mission

transformation

growth

performance

leadership & workforce

Mission Enhancement

Adventist Health is proud of its Seventh-day Adventist Heritage with its emphasis on whole person health. In fact, many of our hospitals have roots that go back more than 100 years and are based on this philosophy that the whole person—mind, body and spirit—is treated, not just the disease. This is shown in the many ways we’re dedicated to improving the health of those we serve—within every hospital, clinic, hospice or private home where we provide care. We strive to ensure every patient experience exceeds expectations and that every patient has positive care outcomes. As health care reform continues to evolve, we’ve dedicated a team that is developing and deploying a mission model that embodies all three core care elements contained in our mission of sharing God’s love through physical, mental and spiritual healing.

Care Transformation

Adventist Health’s dedication and passion for healthy living is evident within and without our facility walls. From physician lunch-n-learns to community health fairs, Adventist Health is driven to make our communities healthier, safer and smarter—that includes our employees and their families. We are actively creating programs that lead to the improvement of the health status of the communities we serve.

Our initial focus is centered on participants in the Adventist Health health plans and programs that result in improved employee well-being, while aligning with our mission. Success will be measured by the health data of the population, claim costs and deployment of key programs to address identified needs.

And, because Adventist Health is a not-for-profit organization, all net revenue over expenses is channeled back into our system. This means that our earnings never land in shareholders’ mailboxes. Instead, they are used to enhance patient care, fund capital improvements, expand hospital programs, invest in sophisticated technology, and increase community outreach—which all help improve the health of the communities we serve.

Growth

Adventist Health serves many varied populations from urban to rural, inner city to the suburbs, and we strive to provide qualit care close to home. In order to meet our growth strategy of doubling the number of people we serve, Adventist Health is actively pursuing growth opportunities in existing markets, expanding into new markets, developing new service lines and establishing partnerships with like-minded organizations.

Continued and improved coordination of business development and planning activities across the organization is key to achieving success­—one we’re tackling with vigor. Our growth initiatives ensure that our patients have access to care where they need it, when they need it.

Improved Performance

To meet the needs of the communities we serve, Adventist Health is striving for best practice performance while achieving optimal patient quality outcomes. This means that we’re identifying quality and financial improvement opportunities, to result in lower costs and increased revenue, while enhancing clinical quality and the patient experience. Adventist Health is working hard every day to exceed top quartile regulatory and quality performance requirements.

We know that quality is the basis of all good health care. To that end, our facilities routinely participate in numerous state and federal quality measurement and improvement programs. Through continued hard work and planning, we’re fiscally preparing for today as well as tomorrow, which certainly qualifies as good news in today’s economic climate. But the best news is what it means for those we serve—expanded services, sophisticated technology, a consistent and improved patient experience, and better results.

Leadership

Adventist Health has a workforce of 28,900 which includes more than 21,200 employees, 4,500 medical staff physicians, and 3,200 volunteers. A strong focus is being placed on leadership and workforce development, to grow executive, physician and individual competencies at all levels, and to create a culture of ongoing innovation. This includes implementing policies, programs and activities that will develop competencies in key areas and provide education to executives and physician leaders that will further the strategy of and increase the understanding of the Adventist Health vision. We aim to achieve top quartile or decile status, using training, tools and best practices to succeed in this new and dynamic marketplace.

Additionally, a new leadership development program means we’re training and developing the many bright stars we have working in our system. All of these employees work diligently to live our mission, be good stewards and collaborate to make Adventist Health a stronger organization.

Mission Enhancement

Adventist Health is proud of its Seventh-day Adventist Heritage with its emphasis on whole person health. In fact, many of our hospitals have roots that go back more than 100 years and are based on this philosophy that the whole person—mind, body and spirit—is treated, not just the disease. This is shown in the many ways we’re dedicated to improving the health of those we serve—within every hospital, clinic, hospice or private home where we provide care. We strive to ensure every patient experience exceeds expectations and that every patient has positive care outcomes. As health care reform continues to evolve, we’ve dedicated a team that is developing and deploying a mission model that embodies all three core care elements contained in our mission of sharing God’s love through physical, mental and spiritual healing.

Transformation

Adventist Health’s dedication and passion for healthy living is evident within and without our facility walls. From physician lunch-n-learns to community health fairs, Adventist Health is driven to make our communities healthier, safer and smarter—that includes our employees and their families. We are actively creating programs that lead to the improvement of the health status of the communities we serve.

Our initial focus is centered on participants in the Adventist Health health plans and programs that result in improved employee well-being, while aligning with our mission. Success will be measured by the health data of the population, claim costs and deployment of key programs to address identified needs.

And, because Adventist Health is a not-for-profit organization, all net revenue over expenses is channeled back into our system. This means that our earnings never land in shareholders’ mailboxes. Instead, they are used to enhance patient care, fund capital improvements, expand hospital programs, invest in sophisticated technology, and increase community outreach—which all help improve the health of the communities we serve.

Growth

Adventist Health serves many varied populations from urban to rural, inner city to the suburbs, and we strive to provide qualit care close to home. In order to meet our growth strategy of doubling the number of people we serve, Adventist Health is actively pursuing growth opportunities in existing markets, expanding into new markets, developing new service lines and establishing partnerships with like-minded organizations.

Continued and improved coordination of business development and planning activities across the organization is key to achieving success­—one we’re tackling with vigor. Our growth initiatives ensure that our patients have access to care where they need it, when they need it.

Improved Performance

To meet the needs of the communities we serve, Adventist Health is striving for best practice performance while achieving optimal patient quality outcomes. This means that we’re identifying quality and financial improvement opportunities, to result in lower costs and increased revenue, while enhancing clinical quality and the patient experience. Adventist Health is working hard every day to exceed top quartile regulatory and quality performance requirements.

We know that quality is the basis of all good health care. To that end, our facilities routinely participate in numerous state and federal quality measurement and improvement programs. Through continued hard work and planning, we’re fiscally preparing for today as well as tomorrow, which certainly qualifies as good news in today’s economic climate. But the best news is what it means for those we serve—expanded services, sophisticated technology, a consistent and improved patient experience, and better results.

Leadership

Adventist Health has a workforce of 28,900 which includes more than 21,200 employees, 4,500 medical staff physicians, and 3,200 volunteers. A strong focus is being placed on leadership and workforce development, to grow executive, physician and individual competencies at all levels, and to create a culture of ongoing innovation. This includes implementing policies, programs and activities that will develop competencies in key areas and provide education to executives and physician leaders that will further the strategy of and increase the understanding of the Adventist Health vision. We aim to achieve top quartile or decile status, using training, tools and best practices to succeed in this new and dynamic marketplace.

Additionally, a new leadership development program means we’re training and developing the many bright stars we have working in our system. All of these employees work diligently to live our mission, be good stewards and collaborate to make Adventist Health a stronger organization.