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Strategic Planning

We care deeply about the pressing healthcare issues facing our community and we are committed to attacking healthcare problems at their deepest roots in order to make a difference on the widest scale. We believe that it is incumbent upon us as good stewards of our donors’ dollars to evaluate where our funding can have the greatest impact.

To achieve that goal, the Foundation began with a full-day, professionally-facilitated Strategic Planning Retreat. This spawned the initiation of a community wide healthcare Needs Assessment Survey sent to more than 400 respondents including our Board, stakeholders, donors and clients. The results of this study helped inform our intensive 18 month strategic planning process throughout 2008 which has resulted in a change of our Vision and Mission Statements and inspired a brand new logo:

New logo

 

 

Vision Statement
To be the bridge for advancing healthcare in our community.

Mission Statement
Bringing together our community to engage donors in the support of healthcare in northern Sonoma County.

So why did we dedicate ourselves to such a rigorous planning process? It has become glaringly obvious that the needs of healthcare institutions & providers require an organized, sustained and professional system of fundraising for our community. “Ad hoc” reactive methods of the past are not enough.

Without a strategic plan we were left to react each day to the demands and needs of those we serve and missed the opportunity to gather meaningful information and develop appropriate systems for effective problem solving. Such a reactive organization can find that their funding and staffing is geared to respond to the operational unknowns resulting in less efficient use of our precious resources. And a solid plan will help ensure that we stay focused on our mission and vision so that every decision helps us to confidently advance our goals and achieve our commitments.

In healthcare, there are limited resources and seemingly, unlimited needs. Therefore, a systematic process is essential to:

– realize mission and vision;
– align both within and outside the organization;
– agree upon priorities;
– guide the acquisition

What Have We Learned? Community Stakeholders Surveys – 2007 & 2008

Focus Groups - Funding Allocation Exercise

Funding Area	Totals	FG #1	FG#2	FG#3
Lifestyle Issues	$ 135,000	$ 25,000	$ 60,000	$ 50,000
Preventative Health	$ 830,000	$ 345,000	$ 285,000	$ 200,000
Education	$ 160,000	$ 55,000	$ 55,000	$ 50,000
Access	$ 915,000	$ 215,000	$ 350,000	$ 350,000
Expansion	$ 685,000	$ 165,000	$ 250,000	$ 270,000

 

Opportunity Assessment

Q2 – How would you prioritize for the coming 3 – 5 years?
	Critical	Very Important	Somewhat Important	Not a Priority
Alexander Valley Regional Medical Center	0.00%	29.40%	47.10%	23.50%
Alliance Medical Center	33.30%	47.60%	9.50%	9.50%
Ayudante Program	17.60%	23.50%	29.40%	29.40%
Healdsburg District Hospital Emergency Department	57.10%	42.90%	0.00%	0.00%
Healdsburg District Hospital General Fund	60.00%	30.00%	10.00%	0.00%
Healdsburg District Hospital ICU	45.00%	50.00%	5.00%	0.00%
Physician Recruitment for the community	60.00%	35.00%	5.00%	0.00%

 

Q3 – How would you prioritize the following “Leading Health Indicators” as they relate to our community? Which should the Foundation be addressing, if any?
	Critical	Very Important	Somewhat Important	Not a Priority
Physical Activity	22%	57%	21%	0.00%
Overweight and Obesity	32%	55%	13%	0.00%
Tobacco Use	36%	31%	24%	9%
Substance Abuse	40%	34%	24%	2%
Responsible Sexual Behavior	13%	36%	43%	9%
Mental Health	32%	44%	21%	4%
Injury and Violence	13%	36%	46%	5%
Environmental Quality	12%	37%	33%	18%
Immunization	21%	50%	25%	4%
Access to Health Care	71%	25%	4%	0.00%