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“Enhancing Your Business Acumen and Grant Writing Skills”
Regional Training Program Fall 2017
Presented by William C. Lane, PhD
Carol R. Hegeman, MS
Who Are We? William C. Lane, Ph.D., CEO, William Lane Associates, 72 S Main St, Homer, NY 13077 www.williamlaneassociates.com [email protected] Carol R. Hegeman, MS, President, Hegeman Consulting [email protected]
Session Goals • To understand the basic principles of business acumen and why these principles are
critically important to the aging network. • To be able to apply business acumen principles as you form new partnerships with
other service and health care providers. • To be able to apply business acumen principles in grant writing and fund raising. • To learn some fundamental concepts of effective grant planning and grant writing for
AAAs and community partners. • To take home some basic fund raising techniques and ideas to add to your business
acumen toolbox. • To offer you a presentation that is both highly informative and enjoyable!
Topics on our Agenda • Business Acumen
Principles for AAAs and Community Partners
• Targeting and communicating with key decision makers
• Creating logic models
• Grant Writing Skills focusing on business acumen
• Grant writing tips for AAAs and community partners.
• Fundraising Concepts
and Ideas
All of these topics should be part of your business
acumen toolbox.
“The world as we have created it is a process of our thinking. It
cannot be changed without changing our thinking.”
Albert Einstein
“. . . . . If the network fails to adapt, it risks being marginalized in a world that
doesn't’t always understand the work it does and how it relates to health and
healthcare.”
Kathy Greenlee, “Assistant Secretary for Aging see network at a crossroad – and a place for new opportunities,” AgingToday, March-April, 2016, page 1 and ASA Conference, Washington, DC, 2016.
Some Basic Principles of Business Acumen
Business Acumen Defined
Business acumen is the keenness and quickness in understanding and dealing with a business situation in a manner that is likely to lead to a good outcome.
Why is Business Acumen Important?
• More clients to serve • Funding is outstripping the demand for
services • Diversifying revenue streams will provide
opportunities to serve more people Source: T. P. McNeill, “CBOs and the Business of Healthcare”
Two components of Business Acumen
• “The knowledge and understanding of the financial, accounting, marketing and operational functions of an organization” (SHRM’s Business Literacy Glossary)
• “The ability to make good judgments and
quick decisions” (The Oxford English Dictionary)
Business Acumen Includes:
• Market understanding (understanding the aging network and who you serve)
• Profit focus (non-profits does not mean that your revenues should not exceed expenses)
• Making connections (looking for new connections, partnerships and supporters)
Some Basic Business Acumen Practices
• A clear strategy for “branding” your agency • An “elevator speech” for your agency and
each agency program • A jargon free, maximum one-page mission
statement • A vision statement • A widely circulated newsletter • A web-site and Facebook page (and other
social media) that are updated regularly
Branding
• What do people know about your agency? • What do you want them to know about your
agency? • Promoting a product or service by identifying
it with a particular brand” (Merriam-Webster) • “Branding is strategic, marketing is tactical”
(Tronvig Group)
Reframing Aging • Seven major organizations and foundations
funded research by Frame Works Institute • Change the way society thinks and talks about
aging and older people • Will see major policy changes next year • Eliminate words such as “elderly” and “senior” • Stop talking about older people as “them”
Reframing Aging: Resources • GIA/Grantmakers in Aging:
https://www.giaging.org/initiatives/reframing-aging
• Frame Works Institute: http://www.frameworksinstitute.org/reframing-aging.html
• Free ASA webinar: http://asaging.org/web-seminars/reframing-aging-understanding-and-changing-way-americans-think-about-aging
Developing an Elevator Speech
• A quick overview of who you are • What you do • How you help • “Punchy and memorable” • What value do you provide? What is unique
about your program? Who do you serve? • Selling your program
Revising your Mission Statement: Five Things to Avoid
• Jargon only professionals understand • Formal language • Passive voice • A focus on the programs rather than clients and their families • Generalities, such as "saving the world" or
"eradicating poverty"
A Mission Statement to Avoid To assist, educate and advocate for the senior and disabled populations of ABC County to ensure they live in the most independent and integrated setting through community collaboration providing for well-being/health, dignity, security, autonomy and choice through innovative home and community-based services. Source: a slightly altered statement from an anonymous AAA
An Example to Emulate
“Lifespan helps older adults and caregivers take on the challenges and opportunities of longer life. Lifespan is a trusted source of unbiased information, guidance and more than 30 services and advocacy for older adults and caregivers. We also provide training and education for allied professionals and the community.” Part of the mission statement from Lifespan Rochester, used by permission of Anne Marie Cook.
