Future Forward:
DAP Health Strategic Plan
2025–2028
DAPHealth.org
Prepared by Health Management Associates
Table of Contents
Welcome........................................................................... 3 Acknowledgments............................................................ 4 Strategic Planning Committee of the Board of Directors............................................... 4 Staff Strategic Planning Steering Committee................... 4 Community Partners........................................................ 4 Health Management Associates...................................... 4 Overview........................................................................... 5 Summary of Priorities and Goals: January 2025 – June 2028............................................ 7 Strategic Planning Methodology...................................... 8 Planning Process.............................................................. 8 Staff Strategic Planning Core Team................................. 8 Strategic Planning Committee of the Board of Directors............................................... 8 Staff Strategic Planning Steering Committee................... 8 Staff Workgroups.............................................................. 8 Strategic Planning Phases............................................... 8 Quantitative Data.............................................................. 8 Qualitative Data Collection Efforts................................. 10 Key Informant Interviews................................................ 10 Focus Groups................................................................. 10 Summary of Focus Groups Conducted for Strategic Planning Process ........................................ 10 Staff & Board Surveys and Polls.................................... 10 Framework for Strategic Planning.................................. 11 Theory of Change........................................................... 12 Strategic Plan January 2025 – June 2028...................... 15 Vision.............................................................................. 16 Mission........................................................................... 16 Priorities, Goals, and Objectives.................................... 17 Priority #1: Advance Health Equity................................. 17 Priority #2: Care for Employees...................................... 20 Priority #3: Patient and Client Experience...................... 21 Priority #4: Resources and Partnerships........................ 22
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Welcome
We invite you to read DAP Health’s 2025–2028 strategic plan with the same sense of potential that we do. Functionally, this plan identifies DAP Health’s focus over the next several years and the most promising pathways to achieving our goals. It is a lens for decision-making and guide for priority-setting. Its specific goals and objectives complement our broader comprehensive continuum of care and core competencies. Most importantly, the objectives outlined in this document represent an opportunity to forge together the best parts of the DAP Health family to increase health care access, improve health outcomes, and achieve health equity in the communities we serve. The approach taken was ambitious but not unfamiliar to DAP Health. With the help of so many of you, we identified needs and possible solutions that center each patient, value each employee, and respect the effort of each volunteer, donor, and partner. Throughout our process, we paid attention to trends that encouraged us to invest in efficiency and effectiveness while embracing innovation. As you read this plan, we hope it resonates deeply with your passion for DAP Health’s mission. Your collaboration will be essential to our success, and together, we can not only meet but exceed expectations for those we serve. Let’s move forward with confidence, creativity, and a shared sense of purpose. Here’s to the next chapter of DAP Health — a chapter built by all of us, for all of us. Most sincerely, Patrick Jordan, Chair Strategic Planning Committee of the Board of Directors and Members of the Staff Strategic Planning Core Team: David Brinkman, Chief Executive Officer Corina Velasquez, Chief Operating Officer Brande K. Orr, Chief Strategy Officer
Please note that this version varies from the original document approved by the board of directors, since certain clerical errors were addressed. Nothing material has changed.
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Acknowledgments DAP Health would like to thank the following individuals for their participation in the strategic planning process. Strategic Planning Committee of the Board of Directors Patrick Jordan, Chair Kevin Bass Frank Figueroa Bruce W. Finch Eve E. Fromberg-Edelstein, Esq. Mark Hamilton Staff Strategic Planning Steering Committee David Brinkman Joe Aquilina, MD Chris Boone Dana Erwin Silas Gyimah, MD Steven Henke Dane Koch David Morris, MD Josh Nelson Brande K. Orr Samantha Prior Briana Renner Sheri Saenz Judy Stith Nereida Terrazas C.J. Tobe Corina Velasquez Community Partners Borrego Valley Endowment Fund California Primary Care Association California State University of Science and Medicine Community Health Association Inland Southern Region Community Health Group DAP Health Community Advisory Board Desert Care Network Desert Healthcare District & Foundation Eisenhower Health Facktor Healthcare Consulting Health Assessment and Research for Communities Inland Empire Health Plan Innercare Neighborhood Healthcare OLE Health Ollin Strategies Health Management Associates Charles Robbins, MBA, Project Director Warren Brodine Helen Duplessis, MD, MPH Iliana Gilman, MA Betsy Uhrman Gabriel Velazquez Kate Washburn 4
Overview
Founded in 1984 by a group of community volunteers in the face of the AIDS crisis, DAP Health has remained committed to its founding principles of equitable access to health care. As a federally qualified health center (FQHC), DAP Health welcomes our entire community, utilizing a holistic approach to seeking justice in health care for those who are vulnerable to poor health outcomes. In August 2023, DAP Health acquired Borrego Health, dramatically expanding our scope and scale. Our new, integrated system of 25 fixed locations and eight mobile units provides care to over 84,000 patients served by over 900 employees. DAP Health’s reach extends across 240 urban and rural zip codes in Riverside and San Diego counties. Our range of services helps address urgent needs, as well as provide a foundation for patients to achieve positive health outcomes and fulfill the goals they have for their lives. Our current continuum of care includes: dentistry; family medicine; gender-affirming care; HIV prevention, testing, and treatment; infectious diseases care; LGBTQ+ care; mental health care; recovery services; pediatrics; pharmacy services; primary care; radiology; urgent care; and obstetrics/gynecology.
