Strategic plan I created and helped implement

1. CORPORATION X
Strategic Plan
Fiscal Year 2004
CONFIDENTIAL
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2. TABLE OF CONTENTS
INTRODUCTION .......................................................................................................................... 3
OVERVIEW ................................................................................................................................... 4
STRATEGIC PLANNING PROCESS........................................................................................... 6
CORPORATION X VISION.......................................................................................................... 7
CORPORATION X MISSION....................................................................................................... 7
VALUES......................................................................................................................................... 8
ADDITIONAL VALUES INTEGRAL TO CORPORATION X .................................................. 8
CULTURE ...................................................................................................................................... 9
STRENGTHS ............................................................................................................................... 10
OPPORTUNITIES........................................................................................................................ 12
WEAKNESSES ............................................................................................................................ 13
THREATS..................................................................................................................................... 15
COMPETITION ........................................................................................................................... 16
GAPS ............................................................................................................................................ 18
KEY RESULT AREA TEAMS.................................................................................................... 20
GOALS ......................................................................................................................................... 21
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3. INTRODUCTION
Over the past several months members of the Corporation X corporate staff and Directors have
updated our strategic plan to include the next three fiscal years—FY 2004, FY 2005 and FY
2006. We undertook this task in order to:
• Develop a shared vision of where we want to go during the next three years;
• Create a shared understanding for all directors and staff regarding the reason Corporation X.
exists, what we want to achieve, and how we will go about achieving it; and
• Promote unity and the commitment to move forward together to create our future.
In revising this plan, we again asked ourselves six simple questions:
• Why are we in business?
• How do we do business?
• Where are we now?
• Where do we want to be?
• How can we get there?
• How will we know we've arrived?
We have now thoroughly answered these questions. By doing so, we are now prepared to:
• Chart a steady course in the turbulent waters of today’s healthcare;
• Be of even greater service to our community through the improvement and expansion of our
services;
• Provide more opportunities for personal and professional growth and advancement for our
entire staff
• Create alliances with other healthcare providers that will benefit us and our community;
• Set the framework for expanding our services; and
• Create the financial stability and growth that is required in order to continue and expand our
mission.
It is our belief that a firm commitment to this strategic plan will support us to create the future
we envision—for the people we serve, for our organization and for ourselves.
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4. OVERVIEW
Below is an overview of the process undertaken to create this strategic plan.
WHY ARE WE IN BUSINESS?
We answered this question by determining our vision and reviewing our mission.
• Vision—the future position and value of the organization.
• Mission—the organization and its purpose:
o Who we are,
o Who we serve,
o What services we offer, and
o How we make them available.
HOW DO WE DO BUSINESS?
In other words, what standards will we apply in our dealings with one another, patients,
specialists, suppliers, the community-at-large, etc.?
• Values—the bases on which we want decisions to be made and actions to be taken.
• Culture—traditions, ethics, and other standards that influence the way things are
accomplished in the organization.
WHERE ARE WE NOW?
An environmental assessment identified factors that can impact our mission. In
completing this assessment, we examined our:
• Strengths,
• Weaknesses,
• Opportunities,
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5. • Threats, and
• Competition.
WHERE DO WE WANT TO BE?
In this section of the strategic plan, we determined the key areas that must be addressed
in order to achieve our vision for Corporation X This process involved establishing:
• Gap analysis—determining the difference between where we are and where we want
to be.
• Key results areas—the areas in which progress must be made in order to bring about
the vision.
• Goals—what will be accomplished in each key result area.
HOW CAN WE GET THERE?
In order to achieve our goals in each key results area, we must develop action plans and,
then, implement these plans.
• Action plans—Specific action plans to achieve our goals—the right people doing the
right things at the right time in the right way for the right reasons.
• Resources—People, money, time, facilities, technology, etc. that will be needed to
implement the action plans
HOW WILL WE KNOW WE'VE ARRIVED?
We must be able to measure our efforts and course correct when necessary.
• Measurements of success—How we will measure the effectiveness of our efforts.
• Plan revisions—Re-charting our course when necessary.
