HomeMy WebLinkAboutAgenda - Renewift
uore Values and Concepts
The BaLdrige Criteria are built on the following set of interrelated core Values and concepts. These
beliefs and behaviors are embedded in high -performing organizations. They are the foundation for
integrating key performance and operational requirements within a results -oriented framework that
creates a basis for action, feedback, and ongoing success.
Systems Perspective
A systems perspective means managing all the components of your organization as a unified whole
to achieve your mission, ongoing success, and performance excellence.
Visionary Leadership
Your organization's senior Leaders should set a vision for the organization,, create a customer focus,
demonstrate clear and visible organizational values and ethics, and set high expectations for the
workforce.
Customer- or Patient:-, or Student-) Focused Excellence
Your customers (or patients, or students) are the ultimate judges of your performance and the
quality of your products and services, Thus, your organization must consider all product and
service features and characteristics, all modes of customer access and support, and all
organizational values and behaviors that contribute value to your customers.
Valuing People
An organization's success depends on an engaged workforce that benefits from► meaningful work,
clear organizational direction, the opportunity to learn., and accountability for performance.
Agility and Resilience
Success in today"s ever -changing, globally competitive environment demands agility and
organizational resilience. Agility requires a capacity for rapid change and for flexibility in operations.
Organizational resilience is the ability to anticipate, prepare for, and recover from disasters,,
emergencies, and other disruptions, and when disruptions occur to protect and enhance
workforce and customer engagement, supply -network and financial performance,. organizational
productivity, and community well-being.
Organizational Learning
Organizational Learning includes continuous improvement of existing approaches; the adoption of
best practices and innovations; and significant, discontinuous change or innovation, leading to new
goats, approaches, products, and markets.
Focus on Success and Innovation
Ensuring your organization's success now and in the future requires understanding of the short- and
longer -term factors that affect your organization and its environment. It also requires the ability to
drive organizational innovation.
Management by Fact
Management by fact requires you to measure and analyze your organization's performance, both
inside the organization and in your competitive environment.
Societal Contributions
Your organization's leaders should stress contributions to the public and the consideration of
societal well-being and benefit. Leaders should be role models for your organization and its
workforce in the protection of public health, safety, and the environment.
Ethics and Transparency
Your organization should stress ethical behavior in all stakeholder transactions and interactions.
Your senior leaders should be role models of ethical behavior and make their expectations of the
workforce very clear.
Delivering Value and Results
By delivering and balancing value for key stakeholders, your organization builds loyalty, contributes
to growing the economy, and contributes to society. To meet the sometimes conflicting and
changing aims that balancing value requires, your organizational strategy should explicitly include
Ivey stakeholder requirements.
ADLI: Examiners call it "ADLI" or "Ad -Lee". It stands for Approach, Deployment, Learning,
and Integration.
LeTC1: Levels, Trends Comparisons, and Intelgration. These are the factors used to evaluate
results.
Organizational Profile
1
1
Front Behovioroi Health & Wellness
Our Saategic Direction
2024-2026
Updated: April 22, 2025 Page: 1
MODEL OF EXCELLENCE in
BEHAVIORAL HEALTH &WELLNESS
Our Values:
Commitment I Equality I Compassion I Dignity I Respect
Our Mission: Care for the whole person.
Be cohesive and kind. Embrace change, grow hope, innovate always.
I - V
!S.Z�
renewGront Bet)uvioral Heolth 5 Wellness
Updated: April 22, 2025 Page: 2
MODEL OF EXCELLENCE in
BEHAVIORAL HEALTH &WELLNESS
Commitment- We do our best, every time,
every day
Equality: We treat everyone as an equalk
A&
'thout bias, regard
less of location or level
Compassion: We seek to understand one
C
0
00
r
C(
W
X
M
m
J
5
Our Values: Commitment I Equality I Compassion
Dignity I Respect
another tr rri each erspedive Our Mission: Care for the whole person.
Be cohesive and kind. Embrace change, grow hope, innovate always.
renewGrant 9q&r*QV10M1 Heolth 5 UMN"-55
DignityWe wilt make the other pArson
feel seen and valued
Respect: We will treat others as vve
ourselves want to be treated
(0160
Organizational values are the guiding principles for how we, collectively and individually, fulfil the mission of Renew.