Approaching the strategic planning process, we asked the question: “How does DAP Health respond to challenges and evaluate opportunities over the next three to five years?” Our process centered on an appreciation for the social drivers of health and a commitment to gathering stakeholder input from those such as patients and clients, employees, volunteers, donors, and community partners. Throughout the process, DAP Health was also mindful of this unique moment in time post-acquisition as we work to integrate, stabilize, and optimize two legacy organizations into one in terms of operations, infrastructure, community engagement, and culture. After months of collecting and studying qualitative and quantitative data, we concluded our strategic planning framework must focus on four foundational areas: Advance Health Equity, Care for Employees, Patient and Client Experience, and Resources and Partnerships. As we built out goals and objectives for each key priority, intentional cross-cutting strategies anchored our choices as illustrated in the figure below.
Key Priorities Advance Health Equity
Care for Employees
Patient and Client Experience
Resources and Partnerships
Data Collection and Analysis
Cross-Cutting Strategies
Communication
Systems Capacity-Building
Organizational Sustainability
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Summary of Priorities and Goals: January 2025 – June 2028 Priority #1: Advance Health Equity
Priority #3: Patient and Client Experience
Reduce health disparities and promote equitable access to services that improve diversity, equity, and inclusion, address social drivers of health, and achieve health justice.
Deliver exceptional health care and supportive services that exceed the expectations of those we serve, fostering a positive and lasting relationship with our patients and clients as they navigate their life journey.
Goal #1
Goal #1
Enhance patient and client experience by achieving consistent internal and external customer service excellence
Goal #2
Enhance patient and client accessibility and experiences by ensuring well-planned and inviting physical environments.
Design programs and services for those most vulnerable to poor health outcomes by addressing health disparities, social drivers of health, and barriers to care identified through data to ensure responsive services.
Goal #2
Expand access to quality comprehensive services.
Goal #3
Identify and implement best practices of cultural competency among the workforce to effectively and compassionately serve diverse populations.
Priority #2: Care for Employees Cultivate a supportive and inclusive workplace where every team member is valued and engaged, creating an environment that nurtures satisfaction and collaboration. Goal #1
Enhance workplace excellence to support a thriving DAP Health.
Goal #2
Innovate to create a supportive, strengthsbased organizational culture and structure that engage employees in furthering DAP Health’s vision and mission.
Priority #4: Resources and Partnerships Enhance our capacity to fulfill our mission through effective collaboration and community engagement that builds strong partnerships and fosters innovation that is aligned with the community’s health and wellness goals. Goal #1
Strengthen and grow organizational financial resources and partnerships to ensure DAP Health’s long-term sustainability, efficiency, and effectiveness.
Goal #2
Advance policy and advocacy efforts to successfully serve populations vulnerable to poor health outcomes.
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Strategic Planning Methodology Planning Process In late 2023, the DAP Health board of directors initiated its strategic planning process, assembling key leadership committees and defining goals for external consultation needs. With structures in place, and Health Management Associates (HMA) retained as our strategic planning consultant, the official process was launched in spring 2024 and prioritized a mission-driven, health equity focus.
Staff Strategic Planning Core Team The core team was co-led by Chief Strategy Officer (CSO) Brande Orr and HMA’s Charles Robbins. Additional participants included DAP Health’s Chief Executive Officer (CEO) David Brinkman and Chief Operating Officer (COO) Corina Velasquez. The core team, meeting bi-weekly, was responsible for project management and project communication.
Strategic Planning Committee of the Board of Directors The strategic planning committee of the board of directors was comprised of six board members who met monthly to provide insight, guidance, and feedback during the entire process. Staff who joined as guests included the CEO, COO, CSO, and Chief Administrative Officer (CAO). The committee chair presented updates to the full board monthly. A member of the board committee served as a liaison with the staff steering committee, attending both series of meetings. Twice, the board committee joined the staff steering committee for joint sessions.
Staff Strategic Planning Steering Committee The staff steering committee meetings were facilitated by DAP Health’s CSO and HMA’s Charles Robbins. There were 17 participants in total representing all lines of business. The steering committee’s purpose was to develop the theory of change, vision, and mission. Additionally, the committee discussed findings from data collection efforts, and developed the key priorities, cross cutting-strategies, goals, and objectives.
