Maryland Addictions Directors Council

1. Maryland Addictions Directors Council May 11, 2011 Annual Meeting

2. Where Have We Been? • Volunteer Run Organization • OSI Grant May 2009 • Retreat October 9, 2009 Establishment of a Mission Statement: The Maryland Addictions Directors Council advocates for quality addictions services that promote healthy individuals, strong families and thriving communities. • The Maryland Addictions Directors Council Board of Directors strives … • To be a widely recognized organization; • That is well organized and financially sound; • Led by creative, solution-focused leadership; • Working with a larger, engaged membership that works collaboratively.

3. Where are we Now? • MADC is a recognized leader in providing advocacy and workforce development support to our members and the community-at-large. Our association speaks for those who often do not have a voice and our comprehensive support structure allows members to stay focused on providing a high quality continuum of care. • MADC has: • A well-organized and active provider membership • Alliances with strong consumer groups • A state-wide presence • An established infrastructure and communication system • Strong relationships with legislators, state and regulatory agencies, and other community partners

4. 2010-2011 Highlights Include • Operations and Governance • Expanding the number of Board Members and areas of expertise to include a physician and criminal justice professional • Convening a bylaws committee and completely rewriting the bylaws • Convening a strategic planning committee, holding a planning retreat and writing and adopting 3-year strategic plan • Establishing a revenue sharing program with Sterling Labs • Member Services • Expanded member services and increased membership fee • Surveyed members regarding member services, meeting locations and member engagement • Expanded membership to broader behavioral health and somatic health care professionals, as well as, members of the higher education and business community. • Held level of care meeting • Held special topic meetings • Expanded communication strategies to include regular alerts, advocacy alerts during legislative session, updated website, and e-newsletters. Tracking has also been in place to monitor effectiveness of various communication tools. • Increased and expanded opportunities for member engagement in committees and activities.

5. 2010-2011 Highlights Include continued • Advocacy and Legislative Affairs • Hiring Director of Public Affairs • Expanding the Public Policy Subcommittee • Forging relationships with legislators including Delegates Hammen, Hubbard, Eckardt, Nathan-Pulliam, F. Turner, James, Guzzone and Senator Benson, Pugh, Robey and Kasemeyer   • Testifying in person 8 times including presenting 2 panels of 3 people in budget testimony, a panel of people presenting on credentialing legislation. Also, presented on bills related to veteran’s behavioral health, health care exchanges and health information exchanges. • Preparing and submitting written testimony for 12 bills, including the alcohol tax legislation, budget hearings, and safety-net providers. Written testimony was submitted for the following bills: SB 168, HB 121, HB311, SB 476, HB 166, SB 182, HB 793, SB 682, SB 514, HB 450, HB 70, SB 85 • Initiating the sponsorship of legislation to remove the home study prohibition in the law regarding renewal of licenses for Professional Counselors and Therapists.  HB 311 and SB 476.  • Actively engaged in the Health Care Reform Coordinating Council including panel participation for Safety Net and Workforce Development Workgroups and writing testimony for all Workgroups. • Developing and launching the advocacy area of the website, actively monitoring and updating. Traffic is steady and increasing each week. • Participating in national advocacy efforts through SAAS including committee roles and events • Workforce Development • Developed cultural linguistic competency goal. • Actively engaged in Health Care Reform Coordinating Council’s Workforce Development Workgroup • Established Recruitment Subcommittee with Higher Education Partners • Developed a Field Placement Directory • Convened and launched Scholarship Committee. • Launched Benchmarking for Organizational Excellence in Addiction Treatment" initiative • Facilitated Parity Project efforts including convening a subcommittee and provider training

6. Core Values and Beliefs • We believe in the hope for recovery for everyone. Every person has a right to timely, appropriate care and to be treated with dignity and respect. • We believe people who choose to be healthy cannot always achieve this alone. • We believe in a person’s ability to access the right level of care will create the most successful and cost-effective outcomes. • We believe no one should suffer or die in Maryland because they cannot access substance use disorder care.

