CommuniCare+OLE is thrilled to share this strategic plan for 2025–2028. The strategic plan is envisioned as a dynamic, living document — one that is regularly reviewed and adapted to remain relevant and responsive to evolving needs. At its core, the plan seeks to achieve shared ownership across stakeholders. It should enable us to tell a compelling, cohesive story both internally and externally, building trust, alignment, and impact. Additionally, the plan must serve as a catalyst to cut through institutional barriers, creating clear pathways for progress and unlocking opportunities for forward movement. Our goal has been to develop a clear vision and mission, a set of values that reflect what is important to us, and the strategic focus that will guide our work over the next three years.
The strategies we have outlined here reflect our unwavering commitment to serving with compassion, ensuring that our services are accessible, our identity is clear, and our collective impact is amplified.
In gratitude,
Alicia Hardy Chief Executive Officer
WHAT GUIDES US
A bold and inspiring strategic plan begins with a clear sense of who we are, where we're going, and what we stand for. Our vision sets the destination — it captures our aspirations and challenges us to imagine what’s possible when we work together with purpose. Our mission is our rallying cry — it defines our reason for being and ensures that every step we take aligns with our core purpose. And our values are the heartbeat of our organization — they ground us, guide our decisions, and shape the culture we cultivate every day.
This is what ignites our shared commitment, energizes our work, and ensures that this strategic plan is a road map that moves us toward meaningful, lasting impact.
Our Mission
We provide high-quality compassionate care to inspire everyone in our communities to lead a happier and healthier life.
Our Vision
Everyone, regardless of life circumstances, can easily access a wide range of high-quality services and exercise their right to be well.
Our Values
Innovation
We continually learn, think outside the box, and find creative solutions.
Integrity
We do the right thing.
Humility
We believe that listening and learning through others’ experiences make us better.
Collaboration
We seek out diverse perspectives, and we work together as a team as well as in partnership with our communities.
Equity
We believe that everyone has the right to access high-quality care.
Excellence
We strive to be the best and go the extra mile in all we do.
Passion
We are driven by our purpose to serve.
Stewardship
We responsibly manage our resources so we can deepen and sustain our long-term impact.
Personable
We are friendly and welcoming and foster authentic relationships.
LANDSCAPE OVERVIEW
We are experiencing unprecedented challenges in healthcare. Across the country, healthcare organizations are navigating workforce shortages, funding uncertainty, and rising costs — factors that impact workforce recruitment and retention and that potentially affect the scope and quality of care for our patients and clients.
Despite these challenges, CommuniCare+OLE remains powered by a deeply committed team dedicated to advancing the overall health and well-being of our communities.
To help us better address these issues, we conducted a series of conversations with patients, clients, employees, and partners. From them we learned:
• CommuniCare+OLE is a trusted partner and healthcare provider.
• Patients shared a deep regard for and connection to CommuniCare+OLE and the clinics they visit regularly.
• Patients value the effort to provide culturally sensitive care and language support and would like to experience more of that.
• We also heard that employees are engaged and highly committed to the work of CommuniCare+OLE, but maintaining the right staffing levels and keeping up with changes can be a challenge.
• There are ongoing opportunities for greater collaboration with the communities and partners, and for increased visibility and presence. And there are questions about how to expand services and grow the patient population, as well as whether to extend the geographic footprint.
• There are opportunities to improve the patients’ experiences through organizational and systems development and by further breaking down silos.
• There are opportunities to consider organizational identity and brand while also honoring the connection to local clinics.
Empowered People, Lasting Impact
We see an opportunity to double down on maintaining and enhancing an exceptional work environment — one that supports, values, and grows our people and that reflects the communities we serve. Our commitment is to be an employer of choice where purpose-driven professionals thrive, feel supported, and are proud to build their careers and an equitable and inclusive environment.
INITIATIVES
• Power Up Learning
Establish a Training and Development Department to drive ongoing skill-building and leadership development that help employees grow in their roles and thrive in their careers.
• Build Stronger Talent Pipelines
Strengthen partnerships with academic and training institutions to cultivate the next generation of mission-driven healthcare professionals. Develop a strong internal talent pipeline by fostering a culture of growth, mobility, and retention — where employees are empowered to pursue advancement, build new skills, envision long-term careers within the organization, reduce burnout, and reflect the community we serve.
• Increase Employee Engagement & Recognition
Cultivate a work environment where colleagues across departments and geographies have a great sense of belonging, feel valued, supported, and motivated, which is reflected in high engagement, positive feedback, and a strong sense of purpose in their roles.
Service Expansion
Establish a clear, objective framework for health center expansion and new service offerings within our existing geography, along with partnership and consolidation opportunities, that will strategically expand our impact while ensuring that our investments are aligned with both current and future needs, maximizing long-term value for our patients and communities.
