Quarterly Operations “State of the Business”
*Strategic Plan Overview*
John Wilson, Sr.
Agenda
 UCP Central PA Strategic Plan Purpose
 Environmental Assessments for Managed Care (SWOT)
 UCP Key Strategic Initiative
 Summary
 Appendix – Strategic Plan Updates, July 2015
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
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UCP Central PA Strategic Plan Purpose
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Strategic Plan Purpose
 Provide foundation for UCP staff to facilitate a Life
without Limits for people with disabilities
 Maintain focus on development/implementation of
Managed Care for Human Services in PA
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Strategic Plan Purpose
 Undertake Managed Care initiatives to ensure we
continue as leader in advocacy/support for the disabled
 Enable UCP to continue achieving our mission and
strengthen our culture of innovation and leadership
 Provide strong yet flexible foundation for our future
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Environmental Assessments for Managed Care:
UCP SWOT Assessment – Internal and External
(Strengths, Weaknesses, Opportunities, Threats)
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Key (Agency/Internal) Strengths
 Consumer/family
focus, and caring attitude of direct
support staff and supervisors
 Future
oriented/forward thinking
 Flexibility,
 Proven
entrepreneurial
history of working with multiple payers
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Key (Agency/Internal) Strengths
 Diversified
for non-medical non behavioral services
 Established
local, state, and federal relationships
 Strong
and active board
 Mission
 Active
focused
participation in provider associations
*** Strong consumer and agency advocacy (CEO)
*** Leveraging new technologies, e.g., ADP, Soneto
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Key (Agency/Internal) Weaknesses
 Historically,
Human Services Organizations have not been
subject to operating in a Managed Care environment
 Billing
- not recovering 100% of services billed (Revenue
Cycle Management)
 No
system in place that can respond quickly to track and
manage new metrics
 Managers
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
do not focus on performance metrics
9
Key (Agency/Internal) Weaknesses
 Management
and staff not fully utilizing technology to
optimize efficiency
 Do
not see payers as a “customer”
 Current
documentation requirements, policies, and
procedures may not be sufficient for a managed care
payment model (pay for performance/outcomes)
 Pay
(and reimbursements) not linked to performance documentation, cost, billing, consumer outcomes
 Employee
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
turnover (costly)
10
Key (External) Opportunities
 Technology
- decreased costs (increased
efficiency/productivity)
 Position
with MCO as a valued partner
 Strategic
alliance with other organizations; consider
both as a provider network and also as MCO
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Key (External) Opportunities
 Market
continues to expand- creating a wide range of
services, opportunities
 Ability
 Private
to influence (MCO) model
pay market (better leverage)
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Key (External) Threats
 Competition
- NHS and Keystone; very well versed in the
MCO environment
 Managed
Care - unknown metrics (requirements and
performance measures; pay for performance/outcomes;
risk shifts from payer to provider)
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Key (External) Threats
 Downward
pressure on all funding
 Competitive
 State
realignments
may take unexpected and sudden actions
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UCP Key Strategic Initiatives
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Infrastructure Enabler – Human Resources
Information System (ADP)
Goal

Improve the effectiveness and efficiency of Human Resources and Payroll
systems
Objective

Demonstrate objective improvements in new hire process, paper reduction
and performance measurements
Significance (to help address)

Supervisor burnout

Employee dissatisfaction

Turnover
16
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Infrastructure Enabler – Human Resources
Information System (ADP)
Key Tasks/Implementation Modules

Time and Attendance

Manager/Self-Service

Recruitment and Performance Management
Oversight

Responsible Party (Tasks) – HR Director

Accountability– HR/Business Operations (COO)

Reporting Committee – Human Resources
17
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Infrastructure Enabler – Time and Attendance
Billing Scheduling System “TABS”
Goal

Improve effectiveness and efficiency of Time and Attendance, Billing- Scheduling
“TABS” System; consider Electronic Health Records
Objective

Integrate Santrax and Visitrax systems to stream line data flow and data integrity

Move from server based Visitrax to web based system to minimize resource
constraints and to provide any time, any where access to authorized staff

Migrate from Access database (Visitrax) to Structured Query Language database to
enhance reporting and resource capabilities

