Executive Leadership Goals: In the coming months, our department hopes to engage in a formal and comprehensive strategic planning process. It has been the goal of ACBH Administration since the fall of 2019, that these efforts will help to further shape the implementation of this organizational vision; and help our system develop a transparent and meaningful way to engage our diverse stakeholders in this process. In advance of those efforts, ACBH executive leaders have identified over-arching system goals that will serve as a road map during the next phase of our journey. The items below represent those goals in a broad and inclusive way, and have been approved because they are consistent with our Priority Framework and True North Metrics. In time, we hope to use these executive Goals (below) in order to cascade system-level strategies to all team members in some way. Some leaders have already begun that process with their team, and we will gradually be cultivating opportunities to refine our efforts in a more strategic way overall. Our ultimate goal, is that our department’s efforts will benefit from a more organized, fair, and intentional approach to how we operate our department. These goals have been included below, and are dynamic examples of the ongoing system change that is currently underway. Office of the ACBH Director • Improve Internal & External Communications in alignment with ACBH Mission, Vision, & Value • Promote Health Equity & Inclusion • Develop specific & quantifiable Accountability Standards to serve as a basis for Departmental Leadership Workplan Clinical Operations • Lead Quality Improvement efforts – Clinical Operations & systems • Re-design & Enhance Forensic Services • Re-Brand & Re-organize ACBH Referrals & Outpatient Admissions functions Plan Administration • Strengthen Intradepartmental & Interdepartmental partnerships/collaboration • Provide Excellent Customer Service • Promote Equity & cross-system Outreach & Engagement Chief Medical Officer/ Medical Director’s Office • Improve Disaster Planning/ Management – Safety, health and wellness of staff • Promote Integrated Care – Novel Coronavirus (COVID-19) BH care needs • Promote Integrated Crisis Services systemwide supports Finance • Develop Process Improvement Strategies (Contracting, Cost Settlements, etc.). • Improve upon & Fully implement APTUS and ACBH billing systems • Align ACBH Budget and Financial Strategies to promote Transparency with Stakeholders Forensic, Diversion, and Re-Entry System of Care • Enhance in-custody mental health services and develop therapeutic programming for individuals with intensive mental health needs • Strengthen and align discharge planning and coordination of re-entry services • Improve quality of care across Forensic services to reduce recidivism for individuals with intensive mental health needs SUD Continuum of Care • Strengthen SUD system access, particularly for unhoused residents • Increase Community & Stakeholder engagement, outreach, and information • Develop Overdose Prevention & ACBH Data Tracking Strategy Plan Adult/Older Adult System of Care (SOC) • Increase Collaboration with the SUD Continuum of Care • Focus on Quality Improvement (Adult/Older Adult Programs)Strengthen Inter-agency partnerships Child/Young Adult System of Care (CYASOC) • Develop Alignment & Visioning with CYASOC Executive Team, Managers, and Line Staff • Revisit and Develop an implementation plan to initiate the CYASOC’s 18-Month Workplan • Promote Increased Transparency & Teamwork