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Strategic Moves for Enhanced Vitality:North Country Health Services 2005-2010Strategic Moves for Enhanced Vitality:North Country Health Services 2005-2010
Strategic & Financial Plan forOctober 1, 2005- September 30, 2010
NCHS Strategic Moves for 2010 2
Collaboration to Build Strategy & Vitality
Our plans have been built from a broad base
of cooperation and input from community leaders, our physician
colleagues and our frontline employees
and managers.
Our future vitality is driven by a new sense of collaboration to better serve our patients and our communities.
Building our success on a foundation of service excellence and new engagement with our frontline workers.
Working together to show we respect and value each of our many individual and team contributions
Our environment demands a bold vision, excellent strategy execution, and an enhanced alliance with MeritCare and other community medical partners
Building our future on solid pillars of:Service, Quality, Growth, Finance & People
Celebration of progress to plan enhances our persistence to succeed.
The essence of strategic planning at NCHS …
Great planning is needed to assure that work gets done to achieve our vision and mission with pride, on budget.
Not reports, but results! Not so much about profits, as about people …
our patients, our residents, our visitors, our communities, our physician colleagues, our employee associates, our volunteers, our frontline managers, our senior leadership of board, medical staff and management.
Not just cash flow, but a culture of caring and curing
Building results, by building respect
Mindful of our heritage, but not constrained by it as we move together into a brighter future.
NCHS Strategic Moves for 2010 5
Strategic Challenges to NCHS Plans:
Need stability with
growth
Geographic distance and demographic diversity
Many decision makers in continuum of care
Complex regulatory
compliance issues
Competition for stakeholders’ loyalty
Large capital requirements
Tough fiscal pressures
Press to deliver on economies of scale
Need to deliver on promise of mission for caring and curingCalls for
enhanced quality and
safety
Press for experiences & engagement of our
physicians, staff, volunteers, & donors
Growing government, media, and bond holder
scrutiny of our performance
Calls for faster, smarter, and more
cost-effective decision-making
processes
NCHS Strategic Moves for 2010 6
Contents of NCHS Strategic & Financial Plan 2010
Letter from Board Chair and CEO Introduction:
Purpose of plan Process to develop plan Monitoring progress of plan execution
Strategic Direction: Mission Matters Vision driven, values based Five Strategic Pillars for Performance Measurable Goals within our Performance Pillars Governance Matters
Links to Financial Plans Capital Budget Operating Budget for NCHS and its Units
NCHS Strategic Moves for 2010 7
Letter from CEO & Board Chairperson
To our valued medical staff colleagues and friends within the region’s health care clinics and programs, our employees and the communities we exist to serve …
Thank you for your past support, and your interests in our future plans to enhance your access to health and healthcare that is of high quality, safe, cost-effective and customized to your unique needs.
Our region and the U.S. health sector face significant challenges regarding our collective desires for more medical technologies, higher quality of services, reduced rise in health service costs, and rising health problems from lifestyles that are not healthy. The needs and challenges are larger than any single group can address on their own. We will all need to plan and act together to meet these challenges.
Our leadership is enthusiastic about our future vitality and our commitment and ability to address these challenges with your help.
Please join us to refine and implement our strategic and financial plans.
Sincerely yours,
Jim Hanko, CEO Dean Crotty, Board Chairperson
February 15, 2005
NCHS Strategic Moves for 2010 8
Introduction
Purpose of plan To guide the development and execution of policies and work by many parties to
enhance the health and health care of people of the Greater Bemidji Region Process to develop plan
People from throughout the NCHS service area were invited to share insights about community health needs and health care system strategies in a web survey
NCHS internal and external stakeholder leaders participated in full day strategy review and development session on January 26
NCHS governance participants and spouses were engaged in sessions that explored vision dimensions and strategies and investments in eight key issue areas (see following pages)
Monitoring progress of plan execution The board and senior management of NCHS will conduct monthly/quarterly
reviews of and reports about the degree of progress being made to each of the strategic and financial performance targets identified in each of the five strategic pillars of: finance, growth, quality, service and people.
NCHS Strategic Moves for 2010 9
Top priority issue areas for planning & investments
Governance participants were invited on Feb 4 to explore actions to enhance NCHS performance in these 8 priority issue areas:
1. Enhancing patient and visitor loyalty with excellent customer service (Pillar 4 Service)
2. Enhancing our culture as the preferred regional employer with excellent employee pride and loyalty (Pillar 5 People)
3. Enhancing our collaboration with MeritCare and other area health providers (Pillar 1, 2, 3, 4, 5)
4. Enhancing our culture driven toward quality outcomes and patient safety (Pillar 3 Quality)
5. Expanding availability of mental health and chemical dependency services (Pillar 2 Growth
6. Protecting our financial vitality with processes to add or drop services (Pillar 1 Finance)
7. Enhancing our role in cardiovascular services (Pillar 2 Growth)8. Expanding physician pride and loyalty with NCHS services and programs
(Pillar 5 People)
Initiatives in all 8 of these areas were defined & are available under separate cover.
