinary CAUTI improvement team led by physician champion
Use of EBP guidelines for providers and staff
Comprehensive tool-kit for staff education
Weaknesses
Staff stress
Lack of department based champions
Delay in performance data
Lack of response or prioritization for EMR change requests
Organizational Opportunities
Increase internal organizational awareness of current performance
Improve publicly reported measures
Improve EMR data entry process and electronic data capture
External Threats
Increased competition
Negative local press
Potential for increased reductions in Medicare reimbursement
Multidisciplinary Team with Unit Based Champions
Increased process and documentation audits
Timely reporting: reviewed each staff huddle
CAUTI episodes referred to CAUTI oversight team
Continual work with EMR screen changes
(Dunn & Becker, 2013)
(Dunn & Becker, 2013)
(Anderson, 2014)
(Mayo Clinic, 2011)
(On the CUSP:Stop HAI, 2014)
Reference
Anderson, A. (2014) The impact of the Affordable Care Act on the healthcare workforce. Retrieved from http://www.heritage.org/research/reports/2014
Dunn, L. & Becker, S. (2013). 50 things to know about the hospital industry. Retrieved from http://www.beckershospitalreview.com
Mayo Clinic. (2010). The Mayo Effect: Strategic statements of Mayo Clinic. Retrieved from http:\\edtechperformanceprojectgroup3
Reference
Mayo Clinic. (2011).Guideline for the prevention of hospital-acquired catheter associated urinary tract infection prevention. Retrieved from http://mayoweb.mayo.edu
On the CUSP: Stop HAI. (2014). On the CUSP: Stop CAUTI implementation guideline. Retrieved from http:\\www.onthecuspstophai.org
Full transcript