Waikiki Health Center

Strategic Plans

Our Priorities For The Year 2010

A. INSTITUTIONAL PRIORITIES

A1. INFRASTRUCTURE: Measures of Success, Staff Development, Board Development and Training, Capacity Building, MIS, Volunteerism, Sarpen Our Image...
A2. INCOME DEVELOPMENT: Annual Board Campaign, Trusts and Foundations, Newsletter, Major Gifts, Special Events, Direct Mail, Endowments...
A3. QUALITY ASSURANCE: Managed Care, NCQA, Clinical Management, Benchmarking, Outcome Measures...

B. PROGRAMMATIC PRIORITIES

B1. PROTECTION, ADVOCACY AND COMMUNITY SERVICE: Outreach to Special Populations and Populations at Risk, Public Policy Formulation, Health Education, Access to Managed Care, Identify Emerging Needs...
B2. PREVENTION AND EDUCATION: STD/HIV Education Hotlines, Violence Prevention, Immunizations, Family Planning, HIV Screening. Gerontology...
B3. PRIMARY MEDICAL CARE: Primary Care Services, HSPAAM, Pediatrics

C. PROGRAM SERVICES AND ACTIVITIES:

Primary Care Clinic, Friendly Neighbors, STD/AIDS Education, Care-A-Van, Youth Outreach...

D. Target Groups:

Indigents, Uninsured, Youth, Elderly, Homeless, HIV+...

E. Emerging Needs

Mental Health, Substance Abuse, Dental, Home Based Care, Pediatrics...

Our Challenges Of The 21st Century That We Must Have

1. VISION OF SUCCESS - where are we going, how do we know when we have gotten there? Measures of Success.
2. CLARITY OF MISSION - definable, supportable, understandable, needed. Mission Statement.
3. A strong businesslike Board of Directors - informed, experienced, able to identify key issues, enthusiastic, and supportive. Articulate the Vision!
4. A strong and well educated Staff. Advocates for the mission.
5. A set of tight internal controls - personnel, finances, operations, maintenance, facilities, policies, procedures. Operationalize the programs.
6. A bias for marketing - everything we do IS marketing. Sell the Mission.
7. Financial Empowerment - diversified funding base. No Money, No Mission!
8. Social entrepreneurs - people willing to take risks to perform the mission. Turning lemons into lemonade.
9. Rapid response to changing circumstances - ability to change circumstances change in order to meet the mission. Change Agents.
10. Recruiting and retaining good people who are willing and able to be Board Center and give their time, talent and treasure. Achieve our vision of success!

Strategic Issues and Assumptions

We can expect that in the next 15 years . . .

1) There will be little or no increase in federal and state funding.

2) The "Boomers" will hit "50" and become senior citizens.

3) Demand for services will grow and increase both in volume and in kind.

4) The service delivery system, as well as the funding environment, will be very competitive. The buzz words being used right now are collaboration, cooperation, memorandums of agreements, mergers, acquisitions, and so forth.

5) The acceleration of technology will continue placing more demands on staff and making more demands of the delivery system.

6) The continued arrival and awareness of new immigrants, new cultures and new special/vulnerable populations will be a challenge to the service delivery system.

7) More accountability both internally and externally will be required.

8) Health care and social services for indigent and other vulnerable populations will be much more difficult to fund.

9) Managed care in the health and human services arena will be the norm.

10) "Outcome measures" and "benchmarking" will replace "output measures" of evaluation.

Email us
almar@waikikihealthcenter.org