Focus 2012

Focus 2012 Northern Montana Health Care's Strategic Intiative for 2011-2012.

Community Engagement & Image

• Improve Community Opinion
• Encourage all employees in community involvement
• 75% of Leadership involved in civic, community, or charitable organizations
• Develop consistent messaging through branding
• 100% consistent messaging in multi-media formats (website, print, radio, TV, way-finding & signage)
• Promote customer service initiatives
• Increase HCAHPS survey scores to 5 points above national average
• Increase participation and utilization of volunteers, volunteens, and auxillians
• Document historical perspective
• Investigate, compile and display NMHC history via web and limited print media
• Deepen quality of community investment
• Conduct a community health needs assessment
• Document and distribute an annual report summary of community benefits provided by NMHC

Scope of Service & Physician Partnerships

• Incorporate new and affordable technologies in medicine
• Access to Personal Health Records (PHR)
• Develop patient access portal on website for PHR as outlined in the American Recovery and Reinvestment Act (ARRA)
• Educate community on existing technology
• Develop multimedia presence highlighting technology, specialties, services and procedures four times a year
• Continue to evaluate new technological advances
• Develop objective criteria for assessing new technological advances
• Medical Staff Composition
• Develop a long range recruitment and retention plan
• In concert with Medical Staff develop and maintain physician recruitment plan
• Identify community needs for specialty services
• Conduct a community health needs assessment (shared objective with Community Engagement and image)
• Continue to evaluate points of service
• Identify service area needs for specialty services/providers

Workforce Development

• Empower employees with knowledge and skill to act appropriately, competently and confidently in any situation
• Promote customer service
• Conduct employee satisfaction survey within one year
• Conduct semi-annual education to all staff regarding targeted customer service focus areas
• Resurvey Leadership Team via Service Driven Culture Survey
• Involve employees in financial success
• Continue to encourage staff to identify financial savings opportunities at all levels of the organization
• 100% of departments reviewing completed variance reports with employees monthly
• Post annual report on Community Benefits throughout the facility(shared objective with Community Engagement and Image)
• 100% of departments will review performance improvement projects with employees
• Enhance continuing education by use of REACH, the web, and trained educators
• Publish weekly in The Bridge and on the Web upcoming education opportunities
• Hire the best people in an expeditious manner
• Reduce the time from completion of application to response back to applicants
• Strengthen organizational values
• Share the strategic plan and Values, Mission, Vision
• Annually, share strategic plan with all employees
• Regularly present NMHC strategic plan to the community
• Promote a healthy workforce
• Increase participation in Health Sense (employee health program)

Facilities & Capital

• Information systems and technology
• Maintain a comprehensive information systems plan including Electronic Health Record (EHR)
• Achieve 100% of goals outlined as meaningful use by the American
• Recovery and Reinvestment Act (ARRA)
• Find new sources of capital
• ARRA money/government funding
• Educate Leadership Team,
• Administrative Council, and Boards regarding grant research and opportunities
• Apply for all available applicable grants Foundation projects
• Continue to identify community partners for Foundation projects
• Continue to evaluate new programs
• Find revenue producing uses for unoccupied spaces within next two years
• Investigate new programs and services indicated by the community health needs assessment
• Maintain facilities and capital
• Maintain facilities
• Develop a timetable and planning effort to replace, modernize, and maintain Northern Montana Health Care campus and facilities

Financial Stewardship

• Identify and implement financial stewardship opportunities
• Regular reviews to implement financial improvement
• Assess departments for productivity and financial viability outliers
• Develop improvement plans to enable success of outlier departments
• Assess productivity and financial viability of programs and services through the lens of the community health needs assessment
• Comprehensive budgeting to maintain appropriate costs while keeping rates in lower half of peer group
• Continue to conduct and publish quarterly comparison of peer group rates
• Communications on financial matters
• Maintain high level of audit reporting
• Obtain an unqualified opinion on the annual audit report
• Maintain NMHC in sound financial condition
• Maintain a solid bond rating