This document is a 2010-2015 strategic plan report from Eastern Aleutian Tribes, an Alaska Native health organization. It provides an executive summary, message from the board president, and outlines goals and accomplishments over the past 5 years. Key points include that EAT has grown from a small organization with few employees and a small budget to a larger corporation with over 100 employees and a $9.2 million budget, offering professional health services across 8 communities. The strategic plan process helped establish priorities around improving services for patients, communities, programs, and technology over the next 5 years.
healthAlliance provides non-clinical shared services to four district health boards (DHBs) in New Zealand to help them achieve healthcare excellence and reduce costs. Some of its core services include payroll processing, information services, finance, procurement, and supply chain management. Last year, healthAlliance helped the region save $20 million by standardizing processes and reducing back-office inefficiencies. Going forward, it will lead the delivery of finance, procurement, and supply chain services nationally to all DHBs in partnership with other organizations.
The Lake Atitlan Times: The Newsletter of Rev. Jeff Hassel, in mission in Gu...mcjeff15
Authentic living. Building bridges between people and cultures. Showing God and people a bit of love. Living in a remote and beautiful place. Medical. Education. Volunteer teams. Give back. Smart missions. You are invited. Check it out!
The document provides an overview of Southern Cross Care's activities and achievements in the 2014/15 financial year. Some of the key highlights included winning several national and state awards, successfully transitioning all home care package clients to the new consumer directed care model, establishing new programs to support older people, and redeveloping one of its homes. The chairman acknowledged the commitment of staff and volunteers, and their contribution to the organization's success. The CEO reported on significant reforms in the aged care sector, including changes to the dementia supplement, and emphasized Southern Cross Care's continued dedication to providing quality care.
The director provides an overview of the busy winter period for social services and reflects on the successes of the year. Plans are in place to improve integration between health and social care through the Sustainability and Transformation Plan (STP). A consultation proposed reconfiguring social care directorates to better serve families, adults, and health. An inspection of a social care provider found their services to be "good".
The Ohio legislature is currently negotiating the biennial state budget bill that will determine funding for vital public services and supports over the next two years. Passing a new state budget presents a big opportunity to advocate to strengthen Ohio’s families and communities. Over the next several months AOF and our partners will focus on helping Ohioans be safe in their homes, afford the basics, and find good jobs that ensure family stability.
Webinar speakers Tara Britton and William Tarter, Jr. of The Center for Community Solutions discussed how the state budget is negotiated, where to find budget resources and how to use them, what it means to be an effective advocate, and ways to get involved in efforts to strengthen Ohio’s human services programs.
Transportation is vital for people to get to work, grocery stores, medical appointments, child care, school, and participate in the economy. With transportation at the heart of many barriers Ohioans face in their daily lives, Ohio needs a 21st century transportation system made up not only of roads and highways but also a network of transportation options, including public transit, passenger and freight rail, streetcars, hybrid buses, electric vehicles, and walk-able, bike-able streets.
Speakers include:
- Akshai Sing, Representative, Ohio Transportation Equity Coalition
- Kirt Conrad, President, Ohio Public Transit Association
- Homer Carlisle, Professional Staff Member, Ranking Member Sherrod Brown
Gill Cooper - View from Black Country Primary Care Trust Clusterpodnosh
Gill Cooper, Chair of the Black Country Cluster of PCTs, outlines priorities and ongoing changes for the NHS in the coming year. Key priorities include providing high quality, safe, and efficient healthcare while transforming services to meet growing local needs. Major service redesign is needed to address these priorities and financial security. Additional changes involve the development of clinical commissioning groups, transfer of public health to local authorities, and helping local providers become Foundation Trusts.
A slide show for Candidates interested in applying for the role of our New CEO. This slide show includes and over sight of the Norfolk and Suffolk NHS Foundation Trust including information such as; Services, Values and Strategy and vision. this pack also includes a details job Description along with the Role specification.
healthAlliance provides non-clinical shared services to four district health boards (DHBs) in New Zealand to help them achieve healthcare excellence and reduce costs. Some of its core services include payroll processing, information services, finance, procurement, and supply chain management. Last year, healthAlliance helped the region save $20 million by standardizing processes and reducing back-office inefficiencies. Going forward, it will lead the delivery of finance, procurement, and supply chain services nationally to all DHBs in partnership with other organizations.