Staff Workgroups HMA and DAP Health engaged 67 employees who did not hold leadership team roles from different departments and physical sites to participate in recommending objectives and measures for the goals proposed by the steering committee in key areas identified by data trends. The participants were divided into four workgroups aligned with key priority areas. The meetings were facilitated by HMA subject matter experts.
Strategic Planning Phases The strategic planning process encompassed three phases: context setting, data collection, and plan development. A range of activities were conducted, as illustrated below. This combination of empirical research and ongoing feedback resulted in a strategic plan that is uniquely tailored to DAP Health while remaining adaptable to evolving future needs.
Quantitative Data The resulting strategic plan also traditionally draws on extensive research and analysis of quantitative data from various sources, including needs assessment reports, publicly available population data, and internal, de-identified electronic health record data. HMA produced a landscape analysis to complement existing sources.
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Monthly Board & Staff Steering Committee Meetings
External & Internal Key Informant Interviews
External Landscape Analysis and Current State Document/Data Review
Monthly Board & Staff Steering Committee Meetings
Board and Staff Focus Groups
Theory of Change (ToC) Development
Monthly Board & Staff Steering Committee Meetings
Board and Staff Surveys and Polls
Key Themes and Findings
Monthly Board & Staff Steering Committee Meetings
Community Focus Groups including Patients and Clients
Draft ToC, Vision, Mission
Monthly Board & Staff Steering Committee Meetings
Staff Workgroup #1
Final Strategic Framework, Vision, Mission
Monthly Board & Staff Steering Committee Meetings
Staff Workgroup #2
Final Strategic Framework, Vision, Mission
Monthly Board & Staff Steering Committee Meetings
Staff Workgroup #3
Draft Goals and Objectives
Monthly Board & Staff Steering Committee Meetings
Community Listening Session
Draft Strategic Plan Report
Monthly Board & Staff Steering Committee Meetings
External Subject Matter Consultations
Final Strategic Plan Report
Plan Development
Winter 2024
Products
Data Collection
Summer and Autumn 2024
Outreach & Engagement
Context Setting
Spring 2024
Project Leadership
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Qualitative Data Collection Efforts Key Informant Interviews HMA conducted 20 key informant interviews to gather insights from individuals representing both internal and external perspectives. The one-hour interviews followed a structured guide designed to gather input on strengthening health and human services, fostering partnerships, and addressing community needs, particularly considering DAP Health’s recent acquisition of Borrego Health. Participants were selected for their unique perspectives and asked about DAP Health’s strengths, challenges, and opportunities, as well as priorities for advancing racial and health equity. The interviews explored strategies to address social drivers of health, such as housing, economic stability, and health care access, and invited solutions for improving health outcomes.
Focus Groups HMA conducted 12 focus groups to explore key issues relevant to the formulation of strategy and prioritization. The groups included board members, donors and volunteers, patients and clients, and employees, with a total of 97 participants representing diverse perspectives. Each focus group session followed a structured facilitation guide to ensure consistent data collection. Participants were asked about the state of local health, barriers to wellness, and their personal experiences with health care services. Discussions also explored what participants valued most about DAP Health, opportunities for improvement, and suggestions for new or enhanced services. These conversations provided valuable insights gleaned from both lived experience and subject matter expertise into local needs.
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Summary of Focus Groups Conducted for Strategic Planning Process Type of Focus Group
# of Focus Groups
Number of Participants
Board Members
1
5
Donors and Volunteers
2
14
Patients
5
44
Employees
4
34
Total
12
97
Staff & Board Surveys and Polls We developed and deployed an employee survey and board member survey to gain insight on strategic opportunities from the individuals who work tirelessly on behalf of the patient and clients of DAP Health. We engaged 100% of board members and 311 employee respondents through the surveys that consisted of several Likert scale questions and open text questions. Additionally, prior to finalizing our new vision and mission, we gathered feedback through an employee and board poll engaging 210 respondents.
Framework For Strategic Planning
This strategic plan serves as a road map for DAP dap health Health to effectively organize and navigate the next three and one half years in addressing health and human service needs. It offers high-level guidance on priorities and resource allocation, considering existing assets, community needs, and the broader policy and economic environment. Recognizing that we cannot tackle every issue simultaneously, the strategic planning process identified data-driven focus areas where we can make a meaningful impact. By concentrating our efforts in these critical areas, we aim to best meet the needs of Riverside and San Diego county residents, and enhance the overall well-being of our community. HMA’s approach to strategy involves a three-point typology that guided DAP Health’s planning efforts, as illustrated below. The concept is an explicit theory of how health and human service program activities lead to outcomes and impact. When completed at the beginning of strategic planning, the theory of change articulates why DAP Health is focusing on particular areas of concern, and outlines what the agency will do—either independently or in collaboration with partners—to address these priorities.