Create a Vision Statement
• Vision statements are short phrases or sentences that convey your community's hopes for the future.
• Understood and shared by members of the community and broad enough to include a diverse variety of local perspectives
• Easy to communicate Source: http://ctb.ku.edu/en/table-of-contents
Examples of Vision Statements
• Alzheimer’s Association: A world without Alzheimer’s
• The Nature Conservancy: To leave a sustainable world for future generations.
• Cleveland Clinic: Striving to be the world’s leader in patient experience, clinical outcomes, research and education.
• n4a: Build a society that values and supports people as they age.
Newsletters and Social Media
• Do you have a newsletter? Do you pay for it by selling advertising?
• Do you, your key staff and your agency all have active LinkedIn accounts?
• Do you have Facebook page that is updated as often as your personal Facebook page?
• What other social media do you use? • Does a volunteer update your social media?
What do You Know this Week that You Didn’t know last Week about:
• Your agency? • The aging network? • Your competitors? • Your partners or
potential partners? • Your customers or
clients as a group? • An individual client?
• A top leader in the field of aging?
• A trend that may affect your programs?
• A marketing topic? • A person, event or topic
in the news? • A “method” of doing
something new?
Some Suggestions for Improving your Business Acumen
• Read! (books, newspapers, magazines, social media, blogs & listen to webinars regularly)
• Join professional associations • Enroll in continuing education courses • Participate in local activities • Write a personal mission statement • Enrich your advisory board!
HMA – Health Management Association Weekly Roundup
HMA Weekly Roundup
What Should You Do Now?
• Understand the changing landscape of your community and/or service area
• Continuously assess the opportunities • Determine the true return on investment
(ROI) for all your services • Access your IT capacity to meet new demands
Source: T. P. McNeill, “CBOs and the Business of Healthcare”
How can AAAs & CBOs Seize the Opportunities?
• Plan! (at least conduct a SWOT analysis)
• What are my strengths? • Weaknesses? • What target population
can I impact? • How do I define my ROI
for all services?
• What is my value proposition?
• What are my external and internal threats?
• What relationships do I have that will increase my market potential?
• What new relationships do I need to form?
According to Peter Drucker,
“culture eats strategy for breakfast”
In Order to Succeed you Need to Foster a “Culture
of Innovation”
The Single Biggest Challenge Facing AAAs –
Implementing Culture Change
Change is here. Prepare to Work with New Partners
What Makes a Successful CBO?
“They commit to the discipline of preparing and readying their organizations, while always being aware of what is happening in the marketplace.” “Lori Peterson & Erin Lockwood, (Aging Today, Nov/Dec, 2016), “The making of a successful CBO: from foundering to flourishing,” pages 1 & 16.
Steps to Placing your Agency on the Road to new Opportunities
• Access internal readiness • Build awareness externally • Create value in the healthcare continuum • Know your real costs and ROI for every
program
Access Internal Readiness: Four Key Domains
• Adaptive capacity • Organizational capacity • Leadership capacity • Management capacity
Source of slides 31-33: Peterson, L. & Lockwood, E., Aging Today, Nov-Dec, 2016, pp. 1 & 16.
Build Awareness Externally
• What are the potential opportunities in the external healthcare market?
• What are the value-based incentives? • What data are available and how do you use
that data? • Conduct an assessment of both needs and
opportunities
Create Value in the
Healthcare Continuum • Using an assessment, build a effective value
proposition for your organization • Value proposition is a business/marketing
statement that summarizes why a someone should use your program or service
• Once the value proposition has been developed, it should be incorporated within your organizations messaging
“Your marketing messages have to telescope that your 5-star service offers
expert professional answers for the tough choices aging family members must make
about elder housing, medical care, personal care, quality of life, finances, end
of life and the myriad mind boggling decisions they face.”
