strategic imperatives and direction 2015 2020 · several challenges, both existing and anticipated....
TRANSCRIPT
INTRODUCTION
Strategicplanningforthefutureisimportantforanyorganization,butwiththerapidlychanginghealthcareenvironment,itisanindispensibleactivityforallhealthcareproviders.ProgramslikeParkdaleinparticularcan’twaitforeveryuncertaintyassociatedwithnationalreformtoberesolvedbeforetheyact,becausetheonlycertaintyisthatmorechangeiscoming.Identifyingthestepsnecessarytoreadyforthesereforms,andmakingthenecessaryinvestmentsinnewprogramsorservices,orinrestructuringexistingprogramsandservices,istheonlywayorganizationssuchasParkdalecanremainviableandcontributetowardsthegoalsofourevolvinghealthcaresystem.ParkdaleCenter’sstrategicplanningprocesswasmeanttoprovidethepeoplewhowork,volunteer,practice,orreceiveservicesherewithaclearconcisepictureofwhatourspecializedpartialhospitalizationprogramisabout,whatitwantstobecome,andhowitintendstogetthere.ParkdaleCenterneedsthisdirectioninordertoprosperandassurethehealthandwellbeingofthelivesitproudlyserves,andcontinuestothriveasasmall,independent,community-basedprogram.Anystrategicplanningprocessmustbeginwithaclearsenseofmission,awell-articulatedvisionstatementthatessentiallydescribesadesiredstatefortheorganizationfiveyearsintothefuture,andacollectionofvaluestoguidethework.AffirmedbytheParkdaleBoardofDirectors,seniormanagement,andphysiciancommunity,thefollowingMission,VisionandValueStatementsprovidetheoverarchingframeworktothisStrategicPlanandweusethistodriveouraccessibility,culturaldiversityandperformanceplans.
MISSION
TheMissionofParkdaleCenterLLCis“ToProvideARemarkableRecoveryExperiences.”
VISION
Weofferourhighestthinking,ourkindesttouchandstrongcommitmenttoprovidingexcellentrehabilitationoutcomes.
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Inreachingthisstatus,weshall:
1) Achieveclinicalexcellenceandprovidethehighestqualityofcare;2) Assureourstaff,patientsandcommunityhaveconfidenceinourcare;3) Developourorganizationandnetworkofprovidersintoamoreeffective,coordinated,competentandaccountableteam;4) Improveourinfrastructureandpatientenvironmentthroughupdatingandmodernization;and,5) Strengthenourorganization’sfinancialhealth.
VALUES
Recognizingtheworthanddignityofeveryhumanbeing,wefulfillourmissionthroughtheexpressionofcorevaluesrootedinourhistory,definingourpresent,anddirectingourfuture.Ourvaluesrecognizepatients,families,co-workerscolleaguesandthecommunityweservewithoutregardtoethnicorculturaldifferences,spiritualbelieforlifestylechoices.Wepledgeourselvestothefollowingvaluesandbeliefsandcommitourselvescontinuallytoseekoutwaystoembodytheminourattitudes,servicesandcare.Integrity---------Werespecthumandignityandconsistentlypromotesfairnessandhonesty.Excellence–Westriveforclinical,operational,andserviceexcellencebyfosteringprofessionaldevelopment,accountability,teamwork,andcommitmenttohighquality.Partnership---------Weworkincooperationwithothercareproviders,guidedbyopencommunication,trustsandshareddecision---------making.Stewardship---------Weadvocateprudenceintheuseofourfinancialandhumanresourcesfortheadvantageofthecommunitiesweserve.2
