展望未来:战略计划
A five-year strategic plan will chart the course for the future of healthcare delivery for Calvert County and beyond. The plan is grounded in four key strategic areas of focus:
战略重点领域
- 以病人为中心的护理系统
Expand access to a high-质量 continuum of care resulting in high patient satisfaction and a healthy community.
- 市场地位和战略联盟
Strengthen our position in the market place through high 质量 affiliations and strategic partnerships.
- 劳动力与文化
Sustain a highly skilled and satisfied workforce and culture which demonstrates safety, 质量, 问责制, 团队合作和以病人为中心的服务.
- 基础设施和金融
Fortify and adapt critical foundations for finance, 技术, and facilities to meet growth and efficiency targets.
Fully implement a population health strategy
- Develop a population health plan targeting the Medicare population in Calvert County aimed at improving outcomes and reducing Total Cost of 护理
Enhance 病人的经验 by developing a dedicated organizational structure with system-wide 问责制 for results
- Move 病人的经验 department under nursing;
- plan for 病人的经验s during the move and renovation;
- meet benchmarks for improvement to maximize QBR
Sustain top decile scores in 质量 and patient safety
- Focus on SSI; MHAC reduction; C-diff; Maternal fetal health; C-section rates;
- 举行模拟联合委员会调查
Execute an integrated approach to collaborating with primary care physician groups.
- Continue conversations with primary care groups in Calvert County to explore opportunities for improved alignment.
Develop a partnership(s) to address the most critical specialty physician needs.
- Explore partnership(s) in vascular, GI, cardiology, urology, neurology, OB/GYN
- Explore partnership with Children’s for pediatric specialty services
Establish or expand 2-3 clinical services that meet community needs and enhance revenue
Implement a master plan for a premier community cancer center
- Develop new 3-year plan for cancer program growth in collaboration with new Cancer Program Director
Develop a cadre of physician leaders to promote strong engagement and long-term commitment
- Recruit and orient new Chief Medical Officer
Implement a process for continuous education, leadership development and career ladders for advancement throughout the organization.
- Conduct leadership training for department directors utilizing MHEI.
Ensure market competitive salaries and internal equity via continued salary surveys and annual reviews of all market data.
- Evaluate impact of change to minimum wage and determine timeline.
Demonstrate a culture of mutual respect, 问责制 and safety
- Implement Just Culture plan developed by emerging leaders
Position 澳门电子城平台网址 as the employer of choice in Southern Maryland
- Develop and implement action plans in response to the employee engagement survey
- Develop and implement new marketing/recruiting plan
Formalize a mentor program for leaders and employees
- Develop and implement program for new weekend and night shift employees
到2023年，将整个系统的成本降低3-5%
- Create an efficiencies task force to prioritize and implement opportunities for automation and cost reduction
- Conduct a evaluation of services and functions across the hospital for potential realignment to decrease costs
Reduce CHMG investment by at least $1-2 million by 2023 without increasing system costs
- Implement Coker group recommendations for medical group
- Explore opportunities to restructure medical group to improve performance
Evaluate and implement opportunities to increase margins from facilities and leases by at least 10% by 2023.
- Engage in negotiation to restructure leases in medical buildings
Develop long term debt and investment strategies.
- Conduct analysis of investments remaining after expansion project completion.
Reduce Total Cost of 护理 and improve decision-making, 病人的经验, efficiency through the implementation of data analytics.
- Develop a formal data analytics structure for decision making.
- Explore the use of telehealth to address access issues and reduce costs.
完成对设施的翻新.
- Complete the private room expansion project on time and within budget.
- Begin the behavioral health renovation project
- 策划OB改造项目
