STRATEGIC PLAN
2025- 2027
www.lchcs.com
Low Country Health Care System, Fairfax Site 333 Revolutionary Trail, Fairfax, SC 29827 803.632.2533 Barnwell Family Medicine 86 Wren Street, Barnwell, SC 29812 803.259.5762 Barnwell Pediatrics 10706 Marlboro Ave, Barnwell, SC 29812 803.259.7337 Family Medical Center of Blackville 130 Baker Street N, Blackville, SC 29817 803.284.1045 Williston Family Medicine 13649 Church Street, Williston, SC 29853 803.266.0060 Padgett Family Practice 526 North Street, Bamberg, SC 29003 803.245.2433
Barnwell Family Specialty Services 124 Wren Street, Barnwell, SC 29812 803.259.5762 Bamberg Specialty Services 185 McGee Street, Bamberg, SC 29003 803.259.5762 Aiken Family Medicine 209 Abbeville Avenue NW, Aiken, SC 29801 803.306.1433 Administrative Office 914 Reynolds Road, Barnwell, SC 29812 803.259.5762 Barnwell Family Medicine Administrative Office 110 Wren Street, Barnwell, SC 29812 803.259.5762 Low Country Health Care System Mobile Health Services 130 Baker Street, N.Blackville, SC 29817 803.632.2533
Low Country Health Care System, Inc. is a Health Center Program grantee under 42 U.S.C. 254b and a deemed Public Health Service employee under 42 U.S.C. 233(g)-(n).
Dear Friends of LCHCS :
I am thrilled to present to you the summary of our strategic plan, a blueprint for the future of Low Country Health Care System. This plan reflects not only our organization’s vision and goals but also the voices and needs of our community, patients, and stakeholders. We could not have reached this milestone without your input, and I want to thank each of you who took the time to participate in surveys and conversations that informed this process. Your feedback was invaluable in shaping a plan that truly reflects the needs of those we serve. At Low Country Health Care System, we remain committed to ensuring accessible, high-quality care for all. The insights we gathered from you highlighted the strengths of our health center, as well as opportunities for growth and improvement. This plan is a testament to what we can achieve when we work together to strengthen healthcare in our community. As we move forward with implementation, I am excited about the impact this plan will have on our organization and the communities we serve. The strategic goals we have outlined are ambitious but achievable, and they reflect our ongoing commitment to providing equitable, patient-centered care. Our focus on collaboration, innovation, and accountability will ensure that this plan leads to meaningful, measurable improvements for our patients and partners alike. Thank you again for your trust, support, and willingness to share your perspectives. I look forward to updating you on our progress and continuing to engage with you as we bring this plan to life. Your involvement will remain a cornerstone of our success, and I am confident that the best is yet to come. Warm regards, Ashley Barnes, PhD, MBA, BS Chief Executive Officer
About Us: A LEGACY OF CARING
For over 40 years, Low Country Health Care System (LCHCS) has been dedicated to providing accessible, quality health care to residents across Allendale, Bamberg, Barnwell, and Aiken Counties. As a non-profit, community- driven organization, we’ve grown and evolved to meet the unique needs of our neighbors, ensuring that everyone has access to the care they deserve. Founded in 1977 as the Allendale County Rural Health Program, Inc., LCHCS began as a response to a critical need for affordable, high- quality primary care in Allendale County. By 1998, our organization expanded its reach and transitioned into Low Country Health Care System, Inc., becoming a Federally Qualified Health Center the following year. Our journey started in Fairfax, SC, where we still maintain a presence. Over the years, we’ve expanded to serve additional communities, establishing new facilities and services to make a greater impact. Today, LCHCS operates several health centers, including the Family Medical Center of Blackville (established in 2001), Barnwell Family Medicine (2005), Barnwell Pediatrics (2014), Williston Family Medicine (2016), Padgett Family Practice in Bamberg (2018), Barnwell Family Specialty Services (2019), Bamberg Specialty Services (2019), and Aiken Family Medicine (2020). We also operate pharmacies to further support our communities and offer many specialized services. As a Federally Qualified Health Center, our mission goes beyond health care. We advocate for equal access to quality, comprehensive services and are committed to reducing health disparities in South Carolina. By providing integrated, patient-centered care, we not only treat illness but also promote overall well-being. This commitment ensures that we remain a trusted safety net for medically underserved and uninsured populations.
Together with our community, we look forward to continuing our journey of care, compassion, and collaboration for years to come.
Our Planning Team: MOVING FORWARD TOGETHER
This strategic plan reflects the dedication and expertise of its Board of Directors and Strategic Planning Leadership Team, who worked collaboratively to chart a bold and thoughtful course for the organization's future. Guided by a shared commitment to advancing access to quality healthcare, the team engaged in a comprehensive planning process that combined governance-level oversight with operational insight. Together, they identified priorities, set ambitious goals, and ensured that the plan aligned with LCHCS's mission to serve its community. Their partnership underscores the importance of unified leadership in achieving long-term success and impact.
