schc front cover vn'15 · • community and school base services (’15) • we are...

0 7 / 0 1 / 1 5 - 0 6 / 3 0 / 1 6

In this document

Purpose, Core Values, Vision 2

Lessons From History 3

Key for Use of Vision Navigation® Chart 4

Vision Navigation® Chart #1 5

Vision Navigation® Chart #2 6

List of Projects 7

Project Plans Collaborations with Other Care Organizations 8 Community Outreach & Involvement 11 IT Plan 13 Life Boat 15 Service Expansion 16

Improve Written Internal Policies & Procedures 18 Leadership Support & Structure 20 Staff Development 22 Board Development 24

Version 6.1

Mission

Sunshine Community Health Center is committed to accessible, proactive, quality health care, promoting community wellness through outreach and education

Purpose

Building healthy communities through accessible, high quality health care

Core Values

From our history to date and from the commitments that we all share now about the future, we have defined the values that should guide all of our activities and staff in the years to come. These are our core values:

• Compassionate Care: We care about our patients and it shows (’01)

• Ethical: We strive to do the “right thing” (’01)

• Community-based: We make decisions that are grounded in community needs and values (’01, ’03)

• Fiscal Responsibility: We are good stewards of our resources and strive for financial independence (’03, ’15)

• Teamwork: We strive to work together for the best interest of the clinic and the community we serve (’03,’05,’15)

Our Vision

To become the healthiest rural area in the USA (’01)

• Increased, integrated services

• Community involvement

• Training center for rural health care providers

• Adequate funding

• Community and school base services (’15)

• We are progressive and stay on the leading edge of health care (’15)

• We are a high functioning organization with excellent systems and processes (’15)

Vision Navigation® 2

Version 6.1

Lessons From History

Our history to date has taught us much about what works well and what should not be repeated. The following are considered to be our major lessons from history at this point in our history. These should serve as operating principles that guide our journey into the future:

• Good communication is essential (’01) • Good leadership is invaluable (’01) • More money is better than less money (’01) • Physical space affects quality of care (’01) • Integrity will weather all storms (’01) • Collaborative relationships are a mixed bag (’01) • Vision – don’t lose sight of it (’01) • Flexibility is important (’01) • Quality employees count (’01) • Cheaper to retain than retrain (’01) • Historical understanding is critical for continuity (’01) • Investing in learning pays (’01) • Hire for attitude train for skill (’01) • Healthy organization comes from healthy people (’02) • Clear bylaws are critical for success (’02) • Food makes us more productive in meetings (honey makes the eyes sparkle) (’02) • Do not start something we can not sustain (’03) • Adequate preparation is key to successful change (’03) • There is a time to say “no” (’03) • It is OK to ask for help (’03) • Need a strong skeleton for a healthy body (’04) • Keep our sense of humor when things go wrong (’04) • Accountability counts (’04) • Comprehensive systems are essential for organizational health (’04) • Project Managers earn their money (’04) • The board experiences growing pains (’05) • Clinic must have a greater focus and understanding of IT and make appropriate

plans (’05) • Collaborative leadership has righted our ship (’15) • Community trust is vital (’15) • We have to take care of our selves to take care of others (’15)



Version 6.1

Key for Use of Vision Navigation® Chart

The Vision Navigation® Chart depicts the steps required to make the vision a reality and to handle priority issues associated with improving the organization's effectiveness.

The chart reads from left to right. The left represents present time and the far right the vision of what is to be achieved. Because of the rapid pace of change, detailed planning has been completed only for the current year. Each colored arrow on the chart contains one project. The vertical lines divide the projects into quarters for ease in understanding whether the organization is on schedule in accomplishing its aims.

There are two types of projects that may be included on the chart. Improvement projects are intended to work on the efficiency, efficacy, quality, profitability, and/or culture of the organization. Strategic projects are intended to grow the organization and move it toward its vision in the marketplace.

Each strategic initiative has been assigned an identifying letter, and the quarterly milestones or tasks are written in ovals. Each improvement project has been assigned an identifying number, and the quarterly milestones are written in rectangles. Following the chart are complete write-ups of each strategic initiative and improvement project to provide supporting documentation to clarify the projects being undertaken. In the Appendix is a section titled “Use of the Vision Navigation® Chart”, which explains how to use and update this tool on a monthly basis.

