Strategic Framework C1 Strategic Plan Our Mission Improving

Strategic Framework C-1

Strategic Plan Our Mission: “Improving the health of our community in all we do. ” Our Core Values: RESPONSIBLE STEWARDSHIP What I do today ensures tomorrow. C-2 The organization’s core values are a small set of timeless guiding principles that capture what is authentically believed by organization members and provide substantial guidance for behavior and decision making. They describe the organization’s most cherished beliefs about how it will behave as it fulfills its Mission and pursues its Vision. They differentiate the organization from other organizations and cannot be separated from the organization. They are not to be compromised for financial gain or short-term expediency. PASSION FOR EXCELLENCE I bring my best every day. RESPECTFUL COMPASSION I impact life’s most sacred moments. DEEP INTERDEPENDENCE I can’t do my job without you.

Strategic Plan Our Vision: “We will be the preferred and indispensable healthcare resource throughout northeast Georgia. ” Vision plays a critical role in telling key stakeholders what the organization is all about. It provides a point of reference and a mental image designed to generate commitment and fit. It helps pull the organization into the future. Vision statements should be revised and updated as necessary. Our Value Proposition: Based on a culture of excellence, we will be known for exceptional patient service and quality, delivered in a cost-effective manner. The Value Proposition defines the way the organization will use its operating capabilities to differentiate itself from competitors on key characteristics of high value to the customers it serves. It represents the core competency of the organization translated into focused market advantage. C-3

Strategic Plan Our Strategic Intent: “Through continuous improvement, we will achieve and retain top decile performance across the system. ” Strategic Intent is designed to embody both ambition and direction. Typically, it’s a succinct, one-sentence stretch goal that creates a mismatch between organizational resources and organizational intentions. It’s measurable and relevant to everyone in the organization. Our Driving Strategies: Patient Care Experience Don’t Hurt Me – Reduce preventable Serious Harm Events by 30 percent. Heal Me – Achieve top decile performance for Risk Adjusted Mortality as compared to Premier national database. Strategies can change as often as the environment changes. They are actionoriented and targeted to the needs of customers and the intentions of competitors. Each strategy is, in turn, supported by tactics which describe the more specific action steps necessary to ensure effective implementation. C-4 Be Nice to Me – Achieve benchmark, top decile performance in Patient Satisfaction across all patient care areas. Financial Stewardship Achieve A-Rated operating margin and supporting financial metrics across the system. Market Essentiality Secure quantifiable increase in market share across NGHS strategic business units. Team Culture Achieve benchmark performance for employee engagement.

Strategic Dashboard 2013 Too often, organizational performance is assessed primarily on financial measures. NGHS’ dashboard is balanced into four major components: patient experience, team culture, market capture and financial stewardship. This provides a comprehensive and balanced approach to the System’s progress in achieving its strategic vision. Other measures, relevant to customers, competitors, innovation and community benefit are defined and tracked through the Plan. NGHS’ strategic dashboard provides an at-a-glance view of key performance indicators (KPIs) relevant to the System and the community it serves. The term dashboard originates from the automobile dashboard where drivers monitor the major functions at a glance. The updates to this planning tool provide a continuous process for answering the question, “Are we achieving our strategic plan? ” The System’s strategic dashboard is organized around driving strategies and identified tactics which describe, in more specific terms, the action steps necessary to ensure effective implementation of the overall plan. Each tactic is measurable and timing defined for completion. System governance, working with senior leadership, must ensure the necessary resources are available to accomplish the tactics identified. Further accountability for successful completion of the tactical plan is the responsibility of senior leadership and is tied directly C-5 to individual compensation.