Quarterly Operations “State of the Business” Strategic Plan Overview John Wilson, Sr

Quarterly Operations “State of the Business”

*Strategic Plan Overview*

John Wilson, Sr.

2

Agenda

UCP Central PA Strategic Plan Purpose

Environmental Assessments for Managed Care (SWOT)

UCP Key Strategic Initiative

Summary

Appendix – Strategic Plan Updates, July 2015

8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 3

UCP Central PA Strategic Plan Purpose


Strategic Plan Purpose

Provide foundation for UCP staff to facilitate a Life without Limits for people with disabilities

Maintain focus on development/implementation of Managed Care for Human Services in PA


Strategic Plan Purpose

Undertake Managed Care initiatives to ensure we continue as leader in advocacy/support for the disabled

Enable UCP to continue achieving our mission and strengthen our culture of innovation and leadership

Provide strong yet flexible foundation for our future


Environmental Assessments for Managed Care:

UCP SWOT Assessment – Internal and External(Strengths, Weaknesses, Opportunities, Threats)


Key (Agency/Internal) Strengths

Consumer/family focus, and caring attitude of direct support staff and supervisors

Future oriented/forward thinking Flexibility, entrepreneurial Proven history of working with multiple payers

8

Key (Agency/Internal) Strengths

Diversified for non-medical non behavioral services

Established local, state, and federal relationships

Strong and active board Mission focused Active participation in provider associations

*** Strong consumer and agency advocacy (CEO)

*** Leveraging new technologies, e.g., ADP, Soneto


9

Key (Agency/Internal) Weaknesses

Historically, Human Services Organizations have not been subject to operating in a Managed Care environment

Billing - not recovering 100% of services billed (Revenue Cycle Management)

No system in place that can respond quickly to track and manage new metrics

Managers do not focus on performance metrics


10

Key (Agency/Internal) Weaknesses

Management and staff not fully utilizing technology to optimize efficiency

Do not see payers as a “customer” Current documentation requirements, policies, and

procedures may not be sufficient for a managed care payment model (pay for performance/outcomes)

Pay (and reimbursements) not linked to performance - documentation, cost, billing, consumer outcomes

Employee turnover (costly)8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

11

Key (External) Opportunities

Technology - decreased costs (increased efficiency/productivity)

Position with MCO as a valued partner Strategic alliance with other organizations;

consider both as a provider network and also as MCO


12

Key (External) Opportunities

Market continues to expand- creating a wide range of services, opportunities

Ability to influence (MCO) model Private pay market (better leverage)


13

Key (External) Threats

Competition - NHS and Keystone; very well versed in the MCO environment

Managed Care - unknown metrics (requirements and performance measures; pay for performance/outcomes; risk shifts from payer to provider)


14

Key (External) Threats

Downward pressure on all funding Competitive realignments State may take unexpected and sudden actions



UCP Key Strategic Initiatives

16

Infrastructure Enabler – Human Resources Information System (ADP)

Goal

Improve the effectiveness and efficiency of Human Resources and Payroll systems

Objective

Demonstrate objective improvements in new hire process, paper reduction and performance measurements

Significance (to help address)

Supervisor burnout

Employee dissatisfaction

Turnover


17


Key Tasks/Implementation Modules

Time and Attendance

Manager/Self-Service

Recruitment and Performance Management

Oversight

Responsible Party (Tasks) – HR Director

Accountability– HR/Business Operations (COO)

Reporting Committee – Human Resources


18

Infrastructure Enabler – Time and Attendance Billing Scheduling System

“TABS”Goal

Improve effectiveness and efficiency of Time and Attendance, Billing- Scheduling “TABS” System; consider Electronic Health Records

Objective

Integrate Santrax and Visitrax systems to stream line data flow and data integrity

Move from server based Visitrax to web based system to minimize resource constraints and to provide any time, any where access to authorized staff

Migrate from Access database (Visitrax) to Structured Query Language database to enhance reporting and resource capabilities

Facilitate the new metrics and billing requirements from Managed Care


19



To perform and deliver more service data transactions in a timely manner with less staff (requirements/involvement) and overhead


