A NEW ORGANIZATION STRATEGYFOR

ARROYO FRESCO COMMUNITY HEALTH CENTER

PRESENTED BY

CHRISTINE HARRIS, JUSTIN HINES,

HELEN IGBOJIONU, ATINUKE IYUN

AND DONIQUA JENKINS

A BRIEF OVERVIEW OF ARROYO FRESCO COMMUNITY HEALTH CENTER• Non-profit community owned healthcare organization• Founded in 1968 by Yuman activists Joe Regan and Martin Rosales• Serves Yuma, Mohave and La Paz counties in western Arizona• Operates 11 clinics and 4 mobile service vans• 379 staff, 250 volunteers• Manages over 59,000 patients

VISION, MISSION & VALUES• VISION: To make the people of western Arizona become the

healthiest in the state through leadership in health care design and delivery, education and training, and community involvement.• MISSION: To provide easy and timely access to high-quality

and safe health care services to residents of Yuma, Mohave and La Paz counties, and respond to diverse cultural and socioeconomic needs, regardless of their ability to pay.• VALUES: Respect, Trust, Relationship, Performance, and

Accountability.

CHALLENGES• Organizational Challenge:• Competitive environment/position• Flat federal grants and reduced Medicaid funds• Peer comparisons difficulty on state and local levels.

• Strategic Challenges: FOCUS• Financial performance• Organizational learning• Clinical excellence• Utilization• Satisfaction

A NEW STRATEGY

• Increase net profit by decreasing costs associated with patient care• Address workforce gaps• Increase immunizations, vaccinations, cancer and mental

health screenings • Extend internal and external resources to service areas

where needs are lacking• Improve patient-provider relationship, community relations• Create a comprehensive benefits package for employees.

RECOMMENDATION• Increase patient satisfaction• Lower costs• Improved efficiency• Seek funds from private and public sectors • Create healthcare apps• Acquire more clinics to reduce wait times• Hire and retain qualified staff members to reduce workforce

gaps• Provide learning opportunities, professional development and

incentives-THIP

IMPLEMENTATION

• Improve quality and efficiency of care to reduce costs • Improve health and wellness of the population •Reduce workforce gaps• Increase the accessibility and availability of attention • strengthening the relationship among providers, patients, and the community.

PROJECTIONS

Total Revenue Expenses Collections0102030405060

Revenue, Expenses and Collections

2005 2006(projected)2007 (projected) 2011 (5 year projection)

HEALTHCARE APPS

2006 2007 2008 2009 2010 2011$0$1,000,000$2,000,000$3,000,000$4,000,000

Healthcare App Cost Savings

Healthcare App Cost SavingsNon-Urgent Use of ErsRe-admissions

COST OF HEALTHCARE APPSInitial Healthcare App Companies and

ExpensesHyperlink Infosystem

$6,000 to $30,000

Fisherman Labs $90,000 to $250,000Exygy $100,000 to $300,000MSTQ $80,000 to $180,000Distillery $100,000 to $250,000

PROJECTIONS

Projected Improvements:Implementation of Patient Centered Medical Home and

Expansion of Mobile Health ServicesCost Reductions

Fewer ED Visits

Few Inpatient Admissions

Fewer Readmissions

Improvement in Population Health

Improved Access

Increase in Preventive services

Improvement in Satisfaction

55% 55% 30% 30% 35% 35% 35% 40%

REVENUE PROJECTION

Cost Red

uction

s

Fewer

ED Vi

sits

Few In

patie

nt Ad

mission

s

Impro

vemen

t in Po

pulat

ion Hea

lth

Impro

ved Ac

cess

Increa

se in

Preven

tion S

ervice

s

Impro

vemen

t in Sa

tisfact

ion$0

$2,000,000$4,000,000$6,000,000

Projected Revenue Improvement

REFERENCESCDC (2014). Workplace Safety & Health Topics: HealthCare Workers. Center for Disease

Control and Prevention. Retrieved from http://www.cdc.gov/niosh/topics/healthcare/Chappell, M., & Fork, K. (2014). Assessing the clinical skills training needs of community

healthcare staff. Journal Of Community Nursing, 28(2), 69-74.Glaser, J., & Overhage, J. (2003). The role of healthcare IT: becoming a learning organization.

PubMed. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/23413670.Jeffs, L. et al. (2015) Identifying Strategies to Decrease Overtime, Absenteeism, and

Agency Use: Insights from Healthcare Leaders. Nursing Leadership. 28(3).Marino, E., & Trocchio, J. (2015). Needs Assessments show the Importance of Partnerships.

Health Progress, 96(3), 75-76.

REFERENCESNoe, T. et al. (2014). Providing Culturally Competent Services for American Indian and Alaska Native Veterans to Reduce Healthcare Disparities. American Journal of Public Health. 104(4)Pon, J., & Lai, M. (2012). The Evolving Practice of preventative Medicine. UBC Medical

Journal, 4-5.Scott, G. (2013). The six elements of customer service: Achieving a sustained, organization-wide commitment to excellence improves customer and employee satisfaction. Healthcare Executive, 28(1), 64-67.Strategies for reconfiguring cost structure: highlights from HFMA's Value Project research.

(2015). Healthcare Financial Management, 69(7), 68.