Board of Directors
Strategic Planning Workshop Leadership Attendees Dr. Ashley Barnes , Chief Executive Officer Darainey Hudson , Chief Compliance Officer
Taylor Alexander Andre Anderson Reid Boylston Ada Chappel Evelyn Coker Maria Herrera Eva Martin Dan Packer Joey Preston Rose Raysor Walter Sanders Betty Thompson Darrel Wright
Karolyn Turner , Chief Financial Officer Dr. Jennifer Rahn , Chief Medical Officer Amanda Bridgmon , Chief Revenue Officer April Delozier , Chief Financial Officer (Incoming) Morgan Reuis , Executive Assistant/Marketing Coordinator Dr. Megan Anderson , Pharmacy Director Denise Cone, QI/RM Director
Mission, Vision & Values: CORE PURPOSE
Our Mission LCHCS's mission is to be the healthcare provider of choice, delivering superior customer service and compassionate, high- quality care.
Our Vision Accessible, quality health care for all.
Guiding Principles: • We believe that diversity of culture, talent, and experience strengthens our organization and enhances its performance.
• We promote continued professional growth and development.
• We dedicate ourselves to increasing access to health care for all individuals in the communities we serve.
• We provide our services in a prompt, courteous, and cost- effective manner.
• We respect each and every person with whom we interact.
• We commit to the creative and intelligent use of new technology and clinical practices. • We strive to provide the best quality health care to our patients.
Process & Approach: PLANNING FOR SUCCESS
Low Country Health Care System (LCHCS) developed its strategic plan through a comprehensive and collaborative process to guide the organization toward its desired future position. This process involved a thorough review of LCHCS’s current operations, an assessment of the community’s healthcare needs, and alignment with LCHCS’s mission and vision to advance the community's overall health. Key Steps in the Strategic Planning Process 1. LCHCS engaged a planning consultant with expertise in federally qualified health centers. The consultant guided the process, while the Chief Executive Officer directed overall planning efforts to ensure alignment with organizational priorities. 2. Information was gathered from a wide variety of constituents, including board members, staff, and community representatives, and relevant data was reviewed. This ensured that the plan was rooted in the realities and evolving needs of the community it serves. 3. A planning workshop was conducted with a team of board members and staff. During this workshop, participants revisited and affirmed the mission and vision, reviewed data and trends, identified strengths, weaknesses, opportunities, and threats, discussed political, economic, socio-cultural, and technology issues that may affect the organization, and developed strategic initiatives to advance the organization’s goals. Strategic Focus The strategic plan emphasizes LCHCS’s commitment to its mission and vision, prioritizing improving access to affordable, high-quality healthcare services. The plan also reflects LCHCS’s focus on professional growth and its employees' aspirations. LCHCS ensures alignment between organizational goals and individual contributions by fostering a culture supporting community health and employee development. Ongoing Evaluation and Adaptation Recognizing the dynamic nature of the healthcare environment, LCHCS’s strategic plan is designed to be a “living” document. The Board of Directors and Leadership Team will regularly evaluate, assess, and adjust the plan to respond to emerging trends, challenges, and opportunities. This approach ensures that the strategic plan remains relevant and actionable, positioning LCHCS to meet and exceed community expectations for affordability, access, and quality of care. Embedded Commitment to Excellence LCHCS’s strategic planning process, firmly embedded in its organizational culture, demonstrates a sustained commitment to advancing its vision while upholding the organization's core values. This approach reinforces LCHCS’s dedication to building a healthier, more equitable future for the community it serves.
Community & Data Analysis: INSIGHTS THAT DRIVE IMPACT
Community Stakeholders
A survey of community stakeholders provided valuable insights into their perceptions of LCHCS, highlighting its strengths, identifying areas for improvement, and suggesting priorities for the future. Stakeholders strongly supported LCHCS’s mission to deliver accessible, high-quality healthcare. On a scale of 1 to 5, where 5 indicates the best performance, nearly 91% rated the health center 4 or 5. This feedback affirms LCHCS’s success in addressing the primary healthcare needs of its service area. The survey revealed several strengths of LCHCS, including its ability to provide high-quality services and maintain a diverse range of offerings. Respondents also praised the health center’s patient -centered approach, emphasizing its focus on addressing individual needs. Community outreach and collaborative efforts were identified as strengths, though some participants suggested that further enhancements in these areas could benefit the organization. While stakeholders acknowledged LCHCS’s many strengths, they also identified areas for improvement. A lack of a drive-thru pharmacy was noted, although it was recognized that efforts are underway to address this issue. Respondents suggested that the health center’s leadership could increase involvement with community partners. Additionally, some stakeholders felt that LCHCS could improve its visibility by increasing advertising and outreach to inform the community about its full range of services. The survey also uncovered potential service gaps that LCHCS could address. Respondents highlighted mental and behavioral health services as a pressing need and advocated for greater availability in this area. Other recommendations included partnering with schools to provide immunization clinics and enhancing access to telehealth services to address transportation barriers. Looking ahead, stakeholders emphasized the importance of several priorities for LCHCS. Increasing visibility and community awareness was seen as essential to ensuring that residents understand the breadth of services available. Expanding current programs and improving patient- centered care were also identified as key focus areas. Stakeholders
supported continued efforts to build collaborative partnerships and share resources with other providers, non-profits, and community organizations. Facility expansion and educating the public about the impact of legislative changes on healthcare were noted as moderate priorities, while fundraising and academic partnerships were deemed less urgent but still relevant. As LCHCS plans for the future, stakeholders encouraged the organization to remain adaptable and responsive to community needs. Suggestions included prioritizing telehealth options and increasing care for aging populations through home visits. These efforts, coupled with ongoing improvements in outreach, collaboration, and service delivery, will ensure that LCHCS continues to serve as a trusted and integral part of the community’s healthcare system.
