Annual Report to OSF
Grantee / The Maryland Addictions Directors Council Board of Directors(Maryland Professionals for Quality Addiction Services, Inc.)
Grant #: OR2013-04136
Board of Directors / Board of Directors
President: John Winslow Vice President: Mark Santangelo Treasurer: Ken Collins Secretary: George Plesniak
Members-at-large
Heather Brown Marian Currens Kathleen O’Brien
Yngvild Olsen Craig Stofko
Director Emeritus
Gale Saler
Contact Information / Tracey Myers-Preston, Executive Director
1206 Brook Meadow Drive
Towson, MD 21286
443.834.5866
Introduction
We are pleased to present this Final Report demonstrating the achievement of the goals set out in the 2013-2014 Operating Grant generously provided by the Open Society Foundation to The Maryland Addictions Directors Council (MADC). MADC is an association of behavioral health professionals providing prevention, intervention, treatment, recovery, support and wellness services for people with substance use, co-occurring, and process addiction disorders and associate members who support the organization’s mission. MADC has a well-organized and active membership, alliances with strong partners, a statewide presence, an established infrastructure and communication system, and strong relationships with legislators, higher education partners, and state and regulatory agency personnel.
MADC continues to be recognized as an important and influential stakeholder voice making progress in the strategic efforts and outreach prioritized by the Board of Directors. The organization has moved beyond simply responding to issues as they arise and now is actively setting the agenda and bringing and maintaining attention to the critical issues affecting access to substance use disorder (SUD) in Maryland. We continue to leverage influence gained to ensure that the concerns of the SUD community are recognized and addressed.
A great deal of work has been undertaken over the past year to eliminate the historical and consistent manner in which SUD are marginalized across systems. Through MADC’s targeted activities, we have been able to raise awareness regarding the serious misunderstandings that exist with regard to SUD and address the policy segregation that continues to pose serious consequences for access. MADC is poised to serve as a powerful catalyst launching networks and collaborative relationship that mobilize various constituencies to recognize and initiate activities that elevate and sustain SUD as a serious public health issue.
The implementation of the Affordable Care Act (ACA) and the move to integration in Maryland demand that all health care systems - at all levels - transform practices to ensure better outcomes and improved care.
MADC is committed to supporting this change and engaging in new and innovative solutions to ensuring improved and integrated behavioral health care, while promoting the availability of clinically sound services in an area of healthcare that has been historically misunderstood and poorly funded.
MADC members continue to participate in the evolving discussions regarding the integration of mental health, substance use disorder treatment, and general medical health care. In addition, members have worked with an ever-increasing group of diverse behavioral health stakeholders in support of a fully integrated, person-centered public behavioral health system that integrates general medical health care and behavioral health care at the point of service, relies on the clinical judgment of substance use disorder professionals, and advances measurable improvement in health outcomes. The priority theme running through all efforts is ensuring every Marylander has access to fully-integrated behavioral health services and ensuring there is parity in the provision of SUD, mental health and physical health services.
Despite public support for addiction treatment, drastic and consistent funding reductions over the past several years are having a devastating effect on our treatment system. Reductions in funding for non-Medicaid treatment services are negatively impacting the SUD treatment system; and the growing crisis is impacting cities and towns across the State. The heroine epidemic is taking root in every community - with some jurisdictions reporting overdoses at a rate of more than one per day – and health officials are reporting that they expect the numbers to climb. As treatment funding has consistently been reduced and SUD continues to be stigmatized and marginalized in the policy arena, we seeing and anticipating the epidemic to grow.
MADC has worked consistently over the past year to support funding that will reduce the dire consequences of the drug crisis and include reinstating the funding cut from SUD treatment, expanding access to medication-assisted treatment, meeting the desperate need for residential services, and providing sliding scale support for co-pays and deductibles for under-insured people who cannot access treatment.
