SSM Health Care Category 2: Strategic Planning Stacy Coleman Executive Director Strategic Planning & Decision Support

Strategic Planning – Criteria Recap Strategy Development – –Strategy Development Process – –Strategic Objectives Strategy Deployment – –Action Plan Development and Deployment – –Performance Projections

Importance of Linkages

Strategy Deployment/Alignment Mission Exceptional Health Care Services Network Plan Entity Plan Department Plan Employee Goals

 Our key strategic challenges are: – Patient safety – Nursing shortage – Increasing financial pressures, including capital investment costs and declining reimbursement – Growing customer expectations Key Strategic Challenges

Our Mission Through our exceptional health care services, we reveal the healing presence of God. –Exceptional clinical outcomes –Exceptional patient, physician and employee satisfaction –Exceptional financial performance –Diversity –Healthy communities

Strategy Development  Planning Innsbrook held in February  Group sets three-year system goals  Annual updates  Standardized assumption guidelines

Strategy Development: Minimum Data Set  External Data –Consumer information analysis –Demographic/socioeconomic analysis –Competitor analysis –Emerging technologies –Payor analysis –Public policy/legislative/accreditation analysis

Strategy Development: Minimum Data Set  Internal Data – Medical staff analysis – Product line analysis – Physical plant/technology analysis – Human Resources analysis – Financial analysis – Clinical quality

Strategy Development: Comparative Data –Competitive Data – Information from other organizations/sources on relative performance –Benchmark Data – Best practice – Best in class performance

Strategy Development  Entities/Networks set goals and objectives using: –Input from Planning Innsbrook meeting –Results of Minimum Data Set (including comparative data) –Physician input –Departmental input

Strategy Development: Capital Allocation Process  System-level approach  Capital Allocation Council reviews capital projects over $500K  Operations Council determines amount allocated under $500K

Strategy Development  Finalize strategies and action plans  Allocate resources  Establish timelines  Identify champions

Strategic, Financial & Human Resources Planning Process  Standardized submission format  Plans consolidated into single plan  Plans reviewed by corporate staff, including HR

Strategic, Financial & Human Resources Planning Process  Presidents present entity plans to System Management  Plan reviewed by SSMHC Board of Directors  Plan approval communicated to presidents  Vision reviewed by SSMHC Board of Directors

Strategic Deployment  Departmental Posters  Passport Program

Strategic Deployment IP Loyalty Pain Mgmt.Response Meds. Del. W/in X min. of order Call light response I will respond in X min. I will assess 1X/shift/pt I will respond in X minutes I will ask if there is anything else 100% of time Pain assessed per pain scale Entity Level Drivers or KCRs Department Level Individual Level

Monitoring Progress  System, network, entity and department measures  Performance indicator reports  Quality report  Corrective action plans

What We’ve Learned Through PDCA Tying goals to mission Tying goals to mission Explicit systemwide planning process Explicit systemwide planning process Minimum data set Minimum data set Integration of Human Resources Integration of Human Resources Department posters Department posters Meetings in a Box Meetings in a Box

And Keep in Mind … Balance standardization with individuality. Balance standardization with individuality. Play well with others. Play well with others. Wear bifocals. Wear bifocals. Be agile, not fragile. Be agile, not fragile. Keep your sense of humor! Keep your sense of humor!