Strategic Plan 2025
Strategic Plan 2022-2025
For inquiries, contact us.
12 East Brunswick Avenue Byhalia, MS 38611
Phone: 662-838-2163
facebook.com/byhaliafamilyhealthcenter/
www.northeastmshc.com
About Northeast Mississippi Health Care, Inc.
The creation of Byhalia Family Health Center in 1979 resulted from the efforts of a group of dedicated local citizens who recognized the urgent need for obtaining health care for the medically underserved population of Marshall, Tate and Desoto Counties. The local group incorporated Northeast Mississippi Health Care, Inc. (NEMHC, Inc.) in 1979 as a nonprofit private corporation and received a grant from the United States Public Health Services to equip and open a Community Health Center in Byhalia. In April 1993, Mt. Pleasant Family Health Clinic opened to provide easier access to health care for the residents of northern Marshall County. In July 2014, DeSoto Community Health Center was opened in Southaven, MS with funding provided by Baptist Memorial Foundation to serve DeSoto County residents. Northeast Mississippi Health Care is overseen by a Board of Directors reflecting the diversity of this region. This diversity is demonstrated in where they live, their professional expertise regarding the social drivers of health, as well as social and cultural characteristics.
Our Board of Directors
Our Staff Clifton Rodgers, MD - Executive Director / CMO Andrea Chrestman - Chief Operating Officer Vickey Spencer - Special Projects / Grants Ruby Wilkins - Human Resource Coordinator Dee Miller - Fiscal Officer Antionette Isom - Front Office Manager Cassandra Washington - Lab/X-ray Supervisor Edna Brown - IT Coordinator MeLisa Creel - Insurance/Billing Rose Muhammad, RN- Nursing Supervisor Tyeisha Moton- Case Manager
Octavius Ivy, Chairperson Marta Smally, Secretary Lizzie Joyce Blackmond, Treasurer Sue Brents Hope Cunningham
Donna Horne Fannie Lampley Bobby Rice David Taylor Shamika Watson
Leadership Message We are delighted to share our new strategic plan with you. Northeast Mississippi Health Care, Inc. (NMHC) has developed our strategic plan to inform and guide our important work over the next three years. The plan was developed to prioritize the work that addresses the needs of individuals and families in the communities we serve within an evolving healthcare and social policy environment.
The strategic planning process has allowed NMHC to proactively assess the external and internal environment for emerging trends, expectations, and issues. The resulting plan builds on and enhances our capacity to nurture a culture that supports health, wellness, and community responsibility for caring for each other, the individuals, and the families we serve. Over the next three years, our strategic plan will focus on improving the quality of our services and transforming how those services are delivered in order to improve outcomes, patient satisfaction, and the efficiency of service delivery. We take pride in the initiatives highlighted in this report, and we extend our deepest gratitude to our dedicated staff, board members, and community partners for the role they all play in our continued success. We are excited for what’s to come and look forward to enhancing our services to meet the growing demands of the communities we are committed to serving. Wishing you good health,
Clifton Rodgers, MD Executive Director & Chief Medical Officer
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Process Our updated strategic plan was developed with input from a wide variety of constituents, as well as a review of relevant data. The process used demonstrates our continued commitment to advancing our vision while upholding the core values of our organization. Northeast Mississippi Health Care engaged the services of a planning consultant familiar with the work of FQHC’s. The ED directed the overall planning process, with guidance and facilitation of the consultant. Planning workshops were held with a team comprised of board members and staff to identify strengths, weaknesses, opportunities, and threats; review trends in the local and state legislative environments; review and revise as needed the mission statement, vision, and values; study service area needs; and identify strategic initiatives. Additional meetings were held with the ED and staff to identify and finalize the goals, strategies, and action steps. The strategic plan draft was then presented, reviewed, and approved by the Board of Directors.