Facilitate the new metrics and billing requirements from Managed Care
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Infrastructure Enabler – Human Resources
Information System (ADP)
Significance (to help address)

To perform and deliver more service data transactions in a timely manner
with less staff (requirements/involvement) and overhead
Key Tasks/Implementation Modules

New TABS System Procurement/Implementation
Oversight

Responsible Party (Tasks) – COO/Directors/Implementation Team Members

Accountability – COO

Reporting Committee – Ops and Finance/Executive Committee
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Revenue Cycle Management
Goal

Efficiently maximize revenue collections
Objective

Bill 100% of services provided within the prescribed billing cycle

Collect above 99.5% of the billings [currently 95%]

Accounts Receivable Days 50 days [currently 62%]
Significance (to help address)

Cash Flow

Financial Strength

Organizational Productivity and Efficiency
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Revenue Cycle Management
Key Tasks/Implementation Modules

Analyze and enhance the current Billing and financial processes

Develop financial criteria for measurement

Process Enhancement
Oversight

Responsible Party (Tasks) – CFO/COO/Project Team Members

Accountability – CFO

Reporting Committee – Ops and Finance
21
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Metrics Management (Operational and Outcome)
Goal

Develop metrics management system to ensure compliance with Managed Care
Organization requirements, while maintaining quality and integrity of the agency
Objective

Start monitoring at least two operational and one outcome metric for each
program/service area
Significance

Reporting metrics required to maintain provider status in Managed Care environment

Achieve a more “in depth” snapshot of what defines quality within the agency

Recognize and correct areas with negative trends/problem areas more timely/efficiently
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Metrics Management (Operational and Outcome)
Key Tasks/Implementation Modules

Identify system(s) to support metrics management

Identify/select metrics for initial monitoring phase

Develop data collection/data monitoring tools/methods (Phase 1 and 2)

Implement Phase 2 (complete Metric System)
Oversight

Responsible Party (Tasks) – COO/Directors/Supervisors/Project Team

Accountability – COO

Reporting Committee – Programs and Services
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Compliance Management
Goal

Develop and implement Comprehensive and Effective Compliance Management Program
Objective

Monitor compliance in all areas of the agency

Create culture of compliance awareness

Pass MCO (Managed Care Organization) compliance audit
Significance

Agency reputation

MCO business opportunities

Financial (audits/fines)
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Compliance Management
Key Tasks/Implementation Modules

Hire Compliance Officer

Develop/Revise/Consolidate Policies and Procedures

Communicate and train staff on compliance issues and policy
Oversight

Responsible Party (Tasks) – Compliance Officer/Directors/Program Members

Accountability – Compliance Officer

Reporting Committee – Ops and Finance/Programs and Services
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Wellness Management
Goal

Continuously improve the health and wellness of staff
Objective

Manage staff health care costs

Manage insurance costs for staff and UCP

Improve productivity

Reduce medical related absences

Reduce incidences of chronic disease
Significance

Increasing productivity and reducing absences will reduce costs and stress levels

Less personal and family health concerns
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Wellness Management
Key Tasks/Implementation Modules

Identify and implement classes/intervention programs based on need

Develop metrics to actively track progress of our wellness initiatives

Develop additional communication strategies to continuously engage employees

Identification and Compliance with standard precautions
Oversight

Responsible Party (Tasks) – DR Director/Directors

Accountability – HR Director

Reporting Committee – HR/Programs and Services
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Reducing Turnover
Goal

Reduce overall agency (workforce) turnover rate
Objective

Reduce turnover related costs, improve departmental efficiency, and develop invested
employees
Significance

Cost savings

Improved consumer satisfaction

Improved efficiency

Improved staff morale

Increased staff participation in committees, projects, etc.; more motivated
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Reducing Turnover
Key Tasks/Implementation Modules

Collect turnover data, by percentage, number, and dept., look back 2-3 years

Establish team, including supervisors and staff, to represent pilot program

Develop strategy to reduce turnover for pilot programs; do benchmarking

Monitor employee satisfaction to measure success and identify potential setbacks

Provide monthly turnover data for review by Management and HR Committee
Oversight

