STRATEGIC PLAN 2015-2022 - La Clinica
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STRATEGIC PLAN 2015–2022
CUSTOMER
EXPERIENCE
MISSION
The mission of
HEALTH
La Clínica is to improve OUTCOMES
VISION
the quality of life of
the diverse La Clínica is the community’s
communities we first choice as a health care WORKFORCE
provider, employer, and partner ENGAGEMENT
serve by providing with its high-quality service,
financial stability, and caring
culturally appropriate,
organizational culture.
high quality, and
accessible health care ADVOCACY
for all.
FINANCIAL
SUSTAINABILITYSTRATEGIC PLAN 2015–2022
HEALTH OUTCOMES
Achieve optimal health outcomes for all La Clínica members and the broader community.
ASSOCIATED STRATEGIES SUCCESS WILL LOOK LIKE PERFORMANCE MEASURES
Institutionalize standard care team Improved health outcomes Clinical measures
composition at all clinics
Care team empowered to meet patient care needs Staffing levels
Institutionalized standards for care teams Workforce Engagement Survey
Patient Satisfaction
Institute systems, processes, and Top quartile UDS clinical measures across the board Clinical measures
infrastructure to meet industry
standards of care Lead local cohorts/peer clinics in clinical measures HEDIS measures * (Healthcare
Effectiveness Data and Information Set)
Leverage data and technology to Rival Best in Class HEDIS measures
measure process and outcome Completion and full use of EHR/EDR/EMH capabilities
measures in real time
Increase outreach, engagement, Increased access # of assigned members seen within
and retention of members and required time frame
patients Improved customer service
# of partnerships
Inviting facilities
Clinical measures
Increased mission-aligned partnerships and collaboration
Patient retention
Coordinated care across multiple departments and agencies, both internal and externalSTRATEGIC PLAN 2015–2022
CUSTOMER EXPERIENCE
Provide every member with a La Clínica experience that meets or exceeds their expectations.
ASSOCIATED STRATEGIES SUCCESS WILL LOOK LIKE PERFORMANCE MEASURES
Create optimal access to appropriate levels Appointment types when and where Third Next Available appointments
of care to achieve quality standards, e.g., desired by patient
appointments via internet, phone and text, Same-day appointments
accessible communication, call center Patient satisfaction survey that addresses access and communication
Internal customer satisfaction survey
No-show rate
Institutionalize customer experience standards A positive customer experience with Presence of standards in Job Descriptions and Performance Evaluations
for all of La Clínica every interaction
Patient Satisfaction Survey
Cultivate organizational culture of inclusion, Customer experience standards are part
customer service, and diversity of Job Descriptions and Performance
EvaluationsSTRATEGIC PLAN 2015–2022
WORKFORCE ENGAGEMENT
Attract and retain capable and culturally-agile staff who are committed to excellence.
ASSOCIATED STRATEGIES SUCCESS WILL LOOK LIKE PERFORMANCE MEASURES
Employ qualified staff members in the right Institutionalized standards around staffing model Staffing model
jobs and at the appropriate service levels to
meet La Clínica’s quality standards Institutionalized screening standards for job qualifications Vacancy rate
Recruitment cycle time
Implement a comprehensive and competitive Competitive salary and benefits structure that is financially sustainable Market compensation survey
compensation package
Internal salary equity study
Formalize career advancement pathways that Improved retention rate Retention rate
support staff retention and promotion from
within La Clínica Staff turnover rate
Enhance and expand pipeline for interns, Vacancies are filled quickly with qualified candidates Recruitment cycle time
residents, students, and volunteers
Strengthen workforce engagement Improved Workforce Engagement Survey (WES) scores WES scoresSTRATEGIC PLAN 2015–2022
FINANCIAL SUSTAINABILITY
Strengthen La Clínica’s long-term financial sustainability to achieve its mission in a dynamic health care environment.
ASSOCIATED STRATEGIES SUCCESS WILL LOOK LIKE PERFORMANCE MEASURES
Identify ways to centralize and Organizational efficiencies in place, including efficient practices and Cost per patient
consolidate key operational improved organizational productivity Operating margin
functions to achieve greater
efficiency and standardization
Closely manage revenue streams Revenues exceed expenses (financial solvency) after payment reform Payer mix
to ensure the financial health of Growth of private donor base Operating margin
the organization
Healthy reserves to weather uncertainties and invest in new opportunities Days cash on hand (90 days)
and strategic initiatives Number of private donors; number of gifts
Manage population health, Achieve at least 90% of performance-based reimbursement opportunities Cost per patient
including high cost sub- Infrastructure is in place to support data analytics and financial modeling Actual amount of performance-based reimbursement revenue (e.g.,
populations, to deliver risk pools, etc.) received vs the potential amount of performance-
appropriate care in a timely and Better able to meet patient needs post payment reform
based revenue
cost-effective manner
Pay for performance measures
Ensure that La Clinica’s capital Routine assessment of the age, condition, and functionality of owned Annual capital expenditures for equipment and IT replacement and
assets efficiently support current assets including capital equipment and owned facilities facility major repairs of at least 50% of prior FY‘s actual depreciation
and future service delivery Prioritization of Capital Asset Investments for acquisition, maintenance, expense, excluding major strategic capital projects
capacity and operational and replacement to meet current and future service delivery capacity and Board-approved capital expenditures plan informed by the
functions* operational functions assessment and prioritization of capital asset investments
Fund development and/or Financing plans for major (i.e., $250K+) Annual analysis of Actual Capital Expenditures compared to Board-
strategic capital projects approved Capital Expenditures Plan
Projected funding sources for Board approved major (i.e., $250k+)
strategic capital projects
* Board-approved amendment 9/2021STRATEGIC PLAN 2015–2022
ADVOCACY
Advocate for a more equitable health care system to ensure the well-being and success of
La Clínica and the communities we serve.
ASSOCIATED STRATEGIES SUCCESS WILL LOOK LIKE PERFORMANCE MEASURES
Maintain our civic and community participation La Clínica is in positions of influence regarding key # of formal civic and community positions held by
issues that affect our community La Clínica’s leaders
# of public testimonies made
Share best practices with interested stakeholders La Clínica’s best practices are shared with the field # of external presentations about La Clínica’s best
practices
Advocate for issues that affect patients and communities Positive impact on top 1–3 advocacy issues Assessment of impact on top 1–3 advocacy issuesYou can also read
