A PATH TO THE FUTURE
Since 1921, Family & Children’s Services (F&CS) in Tulsa has led the way as a major safety net provider to ensure that low income at-risk children, families and individuals with a variety of emotional, behavioral and family problems have a place to turn for professional help. If untreated, these problems can become more complex, serious and costly. Without help, difficulties can lead to family breakdowns, divorce, child abuse, trauma, school dropout, financial instability, depression, suicide, impaired functioning, mental illness, hospitalization, addiction, substance abuse and imprisonment.
Our professional staff provide individually tailored, evidence-based treatment services across the entire mental health continuum for children and adults. Tulsans receive help through a network of 9 office locations and in more than 50 schools and community partner locations throughout the greater Tulsa metropolitan area. F&CS helps 1 in 6 Tulsans each year through over 60 programs.
F&CS is Oklahoma’s largest outpatient community mental health center with over 750 employees and a $70M operating budget. We partner with many universities to provide field placement internships and practicums for undergraduate and graduate students completing degree requirements.
F&CS is a proud Tulsa Area United Way partner agency, a certified community mental health center of Oklahoma Department of Mental Health and Substance Abuse Services and accredited by the Council on Accreditation.
Family & Children’s Services will restore children’s well-being, heal victims of abuse, strengthen individuals and families and provide hope and recovery for adults suffering from mental illness and addictions.
» Be the provider of choice for behavioral health and child and family services for the most vulnerable in our community ensuring all who need help get the right care at the right time in the right setting.
» Be visionary and innovative in order to stay at the forefront of the behavioral healthcare industry and be an early adopter of changes emerging in clinical practice and service delivery with growing integration of behavioral health and medical care.
» Be the premiere organization for investing resources as a result of being a high performing, accountable, data driven organization that produces the best possible outcomes for those we serve.
» Be the industry leader in identifying, developing and implementing advanced technology and business intelligence solutions.
» Be the premier nonprofit to work and train.
» Have the financial fortitude and organizational strength to respond to current and emerging needs and opportunities for greater community impact.
» Extend our reach through partnerships and collaborations.
» Have vast scope of our programs be well known in the community.
FAMILY & CHILDREN'S SERVICES:
» Provides support and services clients need to make recovery possible.
» Counsels individuals through life’s challenging transitions and times of crisis.
» Helps and heal people through loss and grief.
» Strengthens families.
» Builds resilience and restores children’s well-being.
» Supports young families and provide tools they need for successful parenting.
» Heals children from the traumatic effects of abuse and other adverse experiences.
» Helps students overcome problems that interfere with success in school.
» Teaches divorced parents and their children coping skills.
» Enhances relationships and parenting skills.
» Reunifies families.
» Provides outpatient mental health care, psychiatry, and pharmacy services for those with serious mental illness.
» Prevents suicides.
» Ensures access to a wide range of psychiatric crisis resources.
» Cares for the homeless.
» Helps people recover from mental illness and addiction.
» Provides re-entry and treatment alternatives to incarceration for those with mental illness and addition problems.
» Removes barriers to care by expanding access through co-locations, walk-in clinics and 24/7 services.
» Provides specialized first episode psychosis treatment services.
» Provides integrated healthcare with mental healthcare.
» Links under resourced individuals to in-house and community resources.
» Provides an alternative to incarceration for women facing long-term prison sentences for drug related charges.
ORGANIZATIONAL EXCELLENCE & ACCOUNTABILITY
AGILE AND FAST CHANGING: We excel at being highly adaptability to changing market and environmental forces.
DATA DRIVEN: We collect, benchmark and make data actionable to drive organizational and business decisions.
DIVERSITY AND INCLUSION: We are committed to promoting a culturally competent staff and ensuring a diverse organizational culture which is inclusive and welcoming to all people.
DYNAMIC CULTURE OF COOPERATION AND COMMUNICATION: We promote an organizational culture where cooperative teamwork and effective communication are paramount.
EXCELLENCE: We believe in excellence! Staff strive to be their best and deliver the highest quality care to all we serve.
FACILITY AND ENVIRONMENT: We value attractive, trauma informed, comfortable and healing facilities and intentionally create a warm and welcoming therapeutic environment for clients and staff.
