Home Healthcare, Hospice & Community Services, Inc.

HCS established goals through 2024 and we are currently updating the strategic plan with four pillars in the coming months. HCS is committed to continuing to invest in the continuum of care model that integrates home health, palliative, and hospice care. HCS also continues to invest in and reenergize Meals on Wheels, Healthy Starts, transportation, wellness clinics, and homemaking. Simultaneously, HCS continues to maximize technology to improve care and support employees. Attracting and retaining our workforce and preparing for the future assures our leadership place in Southwestern New Hampshire communities.

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.
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 meetings
Monthly Development meetings
List of Committees made up of Board, Staff and Community Members Quarterly Meetings
Employee participation in culture of philanthropy
Press Ganey Employment Engagement Surveys
Mock Surveys for Quality Care
Fundraising with focus on Meals of Wheels, Congregant Meals, Hospice, and Healthy Starts in more and more towns in Cheshire County
Sourcing, applying and receiving private and government grants
Multiple Appeals, restricted and unrestricted
State and National Fund Raising Campaigns including NH Gives and Giving Tuesday

City Express....................................... 19,902 trips
Friendly Bus....................................... 8,142 trips
Home Health Aide ............................ 20,962 visits
Homemaking ..................................... 18,656 hours
Hospice............................................... 33,836 days
Healthy Starts ................................... 2,942 visits
Meals on Wheels............................... 93,010 meals
Grab and Go ........................................ 3,118 meals
Medical Social Work ........................ 2,277 visits
Nursing Care ..................................... 16,349 visits
Rehabilitation Therapies ................ 24,686 visits
Wellness ............................................. 531 clinics