Operations & Governance AccomplishmentsGoal:
§ Ensure the sustainability of the Association during a time of significant leadership transition
The Board of Directors held their annual retreat on October 8. The day was very constructive and included a review of the strategic plan and fiscal reports, a brief review of governance policies and Director’s roles and responsibilities. The Directors also participated in a discussion around diversity awareness and held a discussion around re-visioning / launching a new Behavioral Health Association in partnership with CBH. The day concluded with a special presentation and discussion with Susan Tucker, Executive Director of…, As our members are overwhelming going to be impacted by the changes within the Medicaid system, the Board wanted to ensure that the provider community was an active voice within the decision-making and planning underway. Some of the issues explored and input provided included; the future role of CSA’s and local health departments, how grant funding will be handled, efforts to ensure those leaving prison are enrolled upon release, addressing rate disparities, payment for medication-assisted treatment, and parity.
The Nominating Committee began their work in the fall of 2013. A full assessment of the current make-up of the Board and targeted needs was completed. The committee completed their work informed by the fact that there would be a great deal of turn-over taking place. Many Directors, who were responsible for moving the organization from a volunteer-led organization, were completing their terms. George Plesniak served as the Board Liaison on the committee and other members were: Sara Haina, Doris Moxley, Nancy Rosen- Cohen and Bob Stevens.
The final slate was presented to the membership May 12, 2014 and was approved unanimously. Mark Donovan Owner and Director of Congruent Counseling Services and Integrative Counseling, David Gerick Managing Partner, Maryland IOP Partnersand Owner of Breakthrough Training and Consultation Services, Barbara Groves, Executive Vice-President, Maryland Treatment Centers, Inc. and Jessica Statesman Program Director, Marian House began their two-terms as of July 1, 2014.
OSI is a unique funder in its willingness to support the important issues surrounding SUD. As we have begun conversations with potential funders, it is clear that SUD has not been a priority issue and there is an absence of the understanding of SUD and its far reaching and interrelated impact on our communities.
The expectation to raise matching funds as part of the deliverables set out was further refined in the spring of 2013. No longer was the organization permitted to utilize income from membership or events to meet the matching funds requirement. During the proposal review meeting, it was determined that the Program Officer would offer technical assistance and make introductions to other funders in support of this requirement. MADC was unable to avail itself to this support due to the absence of a program officer.
MADC was able secure a meeting with the Baltimore Area Grantmakers subcommittee dedicated to mental health. This was an exciting opportunity as the members were eager to learn more about SUD in the climate of integration. The meeting resulted in conversation with several member foundations to explore potential funding opportunities including the Morton and Jane Blaustein Foundation, CareFirst BlueCross BlueShield, the Leonard & Helen Stulman Foundation, and the Harry & Jeanette Weinberg Foundation. Unfortunately, none of the foundations were willing to entertain proposals at that time. Several of the foundation representatives were generous in offering feedback and direction with regard to trends they were seeing, potential future opportunities for SUD to be considered and providing general funder advice.
MADC was successful in making submissions to the Abell Foundation and the Behavioral Health Administration (BHA).
A proposal for $43,700.00 was submitted to the BHA for a project entitled, “Building an ACA-Informed Behavioral Health Workforce”. The project would focus on increasing and enhancing the behavioral health workforce capacity through recruitment, retention, education, training and development in the areas of behavioral health prevention, intervention, treatment, and recovery. MADC would address regulatory and statutory changes to address workforce challenges, remove barriers while ensuring quality care and address credentialing standards to ensure better alignment with the course offerings available in local colleges and universities removing barriers to entering the profession at higher levels and complete research on the factors that increase enrollment and declared majors, as well as, factors that promote retention and degree completion. The proposal also supported a continuation of efforts to provide loan forgiveness programs, scholarships and other incentives and facilitate and actively engage in activities that will generate and provide sustained funding to behavioral health workforce initiatives. Consideration for the proposal was delayed by the BHA as they amended their original instructions to postpone consideration until after the merger of the administration was complete and new funding was in place. We are currently awaiting their response.
“The ACA and the Justice-Involved Population” project proposal was submitted to the Abell foundation with a request for funding of $42,037.00. The project would focus on establishing networks of providers who are well prepared to serve the transitioning justice-involved population. While enrollment is the first step in engaging returning individuals in health care, it is imperative to ensure linkages to providers who are skilled in helping this population transition. The project would promote connections to community-based services as well as education for providers to ensure they are prepared to treat individuals who are not accustom to accessing health care. MADC received nine letters of support from various criminal justice and recovery-focused organizations pledging their support and active engagement in the project. The Abell Foundation declined funding this project.
