Community Health Network of Western North Carolina
Community Health Network of Western North Carolina
Strategic Plan 2022-2025
About Us
Community Health Network of WNC (CHNWNC) is committed to increasing access to quality healthcare in western North Carolina through strategic collaboration between safety net providers. To accomplish this purpose, CHNWNC, will assist the citizens of western North Carolina, encourage cooperation between member safety net providers, provide member organizations efficiencies for shared services, and identify, procure and manage grants that will fund shared initiatives of the Corporation. Our Members • Appalachian Mountain Community Health Centers • Blue Ridge Health • High Country Community Health Center • Hot Springs Health Program • Mountain Community Health Partnership • Western North Carolina Community Health Services
Board Message
The Community Health Network of Western North Carolina (CHNWNC) has developed our strategic plan to inform and guide our important work over the next three years. The plan was developed to prioritize the important work of our member health centers and address the health needs of the individuals and families in the communities we serve. The strategic planning process has allowed CHNWNC to proactively assess the external and internal environment for emerging trends, expectations, and issues. The resulting plan builds on and enhances our capacity to nurture a collaborative culture that supports our members in their important work serving historically marginalized communities. Over the next three years, our strategic plan will focus on the necessary quality improvement, operational efficiencies, practice transformation, and advocacy initiatives that will improve health outcomes with a focus on health justice and equity. We take pride in the initiatives highlighted in this report. We extend our deepest gratitude to our dedicated health centers and staff for the role they play in the development of this plan as well as their continued role in our collective success. We are excited for what’s to come and look forward to working together for a healthier western North Carolina.
-Community Health Network of Western North Carolina
Our Approach
In developing this strategic plan, the Community Health Network of Western North Carolina (CHNWNC) reviewed its current situation, the region’s needs for services, and the members desired future position. The purpose of the Strategic Plan is to set and document goals and strategies for the future. The goals and strategies, when accomplished, are directed at the collaborative programs and initiatives that will better serve the needs of CHNWNC members and the communities they serve.
Key steps in the Strategic Planning process are outlined below.
CHNWNC engaged the services of a Planning Consultant familiar with federally qualified health centers. The Board directed the overall planning process, with the guidance and facilitation of the Consultant. Planning Workshops were held with board members and key staff members from each health center, to identify strengths, weaknesses, opportunities, and threats; review trends in the local and state legislative environment; confirm the mission and vision statements; review the service area needs and identify potential strategic initiatives. Additional meetings were held to identify the goals, strategies, and action steps. Strategies were refined and action steps were finalized.
Confirming Our Purpose
Our Mission A sustainable, collaborative network that increases access and improves health outcomes in Western North Carolina.
Our Vision Equitable, empowered, healthy communities.
PEST Analysis
In a PEST analysis, we brainstormed the “big picture” characteristics of the network’s external environment. From this, we drew conclusions about the 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 the Community Health Network of Western North Carolina.
Political
• Local elections • Medicaid expansion • Anti Public Service Sentiment
• Federal Support Health Centers • Good Faith Effort • 340b drug program
Economic
• Cost of living • Unemployment/ workforce • Inflation • Competition salaries • Shallow pool candidates
Analysis PEST
Socio-Cultural
• Increasing homelessness • Decreasing transportation • Divided collective conscience • Increasing BH needs
• Aging populations • Rural communities • Increasing Latinx
Technology • Electronic Health
• Broadband access • Cyber security
Records/differen t data gathering
• Patient satisfaction • Paperless systems
SWOT Analysis
SWOT was a useful technique to understand the Strengths and Weaknesses of the network, and for identifying both the Opportunities open to it and the Threats it faces. Our SWOT provided insight into what direction to take Community Health Network of Western North Carolina. It is a tool that helped us to look at the internal and external environments and the future impact. 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 Community Health Network of Western North Carolina’s strengths, weaknesses, opportunities, and threats as identified by the Strategic Planning Team.
