-
“From Vision to Value” -- Setting Our Strategic Roadmap For
Success
STRATEGIC THINKING / STRATEGIC PLANNING PROJECT
3-YEAR STRATEGIC PLAN LEADERSHIP TEAM
CENTRO SAN VICENTE
Version 2.00
Facilitated & Prepared By:
Prestige Consulting Services
OCTOBER 2014
Prestige Consulting Services 509 Willow Glen El Paso, TX 79922
915-585-6840 www.prestigeconsult.com
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 2 of 30
This material includes data that shall not be disclosed outside
Centro San Vicente (CSV) and shall not be duplicated, used, or
disclosed in whole or in part for any purpose without the
expressed written consent of the CSV management. The entire
document including all its copyrighted components introduced by
Prestige Consulting Services is subject to this restriction.
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 3 of 30
FOREWORD
This document details the innovative strategic intent and
strategic plan developed and proposed by the team of strategic
thinkers comprised of Centro San Vicente (CSV) Board of Directors,
CSV management and staff. Centro San Vicente, founded on November
14, 1988 is a 501 (c)(3) non-profit Federally Qualified Health
Center affiliated with Ascension Health which provides
community-based primary medical and dental care, behavioral health
services and other support services through a network of three
sites. Centro San Vicente provides a comprehensive range of health
services that ensures safe, quality, compassionate and accessible
healthcare in an atmosphere of respect, dignity and cultural
sensitivity. Centro San Vicente is fully committed to its patients'
physical, emotional and spiritual well being. Centro San Vicente
received three-year accreditation from the Joint Commission on
Accreditation of Healthcare Organizations (JCAHO) in 2010 and was
most recently reaccredited in 2014. This process is an integral
part of the formal discipline of strategic thinking and planning
undertaken by this leadership team focused on building a
value-driven strategic roadmap. The purpose of this effort is to
“reflect, review, refine, and resolve” the strategic direction in
relation to and congruent with Centro San Vicente’s vision,
mission, and core values aligned with the newly developed value
proposition profile. Defining a success template for future
strategic initiatives must positively impact its growth and value
adds to its patient, families, and community it serves. The
specific premise for this planning project is as follows:
“With strong stakeholder awareness, input and buy-in, to define
an innovative 3-year strategic plan that assures Centro San Vicente
is the model collaborative caregiver that delivers primary
healthcare to the poor and needy. This strategic roadmap will
positively impact and enhance the organization’s strategic value
and leadership tied to its core values and mission of excellence in
community-based primary healthcare. The team of strategic thinkers
will “reflect, review, refine, and resolve” the Centro’s strategic
direction building on its organizational culture of service,
reverence, integrity, dedication, wisdom and creativity.”
Using the most current organizational strategic thinking and
planning tenets, this ‘value-based’ planning process was managed
and facilitated by lead strategist Gilberto Moreno of Prestige
Consulting Services. Special thanks to Centro San Vicente CEO Dr.
Jose Luna and CSV Board Chair Sr. Emile Morgan for their executive
leadership and logistical assistance in facilitating the definition
of the CSV’s new strategic sandbox. Centro San Vicente reserves the
rights to all aspects of this planning document.
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 4 of 30
TABLE OF CONTENTS FOREWORD
............................................................................................................................................................................
3
STRATEGIC THINKERS
.............................................................................................................................................................
5
WORKSHOP PREMISE
.............................................................................................................................................................
6
WHAT THE LEADERSHIP TEAM VALUES IN
OTHERS…..............................................................................................................
7
WHAT MAKES FOR A HIGH-PERFORMANCE TEAM…
..............................................................................................................
8
“TRUTH CARD” RESULTS
........................................................................................................................................................
9
CENTRO SAN VICENTE SWOT PROFILE
..................................................................................................................................
12
CENTRO SAN VICENTE MISSION
...........................................................................................................................................
14
CENTRO SAN VICENTE VISION
..............................................................................................................................................
14
CENTRO SAN VICENTE TAGLINE
...........................................................................................................................................
14
CENTRO SAN VICENTE CORE VALUES
...................................................................................................................................
15
CENTRO SAN VICENTE VALUE PROPOSITION PROFILE
..........................................................................................................
