BERKELEY COMMUNITY MENTAL HEALTH
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BERKELEY COMMUNITY MENTAL HEALTH
CENTER STRATEGIC VISION
JULY 2019-JUNE 2021
APPROVED BY THE BOARD OF DIRECTORS
I
MAY 2019
Chairperson, Board of Directors
Date
VISION We see ourselves as the leader of exceptional, effective, compassionate carefor all of our community's citizens. We see ourselves as a Community Mental Health Center that is adaptive and nimble in the midst of a shifting Mental Health Carelandscape. We see ourselves as a Mental Health Center without walls that functions as a partner with all local community resources to serve our clientele. We see ourselves as a Community Mental Health Center that responds wisely and proactively as our community changes in the early 21st century. We see this Strategic Vision to be an outline of our current needs and goals. Therefore, to be meaningful it must be responsive to the unforeseen challenges of the future and will be revised as needed in light of new information and knowledge. OUR MISSION The staff of the Berkeley Community Mental Health Center, in partnership with clients, families and their diverse communities, will support the recovery of citizens with mental illness. OUR PRIORITIES BCMHCgives priority to adults and children and their families affected by serious mental illnesses and significant emotional disorders. We are committed to eliminating stigma and promoting the philosophy of recovery, to achieving our goals in collaboration with all stakeholders, and to assuring the highest quality of culturally competent and evidence-based services possible.
OUR VALUES
I RESPECT FOR THE INDIVIDUAL
Each person is treated with respect and dignity, and is a partner in achieving recovery. We commit ourselves to
services that:
• Honor the rights, wishes and needs of each individual
• Promote each individual's quality of life
• Focuson each individual's strengths in the context of his/her own culture
• Foster independence and recovery
• Demonstrate the value of family inclusion and the benefits of strong family support
I SUPPORT FOR LOCAL CARE
We believe that people are best served in or near their own homes or the community of their choice. We are
committed to the availability of a full and flexible array of coordinated services in Berkeley County, and to services
that are provided in a healthy environment. We believe in services that build upon critical local supports: family,
friends, faith communities, healthcare providers, and other community services that offer employment, learning,
leisure pursuits, and other human or clinical supports.
I COMMITMENT TO QUALITY
BCMHC is and will continue to be an agency worthy of the highest level of public trust. We provide treatment
environments that are safe and therapeutic, and work environments which inspire and promote innovation and
creativity. We hire, train, support, and retain staff who are culturally and linguistically competent, who are
committed to the recovery philosophy, and who value continuous learning and research. We provide services
efficiently and effectively, and will strive always to provide interventions that are scientifically proven to support
recovery.
I DEDICATION TO IMPROVED PUBLIC AWARENESS AND KNOWLEDGE
We believe that people with mental illnesses, trauma victims, and others who experience severe emotional distress,
are often the object of misunderstanding and stigmatizing attitudes. We work with employers, sister agencies, and
public media to combat prejudice born of ignorance about mental illness. We expect our own staff to be leaders in
the anti-stigma campaign.
STRENGTHS, CHALLENGES, &
OPPORTUNITIES
STRENGTHS
• BCMHCemploys a diverse, experienced, talented, and expert staff in a variety of disciplines
• The team of BCMHCdemonstrates grit and perseverance
• Recovery-based philosophy of care
• Integrated teams support each other
• The BCMHCSchool-Based Program is stronger and further-reaching than ever
• Highest-rated Individual Placement Servicesteam in the state
• Expanding Emergency Mobile Crisis Program and collaboration with statewide CCRIteams
• Exceptional relationships with local probate court, law enforcement and emergency services agencies
• Comprehensive accessto care facilitated by our partnerships with Clinical Care Coordinators
• Same day accessallows near-immediate accessto care for any member of the community
• Fidelity to our Clients' Rights and Confidentiality
• Consistently fiscally responsible
CHAllENGES
• Crosstraining of personnel to expand clinical capacity for newly admitted and established clients.
• Identifying additional sources of revenue from state and grants to expand Center functions and keep pace
with county growth.
• Creative solutions to balancing efficiency with opportunities to foster skill/knowledge/ability development and
team structure.
• Expanding strategies to continue staff development and use of Evidence-BasedPractices.
• Recruiting and retaining qualified medical and clinical staff; cost effective treatment requires effective and
established staff.
• The Center's current hours of operation may not be flexible enough to meet the needs of 21st Century
Berkeley County.
• The area's client-base is changing in demographic and economic status: Millennials, IT/Hi-Tech Industry, and
Auto/Airline Industry.
• Staffing patterns and staff tenure/longevity.
