The Montcalm Center for Behavioral Health Strategic Plan for

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1 The Montcalm Center for Behavioral Health Strategic Plan for Introduction The Montcalm Center for Behavioral Health s role is to provide specialty mental health services and supports to individuals in Montcalm County with severe and persistent mental illness, serious emotional disturbances, and/or developmental disabilities. For those we are unable to serve, we work to link them to other resources available in our community. The Strategic Plan for establishes a framework that utilizes the agency s strengths (or core competencies ) to achieve our mission, while moving us forward in an uncertain and continuously changing environment. As the agency prepares for system transformation, it is critical that we regard our values as conduits to a strong future. Strategic Planning Process In early 2013 Leadership staff obtained key stakeholder input into our programming efforts related to customer and community expectations, service needs and demographics of our service area. This information was reviewed during the strategic planning retreat held in April During the retreat, Board members and Leadership staff conducted an environmental scan to evaluate the current state of the agency, review the regulatory and legislative environment, identify upcoming challenges, and prioritize focus areas. This information has culminated into an updated agency Mission, Vision, and Values statement along with a bold new direction for our future. Financial Position As part of the strategic planning process, the Board has had many discussions in 2013 as to the historical, current, and potential future financial position of the agency dependent on various scenarios at work within the State and the new regional PIHP under development. In summary, the agency is in a fortunate position of having underspent Medicaid in the past, is recognized in the new region as being underfunded, and will be the recipient of additional funding regardless of whether or not statewide equity is achieved or if any form of Medicaid expansion is passed. This provides the agency with many opportunities to strengthen and enhance our position as a public mental health provider which will play a key role in our ability to effectively integrate in a variety of scenarios that may play out under the Affordable Care Act. (Note: The future of General Fund (GF) dollars is still uncertain during the writing of this plan, thus it is developed with the belief that GF funds will continue to exist in some manner and continue to be scarce.) Version 1.0 Page 1

2 Mission, Vision and Values Mission Statement To provide a comprehensive array of services and supports that promotes the mental health and wellness of individuals in Montcalm County. Vision Statement To be a valued partner in building a community that is committed to wellness and embraces the full participation of every citizen. Values Accessible: Our services are integrated in the community and responsive to its needs. Exceptional Service: Our interactions in the community build relationships and result in positive experiences. Recovery Oriented: Our services are aimed at supporting the individual through a personcentered approach that honors choice, emphasizes strengths and desires, promotes personal empowerment, and contributes to overall health, wellness and an inclusive and meaningful life in the community. Compassionate: Our services are provided in a professional and caring manner with respect for diversity and individuality. Innovative: Our staff is dedicated to learning, leading and utilizing technologies and resources to maximize improvement opportunities for the benefit of our consumers. Core Competencies Core competencies are the agency s areas of greatest strength and expertise. These are strategically important capabilities that are central to fulfilling our mission and are what make us unique and valued. Commitment to our Mission Committed and caring workforce Focused on outcomes and recovery Accountability and Integrity Clinical integrity and promotion of best practices Fiscal transparency and stewards of public trust Version 1.0 Page 2

3 Compliance with regulatory requirements and accreditation standards Committed to the protection of consumer rights Strategic, Proactive and Innovative Ready to shape and promote change Strong involvement and partnerships at the local and regional level Strategic Organization In establishing a conceptual basis from which the organization shall operate and in recognition of the uncertain environment, it is beneficial for the agency to embrace a culture consistent with the model known as the Strategic Organization. This model identifies for its workforce a clear and stable foundation based in the Mission, Vision and Values and Strategic priorities defined in this document and approved by the Board. It is upon this foundation that the organization is flexible and dynamic, rapidly adapting and rolling with changes in environment. It is crucial for the agency to recognize the importance of being a strategic organization in assuring that services and supports critical for the health and well-being of our consumers continue to be locally responsive and based in our community. Our ability to adapt and evolve ensures our long term viability. Strategic Organizations: Stable and Dynamic Flexible to Acquire New Knowledge and Rapidly Adapt Operations Policies and Practices Operational flexibility to roll on the platform but not to roll off. Stable Foundation Vision Mission Values Governance Policies Strategic Expectations Must provide and maintain a relevant and strong foundation. Version 1.0 Page 3