16
CENTRO SAN VICENTE CRITICAL SUCCESS FACTORS
.............................................................................................................
18
CRITICAL SUCCESS FACTORS SUMMARY PROFILE
.................................................................................................................
21
CENTRO SAN VICENTE STRATEGIC GOALS AND OBJECTIVES
.................................................................................................
22
STRATEGIC AREA I. CLIENT NEEDS
............................................................................................................................................
22
STRATEGIC AREA II. RESOURCE MANAGEMENT
......................................................................................................................
24
STRATEGIC AREA III. FUNDING RESOURCES
.............................................................................................................................
26
STRATEGIC AREA IV.ORGANIZATIONAL MANAGEMENT
..........................................................................................................
27
STRATEGIC AREA V. TECHNOLOGY & INFORMATION MANAGEMENT
.....................................................................................
28
CENTRO SAN VICENTE STRATEGIC DIRECTION & VALUE ALIGNMENT
...................................................................................
29
CSV ACCOUNTABILITY AND COMMUNICATIONS PLAN
.........................................................................................................
30
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 5 of 30
STRATEGIC THINKERS These workshops were conducted with the
following participant sign-ins.
ST/SP WORKSHOP – October 10, 2014 (Centro San Vicente
Administrative Offices)
• Melissa Aguirre
• Sr. Suzanne Anglim
• Norma Avitia
• Celina Beltran
• Rosa Bolanos
• Maria de Carmen Casavantes
• Clara Castrellon
• Maria Craig
• Loretta Galaviz
• Trulize Hernandez
• Sonia Lopez
• Jose Luna
• Sr. Emile Morgan
• Presi Ortega, Jr.
• David Porras, Jr.
• Graciela Rios
• Sr. Elisa Rodriguez
• Brenda Silva
• Samuel Silvas
• Juven Villegas
Strategist / Facilitator: Gilberto Moreno – Prestige Consulting
Services
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 6 of 30
WORKSHOP PREMISE
PROJECT PREMISE“With strong stakeholder awareness, input and
buy-in, to
define an innovative 5-year strategic plan that assures
Centro San Vicente is the model collaborative caregiverthat
delivers primary healthcare to the poor and needy. This
strategic roadmap will positively impact and enhance the
organization’s strategic value and leadership tied to its
core
values and mission of excellence in community-based
primary healthcare. The team of strategic thinkers will
“reflect, review, refine, and resolve” the Centro’s
strategic
direction building on its organizational culture of service,
reverence, integrity, dedication, wisdom and creativity.”
Prestige Consulting Services © 2002 -2014
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 7 of 30
WHAT THE LEADERSHIP TEAM VALUES IN OTHERSH
As part of their introductory remarks, each strategic thinker
was asked to identify what they value in
others.
� Commitment ����
� Open to ideas
� Giving their best
� Ability to listen
� Integrity
� Flexibility / ability to change
� Honesty
� Dedication
� Loyalty
� Team player and teamwork
� Compassion to serve the underserved
� Trust
� Being upfront and truthful
� Giving back to the community
� Communications
� Living daily values
� Passionate about helping others in need
� Desire / humility / joyfulness
� Radiating peace
� Creativity
� Courage to be a critical thinker
� Compassion / walking the extra mile
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 8 of 30
WHAT MAKES FOR A HIGH-PERFORMANCE TEAMH The team of strategic
thinker identified the following attributes of a high-performance
team. These are
not listed in any particular order.
� Purpose
� The right attitudes
� Two-way communications
� Respect for team players
� Accountability
� Open to ideas
� Trust
� Willingness to adapt
� Flexibility
� Clarity of outcomes
� Teamwork
� Commitment / ownership
� Plan to follow
� Leadership
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 9 of 30
“TRUTH CARD” RESULTS
The TRUTH CARD exercise is an effective mechanism to “take the
temperature” of an organization’s or team’s climate and attitude
regarding key organizational success factors. These four (4)
factors include an assessment of the organizational:
� overall strategic direction (its key strategic initiatives in
pursuit of its vision, goals, and objectives tied to its proposed
value system)
� pursuit of its key opportunities that support its common
purpose (for example, in the case of a school, its learning
opportunities)
� nurturing and care for its human assets (a typical
organization may have over 80% of its budget contributing to
salaries, benefits, etc.)