FINANCIAL STEWARDSHIP: We accept the responsibility of the public trust and hold the highest standards of accountability and transparency.
INTEGRITY AND ETHICS: We adhere to the highest level of professional standards and code of ethics.
POSITIVE WORKPLACE CULTURE: Creating a positive, engaged and healthy workplace culture for all employees is a priority.
STAKEHOLDERS: We will enhance stewardship opportunities for those who invest time, talent and financial resources to the agency.
STRATEGIC AND FORWARD-THINKING: As agents of change, we value strategic, futureoriented thinking.
TECHNOLOGY: We are committed to a high technology environment to enhance client services and organizational effectiveness.
WELCOMING: We believe in a welcoming environment in which each individual is treated with dignity and respect. We believe in a therapeutic and calming environment for clients.
SERVICE EXCELLENCE & INNOVATION
ACCESS TO SERVICES: We ensure rapid access and availability to services through in multiple locations and co-locations with partners and collaborators to help underserved populations.
ADVOCACY: We advocate for clients’ needs, mobilize formal and informal resources and engage in public policy activities.
COMMITMENT TO THE POOR AND UNINSURED: As a large safety net provider, we strive to provide the highest quality of care for under resourced Tulsans.
COMMUNITY NEEDS RESPONSIVENESS: We respond swiftly to changing demographics and emerging community needs.
COMPASSIONATE AND CONFIDENTIAL: We treat clients with respect and dignity and uphold privacy and confidentiality.
CUSTOMER SERVICE: We are committed to customer service is at the core of our philosophy to meet client needs and ensure that services are accessible, affordable, convenient and the highest of quality.
EVIDENCE-BASED PRACTICES: We are early adopters of evidence-based practices to ensure the highest quality of care.
INNOVATION: We are dedicated to innovative programs, systems and service delivery enhancements supporting exemplary care.
PARTNERSHIPS: We value strategic partnerships and collaborations to extend our reach and optimize our impact. We collaborate with various community partners to improve access, quality and program effectiveness.
PERFORMANCE AND QUALITY IMPROVEMENT (PQI): We are a results-oriented, continuous improvement organization focusing on quality of care.
PROFESSIONAL DEVELOPMENT: We ensure extensive staff development, clinical supervision and training opportunities for professional staff and interns.
RECOVERY-ORIENTED: We ensure clients are provided many opportunities for recovery, resiliency and wellness.
STRENGTH BASED: We build on family and individual personal strengths.
CHILD WELL-BEING PLUMMETING
» Oklahoma ranks the 44th worst state for overall child well-being and for living in a nurturing family and supportive community
» 1 in 5 (20%) children suffer from mental, emotional or behavioral disorders each year
EDUCATION BLEAK
» Oklahoma ranks 46th state (4th worst) on educational well-being of children
» Oklahoma ranks 45th in funding per pupil
CHILD ABUSE RATES SOAR
» Tulsa County had 14,360 reports of child abuse and neglect (2,721 confirmed)
» Tulsa County child abuse rates jumped 102% in a 4 year period (2012-2016) – twice as high as the statewide increase
POOR SOCIAL CONDITIONS IN OUR COMMUNITY
Compared with most states, Oklahoma ranks poorly in most categories of well-being.
CHILD POVERTY SOARS
» 27% of children live in poverty in Tulsa County
» 1 in 4 children struggle with hunger
ADVERSE CHILDHOOD EXPERIENCES (ACES): AMONG WORST IN NATION
» Oklahoma children ranked the worst in the nation for children having experienced 2 or more Adverse Childhood Experiences (ACEs)
» Without treatment, child trauma can leave its mark on the brain for life
YOUTH SUICIDE PREVALENCE
» Oklahoma’s youth suicide rates that are 31% higher than the national average
» Suicide is the secondleading cause of death for Oklahoma youth ages 10-24
HOMELESSNESS & HUNGER – GRIM
» Oklahoma’s eviction rate is the 6th highest in the nation
» Oklahoma has one of the highest rates of food insecurity
ADULT POVERTY HIGH
Oklahoma’s poverty rate was the 8th highest out of 50 states (about 1 in every 6 Oklahomans are poor)
81% of F&CS clients earn less than $20,000 per year
SUBSTANCE ABUSE – CRIES FOR HELP
» In state rankings of people seeking help for their addiction, Oklahoma ranked: #1 for meth, #2 for alcohol and #3 for opioids
» Oklahoma ranks 43rd worst for drug and alcohol abuse
TRAGIC INCARCERATION RATES
» Oklahoma has had the highest male and female incarceration rate in the nation
ADULT MENTAL HEALTH PREVALENCE
» Oklahoma is the 2nd in the nation for mental illness
» Oklahoma ranks 46th for spending on mental health services
POOR HEALTH IN ADULTS
» Oklahoma ranks 49th worst in the rate of individuals without health insurance
U.S. News and World Report ranks Oklahoma 47th overall for having the worst in health in USA.
