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Sunday, April 19, 2015  
 To Apply... Minimize

Interested candidates should send a cover letter, salary expectations and resume by March 20 to:

MSAE/Cheryl Ronk, CAE
Attention: MPS Succession Committee
1350 Haslett Road
East Lansing, MI 48823
Fax 517-332-6724
MPS_ExecutiveDirector@yahoo.com
 

Interested candidates should send a cover letter, salary expectations and resume by March 20 to:

MSAE/Cheryl Ronk, CAE
Attention: MPS Succession Committee
1350 Haslett Road
East Lansing, MI 48823
Fax 517-332-6724
MPS_ExecutiveDirector@yahoo.com
 


 Print   
 MPS Executive Search Minimize

The Michigan Psychiatric Society is a state medical specialty society.  Founded in 1908, MPS has served as the voice of Michigan psychiatry for more than a century.

Our mission is to represent the interests and professional needs of psychiatric physicians in Michigan while striving to ensure quality care for people with mental disorders and their families through promotion of education, research, and advocacy.

The Michigan Psychiatric Society is a state medical specialty society.  Founded in 1908, MPS has served as the voice of Michigan psychiatry for more than a century.

Our mission is to represent the interests and professional needs of psychiatric physicians in Michigan while striving to ensure quality care for people with mental disorders and their families through promotion of education, research, and advocacy.


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 Job Description Minimize

Position Summary: 

The Executive Director reports to the Council and is responsible for the complete operation of the Society.  The Executive Director is charged with serving the goals and interests of the Society by providing leadership, guidance and continuity. This position will be either:

 

1. Full-time and outsourcing as financially able

2. Part-time, with the Executive Director contracting  out certain services, or

3. An association management firm. 

 

The strategic planning for determining how to allocate resources for outsourced activities will be part of the role of the Executive Director and accomplished with the collaboration of the Society leadership.

 

Duties and responsibilities:

Administrative:  Primary responsibility for management, organizational and administrative duties for MPS. This involves: 

Overseeing any contracted services (e.g. accounting, legal, vendor or other contracts, etc.), and in the future, hiring and supervising office staff, evaluating personnel requirements, and making annual salary adjustment recommendations to the Executive Committee.  

Securing work space with access to copier/printer/fax services, computer and virus protection, phone, email, and internet access.  

Maintenance of website and electronic files with secure storage and backup, as well as required paper copies of documents and storage and cataloguing of MPS archival materials. 

Maintain written procedures for major district branch functions, including a disaster plan, and update it routinely.  

Maintain the annual calendar for MPS-related events.  

Provide periodic review of bylaws, policies and operating procedures.  

With the President-elect, engage in annual review of the strategic plan consistent with the mission, vision, values and organizational objectives of MPS.

 

Budget and Financial: 

Work with Treasurer and accountant to develop annual budget and oversee MPS finances.  

Monitor the budget and provide controllership functions such as cash management, cost containment, investment of reserves, financial reporting and record maintenance. 

Provide budget updates routinely to members of the Council.  

Maintain written policy on check signing, payroll approval and internal financial controls.  

Obtain periodic external financial review/audit.  

Maintain compliance with relevant state and federal tax laws and regulations including tax preparation and filing.   

 

Membership: Enhancing value for general members and reversing erosion of membership will be a key focus for the Executive Director.  This will be accomplished by:

Actively seek out ways to enhance the value of membership in the eyes of psychiatrists around the state

Coordinate with APA to keep electronic membership database updated, lead membership processing, membership recruitment and retention.  

Work with the Chair of the Membership and Fellowship Committee to administer the fellowship program, communicate with members, publish member news in the newsletter and providing access to a member directory.  

Work with the immediate past president to oversee the nominations and elections process for new Council members.  

 

Council Meetings:  

Assist President in annual orientation for Council and establishing the President’s goals.  

Assist President in preparing agenda.  

Provide research and materials for Council packet.  

Prepare Council minutes.  

Implement Council actions and motions.

 

MPS Committees:  With the Vice President, staff and support MPS Committees

Maintain primary responsibility for the following Committees: 

Ethics, Executive, Legislation and Government, Membership and Fellowship, Nominations, and Program.  

Attend and support other ad hoc committees as needed.  

Maintain involvement with the Resident Physician Section and Student Psychiatry Interest Groups.

 

CME and Annual Meetings: 

Plan CME and Annual Meetings, ensuring compliance with CME regulations.  

Secure appropriate venue and meeting space.  

With Program Chair(s), select theme for meetings and contact speakers for the meeting.  

Arrange payment/travel for keynote speaker(s). 

Plan space for poster session and solicit entries well in advance of the meeting.  

Solicit financial support for scientific meetings, including exhibitors.  

Advertise meeting well in advance for members.  

Coordinate sign-up for meetings via website, and on-site registration. 

Arrange food and hotel accommodations. 

Collate copies of agendas and slide presentations for attendees. 

Staff the registration table at the meeting(s).

Coordinate a business meeting in conjunction with Spring Annual Meeting. 

Coordinate committee reports with committee chairs for the business meeting.

