BEAM Practice Improvement Network

The Webinar will Begin Shortly…

For technical issues, please chat Q&A to Evelyn Kleinbardt

For questions about content, please chat Q&A to Justine Lai

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

Business Effectiveness Assessment Module (BEAM)

Practice Improvement Network

June 7, 2013

Module 9:

Using Your Financial Model to Develop a Plan for Fiscal Viability

INTRODUCTIONS

Andrew Cleek, PsyD. Executive Office McSilver-UIBH NYU David Wawrzynek CFO, Spectrum Human Services

Agenda • Recap from last week (Module 8b)

– What’s the Difference? Strategic vs Action Plans – Review Action Steps – Polling

• Using your Financial Model to diagnose the problem(s) – What are our specific problems? – What problem should we focus on? – What are the available solutions? – What is our action plan for implementation?

• Action Steps • Wrap Up

Difference Between Strategic Plan & Action Plan

• Strategic Plan is about a Broad Vision

• The Action Plan is about the concrete steps you can take to get started on that plan

• Today we are going to give you examples of how to develop that plan

• Walk through scenarios of what possible diagnoses look like in the benchmarking tool.

RECAP FROM LAST WEEK

Andrew Cleek, PsyD. Executive Officer, McSilver-UIBH NYU David Wawrzynek, CFO, Spectrum Human Services

Review Action Steps from Module 8b

• 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, as well as the Performance Dashboard

What did you find?

Were you able to identify performance benchmarks?

What further information do you need?

Polling Q#1

Did you log in alone or as a core team?*

A. Logged-in by myself

B. With one other person

C. More than 2 other people

D. More than 4 other people

*You may select more than one answer.

Polling Q#2 Who is on the line?*

A. Finance

B. Clinic Leadership

C. Executive Leadership

D. Clinician

E. Professional Staff

*You may select more than one answer.

Polling Q# 3 We are testing new CTAC slide designs – what do you think of this format?

A. I like it!

B. I like the old one better.

C. I didn’t notice.

D. I have no preference.

*You may select more than one answer.

Polling Q# 4

Were you able to start filling out the Project Planning Worksheet?

A. Yes

B. We reviewed the worksheet, but did not fill it out

C. No

D. What is the Project Planning Worksheet?

TURNING YOUR BENCHMARKING TOOL INTO AN ACTION PLAN

Andrew Cleek, Psy.D.

Executive Officer McSilver-UIBH

New York University

David Wawrzynek

CFO, Spectrum Human Services

Specific Steps You Can Take • After creating your strategic plan you have*…

a) Key Focus b) Project Goals & Objectives c) Resources Needed

• Now, you need to action plan and identify… a) What are the specific problems within your key focus

that need to be addressed? b) What are the available solutions to that specific

problem? c) What are your immediate next steps to start

implementing that solution?

*As laid out in the Project Planning Worksheet from Module 8B!

Key Questions to Ask When Action Planning

1. Pick a Problem – What is a problem WE can solve?

2. What would resolve this problem? – i.e. New policies? Restructuring staff duties?

3. What tools do we need to resolve this problem? – Who should be involved? What will each person be

responsible for? – How often should we meet? – What other expertise or information do we need?

4. What are the immediate steps that can we take? 5. How will we know it worked? By when will we

know?

Using your Financial Model to Diagnose the Problem

Common Problems

• Unrealized Productivity

• High Indirect or Direct Care Costs

• Poor Payer Mix Balance (High Level of Commercial Insurance)

• Unrealized Revenue

• High No-Show Rate

COMMON DIAGNOSES IN THE MODEL

- Productivity

- Indirect Costs

- Payer Mix

What problems do YOU need solutions for?

Action Planning Tips & Tricks • Choose a simple problem within control

Target a problem that doesn’t require system-wide changes Find an attainable resolution within a timely period Relevant to key goals & responsibilities Several small changes can make a significant difference

• Consider leadership buy-in without leadership burden

• Think through unintended consequences

• Be clear and concise : can anybody understand it? Can you describe it in a Tweet (140 characters)?

