On the Road to Financial Planning BEAM Kickoff February 1, 2013

Transcription

1 On the Road to Financial Planning BEAM Kickoff February 1, 2013

2 Introductions + Overview of the Clinic Technical Assistance Center Lessons Learned Meet Your Fellow BEAM Clinics BEAM Overview The CTAC Financial Benchmarking Tool Action Steps Wrapping Up Agenda

3 Andrew Cleek, PsyD, Executive Officer, McSilver-UIBH at New York University

4 Goal of CTAC Provide training and intensive support on quality improvement strategies, including business, organizational and clinical skills to all NYS mental health clinics, with the overall goal of improving the efficiency and effectiveness of the NYS adult service system.

5 Preparing for a Changing Mental Healthcare System The Challenges: How to plan for a dynamic and ambiguous healthcare system? How to plan for changes occurring at the national, state and local level? No simple formulas or answers to critical questions. Solutions emerge as unanticipated challenges are encountered Successful strategies will likely require a significant degree of trial and error learning All stakeholders are in the process of learningincluding the mental health authorities 5

6 Challenges (continued) Figuring out what to keep doing, what to start doing and what to stop doing Making organizational changes while maintaining services at the same time Similar to tuning up a car while driving down a highway New ground- can t point to other organizations that have already made the changes to succeed in the changing healthcare environment. Critical successful strategies will likely include: enhancing productivity, efficiencies, service redesign, measurement systems, staff development and use of timely, effective and outcome oriented practices. 6

7 Partners

8 CTAC and OMH CTAC is funded by the NYS Office of Mental Health Distinct and separate relationship Information: CTAC will upon request share participation data with OMH CTAC does not and will NOT SHARE INDIVIDUAL Clinic FINANCIAL, CLINICAL, or other data received through projects. OMH is aware and has agreed to these restrictions CTAC is on occasion asked to share its views regarding clinic experiences in a general sense but does not engage in formal advocacy; some of its partners do in other roles.

9 David Wawryznek BEAM Resource Team Peter Campanelli Dewey Howard Julie Gutowski Donna Peri Andrew Cleek Chris Copeland Elizabeth Cleek Scott Pidgeon Justine Lai

10 Polling: What are Some of Your Primary Concerns? Balancing Fiscal Concerns with Quality of Care Managing Staff Productivity Improving Access to Services Changing our Payer Mix Other Not Sure

11 Polling: Has Your Agency Implemented Any of the Following? Open Access Centralized Scheduling Collaborative/Concurrent Documentation Engagement Sessions/Groups None of these methods I don t know/am not familiar with these terms

12 Donna Peri, Senior VP/COO, Coordinated Care Services, Inc. (CCSI)

13 CTAC s Business Practices Initiatives Partners: Coordinated Care Services Inc.(CCSI) & Institute for Community Living (ICL) with CTAC Leadership Team Goal is to provide clinics with the tools they need to strengthen their business practices in the context of a changing behavioral healthcare system CTAC is using a blend of in-person meetings, the BEEP Learning Collaborative, and now, the BEAM Practice Improvement Network 13

14 The Business Effectiveness and Efficiencies Project (BEEP) Learning collaborative with 25 clinics Ongoing from Feb 2012 April 2014 Similarities to BEAM: Financial Benchmarking tool Core concepts and values (collaboration between operations, fiscal and clinical management, datadriven decision-making) Difference from BEAM: Mix of in-person, phone, and online contact Focused on supporting clinics in overall redesign of operational/financial processes, versus a specific focus on self-assessment

15 Key Lessons Learned Key Collaboration between Executive, Fiscal, and Operations Management Significant Time Investment Available Financial Expertise Staff Buy-In at all Levels In-depth understanding of the Financial Model (through the Financial Benchmarking Tool)

16 Units per Direct Care FTE 2,000 1,800 1,600 1,400 1,823 1,807 1,516 1,455 1,370 1,327 1,201 1,200 1, ,

17 Net Cost Per Unit $40.00 $20.00 $21.91 $17.94 $0.00 ($20.00) ($40.00) ($60.00) ($80.00) ($8.99) ($16.46) ($18.37) ($10.59) ($17.86) ($33.35) ($39.39) ($72.32) ($100.00) ($120.00) ($140.00) ($160.00) ($109.92) ($115.46) ($141.92)

