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Beaver Island Rural Health Center
Strategic Plan
2009-2014
Purpose of the Plan
• Identifies a set of priority goals and strategies for
BIRHC for the next 5 years
• A guide for Board and management annual planning and
decisions – to be reviewed and revised periodically
• Not a comprehensive operating plan; not a step-by-step
―must do‖ plan
Planning Process (February – November 2008)
Used an outside facilitator
Interviews with all Board members, BIRHC staff, several outside
stakeholders; and review of BIRHC documents
Discussions at three Board retreats; other Board and sub-group meetings
Two drafts of plan before adoption by the Board
Communication to Beaver Island Community
Plan Contents
• Governing Ideas:
– Mission, Vision & Values of BIRHC
• Strategic Situation (2008)
• Goals
• Strategies & Responsibilities
• Core Competencies
• Year 1 (2009) Objectives
• Using the Strategic Plan
Governing Ideas of BIRHC
Mission To provide high quality, cost effective patient treatment and wellness services to the
whole Beaver Island community.
Vision BIRHC accommodates expanding demand for its medical services, including accredited
emergency care, community education programs, prevention and wellness activities.
for The Center is staffed by a team of family practice physicians, nurse practitioners and
2020 technicians who provide primary care to most year-round and seasonal residents.
Basic financial stability is ensured by reliable local funding, growing state and federal
funding, and community contributions and income from the Center’s endowment. The
Center is highly networked with other northern Michigan medical organizations—
collaborating and sharing resources. BIRHC’s professional administrative staff works in
partnership with dedicated Board and community leaders to make sure programs and
services are aligned with community needs and resources.
Values The BIRHC:
• Adheres to practices that promote financial integrity and accountability.
• Believes that access to high-quality health care is a basic community need,
regardless of a person’s ability to pay.
• Provides services with care, respect, and sensitivity for patients’ needs, and
seeks always to have the patient’s trust.
• Is dedicated to and complies with medical best practices.
• Reflects in its board membership the Island’s diverse population.
BIRHC Strategic Situation
• In the past 5 years, BIRHC has experienced substantial growth—in service
―encounters,‖ types of services, facility, equipment, revenues, costs, and assets—
and is a highly valued, well regarded Island community.
• The Center maintains high standards of medical practice and constantly looks for
new medical and wellness services it can provide at affordable cost.
• Center finances (from customers and local government) have grown substantially—
but rely substantially on annual donor support.
• The Center has a hands-on Board that has focused on planning and policy
decisions, and provided critical leadership in community relations, fundraising, and
management advising.
• The Center operates through a web of relationships with a score of other
organizations and pursues an ambitious agenda of improvements.
• In the Board’s view, the Center must address five strategic issues:
•Managing the Board’s leadership transition.
•Ensuring the Center’s long-term financial stability.
•Meeting the Center’s short- and long-term staffing needs.
•Determining the maintenance and expansion of Center
programs and services
•Maintaining and expanding critical relationships for
Center’s sustainability.
Goals for 2014
1) Ensure strong, committed Board leadership and engagement.
2) Ensure strong, committed staff leadership and professionalism.
3) Increase BIRHC long-term financial stability.
4) Anticipate and provide for facility, equipment, and technology
needs.
5) Maintain highly effective medical practice standards and quality
of care.
6) Increase scope of medical and wellness services.
Performance Targets for Goals
1) Board 2) Staff 3) Finances 4) Facility etc 5) Medical 6) Services
practice
A. Effective execution A. Very high employee A. Adoption of a A. Adopt a 5-year A. All patients served, A. Increased use of
of strategic plan satisfaction ratings five-year financial plan for facility, regardless of ability to tele-health to reduce
plan equipment & pay off-Island office visits
technology (FET) to specialists
B. 90% attendance at B. Board/staff develops B. Annual year-end B. Annual $7,000 B. 100% regulatory B. Increased medical
Board meetings and implements long- financials have set aside for repairs compliance & BIRHC services delivered
(average) term strategy for positive net income and replacement of board policy on-Island by
meeting staffing needs major systems compliance specialists
C. 100% of Board C. Adequate time and C. Decreased C. Staff properly C. BIRHC maintains C. Increased
makes annual funds provided for staff reliance on annual uses and maintains regular office hours wellness options for
financial contribution development fundraising for FET and 24/7 coverage year-round Island
operations population
D. Board develops & D. Compensation & D. Continuing D. Adequate risk D. High level of D. Maintain ongoing
implements benefits are competitive township board & management and customer satisfaction scan for new
succession & in the region voter support insurance levels with BIRHC services diagnostic tools and
development plan (2012) for BIRHC services that BIRHC
millage could use
E. Open E. Pool of relief staff is E. Obtain county, E. Center staff and
communication & trust large enough to meet state and/or federal contract providers
between Board and Center needs funds of $125,000 meet license,
Managing Director annually for continuing education,
operations and insurance
standards
F. Every Board F. Endowment F. Center helps to
member leads at least principal growth to ensure disaster
one BIRHC project $1.5 million by planning and
annually 2014 preparation among
relevant entities
F. Board members
develop & maintain
strong network
relations with other
medical care
organizations
Strategies & Responsibilities
1) Ensure strong, Strategies & Responsibilities:
committed Board
leadership and •Set annual objectives based on strategic plan (Board/Mgt)
engagement.
