St David's Healthcare - Coordinating Strategic Planning System-Wide

Robyn Eckermann Vice President, Strategic Planning

Coordinating Strategic Planning System-Wide

Session Agenda

‣ Overview Presentation

‣ Moderated Panel

‣ Q&A

! JAN-APR

1. Gather & Assess Stakeholder

Feedback; Survey as Appropriate

! MAY-AUG2. Conduct Gov.

Retreat

3. Complete Env. Assessment

4. System-Level Planning

Retreat

5. Eval. New Strat.

Opportunities

6. Approve and Deploy

SWAP

! SEPT-OCT

7. Refresh

Hospital and Support

Service Plans based on

SWAP

8. Prioritize & Submit

Budget Plans

! NOV-DEC

9. Consolidate and Gain Approval of

Budget and Supporting Plan

10. Modify SWAP, as Necessary

EstablishDirection

EstablishExpectations

EnsureFacility

Execution

Ensure SysExecution

& Alignment

EXECUTE

& MODIFY

CURRENT

YEAR PLAN

Strategic Planning Process

! JAN-APR



! MAY-AU2. Conduct Gov.

Retreat


EstablishDirection


EXECUTE

& MODIFY

CURRENT

Voice of Customer

• Patients • Physicians • Employees • Community • Payors

• Stakeholder requirements

• Market intelligence • Outside perspective

INPUTS: OUTPUTS:

! JAN-APR

Gather & Assess Stakeholder

Feedback; Survey


Retreat



Retreat

5. Eval. New Strat.

Opportunities


SWAP ! SEPT-O

7. Refresh



SWAP

System-Wide Strategy Development

• SWOT analyses • Comprehensive

environmental assessment • Current challenges and

strategies • Voice of customer • Expert insight • Recommended

dashboard measures

• System-wide SWOT • Performance dashboard • Core competencies • Strategic challenges and

advantages • Draft System-Wide

Action Plan (SWAP) • New strategic

opportunities

INPUTS: OUTPUTS:

MAY-AUG2. Conduct Gov.

Retreat

Complete Env. Assessment

System-Level Planning

Retreat

5. Eval. New Strat.

Opportunities

Approve and Deploy

! SEPT-OCT

7. Refresh



SWAP


Budget Plans! NOV-D




System-Wide Strategic Alignment


Retreat

! SEPT-OCT

7. Refresh



SWAP


Budget Plans

System-Wide Strategic Alignment

Mission, Vision, Values and Goals

System-WidePerformance Dashboard

Facility & DepartmentalPerformance Dashboards

Entity-SpecificStrategic Action Plans

System-WideAction Plan

MVVG

"Stories give color to black and white information"

— Todd Stocker, Author

! SEPT-OCT

7. Refresh



SWAP

! NOV-DEC




EstablishDirection

Ensure SysExecution

& Alignment

EXECUTE

& MODIFY

CURRENT

Final Budgeting and Approval

! JAN-APR




Retreat



Retreat

5. Eval. New Strat.

Opportunities


SWAP

! SEPT-OCT

7. Refresh



SWAP


Budget Plans

! NOV-DEC




EstablishDirection


EnsureFacility

Execution

Ensure SysExecution

& Alignment

EXECUTE

& MODIFY

CURRENT

YEAR PLAN

Strategic Implementation

! JA



! NOV-DEC


Budget and Supporting

EstablishDirection


EnsureFacility

Execution

Ensure SysExecution

& Alignment

EXECUTE

& MODIFY

CURRENT

YEAR PLAN

Strategic Implementation

• Review and modify plans regularly

• Incorporate continuous stakeholder input

Organizational Agility and Operational Flexibility

Strategic plans are living, breathing documents

Cycles of Learning:

2001 - 2015‣ Key Improvements:

• Dedicated planning resource

• Quarterly plan reviews

• Formal review of new system-wide opportunities

• Integration into CEO Council agenda

Panel Discussion

‣ David HuffstutlerPresident and CEO

‣ Cindy Sexton Chief Financial Officer

‣ John RebokVice President, Physician Operations

‣ Esther ChungAssociate Chief Operating Officer St. David's Medical Center

Innovation

‣ Establish bold performance targets

‣ Prioritize programs and services where cutting-edge innovation is necessary to be the finest care and service organization in the world

‣ Ensure adequate resources to drive and promote innovation

‣ Support communities of sharing

‣ Formalize process through Innovation Council

‣ Celebrate innovative ideas

Performance Dashboard

Organizational Profile

‣ Patient expectations for service and quality

‣ Physician investment opportunities

‣ Changing reimbursement environment

‣ New and maturing competition (including FSEDs/UCCs)

Strategic Challenges


‣ Organizational culture

‣ Clinical expertise

‣ Physician collaboration/engagement

‣ Operating discipline

‣ Mgmt services & cost control systems provided by HCA

‣ Community benefit provided by partnership with SDF and HCA

Strategic Advantages


‣ Providing clinical expertise

‣ Ensuring a culture of excellence

‣ Collaborating with physicians

‣ Strong operating discipline

Core Competencies

Exceptional Care

‣ Among nation’s top 5% of hospitals

‣ Nearly 3,000 mortalities prevented since 2006

Risk-Adjusted Mortality Index

2006 2014

.50

1.0 Expected

SDH Actual

.70.46 US Top 5%

(.48)BETTER

Customer Loyalty

‣ #1 market in HCA

‣ #1 system in Austin

‣ Actively evaluating & modifying plans to achieve top decile goal

Patient Satisfaction Trends: HCAHPS Composite Score

2006 2008

(HCAHPS Survey Begins)

2014

80%

70%

65%

75%

60%

50%

40%

66.7%

76.1%US Top 10%

BETTER

80%

76%

Customer Loyalty

‣ 98% of physicians “would recommend”

‣ Top 10% nationally in 6 out of 8 key drivers of physician satisfaction for the past 3 years

Physician Satisfaction: % Physicians Very Satisfied

2006 2014

60%

50%

40%

30%

BETTER

US Top 10%(59%)

40%

56%

Place to Practice Medicine:Top Box Positive (Excellent)

2014 impactedby CPOEimplementation

‣ Top performing employee engagement for 6 years

‣ Recognized by Austin American-Statesman as “Top Workplace”: 4 consecutive years

Employee Engagement: % Employees Engaged

Customer Loyalty

2006 2014

80%

100%

60%

40%

20%

BETTER

TopPerformers (TNS)(78%)

76%79%

83%

Financial Strength

• SDH CAGR = 2.4% • Mkt CAGR = 2.1%




Admissions

Births

Surgeries

Emergency Visits

Volume Growth

★ 8-yr. CAGR

55,905

67,815

2006 2014

12,586

15,544

2006 2014

66,968

80,043

2006 2014

2006 2014

224,199

310,328

Financial Strength

SDH is increasing market share lead despite 45% increase in competitor capacity since 2008

Market Share: % Inpatient Admits

BETTER

2006 2014

30%

40%

50%

20%

10%

SDH

Competitor A

All Other

Competitor B

46%

43%

8%

3%

Acquired

Hospital

New

Hospital

New

HospitalNew

Hospital

St David's Healthcare - Coordinating Strategic Planning System-Wide

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