NSCHN Strategic Plan

1. NSCHN Strategic Plan DRAFT 2014-2016

2. Vision & Mission The North Shore Community Health Network is a stimulus for change in the delivery of prevention programs and health services to benefit people in the North Shore-Cape Ann communities. Our vision is to have the North Shore-Cape Ann communities working toward a common health agenda. Our mission is to improve health outcomes in the North Shore-Cape Ann area. By setting a common health agenda, resourcing strategic health initiatives, and encouraging collaborativeand regional partnerships, we seek to shape the future of health policy and systems to improve health for people who live and work here.

3. Planning Process • Hospital Health Needs Assessments Reviewed (Lahey Health System and North Shore Medical Center/Partners Healthcare) Additional data reviewed. • Assessment data made available to NSCHN members. • Network planning meeting with over 60 member agencies October 2012. • Two half-day Steering Committee planning sessions March-May 2013. • Open comment period: August 2013. • Review and plan approval by steering committee.

4. Service Area Our service area, defined by the Department of Public Health, encompasses the communities of: Beverly, Essex, Gloucester, Hamilton, Ipswich, Manchester, Rockport, Topsfield, Wenham, Danvers, Lynn, Lynnfield, Marblehead, Nahant, Peabody, Salem, Saugus and Swampscott.

5. Strategic Direction 1 • To rebrand our image as a proactive organization and dynamic catalyst forhealth advocacy and collaborative activity on the North Shore-Cape Ann.

6. Strategic Direction 2 • To achieve financially diverse, sustainable resources to support our mission. 

7. Strategic Direction 3 • To stay abreast of, and aligned with, Health Care Reform efforts to meet local health needs, promote cost containment, and encourage health and wellness initiatives on a regional basis. 

8. Strategic Direction 4 • To move from program to policy in order to achieve system and environmental outcomes by integrating this focus in all that we do

9. Goals • Create a financial plan with diverse income and budget distribution that supports organizational and community health improvement goals. • Rebrand our image and create new webpage and social media template, and improve member communications. • Draft and implement an External Relations plan to inform and engage key stakeholders. • Create at least one main event that convenes stakeholders toward establishing a regional health agenda and policy priorities.

10. Goal 1: Financial Plan/Financial Sustainability • Determine minimum operational costs and a three year projected budget. • Seek organizational and partnership investments. • Allocate Community Health Initiative funds in accordance with DoN guidelines, local health priorities, and per NSCHN funding principles. • Additional tasks as determined by subcommittee.

11. Goal 2. Rebrand our Image • Redesign webpage, social media and communications template. • Launch a communication campaign to shift current perceptions and expectations of membership to embrace a new vision and brand. • Enhance member communications and member opportunities to be involved. • Additional tasks to be determined by subcommittees.

12. Goal 3: External Relations Plan • Engage Government Representatives, Chambers of Commerce, Town Managers, Mayors, Town Planners, Physicians, advocacy groups, and others. • Additional tasks as determined by subcommittee.

13. Goal 4: Regional Health Agenda • Convene a leadership summit with provider and advocacy groups. • Communicate with patient-family councils from each health care system to gain consumer perspective on regional policy and health care reform priorities. • Enhance awareness of model and funded programs addressing NSCHN health priorities, and connect non-traditional partners. • Additional tasks as determined by subcommittee.

14. Working Structure Public Health Council (Regulatory Approval) Office of Healthy Communities/DPH DON Office (Fiscal and programmatic approval with partners) NSCHN Membership NSCHN Steering Committee Finance Committee NSCHN Teams Communications & Marketing Stakeholder Outreach/Government Relations Events Committee Funding Allocation Committee (Project Identification and Grant Review)

15. NSCHN Governance • Beverly Bootstraps • Beverly Health Department • Gloucester Health Department • Lahey Health System • Lynn Community Health Center • Metro North YMCA • North Shore Community Health Inc. • North Shore Elder Services • North Shore Medical Center • North Shore Community Development Coalition • North Shore United Way • North Shore YMCA • VNA Care Network & Hospice • Saugus Recreation Department

16. Health Priorities Tier I* • Chronic Disease and Conditions Diabetes, lifestyle management, healthy eating & active living • Mental Health • Substance Abuse These priorities were listed among the top in our forum of over 60 member organizations, and also shared commonalities across two health care system community needs assessments. Hospital health assessments are publically available on their websites, as well as other local data resources on www.nschn.wordpress.org in our community data maps.

