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Special Full Board Strategic Planning Workshop Agenda SPECIAL FULL BOARD STRATEGIC PLANNING WORKSHOP AGENDA Monday, January 23, 2017 Graybill Auditorium 5:30 p.m. Dinner buffet for board members and invited guests Palomar Medical Center Downtown Escondido 6:00 p.m. Meeting 555 E. Valley Parkway, Escondido, CA 92025 PLEASE TURN OFF CELL PHONES OR SET THEM TO SILENT MODE UPON ENTERING THE MEETING ROOM Form A Time Page Target I. CALL TO ORDER…………………………………………………………………………………. 1 6:01 II. ESTABLISHMENT OF QUORUM………………………………………….……………………. 2 6:03 III. PUBLIC COMMENTS1..…………………,…………………..…………………………………... 15 6:18 IV. * INFORMATION ITEMS…………………………….……………………………………………. A. Downtown Campus / Update on Sale………………………………..……...……...…………. 15 6:33 B. Review/Discussion: Draft Palomar Health Strategic Plan (ADD A-Pp2-91)…..…………… 71 1 7:44 V. PUBLIC COMMENTS1..…………………………………………..…….......................………….. 15 7:59 VI. ADJOURNMENT…………………………………………………………………………………... 1 8:00 NOTE: If you have a disability, please notify us by calling 760-740-6375 72 hours prior to the event so that we may provide reasonable accommodations __________________________ Asterisks indicate anticipated action. Action is not limited to those designated items. 1 5 minutes allowed per speaker with a cumulative total of 15 minutes per group. For further details & policy, see Request for Public Comment notices available in meeting room. Draft Strategic Plan TO: Special Full Board Strategic Planning Workshop MEETING DATE: Monday, January 23, 2017 FROM: Della Shaw, Executive Vice President Strategy Background: The purpose of the workshop will be to discuss and receive input about the Draft Strategic Plan from the Board of Directors. Budget Impact: N/A Staff Recommendation: Discussion and input Committee Questions COMMITTEE RECOMMENDATION: Motion: Individual Action: Information: Required Time: 1 ADDENDUM A Palomar Health Strategic Plan 1 2 Letter from the President and Board Chair To our Palomar Health Family and Community: With the uncertain landscape of healthcare today, it is vital for Palomar Health to have a clear vision and strategic direction so we can be prepared for the future. To this end, we have developed our strategic plan through a comprehensive process listening to our Board of Directors, leaders, physicians, employees, and community members. Our strategic plan describes how Palomar Health is navigating toward the future with purpose to create sustained value for the communities we serve. We will keep our strategic plan vibrant with frequent evaluation and adaption to the changing external factors. We remain committed to our mission – Heal, Comfort and Promote Health in the communities we serve. We recognize that high quality, safety, and excellent patient care will allow us to serve our community for generations to come. Our culture of caring is focused on Patient First. This means that we put the needs of every patient first, every time. The key to our success has been the collaboration of our experienced team of physicians, nurses, and staff who care for others, as they would expect their family members or themselves to be cared for. We are now in position to navigate with the goal to deliver high quality, standardized care with 100% reliability. At the end of the day, it is about how our hearts touch the lives of our patients and their families through our guiding values of compassion, excellence, integrity, services, teamwork, and trust. Thank you for your support and commitment, and for entrusting your care to Palomar Health. Dara Czerwonka Bob Hemker Chair of the Board of Directors President & CEO 2 3 Table of Contents PALOMAR HEALTH STRATEGIC PLAN ..................................................................................................................... 1 LETTER FROM THE PRESIDENT AND BOARD CHAIR ................................................................................................ 2 TABLE OF CONTENTS ............................................................................................................................................. 3 EXECUTIVE SUMMARY ........................................................................................................................................... 4 PLANNING FOR THE FUTURE ................................................................................................................................. 5 STRATEGY MAP | OVERVIEW ................................................................................................................................ 6 STRATEGY. ................................................................................................................................................................... 6 FINANCIAL PERFORMANCE. ............................................................................................................................................. 6 CUSTOMER VALUE ......................................................................................................................................................... 6 VALUE CREATING INTERNAL PROCESSES ............................................................................................................................ 6 JOBS, SYSTEMS, AND CLIMATE. ........................................................................................................................................ 7 STRATEGY MAP | DETAILED VIEW ......................................................................................................................... 8 CUSTOMER VALUE | MARKET DIFFERENTIATION ................................................................................................................. 8 OPERATIONAL EXCELLENCE | WHAT WE DO AND HOW WE DO IT ........................................................................................ 8 ORGANIZATIONAL CAPABILITIES | PATIENT FIRST CULTURE ................................................................................................... 9 TAKING THE LONG VIEW | LONG-TERM STRATEGIC PLANNING ........................................................................... 11 STRATEGIC FRAMEWORK .............................................................................................................................................. 11 LONG-TERM PLANNING | KEY OBJECTIVES ...................................................................................................................... 11 STRATEGIC PRIORITIES .................................................................................................................................................. 12 EXECUTIVE SUMMARY CONCLUSION ................................................................................................................... 18 PALOMAR HEALTH | STRATEGY ........................................................................................................................... 19 PALOMAR HEALTH MARKET | COMMUNITY NEED ............................................................................................................ 19 MARKET SHARE | SERVICE LINE ..................................................................................................................................... 21 MARKET SHARE | PHYSICIANS ....................................................................................................................................... 43 MARKET | CONSUMER SEGMENTATION .......................................................................................................................... 47 PALOMAR HEALTH | FINANCIAL PERFORMANCE ................................................................................................. 51 CUSTOMER VALUE ............................................................................................................................................... 53 PALOMAR HEALTH | QUALITY ....................................................................................................................................... 53 PALOMAR HEALTH | SAFETY ......................................................................................................................................... 56 PALOMAR HEALTH | PATIENT EXPERIENCE ....................................................................................................................... 59 PALOMAR HEALTH | PHYSICIAN EXPERIENCE AND ALIGNMENT............................................................................................ 62 PALOMAR HEALTH | BRAND ......................................................................................................................................... 66 OPERATIONAL EXCELLENCE ............................................................................................................................................ 69 ORGANIZATIONAL CAPABILITIES ..................................................................................................................................... 74 SUMMARY AND FINAL REMARKS ........................................................................................................................ 90 3 4 Executive Summary California, like the rest of the country, has experienced years of healthcare turbulence. Industry disruption across the country has led to mergers, acquisitions and closures of hospitals, and the growth in publically traded, for-profit mega healthcare systems whose decisions are made by governing boards on behalf of shareholders far removed from their main streets. Fortunately for the citizens served by the Palomar Health District and represented by their
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