Gap : How To Build An. For Long-Term Strategy Management

Transcription

1 Jumping The Strategy-To-Execution Gap : How To Build An Implementation Plan & Develop KPIs For Long-Term Strategy Management T h e O P E N M I N D S E x e c u t i v e L e a d e r s h i p R e t r e a t T u e s d a y, S e p t e m b e r 1 8, : 0 0 p m 3 : 3 0 p m S t a c y D i S t e f a n o, C h i e f O p e r a t i n g O f f i c e r, O P E N M I N D S 15 Lincoln Square, Gettysburg, Pennsylvania info@openminds.com

2 Agenda I. Strategy To Execution II. Planning To Implementation Case Studies County Social Services, Iowa Chestnut Health, Missouri III. Questions & Discussion 2

3 I. Strategy To Execution 3

4 Value Of Planning For Your Organization Interprets the mission and vision, providing clear direction for the short-term and for the future Serves as a formal process to allocate limited resources Establishes strategic priorities Ensures organizational alignment Establishes the basis for on-going performance reporting on organizational status provided by the chief executive officer to the board

5 Value Of Planning For CEO & Management Team Provides clarity from the board regarding organizational priorities and performance expectations Serves as the basis for development of organizational infrastructure and operating plans Serves as the basis for departmental and program plans

6 Making New Models A Sustainable Reality Takes New Management Practices & Discipline 1. Develop vision of future competitive advantage and market positioning 2. Scenario-based strategic plan incorporating alternate future positioning options 3. Detailed plans marketing, financial, operational, capital, HR, etc. to implement strategy and future vision 4. Key performance metrics and metrics-based management to track strategy implementation (and allow mid-course adjustments) 5. Optimization of current operations to keep current programs as competitive (and profitable) as possible as long as possible 6. New service model development to support future vision 7. Collaborations as needed to facilitate new market vision

7 Recommended Phased Business Strategy Development Process Phase One Scenario-based strategy development Phase Two Modification of business unit plans to support strategy implementation Phase Three Development of executive team performance dashboard

8 Phase One: Scenario-Based Strategy Development Confirm short-term and long-term organizational objectives Analyze external and internal factors that affect strategy Identify likely environmental scenarios and related strategic issues and priorities Develop strategic priorities and related tactics Develop a strategic action plan with a high-level implementation plan

9 Phase Two: Modification Of Business Unit Plans To Support Strategy Implementation Marketing and development plan Organizational and program budgets Financial management organizational strategies Technology and communications plan Financial management plan Recommendations regarding organizational structure Operations management plan Human resource and talent management plan

10 Phase Three: Development Of Executive Team Performance Dashboard Determine critical performance outcomes for success of strategy Identify leading indicators and metrics that track these performance outcomes Develop key performance indicator metrics and related specifications Create an executive team performance dashboard based on these strategy key performance indicators

11 Overview Of Strategic Planning Process Review/Establish Mission/Vision/Objectives Gather External Information/External Analysis Trends & Competitors Gather Internal Information/Internal Analysis Service Portfolio Analysis Identify Options for Achieving Objectives - Strategies, Tactics, Markets & Services Develop Operational Plans Marketing & Business Development, HR & IT Develop Budget & Financing Plan Develop Detailed Implementation Action Plan Develop Key Performance Indicators

12 County Social Services Mental Health & Disability Services Region Bob Lincoln, Chief Executive Officer 12

13 ISTART Case Study County Social Services Mental Health & Disability Services Region

14 Road to Community 2008 In 2008 there were 530 individuals served in Iowa s Resource Centers for individuals with intellectual disabilities, today there 446 still being served. Iowa operates two centers; Woodard Resource Center and Glenwood Resource Center.

15 Affordable Care Act 2010 This Photo by Unknown Author is licensed under CC BY

16 February 4, Lyon Sioux Osceola Mental Health Redesign 2014 Dickinson Emmet Kossuth Winnebago Worth Mitchell Howard Winneshiek Allamakee O Brien Clay Palo Alto Hancock Cerro Gordo Floyd Chickasaw County Social Services Fayette Clayton Plymouth Cherokee Buena Vista Pocahontas Humboldt Wright Franklin Butler Bremer Woodbury Ida Sac Calhoun Webster Hamilton Hardin Grundy Black Hawk Buchanan Delaware Dubuque Monona Crawford Carroll Greene Boone Story Marshall Tama Benton Linn Jones Jackson Harrison Shelby Audubon Guthrie Dallas Polk Jasper Poweshiek Iowa Johnson Pottawattamie Cass Adair Madison Warren Marion Mahaska Keokuk Washington Mills Montgomery Adams Union Clarke Lucas Monroe Wapello Jefferson Henry Fremont Page Taylor Ringgold Decatur Wayne Appanoose Davis Van Buren Lee Cedar Muscatine Louisa Des Moines Clinton Scott

17 Jumping Points What do we need? Community Capacity Who will do it? Purchase or Provide How will we do it? Center for START How will we sustain it? MCOs/ MHDS Regions This Photo by Unknown Author is licensed under CC BY-NC-SA

18 I-START Program Iowa (I)-START provides prevention and intervention services to individuals with intellectual and/or developmental disabilities (IDD) and mental health needs through crisis response, training, consultation, and outreach.