Values describe how clients and other stakeholders can expect us to carry out our work.
They guide decision -making and how we work together at Renew.
Updated: April 22, 2025 Page: 3
MODEL OF EXCELLENCE in
0 11i
Ilk; 11'awarl,
Updated- April 22, 2025
Our Values: Commitment I Equality I Compassion
Dignity I Respect
Our Mission: Care for the whole person.
Be cohesive and kind. Embrace change, grow hope, innovate always.
Page: 4
Renew - Rosufts Map
VVYW mum
Prow"* W% vW
portcPamin 'ov NOW k,%&~
Ih"f Own
*AjW**o of Irow-" Sow~
moff. PWOOP
.%x rv%4d >r rw*owe t mftv*q&W #4W co"nu
A*" %NOMCNW AIM
Mot 04ACCI-ws
00,
3
g
mv% t oww" I Cccmw s
AM *jmt&n*N in Iftoi ho"w a v l
*WW-vW WVP c1opo's.0 WW co"Wquifto f*ovfvvw 1 2 rs "ve
Cka Itw-mm art mxt" Poe"
OW Sipe CvoqWW.W"
pow low"Wof '(two* tv
mft*
ok
ow bWA
sow ftam fftomp
ckwv "Now WAR
Updated: April 22, 2025 Page: 5
OUR PILLARS OF EXCELLENCE
LL
renewG,rW. Gohoviol-al Heef►r> 5 WevIlrosv
Updated: April 22, 2025 Page.- 6
Care for the whole person. Be
cohesive and kind.
Embrace change, grow hope,
innovate always.
Together, we will empower
individuals toward recovery
as healthy contributing
members of our communities.
Performance Results Nessoms
i. Clients successfully reach their outcomes
i. i Successful Treatment Completion rate
1.2 Client Satisfaction rate
2. Our services are available when clients need it
L 1 Request for Services
3. Clients are involved in their home and community however they can
3.1 Post Treatment Follow-up
Progress to Plan
Clients ore surveyed for satisfaction after visits
with ready access to QR codes in public areas to
encourage feedback. We Will develop a report
where we routinely analyze the data and
determine our next improvements.
We are putting in place additional measures
(noted to the left) and will monitor Et improve
those based on Driorities identified in findings.
We routinely track the timeframe from initial
request for service to first appointment. Molina
(our major MCO) monitors this as well. We are
within expectations for service initiation.
Developing a process for follow-up phone survey
to clients 6 months after completing services to
see how they have maintained wellness and
management of their condition.
Updated: April 22, 2025 Page; 7
Our Pillar Goals _ u
i
Valuing Our People.- We cultivate
an environment where
staff feel valued, enjoy their work, and have �
opportunities for individual Prowth
white exceeding performance
expectations.
E Performance Results:
Measures. -(Initial,)
s
Strategic Initiatives: 4a Chose the Modern Healthcare Best Places
e to work employee survey to obtain baseline data
8. Staff feel valued
& i Staff feel valued
vp-i, Establish priorities and approaches based r� and to e able t compare ourselvesover time to
$
assessment cvV are currently the best of the best in healthcare tw om we
7, As staff, We each do our best
T8D
!
doing, using an employee surveyor compete with .for employees).
3
vp-2: aided by the survey findings. pursue an Q1 24 Administered the first survey to obtain
E
e
initial r w,-,,ment f c Is on creat���� an € baseline and identify' priorities for improvement,
`
0nvir nr ent where staff are happy, content and , 2 . Employee survey comments were
1
fu f ile is 3 reviewed , and r pr-ovements were identified to
help improve staff satisfaction. 'action. ocus areas for
r
improvement: improving cor munrcations. staff
feeling valued, and collaboration.
025 Hosted Dr. Bryan Williams s onsl to for a
a
phenomenal leadership training workshop for
��/i}+�yy/� gyp/
jj a gy+�+y^.�managers
y�v;# ;,gyp ii�/�/ y�/�yi (yam) manage
4A3 s�� �i�N S�� in T P7 9/ �VFd i1� i7r
i +ri
exce tional well. n addition, hosted 5 minute
f all staff presentation r. Bryan Williams on
"Work Like You Own It" focused on empowerin
staff to excel in their roles and take ownership
{ for how they show up to clients & Poch other.
s Q1 2025.- Implemented areAl-assisted technology
z E eos) to ease the burden felt by clinicians in
preparing clinical documentation and support
staff in preparing high quality and .more timely
E
notes r cooredirioting.
