Strategic Plan November 2012

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Dwight James
10 years ago
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1 Strategic Plan November 2012

2 Overview Memorial Hospital leadership entered into this most recent development of a strategic plan in a period when healthcare is facing enormous change as well as uncertainty. A continued sluggish economy along with both state and federal regulatory reform are placing increasingly escalating pressures on healthcare institutions. This change is driven in response to a current system that is no longer sustainable from many aspects. There are many factors that make up reform. However, they boil down to three significant components: access to care for all individuals, quality care and outcomes, and affordability. The goal with the plan revision was to create a plan that is strategic, concise, manageable, and most importantly speaks to the needs of our organization and community. The mission statement was validated, our vision statement was developed, and three strategic imperatives were identified. This simplified the structure from our previous plan, yet captured the existential elements that are critical to our revised plan. This new strategic plan for Memorial Hospital will serve as the template for guiding our organization moving forward ensuring that we are well prepared to meet the challenges ahead while executing the necessary strategies to ensure that we are best serving the healthcare needs of our community while preserving strong viability for the organization. In the rapidly evolving healthcare landscape, we as an organization and our plan need to be flexible and adaptable as changes occur. Ultimately our plan will be accountable to upholding our organization s mission and vision.

This change is driven in response to a current system that is no longer sustainable from many aspects. There are many factors that make up reform.

3 Mission Memorial Hospital is committed to meeting the health needs of the Mt. Washington Valley and surrounding communities by serving with our community partners in the provision of accessible, comprehensive, compassionate, and quality healthcare. Through the strategic planning process, Memorial Hospital identified the following strategic priorities to help measure the effectiveness and appropriateness of our actions: Fostering a culture that provides an experience that exceeds expectations Building strong relationships to improve community health status. Achieving long-term viability by meeting all financial requirements in a changing healthcare environment.

4 Vision The vision for Memorial Hospital is the target, or where the hospital wants to be, in the next 3-5 years. The vision should clearly state how the organization will distinguish itself. The vision. establishes the direction of the organization, articulates what the organization wants to be, and creates a feeling of movement to the future. Since there was no current vision statement, the Board discussed the current hospital tagline Your local source for a lifetime of good health. After considerable discussion it was agreed that a modification of that phase would be an appropriate vision for the hospital: Your Partner for a Lifetime of Good Health

establishes the direction of the organization, articulates what the organization wants to be, and creates a feeling of movement to the future.

5 Strategic Imperatives Patient Experience Goal Statement fostering a culture that provides an experience that exceeds expectations Community Health Goal Statement building strong relationships to improve community health status. Financial Viability Goal Statement achieving long-term viability by meeting all financial requirements in a changing healthcare environment.

relationships to improve community health status.

6 Patient Experience Improve availability and accessibility to the current and regional market through the development of new services and the expansion of current services. Deliver evidence based healthcare by competent and skilled practitioners in a respectful, compassionate, and timely manner. Improve the top of the mind awareness that Memorial Hospital delivers a positive patient experience and quality care. Develop a medical home model that improves access to primary and specialty care, utilizes best practices in patient management, and improves the management of chronic diseases. Continue to execute and fully support of the Culture of Excellence initiative. Review the master facilities plan and analyze space needs to include expansion into the community. Enhance quality, service, and safety of patient experience via development of regionally integrated patient record. Increase accountability among managers, providers, and staff to strengthen and sustain new expectations for performance.

Improve the top of the mind awareness that Memorial Hospital delivers a positive patient experience and quality care.

7 Community Health Continue to evaluate regional clinical affiliations and explore in more depth a membership in MaineHealth to improve patient access to and affordability of healthcare in the Valley. Improve ability to share clinical information both internally and externally among health providers. Foster support and growth of health initiatives in conjunction with the Community Health Council. Measure status, current state of care, and opportunities for intervention for chosen chronic diseases. Explore methodologies to engage patients in personal healthcare management. Focus on healthcare reform. Develop initiatives within the confines of healthcare reform that address key issues impacting critical access hospitals and rural communities.

Foster support and growth of health initiatives in conjunction with the Community Health Council.

8 Financial Viability Enhance profitability through improved revenue management. Maximize opportunities to adjust charges to reflect current costs and market charges. Identify current impact of health reform initiatives as they relates to actual practice. Implement strategies to protect charge capture, collections, and billing. Increase accuracy of charges and profitability at the department level. Refinance the bond, reducing interest cost and cash flow obligation. Reduce expenses targeting the highest volume and least cost efficient services.

Identify current impact of health reform initiatives as they relates to actual practice.

AACN SCOPE AND STANDARDS

AACN SCOPE AND STANDARDS FOR ACUTE AND CRITICAL CARE NURSING PRACTICE AMERICAN ASSOCIATION of CRITICAL-CARE NURSES AACN SCOPE AND STANDARDS FOR ACUTE AND CRITICAL CARE NURSING PRACTICE Editor: Linda Bell,