Board of Directors & Staff Input
The survey of LCHCS employees and the Board of Directors reflects a strong commitment to the organization’s mission and highlights opportunities to build on its successes for continued growth and impact. Respondents praised the quality of care and alignment with the mission while identifying opportunities to enhance access to specialty care, mental health support, and transportation for rural patients. Communication improvements were noted, with calls for more leadership visibility, staff engagement in decision-making, and regular updates to strengthen teamwork. Staffing and retention emerged as key priorities, with recommendations for competitive compensation, career development, and leadership training to attract and retain talent. Marketing and outreach efforts were positively received, with suggestions to expand community engagement, grow social media presence, and raise awareness of services for underserved populations. Infrastructure and technology investments, including modernizing facilities and upgrading equipment, were seen as essential to improving patient care and operational efficiency. While supportive of long-term growth, respondents emphasized addressing current challenges and strengthening existing operations before geographic expansion. They encouraged adapting to external trends, such as value-based care models and technological advancements, through training and partnerships.
The feedback highlighted these strategic priorities:
1. enhancing staffing, modernizing facilities, 2. improving communication, 3. expanding outreach, and 4. leveraging technology.
Employees believe these efforts will ensure LCHCS continues to thrive as a trusted and impactful healthcare provider.
Needs Assessment and Other Data
LCHCS conducts a comprehensive needs assessment every three years to understand the healthcare landscape and effectively identify community needs. The assessment process involves a multifaceted approach, incorporating quantitative data analysis, qualitative community survey tools, and data provided by hospitals and local and state health departments. The needs assessment utilizes information gathered from the Uniform Data System (UDS), an annual reporting system that provides standardized information by zip code about the performance and operation of health centers delivering healthcare services throughout the country. During the planning workshop, information gathered from the UDS was reviewed by zip code, including the health center’s penetration of the population of those who are low-income, uninsured, Medicaid recipients, Medicare beneficiaries, and other payers. Demographic information, including race, ethnicity, employment status, primary language, and tobacco use, was also reviewed, as well as the social determinants of health (e.g., housing, food insecurity, and safety). By analyzing demographic trends, health indicators, socioeconomic factors, and existing healthcare infrastructure, LCHCS gained insight into prevalent health issues, disparities, and unmet needs within their service areas. This comprehensive view of the healthcare landscape allowed for a more targeted approach to creating goals to address the needs of different groups.
Payer and Income Level Data
The payer and income UDS data highlighted the socioeconomic challenges faced by residents of the service area, particularly regarding health insurance coverage and access to care. A significant proportion of the population is classified as low-income, with many individuals relying on public insurance programs like Medicaid. However, gaps in coverage and care remain a persistent issue. Low-income residents face significant barriers to accessing care. While health centers play a vital role as safety-net providers, serving over half of this demographic, thousands of low-income individuals remain unserved by health centers. Financial barriers, such as high out-of-pocket costs, prevent many residents from seeking necessary care even when insured. This challenge is particularly acute for the uninsured population, which constitutes a significant share of the service area. Health centers provide a crucial lifeline for these individuals, yet service penetration remains insufficient to meet the full need. Public insurance programs like Medicaid are a cornerstone of healthcare access for low-income families and children. Health centers have successfully enrolled and served many Medicaid beneficiaries, but coverage gaps persist, particularly in remote and underserved areas. Meanwhile, residents with private insurance or Medicare, particularly seniors, often rely on other providers. However, many in these groups are still underserved, highlighting opportunities for LCHCS to expand their reach. Cost-related delays in care and a lack of regular healthcare providers are common, contributing to poorer health outcomes. Addressing these challenges will require targeted efforts to expand services, optimize Medicaid enrollment, and ensure financial assistance programs like sliding fee discounts are robust and accessible.
Demographic and Health Characteristics
The demographic data reveal a complex, diverse service area with distinct public health needs. Racial and ethnic minorities comprise a substantial portion of the population, and while Hispanic or Latino residents represent a smaller group, their specific health needs must not be overlooked. This diversity underscores the importance of culturally competent healthcare services.
