Organizational Strategic Plan for Period July 1, 2014 June 30, 2017

Organizational Strategic Plan for period July 1, 2014 – June 30, 2017

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MISSION & VISION STATEMENTS:

Mission: “To provide exceptional healthcare.”

Vision: “To be a catalyst for change in the community that makes a healthy life possible for everyone.”

of 4 Problem Statement #1: PATHS runs an operational deficit during part of the fiscal year.

Goal: PATHS will be financially sound.

Expected Status Completion Date Objective 1A: Update and revise organizational budget every six months to closely  Board Revision for monitor financial status  CEO 1/01/2015 completed and  CFO board approved  Finance Director Objective 1B: PATHS emergency fund will grow as 1% of generated revenue will be  CEO 100% deposited into the reserve account monthly.  CFO compliance to date in FY2014-  Finance Director 2015 Objective 1C: PATHS will review all long-term debt and deposit accounts at least once  CEO Financial annually to ensure that the organization is making wise use of all possible  CFO Analysis opportunities for increased return on investments. completed  Finance Director Objective 1D: Develop a strong recruitment and retention plan, specific to PATHS, that  CEO Updated 12-01- will ensure the availability of qualified staff in all key positions (staff  Human Resources Director 2013 retirement, relocation, sudden death, etc.). Objective 1E: Monitor the possible “sale” status of the facility in Boydton with a goal of  CEO Update at retreat acquisition.  COO following May 12 meeting with TIC.

of 4 Problem Statement #2: The US healthcare delivery system is changing at a rapid pace.

Goal: PATHS will provide high quality care and be recognized as a true Patient Centered Medical Home as measured by certification, improved health outcomes for patients, and overall efficiency and compliance.

Responsible Expected Completion Date Status Person(s) Objective 2A: Update PATHS’ Continuous Quality Improvement (CQI)  Update  Board UPdated Plan at least annually to ensure the ongoing monitoring of CQI Plan  CEO 04/10/2015 and relevant quality indicators that will be reviewed at least board approved Annually  CMO quarterly.  Review  COO indicators Quarterly Objective 2B: Update PATHS’ Compliance Plan at least annually to  Update  Board Updated ensure the ongoing compliance with all applicable legal, Plan  CEO 01/03/2014 regulatory and functional expectations. Annually  COO  Review  Compliance indicators Committee Quarterly Objective 2C: Achieve certification as a Patient Centered Medical Home, December 31,  CEO All sites have Level 3 at all sites. 2015  COO achieved Level 2 status; Working  CMO toward level 3.  Administrative Director Objective 2D: Achieve Meaningful Use certifications on all eligible December 31,  CEO Ongoing providers. 2015  COO  CMO  IT Director Objective 2E: Continue the development of PATHS’ information Ongoing  COO Will look toward technology infrastructure to support efficient data capture  IT Director hiring a PT, PRN and reporting. to do networking.

of 4 Problem Statement #3: PATHS’ target population has need for increased service capacity, as well as need for services PATHS does not currently provide.

Goal: PATHS will expand and grow service lines to meet the needs of the target population.

Expected Status Completion Date Objective 3A: PATHS will complete a needs assessment annually that will be used to  Board Ongoing and identify and quantify needs for service expansion.  CEO completed annually,  COO Objective 3B: PATHS will develop and maintain relationships with foundations, local  Board Ongoing partners, and others capable of providing financial support for new  CEO services. Objective 3C: Evaluate the need and feasibility of expanding services/staff through  CEO Ongoing service area expansion, or through new/expanded innovative  COO collaboration for programs, which may include new care delivery sites, Behavioral Health, Dental and Pharmacy.

Problem Statement #4: PATHS’ long term success is directly related to the leadership of the Board.

Goal: PATHS’ Board of Directors will fully understand and commit to planning and policy development; community and organizational development; and fundraising and support development.

Expected Status Completion Date Objective 4A: PATHS’ Board of Directors will develop and implement a board-level  Board Take Out? advocacy program. Objective 4B: PATHS’ Board will complete an annual self evaluation.  Board Annually Objective 4C: PATHS’ Senior Management will conduct monthly training on topics  CEO Monthly relevant to the Board during each meeting (i.e., how to read financial reports, what is required of the Board by HRSA, etc.) Objective 4D: PATHS’ Board will develop Advisory Committees in Martinsville/Henry  Board Chair Completed County and Boydton/Mecklenburg County to better gauge the healthcare  Board Members needs of those areas, and will report findings to the Board of Directors.  CEO