New TABS System Procurement/Implementation

Oversight

Responsible Party (Tasks) – COO/Directors/Implementation Team Members

Accountability – COO

Reporting Committee – Ops and Finance/Executive Committee8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

20

Revenue Cycle Management

Goal

Efficiently maximize revenue collections

Objective

Bill 100% of services provided within the prescribed billing cycle

Collect above 99.5% of the billings [currently 95%]

Accounts Receivable Days 50 days [currently 62%]


Cash Flow

Financial Strength

Organizational Productivity and Efficiency


21

Revenue Cycle Management


Analyze and enhance the current Billing and financial processes

Develop financial criteria for measurement

Process Enhancement

Oversight

Responsible Party (Tasks) – CFO/COO/Project Team Members

Accountability – CFO

Reporting Committee – Ops and Finance


22

Metrics Management (Operational and Outcome)

Goal

Develop metrics management system to ensure compliance with Managed Care Organization requirements, while maintaining quality and integrity of the agency

Objective

Start monitoring at least two operational and one outcome metric for each program/service area

Significance

Reporting metrics required to maintain provider status in Managed Care environment

Achieve a more “in depth” snapshot of what defines quality within the agency

Recognize and correct areas with negative trends/problem areas more timely/efficiently


23

Metrics Management (Operational and Outcome)


Identify system(s) to support metrics management

Identify/select metrics for initial monitoring phase

Develop data collection/data monitoring tools/methods (Phase 1 and 2)

Implement Phase 2 (complete Metric System)

Oversight

Responsible Party (Tasks) – COO/Directors/Supervisors/Project Team


Reporting Committee – Programs and Services8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

24

Compliance Management

Goal

Develop and implement Comprehensive and Effective Compliance Management Program

Objective

Monitor compliance in all areas of the agency

Create culture of compliance awareness

Pass MCO (Managed Care Organization) compliance audit

Significance

Agency reputation

MCO business opportunities

Financial (audits/fines)8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

25

Compliance Management


Hire Compliance Officer

Develop/Revise/Consolidate Policies and Procedures

Communicate and train staff on compliance issues and policy

Oversight

Responsible Party (Tasks) – Compliance Officer/Directors/Program Members

Accountability – Compliance Officer

Reporting Committee – Ops and Finance/Programs and Services


26

Wellness Management

Goal

Continuously improve the health and wellness of staff

Objective

Manage staff health care costs

Manage insurance costs for staff and UCP

Improve productivity

Reduce medical related absences

Reduce incidences of chronic disease

Significance

Increasing productivity and reducing absences will reduce costs and stress levels

Less personal and family health concerns


27

Wellness Management


Identify and implement classes/intervention programs based on need

Develop metrics to actively track progress of our wellness initiatives

Develop additional communication strategies to continuously engage employees

Identification and Compliance with standard precautions

Oversight

Responsible Party (Tasks) – DR Director/Directors

Accountability – HR Director

Reporting Committee – HR/Programs and Services


28

Reducing Turnover

Goal

Reduce overall agency (workforce) turnover rate

Objective

Reduce turnover related costs, improve departmental efficiency, and develop invested employees

Significance

Cost savings

Improved consumer satisfaction

Improved efficiency

Improved staff morale

Increased staff participation in committees, projects, etc.; more motivated


29

Reducing Turnover


Collect turnover data, by percentage, number, and dept., look back 2-3 years

Establish team, including supervisors and staff, to represent pilot program

Develop strategy to reduce turnover for pilot programs; do benchmarking

Monitor employee satisfaction to measure success and identify potential setbacks

Provide monthly turnover data for review by Management and HR Committee

Oversight

Responsible Party (Tasks) – HR Director/Project Team Members


Reporting Committee – HR/Programs and Services8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

30

Enhancing the Physical Security of UCP Central PA Facilities

Goal

Provide safe program sites and worksites for all staff and consumers

Objective

Assess and procure security measures at UCP Central PA facilities; develop processes and trainings for staff and consumers to deal with environmental threats (intruders, disgruntled employees, family members, etc.)