ADULT SUICIDE PREVALENCE
» Suicide rates are higher in Tulsa at 21 per 100,000 compared to a national rate of 13.6
» Tulsa has the 15th highest suicide rate among U.S. cities
DIVORCE RATES SOARING
» Oklahoma has the 2nd highest divorce rate in the nation
Continuous changes in the behavioral healthcare industry will have an impact on service delivery and reimbursement for services. To continue to thrive, we looked ahead to understand the future trends, disruptive forces, drivers of change, strategic challenges and opportunities that will shape our industry, our agency and those we serve.
Escalating healthcare costs in the United States is a major driving force giving rise to new ideas on how to reimburse services, increase access, improve quality of care while decreasing the cost. Emerging techenabled treatments for consumer care will be at the forefront of changes in the industry (ie: telehealth and virtual care).
In a behavioral health climate filled with challenges, we strive to bring tremendous improvements in the mental health, well-being, and quality of life for Tulsans.
CHRONICALLY UNDER FUNDED MENTAL HEALTH SYSTEM
The behavioral health system in Tulsa is chronically underfunded with an insufficient number of indigent psychiatric hospital beds, supportive housing and alternative residential step-down resources. This creates recovery obstacles for those with serious mental illness.
MEDICAID EXPANSION
Oklahoma remains one of 14 states that have not adopted Medicaid expansion for low income, uninsured Oklahomans. In fact, the state’s uninsured rate has climbed to second highest in the nation, limiting access to care for those struggling with mental illness, addiction and chronic health diseases.
DETERIORATING SOCIAL CONDITIONS
Oklahoma has some of the highest rates of addiction, mental illness and suicide rates. Poverty, high Adverse Childhood Experiences and deteriorating social conditions in Tulsa have major effects on many children’s’ well-being, family functioning and adult mental health. Many sectors of our community fare poorly due to the difficult social conditions in our community.
CHANGING MODELS FOR MENTAL HEALTH CARE REIMBURSEMENT
Major changes in reimbursement are anticipated to move away from fee-for-service and towards a host of new alternatives models of payment for services. (Ie: value-based reimbursement, pay for success, bundled payments, managed care, per-member per-month, whole population management). This major shift requires providers to change the way services are delivered and reimbursed.
ACCESS TO CARE
Getting the right service at the right time in the right place is a critical element to improving access to care – an essential component of a strong mental health system.
CHANGING MODELS OF CARE FOR HIGH-NEED, CHRONIC AND COMPLEX POPULATIONS
Safety net behavioral health providers will assume greater responsibility for coordinating clients’ medical care services in addition to mental health services. This integrated approach aspires to achieve better health outcomes for a complex behavioral health population.
THE GIFT OF LEGACY PLAZA WEST
Thanks to the generosity of the Anne & Henry Zarrow Foundation, Family & Children’s Services has been gifted ownership of eight floors, nearly 80,000 square feet, in the West Tower at Legacy Plaza in midtown Tulsa.
The new building is coming just in time as we have run out of room to expand programs or begin new services to meet the growing needs of our community.
This unprecedented opportunity allows us to consolidate, expand services and increase collaboration with other organizations on the same campus.
Benefits of Legacy Plaza West:
» The move into Legacy Plaza provides significant cost savings through eliminating lease expenditures for children’s programs by combining and centralizing five different community-based children’s programs from four locations into one.
