Los Lunas Community Program Strategic Plan

Transcription

1 2015 Los Lunas Community Program Strategic Plan

2 The Los Lunas Community Program (LLCP) provides an array of services including those offered through the Developmental Disability Waiver Program (DD Waiver) and our Intermediate Care Facility for Persons with Intellectual Disabilities (ICF/IID). Our services include: Waiver Services: Community Integrated Employment is the provision of supports to DD Waiver recipients that select the LLCP as their employment provider. As the employment provider, the LLCP assists those served to become employed in the community in jobs that increase economic independence, self-reliance, social connections and career development. Jobs are developed with the use of individualized career plans to assist those served to become employed in positions that are part of the general workforce (i.e. with non-disabled coworkers), or to assist those served to develop and become business owners. All served by the LLCP are supported to explore, seek, develop, and acquire opportunities for career advancement through a growth in wages, hours, experience, or promotion. The LLCP will do this thorough the use of informed choice on employment, meaning that all served by the LLCP will be assessed to determine individual vocational interests, abilities, and needs; have a review and discussion of the assessment results with their guardian (if applicable); receive information about employment options including self-employment and customized employment options and resources. Customized Community Supports (CCS) is the supports provided by the LLCP to those who chose us as their CCS provider. As such the LLCP will design supports for adults that assist each individual to increase their independence strengthen their ability to decrease needed paid supports, establish or strengthen interpersonal relationships, joining social networks and participate in typical community life. Customized

3 community supports are based upon the preferences and choices of each person and will relate directly to their achievement of individual service plan (ISP) outcomes. Activities may include adaptive skill development, educational supports, citizenship skills, communication, social skills, self-advocacy, informed choice, community integration, relationship building, etc. Living Supports are offered by the LLCP for those who select us as their provider. Living supports include twenty-four hour, seven-day per week residential community living supports designed to increase and promote independence and to assist those served to live as independently as possible in the community of their choice. Living supports are designed to assist, encourage, and empower individuals to grow and develop, gain autonomy, become self-governing, and pursue their own interests and goals. ICF/IID Services: LLCP provides ICF/IID services for those who are committed to the program based on need. The ICF/IID provides a protected residential setting, ongoing evaluation, planning, twenty-four hour supervision, service coordination, and integration for health and rehabilitative services to help service recipients to increase independence and move to a living arrangement that is the least restrictive possible while maintaining their safety.

4 Purpose It is the purpose of the LLCP to assure top-notch customer service by providing the supports needed, wanted, and preferred by the people we serve. Mission It is the mission of the Los Lunas Community Program to promote a person-centered philosophy and provide ethical, effective, and efficient services and support and assist those we serve to live the life they choose, establish meaningful relationships, foster opportunities for personal growth, and maintain healthy lifestyles. Future Direction and Vision It is the vision of the LLCP to be the best services provider in New Mexico for persons who have developmental and intellectual disabilities, providing services and supports that empower those we serve to achieve their dreams. The LLCP has many organizational values that promote our intent, purpose, mission, and vision. These values guide us in our daily operations and support those we serve, employ, and are part of our community at large.

5 Values Individual Worth: Advocacy: Quality: Dedication: The Los Lunas Community Program is one that supports the individual worth of all of its customers. The employees of the LLCP ensure that all who receive services and supports are treated with dignity and respect. LLCP is committed to supporting individuals choices and preferences and following the direction of those we serve. The LLCP is committed to advocating for the people served to ensure that they are living meaningful lives in the community of their choosing. The LLCP is committed to assuring quality service delivery and to striving for excellence by exceeding service standards. The LLCP takes pride in our commitment and privilege to be a provider to those we serve. Integrity: The LLCP promotes personal and professional integrity and ethical behavior is the basis of public trust. Efficiency: The LLCP employs efficient business practices to assure responsible use or recourses. Safety: Innovation: Teamwork: Cultural Competence The LLCP is dedicated to providing a safe environment for the people we serve and for those who work for the organization. The LLCP is committed to providing services and supports consistent with evidence-based best practices that promote a happy and healthy environment for the people we serve. The LLCP is committed to the team process (internal and external) fostering the multi- and interdisciplinary teams to develop, enhance, and support the people we serve. The LLCP is committed to assuring that all persons are treated equally, with dignity, and respect regardless of culture, age, gender, sexual orientation, spiritual beliefs, socioeconomic status, language, disability, or level of education.

