st david's healthcare - coordinating strategic planning system-wide
TRANSCRIPT
Robyn Eckermann Vice President, Strategic Planning
Coordinating Strategic Planning System-Wide
Session Agenda
‣ Overview Presentation
‣ Moderated Panel
‣ Q&A
! JAN-APR
1. Gather & Assess Stakeholder
Feedback; Survey as Appropriate
! MAY-AUG2. Conduct Gov.
Retreat
3. Complete Env. Assessment
4. System-Level Planning
Retreat
5. Eval. New Strat.
Opportunities
6. Approve and Deploy
SWAP
! SEPT-OCT
7. Refresh
Hospital and Support
Service Plans based on
SWAP
8. Prioritize & Submit
Budget Plans
! NOV-DEC
9. Consolidate and Gain Approval of
Budget and Supporting Plan
10. Modify SWAP, as Necessary
EstablishDirection
EstablishExpectations
EnsureFacility
Execution
Ensure SysExecution
& Alignment
EXECUTE
& MODIFY
CURRENT
YEAR PLAN
Strategic Planning Process
! JAN-APR
1. Gather & Assess Stakeholder
Feedback; Survey as Appropriate
! MAY-AU2. Conduct Gov.
Retreat
3. Complete Env. Assessment
EstablishDirection
EstablishExpectations
EXECUTE
& MODIFY
CURRENT
Voice of Customer
• Patients • Physicians • Employees • Community • Payors
• Stakeholder requirements
• Market intelligence • Outside perspective
INPUTS: OUTPUTS:
! JAN-APR
Gather & Assess Stakeholder
Feedback; Survey
! MAY-AUG2. Conduct Gov.
Retreat
3. Complete Env. Assessment
4. System-Level Planning
Retreat
5. Eval. New Strat.
Opportunities
6. Approve and Deploy
SWAP ! SEPT-O
7. Refresh
Hospital and Support
Service Plans based on
SWAP
System-Wide Strategy Development
• SWOT analyses • Comprehensive
environmental assessment • Current challenges and
strategies • Voice of customer • Expert insight • Recommended
dashboard measures
• System-wide SWOT • Performance dashboard • Core competencies • Strategic challenges and
advantages • Draft System-Wide
Action Plan (SWAP) • New strategic
opportunities
INPUTS: OUTPUTS:
MAY-AUG2. Conduct Gov.
Retreat
Complete Env. Assessment
System-Level Planning
Retreat
5. Eval. New Strat.
Opportunities
Approve and Deploy
! SEPT-OCT
7. Refresh
Hospital and Support
Service Plans based on
SWAP
8. Prioritize & Submit
Budget Plans! NOV-D
9. Consolidate and Gain Approval of
Budget and Supporting Plan
10. Modify SWAP, as Necessary
System-Wide Strategic Alignment
! MAY-AUG2. Conduct Gov.
Retreat
! SEPT-OCT
7. Refresh
Hospital and Support
Service Plans based on
SWAP
8. Prioritize & Submit
Budget Plans
System-Wide Strategic Alignment
Mission, Vision, Values and Goals
System-WidePerformance Dashboard
Facility & DepartmentalPerformance Dashboards
Entity-SpecificStrategic Action Plans
System-WideAction Plan
MVVG
"Stories give color to black and white information"
— Todd Stocker, Author
! SEPT-OCT
7. Refresh
Hospital and Support
Service Plans based on
SWAP
! NOV-DEC
9. Consolidate and Gain Approval of
Budget and Supporting Plan
10. Modify SWAP, as Necessary
EstablishDirection
Ensure SysExecution
& Alignment
EXECUTE
& MODIFY
CURRENT
Final Budgeting and Approval
! JAN-APR
1. Gather & Assess Stakeholder
Feedback; Survey as Appropriate
! MAY-AUG2. Conduct Gov.