� support systems (the systems, resources, and processes
supporting its stakeholders and the functional value they
deliver)
The TRUTH CARD exercise presented below was conducted with the
Centro San Vicente strategic thinkers during the strategic planning
workshop who were asked to share their opinion as a group regarding
the current state of the organization for the four key factors
described above. There are “no right or wrong answers” to the
exercise, since it asks for people’s perception. It is an
opportunity to share their opinion regarding these key
organizational success factors. The results are presented in the
subsequent pages.
Prestige Consulting Services © 1999-2013
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 10 of 30
Centro San Vicente Strategic Thinking Workshop Results
OCTOBER 2014
DIRECTION SCORES
Score 1 2 3 4 5 6 7 8 9 10 Average
Leadership Team 0 1 2 3 7 4 0 3 0 0 5.15
OPPORTUNITY SCORES
Score 1 2 3 4 5 6 7 8 9 10 Average
Leadership Team 0 0 1 2 10 6 0 0 0 0 5.11
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10
TRUTH CARD "DIRECTION"
Leadership Team
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10
TRUTH CARD "OPPORTUNITY"
Leadership Team
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 11 of 30
Centro San Vicente Strategic Thinking Workshop Results
OCTOBER 2014
HUMAN ASSET SCORES
Score 1 2 3 4 5 6 7 8 9 10 Average
Leadership Team 0 0 1 2 6 7 2 0 1 1 5.80
SUPPORT SYSTEMS SCORES
Score 1 2 3 4 5 6 7 8 9 10 Average
Leadership Team 0 0 3 3 4 2 6 0 2 0 5.65
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10
TRUTH CARD "HUMAN ASSETS"
Leadership Team
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10
TRUTH CARD "SUPPORT SYSTEMS"
Leadership Team
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 12 of 30
CENTRO SAN VICENTE SWOT PROFILE The following S.W.O.T Profile
conducted by the team of ‘strategic thinkers relative to the
current status.
STRENGTHS
“What should we SUSTAIN?”
� tradition of service
� serving those most in need
� organizational values
� holistic caregiver model
� stakeholders: patients, employees,
management, Board, etc.
� competency of healthcare providers
� patient-centered care
� unique, welcoming atmosphere
� Both church and government focused
� Reputation of CSV
� Location – key to those we serve
� “one stop” shop model
� We serve everyone!
� Skilled employees
� Community partners
� Employee collaboration
WEAKNESSES
“What should we CHANGE?”
� Need to upgrade technology
� Disjointed inter-departmental dynamics
� Stigma as a clinic that only serves the poor
� Need for improved communications
� Access to more funds and resources
� Seeking opportunities to improve quality
healthcare
� Need to develop metrics tied to
accountability
� Need for expanded, improved services in
response to future needs
� Need for improved utilization of support
services
� Personality conflicts
� Need to be open to change (new employees
and veterans alike)
� Discipline of accountability
� Change of the community’s perception of CSV
� Lack of exposure
� Limited Board engagement
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 13 of 30
CENTRO SAN VICENTE SWOT PROFILE (Continued)
OPPORTUNITIES
“What should we EXPLORE?”
� Place CSV in a greater, positive light in the
community
� Patient involvement, participation and voice
in the clinic’s current and future direction
� Expanded Board engagement
� “listen, analyze, and react” approach to
opportunities and challenges
� Fundraising
� New, expanded partnerships
� Marketing and public relations – new
branding
� More creative, provider recruitment
� Building the reality that we serve all
consumers
� Improved payer mix dynamics
� Improved process flows
� New and additional locations for service
expansion
� Expansion to new services and specialties
� Staff and resource retention
� Having the best possible employee benefits
� Recognition program
� Improved salaries with compensation analysis
compared to the rest of El Paso community
� Formal communications both vertically and
horizontally
� Employee buy-in with a voice
� Being the drivers of “best practices”
� Refined employee people management
system (employee planning, counseling,
evaluation and development)
THREATS
“What should we AVOID?”
