2025 - 2028 Strategic Plan

Board Approved: December 12, 2024

Vision: A strong, vibrant community that supports all people in achieving healthy lives.
​Mission:  To improve the health of vulnerable individuals and families by building partnerships and strengthening systems.

The Future Environment: Challenges & Opportunities

.As we embark on this new strategic plan, our vision and mission remain unchanged and the core of all we do. We do, however, recognize our operating environment is changing, and more rapidly than in past strategic cycles.

• There have been and will be significant personnel shifts within our funders, partners, and elected officials;
• Policies and programs, especially for uninsured and vulnerable populations, are poised for major change; and
• A deeper focus on social factors and equitable outcomes has opened new opportunities for health-related work while increasing the complexity of program design, operation, and measurement.

This strategic plan translates our mission into goals with the greatest opportunity to make significant improvement in people’s health in the near and longer term. It continues our focus on improving access to health care services while expanding to address social determinants of health. It also recognizes a continuing need to build PCC’s capacity and sustainability.
Given the operating environment, our strategic plan focuses on three goals. These goals represent interlocking efforts to build our capacity, community value, and mission outcomes. Critical elements follow each goal to clarify the intent.

EQUITY IN CLINICAL OUTCOMES: Analyze data to identify health disparities; select the most impactful approaches to reduce disparities; and integrate into programs.

ACCESS & APPROPRIATE USE: Enhance care availability, optimize the appropriate use of resources, improve processes, and increase emphasis on prevention to address comprehensive health needs.

ENHANCED CAPACITY: Expand provider capacity, services and networks to fill care gaps; boost the resources and capabilities of providers; grow and diversity the healthcare workforce; improve effective collaboration across the care continuum.

CLIENT-CENTERED CARE COORDINATION: Identify gaps and improve coordination across health care modalities; assist healthcare organizations to better assess, refer, and connect their patients to resources for health-related social needs.

​LEADERSHIP AND VISIBILITY: Be at the forefront in resolving complex issues related to PCC's mission and goals; utilize and promote PCC's unique collaborative and multi-partner approach.

EXTENDED IMPACT: Increase PCC's collaborative and process improvement partnerships at state and local levels, extending the impact of our core skills to collaboratively design and implement solutions.

COMMUNITY VALUE: Leverage PCC's increased community presence and perceived value to improve its impact.

EQUITY AND INCLUSION: Capture, share, and integrate perspectives from all those impacted when designing or integrating health care processes and systems.

FINANCIAL ADAPTABILITY: Assess and model funding possibilities, explore business models and service lines that foster sustainability and increase mission impact, and strengthen PCC's ability to adapt and thus enhance our fiscal stewardship.

ORGANIZATIONAL STEWARDSHIP & ENGAGEMENT: Develop robust leaders, high performing teams, and engaged staff and board; enhance and grow skill sets and culture of accountability.

OPERATIONAL EFFICIENCY: Enhance policies, processes, and IT systems to improve efficiency, communication, and the effectiveness of programs, administrative functions, and cross-departmental activities.

REPUTATIONAL STRENGTH: Strengthen PCC structures to steward strong public and community relationships; increase internal and external understanding of PCC's contributions and value.

Implementation Plan

Each year, our staff translate these strategic priorities into annual operating plans with specific, measurable objectives.

Board and staff monitor progress, continually reflecting and redirecting as environmental factors require. In this way, our mission is the context for all we do, while planning elements adapt to opportunities and constraints.

Impact

With these strategies, PCC will be a leader in creating lasting changes that improve health outcomes, especially for vulnerable populations.

We will use data and incorporate the voices of those impacted, to hold ourselves and our programs accountable to community needs.

We will grow our service and organizational capacity to create a more equitable community—for individuals, providers, and organizations.
Together, with our plan and our partners, we are excited by the shared path ahead.
SAMPLING OF ACHIEVEMENTS BY JUNE 30, 2028

• A PCC has broader access to clinical outcomes data, disaggregated to reveal health disparities. This data drives programming to improve health outcomes.
  
• Referrals among health care organizations and social service providers are integrated in a way that promotes planning for the supply of community resources to address social needs.
  
• Wait times for client services are reduced across PCC core programs.
  
• PCC revenue sources are diversified and include models that generate gains for investment in our mission.
  
• Our positive culture of accountability is growing, within and between teams, for even greater. effectiveness.
  

Click here for a pdf version of the plan.