strategic thinking / strategic planning project · 2016-09-06 · strategic planning project 3-year...

“From Vision to Value” -- Setting Our Strategic Roadmap For Success

STRATEGIC THINKING / STRATEGIC PLANNING PROJECT

3-YEAR STRATEGIC PLAN LEADERSHIP TEAM

CENTRO SAN VICENTE

Version 2.00

Facilitated & Prepared By:

Prestige Consulting Services

OCTOBER 2014

Prestige Consulting Services 509 Willow Glen El Paso, TX 79922 915-585-6840 www.prestigeconsult.com

CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT

Comprehensive Strategic Thinking / Planning Workshop Results – October 2014 Version 1.0

Prepared by Prestige Consulting Services Page 2 of 30

This material includes data that shall not be disclosed outside Centro San Vicente (CSV) and shall not be duplicated, used, or

disclosed in whole or in part for any purpose without the expressed written consent of the CSV management. The entire

document including all its copyrighted components introduced by Prestige Consulting Services is subject to this restriction.




FOREWORD

This document details the innovative strategic intent and strategic plan developed and proposed by the team of strategic thinkers comprised of Centro San Vicente (CSV) Board of Directors, CSV management and staff. Centro San Vicente, founded on November 14, 1988 is a 501 (c)(3) non-profit Federally Qualified Health Center affiliated with Ascension Health which provides community-based primary medical and dental care, behavioral health services and other support services through a network of three sites. Centro San Vicente provides a comprehensive range of health services that ensures safe, quality, compassionate and accessible healthcare in an atmosphere of respect, dignity and cultural sensitivity. Centro San Vicente is fully committed to its patients' physical, emotional and spiritual well being. Centro San Vicente received three-year accreditation from the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) in 2010 and was most recently reaccredited in 2014. This process is an integral part of the formal discipline of strategic thinking and planning undertaken by this leadership team focused on building a value-driven strategic roadmap. The purpose of this effort is to “reflect, review, refine, and resolve” the strategic direction in relation to and congruent with Centro San Vicente’s vision, mission, and core values aligned with the newly developed value proposition profile. Defining a success template for future strategic initiatives must positively impact its growth and value adds to its patient, families, and community it serves. The specific premise for this planning project is as follows:

“With strong stakeholder awareness, input and buy-in, to define an innovative 3-year strategic plan that assures Centro San Vicente is the model collaborative caregiver that delivers primary healthcare to the poor and needy. This strategic roadmap will positively impact and enhance the organization’s strategic value and leadership tied to its core values and mission of excellence in community-based primary healthcare. The team of strategic thinkers will “reflect, review, refine, and resolve” the Centro’s strategic direction building on its organizational culture of service, reverence, integrity, dedication, wisdom and creativity.”

Using the most current organizational strategic thinking and planning tenets, this ‘value-based’ planning process was managed and facilitated by lead strategist Gilberto Moreno of Prestige Consulting Services. Special thanks to Centro San Vicente CEO Dr. Jose Luna and CSV Board Chair Sr. Emile Morgan for their executive leadership and logistical assistance in facilitating the definition of the CSV’s new strategic sandbox. Centro San Vicente reserves the rights to all aspects of this planning document.




TABLE OF CONTENTS FOREWORD ............................................................................................................................................................................ 3

STRATEGIC THINKERS ............................................................................................................................................................. 5

WORKSHOP PREMISE ............................................................................................................................................................. 6

WHAT THE LEADERSHIP TEAM VALUES IN OTHERS….............................................................................................................. 7

WHAT MAKES FOR A HIGH-PERFORMANCE TEAM… .............................................................................................................. 8

“TRUTH CARD” RESULTS ........................................................................................................................................................ 9

CENTRO SAN VICENTE SWOT PROFILE .................................................................................................................................. 12

CENTRO SAN VICENTE MISSION ........................................................................................................................................... 14

CENTRO SAN VICENTE VISION .............................................................................................................................................. 14

