Joseph Naughton-Travers, Ed.M., Senior Associate, OPEN MINDS The 2014 OPEN MINDS Planning & Innovation Institute June 3, :45am 11:00am

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1 Joseph Naughton-Travers, Ed.M., Senior Associate, OPEN MINDS The 2014 OPEN MINDS Planning & Innovation Institute June 3, :45am 11:00am

2 I. Why Organizations Need An Externally- Focused, Resource-Based Approach To Strategic Planning II. The OPEN MINDS Approach To Developing An Effective Strategic Plan III. Strategic Planning Case Studies Karen Sopronyi-Tompkins, MPA, Chief Executive Officer, WellSpring Resources Buddy Garfinkle, M.A., MSW, Associate Executive Director, Bridgeway Rehabilitation Services IV. Questions & Discussion

3 3

4 Strategic planning is your organization s process of continually assessing its internal capabilities and the external environment* in order to determine how best to use its limited resources to meet your strategic objectives. * Payers, consumers, and competitors 4

5 Interprets the mission and vision, providing clear direction for the short-term and for the future Serves as a formal process to allocate limited resources Establishes strategic priorities Ensures organizational alignment Establishes the basis for on-going performance reporting on organizational status provided by the chief executive officer to the board 5

6 Provides clarity from the board regarding organizational priorities and performance expectations Serves as the basis for development of organizational infrastructure and operating plans Serves as the basis for departmental and program plans 6

7 1. Develop vision of future competitive advantage and market positioning 2. Scenario-based strategic plan incorporating alternate future positioning options 3. Detailed plans marketing, financial, operational, capital, HR, etc. to implement strategy and future vision 4. Key performance metrics and metrics-based management to track strategy implementation (and allow mid-course adjustments) 5. Optimization of current operations to keep current programs as competitive (and profitable) as possible as long as possible 6. New service model development to support future vision 7. Collaborations as needed to facilitate new market vision 7

8 8

9 Phase One Scenario-based strategy development Phase Two Modification of business unit plans to support strategy implementation Phase Three Development of executive team performance dashboard 9

10 Confirm short-term and long-term organizational objectives Analyze external and internal factors that affect strategy Identify likely environmental scenarios and related strategic issues and priorities Develop strategic priorities and related tactics Develop a strategic action plan with a high-level implementation plan 10

11 Marketing and development plan Technology and communications plan Operations management plan Human resource and talent management plan Financial management plan Organizational and program budgets Financial management organizational strategies Recommendations regarding organizational structure 11

12 Determine critical performance outcomes for success of strategy Identify leading indicators and metrics that track these performance outcomes Develop key performance indicator metrics and related specifications Create an executive team performance dashboard based on these strategy key performance indicators 12

13 Review/Establish Mission/Vision/Objectives Gather External Information/External Analysis Trends & Competitors Gather Internal Information/Internal Analysis Service Portfolio Analysis Identify Options for Achieving Objectives - Strategies, Tactics, Markets & Services Develop Operational Plans Marketing & Business Development, Human Resources & Information Technology Develop Budget & Financing Plan Develop Detailed Implementation Action Plan Develop Key Performance Indicators 13

14 1. Closure of services/service lines that are not profitable and/or affordable and/or good fit 2. Strategies to improve margins of existing service line 3. Building value added products to increase margins 4. Expansion of successful service lines (expansion of geography, new customer base, etc.) 5. Diversification of revenue sources 6. Reconfiguration of services within value chain 7. Strategies to address shifting economy of scale issues 14

15 Market Analysis Competitor Analysis Define Mission & Key Objectives Internal Analysis Define Market Segments Determine Differentiation Opportunities Select Target Select Market Target Segment Market& Position Segment & Position Set Strategic Objectives Develop Marketing Promotion & Tactics Plan Develop Operations Plan & Finance Plan Set Target Price & Cost Measure Strategic Performance Re-Engineer to Achieve Target Cost Marketing Strategic Planning Finance 15

16 "Finally, strategy must have continuity. It can't be constantly reinvented. -Michael Porter 16

17 Karen Sopronyi-Tompkins, MPA, Chief Executive Officer, WellSpring Resources Buddy Garfinkle, M.A., MSW, Associate Executive Director, Bridgeway Rehabilitation Services 17

18

19 Mission: WellSpring Resources instills hope and empowers individuals to be their personal best by promoting mental wellness. Vision: WellSpring Resources will be the leader in promoting mental wellness and personal growth.

