New Creation Counseling Center Inc

TO PROVIDE CHRISTIAN COUNSELING REGARDLESS OF THE CLIENTS ABILITY TO PAY.

NEW CREATION COUNSELING CENTER PERFORMANCE ANALYSIS 2021 THIS PERFORMANCE ANALYSIS IS PERFORMED ANNUALLY AND REVIEWS THE PREVIOUS YEAR'S PERFORMANCE MEASUREMENT AND MANAGEMENT PLAN. ALONG WITH THE PERFORMANCE MEASUREMENT AND MANAGEMENT PLAN, THE ANALYSIS ADDRESSES SERVICE DELIVERY AND BUSINESS FUNCTION INDICATORS DETERMINED BY THE AGENCY. IT INCORPORATES THE CHARACTERISTICS OF PERSONS SERVED AND CONSIDERS THE IMPACT OF EXTENUATING AND INFLUENCING FACTORS. THE ANALYSIS INVOLVES COMPARATIVE ANALYSIS IN THAT RESULTS ARE COMPARED TO HISTORICAL AGENCY DATA, AS WELL AS THE IDENTIFICATION OF TRENDS AND CAUSES. THE ANALYSIS IS USED TO IDENTIFY AREAS NEEDING IMPROVEMENT, AND DEVELOP AN ACTION PLAN. THE ACTION PLAN WILL INFORM SUBSEQUENT PERFORMANCE MANAGEMENT AND STRATEGIC PLANS, WHICH WILL ALLOW THE AGENCY TO GAUGE WHETHER ACTIONS TAKEN TOWARD IMPROVEMENT WERE SUCCESSFUL. PERFORMANCE MEASURES GOAL = EFFECTIVENESS, = EFFICIENCY, = SATISFACTION, = ACCESSIBILITY, = BUSINESS FUNCTION GOAL MET?EXPECTANCYEXTENUATING FACTORS?RESULTS GOAL: CUSTOMER SERVICE IMPROVEMENT PLAN DESIGNED, IMPLEMENTED, ESTABLISHED YES100% COMPLETEDN/APLAN DESIGNED, IMPLEMENTED, ESTABLISHED GOAL: THERAPY GROUPS UP AND RUNNING NOAT LEAST 1 GROUP UP AND RUNNINGCLIENT INTEREST AND LACK OF ENGAGEMENTTEEN GROUP WAS SLATED TO BEGIN LATE 2021, STAFFING ISSUES POSTPONED THE GROUP LAUNCH. GOAL: POLICE/FAIRHAVEN/PIQUA RE-ESTABLISHED NOACTIVE SERVICES AT ALL THREE SITESABILITY OF OTHER ORGS TO RE-ENGAGE WITH AGENCYSIDNEY POLICE AND PIQUA DID NOT RE-ESTABLISH WITH AGENCY. FAIRHAVEN WAS RE-STAFFED BY AGENCY COUNSELORS. GOAL: FINANCIAL COLLECTION IMPROVEMENT PLAN DESIGNED, IMPLEMENTED, ESTABLISHED YES100% IMPLEMENTEDIMPROVEMENTS IN CLIENT FINANCES THAT RENDER PARTS OF PLAN IRRELEVANTPLAN IMPLEMENTED. GOAL: 125,000 IN NON-SERVICE REVENUE YES100%AVAILABILITY OF GRANT AND DONOR FUNDS500,000+ IN NON-SERVICE REVENUE COLLECTED GOAL: FUNDRAISING PLATFORM ONLINE AND ESTABLISHED NOIN USE BY END OF YEARABILITY OF AGENCY TO AFFORD FUNDRAISING PLATFORMONLINE PLATFORM NOT UTILIZED GOAL: FIRST ROUND OF CLIENT PORTAL FUNCTIONING NO100%AFFORDABILITY OF ONLINE PLATFORM AND PROGRAMMING COSTSDEVELOPMENT