Vision 2030

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As we look to the future of Adventist HealthCare, I am thrilled to introduce our Vision 2030 Strategic Plan based on a shared Vision designed to inspire and guide us as we continue fulfilling our Mission to extend God’s care through the ministry of physical, mental, and spiritual healing. This plan reflects our unwavering commitment to excellence, innovation and compassion, as well as our shared dedication to making a meaningful impact in the lives of those we serve.

The healthcare landscape is evolving rapidly, presenting us with both challenges and opportunities. This Strategic Plan serves as our roadmap to navigate these changes with agility, while remaining firmly grounded in our Mission, Vision and RISES Values. Together, we will expand access to quality care, enhance the patient journey and cultivate a culture where every team member is valued, supported and empowered to thrive.

This plan is the result of collaboration and collective insight. I am profoundly grateful to everyone who contributed – our frontline caregivers, dedicated administrative teams, community members and the Board of Directors. Your unwavering support has been instrumental in shaping this path forward. The compassionate service and teamwork you faithfully offer embodies the essence of our Mission, providing a strong foundation for the continued success of Adventist HealthCare.

As we embark on this six-year journey, I am filled with confidence and anticipation. Our work will require resilience, collaboration and a steadfast focus on our patients, communities, partners, physicians and team members. I know that together we will achieve remarkable milestones and transform lives along the way.

Thank you for your commitment to Adventist HealthCare, to our Mission and to each other. I am excited to see the impact we will make as we fulfill our Vision of being the trusted choice for exceptional care in every community we serve.

With gratitude and hope,

About Adventist HealthCare

Adventist HealthCare, based in Gaithersburg, Md., is a faith-based, not-for-profit organization of dedicated professionals who work together each day to improve the health and well-being of people and communities through a ministry of physical, mental and spiritual healing.

Founded in 1907, Adventist HealthCare is the first, largest and only health system headquartered in Montgomery County, Maryland, and offers a multitude of services in both Montgomery County and Prince George’s County as shown in the map below.

Annual Snapshot

5 Hospitals (3 acute care and 2 specialty)

2,092 Clinically Integrated Network Members

2,180 Physicians / Medical Staff Members

5,708 Newborns

5,748 Surgical Admissions

6,175 Employees (approximate)

9,824 Outpatient Surgeries

30,809 Medical Admissions

41,823 Volunteer Hours

79,472 Home Health Visits 147,684 Emergency Visits

438,102 Outpatient Visits

702,458 Overall Encounters

$80,915,023 Community Benefit (reported)

ADVENTIST HEALTHCARE THROUGH

1903

Plans for a new center to extend God’s healing is financed by Ellen White, a founder of the Seventh-Day Adventist Church, who donates proceeds from the sale of her book, The Ministry of Healing.

2001

Adventist HealthCare Rehabilitation, Montgomery County’s first rehab hospital, began with 55 acute rehab beds and an outpatient department.

2006

1907

The doors of the Washington Sanitarium opens with 40 beds and 12 staff members. Overlooking the picturesque Sligo Creek, it is the first medical facility in Montgomery County, offering patients physical, mental and spiritual healing through rest, exercise and nutrition. Patients are encouraged to enjoy outdoor activities and enjoy wholesome vegetarian meals.

1988

The Sanitarium – now known as Washington Adventist Hospital – is the site for the first use of a heart-lung bypass machine to perform catheterization procedures.

2013

The Lourie Center for Children’s Social and Emotional Wellness, a place that supports healing for children and their families, becomes part of Adventist HealthCare.

The Shady Grove Aquilino Cancer Center opens as Montgomery County’s first free-standing comprehensive cancer site.

1916

Kress Maternity and Children’s Hospital opens on the hospital grounds by Dr. Lauretta Kress, the first woman to practice medicine as a licensed physician in Montgomery County. She advocates for avoiding smoking and abstaining from drinking alcohol during pregnancy.

1979

Adventist HealthCare Shady Grove Medical Center is built, bringing state-of-the-art medical care to what was then mostly rural Montgomery County.

2019

Washington Adventist Hospital relocates to its current campus and is renamed Adventist HealthCare White Oak Medical Center.