STRATEGICPILLARSParkdaleCenterhasadoptedsevenpillarsofexcellenceasthefoundationforitsvisionandvaluestotransformtheaddictiontreatmentarenaandtosupportourmission,whichisToProvideARemarkableRecoveryExperiences.Thefivepillars---Quality,Service,People,GrowthandFinance---areavisibletestamenttoourcommitmentinmakingParkdalethebestpartialhospitalizationprogramintheMidwestbyachievingexcellenceintheseareas.Quality---ThispillardemonstrateshowParkdaleCenterimprovesclinicalexcellencetosetindustrystandardsandexceedcustomerexpectations.Service---ThispillardemonstratesParkdaleCenter’scommitmenttoprovidinganexcellentexperienceandexcellentservicetoitscustomers.People---ThispillardemonstratesParkdaleCenter'scommitmenttocreateavalues---drivenculturethatattracts,retainsandpromotesthebestandbrightestpeople,whoarecommittedtoParkdale'smissionandvision.Growth---ThispillardemonstratesParkdaleCenter'scommitmenttoachieveconsistentnetrevenuegrowthtoenhancemarketdominance,sustaininfrastructureimprovementsandsupportinnovativedevelopment.Finance---ThispillardemonstratesParkdaleCenter'scommitmenttoachievefinancialresultstoensureit'sabilitytoprovidequalityhealthcareservices,newtechnologyandinvestmentintheorganization.3
INTEGRATEDACCESSABILTYWithinthesevenpillarsofexcellenceandtheStrategicPlan,ParkdaleCenterhasalsoblendedthenineelementsofaccessibilityintotheoverall3-5yearstrategicplan.Bybendingtheseelements,ParkdaleCenterassuresthatthecenterkeepstheimportantissuesattheforefrontofchangeandallowsallvestedstakeholdersclaritywithinthefutureadvancementsoftheCenter.Architecture-Physicalbarriers.Environment-Characteristicsofthesetting.Attitudes---PersonFirst.Finance-Efficientandaffordablecare.Employment-Therightpeoplefortherightjob.
Communication-Effectiveelementstoreachallvestedparties.Technology–Evaluationsoftherightelementsforthefuture.Transportation–Assistingpersonsservedtheopportunitytoreachotherareasinthecommunity.CommunityIntegration---Assessingbarriersthatwouldkeepthepersonservedfromreturningtothecommunityofchoice.
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CONTEXTFORPLANNING
ToaccomplishthisMissionandVision,andremainavibrantandindependentcommunity---baseddaytreatmentcenter,requiresaclearfocusonsustainingandincreasingcertaincompetitiveadvantages,andincarefullyevaluatingthemultipleconditionsthatinfluenceourlong---termsuccess.Asameanstoinformstrategicplanning,theCenter,overseveralmonths,conductedacomprehensiveassessment,usingbothquantitativeandqualitativedata,ofmultiplefactorsandconditionsaffectingtheorganization.Inaddition,ananalysisofourbehavioralhealth–addictionmarketandserviceswasconducted.ReflectingonthemultiplefindingsfromtheseeffortsconcludedthatParkdaleCenterisastableandwell---positionedprogramwithadistinctopportunitytogrowanddevelop.However,thatopportunitycanonlybegraspedbyeffectivelyaddressingandmeetingseveralchallenges,bothexistingandanticipated.Fromthisemergedfivestrategicimperatives,thatcrossovertothefivepillarsofexcellenceforwhichtherewascommoninterestandagreementamongParkdale’sstakeholders,including:1) QUALITY:INVESTINQUALITYANDSTRENGTHENTHEPRODUCT:Achievewhatittakestoberecognizedasahighquality
programandaproviderofaddictionservicesthatiscomprisedofthebesthumanandtechnologicalresourcesavailable,whichisthenpromotedthroughcommunityintegration.
2) SERVICE:THINKPATIENTEXPERIENCEANDLOYALTY:Takeallnecessarystepstobeperceivedasadaytreatmentfacility
attunedtoitsprofessionalcommunity,possessastrongpublicandselfimage,andbetheproviderofchoiceandtheprogramthathighlyaccountableprofessionalfirstthinkofwhentheyneedaddictionandsubstancesabusecare.Thisisreflectedintheattitudeoftheprogramandpartnershipsthroughoutthelocaltransportationservicesofferedlocally.
3) PEOPLE:BUILDTEAM,INTEGRATIONANDSHAREDRESPONSIBILITY:Createapositiveworkenvironmentandeffectivecaregiving
throughtherecruitment,retention,supportanddevelopmentofstaff,includingmanagersanddirectors,andtheestablishmentofpartnerships,collaborationsandmodelsofphysiciancollaborationandintegration.Thisisreflectiveintheopencommunicationoftheemployeesandadministrativeteam.
