State of the Organization

1. State of the Organization April 19, 2018

2. Agenda • 12 Month Recap • Key Updates • What’s Ahead • Call to Action • Questions and Answers Discussion

3. 12 Month Recap

4. The Power of Dedication and Resilience • New CEO • Strategic Enhancement Plan • Risk of losing 14% of our funding (a.k.a. Fiscal Cliff) • Financial Stabilization Plan • Executive Leadership and Organizational Structure Changes

5. Lessons Learned • Humility – we aren’t perfect • We need to play a bigger role in the healthcare neighborhood and delivery system; stop playing small • Nothing is easy and the struggle is worth it • Our employees are proof that inspiration has no limits

6. Why We Exist Our Mission is to partner with the community to provide excellent, culturally-sensitive health services to meet the needs of each individual...every touch, every time. Our Vision is individuals are empowered to live the lives they want through personalized, compassionate healthcare. Our Values: Integrity, Compassion, Accountability, Respect, Excellence

7. Key Updates

8. Employee Attrition by Month

9. Quality – Behavioral Health

10. Quality - Dental

11. Quality – Clinical UDS Measures

12. Quality – HRSA Recognition

13. Access to Care

14. Revenue Cycle

15. Financial Status

16. Financial Status

17. What’s Ahead

18. O.S.V.

19. Employee Engagement • Connection With the Executive Team • Continue rotating meetings at health center locations • Executive team rounding at health centers with both employees and consumers and utilizing visual management boards • Seek on the spot opportunities for recognition (work-iversaries, retirements, kudos, etc.

20. Employee Engagement • Management and Staff Development/Training • Pursing leadership skills assessment tools • Revive Leadership Academy • Ongoing development of modules in NetLearning

21. Employee Engagement • Balance Staffing, Technology, and Other Resources • Evaluation and development of leadership standard work in Medical Operations and Dental Operations • Leverage existing and hoped for IT resources more effectively • Pursue synergy between wellness, hospitality, and consumer experience committees.

22. Employee Engagement • Communication Channels: Top-Down and Bottom-Up • Staff Empowered and Efficient Design (SEED) Idea Program • Create a communication tree to ensure dissemination of information • Continue to experiment with communication channels for organizational updates

23. Continued Focus on Social Determinants of Health Community Health Drivers

24. Key Priorities • Empanelment and Risk Stratification • Analysis of Overbooks • Differentiated Programs • Clinical Quality Improvement Committee

25. Key Priorities • Renovation at North Aurora • Assessing additional new access points at Arvada and Golden High Schools • Integration of WIC services at Jefferson Plaza • Pharmacy

26. Key Priorities • Revenue Cycle Enhancements • Scheduling and Simplification of Access to Care • Consistency in Encounters Per Site • IT Security and Infrastructure

27. Key Priorities • Philanthropy and Fund Development • Regional Accountable Entity (RAE) • Behavioral Health Strategy • Consumer Experience

28. Call To Action

29. Community Need for Primary Care *ZCTA = Zip Code Tabulation Area

30. Community Need for Primary Care *ZCTA = Zip Code Tabulation Area

31. GROWTH • Historic organizational opportunity with our new name • Consumer experience is our best growth strategy • Highly engaged employees result in a great consumer experience • Meaningful work…meaningful relationships… honesty…transparency

32. My Request • Be an engaged ambassador for who we are and where we are going • Keep sharing your ideas for solutions relentlessly • Redirect people who spread rumors and are negative • Act as a unified care team and organization • Hold yourself, your teammates, and your leaders accountable

33. Q&A Discussion