Organizational Goals (Q3 ROCKS) Recap
Each quarter, we set clear, focused goals—our “ROCKS”—to help us move closer to becoming the most effective, patient-centered organization we can be. These aren’t just tasks on a list; they’re strategic priorities that reflect where we’re going and how we’ll get there. The following Q3 goals represent the collective commitment of our leadership and department teams to strengthen our systems, elevate care delivery, and ensure every team member has the support and clarity they need to thrive. Every goal moves us forward—and every one of you plays a vital role in making that progress possible. Thank you!
Your directors and leaders have committed to targeted, measurable goals this quarter, including:
Leadership Team
Increase space
Improve pharmacy capture rates
Improve schedule utilization (esp. for new providers)
Prepare for and onboard Site Ops Directors
Improve organizational communication and meeting effectiveness
Clarify roles and responsibilities – so you know who does what
Site Operations (Elena Segroves, Vanessa Brown, Trey Burkhalter)
Walnut, 12th, Bloom Sites:
Hire/onboard Site Ops Directors
Standardize KPIs
Establish accountability/coaching for Site Ops Director success
Dental:
Improve schedule utilization
Further define accountabilities and protocols for the dental program
Identify new dental EHR system
Facilities:
Develop equipment replacement forecast for 2026
Create a “visual standards” manual for site appearance and set up
Identify and resolve top 5 recurring facility disruptions
Create a comprehensive supply catalog with photos for approved supplies
Behavioral Health (Dr. JaHannah Jamelarin, MD)
Improve billing capture
Evaluate and improve CM1 (Care Coordination)
Improve access, qualifications, and enrollment for BH Consultant services
Quality & Care Management (Megan Hoskins, RN)
Improve quality measure performance (60% → 75%)
Support RN Care Managers with clear roles and responsibiities
Ensure 90% of care plans include SMART, patient-centered goals
Clinical Operations (Tamika Ward, RN)
Strengthen POD workflows to reduce delays
Ensure accurate and timely lab results
Improve supply chain management: vaccines, supplies, equipment
Compliance (Kim Spandle, RN)
Redesign risk assessment process
Review/develop 5+ high-risk or unclear policies
Implement compliance changes from Executive Orders and update 3+ workflows
IT (Corey Fisher)
Migration to Microsoft Entra ID for Single Sign-On
Completion of SharePoint Migration for Network Drives
Rollout of Microsoft Purview for M365 Compliance
Finalization of IT Department KPIs
Marketing (Jordan George)
Host successful EmpowHER event
Finalize GSCC brand standards and training
Transition expanded responsibilities to Brand Associate
Providers (Dr. Michael Carnahan, MD & Dr. JaHannah Jamelarin, MD)
Create margin for leadership responsibilities
Implement Care Management 3 (CM3) for high-risk patients
Conduct a PDSA on Substance Use Disorder UDS measure
Clinical Pharmacy (Stefan Jones, PharmD)
Define clinical pharmacy role in Care Delivery Model
Reduce uncontrolled diabetics by 5%
Improve role effectiveness by operating at top of license
Pharmacy Operations (Heidi Wright, PharmD)
Implement insulin/epinephrine Executive Order to reduce out-of-pocket costs
Launch comprehensive 340B audit for in-house and contract pharmacies
Create margin to remain in CIPO/Director role long term
Revenue Cycle Management (Kelly Gentry)
Improve Behavioral Health billing
Launch denial root-cause and rate improvement process
Develop payer issue and resolution tracking system
Finance (Dana Ramming)
Implement user-friendly digital storage system
Develop invoice/contract review system
Produce and present financial reports by site, provider, and department
Workforce Development (Tiffany Sellers)
Formalize Supervisor Mastermind into structured leadership program
Redefine professionalism through onboarding materials and coaching tools
Prepare for a Workforce Development Assistant with clear roles and expectations
Each of these goals is a step forward in our long-term mission to build a stronger, more accessible, more effective GSCC. We have clear goals, committed leaders, and a team that continues to rise to every challenge. As we move through this quarter, let’s stay focused, stay connected, and keep doing the work that matters—because every improvement we make helps us serve our patients better, support one another more fully, and build a health center that sets the STANDARD for care in our region. Thank you for your dedication, your heart, and your relentless drive to make a difference. Let’s keep pushing forward—together.
Grateful for you all,
Teresa Myers, CEO