Health behaviors and outcomes across the service area present significant challenges. Smoking prevalence among adults is high, and obesity affects a large segment of the population, suggesting the need for widespread public health interventions. A considerable number of adults report not visiting a dentist in the past year, and many lack a usual source of medical care. These gaps in preventive care contribute to delayed diagnoses and unmanaged chronic conditions, further exacerbating health disparities. Financial barriers to care remain a critical issue, with many adults delaying or avoiding care due to cost concerns. This is particularly concerning given the large populations of children under 18 and adults over 65, both of whom are more likely to require specialized healthcare services. The presence of these vulnerable age groups emphasizes the need for comprehensive pediatric and geriatric care.
Impact of Health Centers
LCHCS is the most impactful in the zip codes that comprise their primary and secondary service areas. LCHCS has established itself as the backbone of healthcare access for thousands of residents, particularly in areas with high concentrations of low-income and underserved populations. Despite their collective efforts, health centers need help in meeting the full demand for care. Thousands of residents, particularly in remote and low- income areas, remain unserved by health centers. This may indicate opportunities for increased collaboration among health centers, hospitals, and health departments to expand outreach, reduce service gaps, and ensure equitable access to care across the service area.
SWOT ANALYSIS
The dedication and passion of its staff and board members drive the center’s mission and success. LCHCS is highly responsive to community needs, consistently identifying and addressing healthcare gaps. Financially, the health center is in a strong position. Furthermore, its pharmacy program enhances accessibility by offering patients affordable and convenient medication options, strengthening its role as a trusted healthcare provider. Effective communication between multiple sites can be a challenge as LCHCS continues to grow. Rapid expansion has highlighted the need for an updated organizational infrastructure and leadership structure. Recruiting and retaining healthcare providers in a rural setting is difficult, compounded by challenges in offering competitive compensation. Some outdated facilities may need to be expanded to optimize workflow and accommodate increasing demand. Additionally, transportation to the health center is hindered by patients needing to use private access roads in poor condition to access the health center. Expanding specialty care services would address unmet community needs, further broadening the health center’s impact. Additionally, academic collaborations can strengthen the workforce pipeline, benefiting both the organization and the region it serves. As LCHCS grows, leadership development programs can empower employees to make autonomous, informed decisions, reducing reliance on management and enhancing efficiency. Improving facilities and optimizing workflows can transform patient and staff experiences, ensuring the health center operates at peak performance. LCHCS has established a strong market presence in its primary service areas, yet significant unmet needs remain in the region. Future expansion efforts will require thoughtful planning to address community needs effectively, collaboratively, and sustainably. Inconsistent communication and planning among local health & human service providers, including other FQHCs, rural health centers, and hospitals, may further threaten the ability to address these unmet needs. To address these threats, LCHCS will prioritize careful strategic planning and collaboration to align its growth initiatives with community health needs within the broader healthcare landscape.
S
Strengths
W
Weaknesses
O
Opportunities
T
Threats
PEST ANALYSIS
While support for health centers has been historically bipartisan, support from the new federal administration remains uncertain. Potential legislative changes to the 340B program, which provides discounted drug pricing for underserved populations, is also a concern. Building and maintaining relationships with government officials at all levels is essential to navigating these risks. Additionally, proposed changes to financial regulations and policies could affect the health center's reporting requirements and workforce policies. The local economy remains stagnant, posing several challenges. A persistent shortage of affordable housing complicates efforts to recruit and retain employees. Additionally, offering competitive salaries is increasingly difficult, particularly as some large regional employers provide compensation well above market rates. This economic environment strains the health center’s ability to attract talent, placing additional pressure on existing staff and potentially limiting the scope of services that can be provided to the community. LCHCS serves a predominantly rural, low-income population, with increasing Migrant Seasonal Agricultural Workers seeking care. Despite the health center’s focus on risk reduction and early intervention for HIV patients, the stigma around LGBTQ+ issues in the area continues to create barriers to care, reflecting broader community views. Additionally, the region is experiencing a population decline as residents move elsewhere, which could impact patient volumes and community investment in healthcare services. LCHCS may face technology-related challenges that impact both operations and patient engagement. Cybersecurity threats, such as phishing scams and ransomware attacks, pose significant risks. Many older patients struggle to navigate technology, which can limit their ability to access digital health resources. Unreliable broadband internet access in many service areas hinders the use of telehealth and other digital communication tools. Addressing these challenges may require targeted investments in cybersecurity, patient education, and advocacy for expanded broadband infrastructure in rural communities.
P
Political
E
Economic
S
Socio-Cultural
T
Technology
Communication: COMMITTING TO ACTION
The strategic plan is the cornerstone framework for all employees and governance, guiding their planning and daily work. As a dynamic and “living” document, it will be monitored quarterly, reviewed annually, and updated fully every three years to ensure it remains relevant and impactful. At LCHCS, we firmly believe that strategic plans are effective only when embraced by every employee and Board member. The plan is designed to be a tool that informs and aligns every decision and action, fostering a shared sense of purpose and direction. Effective communication of the strategic plan is vital for building a deeper understanding of our mission and vision. We will prioritize consistent and transparent communication through multiple channels, including face-to-face interactions, electronic platforms, and printed materials. Our success in achieving the goals outlined in this plan depends heavily on our community's active support and engagement. As you explore this report, we encourage you to consider ways we can collaborate to enhance the well-being of our patients and community members. Together, we can create meaningful and lasting positive impacts in their lives. We look forward to working with you to turn these shared aspirations into reality.