Responsible Party (Tasks) – HR Director/Project Team Members

Accountability – HR Director

Reporting Committee – HR/Programs and Services
29
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Enhancing the Physical Security of UCP Central PA
Facilities
Goal

Provide safe program sites and worksites for all staff and consumers
Objective

Assess and procure security measures at UCP Central PA facilities; develop processes and
trainings for staff and consumers to deal with environmental threats (intruders, disgruntled
employees, family members, etc.)
Significance

Consumer/staff safety for unexpected events

Possible compliance with program regulations
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Enhancing the Physical Security of UCP Central PA
Facilities
Key Tasks/Implementation Modules

Develop priority plan for sites; include cost analysis

Recommendation and agency plan for implementation of critical site upgrades

Implementation of approved plan for critical sites
Oversight

Responsible Party (Tasks) – Facility Coordinator/CFO/HR Director

Accountability – CFO/HR

Reporting Committee – Programs and Services/HR
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
New Opportunities
Goal

Research, design, and implement new programs for mission and service growth that are
consistent with the evolving vision of “Life without Limits”
Objective

Provide leadership that creates new and effective programs, and that encourages statewide implementation

Develop programs with positive earnings to sustain and grow UCP
Significance

Diversify funding streams and programs for financial stability

Continue UCP recognition as strong leader, advocate, and innovator of services that enable
increased independence and growth for persons with disabilities
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
New Opportunities
Key Tasks/Implementation Modules

Look for/assess new opportunities

Draft basic business plan/evaluate sustainability

Implement and Evaluate
Oversight

Responsible Party (Tasks) – COO/Directors/CFO/Program Supervisors

Accountability – COO

Reporting Committee – Ops and Finance/Programs and Services
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Communication
Goal

Communicate more effectively with staff, donors, and volunteers; an organizational
communication plan tied to organizational objectives and guiding principles
Objective

75% of employees will report that they agree or strongly agree with the effectiveness of
communication [Current baseline 57%]

75% of volunteers and donors will report that hat they agree or strongly agree with the
effectiveness of communication
Significance

Greater satisfaction with UCP/Employer of Choice

Employee Understanding

Staff/Donor/volunteer understanding of mission and vision
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Communication
Key Tasks/Implementation Modules

Develop/implement Annual Communication Plan
Oversight

Responsible Party (Tasks) – Development Director/Management Team

Accountability – Development Director/HR Director

Reporting Committee – Community Relations and Development/HR
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Recognition and Rewards
Goal

Implement consistent/timely cross agency recognition and reward program based on what
staff reports would be most effective
Objective

75% of employees reporting they agree, or strongly agree, with level of recognition
received [Current baseline: 28%]

75% of employees reporting they have been recognized. [Current baseline: 38%]
Significance

Increased retention

Employees feeling valued for their work
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Recognition and Rewards
Key Tasks/Implementation Modules

Identify program parameters for reward/recognition

Communicate clear/consistent rewards to programs

Implement/evaluate Program(s)
Oversight

Responsible Party (Tasks) – HR Director/Management

Accountability – HR Director

Reporting Committee – HR
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Influencing Pennsylvania Managed Care
Goal

Provide leadership at the agency, association, and state level to influence the direction and
design of Managed Care for Human Services
Objective

At least one of the two MCO’s, of which UCP Central PA will be part owners, will be
awarded a state contract

Be selected to be a part of every MCO’s provider network
Significance

Managed Care for Human Services is happening in other states; will eventually occur in PA

There are many different managed care models; many are not considered good for people
with disabilities
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Influencing Pennsylvania Managed Care
Key Tasks/Implementation Modules

Analyze/consider membership in William Penn Human Services MCO (and RCPA)

Continue participation in the Pilot development and Draft (MCO) RFP

Continue engagement with consultants for guidance with MCO

Continue engagement with MCO policy initiatives
Oversight

Responsible Party (Tasks) – CEO/Management Team/Board

Accountability – COO

Reporting Committee – Executive
39
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Leverage Intern Talent
Goal

UCP Central PA has an organization-wide intern program that is useful to all UCP Business
Units, and offers career development for Central PA college students
Objective

UCP departments/programs have defined intern position descriptions, regularly post
opportunities, and regularly fill positions.

