CSAT Strategic Planning For Providers to Improve Business Practices

Slide 2:CSAT Strategic Planning For Providers to Improve Business PracticesArlington, October 21-23, 2009

Slide 3:NJ DelegationProviders: James Curtin Glenn Duncan Luis R. Nieves Alan Oberman Kristina Raymond Shelly SchefflerDivision of Addiction Services: Raquel Mazon Jeffers Lew Borselino

Slide 4:Time For Change� We Need To Prepare

Slide 6:Every Modality of Substance Abuse Treatment Will Change Because�

Slide 7:The Evolving LandscapeAlan ObermanExecutive DirectorJohn Brooks Recovery Center

Slide 8:The economic climate;Technological advances: EHR, Interoperability;Results-oriented evaluation and funding;

Change Drivers

Slide 9:Change Drivers (cont.)

Expanded pay systems; Best practices for treatment for solvency; Healthcare reform

Slide 10:Change Drivers (cont.)

New funding alternatives: Linkages � long term residential, halfway houses; Fee for Service will expand Interwoven with EHR Integration of Medical, Clinical, Fiscal;

Slide 11:Change Reasons (cont.)

Value proposition: Do More With Less; Leverage and Interoperate Technology Stigma remains: Educate holdouts within treatment community regarding MAT

Slide 12:Change Reasons (cont.)

Broader acceptance of psychoactive medication in treatment settings in general

Slide 13:Survival will depend on your application of business principles and practices

Slide 14:Integrating Business PracticesLuis R. Nieves, MBA, Psy.D., ABPPExecutive DirectorNew Horizon Treatment Services, Inc.

Slide 15:Key Business Principles

Effective use of scarce resources; Change in funding options and sources.

Slide 16:Basic Management Issues

Financial management Staffing- work force Service requirements Evidence-based practices Continuity of care Recovery-Oriented Systems of Care (ROSC)

Slide 17:Treatment Assumptions

Clients need more than any one system can provide: Expect/plan for integration with medical and other services; Imagine broader qualification for substance abuse treatment

Slide 18:Treatment Assumptions (cont.)

More has to be done for clients- broader, longer; More people need treatment than are receiving treatment: Envision greater outreach, more robust linkages across modalities, with greater transparency and fewer barriers

Slide 19:Finally: Our models of treatment must expand to reach more people

Slide 20:Health Reform

Health reform defines parity between SA,& Mental Health; Join healthcare networks; Business Plan co-located with Strategic Plan in leadership landscape.

Slide 21:Suggested Strategies

Provider networks; Embrace healthcare reform; Integrate technology; Innovate; Use ROSC

Slide 22:State-Level Strategies

Slide 23:What to Expect At The State Level

New contracting; Pay for Performance; New customers; New providers; Expanded services; Addl. Serv. Sites; New business models

Slide 24:Tom McLellan�s suggestions

Expand your market; Shift model: cure chronic; More services to more people; Integrate w/mainstream; Align w/primary care; SBIRT Model: Screening-Brief Intervention-Referral & Treatment

Slide 25:Early intervention; Specialized care for offenders; Longer term treatment; Teach self-management; Recovery Support Services; Align w/Corrections

McLellan Suggests (cont.)

Slide 26:Data Driven

Treatment Business Marketing Financials Performance

Slide 28:� In ConclusionJames Curtin,MBASenior VP/Executive DirectorDaytop New Jersey

Slide 29:Key Concepts

Healthcare reform Electronic Health records (technology) Business practices Network Models Evidence Based Practice Performance Improvement models