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Northeast
Ohio
Behavioral Health, Ltd.
Long-Term
Plan
July
1, 2004 – July
1, 2008
Introduction
Northeast Ohio
Behavioral Health, Ltd.
(NEOBH) has continued to demonstrate clinical expertise in the mental
health treatment of children, adolescents, adults and families. Our
organizational philosophy requires us to seek excellence in our
treatment methods, the satisfaction of our clients, and the
professional growth of our staff. NEOBH has never tried to “be
everything to everybody.” It has recognized its strengths and its
limitations, and has focused on the provision of mental health
counseling services within the scope of outpatient, non-medical
intervention, while expanding the availability of services for
specialty populations. NEOBH shall retain a focus on the provision
of outpatient mental health services for the next four years (July
2004 through July 2008), and shall continue to seek opportunities to
fill niche specialty areas that are underserved within the community.
The following Long-Term Plan documents our assessment of our
organization, and plots a course for the future of Northeast Ohio
Behavioral Health, Ltd.
Clarification of
Our Mission
NEOBH shall continue
to strive toward
to the provision of high quality counseling services within a safe
therapeutic environment. We maintain a strong commitment to ethical,
client-centered practice in the midst of ever-changing performance
standards and the requirements of organizations responsible for
funding, accreditation and external financial and clinical oversight.
NEOBH additionally remains committed to problem-solving activities
regarding the numerous challenges faced by our organization. It
shall remain responsive and sensitive to community reaction,
satisfaction and need as it adjusts its operations to further enhance
its reputation within the communities it serves.
Mission-Related
Goals and
Objectives
Goal
A: NEOBH will continue to provide high-quality, non-medical
mental health services to children, adolescents, adults and families.
Objectives/Strategies:
Responsible Parties: CQI Committee, in
conjunction with the
Executive and Clinical Director and the QA Officer
Goal B: NEOBH will seek to attain the
highest level of
client/consumer satisfaction.
Objectives/Strategies:
Responsible Parties: CQI Committee, in
conjunction with the
Executive and Clinical Director and the QA Officer
Goal C: NEOBH will assess service gaps
and the
community assessment of service needs, as well as community
satisfaction, and will respond to this information within the content
of its Annual/Short-Term Plan.
Objectives/Strategies:
Responsible Parties: Clinical/Executive
Director, with
appropriate input from the CQI Committee, agency staff and the
Advisory Board
Goal D: NEOBH will create a practice
environment
conducive to the needs of our clients and to the professional
practice of our clinical and office staff members. NEOBH will pursue
the purchase of office space at the conclusion of current rental
agreements.
Objectives/Strategies:
Responsible Parties: Clinical/Executive
Director, with input
provided by the Business Manager and agency staff, with additional
consideration provided by the NEOBH Advisory Board
Goal E: NEOBH will support, attract and
retain highly
motivated and highly qualified personnel within all areas of its
operation.
Objectives/Strategies:
Responsible Parties: Clinical/Executive
Director will maintain
the necessary approvals for CEU provision through the
Counselor/Social Worker Board and the Ohio Psychological Association,
Office of Continuing Education. The Director will also obtain staff
feedback regarding topics of interest, and will utilize QA/CQI data
in order to further identify areas of needed skill improvement.
Clinical/Executive
Director will plan and execute workshops at least yearly, with the
January Staff Training Event maintained as a primary source of staff
training.
Clinical/Executive
Director will organize other staff trainings as needed to introduce
new documentation formats, or in relation to staff training
requirements outlined by accrediting bodies.
Business
Manager
will perform ongoing assessment of staff training needs within the
clerical staff, and will address training required as a result of
changes in technology, including software and hardware and data
information reporting requirements of funding sources.
Goal
F: NEOBH will achieve and maintain certification by the
Council on Accreditation for Children and Family Services (COA). It
will obtain accreditation prior to September of 2006, and will
continue to implement the organizational changes created by the
certification readiness process, in preparation for re-accreditation.
