he plates are shifting under the terrain of behavioral health, child welfare, and state government. Behavioral health service providers bear a large portion of the risk associated with this uncertainty. Bethany Christian Services had a behavioral services division in Georgia that was facing this reality. After one year of running their “core services” (a provider type in Georgia) program, they were growing, but not thriving.

Their immediate concern was profitability and sustainability. At the time of engagement, they were experiencing a 10% loss every month. The problem was not obtaining clients. Rather, the problem revolved around operational challenges and service delivery.

Initially, Jeff Luce and Brandon Printup, the director of Bethany’s behavioral health program, met to fully identify and flesh out the challenges laid out before them. Beginning with the adage, what is measured, improves, Jeff and Brandon developed a strong portfolio of measurement tools for the behavioral health program. Tools such as productivity ratios, client satisfaction surveys, and referral source engagement plans, once implemented, began moving the meter immediately.

Clarity around which clinical team members were producing desired results soon led to choices about thinning the clinical herd. A better understanding of the client experience led to adjustments in the training protocol. Having a strong plan around referral source engagement led to more referrals. Within 120 days, Bethany’s behavioral health program went from a 10% loss per month to a 10% margin per month.

If you'd like to talk to Jeff Luce about how The Washington Group could positively impact your behavioral health program, you can reach him at ...... Or via email at .......

No Related Item Available