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
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