CENTRO SAN VICENTE TAGLINE ........................................................................................................................................... 14

CENTRO SAN VICENTE CORE VALUES ................................................................................................................................... 15

CENTRO SAN VICENTE VALUE PROPOSITION PROFILE .......................................................................................................... 16

CENTRO SAN VICENTE CRITICAL SUCCESS FACTORS ............................................................................................................. 18

CRITICAL SUCCESS FACTORS SUMMARY PROFILE ................................................................................................................. 21

CENTRO SAN VICENTE STRATEGIC GOALS AND OBJECTIVES ................................................................................................. 22

STRATEGIC AREA I. CLIENT NEEDS ............................................................................................................................................ 22

STRATEGIC AREA II. RESOURCE MANAGEMENT ...................................................................................................................... 24

STRATEGIC AREA III. FUNDING RESOURCES ............................................................................................................................. 26

STRATEGIC AREA IV.ORGANIZATIONAL MANAGEMENT .......................................................................................................... 27

STRATEGIC AREA V. TECHNOLOGY & INFORMATION MANAGEMENT ..................................................................................... 28

CENTRO SAN VICENTE STRATEGIC DIRECTION & VALUE ALIGNMENT ................................................................................... 29

CSV ACCOUNTABILITY AND COMMUNICATIONS PLAN ......................................................................................................... 30




STRATEGIC THINKERS These workshops were conducted with the following participant sign-ins.

ST/SP WORKSHOP – October 10, 2014 (Centro San Vicente Administrative Offices)

• Melissa Aguirre

• Sr. Suzanne Anglim

• Norma Avitia

• Celina Beltran

• Rosa Bolanos

• Maria de Carmen Casavantes

• Clara Castrellon

• Maria Craig

• Loretta Galaviz

• Trulize Hernandez

• Sonia Lopez

• Jose Luna

• Sr. Emile Morgan

• Presi Ortega, Jr.

• David Porras, Jr.

• Graciela Rios

• Sr. Elisa Rodriguez

• Brenda Silva

• Samuel Silvas

• Juven Villegas

Strategist / Facilitator: Gilberto Moreno – Prestige Consulting Services




WORKSHOP PREMISE

PROJECT PREMISE“With strong stakeholder awareness, input and buy-in, to

define an innovative 5-year strategic plan that assures

Centro San Vicente is the model collaborative caregiverthat delivers primary healthcare to the poor and needy. This

strategic roadmap will positively impact and enhance the

organization’s strategic value and leadership tied to its core

values and mission of excellence in community-based

primary healthcare. The team of strategic thinkers will

“reflect, review, refine, and resolve” the Centro’s strategic

direction building on its organizational culture of service,

reverence, integrity, dedication, wisdom and creativity.”

Prestige Consulting Services © 2002 -2014




WHAT THE LEADERSHIP TEAM VALUES IN OTHERSH

As part of their introductory remarks, each strategic thinker was asked to identify what they value in

others.

� Commitment ��

� Open to ideas

� Giving their best

� Ability to listen

� Integrity

� Flexibility / ability to change

� Honesty

� Dedication

� Loyalty

� Team player and teamwork

� Compassion to serve the underserved

� Trust

� Being upfront and truthful

� Giving back to the community

� Communications

� Living daily values

� Passionate about helping others in need

� Desire / humility / joyfulness

� Radiating peace

� Creativity

� Courage to be a critical thinker

� Compassion / walking the extra mile




WHAT MAKES FOR A HIGH-PERFORMANCE TEAMH The team of strategic thinker identified the following attributes of a high-performance team. These are

not listed in any particular order.