Below is a key to information contained within each box or circle on the chart:

STRATEGIC

INITIATIVE

A.1 WMD

IMPROVEMENT PROJECT

1.1 WMD

INITIATIVE BEING ADDRESSED

INITIALS OF PERSON RESPONSIBLE FOR THE OUTCOME OF

PROJECT BEING ADDRESSED

REFERS TO THE OUTCOME OF THE INITIATIVE

REFERS TO THE OUTCOME OF THE PROJECT

INITIALS OF PERSON RESPONSIBLE FOR THE OUTCOME OF THE INITIATIVE

Community Outreach & Involvement

Strategic Initiative B:Community Outreach & Involvement

2-year Goal:•Needs assessment completed & plan

developed for need fulfillment1-year Target:

•Funding secured for comprehensive needs assessment & initial

plan developed

06/30/1612/31/15 03/31/1609/30/15

06/30/1612/31/15

Collaborations with Other Care Organizations

Strategic Initiative A:Collaborations with Other

Care Organizations2-year Goal:

•New collaborations identified & initiated

1-year Target:•Identified collaborations optimized

(PT, Behavioral Health, Pharmacy, APCA)Metric:

•Number of patients/payer mix•Provider knowledge base

03/31/1609/30/15

06/30/1612/31/15

IT Plan

Strategic Initiative C:IT Plan

1-year Target:•IT plan completed & implemented

03/31/1609/30/15

911 W. 8th Avenue Suite 205 • Anchorage, Alaska 99501 • 907.276.4414 Fax 276.4419 • www.professionalgrowthsystems.com

06/30/1612/31/15

Life Boat

Strategic Initiative D:Life Boat

3-year Goal:•Funding for our programs secured

1-year Target:•Plan in place to address

funding short falls

03/31/1609/30/15

06/30/1612/31/15

Service Expansion

Strategic Initiative E:Service Expansion

3-year Goal:•New in house services or expansion

of current services1-year Target:

•Service expansion plan completed

03/31/16

Need assess-ment completed for in

house service expansionE.1 SJ

Financial implications of service

expansion knownE.2 VB

09/30/15

Space constraints identifiedE.3 SJ

Potential funding sources explored

(services & facility)E.4 MP

Service expansion plan

developedE.5 MP

HRSA funding changes

knownD.1a MP


knownD.1b MP


knownD.1c MP


knownD.1d MP

Life Boat plan developed

D.2 BF

Life Boat plan approved

D.3 BF

Financial analysis of impact of no

HRSA finding completedD.4 VB

Plan written

C.5 MP

In house expertise increased

(system infrastructure)C.4 MP

Strategy developed for consoli-

dating IT vendorsC.3 MP

In house expertise

increased (EHR)C.2 SJ

Analysis of IT need completed

C.1 MP

Part time outreach coord-

inator hiredB.5 SSH

Visibility increased at

community eventsB.1a SSH

Patient education happening

through multiple mediaB.2a MP

Website upgrade completed

B.3 MP

Funding secured for assessment

& coordinatorB.4 VB

Outreach plan developed for

funding (assessment, coordinator, programs)

B.6 MP


community eventsB.1b SSH


community eventsB.1c SSH


community eventsB.1d SSH


through multiple mediaB.2b MP


through multiple mediaB.2c MP


through multiple mediaB.2d MP

Effective coll-aborations established through APCA network

A.2a MP

Funding opportunities for

collaborations explored (collective impact)

A.1a MP



A.1d MP



A.1c MP



A.1b MP


A.2b MP


A.2d MP


A.2c MP

Effective Dental peer review

process establishedA.7 BF

PT services stable in Talkeetna

A.3 MP

PT services started in Willow

A.4 MPAssessment

of patient satisfaction for Pharmacy services

A.9a SJ

Reporting struc-tures for effective PT

collaborations developedA.5 MP

Pharmacy contract in place

A.6 MP

Pharmacy patients transitioned

A.8 SJ

Tele-Psych services established

A.10 SJ

Assessment of patient satisfaction for Pharmacy services

A.9b SJ

Assessment of patient satisfaction for Pharmacy services

A.9c SJEffective BH

supervision & peer review process established

A.11 SJ

Needs assess-ment completed for specialty services

A.12 SJ

Cost benefit analysis completed

for PharmacyA.13 VB

Our Vision:To become the healthiest rural

area in the USA (’01)

