In other action
The Memorial Hospital Board:
• Approved, 7-0, the advancement of Maksym Dymek to associate staff.
• Approved, 7-0, the reappointment of Andreas Sauerbrey to active staff.
• Approved, 7-0, the reappointment of Kurt Papenfus to associate staff.
• Approved, 7-0, an evaluation of chief executive officer George Rohrich’s performance as presented by QHR representative Mitch Edgeworth during an executive session.
• Approved, 7-0, board committee appointments for the 2010-11 fiscal year.
• Approved, 7-0, changes to a resolution to endorse a loan from the Department of Housing and Urban Development to pay for TMH’s new facility.
• Approved, 7-0, a letter of agreement with QHR to cooperate in good faith while further changes are made to the contract between the two entities.
The Memorial Hospital kicked off the process of building a three-year strategic plan by involving employees and community members in focus groups to share thoughts about TMH’s future.
The strategic plan for 2011 through 2013 will focus on a long-term vision for the hospital and act as the basis for annual business plans and quarterly assessments, said Mitch Edgeworth, a representative of QHR, the hospital’s management company.
He said all QHR hospitals utilize a similar process.
“You want to have a forward-looking discussion and assessment of where you want to be in the next three years,” Edgeworth said.
“Of the services you want to provide and things you want to expand, the objectives you need to hit.
“It’s that, ‘Who do we want to be when we grow up’ discussion.”
On June 14 and 15, the hospital began the process by hosting a focus group of 14 physicians, as well as two separate community focus groups totaling 48 people.
Samantha Johnston, TMH chief of organizational excellence, said involving the community in the strategic planning process is important from the start.
“Number one, this is the community’s hospital,” she said. “It is also a community investment from a taxpayer’s perspective. That’s why it’s important to have opinion leaders.”
The hospital invited opinion leaders to the groups, targeting community leaders, long-time residents and people who are outspoken about their opinions.
“We wanted people who are on the street and they hear things and talk all the time,” she said. “They might have a good perspective on what other community members think. People who know Moffat County well and understand what the community is about.”
Over the next two months, TMH will collect financial and quality data and present it to the TMH board.
The board and administrators will participate in workshops to help outline the strategic plan, which will focus on five separate areas: growth, financial, physicians, people and quality.
Johnston said community and employee input about the direction of the hospital and what they envision for its future will contribute to the plan.
“Then the employees contribute to department goals,” she said. “It trickles down through the organization.”