STRATEGIC PLAN 2023-2025
Tandem Health 1278 N. Lafayette Drive, Sumter, SC 29150 • Adult Medicine • Behavioral Health • Immunology • Pharmacy • Substance Use Disorder • Pharmacy Tandem Health Obstetrics & Gynecology 370 South Pike West, Sumter, SC 29150 • Obstetrics & Gynecology • Pharmacy Tandem Health Pediatrics 370 South Pike West, Sumter, SC 29150 • Pediatric & Adolescent Health • Pharmacy Tandem Health Dental 1105 N. Lafayette Drive, Suite C, Sumter, SC 29150 • Dental Tandem Health Family Medicine – Pinewood 25 East Clark Street, Pinewood, SC 29125 • Family Medicine
Tandem Health Family Medicine - Sumter 319 N. Main Street, Sumter, SC 29150 • Family Medicine Residency Program
www. tandemhealthsc .org
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LEADERSHIP MESSAGE
"We are committed to excellence and will continue to strive to make a difference in Sumter as we work to keep changing health care and enriching lives.”
We are delighted to share our updated strategic plan with you.
The plan emphasizes the importance of intentional and sustainable growth, establishing an inclusive and equitable environment, providing quality services, and proactively connecting with the communities we serve while providing a nurturing and supportive environment for our patients and the staff who serve them. 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 continue to play in our success. We are excited for what’s to come and look forward to enhancing our services to meet the growing demands of the
As a community health center, our mission is to promote and provide access to all regardless of ability to pay and to ensure that we provide integrated services that foster good health, well-being, and resilience in the patients we serve. The strategic planning process has allowed us to proactively assess the external and internal environment for emerging trends, expectations, and issues, prioritize our commitment to the individuals and families we serve, address evolving healthcare needs, and adopt a social policy-focused environment.
communities we are committed to serving.
Annie Brown, MHA, BSN, RN Chief Executive Officer
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OUR PLANNING TEAM OUR STAFF Annie Brown, Chief Executive Officer
Curt Ackerman, VP Business Development Rob Bailey, Director of Population Health Joyce Bair, Director of Risk Management & Quality Improvement Jason Gray, Chief Information & Technology Officer Ashley McCoy, Director of Clinical Operations- Peds & OBGYN Perry Morris, Chief Financial Officer Taurie Rhoten, Director of Clinical Operations- Adult/Family Medicine Marion Richardson, Corporate Compliance Officer
Allison Shuler, VP- Clinical Operations Janelle Smith, Chief Clinical Officer Monica Wilson, Revenue Cycle Manager Lindsay Windham, Accounting Manager Kristen Varner, Human Resources Officer
OUR BOARD Heidi Adler Jack Barnes, Secretary Alli Boyd, Vice Chairwoman Carolina Cruz Janesha Edwards Jonathan Flinchum, Chairman Page Hilton Muriel Johnson, Treasurer
Selena Smith Shavon White Lydia Woods-Johnson Contessa Wright
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OUR 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. Planning workshops were held with a team comprised of board members and staff to identify strengths, weaknesses, opportunities, and threats; review trends in legislative environments; review the mission and vision; study service area needs; and identify strategic initiatives. Tandem Health engaged the services of a planning consultant familiar with the work and unique needs of federally qualified health centers. The executive leadership team directed the overall planning process with the guidance and facilitation of the consultant. Additional meetings were held with the CEO and staff to finalize the goals, strategies, and action steps. The strategic plan draft was then presented, reviewed, and approved by the Board of Directors.
The Strategic Planning Team used information from the UDS Mapper, a data source that reports information from the Uniform Data System (UDS), along with US Census data with geographical reporting, to carefully analyze its service area.
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OUR MISSION & VISION FORTHE COMING YEARS
MISSION Tandem Health is a community-owned organization dedicated to building healthy communities by providing quality health care that is affordable and accessible with compassion and dignity for all people.
Our strategic planning team reviewed our organization’s current mission and vision and determined that the statements continue to represent and describe our current and future purpose.
