Quarterly Operations State of the Business *Strategic Plan

Quarterly Operations State of the Business *Strategic Plan

Quarterly Operations State of the Business *Strategic Plan Overview* John Wilson, Sr. Agenda UCP Central PA Strategic Plan Purpose Environmental Assessments for Managed Care (SWOT) UCP Key Strategic Initiative Summary Appendix Strategic Plan Updates, July 2015 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 2 UCP Central PA Strategic Plan Purpose 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 3 Strategic Plan Purpose Provide foundation for UCP staff to facilitate a Life without Limits for people with disabilities Maintain focus on development/implementation of Managed Care for Human Services in PA 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 4 Strategic Plan Purpose Undertake Managed Care initiatives to ensure we

continue as leader in advocacy/support for the disabled Enable UCP to continue achieving our mission and strengthen our culture of innovation and leadership Provide strong yet flexible foundation for our future 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 5 Environmental Assessments for Managed Care: UCP SWOT Assessment Internal and External (Strengths, Weaknesses, Opportunities, Threats) 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 6 Key (Agency/Internal) Strengths Consumer/family focus, and caring attitude of direct support staff and supervisors Future oriented/forward thinking Flexibility, Proven entrepreneurial history of working with multiple payers 8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

7 Key (Agency/Internal) Strengths Diversified for non-medical non behavioral services Established local, state, and federal relationships Strong and active board Mission Active focused participation in provider associations *** Strong consumer and agency advocacy (CEO) *** Leveraging new technologies, e.g., ADP, Soneto 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 8 Key (Agency/Internal) Weaknesses Historically, Human Services Organizations have

not been subject to operating in a Managed Care environment Billing - not recovering 100% of services billed (Revenue Cycle Management) No system in place that can respond quickly to track and manage new metrics Managers 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. do not focus on performance metrics 9 Key (Agency/Internal) Weaknesses Management and staff not fully utilizing technology to optimize efficiency Do not see payers as a customer Current documentation requirements, policies, and procedures may not be sufficient for a managed care payment model (pay for performance/outcomes)

Pay (and reimbursements) not linked to performance - documentation, cost, billing, consumer outcomes Employee 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. turnover (costly) 10 Key (External) Opportunities Technology - decreased costs (increased efficiency/ productivity) Position with MCO as a valued partner Strategic alliance with other organizations; consider both as a provider network and also as MCO 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 11 Key (External) Opportunities Market continues to expand- creating a wide range

of services, opportunities Ability to influence (MCO) model Private pay market (better leverage) 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 12 Key (External) Threats Competition - NHS and Keystone; very well versed in the MCO environment Managed Care - unknown metrics (requirements and performance measures; pay for performance/outcomes; risk shifts from payer to provider) 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 13 Key (External) Threats Downward pressure on all funding Competitive

State realignments may take unexpected and sudden actions 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 14 UCP Key Strategic Initiatives 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 15 Infrastructure Enabler Human Resources Information System (ADP) Goal Improve the effectiveness and efficiency of Human Resources and Payroll systems Objective Demonstrate objective improvements in new hire process, paper reduction and performance measurements Significance (to help address) Supervisor burnout

Employee dissatisfaction Turnover 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 16 Infrastructure Enabler Human Resources Information System (ADP) Key Tasks/Implementation Modules Time and Attendance Manager/Self-Service Recruitment and Performance Management Oversight Responsible Party (Tasks) HR Director Accountability HR/Business Operations (COO) Reporting Committee Human Resources

17 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Infrastructure Enabler Time and Attendance Billing Scheduling System TABS Goal Improve effectiveness and efficiency of Time and Attendance, BillingScheduling TABS System; consider Electronic Health Records Objective Integrate Santrax and Visitrax systems to stream line data flow and data integrity Move from server based Visitrax to web based system to minimize resource constraints and to provide any time, any where access to authorized staff Migrate from Access database (Visitrax) to Structured Query Language database to enhance reporting and resource capabilities Facilitate the new metrics and billing requirements from Managed18Care 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Infrastructure Enabler Human Resources Information System (ADP) Significance (to help address)

