Five-Year
Strategic Plan
2015-2020
Letter from the Board and President & CEO
Dear Community Partners,
At no other time in our history has there been a greater imperative for an agile, values-based, integrated organization capable of continually assessing the environment and acting both proactively and reactively as opportunities and threats are realized.
St. Peter’s, like all health care providers, faces great uncertainty about the future. It is incumbent on every stakeholder in the U.S. health system to purposefully move forward with the implementation of the Affordable Care Act. For all, reducing costs is an imperative—per capita cost for the U.S. health system is unsustainable. Accountable care, clinical integration, and bundled payments will be priorities for healthcare organizations.
Our plan is rooted in the belief that we must successfully navigate the shift from “first- curve volume-based” health care to “second-curve value-based” health care, wellness, and population management. We must move from being a Curve One health care organization to one that embraces Curve Two initiatives. And yet we must proceed at the right speed with the right investments at the right time.
This strategic plan was created with the expertise, insights, and energy of key stakeholders throughout our entire system. It is a dynamic, living plan that will evolve as we gain new insights, identify new opportunities, and encounter new threats. This plan reflects the transformation necessary to prepare for a health care environment that will be very different from the one we are experiencing today.
Naturalist Charles Darwin discovered that “It is not the strongest of the species that survives, or the most intelligent that survives. It is the one that is the most adaptable to change.”
Thank you for supporting us in this journey of transformation.
Patty Nelson, Chair Nate Olson, President & CEO
St. Peter’s Hospital Board of Directors
Patty NelsoN, Chair
William Northey, Vice Chair
Guy almquist, Treasurer mark taylor,
Secretary russ Bell
DeWey Bruce
JohN Galt, m.D., Facs, Chief of Staff Elect michael hay, m.D.
kareN hicks
Nate olsoN, President & CEO kelly Parsley
mick roBiNsoN
Gayle shirley
roGer stoNe
thomas strizich, m.D., Chief of Staff
Reinventing St. Peter’s
Goals
Our plan is based upon three simple, yet powerful, goals:
Strengthen Our Foundation
We will do what we do today, better. We have a tremendous foundation of high quality physicians, health care providers, facilities and financial strength, and a large group of highly committed, community-focused professionals who share in our mission. This foundation must evolve with the times to ensure the continued viability and effectiveness of our mission, and as such, we must continually improve.
Create Systems of Care
We will transcend the four walls of St. Peter’s facilities to create true systems of care that connect our facilities together in a seamless network of excellence delivering health services across the full continuum of need with other community-based healthcare organizations also committed to meeting the needs of the Helena region.
Move Upstream to Manage Health
We will expand the scope of our services beyond traditional “sick care” to truly manage health utilizing the foundational model of Patient-Centered Medical Homes (PCMH) while partnering with other community organizations.
Key Principles
The ideas that permeate our plan, and guide the selection of strategies to reach our goals.
Maximize Customer Experience.
Maximize the number of people who choose St. Peter’s as their partner for life by providing
“Incredibly Great Service” and convenience in providing their health care and wellness needs.
Manage Their Care: Care Coordination.
Change our health care delivery focus from hospital-centric to patient-centric and population-specific health centers so purchasers (patient guests, employers, payers, etc.) of health care and wellness services choose St.
Peter’s as their partner for life.
Create Systems of Care
Move Upstream to Manage Health Strengthen our
Foundation Maximize Customer
Experience Exceptional
Very Good Good
Manage their Care.
Care Coordination.
Aggressively manage our costs to remain affordable and strengthen our foundation.
(High Priority Strategy IV.) page 5
Aggressively focus on key service lines to strengthen our foundation.
(High Priority Strategy III:
Oncology, Emergency, Physician Clinics) page 5
Aggressively develop patient-centric models to move upstream and manage health including partnering with other community
healthcare organizations to create systems of care.
(High Priority Strategy II.) page 4
Create a culture of service excellence and convenience, including an unwavering commitment to quality and safety, by providing incredibly great service that results in
customers choosing St. Peter’s for life to strengthen our foundation.
(High Priority Strategy I: Physicians; Employees; Patient Guests) page 4
St. Peter’s in the Year 2020
By 2020, St. Peter’s will transform itself into a very different organization by pursuing our two Key Principles within the framework of our Goals (Strengthen Our Foundation, Create Systems of Care, and Move Upstream).
Create Systems
of Care Move Upstream to Manage Health Strengthen our
Foundation Maximize Customer
Experience Exceptional
Very Good Good
Manage their Care.
Care Coordination.
PrinciPle: Key Key
PrinciPle:
Maximize Customer Experience.
High Priority Strategy I:
Create a culture of service excellence and convenience, including an unwavering commitment to quality and safety, by providing incredibly great service that results in customers (physicians, employees, patient guests) choosing St. Peter’s for life.
High Priority Strategy I.A:
PHysician Partners
Engineer a culture of providing service excellence to our Physician Partners with an unwavering commitment to quality and safety.
Maximize Customer Experience
Exceptional Very Good
Good
High Priority Strategy I.C:
PaTienT Guests
Provide incredibly great service excellence and convenience to our patient guests.
High Priority Strategy I.B.:
eMPloyee Partners
Exhibit an abiding commitment to our employees to help them realize their full potential to serve.
Embrace imagination, creativity and excellence so our employee partners feel empowered to make a difference each day in the lives of all with whom they come in contact.
Manage Their Care. Care Coordination.
High Priority Strategy II:
Aggressively develop patient-centric models to move upstream and manage health including leveraging other community healthcare organizations to create systems of care.
Fully embrace and support St. Peter’s Patient Centered Medical Home (PCMH) model. Leverage and integrate with other community healthcare organizations to transform and advance health care delivery throughout the Helena region.
This will provide enhanced service, better value and improved health outcomes as it focuses beyond the walls of our hospitals and physician practices to meet the health needs of patients in a more effective and efficient manner.
Manage their Care.
Care Coordination.
Maximize Customer Experience.
High Priority Strategy III:
Aggressively focus on key service lines to strengthen our foundation.
Develop integrated service lines that are recognized as the highest quality, most accessible, innovative and comprehensive in the region. Provide the right care, at the right time, in the right location, at the right cost.
Maximize Customer Experience
Exceptional Very Good
Good
High Priority Strategy IV:
Aggressively manage our costs to remain affordable and to strengthen our foundation.
Strengthen our operating performance to generate sufficient capital to fund our transformation for the future and to ensure the continued viability of our system while remaining affordable to our community.
Aggressively apply process improvement
techniques and diligent management to continually improve the quality and efficiency of our services in all St. Peter’s entities.
Key areas of focus will include:
• Oncology
• Emergency Services
• Physician and Outpatient Clinic Services