Strengths
• Shared vision • Commitment to population • Behavioral Health integration • Social Determinants of Health / Support • Market penetration
• Expertise • Support from Foundations • Academic / Clinical Learning • National Health Service Corps
Weaknesses • Hospital stability • Grant sustainability • Data Analytics • Brand & awareness
• Infrastructure • Communication • Process & Structure • Development
Analysis SWOT
Opportunities • Collective efficiencies • Infrastructure- building • Recruitment • Brand & awareness
• Group purchasing • Shared resources • Electronic Health Record • Expanded services
Threats • Political / Legislative Environment • Hospital stability • Economic challenges
• FQHC Look Alike status for Hospitals • Service overlap • Trend toward unionizing
Goals & Strategies
PROGRAMS & PROJECTS
Strategy 1: We will assess and identify gaps in regional health services best filled by CHNWNC or by leveraging existing health center programs. Strategy 2: We will develop and implement a process for determining the feasibility of new programs, including assessing community needs, evaluating the necessary resources , and assessing the ability to achieve impactful outcomes. Strategy 3: We will create a standardized project management process for implementation that creates accountability and improves communication between CHNWNC members and within their individual organizations. Goal: Develop and implement meaningful, sustainable initiatives that will result in improved health outcomes in our region.
Goals & Strategies
LEVERAGING RESOURCES
Goal: Leverage collective resources to achieve regional efficiencies that support our members and align with our mission and priorities.
Strategy 1:
We will develop and implement a collaborative group purchasing plan for products and services. Strategy 2: We will create a plan to utilize shared services such as credentialing, risk management, compliance, coding, provider recruitment, and retention. Strategy 3:
We will create a training and technical assistance plan to develop forums of expertise for network members and community stakeholders.
Strategy 4: We will create peer workgroups for networking, problem-solving, and the sharing of best practices in their areas of expertise (ex. finance, HR, operations).
Goals & Strategies
DATA & RESEARCH
Goal: Optimize technology and leverage data analytics to identify and improve community health priorities.
Strategy 1:
We will create a regional community needs assessment by consolidating the data available to member organizations. Strategy 2: We will share quality metrics and use the information to identify opportunities to improve regional health outcomes.
Strategy 3:
We will explore options for data warehousing and analytics systems that will help to determine regional priorities and demonstrate outcome improvements.
Goals & Strategies
C A PACITY BUILDING
Goal: Create a long-term sustainable collaborative network model that provides value to our members.
Strategy 1:
We will build governance and infrastructure to address the current and emerging needs of our members.
Strategy 2:
We will ensure ongoing financial viability by establishing diverse sources of sustainable revenue.
Goals & Strategies
COMMUNICATIONS & ADVOCACY
Goal: Increase the visibility and awareness of our member organizations and promote policy that advances our mission. .
Strategy 1:
We will promote the value, scope, and impact health centers have on improving the health and well-being of those in western North Carolina. Strategy 2: We will serve as a powerful voice and advocate for historically marginalized communities and promote public policy that contributes to improved health in the region. Strategy 3: We will seek, establish, and nurture partnerships and collaborations with like-minded organizations. Strategy 4: We will monitor regional activity that may threaten health centers' ability to sustain and expand their important work and create a unified plan to address threats and mitigate any resulting damage.
Approval and Acceptance
The plan represents the commitment of our health centers to the mission, vision, goals, and strategies of the Community Health Network of Western North Carolina. We recognize that active governance and oversight are required, and we are committed to the plan’s implementation, performance management, and accountability. The Board of Directors of Community Health Network of Western North Carolina approved the strategic plan on _____________________________.
Programs/Projects
CHNWNC will develop and implement meaningful, sustainable initiatives that will result in improved health outcomes in our region.
Strategy 1: We will assess and identify gaps in regional health services best filled by CHNWNC or by leveraging existing health center programs.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Utilize currently available data to identify potential health needs in the region, including CHA, UDS and other data, and determine best method for data consolidation, segmentation, and extraction for analysis. (See "Data & Research")
Central repository for data is created and each health center is contributing relevant data. Determine method for data storage and extraction for analysis (ex. software manual, spreadsheet, database)
Project Director & CEOs
B
C
1c Data will be used to develop programs, projects & initiatives including the key metrics that will used to demonstrate positive outcomes.