To perform and deliver more service data transactions in a timely manner with less staff (requirements/involvement) and overhead Key Tasks/Implementation Modules New TABS System Procurement/Implementation Oversight Responsible Party (Tasks) COO/Directors/Implementation Team Members Accountability COO Reporting Committee Ops and Finance/Executive Committee 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 19 Revenue Cycle Management Goal Efficiently maximize revenue collections Objective Bill 100% of services provided within the prescribed billing cycle

Collect above 99.5% of the billings [currently 95%] Accounts Receivable Days 50 days [currently 62%] Significance (to help address) Cash Flow Financial Strength Organizational Productivity and Efficiency 20 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Revenue Cycle Management Key Tasks/Implementation Modules Analyze and enhance the current Billing and financial processes Develop financial criteria for measurement Process Enhancement Oversight

Responsible Party (Tasks) CFO/COO/Project Team Members Accountability CFO Reporting Committee Ops and Finance 21 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Metrics Management (Operational and Outcome) Goal Develop metrics management system to ensure compliance with Managed Care Organization requirements, while maintaining quality and integrity of the agency Objective Start monitoring at least two operational and one outcome metric for each program/service area Significance Reporting metrics required to maintain provider status in Managed Care environment Achieve a more in depth snapshot of what defines quality within the agency

Recognize and correct areas with negative trends/problem areas more timely/efficiently 22 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Metrics Management (Operational and Outcome) Key Tasks/Implementation Modules Identify system(s) to support metrics management Identify/select metrics for initial monitoring phase Develop data collection/data monitoring tools/methods (Phase 1 and 2) Implement Phase 2 (complete Metric System) Oversight Responsible Party (Tasks) COO/Directors/Supervisors/Project Team Accountability COO

Reporting Committee Programs and Services 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 23 Compliance Management Goal Develop and implement Comprehensive and Effective Compliance Management Program Objective Monitor compliance in all areas of the agency Create culture of compliance awareness Pass MCO (Managed Care Organization) compliance audit Significance Agency reputation MCO business opportunities Financial (audits/fines)

8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 24 Compliance Management Key Tasks/Implementation Modules Hire Compliance Officer Develop/Revise/Consolidate Policies and Procedures Communicate and train staff on compliance issues and policy Oversight Responsible Party (Tasks) Compliance Officer/Directors/Program Members Accountability Compliance Officer Reporting Committee Ops and Finance/Programs and Services 25 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Wellness Management Goal

Continuously improve the health and wellness of staff Objective Manage staff health care costs Manage insurance costs for staff and UCP Improve productivity Reduce medical related absences Reduce incidences of chronic disease Significance Increasing productivity and reducing absences will reduce costs and stress levels Less personal and family health concerns 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 26 Wellness Management Key Tasks/Implementation Modules

Identify and implement classes/intervention programs based on need Develop metrics to actively track progress of our wellness initiatives Develop additional communication strategies to continuously engage employees Identification and Compliance with standard precautions Oversight Responsible Party (Tasks) DR Director/Directors Accountability HR Director Reporting Committee HR/Programs and Services 27 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Reducing Turnover Goal Reduce overall agency (workforce) turnover rate

Objective Reduce turnover related costs, improve departmental efficiency, and develop invested employees Significance Cost savings Improved consumer satisfaction Improved efficiency Improved staff morale Increased staff participation in committees, projects, etc.; more motivated 28 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Reducing Turnover Key Tasks/Implementation Modules Collect turnover data, by percentage, number, and dept., look back 2-3 years Establish team, including supervisors and staff, to represent pilot program

Develop strategy to reduce turnover for pilot programs; do benchmarking Monitor employee satisfaction to measure success and identify potential setbacks Provide monthly turnover data for review by Management and HR Committee Oversight Responsible Party (Tasks) HR Director/Project Team Members Accountability HR Director Reporting Committee HR/Programs and Services 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 29 Enhancing the Physical Security of UCP Central PA Facilities Goal Provide safe program sites and worksites for all staff and consumers Objective