� Purpose

� The right attitudes

� Two-way communications

� Respect for team players

� Accountability

� Open to ideas

� Trust

� Willingness to adapt

� Flexibility

� Clarity of outcomes

� Teamwork

� Commitment / ownership

� Plan to follow

� Leadership




“TRUTH CARD” RESULTS

The TRUTH CARD exercise is an effective mechanism to “take the temperature” of an organization’s or team’s climate and attitude regarding key organizational success factors. These four (4) factors include an assessment of the organizational:

� overall strategic direction (its key strategic initiatives in pursuit of its vision, goals, and objectives tied to its proposed value system)

� pursuit of its key opportunities that support its common purpose (for example, in the case of a school, its learning opportunities)

� nurturing and care for its human assets (a typical organization may have over 80% of its budget contributing to salaries, benefits, etc.)

� support systems (the systems, resources, and processes supporting its stakeholders and the functional value they deliver)

The TRUTH CARD exercise presented below was conducted with the Centro San Vicente strategic thinkers during the strategic planning workshop who were asked to share their opinion as a group regarding the current state of the organization for the four key factors described above. There are “no right or wrong answers” to the exercise, since it asks for people’s perception. It is an opportunity to share their opinion regarding these key organizational success factors. The results are presented in the subsequent pages.

Prestige Consulting Services © 1999-2013




Centro San Vicente Strategic Thinking Workshop Results

OCTOBER 2014

DIRECTION SCORES

Score 1 2 3 4 5 6 7 8 9 10 Average

Leadership Team 0 1 2 3 7 4 0 3 0 0 5.15

OPPORTUNITY SCORES

Score 1 2 3 4 5 6 7 8 9 10 Average

Leadership Team 0 0 1 2 10 6 0 0 0 0 5.11

0

1

2

3

4

1 2 3 4 5 6 7 8 9 10

TRUTH CARD "DIRECTION"

Leadership Team

0

1

2

3

4

1 2 3 4 5 6 7 8 9 10

TRUTH CARD "OPPORTUNITY"

Leadership Team




Centro San Vicente Strategic Thinking Workshop Results

OCTOBER 2014

HUMAN ASSET SCORES

Score 1 2 3 4 5 6 7 8 9 10 Average

Leadership Team 0 0 1 2 6 7 2 0 1 1 5.80

SUPPORT SYSTEMS SCORES

Score 1 2 3 4 5 6 7 8 9 10 Average

Leadership Team 0 0 3 3 4 2 6 0 2 0 5.65

0

1

2

3

4

1 2 3 4 5 6 7 8 9 10

TRUTH CARD "HUMAN ASSETS"

Leadership Team

0

1

2

3

4

1 2 3 4 5 6 7 8 9 10

TRUTH CARD "SUPPORT SYSTEMS"

Leadership Team




CENTRO SAN VICENTE SWOT PROFILE The following S.W.O.T Profile conducted by the team of ‘strategic thinkers relative to the current status.

STRENGTHS

“What should we SUSTAIN?”

� tradition of service

� serving those most in need

� organizational values

� holistic caregiver model

� stakeholders: patients, employees,

management, Board, etc.

� competency of healthcare providers

� patient-centered care

� unique, welcoming atmosphere

� Both church and government focused

� Reputation of CSV

� Location – key to those we serve

� “one stop” shop model

� We serve everyone!

� Skilled employees

� Community partners

� Employee collaboration

WEAKNESSES

“What should we CHANGE?”

� Need to upgrade technology

� Disjointed inter-departmental dynamics

� Stigma as a clinic that only serves the poor

� Need for improved communications

� Access to more funds and resources

� Seeking opportunities to improve quality

healthcare

� Need to develop metrics tied to

accountability

� Need for expanded, improved services in

response to future needs

� Need for improved utilization of support

services

� Personality conflicts

� Need to be open to change (new employees

and veterans alike)

� Discipline of accountability

� Change of the community’s perception of CSV

� Lack of exposure

� Limited Board engagement




CENTRO SAN VICENTE SWOT PROFILE (Continued)

OPPORTUNITIES

“What should we EXPLORE?”

