Executive Leadership Program Supporting Materials

Executive Leadership Program Faculty…………………………………….2 Program Structure………………………………………………………..................6 Participation Cost Analysis………………………………………………………8 Appendix A……………………………………………………………………………...9 Appendix B…………………………………………………………………………......10 Appendix C……………………………………………………………………………..12

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Executive Leadership Program Faculty

Linda Rosenberg has 30+ years of mental health policy and practice experience, focusing on the

design, financing, and management of behavioral health services.

Since 2004, Rosenberg has been President and CEO of the National Council for Community

Behavioral Healthcare. Under Rosenberg’s leadership, the National Council has more than

doubled its membership; helped to secure the passage of the federal mental health and addiction

parity law; expanded financing for integrated behavioral health/primary care services; was

instrumental in bringing behavioral health to the table in federal healthcare reform; and played a

key role in introducing the Mental Health First Aid public education program in the United

States.

A certified social worker, family therapist, and psychiatric rehabilitation practitioner, Rosenberg

has held faculty appointments at a number of schools of social work and serves on many agency

and editorial boards.

Mr. Ingoglia is the Senior Vice President of Public Policy & Practice Improvement for the

National Council for Community Behavioral Healthcare where he directs Federal and state

affairs, policy, and technical assistance to the National Council’s 1,950 member organizations

nationwide. He plays a major role in Federal and State policy advocacy and analyses on myriad

issues relevant to behavioral health financing and health reform. Mr. Ingoglia is also an adjunct

faculty member of The George Washington University Graduate School of Political

Management, where he teaches Mental Health Policy and Congress and The Politics of Non-

Profits.

Mr. Ingoglia is a member of the National Association of Social Workers and ACMHA: The

College of Behavioral Health Leadership. He holds a Master of Social Work and a Bachelor of

Arts in Social Work, both from The Catholic University of America.

Linda Rosenberg

President/CEO, National Council for

Community Behavioral Healthcare

Chuck Ingoglia

Senior Vice President, Public Policy &

Practice Improvement, National Council for

Community Behavioral Healthcare

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David Lloyd, Founder of M.T.M. (Management, Training and Measurement) Services based in

the Raleigh, North Carolina area brings new healthcare management, training and service

process measurement initiatives to Community Healthcare Organizations nationally. Mr. Lloyd

is the author of How to Maximize Service Capacity and How to Deliver Accountable Care that

have been very helpful to organizations nationally. In his books, Mr. Lloyd has developed

principles and solutions about how community providers can deliver “Best Value” accountable

care.

David Lloyd has been a featured presenter at numerous national, regional, state and local

workshops and conferences. His strength lies in his energetic, motivational and focused “We

Can Do This” consultation style. Mr. Lloyd’s management expertise is built on a foundation of

over forty years’ experience in both private-for-profit and Community Behavioral Healthcare

Organization (CBHO) settings. He has successfully adapted his management, training and

measurement private-for-profit experience to CBHO service delivery care management needs

through providing consultation/training to over 700 CBHOs nationwide. Mr. Lloyd has

successfully served as faculty for several National Council practice improvement and leadership

programs, including the Psychiatric Leadership Program and the Same Day Access Initiative,

preparing community behavioral health organizations and their leadership staff to thoughtfully

incorporate new financing and clinical models of care.

Mr. Lloyd will serve as lead faculty for the Executive Leadership Program and in this capacity,

present curriculum during in-person meetings, provide 1:1 support through Monthly Practice

Improvement Project Implementation Webmeetings, and facilitate Subgroup Coaching

Webmeetings.

Anne Collier is a catalyst for executives stepping into power. She gives her clients a

competitive edge that gets them to their goals quicker and with ease. She helps them to discover

a fresh perspective through proven assessment tools such as Myers-Briggs Type Indicator®

(MBTI) and then operationalize the learning for better results. Her work guides clients to make

the most of their strengths and minimize the effects of their blind spots. Anne’s clients learn to

lead powerfully and build effective teams. They make the most of their own and their team’s

strengths. Her strategic advice is practical yet creative. As the Professional Coach for several

David R. Lloyd

Founder, MTM Services

Senior National Council Consultant

Anne Collier, JD, MPP

Founder, Arudia

Professional Certified Coach

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members of the National Council’s senior staff, Ms. Collier is adept at optimizing skilled

leaders’ potential.

