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PBH Local Business Plan 2007 We have reengineered ourselves, "built the airplane" so to speak, "while we were flying it"! This has not been easy. We have weathered a storm of chaos and instability that wreaked havoc across North Carolina, and while we have not been insulated from its effects, we have been able to keep on course. Our accomplishments over the past four years Include: 1. We maintained Continuity of Care for 20,000 consumers during divestment of services in 2003 and 2004. 2. We have developed a 501c-3 agency that is operating successfully over five counties and provides essential safety net services to the citizens of our counties. This report includes an in depth assessment of DAYMARK Recovery Services in the context of this system transformation. 3. We have developed other providers of community mental health services so that consumers have a choice of DAYMARK Recovery Services or at least one other provider in each county. These new providers are small, but are continuing to grow. We have a wide range of choices of providers for consumers for most all services. 4. We successfully divested over $30 million dollars in directly operated services for both PBH and the former Davidson County Area Mental Health Program. 5. PBH supported the development of a strong and independent Consumer Family Advisory Committee that has taken a leadership role in advocating for the needs of consumers across Cabarrus, Davidson, Rowan, Stanly and Union counties. 6. We have developed numerous forums for communication, collaboration and stakeholder involvement in system planning and management including: a. The PBH Consumer Family Advisory Committee b. The PBH Network Advisory Council (for PBH Providers) c. Five county level Advisory Councils d. A Global Continuous Quality Improvement Committee that involves consumers, providers and PBH staff e. A Clinical Advisory Committee that oversees clinical interventions and best practices in service delivery 7. We have a strong focus on the development of affordable housing for people with disabilities and put together a Regional Housing Continuum of Care that was successful in obtaining HUD funding grants the first year of operations. 8. We have become electronic! Over 98% of our claims for services from providers are submitted electronically and we can pay providers with electronic fund transfers, provide electronic remittance advices. We have automated numerous administrative functions, which results in greater efficiency and better management of public resources. 9. We have conducted extensive and ongoing outreach to the community. We have sponsored a major Person Centered Planning Conference for consumers and families to heighten awareness of Recovery and Empowerment. Additionally, we hosted a Cultural Competency Conference that brought in national experts to speak on the importance of culture in the recovery and Independence of people with disabilities. 10. We have successfully managed the growth of Medicaid for Mental Health, Developmental Disabilities and Substance Abuse Services within our counties, not by denying care to consumers, but through the ievelopment of a highly organized system of services which we operate using managed care strategies. Most imoortantly. we have developed the capacity, competence, and infrastructure to achieve the goals outlined in our Local Business Plan for 2007-2010. G ~'~