� Top-down management and micro-
management
� Lack of recognition for top employee
performance
� Financial “doom and gloom” without proper
planning and response
� Avoiding rumors
� Thinking it’s the way it is
� An aging AP
� Partnerships based on money
� Complacency – need to lead by example
� Negativity
� Not being on task and on time
� Making decisions not in line with the CSV
vision and mission
� Decisions not based on data or analysis or
best practices
� “helicopter research” with researchers
coming and leaving without any value for
CSV
� Lacking respect for our patients
� Studies not aligned to our patients served nor
to our core values
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 14 of 30
The team of strategic thinkers refined the following vision
statement, mission statement, tagline and
core values statements:
CENTRO SAN VICENTE MISSION
Centro San Vicente is a patient-centered medical home that
provides
community and faith-based primary healthcare services with a
particular
concern for the poor and needy in the El Paso area. With a
coordinated
holistic approach in caring for body, mind, and spirit, it
delivers affordable
and innovative health care, social services, and health
education in
collaboration with other health partners.
Nurturing an atmosphere of respect, kindness and simplicity that
encourages
individuals to become responsible for their health and
well-being, Centro San
Vicente advocates for social justice and is a voice for
improving the health of
the community especially those medically underserved.
CENTRO SAN VICENTE VISION
Centro San Vicente – the best collaborative caregiver
delivering quality primary healthcare to all.
CENTRO SAN VICENTE TAGLINE
The team of strategic thinkers endorsed the current tagline in
its branding.
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 15 of 30
CENTRO SAN VICENTE CORE VALUES
The team of strategic thinkers endorsed the current core
values.
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 16 of 30
CENTRO SAN VICENTE VALUE PROPOSITION PROFILE The following Value
Proposition Profile was refined by the CSV team of ‘strategic
thinkers’. (Version 2.0)
Stake-
holder
Group
VALUE PROPOSITION
SUMMARY AREA
CONTRIBUTING VALUE
PROPOSITIONS
PA
TIE
NT
S /
FA
MIL
IES
ACCESSIBLE
CAREGIVER MODEL
FOR THE POOR AND
NEEDY
• Community based primary healthcare with particular concern
for the poor and needy
• An atmosphere of respect, kindness and simplicity
• Generosity of spirit in service to the poor
• Commitment of culturally sensitive providers to our
community
BUILDING
HEALTHCARE
OWNERSHIP
• Assuring a continuous care path for patients served
• Sustained, quality healthcare in a manner that exceeds our
patients’ highest expectations
• Encouragement of individuals to become responsible for
their
health and well-being
• Providing a medical home for CSV patients
HOLISTIC
APPROACH TO
CARING
• Providing patient-centered care
• Affordable healthcare, social services, and health
education
programs
• Caring for body, mind and spirit
• Dedication to affirming the hope and joy of ministry
AS
SO
CIA
TE
S
LEVERAGING STAFF
EXPERTISE &
CONTRIBUTIONS
• A working environment conducive to the success of our
associates
• Employees empowered with decision-making tools and skills
• Improved personal trustworthiness inspiring trust
throughout
the organization
• Increased capacity and competency across the organization
through training opportunities
SUSTAINING
ORGANIZATIONAL
EXCELLENCE
• A safe workplace with focus on reducing risk
• A culture of respect and compassion for the dignity and
diversity
of life
• Innovation which includes advances in technology to
deliver
efficient and cost-effective healthcare
• Just employee compensation, recognition and development
PA
RT
NE
RS
LEVERAGING
PARTNERSHIP
TALENT &
RESOURCES
•
•
•
• Collaboration with other community partners
• Integration of community and faith-based approaches to
delivering primary healthcare •
•
•
•
•
MODELING
COMMUNITY
LEADERSHIP &
COLLABORATION
• Advocacy for social justice
• Voice for improving the health of the medically
underserved
• Collaboration with civic and political leadership to
positively
impact the quality of healthcare
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 17 of 30
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 18 of 30
CENTRO SAN VICENTE CRITICAL SUCCESS FACTORS
Votes CRITICAL SUCCESS FACTORS CSF Category
3
1) We must maintain our traditions of quality and holistic
service in order to set CSV apart in its unique approach.
