BEAM Practice Improvement Network

BEAM Practice Improvement Network

The Webinar will Begin Shortly.. For technical issues:

please chat Q&A to Evelyn KleinbardtFor content questions:

please chat Q&A to Justine Lai

Please note: This webinar is being recorded and will be posted on www.ctacny.com.

Business Effectiveness Assessment Module (BEAM)

Practice Improvement NetworkModule 8b: How to Develop A Strategic Plan, Part

2May 24, 2013

IntroductionsDavid Wawryznek,

CFO, Spectrum Human Services

Agenda Upcoming Data Submission Recap from Last Week

◦ Review Action Steps◦ Polling

Nitty Gritty of Strategic Planning◦ Conduct Assessment◦ Define Problem, Objective, Goals◦ Identify Required Resources & Project Team◦ Determine Implementation Structure

Action Steps Wrapping Up

Please email Justine Lai at [email protected] for alternative arrangements if you have still yet to submit

Please submit to [email protected] email address

Financial Benchmarking Tool is available for download on www.ctacny.com or via this link HERE

Submit questions via Qualtrics link (http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR)

Financial Benchmarking Tool Submission

Recap from Last Week

David Wawryznek,CFO, Spectrum Human

Services

Review Action Steps From Module 8a

Sit down with your CIT and discuss how you can use your financial model to strategic plan.◦ What do you hope to accomplish with a new strategic

plan?◦ What do you need to get into place in order to be ready

for a strategic planning process?◦ Who do you need to convince in order to have a

successful strategic plan?

What did you decide? Do you have the elements in place that you need to start a

strategic plan?

Polling Q#1: What Did Your CIT Decide? Will You Start a New Strategic Plan for Your Clinic?

1. Yes, we plan to start immediately2. Yes, but not immediately3. Not Sure4. No, we don’t plan to create a new strategic

plan5. We haven’t discussed it yet

1. Logged-in by myself2. With one other person3. More than 2 other people4. More than 4 other people

*You can select more than one answer.

Polling Q#2: Did you log in alone or as a core team?

1. Finance2. Clinic Leadership3. Executive Leadership4. Clinician5. Professional Staff

Polling Q#3: Who is on the line?*

* You can select more than one answer.

The Nitty Gritty of Strategic Planning

Chris Copeland, LCSWChief Program Officer,

Institute for Community Living

David WawryznekCFO, Spectrum Human

Services

Conduct Assessment Define the Problem, Objectives, Goals Identify Required Resources & Form Project

Team Determine Implementation Structure

◦ Monitoring/Tracking Structure◦ Individual and Clinic Consequences◦ Communication Plan◦ Accountability Mechanisms

Project Planning Overview

Your clinic is a client◦ What does the assessment tell you?◦ How do you decide what to focus on?◦ What tools/resources will your client need to be

successful?◦ What are the immediate steps you need to take?◦ How will you know the treatment successful?

Project Planning Worksheet◦ Useful tool to guide your thinking◦ Available on our website, along with the

Performance Dashboard shown later

Strategic Planning = Treatment Planning

Conduct an assessment on your client◦ In this case, the Financial Benchmarking Tool

What are your “client’s” overall goals?

The Financial Benchmarking Tool is your assessment to help you understand where

the key priorities lie.

Conduct the Assessment

Impact Framework

What changes would have an obvious impact on the clinic bottom line AND are within the CIT’s immediate control?

Look the model analysis and play with the numbers!◦ What makes the red go away?

Make sure the clinical & financial objectives line up

For today:◦ Increasing productivity

Disclaimer: This will be different for every clinic-productivity is not always the silver bullet.

Defining Problem & Objectives

Assessment

Goal

Be very specific about your goals.◦ E.g. We want to increase monthly units of service

from 918 to 991 or 8% in six months. This will result in an annualize rate of 11,889 units.

◦ What is the rationale/calculation for this goal? What are the key milestones along the way?

◦ E.g. In each month, we should have increased productivity by 12 units

If you don’t meet the milestones, what is your contingency plan?◦ What consequences are set in place if you don’t

achieve these milestones?

Defining Goals – Get Concrete!

Once you’ve defined what your goals are, who do you need to achieve it?◦Project Sponsor◦Project Manager◦Subject Matter Experts

How Often Will You Meet?◦Monthly is Good, Weekly is Better◦Different levels of team meeting at different

frequencies.◦Each meeting analyzes different levels of

change process◦Who is in those meetings? Who needs to know

what?

What is Your “Treatment Team?”

Executive leadership who can get you the resources you need

Not necessarily involved in an ongoing basis, but to whom you have ready access

Authority to designate members of team Ideally, project sponsor will invite team

members via formal communication (e.g. letter/email) and define roles, responsibilities, hours spent, length of assignment

Who is the Project Sponsor?

Key person who does not necessarily have authority to make decisions, but critical to move the process forward

Understands the complete scope of the project Tracks progress on outcomes and milestones and

follows up with individual team members Identifies if project is off-timeline or if additional

resources are needed Facilitates team members to move process

forward Consider choosing someone in a non-leadership

position as the project manager

Who is the Project Manager?

