STRATEGICIMPERATIVESANDDIRECTION2015-2020

INTRODUCTION

Strategicplanningforthefutureisimportantforanyorganization,butwiththerapidlychanginghealthcareenvironment,itisanindispensibleactivityforallhealthcareproviders.ProgramslikeParkdaleinparticularcan’twaitforeveryuncertaintyassociatedwithnationalreformtoberesolvedbeforetheyact,becausetheonlycertaintyisthatmorechangeiscoming.Identifyingthestepsnecessarytoreadyforthesereforms,andmakingthenecessaryinvestmentsinnewprogramsorservices,orinrestructuringexistingprogramsandservices,istheonlywayorganizationssuchasParkdalecanremainviableandcontributetowardsthegoalsofourevolvinghealthcaresystem.ParkdaleCenter’sstrategicplanningprocesswasmeanttoprovidethepeoplewhowork,volunteer,practice,orreceiveservicesherewithaclearconcisepictureofwhatourspecializedpartialhospitalizationprogramisabout,whatitwantstobecome,andhowitintendstogetthere.ParkdaleCenterneedsthisdirectioninordertoprosperandassurethehealthandwellbeingofthelivesitproudlyserves,andcontinuestothriveasasmall,independent,community-basedprogram.Anystrategicplanningprocessmustbeginwithaclearsenseofmission,awell-articulatedvisionstatementthatessentiallydescribesadesiredstatefortheorganizationfiveyearsintothefuture,andacollectionofvaluestoguidethework.AffirmedbytheParkdaleBoardofDirectors,seniormanagement,andphysiciancommunity,thefollowingMission,VisionandValueStatementsprovidetheoverarchingframeworktothisStrategicPlanandweusethistodriveouraccessibility,culturaldiversityandperformanceplans.

MISSION

TheMissionofParkdaleCenterLLCis“ToProvideARemarkableRecoveryExperiences.”

VISION

Weofferourhighestthinking,ourkindesttouchandstrongcommitmenttoprovidingexcellentrehabilitationoutcomes.

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Inreachingthisstatus,weshall:

1) Achieveclinicalexcellenceandprovidethehighestqualityofcare;2) Assureourstaff,patientsandcommunityhaveconfidenceinourcare;3) Developourorganizationandnetworkofprovidersintoamoreeffective,coordinated,competentandaccountableteam;4) Improveourinfrastructureandpatientenvironmentthroughupdatingandmodernization;and,5) Strengthenourorganization’sfinancialhealth.

VALUES

Recognizingtheworthanddignityofeveryhumanbeing,wefulfillourmissionthroughtheexpressionofcorevaluesrootedinourhistory,definingourpresent,anddirectingourfuture.Ourvaluesrecognizepatients,families,co-workerscolleaguesandthecommunityweservewithoutregardtoethnicorculturaldifferences,spiritualbelieforlifestylechoices.Wepledgeourselvestothefollowingvaluesandbeliefsandcommitourselvescontinuallytoseekoutwaystoembodytheminourattitudes,servicesandcare.Integrity---------Werespecthumandignityandconsistentlypromotesfairnessandhonesty.Excellence–Westriveforclinical,operational,andserviceexcellencebyfosteringprofessionaldevelopment,accountability,teamwork,andcommitmenttohighquality.Partnership---------Weworkincooperationwithothercareproviders,guidedbyopencommunication,trustsandshareddecision---------making.Stewardship---------Weadvocateprudenceintheuseofourfinancialandhumanresourcesfortheadvantageofthecommunitiesweserve.2