Service/Product/
Deliverables
12 2) We must establish a fund development office (public
relations /new services, etc.) in order to expand, develop and
sustain our CSV service delivery model.
Funding/
Resources
4 3) We must educate our associates in skills, values, services
and performance in order to continue and expand our quality
service.
Resource
Management
11 4) We must change process flows and efficiencies in order to
accommodate growth and funding turnover. [Need continuous
improvement program]
Organization / Management
5 5) We must have better branding and marketing in order to
expand all of our services to the El Paso Community.
Communications / Marketing
1 6) We must continue to partner with community and contractors
who have a similar mission or are in line with CSV’s mission in
order to sustain, maintain and expand the holistic healthcare
services.
Service/Product/
Deliverables
5 7) We must produce the integrated behavioral health model
joining with partners trying to change Texas’ mental health care
systems in order to enhance CSV’s mental healthcare services.
Service/Product/
Deliverables
16 8) We must advocate for Medicaid expansion and / or an
alternative in Texas in order to provide services to those most in
need, including the uninsured.
Client Needs
2 9) We must become a more cohesive organization with improved
inter-departmental communications in order to effectively run as a
clinic that provides the best quality care to our patients and the
community.
Communications / Marketing
4 10) We must expand IT staff and support in order to sustain,
improve and expand our technology and information management at CSV
critical to providing quality healthcare services.
Info. / Tech Management
3 11) We must provide technology and educational support to our
patients in order to meet our measures for meaningful use and
patient-centered and medical home.
Client Needs
1 12) We must define the performance metrics and criteria in
order to be accountable to our vision and values.
Quality / Accountability Management
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 19 of 30
(continued)
Votes CRITICAL SUCCESS FACTORS CSF Category
3 13) We must improve our organization’s cultural sensitivity to
the needs of our patients in order to fulfill our mission and
patient- centered home model.
Organization / Management
4 14) We must expand / integrate our mental health services in
order to provide a “One Stop” center of integrated services.
Service/Product/
Deliverables
9 15) We must never lose our focus on our vision/ mission in
order to retain our unique role in the community.
Organization / Management
9 16) We must ensure every manager is knowledgeable and
accountable for all areas in their department including the
budgeting process in order to facilitate cross-training, budgeting,
resource management, coaching, retention, etc. of their teams.
Resource /
Management
5 17) We must re-instill the value / importance of seeing every
patient in order to help meet all patients’ needs and make us
self-sustainable.
Client Needs
13 18) We must ensure that all major directions and decisions
are in line with the CSV vision, mission, and values in order to
continue to provide quality healthcare to those most in need.
Client Needs
3 19) We must improve utilization of support services in order
to encourage and support personal responsibility of health and
well-being to improve patient outcomes.
Support Services
2 20) We must communicate our purpose / reasons to our employees
and community in order to increase productivity above and beyond
expectations and create the positive view of our clinic with their
engagement.
Communications/
Marketing
2 21) We must have every department submit a functional plan
aligned to the CSV strategic plan in order to ensure their
achievements contribute to the CSV strategic plan and its value
propositions.
Quality / Accountability Management
3 22) We must partake in all facets of advocacy in the mental
healthcare in order to influence and advocate for more positive
mental health in our community.
Communications/
Marketing
12 23) We must create ways to incentivize and recognize our
associates in order to recruit, retain and keep them motivated in
what they do. This includes:
• “just” salaries
• tuition reimbursement
• addressing any conflicts of interest
• benefits
Resource Management
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 20 of 30
(continued)
Votes CRITICAL SUCCESS FACTORS CSF Category
0 24) We must avoid overspending regarding budgets approved in
order to sustain fiscal management and audit worthiness.
Resource Management
1 25) We must engage our patient population with their input in
order to understand patient needs and respond with high quality
services on a timely basis.
Client Needs
7 26) We must reevaluate all policies / procedures in the
employee evaluation process in order to assure employee
accountability, productivity and development.
Quality / Accountability Management
1 27) We must raise and develop funds in order to sustain and
expand our services to our community.
Funding/
Resources
1 28) We must instill the same values of respect and kindness
internally as colleagues in order to provide value driven care plus
customer service to those served.
Client Needs
4 29) We must expand collaboration with community partners in
order to enhance an increase of resources available to the
organization, associates, and patients.