Team members with content-specific knowledge to inform the process

Identify the areas of expertise needed on your team

Have the project sponsor invite them to join the team

Finance representative who understands the clinic service mix & billing regulations

HR representative who understands employment/staffing considerations

IT representative who can help to modify the electronic record if necessary

Who are the Subject Matter Experts?

What are the deliverables expected of every team member?

What will they have to deliver every week? Every month? ◦ E.g. The Finance Representative creates a

monthly report on productivity of all clinicians◦ E.g. The I.T. Representative has a two week turn

around on all requested changes What do you do if you don’t feel you have

the authority to enforce these deliverables?◦ Get the Project Sponsor to define and delegate

these responsibilities

Define “Treatment Team” Responsibilities

Monitoring & Tracking Goals◦ Identify consequences & what is not dependent

on meeting the goals Communication Plan Accountability Mechanisms Iterative Process – “Fail fast, small and

cheap”

Implementation Structure

Tracking goals is a dynamic process Ideally created in an Excel spreadsheet

◦ Will demonstrate model Performance Dashboard (also posted on website)

Leave the narrative behind◦ Narratives are words about what happened◦ Go back to the numbers – where our numbers

relative to set milestones/goals?◦ Narratives can too often be used to make excuses

or explain away problems

Monitoring & Tracking Goals

Performance Tracking Dashboard

Fundamentally, what are your key goals? Maintain/improve the quality of care delivered AND improve clinic bottom line so you can still

continue to deliver care Therefore, if milestones aren’t being met – what are

you going to do? What consequences will be administered?

E.g. If census milestones aren’t met, then supervisors need to take on a case to increase clinic revenue. As census goes up, the cases can be removed.

These considerations are important to think about BEFORE setting your goals/milestones If don’t address until milestones aren’t being met, then

will go into crisis mode.

Lets Talk About Consequences

Creating a sense of urgency◦ Potential strategy:

Have your project sponsor meet with line staff

Be Honest Be Transparent Be Specific

◦ E.g. Five no shows equates to a month’s rent on the parking space we pay for

Be Confident Use Metaphors Communicate the

Bigger Picture◦ If we don’t stay open,

we can’t provide services.

◦ If we can create a surplus, we can open access to even more clients

Communication Plan – How Do You Get Buy In?

Decide what you will hold them accountable for◦ Clinic Director, Supervisor, Finance/IT Rep, Staff

How will you hold them accountable?◦ If you don’t have the authority, who does?◦ What kind of plan will you set up with their

supervisor if they aren’t meeting their responsibilities?

Communicate with and enlist the Project Sponsor & Project Manger to support you in creating accountability

Do what you said you would do◦ Be clear, stick to it, and follow through

Accountability

Failure is part of the process Recognize early when something isn’t

working before too much time or resources are invested

Don’t look to blame, look to find solutions◦ Always ask team members to come to the table

with a solution Quickly implement new solution Is it working? Continue refining through continual

approximations to the end goal

Fail Fast, Small and Cheap

Action StepsDavid Wawryznek,

CFO, Spectrum Human Services

1) Assessment2) Defining the Problem, Objectives,

Goals3) Identify Required Resources & Form

Project Team4) Monitoring/Tracking Structure5) Communication Plan6) Accountability Mechanisms

Polling Question #4: What Key Components of Strategic Planning

are You Still Unclear On?

We met once We meet every so often. We meet regularly.

Polling Question # 5: Has Your BEAM Core Implementation

Team been Meeting on a Regular Basis to Discuss these

Trainings?

Action Steps Before Next Webinar

Sit down with your CIT and discuss how you can move forward on your strategic planning process.◦Sit down and fill out the Project Planning

Worksheet with your CIT! Develop and send any questions you have

to CTAC so they can be answered in the office hours◦ Please submit via the survey (

http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR)

Wrapping Up..David Wawryznek,

CFO, Spectrum Human Services

Upcoming BEAM Programming*

Module 8b: How to Develop a Strategic Plan, Part 2 5/24/13, 12-1 PM

Module 8b Office Hours: How to Develop a Strategic Plan, Part 2 5/31/13, 12-1 PM

Module 9: Using Your Financial Model to Develop a Plan for Fiscal Viability

6/7/13, 12-1 PM

Module 9 Office Hours: Using Your Financial Model to Develop a Plan for Fiscal Viability

6/14/13, 12-1 PM

*Registration links can be found on the BEAM Resource Page on ctacny.com

*NEW* Upcoming Dates for Supplemental Trainings*

Topic Date

Tools & Strategies for Managing Productivity Goals

Tuesday, June 25th, 11 – 12 PM

Facilitating Successful Team Meetings Friday, July 26, 12 – 1 PM

* Registration coming soon!

Data Submission:Email Justine Lai at [email protected] if you have yet to

submit!

Email to [email protected]

Financial Benchmarking Tool is available for download from

www.ctacny.com

39

Contact us: To submit questions for office hours:

use this link here: http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR

Justine LaiCTAC Business Practices Project Manager

Email: [email protected]: 212.385.3030

x 3357*Email Preferred

www.ctacny.com

40

Your Feedback is Appreciated - Please Fill Out the Survey Afterwards..

41