OF CLIENT PORTAL WAS COST-PROHIBITIVE. OPTED TO DEVELOP OFFICE PORTAL SYSTEM THAT SIGNIFICANTLY IMPROVED OFFICE COMMUNICATION WITH CLIENTS AND EXPEDITED CLIENTS' ABILITY TO PAY AND SCHEDULE. GOAL: MAXIMUM PROGRESS ON NHSC CERTIFICATION NO100%ABILITY OF AGENCY TO MEET NHSC CRITERIAAGENCY DECIDED TO NOT PURSUE THIS AT THIS TIME, SEE "ROCK DIFFICULTY" BELOW GOAL: SHORT TIK-TOK-ESQUE VIDEOS ONCE A WEEK NO100%WILLINGNESS OF STAFF TO RECORD VIDEOS HAD DIFFICULTY GETTING STAFF TO RECORD VIDEOS. WE DO POST ON TIK-TOK AND SOME VIDEOS ARE MADE, BUT NOT ONCE A WEEK. GOAL: INCREASE CLINICAL STAFFING TO TREAT CHILDREN AND COUPLES NOAVG. WAIT TIME B/N APPTS WILL BE LESS THAN 20 DAYSAVAILABILITY OF NEW POTENTIAL CLINICAL STAFF HIRED MULTIPLE NEW CLINICIANS. DID NOT MEET WAIT TIME GOALS BUT STILL IMPROVED ACCESSIBILITY ISSUES FOR CLIENTS. GOAL: CLIENT SATISFACTION SURVEY YES 85% SCORECLIENTS UNWILLING TO COMPLETE SURVEYWEEKLY SCORES EXCEEDED GOAL ON AVERAGE GOAL: CLIENT DISCHARGE AND POST-DISCHARGE SATISFACTION SURVEY ? 85% SCORECLIENTS UNWILLING TO COMPLETE SURVEYAGENCY LOST SURVEY DATA FOR THESE SURVEYS WHEN SURVEY PLATFORM MADE CHANGES, AGENCY DID NOT DOWNLOAD RAW DATA BEFORE CHANGES WERE MADE GOAL: CLIENT REVENUE YES 6,000/WK ON AVERAGECLIENTS' UNWILLINGNESS TO PAYAVG WEEKLY CLIENT REVENUE 6,247 GOAL: INSURANCE REVENUE YES AVG 12,000 PER WEEKPROBLEMS WITH CLAIM ACCURACY, ABILITY OF PMS TO WORK OUTSTANDING CLAIMSAVG. WEEKLY INSURANCE REVENUE WAS 14,000 GOAL: FOLLOW-UP APPTS SCHEDULED YES AVG. 350/WKFLUCTUATION IN CLIENTS ACCESSING SERVICESAVG. ARRIVED APPTS PER WEEK WAS 366 GOAL: INTAKES SCHEDULED YES AVG 65/WKFLUCTUATION IN CLIENTS ACCESSING SERVICESAVG PER WEEK WAS 67 GOAL: ARRIVED APPOINTMENTS YES AVG 300 APPTS/WKFLUCTUATION IN CLIENTS ACCESSING SERVICESAVG WEEKLY ARRIVED APPTS BY END OF YEAR WAS 306 GOAL: CASH ON HAND YES AVG. 100,000/ WKCHANGES IN COSTS, CLIENTS ACCESSING SERVICESWEEKLY CASH ON HAND AMOUNTS RANGED ON AVERAGE FROM 250,000 TO 300,000 GOAL: APPOINTMENT WAIT TIMES NO AVG. 20 DAYS B/N APPTS OF AVAILABLE APPT SLOTS ON SCHEDULEAVG. WAIT TIME B/N APPTS BY END OF YEAR WAS 25 DAYS GOAL: SYMPTOM SEVERITY MEASURES YES60% OF SCORES IN CLINICAL RANGE SHOW SIGNIFICANT CHANGECLIENTS' WILLINGNESS TO COMPLETE PHQ/GAD; COUNSELORS' WILLINGNESS TO