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Recovery Oriented Systems of Care

Recovery Oriented Systems of Care. Leadership’s role as change facilitators. The success of any organizational change effort depends on : Leadership style Leaderships understanding and valuing the contributions of staff as individuals and as groups/teams Knowledge of the change process.

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Recovery Oriented Systems of Care

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  1. Recovery Oriented Systems of Care

  2. Leadership’s role as change facilitators • The success of any organizational change effort depends on: • Leadership style • Leaderships understanding and valuing the contributions of staff as individuals and as groups/teams • Knowledge of the change process

  3. Nothing is worse for an organization then a good idea put into practice badly

  4. Leadership’s role as change facilitators • Make sure that the process targeted for a change intervention is an important one that impacts on how you do business • Select Team leader and members • Allocate sufficient resources to do it right

  5. NIATX Improvement Model • What is it like to be your customer? • The “Walk-Through” • Plan it: What and who? • Do it: Observe the process, record experiences, explore improvements • Study it: Review results-areas of improvement, suggested changes • Act on results: Share lessons learned, practices that work well, and those that need improvement

  6. NIATX Improvement Model • Decide what you want to accomplish • Set a Goal: how much improvement is needed to meet organizational objectives? • Identify how you will know if a change is an improvement • Define measures • Collect base line data:Do a Plan-Do-Study-Act cycle to ensure you data collection methods are accurate • Consistently Collect Data

  7. NIATX Improvement Model • Select and Test Changes • Develop list of possible changes based on data • Select a change to test • Identify data that needs to be collected • Do a PDSA cycle and refine change • Sustain Gains and Celebrate www.niatx.net

  8. Components of ROSC Transforming the addiction treatment system to reflect a chronic disease management model Developing systems of recovery support services within communities. All partners in ROSC will have the knowledge and skills to promote recovery and wellness.

  9. Successful Process Improvement Understand and involve the “customer”. The “customer” is defined broadly as clients, families, friends, referral sources, payers and the community. Asking the “customer” what needs improvement is extremely important. Example: If there is going to be a change in service delivery to the “customer”, this is the first place to start with dialogue about the change, and the benefits of changing. Professional Example

  10. Successful Process Improvement Use rapid-cycle testing to establish effective changes. Take one small change at a time. After making the change, the entire team evaluates the results and make any modifications that are necessary. The change is then tested again and the entire process is repeated. The change becomes permanent.

  11. Successful Process Improvement Fix the Key Problems: Must involve the “customer”, the staff and the administrative staff. In order to be successful with any change, all stakeholders must be willing to approve the change. The Executive Director should be involved in the very beginning. Professional Example

  12. Successful Process Improvement • Pick a powerful change leader: It is important that there is consensus as to who the leader will be. The change leader is someone who has earned the respect of the major stakeholders. The change leader must be able to make a major commitment to this project. Professional Example

  13. Successful Process Improvement Think outside of the box: It is important to collect ideas and guidance from individuals and organizations that have undergone major changes and can offer advice. If you go outside of your field, you will find similar principles and alternative ways that will be refreshing for both the staff and the customers. Professional Example

  14. Successful Process Improvement Roundtable Exercise: • Select an issue involving a “consumer” • Identify key stakeholders • Focus on the problem/issue and how to change it • Decide on the change leader • Evaluate the change • Modify the change if necessary • Test the change

  15. Contact Dr. Nancy Rosen-Cohen ExecutiveDirector NCADD- MARYLAND 28 East Ostend Street Baltimore, Maryland 21230 410 625-6482 (101) Nancy@NCADDMaryland.org

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