18 Andrew Cleek, PsyD Executive Officer of McSilver-UIBH, New York University

19 Across New York State * *Note: This data does not include the 12 BEEP participating clinics

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21 50 45 Which of the following describes your organization? Freestanding Government Entity Hospital-Based Part of community (State or County) behavioral Comprehensive behavioral healthcare provider Health System (i.e. healthcare provider FQHC)

22 Which most closely describes the organization's geographic location? All of the Above 2 Suburban 13 Urban 41 Total Rural

23 What percent of clients served are children/youth, adults, or Older Adults? Average % 8% 25% Percent Children/Youth (0-17) Percent Adults (18-64) 67% Percent Older Adults (65+)

24 Average Clients Seen Per Year? Western New York 1727 New York City 1490 Long Island 4565 Hudson River 1703 Central New York

25 Electronic Medical Record Yes No Blank EMR

26 Andrew Cleek, PsyD, Executive Officer of McSilver-UIBH, New York University

27 CTAC Business Practices: The Year Ahead BEAM: Intensive Self-Assessment Process- Completion of the Benchmarking Tool (January- July, 2013) Phase 2: Modularized Approach to Improving Business Efficiencies - Topics Determined by Clinic Interest (July-December 2013)

28 BEAM Mission and Vision To improve access to high quality, effective and sustainable mental health clinic services for New York State s most vulnerable children, adults, and families and build robust formal and informal networks of clinic providers that will support, engage, and collaborate with each other in order to meet the challenges of our rapidly changing healthcare environment. CTAC seeks to achieve this mission through: 1) Building organizational capacity for the delivery of these services through creating robust self-assessment, planning and evaluation structures to support sustainable on-going change processes. 2) Providing opportunities for clinics to interact and exchange information through telephonic and electronic mediums, as well as disseminating information on best practice implementation models.

29 BEAM s Primary Goals In order to successfully complete a comprehensive self-assessment, planning, and implementation change process, an organization will be most successful if they have: Available capacity, as defined by stakeholder time and commitment; System infrastructures in place that will allow for ongoing data collection and analysis; The ability to initiate significant organizational change from both structural and cultural perspectives; and Recognition of the interconnectedness between effective clinic and financial operations

30 Goal 1: Organizational Self- Awareness All leadership, including operational management, will be knowledgeable about the organization s financial structure and understand the interactive relationship between different fiscal components to organizational processes. This knowledge will be effectively utilized to make data-driven decisions within daily clinic operations. All staff will be aware of and understand their role within maintaining or improving the organization s current fiscal status. Agency leadership will be able to synthesize their understanding of the organization s financial structure with identified barriers to change within the given organizational culture, in order to set realistic, short-term performance benchmarks in order to support continual progress towards achievement of clearly articulated long-term goals.

31 Goal 2: Organizational Capacity Each agency will develop a strong core team which will work to enable long-term re-engineering of operational and financial structures for fiscal viability. Leadership will address the internal and external organizational barriers to change. The agency will work to put structures in place that allowto for continual monitoring of ongoing status through the routine collection and analysis of both financial and outcomes data, and provides support necessary for staff to maintain these monitoring infrastructures.

32 Goal 3: Provider Collaboration Agencies will form informal, ongoing relationships with other provider agencies undergoing similar change processes, and steal shamelessly the solutions shared through these relationships. Agencies will participate in collaborative discussions and initiatives around robust brainstorming on how to address key challenges of our current healthcare system.

33 BEAM Guiding Principles Structured approach to changing clinic operations and finances Data-based decision-making Building strong relationships across finance and clinic staff Sequential learning Self-guided time investment

34 BEAM - Where Are We Now? Completed Online Demographic Data Returned Cover Sheet Identified a Core Implementation Team consisting of: Clinic representative Representative from executive leadership Finance representative CRITICAL TO HAVE REPRESENTATIVES from all 3 sources to be successful

35 What We Hope the Core Implementation Team Gets Out of BEAM Finance Staff: How financial data relates to front line clinical operations More clearly identify and model how different operational changes will effect financial viability Clinic Staff: Learning how to embrace numbers and maybe even love them How what staff does effects the viability of the clinic All staff learn how to approach these changes as a team

