2 . Create a Polk County behavioral health coalition ( or assign the oversight to an existing entity ) to coordinate diverse activities designed to address Polk County behavioral health initiatives emerging from this , and similarly focused , projects .
Strategic Objectives Addressed : Breaking down silos , Increasing services for higher-risk groups
Background and Support . Polk Vision and its leadership want all organizations and individuals in the behavioral health service pipeline to grow and succeed while addressing high-priority needs . Communities ’ needs can be better met , organizations can operate more effectively and efficiently , and the quality of life of Polk County residents can be better enhanced by working together as opposed to trying to accomplish these things individually . “ We truly are stronger together ,” in the words of a local stakeholder .
Consistent with this viewpoint , an implicit goal of the Polk Vision project is to create sustainable change . Given the complexity of initiatives emerging from this work and the magnitude of the effort needed to capitalize on opportunities ( i . e ., capacity constraints ), an independent , representative entity is required to administer the work .
For any organization or institution to be sustainable , four aspects are required : i . ii . iii .
iv .
Mission : a fundamental goal or objective Structure : a formal design and governance providing operational consistency
Leadership : an individual or small , independent group ( e . g ., Board of Directors ) with the authority to make decisions and direct activities
Succession plan : a formal structure or plan to transition leadership and sustain operations when key individuals leave the organization .
• Linking with the Rapid Cycle Improvement project described above , adopt a two-phase strategy to institute the Polk County behavioral health coalition or other entity . During Phase 1 , assign Polk Vision the leadership role with the objective to do the following :
o Execute crisis services project activities described in the Rapid Cycle Improvement project precis ( see appendices ). o
o
o
o
Recruit a coalition of key stakeholders . 3 Develop the governance and a sustainable revenue model for the coalition or other entity . Launch initial initiatives ( noted above ) to address urgent behavioral health needs . Conduct shared community education regarding effective collaboration to care for high-need individuals . This may include development of a shared resource of available services – similar to a “ bed board ” used in some communities to quick identify available inpatient beds across a network of unaffiliated hospitals . Educate and partner with community members and providers by aligning messaging and by establishing a shared branding convention . Work with coalition partners to establish the framework of the ongoing ( Phase 2 ) entity that will provide the required mission , structure , leadership , and succession plan . Options may include establishing a 501 ( c )( 3 ) organization , contracting with an independent third party who could guide coalition activities , or others .
3
Note that the successful ( yet now reorganized and renamed ) Maine Health Management Coalition may be used as a helpful reference . Crescendo Consulting Group will be available to help inform review of the model , as needed .
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