Assess and procure security measures at UCP Central PA facilities; develop processes and trainings for staff and consumers to deal with environmental threats (intruders, disgruntled employees, family members, etc.) Significance Consumer/staff safety for unexpected events Possible compliance with program regulations 30 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Enhancing the Physical Security of UCP Central PA Facilities Key Tasks/Implementation Modules Develop priority plan for sites; include cost analysis Recommendation and agency plan for implementation of critical site upgrades Implementation of approved plan for critical sites Oversight Responsible Party (Tasks) Facility Coordinator/CFO/HR Director

Accountability CFO/HR Reporting Committee Programs and Services/HR 31 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. New Opportunities Goal Research, design, and implement new programs for mission and service growth that are consistent with the evolving vision of Life without Limits Objective Provide leadership that creates new and effective programs, and that encourages state-wide implementation Develop programs with positive earnings to sustain and grow UCP Significance Diversify funding streams and programs for financial stability Continue UCP recognition as strong leader, advocate, and innovator of services that enable increased independence and growth for persons with disabilities 32 8/20/2015. UCP Supervisor Meeting. John Wilson Sr.

New Opportunities Key Tasks/Implementation Modules Look for/assess new opportunities Draft basic business plan/evaluate sustainability Implement and Evaluate Oversight Responsible Party (Tasks) COO/Directors/CFO/Program Supervisors Accountability COO Reporting Committee Ops and Finance/Programs and Services 33 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Communication Goal Communicate more effectively with staff, donors, and volunteers; an organizational communication plan tied to organizational objectives and guiding principles

Objective 75% of employees will report that they agree or strongly agree with the effectiveness of communication [Current baseline 57%] 75% of volunteers and donors will report that hat they agree or strongly agree with the effectiveness of communication Significance Greater satisfaction with UCP/Employer of Choice Employee Understanding Staff/Donor/volunteer of mission and vision 8/20/2015. UCP Supervisor Meeting. John Wilsonunderstanding Sr. 34 Communication Key Tasks/Implementation Modules Develop/implement Annual Communication Plan Oversight

Responsible Party (Tasks) Development Director/Management Team Accountability Development Director/HR Director Reporting Committee Community Relations and Development/HR 35 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Recognition and Rewards Goal Implement consistent/timely cross agency recognition and reward program based on what staff reports would be most effective Objective 75% of employees reporting they agree, or strongly agree, with level of recognition received [Current baseline: 28%] 75% of employees reporting they have been recognized. [Current baseline: 38%] Significance Increased retention

Employees feeling valued for their work 36 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Recognition and Rewards Key Tasks/Implementation Modules Identify program parameters for reward/recognition Communicate clear/consistent rewards to programs Implement/evaluate Program(s) Oversight Responsible Party (Tasks) HR Director/Management Accountability HR Director Reporting Committee HR 37 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Influencing Pennsylvania Managed Care Goal

Provide leadership at the agency, association, and state level to influence the direction and design of Managed Care for Human Services Objective At least one of the two MCOs, of which UCP Central PA will be part owners, will be awarded a state contract Be selected to be a part of every MCOs provider network Significance Managed Care for Human Services is happening in other states; will eventually occur in PA There are many different managed care models; many are not considered good 38 for people with disabilities 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Influencing Pennsylvania Managed Care Key Tasks/Implementation Modules Analyze/consider membership in William Penn Human Services MCO (and RCPA) Continue participation in the Pilot development and Draft (MCO) RFP

Continue engagement with consultants for guidance with MCO Continue engagement with MCO policy initiatives Oversight Responsible Party (Tasks) CEO/Management Team/Board Accountability COO Reporting Committee Executive 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 39 Leverage Intern Talent Goal UCP Central PA has an organization-wide intern program that is useful to all UCP Business Units, and offers career development for Central PA college students Objective UCP departments/programs have defined intern position descriptions, regularly post opportunities, and regularly fill positions.

