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Leadership Policy

The Raleigh House

The Raleigh House’s mission, vision, and goals guide the actions of its leaders and are communicated clearly to staff and the population served.  The decisions, communication, and interactions of managers and directors reflect the values of the organization.  The values which support our “vision of excellence” include:

• Integrity – The Raleigh House’s decisions and operations are integrity filled, supporting efficacious and thorough practices
• Authenticity – The Raleigh House’s business operations are conducted in a manner which expresses our commitment to quality and health
• Diversity – The Raleigh House strives to provide an inclusive setting which respects differences and affirms the unique value of each individual.
• Community – The Raleigh House exists as a recovery community providing care in the context of the broader community and assisting clients to build roots in the community
• Compassion – The Raleigh House treats individuals with care, patience, and concern
• Respect – The Raleigh House honors its clients’ autonomy and individualism, always seeing the individual rather than only a patient
• Connectivity – The Raleigh House works with clients and families to build healthy connections with others in the recovery community
• Honesty – The Raleigh House operates with transparency and delivers on its promises

As an “employer of choice” The Raleigh House encourages leaders to lead by example, to support the development of professional skills and expertise in its staff, and to anticipate the needs of staff for consistency, challenge, mentoring, fairness, and safety.  Additionally, leadership is committed to creating a sustainable culture that demonstrates respect for staff health, comfort, and wellbeing.  The Raleigh House deliberately builds its leaders and supports the building of the next generation of leaders in the behavioral health field.

Leadership exists in multiple tiers which meet regularly to ensure that The Raleigh House’s culture and messaging infuses the agency and to support best practices.

• Individual clinical and administrative supervision (weekly) provides one-to-one feedback and mentoring to clinical staff.
• Department meetings (daily) are used to disseminate information and provide team-specific training.
• Managers’ Meetings (weekly) bring together all managers within the agency and is the setting in which leadership training is provided.
• Directors’ Meetings take place on an as-needed basis and approximately once weekly.

Meetings are recorded in minutes which feature the company logo, mission statement, and values.

Leadership development and training is provided both internally and by an outside vendor.

Visceral Solutions, Inc. (VSI), presents monthly training which includes the following topics:

• Employment Law
• Workers’ Compensation
• Performance and Termination
• Employment Law
• Dealing with Change
• Creative Problem Solving
• Team Building
• Attendance Management
• Handling Employee Complaints
• Performance Appraisals
• Progressive Discipline & Documentation
• Interviewing Skills
• Retention
• Diversity
• Sexual Harassment
• Motivation

Internal leadership training includes The Raleigh House’s specific policies, procedures, and practices which reflect our commitment to provide a high quality employment experience and professional growth for staff.  Training is provided as part of a management meeting and occurs weekly.  Topics include:

• Performance Management: a series which includes Interviewing and Hiring practices, Train-the-Trainer, Goal Setting and Measurements, Performance Documentation, Coaching and Supervision, Performance Evaluation, Performance Improvement, Documenting for Termination, and Termination Practices.
• Transparency and Boundaries
• The Boss is Me: a talk about challenges and strength
• Goal Setting and Measurement
• The Hiring Process: Interviews
• Difficult Conversations
• What is Your Type of Employee? Personality Matches
• Change Planning, Implementation & Management
• Time Management
• Measurements: What Do You Want to Measure and How Do You Get At It?
• Staff Engagement
• Motivation
• Staff Trauma
• Trauma and Compassion Fatigue
• Budgets and Budgeting
• Program Development
• Change and Implementation Planning

The executive leadership, made up of directors and the CEO, are responsible to set safety and quality goals, manage the organization’s structure, and make decisions informed by the organizational values.  Additionally, the executive leadership develops and oversees the budget and reviews its financial statements.  All members of leadership are responsible to remain abreast of industry best practices and emerging research regarding addiction and treatment.  Managers develop and implement key quality and safety indicators which are specific to their teams.  The executive leadership measures quality and safety at an organizational level.  Leaders at all levels of The Raleigh House’s infrastructure participate in audits and performance improvement activities and are responsible to ensure compliance with applicable laws and regulations.

Reported safety and quality issues are investigated and remediated in a timely manner in order to ensure the safety of staff and clients.  Leaders regularly evaluate The Raleigh House’s culture of safety and adhere to a code of conduct that defines acceptable behavior.  Bullying, intimidation, retaliation, and other forms of harassment are not tolerated.

The Raleigh House’s leadership sets expectations for using data and information to improve safety, quality of care, and outcomes.  Data is used to identify and respond to internal and external changes in the field of substance use and recovery.  When changes in the environment are necessary, The Raleigh House uses a system of memos, email, and staff meetings to communicate effectively.