BEAM Practice Improvement Network

1. BEAM Practice Improvement Network The Webinar will Begin Shortly.. For technical issues: please chat Q&A to Evelyn Kleinbardt For content questions: please chat Q&A to Justine Lai Please note: This webinar is being recorded and will be posted on www.ctacny.com.

2. Business Effectiveness Assessment Module (BEAM)Practice Improvement Network Module 8b: How to Develop A Strategic Plan, Part 2 May 24, 2013

3. Introductions David Wawryznek, CFO, Spectrum Human Services

4. Agenda • Upcoming Data Submission • Recap from Last Week • Review Action Steps • Polling • Nitty Gritty of Strategic Planning • Conduct Assessment • Define Problem, Objective, Goals • Identify Required Resources & Project Team • Determine Implementation Structure • Action Steps • Wrapping Up

5. Financial Benchmarking Tool Submission • Please email Justine Lai at jlai@iclinc.net for alternative arrangements if you have still yet to submit • Please submit to beam@ccsi.org email address • Financial Benchmarking Tool is available for download on www.ctacny.com or via this link HERE • Submit questions via Qualtrics link (http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR)

6. Recap from Last Week David Wawryznek, CFO, Spectrum Human Services

7. Review Action Steps From Module 8a • Sit down with your CIT and discuss how you can use your financial model to strategic plan. • What do you hope to accomplish with a new strategic plan? • What do you need to get into place in order to be ready for a strategic planning process? • Who do you need to convince in order to have a successful strategic plan? What did you decide? Do you have the elements in place that you need to start a strategic plan?

8. Polling Q#1: What Did Your CIT Decide? Will You Start a New Strategic Plan for Your Clinic? • Yes, we plan to start immediately • Yes, but not immediately • Not Sure • No, we don’t plan to create a new strategic plan • We haven’t discussed it yet

9. Polling Q#2: Did you log in alone or as a core team? • Logged-in by myself • With one other person • More than 2 other people • More than 4 other people *You can select more than one answer.

10. Polling Q#3: Who is on the line?* • Finance • Clinic Leadership • Executive Leadership • Clinician • Professional Staff * You can select more than one answer.

11. The Nitty Gritty of Strategic Planning Chris Copeland, LCSW Chief Program Officer, Institute for Community Living David Wawryznek CFO, Spectrum Human Services

12. Project Planning Overview • Conduct Assessment • Define the Problem, Objectives, Goals • Identify Required Resources & Form Project Team • Determine Implementation Structure • Monitoring/Tracking Structure • Individual and Clinic Consequences • Communication Plan • Accountability Mechanisms

13. Strategic Planning = Treatment Planning • Your clinic is a client • What does the assessment tell you? • How do you decide what to focus on? • What tools/resources will your client need to be successful? • What are the immediate steps you need to take? • How will you know the treatment successful? • Project Planning Worksheet • Useful tool to guide your thinking • Available on our website, along with the Performance Dashboard shown later

14. Conduct the Assessment • Conduct an assessment on your client • In this case, the Financial Benchmarking Tool • What are your “client’s” overall goals? The Financial Benchmarking Tool is your assessment to help you understand where the key priorities lie.

15. Impact Framework

16. Defining Problem & Objectives • What changes would have an obvious impact on the clinic bottom line AND are within the CIT’s immediate control? • Look the model analysis and play with the numbers! • What makes the red go away? • Make sure the clinical & financial objectives line up • For today: • Increasing productivity Disclaimer: This will be different for every clinic-productivity is not always the silver bullet.

17. Assessment

18. Goal

19. Defining Goals – Get Concrete! • Be very specific about your goals. • E.g. We want to increase monthly units of service from 918 to 991 or 8% in six months. This will result in an annualize rate of 11,889 units. • What is the rationale/calculation for this goal? • What are the key milestones along the way? • E.g. In each month, we should have increased productivity by 12 units • If you don’t meet the milestones, what is your contingency plan? • What consequences are set in place if you don’t achieve these milestones?

20. What is Your “Treatment Team?” • Once you’ve defined what your goals are, who do you need to achieve it? • Project Sponsor • Project Manager • Subject Matter Experts • How Often Will You Meet? • Monthly is Good, Weekly is Better • Different levels of team meeting at different frequencies. • Each meeting analyzes different levels of change process • Who is in those meetings? Who needs to know what?