NCHS Strategic Moves for 2010 10
5 Performance Pillars support efforts to achieve our NCHS vision
Values Guided
Principled Passion
Mission Based
Finance Growth Quality Service People
NCHS Vision 2010
Our strategy requires synergistic
work among all of our five pillars;
work that is grounded on and
built from our commitment to our
mission, values and principles
NCHS Strategic Moves for 2010 11
NCHS Vision 2010
NCHS is Northern Minnesota’s premier provider system recognized as a seamless & integrated system that delivers
outstanding and progressive health care services
Mission Based
Our Mission is to assure a lifetime continuum of health care services for the people of Northern Minnesota
NCHS Strategic Moves for 2010 12
positioning statements from our leaders.
“Making a positive difference in lives and living”
“Our Community. Our Future.”
“Our people serving neighbors and friends”
“A proud heritage. A bright future.”
“Modern curing. Old fashioned caring”
NCHS Strategic Moves for 2010 13
NCHS Vision 2010
Mission Based
Values Guided:
Principled Passion:
Our Values and Principles Guide Our Work in the 5 Pillars as We Drive Toward Our Vision
P ersonal Customer Services R esponsiveness and Teamwork I ndividualized Care D edication & Commitment E xceeding Expectations of Quality
W orking as a Team, Shared Responsibility E mployee Knowledge and Skills
C ompassion A ccountability and Leadership R espect, Integrity and Diversity E xperience and Innovation
How can we enhance plan execution?
More measurable targets, clearer accountabilities, more results celebrations, more pay for performance
NCHS Strategic Moves for 2010 15
Vision 2010
Pillar
The NCHS New, Board level, Strategic & Financial Plan is built up
from a “Results Hierarchy” of a major goal for each pillar; a strategy to achieve the goal; and three major sub-strategies as key to implement the strategy. Matrix workplans and
budgets are then developed and followed for each of the system’s
operating units and managersHow accomplished
How measured
Lead Strategy
Sub-strategies
Lead Manager
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Matrix Connections &
Support Across NCHS
What is our goal
NCHS Strategic Moves for 2010 16
Vision 2010
Finance Growth Quality Service People
Action Plans & Budgets for Each Division, Department or Unit
Each unit leader asks and answers 2 questions:
1. How can our unit/team best contribute to the achievement of the NCHS “Results Hierarchy”?
2. How can I best earn the work & enthusiasm of my followers to best accomplish my monthly & annual workplans and budgets?
The NCHS “Results
Hierarchy”
Values Guided
Principled Passion
Mission Based
Operate Performance Driven Processes
Expand Role in ED & Chronic Diseases Put the Patient First
Recognize & Reward Service Excellence
Nurture a Culture of Respect & Value
What
How
What
How
What
How
What
How
What
How
“A” Credit Rating 5% More Market ShareTop 100 US Rural Hospital Systems
97% Patient Satisfaction
Top Bemidji Employer
Focus on Cash
Smart Care Management
Processes
Build Philanthropy
Recruit Physicians
Invest in Specialty Centers
Active Marketing
Blame Free Work
24/7 Education
Evidence Based
Medicine
Assess Moments of Truth
Center for
Patients &
Visitors
Transparent Reporting
Earn Physician
Pride & Loyalty
Earn Employee
Pride & Loyalty
Celebrate People Stories Often
Pillar strategy developmentsThe following pages outline the board level definition of what we hope to accomplish, and how, over the next five years within each of the five pillars.