VISION Your trusted community partner for a healthier tomorrow.
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OUR COMMUNITY STAKEHOLDERS For the planning process to be effective, we believed 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 Tandem Health , and to build strong support for the plan’s future implementation. Individuals representing community stakeholders, including hospitals, non-profits, and public agencies, were invited to provide input by participating in a survey. Some of the feedback the group provided is bulleted.
What should be the priorities for Tandem over the next few years?
What are Tandem Health’s strengths?
I
q Increased visibility and community awareness of Tandem and its services. q Collaborative partnerships and sharing of resources with other providers, non- profits, and community organizations. q Expanded clinical learning & academic partnerships.
q Providing high-quality services.
q Collaborative efforts to partner with other organizations to address community needs.
q Community outreach.
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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 Tandem Health.
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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 Tandem Health. 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 Tandem Health’s strengths, weaknesses, opportunities, and threats as identified by the Strategic Planning Team.
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OUR GOALS: QUALITY
We will demonstrate our commitment to continuous improvement.
How will we do it? Strategy 1: Evaluate and improve Quality, Compliance and Risk Management Committee and Communications. Strategy 2: Enhance and improve quality assurance processes to ensure effectiveness of performance improvement outcomes. Strategy 3: Leverage innovative and emerging technologies that results in meaningful and effective tools to manage compliance, risk and quality efforts. Strategy 4: Ensure that all staff understand their role and how it contributes to our quality program and the success of its outcomes. Strategy 5: Improve the effectiveness of our risk management program to increase safety and minimize risk to patients and staff.
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OUR GOALS: DEVELOPMENT
We will increase the community's awareness of our capacity to serve, enhance, and nourish the health & well-being of its residents and families.
How will we do it?
Strategy 1: Continue to enhance promotional efforts to educate community about Tandem's patient-centered care model. Strategy 2: Develop and implement a fund development plan that includes gifts, events, grants, annual giving, and philanthropic activities. Strategy 3: Enhance advocacy activities and collaborative relationships at the local, state, and federal level to further support public initiatives and policies aimed at the improvement of the overall health and wellbeing of our community.
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OUR GOALS: FINANCE
We will continue to be responsible stewards of our financial resources to maintain our long-term program sustainability while pursuing new revenue streams.
How will we do it?
Strategy 1: Diversify our payer mix to ensure the revenue necessary to support our mission to serve the under- and uninsured populations. Strategy 2: Implement material cost reduction initiatives and improve controllable expenses throughout the organization. Strategy 3: Develop a fully integrated grants and contracts management process that utilizes a value-based care approach to pre- and post award workflows and responsibilities.
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OUR GOALS: GROWTH
We will provide access to high-quality, affordable healthcare services that meet evolving community needs.
How will we do it?
Strategy 1: Create a standardized process for evaluating the feasibility and sustainability of new service opportunities. Strategy 2: Create a standardized process to evaluate existing services and programs’ ongoing effectiveness and impact. Strategy 3: Create a standard process for implementation that ensures efficiency, accountability, and effective communication in the launch of new programs, sites or services.
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OUR GOALS: EQUITY
We will nurture our organization, community, and patients through diversity, education, and inclusion.
How will we do it?
Strategy 1: Assess our current DEI efforts, workplace culture, and policies & procedures and create systems to address identified gaps and challenges. Strategy 2: Build our DEI capacity throughout the organization through education and training. Strategy 3: Prioritize, implement, and institutionalize equitable practices throughout the organization and in our external relationships.
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OUR GOALS: TEAM
We will foster an environment that attracts and retains a diverse, talented workforce.
How will we do it?
Strategy 1: Develop and implement a coordinated employee development plan to promote the confidence, competence, and career advancement of our team. Strategy 2: Nurture a work environment that accepts and values individuality, and employees feel we are invested in them both personally and professionally. Strategy 3: Develop a culture where employees are engaged, empowered and included in decision-making.