� Place CSV in a greater, positive light in the

community

� Patient involvement, participation and voice

in the clinic’s current and future direction

� Expanded Board engagement

� “listen, analyze, and react” approach to

opportunities and challenges

� Fundraising

� New, expanded partnerships

� Marketing and public relations – new

branding

� More creative, provider recruitment

� Building the reality that we serve all

consumers

� Improved payer mix dynamics

� Improved process flows

� New and additional locations for service

expansion

� Expansion to new services and specialties

� Staff and resource retention

� Having the best possible employee benefits

� Recognition program

� Improved salaries with compensation analysis

compared to the rest of El Paso community

� Formal communications both vertically and

horizontally

� Employee buy-in with a voice

� Being the drivers of “best practices”

� Refined employee people management

system (employee planning, counseling,

evaluation and development)

THREATS

“What should we AVOID?”

� Top-down management and micro-

management

� Lack of recognition for top employee

performance

� Financial “doom and gloom” without proper

planning and response

� Avoiding rumors

� Thinking it’s the way it is

� An aging AP

� Partnerships based on money

� Complacency – need to lead by example

� Negativity

� Not being on task and on time

� Making decisions not in line with the CSV

vision and mission

� Decisions not based on data or analysis or

best practices

� “helicopter research” with researchers

coming and leaving without any value for

CSV

� Lacking respect for our patients

� Studies not aligned to our patients served nor

to our core values




The team of strategic thinkers refined the following vision statement, mission statement, tagline and

core values statements:

CENTRO SAN VICENTE MISSION

Centro San Vicente is a patient-centered medical home that provides

community and faith-based primary healthcare services with a particular

concern for the poor and needy in the El Paso area. With a coordinated

holistic approach in caring for body, mind, and spirit, it delivers affordable

and innovative health care, social services, and health education in

collaboration with other health partners.

Nurturing an atmosphere of respect, kindness and simplicity that encourages

individuals to become responsible for their health and well-being, Centro San

Vicente advocates for social justice and is a voice for improving the health of

the community especially those medically underserved.

CENTRO SAN VICENTE VISION

Centro San Vicente – the best collaborative caregiver

delivering quality primary healthcare to all.

CENTRO SAN VICENTE TAGLINE

The team of strategic thinkers endorsed the current tagline in its branding.




CENTRO SAN VICENTE CORE VALUES

The team of strategic thinkers endorsed the current core values.




CENTRO SAN VICENTE VALUE PROPOSITION PROFILE The following Value Proposition Profile was refined by the CSV team of ‘strategic thinkers’. (Version 2.0)

