Strategic Initiatives and Process for Public Participation

 

Community Health Needs Assessment

In keeping with the formal organizational values of “partnerships” and “our people, our community,” as well as our belief in openness, inclusiveness, and transparency, NMC strives to provide multiple opportunities for public input in the hospital’s current services and our plans for the future. The goal is to foster discussion with community members in various formats relating to the health of the community, needs in the community, hospital services, and opportunities for improvement within our hospital and our local health care system.

Collaboratively Assessing and Addressing Community Needs & Priorities: Our community has a strong history of collaboratively assessing and addressing community health needs and priorities.  Building upon this shared commitment to a healthier community, NMC complied with a new Federal mandate and completed “The Community Health Needs Assessment” in 2015/16 as a follow-up to the 2012/13 version.  Facilitated by Quorum, this comprehensive effort included both a review of quantitative statistics relating to our areas health as well as a significant qualitative survey of local residents’ perceptions of health in our community.  This data was then studied and prioritized by a broad-based group of community leaders.  Top priorities identified include:

  • mental health & substance abuse;
  • obesity;
  • cancer;
  • smoking;
  • suicide; and
  • domestic and sexual abuse. 

This assessment was also considered as foundational data during NMC’s work to develop our Strategic Plan. Click here to read the 2015/2016 Community Health Needs Assessment.

Preparations are now underway for our next Community Health Needs Assessment, with the process projected to run from August of 2018 through February of 2019, with Board approval in March of 2019.

Annual Progress Report on CHNA 

Action plans to address the priorities identified have been developed and are being implemented by NMC and other organizations – both individually and collaboratively. For NMC, our work on these priorities in the past year includes:

  • Continued recruitment for the Chronic Pain & Addiction practice to expand access to care;
  • Continued collaboration with BAART for methadone treatment now that their Hub is open in its permanent location in our community;
  • Continued practice development of Dr. Simon Shapiro, Interventional Pain Specialist at Northwestern Orthopaedics;
  • Strategic discussions with Northwestern Counseling & Support Services regarding how mental health services might be enhanced through collaboration, resulting in stronger partnerships, expansion of NCSS into the Doctors Office Common on NMC’s campus, and the creation of a pilot Mental Health Tech training program;
  • Continued expansion of the RiseVT movement to embrace healthy lifestyles in our community with an emphasis on long-term reduction in obesity rates and tangential benefits relating to cancer reduction and smoking reduction. This remarkable movement engages individuals, schools, businesses, and municipalities.  A measurement study has been completed with 21 of the 22 elementary schools to establish a baseline for cultural change impact on the health of our community.  Our local efforts have inspired the scaling up of RiseVT statewide and many areas of the state are now joining in through a new RiseVT statewide office.
  • The Healthy Roots program emphasizes increased consumption of fresh, healthy produce in homes, schools, and institutions – through promotion of retailing, farmer collaboration, policy work, and gleaning.  The Healthy Roots gleaning now provides the majority of fresh produce available through the local food shelf;
  • The implementation of an enhanced approach to employee wellness – prevention of obesity and cancer, reduction in tobacco use, etc — in NMC’s HealthU program through the NMC Lifestyle Medicine Clinic as a step towards bringing this approach to employers throughout the region;
  • Continued community engagement and advocacy within the Legislature, local municipalities, and businesses regarding laws, regulations, and policies relating to limiting/preventing smoking and other forms of tobacco use;
  • Continued work with patients, public, and providers by NMC’s accredited community cancer program with an emphasis on breast cancer and colon cancer;
  • Expanded access to mammography through the targeted work of the Breast Cancer Care Navigator at NMC;
  • Efforts to prevent suicide and domestic abuse through the expansion of access care for addiction and embedded care management with the Emergency Department and Primary Care;
  • Continued work by the NMC Sexual Assault Nurse Examiners (SANE) to assist victims of sexual assault as well as through identification and referral from within the Emergency Department, Primary Care, Pediatrics, and OB/GYN;

 

Achieving Openness, Inclusiveness, and Meaningful Public Participation

Achieving Openness, Inclusiveness, and Meaningful Public Participation: NMC uses a variety of strategies to formally and informally engage the community in our own strategic planning efforts, decision making, and efforts to improve the health of our community:

  • Patient satisfaction/Engagement surveys of hospital and hospital-employed-physician-practice patients to measure the patients’ perceptions of their care and identify opportunities for improvement;
  • A weekly newspaper column by NMC’s Chief Executive Officer, which is also shared online and via social media, providing ongoing insight into healthcare issues, health topics, and hospital plan while inviting comments and questions;
  • The meetings of the NMC Incorporators, a 150-member group of geographically representative individuals from throughout our service area who elect the NMC Board, approve hospital bylaw changes, and serve as direct connections to the pulse of the community;
  • A variety of community discussions in various formats relating to hospital plans and activities, community needs and priorities, and health care topics;
  • Community perceptions surveys, typically administered in keeping with the NMC strategic planning process or community health assessment efforts, to ascertain what the community knows about their local hospital-based healthcare resources, how they feel about those resources, what could be improved, and what is needed;
  • The establishment of open public comment sessions at NMC Board Meetings on approximately a quarterly basis;
  • Personal contact facilitated through direct community involvement by hospital Staff, Board, and Medical Staff as volunteer members of local Boards, initiatives, and organizations;
  • Personal contact facilitated through the geographic distribution of NMC Board Members and hospital staff.