Relationships developed with specific schools/departments; “feed” interns to specific
programs/departments
Significance

Recruit future employees

Increase employee-retention rate

Develop relationships with colleges and universities
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Leverage Intern Talent
Key Tasks/Implementation Modules

Develop Intern Policy and Procedures

Standardize Intern practices

Promote Intern Opportunities
Oversight

Responsible Party (Tasks) – Develop Director/Management Team/Supervisors

Accountability – Development Director/HR Director

Reporting Committee – Community Relations and Development/HR
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Succession Planning
Goal

UCP Central PA is adequately prepared for the planned and/or unplanned
absences/departures of staff in key leadership positions
Objective

Develop approach to succession planning to address current and future organizational
leadership needs
Significance

Minimizes disruption to services (and Agency leadership)
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8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Succession Planning
Key Tasks/Implementation Modules

Develop Succession Plan Process for Management Team members

Define next level/other positions to be considered for succession planning

Status updates to HR and Exec. Committee every 6 months
Oversight

Responsible Party (Tasks) – HR Director/CEO/Management Team/HR Committee and
Board Chairs

Accountability – HR Director

Reporting Committee – HR/Executive Committee
43
8/20/2015. UCP Supervisor Meeting. John Wilson Sr.
Summary
Strategic Plan Focus
 Managed Care Readiness
 Increased Agency Efficiency and Productivity
 Compliance Management/Accountability
 Metrics/Performance Management (MCO)
 Leveraging Technology to Drive Improvements and
Decreased Staff Workload
 Staff Satisfaction
 Long-term Sustainability of the Agency
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Appendix
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Board of Directors
Strategic Planning Update
July 2015
Culture
UCP Central PA
• Attrition
• HRIS System
• Wellness
• Recognition & Rewards
• Security
Connected
• TABS
• Compliance
Teamwork
ConsumerFocused
Leadership
Innovation
• New Opportunities
• Managed Care
• Leverage Intern
Talent
Communicatio
n
•
• Communications
Initiatives
• Succession
Planning
• Revenue Cycle
Management
• Metrics
Infrastructure Enabler: HRIS (ADP)
Improve effectiveness/efficiency of HR and payroll systems
Owner: COO (HR Director)
Milestones
Committees: Human Resources
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
HRIS System Implementation (Task
Completion Responsibility: HR Director & Controller)
Dec
Status
Comments
Complete
Strategic Plan date: 07/2014
Revised date: 07/2015
In progress
Time & Attendance (Task Completion
Responsibility: HR)
Strategic Plan date: 07/2014
Revised date: 10/2015
In Progress
Manager/Self Service (Task Completion
Responsibility: HR)
Strategic Plan date: 07/2014
Revised date: 09/2015 – Hiring
Revised date: 11/2015 – Perf.
Delayed
Hiring & Performance Management (Task
Completion Responsibility: HR)
Carrier Connections (Task Completion
Responsibility: HR)
Complete
COBRA (Task Completion Responsibility: HR)
Complete
= on track
= minor glitches
= major glitches
Infrastructure Enabler: TABS
Improve efficiency/effectiveness of “TABS” System
Owner: COO
Committees: Ops/Finance; Executive
Milestones
Jan
Feb Mar
Apr May Jun Jul
Aug Sep Oct Nov Dec
Status Comments
Develop Requirement
Specification (Task Completion
Responsibility: COO)
Complete
Evaluate EHR/Billing Systems
(Task Completion Responsibility: Evaluation
Team - Program Directors, CFO & Fiscal,
Dir., COO)
Complete
EHR/Billing System
Recommendation (Task Completion
Responsibility: Evaluation Team)
Complete
EHR/Billing System Procurement
(Task Completion Responsibility: COO)
In progress (Soneto)
Strategic Plan date:
07/2015
Revised date: 09/2015
In progress
EHR/Billing System
Implementation (Task Completion
Responsibility: COO and Project Team)
= on track
= minor glitches
