Our Strategic Plan

Pittsburgh Mercy is pleased to share its Strategic Plan for Fiscal Years July 1, 2019 through June 30, 2022. Created by our leadership team, this plan establishes the framework for our future growth, mission advancement, and funding to assure we can be a transforming, healing presence within our communities.

Our plan is supported by four guiding pillars and 11 related measures.

DOWNLOAD OUR STRATEGIC PLAN FOR FISCAL YEARS 2019-2022

Pillar 1: Improving Care

Expanding the continuum, measuring outcomes, growing partnerships, and making connections in behavioral health, intellectual disabilities, physical health, and human services

By June 2022, Pittsburgh Mercy will be a collaborative system of care, recognized for leadership in caring and services for specialized populations. We will meet people where they are and address their needs based on their personal wellness goals. We will deliver a continuum of care characterized by population health technology and evidence-based, innovative best practices. We will address population health through impacting three longitudinal measures.

Pittsburgh Mercy participants use pedometers to help measure their physical activity while on an outing to Phipps Conservatory & Botanical Gardens.

Measure 1

  • Increase the Quality of Life Score for persons served in continuity of care programs* as measured by 60% of the population will have an improved score by at least 15% in the Daily Living Activities 20 (DLA-20).

Measure 2

  • Reduce tobacco prevalence for persons served in continuity of care programs* by 15% by June 2022.

Measure 3

  • Reduce obesity prevalence for persons served in continuity of care programs* by 10% by June 2022.

Pillar 2: Funding Care

Developing new, value-based opportunities for funding care and support by developing clinically integrated networks; accountable care; and population-based, all-inclusive care models

By 2022, Pittsburgh Mercy will develop a step-based approach toward increasing our alternative payment models (APMs) for revenue. Nationally, APMs include improvement of quality of care while managing the total cost of care. The Health Care Payment Learning & Action Network (LAN) has developed an APM plan for Medicaid. Pittsburgh Mercy is developing a work plan to help prepare for APMs.

Measure 4

  • 25% of persons served in continuity of care programs will generate revenue from alternative payment models.

Measure 5

  • 50% of persons served in continuity of care programs* will shift 10% of costs from acute care (e.g., emergency department, inpatient, and skilled nursing facilities) to outpatient care (including respite).

Measure 6

  • Close the funding gap in care for programs which are not fully funded by at least 50%.

Pillar 3: Responding to the Social Influencers of Health

Responding to the social influencers of health (SIoH) for the people and communities we serve; improving community assets, connecting people, and connecting systems of care and support

The social influencers of health (SIoH) have a significant effect on the health and well-being of individuals. Pittsburgh Mercy will focus on impacting three SIoH over the next three years. Pittsburgh Mercy will collect two standardized questions for each of the SIoH within all programs which utilize Electronic Health Records (EHRs). Evidence-based SIoH tools were used to identify the standard questions. The goal will be show an impact in at least 10% of persons served who remain in the program at least one year after the initial collection of information.

Dallas Thibodeaux is well suited for her career as a welder.

Measure 7

  • Decrease food insecurity by 10% on two standard questions for persons served in continuity of care programs* after one year.

Measure 8

  • Increase employment by 10% on two standard questions for persons served in continuity of care programs* after one year.

Measure 9

  • Increase housing stability by 10% on two standard questions or persons served in continuity of care programs* after one year.

Pillar 4: Engaging Colleagues

Connecting colleagues to our ministry identity, heritage, values; our vision; and our philosophy of Mercy for All; and addressing the social influencers of health (SIoH) for our colleagues

By 2022, Pittsburgh Mercy will improve the well-being and engagement of colleagues, fostering an organizational culture that is supportive, diverse, and inclusive while enhancing joy and “Mercy for All.”

Highmark Walk Pittsburgh Mercy Team
The Pittsburgh Mercy team leading the 2019 Highmark Walk for a Healthy Community (Photo by Laurel Spigler)

Measure 10

  • Pittsburgh Mercy will work with colleagues to develop two initiatives to improve colleague engagement.

Measure 11

  • Pittsburgh Mercy will implement “Mercy for All” for current colleagues and incorporate training into new colleague orientation.

DOWNLOAD OUR STRATEGIC PLAN FOR FISCAL YEARS 2019-2022

For more information about our Strategic Plan, please contact us.

*Continuity of care programs include Integrated Dual Diagnosis Team (IDDT), Community Treatment Teams (CTTs), Pittsburgh Mercy Family Health Center, Enhanced Clinical Service Coordination (ECSC), and Outpatient Psychiatry. 

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