4) GROWTH:REMEMBERTHEENVIRONMENTMATTERS:Updatefacilitiesandnon-clinicaltechnologyandequipmenttoensure
ourstaffhasaphysicalworkplacethatsupportssafecaredeliveryandpatientsandtheirfamiliesexperiencecomfortandconveniencewhiletransitionintoanewmindsetandwayofliving.Thisisaccomplishedthroughenvironmentalsurveyingandarchitecturaladvancements.
5) FINANCE:STAYWEDDEDTOALOWCOSTSTRUCTURE:Assuretheorganizationsfinancialhealthsothatitmaypursueits
healthcaremissiononalongtermbasis,providehighqualityservice,andbeabletoadapttothechangesinthehealthcareenvironment.
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STRATEGICPRIORITY AREASUsingthesefiveimperativesasthebasisforframingourstrategicworkinitiatives,fivecorrespondingstrategicpriorityareaswereselected.Eachstrategicpriorityareacontainsexplicitobjectivemeasuresandspecificstrategies,whichwillbemonitoredandreportedthroughoutthelifeofthisplan.StrategicPriorityArea1:ClinicalExcellenceandQualityofCareImprovements
Goal:Berecognizedasahighqualitydaytreatmentprogramandaproviderofclinicalservicesthatiscomprisedofthebesthumanandtechnologicalresourcesavailable.
KeyStrategiesandMeasures1.1 Expandourcapacitytotrackclinicalprocessesandresults,comparethoseelementsagainstnational,stateandinternal
benchmarks,andrespondwithqualityimprovementsandinitiatives.
A. Withinfiveyearsachievetop10%ofconsumerandfamilyevaluationofcare;participationintreatmentplanningandagreementwithplanofcare.
B. Overthenextfiveyears,maintainaconstantstateofreadinessandcompliancewithCARF.
C. Overthenextfiveyears,weshallstriveforzero“sentinel”andzero“never”events.
D. Withinfiveyearsrelapserateswillbebelownationalaverageof40%asstatedbytheNationalInstituteofDrugAbuseand
theNationalInstituteofHealth.1.2 Developselectclinicalservicesandmaketargetedinvestmentsinhumancapital,infrastructureandtechnologyinsupportof
enhancingtheirqualityandhealthoutcomes,withanemphasisontelecommunications,efficientparallelprocesswithupdatedelectronicmedicalrecordsandtheelectronichealthinformationmanagementsystemandenvironmentalcomfortsfortheclientsthoughdayspaandalternativeclinicalprograms.
A. Overthenextfiveyears,improvephonesandintermodaltelecommunicationstoperformtele-healthacrossthestateof
Indiana.6
B. Withinthenext5yearsdevelopaseamlesselectroniccommunicationofpatientinformationbetweenandamongregionalhealthcareprovidersandtheirpatients,andinvestintechnologyforclinicaldecisionsupport.
C. Withinfiveyears,100%utilizationofacomputerizedphysicianorderentrysystemwilloccur.
D. Withinfiveyears,havefullyimplementedelectronicqualitydashboardwithrealtimereporting.
E. Withinfiveyears,purchasethelocalonsitespatoassurerelaxationandmethodsofalternativehealingwhiletransitioning
throughtheaddictionprocess.
StrategicPriorityArea2:ConfidenceinCareGoal:Beperceivedasanaddictionprogramforhighlyaccountableprofessionalattunedtoitscommunity,possessastrongpublicandselfimage,andbetheproviderofchoiceandthedaytreatmentcenterthathighlyaccountableprofessionalsfirstthinkofwhentheyneedaddictioncareservices.KeyStrategiesandMeasures:2.1 Establishandimplementastrategiccommunicationsplanthatbuildsstakeholderrelationships,unifiesbranding,increases
marketawareness,developsacompellingcaseforusingspecialtycareservices,andincreasesthepositiveimageandsupportforParkdaleCenter.