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Theory of Change
HMA worked closely with DAP Health’s staff steering committee and the strategic planning committee of the board to develop the following theory of change:
Beliefs – Our underlying assumptions about how change happens.
Outputs – What happens from our delivery?
• All marginalized communities deserve access to quality, comprehensive services. • Systems of oppression create real barriers to access and care. • It takes courage to believe you deserve quality care. • It takes a diverse team to create and sustain conditions of trust. • Our work heals our patients, clients, and our employees. • Our past informs our future. • We will never abandon those we have served as we embrace others in need.
• Integrated health care services are available to, accessible to, and acceptable to community members. • Health disparities for populations vulnerable to poor health outcomes are reduced. • Services and support for community members reduces stigma, and people served who identify as members of communities vulnerable to poor health outcomes feel recognized and respected. • Members of communities, especially disparately affected communities, have sufficient information and health literacy to make informed decisions about their physical, sexual, emotional, and overall health and health care.
Activities – What do we deliver? • Primary Care • Oral Health Care • Behavioral Health Care • Pediatrics • OB/GYN • Sexual Health Care • Gender-Affirming Care • Urgent Care • Volunteer Programs • Revivals Stores • Community Health • Social Services
Approach – How do we deliver? • Person-centered • Culturally humble and responsive • Stigma-free • Judgment-free • Harm reductive • Sex-positive • Quality-of-life-focused
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Impact – What benefits and changes do we expect over time? • Our patients, clients, and employees feel respected and valued. • Our patients, clients, and employees have trust in our systems of care. • Our patients, clients, and employees have agency and believe in their abilities and competencies. • Our patients, clients, and employees achieve better physical and emotional health outcomes. • Our patients, clients, and employees can meet their health-related social needs. • Our patients, clients, and employees are very satisfied with the quality of their life
Figure A. Components of Strategic Plan
CrossCutting Strategies
Goals and Objectives
Imperatives that anchor goals and objectives
End results that will specifically advance a key priority area
Key Priorities
Strategic areas that are prioritized in the plan to achieve the vision
Outputs and/or outcomes through which DAP Health will achieve results
Figure B. Framework for Strategic Plan HMA utilized the findings from the key informant interviews, focus groups, conversations with leadership and board, and the staff survey to synthesize areas of concern and need. Four categories ultimately surfaced as key priorities. Key Priorities Advance Health Equity
Care for Employees
Patient and Client Experience
Resources and Partnerships
Data Collection and Analysis
Cross-Cutting Strategies
Communication
Systems Capacity Building
Organizational Sustainability
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Figure C: Key Priority Definitions
Advance Health Equity
Care for Employees
Reduce health disparities and promote equitable access to services that improve diversity, equity, and inclusion, address social drivers of health, and achieve health justice.
Cultivate a supportive and inclusive workplace where every team member is valued and engaged, creating an environment that nurtures satisfaction and collaboration.
Patient and Client Experience
Resources and Partnerships
Deliver exceptional health care and supportive services that exceed the expectations of those we serve, fostering a positive and lasting relationship with our patients and clients as they navigate their life journey.
Enhance our capacity to achieve our mission through effective collaboration and community engagement that builds strong partnerships and fosters innovation that is aligned with the community’s health and wellness goals.
Figure D: Cross-Cutting Strategy Definitions Based on the engagement of partners and analysis of data, we also identified four cross-cutting strategies that shape and exert influence on DAP Health’s goals and objectives. Every objective is in service to these cross-cutting strategies, and tactics employed to achieve goals will also be aligned with these imperatives and guideposts. Data Collection and Analysis Capturing meaningful quantitative and qualitative facts, metrics, and data to drive decision-making.
Communication The flow of both internal and external information that establishes shared knowledge, fosters unity, and improves stakeholder engagement.
Systems Capacity-Building Improving effectiveness as an investment in current and future organizational development; an infrastructure model that promotes self-propelling health outcomes for those we serve.
Organizational Stability Identifying and developing resource models that position us to achieve programmatic aspirations, comply with regulatory bodies, and be resilient.
As shown in the section that follows, the strategic plan is completed by descriptive and timed goals and objectives that will achieve both output and outcome measures within each key priority area.
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Future Forward: DAP Health Strategic Plan 2025–2028
Strategic Plan January 2025–June 2028 Vision DAP Health envisions a world where every person achieves their full potential.
Mission DAP Health provides comprehensive health care and support services where all people are seen, heard, and affirmed.
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Vision: DAP Health envisions a world where every person achieves their full potential. Mission: DAP Health provides comprehensive health care and support services where all people are seen, heard, and affirmed.