The Lake Atitlan Times: The Newsletter of Rev. Jeff Hassel, in mission in Gu...mcjeff15
Authentic living. Building bridges between people and cultures. Showing God and people a bit of love. Living in a remote and beautiful place. Medical. Education. Volunteer teams. Give back. Smart missions. You are invited. Check it out!
The document provides an overview of Southern Cross Care's activities and achievements in the 2014/15 financial year. Some of the key highlights included winning several national and state awards, successfully transitioning all home care package clients to the new consumer directed care model, establishing new programs to support older people, and redeveloping one of its homes. The chairman acknowledged the commitment of staff and volunteers, and their contribution to the organization's success. The CEO reported on significant reforms in the aged care sector, including changes to the dementia supplement, and emphasized Southern Cross Care's continued dedication to providing quality care.
The director provides an overview of the busy winter period for social services and reflects on the successes of the year. Plans are in place to improve integration between health and social care through the Sustainability and Transformation Plan (STP). A consultation proposed reconfiguring social care directorates to better serve families, adults, and health. An inspection of a social care provider found their services to be "good".
The Ohio legislature is currently negotiating the biennial state budget bill that will determine funding for vital public services and supports over the next two years. Passing a new state budget presents a big opportunity to advocate to strengthen Ohio’s families and communities. Over the next several months AOF and our partners will focus on helping Ohioans be safe in their homes, afford the basics, and find good jobs that ensure family stability.
Webinar speakers Tara Britton and William Tarter, Jr. of The Center for Community Solutions discussed how the state budget is negotiated, where to find budget resources and how to use them, what it means to be an effective advocate, and ways to get involved in efforts to strengthen Ohio’s human services programs.
Transportation is vital for people to get to work, grocery stores, medical appointments, child care, school, and participate in the economy. With transportation at the heart of many barriers Ohioans face in their daily lives, Ohio needs a 21st century transportation system made up not only of roads and highways but also a network of transportation options, including public transit, passenger and freight rail, streetcars, hybrid buses, electric vehicles, and walk-able, bike-able streets.
Speakers include:
- Akshai Sing, Representative, Ohio Transportation Equity Coalition
- Kirt Conrad, President, Ohio Public Transit Association
- Homer Carlisle, Professional Staff Member, Ranking Member Sherrod Brown
Gill Cooper - View from Black Country Primary Care Trust Clusterpodnosh
Gill Cooper, Chair of the Black Country Cluster of PCTs, outlines priorities and ongoing changes for the NHS in the coming year. Key priorities include providing high quality, safe, and efficient healthcare while transforming services to meet growing local needs. Major service redesign is needed to address these priorities and financial security. Additional changes involve the development of clinical commissioning groups, transfer of public health to local authorities, and helping local providers become Foundation Trusts.
A slide show for Candidates interested in applying for the role of our New CEO. This slide show includes and over sight of the Norfolk and Suffolk NHS Foundation Trust including information such as; Services, Values and Strategy and vision. this pack also includes a details job Description along with the Role specification.
The document provides an agenda and details for the California Primary Care Association's 2016 Annual Conference. Key points include:
- The conference will celebrate accomplishments of the past year and look towards future opportunities, with the theme "Together Towards Tomorrow."
- New this year is a CPCA beauty bar, non-stop photo studio, polling station for attendees to vote on best exhibitor booths, and a book signing with keynote speaker Dr. Bennet Omalu.
- The agenda includes breakout sessions, keynote presentations, an awards program, and a trade show and reception to network with industry contacts. Registration will utilize new self-check-in iPad stations to streamline the process.
