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!