STRATEGIC PLAN
2024- 2026
Troy 102 Sandalwood Court Troy, MT 59935
Libby 320 East 2 nd Street Libby, MT 59923
LEADERSHIP MESSAGE
We are delighted to share our strategic plan with you. Over the past months, Northwest Community Health Center has engaged in a thoughtful process to assess our organization's strengths, challenges, and opportunities to better serve our community special.
Through robust analysis of external factors and internal capabilities, we have gained valuable insights into our community's pressing needs and aspirations. We have taken proactive measures to align our mission with the evolving landscape of healthcare, ensuring that our services are not only responsive but anticipate the needs of those we serve. The plan emphasizes the importance of intentional and sustainable growth, 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. Our commitment to improving the health and well-being of our community remains unwavering. However, we recognize that we cannot achieve this mission alone. It is through collaboration, partnership, and shared purpose that we can truly make a meaningful impact. We believe that by forging strong partnerships with community organizations, local businesses, governmental agencies, and other stakeholders, we can leverage collective expertise, resources, and networks to enhance our community's overall health and well-being. Together, we can address systemic challenges, tackle health disparities, and create a more equitable and thriving community for all. We invite you to join us on this journey toward a healthier future. Whether you are a community member, a business leader, or a representative of a local organization, your involvement and support are integral to our collective success. Together, we can build a healthier, more resilient community where everyone has the opportunity to thrive. As we move forward with our strategic plan, we are excited about the possibilities that lie ahead. We are committed to keeping you informed and engaged along the way, and we look forward to working collaboratively with each and every one of you to create positive change in our community.
Thank you for your continued support and partnership.
Warm regards, Maria Clemons, MBA, CPA Chief Executive Officer
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OUR PLANNING TEAM
OURSTAFF
OUR BOARD Terrie Noser, Board Chair Diane Rewerts, Vice Chair Deborah Guenther, Secretary Shelley May , Treasurer
Maria Clemons, Chief Executive Officer Annette Thompson , Chief Financial Officer Samantha Pyle, MD, Chief Medical Officer Joe Chopyak, PA, Medical Director Elizabeth Wolsfelt, Pharmacy Director Nicky Willey, Clinical Programs Manager Holly Haugen , Dental Programs Manager Kara Matthews, Administrative Assistant
Leslie Crooks John Damon Terry Herman Kate Huntsberger Keith McBride Ray Reisman
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OUR APPROACH
In developing this strategic plan, NWCHC reviewed its current situation and its community’s needs for services and established its desired future position. The purpose of the Strategic Plan is to set and document goals and strategies for the organization. When accomplished, the goals and strategies are directed at programs and services that will better serve the needs of NWCHC patients and the community. NWCHC remains clearly focused on providing affordable, accessible medical, behavioral health, and supportive services for persons in their communities. The management, governing board, and staff will use the strategic plan initiatives to direct programs and services to meet and exceed community expectations for affordability, access, quality, and patient-centered healthcare services. The Strategic Plan also supports the professional aspirations of our valued employees. NWCHC is advancing, and the strategic planning process, firmly embedded in the organizational culture, directs the path for our future. The NWCHC mission and vision are a testament to our organization's unwavering commitment to improving the overall health of our community. Our perpetual focus is on developing programs and services that address the needs of the underserved, uninsured, and others facing health disparities. The strategic plan is a roadmap that steers us towards our goals and objectives, aligning with the mission and vision. Effective strategic planning is not a static process but one that is deeply rooted in the community it serves. This is especially crucial in the healthcare landscape, where change is constant and rapid. The Board and Leadership Team are committed to regularly evaluating, assessing, and adjusting the strategic plan, ensuring it remains a 'living' document that is responsive to the ever-evolving healthcare environment.
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OUR PROCESS
The Strategic Plan was developed with input from a wide variety of constituents and a review of available, relevant data. The process used demonstrates our continued commitment to advancing the NWCHC vision while upholding the organization's core values. Key steps in the Strategic Planning process are outlined below. • NWCHC enlisted the services of an experienced consultant who is well- versed in the unique challenges and opportunities of federally qualified health centers. Under the guidance and facilitation of this consultant, the CEO directed the overall planning process, ensuring a comprehensive and strategic approach. • Key representatives of non-profit agencies, academic institutions, and other community partners serving the Libby and Troy service area participated in community stakeholder focus groups. • Board members and staff completed an online survey to gather information about the services and investments that may be necessary to best address community needs and service delivery. • Patients were surveyed on service delivery, hours of operation, and the sliding fee and affordability of NWCHC services. • Planning workshops were held with a planning team comprised of board members and management representatives to identify strengths, weaknesses, opportunities, and threats; review trends in the local and state legislative environment; review and update the mission statement, vision, and values; study the service area needs and identify potential strategic initiatives. • Additional meetings were held with the CEO and management staff to fine- tune the goals, strategies, and action steps. • The final Strategic Plan was presented, reviewed, and approved by the Board of Directors.
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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 NWCHC, 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 focus groups and surveys. Some of the feedback the group provided is bulleted.
What are the gaps in services that NWCHC’s should/might fill?