This document provides an annual report for Gippsland Lakes Community Health (GLCH) for the 2013-2014 financial year. It includes highlights such as delivering over 19,000 meals to clients, registering over 1,800 new clients, and employing over 300 staff. It discusses awards received for health promotion programs and pediatric services. It also summarizes expansions and changes to services including merging with Nowa Nowa Community Health, taking over management of a children's center, and partnering to provide alcohol and drug treatment services across the region. The report discusses challenges around doctor recruitment and transitions in service funding and delivery models. Overall it provides an overview of GLCH's activities and accomplishments in serving the community's health and wellbeing
The Victorian AIDS Council (VAC) has developed its first Reconciliation Action Plan (RAP) for 2015-2016. The RAP aims to build relationships between VAC and Aboriginal and Torres Strait Islander communities and organizations, raise awareness of Aboriginal and Torres Strait Islander cultures within VAC, and identify opportunities to work towards reconciliation. Key actions include establishing a RAP working group, celebrating National Reconciliation Week, providing cultural awareness training for staff, and exploring opportunities for Aboriginal and Torres Strait Islander employment and supplier diversity.
The document provides an organizational strategic plan for the Abilene-Taylor County Public Health District (ATCPHD) for 2015. It outlines the strategic planning process undertaken, which included re-evaluating the organization's mission, vision, and values. An environmental analysis was conducted through a SWOT analysis to understand internal strengths and weaknesses as well as external opportunities and threats. Key opportunities identified include potential funding sources and partnerships, while threats include inadequate community health education and limited resources. The plan establishes four strategic priorities and goals to guide ATCPHD's work over the coming period.
The document provides information on the 2014 Public Health Advisory Council and Board of Health for Snohomish County, Washington. It lists the members of each group and notes that the Snohomish Health District works with these partners to promote public health in the community. The document then summarizes the Health District's strategic plan update and priorities for evolving its programs and services. It also provides some statistics on the services provided and funding challenges faced by the Health District.
The document describes the community health programs of UCHealth's Community Health Improvement department. It serves over 75,000 individuals annually in northern Colorado through programs focused on maternal/child health, chronic disease management, injury prevention, health promotion, and more. Key programs discussed include Vida Sana (addressing health equity), Medicaid Accountable Care Collaborative (care coordination), Healthy Harbors (care for at-risk children), family education classes, nurse home visits, Bright by Three (early childhood development), and Healthy Kids Club (active living in youth). The department works with a variety of partners and aims to foster optimal health and wellness through evidence-based community programs.
Project 6's 2016 impact report summarizes the organization's activities and outcomes over the past year. It describes Project 6 developing new strategic goals and refreshing its core purpose to better support individuals struggling with substance use and complex needs. The report highlights Project 6 achieving positive outcomes for its service users despite increased challenges from austerity measures. It provides an overview of Project 6's services and outcomes in harm reduction, treatment, recovery, and community engagement.
This document is Direct Relief's 2007 Annual Report. It begins with a dedication to Dr. John Ganda for his work helping Sierra Leone during its civil war. The report then discusses Direct Relief's focus on primary healthcare, maternal and child health, and HIV/AIDS through strategic partnerships. It provides examples of partnerships with organizations in Ghana, Uganda, and with the African Medical and Research Foundation in multiple African countries. The report aims to showcase Direct Relief's efforts to strengthen healthcare systems globally through providing resources and collaborating with local partners.
This strategic plan outlines the Sunshine Coast Hospital and Health Service's vision, priorities, and strategic objectives from 2016-2020. The health service will experience significant growth with the opening of the new Sunshine Coast University Hospital. The plan aims to enhance the patient experience, improve population health, better use resources, and build organizational capability. It identifies opportunities such as population growth and changing disease patterns, as well risks such as workforce capacity and introducing new technologies.
The document summarizes initiatives from the Our Health 2020 strategy to improve health outcomes in Auckland, New Zealand. It discusses key projects targeting cardiovascular disease, diabetes, and other priority health areas. The strategy aims to make Auckland District Health Board (ADHB) a "true DHB" by taking a whole-of-system approach beyond just hospitals/clinics. It focuses on prevention, screening programs like PREDICT, and self-management education to lift the health of the Auckland community by 2020.
Meals on Wheels of Central Maryland (MOWCM) provides nutritious meals and services to help seniors live independently at home. In the past year, MOWCM expanded programs and services through increased partnerships. Volunteers contributed over 70,000 hours of service, allowing MOWCM to serve more clients. Events like culinary dinners and triathlons raised funds and awareness in the community. MOWCM aims to meet the growing needs of seniors through quality services and community support.