STRATEGICPILLARSParkdaleCenterhasadoptedsevenpillarsofexcellenceasthefoundationforitsvisionandvaluestotransformtheaddictiontreatmentarenaandtosupportourmission,whichisToProvideARemarkableRecoveryExperiences.Thefivepillars---Quality,Service,People,GrowthandFinance---areavisibletestamenttoourcommitmentinmakingParkdalethebestpartialhospitalizationprogramintheMidwestbyachievingexcellenceintheseareas.Quality---ThispillardemonstrateshowParkdaleCenterimprovesclinicalexcellencetosetindustrystandardsandexceedcustomerexpectations.Service---ThispillardemonstratesParkdaleCenter’scommitmenttoprovidinganexcellentexperienceandexcellentservicetoitscustomers.People---ThispillardemonstratesParkdaleCenter'scommitmenttocreateavalues---drivenculturethatattracts,retainsandpromotesthebestandbrightestpeople,whoarecommittedtoParkdale'smissionandvision.Growth---ThispillardemonstratesParkdaleCenter'scommitmenttoachieveconsistentnetrevenuegrowthtoenhancemarketdominance,sustaininfrastructureimprovementsandsupportinnovativedevelopment.Finance---ThispillardemonstratesParkdaleCenter'scommitmenttoachievefinancialresultstoensureit'sabilitytoprovidequalityhealthcareservices,newtechnologyandinvestmentintheorganization.3

INTEGRATEDACCESSABILTYWithinthesevenpillarsofexcellenceandtheStrategicPlan,ParkdaleCenterhasalsoblendedthenineelementsofaccessibilityintotheoverall3-5yearstrategicplan.Bybendingtheseelements,ParkdaleCenterassuresthatthecenterkeepstheimportantissuesattheforefrontofchangeandallowsallvestedstakeholdersclaritywithinthefutureadvancementsoftheCenter.Architecture-Physicalbarriers.Environment-Characteristicsofthesetting.Attitudes---PersonFirst.Finance-Efficientandaffordablecare.Employment-Therightpeoplefortherightjob.

Communication-Effectiveelementstoreachallvestedparties.Technology–Evaluationsoftherightelementsforthefuture.Transportation–Assistingpersonsservedtheopportunitytoreachotherareasinthecommunity.CommunityIntegration---Assessingbarriersthatwouldkeepthepersonservedfromreturningtothecommunityofchoice.

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CONTEXTFORPLANNING

ToaccomplishthisMissionandVision,andremainavibrantandindependentcommunity---baseddaytreatmentcenter,requiresaclearfocusonsustainingandincreasingcertaincompetitiveadvantages,andincarefullyevaluatingthemultipleconditionsthatinfluenceourlong---termsuccess.Asameanstoinformstrategicplanning,theCenter,overseveralmonths,conductedacomprehensiveassessment,usingbothquantitativeandqualitativedata,ofmultiplefactorsandconditionsaffectingtheorganization.Inaddition,ananalysisofourbehavioralhealth–addictionmarketandserviceswasconducted.ReflectingonthemultiplefindingsfromtheseeffortsconcludedthatParkdaleCenterisastableandwell---positionedprogramwithadistinctopportunitytogrowanddevelop.However,thatopportunitycanonlybegraspedbyeffectivelyaddressingandmeetingseveralchallenges,bothexistingandanticipated.Fromthisemergedfivestrategicimperatives,thatcrossovertothefivepillarsofexcellenceforwhichtherewascommoninterestandagreementamongParkdale’sstakeholders,including:1) QUALITY:INVESTINQUALITYANDSTRENGTHENTHEPRODUCT:Achievewhatittakestoberecognizedasahighquality

programandaproviderofaddictionservicesthatiscomprisedofthebesthumanandtechnologicalresourcesavailable,whichisthenpromotedthroughcommunityintegration.

2) SERVICE:THINKPATIENTEXPERIENCEANDLOYALTY:Takeallnecessarystepstobeperceivedasadaytreatmentfacility

attunedtoitsprofessionalcommunity,possessastrongpublicandselfimage,andbetheproviderofchoiceandtheprogramthathighlyaccountableprofessionalfirstthinkofwhentheyneedaddictionandsubstancesabusecare.Thisisreflectedintheattitudeoftheprogramandpartnershipsthroughoutthelocaltransportationservicesofferedlocally.

3) PEOPLE:BUILDTEAM,INTEGRATIONANDSHAREDRESPONSIBILITY:Createapositiveworkenvironmentandeffectivecaregiving

throughtherecruitment,retention,supportanddevelopmentofstaff,includingmanagersanddirectors,andtheestablishmentofpartnerships,collaborationsandmodelsofphysiciancollaborationandintegration.Thisisreflectiveintheopencommunicationoftheemployeesandadministrativeteam.

