STAR Center Measuring What Matters Toolkit
Learning Collaborative
Peer and family run organizations across the country are at the forefront of some of the most groundbreaking innovations in mental health and substance use recovery support. At the same time, healthcare systems, including those that support people with mental health and substance use disorders, are going through revolutionary changes to improve health, improve quality and reduce costs.
Landmark shifts in policy are driving:
· institutional care towards individualized, person-centered home and community based services,
· payments for services towards value based payment models
· attention to social determinants of health and population health and
· attention to reducing and eliminating health disparities.
The capacity for organizations, especially peer and family run organizations, to demonstrate their value and become sustainable resources in their communities has never been more important.
The STAR Center, in collaboration with executive and governance leaders in peer and family run organizations across the country, experts in managed care, organizational development and business planning has created the Secrets of Sustainability Learning Collaborative to offer group and individual based training and technical assistance.
The Opportunity
Up to six Peer and/or Family Run Organizations will be chosen through an application process to learn and implement proven strategies for strengthening and increasing their readiness for managed care focused on the development of meaningful performance measures. Organizations designated as peer or family run organizations from across the country are eligible to apply.
Selected organizations will have the opportunity to:
· Develop a ‘Measuring What Matters’ management team
· Participate in 6 Virtual Learning Collaborative sessions
· Utilize the Measuring What Matters Toolkit
· Participate in in-depth virtual learning opportunities
· Receive ongoing targeted coaching and technical assistance
What You Will Learn
· You will learn and build upon best practices for developing a value based measurement system;
· You will gain practical knowledge and skills related to developing a managed care ready organization;
· You will get tips for how to strategically leverage existing and new opportunities as well as how to minimize the roadblocks to becoming managed care ready;
· You will develop a customized, actionable roadmap to implement;
· You will become an integral part of a national coaching cohort with access to powerful resources, tools and coaching for six months.
Expected Commitment of Selected Organizations
Selected organizations commit to take part in all the following activities:
6 scheduled Virtual Learning Collaborative Sessions: Activities in this phase are designed to prepare selected organizations to use and work with the Measuring What Matters Toolkit for Peer and Family Run Organizations. Participation is designed to include a 2-person team representing the organization during Virtual Learning Collaborative Sessions (up to 9 hours total).
Form a Measuring What Matters Workgroup: This involves “forming” a team that includes individuals from all areas of the organization. Please keep in mind that while representation is important, smaller numbers of people are generally more effective as a workgroup. If the group is too large, the process may become overwhelming and excessively time consuming.
o Executive leadership and decision makers
o Administrative staff
o Financial/billing staff
o Frontline providers/clinicians/peers
o Stakeholders/consumers/family members
o Others
Implementation, communication and evaluation (6 months): Follow along activities and coaching through the STAR Center and CCSI help support the implementation of each organization’s work plan. This includes technical assistance and coaching support. Each organization will receive one “office hour session” from CCSI (1 hour per organization).
Application Instructions
This is a competitive process in which organizations will be selected based on current readiness, capacity and willingness to actively participate in the initiative as outlined above.
We ask that the organization’s executive director complete, scan and submit:
1. This application form
2. A completed Agency Readiness Assessment Tool (see below)
All materials will be kept and stored as confidential information by the STAR Center and will not be shared with anyone other than the STAR Center/CCSI review team which includes Chacku Mathai, Tanya Ryder, John Lee and Briannon O’Connor.
Send the completed application form no later than Friday, March 3, 2017 by email attachment to Tanya Ryder, Project Manager for the STAR Center at .
Review Criteria
The review committee will favorably consider applications that:
· Commit to a six-month effort and are willing to provide supportive resourcing to achieve the goals of the initiative.
· Agree to engage and actively participate with STAR Center and CCSI staff in all activities.
· Demonstrate organizational status as a consumer controlled or family member controlled organization
· Preference will be given to peer and family run organizations in:
· Region 2 - New Jersey, New York, Puerto Rico and the U.S. Virgin Islands and
· Region 6 - Arkansas, Louisiana, New Mexico, Oklahoma, and Texas.
· Selection will also focus on achieving a 2:1 balance of peer and family run organizations (4 peer run and 2 family run organizations)
Application Deadline: Friday, March 3, 2017.