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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. Tandem Health 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. COMMUNICATING THE PLAN
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ACCEPTANCE & APPROVAL
The plan represents the commitment of the Board to the mission, vision, and organizational 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 Tandem Health’s performance management systems for additional accountability.
The Board of Directors of Tandem Health approved the strategic plan on April 25, 2023.
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1278 N. Lafayette Drive Sumter, SC 29150
www.tandemhealthsc.org
Team.
Tandem Health will foster an environment that attracts and retains a diverse, talented workforce.
Strategy 1: We will develop and implement a coordinated employee development plan to promote the confidence, competence, and career advancement of our team.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Analyze and revise job descriptions to clearly document core requirements, essential duties and competencies.
Updated job descriptions, readiness to create career ladders, and ability to identify positions appropriate for telecommuting.
Human Resource Officer Executive Leadership Team
B
C
1b Develop career ladders to facilitate learning, career advancement, and skill-based compensation within the organization, including a trainer/mentor program.
Increase in internal promotion rate both within and across departments, create more opportunities for pay increases, reduction in turnover. Identification of potential internal candidate(s) and relative training/development plan needed. Identification of when external recruitment plan will be needed.
Human Resource Officer Executive Leadership Team
B
C
Human Resource Officer Executive Leadership Team
1c Create formal succession plan for key departments and positions.
B
C
Strategy 2: We will nature a work environment that accepts and values individuality, and employees feel we are invested in them both personally and professionally.
MEASURES / INDICATORS
RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete
ACTION STEPS
Training of supervisors and employees on process, and completion of first Annual Coaching cycle with 6-month check-ins.
2a Implementation of performance module in DATIS.
Human Resource Officer
B
C
C
2b Develop an employee wellness program in which employees may choose to participate for both their physical and mental wellness.
Level of voluntary participation in programs offered. Monitor any decreases in health insurance costs.
Human Resource Officer
B
C
2c Continue with compensation analysis to update pay ranges and employee pay comparative to job market; research alternative compensation models.
Human Resource Officer Chief Executive Officer Board
Annual review of salaries in conjunction with budget planning. Reduction in turnover; increase in employment offer acceptances.
B
Ongoing
Team.
Tandem Health will foster an environment that attracts and retains a diverse, talented workforce.
Strategy 1: We will develop and implement a coordinated employee development plan to promote the confidence, competence, and career advancement of our team.
MEASURES / INDICATORS Strategy 3: We will develop a culture where employees are engaged, empowered and included in decision-making. ACTION STEPS
RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete
Schedule in-person meetings/trainings, required for all employees to attend; track attendance; attendees complete training evaluation at end of sessions.
3a Resume in-person All-Employee Trainings 1-2x per year for information sharing, team-building and appreciation.
Human Resource Officer Executive Leadership Team
Ongoing
BC
Ongoing
3b Establish schedule for regular Employee Satisfaction Surveys.
Track level of employee participation.
Human Resource Officer
B
3c Begin "Employees After Hours" on a regular schedule during which employees learn about what is happening at Tandem Health, may ask questions, share ideas, and also meet/talk with other employees.
Improvement in internal communication and sharing of knowledge.
Human Resource Officer Executive Leadership Team
Ongoing
BC
Quality.
Tandem Health will demonstrate our commitment to continuous improvement.
MEASURES / INDICATORS Strategy 1: We will evaluate and improve Quality, Compliance and Risk Management Committee and Communications. ACTION STEPS
2023 2024 2025 BY WHEN? B=Begin C=Complete
RESPONSIBILITY
1b Identify individual(s) to serve as clinical champion(s) for identified quality measures. Clearly define participation and committee roles.
Chief Medical Officer Quality Improvement
Clinical Champion identified, roles/participation defined
B
C
1c Identify Peer Review Committee leader and evaluate structure and purpose.
Chief Medical Officer Chief Compliance Officer
Leader identified, Peer Review Policy updated (if needed)
B
C
Strategy 2: We will enhance and improve quality assurance processes to ensure effectiveness of performance improvement activities.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
2a Review current QI/QA plan determine effectiveness of committee structure and membership.