» Consolidating administrative headquarters from three buildings into one will decrease costs and improve efficiencies and strategic communications.
» With new and larger conference and meeting room capacity, we can expand professional development and training as well as community education programs.
» Changing spaces will change more lives. The move to Legacy Plaza frees up room at other F&CS locations to expand services.
» Adult mental health services will be expanded for persons with serious mental illness at the Sarah and John Graves location on Harvard Ave.
» The Peoria location will be re-designed in the Children’s Treatment Center, a childfriendly, healing, trauma-informed facility.
» Women’s Justice Team programs (a program of Women in Recovery) will expand into their new home at the Peoria location annex.
Renovation is underway thanks to our generous community supporters with occupancy scheduled for Fall of 2020.
CRISIS INTERVENTION EXPANSION
Tulsa is losing precious lives to high suicide rates and untreated mental illness. To meet the increasing need for crisis mental health services, Family & Children’s Services is expanding crisis intervention offerings through COPES for Kids; the Community Response Team (a partnership with Tulsa Fire, Tulsa Police and COPES); and COPES embedded into the 911 center to respond to mental health crisis calls.
INTEGRATION OF MEDICAL AND MENTAL HEALTH SERVICES EXPANSION
Family & Children’s Services will advance care coordination and the integration of behavioral health with physical health care on-site in the Morton Clinic in our Harvard location. This multidisciplinary comprehensive model is designed to improve the health outcomes of our mental health clients.
COMMUNITY INITIATIVES
Family & Children’s Services actively collaborates with organizations, foundations and funders on many community initiatives to collectively address and impact our area’s most challenging problems.
FAMILY & CHILDREN’S SERVICES CENTENNIAL CELEBRATION
On October 10, 1921, a group of civic-minded Tulsans founded what is now called Family & Children’s Services. Our organization has thrived 100 years as a vital community resource and has a powerful story to tell. With an innovative spirit and steadfast commitment, we help individuals, families and children overcome life’s challenges. Our centennial provides an opportunity to recount and celebrate the people and milestones of our history. We look forward to furthering our efforts, extending our reach and impacting the community in new ways as we embrace the next 100 years.
BOARD OF DIRECTORS
The board will strengthen F&CS through sound governance, strong leadership, high engagement and effective succession planning.
COMMUNICATIONS
Increase community awareness of F&CS through numerous platforms and messaging.
DATA
Provide actionable data to leadership by enhancing and expanding an enterprise-class business intelligence and overall data program.
FACILITIES
Provide a smooth transition with no disruption of client care during major facility moves and renovation.
FINANCE
Advance strong business and finance platforms to support continued agency growth, ensure financial strength and accountability and adapt to changing payer reimbursement models.
HUMAN RESOURCES
F&CS will be an employer of choice in the Tulsa metro marketplace.
OPERATIONS
Provide strong leadership and drive overall excellence of operations through risk mitigation, strategic planning, innovation, business development and continuous improvement practices.
PROGRAMS & SERVICES
Advance portfolio of innovative programs, service delivery methods and partnerships to increase access to services, responsiveness and adaptivity to the changing behavioral health care and family service needs.
RESOURCE DEVELOPMENT
Advance a diversified fundraising portfolio to sustain programs and fund emerging needs and program innovation.
REVENUE CYCLE MANAGEMENT (FINANCE)
Optimize revenue collection to ensure financial strength and accountability through Revenue Cycle Management practices.
TECHNOLOGY
Leverage the power of technology to secure agency data, enhance client care, drive operational efficiencies, investigate potential innovation and optimize business intelligence.
QUALITY PERFORMANCE
Advance data management, key performance indicators and outcome measurements to ensure results, reduce costs and enhance client experiences.
GOAL: The board will strengthen F&CS through sound governance, strong leadership, high engagement and effective succession planning.
STRATEGIES:
1. Increase the board’s role in engaging others in F&CS’s mission by introducing F&CS to board members’ personal/professional/philanthropic networks.
