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MCMHC VISION Our vision is ambitious

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MCMHC VISION Our vision is ambitious. MCMHC Has a comprehensive menu of mental health services and programs with financially strong regional health care provider and will provide the community the needed capacity, by the highest trained staff and physicians. We willing to improve the quantity and quality of services in Hillsboro County, by providing culturally competent, holistic, and wellness-focused services, prevent the development of mental health challenges that currently exist by implementing effective mental health consultation to children, families, and staff; by facilitating mental health services for teenagers who need them; and by continuing to strive for excellence in supporting mental health for all Hillsboro County people. 1 SMART Goal Template GOAL 3 MCMHC will bridge the occupational gap and existing division between the clinical and administrative staff in the next two years to achieve employee satisfaction and reduce turnover. Specific • Measurable • Achievable • The goal will involve increasing the recurrent expenditure in MCMHC by at least 12 percent to cover the additional expenses on salary increase and equipment purchases, which is achievable. Realistic/Relevant • Time Bound • Employee disengagement and increased turnover are common problems facing many organizations and their solutions involve identifying and focusing on the real cause of the problem without coercion and staff intimidation to achieve solution that is satisfying and long-term. MCMHC will achieve this goal in the next two years but the evaluation of employee satisfaction will continue to prevent problem reoccurrence. MCMHC will promote employees engagement and inclusivity through providing positive work environment through building trust and encouraging healthy work relationships to reduce the existing staff division. MCMHC will increase the expenditure on work tools, health equipment, and medication by at least 50 percent to ensure staff are providing quality care without encountering equipment shortage challenges. Additionally, MCMHM will emphasize rewarding and recognition on individual staff role achievement by introducing commissions and non-monetary rewards. This will not only involve raising their pay but also providing opportunities for developing skills and the potential of the workforce. MCMHC will evaluate and measure the staff employee satisfaction through surveys on filled quarter yearly, which will include identifying the positive things they appreciate in their work and also the challenges and aspects in the organization they propose to be changed. SMART Goal Template GOAL MCMHC will increase the availability, quality, and effectiveness of educational and community-based education on the effects of drug abuse and prevention measures to curb the opioid crisis in Middleboro in the next one year. Specific • MCMHC will develop education materials on drug abuse and customize them to suit the target groups and avail them to about 2 million people. The education materials will emphasize drug abuse, stress management, underlying risks, and prevention strategies. This education services will be expanded to include students in learning institutions. Funding will be obtained from the federal and state government through writing proposals on the impact of these programs. Measurable • A progress indicator is gaining the attention of the state or federal government and release financial resources. Additionally, the number of people in the community who will receive the education will be determinant of success of this goal. MCMHC should manage to reduce the cases of drug abuse by at least 10 percent by the end of year. This will be an effective measure of identify whether the education services is impactful. Achievable • Educational and community-based programs have previously been used to enlighten the society on important issues like illnesses, pollution, and voting. It is proved to be the most successful way of conveying information to the entire population in the society. Realistic/Relevant • Drug abuse is one of the common problems facing the community especially the young generation. It is important to educate the community of the effects of drug abuse and ways of managing stress. This will assist in reducing the adversity of drug abuse and improve the quality of life. Time Bound • It is estimated that this goal will be achieved in the next one year. Strategy, Tactics and KPI Template Goal MCMHC will increase the availability, quality, and effectiveness of educational and community-based education on the effects of drug abuse and prevention measures to curb the opioid crisis in Middleboro in the next one year. Objectives 1. 2. 3. Strategies 1. 2. 3. 4. 6/15/2021 4 Tactics Strategy Tactics Responsibility Timeframe 1. 2. 3. 1. 2. 3. 1. 2. 3. 6/15/2021 5 Key Performance Indicators Strategy 6/15/2021 KPI Responsibility Timeframe 6 Strategy, Tactics and KPI Template Goal MCMHC will bridge the occupational gap and existing division between the clinical and administrative staff in the next two years to achieve employee satisfaction and reduce turnover Objectives 1. 2. 3. Strategies 1. 2. 3. 4. 6/15/2021 7 Tactics Strategy Tactics Responsibility Timeframe 1. 2. 3. 1. 2. 3. 1. 2. 3. 6/15/2021 8 Key Performance Indicators Strategy 6/15/2021 KPI Responsibility Timeframe 9 Strategy and Tactics Planning What are we trying to achieve? What is our specific target? How will we achieve our objectives? What steps are needed to take to get there? Strategy Definition & Planning Steps • Goals: A goal is what you’d like to accomplish. • Objectives: The most important thing to know about objectives is that they are measurable. • Strategy: A general plan to achieve your objective within a specified timeframe. Strategy by definition is fairly high level. • Tactics: Specific actions you will take achieve your goals within a specific timeframe. Tactics are very specific and define the ‘how’ of your strategy • They involve best practices, specific plans, resources, etc. • They will be informed by the strategy - but they are far more specific. • They are not outcomes, nor are they measures of success. A strong strategic plan will assign due dates to each action along with the names of those