Significance

Consumer/staff safety for unexpected events

Possible compliance with program regulations


31

Enhancing the Physical Security of UCP Central PA Facilities


Develop priority plan for sites; include cost analysis

Recommendation and agency plan for implementation of critical site upgrades

Implementation of approved plan for critical sites

Oversight

Responsible Party (Tasks) – Facility Coordinator/CFO/HR Director

Accountability – CFO/HR

Reporting Committee – Programs and Services/HR


32

New Opportunities

Goal

Research, design, and implement new programs for mission and service growth that are consistent with the evolving vision of “Life without Limits”

Objective

Provide leadership that creates new and effective programs, and that encourages state-wide implementation

Develop programs with positive earnings to sustain and grow UCP

Significance

Diversify funding streams and programs for financial stability

Continue UCP recognition as strong leader, advocate, and innovator of services that enable increased independence and growth for persons with disabilities


33

New Opportunities


Look for/assess new opportunities

Draft basic business plan/evaluate sustainability

Implement and Evaluate

Oversight

Responsible Party (Tasks) – COO/Directors/CFO/Program Supervisors


Reporting Committee – Ops and Finance/Programs and Services


34

Communication

Goal

Communicate more effectively with staff, donors, and volunteers; an organizational communication plan tied to organizational objectives and guiding principles

Objective

75% of employees will report that they agree or strongly agree with the effectiveness of communication [Current baseline 57%]

75% of volunteers and donors will report that hat they agree or strongly agree with the effectiveness of communication

Significance

Greater satisfaction with UCP/Employer of Choice

Employee Understanding

Staff/Donor/volunteer understanding of mission and vision8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

35

Communication


Develop/implement Annual Communication Plan

Oversight

Responsible Party (Tasks) – Development Director/Management Team

Accountability – Development Director/HR Director

Reporting Committee – Community Relations and Development/HR


36

Recognition and Rewards

Goal

Implement consistent/timely cross agency recognition and reward program based on what staff reports would be most effective

Objective

75% of employees reporting they agree, or strongly agree, with level of recognition received [Current baseline: 28%]

75% of employees reporting they have been recognized. [Current baseline: 38%]

Significance

Increased retention

Employees feeling valued for their work


37

Recognition and Rewards


Identify program parameters for reward/recognition

Communicate clear/consistent rewards to programs

Implement/evaluate Program(s)

Oversight

Responsible Party (Tasks) – HR Director/Management


Reporting Committee – HR


38

Influencing Pennsylvania Managed Care

Goal

Provide leadership at the agency, association, and state level to influence the direction and design of Managed Care for Human Services

Objective

At least one of the two MCO’s, of which UCP Central PA will be part owners, will be awarded a state contract

Be selected to be a part of every MCO’s provider network

Significance

Managed Care for Human Services is happening in other states; will eventually occur in PA

There are many different managed care models; many are not considered good for people with disabilities


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Influencing Pennsylvania Managed Care


Analyze/consider membership in William Penn Human Services MCO (and RCPA)

Continue participation in the Pilot development and Draft (MCO) RFP

Continue engagement with consultants for guidance with MCO

Continue engagement with MCO policy initiatives

Oversight

Responsible Party (Tasks) – CEO/Management Team/Board


Reporting Committee – Executive8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

40

Leverage Intern Talent

Goal

UCP Central PA has an organization-wide intern program that is useful to all UCP Business Units, and offers career development for Central PA college students

Objective

UCP departments/programs have defined intern position descriptions, regularly post opportunities, and regularly fill positions.

