please see an attached below.Provide Clear description of the services provided. Identify the geographic market served by the organization [In the simple words.]
Calendar Property Manager Three years ago, MCMHC hired Charles McKenny to handle all facilityrelated issues at both Gardner Place and Justin Place. A longtime, residential property manager, he main tains a small staff of one building engineer and three housekeepers; turnover has been high among the housekeepers The board and Jervis-Washburn have instructed McKenny, who reports directly to Gray, to look for multiunit housing properties for possible purchase and conversion into condominiums for clients in the nal phase of treatment. He believes many such properties are available in Middleboro and the northern communities of Hill sboro County but are limited in the southern area. At Gardner Place, space is at a premium and the staff has been very adept at using the space creatively to adapt to the growing needs of the organization, but McKenny noted, \"The building is out of space. It's not possible to double up any of the current ofces or areas because of the condential nature ofwhat goes on in here, and it's not possible to add space. So we continue to apply BandAids to the place and make do with what we got.\" DIRECTOR or CLINICAL SERVICES Simone Beauchamp, RN, has been an MCMHC employee for 14 years. Before she was promoted to director six months ago, she was the associate manager of Emergency Ser vices. Known for her highenergy, rollupyoursleeves attitude, she is passionate about making a difference in the lives of those with mental health needs. Dr: Harrison just asked her to conduct a thorough analysis of the programs under Clinical Services. . disclosure and reporting of employee misconduct; and 9 employee and client rights. Mental health is a heavily monitored and regulated sector of the healthcare industry, and the guidelines change frequently. As a response, MCMHC has increased the program's fulltime staff from one to two individuals. Developing behavioral health quality measures is a relatively new phenomenon inuenced by the Affordable Care Act (ACA) of 2010. The ACA led to the publication of the National Quality Strategy (NQS), which \"serves as a catalyst and compass for a nationwide focus on quality improvement efforts and approach to measuring quality.\" Part of the NQS pertains to behavioral health issues. MCMHC believes strongly in creating and tracking appropriate measures of quality of care and has been working with SAMHSA's National Behavioral Health Quality Framework. This guideline focuses on the development of federal and statespecific behavioral health barometers. Table 4.1 shows Hillsboro County's barometer as compared with that of the United States. Measuring and monitoring quality data enable MCMHC to develop a wellinformed strategic plan. Education Services A staff of two health educators make up this program. These staff members develop and present behavioral health education customized for a client group or organization. For example, last year at the request of Carlstead Rayon, Education Services designed and then conducted for Carlstead Rayon's employees a fourhour educational session on the topic of stress management, substance abuse prevention strategies, and mindfulness. The training was wellreceived by both management and employees of the company. However, corporate clients such as Carlstead Rayon are hard to secure and engage. JervisWashburn still believes the program as a Whole is valuable and a market for it exists. More important, she believes educating the community is part of MCMHC's responsibility. She is particularly interested in expanding schoolbased education services Although Beauchamp has six months to complete the assignment, she has already started and noticed some issues, such as duplication of services delivered by Adult Services and Child and Family Services. She wonders whether restructuring the programs by the type of service deliveredas opposed to by the client's age and family statusmay eliminate or minimize the duplication. She also sees a need to work more closely with the director of Administrative Services to understand the nancial implications of programs and services on MCMHC operations. Clinical Services comprises ve programs: Adult Services, Child and Family Services, Emergency Services, Quality and Compliance Services, and Education Services. Each program is headed by an associate manager who has skills, training, and experience appropriate for the role's tasks and responsibilities. Adult Services The adult program is designed for clients aged 18 years or older and provides a wide range of treatments and approaches as well as coordination of clinical and psychiatric rehabili- tation. Services are offered at a variety of locations, depending on the needs of the client. Most clients are seen in Gardner Place, but care may also be delivered in the client's home or another healthcare facility. Among the most common services clients receive are coun seling and therapy (individual or group), dialectical behavioral therapy, functional support (which assists with identifying and managing the use of community-based resources apart from MCMHC), illness management and recovery, psychiatric nursing, family support, mental health education, and vocational assistance. In addition, supported living services are provided in Justin Place. Four standing interdisciplinary teams develop and deliver treatment plans to program