• Health Center Program Expectations
• Board Roles and Responsibilities (vs. Management)
• Developing a High-Performing Board (successful board recruitment, board member job description, board self-evaluation, new board member orientation, ongoing board training)

• Key components of a Strategic Plan
• Relationship between Strategic Planning and Business Planning (and subsequent planning activities – operational, financial (staffing), capital and marketing)
• Successful Strategic Planning Implementation and Evaluation
• The Balanced Scorecard – an alternative approach to Strategic Planning

• Key components of a Business Plan
• How Business Planning supports Strategic Planning
• Successful Business Planning Implementation and Evaluation

Focus Area: Performance Improvement

• Key components of a Marketing Plan (and relationship to Business Planning)
• Marketing Strategies for Growth
• Outreach and Enrollment Activities
• Differentiate Marketing and Advertising
• Identify and define Target Audience(s) and Market Segments
  Focus on patients – new and existing
  Focus on key stakeholders (benefits of FQHCs to the community, link to funding opportunities, possible fundraising targets, potential partners/strategic alliances)
• Develop a Marketing Orientation (appropriate staffing/resources, view patients as customers, patient interactions as marketing opportunities)
• Identify and Market Competitive Advantages

• Surveys: Tools and Methodologies (questions/topics to address; how often to survey, pros and cons of various methodologies; increasing reliability and validity of survey results)
• Patient/Customer Evaluation
• Staff/Employee Evaluation
• Board Evaluation – effectiveness, committee structure, governance process

• Cost, revenue and margin optimization creation
• Cost reports and federal requirements reporting
• Managed care contracting and strategy formation
• Financial planning and budgeting, and feasibility studies
• Financial systems specifications and deployment

Focus Area: Program Development

• Identify rational service areas – use of Primary Care Service Areas [PCSA], HealthLandscape and other tools
• Assess existing community providers/resources
• Understand community needs (demographics, health disparities, etc.)
• Identify and engage community stakeholders
• Assess opportunities for converting existing primary care practices into FQHCs
• Identify site locations and conducting operational assessment of potential facilities
• Assess the feasibility of providing all required services, including projected budgets (operational and capital)

• Provider recruitment and retention strategies
• Clinical support recruitment and retention strategies
• Leadership/management recruitment and retention strategies, including succession planning for key leadership positions
• Key components of a recruitment and retention plan

• Case statement for support
• Board roles and responsibilities
• Establishing/cultivating donor lists
• Creating a Fundraising Plan
• Policies and procedures

• Develop/enhance state-level ACCESS Plan
• Implement state-level ACCESS Plan activities and strategies

• Development of strategic partnerships with other providers, educational institutions
• Identify priority elements and formulate agreements with collaborators
• Economic feasibility and regulatory compliance assessment