Relationships developed with specific schools/departments; “feed” interns to specific programs/departments

Significance

Recruit future employees

Increase employee-retention rate

Develop relationships with colleges and universities8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

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Leverage Intern Talent


Develop Intern Policy and Procedures

Standardize Intern practices

Promote Intern Opportunities

Oversight

Responsible Party (Tasks) – Develop Director/Management Team/Supervisors

Accountability – Development Director/HR Director

Reporting Committee – Community Relations and Development/HR


42

Succession Planning

Goal

UCP Central PA is adequately prepared for the planned and/or unplanned absences/departures of staff in key leadership positions

Objective

Develop approach to succession planning to address current and future organizational leadership needs

Significance

Minimizes disruption to services (and Agency leadership)


43

Succession Planning


Develop Succession Plan Process for Management Team members

Define next level/other positions to be considered for succession planning

Status updates to HR and Exec. Committee every 6 months

Oversight

Responsible Party (Tasks) – HR Director/CEO/Management Team/HR Committee and Board Chairs


Reporting Committee – HR/Executive Committee



Summary

Strategic Plan Focus

Managed Care Readiness

Increased Agency Efficiency and Productivity

Compliance Management/Accountability

Metrics/Performance Management (MCO)

Leveraging Technology to Drive Improvements and Decreased Staff Workload

Staff Satisfaction

Long-term Sustainability of the Agency


Appendix

Board of Directors

Strategic Planning UpdateJuly 2015

CultureUCP Central PA

• • Communicatio

ns Initiatives

• Attrition• HRIS System

Connected Teamwork

CommunicationInnovation

Leadership

Consumer-Focused

• New Opportunities• Managed Care• Leverage Intern

Talent

• Succession Planning

• Revenue Cycle Management

• Metrics

• TABS• Compliance

• Wellness• Recognition & Rewards• Security

MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments

HRIS System Implementation (Task Completion Responsibility: HR Director & Controller) Complete

Time & Attendance (Task Completion Responsibility: HR)

Strategic Plan date: 07/2014Revised date: 07/2015

In progress

Manager/Self Service (Task Completion Responsibility: HR)


In Progress

Hiring & Performance Management (Task Completion Responsibility: HR)

Strategic Plan date: 07/2014Revised date: 09/2015 – HiringRevised date: 11/2015 – Perf.

Delayed

Carrier Connections (Task Completion Responsibility: HR) Complete

COBRA (Task Completion Responsibility: HR) Complete

Infrastructure Enabler: HRIS (ADP)Improve effectiveness/efficiency of HR and payroll systems

= on track

= minor glitches

= major glitches

Owner: COO (HR Director) Committees: Human Resources


Develop Requirement Specification (Task Completion

Responsibility: COO) Complete

Evaluate EHR/Billing Systems (Task Completion Responsibility: Evaluation

Team - Program Directors, CFO & Fiscal, Dir., COO) Complete

EHR/Billing System Recommendation (Task Completion

Responsibility: Evaluation Team) Complete

EHR/Billing System Procurement (Task Completion Responsibility: COO) In progress (Soneto)

EHR/Billing System Implementation (Task Completion Responsibility: COO and Project Team)


In progress

Infrastructure Enabler: TABSImprove efficiency/effectiveness of “TABS” System

= on track = minor glitches

= major glitches

Owner: COO Committees: Ops/Finance; Executive

July 2015

Revenue Cycle Management:Efficiently maximize revenue collections (100% billed in cycle; collect 99.5%; A/R <= 50 days)


= major glitches

Owner: CFO Committee: Ops/Finance

MilestonesMar Apr May Jun Jul Aug Sep Nov Dec Status Comments

Analyze/enhance current billing & collections processes

CompleteOrganized implementation teams (directors and program managers) and developed project plan. “Squeezing the Revenue Cycle” and “300% Project” Briefing through Supervisors meetings and department trainings.

Develop financial criteria for management

Strategic Plan date: 04/2014Revised date: 09/2015No automated way to develop criteria without the implementation of the new billing system

Process Enhancement


Continuous process


Identify System to Support Metrics Management (Task Completion

Responsibility: COO)

The Visatrax replacement system (Soneto) has

reporting and dashboard capabilities that will help

support this initiative

Identify Metrics Team (Task Completion Responsibility: COO)

On-hold (Initial target completion was 06/2014.

Revised date: TBD)

Identify/Select Metrics for Initial Monitoring Phase (Task Completion

Responsibility: COO & Metrics Team)


Revised date: TBD)

Develop Data Collection/Data Monitoring Tools/Methods (Task Completion Responsibility: Metrics Team)


Revised date: TBD)

Metrics Management: Slide 1 of 2Develop metrics management system to ensure compliance with MCO requirements, while maintaining the quality and integrity of UCP


= major glitches

Owner: COO Committees: Ops/Finance, Programs & Svcs.

