|
|
HUMC uses a five pillar framework to align each of its strategic directions with global measures for best in class (as described above) and integrate them vertically with executive level metrics for operational performance.1 Each of the five pillar areas is weighted (but wieghts may change from year to year) to focus and align goals as they cascade to all leaders. |
|
|
|
|
|
| |
|
|
|
Mission
Provide an exceptional patient experience through quality patient centered care, community outreach, research, and education. |
|
|
|
|
| |
|
|
|
Vision
Become the leading Medical Center in the nation by 2014. |
|
|
|
|
| |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Excel in workforce development and stability |
|
|
|
|
|
|
Focus on customer service |
|
|
|
|
|
|
Early adopter of clinical technology and information technology |
|
|
|
|
|
|
Superior patient management methods, quality, and clinical outcomes |
|
|
|
|
|
|
Selectively expand education and research |
|
|
|
|
|
|
|
|
Superior operational and financial performance |
|
|
|
|
|
|
Global Measurments for Best in Class (Annual) |
|
|
|
|
|
|
Employee satisfaction, HR metrics, staffing effectiveness |
|
|
|
|
|
|
|
|
Best technology for patient care, innovative technology, innovation measure |
|
|
|
|
|
|
US News & World Report, JCAHO, CMS, HealthGrades, functional outcome measures, inpatient mortality, Leapfrog |
|
|
|
|
|
|
|
|
Organizational growth, physician satisfaction, loyalty, and engagement |
|
|
|
|
|
|
Bond rating, net operating margin |
|
|
|
|
|
|
Operational Level Metrics |
|
|
|
|
|
|
Nursing hours per patient day
OSHA measurement of safety
Achievement of mandatory education (percent of staff)
HR metrics (turnover rate, retention rate, professional certifications, advanced degrees, funding support for conferences)
Top 100 overall employee engagement |
|
|
|
|
|
|
Press Ganey “likelihood to recommend” |
|
|
|
|
|
|
Advanced clinical technology usage
Number of industry collaborations and affiliations
EMR usage
CPOE usage
|
|
|
|
|
|
|
Participation in collaboratives (e.g., JCAHO, CMS, Leapfrog, HealthGrades)
National PSI vs Medication Safety (event reporting, trigger tool)
Medicare LOS (severity adjusted)
Readmit rate < 15 days, all causes excluding elective readmits
Long term mortality
Inpatient mortality (severity adjusted)
Quality of life measurement that can be standardized (TBD) |
|
|
|
|
|
|
Recruitment success
Matching programs
Board performance of graduates
NIH research funding level
Papers in peer review journals
Papers presented at national meetings
National/regional education programs hosted (number)
Sponsored clinical trials |
|
|
|
|
|
|
Volume variance to budgeted
Market share
Capacity mgmt (diverts, bed turns)
Ancillary turnaround time
New pledges
Physicians on staff
HUMC physicians metropolitan and national listing of Castle Connolly’s America’s Top Doctors
MD: Jackson |
|
|
|
|
|
|
Cash on hand
Variance to budgeted cash collections
Variance to expense budget
Variance to revenue budget
Accounts Receivable
LOS |
|
|
|
|
|
