1. Greetings Nick Szubiak, MSW, LCSW Integrated Health Consultant
National Council for Behavioral Health
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2. SBIRT Supervisor Retreat
Agenda
SBIRT Supervisor Retreat
I Introduction: Safe Space
II If you could take one skill, tool, intervention, etc.?? – and bring it back to your department ….What would it be?
III Build our Agenda
How can we improve outcomes?
What is the data teaching us?
What tools do you need to motivate your staff?
Brainstorm: Why are we seeing this data?
IV Supervisory skills to be effective (SBIRT)
V Action Plan (Plan Do Study Act)

3. Supervisors Retreat

4. II What do you want? Need?
If you could take one skill, tool, intervention, etc.?? – and bring it back to your department ….What would it be?

5. III Build our Agenda How can we improve outcomes?
What is the data teaching us?
What tools do you need to motivate your staff?
Why are we seeing this data?

6. Organizational Change
SBIRT pilot interventions proven successful
Practice culture ready to SBIRT to scale
SBIRT adoption as a routine part of care across all of the appropriate clinical areas
Organizational infrastructure and capacity built to sustain SBIRT practice

7. What We Know About Practice Adoption and Sustainability
Culture ready and willing
Leadership supportive
Workflow drives practice integration
Training and re-training essential
Data driven monitoring critical early and ongoing
Clinical decision support and reminder systems through EHR key facilitator
Guidelines or Protocols documenting procedures for all aspects of practice mandatory

8. What are Practice Guidelines and Operating Protocols?
Based on scientific evidence about SBIRT intervention – TIP, other research studies
Systematically developed into organizational policy that guides clinical decision making
Allows for measurement of the impact of care through written definition of intervention
Reduces variation in practice through effort to define standardization of interventions

9. What are Practice Guidelines and Operating Protocols?
Operating Policies and Procedures:
Provide standardization for essential operational activities within the clinical practice
Provide clarity on how to execute activities that are important to practice and necessary for regulatory, reimbursement or other accountability factors
Define roles and responsibilities of team members
Help assure execution of key activities when daily practice burden may hinder implementation
Transcends transitions in leadership and staff – written and approved regardless of changes Nd

10. Key Areas for Guideline and Protocol Development
Clinical guideline on SBIRT implementation
Referral to treatment
Quality improvement
EHR Implementation
On boarding of new staff
Competency-based evaluation

11. Group Discussion
Do you currently have written protocols for SBIRT Implementation?
How are you communicating those protocols or guidelines for staff?
Are there things you would like change about your current protocol?

12. IV Supervisory skills to be effective (SBIRT)

13. Culture Change

14. SUPERVISORS
CONTENT UNDERSTANDING COMMUNICATION OF WORKFLOWS TEACHING NEW SKILLS LEADING YOUR TEAM

15. What Matters Most?
Pay or Benefits Commitment to the mission Relationship between employees and direct supervisors
What does a good relationship between employees and direct supervisors like? – Nick asks, Jake scribes

16. What Workforce Wants: Fabulous Rock Star Bosses
Reasonable compensation
Ability to do excellent work
Professional and personal
balance
Healthy relationships
Chance to grow
Sense of meaning
Fabulous Rock Star Bosses

17. You are the Catalyst “Walk the Walk” as a way to “Teach the Talk”
Power of Influence
Visibility
Teaching Opportunity

18. It’s a Process NOT a Program
Slow/Ongoing – Build Structure
Change is all about managing the changes
1. If you read my
2. As I said in the staff meeting
When we discussed the pt
If you saw the memo in your box
I posted this on the bulletin board
Presented in the training
When we discussed this in our huddle
In supervision
Really???? 8 Times?? Really????
Behaviors and Practices are Teaching Moments

19. Clear & High Expectations
Expect quality
Define it
Talk about it
Recognize and praise it
Encourage it
Build it from strengths
Assume people want to grow, even if they don’t exactly know how.
Expect lots of mistakes and learn from them.
What gets in the way of clear and high expectations?
JAKE BEEF UP
NICK:
99% of people want to do a good job. Fall into negativity trap.
CHECK YOUR NARRATIVE/FUNDAMENTAL ATTRIBUTION ERROR: Be aware of judgments of what we think employees’ motivations are.
Don’t let you interpretations get out of control. Gracious with clients, not so much with colleagues.
Caveat: DOESN’T MEAN YOU DON’T HOLD PEOPLE ACCOUNTABLE
Most people want to be successful and valued at work and they want opportunities at work to grow and
develop. In fact, research shows that the most successful organizations embrace a high quality culture and
actively encourage people to stretch, learn, grow, and develop on an ongoing basis. The best organizations
don’t expect perfection; in fact, they accept massive mistakes if those efforts were in the spirit of ever increasing
quality and improvement. Yet they encourage, reward, and celebrate excellence.

20. Plan Do Study Act
11/29/2018

21. Take One Thing and Do It!

22. Thank YOU! Nick Szubiak, MSW, LCSW Integrated Health Consultant
National Council for Behavioral Health
LinkedIn