July 2015


Implement Initial Phase (Task Completion Responsibility: Metrics Team,

Management Team, Supervisors)


Revised date: TBD)

Identify/Select Metrics for Phase 2 (Task Completion Responsibility: Metrics

Team, Management Team, Supervisors)


Revised date: TBD)

Evaluate/Implement Data Collection/Monitoring

Tools/Methods (Task Completion Responsibility: Metrics Team and

Management)


Revised date: TBD)

Implement Phase 2 (Complete Metrics System) (Task Completion

Responsibility: COO & Metrics Team)

On-hold (Initial target completion was “On-

going”)

Metrics Management: Slide 2 of 2Develop metrics management system to ensure compliance with MCO requirements, while maintaining the quality and integrity of UCP


= major glitches

Owner: COO Committees: Ops/Finance & Programs & Svcs.

Note: Significant work has been done on developing balanced scorecard and metrics for the agency; starting as far back as 2002. However, the agency does not currently have adequate systems and tools in place to systemically provide for and support the reporting, metrics, and dashboards needed. The Soneto system will allow forward movement on this strategic initiative. Additional software may be needed if more advanced data mining and dashboards are required.

July 2015

MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Jan Feb Status Comments

Hire Consultant

Hired consultant Paul Stanalonis;

Establish Program & Cmte

Conducted exhaustive interviews with program staff

Perform Gap Analysis

Contractor report presented to the management committee.

Hire Compliance OfficerMia Woods, UCP Compliance Officer now hired

Develop/Revise/Consolidate Policies and Procedures

Compliance program was forwarded to legal counsel for review. Finalized Compliance Program to be ready for Board approval in August

Communicate/train staff on compliance issues/policy

Compliance training continues to take place throughout UCP and the training will be available on the UCP training website by the end of July,

Compliance Management:Implement comprehensive Compliance Mngmnt Prgm


= major glitches

Owner: Compliance Officer Committees: Ops/Finance; Programs/Svcs

MilestonesDec Jan Feb Mar Apr May Jun July Aug Sept Oct Status Comments

Identify Incentives/Disincentives for Wellness Participation

Ongoing $30 discount/month on medical for participating FT employees; PT who complete wellness get $25, per pay toward Medical/Dental/Vision

Create Classes & Interventions based upon Staff Need

OngoingPinnacle providing 1:1 coaching for smoking cessation – 2 staff enrolledCompleted 2.15.15 Capital Blue Cross EMPOWER – 14 attended; bio screening program, skin cancer screenings offered.

Evaluating next program offerings based upon health information & surveys (target 8/1/2015)

Develop Wellness Tracking Metrics with Benefits Broker


In ProgressTracking participation. Completing Wellness Report (metrics/ reporting for overall health assessment - 2013 vs.2014, analyzing employee survey responses vs. HRA and bio-metric screen results)

Wellness Communications for Employees & Families

Ongoing Healthy Families DVD from NIH; staff celebration focuses on wellness; all program documentation stresses “staff and their families”;

Launch & Assess Additional Programs

OngoingDeveloped Wellness section of monthly employee newsletter (June 2015).

Wellness Plan:Continuously improve health/wellness of staff and families.

= on track

= minor glitches

= major glitches

Owner: Director, HR Committees: Human Resources, Program & Svc.

MilestonesDec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments

Collect attrition data past 3 years

Completed. Now ongoing. General decline in overall Attrition was reduced from 2013 to 2014, (2014 = 28%; 2013 = 32%). Rising again now in 2015 (losing employees due to pay and hours cut to under 30 for ACA).

Establish Turnover Team

Identify Root Causes


In progressAttrition team created and meets bi-weekly (initial target was 10/13, completed 12/14). Retention mini-surveys and phone interviews completed; conducting in-person Stay Interviews. Completed Research Paper on best retention practices for Direct Care Workers (5/15). Next complete Root Cause Analysis (target date 7/31/15).