'
> 2 - . Established a paging system (20 and
-------------------------
{ code system 5 to help our staff feel soe in
Updated: April 22, 2025 Page- 8
heir office spaces by rapidly alerting responders
to emergencies.
Q2 2025 Re-odministered the Modern Healthcare
Best Places to Work Employee Survey. waiting
results in coming months,
Updated: April 22, 2025 Page: 9
Quality- Renew utilizes innovation and best practices to ensure its commitment to care that exceeds
industry standards leading to external recognition for the quality of our services.
Performance Restflts:
Measures:
(Initiol.) Strategic lnitiativ(��s: Q1 2024 all sites (Moses Lokel 6rond (-"oulee,
Ephrata, Quincy, Royal City, arid Mattawa) are
w, Chents feet like they've
10� i Improved Assessment
Q�-i -. Create excellent accessibility to all licensed for all rnentol heolth and substan,�
made progress on their
Scores
ser-vices* build on and open up access to outpatient service types.
0 a 1. S
services in OUr COMMUnity. (see atso A-1) SUD apprenticeship: portnered to support the
The people of'GrantCO(Anty
i Monthly Ref rral
e
. -, Establish improved means by which growth qf'new SI-11), providers Ft to give
Q-2*
LTU'St LIS
Averaoio
employees work welt together to serve the opportunities for current employees to furthe r
6,2 Community Likely to
community and each other; ensure staff are their career.
Recommend
wet( -trained, highly competent and Q4 2024 Teleheolth services were introduced
coltaborative in serving the community and through our Connected Core Strategy for
(see also i.
each other. (see, also Sal ) substance use groups to be accessed virtually.
Y(,-,)uth mobile cri is team was developed to Isi
provide better access for youth needing crisis
support.
Co -responder program odde(f to the Sheriff s
del:)artment to support law enforcement on
patrol and to provide access to services for
those currently in jail.
Connected Care virtual services were added to
the four Emergency Departments at arec
hospitols, as well as at School Districts., and
Libraries in our, County.
Clinicians were equipped with workflows,
computers, zoom licenses, and additional
troining to provide these services virtually. j}�
Corripleted a focused prQject with policy and
w orkflows to convetI no shows concellations
to video visits to maintain (,,ontinuity of'
. ........ .
treatment.
Updated: April 22, 2025 Page: 10
............
2025 SUD _Zrot#.)s are avoiloble in 6rand
Coulee through connected are while �,)rotjps are
focilitated in -person frorri Moses L,oke.
Outreach work in community includes
edticationat presentations on out- services in
s anizotions, ond with chools, job fairs, other orq
corm-nunity partners.
,.Substantial investment in the continuing
education of our clinicians In the t,,jse o f'
evidence-bosed practices (-,ind leodership
clevelopment for our supervisors ond rnonaqers.
Service Excellence: Within our communities,
we work as a cohesive team to provide outstanding
customer service with kindness, compassion,
and attentiveness to the needs of each individual.
Performance Results: Measures.*
(initial) Strategic Initiatives:
Q1 2025: Held an all staff meetfn I g to start the
1 year where we communicated our organizational
Ctients receive an outstanding 9: i Experience with
SE-1: Our staff are well informed and
i strategy, financial status, upcoming capital
experience Clinician
coordinated between roles and programs.
projects, and capacity improvement projects.
9.2 Experience with
(see also Q-2)
2024-5: Staff involved in improvement projects
Or qanization
_
which were developed from their feedback
J through the staff focus groups, survey, and the
feedback luau. These projects include the
followin_q.
i Ideal DoYlWeek with New Definition of
",productivity" to ensure our therapists'
schedules are designed to provide optimal I
service to clients, by preparing in advancing
of appointment and coordinating with others
involved In the client's treatment.
Clinician Dashboard with variety of
information to provide clinicians better,
more timely and comprehensive information
Updated: April 22, 2025 Page: 11,
about all of the clients on their caseload.
This clinician dashboard is possible now that
we have obtained a BI Tool for our Credible
EMR.