Utilize temporary help or association management services to assist with meeting planning and execution.

 

Government Affairs:  With the Chair of the Legislation and Government Committee and the Society lobbyist develop and implement an effective government affairs program.  

Oversee and coordinate lobbying activities of the Society.  

Administer PAC contributions.  

Research pending issues and prepare analysis of legislation and public policy documents.  Monitor developments in public sector mental health services.  

Coordinate and consult with APA Division of Government Relations on federal and state legislative and regulatory matters. 

Communicate with the appropriate committee chairs and Council.  

Draft proposed positions supporting, opposing, or recommending amendments to legislation or regulations.

 

Support MPS Lobbyist:  

Engage with the Society’s lobbyist to ensure development and maintenance of positive contact with members of the legislature, other government officials, and their staffs to further the interests of MPS and its members, as well as the patients we serve.  

Support the Society’s lobbyist by providing background on issues, coordinating testimony for legislative hearings and testify as necessary.  

 

Legal Affairs:  

Manage MPS’ legal affairs, consulting with MPS and APA legal counsel when issues arise.  

Monitor the changing environment in the economic and insurance arenas.  

Recommend communication and action to promote a beneficial practice environment.

 

Communication and Public Relations:  Communicate issues to members through alerts and periodic articles in the MPS newsletter, as well as communications tailored for the general public on the MPS website. 

Communicate and serve as liaison with the American Psychiatric Association and the Michigan State Medical Society. 

Lead a process for responding to urgent public issues and media inquiries. 

Consult with knowledgeable content experts within MPS to address key issues.  

Develop relationships and communication with other professional and grassroots advocacy organizations to promote psychiatry, MPS positions and goals.  

Participate in liaison and coalition activities with other organizations. 

Respond to inquiries, referral requests and complaints.  

Understand and communicate current procedures for complaints and appeals in both public and private sectors.  

Provide oversight of media relations and public affairs, with the objective of enhancing the image and awareness of psychiatry.  

Cultivate media contacts.  

Serve as the official representative of MPS, along with the President and other designated officers, in dealing with the press, public, and related organizations, governmental agencies, legislators, the APA, and other district branches of the APA.  

With MPS member experts, maintain fact sheets, press kits, list of qualified speakers, and other resources for public education.  

 

Personal Qualifications:

 

Education: Bachelor’s degree required; master’s degree or higher preferred.

 

Certified Association Executive (CAE) status desired.

 

Qualities: Strong leader with passion and knowledge-base in mental health. Desire to advocate for the needs of psychiatry and patients with mental illness and substance use disorders.

 

Work Experience:  5 years or more of association management in upper management position.

Will consider a candidate with a minimum of 3-5 years of association management experience if the candidate has exhibited exceptional performance and capacity for continued growth, or who has significant content expertise in mental health.

 

Organizational and managerial skills: Systematic approach to administration, thorough and provides good follow-through; is stable, reliable, responsible, and possesses the judgment and maturity to provide positive leadership.

 

Writing skills: Ability to organize and write clear, concise and comprehensive letters, memoranda, analyses, statements and newsletters.

 

Technical skills: Must have the ability to navigate and manage e-communication using contemporary online and social networking tools: email blasts, texts, online discussion groups, forums, surveys and website management, etc. Knowledge of databases, current word processing, image editing, and other developing tools.

 

Oral communication skills: Ability to cultivate relationships with a wide range of professionals and advocates in diverse settings, including lobbyists, legislators, regulators, media representatives, Society members and APA national representatives and staff.

 

Legislative and economic awareness: Familiarity with the legislative process in Michigan and has some understanding of the legislative, regulatory and economic issues facing psychiatry.

 

Position Summary: 

The Executive Director reports to the Council and is responsible for the complete operation of the Society.  The Executive Director is charged with serving the goals and interests of the Society by providing leadership, guidance and continuity. This position will be either:

 

1. Full-time and outsourcing as financially able

2. Part-time, with the Executive Director contracting  out certain services, or

3. An association management firm. 

 

The strategic planning for determining how to allocate resources for outsourced activities will be part of the role of the Executive Director and accomplished with the collaboration of the Society leadership.

 

Duties and responsibilities:

Administrative:  Primary responsibility for management, organizational and administrative duties for MPS. This involves: 

Overseeing any contracted services (e.g. accounting, legal, vendor or other contracts, etc.), and in the future, hiring and supervising office staff, evaluating personnel requirements, and making annual salary adjustment recommendations to the Executive Committee.  

Securing work space with access to copier/printer/fax services, computer and virus protection, phone, email, and internet access.  

Maintenance of website and electronic files with secure storage and backup, as well as required paper copies of documents and storage and cataloguing of MPS archival materials. 

Maintain written procedures for major district branch functions, including a disaster plan, and update it routinely.  

Maintain the annual calendar for MPS-related events.  

Provide periodic review of bylaws, policies and operating procedures.  

With the President-elect, engage in annual review of the strategic plan consistent with the mission, vision, values and organizational objectives of MPS.

 

Budget and Financial: 

Work with Treasurer and accountant to develop annual budget and oversee MPS finances.  