Funding /
Resources
7 30) We must develop our departmental leaders in order to
effectively lead and manage our employees in a healthy positive
work environment.
Quality / Accountability Management
2 31) We must share the ‘fish philosophy’ (and related tools)
with our associates in order to improve our quality of life and
customer service.
Organization / Management
2 32) We must centralize all organizational documents (
electronic document management system) in order to facilitate
accessibility to key data and information.
Info. / Tech Management
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 21 of 30
CRITICAL SUCCESS FACTORS SUMMARY PROFILE
Critical success factors (CSF) selected by the team as high
priority are bolded and shaded. The subscript represents the number
of votes.
KEY STRATEGIC AREAS CSF #
I. CLIENT NEEDS 86 113 175 1813 251 281
II. RESOURCE MANAGEMENT 34 169 2312 240
III. FUNDING / RESOURCES 2-2714 294
IV. ORGANIZATIONAL MANAGEMENT 411 133 159 312
V. QUALITY / ACCOUNTABILITY 121 212 267 307
VI. TECHNOLOGY MANAGEMENT 104 322
VII. SERVICES / PRODUCTS / DELIVERABLES 13 61 75 144
VIII. COMMUNICATIONS / MARKETING 52 92 202 223
IX. SUPPORT SERVICES 193
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 22 of 30
CENTRO SAN VICENTE STRATEGIC GOALS AND OBJECTIVES NOTE:
Strategic areas are not listed in any particular priority. Proposed
initiatives or action items are captured in brackets.
STRATEGIC AREA I. CLIENT NEEDS
GOAL A: “We will provide services to those most in need
advocating for expanded Medicaid or alternative sources of funding
(i.e., insure the uninsured).”
Strategic Initiative Owner (SIO): To be named. Goal A.
OBJECTIVES (Measured By):
� A viable alternative to funding the uninsured is identified by
no later than October 1, 2015. � Have organized
multi-organizational collaborative with regional and state-wide
organizations (e.g., civic, political, medical, etc. by TBD. [Need
letters of support, phone calls, influence with legislators,
etc.]
� 100% coverage of staff, Board, patients, and partners with the
advocacy campaign information and materials by November 2014.
� Evidence of increases in patient insurance coverage � Evidence
of payer mix and patient funding � Increases in consumer
enrollments � CSV client feedback regarding their satisfaction with
services and coverage. [need patient consumer
feedback mechanism]
Goal A Strategic Initiatives 1. Advocacy campaign with partners
for alternative funding source to expanded Medicaid including
materials 2. Study analysis report of patient insurance
coverage, payer mix, enrollments, and patient funding 3. CSV Client
feedback mechanism and tools
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 23 of 30
STRATEGIC AREA I. CLIENT NEEDS (Continued)
GOAL B: “We will continue to provide quality healthcare to those
most in need by aligning our decisions and direction throughout the
entire organization to our vision, mission and values.”
Strategic Initiative Owner (SIO): To be named.
Goal B. OBJECTIVES (Measured By): � Patient feedback (See Goal
A) [need to refine our current survey tools] � Evidence of Board
reflection regarding the alignment of decisions and direction to
the CSV vision, mission, and values
� “word of mouth” verbal feedback from patients, partners, and
associates � Associate feedback on a more frequent basis [need a
feedback mechanism or survey for associates] � Board committee
structure is revisited and aligned to the strategic plan and CSV
strategic thinking
Goal B Strategic Initiatives
1. Patient feedback both formal and informal (see Goal A) 2.
Periodic Board reflection on alignment 3. Associate feedback
mechanism 4. New Board Committee structure
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 24 of 30
STRATEGIC AREA II. RESOURCE MANAGEMENT
GOAL C: “We will expect a management accountability process for
all departments including effective budgeting, cross-training,
associate development, accountability, staff retention, and
resource management.”
Strategic Initiative Owner (SIO): To be named. Goal C.
