| Facilities |
| Housekeeping - Facilities at the all locations will receive good to excellent ratings from 90% of employees. |
| Parking - Access to parking will be increased by at least 50 spaces at the Ogden Campus. |
| Security - Security at the Ogden Campus will receive good to excellent ratings from 90% of employees. |
| Site Development - Blueprints will be developed to expand LCHC's services at the Central Park and Ogden building, focusing on dental services. |
| Employee Satisfaction |
| Employee Satisfaction - Enact employee satisfaction survey and determine how to make LCHC a better place to work based upon results. |
| Hispanic Representation - Increase the percentage of hispanic leaders and board members from the 2004 levels. (2004: 11% Leaders, 8% Board Members) |
| Key Measures - Create and implement a quality and productivity measurement system, providing targets and variance measures for key activities in every department. |
| LCEU Training - Continue to improve LCEU training program, with greater focus on job competencies, spiritual skills, supervisory skils, and cultural competency. |
| Mission & Vision - Implement activities, training programs and a peformance feedback system designed to help staff members understand and implement LCHC's mission in their day-to-day work. |
| Spanish Speaking - Equip and expect all employees to speak Spanish well enough to handle at least simple customer courtesies. |
| Patient Access |
| Behavioral/HSS Expansion - Referral services for Behavioral Health Services and Health Support Services available during all clinic hours at each location. |
| Church Partnerships - Create an outreach program that formally involves a group of churches in the community. |
| Dental Visit Increase - Increase the number of dental visits per year from 4,000 to 10,000 over a three year period. |
| Fitness - Develop a fitness program that provides at least 1,000 visits per week. |
| Geriatrics - Create a Geriatrics Service Line and create a plan for increasing services from 7,000 visits per year to 10,000 visits per year and identify quality initiatives to meet the unique needs of service area patients. |
| Location Development - Identify a location within the service area allowing LCHC to create 20,000 visits per year of new capacity. |
| OB Deliveries - Increase the number of obstetrical deliveries from 750 to 1,000 per year while also increasing our market share in our target communities. |
| Pastoral/Behavioral Health Expansion - Expand Pastoral and Behavioral Health Services from 4.2 staff members to 7, providing coverage at all campus sites. |
| Patient Volume - Increase medical visit volume from 88,000 per year to 110,000 per year over a three year period. |
| Pharmacy - Activate Pharmacy services at Homan Square as soon as annualized volume achieves 27,000 visits per year. |
| School Clinic Addition - Identify an option similar to Farragut for expanding by one more service location. |
| Support - Increase foundation and philanthropic support for programmatic needs by $500,000 per year from the current base of $100,000 per year. |
| Efficiency in Care |
| EMR - Develop a plan to install an Electronic Medical Records system within 2 years. |
| Health Support Servces Integration - Create a system where Health Support Services are more readily available and practical to the clinical care we provide. |
| Medical Records - Patient charts available and used with 99% of visits. |
| Medical Records - 99% of labs filed in patient charts within a week. |
| Open Access - Implement "Open Access" scheduling, reducing the 3rd available appointment for 90% of providers from 1.5 weeks to 3 days. |
| Pharmacy - Create multiple systems for helping low income uninsured patients successfully obtain access to pharmaceuticals. |
| Relational Health Care Teams - Implement a "Relational Health CareTeam" approach to providing medical services, increasing patient and employee satisfaction. |
| Customer Service |
| Customer Satisfaction - Customer courtesy requirements for employees written into job descriptions and used for employee evaluations. |
| Telephone Service - Improve telephone efficiency, cutting patient wait times and improving customer interaction. |
