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.
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 Outcome – All 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 Outcome – Evaluate 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 Outcome – 100%
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 A – Improve 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.