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About Woodland Centers, Inc.

Woodland Centers, Inc. was incorporated in 1974 as a private not-for-profit provider of mental health services.  A nine member Board of Trustees who represents Gallia, Jackson and Meigs counties and a variety of professions, occupations, and disciplines governs the agency.  Primary and secondary consumers are represented.  For information about serving as a board member, click here.

We operate four locations, in Gallia, Jackson, Meigs, and Vinton Counties, to best serve the population of Southeast Ohio.

Please be sure to read our Agency Plans and Brochures which provide information regarding our operations and client mandates.


Our Mission:

Woodland Centers, Inc. is a community behavioral health agency that provides comprehensive, integrated services to support and promote improvement of the quality of life for those we serve.

Our Vision:


To make a positive difference in the overall health of the communities we serve by focusing on core competencies, technology, and partnerships; engaging in thoughtful outreach; and managing our resources effectively and efficiently. 

Our Values: 

In order to accomplish our mission and move toward our vision, we believe in the following values to support our corporate culture.

 

Our Strategic Goals and Objectives:

In order to accomplish our mission, WCI has developed a Strategic Plan with the following agency goals:

  1. To develop a corporate marketing plan that includes expanding the market we serve into other geographic areas, taking advantage of existing partnerships and exploring new opportunities for collaboration, and developing new services to meet market demands.

  1. Use the agency’s 40th anniversary as a marketing theme for 2014

  2. Explore the development/delivery of prevention services, e.g. healthy lifestyle decisions. Incorporate into health home as appropriate.

  3. Develop “social media footprint.”

  4. Hire CRO/QI/PR position (include credentialing and EAPs).

  5. Develop “infomercial” on integrated care to run on waiting room TVs at Holzer

  6. Enhance website
  1. To capitalize on our core programs and services – Individual and group counseling, case management, crisis intervention, crisis stabilization, and med-somatic services – to strengthen our market position and to build capacity through alternate/innovative forms of service delivery.
     

    1. Expand MRT and SAMI groups into Meigs and Jackson counties

    2. Build on successful kids services, e.g. autism parent groups, staff in the schools, services in the courts, etc.

    3. Implement integrated primary care and behavioral health services in partnership with Holzer in all 3 counties.

    4. Continue implementation of the Electronic Health Record to prepare for stage 2 meaningful use.

    5. Develop EAP contracts.

    6. Expand partnership with HRS to include treatment integration, technology, telepsychiatry, office space in Meigs and Athens.

    7. Explore expanding services to other hospitals and colleges.
       
  2. To increase opportunities for outreach and service expansion to meet the identified needs of our community partners.
     

    1. Plan opportunities to interact with local officials (commissioners, judges, law enforcement), state representatives, and other key community leaders, including photo ops, press releases, recognition, etc.

    2. Utilize the Board of Trustees and ADAMHS Board to identify ways to connect with appropriate community leaders.

    3. Continue to explore future opportunities in our partnership with HRS.

    4. Add recognition of outstanding community support and other types of community recognition to Board dinners/annual meeting.
       
  3. To manage our resources (fiscal, human, material/facilities) efficiently and effectively to support the goals identified above.
     
    1. Demonstrate accountability to all stakeholders through a plan of continuous performance improvement that is carried out through the agency’s standing committees: Quality Improvement Committee, Risk Management Committee, Safety Committee, and Housing Committee. The plan should include mechanisms for gathering input from stakeholders, analyzing the input, and using the input to make decisions regarding service delivery and business operations. Determine appropriate tool/method for tracking outcomes. Conduct Employee Satisfaction Survey in 2014. Add primary care-related outcomes.

    2. Maintain a strong fiscal position by (1) Rebuild Sweep account balance to $175,000 by the end of FY2014 by improving cash flow; (2) Have less than $10,000 in payables; (3) Have less than $600,000 in outstanding accounts receivable.

    3. Explore additional grant opportunities.

    4. Explore ways to enhance employment package for recruitment and retention.