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6. STRATEGIC PLANNING PROCESS
1. Strategic Planning Leadership Group meets annually in early summer to revise and
update strategic plan and extend it out an additional year
a. Review vision to determine if it still fits
b. Review gap between current reality and vision to affirm gaps that have been
closed and determine if any further gaps exist that were not recognized initially
c. Each key result area team reviews their existing goals and determines need to
revise or update. Create team goals for year being added to strategic plan
d. Each key result team performs detailed cost analysis for goals for coming fiscal
year that require it along with ROI and cost comparisons for various options
2. Strategic Planning Leadership Group and Corporate Staff approve revised strategic plan
with updated goals
3. If necessary, Board approval of strategic plan is obtained
4. Vice President assigns goals to appropriate Director or other Staff Member in his/her
organization
5. Director/Staff Member creates action plan and budget for goal
6. VP and Director incorporate goal and action plan expenses and revenue into operating
and capital budgets for upcoming fiscal year
7. Strategic Planning Leadership group tracks results of goal achievement on quarterly basis
via presentations by key result area teams
8. Strategic Planning Leadership Group begins process anew annually prior to the budgeting
process.
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7. CORPORATION X VISION
Corporation X is committed to:
• Providing excellent, affordable healthcare and other services that support our mission and
making these services available to all who seek them
• Management and staffing by skilled, dedicated, motivated and accountable team members
who uphold our mission and values and give their best effort in all of their endeavors
• A strong, well-respected identity among all of our core constituencies including business and
industry, potential referral sources, prospective donors, other organizations and the people of
our community
• Full integration into the regional community through joint ventures and alliances with other
organizations and leadership in community initiatives
• Skillful stewardship of our financial resources and meeting financial goals each year
CORPORATION X MISSION
Corporation X endeavors to bring excellent healthcare and other services that support our
mission to all those in our community who seek them.
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8. VALUES
These are statements of what CORPORATION X values and the standards we will apply in
dealings with staff, patients, specialists, suppliers, the community-at-large, and everyone else we
work with.
• Sacredness of life
• Dignity of the individual
• Justice
• Mercy
• Service
• Excellence
ADDITIONAL VALUES INTEGRAL TO CORPORATION X
• Integrity
• Loyalty
• Compassion
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9. CULTURE
These are statements of the traditions, ethics, and other standards that influence the way things
are accomplished at CORPORATION X.
• Medical ministry with 100 years of experience in meeting community needs
• Core Values and mission guide our professional lives
• Before proceeding, we ask the question: Is there a need?
• Willing to challenge the establishment
• Increasing access to healthcare
• Commitment to positive outcome and customer satisfaction
• Problem solving evident at all levels
• Creativity valued and applied
• Personal responsibility for self and organization including patients/clients
• Tolerance, respect for diversity
• Education rather than punishment whenever possible in dealing with personnel issues
• Providing useful information in a timely manner to help make well-reasoned decisions
• Resourcefulness
• Strong, supportive social relationships within the organization supporting the feeling of
“family” through recognition and appreciation of staff and management on ongoing basis
• Partnerships, alliances with other healthcare providers
• Community spirit—Sharing skills and talents with the organizations and people of our
community
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10. STRENGTHS
Below are the internal factors that support movement toward our vision.
• Loyalty and adherence to CORPORATION X Mission and Core Values in everything we do
• Board and management made up of people who display excellence, experience, expertise,
accountability, loyalty, diversity and compatibility
• Experienced—vast amount of knowledge and skills in varying fields, including health care,
communications, safety, construction, finance, community affairs, business management, etc.
• Long-term service by management and staff
• Multiple related services, including healthcare and general contracting
• Outstanding knowledge of product lines
• Excellent financial recording system for timely reports and paying bills on time
• Excellent organizational skills within CORPORATION X
• Staff provides compassionate, high-quality services
• Highly accessible
• Capability, agility and willingness to respond rapidly to challenges and opportunities
• Possessing the power to confront change and the wisdom to take advantage of it
• Care and guidance of our staff
• Commitment to development of technical and leadership skills through education and
training
• Visionary thinking—ability to scan the horizon and discern the possibilities that are arising
• Ability to see the big picture as well as the details
• Providing exciting work in an innovative and winning environment
• Honesty
• Straightforwardness
• Cooperation
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11. • Ability and initiative to follow-through
• Community involvement
• Reputation in community for excellent service, compassionate care
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12. OPPORTUNITIES
Below are the external factors that support movement toward our vision.