1930

The Washington Sanitarium, incorporating sunlight and integration with nature, remains a trusted sanctuary for well-being, offering a serene environment that nurtures physical, mental, and spiritual healing.

1962

The Sanitarium is the first hospital in the region to perform cardiac surgery.

2019

Fort Washington Medical Center, a community-based hospital, becomes part of the Adventist HealthCare family to ensure convenient, comprehensive care in Prince George’s County.

1949

The Sanitarium opens the first behavioral health unit in Montgomery County to provide comprehensive healing for total well-being.

2020

A few weeks before the height of the COVID-19 pandemic, Adventist HealthCare and Howard University Hospital sign an agreement to continue the 145-year legacy of caring for D.C. residents.

MISSION, VISION, RISES VALUES

OUR MISSION:

We extend God’s care through the ministry of physical, mental, and spiritual healing.

OUR VISION:

We will be the trusted choice for exceptional care in every community we serve.

Organizations often update their vision statement at the start of a new planning cycle, serving as the destination toward which all efforts are directed. This renewal keeps the vision aligned with evolving strategic priorities, long-term objectives, and the organization’s current reality.

At Adventist HealthCare, every action is intentional, which is why our new Vision statement has been carefully crafted and defined to inspire, guide us forward, and highlight what we aim to achieve.

OUR VALUES:

Respect

Integrity

Service

E xcellence

Stewardship

Our Vision Statement is a forward-looking, aspirational goal. We are setting a desired outcome, stating what we aim to become – starting today.

Trust is a foundational principle in this statement, emphasizing the importance of reliability and dependability. It conveys that we want to be the preferred option by our patients, communities, partners, physicians, and staff.

“We will be the trusted choice for exceptional care in every community we serve.”

Our focus is on providing integrated, high-quality and outstanding healthcare services across the care continuum. This sets the bar for excellence in frictionless care delivery, highlighting that the care we provide will go above and beyond standard expectations throughout each patient’s journey.

Our exceptional care will be consistent across all communities within our healthcare system, leveraging the advantages of being a coordinated healthcare network.

This underscores our ability to serve multiple communities with a cohesive process and standardized level of quality care.

Our Leadership System, referred to as “The House,” serves as one of our primary strategic advantages. This system has established a flywheel effect across our health system, cultivating a Mission-driven culture of continuous improvement. This culture has become a distinguishing factor in our market, attracting providers who seek to collaborate with us, employees who aspire to join our organization, and leaders who are eager to contribute to and influence our culture.

Mission Statement

Our purpose behind why we exist

Vision Statement

What we aim to achieve

Strategic Themes Bigger, Better and Beyond

RISES Values

How we deliver care and conduct our operations

Standard Management Approach

Our guide for leaders toward achieving success

Pillars of Excellence

People, Quality & Safety, Experience and Finance

“Strategic planning is an exciting process that demonstrates the power of research and collaboration. With perspectives from across our organization, we can paint a vivid picture of Adventist HealthCare’s future and ensure that Nursing and other teams have the resources to bring the vision to life for our community.”

Our strategic planning process is guided by five core principles that collectively ensures a comprehensive and cohesive approach. These principles foster innovation, datadriven decision-making, enterprise-wide alignment, and disciplined execution, enabling us to achieve sustainable results and drive organizational success.

Collaborate:

Foster a collaborative environment by actively engaging a diverse set of stakeholders.

Explore: Consider new, innovative, and bold concepts.

Validate:

Utilize data to vet our assumptions and drive our decisions.

Align:

Drive a system-centric approach that is consistently cascaded and deployed across the enterprise.

Execute:

Commit to focused and disciplined execution of the strategy.