Goals & Strategies: PUTTING THE PIECES TOGETHER
Prioritize Quality.
We will foster a culture of excellence that elevates the patient experience, enhances health outcomes, and maximizes operational efficiency.
How will we do it?
Strategy 1: Advance overall patient satisfaction by continuously improving service quality and patient experience. Strategy 2: Strengthen preventive care services and address social determinants of health to improve population health and reduce the prevalence of chronic disease. Strategy 3: Equip staff with performance improvement tools and methods to enhance operational efficiency, implement best practices, and improve service quality. Strategy 4: Expand resources available to patients to empower patients to take an active role in managing their health.
Engage the Community.
We will raise awareness of our services, foster patient trust, and establish LCHCS as a leading advocate for community health.
How will we do it?
Strategy 1: Develop a comprehensive marketing plan that effectively promotes that our services are available to all. Strategy 2: Strengthen relationships with policymakers, local leaders, and stakeholders to advance policy and legislation that impacts our patients. Strategy 3: Create dynamic educational programs that inform and engage patients and the community, showcasing our impact through diverse formats and platforms. Strategy 4: Enhance the organization’s presence and influence at community events and through collaborations with aligned organizations to amplify our mission and reach.
Steward Resources.
We will achieve optimal financial performance through strategic resource management, revenue growth, efficient expense management and sustainable financial decision-making.
How will we do it?
Strategy 1: Enhance revenue streams through strategic payer mix optimization, increased patient volume, and improved payer reimbursement processes. Strategy 2: Manage expenses more efficiently by improving purchasing systems, maximizing resource utilization, and adopting effective cost-saving measures. Strategy 3: Establish a system for evaluating the financial feasibility of new programs, services, and opportunities to ensure responsible and strategic growth.
Grow & Expand.
We will broaden the range of healthcare sites, services, and technological capabilities to address emerging community needs and evolving healthcare trends.
How will we do it? Strategy 1:
Identify and prioritize opportunities to open new or expand existing sites and service lines to address areas with the greatest need, ensuring responsible financial and operational decision-making. Strategy 2: Develop a comprehensive five-year facilities plan to guide improvements, expansions, and new construction to accommodate growing demand for primary and specialty services. Strategy 3: Increase access to essential healthcare services by enhancing telehealth and mobile health offerings, particularly for remote and underserved populations. Strategy 4: Continuously optimize emerging technologies (to include the EHR system) to improve usability, interoperability, data accuracy, and workflow
efficiency. Strategy 5:
Develop and implement a comprehensive growth readiness plan that assesses current infrastructure, identifies resource gaps, and outlines the necessary operational investments to support sustained organizational growth.
Foster Teamwork.
We will attract, develop, and retain a skilled and engaged workforce committed to delivering high-quality, patient- centered care in a respectful and supportive environment.
How will we do it?
Strategy 1: Develop a dynamic recruitment plan incorporating innovative methods to attract top talent, ensuring the recruitment process is continuously refined and responsive to workforce needs. Strategy 2: Explore the development of a financially feasible and sustainable incentive compensation plan to engage employees, enhance performance, and improve morale across all levels of staff. Strategy 3: Provide leadership training and development opportunities to promote equitable workforce policies and ensure up-to-date management practices. Strategy 4: Design and implement a comprehensive plan to promote inclusivity, respect, and equity in the workplace, ensuring all employees and patients feel valued and supported.
Board of Directors: ACCEPTANCE & APPROVAL
The strategic plan serves as a comprehensive roadmap for advancing our mission and expanding our impact in our communities. This plan reflects our dedication to improving access to care, enhancing the quality of services, and achieving operational excellence. The Board of Directors is fully committed to supporting the successful implementation of each initiative in this plan. We will partner closely with our leadership, staff, and community stakeholders to achieve these ambitious goals. We are deeply grateful to everyone who contributed to developing this plan. Your insights and collaboration have been invaluable, and your continued engagement will be essential as we move forward together. As we turn this plan into action, we remain steadfast in our resolve to create a healthier future for the individuals and families we serve.
The Low Country Health Care System, Inc. board of directors has approved the 2025-2027 Strategic Plan.
Best regards,
Evelyn Coker Chairperson, Board of Directors Low Country Health Care System, Inc.
Attachments ACTION PLANS
The action plans included in this strategic plan outline the specific steps required to achieve each goal. These plans detail the overarching goals, the strategies to achieve them, and the specific actions or tactics needed to implement them effectively. The team will be responsible for implementing the plans, tracking progress, and reporting outcomes regularly to ensure accountability and alignment with the strategic priorities. The following pages provide detailed action plans for each goal.
Quality.
We will foster a culture of excellence that elevates the patient experience, enhances health outcomes, and maximizes operational efficiency.
Strategy 1: Advance overall patient satisfaction by continuously improving service quality and patient experience.
