Strategic Plan








Considering National Healthcare Reform, Medicare/Medicaid Integration, Behavioral Health Service Integration with Primary Healthcare, the Current CMH System & Agency Status and Needs




The Strategic Plan has been revised with consideration to the organization’s responsibility to serve an expanding population through the implementation of the Affordable Care Act (ACA), with increased pressures to achieve administrative efficiencies as defined by the Michigan

Department of Health and Human Services determination of new PIHP regions; the shifting of the behavioral health services to be integrated with primary care; and amid all the ambiguities on how systems and services will be organized and paid for. The Board of Directors has affirmed its position that regardless of external forces and decisions, it wants to be the best provider for local community-based behavioral services in its

community and will stand by its vision, mission and values as it strives to continually adapt to new direction from State and Federal agencies.


The Board recognizes its need to identify and implement strategies that will move the agency towards a more dynamic future as an organization. These strategies are identified as needed to be an exemplary provider and also to survive and thrive in these complex and changing times. The Right Door for Hope, Recovery and Wellness recognizes survival and advancement means not doing “more of the same.” It recognizes the need to be outcomes-driven; to scrutinize its clinical and business practices to find efficiencies; to implement innovative services and practices; and to respond to evolving local, State, Regional and Federal events. This plan is intended to identify and prioritize strategies that will move the agency to be the very best provider now, and to be an organization positioned well for the future - able to serve the community in the world of integrated physical and behavioral healthcare. This plan is not intended to be the final product. Ever-changing events, stakeholder input, organizational accomplishments and new barriers will dictate that priorities and strategies be continuously adjusted.


The plan has been organized by area of priority by the Board of Directors.


Consumer First Organization

Assure the role of consumers and their families in shared decision making, including: providing consumer and family education and conferences, measuring positive outcomes of care, promoting consumer-run businesses, and promoting the hiring of peer supports.


Increase Primary Consumer representation on the Board of Directors.

Supported employment program – recognize and appreciate the employers.

Try to keep all Medicaid funding in the community. Evaluate programs and needs with community input and enhance capacity where needed.

Partnership with NAMI to provide educational resources in our community.

Partner with Michigan State Extension for consumer education and access to resources.

Promote integration of Peer Support Services throughout agency services and supports.

Create efficiency in paperwork process to increase access to services in a timely manner. Explore utilizing collaborative documentation and/or centralized


Provide monthly training for consumers.

Continue to promote education, events and activities through media outlets: Daily News, Saranac Weekend Shoppers Guide, R&O in Portland.


Strategic Plan Benchmarking Accessibility

Maximize accessibility through utilizing education, increasing co-location, expanding the use of agency facilities, and increasing penetration rate so those who need our services know how to access them. Implement the agency CARF required Accessibility Plan.


Provide access to Veterans benefits by hosting the Veterans Service Office.

Annually assess accessibility of our buildings with consumers and stakeholders.

Improve access to services by looking for a place to co-locate downtown Ionia.

Advocate for sidewalks to the Ionia office to improve access and safety to our current location.

Connect with community agencies that may need to utilize our services to ensure access or crisis response.

Solicit from community attitudes about The Inn, Hotel, Plaza and how they impact our community. Solicit need/desire for homeless shelter. Advocate for

community need and provide outreach.

Increase access to services for jail recipients by working to access PA 2 funds and working with the county to provide services in the jail.

Provide immediate access to services in a responsive manner by offering same day service.

Provide access to onsite DHHS Eligibility Specialist

Provide better education to accessing services by going to schools, creating video/media communications, and easy to read literature in accessible


Work on Medicaid retention for incarcerated population

Improve how we measure the experience of our people.


Board Governance

The Board of Directors will provide effective and ethical governance leadership on behalf of consumer and stakeholder interest to ensure that the organization focuses on its purpose and outcomes for persons served, resulting in long-term stability. Maintain a competitive organization through prudent use of funds and resources. Explore and advocate for flexible payment systems, shared savings and diversifying payer mix.


The Board will receive Financial education throughout the year.

The board will receive education on programs, services and practices throughout the year.

The board will receive education on contracts: how residential placement works; quality and competency reviews.

Provide the board with success stories of programs and services provided.

Invite legislative representatives to come and speak with board.

Community Mental Health Association of Michigan – collaborating with the association to ensure local service provision and system sustainability.

Revise/update new Board member orientation packet.

Continue to be proactive with the privatization movement.

Facilitate ethical governance practices and assure stakeholders that governance is active and accountable by reviewing Bylaws at least annually.

Continue to recruit diverse board members that represent the service area.

Continue to advocate for additional jail services funding.

Increase Penetration Rate

Advocate for maintenance and/or increase in funding for Medicaid Rates.

Continue to advocate to be the local public behavioral health provider in Ionia County.

