My previous message from the Scotland Health Care System focused on the Safe, High Quality, and Compassionate Care we provide. This message focuses on the second “S” in SHCS, our Sustainability. How do we stay focused on assessing the ongoing needs of our community and meeting them?
Earlier this year, we had a nationally regarded marketing organization conduct a series of focus groups and individual interviews with Community Leaders, Physicians, and Managers. Their goal was to confidentially determine how Scotland Health Care System is currently perceived. What are our Strengths, Weaknesses, Opportunities and Concerns?
The agency found that all participants cared greatly about our future and wanted to help make it better. They commented that the passion and pride expressed for the hospital was “palpable”. What did they say and what are we doing with the results?
At the top of the list of positives were our Community Involvement, State of the Art Technology, Local Ownership, Leadership, Quality of Care, our Orthopedics and Cancer services, and our Partnerships. High on the list of concerns was a lack of Community Awareness of our Services, weak Communication and Handoffs in some areas, Medical Staff Succession Planning, and the need for certain Physician Specialists.
At the same time this study was being conducted, we completed another critical project: our triennial Medical Staff Development Plan. Forecasting external demographics and impending retirements, this plan assessed the number and types of physician and advanced practitioners we will need to serve our communities over the next three years.
Strategic planning is an ongoing, continuous process. The findings from these two projects have been folded into our existing plans with major revisions in some areas, minor ones elsewhere. The three major areas of focus for the remainder of 2016 resulting from these two reports are Process improvement, Physician and related Manpower supply, and targeted Marketing. First, management has identified the top gaps where communication, information, and handoff coordination need strengthening and are working aggressively to improve them. Secondly, our Board has determined the top medical specialties for us to target over the next three years and plans are being developed to ensure we have the caregivers our citizens desire and deserve.
Lastly, we will spend efforts to ensure our community knows more about the excellent services and level of technology that exists within our system. In areas like Cancer, Cardiology, General Surgery, and Orthopedics, the quality and breadth our services match hospitals much larger than us. As our new brand message states, our care is close, but more importantly, better by far.
Scotland Health Care System remains community owned and accountable to you. All of us at Scotland are grateful for the trust you place in us and the support you provide us as we help you and your family live the healthiest life possible, and make Laurinburg/Scotland County a better place to live, work, and play.
Greg Wood, president and CEO for Scotland Healthcare System, wrote this week’s Focus on Scotland, an effort by community leaders on making Laurinburg/Scotland County a better place to work, live, and play.