NMC also gathers valuable public input through participation in community planning events by representatives of the NMC staff. These public meetings are typically focused on planning what the community can do in areas outside the direct provision of healthcare (such as crime and public safety, transportation needs, environmental conservation, Vermont’s energy future, etc). NMC participates as both a major employer and a healthcare provider, maintaining an active ear for opportunities in terms of “what can the hospital do” that may be supportive of the community’s efforts. These ideas are then funneled into the hospital’s short-term and long-term planning, creating a multi-directional planning channel that directly links the hospital to the community’s own efforts. NMC engages the community through our role in a wide variety of community partnerships and initiatives. We take great pride in the community involvement by our staff as individuals as well as the formal involvement of NMC as an organization. The following is a sampling of the broader groups in which NMC participates within our community as an organization:

  • The Unified Community Collaborative of Franklin & Grand Isle;
  • The Regional Clinical Performance Council of Franklin & Grand Isle;
  • The Franklin Grand Isle RiseVT Executive Committee & Community Influencers Panel;
  • The Franklin Grand Isle Community Partnership;
  • The United Way of Northwestern Vermont (as a partner and supporter, not as a member agency);
  • EMS District 1;
  • The Franklin Grand Isle Work Force Investment Board;
  • The Franklin County Industrial Development Corporation;
  • The Franklin County Regional Chamber of Commerce.

In addition, NMC also engages the community in our efforts by welcoming their active participation in the hospital, through:

  • Service as an NMC Volunteer (more than 150 active volunteers, contributing over 20,000 hours).
  • Service as an NMC Auxilian (more than 350 members);
  • Service as an NMC Incorporator (nearly 150 members);
  • Service as an NMC Staff Member (more than 850 employees);
  • Service as an NMC Physician and Advanced Practice Provider (more than 100 Active staff); and
  • Service as an NMC Board Member (12 members).

NMC’s Strategic Planning Efforts

NMC’s Board, Medical Executive Committee, and Leadership Team work together – drawing in expertise and facilitation from QHR — to develop the hospital’s strategic plan.  NMC established its FY’17-19 Strategic Plan in the Fall of 2016.  The new strategic plan was developed with the NMC staff, managers, Incorporators, physicians, and Board members. It was endorsed by the Leadership Team, the Medical Executive Committee, and the Planning Committee of the Board before being adopted by the full Board at their October, 2016 meeting.

To start the planning process, a comprehensive Market assessment was completed by QHR planning consultants with assistance from NMC Leadership and Finance staff.  This assessment included a review of population projections, demographic shifts, operational statistics, community health assessment results, market share data, competitive forces, financial data, national benchmarks, results of stakeholder interviews, community perceptions, health care trends, and NMC’s Mission, Vision and Values.  The environmental assessment showed that our population is continuing to grow, but growing slowly – an average rate of just under 1% per year for our primary and secondary service area. Much of that growth is concentrated in the southern portion of our service area (Fairfax, Georgia, and Milton). It also showed our population is aging – with the number of people over the age of 65 projected to increase 22.3% by 2017 (which will be larger than the national mark of 17.3% and the State mark of 20.9%).  Based on the findings of the Environmental Assessment and the results of the extensive multi-disciplinary planning process, the following critical issues were identified as top priorities to be addressed during FY’17-19:

  • Strategically positioning NMC for the future:
    • Primary Care
    • Surgical Specialists
    • Mental Heatlh
    • Specialty Care
    • Population Health
  • .Our Staff and our Medical Staff;
  • Exceptional Care;
  • Sustainable Operations.

For each year of the three year strategic plan, an annual operating plan is created to define and track efforts to address the critical issues.  Key strategic initiatives are developed to address each critical issue, with timelines and responsibilities identified. 

Both the strategic plan and annual operating plan carry a dashboard of measures used by the NMC Board and Leadership to monitor NMC’s status, providing empirical guidance to the strategic initiatives which flow from the strategic plan.  Progress on the annual operating plan is reported to the Board on a quarterly basis along with the updated dashboard measures. 

Preparations will begin soon for NMC’s next wave of strategic planning which will map the organization’s course for Fiscal Years 2020, 2021, and 2022.

For more information on strategic planning and public participation, please contact: Jonathan Billings Vice President of Planning & Community Relations NMC, 133 Fairfield Street, St. Albans, VT 05478 (802) 524-1044 * (802) 524-1291 fax * [email protected]