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Getting Staff Buy-in for Sustaining Improvements in Difficult Times:

Getting Staff Buy-in for Sustaining Improvements in Difficult Times:. The South Carolina Experience Harry Prim Management/Prevention Consultant South Carolina Department of Alcohol and Other Drug Abuse Services. Change Team Mission.

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Getting Staff Buy-in for Sustaining Improvements in Difficult Times:

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  1. Getting Staff Buy-in for Sustaining Improvements in Difficult Times: The South Carolina Experience Harry Prim Management/Prevention Consultant South Carolina Department of Alcohol and Other Drug Abuse Services

  2. Change Team Mission “ We must improve access and, through increased retention, produce better outcomes, including clients whose quality of life has improved, making them more productive at school or at work.” SSA Director W. Lee Catoe

  3. Context • Mature substance abuse prevention, intervention and treatment public system • SSA in business for 50+ years • 33 county authorities that serve all 46 counties • The SSA had been drastically downsized • Treatment, prevention and QA/planning staff consolidated into a small, cohesive team • STAR-SI planned and implemented by the treatment and planning parts of this lean and mean team, in collaboration with key plank-holders

  4. Building Blocks • SSA commitment • Director, principal deputies, data, finance, logistics, program administration • Federal commitment • Collaboration of provider association • Change Leader & Coach Academies • Communities of Commitment • Peer Mentors

  5. STAR-SI Aims

  6. Progress on Common Aim • Measure: Average days 1st contact to 1st service (Reduce wait times) • Baseline: Jan – Dec 2006 • Cohort 1: Jan 2007 – Sep 2009 (33 months) • Cohort 2: Oct 2007 – Sep 2009 (24 months) • Cohort 3: Aug 2008 – Sep 2009 (14 months)

  7. State Results All Three Cohorts Baseline: Jan-Dec 2006 STAR-SI Implementation: Jan 2007- Jun 2009 (30 months)

  8. Provider Improvements Aim: Decrease average number of days from 1st contact to 1st treatment service

  9. Performance Results Year 1 Cohort STAR-SI Implementation: 1 Jan 2007- 30 Sep 2009 (33 months)

  10. Performance Results Year 2 Cohort STAR-SI Implementation: 1 Oct 2007- 30 Sep 2009 (24 months)

  11. Performance Results Year 3 Cohort STAR-SI Implementation: 1 Aug 2008 - 30 Sep 2009 (14 months)

  12. Access: Statewide Results Average number of days from 1st contact to 1st treatment service

  13. Retention: Statewide Results Average number of services within 30 days of admission

  14. Provider Achievements: Admissions

  15. Provider Achievements: Access

  16. Provider Achievements: Access 2

  17. Provider Achievements: Retention

  18. Process Improvement Capacity

  19. Process Improvement Capacity

  20. STAR FORCE Initiative • New initiative developed through the NIATx Whole Systems Change Community • Voluntary • Ultimate goal: agencies’ management culture is based on the NIATx model • Working collaboratively with Provider association leadership.

  21. Our Customers and Stakeholders Customers Stakeholders • 33 Providers • Providers’ Clients • W. Lee Catoe, Single State Authority • DAODAS Executive Management Team • Behavioral Health System Association (BHSA) Leadership • Provider Agency Executive Directors • Provider Agency Staff

  22. STAR FORCE Proposed Plan Components • Use existing joint committee structures and state & regional meeting venues • Plan to use existing professional development and technical assistance resources, such as NIATx, Southeastern ATTC, and the S.C. School of Alcohol and Other Drug Studies • Working toward implementing a management institute that will include the NIATx process improvement and whole systems change models • Continue to hold learning collaboratives and deploy national and state mentors and coaches • Seek state and federal funding

  23. Action Steps • Obtained Commitment from Key Stakeholders through Briefings. • Following Whole Systems Change Model • Mimic Experience of Whole Systems Change Workout held December 3-5, 2008 in Madison, Wisconsin. • Held Two State-Wide Meetings focused on Information Gathering and Solidifying Customer Buy-in.

  24. South Carolina Workout • Invitation issued to local providers for voluntary participation in workout and subsequent project. • Volunteering providers participated in four one hour pre-workout conference calls facilitating conversations around relevant topics associated with whole systems change. • Workout held on May 20, 2009 facilitated by whole systems change project coach.

  25. Core Concepts Examined • Pre-workout conference call topics: • Transformational Leadership • Whole Systems Change Model • Managing Change • Whole Systems Change Charter

  26. May 20, 2009 STAR FORCE Workout Topics • Indentify Opportunities as a System • Understanding Our Customers and Stakeholders • Begin Discussion on Our Vision • Generating Ideas • Looking at Measurements • Sustainability

  27. Benefits from May 20, 2009 Workout • Began process for identifying a framework for looking at whole systems change. • Re-affirmation from local provider network leadership to continue and expand dialogue around whole systems change. • Foundation for planning and holding a learning collaborative in conjunction with one-day STAR FORCE meeting in Fall 2009.

  28. Building on Workout • Held a Learning Collaborative on September 16, 2009 in conjunction with a one-day voluntary STAR FORCE meeting. • Began transition from STAR-SI to STAR FORCE • Clarified STAR FORCE vision • Identified possible areas that need to be addressed • Developed proposed action steps that can address identified needs • Gathered information will be synthesized into an action plan that will facilitate the vision.

  29. Continued Building on Workout • Developed and held another Learning Collaborative on March 9, 2010 that included a breakout session devoted to STAR FORCE Initiative. • Highlighted the successes identified from STAR-SI • Two providers presented on local successes and how rapid cycle change has been institutionalized in their agency. • Continued the transition to STAR FORCE Initiative by looking at sustainability and organizational structure. • Among agencies that are voluntarily participating in STAR FORCE, presented a draft document that outlined the STAR FORCE project with shared goals and implementation steps.

  30. Takeaways • Collaborative relationships between the SSA and the providers are essential • Performance management capability is a must • To face future challenges, start using the NIATx model now; don’t just copy successful projects

  31. Contact Information Harry S. Prim III, M.P.H. , M.Div. Management/Prevention Consultant South Carolina Department of Alcohol and Other Drug Abuse Services 101 Executive Center Drive, Suite 215 Columbia, SC 29210 hprim@daodas.state.sc.us (803) 896-1199

  32. Promising Practices Download this month's promising practice at http://www.niatx.net/toolkits/provider Eliminate Excessive Paperwork To join the ACTION Campaign II and get complete details on the upcoming Webinars, and the Promising Practices story contest, visit www.niatx.net

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