2. Enhance the board's capacity to assist with fundraising activities.
3. Develop a broader, more diverse board of directors.
4. Provide succession planning for F&CS board members and board leadership through the board development committee.
5. Promote board support on public policy and advocacy issues of importance to the agency's mission.
6. Build community among board members and provide networking opportunities.
GOAL: Increase community awareness of F&CS through numerous platforms and messaging.
STRATEGIES:
1. Produce videos to refresh and update the F&CS’s overall brand and program information; enhance client education; increase employment applications and attract and retain stakeholders and supporters.
2. Plan F&CS’s centennial awareness, activities and celebrations.
3. Develop specific program marketing campaigns for children’s services.
4. Identify and develop professional staff who can serve as industry influencers and thought leaders.
5. Integrate personalized marketing in the agency’s overall marketing strategy by delivering individualized content to recipients through data collection, analysis and use of automation technology.
6. Explore avenues to increase the capacity of the communications department to meet the growing needs for agency’s marketing and communications
7. Advance the use of emerging communications platforms, tools and technologies to enhance agency messages.
GOAL: Provide actionable data to leadership by enhancing and expanding an enterprise-class business intelligence and overall data program.
STRATEGIES:
1. Develop and implement data governance, structures, and P&Ps.
2. Develop and enhance existing data warehouse to incorporate additional data sources and create more efficient data structures.
3. Develop and enhance role-based, actionable data, KPIs, dashboards and reports to drive decisions and improve organizational performance.
4. Grow data team’s knowledge and expertise through training and external collaboration.
GOAL: Provide a smooth transition with no disruption of client care during major facility moves and renovation.
STRATEGIES:
1. Work closely with F&CS construction manager and architects; collaborate with community and building partners and provide strong leadership as owner’s rep in the coordination, planning, construction and expenditure oversight of new Legacy Tower.
2. Work with CEO, OSU Ops team and Healthy Minds in the conceptual and schematic phase of creating a F&CS Psych ER facility adjacent to new 72 bed hospital.
3. Provide leadership and serve as project manager in renovation of CCC chair unit, and in creation of law enforcement sally port entrance.
4. Serve as project manager and work closely with contractor and architect in the renovation of Central office into the new F&CS Children’s Center and the Annex into the Women’s Justice Team new headquarters.
5. Lead moves management to relocate staff and operations in an organized, efficient and timely fashion.
6. Seek out additional opportunities for land and building acquisitions to meet the needs of F&CS as the agency continues to grow in the Tulsa marketplace.
GOAL: Advance strong business and finance platforms to support continued agency growth, ensure financial strength and accountability and adapt to the changing payer reimbursement models.
STRATEGIES:
1. Create financial governance for reserve spending and account balance accumulation.
2. Establish guidelines for the use of ETPS performance-based funding.
3. Increase asset protection by growing F&CS endowment fund to $25M through planned transfers of capital campaign raised funds and transfer of surplus income.
4. Target to achieve $1M annual distribution by maintaining a diversified investment portfolio.
5. Improve annual budgeting process through exploring new budget processes/ applications and creating budget revision rules to streamline and enhance agency’s planning within the growing annual budget size and agency complexity and growing need for gap funding.
6. Adopt and expand unit cost methodology and analytical tools to better understand the full cost of each unique service delivered.
7. Improve alignment of finance and program leadership as part of pre/post grant application process/award to strengthen grant budgeting, compliance, billing and reporting.
8. Strengthen financial reviews and reporting through use of data analytics to increase program leaders’ expertise in fiscal accountability and evaluating program results.
9. Explore opportunities for technology automation in processing financial transactions to ensure maximum efficiency/lowest cost.
10. Monitor employee medical benefits to ensure cost containment and project fiscal impact.
11. Investigate opportunities to strengthen and expand internal controls and monitoring through creating an internal control program with a dedicated internal audit staff.
12. Enhance agency purchasing practices of goods through exploring automation options.
13. Prepare for complexity of CCBHC cost reporting.
14. Investigate financial impact of self-insurance and CareATC programs.
GOAL: F&CS will be an employer of choice in the Tulsa area marketplace.
STRATEGIES:
1. Investigate all pathways and implement the most effective option to ensure employee medical benefits cost containment.
2. Utilize the loan forgiveness program and other unique benefits as marketing tools to recruit and retain the most qualified candidates possible.