This annual report summarizes the Countryside Association's activities and accomplishments in FY11. It provides the following key details:
- 347 individuals earned paychecks through the organization's work programs.
- Volunteers contributed 1,600 hours of service to the community.
- A new paratransit vehicle increased transportation for over 160 participants.
- The In-Home Respite program served 168 families, including 11 new families.
- Donations increased over 33% compared to the previous two years.
The document is the program for the 2015 annual conference of the California Primary Care Association (CPCA). It discusses the conference theme of "Evolution Through Innovation" which celebrates the 50-year history of community health centers in California and their continued innovation. It highlights some of the health centers' recent accomplishments and discusses the vision for continued progress through the CaliforniaHealth+ initiative and addressing issues like provider shortages through collaboration.
William Zubkoff is one of the very few individuals solely involved in active groundwork and practices in order to help people get appropriate healthcare.
Feed My Starving Children had planned for a year of strengthening foundations in 2011-2012 after doubling production the previous year to serve Haiti. However, two major natural disasters struck requiring more meals than planned. Despite responding to unprecedented needs, FMSC still achieved record production levels, grew volunteer and donor support, improved processes, and restored operating reserves while reducing meal costs. It was a challenging "second mile" year but one that positioned FMSC well for continued growth in serving global hunger.
The document provides an annual review and report for Lwala Community Alliance in 2015. It discusses their integrated approach to addressing health, education, and economic challenges in the communities they serve. It summarizes their accomplishments in 2015, including expanding community health worker programs, opening a new hospital wing, and launching a 2020 strategy. Metrics are provided on health services delivered, patients served, and education programs conducted in 2015. The report discusses the leadership transition and goals for continued growth and impact in 2016.
This document outlines National Australia Bank's (NAB) seventh Reconciliation Action Plan (RAP) for 2015-2017. Some key points:
- The plan aims to promote Indigenous success, empower communities, and create a better future through respect, relationships, and opportunities.
- NAB has made progress over the past 7 years, including employing over 200 Indigenous employees, providing $12.75 million in loans to over 15,000 Indigenous Australians, and supporting Indigenous businesses and organizations.
- The new plan seeks to deepen relationships, increase impact of programs, build an inclusive culture, and drive innovation over the next 3 years. Governance includes an Indigenous Advisory Group and independent assurance of results.
The document provides information on Catholic Health Initiatives (CHI), a large nonprofit health system operating in 19 states. It outlines CHI's mission to provide healthcare and support human dignity, lists their facilities and programs, and provides statistics on services provided and finances. Key information includes that CHI operates over 100 hospitals, has over 95,000 employees, and provided over $980 million in community benefits in fiscal year 2015.
Community Teamwork provides various social services including affordable housing, utility assistance, early education programs, and volunteer opportunities. In this annual report, the Executive Director and Board President discuss changes made to strengthen their mission of reducing poverty including revising their mission statement. They describe challenges faced due to funding cuts but emphasize their commitment to helping clients achieve self-sufficiency through job training and access to essential services like housing, childcare, and nutrition assistance. The report highlights several client success stories and outlines the impact of Community Teamwork's programs in the community.
The document provides an agenda and details for the California Primary Care Association's 2016 Annual Conference. Key points include:
- The conference will celebrate accomplishments of the past year and look towards future opportunities, with the theme "Together Towards Tomorrow."
- New this year is a CPCA beauty bar, non-stop photo studio, polling station for attendees to vote on best exhibitor booths, and a book signing with keynote speaker Dr. Bennet Omalu.
- The agenda includes breakout sessions, keynote presentations, an awards program, and a trade show and reception to network with industry contacts. Registration will utilize new self-check-in iPad stations to streamline the process.
