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CCH Strategic Plan

Guided by our mission, vision and values, the goals and objectives outlined in the Strategic Plan will help Campbell County Health deliver the highest quality patient care and customer service for the Campbell County, Wyoming community.

This strategic plan is the result of input from employees, physicians, patients and families, long term care residents, business and industry representatives and members of the community. The plan has measurable goals and objectives, and defined strategies and tactics to reach them. Going forward, we will implement the goals described in our plan and effectively communicate with our stakeholders.

Service/Alignment

Outstanding patient and family experiences are recognized throughout the community.

  • CCH HCAHPS “Care Transitions” domain will be at or above 59.1% Top Box score as measured by Press Ganey vendor rolling 12. Goal is 59.1%
  • CCH HCAHPS “Rate the Hospital” will be at or above 69.5% Top Box score as measured by Press Ganey vendor rolling 12. Goal is 69.5%
  • All CCH Outpatient (CPS/Sleep Lab, Radiology, Rehab Services) “PG Overall” will be at or above 84.5% Top Box score as measured by Press Ganey vendor rolling 12. Goal is 84.5%
  • All CCMG Medical Practice Clinics “PG Overall” will be at or above 81.9% Top Box score as measured by Press Ganey vendor survey rolling 12. Goal is 81.9%
  • Increase Long Term Care satisfaction survey “Overall” results to 92.4% To Box or higher as measured by the NRC vendor survey. Goal is 92.4%

Care/Care Continuum

Achieve patient, resident, client, visitor and staff safety while providing high quality healthcare services through continuous improvement processes as measured by DNV standards, state and federal regulations and the Baldrige framework.

  • Increase Sepsis protocol compliance for Early Management, Severe Sepsis and Septic Shock to greater than 67% as core measure for Medicare. Goal is 67%
  • Reduce Serious Safety Event Rate to 2. Goal is 2
  • Reduce suicide rate to 1.72 per 10,000 population (Campbell County). Goal is 1.72/10,000
  • Reduce suicide attempt rate to 28.495 per 10,000 CCH clients. Goal is 28.495/10,000
  • Decrease readmission rate within 30 days for patients over 64 from 5.72% to 4.88% (rolling 12 months). Goal is 4.88%
  • 7/11 Quality Management metrics will be at or below CMS 11 national targets (The Legacy). Goal is 7/11

People

Create a culture in which the workforce is empowered to provide outstanding care and service for patients and families.

  • The effectiveness of the CCH leadership development program will be evaluated with a composite score of each LDI and Leadership Hour completed by Managers and Directors. Goal is 4.63
  • Employees involved in the LITE program will improve their assessment scores taken at the beginning of the program compared to the end of the program. Goal is 5.00%
  • Improve the CCH retention rate to 88.10% Goal is 88.10%
  • Annual Employee Engagement score will be at least 4.11. Goal is 4.11

Business

Programs and services are financially sustainable, achieving targeted performance.

  • At least 81% of all departments will be at 90% productivity or higher. Goal is 81%
  • AR Days will be reduced to 70 days. Goal is 70 days.
  • Decrease the percentage of AR over 120 days to less than 43.40%. Goal is 43.40%
  • Increase EBIDA margin to budget of 9.48%. Goal is 9.48%

Strategic Projects

  • Enhance the roles of physician assistants and nurse practitioners as members of the medical staff.
  • Pursue strategic affiliations(s) by clarifying objectives, evaluating potential affiliates, and negotiating an arrangement that best allows CCH to serve the community.