3. Enhance diversity and inclusion initiatives to ensure a diverse workforce and inclusive culture.
4. Ensure high quality and best fit employee hiring through utilization of strategic selection criteria and supervisory skill development
5. Refresh onboarding to engage employees in a more dynamic process to best exemplify agency culture and values.
6. Address workforce shortages through aggressive recruitment efforts including “out of the box” alternatives for finding the best qualified candidates.
7. Increase employee engagement and the employee experience to improve work satisfaction and retention.
8. Identify advanced leadership and management skill requirements for the future to create a dynamic leadership professional development program.
9. Work with intern field placement group to help strengthen relationships with local university mental health and social work programs to build strong pipelines to F&CS employment.
GOAL: Provide strong leadership and drive overall excellence of operations through risk mitigation, strategic thinking, innovation, business development and continuous improvement practices.
STRATEGIES:
1. Create, publish and monitor operational key performance indicators for finance, accounting, revenue cycle management, human resources, information technology, support services, facilities and risk management to strengthen the administrative functions of the agency.
2. Redesign the agency’s performance evaluation system to standardize the methodology by which employee performance is measured and rewarded.
a. Design and implement an executive bonus compensation program for the Chief leadership across the agency.
b. Design and implement a physician compensation program for the employed and affiliate physicians throughout the agency.
3. Restructure the corporate record retention system for all corporate legal documents and policies and procedures through developing a new central repository in SharePoint with a standardized naming taxonomy that will identify document owners/programs and contractual trigger dates.
4. Audit Raiser’s Edge viability for continued use by the development/ fundraising team.
a. Conduct analysis with the IT team of alternative options for software applications.
b. Conduct risk and cost analysis of early termination of existing vendor contract.
5. Register with the United States Patent and Trademark Office all trademarks in use across the agency.
6. Establish protocols to assist clients with Medicaid enrollment across the agency to assure minimal disruption in client services and maximize Medicaid reimbursement.
7. Audit facility security and staff/visitor safety and upgrade as recommended.
GOAL: Advance portfolio of innovative programs, service delivery methods and partnerships to increase access to services, responsiveness and adaptivity to the changing behavioral health care and family service needs.
STRATEGIES:
1. Program growth will explore new technology products, new services to meet emerging needs, new clients, and new markets Increase open access to care and ensure robust client engagement opportunities are implemented: walk in clinics, tele-health, teletherapy, texting, no show management, My Health APP for clients
2. Increase open access to care through robust client engagement opportunities, tech enabled treatment, intake management and service delivery improvements.
3. Innovate by evaluating adoption of an array of new clinical assessments and innovative evidence-based practices with numerous specializations that are individualized addressing the specific needs of consumers and families across the entire age continuum.
4. Expand computer tech enabled treatment and decision support tools.
5. Ensure all services are trauma informed.
6. Improve the health status of those served by recognizing the relationship between medical co-morbidities and behavioral health conditions through whole person, integrated behavioral health and health care.
7. Build capacity to meet the behavioral health needs of individuals and families and children who are non-English speaking.
8. Work closely with community collaborative partnerships to promote new strategies and initiate new programs which improve mental health care and child serving systems in Tulsa (ie: Healthy Minds, ACES, BEST, etc.).
9. Expand supports and resources on hand to address poverty and social determinants of clients well being.
10. Prepare for Medicaid expansion.
11. Prepare for CCBHC.
12. Advance use of analytics to drive decisions, improve performance, optimize service capacity, increase access and decrease cost. Explore use of predictive analytics for determining risk.
13. Reduce the impact of opioid and meth addiction on individuals and the community.
14. Address decreasing numbers of individuals referred to diversion courts as a byproduct of criminal justice reform by advocating for alternative treatment strategies.
GOAL: Advance a diversified fundraising portfolio to sustain programs and fund emerging needs and program innovation.
STRATEGIES:
1. Enhance the board's capacity to assist with F&CS's resource development needs.
2. Develop a major gift program for emerging needs and program innovation.
3. Increase the number of individual donors by 2% each year over the next 3 years in order to ensure a larger major gift focus.