= major glitches
July 2015
Revenue Cycle Management:
Efficiently maximize revenue collections
(100% billed in cycle; collect 99.5%; A/R <= 50 days)
Owner: CFO
Committee: Ops/Finance
Milestones
Mar
Apr May Jun Jul Aug Sep Nov Dec
Status Comments
Complete
Organized implementation teams
(directors and program managers) and
developed project plan. “Squeezing the
Revenue Cycle” and “300% Project”
Briefing through Supervisors meetings
and department trainings.
Strategic Plan date: 04/2014
Revised date: 09/2015
No automated way to develop criteria
without the implementation of the new
billing system
Analyze/enhance current billing &
collections processes
Develop financial criteria for
management
Strategic Plan date: 08/2014
Revised date: 08/2015
Continuous process
Process Enhancement
= on track
= minor glitches
= major glitches
Metrics Management: Slide 1 of 2
Develop metrics management system to ensure compliance with MCO
requirements, while maintaining the quality and integrity of UCP
Owner: COO
Committees: Ops/Finance, Programs &
Svcs.
Milestones
Jan
Feb Mar
Apr May Jun Jul
Aug Sep Oct Nov Dec
Status Comments
Responsibility: COO)
The Visatrax replacement
system (Soneto) has
reporting and dashboard
capabilities that will help
support this initiative
Identify Metrics Team (Task
On-hold (Initial target
completion was 06/2014.
Revised date: TBD)
Identify System to Support Metrics
Management (Task Completion
Completion Responsibility: COO)
Identify/Select Metrics for Initial
Monitoring Phase (Task Completion
On-hold (Initial target
completion was 06/2014.
Revised date: TBD)
Responsibility: COO & Metrics Team)
Develop Data Collection/Data
Monitoring Tools/Methods (Task
On-hold (Initial target
completion was 08/2014.
Revised date: TBD)
Completion Responsibility: Metrics Team)
= on track
= minor glitches
= major glitches
July 2015
Metrics Management: Slide 2 of 2
Develop metrics management system to ensure compliance with MCO
requirements, while maintaining the quality and integrity of UCP
Owner: COO
Committees: Ops/Finance & Programs & Svcs.
Milestones
Jan
Feb Mar
Apr May Jun Jul
Aug Sep Oct Nov Dec
Implement Initial Phase (Task
Completion Responsibility: Metrics Team,
Management Team, Supervisors)
Status Comments
On-hold (Initial target
completion was 03/2015.
Revised date: TBD)
Identify/Select Metrics for Phase
2 (Task Completion Responsibility: Metrics
On-hold (Initial target
completion was 03/2015.
Revised date: TBD)
Team, Management Team, Supervisors)
Evaluate/Implement Data
Collection/Monitoring
Tools/Methods (Task Completion
On-hold (Initial target
completion was 06/2015.
Revised date: TBD)
Responsibility: Metrics Team and
Management)
Implement Phase 2 (Complete
Metrics System) (Task Completion
On-hold (Initial target
completion was “Ongoing”)
Responsibility: COO & Metrics Team)
Note: Significant work has been done on developing balanced scorecard and metrics for the agency; starting as far back as
2002. However, the agency does not currently have adequate systems and tools in place to systemically provide for and support
the reporting, metrics, and dashboards needed. The Soneto system will allow forward movement on this strategic initiative.
Additional software may be needed if more advanced data mining and dashboards are required.
= on track
= minor glitches
= major glitches
July 2015
Compliance Management:
Implement comprehensive Compliance Mngmnt Prgm
Owner: Compliance Officer
Milestones
Committees: Ops/Finance; Programs/Svcs
Jan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Jan Feb
Status Comments
Hire Consultant
Hired consultant Paul Stanalonis;
Establish Program & Cmte
Conducted exhaustive interviews
with program staff
Perform Gap Analysis
Contractor report presented to the
management committee.
Mia Woods, UCP Compliance
Officer now hired
Hire Compliance Officer
Compliance program was
forwarded to legal counsel for
review. Finalized Compliance
Program to be ready for Board
approval in August
Compliance training continues to
take place throughout UCP and
the training will be available on the
UCP training website by the end
of July,
