In the prior entries I reviewed our vision and mission statements, today I want to write about Goals and Pillars As a reminder, our Vision is to Transform Healthcare for the benefit of the people and communities we serve and our Mission is to Heal Compasionately, Teach Innovatively and Improve Constantly. Vision and mission are critical, but the goals are what bind everything together.
Have you ever had fun, or not, making New Year’s resolutions? My experience is that the creation of goals for a new year are most productive and doable when I have a longer view of where I am headed and they are connected to my personal vision and mission. I believe the same principle applies to creating goals for an organization, there is a need for a clear vision and mission.
Here are some questions I ask:
1. What is seeking to emerge? What is supposed to come forth, improve, manifest and to what end?
2. What must I/we become to achieve it?
3. What strengths or assets do I currently possess to accomplish the vision.
4. What has to change or improve or in order for that to happen?
It is with these questions in mind that the annual goals are developed. Again, they can be personal goals or organizational goals, the process is the same.
At GHS we start with the big idea, what we believe will transform how we deliver care and we call that Total Health. Total Health provides the overarching framework for our goals, it is what is seeking to emerge from us, and it sits atop our goals document. The short definition of Total Health is delivering the right care, in the right place at the right time.
As you looked at the Total Health slide, you could see our Pillars, Pillar Statements, and the Measures. We have six Pillars: People, Service, Quality, Growth, Finance and Academics. These are our areas of focus. I believe we have created a culture of measurement and improvement and the goals drive that improvement. I also think the more open we are about discussing our goals increases the likelihood of success.
As you look over the goals under the pillars a couple of things may emerge. First, when there is national benchmark available we compare ourselves against how others are doing. Second, we want to be a best performer so we strive to be in the top quartile – meaning we want to do better than 75% of all the hospitals we compare ourselves to. For some measures that is a stretch and for others, like Employee Commitment and Quality, we are in the top 10%. Another thing to note is that we are moving more towards multi-year goals. I will come back to multi-year goals in a future entry and why I think they are important. I will also share my personal goals.
I welcome any thoughts, comments or blurts about these goals. I plan to discuss them in more detail in the future, as well as my personal goals.
Have you ever had fun, or not, making New Year’s resolutions? My experience is that the creation of goals for a new year are most productive and doable when I have a longer view of where I am headed and they are connected to my personal vision and mission. I believe the same principle applies to creating goals for an organization, there is a need for a clear vision and mission.
Here are some questions I ask:
1. What is seeking to emerge? What is supposed to come forth, improve, manifest and to what end?
2. What must I/we become to achieve it?
3. What strengths or assets do I currently possess to accomplish the vision.
4. What has to change or improve or in order for that to happen?
It is with these questions in mind that the annual goals are developed. Again, they can be personal goals or organizational goals, the process is the same.
At GHS we start with the big idea, what we believe will transform how we deliver care and we call that Total Health. Total Health provides the overarching framework for our goals, it is what is seeking to emerge from us, and it sits atop our goals document. The short definition of Total Health is delivering the right care, in the right place at the right time.
As you looked at the Total Health slide, you could see our Pillars, Pillar Statements, and the Measures. We have six Pillars: People, Service, Quality, Growth, Finance and Academics. These are our areas of focus. I believe we have created a culture of measurement and improvement and the goals drive that improvement. I also think the more open we are about discussing our goals increases the likelihood of success.
As you look over the goals under the pillars a couple of things may emerge. First, when there is national benchmark available we compare ourselves against how others are doing. Second, we want to be a best performer so we strive to be in the top quartile – meaning we want to do better than 75% of all the hospitals we compare ourselves to. For some measures that is a stretch and for others, like Employee Commitment and Quality, we are in the top 10%. Another thing to note is that we are moving more towards multi-year goals. I will come back to multi-year goals in a future entry and why I think they are important. I will also share my personal goals.
I welcome any thoughts, comments or blurts about these goals. I plan to discuss them in more detail in the future, as well as my personal goals.
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