Strategic Plan Pillars

Desired State 

• TMH has practices and systems derived from evidence-based best practice that generate sustainable, superior performance on quality and patient safety.
• TMH is the top choice amongst Southeastern region tertiary and quaternary facilities. 

How We’ll Get There

• Set annual goals to improve our quality based on national benchmarks.
• Develop internal and external quality communication plans.
• Identify and invest in systems and structures to improve our data and analytics.
• Leverage and expand internal Lean Six Sigma expertise to support a culture of continuous improvement and begin our journey to be a High Reliability Organization (HRO).

Desired State

• TMH’s culture is well-defined and embraced with focus on patient and customer experience, providing a superior experience for colleagues.
• TMH is a regional employer of choice, attracting, retaining, and developing top talent across the organization.

Initiatives To Reach This Goal

• Define and intentionally ingrain the TMH culture into everything we do. We’ll promote it to colleagues and providers and develop accountability structures.
• Unify the focus of accountable leadership at all levels, starting with the Board of Directors and the Executive Team to frontline leadership.
• Identify and implement effective and progressive communication methods for both internal and external audiences, always tied to our organizational vision and ICARE values.
• Aspire to be nationally recognized as a top employer health system because of our culture.
• Develop a physician culture that supports and aligns with TMH’s organizational culture.
• Ensure metrics for measuring success of culture are reliably informative and based on performance;  and if not, create reliable measurement systems.

Finances and Operations

Desired State

• TMH increases its nimbleness and project prioritization through increased long-range planning and transparency.
• TMH develops organizational structures to build accountability, develop talent and establish reasonable span of control.

How We’ll Turn This Pillar Into Our Reality

• Develop an integrated strategic, operational and financial plan (ISOFP).
• Develop a system oriented organizational structure to position us for future increased scale and scope of operations.
• Enhance financial and operational technology, innovation and automation to improve processes.
• Prioritize leadership development and engage in succession planning for key leaders throughout the organization.

Desired State

• TMH is a vital partner for the continued growth of and integration with the medical community in the greater Tallahassee region.
• TMH provides an environment that supports the delivery of high quality, safe, compassionate care and enables the recruitment of top clinical talent.

We Will Do This In Five Ways

• Increase alignment between TMH and key independent practices.
• Enhance physician leadership and medical staff engagement and culture.
• Implement medical staff development and succession planning.
• Address at-risk specialty groups to foster continuity of services.

Desired State

• TMH is a destination center for high-quality care, with key service lines to attract and appropriately manage patient volumes from across the region, including Georgia and Alabama

To Achieve Service Line Growth, We Will

• Improve access, service line quality and consumer satisfaction.
• Establish Centers of Excellence for higher acuity specialty care.
• Enhance participation in digital and telehealth initiatives to expand our reach and grow expertise.
• Utilize consumer focused communication strategies.

Desired State

• TMH expands our services and footprint through key communities, we will also establish new payer and provider partnerships.

To Accomplish This Goal, We Will

• Build local partnerships that extend TMH’s ability to influence the continuum of care.
• Explore value-based care models with key local payers and providers.
• Continue to build alignment and collaboration with surrounding rural hospitals.
• Develop programs to increase alignment with suburban facilities.
• Finalize program structures for implementation of a new Health Care Campus in Panama City.

Desired State

• TMH partners with Florida State University and establishes an academic health center model to aid in attracting clinical talent to the region.
• The academic health center provides increased research capabilities and builds the reputation of both organizations.

To Bring This Academic Health Center To Life, We Will

• Operationalize a joint governance structure, communicate a clear message of the partnership mission/vision and value, set accountability/ownership to foster collaboration and alignment.
• Assess and consolidate research capabilities and resources, identify and grow high impact investigation and prioritize selective investments and initiatives to improve research collaboration.
• Strengthen and restructure existing education programs to better align with academic partnership objectives, enhance the student, resident and clinical faculty environment, and grow new programs.
• Develop a sustainable academic ethos among clinical staff to enhance clinical capabilities with a focus on increased access, superb outcomes and improved population health.
• Optimize health measures for the communities we serve while engaging community and stakeholder groups in support of the Academic Health Center’s vision.