ADMINISTER62% OF SCORES IN CLINICAL RANGE SHOW SIGNIFICANT CHANGES. IDENTIFICATION OF TRENDS AND CAUSES "ROCK" DIFFICULTY ONE TREND OBSERVED IS THAT SEVERAL OF THE GOALS NOT COMPLETED WERE GOALS THAT REPRESENTED PROJECTS UNDERTAKEN BY VARIOUS AGENCY STAFF. IN LATE 2021 THE LEADERSHIP TEAM HAD A DISCUSSION ABOUT THE NUMBER OF "ROCKS- OR QUARTERLY GOALS THAT WERE NOT BEING MET. IT SEEMED THAT THE LEADERSHIP TEAM MEMBERS ALL FELT OVERLOADED WITH THEIR VARIOUS DUTIES AND FOUND IT DIFFICULT TO HAVE "BANDWIDTH" FOR SOME OF THE OTHER NON-ESSENTIAL GOALS THAT PROMOTED THE MOVEMENT OF THE AGENCY TOWARDS A BIGGER VISION, AS REFLECTED IN OUR VISION/TRACTION ORGANIZER. THE TEAM DETERMINED TO HAVE FEWER "ROCKS- AND FOCUS ON CRUCIAL ASPECTS OF THE AGENCY THAT NEEDED ADDRESSED AT THE TIME. INCREASE IN CLIENT VOLUME AND CLINICAL STAFFING ANOTHER TREND IS THE INCREASE IN VOLUME OF CLIENTS SEEKING SERVICES, COMPARED TO CLINICAL STAFF HOURS AVAILABLE TO ACCOMMODATE THAT INCREASE. AS MUCH AS THE AGENCY TRIED IT WAS STILL DIFFICULT TO PROVIDE ENOUGH STAFF TO ACHIEVE WAIT TIME GOALS. SOME STAFF THAT WERE HIRED DID NOT CONTINUE WITH AGENCY FOR VERY LONG. THE AGENCY CONTINUES TO PURSUE NEW CLINICIANS THAT ARE COMPETENT IN TREATING THE PRESENTING ISSUES AND DEMOGRAPHICS OF NEW CLIENTS. AREAS NEEDING IMPROVEMENT -APPOINTMENT WAIT TIMES -GROWTH-ORIENTED PROJECTS UNDERTAKEN BY LEADERSHIP STAFF -DEVELOPMENT OF TECHNOLOGY TO IMPROVE AGENCY EFFICIENCY (TO REPLACE ONLINE CLIENT PORTAL) ACTION PLAN 1.PURSUE HIRING OF CLINICAL STAFF AS IT IS FINANCIALLY FEASIBLE 2.CHANGE PROCEDURES SO THAT APPOINTMENT FREQUENCY OF CLIENTS IS PRIORITIZED, SO THAT WAIT TIME GOALS ARE MET AND AT A LEVEL THAT IS CLINICALLY INDICATED FOR CLIENTS 3.SET REALISTIC GOALS FOR LEADERSHIP STAFF THAT PRIORITIZE CRUCIAL AGENCY ISSUES AND GROWTH GOALS NO80%CLIENT ENGAGEMENT IN SURVEY; CHANGES IN SERVICE QUALITY AND CLIENT SATISFACTION 6-MONTH POST-DISCHARGE SURVEY SCORES WERE 73% GOAL: CLIENT REVENUE NO AVG. 8,600/WKCLIENT PAYMENT FLUCTUATIONS, COVID PANDEMIC. CONSISTENCY OF PROMPTING FOR PAYMENT BY OFFICE STAFFAVG. WEEKLY CLIENT REVENUE WAS 5,439.38 GOAL: INSURANCE REVENUE NO AVG. 13,500/WKINSURANCE COLLECTION FLUCTUATIONS; COVID PANDEMICAVG. WEEKLY INSURANCE REVENUE WAS 13,149.86 GOAL: FOLLOW-UP APPTS