Monitor the budget and provide controllership functions such as cash management, cost containment, investment of reserves, financial reporting and record maintenance. 

Provide budget updates routinely to members of the Council.  

Maintain written policy on check signing, payroll approval and internal financial controls.  

Obtain periodic external financial review/audit.  

Maintain compliance with relevant state and federal tax laws and regulations including tax preparation and filing.   

 

Membership: Enhancing value for general members and reversing erosion of membership will be a key focus for the Executive Director.  This will be accomplished by:

Actively seek out ways to enhance the value of membership in the eyes of psychiatrists around the state

Coordinate with APA to keep electronic membership database updated, lead membership processing, membership recruitment and retention.  

Work with the Chair of the Membership and Fellowship Committee to administer the fellowship program, communicate with members, publish member news in the newsletter and providing access to a member directory.  

Work with the immediate past president to oversee the nominations and elections process for new Council members.  

 

Council Meetings:  

Assist President in annual orientation for Council and establishing the President’s goals.  

Assist President in preparing agenda.  

Provide research and materials for Council packet.  

Prepare Council minutes.  

Implement Council actions and motions.

 

MPS Committees:  With the Vice President, staff and support MPS Committees

Maintain primary responsibility for the following Committees: 

Ethics, Executive, Legislation and Government, Membership and Fellowship, Nominations, and Program.  

Attend and support other ad hoc committees as needed.  

Maintain involvement with the Resident Physician Section and Student Psychiatry Interest Groups.

 

CME and Annual Meetings: 

Plan CME and Annual Meetings, ensuring compliance with CME regulations.  

Secure appropriate venue and meeting space.  

With Program Chair(s), select theme for meetings and contact speakers for the meeting.  

Arrange payment/travel for keynote speaker(s). 

Plan space for poster session and solicit entries well in advance of the meeting.  

Solicit financial support for scientific meetings, including exhibitors.  

Advertise meeting well in advance for members.  

Coordinate sign-up for meetings via website, and on-site registration. 

Arrange food and hotel accommodations. 

Collate copies of agendas and slide presentations for attendees. 

Staff the registration table at the meeting(s).

Coordinate a business meeting in conjunction with Spring Annual Meeting. 

Coordinate committee reports with committee chairs for the business meeting.

Utilize temporary help or association management services to assist with meeting planning and execution.

 

Government Affairs:  With the Chair of the Legislation and Government Committee and the Society lobbyist develop and implement an effective government affairs program.  

Oversee and coordinate lobbying activities of the Society.  

Administer PAC contributions.  

Research pending issues and prepare analysis of legislation and public policy documents.  Monitor developments in public sector mental health services.  

Coordinate and consult with APA Division of Government Relations on federal and state legislative and regulatory matters. 

Communicate with the appropriate committee chairs and Council.  

Draft proposed positions supporting, opposing, or recommending amendments to legislation or regulations.

 

Support MPS Lobbyist:  

Engage with the Society’s lobbyist to ensure development and maintenance of positive contact with members of the legislature, other government officials, and their staffs to further the interests of MPS and its members, as well as the patients we serve.  

Support the Society’s lobbyist by providing background on issues, coordinating testimony for legislative hearings and testify as necessary.  

 

Legal Affairs:  

Manage MPS’ legal affairs, consulting with MPS and APA legal counsel when issues arise.  

Monitor the changing environment in the economic and insurance arenas.  

Recommend communication and action to promote a beneficial practice environment.

 

Communication and Public Relations:  Communicate issues to members through alerts and periodic articles in the MPS newsletter, as well as communications tailored for the general public on the MPS website. 

Communicate and serve as liaison with the American Psychiatric Association and the Michigan State Medical Society. 

Lead a process for responding to urgent public issues and media inquiries. 

Consult with knowledgeable content experts within MPS to address key issues.  

Develop relationships and communication with other professional and grassroots advocacy organizations to promote psychiatry, MPS positions and goals.  

Participate in liaison and coalition activities with other organizations. 

Respond to inquiries, referral requests and complaints.  

Understand and communicate current procedures for complaints and appeals in both public and private sectors.  

Provide oversight of media relations and public affairs, with the objective of enhancing the image and awareness of psychiatry.  

Cultivate media contacts.  

Serve as the official representative of MPS, along with the President and other designated officers, in dealing with the press, public, and related organizations, governmental agencies, legislators, the APA, and other district branches of the APA.  

With MPS member experts, maintain fact sheets, press kits, list of qualified speakers, and other resources for public education.  

 

Personal Qualifications:

 

Education: Bachelor’s degree required; master’s degree or higher preferred.

 

Certified Association Executive (CAE) status desired.

 

Qualities: Strong leader with passion and knowledge-base in mental health. Desire to advocate for the needs of psychiatry and patients with mental illness and substance use disorders.

 

Work Experience:  5 years or more of association management in upper management position.

Will consider a candidate with a minimum of 3-5 years of association management experience if the candidate has exhibited exceptional performance and capacity for continued growth, or who has significant content expertise in mental health.