Benchmark, Select Strategy

Strategic Plan date: 04/2014Revised date: 08/2015Delayed

Once Attrition team analyzes data we can move on to this part

Launch & Assess Pilot

Strategic Plan date: 06/2014Revised date: 11/2015Delayed


Strategic Plan date: 07/2014- 12/2016Revised date: 12/2015-12/2016Delayed

Attrition Plan: Maintain Turnover at 10% below National Ave. of 40%(changed from: Reduce Turnover from 33% to 25% )

= on track

= minor glitches

= major glitches

Owner: Director, HR Committees: Human Resources, Program & Svc.

MilestonesDec Jan Feb Mar Apr May Jun July Aug Sep Oct Nov

Status Comments

Assess and procure measures at UCP facilities.


In Progress UCP Facility Manager is re-assessing locations fore external security(initial target was 3/14; now 9/15).

Develop processes and trainings for staff and consumers to deal with environmental threats.


In ProgressRolled out new Anti-Violence policy to supervisors and staff in Fall 2014 ; developing trainings for new hires and staff annually at their in services. Created Emergency Contact cards, Emergency sheets next to phones, and Emergency Procedures when faced with potential violence issue – roll-out planned for 9/2015

Provide Plan Recommendations for Sites with Cost Analysis (first Critical Sites, then Priority Plan for other sites).


In ProgressFacility Manager conducting

Implement (first Critical Sites, then others).


In ProgressFacility Manager conducting

Security/Safety Plan:Provide safe program sites for all staff and consumers

= on track

= minor glitches

= major glitches

Owner: Director, HR (Facilities Manager)

Committees: Human Resources


Develop internal communications plan

Strategic Plan date: 02/2014Revised date: 07/2015Completed

Formed Management Communications Group. Formulated communications plan in May, 2015. Shared with Management Team & Board. Will Share with Supervisors July, 2015.

Implement Annual Communications Plan


Launched internal employee electronic newsletter (LB) in June 2015; completed Agency Communications Plan.

Benchmark, Select Strategy


Launch & Assess Pilot

Strategic Plan date: 05/2014-06/2014Revised date: 12/2015-12/2016In Progress


Strategic Plan date: 07/2014-12/2016Revised date: 12/2015-12/2016In Progress

Communication Plan (Internal):Communicate more effectively with staff

= on track

= minor glitches

= major glitches

Owner: Director, HR Committees: Human Resources

Rewards/Recognition Plan:Consistent, timely cross-agency recognition/reward program based on what staff reports is most effective.

= on track

= minor glitches

= major glitches

Owner: HR Director Committees: Human Resources


Assess current program; review ideas for change and improvement.

Strategic Plan date: 3/2014Revised date: ongoingIn progressSupervisor team reviewed current programs 3/2014, proposed to continue the $10 per EE (discretionary recognition use); changed service awards to monetary reward (eff. FY 2014); reduced Exemplar to 2 FTE.

Ongoing. Reviewing data on recognition gathered from March 2015 Supervisor Focus Groups, Attrition/Retention Survey, Stay Interviews, and Communications survey to identify new programs.

Establish Reward/Recognition Program Parameters

Strategic Plan date: 2/2014Revised date: ongoingIn progress

In Progress: PHASE II. Launched employee newsletter featuring recognition in each monthly issue 6/15. Partnering with Communications Group to identify additional recognition programs.

Communicate clear, consistent rewards program.

Strategic Plan date: 4/2014Revised date: 07/2015In progress

Include in employee newsletter for July 2015 (with Communications team); HR will send out an employee communication for summer 2015 to recognize the Exemplar team and staff service awardees for 2015

Implement and evaluate program.

Strategic Plan date: 3/2014Revised date: ongoingIn progress

Summary of current, new and proposed Recognition Programs completed 10/2015.


Develop Succession Planning Materials

Strategic Plan date: 8/2014Revised date: 06/2015; now Work in ProgressDelayed

ADP implementations & newsletter have delayed process.