4) GROWTH:REMEMBERTHEENVIRONMENTMATTERS:Updatefacilitiesandnon-clinicaltechnologyandequipmenttoensure

ourstaffhasaphysicalworkplacethatsupportssafecaredeliveryandpatientsandtheirfamiliesexperiencecomfortandconveniencewhiletransitionintoanewmindsetandwayofliving.Thisisaccomplishedthroughenvironmentalsurveyingandarchitecturaladvancements.

5) FINANCE:STAYWEDDEDTOALOWCOSTSTRUCTURE:Assuretheorganizationsfinancialhealthsothatitmaypursueits

healthcaremissiononalongtermbasis,providehighqualityservice,andbeabletoadapttothechangesinthehealthcareenvironment.

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STRATEGICPRIORITY AREASUsingthesefiveimperativesasthebasisforframingourstrategicworkinitiatives,fivecorrespondingstrategicpriorityareaswereselected.Eachstrategicpriorityareacontainsexplicitobjectivemeasuresandspecificstrategies,whichwillbemonitoredandreportedthroughoutthelifeofthisplan.StrategicPriorityArea1:ClinicalExcellenceandQualityofCareImprovements

Goal:Berecognizedasahighqualitydaytreatmentprogramandaproviderofclinicalservicesthatiscomprisedofthebesthumanandtechnologicalresourcesavailable.

KeyStrategiesandMeasures1.1 Expandourcapacitytotrackclinicalprocessesandresults,comparethoseelementsagainstnational,stateandinternal

benchmarks,andrespondwithqualityimprovementsandinitiatives.

A. Withinfiveyearsachievetop10%ofconsumerandfamilyevaluationofcare;participationintreatmentplanningandagreementwithplanofcare.

B. Overthenextfiveyears,maintainaconstantstateofreadinessandcompliancewithCARF.

C. Overthenextfiveyears,weshallstriveforzero“sentinel”andzero“never”events.

D. Withinfiveyearsrelapserateswillbebelownationalaverageof40%asstatedbytheNationalInstituteofDrugAbuseand

theNationalInstituteofHealth.1.2 Developselectclinicalservicesandmaketargetedinvestmentsinhumancapital,infrastructureandtechnologyinsupportof

enhancingtheirqualityandhealthoutcomes,withanemphasisontelecommunications,efficientparallelprocesswithupdatedelectronicmedicalrecordsandtheelectronichealthinformationmanagementsystemandenvironmentalcomfortsfortheclientsthoughdayspaandalternativeclinicalprograms.

A. Overthenextfiveyears,improvephonesandintermodaltelecommunicationstoperformtele-healthacrossthestateof

Indiana.6

B. Withinthenext5yearsdevelopaseamlesselectroniccommunicationofpatientinformationbetweenandamongregionalhealthcareprovidersandtheirpatients,andinvestintechnologyforclinicaldecisionsupport.

C. Withinfiveyears,100%utilizationofacomputerizedphysicianorderentrysystemwilloccur.

D. Withinfiveyears,havefullyimplementedelectronicqualitydashboardwithrealtimereporting.

E. Withinfiveyears,purchasethelocalonsitespatoassurerelaxationandmethodsofalternativehealingwhiletransitioning

throughtheaddictionprocess.

StrategicPriorityArea2:ConfidenceinCareGoal:Beperceivedasanaddictionprogramforhighlyaccountableprofessionalattunedtoitscommunity,possessastrongpublicandselfimage,andbetheproviderofchoiceandthedaytreatmentcenterthathighlyaccountableprofessionalsfirstthinkofwhentheyneedaddictioncareservices.KeyStrategiesandMeasures:2.1 Establishandimplementastrategiccommunicationsplanthatbuildsstakeholderrelationships,unifiesbranding,increases

marketawareness,developsacompellingcaseforusingspecialtycareservices,andincreasesthepositiveimageandsupportforParkdaleCenter.