Management will be developing specific workplans for each of the strategies and sub-strategies during the Spring of 2005
NCHS Strategic Moves for 2010 18
Vision 2010
Finance
The NCHS “Results
Hierarchy”
Operate Performance Driven Processes
How accomplished
“A” Credit Rating
Focus on Cash Management*
How measured
Exceed S & P/Moody’s Cash & Debt Coverage Ratios
Build Philanthropy*Smart Care Management
Processes*
Lead Strategy
Sub-strategies
Lead Manager Vic and Craig New VPMA Sherri
Matrix Connections &
Support Across NCHS
What is our goal
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
*Several actions defined under separate cover
*Several actions defined under separate cover
*Several actions defined under separate cover
NCHS Strategic Moves for 2010 19
Vision 2010
Growth
The NCHS “Results
Hierarchy”
Expand Role in ED & Chronic Diseases
How accomplished
5% More Market Share in All Services
Recruit Physicians: Peds, Cardiology, Ortho*
How measured
MHA Quarterly Data Reports
Active Marketing in All Media*
Invest in Specialty Centers: Cardiac, Cancer, Ortho, Mental
Health/CD*
Lead Strategy
Sub-strategies
Lead Manager Jim Hanko New VPMA Sherri
Matrix Connections &
Support Across NCHS
What is our goal
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
*Several actions defined under separate cover
*Several actions defined under separate cover
*Several actions defined under separate cover
NCHS Strategic Moves for 2010 20
Vision 2010
Quality
The NCHS “Results
Hierarchy”
Put The Patient First
How accomplished
Top 100 US Rural Health Systems
Blame Free Work Culture*
How measured
Solucient Competition
24/7 Access to Education in Six Sigma & Baldridge*
Lead Strategy
Sub-strategies
Lead Manager Who Who Who
Evidence Based Medicine*
Matrix Connections &
Support Across NCHS
What is our goal
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
*Several actions defined under separate cover
*Several actions defined under separate cover
*Several actions defined under separate cover
NCHS Strategic Moves for 2010 21
Vision 2010
Service
The NCHS “Results
Hierarchy”
Recognize & Reward Service Excellence
How accomplished
97% Patient Satisfaction
Assess Moments of Truth in Each Service Unit*
How measured
Avatar Systems and Focus Groups
Transparent Reporting for All Units*
Establish Center/Council for Patients & Visitors*
Lead Strategy
Sub-strategies
Lead Manager Who Who Who
Matrix Connections &
Support Across NCHS
What is our goal
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
*Several actions defined under separate cover
*Several actions defined under separate cover
*Several actions defined under separate cover
NCHS Strategic Moves for 2010 22
Vision 2010
People
The NCHS “Results
Hierarchy”
Nurture a Culture of Respect & Value
What is our goal
How accomplished
Top Bemidji Employer
Earn Physician Pride & Loyalty*
How measured
Chamber of Commerce Annual Survey
Celebrate People Stories Often*
Earn Employee Pride & Loyalty*
Lead Strategy
Sub-strategies
Lead Manager Who Who Who
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Workplans and
Budgets of Each Unit
Matrix Connections &
Support Across NCHS
*Several actions defined under separate cover
*Several actions defined under separate cover
*Several actions defined under separate cover
NCHS Strategic Moves for 2010 23
Vision 2010
Finance Growth Quality Service People
Action Plans & Budgets for Each Division, Department or Unit
Each unit leader asks and answers 2 questions:
1. How can our unit/team best contribute to the achievement of the NCHS “Results Hierarchy”?
2. How can I best earn the work & enthusiasm of my followers to best accomplish my monthly & annual workplans and budgets?
The NCHS “Results
Hierarchy”
Values Guided
Principled Passion
Mission Based
Operate Performance Driven Processes
Expand Role in ED & Chronic Diseases Put the Patient First
Recognize & Reward Service Excellence
Nurture a Culture of Respect & Value
What
How
What
How
What
How
What
How
What
How
“A” Credit Rating 5% More Market ShareTop 100 US Rural Hospital Systems
97% Patient Satisfaction
Top Bemidji Employer
Focus on Cash
Smart Care Management
Processes
Build Philanthropy
Recruit Physicians
Invest in Specialty Centers
Active Marketing
Blame Free Work
24/7 Education
Evidence Based
Medicine
Assess Moments of Truth
Center for
Patients &
Visitors
Transparent Reporting
Earn Physician
Pride & Loyalty
Earn Employee
Pride & Loyalty
Celebrate People Stories Often
NCHS Strategic Moves for 2010 24
Governance Matters
Governance Building Blocks
What are the key building blocks for an excellent governance system?
Better Health GainBetter
Health Care
Better Health System
Performance
Better Governance
Better Governance Yields Better Performance
NCHS Strategic Moves for 2010 25
Building Blocks for Great Governance?
Ongoing Assessment
and Refinement
Board Composition KSA Matrix
Size & Structure of
Board
Excellent Committees
Board Information
System
Great Meetings: Calendars Agendas
Board Job Descriptions
Terrific Orientation
Process
Excellent Ongoing
Education Program
Market Needs & Strategic
Plans
The Board of NCHS intends to continuously review and refine its work in all these areas to assure the effective governance of the community’s assets entrusted to its use for community and patient health gain
NCHS Strategic Moves for 2010 26
Financial Planning Matters:
NCHS will develop its capital plan and budget for the period October 1, 2005 through September 30, 2010 over the Summer and Fall of 2005. Board review and approval is to be in August and September
The NCHS operating budgets for our next fiscal year will be built up from each unit, department, service and division during the Summer and Fall for final review and approval by the board in September and October 2005
Our financial planning drives us toward achieving the financial vitality captured in the fiscal ratios of an “A” rated credit as measured by Standard & Poors, Moodys or Fitch