Stake-

holder

Group

VALUE PROPOSITION

SUMMARY AREA

CONTRIBUTING VALUE

PROPOSITIONS

PA

TIE

NT

S /

FA

MIL

IES

ACCESSIBLE

CAREGIVER MODEL

FOR THE POOR AND

NEEDY

• Community based primary healthcare with particular concern

for the poor and needy

• An atmosphere of respect, kindness and simplicity

• Generosity of spirit in service to the poor

• Commitment of culturally sensitive providers to our community

BUILDING

HEALTHCARE

OWNERSHIP

• Assuring a continuous care path for patients served

• Sustained, quality healthcare in a manner that exceeds our

patients’ highest expectations

• Encouragement of individuals to become responsible for their

health and well-being

• Providing a medical home for CSV patients

HOLISTIC

APPROACH TO

CARING

• Providing patient-centered care

• Affordable healthcare, social services, and health education

programs

• Caring for body, mind and spirit

• Dedication to affirming the hope and joy of ministry

AS

SO

CIA

TE

S

LEVERAGING STAFF

EXPERTISE &

CONTRIBUTIONS

• A working environment conducive to the success of our

associates

• Employees empowered with decision-making tools and skills

• Improved personal trustworthiness inspiring trust throughout

the organization

• Increased capacity and competency across the organization

through training opportunities

SUSTAINING

ORGANIZATIONAL

EXCELLENCE

• A safe workplace with focus on reducing risk

• A culture of respect and compassion for the dignity and diversity

of life

• Innovation which includes advances in technology to deliver

efficient and cost-effective healthcare

• Just employee compensation, recognition and development

PA

RT

NE

RS

LEVERAGING

PARTNERSHIP

TALENT &

RESOURCES

•

•

•

• Collaboration with other community partners

• Integration of community and faith-based approaches to

delivering primary healthcare •

•

•

•

•

MODELING

COMMUNITY

LEADERSHIP &

COLLABORATION

• Advocacy for social justice

• Voice for improving the health of the medically underserved

• Collaboration with civic and political leadership to positively

impact the quality of healthcare




CENTRO SAN VICENTE CRITICAL SUCCESS FACTORS

Votes CRITICAL SUCCESS FACTORS CSF Category

3

1) We must maintain our traditions of quality and holistic service in order to set CSV apart in its unique approach.

Service/Product/

Deliverables

12 2) We must establish a fund development office (public relations /new services, etc.) in order to expand, develop and sustain our CSV service delivery model.

Funding/

Resources

4 3) We must educate our associates in skills, values, services and performance in order to continue and expand our quality service.

Resource

Management

11 4) We must change process flows and efficiencies in order to accommodate growth and funding turnover. [Need continuous improvement program]

Organization / Management

5 5) We must have better branding and marketing in order to expand all of our services to the El Paso Community.

Communications / Marketing

1 6) We must continue to partner with community and contractors who have a similar mission or are in line with CSV’s mission in order to sustain, maintain and expand the holistic healthcare services.

Service/Product/

Deliverables

5 7) We must produce the integrated behavioral health model joining with partners trying to change Texas’ mental health care systems in order to enhance CSV’s mental healthcare services.

Service/Product/

Deliverables

16 8) We must advocate for Medicaid expansion and / or an alternative in Texas in order to provide services to those most in need, including the uninsured.

Client Needs

2 9) We must become a more cohesive organization with improved inter-departmental communications in order to effectively run as a clinic that provides the best quality care to our patients and the community.

Communications / Marketing

4 10) We must expand IT staff and support in order to sustain, improve and expand our technology and information management at CSV critical to providing quality healthcare services.

Info. / Tech Management

3 11) We must provide technology and educational support to our patients in order to meet our measures for meaningful use and patient-centered and medical home.

Client Needs

1 12) We must define the performance metrics and criteria in order to be accountable to our vision and values.

Quality / Accountability Management




(continued)


3 13) We must improve our organization’s cultural sensitivity to the needs of our patients in order to fulfill our mission and patient- centered home model.


4 14) We must expand / integrate our mental health services in order to provide a “One Stop” center of integrated services.

Service/Product/

Deliverables

9 15) We must never lose our focus on our vision/ mission in order to retain our unique role in the community.


9 16) We must ensure every manager is knowledgeable and accountable for all areas in their department including the budgeting process in order to facilitate cross-training, budgeting, resource management, coaching, retention, etc. of their teams.

Resource /

Management

5 17) We must re-instill the value / importance of seeing every patient in order to help meet all patients’ needs and make us self-sustainable.

Client Needs

13 18) We must ensure that all major directions and decisions are in line with the CSV vision, mission, and values in order to continue to provide quality healthcare to those most in need.

Client Needs

3 19) We must improve utilization of support services in order to encourage and support personal responsibility of health and well-being to improve patient outcomes.

Support Services

2 20) We must communicate our purpose / reasons to our employees and community in order to increase productivity above and beyond expectations and create the positive view of our clinic with their engagement.

Communications/

Marketing

2 21) We must have every department submit a functional plan aligned to the CSV strategic plan in order to ensure their achievements contribute to the CSV strategic plan and its value propositions.


3 22) We must partake in all facets of advocacy in the mental healthcare in order to influence and advocate for more positive mental health in our community.

