Strategic planning for 2022-2025 is underway. A public hearing is held annually to seek community input which is used in the strategic plan development. The most recent public hearing was July 21, 2021.

To listen to the public hearing, visit To review the minutes from the meeting, click here.



Strategic Plan 2019-2021

GOAL One – Northern Lakes will be the premier leader in Northern Michigan in providing integrated behavioral, physical and substance use disorder services for persons served by the public mental health system.

Objective A – Integrated health will be offered to all consumers in all regions.

Measurable OutcomeAll consumers will have health goals in their IPOS. All consumers will have a current health care provider identified in their EHR. Will begin implementing integrated health service in the Grayling Office and then focus on Houghton Lake and Cadillac.


Objective B – Position NLCMHA to contract with MDHHS for any new programs for integrated health care including public/private partnerships.

Measurable OutcomeEvaluate any programmatic changes and implement if appropriate for NLCMHA.


Objective C – We will offer health and wellness goals within the consumer’s person centered planning process.

Measurable Outcome100%



GOAL Two – Strengthen Management Team and Employed Workforce


Objective A – Comprehensive Orientating/Training/Mentoring Program.

Measurable Outcome – Completed policy including forms. Reduction of turnover rate.


Objective B – Succession Planning for all Supervisor/Manager/Executive Team Functions and Positions.

Measurable Outcome – Supervisors, Managers, and E-Team positions recruiting and mentoring possible successors, documenting the process put in place within the activity.


Objective C – Training and Supports to Mitigate Secondary Trauma/Compassion Fatigue/Burnout.

Measurable Outcome – 95% of all clinical staff will be trained in secondary trauma mitigation.


Objective D – Maintain a Culture that Supports a Motivated and Committed Employee Workforce.

Measurable Outcome – Reduction of turnover rate. Organizational Climate Survey results demonstrating improvement year over year.


GOAL Three – Strengthen NLCMHA IT, Finance and Office Building Infrastructure.


Objective AImprove Information Technology Software, Hardware, Reporting and Mobile Solutions.

Measurable Outcomes – Successful implementation of NoLa, Intacct, Compass 3.19 and 4.0.


Objective B – Operate an Effective and Efficient Administration that supports all lines of business.

Measurable Outcomes – Administrative Costing < 9% for MH and 80/20 separation of services to administrative in MI Choice, Technology improvements within PING and Compass software updates.


Objective C – Maintain/Expand NLCMHA Offices and Buildings to meet the functional, growth and security needs of staff and the requirements of all lines of business.

Measurable Outcomes – A setting that meets the functional needs of consumers and staff supporting services.



GOAL Four – Grow and Expand Long Term Supports and Services (LTSS)


Objective A – Grow the MI Choice Waiver Program.

Measurable Outcomes – Participant experience and satisfaction survey results; Usage of all slots available; CQAR, AQAR, MPRO, and NCQA results. Provider Network at 125% capacity.


Objective B – Expand the OBRA Program.

Measurable Outcomes – Adhere to timeliness guidelines set forth by MDHHS.


Objective C – Position NLCMHA to contract with MDHHS on any new programs for LTSS.

Measurable Outcomes – Attendance at MHCSN, EDIT, PISC, MI Choice Waiver Director’s meeting.


GOAL Five – Increase the program and service activities that intersect with Behavioral Health and Criminal Justice


Objective A – Enhance relationships with jails, law enforcement and counties based on the Sequential Intercept Model.

Measurable Outcomes – Annual trainings with jail staff. Invite 100% of criminal justice agency partners.


Objective B – Expand Services in the jails and with law enforcement.

Measurable Outcomes – Staff retention within jail setting.



GOAL Six – Expand residential treatment options for all populations either through development or contracting


Objective A – Expand Specialized Residential Services and Supported Independent Living options.

Measurable Outcomes – License to do business. Success of staffing and residences to capacity.


Objective B – Expand Crisis Residential/Transition Options.

Measurable Outcomes – Completed contracts with providers and develop contracts with crisis residential programs in the State of Michigan.



GOAL Seven – Quality consistent with NLCMHA’s Vision, Mission, Values and Ends Statements


Objective A – Provide Evidence Based Practices (EBP) in a Person Centered Environment when practical and feasible.

Measurable Outcomes – Assess and provide the number of groups accordingly. PMTO, FPE, Seeking Safety, and EMDR individual and group treatment will be available in all offices. Develop and Implement a survey to address client satisfaction for EBP. This information is then part of the Agency Performance Assessment. Will receive a response from the Customer Satisfaction Survey.


Objective B – Enhance and improve the services provided by the Crisis Services Team.

Measurable Outcomes – Successful roll out of FAST in Crawford/Roscommon Counties and increase inpatient diversions by 25%.


Objective C – Enhance and improve timely services to consumers following initial assessment.

Measurable Outcomes – Will meet 95% of performance indicators.


Objective D – Meet MDHHS Performance Indicators and Standards for Medicaid Claims Verification.

Measurable Outcomes – PIP standard being met and 95% MA verification results.


Objective E – Meet all requirements for Clinical Documentation, Person Centered Planning and the Individual Plan of Service.

Measurable Outcomes – Real time activity reports indicating the timeliness of documentation. 95% of documentation will be completed according to policy guidelines.


Objective F – Maintain CARF and NCQA accreditations.

Measurable Outcomes – Positive outcomes of accreditation reviews.


Objective G – Pursue additional accreditations and certifications that will enhance lines of business.

Measurable Outcomes – Positive outcomes of accreditation or reviews.