Leadership_Development

Creating an Action Plan to Support Your Continued Leadership Development David Lloyd, Founder MTM Services Email: david.lloyd@mtmservices.org Website: mtmservices.org 1 Creating and Action Plan 1. Creating an Action Plan to Support Your Continued Leadership Development 2. Identifying Your Leadership Development Goals 3. What’s Your Organization’s Quality Improvement Goals' 4. Any collective goals for the 2011 cohort' 2 Identifying Your Leadership Development Goals 1. Leadership Performance Goals: • Typical Focus Areas: a. b. c. d. e. f. g. Meets key performance standards Qualitatively and Quantitatively Sound Charts Attainment of goals in job description Communication skills Accuracy of Work Knowledge of access to treatment timelines Knowledge of outcomes being achieved 3 Identifying Your Leadership Development Goals 2. Leadership Behavior Goals: • Typical Focus Areas: a. Fully involved and supportive of staff – Good Coach/Mentor b. Timely Decision-Maker c. Responsiveness to work requirements (i.e., timeliness to work, meets deadlines, etc.) d. Good time Manager e. Priority Setting Capable f. Good Stress/Anger Management g. Appropriate boundaries with staff and clients h. Solution-Focused in every situation – “Okay, what are we going to do….'” i. Low Crisis Orientation 4 Identifying Your Leadership Development Goals 3. Leadership Aptitude Goals: • Typical Focus Areas: a.Willing to learn b.Ability to change c. Willing to teach and provide clinical leadership to other clinical staff and programs 5 Identifying Your Leadership Development Goals 4. Leadership Attitude Goals: • Typical Focus Areas: a. b. c. d. e. f. g. h. i. j. Positive- We can do this… Respectful of others Cooperative Creative in solution development Flexible Responsibility matched to authority to act… Adaptive to changing environments Responsive to needs of organization and staff Team Player Professional solution-focused approach that supports “respect factor” 6 7 Change Management Support Needed from Leaders 1. Leader: Defined as a manager who can continuously see the “horizon” (the new direction that will best serve the organization, staff and clients) and move in that direction. 2. Opportunities and Challenges: The Medical Director, as a leader, has both the responsibility and opportunity to provide valuable leadership to the organization in a reformed integrated healthcare system. 3. Rapid Change Management Focus: A focus by a leader on the need to change is essential for the staff/programs/units to move in the new direction – the leader uses data, articles, local, state and national integrated healthcare information to support/justify the new direction 4. The Big “MO”: Change management requires the leader to support the team to move from “status quo” by energizing (through ideas, solution models, jumping in the water with the staff, etc.) the change initiative(s). 8 Typical Individual Change Management Roles – Barriers or Facilitators of Change' 1. Supervisor Role: Focused on Reactive and Retrospective Problem Solving, ensuring that everyone “likes the change”, therefore, the supervisor model focuses on Processing and Re-Processing Challenges 2. Manager Role: The manager has a dynamic awareness of current integrated healthcare Issues that provides proactive solution-focused decision-making, therefore she/he Manages Change Complexities 3. Leader/Coach/Mentor Role: A manager that possess dynamic awareness and uses this information to envision possibilities for the clients, staff, programs/units, therefore the he/she Implements and Sustains Change 9 Stages of Staff Acceptance of the Need for Change – The Leader Does Not Need to “Blink” During the Change Process 1. 2. 3. 4. 5. Denial Negotiation Elevated Anxiety/Anger/Blaming Drop Out – “It’s Awful!” Acceptance of the Need to Change 10 Leadership’s Role in Establishing Steps to a “Pathway to the Future” 1. The leader needs to provide a clear definition of a pathway to the future 2. The leader has ensured that the staff, programs/ units can meet the American College of Physicians’ PCMH-N principles to become good health neighbors 3. The leader supports expansion of the center’s historical population(s) served to include mild and moderate disorders – Core question… 4. The leader takes an active role in deciding how the BH center is going to participate in the primary care integration game: full integration; partnership; linkage 11 Leadership’s Role in