Goals
In consideration of all the information presented, the BNC has developed the following strategic goals and plans to be implemented over the next three years (2022-2025). Each year, the key measurements and strategies are updated.
Strategic Priority Area #1:
Excellence with People
Goal: Be the best place to work as evidenced by team member engagement, compensation, training and professional development, and a commitment to life outside of work.
Key Measurements & Strategies
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Strengthen and increase our ability to share information and more efficiently coordinate BNC activities in the community both internally and externally.
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Build a qualified and adequately trained workforce with enough professionals to serve adults, children, and their families throughout Douglas County as evidenced by a commitment to training and development and team members’ capacity to provide adequate care.
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Maintain turnover rate by 15% .
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Lead the regional healthcare market in team member compensation and benefits for all positions as evidenced by a comparison to regional market salary surveys by December 31, 2024.
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Enhance comprehensive training and create professional development plans for all new and current team members and interns by December 31, 2023
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Create a culture where self-care and life outside of work is strongly encouraged as evidenced by team members’ use of available leave and adequate team staffing and coverage.
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Develop opportunities for creating more meaningful connections and belonging for all team members by December 31, 2023.
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Administer a Center-wide team member survey twice per year that assess the progress and impact of the strategies above.
Strategic Priority Area #1:
Excellence with People
Goal: Create a culture that advances inclusion, diversity, equity, and belonging inclusive of race, gender identity, faith/spirituality, ability, and sexual orientation as evidenced by a commitment to learning, teaching, and application of new knowledge and understanding.
Key Measurements & Strategies
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BNC team members will participate in training sessions with specific follow-up regarding accountability to learning and application to policies.
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100% organizational attendance at professionally facilitated workshops
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Implement bi-annual training for new team members to ensure all team members and board members receive micro-aggression workshop training.
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Continue to evaluate and implement process for recruitment and retention of team members, board members, volunteers, and supporter base to ensure they are reflective of the Douglas County community and clients we serve by December 31, 2023.
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By June 2023, the community engagement team will create an additional donor survey which would be a voluntary self-identification question about race/ethnicity
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Will engage in intentional outreach efforts to all middle schools and high schools within Douglas County.
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Install braille signage, deploy adaptive technology for clients and team members, and install visual alert systems, emergency lighting, and exit signs in all BNC facilities by January 2024.
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Will continue to re-evaluate potential improvements on adaptive technology each year.
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Expand services to underrepresented communities through the investment in and the development of evidence-based interventions and different service locations.
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Number of intentional outreach efforts to underrepresented communities in all of Douglas County.
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Number and effectiveness of evidenced-based practices specific to underrepresented communities.
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Strategic Priority Area #2:
Excellent Quality & Outcomes
Goal: Strengthen the health and wellbeing of the Douglas County community as evidenced by a commitment to whole-person, integrated healthcare and by addressing the impact of trauma and the social determinants of health.
Key Measurements & Strategies
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Achieve training in 80 percent of BNC clinical team members in at least one trauma-specific evidenced-based practice and become proficient in treating substance use and co-occurring disorders annually.
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Achieve Dialectical Behavioral Treatment (DBT) certification by December 31, 2023.
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Annually evaluate community service needs and adjust staffing patterns to meet those needs.
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Length of time to access care
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Time from intake to next appointment
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Ability to provide services consistent with DLA-20 and CAFAS levels of care
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Review and sustain an organizational quality management system that addresses regulatory, accreditation, and other best practices standards.
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Enhance and standardize training programs across the employee’s service.
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Advance and strengthen prevention, early intervention, and treatment policies, programs, and services for children by providing evidence-based practices and services to the defined family system.
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Have two evidence-based practices (e.g., strengths-based, positive behavioral supports, ABA, co-occurring substance use, play therapy, etc.) embedded across Child and Family Services by June 30, 2023.
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Have one evidence-based practice for parents (e.g., Nurturing Parents Programs, Positive Parenting program, Parent-Child Bonding and Attachment, etc.) trained and implemented by June 30, 2023.
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Strategic Priority Area #3:
Service Excellence
Goal: Be the best place for care as evidenced by community satisfaction and timely access to care.
Key Measurements & Strategies
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Engage in discourse with the community to inform overall BNC programs and services through listening sessions, outreach events, ongoing feedback forums and donor, partner and client surveys.
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Create sustainable programs to serve Douglas County as evidenced by decreased time between referral and service, decreased time between intake and first service, bridging gaps in care, and ensuring quality of care.
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Decrease our no-show and cancellation rates for services to no more than 10% by June 30, 2023.
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Decrease waitlist for parent support, attendant care, hourly respite by 75% by December 30, 2023.
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Process and schedule 80% of referrals within 1 business week of referral.
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60% of clients served will show a reduction in functional impairment as evidenced improve in DLA-20 and CAFAS scores over 6 to 9-month rating period.
Strategic Priority Area #3:
Service Excellence
Goal: Become a Kansas Certified Community Behavioral Health Clinic (CCBHC) and maintain and expand accreditation through Commission on Accreditation of Rehabilitation Facilities (CARF).
Key Measurements & Strategies
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Obtain CARF Accreditation for Treatment & Recovery Center (TRC), Assertive Community Treatment (ACT) & Mobile Response Team (MRT) by July 31st, 2024.
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Submit application by December 2023.
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Full CCBHC certification by February of 2024.
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Implement a model fidelity ACT Team by December 31, 2023.
Strategic Priority Area #4:
Financial Excellence
Goal: Achieve financial health for today and tomorrow as evidenced by a commitment to growth-oriented thinking, an increase in assets, and a diversified funding portfolio.
Key Measurements & Strategies
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Operate within 5% performance to budget.
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Achieve a 2% operating surplus for 2023.
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Have 1-2 months of cash in reserve by December 2023.
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Have 3-4 months of cash in reserve by July 2025.
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Obtain CCBHC Certification.
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Creation of new programs that diversify revenue streams.
Strategic Priority Area #5:
Growth
Goal: Transform BNC’s healthcare delivery system by committing to technology and enhance the support of our team members service provision.
Key Strategies & Measurements:
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Implement Streamline SmartCare across the organization by July 1, 2023.
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Keep BNC data secure by enhancing our Office 365 subscription.
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Develop and implement a plan for the use and maintenance of inactive electronic health record.
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Provide the highest level of customer service to BNC team members by having adequate staffing, responding to requests in a timely manner, and having an adequate supply of technology to support the delivery of services.
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Ongoing trainings and support for electronic health records.