OBJECTIVES (Measured By):
� 100% of managers adhere to the process expectations and
management metrics [metrics to be defined] � Introduction and
implementation of a management accountability process by January 1,
2015 � % of manager satisfaction in adhering to the expected
metrics:
Year Percentage
Year 1 50%
Year 2 75%
Year 3 90%
[managers are to be engaged in the process definition] �
Increased evidence of measures for improvements, including :
� Fiscal management � Quality (clinical) � Quality (operational)
� Productivity � Patient experiences � People management
� Implementation of refined employee people management system
for employee planning, counseling , evaluation, and development
Goal C Strategic Initiatives
1. Management accountability process with metrics 2. Manager
feedback mechanism 3. Management organizational report card
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 25 of 30
STRATEGIC AREA II. RESOURCE MANAGEMENT (Continued)
GOAL D: “We will recruit and retain the best talent with
competitive associate benefits, compensation, recognition,
evaluation and development.”
Strategic Initiative Owner (SIO): To be named.
Goal D. OBJECTIVES (Measured By): � Associate feedback survey
(see Goal B) � Evidence of positive retention of associates �
Evidence of improved employee morale index per year � Communication
of an annual salary and benefits analysis presented to management
and the Board � Increased demand from employees for development
opportunities � Increased productivity metrics � Introduction of a
tuition reimbursement package � Implementation of a leadership
development program by HR by January 2016 � Evidence of the degree
and levels of employee contributions and value � Reduced
absenteeism [need to review job descriptions] � Implementation of a
refined people management system (see Goal C)
Goal D Strategic Initiatives 1. Analysis report of employee
retention, morale, benefits, compensation, productivity,
contributions,
absenteeism, etc. 2. New Leadership Development Program design
and implementation 3. New refined employee people management system
(see Goal C)
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 26 of 30
STRATEGIC AREA III. FUNDING RESOURCES
GOAL E: “We will develop and raise additional funds to sustain
and expand our quality services.” Strategic Initiative Owner (SIO):
To be named.
Goal E. OBJECTIVES (Measured By): � By June 2015, implementation
of a fund development office [leads and leverages income to pay for
the office] � Annual 3% growth in new funds (these are
non-discretionary funds) � Evidence of grant funding growth of TDB%
base growth per year � Growth in the ‘in-kind services’ of TBD% per
year (both value and costing) � Sustained budgeting targets set and
approved by the Board are adhered [± budget variance targets need
to
be set] � Levels of satisfying the “capital request” lists from
departments
Goal E Strategic Initiatives
1. Opening of funds development office to acquire new sources of
funds 2. Continuation of grants program 3. Budget variance analysis
to Board on periodic basis 4. In-kind services reporting 5.
Departmental capital request reporting
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 27 of 30
STRATEGIC AREA IV.ORGANIZATIONAL MANAGEMENT
GOAL F: “We will accommodate growth capacity and funding
turnover with continuous process improvements.”
Strategic Initiative Owner (SIO): To be named. Goal F.
OBJECTIVES (Measured By):
� Patient feedback (see Goal A) � Evidence of improved patient
baseline throughput statistics � Every year CSV implements at least
one “significant” continuous improvement (CI) projects PER
DEPARTMENT focused on: � Cost savings � Improved productivity �
Increased patient volume � Increased revenue � Improved
satisfaction
[“significant” projects TBD] � Annually, the Board sponsors and
celebrates five (5) “significant”
CI projects � By Year 3, 100% of CSV associates receive CI
training � CI is part of every managers’ evaluation criteria
Goal F Strategic Initiatives 1. Formal CI Program (process,
training, planning, success metrics, etc.) 2. Management CI
performance planning and evaluation 3. Analysis of patient baseline
throughput data
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 28 of 30
STRATEGIC AREA V. TECHNOLOGY & INFORMATION MANAGEMENT
GOAL G: “We will leverage the use of technology and information
by extending and improving our information technology systems and
support.”
Strategic Initiative Owner (SIO): To be named. Goal G.