Relationships developed with specific schools/departments; feed interns to specific programs/departments Significance Recruit future employees Increase employee-retention rate Develop relationships with colleges and universities 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 40 Leverage Intern Talent Key Tasks/Implementation Modules Develop Intern Policy and Procedures Standardize Intern practices Promote Intern Opportunities Oversight

Responsible Party (Tasks) Develop Director/Management Team/Supervisors Accountability Development Director/HR Director Reporting Committee Community Relations and Development/HR 41 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Succession Planning Goal UCP Central PA is adequately prepared for the planned and/or unplanned absences/departures of staff in key leadership positions Objective Develop approach to succession planning to address current and future organizational leadership needs Significance Minimizes disruption to services (and Agency leadership) 42 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Succession Planning Key Tasks/Implementation Modules

Develop Succession Plan Process for Management Team members Define next level/other positions to be considered for succession planning Status updates to HR and Exec. Committee every 6 months Oversight Responsible Party (Tasks) HR Director/CEO/Management Team/HR Committee and Board Chairs Accountability HR Director Reporting Committee HR/Executive Committee 43 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. Summary Strategic Plan Focus Managed Care Readiness Increased Agency Efficiency and Productivity Compliance Management/Accountability Metrics/Performance Management (MCO) Leveraging Technology to Drive Improvements and Decreased Staff Workload Staff Satisfaction Long-term Sustainability of the Agency

8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 44 Appendix 8/20/2015. UCP Supervisor Meeting. John Wilson Sr. 45 Board of Directors Strategic Planning Update July 2015 Culture UCP Central PA Attrition HRIS System Wellness Recognition & Rewards Security Connecte d TABS Compliance Teamwork Leadershi p ConsumerFocused Innovation New Opportunities Managed Care Leverage Intern

Talent Communicat ion Communicatio ns Initiatives Succession Planning Revenue Cycle Managemen t Metrics Infrastructure Enabler: HRIS (ADP) Improve effectiveness/efficiency of HR and payroll systems Owner: COO (HR Director) Milestones Committees: Human Resources Jan Feb Mar Apr May Jun Jul

Aug Sep Oct HRIS System Implementation (Task Completion Responsibility: HR Director & Controller) Nov Dec Status Comments Complete Strategic Plan date: 07/2014 Revised date: 07/2015 In progress Time & Attendance (Task Completion Responsibility: HR) Strategic Plan date: 07/2014 Revised date: 10/2015 In Progress Strategic Plan date: 07/2014 Revised date: 09/2015 Hiring Revised date: 11/2015 Perf. Delayed

Manager/Self Service (Task Completion Responsibility: HR) Hiring & Performance Management (Task Completion Responsibility: HR) Carrier Connections (Task Completion Responsibility: HR) Complete COBRA (Task Completion Responsibility: HR) Complete = on track = minor glitches = major glitches Infrastructure Enabler: TABS Improve efficiency/effectiveness of TABS System Owner: COO Committees: Ops/Finance; Executive Milestones Jan Feb Mar Apr May Jun Jul

Aug Sep Oct Nov Dec Status Comments Develop Requirement Specification (Task Completion Responsibility: COO) Complete Evaluate EHR/Billing Systems (Task Completion Responsibility: Evaluation Team - Program Directors, CFO & Fiscal, Dir., COO) Complete EHR/Billing System Recommendation (Task Completion Responsibility: Evaluation Team) Complete EHR/Billing System Procurement (Task Completion Responsibility: COO) In progress (Soneto) Strategic Plan date: 07/2015 Revised date: 09/2015 In progress EHR/Billing System Implementation (Task Completion Responsibility: COO and Project Team) = on track