4 Goals & Objectives As part of the strategic planning process, priority areas were identified to provide a frame from which the agency will operate to ensure we stay balanced atop the stable foundation created by the Board. Goals focus on a broad view of what we want to accomplish, moving us towards our vision. Objectives are elements that if in place, our goal would be met. As a strategic organization, we move and respond to changes and opportunities in the environment, thus the goals and objectives are fluid so long as the priorities remain the same. Priority Area: ACCESSIBLE Goal 1: Improve access to services Objective A: MCBH will develop an internal access department Objective B: MCBH will increase the number of individuals served Objective C: MCBH will complete 90% of assessments for service within 3 days of consumer request Objective D: MCBH will reduce the number of denials after a full face-to-face assessment to less than 5% under the new access department Objective E: 90% of consumers will report a positive experience with the access system Priority Area: CONSUMER-FIRST Goal 2: Increase opportunities for primary and secondary consumers to have meaningful involvement in the planning, development, delivery and evaluation of services. Objective A: MCBH will increase the number of peer support positions Objective B: MCBH will increase the number of consumer-run support groups Objective C: MCBH will fully implement collaborative documentation across all programs Objective D: MCBH will adopt outcome measurement tools aimed at demonstrating efficacy of services Objective E: MCBH will actively promote consumer involvement at a local and regional level, such as participation in advisory councils, consumer forums and other opportunities Priority Area: INTEGRATED CARE Goal 3: Improve consumer health outcomes Objective A: MCBH will co-locate mental health services in physical health settings Objective B: MCBH case management and peer staff will be trained in health coaching Objective C: MCBH will arrange for physical health services to be provided onsite Objective D: MCBH will demonstrate improved consumer health outcomes as evidenced by 90% of consumers having an identified primary care physician Objective E: MCBH will establish a comprehensive system for measuring, collecting and reporting on health outcomes data, for individual and programmatic development Version 1.0 Page 4

5 Priority Area: EXPANDED SERVICES Goal 4: Address the needs of consumers Objective A: MCBH will collaborate with its CMH partners to retain and develop staff capacities to provide a full array of autism services Objective B: MCBH will expand peer support and employment services Objective C: MCBH will expand community living support services Objective D: MCBH will improve jail diversion services as evidenced by an increase in pre- and post-diversion activities Objective E: MCBH will seek opportunities to provide additional outreach, prevention and early intervention services, in partnership with other community organizations whenever possible and as funding allows Priority Area: CHILDREN AND FAMILIES Goal 5: Expand services to support children to thrive and be successful Objective A: MCBH will strengthen partnerships with schools to expand opportunities for early intervention Objective B: MCBH will enhance relationships with the Department of Human Services and Juvenile Justice to ensure coordination on the most vulnerable of families Objective C: MCBH will expand community living and parent support services to children and families Objective D: MCBH will increase the number of children with developmental disabilities enrolled with the Medicaid Habilitation Waiver to the extent possible with in the new region Priority Area: COMMUNITY EDUCATION Goal 6: Increase community awareness of mental health services Objective A: MCBH will continue its anti-stigma efforts Objective B: MCBH will reconnect with the law enforcement partners to educate on mental illnesses, trauma informed care, and intervention techniques Objective C: MCBH will offer expanded groups that are open to the community to the extent funding allows Objective D: MCBH will participate in community collaborative efforts (i.e. HUB, RISC, SA Advisory Council, Autism Collaborative) to ensure mental health needs are addressed as part of the community planning Objective E: MCBH will actively promote partnerships and collaborative efforts with other community organizations, particularly physical health care providers, substance abuse providers, and the judicial system Version 1.0 Page 5

6 Priority Area: FINANCIAL MANAGEMENT Goal 7: Maximize funding to adequately address community needs Objective A: MCBH will contract with DHS for a MARA worker to assist staff and consumers with Medicaid eligibility to free up General Fund dollars Objective B: MCBH will work toward a 90/10 ratio for Medicaid draw down Objective C: MCBH will build shared resources with regional partners when it represents a cost savings for Montcalm citizens and achieves positive outcomes Objective D: MCBH will continue to advocate for uniform statewide rates and funding equity within the region Priority Area: WORKFORCE DEVELOPMENT AND RETENTION Goal 8: Develop and retain a competent and compassionate workforce Objective A: MCBH will ensure competitive salary and benefits Objective B: MCBH will maintain status as a Rural Healthcare Provider for student loan forgiveness programs Objective C: MCBH will offer flexibility in schedules to balance work and home whenever possible Objective D: MCBH will remain dedicated to providing the necessary training and mentorship to maintain an innovative and empowered staff Objective E: MCBH will implement a new electronic health record, and assure optimization of available technologies to promote effectiveness and efficiencies PLAN MONITORING The Administrative Team will provide monitoring of the strategic plan to assure accountability, drive progress and recommend modifications to the plan as the agency accommodates new ideas or changes in response to the external environment or internal needs. The Executive Director will lead the agency using the strategic plan as a working document used to inspire change, guide new initiatives and position The Montcalm Center for a strong future. The Board will review annual written reports relative to progress in achieving the goals and objectives and to modify or refocus priority areas as needed. Version 1.0 Page 6