A. Positiveconsumerperceptionwillbesustainedatthe95%tileoverthenextfiveyears.
B. Overthenextfiveyears,becomethefacilityofchoicebymaintainingorincreasingourmarketshareinaddictionservices.
C. Withinfiveyears,increaseadmissionsby20%.
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2.2 MorefrequentlyassessParkdale’sserviceareas’healthneedsanddemographics,andconductjointplanningwithotherprovidersinordertoidentifyanddevelopspecializedproductandservicelines,communitycollaborationsandprogramming
A. Overthenextfiveyears,anannual,proactivecommunitybenefitsplanshallbecreated.
B. Withinfiveyears,aperiodicandformalhealthassessmentprocessshallbeestablishedandimplementedinconjunction
withothercommunityproviders.
2.3 Developan“optimal”patientexperienceplanwithintegratedsatisfactionbenchmarks,routinelyassessandactuponconsumerperceptionfindingsrelatedtoParkdale’sperformanceinkeyclinicalandnon-clinicalareasofpatientcare,andrecognize,nurtureandutilizeournursinganddirectcarestaffasoneofourkeyassetsincreatingthisexperienceandshapingthisperception.
A. Withinfiveyears,measuresrelatedto“LikelihoodtoRecommend”andoverallratingofcarewillbeabovestateand
nationalaverages.
B. Overthenextfiveyears,measuresrelatedtocleanliness,quietnessandotherpatientenvironmentconcernswillbeabovestateandnationalaverages.
StrategicPriorityArea3:OrganizationalandPartnershipDevelopmentGoal:Createapositiveworkenvironmentandeffectivecare---------givingthroughtherecruitment,retention,supportanddevelopmentofstaffandorganizationalleaders,andtheestablishmentofpartnerships,collaborationsandmodelsofphysician---------integration.
KeyStrategiesandMeasures:3.1 FosterstrongerrelationsbetweenandamongemployedandprivatemedicalstaffatParkdaleCenteralignedaround
improvingthequalityofpatientcare,patientsatisfaction,coordinationofpatientcare,medicalinformationexchange,physicianrecruitmentandfinancialperformance.
A. Overthenextfiveyears,ensurethatM.D.specificandon-goingprofessionalperformanceevaluationsarecompleted
andreviewedbytherespectivemedicalstaff,thechiefmedicalofficer,andbytheBoardofDirectorsandthatanyidentifiedissuesareaddressedinaccordancewiththestandardsofcarefortheStateofIndianaandCARF.
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B. Overthenextfiveyears,therewillbeanestablishedmeansandsystemforParkdaleCenterandMedicalStafftoworktogetheronproactivelyidentifyingandresolvingPatientSatisfactionissues.
C. Withinthenextfiveyears,establishandevolveamodelofcaredeliveryandsupportingpoliciesandproceduresthat
improvesthecoordinationofpatientcareinamannerconsistentwithcurrentfuturestrategiesinaddictionmedicine.
D. Withinthenextfiveyears,atechnologicalarchitecturewillbeestablishedacrossourprofessionalcommunitythatconnectsphysiciansintheprimarycareenvironmentwiththeParkdaleCentertoassureseamless–continuityofcare.
E. Overthenextfiveyears,ensurethatParkdaleCenterandMedicalStaffworktogethertomaximizeclinicaloutcomesand
financialperformanceassociatedwithanticipatedpaymenttransformations.3.2 Createaworkenvironmentthatsupportsandnurturestherecruitment/retentionofcompassionateandcompetentstaffwho
areenthusiasticaboutworking,andrecommendingcareatParkdaleCentertootherhighlyaccountableprofessionals,andwhomcollectivelypromoteacultureofsafetyandquality;developandimplementaninternalcommunicationsplantobetterinformemployees,medicalstaff,volunteersandpatientsabouttheorganizationaldata,outcomes,issuesandconcerns.
