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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.
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
Page 2
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
Page 3
The Strategic Planning Committee
R. G. (Dick) Harrison, Dr. Robert Prins
Commissioner- Chair, Chief of Staff
Strategic Planning Committee Dr. Allen Horesh
Laurie Gere, Dr. Kristine Schmaltz
Commissioner and President Dr. Shawna Laursen
Vince Oliver Chief of Staff-Elect
Chief Executive Officer Dr. John Mathis
Peter Swanson, Dr. Mike James
Chief Financial Officer
Dr. Ken Oates
Barbara Ringhouse, RN, MN,
Duncan Frazier,
Assistant Administrator, President, Island Hospital
Patient Services Health Foundation
Page 4
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
Page 5
Identification of Major Issues
50 29.6%
27.7%
45
40
35
Percentage
30
25
47
44
20
10.1%
8.8%
15
6.9% 6.3%
6.3%
10
16 2.5%
14
11 10 10
5 1.9%
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Fine Tuning Our Mission and Vision
Mission 2000 - 2005 Mission 2006 - 2011
Our mission is to We will deliver
provide consistent quality,
quality healthcare to compassionate and
the communities we personalized health
serve in an ethical, care to the
cost-effective communities we
manner, helping serve.
individuals achieve
their optimal level of
wellness.
Page 7
Fine Tuning Our Mission and Vision
Vision 2000 - 2005 Vision 2006 - 2011
Through collaboration Through collaboration
with our medical staff, with our physicians,
we will develop staff and community
innovative programs we will develop
and provide medical innovative programs
services that improve and provide medical
patient experiences services that enhance
and outcomes while patient experiences
meeting the changing and outcomes.
health care needs of
the communities we
serve.
Page 8
Strategic Goals Areas
Quality & Safety
Product & Service
Financial Strength
Development
Page 9
Strategic Goals
Continuously Improve the Quality of
Care and Safety at Island Hospital
Quality & Safety
Product & Service
Financial Strength
Development
Maintain the Financial Strength Develop Services and Programs that Meet
of Island Hospital the Needs of District Residents
Page 10
Quality Strategies
Quality & Safety
Product & Service
Financial Strength Development
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 Hospital’s
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.
Page 11
Financial Strength Strategies
Quality & Safety
Financial Strength Product & Service
Development
Maintain the Financial Strength of Island Hospital.
Support the Island Hospital Health Foundation’s 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
Page 12
Product and Service Development Strategies
Quality & Safety
Financial Strength Product & Service
Development
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.
Page 13
Strategy Map
Quality & Safety
Continuously Improve the Quality of
Care and Safety at Island Hospital
Develop a consistent QI process
Develop clinical quality measures (inpatient and
outpatient)
Enhance Peer Review and Credentialing processes
Exceed national and state benchmarks
Attract and retain high quality staff
Communicate progress regularly with IH
stakeholders
Financial Strength Product & Service Development
Maintain the Financial Develop Services and Programs that Meet
Strength of Island Hospital the Needs of District Residents
Support IH Foundation’s Capital Campaign Grow market share
Develop/Implement an Information Technology Recruit and retain physicians to meet
Strategic Plan community needs
Process for evaluating and acquiring medical Ensure adequate medical office space
technology Coordinate full continuum of care, formalizing
Adopt process improvement tools to measurably relationships
improve efficiency (operating suites, ancillary and Enhance communication between and among
support depts) stakeholders
Monitor financial performance against benchmarks Explore Center for Healthy Aging
Page 14
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