Advocate for continuation and/or increase of funding for Autism Services.

Closely monitor provision of services with General Fund. Provide support to enroll persons in Medicaid and advocate for GF redistribution, maintenance and/or increase.

Monitor Healthy Michigan Plan resources


Public Policy

Be aware of public policy changes that will affect our ability to provide local services. Advocate for persons served with law makers. Provide education to stakeholders on the issues that affect them and our ability to provide services to our community.


Develop relationships with local legislatures.

Maintain support of Community Mental Health Association of Michigan and act on issues as appropriate.

Host an annual consumer/community informational session on voting issues and how to register and/or vote.

Jail Diversion Steps program – work with county commissioners.

Sequential Intercept Model –Provide Jail Diversion services to the community while continuing to look at ways to collaborate with community organizations

and advocate for funding of the entire (SIM) model.


Promote Reduction of Stigma

Market our services and educate the community about what we do and who we serve to reduce stigma. Maximize use of social media, media outlets and our educational programing like: May is Mental Health Month activities, ASIST (Suicide Prevention Training) and suicide prevention education.



Increase awareness of who we are, where we are and what we do.

Partner with other community members to promote myStrength.

Have positive comments from persons served on our website.

Have an annual building open house paired with resource fair.

Revive Kids on the Block

Partner with schools to address bullying

Run Groups in schools on CBT/DBT, Anger Management, Trails, LGBTQ

Continue to write news articles – Greenville Daily News, Shoppers guide.

Partner with schools to provide in-service for teachers on mental health topics and services.


Focus of agency is to achieve community-based wellness, recovery, health promotion, integrated care and prevention for persons served. Key service areas include: school-based services, care management, substance use disorders, autism, older adult/dementia, veterans, families, corrections, residential services for children and adults, employment, and the expansion of natural supports.



Provide Substance Use Prevention education and services utilizing Evidence Based Best Practices.

Create and publish a list of currently used evidence-based practices. Ensure fidelity to Evidence Based Best Practices utilized in agency programs.

Research evidenced-based best practices at least annually to stay current in provision of services to persons served.

Research Opioid Treatment Service Expansion to address community opioid crisis.

Explore grants to address Opioid epidemic in Ionia County.

Develop additional Treatment Foster Care Homes.

Explore options for increasing residential options for adults to keep local options available for consumers.

Advocate with state, PIHP, and local providers to increase Detox capacity in central counties of Mid-State Health Network region.


Develop dynamic partnerships with local service agencies, service providers, primary care providers, corrections, the faith- based community, schools and universities. Actively participate in Mid-State Health Network (MSHN) in a responsible and accountable manner while ensuring local access, local service delivery, and local accountability. Advocate and promote the expansion of integration with primary care and with other specialty health care providers.



Montcalm Community College – explore for recruitment of aide level staff.

Heartlands – Ionia High School, tech school, others in Ionia, Portland and Belding. Resource for services and explore recruitment.

Host meetings or a community forum with the Faith community.

Increase Narcan Kit Access

Continuation of Peer Recovery in Jail

Explore options for co-location in Ionia Sparrow Hospital.

Education on our services w/ primary care providers and others in provider network, including schools.

Utilize Healthcare navigator for time period of the Integrated Health care grant to strengthen partnerships with Primary Care.

Spectrum- Ionia – be responsive, educate on our services and work with them on referrals.

Metro – be responsive, educate on our services and work with them on referrals.

Outcomes drive service development and evaluation and guide organizational planning. Focus on measuring positive consumer outcomes by implementing board approved outcomes. Continue to assure that agency practices meet CARF standards.



Strategically look for opportunities to increase Penetration rate to provide additional services to the community.

Same day service:  Change practice regarding if person refuses same day to make sure they are seen w/in 7 days; do survey of what consumers want.

School Outreach – increase access to services through school-based outreach


Workforce Development

Prioritize retention and recruitment efforts that consider and support the unique needs of a rural agency including: hiring and retaining key medical and specialty licensed personnel, supporting internships, and ensuring a culture of learning for staff.


Rural agency makes recruitment difficult; Maintain competitive staff pay and benefits

Ensure Provider network is adequately meeting consumer need.

Expand Peer Support – Youth Peer Support.

Maintain and increase partnerships with colleges and universities to keep a steady stream of interns and interest in becoming a part of the organization


Provide education and training to staff for continued development and commitment to the organization.

Implement and maintain a vibrant and efficient Electronic Health Record for data collection and real-time analysis. Ensure staff has state-of-the-art software, hardware, communication equipment and devices. Promote collaborative documentation.



Continue providing best technology to staff.

Provide education to persons served on how to access your medical records.

Promote Collaborative Documentation.

Use collected data to conduct analysis on effectiveness, efficiency and adequacy of services.