Strategic Framework
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Strategic Plan
Our Mission:
“Improving the health of our
community in all we do.”
Our Core Values:
RESPONSIBLE STEWARDSHIP
What I do today ensures tomorrow.
The organization’s core values are a small
set of timeless guiding principles that
capture what is authentically believed by
organization members and provide
substantial guidance for behavior and
decision making. They describe the
organization’s most cherished beliefs about
how it will behave as it fulfills its Mission
and pursues its Vision. They differentiate the
organization from other organizations and
cannot be separated from the organization.
They are not to be compromised for
financial gain or short-term expediency.
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PASSION FOR EXCELLENCE
I bring my best every day.
RESPECTFUL COMPASSION
I impact life’s most sacred moments.
DEEP INTERDEPENDENCE
I can’t do my job without you.
Strategic Plan
Our Vision:
“We will be the preferred and
indispensable healthcare
resource throughout northeast
Georgia.”
Vision plays a critical role in telling key stakeholders what the organization is all about. It provides
a point of reference and a mental image designed to generate commitment and fit. It helps pull
the organization into the future. Vision statements should be revised and updated as necessary.
Our Value Proposition:
Based on a culture of excellence,
we will be known for exceptional
patient service and quality,
delivered in a cost-effective
manner.
The Value Proposition defines the way the organization will use its operating capabilities to differentiate
itself from competitors on key characteristics of high value to the customers it serves. It represents the
core competency of the organization translated into focused market advantage.
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Strategic Plan
Our Strategic Intent:
“Through continuous improvement,
we will achieve and retain top decile
performance across the system.”
Strategic Intent is designed to embody both ambition and direction. Typically, it’s a succinct, one-sentence
stretch goal that creates a mismatch between organizational resources and organizational intentions. It’s
measurable and relevant to everyone in the organization.
Our Driving Strategies:
Patient Care Experience
Don’t Hurt Me – Reduce preventable Serious
Harm Events by 30 percent.
Heal Me – Achieve top decile performance for
Risk Adjusted Mortality as compared to Premier
national database.
Be Nice to Me – Achieve benchmark, top decile
performance in Patient Satisfaction across all
patient care areas.
Strategies can change as often as the
environment changes. They are action-oriented
and targeted to the needs of customers and the
intentions of competitors. Each strategy is, in
turn, supported by tactics which describe the
more specific action steps necessary to ensure
effective implementation.
Financial Stewardship
Achieve A-Rated operating margin and supporting
financial metrics across the system.
Market Essentiality
Secure quantifiable increase in market share
across NGHS strategic business units.
Team Culture
Achieve benchmark performance for employee
engagement.
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Strategic Dashboard
2013
Too often, organizational
performance is assessed
primarily on financial measures.
NGHS’ dashboard is balanced
into four major components:
patient experience, team culture,
market capture and financial
stewardship. This provides a
comprehensive and balanced
approach to the System’s
progress in achieving its strategic
vision. Other measures, relevant
to customers, competitors,
innovation and community
benefit are defined and tracked
through the Plan.
NGHS’ strategic dashboard provides an at-a-glance view of key
performance indicators (KPIs) relevant to the System and the
community it serves. The term dashboard originates from the
automobile dashboard where drivers monitor the major functions at
a glance. The updates to this planning tool provide a continuous
process for answering the question, “Are we achieving our
strategic plan?”
The System’s strategic dashboard is organized around driving
strategies and identified tactics which describe, in more specific
terms, the action steps necessary to ensure effective implementation
of the overall plan. Each tactic is measurable and timing defined for
completion. System governance, working with senior leadership,
must ensure the necessary resources are available to accomplish the
tactics identified. Further accountability for successful completion
of the tactical plan is the responsibility of senior leadership and is tied
directly to individual compensation.
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