NBCC, NAADAC, CAADAC, and California Board of Behavioral Sciences approved Mental Health continuing education and addictions counselor training series. Narrated versions available at http://www.allceus.com
Circulatory Shock, types and stages, compensatory mechanisms
TIP 46 Administrative Issues In Intensive Outpatient
1. Dr. Dawn-Elise Snipes, PhD, LMHC, CRC, NCC
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2. Strategic planning
Conducting a community needs assessment
Identifying program strengths
Clarifying program mission
Developing and evaluating goals
Identifying strategies to attain goals
Communities that Care Planning System
https://preventionplatform.samhsa.gov/
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3. People who have knowledge of or experience
with SA
Representatives from the:
local community
client population
program’s referral sources
Gender, racial, cultural diversity
People with expertise in:
state and local politics
insurance & managed care
financial management
legal matters
nonprofits and foundations
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4. Program mission statement and philosophy
Client care (screening, assessment, and
treatment and discharge planning)
Recordkeeping (security of clients’ records)
Organizational structure (governance
committees and staff positions)
Personnel (procedures for
hiring, evaluating, and termination)
Program structure and staffing
Clients’ rights and the program’s grievance
process
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5. Comprehensive Accreditation Manual for
Behavioral Health Care (CAMBHC)
Section 1: Client-Focused Functions
Ethics, Rights, and Responsibilities (RI)
Provision of Care, Treatment, and Services (PC)
Medication Management (MM)
Surveillance, Prevention, and Control of Infection (IC)
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6. Section 2: Organization Functions
Improving Organization Performance (PI)
Leadership (LD)
Management of the Environment of Care (EC)
Life Safety (LS)
Management of Human Resources (HR)
Management of Information (IM)
Opioid Treatment Programs (OTP)
Foster Care (FC)
Performance Measurement and the ORYX
Initiative
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7. Core values and mission
Input from the persons served and other
stakeholders
Individual-centered planning, design and delivery
of services
Organizational leadership
Information management and performance
management
Fiscal management (including risk management)
Human resources
Communication
Accessibility
Health, safety and transportation
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8. Information analysis and outcomes management
Rights of the persons served
Program structure and staffing
Screening and access to services
Transition/recovery support services
Pharmacotherapy (if applicable)
Seclusion and restraint (if applicable)
Records of the persons served
Quality Improvement
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9. FloridaRules Common Licensing Standards
Standards for IOP
Core services provided at least each 9
hours/week
Individual, group and family counseling
Psychiatric services
Substance abuse education
Relapse prevention skills
Life skills
Vocational Rehabilitation
Referral to wrap-around services
No more than 50 clients
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10. Managed care companies
Vocational Rehabilitation & Employers
Mental health treatment providers
Employee assistance programs (EAPs)
Schools
Hospitals
Welfare agencies
Criminal justice agencies
Religious leaders
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11. Food banks
Recreational facilities and programs
Credit Counseling
Adult education
Parent training
Housing resources
Childcare providers
Self-help groups
Legal assistance
Transportation
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12. Eliminate non-core services that are non-
self-supporting after 6 months
Evaluate staffing and consolidate positions
Reduce paperwork
Implement time-saving EMR
Automate repetitive activities (record and
rebroadcast orientation)
Team with other agencies to increase buying
power
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13. Recruitinterns and volunteers
Write AmeriCorps and other grants
Work with programs that refurbish computers
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14. Cultivate relationships with the money
people
Invite officials and funders to program
functions (i.e. graduations) with appropriate
releases
Humanize the client population to funders
and the community at large
Keep website updated about program
achievements
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15. Lack of experienced staff
High demand for counselors
Low pay, long hours
Stressful job
Administrative demands
Limited community resources
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16. Does the clinician have experience
In the programs modality
With the client population
Does the clinician understand co-occurring
disorders
Do skills suggest ability to perform all
functions effectively
Assessment
Integrated summary
Treatment planning
Referral
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17. Program staff interview candidates before
the clinical director
Candidates role-play a counseling session
with staff
Clinical director interviews candidates
recommended by staff
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18. New staff should sign a statement that they
will support the concepts that:
Addiction is a biopsychosocial and spiritual
disorder best treated by multidisciplinary
approaches which may include medication
Recovery is possible
Recovery support groups play a vital role in
treatment and recovery
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19. Familiarity with professional standards and
reporting requirements
Willingness to use supervision and peer
assessments to gain insights into deficiencies
Awareness of current addiction research and
trends
Involvement in professional organizations
Respect for clients from diverse backgrounds
Recognition of the effect that personal bias
toward other cultures and lifestyles can have on
treatment
Understanding of personal recovery and its
effect on the provision of treatment
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20. Capacity to conduct self-evaluation
Participation in regular continuing education
Emotional maturity
Adaptability
Creativity
Ability to relate effectively with others
Capacity to confront and resolve internal
personal difficulties
Willingness to learn about and understand
people with different backgrounds
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21. Use of current screening and assessment
instruments
Effect of cultural diversity on information
gathering and client assessment
Symptoms of intoxication, withdrawal and
toxicity for psychoactive substances
Physical, pharmacological and psychological
implications of substance abuse
Mental status assessment criteria
Treatment matching and placement criteria
Confidentiality requirements
Theories about how behavior changes
Assessing clients’ readiness for changes
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22. Communicate with clients and their significant
others
Work with clients to define and prioritize needs
Understand available treatment modalities and
community resources
Develop individualized treatment plans with
clients
Establish a SPOC
Marshall community resources
Advocate for the client
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23. Engage clients and establish rapport
Recognize intervention effectiveness
Integrate therapy with real-time events
Recognize when to seek consultation or refer
Educate clients and their families about
addiction and recovery
Help clients build and practice recovery skills
Encourage clients to develop a strong sober
support system
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24. Conflicts of interest
Staff-client relationships
Grievance procedures
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26. Core clinical staff
Clinical management (case managers and
clinical supervisors)
Specialized services
Administrative and support staff
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27. Medical services
Counseling
Case management
Family services
Social services
Psychological services
Psychiatric services
Liaison with criminal justice, child welfare
and other agencies
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28. Vocational rehabilitation
Recreational therapy
Art, music and dance therapy
Nutrition counseling
HIV/AIDS counseling
Spiritual counseling
Literacy instruction
General equivalency diploma preparation
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29. Policy on how long a client needs to be in
recovery
Written job requirement specifying staff
abstinence
ADA protects against discrimination in
employment
Staff Relapse
Legal vs. illegal drugs
Incentives for relapsing employees to seek treatment
(job modifications, temporary transfers etc.)
Duration of abstinence before returning to work
and/or client services
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30. Staffto client ratio 1:8-1:15
Considerations
State regulations
Funder regulations
Types of care provided
Linkages to wrap-around services
Realistic workload
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31. General staff meetings
Weekly
Address staff concerns
Provide training
Allow for case reviews
Crisis meetings
Sentinel events
Client crisis
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32. Program performance/Utilization review
Policymaking
Competitive status
Finances
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33. IOP is an essential step-down component.
IOP management involves
outreach, advocacy, planning and
supervision.
Through community partnerships, IOP
programs can receive referrals and distribute
workload.
IOP administrators can motivate and engage
their staff through bottom-up management.
IOP programs should regularly be assessed for
their cost-effectiveness and improved to
meet patient needs.
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