Visión: DAP Health visualiza un mundo donde cada persona alcance su máximo potencial. Misión: DAP Health brinda atención médica integral y servicios de apoyo donde todas las personas son vistas, escuchadas y valoradas.
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Priorities, Goals, and Objectives Priority #1: Advance Health Equity Goal 1.1 Design programs and services for those most vulnerable to poor health outcomes by addressing health disparities, social drivers of health, and barriers to care identified through data to ensure responsive services. 1.1.1
Behavioral Health Care
1.1.1.1
By 06/2026, leverage internal current assets to enhance response to need for mental health and substance use disorder services, focusing on models, workflows, and populations where interventions have a proven impact on health outcomes.
1.1.1.2
By 06/2028, develop a business plan for either expanding direct delivery of and/or establishing broader formal referral relationships to link patients with substance use disorder peer navigator programs, a medication-assisted treatment program, and/or a harm reduction program, as appropriate; if approved, identify timeline for steps that can be achieved during strategic planning timeframe.
1.1.2
Environmental Health Care
1.1.2.1
By 06/2028, engage and expand partnership with active environmental health advocates, including public health agencies, currently studying the effects of environmental hazards on the health of the communities we serve so that we are prepared with a competitive needs statement when funding opportunities arise.
1.1.2.2
By 12/2026, ensure systems and employees are equipped to document and analyze risk among patients for health complications due to exposure to environmental issues and if risk is high, ensure employees have resources to make referrals and linkages to accessible internal and/or external care and support services.
1.1.3
Gender-Affirming Health Care
1.1.3.1
By 12/2025, assess alignment with and progress toward advancing standards of care set by the World Professional Association for Transgender Health (WPATH) and identify and implement workplans to enhance or expand strategies across the DAP Health system of care.
1.1.4
Older Adult Health Care
1.1.4.1
By 12/2025, conduct an internal assessment and develop a recommended workplan for refining case management programs for older adults to better serve as a foundation for a potential future Program for AllInclusive Care for the Elderly (PACE) program.
1.1.4.2
By 12/2025, conduct a landscape analysis of PACE programs in our service area and explore potential subcontracting and/or referral partnerships.
1.1.4.3
By 06/2028, develop a business plan that includes a feasibility study for implementing a PACE program; if approved, identify timeline for steps that can be achieved during strategic planning timeframe.
1.1.4.4
By 06/2026, develop a regional business plan for a medication adherence program targeting older adults; pilot strategies where data indicates highest potential impact and if successful, scale over time based on need and results of monitoring and evaluation.
1.1.5
Oral Health Care
1.1.5.1
By 12/2025, develop and implement regional workplans to meet or exceed oral health care performance measures.
1.1.5.2
By 12/2026, conduct needs assessment among current and prospective patients and landscape analysis to identify opportunities to fill oral health care gaps in service area.
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1.1.6
Pediatrics and Adolescent Health Care
1.1.6.1
By 12/2026, develop and implement regional workplans to meet or exceed pediatric and adolescent health performance measures.
1.1.7
Sexual Health Care
1.1.7.1
By 06/2025, assess alignment with and progress toward advancing the Centers for Disease Control and Prevention’s (CDC’s) pillars for its Ending the HIV Epidemic (EHE) initiative and identify and implement workplans to enhance or expand EHE strategies across the DAP Health system of care.
1.1.7.2
By 12/2025, develop a business plan for expanding sexual wellness services within the DAP Health system of care and through new opportunities; if approved, identify timeline for steps that can be achieved during strategic planning timeframe.
1.1.8
Women’s, Lesbian, Nonbinary, Pregnant Persons’, Queer, and Transgender Individuals’ Health Care
1.1.8.1
By 12/2025, develop a business plan for improving health outcomes for those receiving obstetrical and/or gynecological care focused on prevention and treatment of chronic conditions that affect patients differently due to anatomy and/or disproportionately due to health disparities such as stigma; if approved, pilot and, if successful, scale over time based on need and results of monitoring and evaluation.
1.1.8.2
By 06/2025, identify and adapt/adopt best practices to improve gynecological patient population cancer screening rates.
1.1.8.3
By 12/2025 meet or exceed required cancer screening performance measures.
1.1.8.4
By 06/2026, working collaboratively with the JEDI-B (Justice, Equity, Diversity, Inclusion, and Belonging) team, develop an assessment tool to identify opportunities for reducing stigma and increasing inclusivity and sensitivity among employees for women, lesbian, nonbinary, pregnant, queer, and transgender patients; pilot interventions where data suggests highest potential impact, and if successful, scale over time based on need and results of monitoring and evaluation.
1.1.8.5
By 12/2026, implement data collection and monitoring systems to analyze morbidity and mortality rates among all DAP Health patients, including those who are pregnant and those who identify as women, lesbian, nonbinary, queer, and transgender.
