preloader

OFFICE OF THE DIRECTOR

Karyn L. Tribble, PsyD, LCSW

Director

We are pleased to begin this journey with you and highlight the services, programs, and important accomplishments impacting our clients, our system, and you as a valued stakeholder.

 

As you navigate this website, we hope that you will learn more about ACBH and its current initiatives. We have also included information about our department’s priority framework that is used to help inform strategic decisions, its overarching metrics (“True North Metrics”) that guide our work, and our system-led departmental goals. Ultimately, our aim is to continue to build a system that enables our clients, family members, and partners to provide input and collaborate with us on this journey.

 

On behalf of our Executive Leadership Team, I wish you all Health, Wellness, and Safety.

 

In partnership and community.

  • In December of 2019, ACBH developed a priority framework to foster strategic decision-making over the course of its organizational restructuring to ensure that departmental priorities are based upon critical areas of importance. These factors: Alignment, Communication, & Organizational Structure served as the initial framework for the transformational work. Specifically, Alignment with county, agency and departmental mission, vision, values; improving Communication (internal/external stakeholders); and improving our Organizational Structure and service delivery continue to be relevant to how ACBH leadership approaches its work and every-day decision-making.

Specifically, our intentional attention to Quality, at every level of our service continuum; and within our administrative units, focuses our efforts on the essential client, family, and community focused services our department provides. Similarly, Investment in Excellence will be a key component of how our department will align its efforts. As the ACBH Director, I believe that it is important that our department invests in the professional development and well-being of our most valued internal stakeholders = our team members. To that end, we hope to continually develop strategies and work with our agency and external partners to ensure that we invest in the inherent value of the work of our employees, including training and overall wellness in the workplace. Accountability in leadership, performance, and our goals are critical as we intend for them to drive the improvement processes, we have engaged (and those yet to be identified).  Ensuring that we take seriously, the immense responsibility of serving as a steward to public funds; and responsibly approach our fiscal resources (Financial Sustainability) will help us, in the future, collaboratively identify and develop clear Outcome-Driven Goals (and metrics) to continually measure our progress, service impacts, and administrative efficiencies.

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