• Inform people of our 100 years of service to this region
• Develop identity and disseminate this information throughout community
• Provide educational programs for professionals and patients
• Increase access to excellent healthcare and help keep community members healthy
• Stimulate more competitive pricing for medical care through our innovative activities
• Become greater positive influence in our community by providing affordable housing using
our real estate and construction expertise
• Enroll community decision makers into supporting our mission
• Improve relations with and develop joint ventures and affiliations with other healthcare
organizations
• Seek grants to support programs and services
• Seek community financial support of programs and services from specially targeted
individuals
• Market construction services
• Seek ways to use Management team expertise to expand in the area of contract services
• Provide assistance in increasing industrial base in community
• Join and participate in community associations to further educate the residents of Asheville
and surrounding areas about who we are and what we do
• Open urgent care centers outside of Buncombe County
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13. WEAKNESSES
These are the internal factors that inhibit movement toward our vision.
• Lack of strong identity in community due to name change and no real brand
• Poor identity for Contracting Services due to past affiliation with hospital and internal
operations
• Need to further develop a corporate-wide Management Team.
• Lean management team may limit innovation, planning, proactivity, communication
• Variable physician practice patterns
• Frequent changes and therefore some inconsistency in the business office
• Need for consistent staff training and orientation
• Disconnection from the medical community
• Lack of hospital coverage for our family practice patients
• Unpredictability of patient flow sometimes leads to long visit times
• Under-utilization of available resources including physical therapy, lab, X-ray, etc.
• Fear of change
• Apparent weak Internal communications
• Apparent separateness, lack of cohesiveness
• Not always looking forward
• Uncertain future due to financial situation helping create anxiety among staff
• Current payor mix (approximately 50% industrial/adequately insured, 50%
Medicare/Medicaid/uninsured) may lead to cash flow difficulties, lack of cash reserves
• Lack of funding for needed upgrades in such areas as technology, facility upgrades, etc.
• Lack of funding for support operations and capital expense on a continuing long-term basis.
• Cash flow
• Medical records not readily accessible or secure
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14. • Lack of reporting capabilities for marketing, management, etc.
• Still behind the curve technology-wise, i.e. practice mgmt. system, connectivity, medical
records, etc.
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15. THREATS
Below are the external factors that inhibit movement toward our vision.
• Managed care
• Additional legislation that reduces the level of reimbursement for Medicare, Medicaid,
workers compensation, etc.
• Insurance industry policies and procedures that limit, delay or deny reimbursement
• Increased competition
• Shrinking industrial base
• Increased numbers of underinsured patients
• Limited affiliations and joint ventures with other healthcare groups
o Uncertainty about the reliability of those we have
o Potential risks associated with new ones
• Perception by some physicians in the community that we are competitors, unnecessary or
inferior
• Rapidly changing medical and communications technology and the cost of this technology
• Movement of physicians away from the Biltmore Avenue medical corridor.
• The desire by large medical groups to own their own office space.
• The high cost of expanding contracting services to full services contracting firm.
