INDIAN RIVER COUNTY HOSPITAL DISTRICT
Strategic Plan for March 2016-February 2018
PREPARED BY: MICHAEL R. J. FELIX, MSHA
ANN MARIE SURIANO, CEO IRCHD, VERO BEACH, FLORIDA
Indian River County Hospital District Mission-Vision Statements
The Mission of the Indian River County Hospital District is to foster a collaborative community health care system, with the objective of improving the health of our community.
Working to improve the health of our community.
Core Value Statements: Core Values: “SPIRAL”
Stewardship… is our commitment to the careful and responsible administration of funds and assets to promote the health and well- being of our residents and to demonstrate measurable benefit to the community.
Partnerships… is our commitment to building a healthy collaborative, interdependent relationship with all of our residents for the continuous improvement of the community’s healthcare assets.
Integrity… is our commitment to behave with honesty, sincerity and transparency, based upon high ethical standards
Respect… is our commitment to valuing a culture of inclusion and diversity built on trust, respect and compassion for all.
Accountability… is our commitment to accept full responsibility for our actions and decisions.
Leadership… is our commitment to educate our residents towards utilizing the best healthy practices and to ensure the community’s resources are wisely invested and adaptable to the changing health needs of our residents.
Two year Strategic Goals: March, 2016 – February, 2018
- By August of 2016, The Trustees will have created a Board Governance Policy and completed a document and procedures Review.
- By December 2016, The hospital District will have a completed communications plan from staff.
- By January of 2017, a completed assets valuation and governance structure analysis will be presented to the board to determine the feasibility of modifying the current governance and operating structure from a hospital district to a health district.
- By April of 2017 the Trustees will have a completed report on measurable metrics for all Hospital District funded programs and services.
- By January, 2018, Hospital District Trustees will have a completed report from staff with recommendations on future program funding strategies.
Draft Two Year Goals, Objectives
By August of 2016, The Trustees will have created a Board Governance Policy and completed a document and procedures Review.
By April 30, 2016, the Trustees will have completed the development of a two-year strategic plan with Mission, Vision, Core Values, goals, objectives and timelines.
By April 30, 2016 Trustees will maintain a routine communication process with the IRMC Board of Directors for district meetings.
By April 30, 2016 trustees will maintain and improve a routine reporting and update process from trustees representing the Hospital District on any Committee.
By June 15, 2016 District code of conduct policy will be completed.
By May 31, 2016 Trustee By-laws will have been reviewed and updated.
By June 30, 2016, District will have updated policies and procedures concerning compensation and employment.
By July 31, 2016 the board will have a self-evaluation methodology.
By March 31, 2017 District Trustees will have developed individual and board education goals.
By August 31, 2016, The Hospital District will have determined role and relationship with IRMC Board of Directors.
By July 1, 2016, staff will recommend a public speaking schedule for presenting to community organizations information on the hospital District mission, vision and strategic plans.
By July 31, 2016, staff will develop a quarterly news release.
By October 1, 2016, the staff will recommend methods for enhancing the Hospital District web site.
By November 1, 2016, staff will recommend method for utilizing the Health Needs Assessment data in all District communications.
By January of 2017, a completed assets valuation and governance structure analysis will be presented to the board to determine the feasibility of modifying the current governance and operating structure from a hospital district to a health district.
By September 30, 2016 The District will examine the valuation of all assets and their market terms.
By January 31, 2017, The District staff and Hospital District Trustee will facilitate and convene a community representative task force to evaluate and report on the strengths and weakness on the state of Florida’s Health District model and its applicability to IRC.
By April of 2017 the Trustees will have a completed report on measurable metrics for all Hospital District funded programs and services.
By May 31, 2016 District staff and Trustees will work with IRMC to identify measurable financial metrics for evaluating/monitoring the Indigent Care Agreement.
By February 28, 2017 Trustees will identify health outcomes and process metrics for all those receiving tax funds from the District. By March 31, 2017 staff and trustees will have examined the feasibility of including Return on Investment measures for all program funding.
By April 30, 2017, Trustees will have a metrics dash board to monitor and evaluate all program funding on an ongoing basis.
By January, 2018, Hospital District Trustees will have a completed report from staff with recommendations on future program funding strategies.
By September 30, 2017, The District and funded partners will utilize the community health needs assessment to identify opportunities for new or existing programs.
By September 30, 2017, The District will examine provider capacity issues and access challenges for IRC residents and make recommendations.
By September 30, 2017, The District will examine opportunities and challenges on increasing the funding to include the Asset Limited, Income Constrained, Employed “ALICE” population.
By October 31, 2017, The District will examine the impacts on transitioning from a fee-for-service model of funding to program funding.
By December 31, 2017, The District will examine and report to trustees the feasibility for implementing a centralized methodology for funding qualified residents.