= minor glitches = major glitches July 2015 Revenue Cycle Management: Efficiently maximize revenue collections (100% billed in cycle; collect 99.5%; A/R <= 50 days) Owner: CFO Committee: Ops/Finance Milestones Mar Apr May Jun Jul Aug Sep Nov Dec Status Comments Complete Organized implementation teams (directors and program managers) and developed project plan. Squeezing the Revenue Cycle and 300% Project Briefing through Supervisors meetings and department trainings. Strategic Plan date: 04/2014 Revised date: 09/2015 No automated way to develop criteria without the implementation of the new billing system Analyze/enhance current billing &

collections processes Develop financial criteria for management Strategic Plan date: 08/2014 Revised date: 08/2015 Continuous process Process Enhancement = on track = minor glitches = major glitches Metrics Management: Slide 1 of 2 Develop metrics management system to ensure compliance with MCO requirements, while maintaining the quality and integrity of UCP Owner: COO Committees: Ops/Finance, Programs & Svcs. Milestones Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Status Comments Responsibility: COO) The Visatrax replacement system (Soneto) has reporting and dashboard capabilities that will help support this initiative Identify Metrics Team (Task On-hold (Initial target completion was 06/2014. Revised date: TBD) Identify/Select Metrics for Initial Monitoring Phase (Task Completion On-hold (Initial target completion was 06/2014. Revised date: TBD) Identify System to Support Metrics Management (Task Completion Completion Responsibility: COO) Responsibility: COO & Metrics Team) Develop Data Collection/Data Monitoring Tools/Methods (Task On-hold (Initial target completion was 08/2014. Revised date: TBD) Completion Responsibility: Metrics Team)

= on track = minor glitches = major glitches July 2015 Metrics Management: Slide 2 of 2 Develop metrics management system to ensure compliance with MCO requirements, while maintaining the quality and integrity of UCP Owner: COO Committees: Ops/Finance & Programs & Svcs. Milestones Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Implement Initial Phase (Task Completion Responsibility: Metrics Team, Management Team, Supervisors) Status Comments On-hold (Initial target completion was 03/2015. Revised date: TBD)

Identify/Select Metrics for Phase 2 (Task Completion Responsibility: Metrics On-hold (Initial target completion was 03/2015. Revised date: TBD) Team, Management Team, Supervisors) Evaluate/Implement Data Collection/Monitoring Tools/Methods (Task Completion On-hold (Initial target completion was 06/2015. Revised date: TBD) Responsibility: Metrics Team and Management) Implement Phase 2 (Complete Metrics System) (Task Completion On-hold (Initial target completion was Ongoing) Responsibility: COO & Metrics Team) Note: Significant work has been done on developing balanced scorecard and metrics for the agency; starting as far back as 2002. However, the agency does not currently have adequate systems and tools in place to systemically provide for and support the reporting, metrics, and dashboards needed. The Soneto system will allow forward movement on this strategic initiative. Additional software may be needed if more advanced data mining and dashboards are required. = on track = minor = major

July 2015 Compliance Management: Implement comprehensive Compliance Mngmnt Prgm Owner: Compliance Officer Milestones Committees: Ops/Finance; Programs/Svcs Jan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Jan Feb Status Comments Hire Consultant Hired consultant Paul Stanalonis; Establish Program & Cmte Conducted exhaustive interviews with program staff Perform Gap Analysis Contractor report presented to the management committee. Mia Woods, UCP Compliance Officer now hired Hire Compliance Officer Compliance program was forwarded to legal counsel for review. Finalized Compliance Program to be ready for Board approval in August Compliance training continues to

take place throughout UCP and the training will be available on the UCP training website by the end of July, Develop/Revise/Consolidate Policies and Procedures Communicate/train staff on compliance issues/policy = on track = minor glitches = major glitches Wellness Plan: Continuously improve health/wellness of staff and families. Owner: Director, HR Milestones Committees: Human Resources, Program & Svc. Dec Jan Feb Mar Apr May