Objectives/Strategies:
Responsible Parties: Clinical/Executive
Director, with the
cooperation of the CQI Committee, the Business Manager and the
Advisory Board
Goal
G: NEOBH will expand its involvement in managed care, while
maintaining its contracts with local Mental Health Boards.
Objectives/Strategies:
Responsible Parties: Business Manager and the
Clinical/Executive Director will share responsibility for the
identification of potential Managed Care contract expansion and
marketing of specialty areas. The Business Manager shall be the
person primarily responsible for compiling and sending staff
application packets, and checking these for accuracy.
Goal
H: NEOBH will maintain financial solvency and meet all
expectations regarding accurate and timely financial reporting.
Objectives/Strategies:
Responsible Parties: The Business Manager of
NEOBH will supply
Quarterly and Annual financial reports, to both Mental Health Board
Staff, the Executive Director and the NEOBH Advisory Board.
The
Business
Manager of NEOBH is responsible for the collection of data necessary
for these reports, as well as well as the collection of additional
financial data required for the Annual Reconciliation Audit. The
Business Manager shall work closely with the Auditor.
The
Executive
Director will review all data presented, and will ensure that
financial audit recommendations are implemented by the Business
Manager.
The
NEOBH Advisory
Board will review and approve all financial reports, and will provide
recommendations and consultation concerning the financial position of
the organization.
Assessment
of
Strengths and Weaknesses
Strengths:
-
Committed agency
staff, with low to moderate turnover of clinical staff. Several
clinical staff members have been employed for more than five years.
-
Variety of
experience base within clinical staff (i.e. university professors,
agency directors, chemical dependency agency) as well as varied
professional backgrounds (counseling, social work, psychology) results
in a rich clinical atmosphere conducive to different points of view and
the sharing of ideas.
-
Establishment of
“niche” specialty areas, particularly within the child and
adolescent service population.
-
Strong community
reputation regarding the provision of services to complex cases,
including those involved with the Court system.
-
“Hands
on” leadership that appreciates and experiences the clinical
challenges of client work as well as the complexity of the business
environment.
-
High level of
expertise (in house, and consultative, via audits) regarding financial
reporting requirements and expense allocation.
-
Implementation of
computerized billing programs, with opportunities for expansion.
-
Committed Advisory
Board members with areas of expertise that NEOBH can draw upon.
Weaknesses:
-
Small size of the
agency creates centralized leadership and requires numerous
administrative roles to be performed by the same staff members versus
allocation of duties.
-
Lack of
psychiatric services, limited both by the availability of such services
and the cost of obtaining psychiatric consultation.
-
Varied schedules
of staff members/inclusion of part-time staff make it difficult for the
clinical staff to meet together as a single unit.
-
Limited space in
some office areas has made expansion of programs more difficult.
-
Single billing
location requires close coordination between office staff in various
clinical office locations.
-
Complexity of
“paperwork” requirements due to the demands/requirements of
funding sources has required diversion of clinical staff attention and
reallocation of very limited clerical staff resources.
Assessment
of Human
Resource Needs
The assessment of
human resource needs
is an ongoing process. At this juncture, NEOBH does not plan to
appreciably expand its operations within the next four years;
nevertheless, it is possible that opportunities for collaboration may
occur. At the very least, NEOBH can expect to continue to require
the following staff resources:
Clerical Staff:
Business Management:
-
Bookkeeping,
Payroll, Financial Reporting
-
Supervision of
Office/Billing Staff
-
Managed Care
Linkage and Follow-Up
Clinical Staff:
NEOBH will continue to
engage in the
use of contractors and outside consultants to assist with the
following areas:
-
Legal Consultation
-
Computer
Network/System Consultation
-
Office
Maintenance/Routine Repairs
-
Certified Public
Accountant/Annual Financial Audit
-
Certified Public
Accountant/Tax Preparation
Assessment of Community Needs
Existing
Community Services:
At the present time,
Child and
Adolescent Service Center (CASC) in Stark County and Akron Child
Guidance Center in Summit County are considered the primary providers
of mental health services to children, adolescents and families in
their respective counties. These agencies have a wide array of
services, including psychiatry and case management, in addition to
traditional outpatient counseling. NEOBH serves a significant number
of children and adolescents via its Medicaid-only contracts with the
Stark County Mental Health Board (SCMHB) and the Summit County
Alcohol, Drug and Mental Health (ADMH) Board. Although its
contracts with Managed Care involve referrals for adults, adolescents
and children, the child/adolescent focus of NEOBH has drawn referrals
from sources with this population emphasis, such as pediatricians and
family practitioners.