Ms. Collier will serve as lead faculty for the Executive Leadership Program and in this capacity,

conduct 1:1 evaluative calls with participants, present curriculum during in-person meetings

focused on MBTI, leadership and communication styles and provide 1:1 support through bi-

weekly professional coaching calls to maximize participants’ leadership growth throughout the

program year.

Scott Lloyd is the author of Using Data to Drive Your Service Delivery Strategies:

A Toolkit for Healthcare Organizations which utilizes an approach grounded in an accountable

care philosophy and has over 15 years’ experience helping community behavioral health

organizations analyze their performance data to establish system-wide changes that improve the

overall quality of services offered to clients. Through cultivating leaders that makes decisions

based on data and performance metrics, Mr. Lloyd has assisted over 500 organizations in the US,

Canada and The Netherlands redesign their documentation, streamline their access-to-care

processes, implement Collaborative Documentation, develop caseload benchmarks for clinical

staff, and reorganize agency staff structures to promote efficiency. Since inception, Mr. Lloyd

has served as faculty and project manager for the National Council’s Same Day Access

Initiatives.

Mr. Lloyd will serve as faculty for the Executive Leadership Program and in this capacity, will

provide enhanced data support to provide more objective, data-driven decision-making and will

facilitate Quarterly Subgroup Coaching Webmeetings.

Mr. Flora has over 25 years’ experience in clinical practice and mental health administration. He

helps organizations implement or reform various workforce recruitment and retention strategies

including performance improvement, diversity training, clinical re-engineering, leadership

training, board and governance trainings, and performance evaluations. In so doing, Mr. Flora

facilities high-functioning leadership teams who promote organizational success.

Scott C. Lloyd

President, MTM Services

National Council Consultant

Michael D. Flora, MBA, M.A.Ed., LCPC, LSW

Senior Operations and Management Consultant,

MTM Services

National Council Consultant

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Mr. Flora will serve as faculty for the Executive Leadership Program and in this capacity, will

provide “nuts-and bolts” guidance on how to implement leadership strengths to overcome

organizational challenges through the Quarterly Subgroup Coaching Webmeetings.

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Program Structure

The team from MTM Services will provide a customized Leadership Essentials curriculum including an assessment, training, coaching, practice improvement project (PIP) management and sub-group support during the Executive Leadership Program:

1. Integrated Healthcare Readiness Assessment: To help support awareness and provide an assessment of the readiness of organizations to be an active provider partner in new integrated care models, the National Council in collaboration with MTM Services developed a readiness assessment that supports the development of a summary of findings and recommendations. The MTM Readiness Assessment provides a summary of fourteen different areas of service delivery process which are fully identified in Appendix A. This assessment tool will be sent to each participant upon acceptance into the program for completion prior to the kick-off learning session. The organization-level assessment will be scored by the MTM Team to provide individualized findings and recommendations that will support the identification of specific focus which will help guide the conversation throughout the program. Further, the assessment outcomes will support possible focus areas for the practice improvement project development and consultation support needed. PIP Consultation Support: Each participant will receive monthly one hour Internet based consultation from the MTM Team to support development and implementation of their PIP.

2. Individualized Leadership Role Subgroups: All participants will be divided into four sub-groups to support the development of individualized consultation/training/mentoring support based on the unique leadership skills, experience and job requirements for each subgroup as outlined below. Further, each subgroup will have an opportunity to select specific focus areas for their respective leadership requirements that will be supported via quarterly subgroup coaching webmeetings. A complete list of the seven specific areas of support that will be provided can be found below in Appendix B. Below is a brief summary of the focus areas for each subgroup:

a. CEO Subgroup Focus Areas: A focus on the importance of leadership support for external leadership requirements in an integrated healthcare environment, strategic planning needs for Boards in a changing landscape, enhanced coaching/mentoring models and grooming future leaders.

b. Medical Director/Clinical Director Subgroup Focus Areas: A focus on the use of internal level of care/benefit designs to support a “treat to target” clinical focus needed in a pay for performance funding environment along with the clinical leadership role needs for clinical and support staff to support integration care.

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c. COO Subgroup Focus Areas: A focus on developing same day access to treatment model including the practice management changes needed along with development of key performance standards for all team members.

d. CFO Subgroup Focus Areas: A focus on the costing services and processes, payer mix diversification/revenue management, shared risk funding models and internal UM requirements.

