Play 1

Forming a Team

OVERVIEW

The change team at your site will drive successful practice change. Team members should represent the various disciplines in your practice setting (e.g., MD and/or ARPN, PA, RN, MA, behavioral health provider, practice manager, IT, administrative staff). Each discipline will have a role, not only in implementing S·BI·RT, but also in creating a sensible, streamlined process that will become a sustainable component of care.


Purpose of Play 1 Structure the team by answering questions like the following:

(a) Who will be on the team?

(b) How will the team make decisions?

(c) What is the timeframe for  project development and implementation?

(d) What are the responsibilities of each team member?

Your team will adopt and adapt the S·BI·RT process for your setting and population.

Definitions The team represents the various disciplines in your practice setting. Team members bring different yet critical skill sets and perspectives of the direct care environment to the work. All team members are equally important and accountable for the work.
Team members Team members should represent the various disciplines in your practice setting (e.g., MD and/or APRN, RN, MA, behavioral health, billing, practice manager, IT, administrative staff).
Measure(s) The team understands its roles, responsibilities and leadership.

 


Recommended Approach

In your first team meeting determine how the team will be structured:

  • Examples of team structures are available in Appendix A.
  • If a team already meets regularly, expanding the scope of that team’s purpose to include S·BI·RT implementation and Quality Improvement (QI) can facilitate sustained quality implementation.
  • Discuss team membership. Who might be involved or affected by any process change? Are the right members included? Is anyone missing? Will some members be ad hoc?
  • Develop and use meeting rules if this is not already common practice at your site. Find a standard meeting time/place – we recommend bi-weekly, at a minimum, to start.
  • Develop a S·BI·RT Team Plan (See Play 3).
  • Review the change model to be used by your team for change implementation (See Play 2). Orient all team members to S·BI·RT (you can review this Playbook as a framework).
  • Set the agenda for the next meeting – include as an agenda item report outs on any deliverables/action steps. An example agenda is available in Appendix B.

Keep In Mind

  • DO NOT SKIP STRUCTURING YOUR TEAM. Early decisions on team structure will save potential misunderstandings later.
  • Team members involved in any aspects of workflow will lend crucial insight into the decisions made regarding successful and sustainable implementation. Prioritize communication, engagement, and participation for all stakeholders involved with or affected by the required changes.
  • The team leader does not need to be the provider or practice manager. In fact, roles may get confused when a team leader is also the organizational leader. If you are the organizational leader you will need to be careful about directing the work of the team unless you are also the team leader.
  • When someone other than the formal leader of the organization assumes leadership of the team, more creative/out-of-the-box assessment and problem solving ideas may arise and be fostered. Quality planning and quality improvement are team activities that focus on implementing a new system and changing/improving a system, not about changing any individual person.
  • Include key players on the team, but also tap other expertise as needs arise, for example Information Technology (IT) staff.
  • Initiative grantees with Substance Misuse Prevention (SMP) Regional Network Coordinators and Continuum of Care Coordinators on their teams have a stronger awareness of their population and better connections with community resources.
  • The Team Plan is a proven systems change and implementation tool that ensures that everyone on the team understands the purpose and their role from the start.
  • Reviewing, updating and adding to the Implementation Checklist as a standing agenda item at each meeting facilitates progress toward implementation.

Corresponding Appendix Section(s)

Implementation Checklist


Appendix A – S·BI·RT Team Examples
Appendix B – Meeting Agenda