clients. Every team includes one team leaderclinician and at least one other clinician. To maintain the greatest degree of exibility, the teams do not specialize in a specic treatment modality, and the general approach followed for assessment is essentially the same for each team. On occasion, however, teams do \"take on the clinical philosophy\" of their respective team leader, which has created conict among team members and Complicating this issue is that the federal government affords privacy protection to adolescents who seek treatment. Because providers may be prohibited from informing parents or guardians that their children are in treatment, they cannot bill for services rendered because parents or guardians may receive an Explanation of Benets from their insurers if providers submit a claim. Mental health services for children and their families are extremely limited in Hillsboro County. Communities ask their schools for an array of mental health counsel- ing and education, and, in turn, schools seek help from MCMHC and the few providers in the county. Coordination of services between MCMHC and the schools has become increasingly problematic, howeveralthough not necessarily because of the ongoing opioid crisis. Accommodating the goals and resource capabilities of both the schools and the organization remains a very serious challenge for MCMHC and its leadership. Emergency Services This program maintains a four-person team responsible for providing services to individ- uals or organizations facing a crisis. Phone and face-to-face assessment as well as referral and intervention are available on a 24/7 basis. About 50 percent of all assessments lead to referrals, which are frequently directed to the hospital emergency department (ED), and about 10 percent of those referred to the ED are admitted into the hospital. About two- thirds of the hospital admissions are voluntary. In addition, the team provides counseling and other appropriate services to individuals who have experienced or are experiencing traumatic events. Quality and Compliance Services The team for this program is charged with ensuring that MCMHC is structured and operates in a way that is consistent with federal and state guidelines. Generally speaking, compliance principles and standards exist for many areas, such as 0 employee qualication, responsibilities, and credentialing; complicated client transitions. Additional team members may be drawn from a rotating team, which is composed of clinicians with specific skills and experience that may augment those of the interdisciplinary teams. Child and Family Services This program is geared toward children aged 18 years and younger as well as their fami- lies. Like Adult Services, it has three standing interdisciplinary teams comprising a team leader-clinician and at least one other clinician; it also draws additional team members from a rotating team. EBSCOhost - printed on 5/20/2021 12:15 AM via GEORGE MASON UNIVERSITY. All use subject to https:/ /www. ebsco. com/terms-of-use 1 18 The Middleboro Casebook Services are provided in several settings, including Gardner Place, private homes, schools, and community-based facilities. In the past five years, the program has grown in schools because of the dramatic increase in substance abuse-opioid use in particular- among teenagers. MCMHC board and management have had frequent and ongoing conversations with state legislators to push for increased drug prevention and education as well as funding for such programming. At a recent board meeting, board members asked Jervis-Washburn to move youth substance abuse to the top of the organization's priorities. Complicating this issue is that the federal government affords privacy protectionQuality and Compliance Services The team for this program is charged with ensuring that MCMHC is structured and operates in a way that is consistent with federal and state guidelines. Generally speaking, compliance principles and standards exist for many areas, such as employee qualification, responsibilities, and credentialing; continuing professional education; EBSCOhost - printed on 5/20/2021 12:15 AM via GEORGE MASON UNIVERSITY. All use subject to https:/ /www. ebsco. com/terms-of-use Case 4: Middleboro Community Mental Health Center 1 19 professional sanctions; confidentiality, safety, and maintenance of documentation, records, and other information; clinical reviews; billing and financial reporting; conflict of interest; Cus12 0 The Middleboro Casebook do not have the expertise and dedicated staff to conduct such programs for students. Funding for this plan is nonexistent, however. During a discussion at a board meeting, a board member asked, "While we're on this issue, I've been wondering why we have a separate Education Services unit. Can't it be merged or spread across the other programs? We already have educators in the other programs. Anyway, isn't it the job of health teachers to educate their students about drugs and sex and other things?" STAFFING 38889 Table 4.2 displays MCMHC's staffing budget by program and position. In many cases, On the web at ache.org/books/ staff has the flexibility to work as needed in more than one division. The budget reflects the Middleboro2 manner in which staff members are allocated among programs for accounting purposes. MCMHC has a disadvantage in recruiting and retaining clinical staff for a number of reasons: 1. Compensation levels are somewhat lower than market level for many ob few ibble in Hillsh
