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

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 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.
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 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 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 2017-18 Year-End Story Behind Performance

Customer Satisfaction Rating of Good or Better

The percentage of BHRS clients who report that they have benefited from services received remains high. In part, this is due to embedded staff working directly with other providers, such as the Primary Care Interface, which allows direct access to BHRS staff in primary care settings. It also reflects the ability of BHRS to provide timely services through the Same Day Assistance Program, where folks are able to get a service the same day they inquire, and the ability of most callers to our ACCESS Call Center to receive an appointment before the first call ends. An emerging focus within BHRS is on Peer Support Workers who are mental health clients that have become employed, providing guidance to those navigating the system and those running the system, which also helps ensure high customer satisfaction.

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

The percent of employee evaluations completed annually continues to pose a challenge. As BHRS leadership changes in the Fall of 2018, expectations of the next director, and the executive team in the interim, will be to support a culture that values timely evaluations and performance feedback.


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: 08-30-2018