2012 Category 2 Involving Your Stakeholders in the Strategic Planning Process & Aligning Strategic Goals
Baylor Waxahachie at A Glance FY11 Statistics 2,988 inpatient admissions Baylor Medical Center at Waxahachie 57 bed acute care community hospital Located in Waxahachie, TX Ellis County BMCW is part of the Baylor Health Care System, which is comprised of 30 owned, operated, ventured and affiliated hospitals and more than 312 access points across a 10 county area in North Central Texas. 2 39,646 emergency department visits 68,100 outpatient visits 251 physicians, total medical staff 444 employees 2
Approach-Deploy-Learning-Integration Strategic Planning Process and Goal Alignment Approach Collect data from stakeholders to ensure that resulting strategy includes all of the stakeholder voices Deploy-Strategy is deployed using variety of mechanisms including aligning of goals and utilization of action plans Learning-Adjustments are made to mechanisms to improve Integration Strategy alignment to department and individual goals helps ensure integration of the overall strategy 3
The Involvement Evolution of Our Strategic Planning Process Administration and the Board of Trustees Strategic Planning Committee Formed Formal Document and SWOT Addition of Employee, Manager, Physician and Volunteer SP Questionnaire Introduced Increased participation of Employees, Physicians, and Volunteers Board of Trustees included in SPQ # 4
Annual Strategic Planning Process 5
Stakeholder Who Are Our Stakeholders Method of Communication Board of Trustees Management Team Shared Governance Councils Employees Volunteers Patients Two way communication during SPP, Monthly board meetings Surveys, Rounding, Managers retreat, Monthly meetings, Open door, Email Meetings, Surveys Surveys, Rounding Surveys, Regular meetings with Auxiliary leadership, two meetings with full membership a year, town halls Patient Advisory Council, Survey, Rounding Physicians Embedded Partners Survey, Open door Surveys, Rounding, Open door 6
Listening Posts Surveys Pathways to Excellence NDNQI Patient Safety Culture Strategic Planning Questionnaire Employee Engagement Auxiliary Engagement Press Ganey HCAHPS Patient Advisory Council Personal contact with patients/families Regular meetings with Auxiliary 7 Market Research Social Media 7
Strategic Planning Questionnaire 2012 Questions 2011 Questions Competitive edge Greatest threat Opportunities for improved community partnerships Opportunities for improved community partnerships Personal influence on BMCW reputation Prioritization of service lines Competitive edge Greatest threat Improve communication BMCW positively impacting the community BMCW Reputation to be Opportunities in the market place 2012 98 % response rate increase over 2011 questionnaire 8
Strategic Challenge Patient Centeredness, continuing the journey Patient Advisory Council (PAC) Establish Patient Advisory Council Launch additional listening posts throughout the community Gain Patient and Family member perspectives for hospital initiatives Invested community members that have been either patients or family members of patients at our facility Gives patient facing employees a safe place to explore initiatives that will impact patients once implemented 9 Bridging employee and patient perspectives Initiatives Open Access for ICU Bedside Reporting Bright idea implementation from an employee Upcoming Opportunities for PAC Continued focus on patient centered journey Discharge Information and Doctor Communication 9
Integrating What we learn from Feedback Formulate our annual facility goals Highlight the survey results during a employee town hall sessions Reference changes tied to the survey back to employees Develop goals Feed into Action Plans Communication Plans 10
ALIGNING GOALS TO THE STRATEGY # 11
Goal Setting Guiding Principles High employee involvement Senior leadership sponsorship and involvement Developing a sustainable discipline to determine more specific goals to increase business results and employee engagement in the process Need buy-in and skin in the game by all involved 12 12
Overall Steps in the Process Waxahachie President Kick- Off Communication Process Overview Expectations Establishing the Foundation for Goal Setting Key Challenges (President & Employees) Target Focus Areas Evaluating and Selecting Draft Hospital Goals Peer Goal Review Metrics Review Identify Barriers Finalizing Hospital Leadership Goals Alignment Check Drill Down Strategy 13 PRE-WORK
Cascading Flow of Goal Setting: Areas of Focus (System level) Additional Challenges (Facility level) Target Areas (Facility level) Functional Area SMART Goals Root Cause (Facility level) Leading and Lagging Indicators 14 Cascade
Terminology Focus areas and Areas of Focus: system wide goals, determined by Joel and his executive team, and the metrics are held at Joel s level Target areas: facility, service line and functional level goals, determined by the leader of the entity (Ex: President of the hospital, service line leader, or functional leader - i.e. SVP of HR) SMART goals: individual goals relative to the position held specific, measurable, attainable, realistic, time based Additional challenges: entity/facility specific challenges which factor into target areas Root Cause: underlying drivers which feed into the challenges 15
Goals Checklist Barriers to Achievement Review potential barriers Evaluate plan to overcome barriers Measurement Weight Leading/Lagging indicators Quarterly 90 Day goal Action Steps to achieving Goal Alignment Strategic Plan To Hospital System Function Target Areas To Focus Area To Vision 2015 Quality SMART test Stretch Outcome focused 16