1. STRATEGIC PLANNING COMMITTEE UPDATE BOARD OF DIRECTORS MEETING APRIL 1, 2015

2. Board’s Charter to SP Committee Initiated at the Board retreat September 2014 Recognized the uncertain and changing environment Review, affirm, or modify CVIM mission/vision stmts Identify key strategies requisite (in a 3-5 year timeframe) to ensure CVIM’s ongoing success  Who do we serve  How do we strengthen, expand, or change services provided  Do we have the necessary critical resources, infrastructure

3. And then the added question…. Should CVIM merge or acquire either: The Clinic in Phoenixville, La Comunidad Hispana, or both?

4. The strategic planning process Due diligence – obtain available facts & information Iterative No constraints – outside the box encouraged Recognition that some strategies:  will change as environmental conditions change  Will document intent to explore - potential opportunity recognized but currently lack expertise or experience to initiate more robust action

5. Who do / will we serve ?  Current eligibility profile – Chester County, un - insured, 300% FPL  Transitional care patients  “Premium Poor”  MA Covered – No Provider Available  Partners’ “charity care” discharge RATIONALE: 52K households remain living below 300% FPL post MA Expansion Taking insurance significantly impacts our current process, liability, etc  Actively advocate changes in public policy

6. How do we strengthen, expand, or change services provided ? Medical Home Clinic Services Transition Services Community Education & Outreach MEDICAL HOME Comprehensive care for patients who utilize CVIM over time for multiple services which could include primary care, dental, behavioral health, wellness education, etc. CLINIC SERVICES Primary care for patients who self-select to utilize CVIM on an episodic, PRN basis. Transition services are included among this group who fall in and out of CVIM eligibility requirements. COMMUNITY EDUCATION AND OUTREACH Education programs (e.g. Diabetes, smoking cessation, etc.) and select clinical services in community-based locations

7. Recommendations to strengthen, expand, or change CVIM services Strengthen What We Do Today  Define approach for targeted professional volunteer recruitment  Expand the Behavioral Health services available for our patients  Strengthen “transition” partnerships with quality providers Expand Our Services and Outreach  Evaluate and seek to extend service hours to meet patient need  Leverage “remote” locations of our partners  e.g: Mobile or hoteling – NOT creating a CVIM Satellite  Strategic partnerships for services complementary to those provided by CVIM – possibly within or adjacent to our location  Expand community-based health education & screening outreach in support of our target population

8. Recommendations to strengthen, expand, or change CVIM services Change and Create a New Way  Pilot / explore partnerships to identify potential patients who meet CVIM eligibility criteria  e.g: Surrey Services /Dental  Improve access to CVIM for patients by improving transportation services via community partners RATIONALE: Capitalize on our core competencies and those of our partners Meet changing need in community, without capital / overhead expense Ensures quality care when “handoff” transition occurs / mission alignment MA expansion may result in decreased volumes, outreach builds “pipeline”

9. Reactions?

10. Also…. All strategic planning committee minutes are in the SP Folder on the Board Intranet