When determining the need for new programs: 1) Data is used, 2) current health center programs are considered, and 3) key metrics are identified.
Board
B
MEASURES / INDICATORS Strategy 2: We will develop and implement a process for determining the feasibility of new programs, including assessing community needs, evaluating the necessary resources , and assessing the ability to achieve impactful outcomes. BY WHEN? B=Begin C=Complete RESPONSIBILITY 2022 2023 2024 ACTION STEPS
2a Standardized process is developed and all CHNWNC member organizations are trained on utilizing the process.
The process (algorithm) is created and members are trained and begin using the process to assess opportunities.
Project Director
B
2b Identify financial resources necessary to implement the approved program, by creating and submitting funding "case statements" or grant proposals to potential funding sources (ex. foundation, government, donor, business partner). 2c A budget will be developed to identify the any revenue and operating expenses and determine what funding resources (grants) are necessary to subsidize any uncompensated costs of the program.
Case statements or grant applications submitted based on feasibility and process.
Project Director & Board
B
All new programs have an associated financial feasibility plan, including plan for any funds necessary to achieve -0- based budget.
Board
B
Programs/Projects
Strategy 1: We will assess and identify gaps in regional health services best filled by CHNWNC or by leveraging existing health center programs. Strategy 3: We will create a standardized project management process for implementation that creates accountability and improves communication between CHNWNC members and within their individual organizations. BY WHEN? CHNWNC will develop and implement meaningful, sustainable initiatives that will result in improved health outcomes in our region.
MEASURES / INDICATORS
RESPONSIBILITY
2022 2023 2024 B=Begin C=Complete
ACTION STEPS
3a Develop or identify a standard project management system that identifies implementation steps and responsibility.
Project management system or software is identified.
Board
B
Member organizations have trained appropriate staff members on the project management system.
3b Train member organization on the project management system.
Project Director
B
Project management system is being used for implementation of programs and is regulary updated and reported to all CHNWNC members.
3c Implement project management for new programs & projects.
Project Director
B
Leveraging Resources
CHNWNC will leverage collective resources to achieve regional efficiencies that support our members and align with our mission and priorities.
Strategy 1: We will develop and implement a collaborative group purchasing plan for products and services.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Determine structure, products and services to be included in the group purchasing plan that are considered essential by the entire group. 1b Develop a compliant/legal sturcture and performance management process and identify metrics for monitoring the effectiveness of the group purchasing plan.
List of products and services to be included agreed to by members
CFO and designees
B
C
Process for purchased is defined and institutionalized at all participating health centers. Criteria is published for evaluating the effectiveness of the group purchasing plan. (Legal?)
CFO and designees
B
C
1c Define and invest in the right infrastructure to manage the group purchasing plan.
Job description developed for the group purchasing coordinator.
MEASURES / INDICATORS Strategy 2: We will create a plan to utilize shared services such as credentialing, risk management, compliance, coding, provider recruitment and retention. BY WHEN? B=Begin C=Complete RESPONSIBILITY 2022 2023 2024 ACTION STEPS
2a Specify a process to determine top three services of greatest need for all group members and send out to all participating health centers. (or member organizations/health centers)
Written process is established and distributed to all health centers.
CFO and designees
B
C
2b Develop a RFP; identify 3-4 vendors in each area and send to vendors with a deadline date for returning proposals.
RFP distributed and proposals received.
CFO and designees
B
C
2c Determine criteria for selecting the best vendor or health center provider.
Committee defined to review and select preferred vendors.
CFO and designees
C
Leveraging Resources
CHNWNC will leverage collective resources to achieve regional efficiencies that support our members and align with our mission and priorities.
Strategy 1: We will develop and implement a collaborative group purchasing plan for products and services. Strategy 3: We will create a training and technical assistance plan to develop forums of expertise for network members and community stakeholders.
MEASURES / INDICATORS
RESPONSIBILITY
2022 2023 2024 B=Begin C=Complete
ACTION STEPS
3a Conduct a needs assessment to identify areas of interest to group members and identify subject matter experts in each area.
Results of needs assessment promulgated to members.