INITIATIVES
• Strategically Identify & Address Service Disparities
Conduct a thorough evaluation of service offerings and their geographic distribution across the entire region to ensure accessibility, efficiency, and alignment with community needs. Expand services within existing geographies that improve access, address service disparities, meet emerging patient and client needs, and enhance the overall care experience.
• Establish & Utilize a Strategic Evaluation Methodology for Growth
Implement methodology and governance processes to rigorously assess and guide new acquisitions or expansions, ensuring they align with our mission, long-term strategic goals, and viable financing.
• Diversify Funding to Maintain Financial Viability
Achieve a strong and resilient financial foundation that ensures the continued delivery of high-quality services, enabling the growth and stability necessary to meet both current and future patient needs. Explore different methods for reimbursement of billable services and identify additional public and private philanthropy resources.
• Promote Dynamic Partnerships
Strengthen partnerships by mapping and leveraging complementary collaborations and programs — creating a shared foundation for resource coordination, innovation, and collectively addressing unmet needs across the care continuum. As care gaps emerge, develop new relationships to fill needs, enriching CommuniCare+OLE’s service offerings and ensuring that patient and client needs are comprehensively met.
Increase Utilization & Patient Engagement
Amplify how we communicate with patients and clients to increase awareness and utilization of our full range of services, ultimately ensuring that all individuals receive the care, resources, and support they need. Create widespread awareness and affinity for our organization by building broad understanding among key constituencies of who we are, what services we offer, and how we positively benefit the communities we serve.
INITIATIVES
• Increase Awareness to Drive Service Cross-Utilization
Leverage existing outreach and engagement channels to elevate awareness of the wide range of services we offer, ensuring that patients and clients know how to access and take full advantage of the services available that benefit their health and well-being.
• Develop a Comprehensive Brand Strategy & Story
Evolve the brand to tell a unified, compelling story that ties together our local presence and collective mission, making it easier for all to connect with our vision and purpose. Ensure that everyone — patients, clients, partners, donors and the broader community — understands who we are, what we do, why we matter, and how our system of health centers support our communities.
• Strengthen Our Reputation as an Industry Leader
Be recognized as the provider, employer, and partner of choice by clients, employees, and allies. Be celebrated for our collective, unified impact. Increase presence and influence through speaking engagements, recognition, and participation in local forums.
Seamless Systems, Smarter Solutions
In a rapidly evolving healthcare landscape, streamlining and integrating our operations will enhance efficiency and support a more connected and empowered workforce. With smart, unified systems, we can optimize workforce efforts, support learning and innovation, and ultimately elevate the quality of care we deliver.
INITIATIVES
• Intentional Organizational Design
Align functions across all three counties to promote collaboration, building a cohesive professional community that fosters the long-term sustainability of our organization.
• Streamline for Success
Refine and enhance systems to reduce friction and boost efficiency across the organization to ensure employees share a clear understanding of how we conduct our business and care for patients and clients. Ensure employees can easily find tools and information through centralized resources and clear internal pathways, helping them feel more confident and supported in their day-to-day work.
• Consistent, Positive Patient Experience
Sustain a unified standard of care and delivery of services across all clinics, with consistent and standardized processes, and responsive collaboration — regardless of location or team — while being responsive to localized or specific population needs.
THE PLAN IN ACTION
The path forward is an exciting one — full of opportunities to grow, learn, and make a lasting difference in our communities. We are embarking on a transformative journey — let’s embrace this opportunity with optimism, determination, and a shared commitment to create a stronger, more connected, and impactful organization.
• Increase staff engagement and belonging
• Review employee feedback surveys and create follow-up plans based on feedback
• Organize social events to bring everyone together
• Develop and expand strategies for recognizing and celebrating employees
Strategic Planning Committees
DEI Steering Committee / SOGI Committee / POCC Committee / Green Team Committee Patient Safety Committee / Provider Wellness Committee / Risk Management Committee Engagement & Belonging Committee
• Develop and track optimization priorities
• Maintain communication and training plan
• Incorporate use of AI
• Data stewardship and governance
• System upgrade and enhancement implementation planning
• Improve quality metrics and close equity gaps
• Increase patient/ client awareness about services to increase utilization
• Maintain a consistent and high-quality patient experience
• Strengthen our reputation as an industry leader
• Influence policy to support our goals and mission
• Develop a decisionmaking rubric for evaluating new growth opportunities
• Create financial models to help evaluate financial viability of new opportunities
• Complete needs/gap assessment by region to inform service expansion
• Develop strategies for optimizing all facilities based on needs/gap assessment
• Identify and strengthen partnerships across the regions
• Identify and model diversified funding
Standing Operating Committees
• Identify and prioritize technology-related systems that need to be integrated (phone, financial reporting, Imprivata)
• Identify departments that are standardized and recommend a design for the organization
• Ensure that all information is centralized and organized, i.e., contracts, policies, procedures
• Audit current practices across sites and identify integration and standardization gaps
• Develop workflows for service delivery that are consistent across sites
• Develop infrastructure for Training and Education Department
• Develop curriculum for clinical competencies
• Develop curriculum for management/leadership skills
• Ensure that all trainings and HR practices are developed with a DEI lens and content and reflect the organization’s mission, vision and values.