NEOBH does compete
with other private
practitioners in the community for the private/fee for service client
market. It does not compete with adult Community Mental Health
agencies (such as Portage Path Community Mental Health Center/Summit
County, and NOVA Behavioral Health/Stark County) for Medicaid-only
clients. Indeed, these agencies serve a more demanding adult
population who frequently require psychiatric services as well as
central pharmacy and case management services.
At this time, NEOBH
does not plan to
enhance its operations by the provision of additional services (such
as case management) that would duplicate services that are already in
the community. NEOBH cannot foresee moving in this direction, and
shall maintain its emphasis as an alternative choice for high-quality
outpatient mental health services. NEOBH has considered adding child
psychiatric services in the past, but the continued high cost of
hiring this type of specialist, in comparison to the amount of
potential utilization, prohibits further consideration of this
possibility.
NEOBH plans to
maintain an emphasis on
“niche” specialty areas, particularly those needed within
the
child/adolescent/family clinical populations. These include the
following:
-
Child sexual abuse
assessment and treatment
-
Adolescent sexual
offender assessment and treatment
-
Psychological
Evaluations
-
Child Custody
Assessments
-
Parent
Coordination Services
-
Parenting
Evaluations
Identified
Service Gaps:
The referral patterns
of NEOBH strongly
indicate that NEOBH is the primary choice for the above-listed
services within both Stark and Summit Counties. This is particularly
true regarding child sexual abuse assessment services, as well as
abuse/neglect or dependency cases involving the Stark County Family
Court. NEOBH has received increased attention from the Summit County
Juvenile Court and Summit County Children Services regarding the
desire for assessments of children, adolescents and parents.
Accessibility
NEOBH continues to
experience a high
demand for assessment and treatment services, particularly within the
Stark County office, and particularly within the area of Parenting
Evaluations and Child Sexual Abuse Assessments. Accessibility for
these two specialty areas has primarily been limited by physical
space.
In contrast, the
Summit County Office
appears to offer more possibilities for Managed Care and fee for
service clients (such as Parent Coordination Services), as well as
specialized consultation for children and adolescents with Autistic
Spectrum Disorders, such as Asperger’s Disorder. The expansion of
services to these clients is currently limited by the availability of
staff with the appropriate expertise.
