FY 2016 through FY 2019
Overview and Rationale
The Mental Health and Recovery Services Board serving the rural Appalachian counties of Belmont, Harrison, and Monroe in eastern Ohio is charged with several responsibilities under Section 340 of the Ohio Revised Code. A significant charge from the legislation is “Assess the community addiction and mental health needs, evaluate the strengths and challenges, and set priorities for community and addiction and mental health services including treatment and prevention.” Committed to meeting the believed intent of this charge, the Board engaged in process to assess the area needs (which included a ROSC assessment) and SWOT assessment to inform its strategic plan.
Board Foundational Elements
The mission of the Mental Health and Recovery Board is to manage public resources to ensure the availability of comprehensive, quality, and cost-effective mental health and substance abuse treatment and prevention services to the residents of Belmont, Harrison and Monroe Counties.
The Board is committed to assuring that residents of our communities live healthier lives through access to quality mental health, alcohol and drug prevention, treatment and support services.
To carry out its mission and vision, the Board believes:
- Services should be responsive and strengths based
- Communities are best able to identify needs and ways of meeting those needs
- In promoting high levels of professional competency and standards
- In complying with government regulations
- In fiscal stewardship and acting in the best interest of taxpayers and consumers
- That consumers, families, and staff must be treated with respect
- In using innovative approaches to meet needs while maximizing resources and promoting collaborative ventures
Strategic Direction # 1: Strengths based, innovative array of services and supports designed to help achieve identified effective and positive health outcomes and recovery.
- Increase use of evidence based practices for treatment and prevention services.
- Promote a continuum of care for service area residents that offers an array of accessible and available services provided in a manner that increases or decreases in intensity and duration based on client need.
- Join with providers in designing and implementing innovative, strengths based programs and services.
- Eliminate access and service disparities between the counties and within individual counties.
- Provide access to recovery services and social supports to area residents.
Strategic Direction # 2: Fiscal leadership should maximize resources and capitalize on emerging resource opportunities and promote positive outcomes for the residents.
- Align the services and structures within the area’s behavioral health system of care to reduce disparities, achieve efficiencies, and assure equitable access to effective core services and supports.
- Reduce funding disparities between counties.
- Redirect funding to recovery services and supports such as employment, housing, education, and peer supports.
- Transition a portion of the boards contracts from production based to outcome based contracting with incentives for positive health and behavioral health outcomes.
- Secure additional funding from federal, state, and local entities.
- Assure that facilities and other capital investments support service delivery.
Strategic Direction # 3: Board and staff embrace informed decision-making combining accurate data, outcomes, and quality improvement strategies to demonstrate results.
- Use a needs assessment and accompanying updates to inform and evaluate the adequacy of the local system of care.
- Maintain a strategic planning process to guide system decision making.
- Develop and implement of a CQI process for the Board operations and system issues.
- Employ system (internal and external) dashboard reports to measure change, growth, and improvement.
- Assure information technology abilities support evolving data/information needs necessary to fulfill planning, monitoring, and evaluation.
Strategic Direction # 4: Promote community health and wellness through collaboration, advocacy and community awareness, education, and prevention efforts.
- Promote collaborations and expanded relationships between and among the board, providers, and other community systems including criminal justice, education, health and human service organizations and community organizations to generate and share savings and enhance quality.
- Leverage resources and strengthen collaboration to promote health and wellness.
- Nurture and maintain relationships with federal, state, and local legislative leaders to advocate for support of community based services and treatment for all ages and all populations.
- Develop a community awareness and communications plan to promote behavioral health and wellness and the efforts of the local system in all three counties.
- Encourage peer recovery services in the three county area to enhance education, interventions, and promote continuity of services.
Strategic Direction # 5: Seek a clinical and administrative culture that supports evolution, growth, and change in its effort to offer outcome producing programs, services, and supports within a recovery oriented system of care.
- Invest in a competent workforce that is ready to meet emerging health and behavioral health changes.
- Design and implement a performance and quality improvement initiative for board operations and processes.
- Maintain Culture of Quality Certification for MHRS Board operations.
- Encourage all system providers to acquire the tools and talents to successfully compete in a managed care environment.
- Reform internal and external processes to align the behavioral health system with emerging health standards and recovery oriented system of care elements.
- Provide knowledge and learning opportunities.
Strategic Direction # 6: Employ sound risk sensitive processes, tools, and technologies to reduce the likelihood of harm to clients, staff, MHRS Board or the system of care.
- Develop and monitor MHRS Board staff understanding and compliance to HIPAA requirements to assure that client PHI is secure and not vulnerable to disclosure.
- Require the Board facility and all information technology components (servers, computers, cell phones, etc.) are maintained to secure PHI and other system user data, up to and including staff personal information.
- Develop disaster plans that can be implemented in the event of a natural disaster or man-made disasters such as chemical spills, mass shootings, hostage situations or terrorist attacks.
- Assure adequate Board policies and procedures, or operational protocols are in place to guide decision making in the areas of human resources, contracting, auditing and compliance, and health and safety.
- Work to assure current contract providers are fiscally healthy and demonstrate the clinical excellence to be successful in emerging health care structures.