Establishing Steps to a “Pathway to the Future” 5. The leader assists the organization gather clinical outcome, diagnostic and demographic data to support effective development and advocacy using “Business Case” model: a. The center needs to “speak” as one voice (group practice model – not a loosely held federation of practices ) to healthcare funding leadership and primary care entity leadership. The leader assists to identify “silos” of care within the center and resolve the integration needs. The leader identifies areas of common clinical and operational agreement with the center and builds on these b. c. 12 Leadership’s Role in Establishing Steps to a “Pathway to the Future” 6. Next Steps: There are two important areas of the leaders’ decision-making and action planning: • Coming up with a unified and robust strategy for where the BH system fits into the new HC ecosystem • Develop RCCP to develop solution designs and implementation strategies • Identify currently available resources to support member center staff preparations to connect the “head and the body”: • Address the high priority issues • Re-envisioning training needs and the curriculum offered; • Envision your role in the change management needs identified 13 What’s Your Organization’s Quality Improvement Goals' 14 Access to Treatment National Best Practice Target Averages 1. Access to Treatment processes within each center: • • Gold Standard – Standardized Process for the center Silver Standard – No more than one per division 2. Number of staff hours needed range from 2 hours to 2.5 hours which will require staff to use collaborative documentation process • Assessment process target is one hour using CSR support 3. Cost of processes range from $150 to $200 4. Total days wait to treatment for therapist/case manager is 8 calendar days or less and to MD/APRN is 10 total calendar days or less from Intake/Assessment 15 Same Day Access Model – Consumer Engagement Standards based on Carlsbad MHC 1. Same Day Access - Master’s Level assessment provided the same day of call or walk in for help (If the consumer calls after 3:00 p.m. they will be asked to come in the next morning unless in crisis or urgent need) 2. Initial diagnosis determined 3. Level of Care and Benefit Design Identified with consumer 4. Initial treatment plan Developed based on Benefit Design Package • 2nd clinical appointment for TREATMENT within 8 days of Initial Intake • 1st medical appointment within 10 days of Initial Intake 16 Case Study: Rosecrance Ware Center, Rockford, IL Child/Adolescent Psychiatrist 17 Case Study: InterCommunity, E. Hartford, CT Medication Management Services 18 Case Study: InterCommunity, E. Hartford, CT Initial Assessment Services 19 A Morning in the Life of A Behavioral Health Consultant* – From an Integrated PC System *Cherokee Health Systems • • • • • • • • • • • • 8:00 Review records of patients scheduled 8:30 Chronic pain and depression 9:00 Trauma Assessment 9:15 Compliance coping skills 9:45 Transplant/psychoeducation 10:00 Multiple ER Visits/Chest Pain 10:15 Domestic abuse/depression 10:30 Depression/substance abuse 10:45 Work in patient for Dx. Clarification/Tx. Planning 11:00 Bipolar/diabetes/asthma/obesity 11:15 Weigh management/obesity 11:45 Anxiety management 20 What’s Your Organization’s Quality Improvement Goals' 1. Enhanced access to treatment based on national standards used in the Access Redesign and Same Day Access Models' Reduce No Show/Cancellation Levels for Medical Team' Increased client engagement in treatment' Increased primary care integration levels' Enhance capacity to provide brief intervention “consultation” delivery of service' 2. 3. 4. 5. 21 22 Any collective goals for the 2011 cohort' 1. Support a bigger picture of health reform' 2. Movement to more healthcare integration models CI Projects' 3. Develop continued support network for the fellows' 23 24 Action Plan Report: Troubleshooting and Next Steps 1. What else should I do to ensure continued success/sustainability' What’s the first thing you’re going to do on your action plan when you go back to work' What are the challenges that you will face in taking this action' What are your action steps to overcome/minimize the identified barriers' What are the local resources that you can tape into to assist you in fulfilling your goals' 2. 3. 4. 5. 25 Action Plan Report Out: Troubleshooting and Next Steps 26 Questions and Answers… 1. Q & A… 2. Next Steps… 3. Feedback…. 27