STRATEGIC PLANNING ANNUAL CADENCE

OCTOBER

NOVEMBER DECEMBER

JANUARY

FEBRUARY

MARCH

APRIL

MAY

JUNE

JULY

AUGUST

SEPTEMBER

Collect feedback on process from previous year and update approach

OCTOBER

Analyze performance for previous year

Annual Performance Showcase

Annual Senior Executive Strategy Steering Committee Retreat

Annual Board Meeting; Approve System Strategy Map

Annual Strategic Planning & Alignment Summit

Strategic Planning with Entities & Service Lines

Present Draft Strategy Maps to Senior Executive Team

Plan for cycle and understand Senior Leaders’ priorities for upcoming year

Develop, vet, & discuss Political, Economic, Social, Technological, Environmental and Legal (PESTEL) Scan

Finalize System Map with CEO/ Strategy Executive Committee & Board

Finalize cascading Strategy Maps with CEO

Ongoing collaboration, coordination, and alignment with Finance-led Annual Budget and Capital Allocation processes

Present Final Strategy Maps to Senior Executive Team with aligned Budget

At Adventist HealthCare our multi-year plan is refreshed every year, assessing our direction and alignment with recent societal, market and industry changes. A number of departments and functional areas work together to keep each refreshed plan true to our Vision while reflecting current realities.

“The Cardiovascular service line values the clear strategy developed in collaboration with the Adventist HealthCare Strategic Planning team. This direction helps us expand clinical care, enhance outpatient diagnostics, and foster an environment that attracts top providers, ensuring exceptional care for our patients.”

Strategic Themes

At Adventist HealthCare, we use a strategic planning approach based on a modified version of the Kaplan-Norton model. This method helps us create a clear, visual tool called the Strategy Map, which outlines our six-year Strategic Plan. Our strategic plan defines a clear road map of where we are going and what specific goals we want to accomplish. The plan centers around our three strategic themes (Bigger, Better and Beyond) and our four Pillars of Excellence (People, Quality & Safety, Experience and Finance).

Before diving into the details of our strategic plan, understand some key components:

• Patient Requirements: Defines what our patients require from Adventist HealthCare as an organization, which helps us to clearly define our strategic goals.

• Team Member Expectations: Highlights the fact that our team members are significant stakeholders. Their expectations help inform every strategic goal.

• Goals: Captures what we are targeting to achieve as a part of Vision 2030.

• Outcomes: These are the fundamental measures of success. Outlines how we will measure our progress and success in achieving our goals.

Pillars of Excellence

BIGGER – GROWTH & EXPANSION

Goal 1:

Expand Access to Adventist HealthCare’s Mission in the DMV Region and Beyond

Outcomes (Measures of Success):

• Number of access points

• Patient volume to target

• Network integrity

Number of Access Points:

The total number of locations where patients can receive care, making it easier for people to access our services.

Patient Volume to Target:

The number of patients treated at our facilities based on established annual targets, reflecting progress toward our growth goals.

Network Integrity:

How well all our facilities and services work together to provide smooth and connected care for patients within the Adventist HealthCare network.

Patient Requirements

Access to integrated healthcare close to home

Team Member Expectations

Diverse geographic and professional growth opportunities for career flexibility

BETTER – PEOPLE

Patient Requirements

Competent, trustworthy, and compassionate care givers

Team Member Expectations

Management and coordination of the Team Member Expectations category on the Adventist HealthCare Strategy Map

Goal 2:

Be a top workplace for people to work and grow

Outcomes (Measures of Success):

• Turnover/retention rates

• Team member engagement and leadership scores

• Top performance in state and national employer recognition

Turnover/Retention Rates:

Measures how many employees stay with us or leave, which helps reflect how well we support and retain our team.

Team Member Engagement and Leadership Scores:

Tracks how engaged employees feel in their work and the effectiveness of leadership in supporting them.

Top Performance in State and National Employer Recognition:

Recognition as one of the best places to work at state and national levels, highlighting our commitment to being an outstanding employer.

BETTER – QUALITY & SAFETY

Goal 3:

Achieve consistent excellence as a High Reliability Organization

Outcomes (Measures of Success):

• Top quartile performance in Culture of Safety Index

• Top quartile performance in public facing domains

• Free from harm events

Culture of Safety:

Building a workplace where patient and team member safety are unwavering priorities.

Top Performance in Public-Facing Domains:

Achieving world-class results in publicly reported quality and patient satisfaction measures.

Free from Harm Events:

Working to eliminate harm events among both patients and team members.