Retreat
3. Complete Env. Assessment
4. System-Level Planning
Retreat
5. Eval. New Strat.
Opportunities
6. Approve and Deploy
SWAP
! SEPT-OCT
7. Refresh
Hospital and Support
Service Plans based on
SWAP
8. Prioritize & Submit
Budget Plans
! NOV-DEC
9. Consolidate and Gain Approval of
Budget and Supporting Plan
10. Modify SWAP, as Necessary
EstablishDirection
EstablishExpectations
EnsureFacility
Execution
Ensure SysExecution
& Alignment
EXECUTE
& MODIFY
CURRENT
YEAR PLAN
Strategic Implementation
! JA
1. Gather & Assess Stakeholder
Feedback; Survey as Appropriate
! NOV-DEC
9. Consolidate and Gain Approval of
Budget and Supporting
EstablishDirection
EstablishExpectations
EnsureFacility
Execution
Ensure SysExecution
& Alignment
EXECUTE
& MODIFY
CURRENT
YEAR PLAN
Strategic Implementation
• Review and modify plans regularly
• Incorporate continuous stakeholder input
Organizational Agility and Operational Flexibility
Strategic plans are living, breathing documents
Cycles of Learning:
2001 - 2015‣ Key Improvements:
• Dedicated planning resource
• Quarterly plan reviews
• Formal review of new system-wide opportunities
• Integration into CEO Council agenda
Panel Discussion
‣ David HuffstutlerPresident and CEO
‣ Cindy Sexton Chief Financial Officer
‣ John RebokVice President, Physician Operations
‣ Esther ChungAssociate Chief Operating Officer St. David's Medical Center
Innovation
‣ Establish bold performance targets
‣ Prioritize programs and services where cutting-edge innovation is necessary to be the finest care and service organization in the world
‣ Ensure adequate resources to drive and promote innovation
‣ Support communities of sharing
‣ Formalize process through Innovation Council
‣ Celebrate innovative ideas
Performance Dashboard
Organizational Profile
‣ Patient expectations for service and quality
‣ Physician investment opportunities
‣ Changing reimbursement environment
‣ New and maturing competition (including FSEDs/UCCs)
Strategic Challenges
Organizational Profile
‣ Organizational culture
‣ Clinical expertise
‣ Physician collaboration/engagement
‣ Operating discipline
‣ Mgmt services & cost control systems provided by HCA
‣ Community benefit provided by partnership with SDF and HCA
Strategic Advantages
Organizational Profile
‣ Providing clinical expertise
‣ Ensuring a culture of excellence
‣ Collaborating with physicians
‣ Strong operating discipline
Core Competencies
Exceptional Care
‣ Among nation’s top 5% of hospitals
‣ Nearly 3,000 mortalities prevented since 2006
Risk-Adjusted Mortality Index
2006 2014
.50
1.0 Expected
SDH Actual
.70.46 US Top 5%
(.48)BETTER
Customer Loyalty
‣ #1 market in HCA
‣ #1 system in Austin
‣ Actively evaluating & modifying plans to achieve top decile goal
Patient Satisfaction Trends: HCAHPS Composite Score
2006 2008
(HCAHPS Survey Begins)
2014
80%
70%
65%
75%
60%
50%
40%
66.7%
76.1%US Top 10%
BETTER
80%
76%
Customer Loyalty
‣ 98% of physicians “would recommend”
‣ Top 10% nationally in 6 out of 8 key drivers of physician satisfaction for the past 3 years
Physician Satisfaction: % Physicians Very Satisfied
2006 2014
60%
50%
40%
30%
BETTER
US Top 10%(59%)
40%
56%
Place to Practice Medicine:Top Box Positive (Excellent)
2014 impactedby CPOEimplementation
‣ Top performing employee engagement for 6 years
‣ Recognized by Austin American-Statesman as “Top Workplace”: 4 consecutive years
Employee Engagement: % Employees Engaged
Customer Loyalty
2006 2014
80%
100%
60%
40%
20%
BETTER
TopPerformers (TNS)(78%)
76%79%
83%
Financial Strength
• SDH CAGR = 2.4% • Mkt CAGR = 2.1%
• SDH CAGR = 2.4% • Mkt CAGR = 2.1%
• SDH CAGR = 2.3% • Mkt CAGR = 1.9%
• SDH CAGR = 4.1% • Mkt CAGR = 3.7%
Admissions
Births
Surgeries
Emergency Visits
Volume Growth
★ 8-yr. CAGR
55,905
67,815
2006 2014
12,586
15,544
2006 2014
66,968
80,043
2006 2014
2006 2014
224,199
310,328
Financial Strength
SDH is increasing market share lead despite 45% increase in competitor capacity since 2008
Market Share: % Inpatient Admits
BETTER
2006 2014
30%
40%
50%
20%
10%
SDH
Competitor A
All Other
Competitor B
46%
43%
8%
3%
Acquired
Hospital
New
Hospital
New
HospitalNew
Hospital