COO and designees
B
C
3b Create a schedule for quarterly forums and an infrastructure to support the organization, publicizing and evaluation of forums.
A yearly training and TA plan for sponsored forums is organized and published to all participating health centers.
COO and designees
B
C
Strategy 4: We will create peer work groups for networking, problem-solving and the sharing of best practices in their areas of extpertise (ex. finance, HR, operations).
MEASURES / INDICATORS
RESPONSIBILITY
2022 2023 2024 B=Begin C=Complete
ACTION STEPS
4a Appoint a planning team to determine topics, plan, organize and communicate semi-annual executive roundtable discussions
Planning team appointed with representation from each health center and written plan developed for 2023.
CEO Champion / Project Director
B
C
4b Hold semi-annual executive roundtables with COOs, CFOs, CHRO's, CSO's to network and share best practices centered around certain topics.
CEO Champion / Project Director
Two roundtable sessions held in 2023.
C
Data & Research
CHNWNC will optimize the use of technology to leverage data and analytics to identify and improve community health priorities.
Strategy 1: We will create a regional community needs assessment by consolidating data available to member organizations.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
1a Determine health information needs and information available to determine targeted health information.
CHC’s complete health assessment and return to CHNWNC. CHC community health assessments results tabulated.
Project Director
B
C
Identify available service area/county community health assessments. Request assessment results from the service area/county contact.
1b Collect any service area/county community health assessments and other available data.
Project Director
B
C
Results ssessment reports presented and compared. Services/programs identified that currently are available or need to be developed to improve the health priorities identified.
1c Consollidate and report the results of health needs assessments and data for use in grant applications, payers, etc…...
Project Director
BC
Strategy 2: We will share quality metrics and use the information to identify opportunities to improve regional health outcomes.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
2a CHNWNC to select five quality health measures for CHNWNC priority (as network, etc.).
Survey CHC’s their top five desired quality measures. Top five quality measures selected.
Project Director
B
C
Determine the time period for collection of quality measures. Top 5 quality measures survey to each CHC to respond with scores. Results reported to CHNWNC. Best practices collected for the top 5 quality measures Best practices shared with CHNWNC. Quality scores measured annually. Annually review and select top 5 measures.
2b Share CHNWNC members quality measures scores within CHNWNC.
Project Director
BC
2c Best practices to improve the top five quality measures shared within CHNWNC.
Project Director
B
C
Data & Research
CHNWNC will optimize the use of technology to leverage data and analytics to identify and improve community health priorities.
Strategy 1: We will create a regional community needs assessment by consolidating data available to member organizations. Strategy 3: We will explore options for data warehousing and analytics systems that will help to determine regional priorities and demonstrate outcome improvements.
MEASURES / INDICATORS
RESPONSIBILITY
2022 2023 2024 B=Begin C=Complete
ACTION STEPS
3a Survey CHNWNC member of current EMR.
Survey completed.
Project Director
B
C
3b Identify data warehousing and interface options and select system.Assessment of options completed, and system implemented.
Project Director
B
C
Research and identify potential funding sources. Report to CHNWNC potential funding sources.
3c Data sharing
Project Director
B
C
Capacity Building & Sustainability
CHNWNC will create a long-term sustainable collaborative network model that provides value to its members.
Strategy 1: We will build a governance and infrastructure to address current and emerging needs of our members.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Board Members from the 5 FQHC Committee and voting structure determine by 7/2022 Determine eligible partners by 10/2022 Project Director, Data Analyst, Grant Writer, CFO Develop job descriptions & determine salary for staff by 6/2022 Hire PD and lease of CFO by 7/2022 Lease of remaining staff from partners to be determined by 9/2022 Space for staff leased within one of the FQHC by 7/2022 Develop MOU's for FQHC lease to include space and IT access by 7/2022
1a Develop the governance structure with growth for the future.
