COASTAL HORIZONS CENTER, INC. STRATEGIC PLAN FOR

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1 Introduction The Board of Trustees and Staff of Coastal Horizons Center developed this strategic plan with the assistance of a consultant. It provides Coastal Horizons Centerwith a three year road map for supports, services and organization development. The Board and Staff will review progress quarterly and will review and update the plan annually as needed. This plan was developed with broad involvement and guidance fromstaff. The management team of the agency began the process by bringing together feedback from the clients served, the funders, stakeholders at all levels, the community and their staff. The major goals were constructed during a management team retreat. Following the management retreat the Board and management team had an all day retreat to further review opportunities and threats to the agency and add to the suggested goals. Following this staff reviewed who would be responsible for each area and established deadlines where appropriate. Our Mission Coastal Horizons Center, Inc. promotes choices for healthier lives and safer communities by providing professional assistance to those in need of prevention, crisis intervention, criminal justice alternatives, community outreach and substance abuse and mental health treatment services. Vision Statement Promoting choices for healthier lives and safer communities.

2 Code of Ethics PRINCIPLE 1: NON-DISCRIMINATION Coastal Horizons Center, Inc. shall not discriminate against clients or professionals based on race, religion, age, gender, disability, national ancestry, sexual orientation or economic condition. PRINCIPLE 2: RESPONSIBILITY Coastal Horizons Center, Inc. shall espouse objectivity and integrity, and maintain the highest standards in the services the agency offers. PRINCIPLE 3: COMPETENCE Coastal Horizons Center, Inc. shall recognize that their profession is founded on national standards of competency which promote the best interests of society, the client, the staff, and the agency s mission as a whole. Coastal Horizons Center s staff shall recognize the need for ongoing education as a component of professional competency. PRINCIPLE 4: LEGAL AND MORAL STANDARDS Coastal Horizons Center, Inc. shall uphold the legal and accepted moral codes which pertain to professional conduct.

3 Code of Ethics PRINCIPLE 5: PUBLIC STATEMENTS Coastal Horizons Center, Inc. shall respect the limits of present knowledge in public statements PRINCIPLE 6: PUBLICATION CREDIT Coastal Horizons Center, Inc. shall assign credit to all who have contributed to the published material and for the work upon which publication is based. PRINCIPLE 7: CLIENT WELFARE Coastal Horizons Center, Inc. shall promote the protection of the public health, safety and welfare and the best interest of the client as a primary guide in determining the conduct of all staff. PRINCIPLE 8: CONFIDENTIALITY Coastal Horizons Center, Inc., working in the best interest of the client shall embrace, as a primary obligation, the duty of protecting client s rights under confidentiality and shall not disclose confidential information acquired in teaching, practice or investigation without appropriately executed consent.

4 Code of Ethics PRINCIPLE 9: CLIENT RELATIONSHIPS It is the responsibility of Coastal Horizons Center, Inc. to safeguard the integrity of the counseling relationship and to ensure that the client has reasonable access to program services. Coastal Horizons Center, Inc. shall provide the client and/or guardian with accurate and complete information regarding the extent of the potential professional relationship. PRINCIPLE 10: INTERPROFESSIONAL RELATIONSHIPS Coastal Horizons Center, Inc. s staff shall treat colleagues with respect, courtesy, fairness,and good faith and shall afford the same to other professionals. PRINCIPLE 11: REMUNERATION Coastal Horizons Center, Inc. shall establish financial arrangements in professional practice and in accord with the professional standards that safeguard the best interests of the client first, and then of the counselor, the agency, and the profession. PRINCIPLE 12: SOCIETAL OBLIGATIONS Coastal Horizons Center, Inc. s staff shall to the best of its ability support access to needed services for all human beings of any ethnic or social background whose lives are impaired and in need of services offered through Coastal Horizons Center, Inc.

5 Board Retreat Concepts Valued by the Organization Constructive partnerships Mission driven Strategic thinking Culture of inquiry Independent mindedness Ethos of transparency Compliance with integrity Sustaining resources Results oriented Intentional board practices Continuous learning Revitalization

6 Environmental Scan (SWOT) STRENGTHS: History/Reputation Staff Participation in Community Preference of the segment of community calling STR Historic funding support State reputation Representation on key committees and board Political connections Board of trustees-known statewide Incumbency Training Profile Geographic reach Established with local training programs Margin % in NHC Financial position

7 Environmental Scan (SWOT) STRENGTHS: Non-profit mindset Federal/state/local grants require non-profit status Flexibility of staff Premier program Academic relationships with UNCW Sticks with program until it turns around Community outreach Physical environment Management longevity Systems (for MH/SA) Strong compliance culture Spanish-speaking services

8 Environmental Scan (SWOT) WEAKNESSES: Size of organization is too small smaller size can also be a strength within the community & local funders Geographically limited Budget size too small Lack of reserves for investments Matrix-where does money come from/to Competitive knowledge lacking Stronger community education needed Branding Connection to larger public needed Infrastructure support staff, succession-need additional staffing Relative weakness of mental health Inpatient services not available Coastal Horizons Center s name is a weakness Coastal connotes locale; center connotes one location

