LCH: Making a Difference
Leadership Council Meeting
January 22, 2014
1
Overview
2
Mission
To help low income residents of southern Chester County to stay
healthy, build strong families and lead productive lives by
providing high-quality, culturally welcoming services.
3
Strengths

Bilingual and bicultural organization that is culturally welcoming to the needs of
the population served. 91% of staff are fluent in both Spanish and English; of
those, 76% are Hispanic.

Nurse-managed healthcare that creates a comfortable, familiar environment that
encourages honest communication between provider and patient.

LCH is the only organization that offers a comprehensive scope of healthcare,
social services, adult education and legal assistance within a single entity thus
improving the outcomes of each service.
4
Impact

In 2013, LCH cared for nearly 5,270 individuals providing primary health and
urgent care, women’s health, community and family services, legal assistance
and adult education. Hispanics comprise 90% of persons served.

In the Health Center, LCH provided care for 2,789 individuals, resulting in
9,180 care visits - 86% do not have health insurance. Services are provided
without regard for ability to pay.

In Community Services, LCH provided community and family services, legal
assistance and adult educational classes to 2,481 individuals last year.

LCH also engages everyone in the community through special programs in
partnership with various local and national organizations. This year 1,200
people attended Vive tu Vida Get Up Get Moving and over 300 families and
325 children were helped through special programs.
5
Needs

Growing numbers: In 2010, the population of Latinos in Chester County more
than doubled from the previous US Census to 32,503. Based on LCH’s 2013
Needs Assessment, an estimated 46% of Latinos (14,000) live in the southern
part of the county and 51% are under the age of 25.

Poverty: 19.4% of Hispanics had income an income in the past 12 months below
poverty. Hispanics perform hard physical year round work in the mushroom
industry, horse farms and other industries where the average pay is $8 - $10 per
hour.

Inadequate Healthcare: LCH’s services is designated a medically underserved
population of farmworkers and non-English speaking Hispanics by the federal
government. 40.7 % of Hispanics in southern Chester County do not have a
regular source of health care. 62.7% of Hispanics in southern Chester County are
without health insurance. In the State of PA, 22% of Hispanics are without a
primary health care provider.

Language and Cultural Barriers: The majority of Latinos over 18 in southern
Chester County (81.8%) are foreign born.

Low Levels of Education: 61% of Hispanics in southern Chester County have less
than a high school diploma.
6
Challenges to Our Community

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
Poor, undocumented, uninsured: Transition from manual labor to higher paying
jobs is difficult and keeps individuals in low paying jobs. Lack of documentation
contributes to staying in low wage jobs. Often, these low wage jobs do not
provide health insurance.
Barriers to access services: Those without insurance have limited access to care.
Sliding fee scale not typically offered. Confusion around what services offered by
different agencies and often there is duplication of efforts.
Low levels of formal education and limited English: Difficulty learning English with
low literacy levels, have full-time work and raising a family. Often difficult to help
children in school.
Growing Education Gap: Latino school children perform significantly lower on
standardized tests as compared to the rest of school children. Drop out rates are
high for Latinos in high school and college.
Isolated and often invisible: Transportation continues to be an issue in the area.
7
Specific Challenges: Health Services in Chester County
The Community Health Needs Assessment of Chester County, completed in 2012,
identified five strategic questions that need to be address as a community.
 How can the community expand the concept of cultural competence to ensure
access and use of services, including early prenatal care and health screenings?
 How can the community partner to provide a seamless, highly coordinated
network of services that address an individual’s physical and behavioral health
issues?
 How can the community increase awareness of and education about health and
social services to help them meet their basic needs?
 How can the community encourage and support individuals to take action in their
own health management and well-being, including prevention?
 How can community leaders help create supportive environments to ensure the
health and safety of their communities?
8
Focusing on the Future
9
Who best to meet these challenges?
HRSA award and
NCQA
recognition
Provider of
multiple
services
New “green”
facility
Advocate for
Latino
community
Trusted and
culturally
welcoming
10
Rationale







