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STRATEGIC PLAN

 

HEALTH FIRST

FAMILY CARE CENTER

Strategic Plan

 Overview/Background

Given the developmental stage of Health First Family Care Center by mutual agreement of the Board and Staff, it was determined that the Fall of 1998 a strategic planning process should be conducted. During the late Summer the Executive Director of Health First initiated the beginning stages of the planning process by discussing the overall process with the Board of Directors and sending out a first phase memo asking for input from the Directors as to the process to be utilized. At the Board of Directors meeting of Health First Family Care Center held on September 1998, the Board agreed to a process to conduct a strategic planning in two relatively short meetings during November of 1998 which would be facilitated by the Executive Director and attended by key administrative staff members and the Board of Health First Family Care Center. The plan to be generated would be compiled by the staff after the second meeting, brought back to the Board for their review and approval during the December Health First Family Care Center Board of Directors Meeting to include an action plan time line for the further development and implementation of each stage of the strategic plan.

I. Strategic Planning Process.

A. Prior to the first strategic planning meeting of November 15th, the Board was sent a memo indicating key questions that they should be considering in preparing for the strategic planning process to stimulate their interested and ideas for the strategic plan.

B. In strategic planning meeting number one, the Board utilized nominal group process techniques to carry out a review and a key word development for the mission statement of Health First Family Care Center. A subcommittee consisting of: Martin Feuerstein, Dennis Pancoe and Rick Silverberg was established to take these key words and work on a revised mission statement for Health First Family Care Center reflecting this new input from Board and Staff.

C. The second phase of strategic planning in meeting one included a nominal group process mechanism to identify and list the key strategic issues faced by health First Family Care Center. The key issues were categorized and summarized and brought forward to the next phase of strategic planning held in meeting number two. In this session, the list was presented to the Staff and Board Group, broken into two component parts, those that were considered operational and would be addressed primarily by Staff and those that were considered policy and developmental which would be considered by the entire Board and staff assembly.

D. The Staff and Board group using a worksheet process, tackled each of the five listed strategic issues that were considered policy or long term direction for the purpose of developing goal statements and strategic goal direction for Health First Family Care Center. Following the worksheet process for each one of the areas it was reviewed and summarized on the board with the entire group. These summary materials were taken by the staff and developed into the goal statements included in the strategic plan.

 

II. Implementation of Component Parts of Strategic Plan, Goal by Goal. The following sections lists each individual strategic goal for Health First. First strategic policy then operational. For each individual goal, the component parts that need to be developed are listed accompanied by a listing of the responsible parties and the time frame in which they would be developed.

 

III. Strategic Goals of Policy.

Goals

Objectives

Time Line

Responsible Party
A. To operate Health First Family Care Center in a fiscally sound manner. A1. To develop a Business Plan for Health First Family Care Center. By the end of January 1999. Executive Committee of the Board of Directors and the Executive Director.
B. To continue to expand the client population served by HFFCC with an emphasis on clients who have means to pay for the services they receive while continuing within our mission and mandates to provide services on a sliding fee scale to everyone regardless of their ability to pay. B1. To develop a marketing plan for HFFCC. By the end of December 1998. To be presented to the Board at the January BOD meeting. Executive Director with consultation from other administrative staff and the Board of Directors to review at the January BOD meeting.
C. Mandates. To continue to operate HFFCC within the context of all existing mandates and to carefully review any new contracts or grants to assure that any mandates that they require do not unduly stress the fiscal soundness or overall mission of HFFCC. C1. Maintain an ongoing list of the criteria or mandates for each existing grant or categorical funding or special funding source like FQHC and the mandates that go along with it. On going. Administrative Assistant to the Director of HFFCC.
  C2. To review any new potential grants or funding sources scrupulously for mandates which may be new and especially and/or different than those on the existing list. To also identify potential costs and benefits of each to the overall mission and fiscal soundness of HFFCC before proceeding with applications. On going. Executive Director and Assistant as well as consulting with the Board of Directors.
D. To develop and maintain a high level of access to HFFCC services. D1. To maintain a high level of collaboration with other agencies to facilitate knowledge base and general availability of services to the clients in our services delivery network. On going. Staff. Board of Directors. All.
  D2. Part of Marketing Plan. To clarify through marketing who and what HFFCC is and that people understand that they have access to our services. Feb/March 99 Executive Director.
  D3. Explore and develop additional transportation options in collaboration with other agencies. On going. Executive Director and other agency representatives to the Board that are cross over with other agencies in CCNTR.
  D4. To provide additional education and inservice to Staff to help them to understand what access is and when it is and is not appropriately available to clients. On going. Executive Director and Medical Director.
  D5. To develop a patient education plan for self responsibility and knowing when to call and when not call. April 1999. Medical Director and Clinical Staff.
E. To maintain a high quality service HFFCC. E1. To continue to implement an ongoing continuous Q/A program. On going. Annual Cycle with measures for State of NH and FQHC and report back to Board. Entire Clinical staff of HFFCC. Received by the Board of Directors annually.
  E2. Development of Patient Satisfaction Survey.