4. Increase number of hands-on donor/volunteer impact activities to provide more meaningful engagement.
5. Host a hard hat tour of Legacy Plaza for capital campaign donors, as well as a grand opening ceremony for when it opens to the public.
6. Plan for and celebrate the 100th Anniversary of F&CS in 2021.
7. Re-engage and build our Planned Giving/Legacy Society.
8. Advance online giving by 3% through social media platforms and online giving opportunities based on best practices in the fundraising industry in partnership with the F&CS Communication's department.
9. Create new prospecting strategies and metrics through Friends of F&CS luncheons, face-to-face meetings, agency tours, etc.
10. Convert the current F&CS Advisory Board into the Ambassador’s Circle modeled like YPAC.
11. Explore increasing the grant department.
12. Develop KPI’s based on industry best practices to enhance ability to meet and exceed annual goals. Develop a donor database dashboard.
13. Diversify and attract the changing racial and cultural demographics of the giving population to our individual donor segment.
14. Explore creating a donor portal.
GOAL: Optimize revenue collection to ensure financial strength and accountability through RCM practices.
STRATEGIES:
1. Engage Netsmart to provide a comprehensive evaluation of RCM.
2. Strengthen competencies in emerging value-based reimbursement models similar to Pay for Success.
3. Prepare for Medicaid expansion and possible managed care for Medicaid program in Oklahoma.
4. Train RCM staff in CCBHC billing methodology.
5. Incorporate Power BI to evaluate RCM department performance to benchmark and make rapid changes accordingly.
6. Strengthen Revenue Quality Assurance and Billing practices to ensure optimal billing capture and collections and that RCM department is advancing Medicaid and Medicare claim management.
7. Adapt quickly to payer billing, contracting and reimbursement requirements.
8. Conduct E.H.R. system assessment for workflow automation and efficiency to drive revenue cycle performance in a complex and highly regulated business environment.
9. Improve communication with clinical programs to reduce errors in order to optimize charges and collections.
GOAL: Leverage the power of technology to secure agency data, enhance client care, drive operational efficiencies, investigate potential innovation and optimize business intelligence.
STRATEGIES:
1. Expand myAvatar capabilities by investigating emerging Netsmart products and developing custom extensions to improve client care, workflows and billing.
2. Develop an integrated client portal and related client-facing mobile apps.
3. Develop integration and interoperability standards to govern data sharing between F&CS Systems and community partners.
4. Adopt new tech-enabled treatment resources to enhance client care, improve access and reduce cost.
5. Identify and implement platforms for care coordination, population management, and patient registries.
6. Increase telehealth and tele therapy capabilities to offer on-demand solutions.
7. Rapidly identify and respond to cybersecurity threats to protect client data and reduce agency cyber risk.
8. Evaluate and deploy solutions to improve efficiency and automate manual tasks, using Rapid Application Development (RAD) tools and Robotic Process Automation (RPA).
9. Increase ability to support and empower staff mobility.
10. Implement tools to improve staff collaboration.
11. Optimize processes and technologies for disaster recovery and business continuity.
12. Continue deployment of resilient and scalable IT infrastructure.
13. Develop deliberate and focused R&D to identify and vet new innovations, such as Augmented Intelligence and Machine Learning.
14. Ensure adequate funding and financing plans are developed to support advanced technology platforms and innovation.
15. Work with HR Training group to develop an IT training program for employees.
GOAL: Advance data management, key performance indicators and outcome measurements to ensure results, reduce costs and enhance client experiences.
STRATEGIES:
1. Adopt a structured continuous improvement framework that encourages a culture of innovation, experimentation, and learning.
2. Enhance the collection, analysis, visualization, and dissemination of performance improvement information to make it more useful to staff and to inform intern and workforce training.
3. Identify quality measures to be used and corresponding KPIs.
4. Develop, test, and adopt effective outcomes monitoring and accountability mechanisms.
5. Use performance and quality improvement results to inform strategic, financial, and tactical planning decisions required for the evolving value-based care delivery and payment models.
6. Use performance and quality improvement results to inform strategies for improving client experience and staff performance.
7. Work closely with Human Resources to redesign clinical staff performance reviews based on quality measures, results and outcomes.