Measure: Patient Satisfaction Survey, Time Studies
BY WHEN?
ACTION STEPS
RESPONSIBILITY
2025 2026 2027 B=Begin C=Complete
Dr. Rahn, Denise Cone, Mandy Adams
1a Assess , identify opportunities, and implement workflow efficiencies to decrease wait times and enhance experience.
B
1b Improve appointment availability. Train staff to offer an alternative provider when a patient’s preferred provider is unavailable. This ensures patients receive timely care and supports continuity of care.
Dr. Rahn, Denise Cone, Mandy Adams
BC
1c Implement a new survey tool to gather real-time patient feedback. Discuss survey results regularly with the management team. Surveys can be conducted using iPads at the front office during check-in or check-out.
Dr. Barnes, Dr. Rahn, Denise Cone, Derainey Hudson
B
1d Enhance patient communication by improving response times for returning calls and addressing inquiries promptly.
Denise Cone, DeAnn Cook
B
Quality.
We will foster a culture of excellence that elevates the patient experience, enhances health outcomes, and maximizes operational efficiency.
Strategy 2: Strengthen preventive care services and address social determinants of health to improve population health and reduce the prevalence of chronic disease.
Measure: Azara reports
2025 2026 2027 BY WHEN? B=Begin C=Complete
ACTION STEPS
RESPONSIBILITY
2a Implement a new tool to ensure every patient completes a preventive health questionnaire annually. If the Aprima Enhanced Patient Portal is purchased, it will allow us to build necessary forms and utilize iPads at the front office for patients to complete the questionnaires during check- in or check-out.
Dr. Rahn, DeAnn Cook
B
2b Introduce and implement the use of a Social Determinants of Health (SDOH) questionnaire.
Denise Cone
B
Morgan Reuis, Dr. Rahn, Mandy Adams
2c Increase awareness of women’s health to address gaps in care.
B
2d Enhance patient education initiatives (see Development Plan).
Morgan Reuis, Dr. Rahn
B
2e Monitor blood pressure more consistently to prevent prevalence of hypertension development. Perform rechecks and follow up.
Dr. Rahn, DeAnn Cook
B
Quality.
We will foster a culture of excellence that elevates the patient experience, enhances health outcomes, and maximizes operational efficiency.
Strategy 3: Equip staff with performance improvement tools and methods to enhance operational efficiency, implement best practices, and improve service quality.
Measure: Azara reports
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
3a Monitor the use of Azara to ensure consistent performance tracking and data analysis.
Dr Rahn, Denise Cone, Mandy Adams B
3b Use questionnaires and tools to identify and review gaps in care following patient visits.
Dr. Rahn, DeAnn Cook
B
3c Provide ongoing training and professional development for clinical staff to enhance skills and performance.
Denise Cone
B
3d Incorporate Azara, PVP, and questionnaire training into the staff orientation process to ensure familiarity with performance improvement tools.
Dr. Rahn, DeAnn Cook
B
Strategy 4: Expand resources available to patients to empower patients to take an active role in managing their health.
Measure: Improve health outcomes.
BY WHEN?
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
4a Increase patient portal usage through education and outreach. Assess feasibility of portal functionality and evaluate the benefits of a premium version for enhanced features.
Mandy, Randal, Morgan, Dr. Barnes, Denise Cone
B
4b Expand the availability of patient point monitors to ensure access in more patient rooms, based on identified needs and priorities.
Randal, Morgan
B
4c Update and enhance the website to include educational resources and helpful links for patients.
Morgan, Dr. Rahn, Denise Cone
B
4d Implement kiosks, iPads, or other patient self-updating tools integrated with the Aprima Enhanced Patient Portal. (See Quality)
Dr. Rahn/Denise Cone/Mandy Adams B
Community Engagement.
We will raise awareness of our services, foster patient trust, and establish LCHCS as a leading advocate for community health.
Strategy 1: Develop a comprehensive marketing plan that effectively promotes that our services are available to all.
Measure: 1. Marketing plan is complete and an annual process developed. 2. Track engagement 3. Track patient volumes 4. Survey patients "How did you hear about us?" (Baseline, inform plan)
BY WHEN?
ACTION STEPS
RESPONSIBILITY
2025 2026 2027 B=Begin C=Complete
1a Research marketing needs and goals based on geographic area, site, service line, hours, and other relevant factors. Identify target audiences, messaging ideas, and media placement opportunities.
Morgan Reuis
BC
1b Develop marketing tools, including social media, other media outlets, outreach events, and innovative approaches to connect with diverse communities.
Morgan Reuis/Angela Youmans/Kywana Ritter
B
Morgan Reuis/Ashley Barnes/April Delozier
1c Create a comprehensive marketing plan and budget.
B
C
1d Provide continuing education and training for the marketing and outreach team.
Morgan Reuis
B
Morgan Reuis/Angela Youmans/Kywana Ritter
1e Launch the marketing plan and ensure it is communicated effectively to all employees.
B
C
Community Engagement.
