Home

2030 Strategic Plan

Northern Arizona Healthcare’s mission and vision support our work to continually improve as a health care system so that we can always provide best-in-class care to a very large region.

Our 2030 Strategic Plan sets a path for our work and goals from 2025-2030. The plan is carefully crafted to build on our successes, take advantage of opportunities to improve and innovate as we provide everything from life-saving trauma care to annual wellness checks.

How we crafted this plan

Northern Arizona Healthcare spent nearly two years listening to thousands of northern Arizona residents, NAH colleagues, community leaders, patients and health care providers throughout the region to understand how we can best serve a more than 50,000-square-mile area.

Image of arrow

We listened, we asked questions, and we sought to understand the region’s needs through the voices of those we serve. We held dedicated conversations, interviewed individuals, hosted focus groups, fielded broad community surveys and sought to reach many voices.

Image of arrow

Throughout the listening work, clear themes emerged. We found many occasions in which we heard similar priorities from people of varied geographic areas, life experiences and health needs, those who are new to the region and those who have lived among the landscapes of northern Arizona for generations.

Image of arrow

Next, the NAH Board of Directors worked for months to revise the themes into a set of strategic imperatives to drive our work.

From 2025 – 2030 NAH will:

Strategic imperative 1.0

PUT OUR PEOPLE AND COMMUNITY FIRST

Strategic objective: foster trusted relationships with colleagues, providers and community

Strategic initiatives:

  1. Retain, recruit and invest in our leaders, colleagues and providers
  2. Form new and strengthen existing community partnerships
  3. Build and maintain a workforce pipeline for our colleagues and providers
  4. Cultivate a culture of engagement and transparent communication
  5. Be a critical partner in a lead role in the community health infrastructure
  6. Listen to and be visible in the communities we serve

Strategic imperative 2.0

ADVANCE OUR PATH TO CLINICAL EXCELLENCE

Strategic objective: Advance patient safety and quality in a culture of accountability to achieve exceptional outcomes

Strategic initiatives:

  1. Deliver the safest, highest quality of care to our patients
  2. Provide patient-centered care and best-in-class experience
  3. Address disparities by improving community population health outcomes and achieving equitable access to care
  4. Standardize timeliness, efficiency and effectiveness across the care continuum
  5. Optimize use of electronic health records for our patients and colleagues
  6. Integrate evidence-based practices to reduce harm and enhance reliability and outcomes of clinical care

Strategic imperative 3.0

GROW OUR REACH (INCLUDING THE CONSTRUCTION OF A MODERN REGIONAL REFERRAL HOSPITAL FACILITY)

Strategic objective: Expand our reach and improve access to care addressing barriers to care to meet the diverse needs of our rural communities

Strategic initiatives:

  1. Improve access to primary and specialty care including ambulatory sites growth
  2. Create a frictionless digital front door experience (e.g., online self-scheduling)
  3. Grow and add defined signature services (e.g., Cardiovascular, Oncology, Orthopedics, Women’s & Children’s, Behavioral Health and Trauma)
  4. Strengthen the NAH brand internally and externally
  5. Grow inpatient and outpatient capacity to meet community need including the construction of a modern regional referral hospital facility
  6. Meet the access needs of the rural communities and tribal nations through comprehensive outreach and enhanced virtual care services

Strategic imperative 4.0

ACHIEVE FINANCIAL AND ORGANIZATIONAL STABILITY

Strategic objective:  Develop technology-enabled care models that ensure financial stability in a consumer centric, provider informed, clinically integrated health system.

Strategic initiatives:

  1. Collaborate with providers and colleagues to design high-performing models of care
  2. Secure transformative philanthropic investments
  3. Leverage technology to enable superior outcomes
  4. Realize value-based care models that drive cost effectiveness and consistently deliver exceptional clinical outcomes
  5. Innovate and scale impactful ideas to transform care delivery
  6. Adapt to public policy and industry changes impacting NAH