SCHEDULED NO AVG. 335/WKCOVID PANDEMICAVG. WEEKLY OF FOLLOW-UP APPTS SCHEDULED WAS 319 GOAL: INTAKES SCHEDULED YES AVG. 56/WKCOVID PANDEMICAVG. WEEKLY OF INTAKES SCHEDULED WAS 57 GOAL: ARRIVED APPOINTMENTS NO AVG. 292/WKCOVIDAVG. ARRIVED APPTS PER WEEK WAS 286 GOAL: CASH ON HAND YES AVG. 100,000/WKCOVIDAVG. WEEKLY AMOUNT OF CASH ON HAND WAS 176,394 GOAL: APPOINTMENT WAIT TIMES YES AVG LENGTH B/N APPTS PER WEEK IS 20 DAYSCOVID19 DAYS IDENTIFICATION OF TRENDS AND CAUSES SURVEY RESULTS ONE TREND IS THE LOWER SURVEY SCORES FOR CLIENTS WHO HAVE JUST BEEN DISCHARGES AND CLIENTS WHO WERE DISCHARGED 6 MONTHS PRIOR TO RECEIVING THE SURVEY. THE DISCHARGE AND POST-DISCHARGE SURVEYS CONTAIN MORE QUESTIONS THAN THE WEEKLY SURVEYS, AND SO PROVIDE MORE OPPORTUNITY FOR SUBTLETY IN SCORES, AND MORE OPPORTUNITY TO DRIVE OVERALL SCORES DOWN. THIS MAY BE ONE CAUSE FOR WHY DISCHARGE AND POST-DISCHARGE SCORES ARE LOWER THAN WEEKLY SURVEY SCORES. HOWEVER THESE SCORES LIKELY REFLECT LOWER LEVELS OF SATISFACTION. MANY PEOPLE DISCHARGED FROM OUR PROGRAM ARE NOT DONE WILLINGLY, BUT BECAUSE THEY DO NOT SHOW UP ANYMORE FOR APPOINTMENTS. THIS MAY ALSO IMPACT POST-DISCHARGE SCORES. WEEKLY REVENUE GOALS THE AGENCY CONSISTENTLY FELL SHORT OF WEEKLY SERVICE REVENUE GOALS. COVID DEFINITELY IMPACTED THIS, HOWEVER IT MAY HAVE BEEN THAT INITIAL REVENUE GOALS WERE UNREALISTIC. THOUGH THEY WERE BASED ON "PRE-COVID NUMBERS", THE 2.5 MONTHS OF DATA FROM WHICH "PRE-COVID NUMBERS" WERE DETERMINED MAY HAVE THEMSELVES BEEN SKEWED. AN INCREASE IN CLIENT PAYMENTS AT THE BEGINNING OF THE YEAR D/T RESETTING DEDUCTIBLES MAY HAVE PROVIDED A SKEWED SENSE OF WHAT WEEKLY CLIENT "SHOULD" LOOK LIKE. SIMILARLY WE HAD AN UNUSUALLY HIGH AMOUNT OF INSURANCE REVENUE IN FEBRUARY THAT MAY HAVE ALSO MISREPRESENTED A MORE ACCURATE WEEKLY INSURANCE REVENUE AMOUNT. APPOINTMENT GOALS APPOINTMENT GOALS WERE NOT ALL MET, HOWEVER THE TREND OF WEEKLY NUMBERS WERE IMPROVING THROUGHOUT THE LATTER HALF OF THE YEAR. THIS SEEMS TO BE AN IMPACT OF COVID AND THEN THE NATURAL RETURN OF CLIENTS WHO ACCESSED SERVICES AFTER GETTING ACCLIMATED TO THE NEW REALITY OF COVID IN THEIR LIVES. INITIALLY WE HEARD FROM SEVERAL CLIENTS WHO CHOSE NOT TO ACCESS SERVICE IN THE IMMEDIATE AFTERMATH OF COVID ONSET BECAUSE THEY WERE BUS