• County lacks an efficient mass-transit system
• Academic year off-months during impact School-based program effectiveness
• The breadth of geography and often-insular culture of rural Berkeley County impedes efforts to reach all of
our community.
• Center IT tools and processesare products of DMH Office of Information Technology.
• Community partner awareness oftheir roles and opportunities for participation in and support of client
services.
• Integrating BCMHC deeper into our community (Healthcare, law Enforcement, Social Services, Education
System, etc.) as a knowledgeable, trusted, and respected ally and provider
OPPORTUNITIES
• Explosive population growth in Berkeley County-State estimates predict an increase of 20% over the next
decade.
• Support and grant-funded opportunities for Behavioral Health Homes at the State and Federal levels
• Rapid diversification of the Berkeley county economy into Information Technology, Automotive and Airline
Manufacturing industries
• At the National level, greater funding for and citizen awareness of factors affecting Mental Health Care
• local Healthcare providers seek reliable resources for their patients with mental illness
• Expansion of School-Basedservices to the remaining schools not presently served by BCMHC
• Greater collaboration with law Enforcement for Mobile Crisis program expansion
• Governor's Office advocacy for treatment and initiatives to reduce the rate of Criminal Domestic Violence in
South Carolina
• Collaboration with Charleston/Dorchester Mental Health Center on the development of their Crisis
Stabilization Program
• Development of Information Technology tools that assist the treatment of Mental Illness and improve access
to care for those affected by it
GOALS THAT SUPPORT THIS VISION
GOAL 1: RETAIN, RECRUIT AND DEVELOP EXCEPTIONAL STAFF.
GOAL 2: IMPROVE ACCESS AND EFFICIENCY OF SERVICES TO ALL CLIENTELE.
GOAL 3: EXPAND BCMHC'S PRESENCE IN THE BERKELEY COMMUNITY.
STRATEGIC OBJECTIVES
I GOAL 1: RETAIN, RECRUIT AND DEVELOP EXCEPTIONAL STAFF.
1.1 Expand the Collaborative Training Committee efforts to provide at least four evidence-based practice trainings
that offer CEU/CMEsannually.
1.2 Strengthen relationships with higher learning institutions from which we draw applicants by developing a
dedicated liaison to these schools. Measured by providing supervision/preceptorship to at least 4 medical
and/or clinical students each academic year.
1.3 Expand efforts for cross-training employees within their disciplines to increase Center efficiency.
1.4 Expand the Peer Support Program, to include: determining what factors indicate the need for an additional
Certified Peer Support Specialist, and strategies to ensure every client, Adult or Child & Adolescent can have
accessto a Certified Peer Support Specialist.
1.5 Provide all clinical staff with ethics/legal trainings regarding family court cases.
1.6 Resolvethe gap in treatment team attendance/availability for School Basedstaff
1.7 Participate with DMH leadership and local and state partners to expand qualified providers list to include
PhysicianAssistants.
1.8 Implement a strategic growth subcommittee to evaluate and plan for risks, trends, and opportunities for Center
growth in the areas of finance and workforce.
1.9 Continue existing efforts to cultivate a trauma-sensitive work environment by ensuring 100% of new staff are
trained in this model annually and staff communication structures are in place.
1.10 Through use of licensed supervisors and supervision groups, increase number of licensed clinical professionals
in the Center by 10% during the life of this plan.
1.11 Cultivate an environment of Staff Wellness by incorporating at least two health-enriching staff activities every
year.
I GOAL 2: IMPROVE ACCESS AND EFFICIENCY OF SERVICES TO ALL CLIENTELE.
2.1 Develop the Center's website to be more informative, modern, and useful for the Berkeley Community and our
clients.
2.2 Develop a process for effectively integrating and utilizing the Level of Care system with the Center's clientele, to
include staff education on its use. (Measured by review of service utilization by level of care and Center
adherence to DMH recommended LOCguideline.)
2.3 Develop a continuity of care procedure that incorporates the level of Care system which is consistently applied
to disengaged clientele.
2.4 Identify trends in service time utilization and revise or expand Center hours of operation to increase accessto
services and customer satisfaction during non-traditional business hours/days.
2.5 Collaborate with Berkeley County School District to achieve the Department's goal of embedding a mental health
clinician in every school by 2022.
2.6 Determine strategies and implement at least one to utilize current, available technology (tablets, apps, website,
etc.) to improve customer service experience with the Center.
2.7 Participate in statewide Zero Suicide initiative: train staff in methods, complete Center self-assessment, and
implement an action plan based on assessment recommendations to uniformly identify and intervene with at-
risk patients. (To be measured by emergency services contacts per day and outcomes.)