• Possible terrorists attacks and the fear being generated by this possibility
• Not achieving at least a seven percent return on Foundation and other funds
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16. COMPETITION
Medical Competitive Analysis
Name & Location Competitor’s Description Competitor’s Strengths Competitor’s Weaknesses
Mission St. Joseph’s Hospital-based emergency room. 24- ER board-certified physicians High cost
Emergency Dept. hour services available at St. Joseph’s & MICNs Long waits
Asheville, NC Memorial Mission Hospitals Open 24 hours Location
Occumed at Previously referred industrial patients to Supported by MSJ financial resources In state of flux regarding mission
Mission St. Joseph’s physicians. Now providing medical Substantial recent media coverage Changing identity
Asheville, NC services directly to industry Aligned with MSJ Outreach programs Now in competition with physicians
Park Ridge Hospital 24-hour services available. Owned by Patient care emphasized Lack of competitive spirit
Fletcher, NC Seventh Day Adventist Church Educational programs provided Narrow scope
Alternative medicine and therapies
Park Ridge Owned by Seventh Day Adventist Patient care emphasized Lack of competitive spirit
Occupational Health Church Educational programs provided Narrow scope
Skyland, NC Alternative medicine and therapies
ProMed Minor Emergency Providers of occupational medicine and Supported by Mountain Health Care Location
Center minor emergency medicine Short waiting times See only select patients
Asheville, NC Part of a Charlotte-based group Quality of care
Higher profit due to patient selection Physician owned
The S.O.M.A. Group Providers of occupational medicine and Specialists on site High overhead
Asheville, NC orthopedic medicine Great geographic location Has not delivered cost-effective care
Supported by orthopedic practices Only see select patient financial type
Deep pockets Physician owned
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17. Mental Health Competitive Analysis
Name & Location Competitor’s Description Competitor’s Strengths Competitor’s Weaknesses
Horizon Outpatient DWI assessment and Key strengths are long hours worked by Limited referral base, DWI only. They
treatment services. Employees consist of
Asheville & Hendersonville, NC owner and his wife, low overhead and use an answering machine at times to
the owner, his wife and two part-time
contract employees. Annual sales high profit margin. They answer the cover when owner is with a client. No
volume is $190,000+ for both offices. phone from 7 a.m. to 9 p.m. and also insurance is taken, and they have no
schedule Saturday appointments. They real community involvement.
have almost no accounts receivable.
MSJ Copestone Copestone is an inpatient and Strengths are their name and ER They are not competitive from a pricing
Asheville, NC outpatient psychiatric facility that does referrals. Supported by MSJ financial point of view and appear to lose money
high end Medicare, Medicaid, Private resources They accept private insurance. on the services.
insurance work with some dual
diagnosis. They claim to do straight
substance abuse but in fact do not. They
have a partial hospital program and IOP
day programs
Mountain Addictions Privately owned small, DWI and other They take insurance and provide Only three part-time employees
services. Total volume may be $60,000- services other than just DWI.
100,000 a year.
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18. GAPS
Below are the significant gaps between our vision and the current reality.
FINANCE
• Cash flow must be increased
• Accounts receivable must be reduced
• Inequity of net patient revenues compared to operating expenses must be addressed
• Reduced opportunity for return on investments is possible due to current economic climate
• Funds for additional projects (affordable housing, wellness, etc.) must be found
RESOURCE DEVELOPMENT
• Stronger identity/brand is needed within CORPORATION X and in our community
• Internal/external communications network must be strengthened
• Must determine if we want to expand number of joint ventures and collaborations
• Outside funding sources must be sought in order to carry on our mission
• Must decide if we want to expand beyond Buncombe County
• Must review current and prospective programs to determine how to proceed—maintain
current course, expand, scale back, eliminate
• Industry and public perception that wait times are too long must be changed
STAFFING/PRODUCTIVITY
• All staff, management and physicians must have undergone essential education, training and
orientation in order for each of us to have the necessary credentials, certifications and
qualifications to do our jobs in a manner that is consistent with our mission and values
• Adherence to our mission/values and movement toward our vision must be acknowledged
and rewarded on an ongoing basis
• Patient information and medical records must be readily accessible and in compliance with
law
• Must gain more consistency in handling workers comp patients
TECHNOLOGY/FACILITIES
• More current technology must be acquired including improved connectivity between sites,
practice management/electronic medical records software, etc.
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19. • Upgrade of equipment and appearance of centers is needed
• Staff, management and physicians must have the necessary technological capabilities to do
their jobs in an efficient and effective manner
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20. KEY RESULT AREA TEAMS
Below are the areas in which progress must be made in order to bring about our vision and the
teams that will be responsible for bringing this progress about.