17. Health Priorities Tier II* Barriers to Services Dental Health Elder Health for “new” and disabled seniors Family Support/Wrap Around Services • These priorities were based on both hospital needs assessment data, but also from collective dialogue with our representative steering committee throughout our strategic planning process. Planning notes are available on our website www.nschn.wordpress.org.

18. NSCHN Funding Principles* • Funds will be allocated in accordance with DPH Determination of Need (DON) Guidelines, Office of Community Health, Community Health Initiative Guidelines, and NSCHN Funding Principles. • Funds will be used to address primary and secondary prevention in vulnerable populations; may include wrap-around community support services, and address priority health needs. • Funds will address NSCHN health priorities developed in collaboration with DPH and funding partners through the NSCHN’s strategic planning processes. • Funds will be used to advance policy or environmental/systems change. • Programs funded should consider root causes of NSCHN identified health priorities. • NSCHN will not fund services that are reimbursable by insurers or that supplant existing services. • Funds are intended to address system gaps in services and to address consumer barriers to service. * By nature of our “charter”, the NSCHN represents a voice in local health needs and how they can be met. These principles are a collectively agreed upon guide for good stewardship of community health initiative funds. These principles apply to any funds the North Shore Community Health Network, by state regulation, is party to either via consultation on best use of funds in partnership with DoN applicants or via income that the NSCHN receives from DoNs or a variety of other sources.

19. NSCHN Community Funding • Maintain small, flexible, competitive funding in which agencies determine local needs within our health priority framework. • Fund larger Demonstration Projectsthat are innovative and not currently in practice. • Fund the Replication of Best Practice/Effective Modelsin a community(ies) that demonstrates both need and capacity to implement, but is not currently funded to do so.

20. Funding Changes • There will be a focus on Demonstration and Model Replication projects. Preference will be given to projects that are collaborative and regional* in natureand/or their potential for demonstrated impact. • Projects will be supported with expert consultation on program construct and shaping outcomes, and with funds for evaluation. • Projects must include an identified policy or environmental outcome. • Local health grants must address NSCHN health priorities. *Regional does not necessarily mean across the entire CHNA Region, but includes a cluster of communities working together

21. Funding Allocation Process* By state regulation, the NSCHN has a voice in what local health needs are and how funds may best be used to meet these needs. • For monies that are received by the NSCHN, over 80% goes directly back to the community to support local health improvement. Local health project funding amounts are recommended by the NSCHN finance committee and approved by the steering committee based on a variable annual budget. • NSCHN will issue an Open “Call for Concepts” to seek best models and innovative projects. • Funds may or may not be issued through a competitive RFP • Smaller grants: simpler application; hopefully on-line • Larger projects: may be based on Call for Concepts or may be recommended by Funding Allocation Committee or may be recommended by funding partners • Funders health priorities and geographic service area will be considered in partnership with NSCHN funding priorities and funding allocation. • Project monies are distributed by the Essex County Community Foundation, the fiscal manager of our NSCHN Fund.

23. Income Projection FY 15-16

24. Call to Action NSCHN is a volunteer association operating as a regional coalition of health and human service providers. As member organizations, you are an integral part of supporting this vision and mission. We need your expertise and participation in committees to move this plan forward. In the end, we all benefit from greater collaboration, leveraging resources, and working toward a common North Shore Cape Ann health agenda.

25. A Growing Level of Commitment • Steering Committee meetings monthly. • Active steering committee leadership on each subcommittee. • Subcommittee work integrated at Steering Committee level. • More volunteer resources from membership. • Leveraging of individual relationships and expertise.

26. Contact • Karen Webber, NSCHN Co-Chair kwebber@vnacarenetwork.org • Jennifer Femino, NSCHN Co-Chair jfemino@nschi.org • Peg Sallade, NSCHN Coordinator psallade@comcast.net