In response to this
analysis of
consumer need and accessibility for niche specialty areas of service,
NEOBH shall establish Short-Term Goals related to Long-Term Goal C
(RE: Assessment of, and Response to Community Needs. (See
Short-Term Goal Document)
Demographic Profile – Stark County, Ohio
POPULATION/2003
Estimate: 377,519
INCOME DATA/YEAR
1999
Annual Household
Income
(Median): $39,924
Per Capita Money
Income: $20,417
Persons Below
Poverty Level
(Percentage): 9.2%
GENDER DATA/YEAR
2000
Female Persons
(Percentage): Male
Persons (Percentage):
52.0%
48%
RACIAL/ETHNIC
DATA/ YEAR 2000
(Percentage)
Caucasian: 90.3%
Black or
African-American: 7.2%
American Indian and
Alaskan
Native: 0.2%
Asian: 0.5%
Native
Hawaiian/Pacific Islander: 0
Other Race Reported:
0.3%
Two or More Other
Races Reported: 1.4%
Hispanic or Latino:
0.9%
White/non-Hispanic or
Latino: 89.7%
Total Minority
Population: 10.5%
LANGUAGE
DATA/YEAR 2000
Foreign-Born Persons:
1.8%
Language Other than
English Spoken at
Home: 4.3%
Spanish Spoken at
Home: 2.2%
German Spoken at Home:
2.1
AGE DATA/YEAR 2000
Persons Under 5 Years
of Age: 6.4%
Persons Under 18 Years
of Age: 24.8
Persons 65 and Older:
15.1%
Median Age: 38.2
Years
RELIGIOUS
AFFILIATION DATA/YEAR
2000
Largest Religious
Bodies Number
of Congregations Number of Adherents
Catholic: 30 77,490
United Methodist: 59
23,046
Independent/Non-Charismatic:
4 16,070
Evangelical Lutheran
(ELCA): 26 12,247
Church of Christ: 18
10,074
United Church of
Christ: 21 9,073
Presbyterian
Church/USA: 13 5,534
EDUCATION
DATA/YEAR 2000/Persons
25 and Over
No High School
Diploma: 16.6%
High School Graduate:
41.2%
Some College, No
Degree: 18.9%
Associate Degree: 5.3%
Bachelor’s
Degree: 11.9%
Master’s Degree
or Higher: 6.1%
VITAL
STATISTICS/YEAR 2000
Births/Rate
per 1,000 Population: 12.3
Teen
Births/Rate per 1,000 Females, 15-19: 40.5
Marriages/Rate
per 1,000 Population: 7.6
Divorces/Rate
per 1,000 Population: 4.3
Demographic
Profile
– Summit County, Ohio
POPULATION/2003
Estimate: 546,773
INCOME DATA/YEAR
1999
Annual Household
Income
(Median): $42,304
Per Capita Money
Income: $22,842
Persons Below
Poverty Level
(Percentage): 9.9%
GENDER DATA/YEAR
2000
Female Persons
(Percentage): Male
Persons (Percentage):
51.8% 48.2%
RACIAL/ETHNIC
DATA/YEAR 2000
(Percentage)
Caucasian: 83.5%
Black or
African-American: 13.2%
American Indian and
Alaskan Native: 0.2%
Asian: 1.4%
Native
Hawaiian/Pacific Islander: 0
Other Race Reported:
0.3%
Two or More Other
Races Reported: 1.4%
Hispanic or Latino:
0.9%
White/non-Hispanic or
Latino: 83.0%
Total Minority
Population: 17.4%
LANGUAGE
DATA/YEAR 2000
Foreign-Born Persons: 3.3%
Language Other Than English Spoken at
Home: 5.6%
Spanish Spoken at Home: 3.2%
German Spoken at Home: 2.1%
Other Language Spoken at Home: 0.3%
AGE DATA/YEAR
2000
Persons Under 5 Years of Age: 6.6%
Persons Under 18 Years of Age: 25.0%
Persons 65 and Older: 14.1%
Median Age: 37 Years
RELIGIOUS
AFFILIATION DATA/YEAR
2000
Largest Religious
Bodies Number
of Congregations Number of Adherents
Catholic: 40 121,602
Independent/Non-Charismatic: 6 21,950
United Methodist: 45 21,083
United Church of Christ: 21 11,148
Evangelical Lutheran (ELCA): 14 6,912
Episcopal Church: 11 5,924
Presbyterian Church/USA: 16 5,825
Lutheran Church/ MO Synod: 12 5,643
EDUCATION
DATA/YEAR 200/Persons
25 and Older
No High School
Diploma: 14.3%
High School Graduate: 33.6%
Some College, No Degree: 21.7%
Associate Degree: 5.3%
Bachelor’s Degree: 16.7%
Master’s Degree or Higher: 8.4%
VITAL
STATISTICS/YEAR 2000
Births/Rate per 1,000
Population: 12.9
Teen Births/Rate per
1,000 Females,
15-19: 41.7
Marriages/Rate per
1,000 Population: 7.3
Divorces/Rate per
1,000 Population: 4.0
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