Cathy Cress, geriatric care manager
Change is based on the Triple Aim in Healthcare”
• Improving the experience of care for all clients • Improving the health of populations • Reducing per capita costs of health care
There is a shift toward new financial incentives that focus on reducing or slowing increases in costs. This shift has created new
business opportunities.
Funding Streams are Changing
• Past: We were reimbursed for costs • Present: Reimbursed on the basis of units of
service • Future: Paid for services on a per unit
(capitated) basis as measured by the achievement of certain outcomes – “value-based payment system”
Source: Paul Cantrell “Business acumen training for AANY”
What is a “value-based payment system”?
• Value-based payment systems are replacing “fee or service”
• In health care, these payment models focus on patient outcomes and how well healthcare providers can improve quality of care based on specific measures
• These measures include reducing hospital readmissions, using certified health IT, and improving preventative care
Bundled Payment
• A Bundled Payment Participant Organization (BPPO) negotiates a target price with CMS for a select condition for up to a 90 day episode
• All Medicare beneficiaries treated go into the Bundled Payment model
• All Medicare expenses are assessed against the target price – if expenses are above the target price = penalty, below = savings
System Focuses on the Highest Cost Drivers
• Institutional care (both acute and post-acute) • Nursing home placement • Ambulatory sensitive admissions (Diabetes,
COPD, etc.) • Ambulatory sensitive ED visits • Hospital readmissions (care transitions)
Developing Partnerships in Unfamiliar Territories
Challenges of Contracting with Health Care & MLTC’s
• Legal contracting • Cash flow • MLTC/health org. staff turnover • Training and cost of new technology • Possible “mission creep” • Insurance & liability Source: Lee Schulz, “Developing relationships with payers, ACL Business Acumen Webinar, 8-23-17.
HIPPA Compliance
• Are you a Covered Entity? • If not, health care organizations may require
you to sign a Business Associate Agreement • Business Associate Agreements are connected
to a Contract for Services • Signing a Business Agreement requires you to
comply with all privacy/security & HIPPA rules
CBO Assessment Tool
• Business Institute Launched a Readiness Assessment Tool To Help CBOs Gauge Health Care Partnership Capacity on 8-18-17
• Interactive tool that works you through modules to access your readiness
• Link to the tool: https://www.n4a.org/blog_home.asp?Display=450
What will You Learn and What do You Need to Know?
• Learn the language of the organizations • How they operate • Must know your true costs • Focus on your areas of expertise • Contact the right people
Source: Carrie Hobbs Gidden, “Developing relationships with payers, ACL Business Acumen Webinar, 8-23-17.
Locating the Key Decision Makers in Health Care
Organizations
Health Care Providers
• Practice administrator (Contact Target) • Medical/Clinical Director • Case management team Source of slides 29-36: Williams, Sharon R., CEO William Jaxon Consulting. (April 5, 2016). Understanding the perspectives among healthcare decision makers: Path to a pitch perfect value proposition. National Center on Nutrition and Aging webinar.
Possible Openings for Contracting with Health Care Providers
Managing compliance for multiple insurance contracts
Ambulatory sensitive ER visits, Primary Care Medical Homes (PCMH) or other accreditation standards, if applicable
Patient Engagement
Quality Outcomes
Financial Performance
Hospitals
• Clinical Director • Discharge planning team (Contact Target) • Insurance Program Administrator • Special Program Administrator (e.g., ACO,
clinical trials, etc.)