Increased, integrated services

Community involvement

Training center for rural health care providers

Adequate funding

Community & school base services (’15)

We are progressive & stay on the leading edge of health care (’15)

We are a high functioning organization with excellent systems & processes (’15)

VB Valera BrickelRB Richard BurgenerHC Harold ConradBF Bill FrantzSJ Shelis JorgensenMP Melody PalermoAS Amanda SimpsonSSH Stephanie Stanely-Harrell

Vision Navigation® Chart #1

07/01/15 - 06/30/16

Purpose:Building healthy communities

through accessible, high quality health care

Version 6.1, 04/13/15

Our Vision:To become the healthiest rural

area in the USA (’01)

Increased, integrated services

Community involvement

Training center for rural health care providers

Adequate funding

Community & school base services (’15)

We are progressive & stay on the leading edge of health care (’15)

We are a high functioning organization with excellent systems & processes (’15)

VB Valera BrickelRB Richard BurgenerHC Harold ConradBF Bill FrantzSJ Shelis JorgensenMP Melody PalermoAS Amanda SimpsonSSH Stephanie Stanely-Harrell

Vision Navigation® Chart #2

07/01/15 - 06/30/16

Purpose:Building healthy communities

through accessible, high quality health care

Improve Written Policies & Procedures

Improvement Project 1:Improve Written Internal Policies & Procedures

3-year Goal:•Relevant policies & procedures & a review process established

1-year Target:•Process for the development of

policies & procedures with priority policies & procedures identified

& finalized

Prioritized list (# to work on) & of all needed policies &

procedures completed

1.1 SSH

06/30/1612/31/15 03/31/1609/30/15

911 W. 8th Avenue Suite 205 • Anchorage, Alaska 99501 • 907.276.4414 Fax 276.4419 • www.professionalgrowthsystems.com

Version 6.1, 04/13/15

Leadership Support & Structure

Improvement Project 2:Leadership Support & Structure

1-year Target:•Efficient & effective management team operating in a well supported

work environmentMetric:

•Conversation of team members

Needs identified

2.1 BF

06/30/1612/31/15 03/31/1609/30/15

Staff Development

Improvement Project 3:Staff Development

2-year Goal:•Effective training & support

system established1-year Target:

•Training & support needs & plan established

Metric:•Turnover

Training & support needs established (requirement

vs. improvement)

3.1 SSH

06/30/1612/31/15 03/31/1609/30/15

Employee retention plan

developed

3.4 SSH

Training & support budget

developed

3.3 SSH

Best practices identified to fill needs (consider retention)

3.2 SSH Training & support system

documented

3.5 SSH

Training & support tracking system

developed

3.6 SSH

Measure of success defined

& used

2.5 MP

Strategies implemented

2.4 MP

Funding for needs secured

2.3 VB

Strategy defined to

address needs

2.2 MP

QA process for P&P defined

1.3 SJ

Look & feel of policies & procedures defined

(standardized)

1.2 SSH

Accessibility defined for policies

& procedures

1.4 MP

Top priority policies & procedures

written

1.5 SSH

Board Development

Improvement Project 4:Board Development

3-year Goal:•Knowledge base at a high level, fluid

communication, high degree of competency, …

1-year Target:•Board Review process in place, mentoring

program, board development packageMetric:

•Scores on Board Review

Board member education package developed (with

way to keep updated)

4.4 AS

06/30/1612/31/15 03/31/1609/30/15

Board Review calendar

developed

4.2 RBBoard member core competencies

defined

4.1 AS

Board Review process in

place

4.3 RB Board Review process instrument

developed

4.5 RB

Mentoring program built (structure,

timing, materials)

4.6 HC

Version 6.1

Project Plans

Each strategic initiative has been assigned a letter and each improvement project has been assigned a number.

