Quarterly Operations “State of the Business” *Strategic Plan Overview* John Wilson, Sr.
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Transcript of 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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 4
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 5
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 6
Environmental Assessments for Managed Care:
UCP SWOT Assessment – Internal and External(Strengths, Weaknesses, Opportunities, Threats)
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 7
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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.
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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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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)
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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)
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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Key (External) Threats
Downward pressure on all funding Competitive realignments State may take unexpected and sudden actions
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 15
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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Infrastructure Enabler – Human Resources Information System (ADP)
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
19
Infrastructure Enabler – Human Resources Information System (ADP)
Significance (to help address)
To perform and deliver more service data transactions in a timely manner with less staff (requirements/involvement) and overhead
Key Tasks/Implementation Modules
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%]
Significance (to help address)
Cash Flow
Financial Strength
Organizational Productivity and Efficiency
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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Revenue Cycle Management
Key Tasks/Implementation Modules
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
23
Metrics Management (Operational and Outcome)
Key Tasks/Implementation Modules
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
Accountability – COO
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
Key Tasks/Implementation Modules
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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Wellness Management
Key Tasks/Implementation Modules
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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Reducing Turnover
Key Tasks/Implementation Modules
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
Accountability – HR Director
Reporting Committee – HR/Programs and Services8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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Enhancing the Physical Security of UCP Central PA Facilities
Key Tasks/Implementation Modules
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
33
New Opportunities
Key Tasks/Implementation Modules
Look for/assess new opportunities
Draft basic business plan/evaluate sustainability
Implement and Evaluate
Oversight
Responsible Party (Tasks) – COO/Directors/CFO/Program Supervisors
Accountability – COO
Reporting Committee – Ops and Finance/Programs and Services
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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
Key Tasks/Implementation Modules
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
37
Recognition and Rewards
Key Tasks/Implementation Modules
Identify program parameters for reward/recognition
Communicate clear/consistent rewards to programs
Implement/evaluate Program(s)
Oversight
Responsible Party (Tasks) – HR Director/Management
Accountability – HR Director
Reporting Committee – HR
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
39
Influencing Pennsylvania Managed Care
Key Tasks/Implementation Modules
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
Accountability – COO
Reporting Committee – Executive8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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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.
41
Leverage Intern Talent
Key Tasks/Implementation Modules
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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)
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
43
Succession Planning
Key Tasks/Implementation Modules
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
Accountability – HR Director
Reporting Committee – HR/Executive Committee
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 44
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
8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 45
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)
Strategic Plan date: 07/2014Revised date: 10/2015
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
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
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)
Strategic Plan date: 07/2015Revised date: 09/2015
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)
= on track = minor glitches
= 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
Strategic Plan date: 08/2014Revised date: 08/2015
Continuous process
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
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)
On-hold (Initial target completion was 06/2014.
Revised date: TBD)
Develop Data Collection/Data Monitoring Tools/Methods (Task Completion Responsibility: Metrics Team)
On-hold (Initial target completion was 08/2014.
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
= on track = minor glitches
= major glitches
Owner: COO Committees: Ops/Finance, Programs & Svcs.
July 2015
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
Implement Initial Phase (Task Completion Responsibility: Metrics Team,
Management Team, Supervisors)
On-hold (Initial target completion was 03/2015.
Revised date: TBD)
Identify/Select Metrics for Phase 2 (Task Completion Responsibility: Metrics
Team, Management Team, Supervisors)
On-hold (Initial target completion was 03/2015.
Revised date: TBD)
Evaluate/Implement Data Collection/Monitoring
Tools/Methods (Task Completion Responsibility: Metrics Team and
Management)
On-hold (Initial target completion was 06/2015.
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
= on track = minor glitches
= 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
= on track = minor glitches
= 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
Strategic Plan date: 06/2014Revised date: 07/2015
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
Strategic Plan date: 04/2014Revised date: 07/2015
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
Launch & Assess Additional Programs
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.
Strategic Plan date: 03/2014Revised date: 06/2015
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.
Strategic Plan date: 12/2014Revised date: 06/2015
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).
Strategic Plan date: 12/2014Revised date: 10/2015
In ProgressFacility Manager conducting
Implement (first Critical Sites, then others).
Strategic Plan date: 12/2014Revised date: 10/2015
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
MilestonesDec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments
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
Strategic Plan date: 03/2014Revised date: 06/2015Completed
Launched internal employee electronic newsletter (LB) in June 2015; completed Agency Communications Plan.
Benchmark, Select Strategy
Strategic Plan date: 04/2014Revised date: 07/2015Completed
Launch & Assess Pilot
Strategic Plan date: 05/2014-06/2014Revised date: 12/2015-12/2016In Progress
Launch & Assess Additional Programs
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
MilestonesDec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments
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.
MilestonesDec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments
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
= on track = minor glitches
= major glitches
Owner: COO Committees: Ops & Finance; Programs & Svcs.
July 2015
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
Survey Volunteers/Donors
Strategic Plan date: 8/2014Revised date: 02/2015
Complete
Develop Annual Communication Plan
Strategic Plan date: 09/2014Revised date: 06/2015
In Progress
Implement Annual Communication Plan
Strategic Plan date: 09/2014Revised date: 06/2015
In Progress
Form Communications Team (external)
CompleteCRD Staff/CRD Committee
Survey Volunteers/Donors
Strategic Plan date: 2/2015Revised date: 10/2015
Delayed
Revise Communication Plan
Strategic Plan date: 4/2015Revised date: 11/2015
Delayed
Communications:Improve Effectiveness (volunteers/donors)Owner, Director, Development Committee: Community Relations & Development
= on track = minor glitches
= major glitches
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
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
= on track = minor glitches
= major glitches
Owner: COO Committees: Executive
July 2015
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
Develop/Refine Policies & Procedures
Completed
Intern Pilot (CRD, Family Services, AT, ILT, CHC)
Strategic Plan date: 04/2015Revised date: 12/2015
In Progress
Connect with Colleges
Strategic Plan date: 04/2015Revised date: 12/2015
In Progress
Survey Interns
Strategic Plan date: 04/2015Revised date: 12/2015
In Progress
Standardize Agency Practice
Strategic Plan date: 04/2015Revised date: 12/2015
Delayed
Promote Opportunities In progress: ongoing
Leverage Intern Talent:Feeder Pool for StaffingOwner, Director, Development Committee: Community Relations & Development
= on track = minor glitches
= major glitches
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
Identify Funding Priorities
Complete: Family Support, Respite, AT, ILT, Capital Budget
Identify/develop Metrics
Strategic Plan date: 05/2014Revised date: 9/2015
Delayed
Develop Metrics
Tracking System
Strategic Plan date: 05/2014Revised date: 9/2015
Delayed
Enter/Test/Share 1st Quarter Data with Board
Strategic Plan date: 05/2014Revised date: 12/2015
Delayed
Continue Tracking/Reporting
Strategic Plan date: 05/2014Revised date: ongoing
Delayed
Make adjustments in areas that are underperforming
Strategic Plan date: 05/2014Revised date: 12/2015
Delayed
Intentional Fundraising and Development:match foundation activity with agency needsOwner, Director, Development Committee: Community Relations & Development
= on track = minor glitches
= major glitches
MilestonesJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments
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
= on track = minor glitches
= major glitches