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.

HCS' 2020 - 2022 Strategic Plan has four pillars:
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 meeting
List of Committees made up of Board, Staff and Community Members Quarterly Meetings
Currently developing dementia program to provide respite for caregivers
Re-opening Adult Day Care - Castle Enrichment Center 8/2021
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

HCS’ quantifiable impact on its community of 52 cities and towns is significant. Our staff conducted 54,500
in home visits in fiscal year 2020 thanks to the organization’s ability to retain a talented workforce of direct
care registered nurses, physical and occupational therapists, social workers, licensed nursing assistants
and homemakers. In addition, HCS provided adult medical day care services Monday through Friday, 52weeks per year to 30 seniors with dementia; 8,449 rides to essential services; and 123,700 in-home and
congregate meals. HCS improves the lives of 4,000 individuals annually. The care effect ripples through
families and the community as constituents receive respite from the burden of care, can go to work, and
have peace of mind knowing that HCS is providing services. HCS provided $894,000 in FY 2020 to support
non-reimbursed community benefits and health care needs in our area.
The range of services include: Intravenous antibiotic therapy, complex wound care, post stroke and postoperative
rehabilitation services; preventive care to children and families at risk; end of life care for more
than 60 patients daily, including skilled care and alternative therapies to prevent opioid use. Bereavement
counselling; nutrition assistance; exercise programs for seniors; accessible transportation for seniors and
disabled patients; and adult day care for families round out the cadre of services.
These services interconnect such that community constituents are continuously linked to the healthcare


Needs to match what I have for goals
Implemented Telehealth, Telemedicine and continuing to expand technology
Co-visits with MD's via Telehealth
Leadership Development - Disc Program for Senior Leadership
Every Thing Disc is scheduled for Management in the Fall of 2020
Office - Teams Meetings- for Virtual Meetings
Remote working for non - field staff
Twice a Month Coffee and Conversations -Quarterly Employee recognition
Lean Project completed for Intake Process
Lean Project for Supply Management
Lean Project for Employee Onboarding and Orientation
New Director of Growth hired and department expanded for philanthropy

Next
New Model for Clinical Liaison