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Mini GRO Assessment
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Mini GRO Assessment
Mini-GRO Assessment
Step
1
of
6
16%
First Name
(Required)
Last Name
(Required)
Email
(Required)
Company Name
(Required)
Title
(Required)
Financial Stability
Operating Margin
(Required)
We have strong (> 5%) and consistent margin on our cost per patient/client day.
Our margin is generally positive, with some outlier patients/clients presenting a challenge for us to manage sustainably.
Our operating costs vary widely and can be difficult to project. However, we usually end up positive by the end of the fiscal year.
We’re relying on our rainy-day fund and/or donors and grants to supplement operations.
We are consistently losing money on operating expenses.
Capital
(Required)
We have a strong pool of capital to draw upon when needed to fund innovation and meet operational expenses.
Our cash on hand is strong, but we’re not exactly adding to it these days.
We aren’t struggling to make payroll, but we have had to delay big investments and limit outlays.
We have seen our capital or line of credit diminish in recent years, and don’t have a solid plan to replenish it.
We’re working to keep the lights on, that’s about it.
Future Readiness
Strategic Plan
(Required)
We have a robust, ambitious multi-year strategic planning process, which we are on target to fulfill.
Our strategic plan is in good shape, and we meet once or twice a year to review progress to plan.
We have a strategic plan, but I haven’t reviewed it in some time.
We had to delay our strategic planning process due to operational realities. We know we should do one when we have time.
We don’t operate under a strategic planning process.
Growth Plan
(Required)
My agency has a multi-dimensional growth plan in place, with key metrics we regularly review and discuss. We’re growing at a sustainable rate.
Our growth has been consistent and organic for some time, it just seems to happen.
Our growth is inconsistent – we’ve been flat for a while now. We’re not losing ground, but we can’t figure out how to build census.
We’re struggling to grow, and I wish we had more of a sense of what tactics and strategies work!
We’re contracting in size – I’m worried about sustainability and increased competition.
Organizational Alignment
Mission/Vision/Values:
(Required)
Our mission and values inform every choice we make and action we take. They are our North Star.
Our leadership team takes our mission seriously and talks about it regularly to our staff.
Our mission, vision and values are displayed in our offices, but they aren’t always woven into everyday life at our organization.
We have company values, but I’m not confident any staff member could name any of them.
We don’t have a set of mission/vision/values.
Employee Experience and Value Proposition
(Required)
Our organization has low turnover, strong staff satisfaction scores, and no trouble recruiting new staff to support growth.
We have a well-defined and unique employee value proposition, a strong recruitment function, and codified feedback channels to deal with concerns
Like many home-based care organizations, we struggle to compete for staffing. It’s hard for us to regularly invest in leadership and staff development.
Our turnover rate has increased in recent years, and it’s been hard to keep good staff from leaving for higher-paying jobs elsewhere.
Turnover and burnout are serious problems for us. We are having trouble providing care for existing patients/clients.
Market Alignment
My Market(s):
(Required)
My organization has codified methods for assessing community needs, which we turn into service offerings via our strategic planning process. We have multiple sustainable lines of service and/or disease/community-specific programs.
My organization has more than one line of service. We have close community ties and I’m confident we’re meeting their needs. Our outcomes and quality scores are strong.
My organization has offered our core service for quite some time – that’s what we’re good at and we’ve chosen to keep our focus narrow and deep.
We get regular calls and requests for information from potential patients who we can’t help. We refer them to other agencies.
We can’t seem to figure out where the community needs and wants our help.
My Data:
(Required)
My agency has access to integrated data and outcomes for our patients, as well as external sources, such as claims reports. We actively use this to measure our performance and set growth targets.
We use the reports out of our medical record to inform patient care, and our leadership team regularly reviews financial and other metrics before board meetings, etc.
We have some data, but it’s usually from a few weeks ago, or it comes out in emails and attachments that are hard to find. I look at it occasionally when I have time.
I can tell you our current census, but that’s probably about it.
We don’t have a data strategy.
Meaningful Differentiation
Value Proposition:
(Required)
We have a distinct brand and unique service offering that nobody else in our community comes close to. We are known as the go-to choice for multiple types of care.
Our organization is well-known, and we have good ties to several referral sources. We get a decent amount of word-of-mouth business from the community. We’re sustainable and can meet some needs that are outside of our core competency.
We have one good partner who refers regularly to us. If that changed, we’d be in trouble.
We find we have to compete regularly for referrals – it feels like we’re just one among many providers. I’m not certain referral sources in our community could list why we’re any different.
I feel like we struggle to answer the question of why a patient or family should choose us for care.
Service Offerings:
(Required)
We have a strong and established strategy for offering multiple types of care in our community, based on the needs we see. Each service line has a sustainability strategy with multiple contracts funding them.
We have an anchor line of service, and one or two others that are adjacent to our main source of revenue generation. We see a path to sustainability for all of them in two to four years.
We have an anchor line of service and one other that we view mainly as a loss leader for our core business.
We offer one core service with some special features and differentiators within it that are unique to our organization.
We have one line of service that meets conditions of participation and no plans for diversification.
Referrer Relationship Scorecard