Jun July Aug Sept Oct Status Comments Ongoing $30 discount/month on medical for participating FT employees; PT who complete wellness get $25, per pay toward Medical/Dental/Vision Identify Incentives/Disincentives for Wellness Participation Ongoing Pinnacle providing 1:1 coaching for smoking cessation 2 staff enrolled Completed 2.15.15 Capital Blue Cross EMPOWER 14 attended; bio screening program, skin cancer screenings offered. Evaluating next program offerings based upon health information & surveys (target 8/1/2015) Create Classes & Interventions based upon Staff Need Strategic Plan date: 06/2014 Revised date: 07/2015 In Progress Tracking participation. Completing Wellness Report (metrics/ reporting for overall health assessment - 2013 vs.2014, analyzing employee survey responses vs. HRA and bio-metric screen results) Ongoing Healthy Families DVD from NIH; staff celebration focuses on wellness; all program documentation stresses staff and their families;

Develop Wellness Tracking Metrics with Benefits Broker Wellness Communications for Employees & Families Ongoing Developed Wellness section of monthly employee newsletter (June 2015). Launch & Assess Additional Programs = on track = minor glitches = major glitches Attrition Plan: Maintain Turnover at 10% below National Ave. of 40% (changed from: Reduce Turnover from 33% to 25% ) Owner: Director, HR Milestones Committees: Human Resources, Program & Svc. Dec Jan Feb Mar Apr

May Jun Jul Aug Sep Oct Nov Status Comments Completed. Now ongoing. General decline in overall Attrition was reduced from 2013 to 2014, (2014 = 28%; 2013 = 32%). Rising again now in 2015 (losing employees due to pay and hours cut to under 30 for ACA). Strategic Plan date: 04/2014 Revised date: 07/2015 In progress Attrition team created and meets biweekly (initial target was 10/13, completed 12/14). Retention mini-surveys and phone interviews completed; conducting in-person Stay Interviews. Completed Research Paper on best retention practices for Direct Care Workers (5/15). Next complete Root Cause Analysis (target date 7/31/15). Strategic Plan date: 04/2014 Revised date: 08/2015 Delayed

Once Attrition team analyzes data we can move on to this part Strategic Plan date: 06/2014 Revised date: 11/2015 Delayed Strategic Plan date: 07/201412/2016 Revised date: 12/2015-12/2016 Delayed Collect attrition data past 3 years Establish Turnover Team Identify Root Causes Benchmark, Select Strategy Launch & Assess Pilot Launch & Assess Additional Programs = on track = minor glitches = major glitches Security/Safety Plan: Provide safe program sites for all staff and consumers Owner: Director, HR (Facilities Manager) Milestones Dec

Committees: Human Resources Jan Feb Mar Apr May Jun July Aug Sep Assess and procure measures at UCP facilities. Oct Nov Stat us Comments Strategic Plan date: 03/2014 Revised date: 06/2015 In Progress UCP Facility Manager is re-assessing locations fore external security(initial target was 3/14; now 9/15). Develop processes and trainings for staff and consumers to deal with environmental threats.

Strategic Plan date: 12/2014 Revised date: 06/2015 Provide Plan Recommendations for Sites with Cost Analysis (first Critical Sites, then Priority Plan for other sites). Strategic Plan date: 12/2014 Revised date: 10/2015 Implement (first Critical Sites, then others). Strategic Plan date: 12/2014 Revised date: 10/2015 In Progress Rolled out new Anti-Violence policy to supervisors and staff in Fall 2014 ; developing trainings for new hires and staff annually at their in services. Created Emergency Contact cards, Emergency sheets next to phones, and Emergency Procedures when faced with potential violence issue roll-out planned for 9/2015 In Progress Facility Manager conducting In Progress Facility Manager conducting = on track = minor glitches = major

glitches Communication Plan (Internal): Communicate more effectively with staff Owner: Director, HR Milestones Committees: Human Resources Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments Strategic Plan date: 02/2014 Revised date: 07/2015 Completed Formed Management Communications Group. Formulated communications plan in May, 2015. Shared with Management Team & Board. Will Share with Supervisors July, 2015. Develop internal communications plan Implement Annual Communications Plan Strategic Plan date: 03/2014 Revised date: 06/2015 Completed Launched internal employee electronic newsletter (LB) in June 2015; completed Agency Communications Plan. Benchmark, Select Strategy