LCH’s 5-Year Strategic Plan is informed by the Community Needs Assessment
and LCH’s own needs assessment.
HRSA grant requires LCH to expand access to care and double the number of
patients served in the health center to 4,600 by 2017.
Integration of services will ensure that more clients will access our health
services and be supported through access to other enabling services
HRSA grant has helped to focus LCH on measuring outcomes of all services
provided.
Access to knowledge is critical for improved outcomes and requires information
technology that supports and enhances work and allows for tracking and
measuring outcomes, not just at LCH but across a seamless network of service
providers in Chester County.
A user majority board, as required by HRSA, provides an opportunity for
promoting services as well as engaging the community we serve.
Engaging volunteers and the community is key to our success and will benefit
all residents of southern Chester County
11
Vision
With access to high-quality, culturally welcoming services to
those in need, all residents of Southern Chester County will be
able to more fully benefit from and contribute to the social
vibrancy and economic prosperity of the region.
12
Strategic Initiative
• Expand access to services through outreach and enrollment activities,
enhanced productivity and improved efficiencies.
• Integrate services through the design and implementation of a new
comprehensive model of care and delivery that relies on information
technologies to improve access to knowledge and tools for measuring
effectiveness
• Invest in people and foster organizational cultures of excellence
internally and approach clients with respect and intent of building a
relationship where clients are making progress toward self-directed
care.
13
Expand Access
Integrate Services
Invest in People
• Add a medical exam room buy converting an office into an exam room
• Make minor modifications to front entrance to enhance patient flow
• Increase parking by purchasing the adjoining property
• Develop a person centered model of care (IPCS).
• Adopt a service delivery model for the person centered model of care
• Invest in information technologies that improve knowledge through
access to data
• Assess which services to continue to provide, refer to other agencies or
create
• Establish a system for more effective collaboration
• Hire skilled staff whose function reinforced integration
• Conduct leadership management training for all supervisors
• Train staff in customer service
• Hire staff focused on the integration of services: LCSW, SW, ACA
Enrollment Specialists
• Hire specialized Billing and Information Management Systems staff
14
Details on Expanding Access
Provider productivity
•
•
•
•
Optimal number of exam rooms is 2 per provider
Currently we have 7 exam rooms which limits us to 3 providers at any given time
The addition of one more medical exam room would allow 4 providers at a time
At the current provider productivity rate, in 4 hour slot providers could see an
additional 11 patient
Patient flow
•
•
•
Minor changes to front entrance would facilitate the work of a “greeter” and
create several distinct waiting areas.
Changes would provide for more privacy to facilitate eligibility and enrollment.
Changes would provide easier access (less doors) for disabled persons.
Parking in adjacent lot
•
•
•
Monday and Thursday morning are lab draw mornings and there is no available
parking between 8:30 and 10.
Staff is up to 32 and taking up over 50% of the parking spaces.
Evening sessions that draw community also have limited parking.
15
Details on Integrated Services
The Person-Centered Model of Care
Encounters
Services
Integrated
Person Centered
Services
Relationships
Community
16
Details on Investing in People
Staff that helps to integrate
•
•
•
•
Three tiers of service within Community Services
Licensed clinical social worker to integrate behavioral health.
Social worker and case managers to integrate medical legal services.
Clear roles at each level of service.
Specialized staff
•
•
Billing specialist to maximize accounts receivable from insurance companies.
Information systems manager to support direct service staff.
Leadership training and development
•
•
Leadership training for all supervisor level staff
Development training for all staff in needed areas
17
Making a Bigger Difference
Expand Access
•
•
•
•
•
•
Increased number of
patients seen
Increased number of
insured patients
Better tracking of patient
outcomes
Improved enrollment and
eligibility screening
Increased provider
productivity
Parking available
Integrate Services
•
•
•
•
•
•
Measure & increase % of patients
receiving multiple services
Improved customer satisfaction
Tools for knowledge based care
Better tracking of follow up
activities
Measures of relationship building
Improved follow up & tracking
across organizations
Invest in People
•
•
•
•
•
•
•
Improved effective team work in
the delivery of services
Increase in program revenues
Achieve financial metrics
Ease of data tracking & reporting
Increase in accounts receivable
Improved follow up & tracking
across organizations
Engage community volunteers
18
Four Year Budget
Actual Prior
Years
Revenues
Foundation & Corporations
Contributions from individuals
Total Revenues
50,000
760,000
1,000,000 1,000,000
1,050,000 1,760,000
Expenses
Personnel (on-going)
Consultants (one time)
Total Expenses
Capital Expenditures
Purchase Adjoining Property
Add Medical Exam Room
Minor Modifications to Current Facility
Information Systems Software & Custom Development
Total Capital
Grand Total
Year 1
410,500
120,000
530,500
Year 2
Year 3
Year 4
Total
200,000
200,000
370,000
370,000
570,000
570,000
200,000
370,000
570,000
1,410,000
3,110,000
4,520,000
410,500
120,000
530,500
410,500
120,000
530,500
1,642,000
480,000
2,122,000
85,000
85,000
350,000
75,000
75,000
415,000
915,000
410,500
120,000
530,500
350,000
110,000
460,000
75,000
75,000
110,000
260,000
$ 990,500 $ 790,500
110,000
110,000
$ 640,500 $ 615,500 $3,037,000
19
Campaign Overview
20
$4,520,000 Goal
Elizabeth R. Moran & Alice K. Moorhead
Co-Chairs
 The goal of the Fortyforward Campaign is to raise $4,520,000 over the next
four years as follows:

