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STRATEGIC PLAN FOR
CAMPBELL COUNTY MEMORIAL HOSPITAL
FY 07/08 |
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Mission: |
Serving our community by providing a lifetime of
care
with dedication, skill and compassion. |
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Vision: |
CCMH will be the first choice for healthcare in
Wyoming by providing excellent patient and resident
care . |
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Pillars |
Core Values |
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People: |
Fairness and Dedication |
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Care: |
Constant Pursuit of Safety and Quality
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Service: |
Care and Compassion |
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Business: |
Integrity |
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PEOPLE |
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Goal 1: |
The recruitment and retention of physicians
is vital to the success of running a hospital and
nursing home. Physicians are key customers in the
quality of a health care institution, and they
provide the ability to care for a community. High
quality physicians are also the lifeblood to a
successful business strategy and in recapturing
market share. |
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Objective #1: |
Establish a physician recruitment
and retention strategy. |
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Measure of Success: |
Completion of physician manpower
study September 06; Board approval of recruitment
plan November 06; Successful implementation of
Physician Recruitment plan; Recruit 2 Internal
Medicine and four Family Practice physicians by
close of FY08. |
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Responsibility: |
CEO/Physician Recruiter |
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Objective #2: |
Increase level of medical staff
support of CCMH initiatives. |
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Measure of Success: |
Feedback and response to
physician satisfaction survey; Medical staff
compliance with NPSG and JCAHO survey. |
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Responsibility: |
CEO/Board |
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Goal 2: |
Create improved relationship with community and
industry customers. Serving our families, friends,
and neighbors in Campbell County is the reason we
exist. We will strive to improve the relationship
with the extraction industry, our communication to
the public, and our commitment to care for each
individual who comes through our doors with care and
compassion. |
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Objective #1: |
Develop dialogue with Industry on
how to meet their health care needs. |
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Measure of Success: |
Establish meetings with major
mine partners; increased revenue from mines over
FY06/07 levels. |
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Responsibility: |
CEO/Executive VP/Marketing
Manager |
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Objective #2: |
Establish a transparent pricing
and quality communication protocol with public. |
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Measure of Success: |
Share quality information with
staff and public; Develop pricing estimator for
website; provide routine, dependable price estimates
for inquiring customers; |
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Responsibility: |
Executive VP/Marketing
Manager/Controller/Pt. Accounts Manager |
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Objective #3: |
Create an Occupational Health
link with mining industry. |
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Measure of Success: |
By summer of 07 have a viable
occupational referral link between CCMH ER,
Cottonwood Medical Professionals, and industry. |
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Responsibility: |
Executive VP/Occupational Rehab
Manager |
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Objective #4: |
Collaborate and assist Campbell
County agencies in developing a viable residential
substance abuse treatment solution for the
community. |
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Measure of Success: |
Develop and participate in a
community task force to lead this issue. |
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Responsibility: |
Executive VP/VP Patient Services/BHS
Managers |
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Objective #5: |
Create a greater awareness of
customer satisfaction and hold management and staff
accountable for results. |
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Measure of Success: |
Realize an improvement to above
the 75%tile on Jackson Patient Satisfaction Survey. |
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Responsibility: |
CEO/Patient and Guest Services
Manager |
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Goal 3: |
Improve relationship between
management and staff. Provide a place of employment
where employees feel safe, motivated, and can excel
at their jobs. |
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Objective #1: |
Increase level of satisfaction
employees feel with their role at CCMH. |
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Measure of Success: |
Achieve 50%tile on the fall 2007
Employee Opinion Survey. |
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Responsibility: |
CEO/VPs |
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Objective #2: |
Retain employees. |
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Measure of Success: |
See turnover decrease to 24% in
FY07 and 20% in FY08. |
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Responsibility: |
CEO/VPs |
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Objective #3: |
Train and recruit nursing and
allied health professionals. |
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Measure of Success: |
Turnover will decrease by 20% in
nursing and ancillary areas. |
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Responsibility: |
CEO/VP HR/VP Pt. Care |
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CARE |
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Goal: |
Create and maintain an environment of patient,
resident, and staff safety. Patient safety is
unquestionably the greatest need in US hospitals as
evidenced by the IHI’s 100,000 Lives campaign,
JCAHO’s National Patient Safety Goals, and CMS’
emphasis on clinical outcomes. Nothing can be more
important than taking care of the people who entrust
their lives, their health, and their safety to us. |
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Objective #1: |
Develop a culture of Safety |
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Measure of Success: |
JCAHO successful resurvey
November 06; NPSG adherence evidenced by tracers;
resurvey staff on safety September 07; Jackson
Survey questions on patient safety. |
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Responsibility: |
Board/CEO/Senior Administration
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Objective #2: |
Deploy Information Technology to
increase patient safety. |
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Measure of Success: |
CareAssist Live February 07
CareMed Live April 07
CareBlood September 07
Begin Deployment of Anasazi for Mental Health in
FY07 |
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Responsibility: |
Executive VP/IT Manager |