1.1.8.6
By 06/2027, in alignment with DAP Health’s JEDI-B goals, develop a business plan to enhance culturally competent primary care for patients who identify as lesbian and/or queer women to include an evidencebased staffing plan, training, and evaluation strategy; if approved, identify steps that can be achieved during strategic plan timeframe.
1.1.9
Wraparound Services
1.1.9.1
By 06/2026, leverage technology, analytics, and systems—as well as new and existing partnerships— to inform data-driven business plans, workflows, and/or resources that address social drivers of health (SDoH) for patients and clients where interventions will make the most impact on health care access, health outcomes, and health equity; if approved, identify timeline for steps that can be achieved during strategic planning timeframe.
1.1.9.2
By 06/2025, complete initial mapping of transportation service options accessible for each site.
1.1.9.3
By 12/2025, create systems and train employees to collect transportation barrier data.
1.1.9.4
By 06/2026, develop a business plan to enhance transportation assistance, including a cost analysis comparing in-house options vs. outsourcing; pilot strategies where data indicates highest potential impact and if successful, scale over time based on need and results of monitoring and evaluation.
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Goal 1.2 Expand access to quality comprehensive services. 1.2.1
Hours of Operation and Scheduling
1.2.1.1
By 12/2025, develop a workplan to optimize patient access, scheduling, and throughput.
1.2.1.2
By 06/2026, implement workplan procedures and policies that will make the most impact on measurable patient access at clinics where patients face the most acute barriers to accessing care.
Goal 1.3 Identify and implement best practices that foster cultural proficiency and responsiveness among the workforce to serve diverse populations. 1.3.1
Justice, Equity, Diversity, Inclusion-Belonging (JEDI-B)
1.3.1.1
By 06/2025, assess best practices for the delivery of culturally competent care to identify gaps and isolate core principles of JEDI-B as it relates to patients and clients, and employees.
1.3.1.2
By 12/2025, develop and launch a JEDI-B business plan that outlines mission department model and JEDI-B initiatives.
1.3.1.3
By 06/2026, based on assessment, enhance current training plan, to include a curriculum and evaluation framework, that equips employees in culturally competent best practices relevant to their role.
1.3.1.4
By 12/2026, keep pace with organization-wide completion rates for employee training opportunities and achieve satisfactory scores on patient satisfaction survey questions related to culturally and linguistically competent care.
1.3.1.5
By 06/2026, identify best practice and an implementation plan for improving inclusivity and belonging where there are significant areas of opportunity for vulnerable populations; pilot strategies and where successful scale and adapt across organization.
1.3.1.6
By 12/2026, establish a protocol for internal JEDI-B subject matter experts to review operational and organizational policies, procedures, practices, and planning that ensures organizational JEDI-B alignment.
1.3.1.7
By 06/2027, to improve JEDI-B for patients, develop a business plan to assess the need for, impact of, and viability of employing and billing for paraprofessionals (e.g., certified community health workers, peer support specialists, persons with lived experience, etc.); if approved, determine which steps can be achieved during strategic planning timeframe.
1.3.2
Linguistic Competency
1.3.2.1
By 06/2026, conduct a gap assessment of the delivery of language assistance and develop a protocol and plan to address most acute deficiencies; pilot strategies to improve language competency and if successful, scale the services over time based on patient needs and results of monitoring and evaluation.
1.3.3
Data Collection Efforts
1.3.3.1
By 12/2025, develop and implement a change management plan to enhance data collection on sexual orientation, gender identity and expression (SOGIE), and social drivers of health (SDoH).
1.3.3.2
By 06/2026, meet or exceed industry standard for SOGIE and SDoH data completeness with ability to stratify data by service type, patient demographic, and clinic location.
1.3.3.3
By 06/2026, document the degree to which patient-facing employees reflect patients served by identifying diversity gaps within service lines, and develop plan in collaboration with People Operations to apply compliant human resources practices to address gaps based on this analysis.
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Priority #2: Care for Employees Goal 2.1 Enhance workplace excellence to support a thriving DAP Health. 2.1.1
Workforce Diversity
2.1.1.1
By 12/2025, develop and implement a plan to increase transparency in recruitment processes and workforce diversity, including the degree to which workforce reflects our patient population.
2.1.2
Workforce Retention
2.1.2.1
By 12/2025, assess existing tools and technology to optimize People Operations data sets, reporting, and analysis; determine funding need for optimization of existing tools or purchase and conversion to new Human Resources Information Management System; if approved, determine steps that can be achieved during strategic plan timeframe.
2.1.2.2
By 12/2025, meet industry standards for voluntary employee turnover, employee retention rate, and provider/ clinician turnover, and set a schedule for updating employees on baseline and progress going forward.
2.1.2.3
By 06/2027, formalize report methodology and schedule for sharing employee suggestions and results with workforce, and achieve 60% employee satisfaction with improvements implemented from employee suggestions.