Recognizing the challenges surrounding fundraising through foundation community, MADC established Preferred Partners Program. Through this unique marketing relationship, MADC established a collaborative relationship with valued business partners who have demonstrated their stability, integrity, and value within our member business economy and wish to offer its services through a direct package of targeted outreach activities. The goal is to deepen our relationship with corporate partners, support one another’s common mission and generate resources for the association.
Preferred Partners may enter into a partnership at an investment of $7,500.00 and receive access to direct marketing opportunities, the e-newsletter, promotion on the Preferred Partner webpage, website sponsorship, educational programming, and sponsorship at the Annual Mid-Atlantic Behavioral Health Conference. We have gained commitments from Alkermes, Dominion Diagnostics, and Orasure.
MADC continuesto seek and promote opportunities formembersto gain discounts onproducts and services, while generating affiliate income for the association. Currently, we have member discount relationships with Hazelton Publishing,Inflexxion, Sterling Laboratories,Qualifactsand Deer Park Water.
MADCgeneratesaffiliate income from SterlingLaboratories, Qualifacts and Foothold Technologies. We are working closely with each of the affiliate partners to expand the enagegemt of our members thus securing additional income for the association. The Board of Directors will be reviewing a new proposal from the Accreditation Commission for Health Care in September 2014.
Member Service and Engagement AccomplishmentsGoal:
§ Grow and expand membership and increase member engagement
Overall, membership numbers have not increased at the same pace reflected in previous years. In 2013 membership increased by 2%. We are seeing some movement toward members ceasing to operate and others consolidating their efforts. The Board is closely monitoring the changes in the landscape and the potential impact on MADC.
As the result of the new “supporter” membership level, the association experienced a 2% increase in non-traditional membership. The supporter level provides an opportunity for individuals, organizations, other associations, business or educational institutions (not licensed to provide substance use disorder prevention, intervention, treatment and recovery services) which are concerned with substance use disorders and/or provide services/products to individuals and agencies working in the profession are eligible to join MADC. MADC Supporters are eligible to attend MADC meetings, receive MADC updates and notices, but cannot serve on the Board of Directors or vote.
We continue our member cultivation activities that include personal outreach and invitations and series of communication tools and strategies aimed at engagement that will lead to membership. Survey results and member feedback continue to affirm high levels of satisfaction regarding the value and timeliness of regular communications, events, special topic meetings and education opportunities, the ease and consistent opportunities to meet with decision-makers facilitated by MADC. We continue to explore new ways to actively engage members and move them into committee participation and leadership and then into possible Board of Directors roles. Succession planning is a very important consideration as the association is being affected by the same workforce dynamics.
The interest in education and learning opportunities has increased as an even more important benefit as our members face an enormous amount of change generated by the ACA and behavioral health integration. MADC offered several education forums for our members including “Behavioral Health 101: Preparing for Accreditation” held in collaboration with Community Behavioral Health (CBH ) - the mental health provider association. The two-day training was attended by 208 professionals and provided a solid foundation for organizations seeking CARF accreditation. Participants gained valuable insight into the accreditation process as well as helpful information in preparing for the required survey.
Through the Maryland Integration Learning Community, MADC developed and delivered two webinars entitled
“Population Management and Care Coordination:Changing How We Do Business” and “The Maryland Health Home Implementation Model and Implications” Both were content-rich and served as useful tools for those within the Learning Community and beyond, as education resources.
MADC held an education forum entitled, “Relapse Prevention Medications for Opioid Addiction - Expanding the Recovery Tool Chest” on Thursday, May 1, 2014. Dr. Yngvild Olsen and Dr. Marc presented valuable information on the use of pharmacological medications, in combination with counseling and behavioral therapies, to provide a ‘whole patient' approach to the treatment of substance use disorders. The education forum outlined how new advancements in pharmacotherapy can help support and augment traditional evidence-based treatment practices for opioid dependence and provide participants with greater understanding of the physiology of addiction and the use MAT.