 

Organizational and managerial skills: Systematic approach to administration, thorough and provides good follow-through; is stable, reliable, responsible, and possesses the judgment and maturity to provide positive leadership.

 

Writing skills: Ability to organize and write clear, concise and comprehensive letters, memoranda, analyses, statements and newsletters.

 

Technical skills: Must have the ability to navigate and manage e-communication using contemporary online and social networking tools: email blasts, texts, online discussion groups, forums, surveys and website management, etc. Knowledge of databases, current word processing, image editing, and other developing tools.

 

Oral communication skills: Ability to cultivate relationships with a wide range of professionals and advocates in diverse settings, including lobbyists, legislators, regulators, media representatives, Society members and APA national representatives and staff.

 

Legislative and economic awareness: Familiarity with the legislative process in Michigan and has some understanding of the legislative, regulatory and economic issues facing psychiatry.

 


 Print   
 Preferred Future Minimize

The Preferred Future of the Michigan Psychiatric Profession and their Society

Overall Goal: Increase Relevance and Value within the society. The association should be the one stop place for resources, information, and personal connections.

Executive Summary:

The Michigan Psychiatric Society (MPS) conducted five regional meetings in January 2015 to discuss the issues impacting the profession and ideas on how the Society could be the solution provider.

The host of ideas generated at these five Preferred Future Sessions with over 50 Thought Leaders have been divided into three “buckets”; short-term problems, intermediate stakeholder needs, and long-term stakeholder outcomes. Solutions to problems should be first for the organization to address.  Statements were created about the society as a result of addressing the members’ problems, needs or desired outcomes.

MPS has the image of spending 80% of its resources on mega issue outcomes and 20% on association connectivity. It is recommended this prioritization be switched around and increase the engagement of member-to-member.

As you read the statements of what the organization looks like in 2020, 2025 and 2030, please know that the detail from the discussion follows in the next few pages. The Council has not prioritized these projects. Nor have they created a timeline. However, this document demonstrates a vision for where the MPS could head in order to remain relevant to its members.


 As a result of helping with Short-term Stakeholder PROBLEMS, by 2020:

 

 

 

MPS represents 75% of the psychiatrists in the state

The MPS Annual Meeting is reinvented and has 35% of members in attendance

MPS coordinates regional meetings and online communities

MPS is the brand –image of profession

MPS has a valuable website

MPS publishes success stories

MPS is member-centric

MPS is a welcoming organization

MPS benchmarks itself to other similar size organizations

MPS conducts a compensation survey

MPS offers a post-residency program “to get you started”

MPS leads rather than reacts

MPS connects members with specialist groups

MPS leads collaborations with other professions

MPS assists with contract negotiation and helps with reimbursement inequities

MPS helps improve working conditions

MPS leads in integrated care

 MPS committees are charged with and achieve specific outcomes

­­­­­­­­­­­­­­­­­­­­­­­­­­­­_____________________________________________________________________________________

Current Short-term Stakeholder Problems

Seek stronger connections with colleagues

·         We can solve problems collectively better than individually

Need stronger communication and interaction with others

·         Coordination of regional meetings with CMH leaders, State department leaders, and public officials                                   

Strengthen Communication and Resources to members and the general public (Michigan can lead by example in this area)

·         Website

o   Outlines MPS activities and links to APA information

o   Public Relations presence to public

o   Links to patient advocacy and rights groups

o   Links residency programs

o   Referral System that identifies specialists and subspecialists

·         Database is usable to support committees, task forces, and advocacy

·         Communities of practice are created; for example

o   Private Practice Community

o   CMH Community

·         Resource library  

o   Model contracts

o   Reimbursement coding instructions

o   Templates for medical record systems are collectively developed by the membership

o   Theory articles featured monthly

o   Tools to maintain high professional identity

o   Tools to educate patients on access to care

o   Advice/resources for residents to stay up to date on the newest developments in the practice of psychiatry

o   White papers

·         Online education

·         Job Bank/recruiting

·         Access to compensation data

·         Social Media/Blog presence

Program on how to establish yourself as a psychiatrist after residency

·         Curriculum vitae

·         Insurance

·         Contracts

·         Training specific for new practitioners on practice planning, group vs. private practice

Education on newly passed Good Samaritan Law, which will facilitate the prescribing of naloxone rescue kits to families and caregivers.  These kits can be used to reverse the effects of heroin, vicodin, or other potentially lethal opioids, in case of an accidental overdose.

Lead the change in improving work conditions

·         Lead the effort to change non-collaborative systems and practices while maintaining high professional standards

o   Accept that there is less appreciation of the “art” and more accountability, measurement-based outcomes, and productivity expectations; more processes and higher standardization of care. Psychiatrists may have an increased role as consultants and team leaders.

o   Offer courses locally to primary care (portable)

o   Create models for working with nurse practitioners and PAs

o   White paper on how nurse practitioners and PAs can support good psychiatric practice.

o   MPS provide sample contracts and collaborative agreements with RN, NP, PA professionals

·         Society assists with Contract issues

o   Create a guide to contracting, with sample contracts

o   Coordinate group contract negotiation strategies

·         Improve system regarding coding, documentation and payments

o   Work with APA to identify coding and reimbursement inequities

·         Increase compensation; profession is still near bottom of list compared to other physician specialties

Demonstrate effective Collaborative Care Models

·         Psychiatry to lead the way to create true integrative care models

·         Share models of quality, efficiency and best practices

·         Encourage understanding of how mental health and physical heath are interrelated, clinically and economically

·         Present models and research that identify the leadership role of psychiatrists in integrated care systems.