The following are the strategic initiatives of Sunshine Community Health Center to be undertaken in the coming year:

A. Collaborations with Other Care Organizations

B. Community Outreach and Involvement

C. IT Plan

D. Life Boat

E. Service Expansion

The following are the improvement projects of Sunshine Community Health Center to be undertaken in the coming year:

1. Improve Written Internal Policies and Procedures

2. Leadership Support and Structure

3. Staff Development

4. Board Development


Version 6.1

Strategic Initiative A: Collaborations with Other Care Organizations

Description: This project seeks to strengthen relationships with support organizations.

Why:

• Brings resources and expertise to our communities

• Increases our knowledge base

• Strengthens the clinic

• Helps employee retention

• Helps us share what we do with others

What it Includes:

• Brings resources and expertise to our communities

• “Collective Impact” program

• Connection with APCA or other agencies for advocacy at state and federal levels

• MOA’s with other care organizations (behavioral health, pharmacy, internal processes and procedures…)

• Help enhance our board

• Helps us set benchmarks for comparison

2-Year Goal:

• New collaborations identified and initiated

1-Year Target:

• Identified collaborations optimized (PT, Behavioral Health, Pharmacy, APCA)


Version 6.1

Metric 1:

Measure name: Patient Utilization

Data plotted: Number of patients/payer mix

Type of chart: Bar

Target: TBD

Metric 2:

Measure name: Provider Utilization

Data plotted: Provider knowledge base

Type of chart: TBD

Target: TBD

Challenges:

1. Alignment with mission of potential collaborators

2. Distance to other potential collaborators

3. Our sliding fee scale

4. Space to accommodate collaborative services (PT, Vision, Tele-Health)

5. Finding funding for collaborative


Version 6.1

Outcomes: Who: When:

1. Funding opportunities for collaborations explored (collective impact) MP All Quarters

2. Effective collaborations established through APCA network MP All Quarters

3. PT services stable in Talkeetna MP 09/30/15

4. PT services started in Willow MP 09/30/15

5. Reporting structures for effective PT collaborations developed MP 09/30/15

6. Pharmacy contract in place MP 09/30/15

7. Effective Dental peer review process established BF 09/30/15

8. Pharmacy patients transitioned SJ 12/31/15

9. Assessment of patient satisfaction for Pharmacy services SJ 12/31/15, 03/31/16, 06/30/16

10. Tele-Psych services established SJ 12/31/15

11. Effective BH supervision and peer review process established SJ 12/31/15

12. Needs assessment completed for specialty services SJ 03/31/16

13. Cost benefit analysis completed for Pharmacy VB 06/30/16

Overall Team Leader: Melody Palermo

Team Member Responsible for Project Metric: Shelis Jorgensen

Team Members: Barb Mannix, Catherine Stankowitz, Cici Schoenberger, John Cook, Tom Taylor, Dan Afrasiabi, Derek Alley


Version 6.1

Strategic Initiative B: Community Outreach and Involvement

Description: This initiative will improve our relationship and responsiveness to the communities we serve.

Why:

• Builds community trust

• Lets community know our services

• Helps us understand our community needs

• Helps improve health as venue for education

What it Includes:

• Community needs assessment

• Participation in community organizations and events (health fairs, senior day,…)

• Increased awareness (Weekly radio show, news letter, teaching at the schools...)

• Improving web presence

2-Year Goal:

• Needs assessment completed and plan developed for need fulfillment

1-Year Target:

• Funding secured for comprehensive needs assessment and initial plan developed

Challenges:

1. Staff, leadership and board engagement

2. Finding a skilled outreach coordinator

3. Funding


Version 6.1


1. Visibility increased at community events SSH All Quarters

2. Patient education happening through multiple media MP All Quarters

3. Website upgrade completed MP 12/31/15

4. Funding secured for assessment and coordinator VB 03/31/16

5. Part time outreach coordinator hired SSH 06/30/16

6. Outreach plan developed for funding (assessment, coordinator, programs) MP 06/30/16


Team Members: Jenise McGraw, Anna Jolley, Sarah Kehoe, Tanya Olson, Sierra O’Connor, Kim Schlosser, Tanya Schnell, Keith Kehoe


Version 6.1

Strategic Initiative C: IT Plan

Description: This will be our road map to our future for IT.