Strategic Plan date: 04/2014 Revised date: 07/2015 Completed Strategic Plan date: 05/2014-06/2014 Revised date: 12/2015-12/2016 In Progress Launch & Assess Pilot Strategic Plan date: 07/2014-12/2016 Revised date: 12/2015-12/2016 In Progress Launch & Assess Additional Programs = on track = minor glitches = major glitches Rewards/Recognition Plan: Consistent, timely cross-agency recognition/reward program based on what staff reports is most effective. Committees: Human Resources Owner: HR Director Milestones Dec Jan

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments Assess current program; review ideas for change and improvement. Strategic Plan date: 3/2014 Revised date: ongoing In progress Supervisor team reviewed current programs 3/2014, proposed to continue the $10 per EE (discretionary recognition use); changed service awards to monetary reward (eff. FY 2014); reduced Exemplar to 2 FTE. Ongoing. Reviewing data on recognition gathered from March 2015 Supervisor Focus Groups, Attrition/Retention Survey, Stay Interviews, and Communications survey to identify new programs. Establish Reward/Recognition Program Parameters Strategic Plan date: 2/2014 Revised date: ongoing In progress In Progress: PHASE II. Launched employee newsletter featuring recognition in each monthly issue 6/15. Partnering with Communications Group to identify additional recognition programs.

Communicate clear, consistent rewards program. Strategic Plan date: 4/2014 Revised date: 07/2015 In progress Include in employee newsletter for July 2015 (with Communications team); HR will send out an employee communication for summer 2015 to recognize the Exemplar team and staff service awardees for 2015 Implement and evaluate program. Strategic Plan date: 3/2014 Revised date: ongoing In progress Summary of current, new and proposed Recognition Programs completed 10/2015. = on track = minor glitches = major glitches Succession Planning: Owner: HR Director Milestones Build Bench Strength Committees: Human Resources Dec

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Status Comments Develop Succession Planning Materials Strategic Plan date: 8/2014 Revised date: 06/2015; now Work in Progress Delayed ADP implementations & newsletter have delayed process. Collect Input from Leaders,

Managers In progress Internal training needs analysis conducted (May, 2015). Need to collect succession planning input from mgmt. Communicate New Process Delayed Begin Succession Planning Process Delayed Identify Key Training & Development Needs In progress Internal training needs analysis conducted. Management & Supervisor off-site training being created. In progress Supervisor/Manager training being created to further develop internal leaders. Monthly Supervisor Meetings now include development (mandatory) Conduct Developmental Activities = on track

= minor glitches = major glitches New Opportunities: Innovative solutions for Consumers and Business Owner: COO Committees: Ops & Finance; Programs & Svcs. Milestones Jan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Jan Feb Status Comments On-going New initiatives include: Adult Day Program Realignment, Pathways Programs, DREAM Partnership, Independent Living Technology Look For New Opportunities (Task Completion Responsibility: COO and Management Team) On-going ILT Business Plan and How To manual drafts completed; Pathways plan is next Draft Basic Business Plan(s)

(Task Completion Responsibility: CFO, COO, Department Director) Evaluate Sustainability On-going Programs already in progress for ILT, DREAM, and Pathways (Task Completion Responsibility: CFO, COO, Department Director) Design The Service On-going Services designed for ILT, DREAM, and Pathways On-going ILT and Pathways pilot programs implemented and under evaluation; DREAM program implemented (Task Completion Responsibility: Department Director, COO) Implement & Evaluate (Task Completion Responsibility: Department Director and Staff) = on track = minor = major July 2015

Communications: Improve Effectiveness (volunteers/donors) Owner, Director, Development Development Milestones Committee: Community Relations & Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments Strategic Plan date: 8/2014 Revised date: 02/2015 Survey Volunteers/Donors Develop Annual Communication Plan Complete Strategic Plan date: 09/2014 Revised date: 06/2015 In Progress Strategic Plan date: 09/2014 Revised date: 06/2015 Implement Annual Communication Plan In Progress Form Communications Team (external)