responsible for executing each tactic. Rules of the Road….. • Strategy and tactics work together as means to an end. • Strategy and tactics always have to be in-line with one another. • Tactics can change based on the success of your strategy. • The best strategy and tactics still won’t cover EVERYTHING. • Because resources are finite, choosing the right strategy and corresponding tactics ensures your efforts are directed toward achieving your vision in the most efficient manner possible. Example: Fitness Goal and Strategy • Goal: Be physically fit at 150 pounds within 2 years. • Objective: I will lose 40 pounds by the end of 2022. • Strategy: I’m going to exercise more and eat better. • Tactics: I will go for a run every morning and eat salad 5 times a week. • KPI: • End of 2021: Lost 20 pounds • End of 2022: Lost 40 pounds Example: Bike Manufacturing Company VISION: We will succeed by creating bikes with innovative features which our competitors cannot match, and which allow us to charge a price premium to customers. • Goal: Hold the # 1 market share in the industry on-bike health tracking technology. • Objective: Increase market share from 40 % to 60 % by 2025. • Strategy: Differentiate from competitors through new products and more frequent communication with customers. • Tactic 1: Launch a new Bluetooth-enabled module that attaches to the spokes of the bike and sends performance data to a linked smartphone app. • Tactic 2: Send out free bikes to popular tech journalists inviting them to write a review of the bike. Use of KPIs Key Performance Indicators (KPIs) are geared toward tracking your whether you are on track with implementation of your strategy. • Select your most important KPI as it relates to your strategy. • Mathematically determine the five-year target for that KPI. • Work backwards from your five-year target to get to your year-by-year target • Remember to set targets that specifically detail your KPIs and break them down into achievable timeframes Why KPIs? • To measure progress against goal and objectives • To analyze patterns over time • To make adjustments and stay on track Leveraging KPIs to Manage Performance 1. Identify the results you expect 2. Make sure you can capture & report on the data 3. Identify who is ultimately responsible for each KPI 4. Establish the frequency of reviewing these indicators 5. Take specific action based on your results MIDCARE VISION Families preferentially choose MIDCARE and its physicians, a progressively governed, financially strong regional health care provider, because:: • it is locally and easily accessible across Hillsboro County; • offers a wide array of high quality hospital specialty and outpatient services in state of the art facilities; • all within a unique coordinated patient experience provided by the highest trained staff and physicians. Sample Smart Goals for MIDCARE GOAL Specific Measurable Achievable Realistic/Relevant Time Bound Increase MIDCARE market share of admissions from outlying communities by 25 % resulting in $ 12 million increase in annual net income. • Increase market share in the communities of: • 25 % increase in market share within these markets resulting in $ 12 million increase in corporate annual net income. No decrease in cash, restricted or unrestricted funds. • Markets are currently underserved due to limited access to hospital and other health care services (physicians, ancillary services, emergency services) because of difficulty in traveling to these services. MIDCARE has the borrowing capacity to fund the development of services in these markets without draining cash or fund reserves. • Establishing freestanding care centers with a relevant service mix (based on population health Status) will quickly fill to capacity and achieve break-even in the first year of operation and return on investment of 5 % or greater within the first 2 years. • Outcomes achieved by year end 2026 MIDCARE Objectives and Strategies Goal Increase MIDCARE market share of admissions from outlying communities by 25 % resulting in $ 12 million increase in annual net income. Objectives 1. 2. 3. 4. Strategies 1. Establish 4 freestanding Ambulatory Care Centers in Jasper, Statesville, Harris City and Mifflenville with a mix of family practice and priority specialty services including Cardiac, Orthopedics in each center. Increase market share in Jasper by 20% by 2025 resulting in 2500 new admissions per year. Increase market share in Statesville by 30% by 2025 resulting in 545 new admissions per year. Increase market share in Harris City by 10% by 2025 resulting in 225 new admissions per year. Increase market share in Mifflenville by 5 % by 2025 resulting in 175 new admissions per year. 2. Establish 2 freestanding Emergency Rooms with Ancillary Services including Radiology, Lab, PT, Cardiac Rehab in Jasper, Harris City. 3. Structure ownership of Centers as a joint venture/partnership • Medical Associates to provide the primary and specialty care physicians who lease space from the partnership 4. Finance the development of the centers using strong credit/borrowing capacity to provide a low interest, long term loan without prepayment penalty to provide start-up and needed working capita Tactics Strategy: Establish 2 freestanding Emergency Rooms with Ancillary Services including Radiology, Lab, PT, Cardiac Rehab in Jasper, Harris City. Responsibility TImeframe 1. Complete market analysis to determine timing of implementation • Which market has the largest potential for rapid growth? • Competitive profile • Market share trends Consultant September 2021 2. Feasibility Plan to include financial pro forma (including capital/operating budget and expected ROI) Consultant September 2021 3. Board Approval James Higgins (CEO) October 2021 4. Contracts with Physician Groups: Emergency, Radiology, Pathology John O’Hara (CFO) January 2022 5. Land acquisition and/or lease space John O’Hara (CFO) January 2022 6. Staff recruitment Rob Stewart (COO) January – April 2022 7. Marketing plan (opening) VP, Marketing February 2022 8. Establish arrangement for ambulance traffic with local EMS Rob Stewart (COO) March 2022 9. Detailed Implementation Plan for opening Center Rob Stewart (COO) June 2022 Key Performance Indicators Strategy: Establish 2 freestanding Emergency Rooms with Ancillary Services including Radiology, Lab, PT, Cardiac Rehab in Jasper, Harris City.