Post on 02-Jan-2016
CSAT Strategic Planning For Providers to
Improve Business Practices
Arlington, October 21-23, 2009
NJ DelegationProviders:
James CurtinGlenn DuncanLuis R. NievesAlan ObermanKristina RaymondShelly Scheffler
Division of Addiction Services:
Raquel Mazon JeffersLew Borselino
Time For Change… We Need To
Prepare
TIME
Every Modality of Substance Abuse
Treatment Will Change
Because…
The Evolving Landscape
Alan ObermanExecutive Director
John Brooks Recovery Center
The economic climate;
Technological advances: EHR, Interoperability;
Results-oriented evaluation and funding;
Change Drivers
Change Drivers (cont.)
Expanded pay systems;
Best practicesfor treatmentfor solvency;
Healthcare reform
Change Drivers (cont.)
New funding alternatives: Linkages – long term residential, halfway houses;
Fee for Service will expandInterwoven with EHRIntegration of
Medical, Clinical, Fiscal;
Change Reasons (cont.)
Value proposition: Do More With Less;
Leverage and Interoperate Technology
Stigma remains:Educate holdouts
within treatment community regarding MAT
Change Reasons (cont.)
Broader acceptance of psychoactive medication in treatment settings in general
Survival will depend on your application
of business principles and
practices
Integrating Business Practices
Luis R. Nieves, MBA, Psy.D., ABPP
Executive DirectorNew Horizon Treatment Services, Inc.
Key Business Principles• Effective use of scarce
resources;
• Change in funding options and sources.
Basic Management Issues
• Financial management
• Staffing- work force
• Service requirements
• Evidence-based practices
• Continuity of care
• Recovery-Oriented
Systems of Care (ROSC)
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
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
Finally: Our models of
treatment must expand to reach
more people
Health Reform
Health reform defines parity between SA,& Mental Health;
Join healthcare networks;
Business Plan co-located with Strategic Plan in leadership landscape.
Suggested Strategies
• Provider networks;
• Embrace healthcare reform;
• Integrate technology;
• Innovate;
• Use ROSC
State-Level Strategies
What to Expect At The State Level
• New contracting;
• Pay for Performance;• New customers;
• New providers;
• Expanded services;
• Addl. Serv. Sites;
• New business models
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
Early intervention;
Specialized care for offenders;
Longer term treatment;
Teach self-management;
Recovery Support Services;
Align w/Corrections
McLellan Suggests (cont.)
Data Driven
• Treatment
• Business
• Marketing
• Financials
• Performance
… In Conclusion
James Curtin,MBA
Senior VP/Executive DirectorDaytop New Jersey
Key ConceptsHealthcare reformElectronic Health
records (technology)Business practicesNetwork ModelsEvidence Based
PracticePerformance
Improvement models
That’s The Beginning……….!
Thank You!