Complete CRD Staff/CRD Committee Strategic Plan date: 2/2015 Revised date: 10/2015 Survey Volunteers/Donors Delayed Revise Communication Plan Strategic Plan date: 4/2015 Revised date: 11/2015 = on track Delayed = minor glitches = major glitches Influencing PA Managed Care: Provide leadership at the agency, association, and state level to influence the direction and design of Managed Care for Human Services Owner: COO Committees: Executive Milestones Jan Feb Mar

Apr May Jun Jul Aug Sep Oct Nov Dec Analyze and Consider Membership in William Penn Human Services MCO Status Comments Complete (Task Completion Responsibility: CEO, Management Team) (UCP Central PA joined William Penn MCO Participate in the Development of RCPAs MCO and Consider Membership Complete (UCP Central PA joined RCPAs MCO (Task Completion Responsibility: CEO, Management Team) = on track = minor glitches = major glitches

July 2015 Leverage Intern Talent: Feeder Pool for Staffing Owner, Director, Development Committee: Community Relations & Development Milestones Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Develop/Refine Policies & Procedures Status Comments Completed Intern Pilot (CRD, Family Services, AT, ILT, CHC) Strategic Plan date: 04/2015 Revised date: 12/2015 In Progress Strategic Plan date: 04/2015 Revised date: 12/2015 In Progress Connect with Colleges Strategic Plan date: 04/2015 Revised date: 12/2015

Survey Interns In Progress Standardize Agency Practice Strategic Plan date: 04/2015 Revised date: 12/2015 Delayed Promote Opportunities = on track In progress: ongoing = minor glitches = major glitches Intentional Fundraising and Development : match foundation activity with agency needs Owner, Director, Development Committee: Community Relations & Development Milestones Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments Complete: Family Support, Respite, AT, ILT,

Capital Budget Identify Funding Priorities Strategic Plan date: 05/2014 Revised date: 9/2015 Identify/develop Metrics Delayed Develop Metrics Tracking System Strategic Plan date: 05/2014 Revised date: 9/2015 Enter/Test/Share 1st Quarter Data with Board Strategic Plan date: 05/2014 Revised date: 12/2015 Continue Tracking/Reporting Strategic Plan date: 05/2014 Revised date: ongoing Delayed Delayed Delayed Strategic Plan date:

05/2014 Revised date: 12/2015 Make adjustments in areas that are underperforming = on track Delayed = minor glitches = major glitches Automated Grant Application Process: Increased efficiency and effectiveness Owner, Director, Development Committee: Community Relations & Development Milestones Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Status Comments Communicate New Process COMPLETED Pilot Online Application Process COMPLETED Secure Feedback (applicants)

COMPLETED Adjust online portal as necessary COMPETED Finalize/Implement Online Portal COMPLETED = on track = minor glitches = major glitches

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    Metric Conversions, Scientific Notation, and Dimensional Analysis International System of Units Built on a set of seven metric units, called base units (base units contain no prefix…examples are grams, meter, and liter) Prefixes are added to the names of SI...
  • Growth Kinetics of Parent and Green Fluorescent Protein-Producing

    Growth Kinetics of Parent and Green Fluorescent Protein-Producing

    The green fluorescent protein (GFP) is a small polypeptide (27 kDa) from the jellyfish Aequora victoria that has been cloned and expressed in both prokaryotic and eukaryotic cells. Colonies of bacterial cells expressing GFP can be easily detected and counted...
  • 1 TEAM PARADIGM 6 CONCEPTUAL DESIGN REVIEW Farah

    1 TEAM PARADIGM 6 CONCEPTUAL DESIGN REVIEW Farah

    Mission Statement. Implement advanced technologies to design a future large commercial airliner (200 passenger minimum) that simultaneously addresses all of the N+2 goals for noise, emissions and fuel burn as set forth by NASA.