 

As a result of helping with Intermediate Stakeholder NEEDS, by 2025:

 

MPS Council is creating proactive strategies

MPS gets residents involved early in their residency

MPS organizes an annual fundraising event to raise money for important causes

MPS has expanded educational offerings including Leadership Training

MPS advocates for reinstatement of a State Medical Director of Psychiatric Services

MPS represents the role of psychiatrists in health systems

MPS creates and advocates for quality in standards of care

MPS guides members in electronic health record implementation

MPS has a strong advocacy voiceMPS develops white papers

­­­­­­­­­­­­­­­­­­­­­­­­­­­­_____________________________________________________________________________________

Intermediate Stakeholder Needs

Reappointment of a State Medical Director of Psychiatric Services

Improve Certification information

·         Share with members how Certification rules are changing

·         Seek ways to with work with APA and the ABPN to make the recertification process more user-friendly

Create Administrative/Supervisory Leadership Training for Psychiatrists

·         Psychiatrists are involved in redesigning health systems

·         Opportunities in funding for value rather than visits

·         Psychiatrists are team leaders and they are compensated as such

·         Risk management

·         Share outcomes that demonstrate progress

·         Understanding the regulatory environment

·         Art of Leading a Team

Leadership Training for others that are in authority with systems

·         Understand how excellent psychiatric care addresses the Triple Aim: Cost, Health and Care.

·         Help Payers to see value and compensate appropriately

·         Health system administrators to understand importance of integrated care

·         Encourage more MD/MBA training for these leadership positions

Advocacy with health systems and insurance providers

·      Prior authorization

·      Network adequacy

·      Reimbursement

·      Improvements to CMH system

Create and Share expectation for professional standards of care

·      Psychiatrists are best at diagnosis; advocate for this as systems and demand grow; stay with assessment and diagnosis and share and coordinate treatment

o   Standardized consent and pre-approval forms

o   What is the appropriate time allowance for psychiatric evaluations

o   Time allotment for education and administration

o   Cost-effectiveness techniques

o   Paperwork streamlined allows more time for treatment

o   Remove unnecessary tasks and barriers created by systems

o   Coordination with primary care

o   Substance use disorders require improved pathways for care

Guide members in Electronic Health Record (EHR) implementation

·      Need effective privacy, usability and productivity standards

·      Many EHRs are too burdensome and confidentiality issues were always at stake; provide feedback to federal government through the APA about issues such as productivity effects, confidentiality, and controlled-substance prescribing

New technologies and applications to support patient engagement in treatment

Sharpened Advocacy Voice

·         Political leaders need current information on incidence and prevalence of mental disorders and the effectiveness of psychiatric interventions and treatment

·         Work more closely with Michigan Department of Community Mental Health and expand relationships at the federal level

·         Stronger Political Action Committee

·         Partner with other associations

·         Strengthen grass-roots impact

More education on mental health and coping mechanisms to public

·         Changes in economics and family systems provide fewer connections for support

Help on demonstrating value of the profession

Create understanding of the need for consistent funding for community services

Create a model program for medication administration in jails

Expand programs for loan forgiveness for work in underserved areas, including corrections

Develop White papers

·         Mental health integration in health care system

·         Confidentiality of patients and their care
 

 

As a result of helping with Long-term Stakeholder OUTCOMES, by 2030:

 

 

 

MPS collects metrics about what integrated care provides

MPS researches payment efficiencies

MPS articulates and promotes the profession and the value of its contributions

MPS reinvents the system - Make Michigan a model state for mental health diagnosis and treatment

MPS leads people to APA fellowships and grants

MPS forwards names of state leaders to national positions

 

MPS works to improve talent needs and placement

 

 

Long-term Stakeholder Outcomes

Collect metrics about what integrated care provides

Articulate and promote our profession and the value of our contribution to healthcare

            ·              Marketing of why psychiatry is important

            ·            Increase understanding of the social determinants of mental health

            ·            Media/Public lack understanding and are confused by terminology and the types of mental health providers

            ·            Incidents and disasters drive media coverage: mass shootings, suicide rates in the military, etc. engage the public discourse only briefly.  It is important to maintain public focus on public policy connected to mental health

            ·            Stigma still remains

            ·            Market services to families

            ·            Connect through schools

Rebuild system - Make Michigan a model state for mental health diagnosis and treatment

·            Establish and improve continuum of care

·            Reduce warehousing in jails and promote alternative housing with regular treatment

·            Improve the timeliness of access to care

·            Provide psychiatrists with triage system/responsibility

·            Improve quality and consistency

Encourage Michigan-based research and clinical trials

Create a grading standard for health systems throughout the state

·            Monitor parity in systems and expose phantom provider networks

Expand Capacity of Workforce

·            Work with academics to help retain graduates, especially in rural areas

·            Interface with psychiatry specialty nurse practitioner, registered nurse and physician assistant training programs

·            Support and promote rural residency programs

·            Provide recruitment connections

·            Communicate with stakeholders, especially the legislature, about the shortage of psychiatrists

 

The theme through-out the conversations was on the importance of working together.

