Health: Behavioral Health and Recovery Administration (6110P)

Program Outcome Statement

Provide programmatic and fiscal leadership and management for the BHRS Division.

Program Services

  • Program Management
  • Administrative Support
  • Fiscal Support

Overview

The Behavioral Health and Recovery Services (BHRS) Compliance, Quality Assurance and Administration staff defines and directs the priorities for the division; provides general administrative support for all BHRS programs, including compliance, quality improvement, personnel services, budget and finance, research and evaluation, and contract administration; and works collaboratively with all Health programs, other County departments, and contracted vendors to ensure service quality and compliance with local, state, and federal requirements. Because of these efforts, BHRS expects that a minimum of 90 percent of BHRS clients will register satisfaction with the services they receive.
Compliance, Quality Assurance and Administration staff provide employees and contractors with the necessary resources to carry out the division’s mission to provide high quality, evidence-based, cost-effective, and innovative mental health and substance use prevention, treatment and recovery services. As an example, official findings from the recent Medi-Cal Tri-ennial Audit showed significant improvements from the prior audit in chart documentation and system review.  BHRS has initiated work to build a culture of quality.
Compliance, Quality Assurance and Administration staff also develop and manage BHRS resources in a responsive manner for issues important to the community. Over the past two years, along with numerous stakeholders, BHRS has focused on behavioral health related crises ranging from prevention strategies, to response capacity, and post crisis interventions.
In addition, BHRS continues its successful partnership with HPSM providing access to services for all beneficiaries with mental health challenges and a continuum of treatment and recovery services for individuals with substance use disorders. We were the first county in the state to implement this expansion of substance use services.
As part of Health’s implementation of LEAP, a process improvement methodology, BHRS is developing processes to investigate significant critical incidents and resolve them at the root cause to prevent re-occurrence and promote a culture of continuous process improvement. Such a process will substantially improve quality of care issues.

Customer Satisfaction Rating of Good or Better Exceeding Target


Percent of Outcome and Efficiency Goals and Benchmarks Exceeding Target

Percent of BHRS Employee Evaluations Completed Annually Below Target

FY 2018-19 Mid-Year Story Behind Performance

Customer Satisfaction Rating of Good or Better

At 91%, this measure has already surpassed the benchmark. It is anticipated that the Spring consumer survey will have similar results. Therefore, it is anticipated that the year end result will be slightly better than the mid-year result and confident that the benchmark will continue to be exceeded.

Percent of Outcome and Efficiency Goals and Benchmarks Met

BHRS has focused on a greater use of data in regular, ongoing, decision making. There is a greater awareness of ongoing performance and the desire to improve it. BHRS also continues to update data methodologies in order to more accurately reflect performance. We are reviewing programs that have not met their targets and developing improvement plans where appropriate.

Percent of Employee Evaluations Completed Annually

We are making progress on this measure as the fiscal year 2018-18 mid-year report is 11% greater than last year and there is an additional 7% in progress. The increase is attributed to the work that the management team has done around the Employee Engagement Survey. Specifically, the management team created and implemented an action plan to address concerns that staff have about promotions and career opportunities. Part of the action plan is to discuss career aspirations and goals with the employee and then include the goal in the Employee Performance Evaluation. We expect our progress to continue through year-end.



Future Priorities

  • Improve productivity.
  • Implement a culture of quality.
  • Restructure Community Service Areas into Management Functional Areas.
  • Make reasonable progress on employee performance evaluations.


Author: Gina Wilson, Chief Financial Officer, Health System     Contact Email: gwilson@smcgov.org     Last Updated: 01-23-2019