Why:

• Can’t do anything with out IT any more

• Increased efficiency in our work flows

• Required for business

• Increases quality of care

• Decreases employee frustration

What it Includes:

• Super user training

• Finding $

• Defining who we want doing our IT support

• General employee training

• Interface and learn with other Centricity users (best practice)

• Training for leadership team

1-Year Target:

• IT plan completed and implemented

Challenges:

1. Funding

2. Training

3. Workforce collaboration time

4. Lack of in house expertise

5. IT support


Version 6.1


1. Analysis of IT need completed MP 09/30/15

2. In house expertise increased (EHR) SJ 12/31/15

3. Strategy developed for consolidating IT vendors MP 12/31/15

4. In house expertise increased (system infrastructure) MP 03/31/16

5. Plan written MP 03/31/16


Team Members: Catherine Stankowitz, Tanya Olson, CHC collaborative, 3rd party analyst


Version 6.1

Strategic Initiative D: Life Boat

Description: Survival plan if HRSA funding is reduced dramatically

Why:

• Keep our doors open

What it Includes:

• Development of strategy to support “Slide” patients

• Radical restructure of services of provided (alternative delivery scenario’s)

• Re-assessment of staffing need

• Looking for other funding

• Staying in communication with “gap funders”

• Investigation of early detection of potential $ threat

3-Year Goal:

• Funding for our programs secured

1-Year Target:

• Plan in place to address funding short falls

Challenges:

1. Not knowing what is coming

2. Stepping outside the HRSA box

3. Collaboration with our board

4. Collaboration with private sector


1. HRSA funding changes known MP All Quarters

2. Life Boat plan developed BF 03/31/16

3. Life Boat plan approved BF 03/31/16

4. Financial analysis of impact of no HRSA finding completed VB 03/31/16

Overall Team Leader: Bill Frantz Team Members: APCA, Board Finance Committee


Version 6.1

Strategic Initiative E: Service Expansion

Description: We will enhance our in house service offerings with this initiative

Why:

• Additional need

• Increased patient reliance on our clinic as their medical home

• Keeps us connected and increases providers knowledge base

• Enhances sustainability of the clinic

What it Includes:

• ID community needs

• Process for making this work (contracts, agreements…)

• Physical plant needs

• Financial modeling to make sure we can make this work

3-Year Goal:

• New in house services or expansion of current services

1-Year Target:

• Service expansion plan completed

Challenges:

1. Funding

2. Recruitment/retention

3. Identifying needs

4. Workspace


Version 6.1


1. Need assessment completed for in house service expansion SJ 03/31/16

2. Financial implications of service expansion known VB 03/31/16

3. Space constraints identified SJ 03/31/16

4. Potential funding sources explored (services and facility) MP 06/30/16

5. Service expansion plan developed MP 06/30/16

Overall Team Leader: Shelis Jorgensen

Team Members: Bill Frantz, Cici Schoenberger, Stephanie Stanley-Harrell, Joan Friderici


Version 6.1

Improvement Project 1: Improve Written Internal Policies and Procedures

Description: This project will establish current procedures for all departments and ensure their relevancy.

Why:

• Gives clear direction

• Improves consistency of delivery of service

• Helps with accountability

• Makes happier employees thus happier patients

• Provides for future employee training

• Increases stability

What it Includes:

• Clearly defined procedures for all functions of the clinic

• Inventorying procedures

• Development of method to keep procedures fresh

• Creating consistent procedure documentation method

• Create understanding of each others procedures as needed

3-Year Goal:

• Relevant policies and procedures and a review process established

1-Year Target:

• Process for the development of policies and procedures with priority policies and procedures identified and finalized


Version 6.1

Challenges:

1. Technical support/administrative

2. Time allocated to do the work

3. Complexity, where to start

4. Board support

5. Knowledge on policy


1. Prioritized list (# to work on) and of all needed policies and procedures completed SSH 09/30/15

2. Look and feel of policies and procedures defined (standardized) SSH 09/30/15

3. QA process for P&P defined SJ 09/30/15

4. Accessibility defined for policies and procedures MP 09/30/15

5. Top priority policies and procedures written SSH 03/31/16

Overall Team Leader: Stephanie Stanley-Harrell

Team Members: Tanya Olson, Tanya Schnell, Jenise McGraw, Catherine Stankowitz, Valera Brickel, Bill Frantz, Duronda Twigg, Jennifer Hales, Barb Mannix, Patient Services Manager


Version 6.1

Improvement Project 2: Leadership Support and Structure

Description: This project seeks to ensure leadership has adequate support to allow us to reach our strategic planning goals operating as a highly functioning supportive team.