A. Effective execution •Conduct regular review of progress on strategic plan at board
of strategic plan meetings and more intensive annual review (Board/Mgt)
B. 90% attendance at
Board meetings
•Restructure Board committees to ensure focus on goals, and include
(average) community members and former Board members as participants
C. 100% of Board (Board)
makes annual
financial contribution •Appoint Board committee or leader to implement succession &
D. Board develops &
development plan (Board)
implements
succession &
•Undertake annual self-assessment of Board’s performance
development plan (Board/Mgt)
E. Open •Each Board member has plan to champion one BIRHC project and
communication &
trust between Board serve as BIRHC ―ambassador‖ to community, stakeholders (Board)
and Managing
Director •Board members build strong networks: see strategies in other Goals
F. Every Board
(Board)
member leads at
least one BIRHC
•Managing Director & Board members inform President is there is a
project annually ―trust issue‖ with management or Board (Board/Mgt)
F. Board members
develop & maintain
strong network
relations with other
medical care
organizations
2) Ensure strong, Strategies and Responsibilities:
committed staff
leadership &
professionalism •Conduct study of compensation & benefit levels in region
A. Very high for all BIRHC positions & develop attractive employment
employee satisfaction packages (Board)
ratings
B. Board/staff •Build relationships with providers of professional staff (e.g.,
develops and university placement services), in and out of Michigan, to
implements long-term
strategy for meeting identify potential job candidates and medical-student interns
staffing needs (Board/Mgt)
C. Adequate time and
funds provided for •Develop strong network, and maybe consortium, with
staff development
health center staff and boards on Mackinac and Drummond
Islands and Indian-controlled health systems (Board/Mgt)
D. Compensation &
benefits are
competitive in the
•Increase awareness among health professionals who
region come to Island about opportunities to support BIRHC (e.g.,
relief pool, volunteering) (Board/Mgt)
E. Pool of relief staff
is large enough to
meet Center needs
•Establish annual ―individual development plan‖ for all
BIRHC staff, linked to professional development budget
(Mgt)
3) Increase long-
Strategies and Responsibilities:
term financial
stability
•Develop five-year financial plan starting with projections
A. Adoption of a
five-year financial
developed by Board (Board/Mgt)
plan
B. Annual year-end •Secure designation as Special Emergency Care Facility, as
financials have
positive net income
part of consortium of island clinics (Board)
C. Decreased
reliance on annual •Develop statewide advocacy capacity for influencing state
fundraising for
operations
government, tapping off-Islanders (Board)
D. Continuing
township board & •Pursue additional financial support from Charlevoix County,
voter support
(2012) for BIRHC
e.g., Council on Aging (Board)
millage
E. Obtain county, •Reinvest portion of endowment income in the endowment
state and/or federal
funds of $125,000
principal (Board)
annually for
operations
•Develop long-term fundraising plan that includes planned
F. Endowment
principal growth to
giving program, appeals to corporations, utilities, and
$1.5 million by regional banks (Board)
2014
•Market BIRHC services to increase utilization (Board/Mgt)
4) Anticipate and Strategies and Responsibilities:
provide for
facility,
equipment, and
•Develop 5 year plan for FET (Mgt/Board)
technology
needs (FET) •Review insurance levels for employees, physical plant, and
A. Adopt a 5-year medical liability and update annually (Mgt/Board)
plan for facility,
equipment &
technology (FET) •Board committee to act as facility/equipment ―engineering
department‖ to support staff in maintenance and use of FET—
B. Annual $7,000
set aside for providing ―easy to use‖ instructions; training on use of FET; and
repairs and ensuring a pool of reliable specialists (Board/Mgt)
replacement of •Budget time and funds for training on use of equipment and
major systems
technology (Mgt)
C. Staff properly
uses and
maintains FET •Develop and implement plan for converting medical records to
electronic records (Mgt)
D. Adequate risk
management and •Secure additional support for BIRHC computer-information
insurance levels systems and software (Mgt)
•Build awareness of hospitals in regions of the Center’s
equipment ―wish list‖ (Board/Mgt)
5) Maintain highly Strategies and Responsibilities:
effective medical
practice standards
and quality of care. •Implement periodic customer satisfaction survey and
A. All patients served,
regardless of ability to pay provide Board with results (Mgt)
B. 100% regulatory
compliance & BIRHC board •Conduct appropriate ―due diligence‖ of medical
policy compliance
contractor licenses, insurance coverage, and law suits
C. BIRHC maintains regular
office hours and 24/7 (including Pine River physicians) (Mgt)
coverage
D. High level of customer
satisfaction with BIRHC
•Conduct a ―self audit‖ of Center medical practices
services
E. Center staff and contract •Initiate periodic scans for new and updated standards for
providers meet license,
continuing education, and medical practices (using websites) (Mgt)
insurance standards
F. Center helps to ensure
disaster planning and •Maintain practice of reviewing and updating BIRHC
preparation among relevant
entities
policies (Board/Mgt)
•Publicize availability sliding scale for payment and low-
cost government health insurance programs (Mgt/Board)
6) Increase scope Strategies and Responsibilities:
of medical and
wellness services.
