Here is what I will be working on when our new Fiscal Year begins in October, 2010. The Goals are arranged along our Pillars of People…..Service…..Quality…..Growth…..Finance…..Academics. I realize there is a lot of detail but I think you can get the gist. In the meantime, I welcome any comments, thoughts or blurts you have.
Mike
• PEOPLE AND SERVICE – Continue focused professional development of all GHS leaders that advances GHS Commitment to Excellence through tighter alignment of vision, mission and goals throughout the GHS management structure, higher levels of consistency in targeted management practices; and expanded connection to purpose (vision and mission) among front line staff.
o Measured by:
• Employee commitment levels consistent with organizational goal.
• Improvement in Tier III and II rankings by current managers.
• Improvement in key employee survey questions related to connection to purpose.
• Q # 61 -Senior management’s actions support this organization’s mission and values.
• Q # 55 – Senior management provides clear direction about where we are going as an organization.
• Q # 17 – The actions of the person I report to supports this organization’s mission and values.
• Q # 53 – I selected this organization as a place to work because its values reflect my own.
• System-wide HCAHPS scores consistent with organizational goal.
• QUALITY – Improve care and outcomes for patients with diabetes in the GHS service area. (Multi-Year Goal – Year Two)
o Measured by:
• Year Two implementation goals completed.
• Partnerships with other community providers strengthened to address diabetes care as well as other chronic diseases through medical homes model. (New Horizon and Free Clinic)
• Interventions developed in year one further refined, for example: create programs that link primary care specialists with our diabetes self-management programs.
• Development and use of standardized diabetes “tool kit” for use across the GHS continuum of care.
• Gross outcomes measures such as utilization rates for GHS Emergency Services and acute inpatient facilities are tracked for targeted populations and baseline data established.
• GROWTH – Advance GHS position as a regional integrated delivery system through strategic alliances and partnerships with other organizations whose missions are consistent with our own.
o Measured by:
• Implement optimal GHS organizational structure that supports a highly integrated delivery system model well positioned to function in the future as an Accountable Care Organization (ACO).
• Develop, assess and move forward on ACO pilot opportunity in collaboration with Blue Cross Blue Shield of South Carolina.
• Continue to explore, assess, and, if appropriate, pursue participation in Accountable Care Organization/Healthcare Innovation Zone demonstration project.
• Address gaps in specialty services employed or highly aligned with GHS (e.g., urology, cancer).
• FINANCE – Ensure strong long-term GHS financial position and our ability to plan and invest in future-focused stategies by achieving targeted operating margin.
o Measured by:
• Implement optimal GHS organizational structure that supports current system-wide volume, payor-mix, and projected revenue AND that supports a highly integrated delivery system model.
• Research and evaluate alternative models for aligning staff and physician incentives that support a highly integrated delivery system model; and develop implementation plan.
• Evaluate and pursue collaborative relationship with Palmetto Health that would advance both organizations’ abilities to achieve shared savings and explore a network alternative to CHS and Novant.
• Achieve 2011 budgeted operating margin.
• ACADEMICS – Advance GHS academics agenda through further strengthening of USC/ GHS relationship as it relates to a four year USC School of Medicine-Greenville, the IAHC and other related program areas (Research, Workforce Development, Total Health).
o Measured by:
• Develop and implement a detailed plan for community engagement/ communications related to workforce development activities at GHS in general and to the USCSOM-Greenville in particular.
• Communicate and advance medical school position among selected national health care affiliation groups including Association of American Medical Colleges (AAMC) and University HealthSystem Consortium (UHC) among others.
• Move forward with the four year medical school application process with the Liaison Committee on Medical Education – achieve preliminary accreditation status by June 2011.
• DIVERSITY – Develop programs and methods that expand the diversity of candidate pools for leadership positions within GHS; and continue to advance GHS supplier diversity activities and results.
o Measured by:
• Higher levels of diversity among candidates for GHS leadership positions.
• Improvements in purchasing statistics compared to 2010 results.
Mike
• PEOPLE AND SERVICE – Continue focused professional development of all GHS leaders that advances GHS Commitment to Excellence through tighter alignment of vision, mission and goals throughout the GHS management structure, higher levels of consistency in targeted management practices; and expanded connection to purpose (vision and mission) among front line staff.
o Measured by:
• Employee commitment levels consistent with organizational goal.
• Improvement in Tier III and II rankings by current managers.
• Improvement in key employee survey questions related to connection to purpose.
• Q # 61 -Senior management’s actions support this organization’s mission and values.
• Q # 55 – Senior management provides clear direction about where we are going as an organization.
• Q # 17 – The actions of the person I report to supports this organization’s mission and values.
• Q # 53 – I selected this organization as a place to work because its values reflect my own.
• System-wide HCAHPS scores consistent with organizational goal.
• QUALITY – Improve care and outcomes for patients with diabetes in the GHS service area. (Multi-Year Goal – Year Two)
o Measured by:
• Year Two implementation goals completed.
• Partnerships with other community providers strengthened to address diabetes care as well as other chronic diseases through medical homes model. (New Horizon and Free Clinic)
• Interventions developed in year one further refined, for example: create programs that link primary care specialists with our diabetes self-management programs.
• Development and use of standardized diabetes “tool kit” for use across the GHS continuum of care.
• Gross outcomes measures such as utilization rates for GHS Emergency Services and acute inpatient facilities are tracked for targeted populations and baseline data established.
• GROWTH – Advance GHS position as a regional integrated delivery system through strategic alliances and partnerships with other organizations whose missions are consistent with our own.
o Measured by:
• Implement optimal GHS organizational structure that supports a highly integrated delivery system model well positioned to function in the future as an Accountable Care Organization (ACO).
• Develop, assess and move forward on ACO pilot opportunity in collaboration with Blue Cross Blue Shield of South Carolina.
• Continue to explore, assess, and, if appropriate, pursue participation in Accountable Care Organization/Healthcare Innovation Zone demonstration project.
• Address gaps in specialty services employed or highly aligned with GHS (e.g., urology, cancer).
• FINANCE – Ensure strong long-term GHS financial position and our ability to plan and invest in future-focused stategies by achieving targeted operating margin.
o Measured by:
• Implement optimal GHS organizational structure that supports current system-wide volume, payor-mix, and projected revenue AND that supports a highly integrated delivery system model.
• Research and evaluate alternative models for aligning staff and physician incentives that support a highly integrated delivery system model; and develop implementation plan.
• Evaluate and pursue collaborative relationship with Palmetto Health that would advance both organizations’ abilities to achieve shared savings and explore a network alternative to CHS and Novant.
• Achieve 2011 budgeted operating margin.
• ACADEMICS – Advance GHS academics agenda through further strengthening of USC/ GHS relationship as it relates to a four year USC School of Medicine-Greenville, the IAHC and other related program areas (Research, Workforce Development, Total Health).
o Measured by:
• Develop and implement a detailed plan for community engagement/ communications related to workforce development activities at GHS in general and to the USCSOM-Greenville in particular.
• Communicate and advance medical school position among selected national health care affiliation groups including Association of American Medical Colleges (AAMC) and University HealthSystem Consortium (UHC) among others.
• Move forward with the four year medical school application process with the Liaison Committee on Medical Education – achieve preliminary accreditation status by June 2011.
• DIVERSITY – Develop programs and methods that expand the diversity of candidate pools for leadership positions within GHS; and continue to advance GHS supplier diversity activities and results.
o Measured by:
• Higher levels of diversity among candidates for GHS leadership positions.
• Improvements in purchasing statistics compared to 2010 results.
No comments:
Post a Comment