Mission and Vision
Our strategic planning team reviewed our organization’s current mission, vision, and values and recommended minor changes to the statements to represent and describe our current and future purpose.
Our Mission
To provide quality preventive and primary healthcare services for all.
Our Vision
Everyone has an equal opportunity for a healthy life.
Our Values
• Integrity • Teamwork • Loyalty
• Unbiased • Inclusion • Quality • Dependability • Good Customer Service
Stakeholders
For the planning process to be effective, it was critical that it be conducted in the context of the community we serve. We proactively sought input from our community leaders to better understand their perception of Northeast Mississippi Health Care and to build strong support for the plan’s future implementation. Individuals representing board, staff, community stakeholders, non-profits, and public agencies were invited to provide input via an on-line survey. Some of the feedback provided by the group is bulleted here.
Community
What should be the priorities for NMHC over the next few years?
What does NMHC do best? • High-quality services
• Collaborative partnerships • Expansion of services & capacity • Increased visibility • Improved customer service • Advocacy & legislative impacts • Specialty services • Fundraising • Clinical Learning / Academic
• Outreach in the community • Collaborative efforts • Availability & diversity of services • Patient-centeredness
Board & Staff How might NMHC best respond to external changes and trends? 1. Academic partnerships 2. New sites / facilities 3.
What other investments might NMHC need to make to respond to these changes and trends? 1. Technology investments 2. Staff training & development 3. Equipment upgrades 4. Organization structure / infrastructure building
New / diversified revenue sources Increased advocacy efforts Collaboration with like-minded organizations
4. 5.
6.
Increased marketing & communications
7.
Fundraising
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PEST Analysis In a PEST analysis, individuals brainstorm the “big picture” characteristics of the organization’s external environment (this could be a community, region, country, etc.) and from this, draw conclusions about significant forces of change operating within it.This exercise provided the Strategic Planning Team with a context for more detailed planning. Similar to a SWOT, the PEST Analysis allowed us to look at the “big picture” factors that might influence our strategic decisions. Below are the Political, Economic, Socio-cultural, and Technology issues that were identified by the Strategic Planning Team as having an impact on Northeast Mississippi Health Care.
Political
• Gun control as public health issue • Medicaid expansion
• New Mayor • Medical marijuana • Highly divided by politics
Economic • Workforce issues • Childcare availability & expense • Wages vs Cost of Living • Global view- famine?
• Supply chain issues • Dependance on one manufacturer • Gas prices • Potential recession
Analysis PEST
Socio-Cultural
• Day to day
• Serve rural and urban mix • “Poor people are poor people” • Grandparents as parents • Growing Hispanic population
perspective vs long term survival • Increasing addiction • Social justice awareness • Generational gaps
Technology
• Broadband access • Immunization registry • Societal need for “instant results”
• Social media impact • Online check-in • Isolating to older populations • Data analysis/reporting
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SWOT Analysis SWOT is a useful technique for understanding the Strengths and Weaknesses of an organization, and for identifying both the Opportunities open to it and the Threats it faces. Our SWOT provided insight into what direction to take Northeast Mississippi Health Care. It is a tool that helped us to look at the internal and external environments and what impact it will have on the organization. It also provided valuable information to assist us to make decisions and create a meaningful analysis of the potential challenges, that we may face. Below are Northeast Mississippi Health Care’s strengths, weaknesses, opportunities, and threats as identified by the Strategic Planning Team.