9 Environmental Scan (SWOT) OPPORTUNITIES: Leadership in Spanish speaking Marketing the organization Increase # of insurance patients Changes in healthcare legislation Increase political relationships in all levels of government Intensive In-Home Services Linkages with primary healthcare providers Mental Health services for children Growing beyond our current service mix Medicaid increase impact

10 Environmental Scan (SWOT) OPPORTUNITIES: Becoming a CABHA certification-providing services that no other providers will be permitted to provide Geographic footprint: how much can we realistically cover? EastCarolina Behavioral Health + Southeastern Regional Behavioral Health-(relationships currently GOOD-ECBH is weaker, due to provider that is located more geographically convenient-however due to TASC funding-chc is large contractee)-with TASC expanding to Cumberland County Mental Health via Region 2 Mergers-acquisitions-contracting with others Training could be expanded to broader market Taking advantage of technology IT Veteran s organizations new Veteran s hospital substance abuse to be contracted out Provision of developmental disability services Clinical research and trials How to position CHC to take advantage of impending healthcare reform

11 Environmental Scan (SWOT) THREATS: CABHA Certification Expanded competition-on all levels FUNDING State of NC fiscal challenges Growth beyond infrastructure capacity Stagnation Loss of key management Perception of not being big enough not being seen as a big player Staff fear of change/non-compliance Intra-agency competition for grant funding available Inter-merging of funding at government levels Change in healthcare-drives more for-profits into competition for dollars For-profit driven may have to create a for-profit arm of CHC Adverse litigation Perception of CHC Historically seen as surviving instead of thriving competitively. Revenue-focused vs. service-focused (mission driven)

12 Strategic Direction Based on the Board of Trustees understanding of Coastal HorizonsCenter s mission, primary customers, ethics and values, and opportunities and threats in the current environment the next three years will be a time of reviewing the present service delivery system based on client needs, geography, potential expansion, mergers and partnerships. Coastal Horizons Center will review and deepen its existing treatment services over time to ensure continued adherence to efficient, effective and evidence based services. Coastal Horizons Center is committed to ensuring that all of its programs are exemplary. Coastal Horizons Center will continue to review community and state gaps in services from both the clients and community perspectives. This will include an increased focus on mental health services and to potentially review the need for additional developmental disabilities services in the tri-county area. Coastal Horizons Center will continue to position itself as a leader to further enhance its ability to broaden its footprint and gain additional contractual services. The primary focus to increase the footprint of the agency will be TASC services in Region 2 and Rape Crisis services in Pender County.

13 Strategic Direction Coastal Horizons Center will continue to strive to implement services which will enhance health care reform and the potential of expansion of the Medicaid service array. The agency staff will continue to attend national meetings to enhance their understanding of health care reform and Coastal Horizons Center s opportunities based on it. This will include interfacing withprimary health care providers and implementing a primary care clinic in New Hanover County. Coastal Horizons Center will continue to increase its fund raising capacity and reserves to assure continued services. This will include more involvement of the Board in special events and personal solicitations. It will also include establishing a foundation and endowments. With the expansion of services there will be an ever increasing need for marketing and public relations. Coastal Horizons Center will include in its annual budget a line item for marketing and will enhance the Board s membership in this area.

14 Goals and Priorities ( ) In order to pursue the strategic direction described above, Coastal Horizons Center will fulfill the following goals and priorities. Market Position To assure a strong market position for services in North Carolina Thoughtfully and proactively explore expansion of Coastal Horizons. Achieve necessary profile to remain a preferred service provider. Geographic Expansion 52 counties effective 10/1/10 Service Expansion Added TASC Services in Region 2 (21 counties) 10/1/10 Provider merger/acquisition Kate B. Reynolds Primary Care Clinic Grant 11/1/10 DWI Service Expansion 2/1/11 Staff acquisition Acquired 13 staff with acquisition of Region 2 TASC Diversify income stream. Explore expansion to better serve clients with private insurance. Continue to develop broad staff expertise in mental health services Develop strong presence in Brunswick County through recently opened facility LEAD STAFF: Executive Vice President of Operations and Vice President of Clinical Services TIME FRAME: 4/1/10 through 12/31/12

15 COASTAL HORIZONS CENTER, INC. STRATEGIC PLAN FOR Goals and Priorities ( ) Services (Operations) Substance Abuse and Mental Health To assure state of the art treatment services in the tri-county area Remain a primary provider of state-reimbursed Substance Abuse Services in SE NC. Achieve CABHA certification in May 28 th notified of certification as a CABHA Continue to develop portfolio of mental health services. Hire or contract full-time psychiatrist. Maintain agency expertise in new technologies and methodologies. Actively pursue participation in clinical trials and other new technologies/service methods. Maintain techniques recognized as national standards. Re-joined the CTN via the Southern Consortium Node and are working on plans to propose new clinical trial to participate in perhaps in the arenas of telemedicine and/or primary care integration. LEAD STAFF: Vice President of Clinical Services TIME FRAME: 4/1/10 through 12/31/12