This document provides an annual report for Gippsland Lakes Community Health (GLCH) for the 2013-2014 financial year. It includes highlights such as delivering over 19,000 meals to clients, registering over 1,800 new clients, and employing over 300 staff. It discusses awards received for health promotion programs and pediatric services. It also summarizes expansions and changes to services including merging with Nowa Nowa Community Health, taking over management of a children's center, and partnering to provide alcohol and drug treatment services across the region. The report discusses challenges around doctor recruitment and transitions in service funding and delivery models. Overall it provides an overview of GLCH's activities and accomplishments in serving the community's health and wellbeing
The Victorian AIDS Council (VAC) has developed its first Reconciliation Action Plan (RAP) for 2015-2016. The RAP aims to build relationships between VAC and Aboriginal and Torres Strait Islander communities and organizations, raise awareness of Aboriginal and Torres Strait Islander cultures within VAC, and identify opportunities to work towards reconciliation. Key actions include establishing a RAP working group, celebrating National Reconciliation Week, providing cultural awareness training for staff, and exploring opportunities for Aboriginal and Torres Strait Islander employment and supplier diversity.
The document provides an organizational strategic plan for the Abilene-Taylor County Public Health District (ATCPHD) for 2015. It outlines the strategic planning process undertaken, which included re-evaluating the organization's mission, vision, and values. An environmental analysis was conducted through a SWOT analysis to understand internal strengths and weaknesses as well as external opportunities and threats. Key opportunities identified include potential funding sources and partnerships, while threats include inadequate community health education and limited resources. The plan establishes four strategic priorities and goals to guide ATCPHD's work over the coming period.
The document provides information on the 2014 Public Health Advisory Council and Board of Health for Snohomish County, Washington. It lists the members of each group and notes that the Snohomish Health District works with these partners to promote public health in the community. The document then summarizes the Health District's strategic plan update and priorities for evolving its programs and services. It also provides some statistics on the services provided and funding challenges faced by the Health District.
The document describes the community health programs of UCHealth's Community Health Improvement department. It serves over 75,000 individuals annually in northern Colorado through programs focused on maternal/child health, chronic disease management, injury prevention, health promotion, and more. Key programs discussed include Vida Sana (addressing health equity), Medicaid Accountable Care Collaborative (care coordination), Healthy Harbors (care for at-risk children), family education classes, nurse home visits, Bright by Three (early childhood development), and Healthy Kids Club (active living in youth). The department works with a variety of partners and aims to foster optimal health and wellness through evidence-based community programs.
Project 6's 2016 impact report summarizes the organization's activities and outcomes over the past year. It describes Project 6 developing new strategic goals and refreshing its core purpose to better support individuals struggling with substance use and complex needs. The report highlights Project 6 achieving positive outcomes for its service users despite increased challenges from austerity measures. It provides an overview of Project 6's services and outcomes in harm reduction, treatment, recovery, and community engagement.
This document is Direct Relief's 2007 Annual Report. It begins with a dedication to Dr. John Ganda for his work helping Sierra Leone during its civil war. The report then discusses Direct Relief's focus on primary healthcare, maternal and child health, and HIV/AIDS through strategic partnerships. It provides examples of partnerships with organizations in Ghana, Uganda, and with the African Medical and Research Foundation in multiple African countries. The report aims to showcase Direct Relief's efforts to strengthen healthcare systems globally through providing resources and collaborating with local partners.
This strategic plan outlines the Sunshine Coast Hospital and Health Service's vision, priorities, and strategic objectives from 2016-2020. The health service will experience significant growth with the opening of the new Sunshine Coast University Hospital. The plan aims to enhance the patient experience, improve population health, better use resources, and build organizational capability. It identifies opportunities such as population growth and changing disease patterns, as well risks such as workforce capacity and introducing new technologies.
The document summarizes initiatives from the Our Health 2020 strategy to improve health outcomes in Auckland, New Zealand. It discusses key projects targeting cardiovascular disease, diabetes, and other priority health areas. The strategy aims to make Auckland District Health Board (ADHB) a "true DHB" by taking a whole-of-system approach beyond just hospitals/clinics. It focuses on prevention, screening programs like PREDICT, and self-management education to lift the health of the Auckland community by 2020.
Meals on Wheels of Central Maryland (MOWCM) provides nutritious meals and services to help seniors live independently at home. In the past year, MOWCM expanded programs and services through increased partnerships. Volunteers contributed over 70,000 hours of service, allowing MOWCM to serve more clients. Events like culinary dinners and triathlons raised funds and awareness in the community. MOWCM aims to meet the growing needs of seniors through quality services and community support.
