About Stevens
Strategic Plan
On Wednesday, September 23, the Stevens Hospital Board of Commissioners approved a new strategic plan that will guide the district’s direction through 2012. The approval by the commissioners followed a five-month plan development process that involved input from key stakeholders across the community, including physicians, local governments, first responders, community members, commissioners, employees, medical staff members and others.
We will maintain our pillar format and we have added a new pillar of Community. Stakeholder groups believed this was important in our role as a community hospital. We have also added safety to our quality pillar to further emphasize the importance of a culture of safety throughout the organization.
The new organizational strategic priorities are as follows:
People
- Recruit and retain high quality physicians.
- Recruit and retain high quality employees.
- Foster a culture of employee empowerment, involvement, and accountability.
- Create a leadership education and development plan.
- Ensure leadership continuity (including Board and administration).
Service
- Provide all patients and their families/support groups an excellent patient experience.
- Improve the organization’s service image and brand through affiliations with one or more highly reputable organizations.
- Improve cultural competence in order to effectively serve an increasingly diverse community.
- Be the provider of choice for emergency services in South Snohomish County.
Quality and Safety
- Build a culture of quality and safety throughout the organization.
- Build awareness, participation, and alignment at all levels of the organization, including the Medical Staff and Board, with regard to quality and safety.
- Expand the use of evidence based processes and practices.
- Continue to develop, communicate, and manage to measures of quality throughout the organization.
- Implement an electronic health record.
Finance
- Meet our ongoing need for capital for facilities, equipment, and technology.
- Continue to improve financial performance.
- Monitor and adapt to reimbursement reforms.
- Become a leader in providing high-quality, cost effective care.
Growth
- Expand our primary care and specialist physician base.
- Assess community needs and develop/enhance service line offerings.
- Grow volumes with targeted affiliations in select service offerings.
- Strengthen our brand so that it is consistently recognized and respected in the community.
Community
- Build loyalty and commitment between the organization and the community.
- Collaborate with others to provide health and prevention services throughout the community.
- Enhance Stevens relationship with local Service organizations (including but not limited to police, fire, EMS, educational institutions, city and county governments, and social service organizations).
Work on tactics and measurable goals has already begun and will continue through the end of the year and beyond.