$2,537,000 Program/Capacity Funds to help LCH expand and improve
programs and develop fully integrated services combining health care, social
services, education and legal assistance in order to serve more of those in
need.

$ 500,000 Facilities Funds to add an additional medical exam room, make
minor modifications to front entrance and increase parking by purchasing the
property adjacent to LCH.

$1,483,000 Sustaining Funds to provide funds for general operations during
these transition years and for the long-term growth of the organization.
 The Fortyforward initiative & campaign was announced at the reception on
November 13, 2012.
21
Where We Stand
$1,633,528 Raised/11 Donors
$2,886,472 Remaining to Goal
Cash - $696,936 – Pledges Due - $936,592
22
Campaign Profile
Gifts Levels:
•
•
Leadership: 62% of Gifts ($2,800,000) – 8% of donors (9)
Major: 37% of gifts ($1,680,000) – 40% of donors (70)
First-time Donors:
•
14% of donors (16 Donors)/6% of Gifts ($40,000)
Source of Gifts:
•
•
•
Individual gifts - 80%
Foundation gifts – 10%
Business gifts – 10%
(72 Donors)
(18 Donors)
(18 Donors)
23
Prospects by Ask Amount
LEADERSHIP
GIFTS
MAJOR GIFTS
INDIVIDUALS
TOTAL
GIFT RANGE
GIFTS
CATEGORY
TOTAL
CUMULATIVE
TOTAL
% OF
TOTAL
$400,000 & Above
$250,000 –
$499,999
$100,000 –
$249,999
3
$1,600,000
$1,600,000
37%
2
$500,000
$2,100,000
47%
6
$700,000
$2,800,000
60%
$50,000 – $99,999
11
$610,000
$3,410,000
76%
$25,000 – $49,999
23
$600,000
$4,010,000
90%
$10,000 – $24,999
$5,000 – $9,999
Below $5,000
($2,500)
34
14
$400,000
$70,000
$4,410,000
$4,480,000
93%
98%
68
108
$40,000
$4,520,000
$4,520,000
100%
24
Prospects by Constituency
GIFT RANGE
PROSPECTS
Board
Campaign Leadership
Individuals
Foundations
Corporations
Organizations
9
7
56
18
17
1
PROSPECT
LEVEL
$128,500
$1,501,000
$1,325,500
$1,340,000
$200,000
$25,000
TOTAL
108
$4,520,000 $1,633,528
RAISED
DONORS
$500,000
$981,028
$87,500
$15,000
$50,000
0
2
4
3
1
1
0
11
25
How to Help





Participate in the Leadership Council
Identify & introduce prospects
Invite prospects for meetings & tours
Give & ask others to join you
Advocate in the community
26
Feedback
Questions….
Comments…
Thoughts….
27