Finance Facilities/Technology
Staffing/Productivity Resource Development
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21. GOALS
Below are the goals and objectives we intend to accomplish in each key results area by
September 30, 2006.
FINANCE
Objective: We will be good stewards of our financial resources, overseeing the creation of a
sound financial base for CORPORATION X that fully supports our ongoing efforts,
appropriately rewards management and staff, provides for the growth and development of our
services and enables us to continue serving the people of our region for years to come.
Primary Goals—to be achieved by 9/30/06
• Achieve positive combined CORPORATION X bottom line as per attached three-year
budget
• Maintain positive CORPORATION X cash flow on an ongoing basis
• Develop and implement system of well-defined accountability for all CORPORATION X
budgetary areas to ensure that expenditures do not exceed CORPORATION X budgetary
limits
• Centralize all CORPORATION X client/patient business office functions under the
leadership of one director using effective practice management/electronic medical records
software system
• Monitor investment fund manager performance on ongoing basis to maximize annualized
average return over a three-year period
Annual Goals
FY 2004
• Reduce days in A/R to no more than 90
• Review fees every six months and adjust as needed
• Attain average gross monthly receipts of at least $655,000
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22. • Maintain positive cash flow for CORPORATION X
• Centralize all CORPORATION X patient business functions in one location under the
leadership of one director.
• Bring Mysis billing in-house.
• Develop and implement system of well-defined accountability for all CORPORATION X
budgetary areas to ensure that expenditures do not exceed CORPORATION X budgetary
limits and track results to ensure compliance.
• Choose practice management software
• Continue monitoring investment fund manager performance to maximize annualized average
return over a three-year period
FY 2005
• Attain average gross monthly receipts of at least $675,000
• Maintain positive cash flow for CORPORATION X
• Maintain 90 days or less in A/R
• Review fees and adjust as needed
• Continue monitoring investment fund manager performance to maximize annualized average
return over a three-year period
FY 2006
• Attain average gross monthly receipts of at least $695,000
• Maintain positive cash flow for CORPORATION X
• Maintain 90 days or less in A/R
• Review fees and adjust as needed
• Continue monitoring investment fund manager performance to maximize annualized average
return over a three-year period
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23. FY 2004 Budget
• N/A
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24. RESOURCE DEVELOPMENT
Objective: Through marketing, fund raising, program development, and our other activities, we
will attract the resources necessary to ensure a positive bottom line for CORPORATION X each
year while enabling us to increase the spectrum of services we offer the people of our region.
Primary Goals—to be achieved by 9/30/06
• Generate at least $250,000 in net income via the Center for Healing
• Raise at least $100,000 in net income during this period through rejuvenated Foundation
efforts
• Generate at least $250,000 in net income via the construction of affordable housing
• Increase CORPORATION X bottom line by a total of at least $600,000 over the three years
of this plan through the efforts indicated above
Annual Goals
FY 2004
• Health care
o Generate at least $6,908,571 in patient revenue
o Attain consumer top-of-mind awareness of at least 50%
o Attain business top-of-mind awareness of at least 60%
o Center management focus on providing care we promise, decreasing visit times,
improving staff morale and teamwork, assuring adequate staffing, flawless performance
of drug screens, compliance with OSHA regulations
• Mental health
o Generate at least $1,919,660 in patient revenue
o Continue expansion where possible
o Gain CARF certification
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25. • Microcurrent Therapy
o Generate at least $156,548 in patient revenue
o Purchase additional electro myopulse and elecro acuscope in order to eliminate downtime
• Foundation
o Generate at least $5,000 in contributions
o Explore creation of board for foundation
o Website up and running
• Affordable Housing
o Currently no revenue goals
o Determine feasibility of continuing this program after review of need for affordable
housing in area
• Thrift Store
o Generate at least $47,000 in net income
o Determine feasibility of additional store
• Collaborations
o Do not renew contract with ProActive Therapy
o Contract with CarePartners to provide physician consulting services for them and
generate at least $18,000 in net income in doing so
o Contract with Sci-Tek to provide coordinated industrial/workers comp services and
generate at least $5,000 in net income in doing so
o Review cooperation with Blue Ridge Bone and Joint and determine proper course of
action
FY 2005
• To be determined
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26. FY 2006
• To be determined
FY 2004 Budget
• Microcurrent Therapy
o Electro myopulse machine $7,500*
o Electro acuscope machine- $7,500*
TOTAL $15,000
* Included in capital budget
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27. TECHNOLOGY/FACILITIES
Objective: We will assure that the physical appearance of our facilities and the equipment
therein fully represent who we are and what we do—our vision, our mission and our values—in
order to more readily provide excellent customer service and excellent patient/client care. Each
of us will have access to up-to-date technology and will effectively use it to achieve greater
productivity, communicate more effectively and better serve our patients and our clients.
