Strategic Planning Project Kickoff and Orientation - PowerPoint PPT Presentation

Loading...

PPT – Strategic Planning Project Kickoff and Orientation PowerPoint presentation | free to download - id: a30d4-MjAxZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Strategic Planning Project Kickoff and Orientation

Description:

PURPOSE & OVERVIEW OF THE DAY. BRIEFING FRAMING THE CONTEXT ... Set the context for the remainder of the day. ... 2. Discovery. 3. Strategic Direction ... – PowerPoint PPT presentation

Number of Views:454
Avg rating:3.0/5.0
Slides: 51
Provided by: mayura1
Learn more at: http://legacy.cookcountygov.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Strategic Planning Project Kickoff and Orientation


1
Strategic Planning Project Kick-off and
Orientation
Integrated Clinical Solutions, Inc.
Cook County Hospitals Health Services
May 16, 2009
2
Retreat Agenda
3
Morning Discussion
  • WELCOME INTRODUCTIONS
  • PURPOSE OVERVIEW OF THE DAY
  • BRIEFING FRAMING THE CONTEXT
  • DISCUSSION KEY CHALLENGES, OPPORTUNITIES, AND
    PRIORITIES
  • LUNCH

3
4
Morning Discussion
  • WELCOME INTRODUCTIONS
  • PURPOSE OVERVIEW OF THE DAY
  • BRIEFING FRAMING THE CONTEXT
  • DISCUSSION KEY CHALLENGES, OPPORTUNITIES, AND
    PRIORITIES
  • LUNCH

4
5
Retreat Objectives
  • Set the stage for the strategic planning process
  • Discuss the current state of CCHHS.
  • Identify the critical issues/strategic questions
    facing CCHHS.
  • Develop consensus re principles of success.
  • Review the strategic planning approach.
  • Identify planning process must dos and
    potential pitfalls.
  • Establish the charge roles and responsibilities
    of the Board, Strategic Planning Advisory
    Council, Executive Leadership, and Advisors.

6
Morning Discussion
  • WELCOME INTRODUCTIONS
  • PURPOSE OVERVIEW OF THE DAY
  • BRIEFING FRAMING THE CONTEXT
  • DISCUSSION KEY CHALLENGES, OPPORTUNITIES, AND
    PRIORITIES
  • LUNCH

6
7
  • Cook County Health Hospitals System Strategic
    Planning

Board Retreat May 16, 2009

8
Presentation Goal
Set the context for the remainder of the day.
Includes basic overview of services we provide
and high-level environmental scan.
NOTE Todays discussion focuses primarily on
the hospitals and clinics. The CORE, Cermak and
the Public Health Department are important areas,
but their issues are on different dimensions.
They will be addressed at a later date.

9
Majority of Expenses in Clinical Areas
FY08 Expenditures by Function/Location (Estimated)
NOTE After allocations of costs that are
specifically traceable to individual facilities.
Specialty outpatient activity is largely included
in the budgets of the three hospitals, as is
primary care offered at hospital sites.
9
10
Activity Summary by Location
10
11
1. Vulnerable Populations
  • Uninsured
  • Medicaid
  • Medicare

11
12
Large Number of Uninsured
Number of uninsured people in Cook County
equals entire population of San Francisco
785,000
799,000
2005 2007
12
13
Uninsured Need Probably Grown
  • Number of uninsured from 2005 probably
    understates full need
  • Overall population has grown
  • Poor economy has increased share of
  • population uninsured
  • Number of underinsured (estimated at 50
  • number of uninsured in 2007) has almost
  • certainly increased even faster

13
14
County Major Provider for Uninsured
CCHHS provides more than 1/3 of all inpatient
care for uninsured patients, about 18K Cases
Source Self-Pay/Charity, CompData Cook Cnty Hosp
Discharges
15
Similar Role in Outpatient Care
  • CCHHS provides hugely more outpatient care to
    uninsured
  • than other hospitals
  • Roughly half of
  • Systems outpatient
  • care is primary care,
  • which is not typically
  • part of hospital care

System Clinic Visits By Type, 2008
  • Primary care typically offered in other
    venuessuch as
  • FQHCs and physician offices
  • Specialty care disproportionately in CCHHS
  • On balance, is probably in same range as
    inpatient35
  • to 50 of all care to uninsured in Cook County

15
16
CCHHS Provides Less Medicaid Care
  • CCHHS provides about 7,000 inpatient admissions
    to Medicaid clients, less than 4 of Medicaid
    patients county-wide