16 COASTAL HORIZONS CENTER, INC. STRATEGIC PLAN FOR Goals and Priorities ( ) Services (Operations) Criminal Justice Services To assure effective and efficient operations and expansion of TASC services Maintain Coastal Horizons as the primary provider of Criminal Justice Services in Eastern NC. Pursue expansion of services if Region 2 LME services comes up for bid, aggressively pursue that opportunity. Awarded Region 2 TASC in August and implemented full acquisition 10/1/10 Expand TASC services where appropriate Added 21 counties with acquisition total of 52 now Continue to upgrade electronic case management record and implement in Region 2 TASC if added to service array Implemented electronic record in Region 2 1/1/11 Continue to develop nationally recognized TTI. Expand training services as appropriate. LEAD STAFF: Executive Vice President of Operations TIME FRAME: 4/1/10 through 12/31/12

17 Goals and Priorities ( ) Services (Operations) Crisis Intervention Services To assure enhanced Crisis Intervention Services in the Tri-County Area Maintain Coastal Horizons as the primary provider of Crisis Intervention services in the tri-county area. Explore opportunity to add Pender County rape crisis services to CIS portfolio LEAD STAFF: Director of Crisis Intervention Services TIME FRAME: 4/1/10 through 12/31/12 Community Presence, Marketing To increase awareness of the agency locally, regionally and statewide Develop plan to effectively communicate the mission and servicesof the agency to the community. Increase awareness of Coastal Horizons, particularly to potential volunteers, customers and financial sponsors. Increase communication to government officials and general public on issues critical to Coastal Horizons. Utilize consistent, visible media forums to increase awareness of key issues. Continue to involve agency staff and leadership in these efforts. Ongoing participation of Coastal Horizons staff in committees/councils that interface with legislators and government agencies. LEAD STAFF: Management Team TIME FRAME: 4/1/10 through 12/31/12

18 Goals and Priorities ( ) Financial To assure secure financial position Increase agency reserves maintain a minimal 2 month reserve Develop an investment plan for agency reserves Continue to aggressively pursue grant opportunities Increase private donations develop strong individual/corporate donor base Establish mechanisms for planned giving to Coastal Horizons Establish a Foundation Board. LEAD STAFF: CEO and CFO TIME FRAME: 4/1/10 through 12/31/12 Infrastructure Information Technology to assure efficient clinical and billing processes Continue to invest in information technology for the agency. Also maintain contact with local, state and federal agencies on the potential of a statewide electronic medical record for treatment agencies. LEAD STAFF: Vice President of Corporate Compliance and Medical Services TIME FRAME: 4/1/10 through 12/31/12

19 Goals and Priorities ( ) Physical Plant To ensure adequate and updated space to provide services Begin investigating additional rental space or buildings for purchase to house increased services. Consider additional offices within the new Brunswick County facility. Purchased 613 Shipyard Blvd. 9/30/10 Co-locate TASC services within probation and Criminal Justice Partnership Programs when possible to decrease rental costs. LEAD STAFF: Management Team TIME FRAME: 4/1/11 12/31/12

20 Goals and Priorities ( ) Personnel To ensure the highest level of professionalism among all Coastal Horizons Staff Focus hiring for all treatment professionals on licensed individuals, increasing the number of LCSW, LPA and LPC staff to provide mental health services in the tri-county area. All TASC care mangers must be registered with the licensing board and pursuing either their CCJP or CSAC if not certified/licensed upon hire. All clinical supervisors mustbe licensed or provisionally licensed in North Carolina. The increasing number of staff will highlight the need for additional staffing within a full service Human Resources Department. Hire an assistant as soon as financially feasible. Hire a Quality Improvement/Training Director to meet CABHA requirements and to assure effective evidence based services and the staff who are well trained to provide theservices. March 22, 2010 Increase the hours of psychiatrist to meet CABHA requirements and to add to the medical operations and clinical integrity of treatment services. This will need to be reviewed on an annual basis as the client numbers increase and the need to represent a medical model is also highlighted. Increased medical director s hours 7/1/10 from 16 to 20 hours Review annually the personnel policies of the agency and job descriptions. Revamp the employee evaluation format LEAD STAFF: Human Resources Director TIME FRAME: 4/1/10 through 12/31/12

21 Goals and Priorities ( ) Agency Staff and Leadership To Assure the Most Professional Staff and a Broad Representation of Professions and Geographic locations on the Board of Trustees Recruit board membership which reflects a cross-section of the tri-county area. Continue to review the ability to add board members from all the regions served. Maintain robust agency direction through established annual retreat, monthly board meetings, strategic planning process Retreat 3/27/10, monthly meeting and on-going strategic planning Attract and retain top-notch agency staff through competitive wages and working conditions Develop agency leadership succession plan. Maintain excellent employee skills through ongoing training for staff at all levels LEAD STAFF: CEO TIME FRAME: 4/1/10 through 12/31/12 Full Board and Management Retreat was held March 27, 2010