CEOs
B
C
1b Develop the staffing plan
CEO's
B
C
1c Develop the facility needs
CEO's
B/C
Strategy 2: We will ensure ongoing financial viability by establishing diverse sources of sustainable revenue.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Initial financial contribution to support staff, facility by 7/2022 Determine leasing of staff amounts per role by 9/2022 Determine lease amount for facilities by 7/2022 Seek additional planning grant by 11/2022 Grant to support salary and benefit of Project Director lease of CFO by 1/2023 Grant to support the leasing of data analyst and grant writer by 3/2023 Develop budget for 2022-2023 indicating agreed staffing and funding sources by 7/2022 Develop 2024 budget pending successful implmentation of the 2022/2023 budget by 10/2023
2a Determine shared financial responsibility
CEO's and CFO's
B
C
2b Determine revenue sources
CEO's and CFO's
B
C
B 2024 Budget
2c Develop Budget for 2022 through 2024
CEO's and CFO's
B/C
Communications & Advocacy
CHNWNC will increase the visibility and awareness of our member organizations and promote policy that advances our mission.
Strategy 1: We will promote the value, scope, and impact health center services have on improving the health and well-being of those in western North Carolina.
2022 2023 2024 BY WHEN? B=Begin C=Complete
ACTION STEPS
MEASURES / INDICATORS
RESPONSIBILITY
Brand and branding guidelines are approved by CHNWNC board.
1a Develop recognizeable brand.
Project Director
B
C
1b Create a team/committee that is responsible for coordinating the communications and advocacy planning and activities of CHNWNC.
Communications/advocacy team with diverse membership is created.
Project Director
BC
1c Utilize website and social media to communicate the important work of CHNWNC.
Website is created and social media presence is created.
Project Director
BB
MEASURES / INDICATORS Strategy 2: We will serve as a powerful voice and advocate for historically marginalized communities , and promote public policy and programs that contribute to improved health in the region. BY WHEN? B=Begin C=Complete RESPONSIBILITY 2022 2023 2024 ACTION STEPS
2a The communications/advocacy team will assess and propose legislative and regulatory priority agenda to CHNWNC at least annually.
Project Director & Communications Committee
Legislative agenda is approved annually by CHNWNC.
B
2b The communications/advocacy team will create a plan/calendar for engagement with appropriate elected officials, government agency representatives, etc.
Key metrics are developed regarding outreach nd advocacy efforts (ex. # of meetings)
Project Director & Communications Committee
B
C - Annually
2c The communications/advocacy team will provide CHNWNC with monthly updates on legislation that will have an impact of CHNWNC and its members.
Project Director & Communications Committee
Updates are provided to CHNWNC monthly.
B
Communications & Advocacy
CHNWNC will increase the visibility and awareness of our member organizations and promote policy that advances our mission.
Strategy 1: We will promote the value, scope, and impact health center services have on improving the health and well-being of those in western North Carolina. Strategy 3: We will seek, establish,and nurture relationships with like-minded organizations for partnerships and collaborations.
BY WHEN?
MEASURES / INDICATORS
RESPONSIBILITY
2022 2023 2024 B=Begin C=Complete
ACTION STEPS
3a Identify those health & human service providers that are like- minded, and the best options for collaboration and partnership.
Project Director & Communications Committee
Potential partners are identified.
BC
Project Director & Communications Committee
3b Determine approach and designate individuals to make contact.
Meetings are scheduled and priorities identified.
B
3c Execute planning MOAs with identified partners to determine initiatives, programs.
Project Director & Communications Committee
Executed MOAs.
B
Strategy 4: We will assess regional activity that may threaten health centers' ability to sustain and expand their important work, and create unified plan to address threats and mitigate any resulting damage.
BY WHEN?
MEASURES / INDICATORS
RESPONSIBILITY
2022 2023 2024 B=Begin C=Complete
ACTION STEPS
3a Member organizations commit to sharing information that may threaten any single or group of health centers.
Mutual trustbuilding; Verbal agreement? Rules of Conduct? Charter?
Project Director & Communications Committee
Ongoing
B
3b Determine the best response to any competitive threats and incorporate into advocacy plan as appropriate.
Action plan created and incorporated into Advocacy plan as appropriate.
Project Director & Communications Committee
Ongoing
B
Project Director & Communications Committee
Ongoing
3c Execute strategies.
Plan executed
B
,� We Commst u e n rn i North Carolina ty Health Services
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