A. Positiveconsumerperceptionwillbesustainedatthe95%tileoverthenextfiveyears.

B. Overthenextfiveyears,becomethefacilityofchoicebymaintainingorincreasingourmarketshareinaddictionservices.

C. Withinfiveyears,increaseadmissionsby20%.

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2.2 MorefrequentlyassessParkdale’sserviceareas’healthneedsanddemographics,andconductjointplanningwithotherprovidersinordertoidentifyanddevelopspecializedproductandservicelines,communitycollaborationsandprogramming

A. Overthenextfiveyears,anannual,proactivecommunitybenefitsplanshallbecreated.

B. Withinfiveyears,aperiodicandformalhealthassessmentprocessshallbeestablishedandimplementedinconjunction

withothercommunityproviders.

2.3 Developan“optimal”patientexperienceplanwithintegratedsatisfactionbenchmarks,routinelyassessandactuponconsumerperceptionfindingsrelatedtoParkdale’sperformanceinkeyclinicalandnon-clinicalareasofpatientcare,andrecognize,nurtureandutilizeournursinganddirectcarestaffasoneofourkeyassetsincreatingthisexperienceandshapingthisperception.

A. Withinfiveyears,measuresrelatedto“LikelihoodtoRecommend”andoverallratingofcarewillbeabovestateand

nationalaverages.

B. Overthenextfiveyears,measuresrelatedtocleanliness,quietnessandotherpatientenvironmentconcernswillbeabovestateandnationalaverages.

StrategicPriorityArea3:OrganizationalandPartnershipDevelopmentGoal:Createapositiveworkenvironmentandeffectivecare---------givingthroughtherecruitment,retention,supportanddevelopmentofstaffandorganizationalleaders,andtheestablishmentofpartnerships,collaborationsandmodelsofphysician---------integration.

KeyStrategiesandMeasures:3.1 FosterstrongerrelationsbetweenandamongemployedandprivatemedicalstaffatParkdaleCenteralignedaround

improvingthequalityofpatientcare,patientsatisfaction,coordinationofpatientcare,medicalinformationexchange,physicianrecruitmentandfinancialperformance.

A. Overthenextfiveyears,ensurethatM.D.specificandon-goingprofessionalperformanceevaluationsarecompleted

andreviewedbytherespectivemedicalstaff,thechiefmedicalofficer,andbytheBoardofDirectorsandthatanyidentifiedissuesareaddressedinaccordancewiththestandardsofcarefortheStateofIndianaandCARF.

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B. Overthenextfiveyears,therewillbeanestablishedmeansandsystemforParkdaleCenterandMedicalStafftoworktogetheronproactivelyidentifyingandresolvingPatientSatisfactionissues.

C. Withinthenextfiveyears,establishandevolveamodelofcaredeliveryandsupportingpoliciesandproceduresthat

improvesthecoordinationofpatientcareinamannerconsistentwithcurrentfuturestrategiesinaddictionmedicine.

D. Withinthenextfiveyears,atechnologicalarchitecturewillbeestablishedacrossourprofessionalcommunitythatconnectsphysiciansintheprimarycareenvironmentwiththeParkdaleCentertoassureseamless–continuityofcare.

E. Overthenextfiveyears,ensurethatParkdaleCenterandMedicalStaffworktogethertomaximizeclinicaloutcomesand

financialperformanceassociatedwithanticipatedpaymenttransformations.3.2 Createaworkenvironmentthatsupportsandnurturestherecruitment/retentionofcompassionateandcompetentstaffwho

areenthusiasticaboutworking,andrecommendingcareatParkdaleCentertootherhighlyaccountableprofessionals,andwhomcollectivelypromoteacultureofsafetyandquality;developandimplementaninternalcommunicationsplantobetterinformemployees,medicalstaff,volunteersandpatientsabouttheorganizationaldata,outcomes,issuesandconcerns.

