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SSM Health Care

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

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SSM Health Care

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

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

  3. Importance of Linkages

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

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

  6. 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

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

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

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

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

  11. 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

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

  13. Strategy Development • Finalize strategies and action plans • Identify champions • Allocate resources • Establish timelines

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

  15. 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

  16. Strategic Deployment • Departmental Posters • Passport Program

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

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

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

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

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