STRATEGIC PLANNING COMMITTEE UPDATE

BOARD OF DIRECTORS MEETING

APRIL 1 , 2015

Board’s Charter to SP Committee

Initiated at the Board retreat September 2014Recognized the uncertain and changing

environment

Review, affirm, or modify CVIM mission/vision stmts

Identify key strategies requisite (in a 3-5 year timeframe) to ensure CVIM’s ongoing success Who do we serve How do we strengthen, expand, or change services

provided Do we have the necessary critical resources,

infrastructure

And then the added question….

Should CVIM merge or acquire either: The Clinic in Phoenixville, La Comunidad Hispana, or both?

The strategic planning process

Due diligence – obtain available facts & information

IterativeNo constraints – outside the box encouragedRecognition that some strategies:

will change as environmental conditions change Will document intent to explore - potential opportunity

recognized but currently lack expertise or experience to initiate more robust action

Who do / will we serve ?

Current eligibility profile – Chester County, un - insured, 300% FPL

Transitional care patients “Premium Poor” MA Covered – No Provider Available Partners’ “charity care” discharge

RATIONALE:•52K households remain living below 300% FPL post MA Expansion•Taking insurance significantly impacts our current process, liability, etc

Actively advocate changes in public policy

How do we strengthen, expand, or change services provided ?

MedicalHome

ClinicServices

Transition Services

Community Education & Outreach

MEDICAL HOMEComprehensive care for patients who

utilize CVIM over time for multiple services which could include primary

care, dental, behavioral health, wellness education, etc. CLINIC SERVICES

Primary care for patients who self-select to utilize CVIM on an episodic,

PRN basis.

Transition services are included among this group who fall in and out of

CVIM eligibility requirements.

COMMUNITY EDUCATION AND OUTREACHEducation programs (e.g. Diabetes, smoking cessation, etc.) and select clinical services in community-based

locations

Recommendations to strengthen, expand, or change CVIM services

Strengthen What We Do Today Define approach for targeted professional volunteer recruitment Expand the Behavioral Health services available for our patients Strengthen “transition” partnerships with quality providers

Expand Our Services and Outreach Evaluate and seek to extend service hours to meet patient need Leverage “remote” locations of our partners

e.g: Mobile or hoteling – NOT creating a CVIM Satellite Strategic partnerships for services complementary to those

provided by CVIM – possibly within or adjacent to our location

Expand community-based health education & screening outreach in support of our target population

Recommendations to strengthen, expand, or change CVIM services

Change and Create a New Way Pilot / explore partnerships to identify potential

patients who meet CVIM eligibility criteria e.g: Surrey Services /Dental

Improve access to CVIM for patients by improving transportation services via community partners

RATIONALE:•Capitalize on our core competencies and those of our partners•Meet changing need in community, without capital / overhead expense•Ensures quality care when “handoff” transition occurs / mission alignment•MA expansion may result in decreased volumes, outreach builds “pipeline”

Reactions?

Also….

All strategic planning committee minutes are in the SP Folder on the Board Intranet