6 DEVELOPMENT The LLCP strategic plan was developed with the involvement of both internal and external stakeholders. Internal stakeholders consisted of the LLCP management team, extended management team, policy and procedure committee, staff at all levels of the organization, and people served by the organization. External stakeholders included employee of the New Mexico Department of Health, and other community partners. FINANCIAL STATUS The LLCP has an annual fixed operating budget of approximately $16.4 million and operates on the state of New Mexico fiscal year (i.e., July 1 to June 30). The revenues generated by the LLCP are combined from state general funds and other revenues to include Medicaid, Medicare, Private Pay, and Private Insurance and other third party payers for any services rendered. Services include Developmental Disability Medicaid Waiver Services (i.e., Supported Living, Customized Community Supports, and Employment Services); Intermediate Care Facility for individuals with intellectual disabilities (ICF/IID) Services; dental services; swimming pool memberships; and commercial property rental agreements. Expenditures related to the provision of services include direct costs and overhead costs. Direct and overhead costs projected for the FY 2016 are approximately $16.4 million. Given this, the LLCP has forecasted that for FY 2016 the LLCP will generate enough revenue to break even on costs associated with the provision of services and the overall operations of the LLCP. This includes the implementation of this strategic plan. To assure this, the financial department of the LLCP completes a monthly profitability ratio analysis to verify that the LLCP is in-line with established benchmarks. At the end of each month the LLCP develops a report to indicate the current budgetary status (explaining either that the budget is on track with identified benchmarks, or to explain any budgetary modifications needed to redistribute resources and assure fiscal responsibility and integrity). Once complete, this report is submitted to the Department of Health (DOH) for review, oversight, and recommendations. With the direction of the DOH, the budget may be modified or adjusted to cover any expenses associated with the provision of services.

7 ENVIORNMENTAL SCAN The LLCP environmental scan included discussions with internal and external stakeholders to identify the strengths, weaknesses, opportunities, and threats to the LLCP. Discussions took place over a three week period of time and input was solicited with the understanding that ideas would be used in the strategic plan development of the LLCP. Feedback was sorted and consolidated and plotted on the following SWOT analysis on the next page. SWOT Analysis Included on following page.

8 SWOT Analysis Strengths Weaknesses Internal Strong values Person-centered Are in compliance Active leadership Positive working relationship with advocacy organizations Must support evidence-based best practices Available Full Time Equivalents (FTEs) Long screening time for new applicants at the HRB level (at 3 weeks) No flexibility with compensation Cultural Competency Opportunities Threats External Further demonstration of substantial compliance with State of NM Jackson Class Action Lawsuit Serve as model program Promote public image Employment for persons served Relationships with other community organizations, sister, agencies, etc. Lack of understanding by the community of disabilities and specifically of intellectual disabilities/cultural Competency Access to a competent workforce

9 The Los Lunas Community Program is committed to strategic planning that is ethical, effective, and efficient. The plan will developed using the socio-ecological model presented below. This plan will help guide the LLCP in the development of objectives that address all areas including the individuals served, our interactions with the community, the organization itself, and policy driven initiatives. Policy Organizational Community Individual

10 Overarching Policy or Public Policy Become CARF Accredited. Organizational a) Update organizational policies and procedures. b) Train and promote the new philosophy, mission, vision, and values. Organizational Improve recruitment efforts to solicit a more qualified and competent workforce. Community Improve relationships with sister agencies and community organizations. Individual Focus on quality of services delivered, not just compliance.

11 Fiscal Year (FY) 2015 Organizational Objective Categories: 1. Focus on the quality of services delivered, not just compliance: The LLCP is committed to providing evidence based services that exceed industry standards. The LLCP in the past has focused on ensuring that the organization is in compliance with all requirements and will continue to do so. In addition to this, it a priority of the LLCP to shift the focus of the agency from only ensuring compliance, but to ensuring that all of those who receive services receive quality services that exceed the standard of care and are in line with current industry evidence based-best practices and current innovations. This will also include an update to the LLCP philosophy, as the LLCP believes in a customer service and person-centered organization. Given this, the LLCP has made many transitions over the years and with it has had an every evolving philosophy on service delivery. It is of the upmost importance to the LLCP that all staff at every level of the organization support the same philosophy, mission, vision, and values. It is the intent of the LLCP to ensure all are trained to and have an understanding of their meaning, as well as demonstrate and promote them in their daily activities and actions. 2. Improve relationships with sister agencies and organizations: The LLCP is committed to helping those we serve to become active members in the community where they live, work, and spend leisure time. As the provider agency, the LLCP is committed to working with internal and external stakeholders, sister agencies, and community organizations. This will include more involvement in community workgroups, task-forces, multidisciplinary teams, community sponsored events, informal communications, etc. 3. Improve Recruitment efforts to solicit a more competent and qualified workforce: The LLCP is interested in recruiting staff who share the same or similar philosophy and are committed to carrying out the mission of the LLCP while seeking the vision, and demonstrating and promoting our values. To do so our recruitment efforts will be to improve our recruitment efforts from simply posting on the state personnel website to actively recruiting a qualified and competent workforce. 4. Update organizational policies and procedures: To stay current and to ensure that all employees are both in compliance, and implementing evidence-based best practices, the organizational policies and procedures will be updated and all staff retrained. 5. Become CARF accredited: The LLCP recognizes the importance of being accredited and is striving for accreditation as part of our quality initiative.

