Strategic Plan

Whitemarsh House Strategic Plan

This document describes the board of director’s strategic plan for 2016. It presents Whitemarsh House vision, mission, values and objectives; reviews its strength, weaknesses, threats and opportunities. This plan will be the overarching guiding document until spring of 2017. The Plan was developed after review of all performance improvement objectives achieved and planned in the 2016 report. As such it is an overview, because the detailed performance improvement metrics were reflected in each component of the performance improvement report. It has been reviewed by staff, stakeholders, next of kin and residents.

Written and revised April, 2016

Vision

The vision of Whitemarsh House is to offer care that is accessible, safe, ethical, culturally diverse and affordable and of high quality to promote and strengthen the health and well-being of our clients. Through our programs and dedicated staff we strive to build a community that respects each individual, provides therapeutic relationships, promotes opportunities for rehabilitation, maintains realistic expectations of increased independence and demonstrates an inclusive treatment environment respectful of input from persons served, next of kin, staff and other stakeholders.

Mission

Whitemarsh House is a community based organization that supports services for clients with disabilities to maximize their capabilities and achieve the best quality of life.

Corporate Values

• Respect for clients and families
• Excellent customer service
• Protect the dignity and privacy of clients served
• Ongoing education and training of staff
• Observe the highest ethical and practice standards
• Govern by business practices that are efficient, accountable and honest
• Recognize the quality of its employees and help them reach their potential

Objectives

•  Offer affordable and accessible care
•  Maintain C.A.R.F. accreditation at the current 3 year level.
•  Implement a performance improvement plan to achieve clinical and operational excellence
•  Recruit and retain clinically competent staff
•  Achieve financial viable operation
•  Diversify referral sources to promote census and financial growth

Strengths

• A board of directors with a broad range of healthcare experience who are committed to the growth and development of Whitemarsh House.
• A management team with depth and experience to insure the successful implementation of the goals and objective established by the governing authority.
• A staffing model that is patient centered and committed to a healthy community that encourages individual responsibility.
• An environment of care that is conducive to clients need for safe and supportive home life within a secure and protective setting.
• Employer sponsored education and training for staff.
• Fiscal department that promotes the efficient use of facility resources, accurate reporting of source and use of funds and effective monitors to safeguard resources and remain compliant with regulatory standards.

Weaknesses

•  Limited funding sources for the facility specialized clinical programs.
•  Restrictions placed on facility growth and development under Pennsylvania waiver program.
•  Limited current census.
•  Marketing and professional outreach has been limited for several years.
•  Marketing and outreach through social media was virtually non-existent.

Opportunities

• The physical plant of Whitemarsh House has capacity to expand programs and increase census.
• Collaboration with other treatment programs in the service area.
• Maintenance of C.A.R.F. accreditation with improved quality of care.
• Additional services of operating revenue with C.A.R.F. accreditation.
• Recruitment of experienced and competent staff.
• Has capacity to renew presence in the field through increased marketing and through raising awareness in the health care community of positive CARF status.

Threats

•  Local healthcare providers who compete with Whitemarsh for revenue and client referrals.
•  Working capital needs associated with program growth and expansion.
•  Uncertainty of future funding through Pennsylvania waiver program.
•  Pennsylvania waiver guidelines restrictions and limitations on census.

Action Plan for 2015 Achieved: All aspects of the 2015 strategic plan were achieved with the exception of increased census.

Action Plan 2016

  1. Maintain financial planning and audit process Target Date: April 2017
  2. Maintain CARF accreditation at 3 year level Target Date: April 2018
  3. Increase census from 15 to minimum of 18 Target Date: December, 2016
  4. Increase use of social media with Twitter account to develop over 200 “followers” and to follow over 200 organizations and accounts. December, 2016
  5. Maintain staff training with group training at facility expense at least once per month for a twelve month period. Time Frame: April, 2017
  6. Increase marketing and outreach activities including attendance and/or presentations and/or committee work and/or exhibiting at professional conferences or in-person to key organizations. Metric aim will be minimum of 10 such events over 12 month period. Time Frame: April 2017
  7. Maintain rehabilitation process as measured on resident outcomes reflected on Mayo Portland Inventories (See Resident outcomes component of the 2016 Performance Improvement Plan).
  8. Maintain safety record with ZERO significantly dangerous preventable events for 12 month period. Target Date: April 2017