Possible Openings for Contracting with Hospitals
Care Transitions
Patient Engagement
Financial Social Supports
Clinical Supports
Health Plans
• Case management/quality leaders • Contract Administrators/Liaisons (Contact
Target, primarily for Medicare/Medicaid Products)
• Market/Outreach team • Finance Administrators
Possible Areas for Contracting with Health Plans
Dual Demonstration Standards (MLTC Requirements)
Medicare/Medicaid Contract Standards
Data Quality
Risk Adjustment Rates
HEDIS (Key Indicators and Satisfaction Standards)
Accountable Care Organizations (ACOs)
• Project Director • Clinical/Quality/Medical • Administrators • Outreach team • Finance leader • Case Management Team (Contact Target)
Possible Areas for Contracting with ACOs
Care Transitions
Patient Engagement
Cost of Care
Community Support Referral Resource
Population Health
Long Term Care Facilities with Short-Term Rehab
• Medical Director • Administrator • Director of Nursing • Rehabilitation Director (Contact Target) • Director of Social Work
Possible Areas for Contracting with Long Term Care Rehab
Care Transitions Services
Family Caregiver Support
NY Connects Staff Training
Building Logic Models and other Techniques
LOGIC MODELS
• Sometimes called outcome models, theories of change or a program matrix
• While there are difference between the different types, they are all designed to graphically depict the components of your proposed program
Purposes of Logic Models
• Logic models were first used to as a basic tool for program planning and evaluation
• Logic models clarify the inputs, activities and outcomes related to any program or service
• Communicates your ideas • Builds consensus with everyone involved • Great graphic fundraising tool
Logic Model Template with Indicators
Inputs Activities Outputs Short-Term Outcomes Long-Term Outcomes Impacts
Logic Model
Indicators
Definition of Key Terms
• Inputs - resources, contributions, and investments
• Activities – • Outputs – services, events and products • Outcomes – changes or results that impact
the intended target of the service or project • Impacts -
Considerations in Building a Logic Model
Three Questions to Answer Before Beginning
• Which stakeholders should I involve? • What is the time frame (this is necessary to
develop short and long-term outcomes) • Clearly outline the structure of the program
Getting Started
• Start early • Involve a team • Take good notes as you develop your model • Tie the construction of the model into a
timeline Hegeman, C. R. & Lane, W. C. (2017). Grant writing for aging services and programs.
Getting Started Continued
• Strike a balance between simplicity and detail in your model
• Follow one of two basic strategies: Forward-looking model (start with inputs) Backward-looking model (start with outcome)
Hegeman, C. R. & Lane, W. C. (2017). Grant writing for aging services and programs.
Getting Started Concluded
• Question: “Does this make sense to someone who is unfamiliar with the proposal?”
• Once you are funded or begin the program, with will want to revisit and revise your model.
Hegeman, C. R. & Lane, W. C. (2017). Grant writing for aging services and programs.
Seven Steps in Creating a Logic Model
Step 1 – Identify the Problem
• Must be well defined • Should be related to a justified need • Include a description of the problem (in a few
words) • Include who is most impacted by the problem
Step 2 – Key Inputs
• Inputs are the resources needed to complete your proposed project, program or to develop a new service
• Examples of inputs are staff, volunteers, office space, supplies, training costs, transportation, printing, etc.
• If you have partners, you may want to include who will be responsible for each input
Step 3 – Programmatic Outputs
• Outputs are the activities that are necessary to achieve the goals of your project
• Outputs will be the focus of your program, such things as wellness classes, counseling, falls prevention classes, etc.
• It is through activities that you reach your program goals
Step 4 - Outcomes
• Outcomes are the goals of the project, program or service you are developing
• Outcomes are generally stated in terms of short and long-term outcomes
• For projects of longer duration you may have short, intermediate and long-term outcomes
Step 5 – Create Your Logic Model
• The logic model is created only after completing steps 1-4
• First chart the model (see slide 31) listing the items you want to enter under each category and the appropriate indicator
• Once completed you can begin to develop a logic model with cells connected by arrows
Step 6 – List External Factors
• External factors that may assist you in developing your project
• External factors that may hinter you in developing your project
• Settings, other programs and potential influences
Step 7 – List Program Indicators
• It is the program indicators that will indicate your progress toward meeting achieving your desired outcomes
• Have an evaluation plan in mind as you develop your indicators – everything must be measurable
Summary – Four Business Acumen Challenges
• Understanding how your business brings values to others
• Understanding the changing payment systems • Defining your ROI • Implementing culture change to take
advantage of opportunities
Questions?
Afternoon Session
LUNCH!