21. Who is the Project Sponsor? • Executive leadership who can get you the resources you need • Not necessarily involved in an ongoing basis, but to whom you have ready access • Authority to designate members of team • Ideally, project sponsor will invite team members via formal communication (e.g. letter/email) and define roles, responsibilities, hours spent, length of assignment

22. Who is the Project Manager? • Key person who does not necessarily have authority to make decisions, but critical to move the process forward • Understands the complete scope of the project • Tracks progress on outcomes and milestones and follows up with individual team members • Identifies if project is off-timeline or if additional resources are needed • Facilitates team members to move process forward • Consider choosing someone in a non-leadership position as the project manager

23. Who are the Subject Matter Experts? • Team members with content-specific knowledge to inform the process • Identify the areas of expertise needed on your team • Have the project sponsor invite them to join the team • Finance representative who understands the clinic service mix & billing regulations • HR representative who understands employment/staffing considerations • IT representative who can help to modify the electronic record if necessary

24. Define “Treatment Team” Responsibilities • What are the deliverables expected of every team member? • What will they have to deliver every week? Every month? • E.g. The Finance Representative creates a monthly report on productivity of all clinicians • E.g. The I.T. Representative has a two week turn around on all requested changes • What do you do if you don’t feel you have the authority to enforce these deliverables? • Get the Project Sponsor to define and delegate these responsibilities

25. Implementation Structure • Monitoring & Tracking Goals • Identify consequences & what is not dependent on meeting the goals • Communication Plan • Accountability Mechanisms • Iterative Process – “Fail fast, small and cheap”

26. Monitoring & Tracking Goals • Tracking goals is a dynamic process • Ideally created in an Excel spreadsheet • Will demonstrate model Performance Dashboard (also posted on website) • Leave the narrative behind • Narratives are words about what happened • Go back to the numbers – where our numbers relative to set milestones/goals? • Narratives can too often be used to make excuses or explain away problems

27. Performance Tracking Dashboard

28. Lets Talk About Consequences • Fundamentally, what are your key goals? • Maintain/improve the quality of care delivered • AND improve clinic bottom line so you can still continue to deliver care • Therefore, if milestones aren’t being met – what are you going to do? • What consequences will be administered? • E.g. If census milestones aren’t met, then supervisors need to take on a case to increase clinic revenue. As census goes up, the cases can be removed. • These considerations are important to think about BEFORE setting your goals/milestones • If don’t address until milestones aren’t being met, then will go into crisis mode.

29. Communication Plan – How Do You Get Buy In? • Creating a sense of urgency • Potential strategy: Have your project sponsor meet with line staff • Be Honest • Be Transparent • Be Specific • E.g. Five no shows equates to a month’s rent on the parking space we pay for • Be Confident • Use Metaphors • Communicate the Bigger Picture • If we don’t stay open, we can’t provide services. • If we can create a surplus, we can open access to even more clients

30. Accountability • Decide what you will hold them accountable for • Clinic Director, Supervisor, Finance/IT Rep, Staff • How will you hold them accountable? • If you don’t have the authority, who does? • What kind of plan will you set up with their supervisor if they aren’t meeting their responsibilities? • Communicate with and enlist the Project Sponsor & Project Manger to support you in creating accountability • Do what you said you would do • Be clear, stick to it, and follow through

31. Fail Fast, Small and Cheap • Failure is part of the process • Recognize early when something isn’t working before too much time or resources are invested • Don’t look to blame, look to find solutions • Always ask team members to come to the table with a solution • Quickly implement new solution • Is it working? • Continue refining through continual approximations to the end goal

32. Action Steps David Wawryznek, CFO, Spectrum Human Services

33. Polling Question #4: What Key Components of Strategic Planning are You Still Unclear On? • Assessment • Defining the Problem, Objectives, Goals • Identify Required Resources & Form Project Team • Monitoring/Tracking Structure • Communication Plan • Accountability Mechanisms

34. Polling Question # 5: Has Your BEAM Core Implementation Team been Meeting on a Regular Basis to Discuss these Trainings? • We met once • We meet every so often. • We meet regularly.

35. Action Steps Before Next Webinar • Sit down with your CIT and discuss how you can move forward on your strategic planning process. • Sit down and fill out the Project Planning Worksheet with your CIT! • Develop and send any questions you have to CTAC so they can be answered in the office hours • Please submit via the survey (http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR)

36. Wrapping Up.. David Wawryznek, CFO, Spectrum Human Services

37. Upcoming BEAM Programming* *Registration links can be found on the BEAM Resource Page on ctacny.com

38. *NEW* Upcoming Dates for Supplemental Trainings* *Registration coming soon!

39. Data Submission: Email Justine Lai at jlai@iclinc.net if you have yet to submit! Email to beam@ccsi.org Financial Benchmarking Tool is available for download from www.ctacny.com

40. Contact us: To submit questions for office hours: use this link here: http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR Justine Lai CTAC Business Practices Project Manager Email: jlai@iclINC.net Phone: 212.385.3030 x 3357 *Email Preferred www.ctacny.com

41. Your Feedback is Appreciated - Please Fill Out the Survey Afterwards..