Source CompData, Cook Cnty Hosp Discharges
16
17
CCHHS Medicare Share Even Smaller
Medicare county-wide covers 40 more care than
Medicaid, but CCHHS provides only 1 of Medicare
inpatient care
Inpatient Medicare Cases (Discharges, 2007-2008)
Stroger 2,585 Provident 462 Oak Forest
267
All Others 268,489
Source CompData, Cook Cnty Hosp Discharges
17
18
Medicaid Key Part of CCHHS Revenue
Medicaid is the only material source of CCHHS
revenue outside of the County Subsidy Transfers
System Activity, I/P O/P (2008)
CCHHS Revenue 1,075M (2008)
Includes BIFA/IGT note all Medicaid
subject to revisions not yet reflected
Includes loss from operations
18
19
Others Variable in Care of Vulnerable
Different hospitals provide care to vulnerable
populations in different shares. See example
hospitals below.
Vulnerable Populations by Payor (Discharges,
2007-2008)
Source CompData, Cook Cnty Hosp Discharges
19
20
FQHCs Provide Primary Care to Vulnerable
20
21
Limited Changes Expected
  • Absent some significant policy change, other
    hospitals and FQHCs not likely to expand care of
    uninsured
  • Community hospitals face increasing margin
    pressure due to declining revenue from private
    insurers
  • Number of FQHCs growing, but federal grant
    coverage of uninsured decliningfrom 56 to 48
    between 2000 and 2007
  • Other providers will probably desire to maintain
    Medicaid activityits a good payor for FQHCs and
    adequate for safety net hospitals

21
22
2. Potential Opportunities
  • In current environment, two major opportunities
    exist
  • Provide more care
  • Increase revenue

22
23
Provide More Care
  • Current care provisions leave gaps in care for
  • uninsured
  • Improved throughput and targeting of resources
  • could allow CCHHS to better fill gaps
  • Hard data not yet available, but seems very
    likely
  • 10 to 20 percent throughput improvements
    possible
  • in existing operations
  • Reallocation of resources could allow greater
  • increases in high need areas
  • Better throughput would also improve quality of
    care
  • for existing patients

23
24
Increase Revenue
  • Most likely source of increased revenue
    would be to increase number of Medicaid patients
  • State has incentive to increase CCHHS share
  • FQHCs only provide primary care
  • Not all private hospitals competing for Medicaid
  • Would require
  • Much improved throughput
  • Focus on select Medicaid services
  • Develop alliances with other providers to
  • provide services in their gaps

24
25
Morning Agenda
  • INTRODUCTIONS
  • PURPOSE OVERVIEW OF THE DAY
  • OVERVIEW BRIEFING
  • DISCUSSION KEY CHALLENGES, OPPORTUNITIES, AND
    PRIORITIES
  • LUNCH

25
26
Group Discussion
  • Discussion Goals
  • Develop consensus on the fundamental
    issues/challenges facing CCHHS.
  • Define a vision of success.

27
Key Challenges Facing CCHHS
  • Some basic premises...
  • The size of the vulnerable population (uninsured
    and under-insured) is substantial and growing.
  • CCHHS is the single largest provider of care to
    the vulnerable population.
  • The needs of the vulnerable population exceed
    manifest demand.
  • The demand for services outstrips available
    resources.

28
Key Challenges Facing CCHHS (contd)
  • Some basic premises
  • The demand for services can be expected to grow.
  • The availability of funding through subsidy
    transfers and other sources will not grow at a
    corresponding pace.
  • Other healthcare systems face growing economic
    pressures and may be less responsive to the needs
    of the vulnerable population.

29
Key Challenges Facing CCHHS (contd)
  • Some basic premises
  • Services provided by CCHHS are
  • Not efficient
  • Not particularly well distributed, geographically
    speaking
  • May not represent the optimal mix of services
    from a mission-effectiveness standpoint
  • Other premiseswhats missing??

30
The Opportunities
  • Key Strategic Levers
  • Improve operational effectiveness/throughput
  • Reconfigure service mix/delivery platform
  • Rationalize system through make/buy/partner
    relationships
  • Combination of the above
  • Other?

31
Group Discussion
  • What does success look like in 2012?
  • What are the critical priorities in attaining
    this vision of success?
  • What are the things we must focus on RIGHT NOW?