Chief Medical Officer Quality Improvement
Review of current plan is complete, and actions identified.
B
C
2b Based on review findings of 1a, we will create and implement a workplan that may include revisions to policy, procedures, bylaws, and workflows.
Chief Compliance Officer Quality Improvement
QI/QA plan is revised and implemented.
B
C
2c Identify individual(s) to serve as clinical champion(s) for identified quality measures. Clearly define participation and committee roles.
Champions identified, trained, and engaged in the process of leading activities related to their identified quality measures.
Chief Medical Officer Quality Improvement
B
C
2d Identify continuing potential performance improvement opportunities using data analysis to identify and evaluate trends.
Data is regularly used to evaluate trends and establish baselines for improvement.
Quality Assurance Clinical Informatics
B
C
Quality.
Tandem Health will demonstrate our commitment to continuous improvement.
Strategy 1: We will evaluate and improve Quality, Compliance and Risk Management Committee and Communications. Strategy 3: We will leverage innovative and emerging technologies to serve as meaningful and effective tools to manage compliance, risk and quality efforts.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Optimize the use of Compliatric to improve document management and reporting.
3a
Project Plan for module roll out
Chief Compliance Officer
B
C
3b Assess the EMR's ability to improve and support new and existing strategic quality directives through workflow processes; implementing findings. 3c Establish, and meet or exceed, quality metrics including developing effective systems for communicating performance utilizing dashboards and other tools, as applicable.
Quality Improvement Clinical Informatics
Evaluation tool for workflow/EMR capabilities
B
C
Quality Assurance Quality Improvement
Dashboard development
B
C
Strategy 4: Ensure that all staff understand their role and how it contributes to our quality program and its success.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Quality Assurance Quality Improvement Human Resources Quality Assurance Quality Improvement Population Health Quality Assurance Quality Improvement Human Resources
4a Clearly delineate roles and responsibilities to ensure all staff provide services and accountabilities.
Job descriptions include activities related to quality improvement activities.
B
C
4b Department baselines and goals are established and communicated to all staff.
B
C
Baselines and measurements established.
4c Train new employees regarding quality measures, their role in achieving them, and implement ongoing education and awareness regarding quality initiatives.
Accountabilities established by department, teams, and individuals.
B
C
Quality.
Tandem Health will demonstrate our commitment to continuous improvement.
Strategy 1: We will evaluate and improve Quality, Compliance and Risk Management Committee and Communications. Strategy 5: Improve the effectiveness of our risk management program to increase safety and minimize risk to patients and staff. ACTION STEPS MEASURES / INDICATORS
2023 2024 2025 B=Begin C=Complete
RESPONSIBILITY
5a Establish risk management tools (root cause analysis, fishbone diagrams, templates) to establish baseline hazard vulnerabilities in key safety areas.
Quality Assurance Quality Improvement
Tools identified, assessment occurring; baseline identified.
B
C
5b Use findings to create baseline and implement improvements to revised plan.
Report has begun, data is used to improvement, targets established (ex. reduce falls by x%)
Quality Assurance Quality Improvement
B
C
Quality Assurance Quality Improvement Population Health Human Resource Officer Chief Compliance Officer Chief Clinical Officer
Measure performance versus targets, and revised targets each year.
5c Continuously assess and improve risk management measures.
B
C
5d Ensure employees are skilled and competent in their evolving roles.
Review, update, and implement any revisions to the annual competency program.
B
ongoing
Growth.
Tandem Health will provide access to high-quality, affordable healthcare services that meet evolving community needs.
Strategy 1: We will create a standardized process for evaluating the feasibility and sustainability of new service opportunities.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Create an effective tool outlining the evaluation of new services/programs that includes market analysis, technical needs, workforce, financing/capital etc.
Executive Leadership Team Board Members
Utilize tool to make guided decisions for expanding services
B
C
Provide a final written summary of how decision was made about grant opportunity.