Establish Effective Appointment
Confirmation System (see description below)
New group -level Program offering
designed specifically for a clientele group
that has typically had a high no-show and low
engagement rate after intake.
Updated: April 22, 2025 Page: 12
Vic : Through innovation, we meet the evolving needs of our county. Renew will ensure that our
education, outreach, and services are accessible throughout
our rural communities.
F Performance Results: Measures.-
(initial-) Strategic Initiatives,
'14 2024- New Access Doint at George Librar
Q Y,
I- -
- 2025� New Access point er*n implemented at,
5, Services have multiple access 5.1 Other than In -Office
A -I,* Ensure geographic reach for client access to 11
Warden library
points 5.2 No Show Conversions
existing services. Including, effectively I
Renew provides set -vices in nurnerous Schools
implementing 1: g our connected care strategies to
1
including but not limited to in,Soap Lake,
expand access to services. (see atso Q- 1)
Wilson Creek, Moses Lake', Mattowa, Ephrata,
(see atSO 2.
A-2: Ensure we are staying current in our service
- f
Quincy, Coulee City. In 2024-2025. We jove I
offerings to meet the evolving needs of our I
odd-ed connected core capabilities in) several
region. Including, define our process for
schools. (Royat City & Warden are in she works
evacuating new opportunities and launching high
for virtual access as well).
i
priority ones.
2025.- Our TeleSUD �4roups current IV in 6rctmd
Cotdee will be expanded to all of'our sites.
NOTF-.- Please see progress to plor,, described,
also in Financial Health and Quality related to
no
_�row,�
Increasing our capacity to serve the I
and evolvin ne eds in out, i -e lon.
_q
Financial Health: Through proactive management of our internal processes, we create the financial
means that allow us to expand the reach of our services.
Performance Results-..._. _
measures.
(initial) Strategic Initiatives:
0 2024-5: Examined our internal processes and
I
identified ways to improve our capacity to
4, We have the money to help
4R i Net Income
F-1: Examine, manage and optimize our Internal, 1
1
serve more clients with our resources. Key
more people
4.2 Number of Clients
processes to maximize our resources.
Improvements included:
Served
F-2,- Grow our services (existing and new) and our i
A more effective appointment confirmation
geographic reach in a financially sustainable
process and system so that we gain text
see aso A/Q1, A2)
manner. (t-1 --
confirmation for appointments and
systematically bock ill appointments that are
II
cancelled by clients so as to better use our
clinicians' time and expertise.
Updated: April 22, 2025 Page: 13
As described above, implemented an A/ -
assisted tool to streamline the process for
clinicians to prepare documentation after
client visits.
The new group level offering, designed
specifically around the common goats of group
I of clientele, has allowed us to qffer 9 ,rou ' p
rather than simply 1-to-1 services to clients
i who have demonstrated a high no-show rate
s resulting incur clinicians' expertise and time
goin _q unused when a no-show occurs. With a
group, rather than individual service, clients
can make progress against their goals and our
professional's time is used for clients ready
for the to- 1 level of service.
1
Established a more seamless process
between Renew and DSHS for shared clients to
ensure client referrals are communicated
back-n-forth and clients who have completed
services with Renew are communicated back
to DSHS for their internal process.
2024: Adopted a Plan -Do -Study -Act (PDSA)
improvement approach to use in future
process improvement efforts.
2024-5., We've services:
_grown in the following
Crisis, WI Se, Co -Responder Program, Mental
Health, Substance Use as a response to the
needs of the community and our financial
I health.
Senior Leadership Council (SLC) is reviewing
financials (P&L) as a group to understand,
I monitor and improve or maintain our strong
financial health.
Updated: April 22, 2025 Page: 14
fur n��l . .
in Strate ies.
ES-1; Adopt an organizational excellence framework (Baldr e) learn and integrate the principles, � i
Applied for the aldri e Fellowship program
processes and teals for performance excellence into our ways of working, leading and managing.
and Executive Director accepted in December
2023.
2024-5. Actively engaged for deep learning
,
and direct application back to Renew and
#
Grant county over the 1-year Fellowship from
3
March 2024 through March 29, 2025.
