Short-Term Plan July 1, 2008 – June 30, 2009

Goal A: NEOBH will continue to provide high-quality, non-medical mental health services to children, adolescents, adults and families.

Objective 1:

• Create at least two Continuous Quality Improvement (CQI) Projects that monitor agency performance utilizing Outcomes Data

Objective 2:

• Create one CQI Project based on an area of Best Practice and/or a social clinical population (i.e. Outcomes with trauma victims)

Objective 3:

• Revise PQI Plan and PQI Committee Membership in accordance with 8^th Edition COA Standards

Responsible Parties: PQI 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.

Objective 1:

• Communicate Client Satisfaction to staff on a quarterly basis

Objective 2:

• Make at least two changes in procedure, etc. based on data received from Client Satisfaction surveys

Responsible Parties: PQI Committee, in conjunction with the Executive Director and the PQI 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.

Objective 1:

• Make and document responses to Community Satisfaction where the respondent provides data that makes it possible to respond

Objective 2:

• Execute at least one programmatic change based upon the data received from the Community Satisfaction Survey

Responsible Parties: Clinical/Executive Director, with appropriate input from the PQI Committee, agency staff and the NEOBH 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 any feasible option for off-site treatment of clients that will expand its operations.

Objective 1:

• Conduct an assessment of the Cuyahoga Falls/Summit County office location of NEOBH, including the degree to which present office location meets the needs of agency staff and fits referral patterns

Objective 2:

• Examine utilization patterns within office space within the Stark County Child Advocacy Center and Children’s Network of Stark County

• Revise service provision at Multicounty Juvenile Attention System to improve profit margin

Responsible Parties: The Executive Director, with input provided by the Business Manager and agency staff, with additional consultation 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.

Objective 1:

• Provide at least one training events that gives staff Continuing Education Units (CEU’s) for the Ohio Counselor and Social Worker Board

Objective 2:

• Investigate and implement at least one opportunity for outside training and continued internal cross-training of support staff

Responsible Parties: The Executive Director will maintain the necessary approvals for CEU provision through the Counselor/Social Worker Board Office of Continuing Education. The Director will also obtain staff feedback regarding topics of interest, and will utilize QA/PQI data in order to further identify areas of needed skill improvement.

The Executive Director will plan and execute workshops at least yearly, with the Annual Staff Training Event maintained as a primary source of staff training.

The Executive Director will organize other staff trainings as needed to address staff training requirements outlined by accrediting bodies, consumer need and licensing body standards.

The 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 re-accreditation by the Council on Accreditation for Children and Family Services (COA). It will obtain accreditation prior to May of 2010, and will continue to implement the organizational changes created by the certification readiness process, in preparation for re-accreditation.

Objective 1:

• Revision of PQI plan and implementation of all PQI expectations per COA

Objective 2:

• Complete Procedure Manual for support staff functions

Objective 3:

• Complete review of 8^th Edition Standards toward a Task List re: areas/policies requiring revision

Objective 4:

• Review policies and procedures in accordance with the above review

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 self-pay and contracted services markets, while maintaining its contracts with local Mental Health Boards.

Objective 1:

• Establish a working relationships with Mental Health Recovery Services Board staff, and clarify expectations in light of changes at local, state and national levels

Objective 2:

• Evaluate existing contracts re: cost/benefit

Responsible Parties: The Business Manager and the Executive Director.

Goal H: NEOBH will maintain financial solvency and will meet all expectations regarding accurate and timely financial reporting.

Objective 1:

• Examine all areas of cost for potential savings and justification

Objective 2:

• Compete the Annual Reconciliation Audit without payback

Objective 3:

• Comply with expectations for the submission of financial reports to the Stark County Mental Health and Recovery Services Board

Objective 4:

• Implement all recommendations made within External Audit reports/Management Letters

Responsible Parties: The Business Manager of NEOBH will supply Quarterly and Annual financial reports to the Stark County Mental Health and Recovery Services 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.

Goal I: NEOBH will reformulate its policies and procedures and will define existing and new program practices so that these will meet one or more of the following Quality Indicators selected by NEOBH:

• The practice/procedure is an Established or Emerging Best Practice with proven clinical effectiveness. Where no specific “best practice” has been identified, NEOBH will document the rationale for the selection of procedures/practices utilized.

• The practice or procedure satisfies consumer need for a specialized service or services provided to a specific population, resulting in increased client satisfaction.

• The practice, policy or procedure is cost-effective. It increases attention to client needs by reducing unnecessary staff and administrative effort.

• Improved access to services in a timely fashion is enhanced by the practice, policy or procedure.

• The practice, policy or procedure is efficient. It increases the opportunity for the appropriate and targeted delivery of services.

• The practice, policy or procedure leads to improved outcomes regarding client functionality and/or a decrease in problematic symptomatology.

• The practice, policy or procedure is ethically, morally and/or legally responsible. It safeguards the client, staff members and/or the organization from undue risk.

• The practice, policy or procedure enhances the clinical expertise of NEOBH staff.

• The practice, policy or procedure provides monitoring of care and adherence to legal and/or professional standards of clinical care and organizational functioning via appropriate oversight.

• The practice, policy or procedure provides effective communication and collaboration with the System of Care that is needed by the client and responds to the Levels of Care within that system

Objective 1:

• Conduct a review of all existing policies and procedures and revise and/or re-define in terms of Quality Indicators

Objective 2:

• Add new policies and procedures in accordance with identified needs

Responsible Parties: The Executive Direct will conduct a review of existing policies and procedures, as well as a review of specific clinical practices.

NEOBH staff members engaged in treatment of niche populations will provide rationales and descriptions of approaches used to meet the needs of these clients.

The PQI Officer will design PQI projects directed toward the enhancement of Outcomes for specific clinical populations/diagnostic groups.

The NEOBH Business Manager will define and revise office billing and clerical procedures in terms of how these meet one or more Quality Indicators.

Goal J: NEOBH will invest in technology that will enhance the efficiency of its operations.

Objective 1:

• Examine feasibility of online charting, cost/benefit

Responsible Parties:

• The Executive Director will review options via research and consultation completed by the Business Manager.