36 Basic BEAM Structure 2 Web-Based Trainings a month Each represents a step towards an in-depth understanding of your financial situation and developing a plan for action moving forward Office hours on alternating Fridays Supplementary Trainings offered on specific topics Completion and Submission of Benchmarking tool on 5/7/13

37 Web Based Training Structure 1. Check in on Previous Web Based Training & Action Steps 2. Brief Overview of the Goals of the Training 3. Training Content 4. Overview of Action Steps for next Training 5. Q & A

38 BEAM Webinar Schedule: Fridays 12-1:00PM Module1: On the Road to Financial Planning Kickoff 2/1/2013 Module 2: Orientation to the Financial Benchmarking Tool: 2/15/2013 Module 3: Indirect Costs 3/1/2013 Module 4: Direct Costs: 3/15/2013 Module 5: Conversion & Analysis of CPT Weights 3/28/13* Module 6: Effective Utilization of CPT Weights 4/12/2013 Module 7: Analyzing Overall Model for Effective Decision Making 4/26/2013 Module 8a: Developing a Strategic Plan 5/10/2013 Module 8b: Developing a Strategic Plan Part B 5/24/2013 Module 9: Using your Financial Model to Develop a Plan for Fiscal Viability 6/7/2013 Module 10: Developing Personalized Indicators and CQI Processes 6/21/13 Module 11: Wrapping Up & Reporting Back 7/12/13* * Change from previously announced dates

39 BEAM Office Hours Office Hours will be held on alternating Fridays from 12-1pm The BEAM Resource Team presenters from the previous training will be available to answer questions Please submit questions in advance so the BEAM Resource Team can have answers prepared (instructions sent in follow-up s to training) Questions to the presenters Questions for other clinics on the line Open to everyone but not required

40 BEAM: Supplementary Webinars Excel Basics: 2/12/13, 12-1 Basic overview of excel functions and capabilities Managing Your Workload: A Therapist Self-Management Tool for Productivity Demands: Date TBD An Excel-based tool for therapists to manage and understand their productivity requirements Tips and Tricks for Running Effective Meetings: Date TBD An overview of Best Practices for Team Meetings Others Based on Interest as needed

41 What Happens After BEAM? Phase 2: Supports for Implementing a Finance and Quality Improvement Plan MTM services- Web based trainings: Open Access, Centralized Scheduling, Concurrent Documentation. Agencies with common challenges and needs will be grouped together to participate in special interest calls Guidance in applying a performance improvement process to achieve high priority organizational goals.

42 David Wawryznek, CFO, Spectrum Human Services

43 Overview: The CTAC Financial Benchmarking Tool How different types of services affect your bottom line Payer mix Indirect vs. Direct Costs Does your reimbursement meet your expected costs? Project forward how different changes will affect the bottom line Develop a staffing and fiscal plan for your current & optimal service mix

44 Snapshot of Benchmarking Tool

45 Andrew Cleek, PsyD, Executive Officer of McSilver- UIBH, New York University

46 Action Steps Before Next Webinar Download the Benchmarking Tool at ctacny.com starting on Wednesday, 2/6/13 Review the tool Todays session will also be available on ctacny.com by 2/6/13 for Your CIT members who were unable to attend Begin Meeting as a Core Implementation Team Sign up for Basecamp & the List serve

47 Andrew Cleek, PsyD, Executive Officer of McSilver- UIBH, New York University

48 Upcoming CTAC Business Practices Trainings: MTM Services x CTAC Series* Date Time Title Presenter Thursday, February 21st 2:15 3:45 PM CTAC x MTM Services Webinar: Open Access Joy Fruth, MSW Monday, March 4 th 11:15 AM 12:45 PM CTAC x MTM Services Webinar: Collaborative Documentation Bill Schmelter, Ph.D. Thursday, March 14 th 9:00 10:30 AM CTAC x MTM Services Webinar: Centralized Scheduling Michael Flora, MBA, MA.Ed, LPCC, LSW *Registration Coming Soon!

49 Contact us: Justine Lai, CTAC Business Practices Project Manager Phone: (212) x 3357 * Preferred* 49

50 Welcome to BEAM! We Look Forward to Working with You! 50