• Recommend cadence and process for administration of all training
APPENDIX
Engagement
Our work began in August 2024 and included engaging the Board, the Strategic Planning Committee, and the Leadership Team in conversations and workshops. External engagement involved multiple patient focus groups, interviews with community partners from all the counties we serve, and a patient pulse survey.
The engagement of our stakeholders — including community partners, patients, clients, and employees — was vital to the success of this strategic planning process. By sharing insights, experiences, and diverse perspectives, our community helped shape a plan that is both visionary and grounded in the realities of the individuals we serve. Their contributions ensured that the plan reflects shared priorities, addresses critical challenges, and builds on collective strengths.
This process was not simply about gathering feedback — it was about fostering shared ownership and deepening relationships. Because of the meaningful participation of community partners, patients, and leadership, the strategic plan is more inclusive, transparent, and actionable. It is meant to resonate with our core values and reflects a vision built together.
We began working closely with the Strategic Planning Committee — including employees, Board members, and leadership — to develop a project plan, set clear goals for our process, and draft key elements of our plan including the mission, vision, and values. The team included:
CommuniCare+OLE Health Employees
• Jamie Bongiovi, Director, Integrated Behavioral Health
• Dr. Ian Kim, Family Physician
• Yecenia Mendoza, Call Center Manager
• Tegwin Millard, Director, Adult Community Behavioral Health
• Cindy Perez, Director of Operations, Napa County
• Dr. Erika Roshanravan, Medical Director, Davis Community Clinic
• Dr. Jen Wilson, Director of Clinical Quality
Board Members
• Arthur Roosa, Treasurer
• Betty Labastida, Patient Board Member
• Ridge Tolbert, Patient Board Member
Executive Leadership Team
• Alicia Hardy, CEO
• Aisha Amin, Chief Dental Officer
• Dr. Allison Crisp, Associate Chief Medical Officer
• Andrew Torge, Chief Human Resources Officer
• Dr. Brent Hanson, Associate Chief Medical Officer
• Rose MacIsaac, Chief Financial Officer
• Sara Gavin, Chief Behavioral and Community Health Officer
• Sonia Tolbert, Chief Development Officer
Patients & Community Partners
Our consultants at Integrated Work conducted interviews with our community partners between January and February 2025. The interview questions were designed to identify strengths and opportunities and explore new directions:
• Thinking about the last few years, especially in light of the merger and recent changes, what do you think is working well?
• What are some challenges from your perspective that should be addressed?
• Three years from now, what do you envision for CommuniCare+OLE?
• What would make your role or experience with CommuniCare+OLE easier and more impactful?
Interviews included the following individuals — each bringing significant leadership and expertise in health and human services. Naoko Dalla Valle is a longtime major donor, currently serving as both the Foundation Chair and Capital Campaign Chair. Jennifer Yasamoto is the Director of Health and Human Services (HHS) for Napa County, while Amy Herold serves as the Chief Medical Officer and CEO of Providence Queen of the Valley Hospital. Emery Cowan leads Solano County Health and Social Services as its Director, and Mark Behl is the CEO of North Bay Health. Nolan Sullivan is the Director of HHS in Yolo County, and Michael Cureton serves as the CEO of Sutter Health. Gina Daleiden is the CEO of First 5 Yolo, and Oscar Villegas serves as a Yolo County Supervisor.
Integrated Work also conducted virtual focus groups with about 45 patients from Napa (conducted in Spanish), Yolo, and Solano Counties in February 2025.
With this input, the Integrated Work team co-developed four areas of strategic focus with the CEO and the Strategic Planning Committee: systems, workforce, growth, and identity. These four areas were at the center of a daylong retreat in March 2025 that brought together the Board of Directors and the Executive Team. The results of this event are captured in the strategic plan, which will serve as our guide for our proceeding implementation planning process.
Sonia Tolbert conducted several intensive workshops with the Strategic Planning Committee to initially draft our vision, mission, and values statements. To conclude our strategic thinking together, we convened the Board and select members of our Executive Team to crystallize the planning at a daylong in-person retreat in March where we adopted and officially approved the vision, mission, and values statements.
We conducted a patient pulse survey in April 2025 to further understand patient perspectives and guide where we invest our attention across our three counties. The questions, offered in both English and Spanish, collected patient feedback about the care they need, ease in making and getting to appointments, preferred communication method, and quality of care. In general, patients shared a high degree of satisfaction with the quality of care, but it is clear from the data that we need to engage them further to explore their needs more fully, including a close review of county-specific data. This is reflected in our approach to our strategies for improving and streamlining services and increasing visibility and access to care.