Grants Management Specialist
1b Utilize standardized practice to prioritize funding opportunities.
B
C
Strategy 2: We will create a standardized process to evaluate the ongoing effectiveness and impact of existing services and programs.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
VP Clinical Operations Chief Compliance Officer Chief Financial Officer VP Clinical Operations Chief Compliance Officer Chief Financial Officer VP Clinical Operations Chief Compliance Officer Chief Financial Officer
2a Create an effective tool outlining existing services/programs that includes all parameters for evaluation on a quarterly basis.
Identify and measure overall patient outcomes and costs per patient .
B
C
2b Analyze overall data above for existing services/programs and use this information to set goals for groups of patients (pop health) by assessing SDOHs, demographics,etc
Utilize Azara
B
C
2c Develop strategies to evaluate low hanging fruit (for example, pharmacy sales) of existing service lines.
Increased revenue, increased patient population in pharmacy
B
C
Growth.
Strategy 1: We will create a standardized process for evaluating the feasibility and sustainability of new service opportunities. Strategy 3: We will create a standard process for implementation that ensures efficiency, accountability, and effective communication in the launch of new programs, sites or services. Tandem Health will provide access to high-quality, affordable healthcare services that meet evolving community needs.
MEASURES / INDICATORS
RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete
ACTION STEPS
3a Select project management, database or spreadsheet process to be used for all new programs or initiatives.
Project management system selected.
Executive Leadership Team
B
C
3b Identify universal steps for implementation (impact analysis, revised operational workflows, human resource requirements, etc.)
Universal steps pre-populated in project management system.
Executive Leadership Team
B
C
3c Train leadership and department managers on standard implementation process.
Staff are trained and utilizing system for all new projects and initiatives.
Executive Leadership Team
BC
Tandem Health will continue being responsible stewards of our financial resources to maintain our long-term program sustainability, while pursuing new revenue streams. Finance.
MEASURES / INDICATORS Strategy 1: We will diversify our payer mix to ensure the revenue necessary to support our mission to serve the under- and uninsured populations. ACTION STEPS RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete BY WHEN?
1a Maximize low income Medicare & Medicaid covered lives based on need: Hire a Medicaid worker to help target population in our area not currently served by a health center. Obtaining data to identify patients (name/address/etc.) to target. Maybe work with DHEC to identify. 1b Increase pharmacy usage by Tandem Health patients: Promoting in-house prescriptions being filled. Ex. Having screeners pass out pharmacy flyers. Incentives for using our pharmacies: $5 off next prescription filled, $10 gas cards (for both current and new)
1. Approve and hire for Medicaid worker position 2. Work with DHEC to obtain patient data reports
Chief Financial Officer Human Resource Officer Director of Population Health
3. Work with Community Health Workers to reach out to patients 4. Create Athena report with baseline data on current Medicaid population
B
C
1. Create flyer for distribution w/incentive plan 2. Increase patient pharmacy usage by 5% each year from 45% too 55% by running Athena reports 1. Well Messenger Text Blast with Sliding Fee scales and coverage details 2. Well MessengerText Blast on Prompt Pay Discount 3. Athena report with baseline data on current pharmacy usage 1. Implement billing process mapping 2. Identify areas of improvement 3. Create Athena reports to measure increased revenue by payer with overall goal of 5% each year
CFO/Pharm. Dir./ Dir. of Comm Dev. CFO/ Pharmacy Director
BC
1c Promote Self Pay/Underinsured population: Promotion of sliding fee scale as well as prompt pay discounts.
CFO / Clinical Informatics Manager
B
1d Utilize ArchPro Coding to review the Medical billing process: Review Athena revenue billing processes to ensure revenue cycle maximization.
CFO
B
Tandem Health will continue being responsible stewards of our financial resources to maintain our long-term program sustainability, while pursuing new revenue streams. Finance.
Strategy 1: We will diversify our payer mix to ensure the revenue necessary to support our mission to serve the under- and uninsured populations. Strategy 2: We will implement material cost reduction initiatives and improve controllable expenses throughout the organization.
