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Keeping a Strategic Focus at Rogers

12/19/17 02:43:pm

strategicsq.jpgAs we are in the fifth year of our 5-year strategic plan, we have modified our strategic framework to reflect the four areas of the Quadruple Aim.

Rogers is setting our organizational focus and measuring our performance based on these aims:

Clinical effectiveness

Rogers is dedicated to providing evidence-based patient treatments that work and demonstrating the value of our care.

Measure of success

  • CGI score: Clinician-rated assessment of patient severity upon admission and assessment of improvement at time of discharge.  Goal: At least 75% of patients are much improved or very much improved.

FY18 Priorities:

  • Develop and implement consistent standards of care for the treatment of depression and addiction and the use of Dialectical Behavior Therapy (DBT) throughout the Rogers system. 
  • Leverage the use of clinical outcomes to improve treatment protocols.
  • Enhance our ability to collect and analyze clinical data for real-time feedback on patient care through the optimization of our Cerner Electronic Health Record.

Patient experience

Rogers’ patients and their families and visitors will have a positive experience throughout each encounter with our system.

Measures of success

  • Press Ganey patient satisfaction results Goal: 82% or more giving a good or very good likelihood of recommending Rogers  
  • Patient days of service, which reflects our patients’ access to high quality care. Goal: 248,832 days

FY18 Priorities:

  • Continue improving access to care and the patient experience through the Rogers Improvement System work.
  • Increase access to care by adding new locations in Chicago, San Francisco, and Miami and expanding program offerings in all locations based on community needs.
  • Increase residential program capacity in Oconomowoc by 50 for a total of 250 beds including a new PTSD residential program.

Financial sustainability

Rogers operates in a financially responsible manner to ensure we can always continue to meet the needs of our patients and communities.

Measure of success

  • EBIDA (Revenue minus expenses) Goal: $25.2 million

FY18 Priorities:

  • Develop and achieve annual budget that is based upon an accurate forecast of census, revenues, expenses, and cash collections required to provide financial sustainability.
  • Provide financial monitoring services to ensure that variances from budgeted census, revenues, expenses, and cash collections are documented with a plan of correction.
  • Ensure that we have the necessary working capital to sustain operations and support the continued growth and development of Rogers.

Compassionate culture

Rogers is committed to a positive environment with engaged, resilient, and emotionally intelligent team members.

Measures of success 

  • Employee Engagement Survey results
  • RN turnover

FY18 Priorities: 

  • Develop a model of compassionate care that builds resilience skills to prevent or address compassion fatigue.
  • Utilize the results of the 2017 Employee Engagement Survey to focus on any opportunities for improvement/ later update to what we’re working on
  • Improve RN recruitment and orientation process and reduce time to fill vacancies
  • Continue EQ assessment and training of all Rogers leaders to promote emotional intelligence in leadership and a healthy workplace culture. EQ is a set of emotional and social skills that influence the way we communicate, develop relationships, cope with stress, and use emotional information in a way to create positive outcomes. 
  • Empower more employees to have a positive impact on care delivery and other processes through participation in the Rogers Improvement System.

After the first quarter or our new fiscal year, we are off to a strong start on our organizational targets. See Rogers’ first quarter performance on key metrics.

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