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Objective #3: |
Research and budget for campus
and parking lot surveillance system. |
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Measure of Success: |
Budget and deploy in FY08. |
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Responsibility: |
VP of Plant Operations |
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Objective #4: |
LTC nurse call system. |
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Measure of Success: |
Install in FY07. |
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Responsibility: |
VP of Plant Operations /LTC
Administrator |
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Objective #5: |
Improvement on Key Clinical
Indicators |
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Measure of Success: |
90% compliance with Quality
Improvement Goals |
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Responsibility: |
CEO/Quality Manager |
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SERVICE |
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Goal: |
Develop and improve key service lines to provide
a higher level of Patient Care and a stronger
revenue base. The development of needed service
lines will enable CCMH to offer a greater level of
care to our customers, and provide continued access
to needed care without leaving the community. |
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Objective #1: |
Realize an increase in patient
satisfaction from the Jackson Survey. |
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Measure of Success: |
Increase to the Jackson 75%tile. |
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Responsibility: |
Executive VP/Pt. Guest Services
Manager
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Objective #2: |
Cardiac Service Line |
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Measure of Success: |
Recruit additional cardiologist
in FY08. |
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Responsibility: |
CEO/Physician Recruiter |
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Objective #3: |
Improve access to Behavioral
Health Services and Substance Abuse for Campbell
County residents. |
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Measure of Success: |
Initiation of an Inpatient
residential substance abuse facility in cooperation
with other County Agencies. |
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Responsibility: |
Executive VP/VP Pt. Care Services |
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Business - Board |
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Goal: |
A strategic thinking and acting board focusing on
a culture of safety, quality, customer service, and
stewardship. Boards of not-for-profit hospitals are
challenged by an increasingly complex clinical,
regulatory, and business environment. The goal of
the board is to improve its ability to provide
strategic direction, ensure a safe, clinically
excellent institution, and fulfill its pledge to the
public that the assets of the organization are kept
in good stewardship. To meet this goal, the board
must have not only commitment but tools and access
to information. This board will commit to working
collaboratively with all constituencies in order to
provide direction and leadership to this most
valuable community institution: the local healthcare
institution. |
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Objective #1: |
A proactive and collaborating
culture among board members. |
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Measure of Success: |
Complete a course on board
governance. Each board member to attend a major
board education seminar by FY08. |
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Responsibility: |
Board Chairman/CEO |
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Objective #2: |
Create a culture of safety and a
constant pursuit of quality care. |
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Measure of Success: |
EOS opinion survey fall 2007;
Safety Survey Fall 2007. |
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Responsibility: |
Board/CEO |
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Objective #3: |
Develop collaboration with one
major tertiary care provider to enhance the level of
care for area residents and increase market share.
This relationship should improve the accessibility
for local industry employees to the most appropriate
level of care at the best price. |
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Measure of Success: |
Formal contractual relationship
with one tertiary care provider. Increase of market
share by 5% |
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Responsibility: |
Board/CEO/Executive VP |
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Objective #4: |
A financially sound and
responsible organization |
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Measure of Success: |
No more than a -2% operating
margin in FY07; no more than a
-1% operating margin in FY08. Begin FY09 with 375
days cash on hand. Complete debt capacity study that
allows CCMH to safely and securely enter into a
major facility construction project |
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Responsibility: |
Board/CEO/Executive VP |
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Business - Facilities |
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Goal: |
Up to date Facilities that will create a safe,
healing environment and promote customer
satisfaction. The physical plant supports the
healing effort of CCMH, and it is the board’s desire
to have a state of the art, well maintained facility
that will take CCMH well into the 21st Century. |
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Objective #1: |
Multi-year facility plan. |
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Measure of Success: |
HDR Presentation of plan to Board
January 07; Board acceptance February 07. |
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Responsibility: |
VP Facilities & Plant Ops
/Facilities Committee |
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Objective #2: |
Day Care Expansion. |
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Measure of Success: |
Approval of Construction
document; Break ground December 06; Occupy building
September/October 07. |
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Responsibility: |
VP Facilities & Plant Ops |
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Objective #3: |
ER Expansion. |
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Measure of Success: |
Approval of construction document
March 07; break ground April 07; occupy December 07. |
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Responsibility: |
VP Facilities & Plant Ops |
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Objective #4: |
Oncology Expansion. |
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Measure of Success: |
Approval of construction document
May/June 07; break ground June/July 07; Occupy
December/January 07. |
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Responsibility: |
VP Facilities & Plant Ops |
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Objective #5: |
Long-term Care and Assisted
Living Plan |
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Measure of Success: |
An integrated feasibility and
facility plan for these services. |
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Responsibility: |
Executive VP/VP Facilities/LTC
Administrative Director |
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