Evidence‐BasedPlanning Process (EPP)

Strategic Planning

Ormella Cummings, Ph.D.

Chief Strategy Officer

Key Processes• Evidence gathering and analysis

• System goal development and approval 

• Organizational alignment and deploymentg g p y

• Action plans

B d t• Budget

• Workforce alignment

Workforce Alignment

NMHS Goals

Entity/Facility Goals NMMC Service Line Goals

Work Unit GoalsGoals

Employee GoalsGoals

Key EPP Participants

Board of Directors

Senior Leadership 

TeamEmployees

Community

DepartmentPhysicians

Department Leaders

Alignment

Development Deployment

Approve Plan Entity PlansApprove Plan Entity Plans

Prioritization BudgetEightEPP 

Prioritization Budget

Evidence Analysis WorkforceStepsEvidence Analysis Workforce

SWOTOCTOBER

SWOT

Evidence GatheringEvidence Gathering

EPP Step One

National, regional and local healthcare trendsPrevious EPP EvaluationsStakeholder FeedbackStakeholder Feedback

• What do we do well?

• What do we not do well?

• Biggest unmet health need?

• If you could change one thing?

• What are we known for?

What NMHS Does Well

Q lit C

Community ServiceQuality Care Service

Physicians/Staff

Customer  ER Service Improvements

EPP Step Two

W kStrengthsEngaged Workforce

WeaknessesAging Workforce

Opportunities Threats

SWOT

Population Health Medically Underserved

and Entity Surveys

EPP Step Three

• Analyze evidence for CSF trendsAnalyze evidence for CSF trends• Identify challenges and performance

opportunitiespp

EPP Step Four

Leadership Planning Retreat MVV V lid i MVV Validation Prioritize CSF‐based 

challenges and strategicchallenges and strategic objectives

EPP Step Five 

Strategic Plan (SP) and Action Plan (AP)Strategic Plan (SP) and Action Plan (AP)Vetting and Approval Process

Tupelo

EuporaWest Point

Deployment B iBegins

HamiltonPontotoc

ClinicsIuka

EPP Step Six

Operational Retreats

Align and communicate goalsAlign and communicate goalsDevelop multi-level cascading SPs/APs

EPP Step Seven

• Allocate resourcesAllocate resources• Finalize budgets• Approve SPs/APs• Approve SPs/APs

EPP Step Eight

• Develop work processes and measures• Translate to employee performance plans• Execute plans

Financial ResultsOnly health care organization in MS or AL with a S&P AA credit ratingy g g

Not-for-Profit Health Care Ratings Distribution 2011per Standard & Poor's

10%

15%

re ra

tings Good

NMHS

0%

5%

Hea

lth c

a NMHS

Data Source: Standard & Poor's U.S. Not-for-Profit Health Care System Fiscal 2010 Median Ratios Publication

Market Share Results 

45%

NMHS is 13% higher than primary competitor and 8% higher than all other hospitals combined

35%

Goo

d

25%2007 2008 2009 2010

G

2007 2008 2009 2010NMHS Competitor All other hospitals

Data Source: Mississippi State Dept. of Health

Panel Members and  Contact information

• Steve AltmillerPresident of NMMC ‐ Tupelo

• Dr. Lee GreerChief Safety and Quality OfficerD ld J• Donald JonesAdministrator

Contact information: 662-377-3193www.nmhs.net/Baldrige2012.php