GARDNER FAMILY HEALTH NETWORK, INC.

Operational Excellence & Quality
1. Implement a Provider and Staff Workforce Plan
2. Build Data Reporting Infrastructure and Organizational Culture
3. Institutionalize Customer Service Training
4. Financial Stability & Operational Integration (Merger)

Smart Growth
1. Expand Non-Primary Care Clinical Services in Existing Service Area
2. Grow Specialty Behavioral Health Programs
3. Strengthen Gardner Health Services Program Coordination
4. Use Land Development and Corporate/Individual Fundraising to Strengthen Financial Position
5. Plan for Long-Term Growth

Community Leadership and Partnership
1. Formalize Service Partnerships to promote Cross-Referrals
2. Build Partnerships to Educate/Advocate for Patient Communities

Operational Excellence & Quality
1. Stabilize current primary care services to maximize the number of patients served and enhance the financial stability of the organization.

Smart Growth
1. Build capacity through internal efforts to expand non-primary care services to increase client access while facilitating coordination and integration between primary care and specialty behavioral health divisions to improve financial viability of the organization.

Community leadership & Partnership
1. Build capacity through external efforts to strengthen existing partnership and build new relationships while improving coordination and cross-referral between agencies and education community leaders on "social determinants of health" and collaborating with organizations to address these issues.

The Organization created subcommittees, outlined below to address and meet its goals.

Operational Excellence & Quality
1. Primary Care Providers Committee led by the Medical Director
2. Data Reporting Infrastructure & Culture Committee led by CQI Director
3. Financial Stability & Operational Integration Committee led by CFO/COO
4. Workforce Development Plan Committee led by Human Resource Director
5. Customer Service Committee co-led by CQI Director and Specialty Behavioral Health Director

Smart Growth
1. Non- Primary Care Services Expansion Committee led by CFO/COO
2. Coordination Committee led by Director of Operations
3. Long-Term Growth Committee led by CEO
4. Specialty Care Expansion Committee led by Specialty Behavioral Health Director

Community leadership & Partnership
1. Service Partnerships Committee led by Director of Development, Marketing & Outreach
2. Education & Advocacy Committee led by CEO

Target Achievement: 38,000 Primary Care Patients
Achieved in FY2022: 38,909 Primary Care Patients

Target Achievement: $70 Million Budget
Achieved in FY2022: $82,343,252

Target Achievement: 3% GHS Operating Margin
Achieved in FY2022: 4.5% Annual GHS Operating Margin

Target Achievement: $10 Million Cash Reserved
Achieved in FY2022: $21,351,095

Target Achievement: Enhanced Community Partnerships and GHS Leadership Visibility
Achieved in FY2022: County of Santa Clara / Emergency Operations Center (EOC), Community Health Partnerships, Mexican Heritage Plaza, Gernick Academy, Sacred Heart, and DayLight Foods. Health & Racial Equity Taskforce, Racial Justice & Equity Committee, La Comunidad Committee, Race Equity Action Leadership Committee, and Latinx Community & COVID Committee.