Friday, January 31, 2014

Goals for the 2014 year


The Board of Directors recently approved Middle Park Medical Center’s 2014 strategic goals. These goals were put together through the managers of MPMC and vetted by the senior leadership team. Board President Bernie Murphy stated that this will be “our bible” for the upcoming year. This document will be used organization-wide to guide our work throughout the year.

 However, this document will be a living document, which means it will be adjusted as needed. In the quickly changing landscape of health care, organizations must be ready to take challenges head-on. We want to be proactive and adaptable in our important work. The leadership team will prioritize these projects and will work with each of you to make these goals a reality for our employees, our patients and our community.

 If you have any questions about MPMC’s 2014 goals, please feel free to ask any member of the leadership team. Have a great weekend and GO BRONCOS!

Middle Park Medical Center

2014 Goals


Priorities
1: Regulation or requirement
2: Very important/critical to achieve Strategic Pillars and Vision
3: Important


Pillar: Technology

Goals
 
Time Line
Priority
Lead Team
Lead*
Tactics
Implement a functional Electronic Medical Record: hospital and clinics.
 
·         Implement Meaningful Use II requirement (regulation)
Dec 2014
 
 
 
 
1
COO*
CQO
CNO
1.       Host selection:(complete)
2.       Tactical Implementation Plan: (March 2014)
·         Project Manager
·         Users’ Implementation Team
·         IT Infrastructure
·         Trainer/Training
·         Competency examination
Timely and accurate bills out to patients
July, 2014
1
CFO*
Finance Services Director
1.       Develop measures and benchmarks: (February)
2.       Complete a plan to achieve benchmarks: (April)

 

Pillar: Growth

Goal
 
Time Line
Priority
Lead Team
Lead*
Tactics
1.       Grow surgery
2.       Increase additional outpatient services by minimally two service lines.
3.       Establish a three year growth strategy
Dec.
2014
 
2
CEO*
CMO
CNO
1.       Complete market assessment: March)
2.       General surgeon on board: (January)
3.       Successful recruitment of the following specialties/services: (first quarter)
·         Ophthalmology
·         Podiatry
·         Retina specialists
·         Urgent Care
4.       Assess feasibility of new service opportunities: (October)
·         Oncology: chemo
·         Pain management
·         Microbiology

 
Pillar: Organization

Goals
 
Time Line
Priority
Lead Team
Lead*
Tactics
Develop and implement standardized salary structure
 
June 2014
2
HR Director* CEO
 
1.       Define core competencies: (April)
Decrease staff turnover by 33%
December 2014
2
HR Director* CEO
 
1.       Initiate employee satisfaction: (March)
2.       Incorporate Centura turnover measures: (May)
3.       Develop focused strategies for retention: (July)
 
Implement 3 to 5 lean projects that result in system efficiencies across sites (supplies, people, services, information/ communication)
Jan 2014
2
CQO*
AHA
1.       Identify projects and measures: (January)
Build medical staff engagement
June 2014
2
CMO*
AHA
1.       Create and disseminate CMO job description: (January)
2.       Appoint medical staff to MPMC committees, teams, projects and strategic planning: (first quarter)
3.       Restructure medical staff performance and compensation model: (April)
 
Implement a Compliance Program
June 2014
1
COO*
CNO
CQO
1.        Appoint a Compliance Officer: (January)
2.        Define/refine the Compliance Program: (first quarter)
 
 
 
Standardize internal organizational communication
 
 
June 2014
3
Marketing Director*
CEO
COO
CNO
1.       Redesign Intranet: (first quarter)
2.       Establish communication policies: (June)

 
Pillar: Community

Goal
 
Time Line
Priority
Lead Team
Lead*
Tactics
Develop and implement the Ambassador Program
Fourth Quarter 2014
3
Marketing Director
CEO
CFO
HR Director
1.       Define the program (March)
2.       Identify Ambassadors (April)
3.       Complete training (July)
Complete a multi-year Marketing/PR Strategic Plan and Framework
 
February 2014
2
Marketing Director*
CEO
1.       Hire a Marketing Director: (complete)
2.       Complete the 2014 Marketing Plan and framework: (February)
3.       Review, evaluation and adjustment of plan: (ongoing)
Implement a vehicle/vendor to establish and measure patient satisfaction (requirement)
June 2014
1
CQO*
CNO
 
1.       Agreement signed: (January)
2.       First survey initiated: (April)
 

Pillar: Strategic Partner

Goal
 
Time Line
Priority
Lead Team
Lead*
Tactics
Establish ongoing quarterly contact with primary care practices in Grand County.
July 2014
3
CMO*
AHA
Marketing Director
1.       Identify target practices, liaisons and agendas: (June)
Define and structure the Centura relationship
 
May 2014
2
CEO*
Board
 
1.       Manage the messaging and transition: (ongoing)
2.       Implementation (June - December)