Primary Goals—to be achieved by 9/30/06
• Upgrade centers’ physical appearance and equipment to meet CORPORATION X physical
appearance and safety standards. Provide regular inspections and required maintenance so
that the centers remain in acceptable ranges of those standards
• Upgrade to up-to-date hardware, software and connectivity and ensure that all
CORPORATION X management and staff have computer access and are trained to be
effective in their use. Develop tracking system to ensure that software training and
technological upgrades take place on a timely basis
• Upgrade to standardized, state-of-the-art telephone system throughout entire corporation
• Implement practice management/electronic medical records system for all Corporation X
business entities for which it would be suitable
Annual Goals
FY 2004
• Continue regular inspections at medical centers and do necessary work to achieve 85 percent
compliance with CORPORATION X physical appearance and safety standards at each center
(see below)
• Begin inspections at mental health centers and do necessary work to achieve 80 percent
compliance with CORPORATION X physical appearance and safety standards at each center
during this fiscal year
• Upgrade CORPORATION X computers, software and connectivity to company standards
and train management and staff in their use (see below)
• Support choice of practice management software
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28. FY 2005
• Continue regular inspections at medical enters and do necessary work to achieve 90 percent
compliance with CORPORATION X physical appearance and safety standards at each center
• Continue inspections at mental health centers and do necessary work to achieve 85 percent
compliance with CORPORATION X physical appearance and safety standards at each center
during this fiscal year
• Upgrade to standardized, state-of-the-art telephone system throughout entire corporation
• Review CORPORATION X information technology and upgrade as needed
• Purchase and implement electronic medical records software system at medical centers
FY 2006
• Continue regular inspections at all centers and do necessary work to achieve 100 percent
compliance with CORPORATION X physical appearance and safety standards at each center
• Review CORPORATION X information technology and upgrade as needed
FY 2004 Budget
Technology
• Server (1) $5,029*
• Computers w/ monitors (25) $16,023*
• 15" flat panel LCD monitors (6) $2,054*
• Printers, Inkjet (9) $1,620*
• Network switches & cabling (5) $3,500*
• Network equipment cabinets (6) $5,500*
• IT equipment for ARP/Phoenix centers statewide
o Computers w/ monitors (6) $6,600*
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29. o Combo scanner/copier/fax (20) $5,980*
• Antivirus software, battery backups $1,920
• Information technology services (cabling, install hardware, etc.) $5,310
SUBTOTAL TECHNOLOGY $53,536
Facilities
• Medical center upgrade (South)
o Upgrade nurse’s station $5,000**
o Paint air return grill $100
o Replace ceiling grid $3,000**
o Repaper waiting room $2,000**
o Add exhaust duct at lab $500
o Install signage $2,304**
• Medical center upgrade (West)
o Install wall border $1,500
o Repaper Room 4 wall $500
o Replace Room 6 ceiling tile $1,000
o Paint janitor closet $1,000
o Add exhaust duct at lab $500
o Install signage $3489**
• Medical center upgrade (North)
o Replace blinds $1,000
o Repair cash drawer $500
o Replace ceiling tiles $2,000**
o Paint lab $2,000**
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30. o Add exhaust duct at lab $500
o Add filing system $5,000**
o Install signage $2,872**
• Medical center upgrade (North)
o Replace ceiling tiles $2,000**
o Add storage shelves $1,000
o Replace blinds $1,000
o Replace rear HVAC unit $10,000**
o Install signage $2,702**
o Install road sign $8,000**
SUBTOTAL FACILITIES $59,467
TOTAL $113,003
* $46,306 of Technology included in capital budget
** $50,367 of Facilities included in capital budget
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31. STAFFING & PRODUCTIVITY
Objective: We will be managed and staffed by skilled, dedicated, motivated and accountable
team members who uphold our mission and values and give their best effort in all of their
endeavors
Primary Goals—to be achieved by 9/30/06