A. Withinfiveyears,ParkdaleCenterEmployeesoveralljobsatisfactionwillrankinthe90th%tile.

B. Overthenextfiveyears,ParkdaleCentervacancyrateforallstaffwillonaveragebenogreaterthan5%.

C. Overthenextfiveyears,ParkdaleCenterwillincreasestaffingby30%.3.3 CreaterelationshipswithothermedicalemployersandprofessionalorganizationstoassuretheclientsofParkdaleCenterare

wellreceivedbackintotheworkforceandsocietywithoutstigmaandbias.A. Within3years,75%ofourclientsreturnbacktoworkinthefieldofspecialty.

B. Overthenextthreeyearsdevelopinterpersonalrelationshipsthroughoutthestatetoassureintegrationoftheclientsback

intothecommunity.

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StrategicPriorityArea4:PatientEnvironmentandInfrastructureEnhancementGoal:Updatefacilitiesandnon-clinicaltechnologyandequipmenttoensureourstaffhasaphysicalworkplacethatsupportssafecaredeliveryandpatientsandtheirfamiliesexperiencecomfortandconvenience.KeyStrategiesandMeasures:4.1 Developafive(5)year“MasterFacilitiesPlan”andatwo-year“InfrastructureImprovementPlan”thataddressesthefunding

andprioritizationofupgradesandusestotheexistingphysicalplantandproperties,andseparatelyprioritizesimprovementprojectsincluding,butnotlimitedto:firealarmsystem(s);HVACsystemsorsystemcomponents;parkinglots;roadwaysandsidewalks;clientroommodernization;and,communicationsystems.

A. MasterFacilitiesPlandevelopedby3rdquarter2016,allowingfor2017capitalbudgetplanning.

B. InfrastructureImprovementPlandeveloped3rdquarter2016,allowingfor2017capitalbudgetplanning.

C. Compliancewithallregulatorystandards/requirementswillbemet(CARF,DepartmentofPublicHealth,OSHA).4.2 Conductacomprehensivefeasibilityanalysisregardingtheconversionofoutdatedspaceandthedevelopmentofanewor

renovatedmeditation–yogabuildingthatconsiderspatientenhancementtotherapeuticmilieu.

A. Analysiswillbeconductedforfiscalyear2016.

B. Reachadecisionregardingimplementationofplanby4thquarter2016.

4.3 CompletetheplannedprojecttomodernizeParkdaleCenter.A. Formalizerenovation/constructionplansbyJanuary2017

B. CompletefacilityrenovationbyJuly2018.

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StrategicPriorityArea5:StrengthenFinancialHealth

Goal:AssuretheParkdale’sfinancialhealthsothatitmaypursueitshealthcaremissiononalong---------termbasis,providehighqualityservice,andbeabletoadapttothechangesinthehealthcareenvironment.

KeyStrategiesandMeasures:

5.1Designandimplementanannualdevelopmentplanthatcreatesacaseforsupportfortheorganization,providesforproperdonormanagement,identifiesprospects,andcontainsannualfund---raisingapproachesandactivities.

A. Withinfiveyears,increaseannualdonorgivingby100%fromFinalAuditedFY2016Financials.

5.2Enhanceprofitablerevenuethroughimproveddocumentation,casemanagement,coding,resourceutilization,andthroughreducedaccountsreceivablesandfavorablemanagedcarecontracts.

A.Withinfiveyears,Parkdale’snetrevenueperequivalentdischargewillbeequaltoorabovethe80%collectionandreimbursementrate.

5.3Achievecostreductions,containment,andavoidancethroughimprovedmaterialsmanagement,operationalefficiencies,

andservicecontracting,riskmanagement,andreducingliability.

A. Overthenextfiveyears,ParkdaleCenter’sdebtserviceratiowillbenolessthan1:1inanygivenyear.

5.4 Conductperiodicfinancialandservicelineanalysis’ofParkdaleCenter’sexistingandpotentialbooksofbusinesstodeterminewhichbudgetarycommitmentsandconditionsneedtochangeandwhichservicesshouldbesustained,grown,initiated,repositioned,orreferredout.

A. Overthenextfiveyears,achieveataminimuma1%OperatingMargin.

B. Withinfiveyears,ParkdaleCenter’sgainperequivalentdischargemorethanthereciprocalyearsstartingin2016.

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