1. Places for People Strategy A3 Workshop
Tuesday August 2, 2016
Agenda:
8:00 – Introductions and Overview
8:30 – Review PfP Level 1 A3
9:00 – Breakout work on PfP Level 2 A3
10:30 – Report out and wrap up
11:00 - End

2. Basic Instructions This template makes updating the A3 easy
Make all edits in the individual box 1 through 9 slides
On the A3, slide 11, right click on any one of the 9 boxes and click “Update Link”
Each box will reflect the latest changes to the individual slides without cutting and pasting
When the file is opened after being saved, it will prompt one to update the links. It is not necessary to do so unless you have made edits prior to closing and did not update the individual boxes as noted above. If you do update at this time, it will take longer to open the file
Additional information can be entered on slide 11(the A3) such as; A3 title, team members, leader, sensei, dates, etc.
Box status (Red-Green) is also editable on slide 11 (The A3)

3. Development/Marketing
Box 1: Reason for the Change
We have just revisited our 3 year strategic plan and will need to address several areas for improvement and alignment:
Clinical processes
Business processes
Data and metrics
Culture – staff well-being education and retention
Rebrand Places for People so that our external stakeholders understand and appreciate our strengths and unique value proposition.
In scope:
Human resources
Development/Marketing
Clinical processes
Business processes
Out of scope:
3 year strategy

4. Our team members are dedicated and committed to our clients and PfP.
Box 2: Initial/Current State
Our team members are dedicated and committed to our clients and PfP.
NOTE: include survey results here
Do we have a common vision of what “good” looks like?
We could improve our communication both internally and externally.
We have made great strides in coordinating our efforts to provide a holistic service to our clients, but there is still room to improve.
We have various forms of data and quality measures.
We could do more to address “siloed thinking” between departments/functions.
NOTE: What metrics do we currently have/use? Include them here? What do we consider important today? How does that relate to our Target state strategic vision?

5. Vision Summary Core Competencies What key metrics will we include?
Box 3: Target/Future State
Vision Summary
What key metrics will we include?
Core Competencies
Proactive, community-based behavioral health services (We don’t wait for client to come to us. We go out to them.)
Our commitment to anchoring our services in behavioral science and evidence-based practices (We were an early adopter.)
Serving those with the greatest behavioral health needs (with behavioral health, medical health, finding housing, finding employment)
We are integrators.
Our uncommonly deep commitment to our clients’ well-being and sense of accountability to them, which enables us to more consistently earn their trust
Developing/testing new treatment/service protocols
Our agility, which makes us a sought-after partner because of our ability to move quickly (Our agility stems from our significant staff expertise and experience with change.)

6. Implement Strategic Plan
Box 4: Gap Analysis
Purpose
People
Facilities
Need to improve communication
Lack a facilities plan to support the strategy
Strategy needs to be communicated and understood
Lack adequate space for team members to support clients
Lack a cohesive career pathing model
Current facilities need updating
Strengthen the common vision and rallying point
Continue to strengthen succession planning model
Lack of synchronicity
Implement Strategic Plan
Varied processes that could link together better
Don’t know what good looks like
What does our technology road map look like?
Do we adequately support our mobile staff?
What should we measure and whyhow?
How can we use technology to help us provide better care?
Process
Technology

7. In our Target Market Box 5: Solution Approach
Those with multi-diagnoses and mental health disorders
“Non-responders” (Individuals who have not positively responded to prior treatment
People thrown out of other providers (perhaps aggressive, reclusive,...)
Within STL City and County (Service Area)
Those from lower socio-economic backgrounds who lack access to other resources (Over 95% served live below federal poverty level
Medicaid-eligible
Mostly 18+ (currently developing capacity to provide services across the lifespan)
Those least likely to voluntarily present or demand the services we provide
Wave 1
Retool our systems, structure and culture to fully realize our vision of being a specialized Health Care Organization providing integrated and individualized care management to our clients.
Implement the necessary technology, training and workflow to enable us to clearly define and consistently measure quality (or “outcomes”) in all our program areas.
Support the staff by further investing in an outstanding work environment and improving agency communications.
Wave 2
Update our program portfolio (consistent with our program review) refocusing resources on those programs most consist with our mission, core competencies, and financial sustainability.
Aligned with the priority above, rebrand PfP so that our external stakeholders understand and appreciate our strengths and unique value proposition.
Develop and execute our plan for growing our earned revenue and serving more clients.
Develop a functional facility plan conducive to continued growth, and test PfP’s readiness for a capital campaign.

8. Box 6: Rapid Experiment Experiment Anticipated Effect Actual Effect
Follow up Action
Retool our systems, structure and culture to fully realize our vision of being a specialized Health Care Organization providing integrated and individualized care management to our clients. Implement the necessary technology, training and workflow to enable us to clearly define and consistently measure quality (or “outcomes” in all our program offerings.
Consistent process maps aligned to the strategy in all areas of the agency.
Consistent measures of success.
Data model that reflects the desired quality and outcome measures
Support staff by further investing in an outstanding work environment and improving agency communications.
Understanding of top issues of concern and/or opportunity with staff
Gain understanding of best practices
Clearly defined communication/education plan

9. Box 7: Completion Plan Event Project JDI Stop it issue who
Due date or Launch Date
Status

10. Weeks & 30-60-90 day - Improvement cycle following RIE
Box 8: Confirmed State
Client-Related
Client ‘graduations’ and/or progress towards greater independence/potential/ functioning
Time between acute illness
Ratings on 9 physical health and 12 mental health indicators
[growth in number of clients served]
Internal
Staff retention
Staff health
Staff participation in professional development
Increased clients/practitioner (efficiency)
Revenue cycle management
Reserves
External
# of requests from providers/partners for training or consultation
The table below just needs to highlight if the measure in box 8 is red or green
Goals/KPIs (to be quantified)
Weeks & day - Improvement cycle following RIE
Metric +1 +2 +3
30 day +5 +6 +7
60 day +8 +9
+10
90 day A B C D
Comments

11. Actions: Therefore We Should? Enter
Box 9 Insights
What went well?
Enter
What did not go well?
Enter
Actions: Therefore We Should?
Enter
What Helped?
Enter
What Hindered?
Enter

12. 1 2 3 4 5 6 7 8 9 Event Date: 7-31-2016 Revision: 1
Title: Places for People year strategy A3
Team Members: Zawier, McCallister, Greenfield
Facilitator: Sked
Sponsor: Yancey
Team Leader:
Sensei: Rhoads
Event Date:
Revision: 1 1 2 3 4 5 6 7 8 9