There’s an ancient folktale about an old man who knows he is nearing the end of his life.  He calls his children to him and gives them each a sturdy stick.  “Break the stick,” he instructs them.  And they each snap their sticks in half.

 “This is what happens when you stand alone,” he explains.

Then he gives each of them another stick and says, “This is how you should live.  Put your sticks together in a bundle, and try to break the bundle in half.”

None of them can break the sticks when they are gathered together.  “We are strong when we stand together,” the old man tells his children.  “When we are with one another, we cannot be broken.”

 

We are stronger together!

 

 _____________________________________________________________________________

 

 Notes on the Reinvention of the MPS Annual Meeting:

·         Offers the best CMEs

·         Optimal date and location

·         Held over a weekend

·         Attendance of 250

·         Decentralized with breakouts

·         Teleconference is available

·         Nine month advance notice

·         Covers practice areas as well as research:

o   Treatment updates

o   Legislative issues

o   Substance Use Disorder topics

o   Use the best from the APA

o   Reimbursement issues

o   Changing role of psychiatry

o   Programs from a call for presentations

o   Features “poster presentations”

 

·         Have career tracks; residency, early-career, mid-career and late-career 

The Preferred Future of the Michigan Psychiatric Profession and their Society

Overall Goal: Increase Relevance and Value within the society. The association should be the one stop place for resources, information, and personal connections.

Executive Summary:

The Michigan Psychiatric Society (MPS) conducted five regional meetings in January 2015 to discuss the issues impacting the profession and ideas on how the Society could be the solution provider.

The host of ideas generated at these five Preferred Future Sessions with over 50 Thought Leaders have been divided into three “buckets”; short-term problems, intermediate stakeholder needs, and long-term stakeholder outcomes. Solutions to problems should be first for the organization to address.  Statements were created about the society as a result of addressing the members’ problems, needs or desired outcomes.

MPS has the image of spending 80% of its resources on mega issue outcomes and 20% on association connectivity. It is recommended this prioritization be switched around and increase the engagement of member-to-member.

As you read the statements of what the organization looks like in 2020, 2025 and 2030, please know that the detail from the discussion follows in the next few pages. The Council has not prioritized these projects. Nor have they created a timeline. However, this document demonstrates a vision for where the MPS could head in order to remain relevant to its members.


 As a result of helping with Short-term Stakeholder PROBLEMS, by 2020:

 

 

 

MPS represents 75% of the psychiatrists in the state

The MPS Annual Meeting is reinvented and has 35% of members in attendance

MPS coordinates regional meetings and online communities

MPS is the brand –image of profession

MPS has a valuable website

MPS publishes success stories

MPS is member-centric

MPS is a welcoming organization

MPS benchmarks itself to other similar size organizations

MPS conducts a compensation survey

MPS offers a post-residency program “to get you started”

MPS leads rather than reacts

MPS connects members with specialist groups

MPS leads collaborations with other professions

MPS assists with contract negotiation and helps with reimbursement inequities

MPS helps improve working conditions

MPS leads in integrated care

 MPS committees are charged with and achieve specific outcomes

­­­­­­­­­­­­­­­­­­­­­­­­­­­­_____________________________________________________________________________________

Current Short-term Stakeholder Problems

Seek stronger connections with colleagues

·         We can solve problems collectively better than individually

Need stronger communication and interaction with others

·         Coordination of regional meetings with CMH leaders, State department leaders, and public officials                                   

Strengthen Communication and Resources to members and the general public (Michigan can lead by example in this area)

·         Website

o   Outlines MPS activities and links to APA information

o   Public Relations presence to public

o   Links to patient advocacy and rights groups

o   Links residency programs

o   Referral System that identifies specialists and subspecialists

·         Database is usable to support committees, task forces, and advocacy

·         Communities of practice are created; for example

o   Private Practice Community

o   CMH Community

·         Resource library  

o   Model contracts

o   Reimbursement coding instructions

o   Templates for medical record systems are collectively developed by the membership

o   Theory articles featured monthly

o   Tools to maintain high professional identity

o   Tools to educate patients on access to care

o   Advice/resources for residents to stay up to date on the newest developments in the practice of psychiatry

o   White papers

·         Online education

·         Job Bank/recruiting

·         Access to compensation data

·         Social Media/Blog presence

Program on how to establish yourself as a psychiatrist after residency

·         Curriculum vitae

·         Insurance

·         Contracts

·         Training specific for new practitioners on practice planning, group vs. private practice

Education on newly passed Good Samaritan Law, which will facilitate the prescribing of naloxone rescue kits to families and caregivers.  These kits can be used to reverse the effects of heroin, vicodin, or other potentially lethal opioids, in case of an accidental overdose.

