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PROFESSIONAL EXPERIENCE
1993 - Present; The Ashland Group; Holland, MI
Founder and Principal
- I founded The Ashland Group in 1993 and
serve as its Senior Consultant. An area of specialization for
The Ashland Group is transition planning and interim executive
services for organizations whose chief executive has left or is
planning to leave. Client organizations have included hospitals,
community mental health systems, non-profit community agencies
and a multi-disciplinary private practice clinic.
- Ashland also works with organizations
around a variety of issues relating to organizational change and
managed healthcare. Activities have included project management,
strategic planning, management reorganization, board and staff
development, mergers and affiliations, organization turn-around
and organization start-up. Client organizations have included
HMOs, state trade associations, behavioral health organizations,
aging and disability organizations and a variety of public and
non-profit human service organizations.
- In 1997 and '98 Ashland conducted "Managed
Care Readiness Reviews" of qualified health plans bidding to manage
Medicaid acute/primary care services in Michigan.
- In 1999 and 2000 Ashland designed and
led a project for the Michigan Department of Community Health
that resulted in a plan to restructure the state's $1.3 billion
Medicaid long-term care services. Ashland has also worked with
local aging and disability organizations to help them plan for
responding to these potential changes.
1979 - 1993; Community Mental Health of Ottawa County, Holland
MI
Executive Director
1987 - 1991; Human Services Director, Ottawa County
- The Community Mental Health Services
Agency in Ottawa County provides a comprehensive system of services
to people with developmental disabilities as well as acute and
chronic care services to people with mental illness. In 1993 the
organization operated on an annual budget of approximately $17
million, served a population of 200,000 people and delivered services
directly through 175 staff and contractually through 125 service
contracts. Over the years a significant portion of the organization's
growth occurred as a result of a transfer of service responsibility
from the Michigan Department of Community Health to local mental
health authorities through a shared risk concept known as "Full
Management".
- During the period of 1987 - 1991 I also
served as the Human Services Director for Ottawa County. The management
components of mental health and public health were consolidated
into one integrated unit and a single Board of Directors was established.
In 1991, after a change in county philosophy, the Human Services
Department was dismantled and separate departments re-established.
- Achievements:
- Developed and implemented a community
based system of care to virtually eliminate use of state hospitals
for adults and children with mental illness and people with
developmental disabilities.
- Developed and implemented a market
segmentation approach to organizational planning and management
that allows for separate social mission and business plans
and simultaneous priorities.
- Initiated customer oriented continuous
quality improvement focus through the involvement of organizational
work teams.
- Developed a non-competitive partnership
approach with contractual agencies and other service delivery
partners.
- Established the Training Center as
a means of meeting the agency's staff development needs as
well as a vehicle for producing training packages, workshops
and seminars for other organizations.
- Initiated the development of intended
outcomes for each target market as part of the annual budgeting
process.
- Changed the roles of the organization's
managers from decision makers, enforcers and controllers to
leaders, facilitators and enablers. Reduced the number of
top managers by 25%.
- During 1991 I served as an advisor
to James K. Haveman, Jr., the new Director of the (then) Michigan
Department of Mental Health, during his initial six-month
transition period. I played a leadership role in the development
of Director Haveman's vision statement--"A Promise of Performance"
and the design of a new model for Michigan's $1.3 billion
public mental health system.
1976 - 1979;
Human Service Center of the Peoria Area, Peoria IL
1972 - 1976;
Comprehensive Mental Health Board of Central IL, Peoria IL
I became the Executive Director of the Comprehensive Mental Health
Board of Central Illinois in 1972. It was a self-appointed planning
and coordinating entity dealing with drug abuse, alcoholism, mental
retardation and mental illness. It had a board of directors of 30
members and four standing committees with 30 members each. The staff
consisted of a secretary and me.
The agency became the recipient of all state and federal funds
for behavioral health services in the three county Peoria metropolitan
area. It expanded services dramatically with the receipt of federal
grants through the National Institute of Drug Abuse, National Institute
of Mental Health and the National Institute of Alcoholism and Alcohol
Abuse.
In 1976 the Comprehensive Mental Health Board merged with three
local service provider organizations and formed the Human Service
Center of the Peoria Area. During its first year of operation the
agency doubled in size. I served as the Acting Executive Director
for its first year and then became the Vice President for Management
Services from 1977 -1979.
1971 -1972; LaSalle County Mental Health Board, LaSalle, IL.
Executive Assistant
The LaSalle County Mental Health Board administered a local millage
for mental health, substance abuse and developmental disabilities
services. I was its first staff member and helped establish its
planning and resource distribution systems.
1969 - 1971; H. Douglas Singer Mental Health Center, Rockford,
IL
Community Services Consultant
The Singer Mental Health Center was a regional facility of the
Illinois Department of Mental Health serving a 10 county area of
NW Illinois. I worked with indigenous groups in local communities
assisting them in the development of locally based services.
ADDITIONAL PROFESSIONAL ACTIVITIES and QUALIFICATIONS
- Michigan Association of Community Mental
Health Directors, Vice President, 1979-81
- Michigan Association of Community Mental
Health Boards, Multiple offices, 1981-1993
- Governor's (Michigan) Mental Health Advisory
Council, 1991 - 1996
- Delta Strategy Facilitator, 2003 to present
- Registered Consultant, GVSU Dorothy A.
Johnson Center for Philanthropy and Non-Profit Leadership, 2004
to present
- Member, Holland Area Chamber of Commerce
- Qualified Instructor, MyersBriggsTypeIndicator
(MBTI)
- President, Reciprocal Language Program
Board of Directors, 2006
PUBLICATIONS
- Leadership Transition: Turning Vulnerability
into Opportunity, Michigan Health and Hospitals Magazine, September/October
2003
PRESENTATIONS
- Boardworks, Introduction to the CMHSP
System, Michigan Association of Community Mental Health Boards
Spring Conference, Lansing MI, May, 1998
- Board/Executive Director Relationship,
MACMHB Fall Conference, Traverse City, MI, October, 2004
- Strategic Planning, Michigan Chamber
of Commerce Executives, Boyne Mountain, MI, October, 2005
- Leadership Transition, Michigan Chamber
of Commerce Executives Board Leadership and Strategic Planning
Seminar, Lansing, MI, May, 2006
- Board/Executive Director Relationship,
Michigan Chamber of Commerce Executives, Boyne Mountain, MI October
2006
INTERESTS and ACTIVITIES
Photography, travel
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