This annual report summarizes the Countryside Association's activities and accomplishments in FY11. It provides the following key details:
- 347 individuals earned paychecks through the organization's work programs.
- Volunteers contributed 1,600 hours of service to the community.
- A new paratransit vehicle increased transportation for over 160 participants.
- The In-Home Respite program served 168 families, including 11 new families.
- Donations increased over 33% compared to the previous two years.
The document is the program for the 2015 annual conference of the California Primary Care Association (CPCA). It discusses the conference theme of "Evolution Through Innovation" which celebrates the 50-year history of community health centers in California and their continued innovation. It highlights some of the health centers' recent accomplishments and discusses the vision for continued progress through the CaliforniaHealth+ initiative and addressing issues like provider shortages through collaboration.
William Zubkoff is one of the very few individuals solely involved in active groundwork and practices in order to help people get appropriate healthcare.
Feed My Starving Children had planned for a year of strengthening foundations in 2011-2012 after doubling production the previous year to serve Haiti. However, two major natural disasters struck requiring more meals than planned. Despite responding to unprecedented needs, FMSC still achieved record production levels, grew volunteer and donor support, improved processes, and restored operating reserves while reducing meal costs. It was a challenging "second mile" year but one that positioned FMSC well for continued growth in serving global hunger.
The document provides an annual review and report for Lwala Community Alliance in 2015. It discusses their integrated approach to addressing health, education, and economic challenges in the communities they serve. It summarizes their accomplishments in 2015, including expanding community health worker programs, opening a new hospital wing, and launching a 2020 strategy. Metrics are provided on health services delivered, patients served, and education programs conducted in 2015. The report discusses the leadership transition and goals for continued growth and impact in 2016.
This document outlines National Australia Bank's (NAB) seventh Reconciliation Action Plan (RAP) for 2015-2017. Some key points:
- The plan aims to promote Indigenous success, empower communities, and create a better future through respect, relationships, and opportunities.
- NAB has made progress over the past 7 years, including employing over 200 Indigenous employees, providing $12.75 million in loans to over 15,000 Indigenous Australians, and supporting Indigenous businesses and organizations.
- The new plan seeks to deepen relationships, increase impact of programs, build an inclusive culture, and drive innovation over the next 3 years. Governance includes an Indigenous Advisory Group and independent assurance of results.
The document provides information on Catholic Health Initiatives (CHI), a large nonprofit health system operating in 19 states. It outlines CHI's mission to provide healthcare and support human dignity, lists their facilities and programs, and provides statistics on services provided and finances. Key information includes that CHI operates over 100 hospitals, has over 95,000 employees, and provided over $980 million in community benefits in fiscal year 2015.
Community Teamwork provides various social services including affordable housing, utility assistance, early education programs, and volunteer opportunities. In this annual report, the Executive Director and Board President discuss changes made to strengthen their mission of reducing poverty including revising their mission statement. They describe challenges faced due to funding cuts but emphasize their commitment to helping clients achieve self-sufficiency through job training and access to essential services like housing, childcare, and nutrition assistance. The report highlights several client success stories and outlines the impact of Community Teamwork's programs in the community.
1. Working Together to Promote Healthy Communities
Photo by Brenda Wilson, King Cove
2010 -2015 Report to Our People
2. Working Together to Promote Healthy Communities
Our Guiding Principles
VISION:
Eastern Aleutian Tribes
has the healthiest people in the nation.
MISSION:
Eastern Aleutian Tribes
will provide and continually improve
quality services in all aspects of health care,
supporting the well-being of our people.
