Coordinating Strategic Planning System-Wide. Robyn Eckermann Vice President, Strategic Planning
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1 Coordinating Strategic Planning System-Wide Robyn Eckermann Vice President, Strategic Planning
2 Session Agenda Overview Presentation Moderated Panel Q&A
3 Strategic Planning Process JAN-APR Establish Direction 1. Gather & Assess Stakeholder Feedback; Survey as Appropriate Ensure Sys Execution & Alignment EXECUTE & MODIFY CURRENT YEAR PLAN Ensure Facility Execution Establish Expectations MAY-AUG 2. Conduct Gov. Retreat 3. Complete Env. Assessment 4. System-Level Planning Retreat 5. Eval. New Strat. Opportunities 6. Approve and Deploy SWAP NOV-DEC 9. Consolidate and Gain Approval of Budget and Supporting Plan 10. Modify SWAP, as Necessary SEPT-OCT 7. Refresh Hospital and Support Service Plans based on SWAP 8. Prioritize & Submit Budget Plans
4 Voice of Customer INPUTS: Patients Physicians Employees Community Payors Establish Direction EXECUTE & MODIFY N APR A J! OUTPUTS: Stakeholder requirements Market intelligence Outside perspective 1. Gather & Assess Stakeholder Feedback; Survey as Appropriate! Establish Y A A U M 2. Conduct Gov. Retreat 3. Complete Env. Assess
5 System-Wide Strategy Development INPUTS: SWOT analyses Comprehensive environmental assessment Current challenges and strategies Voice of customer Expert insight Recommended dashboard measures N APR A J ather & Assess Stakeholder OUTPUTS: Y A A UG M! 2. Conduct Gov. Retreat 3. Complete Env. Assessment 4. System-Level Planning Retreat System-wide SWOT Performance dashboard Core competencies Strategic challenges and advantages Draft System-Wide Action Plan (SWAP) New strategic opportunities 5. Eval. New Strat. Opportunities 6. Approve and Deploy SWAP! T P E S 7. Refres Hospital and S Service Plans b
6 System-Wide Strategic Alignment SEPT-OCT AY-AUG. Conduct Gov. Retreat lete Env. Assessment em-level Planning Retreat val. New Strat. pportunities 7. Refresh Hospital and Support Service Plans based on SWAP 8. Prioritize & Submit Budget Plans NOV-D 9. Consolida and Gain Appro Budget and Supp Plan 10. Modify SWA Necessary
7 System-Wide Strategic Alignment MVVG Mission, Vision, Values and Goals System-Wide Performance Dashboard System-Wide Action Plan Entity-Specific Strategic Action Plans Facility & Departmental Performance Dashboards! Y A M AUG 2. Conduct Gov.! T P O E CT S 7. Refresh Hospital and Support Service Plans based on SWAP 8. Prioritize & Submit Budget Plans
8 "Stories give color to black and white information" Todd Stocker, Author
9
10 Final Budgeting and Approval NOV-DEC 9. Consolidate and Gain Approval of Budget and Supporting Plan 10. Modify SWAP, as Necessary Establish Direction SEPT-OCT 7. Refresh Hospital and Support Service Plans based on SWAP Ensure Sys Execution EXECUTE & MODIFY
11 Strategic Implementation JAN-APR Establish Direction 1. Gather & Assess Stakeholder Feedback; Survey as Appropriate Ensure Sys Execution & Alignment EXECUTE & MODIFY CURRENT YEAR PLAN Ensure Facility Execution Establish Expectations MAY-AUG 2. Conduct Gov. Retreat 3. Complete Env. Assessment 4. System-Level Planning Retreat 5. Eval. New Strat. Opportunities 6. Approve and Deploy SWAP NOV-DEC 9. Consolidate and Gain Approval of Budget and Supporting Plan 10. Modify SWAP, as Necessary SEPT-OCT 7. Refresh Hospital and Support Service Plans based on SWAP 8. Prioritize & Submit Budget Plans
12 Strategic Implementation Organizational Agility and Operational Flexibility Review and modify plans regularly Incorporate continuous stakeholder input Strategic plans are living, breathing documents Ensure Sys Execution & Alignment Establish Direction EXECUTE & MODIFY CURRENT YEAR PLAN Ensure Facility Execution Establish Expectations JA 1. Gat St Feed as A NOV-DEC 9. Consolidate and Gain Approval of
13 Cycles of Learning: Key Improvements: Dedicated planning resource Quarterly plan reviews Formal review of new system-wide opportunities Integration into CEO Council agenda
14 Panel Discussion David Huffstutler President and CEO Cindy Sexton Chief Financial Officer John Rebok Vice President, Physician Operations Esther Chung Associate Chief Operating Officer St. David's Medical Center
15 Innovation Establish bold performance targets Prioritize programs and services where cutting-edge innovation is necessary to be the finest care and service organization in the world Ensure adequate resources to drive and promote innovation Support communities of sharing Formalize process through Innovation Council Celebrate innovative ideas
16 Performance Dashboard
17 Organizational Profile Strategic Challenges Patient expectations for service and quality Physician investment opportunities Changing reimbursement environment New and maturing competition (including FSEDs/UCCs)
18 Organizational Profile Strategic Advantages Organizational culture Clinical expertise Physician collaboration/engagement Operating discipline Mgmt services & cost control systems provided by HCA Community benefit provided by partnership with SDF and HCA
19 Organizational Profile Core Competencies Providing clinical expertise Ensuring a culture of excellence Collaborating with physicians Strong operating discipline
20 Exceptional Care Risk-Adjusted Mortality Index Among nation s top 5% of hospitals Nearly 3,000 mortalities prevented since 2006 BETTER 1.0 Expected US Top 5% (.48) SDH Actual
21 Customer Loyalty Patient Satisfaction Trends: HCAHPS Composite Score #1 market in HCA 80% 75% 76% 80% 76.1% US Top 10% #1 system in Austin 70% 66.7% Actively evaluating & modifying plans to achieve top decile goal BETTER 65% 60% 50% 40% (HCAHPS Survey Begins) 2014
22 Customer Loyalty Physician Satisfaction: % Physicians Very Satisfied 98% of physicians would recommend Top 10% nationally in 6 out of 8 key drivers of physician satisfaction for the past 3 years BETTER 60% 50% 40% 30% 40% 56% Place to Practice Medicine: Top Box Positive (Excellent) US Top 10% (59%) 2014 impacted by CPOE implementation
23 Customer Loyalty Employee Engagement: % Employees Engaged Top performing employee engagement for 6 years Recognized by Austin American-Statesman as Top Workplace : 4 consecutive years BETTER 100% 80% 60% 40% 20% 76% 83% 79% Top Performers (TNS) (78%)
24 Financial Strength Volume Growth Admissions SDH CAGR = 2.4% Mkt CAGR = 2.1% Surgeries SDH CAGR = 2.3% Mkt CAGR = 1.9% 67,815 80,043 55,905 66, Births SDH CAGR = 2.4% Mkt CAGR = 2.1% Emergency Visits SDH CAGR = 4.1% Mkt CAGR = 3.7% 15, ,328 12, , yr. CAGR
25 Financial Strength Market Share: % Inpatient Admits SDH is increasing market share lead despite 45% increase in competitor capacity since 2008 BETTER 50% 40% 30% 20% 10% New Hospital New Hospital Acquired Hospital New Hospital 46% 43% 8% 3% SDH Competitor A All Other Competitor B
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