12 FY 2015 Organizational Objectives 1. To shift the focus from compliance to quality, the LLCP will: a. By the end of the first quarter, the LLCP review, revise, and develop a new purpose, mission, vision, and values supporting a change to quality of service delivery and the emphasis of becoming a customer service organization. b. By the end of the first quarter the LLCP will train all staff on the new mission vision and values to ensure they are aware of and in support of the new organizational philosophy presented within their context. c. By the end of the first quarter, all staff will be provided an intent statement to wear as part of their badge supporting the LLCP formula for success (i.e., Ask and Listen). This will be accompanied by the training discussed in item b. to assure that employees are focused on the person-centered philosophy consistent with the new purpose, mission, vision, and values. d. By the end of the first month of the second quarter, through literature review the LLCP will have identified a best practice to mitigate issues in each of the following areas: i. Falls ii. Reduction of Abuse, Neglect, and Exploitation e. By the end of the second quarter the LLCP will have identified a strategy to implement the best practices identified above. f. By the end of the third quarter the LLCP will have implemented the strategies identified in item e listed above. g. By the end of the fourth quarter, the LLCP will have reviewed the implementation of items a-f above and write a report regarding their effectiveness. The report will be reviewed with administration and recommendations will be made to further support this objective.

13 2. To improve relationships with sister agencies and organizations the LLCP will: a. By the end of the first quartet, the LLCP will identify at least two committees, task forces, multidisciplinary teams relevant to the LLCP and the population served. b. By the end of the first month of the second quarter, the LLCP will seek to actively participate as a member of these committees etc. c. By the end of the second quarter, the LLCP will have participated in at least one committee as described above. d. By the end of the third quarter, the LLCP will have participated in at least three different committees as described above. e. By the beginning of the third quarter, the LLCP re-evaluate evaluated its relationship with the community and sister organizations by sending out a survey seeking input from at least five different organizations. f. By the end of the third quarter information from the survey described in item e will: i. Be reviewed and a report will be generated for LLCP leadership. ii. The results of the report described in item f will be reviewed and recommendations will be made to further improvements. g. By the end of the fourth quarter new organizations will be identified within the community to target for the following FY in order to carry over efforts into the next fiscal year.

14 3. To improve recruitment efforts to solicit a more competent and qualified workforce the LLCP will a. By the end of the first quarter develop a new stakeholder handbook to be used as part of new employee orientation and to share with potential recruits. b. By the end of the first quarter develop new handouts and pamphlets to be used for recruitment. c. By the end of the first quarter identify at least three recruitment fairs to participate in. d. By the end of the second quarter, review and revise interview questions so that they are designed to ask questions relevant to competency. e. By the end of the third quarter attend and actively participate in the three recruitment fairs identified in item d. and recruit to fill vacant positions. f. By the end of the third quarter develop a managerial training program developed for existing supervisors and those interested in becoming a supervisor that develops skills and competency with regard to managerial practices and philosophy of the LLCP. g. By the end of the fourth quarter, graduate the first class from the LLCP managerial training program. 4. To update the LLCP policies and procedures the LLCP will a. By the end of the first quarter develop a plan to review all policies and procedures to ensure that they are current moving into FY b. By the end of the second quarter the LLCP will develop a plan for future review of all policies and procedures including a plan for the development and implementation of any new policy and procedures.

15 5. By FY 2016 the LLCP will become CARF accredited a. By the end of the first quarter, the LLCP will complete their review and make recommendations for improvements based on the CARF accreditation analysis conducted during b. By the end of the second quarter, the LLCP will implement all of the recommendations outlined in item a. of this section. c. By the end of the third quarter, the LLCP will schedule with CARF for the accreditation survey. d. By the end of fourth quarter, the LLCP will have the CARF accreditation survey scheduled. e. By the end of the first quarter of FY 2016 the LLCP will be accredited by CARF.

16 2015 Organizational Objectives Quarterly Update: 1. Focus on the quality of services delivered, not just compliance: a. March 2015 b. June 2015 c. September 2015 d. December Improve relationships with sister agencies and organizations: a. March 2015 b. June 2015 c. September 2015 d. December Improve Recruitment efforts to solicit a more competent and qualified workforce: a. March 2015 b. June 2015 c. September 2015 d. December Update organizational policies and procedures: a. March 2015 b. June 2015 c. September 2015 d. December Become CARF accredited: a. March 2015 b. June 2015 c. September 2015 d. December 2015