31
32
Morning Agenda
  • INTRODUCTIONS
  • PURPOSE OVERVIEW OF THE DAY
  • OVERVIEW BRIEFING
  • DISCUSSION KEY CHALLENGES, OPPORTUNITIES, AND
    PRIORITIES
  • LUNCH

32
33
Afternoon Agenda
  • STRATEGIC PLANNING APPROACH
  • STAKEHOLDER ENGAGEMENT
  • ROLE OF STRATEGIC ADVISORY COUNCIL
  • CONCLUDING REMARKS
  • ADJOURNMENT

33
34
Afternoon Agenda
  • STRATEGIC PLANNING APPROACH
  • STAKEHOLDER ENGAGEMENT
  • ROLE OF STRATEGIC ADVISORY COUNCIL
  • CONCLUDING REMARKS
  • ADJOURNMENT

34
35
Process Overview
Phase 1
  • Phase 1 Kick-off Retreat
  • Set the Stage for the Planning Process
  • Phase 2 Discovery
  • Evaluate Current Position and Opportunities
  • Phase 3 Strategic Direction
  • Develop a Shared Vision and Strategic Direction
  • Phase 4 Financial Plan
  • Specify Action Plan and Accountabilities
  • Phase 5 Action Plan
  • Specify Action Plan and Accountabilities

Phase 2
Phase 3
Phase 4
Phase 5
35
36
Project Timetable
June-July
Aug.-Sep.
May
Sep.-Oct.
Nov.
  • Kick-Off Board Retreat
  • Strategic
  • Direction

II. Discovery
IV. Financial Plan
V. Action Plan
  • Steering Group Kick-Off Meeting
  • Engagement Start-up Data Acquisition
  • Board Retreat session
  • External Market Analysis
  • CCHHS Profile Analysis
  • Interviews Focus Groups
  • Town Hall Meetings
  • Steering Group Progress Report
  • Identification of Strategic Opportunities
    Options
  • Board/Steering Group Retreat
  • Vision and Goal Formulation
  • Identification of Major Strategic Initiatives
  • Development of Action Plans
  • Strategic initiatives
  • Timetables
  • Resource requirements
  • Implementation roles and responsibilities
  • Identification of Performance Targets
  • Translation of Targets to Specific Metrics for
    Dashboard Monitoring
  • Development of momentum scenario and baseline
    budget
  • Financial Modeling re Impact of Strategic
    Direction
  • Completion of 3-year Financial Plans
  • Development of Targets and Metrics for Internal
    Management Reporting

37
Process OutcomesCCHHS Direction, Focus, and
Action
Objectives and Indicators
Key Initiatives
Core Goals
Direction CCHHS Preferred Future State
To become
2000 2001 2002 Revenues 4,234 5,103 5,509 Ex
penses Salaries 2,008 2,466 2,859 Supplies 1,432
1,478 1,989 Rent 555 789 1,001 Misc. 2,222 2,48
9 2,876 Net Income (1,333) (1,034) (1,567)
38
Phase 1 Kick-off Retreat
1. Kick-off
  • Work with System leadership to define and
    structure the following
  • An executive leadership group (Executive Team)
    that will process oversight, assistance in data
    acquisition, meeting coordination, draft report
    reviews, etc.
  • A Strategic Planning Advisory Council (Advisory
    Council) consisting of System Board, management,
    and selected constituency groups
  • Meet with the Executive Team to discuss and
    refine strategic planning objectives and
    approach, objectives and format for May Board
    retreat, agree on a timetable, milestones,
    communications, etc.
  • Facilitate a Board Retreat to formally launch the
    engagement process.
  • Coordinate with the Executive Team and Public
    Relations representatives to ensure that Retreat
    proceedings are recorded and communicated to
    various publics in a timely and appropriate
    fashion.

2. Discovery
3. Strategic Direction
4. Financial Plan
5. Action Plan
38
39
Phase 2 Discovery
1. Kick-off
  • Provide an assessment of the Systems external
    and internal
  • operating environments, critical issues and
    future options
  • Review market data and area healthcare profiles,
    including relevant health-related data and
    projections for Cook County.
  • Analyze CCHHS clinical and operating environment
    and review related utilization and medical staff
    data
  • Examine other county systems where progressive
    models have been implemented undertake benchmark
    research on model structures, financial
    performance, and operational performance.
  • Concurrent with the above activities, conduct
    interviews/focus group sessions with a variety of
    stakeholders (100-120).
  • Facilitate 3-5 Town Hall meetings with a
    cross-section of County residents/consumers to
    elicit input re health care interests, concerns,
    and priorities
  • Based on the above information and evaluations,
    develop an overall current state assessment
    summary
  • Facilitate a working session with the Advisory
    Council to share findings and discuss future
    development options

2. Discovery
3. Strategic Direction
4. Financial Plan
5. Action Plan
40
Phase 3 Strategic Direction
  • Translate the Vision into Core Goals and
    Strategic Initiatives for future direction and
    development