I GOAL 3: EXPAND BCMHC'S PRESENCE IN THE BERKELEY COMMUNITY.
3.1 Identify at least one community partner to establish an Employee Assistance Program contract.
3.2 Identify at least two alternate sites in which to embed existing clinicians to increase accessto services.
3.3 Identify relevant community partners and nurture these relationships to increase client referrals by 10%
3.4 Remain fiscally solvent by ensuring expenditures do not exceed revenues during the timeframe of this plan.
3.5 Collaborate with Berkeley County School District to provide at least one trainings/in-services concerning Mental
Health Treatment annually.
3.6 Collaborate with local primary care providers to increase accessto primary care and dental care needs for Center
patients by 5% each year.
STRATEGIES Based on the effectiveness of the previous 2016-2019 Strategic Vision's implementation process, the current Strategic Vision will be carried out by appointed personnel of the Center, determined chiefly by the Quality Improvement Team (QIT). Small performance improvement workgroups, composed of any appropriate members of the Center staff, will be established to identify and implement time-limited tasks, as determined by the workgroup, which are necessaryto accomplish each objective and goal. Workgroups will be chaired by a member of the QIT who will be responsible for providing regular updates to the QIT concerning the status of the workgroup's progress towards achieving its objectives. As new information and knowledge becomes available, objectives and/or goals that no longer serve the broader vision of the Center will be revised or discontinued and replaced by more meaningful objectives and/or goals. The intent of this Strategic Vision is to swiftly effect beneficial changes for the Center; objectives or efforts which are determined to be too ineffective to create meaningful progress for the Center or too stymied in momentum will be considered for elimination from the Strategic Vision at any time by the QIT. APPENDICES Appendix A: BCMHCStrategic Vision Performance Matrix Appendix B: Strategic vision 2019-2021 Progress Map
SV OBJ Estimated Target Required Staff
Priority Workgroup Objective Purpose
Goal ID Date Members' Input
Strengthen relationships with
higher learning institutions from Professional
which we draw applicants by Development
developing a dedicated liaison to Coordinator,
1 1.2 Low Recruitment these schools. Measured by Access June 2021 Medical
providing Director,
supervision/preceptorship to at Executive
least 4 medical and/or clinical Director
Expand the Peer Support
Program, to include:
determining what factors
indicate the need for an
additional Certified Peer Support Effectiveness/ Peer Support
1 1.4 Low Center Expansion Dec 2021
Specialist, and strategies to Satisfaction Supervisor
ensure every client, Adult or
Child & Adolescent can have
accessto a Certified Peer
Support Specialist.Resolvethe gap in treatment School Based
1 1.6 High Staff Development team attendance/availability for Effectiveness Sep 2019 Director, 01
School Basedstaff Director
Implement a strategic growth
subcommittee to evaluate and Executive
plan for risks, trends, and Director, 01
Access/Effectiveness/
1 1.8 High Center Expansion opportunities for Center growth Aug 2019 Director, Clinical
Efficiency/Satisfaction
Managers,
in the areas of finance and
Medical Director
workforce.
Through use of licensed
supervisors and supervision
groups, increase number of Licensed
1 1.10 Low Training Effectiveness Jun 2021
licensed clinical professionals in Supervisors
the Center by 10% during the
life of this plan.Develop the Center's website to IT Director, Be
be more informative, modern, Well Committee,
2 2.1 Low Information Technology Efficiency Jun 2020
and useful for the Berkeley QIT, Peer
QI Director,
Clinical
2 2.3 Low Patient Care Effectiveness Jun 2020 Managers,
Engagement
Specialist
7f!£'
Collaborate with Berkeley
County School District to achieve Executive
2 2.5 High Center Expansion the Department's goal of Efficiency Jun 2021 Director, School
embedding a mental health BasedManager
school by 2022.Participate in statewide Zero
Suicide initiative: train staff in
methods, complete Center self-
assessment,and implement an
action plan based on assessment Executive
2 2.7 High Training Effectiveness Sep 2019
recommendations to uniformly Council
identify and intervene with at-
risk patients. (To be measured
by emergency services contacts
and o~col11es.)
Identify at least two alternate
sites in which to embed existing Executive
3 3.2 High Center Expansion Access Jun 2020
clinicians to increase accessto Council
Remain fiscally solvent by
ensuring expenditures do not Executive
3 3.4 High Center Expansion Effective Jun 2021
exceed revenues during the Council
timeframe of this an.
Collaborate with local primary Medical
3 3.6 High Center Expansion care providers to increase access Effectiveness/Access Dec 2019 Director, 01
to primary care and dental care Directorneeds for Center patients by 5%
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