Communications/

Marketing

12 23) We must create ways to incentivize and recognize our associates in order to recruit, retain and keep them motivated in what they do. This includes:

• “just” salaries

• tuition reimbursement

• addressing any conflicts of interest

• benefits

Resource Management




(continued)


0 24) We must avoid overspending regarding budgets approved in order to sustain fiscal management and audit worthiness.

Resource Management

1 25) We must engage our patient population with their input in order to understand patient needs and respond with high quality services on a timely basis.

Client Needs

7 26) We must reevaluate all policies / procedures in the employee evaluation process in order to assure employee accountability, productivity and development.


1 27) We must raise and develop funds in order to sustain and expand our services to our community.

Funding/

Resources

1 28) We must instill the same values of respect and kindness internally as colleagues in order to provide value driven care plus customer service to those served.

Client Needs

4 29) We must expand collaboration with community partners in order to enhance an increase of resources available to the organization, associates, and patients.

Funding /

Resources

7 30) We must develop our departmental leaders in order to effectively lead and manage our employees in a healthy positive work environment.


2 31) We must share the ‘fish philosophy’ (and related tools) with our associates in order to improve our quality of life and customer service.


2 32) We must centralize all organizational documents ( electronic document management system) in order to facilitate accessibility to key data and information.

Info. / Tech Management




CRITICAL SUCCESS FACTORS SUMMARY PROFILE

Critical success factors (CSF) selected by the team as high priority are bolded and shaded. The subscript represents the number of votes.

KEY STRATEGIC AREAS CSF #

I. CLIENT NEEDS 86 113 175 1813 251 281

II. RESOURCE MANAGEMENT 34 169 2312 240

III. FUNDING / RESOURCES 2-2714 294

IV. ORGANIZATIONAL MANAGEMENT 411 133 159 312

V. QUALITY / ACCOUNTABILITY 121 212 267 307

VI. TECHNOLOGY MANAGEMENT 104 322

VII. SERVICES / PRODUCTS / DELIVERABLES 13 61 75 144

VIII. COMMUNICATIONS / MARKETING 52 92 202 223

IX. SUPPORT SERVICES 193




CENTRO SAN VICENTE STRATEGIC GOALS AND OBJECTIVES NOTE: Strategic areas are not listed in any particular priority. Proposed initiatives or action items are captured in brackets.

STRATEGIC AREA I. CLIENT NEEDS

GOAL A: “We will provide services to those most in need advocating for expanded Medicaid or alternative sources of funding (i.e., insure the uninsured).”

Strategic Initiative Owner (SIO): To be named. Goal A. OBJECTIVES (Measured By):

� A viable alternative to funding the uninsured is identified by no later than October 1, 2015. � Have organized multi-organizational collaborative with regional and state-wide organizations (e.g., civic, political, medical, etc. by TBD. [Need letters of support, phone calls, influence with legislators, etc.]

� 100% coverage of staff, Board, patients, and partners with the advocacy campaign information and materials by November 2014.

� Evidence of increases in patient insurance coverage � Evidence of payer mix and patient funding � Increases in consumer enrollments � CSV client feedback regarding their satisfaction with services and coverage. [need patient consumer

feedback mechanism]

Goal A Strategic Initiatives 1. Advocacy campaign with partners for alternative funding source to expanded Medicaid including

materials 2. Study analysis report of patient insurance coverage, payer mix, enrollments, and patient funding 3. CSV Client feedback mechanism and tools




STRATEGIC AREA I. CLIENT NEEDS (Continued)

GOAL B: “We will continue to provide quality healthcare to those most in need by aligning our decisions and direction throughout the entire organization to our vision, mission and values.”

Strategic Initiative Owner (SIO): To be named.