Develop/Revise/Consolidate
Policies and Procedures
Communicate/train staff on
compliance issues/policy
= on track
= minor glitches
= major glitches
Wellness Plan:
Continuously improve health/wellness of staff and families.
Owner: Director, HR
Milestones
Committees: Human Resources, Program & Svc.
Dec
Jan
Feb
Mar
Apr
May
Jun
July
Aug
Sept Oct
Status
Comments
Ongoing $30 discount/month on medical for
participating FT employees; PT who complete wellness
get $25, per pay toward Medical/Dental/Vision
Identify Incentives/Disincentives
for Wellness Participation
Ongoing
Pinnacle providing 1:1 coaching for smoking cessation
– 2 staff enrolled
Completed 2.15.15 Capital Blue Cross EMPOWER –
14 attended; bio screening program, skin cancer
screenings offered.
Evaluating next program offerings based upon health
information & surveys (target 8/1/2015)
Create Classes & Interventions
based upon Staff Need
Strategic Plan date: 06/2014
Revised date: 07/2015
In Progress
Tracking participation. Completing Wellness Report
(metrics/ reporting for overall health assessment - 2013
vs.2014, analyzing employee survey responses vs.
HRA and bio-metric screen results)
Ongoing Healthy Families DVD from NIH; staff
celebration focuses on wellness; all program
documentation stresses “staff and their families”;
Develop Wellness Tracking
Metrics with Benefits Broker
Wellness Communications for
Employees & Families
Ongoing
Developed Wellness section of monthly employee
newsletter (June 2015).
Launch & Assess Additional
Programs
= on track
= minor glitches
= major glitches
Attrition Plan:
Maintain Turnover at 10% below National Ave. of 40%
(changed from: Reduce Turnover from 33% to 25% )
Owner: Director, HR
Milestones
Committees: Human Resources, Program & Svc.
Dec Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Status
Comments
Completed. Now ongoing. General
decline in overall Attrition was reduced
from 2013 to 2014, (2014 = 28%; 2013 =
32%). Rising again now in 2015 (losing
employees due to pay and hours cut to
under 30 for ACA).
Strategic Plan date: 04/2014
Revised date: 07/2015
In progress
Attrition team created and meets biweekly (initial target was 10/13, completed
12/14). Retention mini-surveys and phone
interviews completed; conducting inperson Stay Interviews. Completed
Research Paper on best retention
practices for Direct Care Workers (5/15).
Next complete Root Cause Analysis
(target date 7/31/15).
Strategic Plan date: 04/2014
Revised date: 08/2015
Delayed
Once Attrition team analyzes data we can
move on to this part
Collect attrition data past 3
years
Establish Turnover Team
Identify Root Causes
Benchmark, Select Strategy
Launch & Assess Pilot
Strategic Plan date: 06/2014
Revised date: 11/2015
Delayed
Launch & Assess Additional
Programs
Strategic Plan date: 07/2014- 12/2016
Revised date: 12/2015-12/2016
Delayed
= on track
= minor glitches
= major glitches
Security/Safety Plan:
Provide safe program sites for all staff and consumers
Owner: Director, HR (Facilities
Manager)
Milestones
Committees: Human Resources
Dec
Jan Feb
Mar
Apr
May
Jun
July
Aug
Sep
Oct
Assess and procure measures at
UCP facilities.
Nov
Stat
us
Comments
Strategic Plan date: 03/2014
Revised date: 06/2015
In Progress
UCP Facility Manager is re-assessing locations fore
external security(initial target was 3/14; now 9/15).
Strategic Plan date: 12/2014
Revised date: 06/2015
Develop processes and trainings for
staff and consumers to deal with
environmental threats.
In Progress
Rolled out new Anti-Violence policy to supervisors and
staff in Fall 2014 ; developing trainings for new hires and
staff annually at their in services. Created Emergency
Contact cards, Emergency sheets next to phones, and
Emergency Procedures when faced with potential violence
issue – roll-out planned for 9/2015
Strategic Plan date: 12/2014
Revised date: 10/2015
Provide Plan Recommendations for Sites
with Cost Analysis (first Critical Sites, then
Priority Plan for other sites).
In Progress
Facility Manager conducting
Strategic Plan date: 12/2014
Revised date: 10/2015
Implement (first Critical Sites, then
others).
In Progress
