Whitemarsh House Strategic Plan 2019
This document describes the board of director’s strategic plan for 2019. It presents Whitemarsh House vision, mission, values and objectives; reviews its strength, weaknesses, threats and opportunities. This plan will be the overarching guiding document until spring of 2020. The Plan was developed after review of all performance improvement objectives achieved and planned as was the case in previous reports. As such it is an overview, because more detailed performance improvement metrics were reflected in each component of the 2019 performance improvement report. It has been reviewed by staff, stakeholders, next of kin and residents and so this final overall plan is the final step in a lengthy process.
As mentioned above, detailed strategic planning at Whitemarsh House is a multi-faceted process that involves analysis of facility performance in the areas of satisfaction and complaints, behavioral incidents, injury prevention and handling, medical treatment, risk management, fiscal efficiency, accessibility, demographic analysis, overall residential functional outcomes and cultural competency and diversity. Additionally, the Executive Director supervises and documents an extensive, ongoing Quality Assurance process. The Performance Improvement reports provide an aggregate picture; that is, the whole of the population is analyzed as a group or groups. Meanwhile individual performance of clients is tracked in separate documentation by the Clinical Director, Personal Care Home Administrator, and Associate Program Director, Nurse Manager and other staff and management personnel.
The details of such strategic planning can be found in the preceding sections of the Performance Improvement (PI) report titled “Whitemarsh House Performance Improvement Description Overview, 2019” and “Performance Improvement Efforts Related to Corporate Vision, Mission and Values 2019”. Strategic Planning is obviously also documented in each section of the PI report, each with its own chosen metrics, trend analysis for the year, measurement of achievement or non-achievement of goals from the previous year and performance improvement targets for the coming year. These are all measurable and tangible and where appropriate (as per CARF and Medicaid Waiver input) the results are separately analyzed for the Residential cluster and the Home and Community cluster.
Further evidence of the Executive Director QA process can be gathered in interview with the Executive Director and other members of the management team as well as documentation of the QA meetings maintained by the Executive Director.
The vision of Whitemarsh House is to continue to offer care that is accessible, safe, ethical, culturally diverse and affordable and of high quality to promote and strengthen the health and well-being of our clients. Through our programs and dedicated staff, we strive to build a community that respects each individual, provides therapeutic relationships, promotes opportunities for rehabilitation, maintains realistic expectations of increased independence and demonstrates an inclusive treatment environment respectful of input from persons served, next of kin, staff and other stakeholders. The vision, furthermore, is to provide a fully accredited, licensed, person-centered, flexible environment where clients, families and stakeholders join a team of therapists, direct care givers and clinicians to develop an individualized program. The vision also includes support of an intimate, home-like environment. Our stated purpose to provide a milieu that is “just like home” reflects the vision of our founders. The now well-developed Outreach effort consistently engages the variety of potential referral sources, effectively maintaining contact via mailings, social media, phone, etc., to sustain and maximize communication about our stated mission and all available services. The increase in the number of individuals receiving services can be attributed at least in part to the ongoing Outreach activities.
Whitemarsh House is a community-based organization that supports services for clients with disabilities to maximize their capabilities and achieve the best quality of life in a relatively small, intimate, homelike community. Respect, courtesy and compassion are center-piece elements.
Goals achieved or Not Achieved from 2018 Strategic Plan: All aspects of the 2018 strategic plan were achieved. CARF accreditation survey is anticipated for Spring of 2021.
Action Plan 2019
1. Maintain financial planning and audit process. Target Date: April 2020
2. Maintain CARF accreditation at 3 year level. Target Date: To be decided Spring 2021
3. Maintain and increase census in the approximate range of 20. Target Date: April 2020
4. Maintain use of social media with Twitter with a measurement of at least 100 “followers” and by following over 1000 organizations and accounts. Target Date: April 2020
5. Maintain staff training with group training at facility expense at least once per month for a twelve month period. Time Frame: Ongoing (see training documentation in separate report)
6. Continue to increase marketing and outreach activities including attendance and/or presentations and/or committee work and/or exhibiting at professional conferences or in-person to key organizations. Metric aim will be minimum of 20 such events over 12 month period. Target Date: April 2020
7. Maintain rehabilitation process as measured on resident outcomes reflected on Mayo Portland Inventories. Target Date: Ongoing
8. Maintain safety record with ZERO significantly dangerous preventable events for 12 month period. Target Date: April 2020