Health System: 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


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 System 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 in fiscal year 2017-18.
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.
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 andrecovery 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 the Health System’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 willsubstantially improve quality of care issues.

Customer Satisfaction Rating of Good or Better Meeting Target

Percent of Outcome and Efficiency Goals and Benchmarks Meeting Target

Percent of BHRS Employee Evaluations Completed Annually Below Target

FY 2017-18 Mid-Year Story Behind Performance

Customer Satisfaction Rating of Good or Better

The percent of clients stating that they have benefited from services remains high. This is primarily due to staff that is embedded in other service delivery systems, such as San Mateo Medical Center, where key staff are present to assist our partners in a way that results in the right care at the right time. Other examples include the Primary Care Interface, where BHRS staff work directly with physicians, and Psychiatric Emergency Services (PES) where BHRS staff maintain direct relationships to achieve the appropriate levels of care when patients do go into inpatient psychiatric care. BHRS has consistently improved customer satisfaction over time by paying attention to what matters for the residents we serve. For example, the BHRS Access Call Center is one of the few in the state where a caller will most likely get authorized to a treatment service and referral during their first call to us; or the Same Day Assistance Program, where individuals in need of a service can be served when they walk into a clinic, or our Community Service Areas where local neighborhoods plan for the services provided at the local clinic.

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. As a result, we have more confidence in our data. We are reviewing programs that have not met their targets and develping improvement plans where appropriate.

Percent of Employee Evaluations Completed Annually

The percent of employee evaluations completed annually continues to pose a challenge. BHRS will review employee evaluation results in detail as a part of work being done in response to the Employee Engagement Survey.

Future Priorities

  • Maximize Federal financial participation revenue.
  • Ensure timely and proper clinical documentation to maximize reimbursable services.
  • Make reasonable progress on performance evaluations through the discussion and support of career goals.
  • Improve client satisfaction and engagement by using software apps and other technology to gather data and inform decision-making.

Author: Gina Wilson, Chief Financial Officer, Health System     Contact Email:     Last Updated: 02-08-2018