2.1.2.4
By 12/2025, implement exit interview data compilation and analysis to be communicated to employees and board of directors.
2.1.2.5
By 06/2028, achieve 75% exit interview completion rate for voluntary turnover.
2.1.2.6
By 06/2026, complete 50% of stay interviews for identified employees.
2.1.2.7
By 12/2025, modernize opportunities for performance management systems adopting best practices for balancing the assessment of historical performance metrics and documenting forward-looking goals for employee growth and retention.
2.1.2.8
By 12/2025, complete 50% of 360-degree evaluations for managers.
2.1.3
Competitive, Equitable, and Inclusive Compensation and Benefits
2.1.3.1
By 06/2025, increase frequency and clarity of communications about benefits and compensation process.
2.1.3.2
By 12/2027, achieve 60% participation in annual benefits survey.
2.1.3.3
By 12/2027, achieve 80% of employees reporting satisfaction with communication about benefits.
2.1.4
Career Cultivation and Professional Skills Development
2.1.4.1
By 12/2027, launch one annual training module for managers on how to utilize learning development plans and establish mechanisms for measuring impact on job-related skills and competencies as well as crosstraining and upskilling opportunities.
2.1.4.2
By 12/2027, in collaboration with managers, People Operations, and Finance, standardize allocations of department-level professional development funding.
2.1.4.3
By 06/2028, develop a plan to track utilization of professional development funding with goal of 75% usage.
2.1.4.4
By 06/2026, develop a business plan for leadership pathway training; if approved, determine which steps can be achieved during strategic planning timeframe.
2.1.4.5
By 06/2028, pilot an organizational-wide synchronous training initiative at a quarterly frequency on topics related to our shared vision and mission where learning will impact employee and/or patient and client experience; if successful, draft routinization plan.
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Goal 2.2 Innovate to create a supportive strengths-based organizational culture and structure that engage employees in furthering DAP Health’s mission and vision. 2.2.1
Employee Engagement, Accomplishments, and Opportunities
2.2.1.1
By 12/2025, increase communication about organizational mechanisms available for employee recognition.
2.2.1.2
By 06/2026, launch one annual training module for managers on how to inquire about satisfaction with employee recognition during 1:1 meetings.
2.2.1.3
By 12/2025, through collaboration between People Operations and each department, establish a local-level budget for managers and the Employee Activity Committee to collaboratively deploy teambuilding events.
2.2.1.4
By 06/2027, achieve 60% participation in teambuilding events by site/department, as relevant.
2.2.1.5
By 6/2026, through interdepartmental collaboration, achieve 60% participation rate in employee satisfaction and pulse surveys.
2.2.1.6
By 6/2028, maintain specific satisfaction ratings ≥90%; raise specific satisfaction ratings ≤75% by at least 5% year over year; and increase any specific rating ≤50% by at least 10% year over year.
2.2.2
Values
2.2.2.1
By 12/2025, deploy a plan to update and socialize organizational values.
2.2.2.2
By 12/2025, achieve 80% participation in customer service training for designated employees (two-year cycle).
2.2.3
Site Repair and Maintenance Plan
2.2.3.1
By 06/2026, conduct an assessment for repairs and maintenance for employee-designated spaces at all sites.
2.2.3.2
By 12/2026, for those sites in most need of repair, commit resources to a phased plan that maintains safe, compliant, welcoming, and functional facility conditions, usable square footage, and available capacity to increase employee satisfaction with facilities.
Priority #3: Patient and Client Experience Goal 3.1 Enhance patient and client experience by achieving consistent internal and external customer service excellence. 3.1.1
Appointment Availability
3.1.1.1
By 06/2025, increase answer rates system-wide to no less than 80% of industry standard.
3.1.1.2
By 06/2026, improve answer rate patient satisfaction by 10% once a baseline is established.
3.1.1.3
By 06/2026, improve next available appointment goals by appointment type at clinics where the wait is below goal.
3.1.2
New Patient and Client Registration
3.1.2.1
By 06/2026, streamline the new patient registration process to optimize online scheduling, and adopt best practices for direct call scheduling.
3.1.2.2
By 06/2027, establish baseline and set goals for year-over-year improvement for new patient registration cycle time from initial contact to first visit.
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3.1.3
Patient and Client Engagement and Satisfaction Survey
3.1.3.1
By 06/2026, update annual patient experience survey tool with enhancements to support meeting industry standards for both engagement and satisfaction.
3.1.3.2
By 06/2027, engage key departments to develop achievable actions in response to survey data that would most significantly improve health outcomes, health care access, and health equity; pilot actions, and if successful, scale over time based on need and results of monitoring and evaluation.