CORE VALUES:
! Respect
! Integrity
! Dignity
! Caring
! Empowerment
! Innovation
! Collaboration
Page 2
3. Executive Summary.................................................................................................... 4
Message from our Board President......................................................................... 5
Our Board of Directors.............................................................................................. 6
Looking Forward ....................................................................................................... 7
About Our Logo.......................................................................................................... 8
Our Community Health Centers....................................................................... 9-11
Qagaasakung ............................................................................................................. 12
Our Goals for 2010-2015 .......................................................................................... 13
People ................................................................................................................... 14
Programs ............................................................................................................... 15
Outreach ................................................................................................................ 16
Elders ..................................................................................................................... 17
Communication.................................................................................................... 18
Information Technology ..................................................................................... 19
Finance .................................................................................................................. 20
Quality Improvement.......................................................................................... 21
2010 Innovations/Pilot Projects........................................................................ 22, 23
Ataqan Akun ............................................................................................................. 24
Looking Back to the Future .................................................................................... 25
Improving Patient Care....................................................................................... 26
Visit with Region 10 HHS Director ................................................................... 27
Floating Health Fair ............................................................................................. 28
Programs Overview........................................................................................29-33
Recent Outreach ............................................................................................. 34, 35
Page 3Working Together to Promote Healthy Communities
Table of Contents
4. Page 4Working Together to Promote Healthy Communities
The Unangan people have lived in the
Aleutians for millennia, creating one of the
most sophisticated adaptations to a maritime
environment in human history. Not unlike
Eastern Aleutian Tribes whose team members
continue in that spirit, providing health care
to the residents of this unique region with its
geographic isolation, inclement weather and
challenges of economic sustainability.
Building upon the Unangan traditions of
finding solutions to their formidable
environment, the Board of Directors, and
executive staff of Eastern Aleutian Tribes
engaged in a comprehensive strategic
planning process early in 2010 to establish
the organization’s direction for the next
five years.
In the spirit of open and honest discussion,
special consideration was given to future
directions for our people, programs,
outreach, fund development, innovations
in technology, and community involvement.
We clarified our mission, recasting it in
language that more distinctly reflects our
purpose. We developed a vision, and
formulated bold initiatives to carry us
forward.
Strategic planning, so much a process of our
times, has proven to be an invaluable way for
organizations to vision, plan, and strategize.
It also gives us the opportunity to review the
work we have done, affirm our successes,
determine what we could have done better,
and chart our course for the future.
The result is this Strategic Plan for 2010-2015
which clearly states our vision, our mission,
and the objectives and tasks required to fulfill
them. It is a guide for our future, one that
clearly reflects the vitality of Eastern Aleutian
Tribes and the considerable commitment of
our board and staff.
We look forward to the opportunities
presented by this Strategic Plan and to its
promise of advancing the health care needs
of the people of the Aleutian Chain and
Whittier as the next five years unfold.
Executive Summary
5. Page 5Working Together to Promote Healthy Communities
More than 19 years after Eastern Aleutian
Tribes was formed in 1991, we are now
presenting our fourth Five-Year Strategic
Health Services Plan. And how things have
changed! From our roots as a small Native
health organization, we have matured into
one of the most progressive Native health
organizations in the Alaska Tribal Health
System, providing health services to the
communities of Adak, Akutan, Cold Bay,
False Pass, King Cove, Nelson Lagoon,
Sand Point and Whittier.
We started out with a handful of employees
and a miniscule budget under $500,000.
Today, we have grown into a corporation
with over 100 employees and an operating
budget of $9.2 million, offering a level of
professional health services utilizing mid-
level practitioners and Community Health
Aides / Practitioners.
The numbers and expertise of our
Community Health Aides continue to
increase as we foster opportunities for
lifelong learning. With the advent and
implementation of Electronic Health Records,
the experiences of our patients will continue
to improve. We are expanding recruitment
strategies to attract qualified candidates who
share our mission and goals to our uniquely
beautiful but, at times, formidable region. We
are building partnerships, forming valuable
alliances, and collaborating with other
governmental agencies. And with the recent
change in leadership, we are working toward
becoming fully accredited.
Admittedly, we do face challenges. Health
care reform will undoubtedly present some
hurdles to overcome. Funds from traditional
sources are likely to decline over the next
few years. In spite of these obstacles, the
Board of Directors and the staff of Eastern
Aleutian Tribes are dedicated to turning our
vision into reality: “Eastern Aleutian Tribes
has the healthiest people in the nation.”
During the next five years, we’re looking
forward to great achievements as we
continue to foster an attitude of excellence
in an ongoing process to improve all clinical
and other service outcomes provided by EAT.
We invite you to join us in our journey.
President
Board of Directors
Eastern Aleutian Tribes
Message from our Board President