Subgroup Consultation Support: Each subgroup will meet with the MTM Team for quarterly consultation/coaching webmeetings to identify case studies and proven solutions for each of the subgroup’s focus areas.

3. Onsite Training during the Kick-Off Learning Session: Each participant will attend a four day kick-off meeting. MTM Services will begin this meeting with two days of Leadership Essentials training that will focus on the areas of leadership growth based on the assessment of need completed by all participants. The specific areas of focus that the MTM Team has identified nationally can be found in Appendix C.

4. Final Learning Congress: Each participant will attend a three day wrap-up learning congress. On day two participants will be asked to present an outcome based case study of their leadership skill achievements as evidenced by their practice improvement project outcomes, sub-group studies and outcomes and their leadership skill improvements.

Arudia will provide the following assessment, training and coaching during the Executive Leadership Program:

1. Myers-Briggs Type Indicator® Online Assessment: This assessment tool will be given to each participant upon acceptance into the program for completion prior to the kick-off learning session. This assessment helps to guide clients to gain a fresh perspective that gets them to their goals quicker and with ease. Participants will also gain a better understanding of their own strengths, blind spots, potential barriers to success, and communication biases.

2. Evaluative Calls: Each participant will take part in evaluative calls with Arudia prior to the kick-off learning session. These calls will help the program faculty understand the barriers that participants are facing, what they see as the most important issue and what they hope to get out of the program.

3. Bi-Weekly Professional Coaching Calls: Each participant will participate in 30-minute bi-weekly professional coaching calls to further support them in developing leadership skills.

4. Onsite Training during the Kick-Off Learning Session: Each participant will attend a four day kick-off meeting. Arudia will wrap-up this meeting during the final two days of the meeting and will focus on the areas of leadership growth based on the Myers-Brigg Type Indicator Online Assessment® and the one-on-one evaluative calls.

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5. Final Learning Congress: Each participant will attend a three day wrap-up learning congress. Arudia will facilitate the third and final day of the wrap-up meeting where participants will continue to present the findings from their practice improvement project and to share best practices.

Participation Cost Analysis

Cost of Training When Purchased through MTM Services & Arudia

Cost of Training When Purchased through this Program

$28,862 $7,500

Total Savings: $21,362

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Appendix A

Integrated Healthcare Readiness Assessment: This organization-level assessment will be sent to each participant upon acceptance into the program for completion prior to opening learning conference to support the measurement of the following service delivery areas within the participant’s local organization:

a. Access to treatment processes and costs b. Centralized Schedule Management with clinic/program wide and individual clinician

“Back Fill” management using the “Will Call” procedures c. Scheduling templates and standing appointment protocols for all direct care staff linked

to billable hour standards and no show/cancellation percentages d. No Show/Cancellation management principles and practices using an Engagement

Specialist to provide qualitative support e. Internal levels of care/benefit package designs to support appropriate utilization levels

for all consumers f. Re-engagement/transition procedures for current cases not actively in treatment. g. Key performance indicators for all staff including cost-based direct service standards h. Use of person-centered service delivery strategies including collaborative concurrent

documentation i. Internal utilization management functions including:

i. Third party funded credentialing capacity

ii. Pre-Certs, authorizations and re-authorizations

iii. Referrals to clinicians credentialed on the appropriate third party/ACO panels

iv. Co-Pay Collections

v. Timely/accurate claim submission to support payment for services provided

j. Public information and collaboration with medical service providers in the community k. Supervision/Coaching capacity to support change management within the center l. Leadership/Management challenges to support change management needs m. Objective and measurable job descriptions including key performance indicators for all

staff and develop an objective coaching based Evaluation Process n. Ability to use rapid cycle change management model to support the goals and

objectives needed to ensure implementation of needed changes The assessment will be scored by the MTM Team and will be used to support the following:

Final training agenda at the Opening Learning Conference Individual grantee goals/focus areas for the CIP Post grant strategic planning

CIP Consultation Support: Each participant will receive monthly one hour Internet based consultation from the MTM Team to support development and implementation of the CIP.