2023 2024 2025 B=Begin C=Complete BY WHEN?
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
2a Standardizing supply chain management: Centralized location for housing supplies. PAR level system for maintaining inventory.
1. Select new purchasing software from list of 3 potential vendors 2. Choose location for centralized inventory
Chief Financial Officer VP of Clinical Operations
BC
2b Implement revised purchasing process to ensure GPO contracts are utilized when possible: Reduce the number of vendors we do business with to improve services received and implement a clear and uniform inventory process at all locations.
Chief Financial Officer VP of Clinical Operations
1. Review current processes and implement applicable changes
B
C
1. Work with Elliot Davis & ELT team to finalize parameters for incentive plan 2. Implementation of Incentive plan
2c Improve Employee retention: Finalize incentive plan for all employee’s (Tier plan)
Chief Financial Officer Executive Leadership Team
B
C
Strategy 3: We will develop a fully integrated grants and contracts management process that utilizes a value based care approach to pre- and post award workflows and responsibilities.
MEASURES / INDICATORS
RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete
ACTION STEPS
Chief Financial Officer Chief Executive Officer VP of Clinical Operations
3a Hire a grants & Insurance Contracts specialist. Work with the management team to create a job description.
1. Create and finalize job description
B
3b Review current grants and look at new grant opportunities: The grants manager will collaborate with Tandem Health's ELT team to review current and future grant opportunities to optimize current returns and future opportunities.
1. Collaborate with CEO on identifying new grant opportunities 2. Measure the ROI on procuring new grant opportunities 3. Increased cash flow 4. Analysis report on opportunity for current grant renewals 1. Revenue Cycle Reporting to identify top 3 opportunities for contract renegotiations 2. Collaborate with Revenue Cycle Director for other areas of improvement in payer reimbursement
Chief Financial Officer Chief Executive Officer VP of Clinical Operations
B
C
Review Commercial insurance, managed care and value based care contracts: Analyze reports from our EMR related to commercial insurance, managed care and value-based care agreements to identify the greatest opportunities for revenue maximization.
Chief Financial Officer Revenue Cycle Director
3c
B
Equity & Inclusion.
Tandem Health will nurture our organization, community and patients through diversity, education, and inclusion for all.
Strategy 1: We will assess our current DEI efforts, workplace culture, and policies & procedures and create systems to address identified gaps and challenges.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Hire a SME to assess current policy and practices for inclusion, making recommendations for creating a more inclusive work and service environment.
SME identified. Review content in Policies and Procedures, Orientation, Patient Interaction. Observe culture within each facility.
Chief Clinical Officer
BC
1b Create a DEI Committee that reflects the diversity of the patient and staff population.
DEI Committee and charter established. Identify priorities provided by SME.
Chief Clinical Officer
BC
1c Develop DEI plan and implement. DEI plan may include training, events, new policy, and practices.
DEI plan created based on SME assessment. Plan implemented with Leadership, Board, and staff support. Milestones established. TBD
B
Strategy 2: We will build our DEI capacity throughout the organization through education and training.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
2a Identify best methods for education; develop any course content - frequency and duration.
Course content developed and implemented.
Committee
B
C
2b Use National Benchmarks and milestones identified in DEI plan to measure progress in advancing DEI activities.
Data gathering and reporting by DEI Committee shows continuous improvement in DEI strategies.
Committee
B
C
2c Obtain feedback from patients and staff and use data to identify gaps and additional training opportunities.
Feedback systems implemented; webinar, in person, content, sustainability
Committee
B
C
Equity & Inclusion.
Tandem Health will nurture our organization, community and patients through diversity, education, and inclusion for all.
Strategy 1: We will assess our current DEI efforts, workplace culture, and policies & procedures and create systems to address identified gaps and challenges. Strategy 3: We will prioritize, implement, and institutionalize equitable practices throughout the organization and in our external relationships.
MEASURES / INDICATORS
RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete
ACTION STEPS
3a Ensure communication and marketing demonstrate the organization's commitment to advancing DEI.