Strengths
• Passionate about Mission • Committed & Supportive Board • Strong, compassionate leadership team • Retention of experienced providers
• Financial strength & stability • Continuous improvement • Open door communication • JC Ambulatory Standards & Lab
Weaknesses • Physical facilities • Shallow applicant pool • Workforce retention & recruitment
• Community engagement & marketing • Competitive wages/overall compensation • Internal communication
Analysis SWOT
Opportunities • Medicaid expansion • Improved communication • PCMH • Site expansion • MAT
• Specialty care • Collaborations & partnerships • Academic affiliations • Insurance VBC PFP
Threats • Competition • Health center pretenders • Economic challenges
• Ability to respond to unknown threats • Workforce
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Goals & Strategies
The Strategic Planning Team identified the strategic goals for the organization in key areas. Action Planning Teams in each strategic goal area of the organization were identified and began the development of action plans. Emphasis was placed on creating plans that measure progress and provide a level of accountability throughout the organization. During a series of web meetings, the Strategic Planning Team finalized goals, strategies, and action plans. Priority Area – Development We will improve health through outreach, patient engagement, and strong community relationships. 1. Increase community engagement and awareness of our services by implementing a sustainable marketing, branding and communication plan. 2. Increase the utilization of mobile services to reduce transportation barriers and increase patient access to services. 3. Enhance our community health outreach program to better connect individuals and families to the health and support services available to them for health improvement. 4. Create a comprehensive fund development plan which may include individual donations, grants, events, and improve channels for giving. Priority Area – Human Resources We will create a professionally satisfying work environment that attracts and retains skilled employees that are dedicated to our mission. 1. Recruit qualified, diverse candidates to continue to build a workforce that best meets the needs of the organization. 2. Implement a competitive compensation program that attracts and retains personnel, while promoting career advancement. 3. Develop a culture where staff are engaged, empowered, and feel valued both personally and professionally. 4. We will promote educational and development opportunities which encourages professional growth. 5. Implement a board development plan that includes self-evaluation, training, and ensures all members are effectively fulfilling their governance and oversight responsibilities.
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Goals & Strategies
Priority Area – Quality We will meet or exceed our quality, compliance, accreditation, and risk management goals. 1. Improve our internal work processes to increase staff productivity and effectiveness to provide better coordinated services that result in improved quality of care. 2. Maintain compliance with Joint Commission and achieve recognition as a Patient-Centered or Primary Care Medical Home (PCMH). 3. Collaborate with the community in order to improve preparedness and communication regarding disaster planning with an emphasis on risk management techniques. 4. Improve patient satisfaction. Priority Area – Finance We will continue to be responsible stewards of our financial resources, improve our financial viability, and long-term program sustainability. 1. Assess and implement revenue maximization strategies that reduce our dependency on non-program revenue. 2. Build and sustain an operating cash reserve to ensure the ability to respond to changing capital needs and the investment in new programs and services. 3. Develop a financial risk management plan to ensure continuation of services in the case of sudden decline or loss of revenue due to a catastrophic event. 4. Create a culture of financial accountability throughout the organization. Priority Area – Growth We will ensure our continued growth to meet the healthcare needs of our current and potential patients in the communities we serve. 1. Increase number of service delivery sites and increase access to quality healthcare in communities of greatest need. 2. Increase access to specialty care by developing new service lines in existing and new locations. 3. Cultivate and strengthen mutually beneficial collaborations and partnerships to advance the shared mission of improving community health.
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Communication
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Northeast Mississippi Health Care steadfastly believes that strategic plans and processes only work when they are embraced by all employees and the Board and are integrated into each decision and action. Communication of the strategic plan will be a constant, enhancing the understanding of the mission and vision. The strategic plan will be communicated through face-to-face interactions, electronic, and print media. The strategic plan is the framework that all employees and governance will use for creating their planning processes and day-to-day work. It is a “living” document that will be monitored quarterly, reviewed annually, and updated every three years.
Our Patients
Our Community
Our Team
Approval & Acceptance
The plan represents the commitment of the Board of Directors to our organization’s mission, vision, values, goals, and strategies. The Board recognizes that active governance and oversight are required, and the staff is committed to the plan’s implementation with quarterly tracking and alignment with Northeast Mississippi Health Care’s performance management systems for additional accountability. The Board of Directors of Northeast Mississippi Health Care approved the strategic plan on ______________________ .
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Strategic Planning facilitation by:
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