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Appendix B

Individualized Leadership Role Subgroups: All grantees will be divided into four sub-groups to support the development of individualized consultation/training/mentoring support based on the unique leadership skills, experience and job requirements for each subgroup as outlined below. Further, each subgroup will have an opportunity to select specific focus areas for their respective leadership requirements that will be support via Internet for the Subgroup Meetings.

a. CEO Subgroup Focus Areas:

i. Leadership requirements to support an enhanced Mentoring/Coaching management

model

ii. Meeting management/decision-making support - Using data/information to support

informed decision-making

iii. Need to groom future leaders through empowered solution development decision-

making

iv. External leadership needs in an integrated care environment

v. Use of the Governance Model for Board of Directors/Board Relationship

vi. Effective Strategic Planning to support Health Care Integration

vii. Leadership Support Requirements for More Timely Access to Treatment

b. Medical Director/Clinical Director Subgroup Focus Areas:

i. Clinically shifting to “treat to target” outcome based treatment approach to support

“pay for performance” funding models

ii. Development and implementation of internal levels of care/benefit design to

support a distributive justice ethical need and ability to project episodes of care

based on clinical criteria

iii. Develop brief therapy models/capacity to support episodic care needs and co-

management of cases in an integrated care team environment

iv. Support for the use of the collaborative documentation process

v. Support for moving the clinical team to a “group practice” service delivery model

vi. Leadership role needed to support integration with physical healthcare

vii. Use of data/information to support more informed/timely clinical decision-making

c. COO Subgroup Focus Areas:

i. Support for Meeting Facilitation/Management to provide an enhanced solution

focused and time effective decision-making model

ii. Use of data/information to support informed and more timely service delivery

operational practice decision-making

iii. Enhanced use of a Utilization Management Plan to support internal compliance with

documentation of medical necessity and timely submission of service event data to

appropriately support claims submission/adjudication

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iv. Support to shift from Quality Improvement to Continuous Quality Improvement

(CQI) based Rapid Cycle Change Management model

v. Support to develop/implement operational procedures to support Same Day Access

to treatment capacity

vi. Support to develop/implement key performance standards and measurement

capacity to support more objective staff evaluations

vii. Support to shift from a “loosely held federation of private practices model” of

service delivery to a “Specialty Group Practice Management Model”

d. CFO Subgroup Focus Areas:

i. Support to develop costing of services by staff type and service delivery process

costs

ii. Support to transform “data” to more usable information for clinical and

administrative staff

iii. Support to identify ways to enhance payer mix diversity in a funding era of shifting

to more Medicaid managed care and third party payers insurance requirements

iv. Support to enhance internal revenue management at the front door and for back

office staff

v. Support for adequate Utilization Management capacity including contracting,

credentialing, authorizations/re-authorizations, claims management, and co-pay

collections

vi. Support needed to develop a level of care based clinical team cost of services model

vii. Support to develop costing awareness for Shared Risk Funding Models -

Bundle/Episodes of Care Rates, Stratified Case Rates and Case Rates

Subgroup Consultation Support: Each subgroup will meet with the MTM Team for six Internet consultation/coaching session to identify case studies and proven solutions for each of the subgroup’s focus areas.

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Appendix C

Onsite Training during the Kick-Off Learning Session: Each participant will receive training from MTM Services that will focus on the following areas of leadership growth:

a. Difference between supervision, managing and leadership in an integrated

healthcare system b. Identifying typical leadership styles and focus areas that might be more effective in

shifting from a loosely held federation of private practices to a group healthcare practice

c. Integrating leadership authority and responsibility in day to day duties

d. Establishing performance, behavior, aptitude and attitude based performance

standards for all staff

e. Develop an clinic-wide coaching and mentoring plan to assist staff to meet

performance standards

f. Implement use of written coaching logs to support performance evaluation process

g. Implement a more objective staff evaluation model that assists staffs to develop

additional skills as needed in the clinic restructuring program

h. Supervision/coaching methods to address inappropriate behavior and attitudes.

i. Case study/coaching style models for holding staff accountable

j. Recommended time management and priority setting methodologies

k. Overview of meeting management guidelines and more objective decision-making

process

l. Developing objective service process data measurement capacity to support the

measurement of key performance indicators (KPI)

m. Change management models and how to support rapid cycle implementation of

required changes

n. Each participant will be asked in the application to identified three individual

challenges as a leader/manager and the identified challenges will be the focus of the

curriculum during the second day of the training.