OBJECTIVES (Measured By):
� Evidence of increased productivity (see Goal C) � Annually,
the Board approves funding of a technology plan for implementation
� Positive associate feedback regarding the following attributes of
the IT systems:
� Reliability � Accessibility � Serviceability and support
� Patient satisfaction feedback (see Goal A) � Associate
feedback regarding their satisfaction with healthcare provider
quality
Goal G Strategic Initiatives
� Development and funding of CSV Technology Plan � Associate
feedback mechanism regarding the technology systems � Analysis of
quality of provider healthcare quality
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 29 of 30
CENTRO SAN VICENTE STRATEGIC DIRECTION & VALUE ALIGNMENT
H = High Impact; M = Medium Impact; L = Low Impact
PATIENTS/ FAMILIES
ASSOCIATES
PARTNERS
STRATEGIC GOAL ALIGNMENT
3-Year Strategic Plan NOTE:To Be Completed by the CSV Leadership
Team
AC
CE
SS
IBLE
C
AR
EG
IVE
R
MO
DE
L F
OR
TH
E
PO
OR
/NE
ED
Y
BU
ILD
ING
H
EA
LTH
CA
RE
O
WN
ER
SH
IP
HO
LIS
TIC
A
PP
RO
AC
H T
O
CA
RIN
G
LEV
ER
AG
ING
S
TA
FF E
XP
ER
TIS
E
&
CO
NT
RIB
UT
ION
S
SU
ST
AIN
ING
O
RG
AN
IZZ
AT
ION
AL
EX
CE
LLE
NC
E
LEV
ER
AG
ING
P
AR
TN
ER
SH
IP
TA
LEN
T A
ND
R
ES
OU
RC
ES
M
OD
ELI
NG
C
OM
MU
NIT
Y
LEA
DE
RS
HIP
AN
D
CO
LLA
BO
RA
TIO
N
COMMENTS
GOAL A: “We will provide services to those most in need
advocating for expanded Medicaid or alternative sources of funding
(i.e., insure the uninsured).”
H H H H H H H
GOAL B: “We will continue to provide quality healthcare to those
most in need by aligning our decisions and direction throughout the
entire organization to our vision, mission and values.”
H H H H H H H
GOAL C: “We will expect a management accountability process for
all departments including effective budgeting, cross-training,
associate development, accountability, staff retention, and
resource management.”
H H H H H L L
GOAL D: “We will recruit and retain the best talent with
competitive associate benefits, compensation, recognition,
evaluation and development.”
H H H H H L L
GOAL E: “We will develop and raise additional funds to sustain
and expand our quality services.” H H H H H H H
GOAL F: “We will accommodate growth capacity and funding
turnover with continuous process improvements.”
H H H H H H H
GOAL G: “We will leverage the use of technology and information
by extending and improving our information technology systems and
support.”
H H H H H L H
-
CENTRO SAN VICENTE –STRATEGIC THINKING / PLANNING PROJECT
Comprehensive Strategic Thinking / Planning Workshop Results –
October 2014 Version 1.0
Prepared by Prestige Consulting Services Page 30 of 30
CSV ACCOUNTABILITY AND COMMUNICATIONS PLAN
WHAT WHO WHEN
1. Document the Strategic Plan
(SP)
PCS- Gilbert Moreno ���� Dr.
Jose Luna (JL) 10/15/2014
2. Edit/Comments from strategic
thinkers
• JL �”Strategic Thinkers”
• Thinkers to JL and return to
PCS
• 10/15/2014
• 10/22/2014
3. Finalize SP Draft PCS- Gilbert Moreno ���� Dr.
Jose Luna (JL) 10/25/2014
4. Presentation to the Board for
approval of the SP CSV Board of Directors 11/19/2014
5. Present SP to stakeholders:
� CSV managers
� CSV associates
� Ascension Corporate
� Partners
CEO and Board Chair
� CSV Managers Dec.
� CSV Associates Jan.
� Corporate 1Q15
� Partners 1Q15
6. Post on CSV Website Paul (CSV IT) By March 2015
7. Refine CSV Board Committee
Structure Board + Board Chair + CEO
January 28, 2015
Meeting
8. Name the SI0s Per Strategic
Goal JL and Board Chair By November 1, 2014
9. Organize the SIO teams SIOs By 1Q2015
10. SIOs start reporting progress
SIOs
Leadership Team
Board
Starting in March 2015
and reviewed bimonthly
afterwards
11. SIOs provide input to CSV
Annual Report SIOs to Carlos
Electronic Annual Report
distributed every
November
12. Annual update and refine the
CSV strategic plan CEO + Board Chair Every October