Problem/Need Statement: The MCCHC will implement the board approved strategic business plan for the period of 2005-2010

Goals/Objectives

Key Action Steps

Expected Outcomes

Data, Evaluation & Measurement

Person/Area Responsible

Comments

A. To create a program that leads to Clinical Excellence

2005-2010

B. To improve Management Information System – 2005-2010.

On-going – 2005-2010

A. To review each area of the Clinical Excellence Component and realign and re-engineer agency resources to achieve goals

B. Assess current MIS/networking capabilities to match clinical excellence benchmarks. - 2005

B.1. Assess current staffs knowledge - 2005

B.2. Inaugurate and integrate Networking systems - 2006.

B.3. Manager and improve MIS Department

A. To enhance Center’s Clinical Excellence in patient care

A.1. To acquire the image described in strategic Plan

B. Will determine areas of improvement and additional needs.

B.1. Gain addition competences and networking system to match agency objectives and department goals.

B.2. Enhance agency performance in practice management system (Clinic-Flow, Dentrix software and expand server capacity. Purchased additional hardware and licenses.

B.3. Enhance staffs performance and achieve department goals per business plan.

A. Patient Satisfactory reports

A1. Successful PCER review

A.2. Successful JACHO Review

A3. Quality Improvement Reviews

A.4. Quality Assurances Performance

B. Specification of current system.

B.1. Performance review and system output.

B.2. Medical records, patient satisfactory, fiscal reporting, productivity system.

B.3. Department review and personal evaluation

A. Dr. Jain – Medical Director and Providers, Clinical Committee, CEO and Board

A1. Clinical Committee

Board Chief Quality Officer, Medical Director

A.2. Chief Quality Officer, CEO, CMO, CDO, CMIS

A.3. CEO/CMO/Board

A.4. CMO/ Clinical and Quality Committee

B. CMIS Director/CFO/CMO/CDO

B.1. CMIS Director/In-house Technology Consultant and system Consultants/Fiscal and Clinical committee.

B.2. Same as B.1.

B.3. CFO and CMIS Director, HR committee.

A. Board Strategic Plan & Health Plans

B. HealthPro XL, existing system

B.1. Staff currently possess system knowledge of HealthPro XL, Practice Management System, Peachtree – General Ledger

B.2. Clinic-Flow, Practice Management software, Dentrix software and expand server.

B.3. Expected low personal cost and increase productivity.

Problem/Need Statement: The MCCHC need to reconstruct, redesign or acquire facilities appropriate to its Strategic Plan

Goals/Objectives:

Key Action Steps

Expected Outcomes:

Data, Evaluation & Measurement

Person/Area Responsible

Comments

A. To renovate existing Anderson location or construct new facility to accommodate Clinical Plan 2005-2006

B. To relocate and renovate Northern Health Center facility 2005

A. To implement existing Capital Development Program to generate required Capital for Building project

B. To work with existing Elwood Capital Development Committee to generate capital to renovate designated existing building

A. Raise $500,000-$700,000 local funding, secure local State and Federal funding sources,

B. Raise $300,000.00 Capital including all sources: $50,000

From St. Vincent Mercy Hospital Foundation, $50,000 requested from Madison County Food and Beverage Fund and generate additional $200,000.00 from State NAP Tax Credits, Indiana Commerce Department, HUD Community Revitalization Funds, Rural Development Grant, etc.

A. Architectural Design and Contractors Estimates and Bids

B. Architectural Design and Contractor Bids.

A. Board of Directors, CEO, Building Consultant

B. Board of Directors, CEO, Fund Development Committee, Mayor of Elwood,

A. Board has approved the Fund development plan

A1. Capital Link has completed space utilization needs study

A2. One Architect has developed a blue print for existing renovation.

A3. Two Build/Design contractors have reviewed the Center’s needs and proposed a contract

B. In Progress

Problem/Need Statement: Enhance Human Resources to provide for efficient and effective staffing levels in support of MCCHC\s mission and strategic plan.

Goals/Objectives:	Key Action Steps	Expected Outcomes:	Data, Evaluation & Measurement	Person/Area Responsible	Comments
A. To employed require staffing at all level of agency 2005. B. To retain competent staff per Strategic Plan – 2005 – 2010. C. To systematic Corporate Compliance Program 2005-2006 and on-going.	A. Recruitment tools to be utilized: NHSC, IPHCA, Local Region Media, Professional recruitment agencies. B. Enhance benefit and compensation program. C. Review BPHC compliance requirement and institute appropriately in-house system.	A. Create a personnel recruitment system that generate qualified staffing. B. Qualified workforce. C. Agency compliance to BPHC standards and add effectiveness to MCCHC.	A. Resume, applicant flow B. Personnel review C. Compliance regulations, Federal Review, Annual Audit	A. HR Director, CEO and Human Resource Committee. B. HR Director, department executive management staffs. C. HR Director and HR Committee	A. System in progress B. High priority C. High priority

Problem/Need Statement: To enhance financial department to maximize efficiency.

Goals/Objectives:

Key Action Steps

Expected Outcomes:

Data, Evaluation & Measurement

Person/Area Responsible

Comments

A. Comply with Annual Audit recommendations 2005.

B. Need to add additional Billing and Account Payable staff 2005-2007.

C. Fiscal software annually to determine applicability to financial system 2005 -2010.

D. Staff needs ongoing training especially to Health Care finance and safety net provisions 2005-2010.

A. Create a system that segregate duties between those who has custody of assets and those of responsibilities for recording transaction, to incorporate transaction recording duties to additional personnel including financial committee chairperson with delegated responsibility to approve all non standards journal entry.

B. Recruitment and employment.

C. Identify appropriate software.

D. Assess staff training needs and identify training opportunities.

A. Positive Annual Audit report with no conditions.

B. Enhance finance effectiveness.

C. Enhance financial capability.

D. Improve staff performance.

A. Annual Audit Report and monthly Fiscal Report.

B. Audit report and finance report.

C. Software output.

D. Staff evaluation and review.

A. CFO and Finance Committee.

B. CFO and Finance Committee of the Board.

C. CFO, CMIS Director, and Financial Committee.

D. CFO and HR committee

A. Only one condition per 2004 Audit.

Problem/Need Statement: To developed and implement an effective marketing and outreach program.

Goals/Objectives:

Key Action Steps

Expected Outcomes:

Data, Evaluation & Measurement

Person/Area Responsible

Comments

A. Build positive relationships among target populations and referral sources supporting growth in the number of MCCHC patient encounter 2005-2010

B. Build awareness, advocation, and active support of the MCCHC by community and governmental leaders 2005-2010.

A. To employ a staff person or to re-align current staff functions to implement program inputs consistent with Strategic Plan.

B. Organize marketing and outreach committee to implement Strategic Plan benchmarks.

A. Increase patient growth and enhance center credibility among target population.

B. Greater support by community and governmental leaders.

. Strategic Plan, staff review, community assessment.

B. Strategic Plan and Board evaluation

A. Board of Directors, Strategic Committee, Strategic Consultant, and staff to be determined

B. Board of Directors, CEO, Marketing Committee, Strategic Marketing Consultant, and staff to be determined.

A. Identifiable need per community assessment.

B. Identifiable need per community assessment.