Home Health Care, Hospice & Community Services, Inc.

1. PREMIUM SERVICE
Our goal is to be the preferred, premiere health care agency in southwestern New Hampshire. We want to make the best possible health care available to everyone in our community - especially to low-income, at-risk residents who too often have trouble getting the care they need.

2. IDENTIFY AND MEET EMERGING NEEDS
We also work hard to identify emerging health care needs and shape the services we offer accordingly. At present, demand is high for visiting nurses, adult day care, hospice, nutrition and transportation programs for seniors and the disabled, and a program that promotes the health, stability, and resiliency of children and families. Our services are therefore geared to provide that vital care.

3. COLLABORATION
In addition, we want to promote and participate in partnerships with 30 other community agencies. These agencies refer their patients to our programs, and we want our partners to be 100 per cent satisfied with their patients' experience with HCS.

4. STEWARDSHIP
Our board and senior staff are also dedicated to being excellent stewards of the resources we utilize. We are cost-effective, making maximum use of the federal, state, and private funding we receive. We take responsibility for the well-being of our staff, providing them with the tools, support, training, and income they need to thrive. And we aim to comply with all regulations and requirements, so that clients are served safely and effectively.

1. REFERRAL STRATEGY
We will develop a comprehensive referral strategy to proactively respond to our competition, increase cross-program referrals, and ensure our future in the marketplace.
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2. WORKFORCE DEVELOPMENT
We will invest in skills training, process improvement, technology, and
competitive compensation, to improve the experience and capacity of our workforce.

3. RESOURCE MANAGEMENT
We will invest in the required infrastructure to ensure scalable, efficient operations.

4. STRATEGIC COLLABORATIONS
We will work to increase community connections, collaborate with key partners, and prepare the organization for deeper affiliations.

Short term strategies for addressing the above goals include strict adherence to best practices. In addition, our profit and loss statement is reviewed monthly by senior staff and our board's Finance Committee. Both positive and negative variances are addressed, and negative variances must be accompanied by a plan of correction from the senior management team.

For our Hospice program, we utilize the Hospice Compare Data published by The Center for Medicare Services (CMS). This report is based upon families' feedback regarding our care and services, including response time, pain management, and a host of other metrics. Our strengths are ranked by state, region, and in the U.S., and this enables us to identify opportunities for development and where we shine.

For our Home Health program, our strategy is to maintain our 5 star ratings. We utilize the Strategic Health Program - Realtime Analytics (SHP reports), which focuses on outcomes and re-hospitalizations.

For both Hospice and Home Health, we regularly participate in mock surveys that replicate the auditing processes of national organizations who evaluate agencies such as ours. These mock surveys are time-consuming and expensive, as we must pay an outside consultant to review documentation, conduct the audit, accompany staff on client visits, and provide a written summary - but we view this as an indispensable investment that helps us accomplish our goals.

Organization-wide, HCS invests in skills training, process improvement, technology, and competitive compensation to improve the experience and capacity of our workforce. And through strategic collaboration with key partners, we are able to identify those who need our services.

Ongoing Development for Entrepreneurial skills and Clinical Quality
Monthly Board meeting
List of Committees made up of Board, Staff and Community Members Quarterly Meetings
Annual Philanthropy Retreat
Employee participation in culture of philanthropy
Everything Disc for Senior Leadership
Mock Surveys for Quality Care
Fundraising with focus on Meals of Wheels and Congregant Grab and Gos in more and more towns in Cheshire Cty

City Express....................................... 18,580 trips
Friendly Bus....................................... 4,984 trips
Home Health Aide ............................ 4,080 visits
Homemaking ..................................... 14,059 hours
Hospice............................................... 21,612 days
Healthy Starts ................................... 2,700 visits
Meals on Wheels............................... 138,259 meals
Medical Social Work ........................ 1,470 visits
Nursing Care ..................................... 17,826 visits
Rehabilitation Therapies ................ 17,662 visits
Wellness ............................................. 520 clinics