South Carolina Office of Rural Health

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South Carolina Office of Rural Health

• Strategic and Business Planning

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Why did we need Strategic Planning?

• Current governance structure was not working
  well
• Trying to develop new lines of service
• Trying to ascertain what programs worked well and
  which ones needed improvement
• Did not have an active plan which drove decision
  making

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Initial Steps

• Talked to other SORHs that had recently been
  through strategic planning (OH, PA, FL, LA)
• Decided that we needed a business plan as much
  as a strategic plan
• Received Board approval
• Provided background documents for the facilitator
  (recent ORHP grants)

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Business and Strategic Plan Highlights Fall 2006

• Over 40 interviews with Board, staff and
  stakeholders
• What we do well seen as progressive, responsive
  and collaborative well run administratively
  strong facilitation and relationship building
  flexible in meeting provider needs.
• Where we can Improve Board structure staff
  siloing dont tell the SCORH story well lack
  of comprehensive fundraising/development plan
  further diversification of funding needed create
  business plans for lines of service.

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Business and Strategic Plan Highlights Fall 2006

• Areas to focus on
• clarify relationship with SCRHA
• creation of business plans
• further enhance/refine network development
  efforts
• bolster RHC services (billing, etc.)
• further define SCORHs role in quality
  discussions and promote synergy
• Investigate revenue producing lines of service
  (RHCs, EMS, etc.)

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SCORH Governance Structure - Past

• The SC Rural Physician Board served as the
  governing board for the SCORH from 1995 to 2006
• Legislatively mandated in 1988
• Leadership from hospital assn, medical assn,
  primary care assn, state health department,
  Medicaid agency, local school of medicine,
  Commission on Higher Ed, AHEC, Primary Care
  Office representation from nursing, allied
  health and the legislature

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SCORH Governance StructureNew!

• New SCORH Board of Directors developed 2/07
• Freestanding 501(c)3 Board, h election
• Expertise of/from rural and underserved
  communities
• No less than 7, no more than 12 members
• 3 year terms, no more than two consecutive
• Transition from Rural Physician Board 4 members
  serve one (2) year term, no formal affiliation
  thereafter
• Executive Committee (Chair, Vice Chair,
  Secretary, Past Chair and SCORH Executive
  Director)

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Reflections ?

• Resulted in new bylaws and job descriptions for
  board members and officers
• Validated assumptions and identified areas to
  watch
• 8 months and a lot of work
• A positive way to affect change and promote
  buy-in
• Interviewees felt they had their say/Partners
  felt it was a bold step
• Conducting branding retreat with Board and
  staff this fall