Lead the change in improving work conditions

·         Lead the effort to change non-collaborative systems and practices while maintaining high professional standards

o   Accept that there is less appreciation of the “art” and more accountability, measurement-based outcomes, and productivity expectations; more processes and higher standardization of care. Psychiatrists may have an increased role as consultants and team leaders.

o   Offer courses locally to primary care (portable)

o   Create models for working with nurse practitioners and PAs

o   White paper on how nurse practitioners and PAs can support good psychiatric practice.

o   MPS provide sample contracts and collaborative agreements with RN, NP, PA professionals

·         Society assists with Contract issues

o   Create a guide to contracting, with sample contracts

o   Coordinate group contract negotiation strategies

·         Improve system regarding coding, documentation and payments

o   Work with APA to identify coding and reimbursement inequities

·         Increase compensation; profession is still near bottom of list compared to other physician specialties

Demonstrate effective Collaborative Care Models

·         Psychiatry to lead the way to create true integrative care models

·         Share models of quality, efficiency and best practices

·         Encourage understanding of how mental health and physical heath are interrelated, clinically and economically

·         Present models and research that identify the leadership role of psychiatrists in integrated care systems.

 

As a result of helping with Intermediate Stakeholder NEEDS, by 2025:

 

MPS Council is creating proactive strategies

MPS gets residents involved early in their residency

MPS organizes an annual fundraising event to raise money for important causes

MPS has expanded educational offerings including Leadership Training

MPS advocates for reinstatement of a State Medical Director of Psychiatric Services

MPS represents the role of psychiatrists in health systems

MPS creates and advocates for quality in standards of care

MPS guides members in electronic health record implementation

MPS has a strong advocacy voiceMPS develops white papers

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Intermediate Stakeholder Needs

Reappointment of a State Medical Director of Psychiatric Services

Improve Certification information

·         Share with members how Certification rules are changing

·         Seek ways to with work with APA and the ABPN to make the recertification process more user-friendly

Create Administrative/Supervisory Leadership Training for Psychiatrists

·         Psychiatrists are involved in redesigning health systems

·         Opportunities in funding for value rather than visits

·         Psychiatrists are team leaders and they are compensated as such

·         Risk management

·         Share outcomes that demonstrate progress

·         Understanding the regulatory environment

·         Art of Leading a Team

Leadership Training for others that are in authority with systems

·         Understand how excellent psychiatric care addresses the Triple Aim: Cost, Health and Care.

·         Help Payers to see value and compensate appropriately

·         Health system administrators to understand importance of integrated care

·         Encourage more MD/MBA training for these leadership positions

Advocacy with health systems and insurance providers

·      Prior authorization

·      Network adequacy

·      Reimbursement

·      Improvements to CMH system

Create and Share expectation for professional standards of care

·      Psychiatrists are best at diagnosis; advocate for this as systems and demand grow; stay with assessment and diagnosis and share and coordinate treatment

o   Standardized consent and pre-approval forms

o   What is the appropriate time allowance for psychiatric evaluations

o   Time allotment for education and administration

o   Cost-effectiveness techniques

o   Paperwork streamlined allows more time for treatment

o   Remove unnecessary tasks and barriers created by systems

o   Coordination with primary care

o   Substance use disorders require improved pathways for care

Guide members in Electronic Health Record (EHR) implementation

·      Need effective privacy, usability and productivity standards

·      Many EHRs are too burdensome and confidentiality issues were always at stake; provide feedback to federal government through the APA about issues such as productivity effects, confidentiality, and controlled-substance prescribing

New technologies and applications to support patient engagement in treatment

Sharpened Advocacy Voice

·         Political leaders need current information on incidence and prevalence of mental disorders and the effectiveness of psychiatric interventions and treatment

·         Work more closely with Michigan Department of Community Mental Health and expand relationships at the federal level

·         Stronger Political Action Committee

·         Partner with other associations

·         Strengthen grass-roots impact

More education on mental health and coping mechanisms to public

·         Changes in economics and family systems provide fewer connections for support

Help on demonstrating value of the profession

Create understanding of the need for consistent funding for community services

Create a model program for medication administration in jails

Expand programs for loan forgiveness for work in underserved areas, including corrections

Develop White papers

·         Mental health integration in health care system

·         Confidentiality of patients and their care
 

 

As a result of helping with Long-term Stakeholder OUTCOMES, by 2030:

 

 

 

MPS collects metrics about what integrated care provides

MPS researches payment efficiencies

MPS articulates and promotes the profession and the value of its contributions

MPS reinvents the system - Make Michigan a model state for mental health diagnosis and treatment

MPS leads people to APA fellowships and grants

MPS forwards names of state leaders to national positions

 

MPS works to improve talent needs and placement

 

 

Long-term Stakeholder Outcomes

Collect metrics about what integrated care provides

Articulate and promote our profession and the value of our contribution to healthcare

            ·              Marketing of why psychiatry is important

            ·            Increase understanding of the social determinants of mental health

            ·            Media/Public lack understanding and are confused by terminology and the types of mental health providers