20 WellSpring Data $10 million budget 175 staff Serves four Illinois counties in the St. Louis metropolitan area Served 6,100 children, adults, and families last fiscal year

21 WellSpring Service Areas Access & 24 hour crisis services Community based family services Counseling for substance abuse & mental health Integrated primary and behavioral health care

22 WellSpring Service Areas Medication assisted treatment Permanent housing Psychiatric and medical services Residential services School based services Senior and caregiver services Wellness and recovery services

23 Brief Background on WellSpring Founded in 1959 Community reputation In 2007 the organization seriously considered its future 2009 funding cuts

24 Illinois Challenges Moved from a grant-based mental health system to fee for service system Since 2009 Illinois has cut: $411 million in funding from mental health $133 million from substance abuse treatment $31 million from services to the developmentally disabled

25 Illinois Challenges Continued Illinois systems currently operating under three federal consent decrees Illinois/Payment/Really? Reactive state environment

26 Prior Strategic Plan ( ) Very transactional Re-engineered access to services

27 Prior Strategic Plan ( ) Continued Explosive growth in number of persons served

28 2013 Environment Very different environment National trends, managed care, mergers payment reform

29 An Idea Emerges Our vision is to be a leader and center of excellence Demanding environment required clarification for board and executive team Engaged Open Minds and Joe Naughton-Travers

30 Process for Planning Pre-planning and data gathering Service-line portfolio analysis Surveyed staff, managers and board rating leadership, satisfaction, and retention Profiled 11 competitors Identified key Illinois and national issues and trends

31 On-Site Session One day planning session with board and executive team in September 2013 Provided pre-planning information for review prior to session

32 On-Site Session Continued Clearly identified key findings and strategies for our plan Developed objectives and published plan in November 2013

33 Plan Implementation Executive team Flexible approach Environment CEO reports quarterly on progress to board of directors

34 Accomplishments to Date Employee benefits and salary survey Two new products to meet emerging needs Staff training Systems Analyst Investment in technology Expanding services Exploring mergers and acquisitions

35 Lessons Learned Board engagement Aligned vision Plan is evolving and readjusting Key competency

36 OPEN MINDS BUDDY GARFINKLE, MA, MSW ASSOCIATE EXECUTIVE DIRECTOR MAY 22, 2014

37 STRATEGIC PLANNING BRIDGEWAY WAS ESTABLISHED IN 1970 TO SERVE INDIVIDUALS WITH SEVERE MENTAL ILLNESS 25 MILLION ANNUAL BUDGET THE NEW JERSEY BEHAVIORAL HEALTH MARKET IS POISED TO UNDERGO MAJOR CHANGE

38 STRATEGIC PLANNING (CONT D) CHALLENGE Holding to mission and values that promote recovery from mental illness and co-occurring problems Mobile Services, Assertive Community Treatment, Supportive Housing, Mental Health/Physical Health integration VALUE Person served drives the treatment and rehabilitation process Commitment to hiring individuals with lived experience of mental illness PURPOSE OF AGENCY Focus on community integration, skill building, social inclusion, work and education

39 THE NEW JERSEY ENVIRONMENT LIKELY TO SHIFT FROM CONTRACT BASED TO FEE FOR SERVICE FINANCING SHIFT TO A RISK BASED MODEL QUICKLY TO FOLLOW PRIVATIZATION OF SYSTEM OF CARE STRICTER COMPLIANCE ENVIRONMENT ENHANCEMENT OF COMMUNITY SERVICE AS ALTERNATIVE TO INSTITUTIONS OLMSTEAD SETTLEMENT FUELING PROGRAM AND AGENCY EXPANSIONS

40 THE NEW JERSEY ENVIRONMENT (CONT D) COMPREHENSIVE MEDICAID WAIVER AND FEE FOR SERVICE IMPACTING OPERATIONS PUSH FOR INTEGRATION OF BEHAVIORAL HEALTH AND PRIMARY CARE CREATION OF BEHAVIORAL HEALTH HOMES RATE SETTING CRITICAL TO FINANCIAL WELL BEING NEW JERSEY IS CLOSER TO THE ACO DESIGNATION