Facility Manager conducting
= on track
= minor glitches
= major glitches
Communication Plan (Internal):
Communicate more effectively with staff
Owner: Director, HR
Milestones
Committees: Human Resources
Dec Jan Feb Mar Apr May Jun Jul
Aug Sep Oct Nov
Status Comments
Develop internal
communications plan
Strategic Plan date: 02/2014
Revised date: 07/2015
Completed
Formed Management Communications
Group. Formulated communications plan in
May, 2015. Shared with Management Team
& Board. Will Share with Supervisors July,
2015.
Implement Annual
Communications Plan
Strategic Plan date: 03/2014
Revised date: 06/2015
Completed
Launched internal employee electronic
newsletter (LB) in June 2015; completed
Agency Communications Plan.
Benchmark, Select Strategy
Strategic Plan date: 04/2014
Revised date: 07/2015
Completed
Strategic Plan date: 05/2014-06/2014
Revised date: 12/2015-12/2016
In Progress
Launch & Assess Pilot
Strategic Plan date: 07/2014-12/2016
Revised date: 12/2015-12/2016
In Progress
Launch & Assess Additional
Programs
= on track
= minor glitches
= major glitches
Rewards/Recognition Plan:
Consistent, timely cross-agency recognition/reward program
based on what staff reports is most effective.
Committees: Human Resources
Owner: HR Director
Milestones
Dec
Jan
Feb
Mar Apr
May Jun Jul Aug
Sep Oct Nov
Status
Comments
Strategic Plan date: 3/2014
Revised date: ongoing
In progress
Supervisor team reviewed current programs 3/2014,
proposed to continue the $10 per EE (discretionary
recognition use); changed service awards to monetary
reward (eff. FY 2014); reduced Exemplar to 2 FTE.
Ongoing. Reviewing data on recognition gathered
from March 2015 Supervisor Focus Groups,
Attrition/Retention Survey, Stay Interviews, and
Communications survey to identify new programs.
Strategic Plan date: 2/2014
Revised date: ongoing
In progress
In Progress: PHASE II. Launched employee
newsletter featuring recognition in each monthly issue
6/15. Partnering with Communications Group to identify
additional recognition programs.
Strategic Plan date: 4/2014
Revised date: 07/2015
In progress
Include in employee newsletter for July 2015 (with
Communications team); HR will send out an employee
communication for summer 2015 to recognize the
Exemplar team and staff service awardees for 2015
Assess current program; review ideas
for change and improvement.
Establish Reward/Recognition
Program Parameters
Communicate clear, consistent
rewards program.
Strategic Plan date: 3/2014
Revised date: ongoing
In progress
Summary of current, new and proposed Recognition
Programs completed 10/2015.
Implement and evaluate program.
= on track
= minor glitches
= major glitches
Succession Planning: Build Bench Strength
Owner: HR Director
Milestones
Committees: Human Resources
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Status
Comments
Strategic Plan date: 8/2014
Revised date: 06/2015; now Work
in Progress
Delayed
ADP implementations & newsletter
have delayed process.
Develop Succession Planning
Materials
In progress
Internal training needs analysis
conducted (May, 2015). Need to
collect succession planning input
from mgmt.
Collect Input from Leaders,
Managers
Delayed
Communicate New Process
Delayed
Begin Succession Planning
Process
In progress
Internal training needs analysis
conducted. Management &
Supervisor off-site training being
created.
Identify Key Training &
Development Needs
In progress
Supervisor/Manager training being
created to further develop internal
leaders. Monthly Supervisor
Meetings now include development
(mandatory)
Conduct Developmental
Activities
= on track
= minor glitches
= major glitches
New Opportunities:
Innovative solutions for Consumers and Business
Owner: COO
Committees: Ops & Finance; Programs & Svcs.
Milestones
Jan Feb Mar Apr May Jun Jul Aug Sep Nov Dec Jan Feb
Status Comments
On-going
New initiatives include:
Adult Day Program
Realignment, Pathways
Programs, DREAM
Partnership,
Independent Living
Technology
Look For New Opportunities
(Task Completion Responsibility: COO and
Management Team)
On-going
ILT Business Plan and
“How To” manual drafts