1. Kick-off
  • Work closely with the Leadership Team and the
    Advisory Council
  • to develop a vision, core goals, and overall
    strategic direction for
  • CCHHS
  • Identify CCHHS opportunities and options.
  • As an integral part of the above analyses,
    complete a portfolio analysis of CCHHS relevant
    business units and clinical service lines based
    on market attractiveness and current capabilities
  • Identify specific service lines that could be
    considered as priorities for focused development
    Also, evaluate opportunities for partnership or
    outsourcing services and/or market segments that
    are not an optimal fit with CCHS capabilities
    profile.
  • Facilitate a Board/Strategic Planning Committee
    visioning retreat to develop group consensus
    regarding a shared Vision for the future
    development of CCHHS.
  • Translate the Vision into Core Goals and
    Strategic Initiatives for future direction and
    development.
  • Summarize Phase 3 outputs and make a progress
    report to the Executive Team and Advisory Council.

2. Discovery
3. Strategic Direction
4. Financial Plan
5. Action Plan
40
41
Phase 4 Financial Plan
1. Kick-off
  • Develop a 3-year financial forecast
  • Develop a baseline forecast (prior to strategic
    initiatives).
  • Validate past and current methods of
    revenue/expense forecasting and budgeting
    processes.
  • Develop the logic structure to perform
    sensitivity modeling.
  • Upon completion of the momentum forecast,
    incorporate strategic and performance improvement
    initiatives into the 3-year forecast.
  • Based on the developed forecast (baseline plus
    key strategic initiatives) complete the
    forecast/model roll-up, with multiple iterations,
    as necessary, prior to final approvals.

2. Discovery
3. Strategic Direction
4. Financial Plan
5. Action Plan
41
42
Phase 5 Action Plan
1. Kick-off
  • Translate the preferred strategic direction into
    an action plan
  • Link the overall strategic direction and core
    goals to specific strategic initiatives and
    action steps.
  • Establish timetables for implementation and
    ensure initiatives have identified accountability
    for execution..
  • Identify performance metrics as a basis for
    ongoing dashboard measures and monitoring.
  • Link targets, timetables, and responsibilities to
    Executive and Board reporting mechanisms.
  • Complete the draft Strategic Plan and make
    presentations to various stakeholders for review
    and comment.
  • Based on the input, make final revisions to the
    draft Strategic Plan document.
  • Make final presentations to key stakeholders as
    appropriate.
  • Coordinate with the Executive Team and Public
    Relations representatives to ensure that the
    CCHHS Vision and Strategic Plan are appropriately
    recorded and communicated.

2. Discovery
3. Strategic Direction
4. Financial Plan
5. Action Plan
42
43
Framework for Implementation and Results
Monitoring
1. Kick-off
How are we doing?
Where are we going?
CCHHS Vision
2. Discovery
Strategic Direction
Adjustment/Redirection
3. Strategic Direction
  • Dashboard Metrics, e.g.
  • Public/patient metrics
  • Outcomes
  • Operating results
  • Core Goals, e.g.
  • Access
  • Service Excellence
  • Cost-effectiveness
  • Partnerships

4. Financial Plan
Targets Key Perf. Indicators
Strategic Priorities
5. Action Plan
  • Action Steps
  • Strategic Initiatives
  • Timetables
  • Responsibilities

43
44
Afternoon Agenda
  • STRATEGIC PLANNING APPROACH
  • STAKEHOLDER ENGAGEMENT
  • ROLE OF STRATEGIC ADVISORY COUNCIL
  • CONCLUDING REMARKS
  • ADJOURNMENT

44
45
Stakeholder Engagement
The strategic planning process will involve a
cross-section of stakeholders to build consensus
and define the organizations future state.
46
Town Hall Meeting Discussion Guide (sample)
Discussion Outline
47
Town Hall Meeting Discussion Guide (sample)
Discussion Outline
48
Afternoon Agenda
  • STRATEGIC PLANNING APPROACH
  • STAKEHOLDER ENGAGEMENT
  • ROLE OF STRATEGIC ADVISORY COUNCIL
  • CONCLUDING REMARKS
  • ADJOURNMENT

48
49
Afternoon Agenda
  • STRATEGIC PLANNING APPROACH
  • STAKEHOLDER ENGAGEMENT
  • ROLE OF STRATEGIC ADVISORY COUNCIL
  • CONCLUDING REMARKS
  • ADJOURNMENT

49
50
Afternoon Agenda
  • STRATEGIC PLANNING APPROACH
  • STAKEHOLDER ENGAGEMENT
  • ROLE OF STRATEGIC ADVISORY COUNCIL
  • CONCLUDING REMARKS
  • ADJOURNMENT

50
About PowerShow.com