41 EXTERNAL AND INTERNAL ANALYSIS SWOT ANALYSIS RESPONDENTS INCLUDING STAFF AND BOARD MEMBERS GOAL IS TO ENHANCE STRENGTHS AND ADDRESS WEAKNESSES 1. STRENGTHS Bridgeway has a reputation for best practices and quality services Achievement of rehabilitation based outcomes, hospital diversion, and housing stability Collaboration with stakeholders Program diversity Skilled workforce

42 EXTERNAL AND INTERNAL ANALYSIS (CONT D) 2. WEAKNESSES Clinical practice superior to administrative systems and infrastructure Tightening compliance strategies and outcomes Communication/Morale Professional Development Compensation OPPORTUNITIES Compelled us to look at competitors/collaborators

43 DEVELOPMENT OF FOUR MAIN STRATEGIC GOALS 1. Development administrative systems and operations to ensure the long-term viability of Bridgeway and it s mission in a fee for service reimbursement and managed care environment 2. Create innovative clinical programs and services that enhance Bridgeway s market position as a preferred provider for public and private payers in the New Jersey market 3. Pursue diversification and expansion of services, supports, early intervention activities and strategic partnerships so that Bridgeway can expand it s impact on individuals, families and the communities we serve. 4. Make investment in human capital resources to ensure that Bridgeway recruits, develops and retains the skilled workforce needed to achieve it s mission.

44 STRATEGIC PLANNING PROCESS AT BRIDGEWAY CONSCIOUS DECISION TO INCLUDE MORE STAFF AND BOARD MEMBERS IN THE PROCESS/GROWTH OPPORTUNITY FOR STAFF FELT THE URGENCY TO COMPLETE THE 3 YEAR PLAN QUICKLY IN THE PAST FEWER INVOLVED AND THE PROCESS TOOK TOO LONG GREATER FOCUS ON BREVITY, TARGETING ACHIEVABLE GOALS AND OBJECTIVES HEIGHTENED SCRUTINY OF EXTERNAL ENVIRONMENT/NATIONAL TRENDS SHIFT FROM SENIOR MANAGEMENT PLANNING TO THE WHOLE ORGANIZATION/ENHANCED EMPHASIS ON IMPLEMENTATION

45 STRATEGIC PLANNING PROCESS AT BRIDGEWAY (CONT D) IMPROVE BUSINESS PRACTICES 1. EDUCATED STAFF ABOUT THE INTEGRATION OF CLINICAL AND BUSINESS PRACTICE Reassure staff that face to face contacts are still based on meaningful interventions Dashboards development for rapid monitoring of progress Compliance Officer given enhanced role and power Internal audits performed by leadership Electronic health record improvements

46 STRATEGIC PLANNING PROCESS AT BRIDGEWAY (CONT D) STAFF BUY IN 1. GIVEN GEOGRAPHIC CHALLENGES Executive Director, Associate Executive Director and Quality Improvement Director go to each program site twice a year to discuss strategic plan and performance data with all service teams PROCESS OF STRATEGIC PLANNING 1. INTRODUCED NEW CONCEPTS Strengthened commitment to grow the organization Evaluate new service lines Evaluate staff credentialing and professional development Deepen integration of physical health and behavioral health

47 STRATEGIC PLANNING PROCESS AT BRIDGEWAY (CONT D) MERGERS AND ACQUISITIONS POTENTIAL THREATS AND RISKS TO THE ORGANIZATION UPDATE THE PLAN WITH GREATER FREQUENCY AND COMMUNICATE TO STAFF FACE TO FACE SIX MONTH STATUS UPDATE OF THE STRATEGIC PLAN

48 WHAT WOULD WE DO DIFFERENTLY ENHANCE OPERATIONS INFRASTRUCTURE TO CARRY OUR THE PLAN NOT AGGRESSIVE ENOUGH IN THE DEVELOPMENT OF ACTION PLANS FOR MERGERS AND ACQUISITIONS/INSTITUTIONAL DENIAL

49 Questions & Discussion 49

50 The market intelligence to navigate. The management expertise to succeed York Street, Gettysburg, Pennsylvania 17325

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