Patient Requirements

High-quality, safe, trusted and equitable care

Team Member Expectations

Safe, engaging environment for our patients and team members within a just culture that is focused on excellence

BETTER – EXPERIENCE

Patient Requirements

Compassionate and coordinated care that is personalized, easy to access and easy to navigate

Team Member Expectations

The tools, resources, training and time to make every day a good day on each patient’s journey

Goal 4:

Deliver a compassionate and frictionless experience across the Patient Journey

Outcomes (Measures of Success):

• Top quartile performance in Culture of Safety Index

• Top quartile performance in public facing domains

• Free from harm events

Culture of Safety:

Building a workplace where patient and team member safety are unwavering priorities.

Top Performance in Public-Facing Domains:

Achieving world-class results in publicly reported quality and patient satisfaction measures.

Free from Harm Events:

Working to eliminate harm events among both patients and team members.

BETTER – FINANCE

Goal 5:

Achieve high-impact financial performance to further our Mission and enable reinvestment

Outcomes (Measures of Success):

• $2B in total operating revenue annually

• Consistent consolidated 10% EBIDA Margin at a minimum

• 1-to-1 debt to cash ratio

$2B in Total Operating Revenue Annually:

Reaching $2 billion in yearly income from all operations, showing strong financial growth.

Consistent Consolidated 10% EBIDA Margin (Minimum):

Maintaining at least a 10% earnings margin before interest, depreciation and amortization, ensuring financial stability.

1-to-1 Debt to Cash Ratio:

Keeping a balance where cash reserves equal or exceed total debt, reflecting financial strength, security and the ability to grow.

Patient Requirements

Reliable, modern and affordable care Team Member Expectations

Right-sized staffing of functions, investment in infrastructure, and market-competitive wages and benefits

BEYOND – INNOVATION

Patient Requirements

Personalized care model focused on a modern approach to medicine and wellness

Team Member Expectations

Culture that empowers creativity, encourages strategic risk, and allows a flexible work life

Goal 6:

Innovate to drive break-through change

Outcomes:

• Investment in innovative projects and initiatives

• Amount of incubator projects coming out of the Innovation Lab and deployed across the system

• Fully established as an academic healthcare system

Investment in Innovative Projects and Initiatives: The percentage or amount of money dedicated to new ideas and advancements to drive improvement.

Amount of Incubator Projects Deployed Across the System: The number of new ideas from the Innovation Lab successfully implemented across Adventist HealthCare.

Fully Established as an Academic Healthcare System: (Contingent on the Howard University Hospital acquisition) Achieving recognition as a leader in teaching, research and innovation within healthcare.

“Adventist HealthCare’s Vision 2030 Strategic plan positions the organization to achieve a competitive advantage by providing excellent and trusted care to our patients and becoming the best place to work in our region. With this vision, Adventist HealthCare’s brighter days are here now – and in the future.”

Our Cascade and Execution Plan serves as the tactical plan that defines how we will achieve our strategic plan and, ultimately, bring our Vision to life. It translates our aspirations into actionable steps, ensuring clarity, alignment and measurable progress across every Strategic Objective and Initiative. This plan allows us to move the needle on our Outcomes (Measures of Success), which will bring us closer to achieving our Goals.

The Cascade and Execution Plan outlines key components essential for understanding the implementation of Adventist HealthCare’s Strategic Plan.

• Strategic Objectives: Identifies key activities that must be accomplished to drive the achievement of our goals. Strategic Objectives tend to be process-focused rather than outcome-focused and are regularly reassessed and adjusted when necessary to ensure constant progress.

• Initiatives: Represents the focused, manageable steps required to achieve a Strategic Objective, providing a clear path forward. By translating strategic objectives into clear actions, initiatives drive meaningful progress and results.

• Resource Requirements: Focuses on necessary materials, staffing, technology, partnerships or budget that must be in place to achieve Strategic Objectives. Resource Requirements often involve interrelated dependencies.

“At Adventist Healthcare, thoughtful planning is essential to shaping our future. We are now on track to become a stronger organization, aiming to be the trusted choice for exceptional care in every community we serve.”

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