Goal B. OBJECTIVES (Measured By): � Patient feedback (See Goal A) [need to refine our current survey tools] � Evidence of Board reflection regarding the alignment of decisions and direction to the CSV vision, mission, and values

� “word of mouth” verbal feedback from patients, partners, and associates � Associate feedback on a more frequent basis [need a feedback mechanism or survey for associates] � Board committee structure is revisited and aligned to the strategic plan and CSV strategic thinking

Goal B Strategic Initiatives

1. Patient feedback both formal and informal (see Goal A) 2. Periodic Board reflection on alignment 3. Associate feedback mechanism 4. New Board Committee structure




STRATEGIC AREA II. RESOURCE MANAGEMENT

GOAL C: “We will expect a management accountability process for all departments including effective budgeting, cross-training, associate development, accountability, staff retention, and resource management.”

Strategic Initiative Owner (SIO): To be named. Goal C. OBJECTIVES (Measured By):

� 100% of managers adhere to the process expectations and management metrics [metrics to be defined] � Introduction and implementation of a management accountability process by January 1, 2015 � % of manager satisfaction in adhering to the expected metrics:

Year Percentage

Year 1 50%

Year 2 75%

Year 3 90%

[managers are to be engaged in the process definition] � Increased evidence of measures for improvements, including :

� Fiscal management � Quality (clinical) � Quality (operational) � Productivity � Patient experiences � People management

� Implementation of refined employee people management system for employee planning, counseling , evaluation, and development

Goal C Strategic Initiatives

1. Management accountability process with metrics 2. Manager feedback mechanism 3. Management organizational report card




STRATEGIC AREA II. RESOURCE MANAGEMENT (Continued)

GOAL D: “We will recruit and retain the best talent with competitive associate benefits, compensation, recognition, evaluation and development.”

Strategic Initiative Owner (SIO): To be named.

Goal D. OBJECTIVES (Measured By): � Associate feedback survey (see Goal B) � Evidence of positive retention of associates � Evidence of improved employee morale index per year � Communication of an annual salary and benefits analysis presented to management and the Board � Increased demand from employees for development opportunities � Increased productivity metrics � Introduction of a tuition reimbursement package � Implementation of a leadership development program by HR by January 2016 � Evidence of the degree and levels of employee contributions and value � Reduced absenteeism [need to review job descriptions] � Implementation of a refined people management system (see Goal C)

Goal D Strategic Initiatives 1. Analysis report of employee retention, morale, benefits, compensation, productivity, contributions,

absenteeism, etc. 2. New Leadership Development Program design and implementation 3. New refined employee people management system (see Goal C)




STRATEGIC AREA III. FUNDING RESOURCES

GOAL E: “We will develop and raise additional funds to sustain and expand our quality services.” Strategic Initiative Owner (SIO): To be named.

Goal E. OBJECTIVES (Measured By): � By June 2015, implementation of a fund development office [leads and leverages income to pay for the office] � Annual 3% growth in new funds (these are non-discretionary funds) � Evidence of grant funding growth of TDB% base growth per year � Growth in the ‘in-kind services’ of TBD% per year (both value and costing) � Sustained budgeting targets set and approved by the Board are adhered [± budget variance targets need to

be set] � Levels of satisfying the “capital request” lists from departments

Goal E Strategic Initiatives

1. Opening of funds development office to acquire new sources of funds 2. Continuation of grants program 3. Budget variance analysis to Board on periodic basis 4. In-kind services reporting 5. Departmental capital request reporting




STRATEGIC AREA IV.ORGANIZATIONAL MANAGEMENT

GOAL F: “We will accommodate growth capacity and funding turnover with continuous process improvements.”

Strategic Initiative Owner (SIO): To be named. Goal F. OBJECTIVES (Measured By):

� Patient feedback (see Goal A) � Evidence of improved patient baseline throughput statistics � Every year CSV implements at least one “significant” continuous improvement (CI) projects PER

DEPARTMENT focused on: � Cost savings � Improved productivity � Increased patient volume � Increased revenue � Improved satisfaction

[“significant” projects TBD] � Annually, the Board sponsors and celebrates five (5) “significant”

CI projects � By Year 3, 100% of CSV associates receive CI training � CI is part of every managers’ evaluation criteria

Goal F Strategic Initiatives 1. Formal CI Program (process, training, planning, success metrics, etc.) 2. Management CI performance planning and evaluation 3. Analysis of patient baseline throughput data




STRATEGIC AREA V. TECHNOLOGY & INFORMATION MANAGEMENT

GOAL G: “We will leverage the use of technology and information by extending and improving our information technology systems and support.”