Collect Input from Leaders, Managers

In progressInternal training needs analysis conducted (May, 2015). Need to collect succession planning input from mgmt.

Communicate New Process Delayed

Begin Succession Planning Process

Delayed

Identify Key Training & Development Needs

In progressInternal training needs analysis conducted. Management & Supervisor off-site training being created.

Conduct Developmental Activities

In progressSupervisor/Manager training being created to further develop internal leaders. Monthly Supervisor Meetings now include development (mandatory)

Succession Planning: Build Bench Strength

= on track

= minor glitches

= major glitches

Owner: HR Director Committees: Human Resources

MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Jan Feb Status Comments

Look For New Opportunities (Task Completion Responsibility: COO and

Management Team)

On-goingNew initiatives include:

Adult Day Program Realignment, Pathways

Programs, DREAM Partnership,

Independent Living Technology

Draft Basic Business Plan(s) (Task Completion Responsibility: CFO, COO,

Department Director)

On-goingILT Business Plan and “How

To” manual drafts completed; Pathways plan

is next

Evaluate Sustainability (Task Completion Responsibility: CFO, COO,

Department Director)

On-goingPrograms already in

progress for ILT, DREAM, and Pathways

Design The Service (Task Completion Responsibility: Department

Director, COO)

On-goingServices designed for ILT, DREAM, and Pathways

Implement & Evaluate (Task Completion Responsibility: Department

Director and Staff)

On-goingILT and Pathways pilot

programs implemented and under evaluation; DREAM

program implemented

New Opportunities:Innovative solutions for Consumers and Business


= major glitches

Owner: COO Committees: Ops & Finance; Programs & Svcs.

July 2015


Survey Volunteers/Donors


Complete

Develop Annual Communication Plan


In Progress

Implement Annual Communication Plan


In Progress

Form Communications Team (external)

CompleteCRD Staff/CRD Committee

Survey Volunteers/Donors


Delayed

Revise Communication Plan


Delayed

Communications:Improve Effectiveness (volunteers/donors)Owner, Director, Development Committee: Community Relations & Development


= major glitches


Analyze and Consider Membership in William Penn

Human Services MCO (Task Completion Responsibility: CEO,

Management Team)

Complete (UCP Central PA joined

William Penn’ MCO

Participate in the Development of RCPA’s MCO and Consider

Membership(Task Completion Responsibility: CEO,

Management Team)

Complete(UCP Central PA joined

RCPA’s MCO

Influencing PA Managed Care: Provide leadership at the agency, association, and state level to influence the direction and design of Managed Care for Human Services


= major glitches

Owner: COO Committees: Executive

July 2015


Develop/Refine Policies & Procedures

Completed

Intern Pilot (CRD, Family Services, AT, ILT, CHC)


In Progress

Connect with Colleges


In Progress

Survey Interns


In Progress

Standardize Agency Practice


Delayed

Promote Opportunities In progress: ongoing

Leverage Intern Talent:Feeder Pool for StaffingOwner, Director, Development Committee: Community Relations & Development


= major glitches


Identify Funding Priorities

Complete: Family Support, Respite, AT, ILT, Capital Budget

Identify/develop Metrics


Delayed

Develop Metrics

Tracking System


Delayed

Enter/Test/Share 1st Quarter Data with Board


Delayed

Continue Tracking/Reporting

Strategic Plan date: 05/2014Revised date: ongoing

Delayed

Make adjustments in areas that are underperforming


Delayed

Intentional Fundraising and Development:match foundation activity with agency needsOwner, Director, Development Committee: Community Relations & Development


= major glitches


Communicate New Process

COMPLETED

Pilot Online Application Process

COMPLETED

Secure Feedback (applicants)

COMPLETED

Adjust online portal as necessary

COMPETED

Finalize/Implement Online Portal

COMPLETED

Automated Grant Application Process:Increased efficiency and effectivenessOwner, Director, Development Committee: Community Relations & Development


= major glitches

Documents

Quarterly Operations “State of the Business” *Strategic Plan Overview* John Wilson, Sr

Quarterly Operations “State of the Business” Strategic Plan Overview John Wilson, Sr