Hospital Report Card – Strategic Planning


BMH Community Report: Strategic Planning, Decision-making and Identification of Health Care Needs.



  • Collaboration with DHMC
    • Clinical collaboration with DH-K/CMC
    • Hosted IT Solution
  • Pathology/Lab Services
    • NEAH for reference lab services
  • Psych/SA Services
    • Telepsych with HCRS
    • Retreat collaboration
  • Population Health
    • Evaluate models for care coordination
    • Implement ACO organization structure
    • Continued OneCare ACO involvement
    • Managed Care strategy development and select network participation
  • Surgery Center Development
    • Feasibility Analysis


  • Surgical Services
    • Implement Consultant Recommendations
      • Patient Flow
      • Scheduling
      • Pre-Anesthesia Process
      • Protocols and Standards of Care
  • Emergency Department
    • Medical Leadership development
    • Align CMC/DH-K and BMH practice protocols and performance standards
    • Successful Contract negotiations
  • Birthing Center
    • Recruit New Nurse Manager
    • Focus on Patient Satisfaction
  • Special Care Unit
    • Develop operational strategy for leadership and optimum utilization
  • Implement Shared Governance Model/Perioperative Services
    • Clinical
    • Operations
  • Task Forces
    • Mutual Respect
    • Patient Satisfaction/NRC


  • Update Program Improvement Plan
    • CMS Standards Compliance
    • Institute a Nationally Recognized Surgical Quality Program
    • Create Service Line Teams for Quality and Safety
    • Create Dashboards for Quality and Safety for Service Areas of the Hospital and Outpatient Areas
    • Implement Patient Rounding program
  • External Agency Survey Readiness
    • CMS
    • L and P (Vermont)
  • Telemedicine Services
    • Telepsych
    • Telestroke
  • Successful Implementation of NRC Surveys
    • HCAHPS
    • Physician Offices
    • Employee/Physician Surveys
  • Physician Leadership
    • Medical Directors Meetings
    • Succession Planning
    • Continue Medical Engagement efforts
  • Organization Improvement
    • ICD-10 Implementation


  • Pediatric Consolidation
    • A sustainable, high quality pediatric service (Just So /Cornerstone)
  • Campus Development Plan
    • MOBs
    • Specialty Suite
    • Evaluate Practice Consolidation
  • Recruitment/Community Transfers
    • Internal Medicine
    • Urology
  • BPG Physician Governance/Leadership
    • Create Effective Shared Governance Model (eg Surgical Services)
    • Continue to identify BMH Physician Group initiatives
      • High quality healthcare delivery
      • Improved access
      • Improved patient satisfaction
      • Develop standardization and optimal benchmarks
      • Group Culture
  • Windham Economic Development Grant
    • New Model of Ambulatory/Office-based Practice
  • Specialty Strategy
    • ENT
    • General Surgery
    • Ortho


  • Meaningful Use Phase II
  • Imaging interface with DHMC
  • Hospital EMR
    • Coordinate and Support Evaluation Process for New System
  • IS Strategic Plan


  • Healthcare Reform
    • Evaluate participation in OneCare ACO Commercial and Medicaid contracts
    • Assess Impact of NH Exchange and restricted Provider Network restrictions
    • Impact of VT/GMCB Payor Initiatives
  • ICD10 Preparation
    • Ensure software applications are capable of supporting ICD10
    • Provide education and support for training of providers
  • Support Organization Improvement Efforts


 Other Opportunities for public participation with BMH include:

  • Serving as Corporators –150 community members who comprise the Corporators are invited to the annual meeting of BMH and our parent corporation. Corporators also serve on various Hospital committees including the Planning Committee which oversees the creation and implementation of the strategic plan.
  • Board membership and Board responsibility to represent community interests in decision making. The BMH Board is comprised of 11 voting members, 9 of whom are community residents with no other affiliation to the Hospital.
  • Active involvement of 135 volunteers who assist with many aspects of hospital work and who provide ongoing feedback to hospital managers.
  • BMH actively relies on patient satisfaction surveys which gather extensive feedback on hospital services from inpatients, Emergency Department patients, Rehabilitation Services patients and all other hospital outpatients (radiology, laboratory, oncology, cardio respiratory etc.). We use the scores and patient comments to improve our services.
  • Monthly Blueprint Clinical Planning Group meetings with key community leaders and organizations. BMH engages in multiple partnerships and contractual working agreements with the Brattleboro Retreat, Grace Cottage Hospital, and HCRS.
  • Annual Wellness in Windham Health Festival and Wellness in Windham Health Education classes held throughout the year
  • 2015 Community Health Needs Assessment. 822 community members participated in the assessment. Focus group was conducted with 15 local organizations that provide services and advocacy to minority, underserved and low income populations. Key questions included perceptions about health care needs as well as barriers to getting these health care needs met.

For more information about public participation events, you may contact Gina Pattison, Director of Development & Marketing at 802- 257-8314 or; BMH Director of Community Education Wendy Cornwell at 802-257-8325 or; or you may access our main hospital website at and click on Events Calendar. To contact the Wellness in Windham Calendar Health Education Calendar registration call 802-257-8867.