            ·            Incidents and disasters drive media coverage: mass shootings, suicide rates in the military, etc. engage the public discourse only briefly.  It is important to maintain public focus on public policy connected to mental health

            ·            Stigma still remains

            ·            Market services to families

            ·            Connect through schools

Rebuild system - Make Michigan a model state for mental health diagnosis and treatment

·            Establish and improve continuum of care

·            Reduce warehousing in jails and promote alternative housing with regular treatment

·            Improve the timeliness of access to care

·            Provide psychiatrists with triage system/responsibility

·            Improve quality and consistency

Encourage Michigan-based research and clinical trials

Create a grading standard for health systems throughout the state

·            Monitor parity in systems and expose phantom provider networks

Expand Capacity of Workforce

·            Work with academics to help retain graduates, especially in rural areas

·            Interface with psychiatry specialty nurse practitioner, registered nurse and physician assistant training programs

·            Support and promote rural residency programs

·            Provide recruitment connections

·            Communicate with stakeholders, especially the legislature, about the shortage of psychiatrists

 

The theme through-out the conversations was on the importance of working together.

There’s an ancient folktale about an old man who knows he is nearing the end of his life.  He calls his children to him and gives them each a sturdy stick.  “Break the stick,” he instructs them.  And they each snap their sticks in half.

 “This is what happens when you stand alone,” he explains.

Then he gives each of them another stick and says, “This is how you should live.  Put your sticks together in a bundle, and try to break the bundle in half.”

None of them can break the sticks when they are gathered together.  “We are strong when we stand together,” the old man tells his children.  “When we are with one another, we cannot be broken.”

 

We are stronger together!

 

 _____________________________________________________________________________

 

 Notes on the Reinvention of the MPS Annual Meeting:

·         Offers the best CMEs

·         Optimal date and location

·         Held over a weekend

·         Attendance of 250

·         Decentralized with breakouts

·         Teleconference is available

·         Nine month advance notice

·         Covers practice areas as well as research:

o   Treatment updates

o   Legislative issues

o   Substance Use Disorder topics

o   Use the best from the APA

o   Reimbursement issues

o   Changing role of psychiatry

o   Programs from a call for presentations

o   Features “poster presentations”

 

·         Have career tracks; residency, early-career, mid-career and late-career 


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 Job Posting Minimize

The Michigan Psychiatric Society (MPS), a statewide 501(c) 6 non-profit organization headquartered in Lansing that serves as the advocate and collective voice for over 750 psychiatrists in the state, seeks an entrepreneurial leader to grow the organization. This individual will have strong organizational and communication skills to serve as a staff leader creating a proactive culture of joint efforts within the sector while promoting quality in the delivery of mental health.

The individual or association management company selected will lead a well-managed, financially sound and dynamic organization that is recognized as a national leader among the state societies. The association has a budget of $200,000 with potential to double.

The organization seeks a leader who can increase membership and develop direct services to assist the industry as they navigate through the variety of changes occurring in the healthcare sector. The executive director will advance the profession, create an education and resource epicenter and maximize the relevance to the profession.

The succession committee is looking for a progressive leader that is able to build collaborations, strengthen communications and resources, fortify the association’s brand, and increase the relevance of the society to the profession.  This individual also needs to have knowledge in mental health and the desire to advocate for the needs of psychiatry and patients with mental illness and substance use disorders. The executive will be the representative voice with the Michigan legislature.

Successful experience in creating a collaborative, innovative organization is required. Bachelor’s degree required; master’s degree or higher preferred. Certified Association Executive (CAE) or actively pursuing CAE status desired. Professional travel is required to represent the organization. Position requires knowledge and utilization of the newest technologies and cost-effective means for collaboration. 

The Michigan Psychiatric Society (MPS), a statewide 501(c) 6 non-profit organization headquartered in Lansing that serves as the advocate and collective voice for over 750 psychiatrists in the state, seeks an entrepreneurial leader to grow the organization. This individual will have strong organizational and communication skills to serve as a staff leader creating a proactive culture of joint efforts within the sector while promoting quality in the delivery of mental health.

The individual or association management company selected will lead a well-managed, financially sound and dynamic organization that is recognized as a national leader among the state societies. The association has a budget of $200,000 with potential to double.

The organization seeks a leader who can increase membership and develop direct services to assist the industry as they navigate through the variety of changes occurring in the healthcare sector. The executive director will advance the profession, create an education and resource epicenter and maximize the relevance to the profession.

The succession committee is looking for a progressive leader that is able to build collaborations, strengthen communications and resources, fortify the association’s brand, and increase the relevance of the society to the profession.  This individual also needs to have knowledge in mental health and the desire to advocate for the needs of psychiatry and patients with mental illness and substance use disorders. The executive will be the representative voice with the Michigan legislature.

Successful experience in creating a collaborative, innovative organization is required. Bachelor’s degree required; master’s degree or higher preferred. Certified Association Executive (CAE) or actively pursuing CAE status desired. Professional travel is required to represent the organization. Position requires knowledge and utilization of the newest technologies and cost-effective means for collaboration. 


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