Five Year Strategic Plan 20062011

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Five Year Strategic Plan 2006-2011
Prepared by The Strategic Planning Committee
Board of Commissioners As of December 28, 2005
In consultation with
Richard Keck, Jr.
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How the Plan Evolved

• Phase 1 - Project Organization- July, 2005
• Phase 2 - Quantitative Analysis
• Phase 3 - Qualitative Analysis
• Phase 4 - Leadership Retreat Oct, 2005
• Phase 5 - Development of a Strategic plan
• Phase 6 - Presentation for Board Approval of the
  Strategic Plan January, 2006

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Board of Commissioners

• Laurie M. Gere, President, Position 4
• Paul M. Maughan, Ph.D., Secretary, Position 3
• Jan Iversen, January 2006, Position 1
• Boyd Veer, previous to Jan 2006
• C.W. "Buzz" Ely, MD, Position 2
• R.G. "Dick" Harrison, Position 5

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The Strategic Planning Committee
Dr. Robert Prins Chief of Staff Dr. Allen
Horesh Dr. Kristine Schmaltz Dr. Shawna
Laursen Chief of Staff-Elect Dr. John Mathis Dr.
Mike James Dr. Ken Oates Duncan Frazier,
President, Island Hospital Health Foundation

• R. G. (Dick) Harrison, Commissioner- Chair,
  Strategic Planning Committee
• Laurie Gere,Commissioner and President
• Vince OliverChief Executive Officer
• Peter Swanson, Chief Financial Officer
• Barbara Ringhouse, RN, MN,
• Assistant Administrator, Patient Services

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Collaborating with Stakeholders

• Medical Staff Input
• Seven Physicians on the Strategic Planning
  Committee
• Seventeen Physicians - 1 Hour Interviews
• Physician Mini Retreat - Twelve Physicians,
  September 17th
• Leadership Retreat - Seven Physicians, October
  20-21
• Community Participation and Others
• Interviews with Community Leaders
• Administrative Staff/Department Head Meeting,
  September 21st
• CWMA Board Members
• IHHF Board Members

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Identification of Major Issues
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Fine Tuning Our Mission and Vision

• Mission 2000 - 2005
• Our mission is to provide consistent quality
  healthcare to the communities we serve in an
  ethical, cost-effective manner, helping
  individuals achieve their optimal level of
  wellness.

• Mission 2006 - 2011
• We will deliver quality, compassionate and
  personalized health care to the communities we
  serve.

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Fine Tuning Our Mission and Vision

• Vision 2006 - 2011
• Through collaboration with our physicians, staff
  and community we will develop innovative programs
  and provide medical services that enhance patient
  experiences and outcomes.

• Vision 2000 - 2005
• Through collaboration with our medical staff, we
  will develop innovative programs and provide
  medical services that improve patient experiences
  and outcomes while meeting the changing health
  care needs of the communities we serve.

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Strategic Goals Areas
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Strategic Goals
Continuously Improve the Quality of Care and
Safety at Island Hospital
Maintain the Financial Strength of Island
Hospital
Develop Services and Programs that Meetthe Needs
of District Residents
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Quality Strategies
Quality Safety
Product ServiceDevelopment
Financial Strength

• Continuously Improve the Quality of Care and
  Safety at Island Hospital.
• Develop a consistent Quality Improvement Process
  throughout Island Hospital.
• Develop clinical quality measures within each of
  Island Hospitals inpatient and outpatient
  departments.
• Enhance the Physician Peer Review and
  Credentialing process.
• Exceed national and state quality benchmarks.
• Continue to provide a work environment that
  attracts and retains high quality staff.
• Communicate and regularly and consistently with
  Island Hospital Stakeholders regarding its
  Quality Efficiency, and Financial Health.

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Financial Strength Strategies
Quality Safety
Financial Strength
Product ServiceDevelopment

• Maintain the Financial Strength of Island
  Hospital.
• Support the Island Hospital Health Foundations
  Capital Campaign.
• Develop and implement an information technology
  strategic plan.
• Develop a process to evaluate and acquire new
  medical technology.
• Adopt process improvement tools and technologies
  to measurably improve the efficiency of Island
  Hospitals operating suites, ancillary services
  and major support departments.
• Continue to monitor financial performance against
  relevant established benchmarks

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Product and Service
Development Strategies
Quality Safety
Financial Strength
Product ServiceDevelopment

• Develop Services and Programs that Meet the Needs
  of
• District Residents
• Grow market share by meeting the healthcare needs
  of district residents locally within the
  capabilities of Island Hospital and its
  physicians.
• Work with the medical staff to recruit and retain
  physicians to meet the community need.
• Ensure adequate medical office space is available
  for current and future physicians.
• Coordinate the full continuum of care, by
  developing formal relationships with local health
  care providers and tertiary referral centers.
• Enhance communication between and among Island
  Hospital Stakeholders.
• Explore development of a Center for Healthy Aging
  that includes a Musculoskeletal Center.

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Strategy Map