If you have any questions contact Chacku Mathai at or 703-489-2406.
Application Form (Please type)
Organization:
Address:
City /State/ Zip Code:
Phone:
Executive Director:
Email: Phone:
A. Organizational Commitment
1. The Executive Director commits to actively participate in this 6-month initiative and to attend all 6 sessions of the Measuring What Matters Toolkit for Peer and Family Run Organizations along with one other organizational representative.
Yes No
2. The organization agrees to form an active workgroup to participate and work between Virtual Learning Collaborative sessions in this six-month initiative.
Yes No
3. The board of directors and the executive director commit to supporting the selected team in goals and efforts identified through initiative work.
Yes No
4. If selected, organization agrees to implement the work plan developed as part of the initiative and to provide additional program evaluation reporting related to the initiative (surveys and interviews).
Yes No
B. Organizational Capacity
1. Total annual budget:
2. Staff makeup
a. # of paid staff
% full-time
% part-time
Please complete the following statements by checking or selecting the appropriate response:
We have a board approved strategic plan
Please indicate the time-period covered by your current plan:
We have an infrastructure development work plan
Please indicate the time-period covered by your current plan:
Organization Status
Please indicate the length of time organization has operated:
C. Narrative
Please respond briefly to the following questions.
1. What are the most urgent infrastructure issues facing your organization?
2. What do you hope to gain from participating in Measuring What Matters initiative? What do you want to be able to have or do in a year’s time? Describe how this fits with your strategic goals.
Developing and Using Meaningful Performance Measures
Agency Readiness Assessment Tool
Organizations that are successful in demonstrating the value of their work to their partners have processes in place to effectively collect data to measure service impact as well as processes to use the information to continuously improve practices. This assessment was developed to assess organizational readiness in both areas. Please circle the response for each item that is most true of your organization today.
Readiness Item / Not At All Very TrueTrue
Data Collection Practices
The agency has a process for collecting demographic information (gender, age, race/ethnicity, etc.) on the population being served / 1 2 3 4 5
The agency has a process for collecting service volume activity for all services provided (Examples: spreadsheets, electronic records with database, etc.) / 1 2 3 4 5
The agency has a process for collecting impact of services for all services provided / 1 2 3 4 5
The agency has a process for collecting service recipient satisfaction ratings / 1 2 3 4 5
Data Analysis Practices
The agency reviews the demographic information on the population being served at least annually / 1 2 3 4 5
The agency reviews an organization-wide performance report on a regular (monthly or quarterly) basis / 1 2 3 4 5
The agency performance report tracks changes in service volumes / 1 2 3 4 5
The agency performance report tracks agency financial performance / 1 2 3 4 5
The agency performance report tracks client satisfaction with services provided. / 1 2 3 4 5
The agency performance report includes “impact of services” measures. / 1 2 3 4 5
The agency performance report includes performance benchmarks for comparison purposes / 1 2 3 4 5
The agency performance report includes previous data to track trends over time / 1 2 3 4 5
The agency performance report assesses impact of service by age, race/ethnicity and gender of the population served / 1 2 3 4 5
Performance Information Sharing Practices
The agency performance report is shared across the organization (Board, Leadership Team and staff). / 1 2 3 4 5
The agency routinely shares performance information with payers and other partners (including service recipients) / 1 2 3 4 5
Performance Improvement Practices
Discussions about opportunities for improvement based upon the performance report take place across all levels of the organization / 1 2 3 4 5
Action plans are developed and implemented to address outcomes from the agency performance report that require improvement / 1 2 3 4 5
Individuals are assigned to champion action plans developed to address outcomes that require improvement / 1 2 3 4 5
Investments are made in orienting staff to evidence-based practices related to services provided / 1 2 3 4 5
Practices are in place to monitor and support fidelity to evidence-based practices / 1 2 3 4 5
The agency is able to adapt practices to meet the cultural and linguistic needed of the service recipients / 1 2 3 4 5
Job Descriptions and Performance Appraisals reflect performance expectations and involvement in performance improvement practices / 1 2 3 4 5
The agency has a process for re-enforcing innovation through verbal or other forms of recognition / 1 2 3 4 5
Members of the management/leadership team are offered opportunities to participate in leadership development training / 1 2 3 4 5
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