I
20 -5 Used the experience to complete 1wA
r
capstone project as part of our connected care
strategy. Initially completed an • A3 form to
identify a challenge. The challenge l focused
on was the barrier individuals across Grant
#
County tY have e to accessing ig substance i V V use
treatment ,groups. The ,groups were only
{
accessible in roses Lake. Individuals travelled
3
from outlying areas up to an hour and a half
t
each way three times a week to attend. The
focus of the capstone was to *mplernent a
_
virtual connection for individuals to access
their SD groups from wherever they live in
the county. while collaborating with the Sulk
j
staff they raised concerns about the
confidentiality of receiving the service from a
cell phone. So as a team we adjusted the plan
to individuals coning to a site nearest their
home where they could attend the group
virtually while facilitated in doses lake. we
selected Grand coulee to be the ,pilot site to
start this project. we purchased the
equipment through a telehealth grant
e
received from Thriving Together and in
i'
dated: April 22, 2025 � Page: 15
conju
consulting organization supporting us. Went
live at the Grand Coulee Site on November 1,
capstone proje ct at the Baldrige Fellows
Graduation program. I ensured we followed
the principles of the Baldrige framework by
tying everythf q back to the Renew Behavioral
in
Health Model of Excellence, Vision, Mission, Et
Values and the Connected Care Strategy. I also
collaborated with staff and clients receiving
services to better understand and improve the
experience of both delivering the service and
receiving it. I sought feedback on the
experience as well and how the positive
impact it has had on those accessing the
groups virtually. I am working with our team
to measure and collect dota which will be the
next steps for this project as we roll it out to
out other sites.
ES-2: Pursue CCBHC designation. Determine timing, resources and requirements for thi's modet of
2024-5: Washington State was awarded CCBHC
care.
implementation grants. We applied and were
accepted into a Collaborative working with the
State., National Council for Mental Health, and
Washington Council for Behavioral health to
ivery and reporting
prepare our service del*
capabilit ifes for this CCBHC model, process, and
eventual formal application.
When accepted this will put us in the leading
model for community based mental health and
provide a more favorable reimbursement
avoroach for our services.
Page: 16
ES-3: Examine our organizational business model to ensure optimal for long-term viability. Determine In concert with leadership,, partners, and
timing and structure for exploration. Commissioners will we continue to look at
various models to sustain Renew Grant
Behavioral Health Et Wellness in the most
viable fashion for the long-term service to the
residents of Grant county.
Page: 17
Updated: April 22, 2025
Unique Clients Served (X)
35% 0 U
30,00
2500'
2000
00 G
Dec., 26
I.;, Mar-19 Dec-19 Scp-:20 ."u-n-211 Mar-22 Dec-22 Sep�-23 Jun-24 ar-2-., L
Net Income (X)
S3,GM,000
09*0 ROM.", ON
r2l]
tell
2,1,M�v 22-sw 23,,Jts,� 24-Mw 24-,L)Pc 2,.1'-,S&p 26-Sw - J Lim
!8.Mlar 18-Dec 19-Sec, 20-Jur y 27
HOW TO CREATE A
HIGH-MFORMANCE
CULTURE AND
MEASURABU SUCCESS
PsE y k kk
WILLY
Updated: April 22, 2025 Page- 18
Our Strategic Direction
_--- - Our Mission
Care for the whole person. Be cohesive and kind.
Embrace change, grow hope, innovate always.
__ ourvision
Together, we will empower individuals toward recovery
as healthy contributing members of our communities,
our Pillar Goals
laluing Our People- We cultivate an environment where staff feet valued, enjoy their work, and have opportunities
for individual growth white exceeding performance expectations. I
Quality.- Renew utilizes innovation and best practices to ensure its commitment to care that exceeds industry
standards leading to external recognition for the quality of our services.
Service Excellence: Within our communities, we work as a cohesive team to provide outstanding customer service
with kindness, compassion, and attentiveness to the needs of each individual.
Access: Through innovation, we meet the evolving needs of our county. Renew will ensure that our education,
outreach, and services are accessible throughout Our rural communities.
Financial Health: Through proactive management of our internal processes, we create the financial means that
allow us to expand the reach of our services.
Our Values
Commitment: We do our best, every time, every day
Equalitv: We treat everyone_ as an without bias, reg
ardless Less of location or level
�Comactive
Wwill make the other person feet seen and valued
Respect: We wit[ treat others as we ourselves want to be treated
Updated: April 22, 2025 Page: 19