A. Withinfiveyears,ParkdaleCenterEmployeesoveralljobsatisfactionwillrankinthe90th%tile.
B. Overthenextfiveyears,ParkdaleCentervacancyrateforallstaffwillonaveragebenogreaterthan5%.
C. Overthenextfiveyears,ParkdaleCenterwillincreasestaffingby30%.3.3 CreaterelationshipswithothermedicalemployersandprofessionalorganizationstoassuretheclientsofParkdaleCenterare
wellreceivedbackintotheworkforceandsocietywithoutstigmaandbias.A. Within3years,75%ofourclientsreturnbacktoworkinthefieldofspecialty.
B. Overthenextthreeyearsdevelopinterpersonalrelationshipsthroughoutthestatetoassureintegrationoftheclientsback
intothecommunity.
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StrategicPriorityArea4:PatientEnvironmentandInfrastructureEnhancementGoal:Updatefacilitiesandnon-clinicaltechnologyandequipmenttoensureourstaffhasaphysicalworkplacethatsupportssafecaredeliveryandpatientsandtheirfamiliesexperiencecomfortandconvenience.KeyStrategiesandMeasures:4.1 Developafive(5)year“MasterFacilitiesPlan”andatwo-year“InfrastructureImprovementPlan”thataddressesthefunding
andprioritizationofupgradesandusestotheexistingphysicalplantandproperties,andseparatelyprioritizesimprovementprojectsincluding,butnotlimitedto:firealarmsystem(s);HVACsystemsorsystemcomponents;parkinglots;roadwaysandsidewalks;clientroommodernization;and,communicationsystems.
A. MasterFacilitiesPlandevelopedby3rdquarter2016,allowingfor2017capitalbudgetplanning.
B. InfrastructureImprovementPlandeveloped3rdquarter2016,allowingfor2017capitalbudgetplanning.
C. Compliancewithallregulatorystandards/requirementswillbemet(CARF,DepartmentofPublicHealth,OSHA).4.2 Conductacomprehensivefeasibilityanalysisregardingtheconversionofoutdatedspaceandthedevelopmentofanewor
renovatedmeditation–yogabuildingthatconsiderspatientenhancementtotherapeuticmilieu.
A. Analysiswillbeconductedforfiscalyear2016.
B. Reachadecisionregardingimplementationofplanby4thquarter2016.
4.3 CompletetheplannedprojecttomodernizeParkdaleCenter.A. Formalizerenovation/constructionplansbyJanuary2017
B. CompletefacilityrenovationbyJuly2018.
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StrategicPriorityArea5:StrengthenFinancialHealth
Goal:AssuretheParkdale’sfinancialhealthsothatitmaypursueitshealthcaremissiononalong---------termbasis,providehighqualityservice,andbeabletoadapttothechangesinthehealthcareenvironment.
KeyStrategiesandMeasures:
5.1Designandimplementanannualdevelopmentplanthatcreatesacaseforsupportfortheorganization,providesforproperdonormanagement,identifiesprospects,andcontainsannualfund---raisingapproachesandactivities.
A. Withinfiveyears,increaseannualdonorgivingby100%fromFinalAuditedFY2016Financials.
5.2Enhanceprofitablerevenuethroughimproveddocumentation,casemanagement,coding,resourceutilization,andthroughreducedaccountsreceivablesandfavorablemanagedcarecontracts.
A.Withinfiveyears,Parkdale’snetrevenueperequivalentdischargewillbeequaltoorabovethe80%collectionandreimbursementrate.
5.3Achievecostreductions,containment,andavoidancethroughimprovedmaterialsmanagement,operationalefficiencies,
andservicecontracting,riskmanagement,andreducingliability.
A. Overthenextfiveyears,ParkdaleCenter’sdebtserviceratiowillbenolessthan1:1inanygivenyear.
5.4 Conductperiodicfinancialandservicelineanalysis’ofParkdaleCenter’sexistingandpotentialbooksofbusinesstodeterminewhichbudgetarycommitmentsandconditionsneedtochangeandwhichservicesshouldbesustained,grown,initiated,repositioned,orreferredout.
A. Overthenextfiveyears,achieveataminimuma1%OperatingMargin.
B. Withinfiveyears,ParkdaleCenter’sgainperequivalentdischargemorethanthereciprocalyearsstartingin2016.
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