Strategic plan 2017

Strategic Plan Fiscal Year 2017

qualityCare & Service qualityPartners qualityTeam Start Date: January 1, 2017 End Date: December 31, 2017

Hardin House/DREXEL COUNSELING SERVICES, INC.

Hardin House/DREXEL COUNSELING SERVICES, INC.

Start Date: January 1, 2017 ♦ End Date: December 31, 2017

qualityCare & Service STRATEGIC PRIORITIES

  

Improve Patient Accessibility Merge with an in-patient facility



Improve Patient Accessibility: Director of Facility, Clinical Director



Merge with an in-patient facility: Assistant Director



DEFINE RELATEDINITIATIVE(S)



Merge with a home care operation

DESIGNATED LEAD





Merge with a home care operation: Assistant Director

TEAM MEMBERS







Merge with a home care operation: Executive Director, Agency Accountant, Agency Attorney

Improve Patient Accessibility: Patient numbers have doubled. The model of care and system of care initially designed and present space are not able to efficiently serve the growing population.

Merge with an in-patient facility: A large number of our patient population requires intermittent residential treatment. We stand to lose almost 50% of those persons referred to what is known as level III services. As a result, patient treatment continuity is lost along with revenue.

Merge with a home care operation: Treatment models have traditionally relied upon patient care within the agencies’ facility. However, treatment failure most often happens outside the facility within the person’s environment. A home healthcare license would allow the agency to institute wellness checks into the treatment model and earn revenue from the additional service.

qualityTeam ANTICIPATED OUTCOMES FOR EACH INITIATIVE



Improve Patient Accessibility: Improve patient retention, reduce time to dose methadone population, increase revenue



Merge with an in-patient facility: improve patient retention, improve model of care, increase revenue



Merge with a home care operation: reduce patient mortality, improve patient health, improve retention, increase revenue

ORGANIZATIONAL SUPPORT

Improve Patient Accessibility: Executive Director, Assistant Executive Director, Lead Counselor, Architect Merge with an in-patient facility: Executive Director, Agency Accountant, Agency Attorney

qualityPartners

Strategic Plan Fiscal Year 2017



Improve Patient Accessibility: Accessibility Committee comprised of Staff, Persons served, outside stakeholders



Merge with an in-patient facility: TBD



Merge with a home care operation: TBD

RESOURCES NEEDED TO IMPLEMENT INITIATIVE(S)



Improve Patient Accessibility: Budget, IT support, Architect



Merge with an in-patient facility: Legal and Financial Consultation



Merge with a home care operation: Legal and financial consultation

Hardin House/DREXEL COUNSELING SERVICES, INC.

Start Date: January 1, 2017 ♦ End Date: December 31, 2017

qualityCare & Service STRATEGIC PRIORITIES

  

Improve Patient Accessibility Merge with an in-patient facility



Improve Patient Accessibility: Director of Facility, Clinical Director



Merge with an in-patient facility: Assistant Director



DEFINE RELATEDINITIATIVE(S)



Merge with a home care operation

DESIGNATED LEAD





Merge with a home care operation: Assistant Director

TEAM MEMBERS







Merge with a home care operation: Executive Director, Agency Accountant, Agency Attorney

Improve Patient Accessibility: Patient numbers have doubled. The model of care and system of care initially designed and present space are not able to efficiently serve the growing population.

Merge with an in-patient facility: A large number of our patient population requires intermittent residential treatment. We stand to lose almost 50% of those persons referred to what is known as level III services. As a result, patient treatment continuity is lost along with revenue.

Merge with a home care operation: Treatment models have traditionally relied upon patient care within the agencies’ facility. However, treatment failure most often happens outside the facility within the person’s environment. A home healthcare license would allow the agency to institute wellness checks into the treatment model and earn revenue from the additional service.

qualityTeam ANTICIPATED OUTCOMES FOR EACH INITIATIVE



Improve Patient Accessibility: Improve patient retention, reduce time to dose methadone population, increase revenue



Merge with an in-patient facility: improve patient retention, improve model of care, increase revenue



Merge with a home care operation: reduce patient mortality, improve patient health, improve retention, increase revenue

ORGANIZATIONAL SUPPORT

Improve Patient Accessibility: Executive Director, Assistant Executive Director, Lead Counselor, Architect Merge with an in-patient facility: Executive Director, Agency Accountant, Agency Attorney

qualityPartners

Strategic Plan Fiscal Year 2017



Improve Patient Accessibility: Accessibility Committee comprised of Staff, Persons served, outside stakeholders



Merge with an in-patient facility: TBD



Merge with a home care operation: TBD

RESOURCES NEEDED TO IMPLEMENT INITIATIVE(S)



Improve Patient Accessibility: Budget, IT support, Architect



Merge with an in-patient facility: Legal and Financial Consultation



Merge with a home care operation: Legal and financial consultation