3.1.4
Provider and Service Adequacy
3.1.4.1
By 06/2027, launch a provider and service adequacy assessment initiative to measure the degrees of access patients and clients have to primary care, oral health care, and behavioral health care within the DAP Health system of care.
3.1.4.2
By 06/2028, expand adequacy assessment to consider specialty and other services provided directly, as well as those services with the highest rates of referral.
3.1.4.3
By 12/2027, create a business plan for addressing service gaps for underserved populations identified by network adequacy assessment of primary care, oral health care, and behavioral health care; if approved, determine which steps can be achieved during strategic plan timeframe.
3.1.4.4
By 12/2025, complete clinic-specific community profiles identifying the most prominent evidence-based SDoH negatively impacting health and well-being.
3.1.5
Communication with Patients and Clients
3.1.5.1
By 12/2025, develop and launch organization-to-patient communication protocols that consider multiple modalities for different subject matter; once baseline for satisfaction about communication is measured through annual patient satisfaction survey, set goals for improvement year-over-year.
Goal 3.2 Enhance patient and client accessibility and experiences by ensuring well-planned and inviting physical environments. 3.2.1
Site Repair and Maintenance Plan
3.2.1.1
By 06/2026, conduct an assessment for repairs and maintenance for patient spaces at all sites.
3.2.1.2
By 12/2026, for those sites in most need of repair, commit resources to a phased plan that maintains safe, compliant, welcoming, and functional facility conditions, usable square footage, and available capacity to increase patient and client satisfaction with facilities.
3.2.2
Branded Environment
3.2.2.1
By 06/2025, communicate a brand identity plan outlining steps to unify DAP Health’s patient and client environments.
Priority #4: Resources and Partnerships Goal 4.1 Strengthen and grow organizational financial resources and partnerships to ensure DAP Health’s long-term sustainability, efficiency, and effectiveness. 4.1.1
Organizational Philanthropic Need
4.1.1.1
By 12/2025, determine programmatic and fiscal goals for FY28 and intervening years that include individual tactics for annual fund, capital campaign, and endowment.
4.1.1.2
By 06/2026, develop and launch fund development plans to meet goals.
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4.1.1.3
By 12/2025, assess volunteer needs across the organization, and develop and scale volunteer opportunities and infrastructure to support expanded volunteer programs where opportunities would most likely enhance patient and client experience.
4.1.2
Organizational Fee for Service Needs
4.1.2.1
By 06/2025, conduct a current state analysis of lives assignment by clinic and by payor over time to determine opportunities for optimizing current contracts on behalf of the patient.
4.1.2.2
By 06/2025, assess potential to ensure access to current patients and attract prospective patients by enrolling with additional medical/dental commercial and other plans by site.
4.1.2.3
By 12/2025, develop a model that includes factors for negative and positive patient impact to forecast revenues using various payor mix scenarios.
4.1.2.4
By 06/2025, create a workplan to optimize in-house pharmacies, including medication courier service, to maximize patient accessibility and increase revenue.
4.1.2.5
By 06/2025, further assess and understand the changing 340B market, and develop strategies to maximize revenue that can be reinvested into patient care and services; reassess every six months.
4.1.3
Organizational Earned Income Needs
4.1.3.1
By 06/2028, examine best practice models of FQHCs for earned income, and conduct feasibility studies to explore current (e.g., clinics, pharmacies, Revivals) and additional earned income projects.
4.1.4
Patient and Client Needs
4.1.4.1
By 12/2025, conduct an analysis of local community-based safety nets as compared to patient needs.
4.1.4.2
By 06/2025, expand reach of circle of influence – including with current managed care organizational partnerships and primary care associations – and evaluate opportunities for advocacy in the local communities where we don’t have existing partnerships.
Goal 4.2 Advance policy and advocacy efforts to successfully serve populations vulnerable to poor health outcomes. 4.2.1
Governmental Relations
4.2.1.1
By 06/2025, secure government relations expertise by hiring a governmental relations employee or consultant to advocate for DAP Health’s mission at the local, state, and federal levels.
4.2.1.2
By 06/2025, expand reach of circle of influence including with current managed care organizational partnerships, primary care associations, and evaluate new opportunities for advocacy in the local communities where we don’t have existing partnerships.
4.2.2
501(c)(4) Public Launch
4.2.2.1
By 12/2025, develop 501(c)(4) strategic plan that includes a road map for activating the governing board and public launch.
4.2.2.2
By 12/2026, develop public policy position paper addressing issues impacting patients’ and clients’ health outcomes and health care access.
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Vision: DAP Health envisions a world where every person achieves their full potential. Mission: DAP Health provides comprehensive health care and support services where all people are seen, heard, and affirmed.
Visión: DAP Health visualiza un mundo donde cada persona alcance su máximo potencial. Misión: DAP Health brinda atención médica integral y servicios de apoyo donde todas las personas son vistas, escuchadas y valoradas.