•Encourage and help to prepare physician partners to use tele-
A. Increased use of tele-
health to reduce off- health capacity of BIRHC; clarify what the financial
Island office visits to arrangements are with specialists; learn from successful
specialists
practices elsewhere, e.g., Marquette Hospital (Mgt)
B. Increased medical
services delivered on-
Island by specialists •Implement survey of Islander needs that Board has prepared
(Board)
C. Increased wellness
options for year-round
Island population
•Explore options for fitness/wellness services that could be
D. Maintain ongoing delivered on Island for year-round residents and look for Island
scan for new diagnostic
tools and services that organizations that might be partners (e.g., dermatologist for
BIRHC could use skin cancer screening; fitness/exercise classes, mammogram
vehicle)—and effectively market the availability of specialists
(Board/Mgt)
•Identify off-Island services that could be accessed through
―block‖ scheduling (Mgt)
•Conduct a health fair on the Island (Mgt/Board)
•Research funding programs that support wellness services
(Mgt)
Core Competencies:
Operating at “The Next Level”
To achieve BIRHC goals, the Board and Management must strengthen the
organization’s capacities to undertake and implement long-term planning; market
effectively to potential customers; and build and maintain networks that support the
Center. This is the “next level” of effectiveness the Center must reach during the
next five years.
• Restructure Board committees to ensure focus on
strategic goals and capacity to undertake:
– 5-year financial planning
– Marketing plan
– Fundraising plan
– Board development plan
– Advocacy network development (state government)
– Facility, Equipment, Technology (FET) maintenance &
replacement plan
Using the Strategic Plan
• Board/Mgt set annual objectives; budget
reflects objectives
• Board reviews progress on plan
goals/targets at every boad meeting and at
annual retreat (summer)
• Board/Mgt revise plan as needed
• Board makes plan (Governing Ideas and
Goals & Targets) available to public and
shares with partners and stakeholders
Managing Director’s Proposed
Priorities for 2009
Goal 1: •Support Board in execution of strategic plan & monitoring progress
Board •Provide input to Board on selection of new Board members and officers
•Help Board members identify BIRHC projects to champion; support members
Goal 2: •Determine mechanism for assessing employee satisfaction; use it
Staff •Develop network consortium with Mackinac and Drummond Island
•Maintain pool of relief staff; train relief staff so it can step in effectively
Goal 3: •Manage finances to ensure positive net income at year end
Finances •Work with Board to develop 5-year financial plan
•Continue as visible ―face‖ of Center in the community, coordinating with Board
•Offer low-cost/free services to bring new people into center; coordinate with marketing plan & health fair
Goal 4: •Work with Board to develop 5-year plan
Facilities •Develop plan for converting medical records to electronic records
•Build equipment wish list relationship with Northern Michigan Hospital
Goal 5: •Implement customer satisfaction survey
Medical •Publicize sliding fee schedule and low-cost insurance
Practice •Work with Board to ensure Island-wide disaster planning and preparation
Goal 6: •Increase medical services delivered on-Island by specialists
Scope of •Conduct a health fair
Service •Support Board implementation of survey of Island health care needs
•Support board research for funding programs for wellness service
Year 1 (2009) BIRHC Objectives
• To be developed by Board.
EXAMPLE OF A STRATEGIC SCOREBOARD (Traffic Lights)
GOAL: ENSURE STRONG, COMMITTED BOARD LEADERSHIP AND ENGAGEMENT
TARGET PERFORMANCE TO DATE
Effective execution of strategic plan
90% attendance at Board meetings (average) 95%
100% of Board makes annual financial contribution 55%
Board develops & implements succession &
development plan
Open communication & trust between Board and
Managing Director
Every Board member leads at least one BIRHC
project annually
Board members develop & maintain strong network
relations with other medical care organizations
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