7. Where are We Headed? • Our Vision • People in need of services will have timely and easy access to high-quality services at the appropriate level to meet their needs. • A continuum of services will be available that begin with prevention and include intervention, treatment, recovery, support and wellness. • People will be aware of services and will access them at an earlier stage, without the barriers of shame or inability to pay. Access to the right service, at the right time will reduce costs and increase quality and availability of services. • Public policy will address treatment for substance use, co-occurring disorders and process addiction as any other health issue. Laws will include alternatives to punishment and provide more opportunities for the courts to choose treatment solutions. • People in need of services will be treated by highly qualified specialists who are recognized and utilized as a critical part of the health care team. Multiple levels of certification will correspond to similar levels in the medical profession. Professionals will be knowledgeable and highly skilled, based on their education, certification and access to ongoing professional development.

8. Strategic Plan Goals • Support professionals who provide prevention, intervention, treatment, recovery, support and wellness services in order to ensure access to quality services for individuals, families and communities impacted by substance use disorders, co-occurring disorders and process addiction. • Expand, strengthen and sustain a highly competent and specialized workforce to meet growing services and needs in the face of a workforce crisis. • Build a valued organization that is a resource for professionals who have an interest in substance use, co-occurring disorders, and process addiction. • Ensure financial sustainability of the organization

9. Operations & Governance • Ensure financial sustainability of the organization. • Expand revenue base of the association through fee-for-service opportunities. • Establish 100% board giving. • Strengthen MADC capacity for fundraising by establishing a resource development committee and developing a comprehensive fundraising/sustainability plan that includes goals and a clear case statement. • Create and pursue opportunities for sponsorship of MADC programs, especially scholarships for professionals to participate in the training institute. • Pursue foundation funding for venture capital to launch workforce development initiatives and to support ongoing programs and advocacy of MADC. • Explore membership fee structure to support the goal.

10. Member & Community Engagement • Build a valued organization that is a resource for professionals who have an interest in substance use, co-occurring disorders and process addiction. • Integrate professionals and organizations that have an interest in substance use, co-occurring disorders and process addiction, identify and encourage them to become members. • Review meeting, communications and organizational structure/committees to support the goal. • Develop partnerships with other organizations in the health field and organizations that provide other supports such as housing, employment and education.

11. Advocacy and Legislative Affairs • Support professionals who provide prevention, intervention, treatment, recovery, support, and wellness services in order to ensure access to quality services for individuals, families and communities impacted by substance use, co-occurring disorders and process addiction • Increase legitimacy and respect for the profession as a specialty within behavioral health. • Ensure that professionals have access to benefits and incentives commensurate with other health professionals • Advocate for adequate resources to ensure availability of high quality, appropriate, and sustained services within a recovery-oriented system of care framework. • Position providers to engage in health care reform and ensure health care reform enables people to get appropriate, high-quality and person-centered care, including the following elements: • Levels of care result from first a negotiation between the person and the clinician, that includes appropriate education of the person about their diagnosis and hope for recovery. • Placement in levels of care should include an independent assessment for appropriate levels of care by a third party without fiduciary interest. • Advocate for substance use, co-occurring disorders and process addiction as health issues rather than a criminal justice issues: • Diversion to treatment instead of incarceration. • Provide treatment behind the walls. • Help people transition from incarceration to community with recovery, support and wellness services.

12. Workforce Development • Expand, strengthen and sustain a highly competent and specialized workforce to meet growing services and needs in the face of a workforce crisis. • Create a training institute to provide continuing education for professionals. • Address the scope of practice to include credentialing, levels and standards. • Expand higher education partnerships • Establish a Career Center on the MADC website.

13. Consider • How can you become a part of this vision?

14. Please Reach Out To US Board of Directors President: Gale Saler 1st Vice President: Fritz Schmidt 2nd Vice President: John Winslow Treasurer: Mark Santangelo Secretary: Ken Collins Members-at-large Kevin Amado Peter D’Souza Bonnie Goldschmidt Scott Graham Yngvild Olsen Keith Richardson Craig Stofko Staff Tracey Myers-Preston-Executive Director Lynn Albizo-Director of Public Affairs Maureen Zingo-Administrator