19 Key Performance Indicators Evidence Based Aberrant Behavior Checklist Psychiatric Services Variable Pre-Test Post-Test Hyperactivity Irritability Lethargy Variable Pre-Test Post-Test Psychiatric Hospitalizations 53% 24% Psychiatric Emergency Dept 66% 39%

20 Time after time, I have found that when people are taken seriously, when they are respected, when their behavior is interpreted, understood and responded to accurately, when they are engaged in mutual dialogue rather than subjected to unilateral schemes of behavior management, somehow as if miraculously, they become more ordinary. I know a number of people who have had severe reputations who have shed them when those supporting them listened more carefully. Herb Lovett, Ph.D. University of New Hampshire

21 Chestnut Health Systems Jim Wallis, Director of Business Development / IBHHC - Executive Director 21

22 Open Minds Gettysburg, Pennsylvania September 18 th, 2018

23 About Chestnut Chestnut is a not-for-profit health and human services organization with approximately 700 professional full and part-time staff providing services in over 20 locations throughout Illinois. Chestnut s programs and services fall into seven service areas: 1. Substance Use Disorder Treatment 2. Mental Health Treatment and Services 3. Housing/Supportive Housing 4. Community-Based Primary Health Care Center (FQHC) 5. Prevention Services (primarily in middle and high schools) 6. Credit Counseling Services 7. Applied Behavioral Research, Training and Publications (Lighthouse Institute) Continuously accredited by The Joint Commission (JCAHO) since 1975.

24 Value Based Contracting 3 Current Contracts w/ Managed Care Organizations * 50 to 500 patients 6 month to 4 years from Strategy to Execution Free Pilot Project Previews All About Results and Relationships

25 2-3 inpatient episodes < 6 months 2 or more ED visit < 6 months MLR 300% % based on claims What is a high user? Chronic co-morbid conditions (3-5) Drug abuse/ addiction

26 "Local Solutions Community Provider Synergies

27 Tipping Point Problem Co-morbid & Complex Disease States Solution Data Enabled - Targeted Case Management

28 CMT s Population Health Cycle Data Targeted evidencebased interventions for patients and care team Improved Outcomes Meeting the Triple Aim of Improved Care, Improved Health and Lowered Costs

29 Impact on claims Information Flow M.C. CMT IBHHC Clinical Intervention

30 Questions & Answers?? Contact Information Jim Wallis Director of Business Development / IBHHC Executive Director jwallis@chestnut.org

31 Questions & Discussion 31

32 Turning Market Intelligence Into Business Advantage OPEN MINDS market intelligence and technical assistance helps over 550,000+ industry executives tackle business challenges, improve decision-making, and maximize organizational performance every day 15 Lincoln Square, Gettysburg, Pennsylvania

33 Payer-Focused Service Line Development Strategy Focus on understanding the needs of the customer and developing a solution (rather than selling the services currently offered) Meet with payers to identify problems and concerns Develop services that address those payer problems

34 Developing A Service With The Payer Value Proposition In Mind Concept development Service description Cost/benefit or ROI analysis 1. Concept Proposal development Contracting Implementation Expansion 5. Revisions Concept Development Cycle 2. Build 4. Feedback 3. Test

35 Find The Service Line Sweet Spot What s important to your customers? What do you do best? What can you do that no one else can?

36 Where Do New Service Ideas Come From? Market intelligence macro-market monitoring, competitor analysis, formal needs assessments. Monitoring and analyzing customer (consumer, payer, referral sources, etc.) needs Staff experience and ideas Your strategic planning process and other brainstorming

37 Opportunities For Specialist Organizations Are Many Behavioral health service system sub-capitation Specialty care coordination for consumers with behavioral disorders Specialty center of excellence programs for acute conditions Behavioral health consultation in officebased service locations live or via telehealth Management of specific acute episodes or chronic conditions via case rate or episodic/bundled payment Management of shortterm inpatient psychiatric and addiction treatment programs Psychiatric consultation live or via telehealth in hospital emergency rooms Behavioral health consultation program for inpatient programs live or via telehealth Hospital diversion programs Specialty behavioral health ER/crisis stabilization Hospital readmission prevention programs Community-based/mobile crisis response Home-based service delivery Specialty primary care

38 III. From Concept To Reality: Best Practice Service Line Development

39 Moving From An Idea To Implementation Has Two Phases Phase I: Conducting a Feasibility Analysis Define the new service line Analyze market and competition for the new service line Financial feasibility analysis Phase II: Final Service Line Development & Launch Service line design Service line launch preparation Service line launch management Service line launch and pilot test

40 Phase I: Conducting a Service Line Feasibility Analysis Step 1 Service Line Definition Step 2 Analyze Market & Competition Step 3 Financial Feasibility Analysis

41 Feasibility Analysis Is Key To Go/No Go Decision

42 Phase II: Design & Development Step 1: Service line design Step 2: Service line launch preparation Step 3: Service line launch management Step 4: Service line launch and pilot test