• Don’t get frozen by the magnitude of it. Do something now to gain momentum.

Strategies to Facilitate Picking a Problem - Visual Frameworks

• Tools to use to help structure thinking

• Making it visual and writing it down in summary form gives everyone something to keep in mind and react to

– “Oh – that’s not what I actually meant” or “Oh, yes, that is what I meant”

– Spark conversation

• Identify key elements want to capture and map against that

Example: Two Axis Framework

Another Strategy…

• Assign all your problems to a bucket

Bucket A : Things that cannot be ignored

Bucket B : Things that can be ignored but shouldn’t

Bucket C : Things that can be ignored

• Prioritize problems that you have control over. Identify a problem to start with and create a list of

priorities

• Don’t try to solve all the problems at once; the work will appear to be unmanageable

IDENTIFYING SOLUTIONS IN QUICK ANALYSIS TOOL

Now that you have a potential solution…

1. Is this solution… a) SMART? (Specificity, Measurability, Attainability, Relevancy, and a

Time-Frame)

2. What tools do we need to resolve this problem? a) Who should be involved? What will each person be responsible for? b) What other expertise or information do we need?

3. What immediate steps can we take? 1. Set one or more target dates to guide goals to success (deadlines,

dates, frequency)

4. How will we know it worked? a) What data can we track to tell us that it worked? By when? b) The next module will expand more on outcome measures.

Finally…Get Feedback & Finalize Change Plan

• Seek out key stakeholders in agency to receive feedback on your plan

• Focus on buy-in and ability to make changes

• Make adaptations to Plan

Review: Walking Through Your Action Plan

• Brainstorm with your team to define the key problem[s] discovered from your benchmarking tool Be sure to be specific about each problem Identify all the possible issues at this stage

• Select a problem to focus on – There are no wrong answers – Pick one simple problem to execute – Work with your team

• Identify solutions to that problem • Create a plan to implement the solution • Feedback

– Get immediate feedback from other key stakeholders • Finalize plan

Final Tips: Keeping Your Plan Alive & Relevant

• Vision – Shared understanding of what you wish to achieve – Engage in an honest discussion to develop a shared vision

• Commitment – Each member should attend each meeting and follow

through with assigned tasks – Keep moving forward in the face of inevitable challenges

and barriers

• Outcome Orientation – Translate the vision into specific and measurable

improvements

ACTION STEPS

Andrew Cleek, Psy.D., Executive Officer McSilver-UIBH, New York University

Polling Q# 5

Do You Feel Equipped to Identify the Problems from your Benchmarking Tool?

A. Yes

B. No

C. Not Sure

Polling Q# 6

Do You Think You Can Convert That Diagnosis Into a Plan?

A. Yes

B. No

C. Not Sure

Action Steps in Preparation for Module 10

• Identify the primary problems from your benchmarking tool

• Develop an action plan for addressing those problems

• 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)

WRAP UP…

Andrew Cleek, Psy.D. Executive Officer McSilver-UIBH New York University

Upcoming BEAM Programming*

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

Module 10: Developing Personalized Indicators and Continuous Quality Improvement Processes

6/21/13, 12 – 1 PM

Module 10 Office Hours: Developing Personalized Indicators and Continuous Quality Improvement Processes

6/28/13 12-1 PM

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

NEW Upcoming Dates for Supplemental Trainings

Topic Date

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

Tools & Strategies for Managing Productivity Goals

Rescheduled – Date TBD!

Email Justine Lai (Jlai@iclinic.net) if you have yet to submit your data!

Email Submission to BEAM@ccsi.org

Financial Benchmarking Tool is available for download at www.ctacny.com

Data Submission

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Submit questions for office hours using the following link: http://nyu.qualtrics.com/SE/?SID=SV_bw1AkaN9yDFQ6AR

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Contact us

Justine Lai CTAC Business Practices Project Manager Email: JLai@iclINC.net Phone: 212.385.3030 x16009*

*New Extension

www.ctacny.com

Thank You!

Your feedback is appreciated—Please fill out the survey afterwards…

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