What is one word to describe NWCHC?
q Resources. q Helpful. q Useful. q Partners.
q Mental health expansion.
q Primary care at schools. q Outpatient wrap-around SUD programs for adolescents.
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OUR MISSION & VISION
MISSION Building strong, healthy communities through access to quality, affordable patient-centered care. VISION Sustainable well-being for all. VALUES We value Stewardship and believe our commitment to fiscal responsibility, quality, and innovation guide our sustainability. We value Integrity and believe our actions and communication should be guided by honesty and accountability. We value Advocacy and believe supporting others with courage and compassion are vital to our mission
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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 Northwest Community Health Center. 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 NWCHC’s strengths, weaknesses, opportunities, and threats as identified by the Strategic Planning Team.
Weaknesses : Workforce Recruitment Compensation Limits Community Awareness Provider Burnout
Strengths : Fiscally Sound
Strong Leadership Provider Longevity Expansive Services
Opportunities : Specialty Services Optimize Technology Community Outreach Communication
Threats : Labor Shortages Payer Mix Environmental Issues Risk Management
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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 NWCHC.
Economic : Increased Inflation High Poverty Aging Population Widening Income Gap
Political : Upcoming Election Lack of Education Support Risk of Grant Loss Sec. 330 Grant Stability
Socio-Cultural : Seasonal Workers
Technology : Limited Broadband Cell Coverage Telehealth Cybersecurity
Social Isolation/Suicide Risk Increasing Latinx Population Increased Substance Abuse
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OUR GOALS:
PERFORMANCE IMPROVEMENT
. We will achieve high-quality patient outcomes by refining workflow systems and enhancing the overall patient experience.
How will we do it?
Strategy 1: We will use standard quality metrics to demonstrate positive patient outcomes. Strategy 2: We will leverage technology for improved workflow, decreased wait time, and to enhance patient and provider interactions. Strategy 3 : We will be intentional in our efforts to empower patients to actively engage in making positive life choices and decisions regarding their own care and health.
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OUR GOALS: TEAM
We will create systems and processes to support the recruitment and retention of team members.
How will we do it?
Strategy 1: We will develop and implement a staff training and development plan to create a more confident, skilled workforce across all disciplines. Strategy 2: We will enhance current and explore additional opportunities to partner with academic programs. Strategy 3: We will explore alternative methods of disseminating information and improving communication throughout the organization. Strategy 4: We will explore and implement innovative recruitment approaches, assessing their feasibility and efficacy to ensure effectiveness. Strategy 5: We will implement a Board Development program to enhance governance skills, including succession planning and training for new members.
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OUR GOALS: FINANCIAL STEWARDSHIP
We will maintain or improve our financial standing and long-term viability.
How will we do it?
Strategy 1: We will maintain vigilance surrounding our revenue sources to ensure long-term sustainability. Strategy 2: We will create a culture of financial accountability by developing reporting which allows staff to understand our overall financial position. Strategy 3: We will create a plan for managing excess capital for investment, infrastructure and facility improvement.
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OUR GOALS: GROWTH
We will build sustainable service lines that meet the needs of our community.
How will we do it?
Strategy 1: We will evaluate program expansion using data and a standardized feasibility and evaluation process. Strategy 2: We will actively seek deeper, more collaborative partnerships with local hospital and other community partners to optimize resources, coordinate services and comprehensively address community needs. Strategy 3: We will remain vigilant in monitoring the evolving community health needs, shifts in the healthcare landscape, and assessing funding opportunities for expanding both current and potential service offerings.
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OUR GOALS: EQUITY
We will provide services that reflect our community and foster a welcoming, respectful, and inclusive environment.
How will we do it?
Strategy 1: We will cultivate an environment in which patients feel valued and appreciated regardless of their life circumstances, culture, or beliefs. Strategy 2: We will review hiring practices to ensure equity and eliminate barriers that may hinder fair opportunities for all candidates. Strategy 3: We will engage and include the most marginalized communities in the planning and implementation of new initiatives to reduce barriers and improve health equity.
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OUR GOALS: COMMUNITY ENGAGEMENT
We will educate our community and bridge the awareness gap of the full spectrum of quality, affordable healthcare services we offer.
How will we do it? Strategy 1:
We will develop and implement a marketing plan that focuses on increasing awareness of our comprehensive services, and the community health center movement. Strategy 2: We will develop an education program for our board and staff, equipping them with the knowledge of our health center needed to effectively represent and advocate for our services within the community. Strategy 3: We will enhance community engagement by actively participating various community activities and events and increasing opportunities for meaningful involvement.
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COMMUNICATING THE PLAN
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. NWCHC 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 plan will be communicated through face-to-face interactions, electronic, and print media. The level of success we achieve in reaching our goals hinges on the support we receive from our community. As you go through this report, please consider ideas on how we can collaborate and enhance the well-being of both our clients and community members. We look forward to working together to make a positive impact in their lives.
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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 NWCHC’s performance management systems for additional accountability.
The Board of Directors of NWCHC approved the strategic plan.
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406.283.6900 northwestchc.org
Libby Health Center 320 East 2 nd Street Libby, MT 59923 Troy Health Center 102 Sandalwood Court Troy, MT 59935
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Strategic Planning facilitated by:
WWW.330PARTNERS.COM
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