Patient and staff survey/feedback systems.
Director of Development
B
Ongoing
3b Introduce a DEI statement and communicate internally and externally.
Director of Development; Human Resources
DEI statement/position created and communicated.
BC
3c Review purchasing policies to increase opportunities for women and minority owned businesses to provide services and supplies.
Opportunities to respond to RFPs and bids target women and minority owned businesses.
Chief Financial Officer; Committee
B
C
Development.
Tandem Health will increase the community's awareness of our capacity to serve, enhance and nourish the health & well-being of its residents and families.
Strategy 1: We will continue to enhance promotional efforts to educate community about Tandem's patient care model.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Develop an annual marketing plan budget focusing on campaign identification, special events, patient education needs, methodologies specific to patient population and service area at large. 1b Increase frequency of media releases; Enhance opportunities that allow staff members to promote/discuss disease prevention, various health topics and any highlighted campaigns related to the health and wellbeing of our service area. 1c Utilization of Tandem Health promotional video which details various service lines at Tandem along with provider detail regarding inter-organizational collaborations that support PCMH model. 1d Enhance our capacity to measure community reach through the use of analytics tied to social media accounts/platforms, radio and streaming services.
VP of Business Development Director of Development Director of Community Outreach
Annual plan implemented
B
Annually
Increased media opportunities, including Good Morning Sumter and other similar.
Director of Development VP of Business Development
ongoing
B
Promotional video to be uploaded through social media platforms and streamed in patient waiting areas.
Director of Development VP of Business Development
B
ongoing
Collaborate with web host for monthly review of website analytics; Monthly review of community reach metrics pertaining to TV streaming campaigns, social media accounts, and radio.
Director of Development VP of Business Development
B
ongoing
Development.
Tandem Health will increase the community's awareness of our capacity to serve, enhance and nourish the health & well-being of its residents and families.
Strategy 1: We will continue to enhance promotional efforts to educate community about Tandem's patient care model. Strategy 2: We will develop and implement a fund development plan that includes gifts, events, grants, annual giving, and philanthropic activities.
2023 2024 2025 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
2a Create fund development plan consisting of methodologies and execution strategies to increase donations and philanthropic gifts.
Director of Development VP of Business Development
Plan created and updated annually.
B
C
Selection of members from executive leadership, Tandem Health Board of Directors, community members, and local business leaders.
Director of Development Chief Executive Officer VP of Business Development
2b Creation of Tandem Fund Executive Committee.
B
C
2c Executive leadership to decide on percentage of Tandem Fund to be committed back to non-profit community organization whose focus is on the well-being and/or health of the Sumter community.
Decision to be made by end of May 2023 with contribution being distributed after the end of each fiscal year.
Executive Leadership Team B
C
Strategy 3: We will enhance our advocacy activities and collaborative relationships at the local, state, and federal level in an effort to further support public initiatives and policies aimed at the improvement of the overall health and wellbeing of our community.
MEASURES / INDICATORS
RESPONSIBILITY
2023 2024 2025 B=Begin C=Complete
ACTION STEPS
Executive Leadership Team Director of Development Director of Community Development Director of Development Director of Community Development Executive Leadership Team Director of Development Director of Community Development
3a Maintain regular participation in both NACHC and SCPHCA programs and advocacy initiatives that aimed to positively affect the overall health and wellbeing of our patient population.
Regular engagement in advocacy campaigns; Participate in NACHC's Grassroots Advocacy Leadership Program
ongoing
B
3b Maintain and enhance opportunities that encourage legislators to visit one or more Tandem Health sites.
Annual legislative luncheon and/or breakfast; grand openings for new and/or expanded facilities
ongoing
B
Regular submission of articles/press releases SCPHCA newsletter; participation in both NACHC and SCPHCA online forums; Annual attendance at NACHC Policies and Issues Forum
3c Ensure regular and frequent engagement with SCPHCA and NACHC
ongoing
B
Strategic Planning facilitated by:
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