 

 

E2a. Patient satisfaction survey done as a mail out survey to the patients of HFFCC after they have completed a round of patient visits.

 

 

 

 

 

E2b. Through the use of the survey tools at check out at HFFCC

 

 

The survey tool will be prepared by April of 1999. The survey will be completed and a report back to the Board of Directors by June of 1999.

 

On going.

  

 

 

Executive Director, Assistant to Executive Director and an adhoc sub committee of the Board of Directors.

 

 

 

 

Assistant to the Director, Front Desk Staff and CHAN Staff.
F. To expand resources and/or services of HFFCC by developing stronger coalitions with area businesses and industry. F1. To recruit business and industry members to participate as volunteer Board Members of HFFCC. On going. Executive Director and Nominating Committee of the Board of Directors.
  F2. Board Members who are involved with local groups to make contacts with business and industry members and talk about their work on the Board of HFFCC, our needs and our directions for the future. On going. Board of Directors.
G. Enhance coordination of care with other agencies. G1. To continue to work with other agencies through CCNTR doing joint planning, needs assessment and development and implementation of services. On going. Entire Staff of HFFCC and the members of the Board of Directors who are staff from other agencies.
H. To develop new mission statement as conclusion to strategic planning process. H1. To review word list and key characteristics identified during strategic planning meeting number one and assemble a new mission statement for delivery to HFFCC Board of Directors. To the Board of Directors by February 1999. Sub committee consisting of: Rick Silverberg, Martin Feuerstein and Dennis Pancoe.

 

 

III. Operational Goals and Objectives that would be addressed primarily by Staff of HFFCC.

Goal

Objective

Time line

Responsible Party
A. Staff. To maintain an appropriately trained and compensated staff for implementing the services of HFFCC. A1. To reach a balance point between increasing the number of staff as appropriate with in balance budget perimeters for the increasing number of patients. On going. Executive Director and Business Manager of HFFCC.
B. Hours of Operation. Within the definition of accessibility, hours of operation will be developed and implemented to meet client needs with in the availability of staff resources and budget resources utilizing a scheduling system that maximizes available services for increasing volume of patients with out increasing costs. B1. To review all possible mechanisms for developing new hours of service operation to meet client specific interests and needs. Example: Nights and weekends. To be reviewed by staff on an on going basis from January through September of 1999. Executive Director, Medical Director and Business Manager.
C. To utilize models of direct service delivery in HFFCC that are examples of "best practices" within community health centers. C1. Enhance coordination of care within our internal treatment teams. New clinical team meetings beginning December 15, 1998 and continuing ongoing. Medical Director and Executive Director.
  C2. Promote a shift in model to allow for more clients to be served with existing resources. ex: Utilize more groups and some clinical models of service. First elements of review in December/January of 1998 and 1999. First elements of implementation in February of 1999 and ongoing thereafter. Medical Director and Medical Staff to implement with assistance in planning from Executive Director and Business Manager.
D. To develop outcome measures to demonstrate to third part payors quality of service. D1. To work closely with CHAN and continuous quality improvement teams internally at HFFCC to develop additional Q/A measures for 1999 program year. Review of annual Q/A plan in December 1998. Development of new goals in Jan 1999. Implementation of plan throughout program year. Executive Director and Medical Director, program coordinators.
E. Capital. To develop a sub section of the business Plan that address acquisition of capital for HFFCC. E1. To identify new technology needs for HFFCC for the next two years. By April of 1999. Executive Director with input from Staff.
  E2. Develop long range (3 year) list of replacement or new machinery or equipment needs for HFFCC and potential funding sources. By the beginning of the next budget cycle in the Summer of 1999. Executive Director, Business Manager and Staff of HFFCC.
  E3. Develop and research additional grant funding for capital equipment purchases to support the core mandates of clinical services and the long range capital and new technological list above.   Executive Director, Assistant to Executive Director and Interns working with the Executive Director on an ongoing basis.

 

VI. Conclusion. The strategic planning process was developed and implemented jointly between the Executive Staff and the Board of Directors of Health First Family Care Center during the Fall and early Winter of 1998. The above plan will be reviewed and approved of by the full Board of Health First at their December meeting. Implementation will occur on an ongoing basis thereafter. All involved agreed that the process had been appropriate and constructive and suggested that a repeat process of strategic planning could occur at some point in the future as appropriate.

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