• Maintain a tracking system that ensures that all staff, management personnel and physicians
have essential education, training and orientation and have required credentials, certifications
and qualifications
o All new employees
Education/credentials verified
References/experience checked
Skills checklist completed
o All non-contract/non-salaried employees
Evaluation twice yearly
Rolling annual certification checks in all required areas, including BLS/ACLS
o Administrative personnel
Annual evaluations based on attainment of strategic, other goals
o Physicians
Initial credentials and board-approved privileges
Renewal of credentials and privileges
Physician chart review and patient ratings
Rolling annual certification checks in all required areas including BLS/ACLS
• Maintain a tracking system that ensures that turnover rates are within acceptable limits
o Full-time turnover rate no greater than 10 percent for management personnel
o Full-time turnover rate no greater than 25 percent for physicians and non-certification-
required positions
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32. • Monitor surveys to ensure that results are within acceptable limits
o Quality Improvement Data Surveys average in “good” to “excellent” range at least 95
percent of time
o Patient surveys average in “good” to “excellent” range at least 95 percent of time
o Workers compensation surveys in “good” to “excellent” range at least 90 percent of time
o Staff surveys in “good” to “excellent” range at least 90 percent of time for year
• Monitor other indicators of excellent service to ensure that the results fall within acceptable
ranges
o Total visit times at health care centers within compliance (55 minutes or less) at least 10
of each 12-month period for each center
o Group attendance rates for clients at mental health centers within compliance at least 10
months out of each 12-month period for each center
Annual Goals
FY 2004
• Increase monetary incentive to reduce turnover—five percent pay increase to all receptionist
personnel to average $10.50 per hour
• Employee handbooks to all new employees
• Increase volunteer participation for a total of 18 volunteers
o Perform analysis of volunteer opportunities within organization
• Develop staff website
• Monitor turnover by discipline and determine how to become involved with staff recruitment
• Develop and initiate employee survey
• Institute mandatory exit interviews
• Review all full time turnover including morale, hours, salary, etc.
• Review concept of employee appreciation days and determine how to implement them
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33. FY 2005
• To be determined
FY 2006
• To be determined
FY 2004 Budget
• Increase receptionist monetary incentive $29,952
• Print employee handbooks $1,000
• Provide volunteer appreciation incentives $3,600
• Develop staff website $2,500
• Implement employee appreciation days $1,000
TOTAL $38,052
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34. Measurements of Success
Below is a description of how success is measured at CORPORATION X. Possible perspectives
include: financial (profitability, cash flow, increased market share, number of visits, etc.), patient
(patient satisfaction, competitive price, etc.), internal business (wait time, streamlined referrals,
ease of billings, etc.), and innovation and learning (service innovation, continuous improvement,
cutting edge technology, etc.).
Success at CORPORATION X is measured by . . .
Financial perspective—How do we look to our sponsors?
Number of patients/clients served, including uninsured, indigent
Positive bottom line
Positive cash flow
Patient perspective—How do clients or patients see us?
Comfortable waiting areas, sanitary conditions
Respectful, effective treatment
Reasonable visit times
Internal business perspective—What must we excel at?
Excellent, compassionate care
Living our values
Strong internal communications
Innovation and learning perspective—How can we continue to improve and create value?
Moving toward our vision through strategic planning process
Continuous learning
Continued updating of technology and education in using it
Creating innovative programs to serve more people
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