Philosophy - could internally developed resources be licensed for external use (by academia, channel partners, independent 3rd parties - or even competitors?)

Transparent relationships - could research and funding be shared with external providers or others in our industry - to advance the industry - and create better employees and outcomes for our company and clients?

Could technology that assures performance outcomes provide us the opportunity to get useful data that would save us time and costs? Could savings or revenues generated by our clients (internal or external) - be validated by technology and be a source of funding?

Why or why not?

Permalink Reply by Paul Terlemezian on August 18, 2019 at 5:16pm

2015 What Has Been The Cost – & The Results – Of SAMHSA’s Primary Be...

"As part of the specifications of the PBHCI program grant in 2015, awardees must implement the two core requirements:

Co-locate primary care provided by primary care professionals at the site of the behavioral health organization
Provide medically necessary referrals to consumers from specialty care professionals or other coordinators of care"

What is the correlation between job satisfaction and performance outcomes?

What is the correlation between professional development and job satisfaction?

What is the role of the immediate manager regarding the professional development of the employees working for them?

How do we assure that the immediate manager's performance related to professional development of their employees is effective?

Permalink Reply by Paul Terlemezian on August 18, 2019 at 5:24pm

2016 Florida DCF Lead Child Welfare Agency For Panhandle Region Up For R...

"... Florida Department of Children and Families (DCF) released an invitation to negotiate (ITN-01FS18001) to rebid the child welfare Community-Based Care lead agency contract for Circuit 1 in the Northwest Region."

What is the cost (money, time and opportunity) of creating an RFP, RFI or Invitation to negotiate?

What is the cost (money, time and opportunity) of responding to any of these?

What is the quality of the invite or the response?

Is there a better model?

Would you be willing to:

Pay the providers for their responses and have the rights to resell the responses?
Have access to the responses for a fee?
Have access to a standard invite format - and then customize it if needed?

Would you rather resist this model or find a way to make it work for all?

Permalink Reply by Paul Terlemezian on August 18, 2019 at 5:32pm

2017 Payer, Provider, Partner

"What are the keys to forging payer relationships? Each of the presenters had a slightly different take on what specific aspect of relationship building was the most important but all touched on the importance of bringing data to the table when working with payers; committing to an integrated, community-based approach; and knowing exactly what your costs are and the value you can offer in the relationship."

Do our accounting systems allow us to collaborate with providers to assure outcomes? If not - why not?
Do our managers have the skills to manage relationships and outcomes with internal or external providers?
What if there is a blend of several internal and several external providers?

Is the meta-management skill (which is what questions 2 and 3 reference) - a fad, a phase, a myth or an emerging and necessary skill for leaders today and tomorrow?

Permalink Reply by Paul Terlemezian on August 18, 2019 at 5:38pm

2018 Developing A Value-Based Care Model With Peer Support—Two Case Studies

"The benefits of peer support service are widely known—the use of peer supports can result in reductions in hospital admissions, reduction of inpatient days, and increased use of outpatient services. Additionally, the model helps to improve consumer outcomes, including increased consumer empowerment, increased sense that treatment is responsive, and increased social support and social functioning"

What is our role in assuring the effectiveness of peer support?

How is peer support reflected in the ways we:

Select and train employees?
Select and train managers?
Recognize and promote people
Define, staff, measure and reward functional or cross-functional teams?

What if team members are from outside of our company?

What other factors do you suggest be addressed?

Permalink Reply by Paul Terlemezian on September 12, 2019 at 8:58am

2019 What You Wish You Knew About Succession Planning

"...succession planning is a linear and extremely complicated process for recruiting a new executive that is likely to produce a lot of stress and tension in both an organization and its board of directors."

Is it linear?

Is it only for top executives?

What is the reason for having a succession plan?

What is the ideal succession plan?
What prevents us from working towards the ideal?
What would accelerate it?
What would our role be in the ideal plan?

Permalink Reply by Paul Terlemezian on June 8, 2023 at 8:39am

2020 Does It Matter That They Can’t Find You Using Google?

How would a stranger know what you have to offer?

How might a loyal client know what you have to offer?

Why would strangers want to work with each other?

Permalink Reply by Paul Terlemezian on June 16, 2023 at 4:53pm

2021 Making Transformation Work: Takeaways From The 2021 OPEN MINDS Mana...

What advancements have you seen in our ability/desire to assure that the transformations we are included in - work?

Permalink Reply by Paul Terlemezian on June 16, 2023 at 4:54pm

2022 CMS Approves 20 High Needs REACH ACOs

What aspects of professional development are we willing to seek external help? What prevents us from seeking external help?

Permalink Reply by Paul Terlemezian on September 12, 2023 at 2:52pm

2023 Are You A Change-Competent Executive?

Calling for a change to be made is "easy."

Making the decision on what to change and how to change it is not easy.

Implementing the change to assure the desired outcome and proving the cause-effect is likely to be impossible?

What is the basis for determining competency? Perception or Reality? Does it matter?