We will raise awareness of our services, foster patient trust, and establish LCHCS as a leading advocate for community health.
Strategy 2: Strengthen relationships with policymakers, local leaders and stakeholders to improve relationships and advance policy and legislation that impacts our patients.
Measure: Track activities and outcomes (# of visits per quarter, legislative policy, etc.)
2025 2026 2027 BY WHEN? B=Begin C=Complete
ACTION STEPS
RESPONSIBILITY
2a Establish a schedule for visiting local, state, and federal elected officials. Actively participate in SCPCA and NACHC activities.
Morgan Reuis
B
2b Develop tailored messaging for elected officials, with a particular focus on local leaders.
Morgan Reuis/Kywana Ritter
B
2c Extend invitations to elected officials to attend events hosted by our organization.
Morgan Reuis/Kywana Ritter
B
Strategy 3: Create dynamic educational programs that inform and engage patients and the community, showcasing our impact through diverse formats and platforms.
Measure: Patient satisfaction survey
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
3a Explore potential formats for educational programs. Create a calendar of activities and research the top health education needs of our patients (e.g., diabetes, weight loss, etc.).
Morgan Reuis/Angela Youmans
B
3b Develop the program format and messaging plan. Assign a team to oversee implementation.
Morgan Reuis/Angela Youmans
B
3c Utilize the Aprima Enhanced patient portal to design and implement various forms or questionnaires as needed.
Morgan Reuis/Jennifer Rahn
B
3d Launch the educational programs.
Morgan Reuis/Angela Youmans
B
C
Community Engagement.
We will raise awareness of our services, foster patient trust, and establish LCHCS as a leading advocate for community health.
Strategy 4: Enhance the organization’s presence and influence at community events and through collaborations with aligned organizations to amplify our mission and reach.
Measure: Tracking activities and outcomes.
BY WHEN?
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
Morgan Reuis/Angela Youmans/Kywana Ritter
4a Identify like-minded potential collaborators.
B
4b Schedule and hold meetings to explore collaboration opportunities.
Morgan Reuis/Kywana Ritter
B
4c Conduct a full feasibility assessment and internal review, and develop program.
Morgan Reuis
B
4d Create a structured process for all sites and staff to contribute. Develop a volunteer management calendar and provide support to staff teams and community causes.
Morgan Reuis
B
Morgan Reuis/Angela Youmans/Kywana Ritter
4d Launch the collaboration initiatives and related programs.
B
Steward Resources.
We will achieve optimal financial performance through strategic resource management, revenue growth, efficient expense management and sustainable financial decision-making.
Strategy 1: Enhance revenue streams through strategic payer mix optimization, increased patient volume, and improved payer reimbursement processes and strategies.
Measure: Increase patient revenue by 5%
BY WHEN?
ACTION STEPS
RESPONSIBILITY
2025 2026 2027 B=Begin C=Complete
1a Improve CPT coding practices to ensure accurate billing and revenue capture.
April Delozier/Amanda Bridgmon
B
C
1b Reduce credentialing and contracting timeframes to minimize lost revenue.
April Delozier/Amanda Bridgmon
B
C
1c Increase the capture rate to 60%, including revenue from contract pharmacy programs, to boost overall pharmacy income.
April Delozier/Megan Anderson
B
C
1d Address value-based care (VBC) initiatives by closing identified care gaps.
April Delozier/Amanda Bridgmon
B
C
Steward Resources.
We will achieve optimal financial performance through strategic resource management, revenue growth, efficient expense management and sustainable financial decision-making.
Strategy 2: Manage expenses more efficiently by improving purchasing systems, maximizing resource utilization, and adopting effective cost-saving measures.
Measure: Reduce cost per patient.
2025 2026 2027 BY WHEN? B=Begin C=Complete
ACTION STEPS
RESPONSIBILITY
2a Establish clear purchasing procedures, including staff roles, spending limits, RFP processes, bidding protocols, and criteria for selecting awards.
April Delozier
B
C
2b Conduct regular reviews of vendor contracts, focusing on office medical supplies, lab services, Stericycle, and other key vendors.
April Delozier/Denise Cone
B
2c Reduce the use of locum tenens staff to manage costs (see Human Resources).
Ashley Barnes/Darainey Hudson
B
2d Develop and implement a comprehensive inventory management plan to optimize resource tracking and utilization.
April Delozier
B
C
Strategy 3: Establish a system for evaluating the financial feasibility of new programs, services, and opportunities to ensure responsible and strategic growth.
Measure: System consistently used throughout organization before beginning new sites, programs, services.
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
3a Review and select analysis and decision-making tool to assess the feasibility of new programs and services.
Ashley Barnes/April Delozier
B
C
3b Train employees on the use of the feasibility evaluation system to ensure consistency and understanding.
Ashley Barnes/April Delozier
B
c
3c Implement the system and require its use before investing in new programs, services, or opportunities.
Ashley Barnes/April Delozier
B
Grow & Expand.
