NCHS 2019-2021 Strategic Plan

1. NCHS 2019-2021 Strategic Plan Michelle D. Gonzalez, MPA Chief strategy & Development officer December 11, 2018

2. Overview • Final review of 2019-2021 Strategic Plan • 2019 areas of emphasis • Schedule of 2019 updates • Final approval

4. Increase Access Timely access to appointments is a defining element of the patient experience and a core commitment of NCHS to our patients. NCHS will prioritize improvements that lead to shorter appointment wait times, convenient patient scheduling experiences and efficient utilization of clinical and phone services. Equipping organizational leadership with LEAN/Six Sigma training and aggressively addressing patient access will be a significant emphasis in 2019.

5. Increase Access • 2019 Areas of Emphasis • Complete Lean Six Sigma training for key leadership • Implement targeted improvement projects • Assess system issues and implement system-wide access improvement initatives

6. Optimize Systems Over the next 3 years, NCHS will transform and redesign operational processes/workflows, project management functions and inter-departmental coordination, and, strengthen core infrastructure to achieve efficient, high-performing and aligned operations that position the organization for continued growth and evolution. The multiple areas of service optimization that will be put into place, including LEAN training, enterprise project management structures, greater automation as well as scheduling improvements and overall IT innovations will result in improved business operations.

7. Optimize Systems • 2019 Areas of Emphasis • Select EHR and initiate transition • Implement business system automation • Implement population health software • Complete assessment and define roadmap to develop a unified communication systems strategy

8. Build Community NCHS recognizes that it is crucial to the well-being of our communities to address many aspects of their health, not limited to medical services. In order to succeed in a value-based delivery system, NCHS must more broadly define its role in addressing patient health and well-being as a service provider, referral and service partner with other agencies, and community educator and advocate. Over the next 3 years, NCHS will define and implement a deliberate and focused Social Determinants of Health (SDOH) strategy and will pursue and pilot innovative service partnerships with other health and social service providers. NCHS will additionally prioritize building its external relationships with other service providers and community partners, and elevating its visible presence in the communities we serve.

9. Build Community • 2019 Areas of Emphasis • Design and launch a deliberate strategy to build CEO/Chiefs relationships with community leaders • Engage the Board and staff leadership in education sessions and strategic discussions to increase organizational knowledge • Develop a Social Determinants of Health (SDOH) road map and implementation plan to present to BOD • Successfully rebrand NCHS to increase market share and grow community awareness. • Develop a compelling and comprehensive fund development strategy

10. Expand Services NCHS seeks to expand the range and comprehensiveness for services for existing communities, including consideration of teens/young adult services, senior services, behavioral health and specialty services, among others. Additionally, NCHS will develop a future growth plan for both San Diego and Riverside counties to continue to meet the needs of the underserved and underprivileged. NCHS is committed to continuing to address the needs of our communities by offering services that are needed, attractive and desired by existing and potential patients. NCHS will prepare for transitions in contracting and reimbursement and will proactively develop a managed care contracting strategy.

11. Expand Services • 2019 Areas of Emphasis • Develop a plan for service expansion and make recommendations to the BOD • Develop and implement Health Homes Project • Develop a structured partnership with PACE to provide senior services

12. Empower People Enhancing the NCHS culture will be paramount to our ongoing success in the new world of volume to value and in the ever-changing health care landscape. High impact change will require greater accountability and a culture that supports innovation and empowerment through leadership from the heart and Servant Leadership. The “Quadruple AIM” (cost, outcomes, experience and workforce wellness) will also be key to future and ongoing success. Culture builds brand identity, increases loyalty among employees, empowers ownership, attracts and retains talent, and makes advocates of staff and patients. In addition, the Board of Directors will implement several Board development measures to facilitate appropriate oversight, strategic plan monitoring and strategic leadership.

13. Empower People • 2019 Areas of Emphasis • Executives, managers and clinical leadership teams will complete Servant Leadership training • Implement Building Great Relationships 2.0 • Develop and begin implementation of AIDET training • Design and initiate an enhanced provider compensation structure

14. Monitoring Progress & Staying Strategic • Board Meetings and schedule will be structured to allow for more strategic discussion, presentations and educational sessions • Strategic Plan updates will be provided on a quarterly basis. • First report out will be April 2019

16. Next Steps • Seeking Final Approval for NCHS’ 2019-2021 Strategic Plan