completed; Pathways plan
is next
Draft Basic Business Plan(s)
(Task Completion Responsibility: CFO, COO,
Department Director)
Evaluate Sustainability
On-going
Programs already in
progress for ILT, DREAM,
and Pathways
(Task Completion Responsibility: CFO, COO,
Department Director)
Design The Service
On-going
Services designed for ILT,
DREAM, and Pathways
(Task Completion Responsibility: Department
Director, COO)
On-going
ILT and Pathways pilot
programs implemented and
under evaluation; DREAM
program implemented
Implement & Evaluate
(Task Completion Responsibility: Department
Director and Staff)
= on track
= minor glitches
= major glitches
July 2015
Communications:
Improve Effectiveness (volunteers/donors)
Owner, Director, Development
Milestones
Committee: Community Relations & Development
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Status Comments
Strategic Plan date: 8/2014
Revised date: 02/2015
Survey Volunteers/Donors
Develop Annual
Communication Plan
Complete
Strategic Plan date: 09/2014
Revised date: 06/2015
In Progress
Strategic Plan date: 09/2014
Revised date: 06/2015
Implement Annual
Communication Plan
In Progress
Form Communications
Team (external)
Complete
CRD Staff/CRD Committee
Strategic Plan date: 2/2015
Revised date: 10/2015
Delayed
Survey Volunteers/Donors
Strategic Plan date: 4/2015
Revised date: 11/2015
Revise Communication
Plan
= on track
Delayed
= minor glitches
= major glitches
Influencing PA Managed Care:
Provide leadership at the agency, association, and state level to
influence the direction and design of Managed Care for Human Services
Owner: COO
Committees: Executive
Milestones
Jan
Feb Mar
Apr May Jun Jul
Aug Sep Oct Nov Dec
Analyze and Consider
Membership in William Penn
Human Services MCO
Status Comments
Complete
(Task Completion Responsibility: CEO,
Management Team)
(UCP Central PA joined
William Penn’ MCO
Participate in the Development of
RCPA’s MCO and Consider
Membership
Complete
(UCP Central PA joined
RCPA’s MCO
(Task Completion Responsibility: CEO,
Management Team)
= on track
= minor glitches
= major glitches
July 2015
Leverage Intern Talent:
Feeder Pool for Staffing
Owner, Director, Development
Milestones
Committee: Community Relations & Development
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Develop/Refine Policies &
Procedures
Status Comments
Completed
Intern Pilot (CRD, Family
Services, AT, ILT, CHC)
Strategic Plan date: 04/2015
Revised date: 12/2015
In Progress
Strategic Plan date: 04/2015
Revised date: 12/2015
In Progress
Connect with Colleges
Strategic Plan date: 04/2015
Revised date: 12/2015
In Progress
Survey Interns
Standardize Agency
Practice
Strategic Plan date: 04/2015
Revised date: 12/2015
Delayed
Promote Opportunities
= on track
In progress: ongoing
= minor glitches
= major glitches
Intentional Fundraising and Development:
match foundation activity with agency needs
Owner, Director, Development
Milestones
Committee: Community Relations & Development
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Status Comments
Complete: Family
Support, Respite, AT, ILT,
Capital Budget
Identify Funding Priorities
Strategic Plan date: 05/2014
Revised date: 9/2015
Delayed
Identify/develop Metrics
Develop Metrics
Tracking System
Strategic Plan date: 05/2014
Revised date: 9/2015
Delayed
Strategic Plan date: 05/2014
Revised date: 12/2015
Enter/Test/Share 1st Quarter
Data with Board
Continue Tracking/Reporting
Delayed
Strategic Plan date: 05/2014
Revised date: ongoing
Delayed
Strategic Plan date: 05/2014
Revised date: 12/2015
Make adjustments in areas
that are underperforming
= on track
Delayed
= minor glitches
= major glitches
Automated Grant Application Process:
Increased efficiency and effectiveness
Owner, Director, Development
Milestones
Committee: Community Relations & Development
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Status Comments
Communicate New
Process
COMPLETED
Pilot Online Application
Process
COMPLETED
Secure Feedback
(applicants)
COMPLETED
Adjust online portal as
necessary
COMPETED
Finalize/Implement Online
Portal
COMPLETED
= on track
= minor glitches
= major glitches