Strategy 1: Identify and prioritize opportunities to open new or expand existing sites and service lines to address areas with the greatest need, ensuring responsible financial and operational decision-making. We will broaden the range of healthcare sites, services, and technological capabilities to address emerging community needs and evolving healthcare trends.
Measure: Planned sites and services are determined, launched, and key performance indicators are determined and reached.
BY WHEN?
ACTION STEPS
RESPONSIBILITY
2025 2026 2027 B=Begin C=Complete
1a Open new office in Orangeburg (date).
Dr. Barnes
B/C
1b Expand services and facility in Aiken.
Dr. Barnes
B
1c Build and launch pharmacy plan to determine priority and timeframes and model (contract/operated) for expansion, and optimize utilization and access for patients, including the feasibility of mail order and delivery and expanded hours.
Dr. Barnes/ Megan Anderson
B
1d Conduct feasibility studies, including evaluating expanded OB and pre-natal opportunities.
Dr. Barnes/Dr. Rahn/Denise Cone
B
1e Assess needs for additional specialty service needs, determine feasibility, and plan for potential launches (using diagnostic codes and referrals).
Dr. Barnes/Dr. Rahn/Denise Cone
B
1f Review the feasibility of adding alternative medicine, aesthetics, weight management, and other emerging services to meet patient needs.
Dr. Barnes/Dr. Rahn/Denise Cone
B
Grow & Expand.
We will broaden the range of healthcare sites, services, and technological capabilities to address emerging community needs and evolving healthcare trends. Strategy 2: Develop a comprehensive five-year facilities plan to guide improvements, expansions, and new construction to accommodate growing demand for primary and specialty services.
Measure: Facility plan completed including timeframes and funding strategies.
2025 2026 2027 BY WHEN? B=Begin C=Complete
ACTION STEPS
RESPONSIBILITY
2a Develop a plan for easily implemented "curb appeal" improvements, including landscaping and painting.
Dr. Barnes / Morgan Reuis
B
2b Renovate and expand spaces (buildings and parking) as needed to accommodate increased demand and growth.
Dr. Barnes
B
2c Assess expansion opportunities for each building, including funding strategies such as New Markets Tax Credit (NMTC) and other financing options.
Dr. Barnes
B
Strategy 3: Increase access to essential healthcare services by enhancing telehealth and mobile health offerings, particularly for remote and underserved populations.
Measure: Comprehensive plans completed for new services and partnerships.
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
Dr. Barnes/Denise Cone/April Delozier
3a Determine the best use, strategy, and operational feasibility of utilizing a mobile health trailer.
B/C
3b Determine staffing and scheduling plan for the mobile health trailer.
Dr. Barnes/Darainey Hudson
B/C
Dr. Barnes/Denise Cone/Morgan Reuis
3c Identify the patient target and create a marketing strategy.
B
Dr. Barnes/Denise Cone/Morgan Reuis
3d Establish or expand relationships with school systems to create school-based health programs and increase community partnerships.
B
Grow & Expand.
We will broaden the range of healthcare sites, services, and technological capabilities to address emerging community needs and evolving healthcare trends.
Strategy 4: Continuously optimize emerging technologies (to include the EHR system) to improve usability, interoperability, data accuracy, and workflow efficiency.
Measure: Information Technology plan created and implemented.
BY WHEN?
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
4a Evaluate the current EHR system for optimization or replacement, considering cost-effectiveness and implementation timeframes.
Dr. Barnes/Dr. Rahn/ Randal Padgett
B
4b Assess the feasibility of implementing a two-factor (potentially a badge system) authentication for secure computer access. This system would enhance security but requires additional equipment, funding, and potential office renovations. 4c Continue beta-testing Dragon software to evaluate its effectiveness as a tool for AI-driven improvements in patient care workflows. Investigate further opportunities for integrating advanced technologies into patient care. 4d Reduce paper usage by digitizing records and assessing opportunities to streamline document storage. Explore the development of a file server to accommodate scanned documents, reducing reliance on physical copies across departments. (Personnel and Inner Office Documents)
Dr. Barnes/Randal Padgett/Darainey Hudson
B
Dr. Barnes/Dr. Rahn/April Delozier/Randal Padgett
B
Dr. Barnes/Randal Padgett/Morgan Reuis/Darainey Hudson
B
Strategy 5: Develop and implement a comprehensive growth readiness plan that assesses current infrastructure, identifies resource gaps, and outlines the necessary operational investments to support sustained organizational growth.
Measure: Readiness plan is created and implemented.
BY WHEN?
RESPONSIBILITY
2025 2026 2027
ACTION STEPS
B=Begin C=Complete
Dr. Barnes/Darainey Hudson/April Delozier
5a Conduct an organizational assessment to evaluate the current structure, span of control, and management capabilities.
B
5b Determine strategy for staffing and assignment of duties for new sites and services.
Dr. Barnes/Darainey Hudson
B
5c Develop a senior management succession plan and management support plan to ensure operational readiness for growth.
Dr. Barnes/Darainey Hudson Dr. Barnes/April Delozier/Randal Padgett
B
5d Assess infrastructure and support services to determine required investments for scalable growth.
B
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