Strategic Plan

STRATEGIC PLAN

2022 - 2024

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

INTRODUCTION

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), CCBHC with increased pressures to achieve administrative efficiencies as defined by the Michigan Department of Health and Human Services determination of new PIHP regions and 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.

 

Our Mission: The Right Door’s mission is to be the premier behavioral health care provider in our service area.

 

Our Vision: Our Vision is to be an integral and valued partner in a community committed to the wellness and full participation of its citizens.

 

Our Values: We value and pledge to provide quality accessible care, healing, wellness and recovery throughout our service area. We will provide solutions, education and alternatives to give you hope for today, tomorrow and in the future.

Wellness

We are committed to treating the whole person: body, mind and spirit.

 

Accessibility

We possess a strong sense of urgency and are committed to providing an immediate response to the needs of the community.

 

Best Value

We are committed to providing the highest quality services and programs in the most effective and efficient manner.

 

Respect and Dignity in a Culture of Gentleness

Every person shall be treated with respect and dignity in a gentle, welcoming and listening environment.

 

Recovery

The Right Door promises to foster recovery by instilling hope, empowering individuals to reach their potential, and providing support and education.

 

Trauma-Informed

We are committed to being trauma informed and responsive.

 

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.

 

 

Strategic Plan Benchmarking

Person Served First Organization

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

TASKS:

  • Increase Primary Person served representation on the Board of Directors.
  • Supported employment program – recognize and appreciate the employers.
  • Promote integration of Peer Support Services throughout agency services and supports. 
  • Provide training for Person served. 
  • Promote Persons Served Success Stories
  • Advertise Person Served Education, Events and our Services through media outlets, including social media. 

 

 

 

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.

TASKS:

  • Annually assess accessibility of our buildings with person served and stakeholders.
  • Improve access to services by looking for a place to co-locate downtown Ionia.
  • Connect with community agencies that may need to utilize our services to ensure access or crisis response.
  • Increase access to services for jail recipients and work with county to provide services in the jail.
  • 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.
  • 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 languages/formats.
  • Work on Medicaid retention for incarcerated population
  • Improve how we measure the experience of our people. CCBHC survey requirements.

 

Strategic Plan Benchmarking

Board Governance

The Board of Directors will provide effective and ethical governance leadership on behalf of person served 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.

TASKS:

  • 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 provided every other year
  • Provide the board with success stories of programs and services provided.
  • Invite legislative representatives (or aides) 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 supporting a public, CMH behavioral health system.
  • 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/CCBHC and advocate for GF redistribution, maintenance and/or increase.
  • Monitor Healthy Michigan Plan resources

 

Strategic Plan Benchmarking

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.

 

  • Maintain support of Community Mental Health Association of Michigan and act on issues as appropriate.
  • Host an annual persons served/community informational session on voting issues and how to register and/or vote.
  • Engaging Local Governments – township/city councils for awareness
  • Maintain presence as local provider of behavioral health services

 

Strategic Plan Benchmarking

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.

TASKS:

  • Increase awareness of who we are, where we are and what we do. 
  • Open House
  • Central Dispatch
  • Partner with other community members to promote myStrength. Lakewood opportunity.
  • Have an annual building open house paired with resource fair.
  • Run Groups in schools 
  • Continue to write news articles – Greenville Daily News, Shoppers guide, School newsletters
  • Partner with schools to provide in-service for teachers/employees on mental health topics and services.

 

 

Strategic Plan Benchmarking

Evidence Based Best Practices

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.

TASKS:

  • Provide Substance Use education and services utilizing Evidence Based Best Practices.
  • Create and publish a list of currently used evidence-based practices for board and persons served.
  • Research evidenced-based best practices at least annually to stay current in provision of services to persons served.
  • Research Substance Use Service Expansion (Opioid/Meth)
  • Develop additional Treatment Foster Care Homes.
  • Explore opportunity to increase specialized residential placement for adults within our county.
  • Advocate with state, PIHP, and local providers to increase Detox capacity in central counties of Mid-State Health Network region.

 

 

Strategic Plan Benchmarking

Partnerships

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.

TASKS:

  • Ferris State University, Grand Valley State University, Western Michigan University, Michigan State University, Montcalm Community College – explore for recruitment of staff.
  • Host meetings or a community forum with the Faith community.
  • Continuation of Peer Recovery in Jail
  • Explore options for co-location in Ionia Sparrow Hospital.
  • 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.
  • Metron in Lowell – be responsive, educate on our services and work with them on referrals.
  • Partner with Michigan State Extension for person served education and access to resources.
  • Provide Community Based Love and Logic Parenting Classes

 

 

Strategic Plan Benchmarking

Results Oriented Outcomes

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

TASKS:

  • Strategically look for opportunities to increase Penetration rate to provide additional services to the community.
  • School Outreach – increase access to services through school-based outreach.
  • Implement CCBHC Quality Measures

 

 

Strategic Plan Benchmarking

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.

TASKS:

  • The Right Door is a rural agency and that makes recruitment difficult; Maintain competitive staff pay and benefits.
  • Ensure Provider network is adequately meeting person served need.
  • Provide education and training to staff for continued development and commitment to the organization.
  • Recruitment of Staff who are Spanish Speaking

 

Strategic Plan Benchmarking

Information Technology

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. 

TASKS:

  • Continue providing best technology to staff.
  • Increasing access to CEHR and provide education to persons served on how to access your medical records. 21st Century Cures Act
  • Use collected data to conduct analysis on effectiveness, efficiency, and adequacy of services.
  • Provide persons served chart through Patient Portal when requested.
  • Computer Kiosks available in Belding Ionia.
  • Educate Persons served on free WIFI
  • Create efficiency in paperwork process to increase access to services in a timely manner. Explore utilizing collaborative documentation and/or centralized scheduling.