Strategic Initiative Owner (SIO): To be named. Goal G. OBJECTIVES (Measured By):

� Evidence of increased productivity (see Goal C) � Annually, the Board approves funding of a technology plan for implementation � Positive associate feedback regarding the following attributes of the IT systems:

� Reliability � Accessibility � Serviceability and support

� Patient satisfaction feedback (see Goal A) � Associate feedback regarding their satisfaction with healthcare provider quality

Goal G Strategic Initiatives

� Development and funding of CSV Technology Plan � Associate feedback mechanism regarding the technology systems � Analysis of quality of provider healthcare quality




CENTRO SAN VICENTE STRATEGIC DIRECTION & VALUE ALIGNMENT

H = High Impact; M = Medium Impact; L = Low Impact

PATIENTS/ FAMILIES

ASSOCIATES

PARTNERS

STRATEGIC GOAL ALIGNMENT

3-Year Strategic Plan NOTE:To Be Completed by the CSV Leadership Team

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COMMENTS

GOAL A: “We will provide services to those most in need advocating for expanded Medicaid or alternative sources of funding (i.e., insure the uninsured).”

H H H H H H H

GOAL B: “We will continue to provide quality healthcare to those most in need by aligning our decisions and direction throughout the entire organization to our vision, mission and values.”

H H H H H H H

GOAL C: “We will expect a management accountability process for all departments including effective budgeting, cross-training, associate development, accountability, staff retention, and resource management.”

H H H H H L L

GOAL D: “We will recruit and retain the best talent with competitive associate benefits, compensation, recognition, evaluation and development.”

H H H H H L L

GOAL E: “We will develop and raise additional funds to sustain and expand our quality services.” H H H H H H H

GOAL F: “We will accommodate growth capacity and funding turnover with continuous process improvements.”

H H H H H H H

GOAL G: “We will leverage the use of technology and information by extending and improving our information technology systems and support.”

H H H H H L H




CSV ACCOUNTABILITY AND COMMUNICATIONS PLAN

WHAT WHO WHEN

1. Document the Strategic Plan

(SP)

PCS- Gilbert Moreno �� Dr.

Jose Luna (JL) 10/15/2014

2. Edit/Comments from strategic

thinkers

• JL �”Strategic Thinkers”

• Thinkers to JL and return to

PCS

• 10/15/2014

• 10/22/2014

3. Finalize SP Draft PCS- Gilbert Moreno �� Dr.

Jose Luna (JL) 10/25/2014

4. Presentation to the Board for

approval of the SP CSV Board of Directors 11/19/2014

5. Present SP to stakeholders:

� CSV managers

� CSV associates

� Ascension Corporate

� Partners

CEO and Board Chair

� CSV Managers Dec.

� CSV Associates Jan.

� Corporate 1Q15

� Partners 1Q15

6. Post on CSV Website Paul (CSV IT) By March 2015

7. Refine CSV Board Committee

Structure Board + Board Chair + CEO

January 28, 2015

Meeting

8. Name the SI0s Per Strategic

Goal JL and Board Chair By November 1, 2014

9. Organize the SIO teams SIOs By 1Q2015

10. SIOs start reporting progress

SIOs

Leadership Team

Board

Starting in March 2015

and reviewed bimonthly

afterwards

11. SIOs provide input to CSV

Annual Report SIOs to Carlos

Electronic Annual Report

distributed every

November

12. Annual update and refine the

CSV strategic plan CEO + Board Chair Every October

strategic thinking / strategic planning project · 2016-09-06 · strategic planning project 3-year...

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