CSAT Strategic Planning For Providers to Improve Business Practices Arlington, October 21-23, 2009.
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Transcript of CSAT Strategic Planning For Providers to Improve Business Practices Arlington, October 21-23, 2009.
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CSAT Strategic Planning For Providers to
Improve Business Practices
Arlington, October 21-23, 2009
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NJ DelegationProviders:
James CurtinGlenn DuncanLuis R. NievesAlan ObermanKristina RaymondShelly Scheffler
Division of Addiction Services:
Raquel Mazon JeffersLew Borselino
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Time For Change… We Need To
Prepare
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TIME
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Every Modality of Substance Abuse
Treatment Will Change
Because…
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The Evolving Landscape
Alan ObermanExecutive Director
John Brooks Recovery Center
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The economic climate;
Technological advances: EHR, Interoperability;
Results-oriented evaluation and funding;
Change Drivers
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Change Drivers (cont.)
Expanded pay systems;
Best practicesfor treatmentfor solvency;
Healthcare reform
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Change Drivers (cont.)
New funding alternatives: Linkages – long term residential, halfway houses;
Fee for Service will expandInterwoven with EHRIntegration of
Medical, Clinical, Fiscal;
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Change Reasons (cont.)
Value proposition: Do More With Less;
Leverage and Interoperate Technology
Stigma remains:Educate holdouts
within treatment community regarding MAT
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Change Reasons (cont.)
Broader acceptance of psychoactive medication in treatment settings in general
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Survival will depend on your application
of business principles and
practices
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Integrating Business Practices
Luis R. Nieves, MBA, Psy.D., ABPP
Executive DirectorNew Horizon Treatment Services, Inc.
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Key Business Principles• Effective use of scarce
resources;
• Change in funding options and sources.
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Basic Management Issues
• Financial management
• Staffing- work force
• Service requirements
• Evidence-based practices
• Continuity of care
• Recovery-Oriented
Systems of Care (ROSC)
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Treatment Assumptions
Clients need more than any one system can provide:
Expect/plan for integration with medical and other services;
Imagine broader qualification for substance abuse treatment
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Treatment Assumptions (cont.)
• More has to be done for clients- broader, longer;
• More people need treatment than are receiving treatment:– Envision greater outreach,
more robust linkages across modalities, with greater transparency and fewer barriers
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Finally: Our models of
treatment must expand to reach
more people
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Health Reform
Health reform defines parity between SA,& Mental Health;
Join healthcare networks;
Business Plan co-located with Strategic Plan in leadership landscape.
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Suggested Strategies
• Provider networks;
• Embrace healthcare reform;
• Integrate technology;
• Innovate;
• Use ROSC
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State-Level Strategies
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What to Expect At The State Level
• New contracting;
• Pay for Performance;• New customers;
• New providers;
• Expanded services;
• Addl. Serv. Sites;
• New business models
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Tom McLellan’s suggestions
Expand your market;
Shift model: cure chronic;
More services to more people;
Integrate w/mainstream;
Align w/primary care;
SBIRT Model: Screening-Brief
Intervention-Referral & Treatment
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Early intervention;
Specialized care for offenders;
Longer term treatment;
Teach self-management;
Recovery Support Services;
Align w/Corrections
McLellan Suggests (cont.)
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Data Driven
• Treatment
• Business
• Marketing
• Financials
• Performance
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… In Conclusion
James Curtin,MBA
Senior VP/Executive DirectorDaytop New Jersey
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Key ConceptsHealthcare reformElectronic Health
records (technology)Business practicesNetwork ModelsEvidence Based
PracticePerformance
Improvement models
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That’s The Beginning……….!
Thank You!