Why:

• Sets tone and direction for clinic

• Strengthen the clinic

• Community perception

• Patient and community experience could be enhanced

• Employee morale

• Retention

• Personal sanity

What it Includes:

• Support staff

• Budget for management time

• Collaborative interaction with other health organizations

• Employee support and buy in

• Scheduling

• Communication

1-Year Target:

• Efficient and effective management team operating in a well supported work environment

Metric:

Measure name: Team satisfaction

Data plotted: Conversation of team members


Version 6.1

Challenges:

1. Funding for staff incentives

2. Time to work on this

3. Staff/admin support

4. Conflicting priorities

5. Identification of best practices


1. Needs identified BF 09/30/15

2. Strategy defined to address needs MP 12/31/15

3. Funding for needs secured VB 12/31/15

4. Strategies implemented MP 03/31/16

5. Measure of success defined and used MP 06/30/16

Overall Team Leader: Bill Frantz

Team Members Responsible for Project Metric: Melody Palermo

Team Members: Stephanie Stanley-Harrell, Shelis Jorgensen, Tanya Schell, Jenise McGraw


Version 6.1

Improvement Project 3: Staff Development

Description: This project will work to develop a training and support system that will address the needs of our employees.

Why:

• Consistency for new employees

• Minimize frustration with learning new things

• Reduce risk for organization

• Improves quality of care

• Retention of employees

• Increases productivity

What it Includes:

• Analysis of current training methods

• Schedule for training

• Resources for training

• Budget

• Analysis of what training is needed

• Retention

2-Year Goal:

• Effective training and support system established

1-Year Target:

• Training and support needs and plan established

Metric:

Measure name: Employee Turnover

Data plotted: Turnover

Type of chart: Line

Target: 10%


Version 6.1

Challenges:

1. Multiple levels of training needed with multiple levels of staff competency

2. Scheduling the time to do the training

3. Employees do not see the need for training and gaining their buy-in

4. Establishing best practices


1. Training and support needs established (requirement vs. improvement) SSH 09/30/15

2. Best practices identified to fill needs (consider retention) SSH 09/30/15

3. Training and support budget developed SSH 09/30/15

4. Employee retention plan developed SSH 09/30/15

5. Training and support system documented SSH 12/31/15

6. Training and support tracking system developed SSH 12/31/15

Overall Team Leader: Stephanie Stanley-Harrell

Team Members: Leadership Team, Duronda Twigg, Patient Services Manager, Tanya Olson, Catherine Stankowitz


Version 6.1

Improvement Project 4: Board Development

Description: This project will prepare the Board to do what we need to do.

3-Year Goal:

• Knowledge base at a high level, fluid communication, high degree of competency, …

1-Year Target:

• Board Review process in place, mentoring program, board development package

Metric:

Measure name: Board Development

Data plotted: Scores on Board Review

Type of chart: Line

Target: TBD

Challenges:

1. Time to learn

2. Funding to pay for the program,

3. Getting the Board together (attending meetings in an easier way)

4. Willingness to play well with others

5. Commitment of each Board member

6. Finding good Board members

7. Creating a “we” that works for both clinics


Version 6.1


1. Board member core competencies defined AS 09/30/15

2. Board Review calendar developed RB 12/31/15

3. Board Review process in place RB 12/31/15

4. Board member education package developed (with way to keep updated) AS 12/31/15

5. Board Review process instrument developed RB 03/31/16

6. Mentoring program built (structure, timing, materials) HC 03/31/16

Overall Team Leader: David Sutton

Team Members: Billy Fitzgerald, Dottie Leonard, Waneta Redmond


911 West 8th Avenue, Suite 205Anchorage, Alaska 99501

Office 907.276.4414Fax 907.276.4419Toll Free 877.276.4414www.professionalgrowthsystems.com

schc front cover vn'15 · • community and school base services (’15) • we are...

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