1. BUSINESS SUSTAINABILITY

2. CREATING THE FRAMEWORK FOR SUCCESSFUL CULTURAL CHANGE The differences between operating in a public Board environment vs. a Non-profit business model

3. THE DECISION MAKING PROCESS

4. CULTURAL CHANGE: BUSINESS NECESSITY Nimble decision-making Response Time Example: Addressing Financial Issues When it’s Not Working, Drop it Getting a Job Done on Time

5. QUALITY COMPETIVENESS Competition Drives Quality Building by Word of Mouth (Oakwood) PSG Commitment to Quality  Superintendent’s Quality Subcommittee

6. HUMAN CAPITAL; HAVING THE RIGHT PEOPLE IN THE RIGHT PLACE Identifying and maximizing the skills and strengths of staff to meet organizational objectives.

7. HIRING AND ASSIGNING THE CORRECT STAFF TO THE CORRECT POSITION “ Fluidity is the key…”

8. COMPENSATION

9. HOW DOES YOUR ORGANIZATION LOOK?

10. BUSINESS STRATEGIES What is your core business, what services are you going to provide, where should your energy and attention be directed?

11. SERVICE DELIVERY OPTIONS

12. OOD/Employment FirstTransportation

13. CREATING ACTION PLANS Keep it Simple – during the rule changes. Understanding the difference between the Strategic Plan verses the Action Plan. Are you prepared for the 1:8 ratio? * Attachment provided by ViaQuest

14. ATTRACTING NEW CUSTOMERS OFFER HPC SERVICES FREE QUARTERLY EVENTS IN THE COMMUNITY TO ALL ELIGIBLE CONSUMERS OFFER TRANSPORATION SERVICES FOR OTHER PROVIDERS

15. COMMUNICATION The importance of communication and how to identify and address stakeholder concerns during the transition.

16. STAKEHOLDERS

17. UNIFIED CLEAR MESSAGE Is the message unified with the Non-Profit and the County Board? Is your County starting a Levy? How is it being communicated and by whom? Each county is unique in terms of privatizing and how that is communicated.

18. UNDERSTANDING YOUR “LOCAL FLAVOR” Each County & Non-Profit are unique in understanding their “local flavor” & how messages are communicated. Who can you contact when both entities are not on the same page?

19. BUSINESS FINANCES Making the hard decisions about where the organization’s financial resources should be directed to assure sustainability and quality.

20. STARTING CASH FLOW Minimum of 3 months of operating cash flow Bill on a weekly basis

21. BUDGET Department allocations Budget forecasting No “freebies” What makes sense

22. UNDERSTANDING UTILIZATION Medicaid vs Individual Budgets All Budgets are generally not utilized 100% Is your county’s Individual Budget (non-waiver) maxed at 40% match, which lowers attendance? HPC self-waiver can only be billed in 1 hour increments (non-friendly!)

23. NO MATTER WHAT YOUR BUSINESS STRATEGY IS... DO NOT FORGET YOUR MISSION

24. Phil Miller – Portage Industries, Inc. Laura LaGodney – Ability Works, Inc. John Schwartz – Christie Lane Industries, Inc. THANK YOU!