STRATEGIC PLANNING ENGAGING THE ENTIRE ORGANIZATION IN PERFORMANCE IMPROVEMENT

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1 STRATEGIC PLANNING ENGAGING THE ENTIRE ORGANIZATION IN PERFORMANCE IMPROVEMENT Brenda Grant Chief Strategy Officer 2016 Baldrige Regional Conference Chicago, Illinois September 8, 2016 CATEGORY 2: STRATEGY 2.1 Strategy Development a. Strategy Development Process b. Strategic Objectives 2.2 Strategy Implementation a. Action Plan Development and Deployment b. Action Plan Modification How you develop Strategic Objectives and Action Plans How you implement them How you change them if circumstances require How you measure progress MISSION AND VISION Mission: Striving to provide the best health care to every patient, every day. Vision: Charleston Area Medical Center, the best health care provider and teaching hospital in West Virginia, is recognized as the: Best place to receive patient-centered care. Best place to work. Best place to practice medicine. Best place to learn. Best place to refer patients. 1

2 VALUES Quality Service with compassion Respect Integrity Stewardship Safety Primary Service Area Secondary Service Area Wayne Mason Putnam Cabell Lincoln Logan Mingo Jackson Boone Wood Wirt Roane Kanawha Pleasants Raleigh Wyoming Ritchie Lewis Gilmer Calhoun Braxton Clay Fayette Tyler Nicholas Summers Hancock Brooke Ohio Marshall Wetzel Doddridge Harrison CAMC SERVICE AREA West Virginia s Population: 1.8 million Primary and Secondary Service Area: 557,328 Upshur Taylor Barbour Webster Pocahontas Greenbrier Monroe Marion Monongalia Randolph Preston Tucker Grant Pendleton Mineral 4 Acute Care Hospitals 908 Total Beds Hardy Hampshire Morgan Berkeley Jefferson 48 Ambulatory Sites Provider Based Imaging, Urgent Care, Laboratory 40,000 Inpatient Visits 690,000 Outpatient Visits 115,000 Emergency Department Visits McDowell Mercer 268 Beds Neuroscience Orthopedics Bariatric Surgery Trauma 3,500 + trauma patients admitted each year Primary Stroke Center Kidney Transplant Medical Rehabilitation CAMC GENERAL HOSPITAL Jackson Roane Putnam Clay Lincoln Boone Kanawha Fayette Nicholas Logan Raleigh Mercer 2

3 472 beds Heart and Vascular Center 8,550 procedures performed in Cardiac Cath Labs 1,059 Open Heart Bypass procedures Peripheral Vascular Center of Excellence Oncology CAMC Cancer Center 30,597 CAMC Cancer Center encounters CAMC MEMORIAL HOSPITAL Jackson Roane Putnam Clay Lincoln Boone Kanawha Fayette Nicholas Logan Raleigh Mercer CAMC WOMEN & CHILDREN S HOSPITAL 146 Beds >2,600 Babies delivered every year 468 Neonatal Intensive Care Unit admissions Pediatric Intensive Care Unit Jackson Roane Putnam Clay Lincoln Boone Kanawha Fayette Nicholas Logan Raleigh Mercer CAMC TEAYS VALLEY HOSPITAL 70 Beds Community Hospital Jackson Roane Putnam Clay Lincoln Boone Kanawha Fayette Nicholas Logan Raleigh Mercer 3

4 CAMC Health System, Inc. CAMC Health Education & Research Institute, Inc. Charleston Area Medical Center, Inc. Charleston Area Medical Center Foundation, Inc. Integrated Health Care Providers, Inc. CAMC General Hospital CAMC Memorial Hospital CAMC Women and Children s Hospital CAMC Teays Valley Hospital It begins in the strategic planning process. It begins in the strategic planning process. It begins in the strategic planning process. 4

5 STRATEGIC PLANNING PROCESS STRATEGIC PLANNING AND DEPLOYMENT PROCESS ENVIRONMENTAL ANALYSIS INPUTS IN THE STRATEGIC PLANNING PROCESS Input Collect Processes to Analyze and Develop Information Who Involved SWOT Technology MVV, Core Competency; Organizational Steps 1 5 of the SPP, SWOT from each Department and CSO, SPT, Sustainability Review; Environmental SWOT Development Process, Identify Risks to Future PAC, All Departments Analysis; Ability to Execute; Gap and Success, Strategic Challenges, Strategic Advantages, Blind Spot review Identify Strategic Opportunities Technology Scans; Supplier, Partner and Cost/Benefit Analysis; Assess technology needed to SPT, Suppliers, Workforce Input; Data and Information achieve Strategic Objectives, Annual Goals and work Partners, Vendors, Availability; Safety; Competitor processes; Explore systems to allow use of Big Data for PAC, MS Technology; Disruptive Technology insight and action; Blind Spots Additional Inputs Markets Health Care Services Patient/Stakeholder Preferences Competition Economy Innovation Regulatory Environment Sustainability Ability to Execute 5

6 ORGANIZATIONAL SUSTAINABILITY SYSTEM SWOT INPUTS Department SWOT What should be the CAMC Health System s top 3 priorities to address next year? What do you want to make sure the Strategic Planning Team knows? Physician Advisory Council Board Self Assessment Environmental Analysis STRATEGIC PLANNING AND DEPLOYMENT PROCESS 6

7 ALIGNMENT AND INTEGRATION STRATEGIC PLANNING AND DEPLOYMENT PROCESS DEPLOYMENT PROCESS Pillars Strategic Objectives BIG DOTS (4 Year) System Goals BIG DOTS (1 Year) SYSTEM LEVEL Strategic SYSTEM LEVEL Operational Entity Action Plans Entity Scorecard (1 Year) ENTITY LEVEL Operational Department Action Plans Department Scorecard (1 Year) DEPARTMENT LEVEL Operational INDIVIDUAL LEVEL Operational Individual Performance Planner (All Employees) Individual Scorecard (Managers) 7

8 GOAL CASCADE PROCESS INDIVIDUAL SCORECARDS CEO and COO Entity Vice-Presidents Associate Administrators GOAL CASCADE MEETINGS Half day meetings with Department Managers GOAL REPORTING SYSTEM Report quarterly STRATEGIC PLANNING AND DEPLOYMENT PROCESS 8

9 BIG DOT REPORT Action Plan Reporting General Hospital Administration Mike Williams Action Plan Development of tactics to improve harm in ICU and non ICU units. Use existing meetings to review results and improvement opportunities. General QIC to review actions and plans. Action Plan Reporting 41810A General Hospital Administration Peggy Erlewine Action Plan Reduce Harm specific to CLABSI and CAUTI. Work with Nurse Managers and Directors to implement strategies to eliminate Harm. Ensure utilization of TCT processes, specifically layered audits, implementation of care bundles, and Top 5 Board utilization. 9

10 Action Plan Reporting 41810C General Hospital Administration Cindy Coleman Action Plan Develop and implement strategies to reduce the use of indwelling urinary catheters and the number of associated infections. Action Plan Reporting NSICU Intermediate 4 East Sande Egnor Action Plan Initiate and monitor practices to decrease utilization of indwelling devices. Initiate and monitor practices to decrease infection rates in patients requiring indwelling devices. Encourage alternative measure for capturing I/O and managing incontinence. 10

11 TOP 5 BOARD 11

12 IMPLEMENTATION OF STRATEGY AND ACTION PLANS RESULTS