Consulting Department

Having worked in the profession since 1990 in inpatient, residential, and intensive outpatient (IOP) settings, Bob brings years of practical experience to this role.

Areas of Expertise:

Client Engagement and Retention

Perhaps the greatest impact of our consulting services can be found in the areas of “engagement” and “retention.” The anticipated results of consulting in these areas are rapid increases in per-call admission percentage and patient length of stay in the program. This improves both the quality of clinical services and the bottom line. Such increases are expected to easily cover the cost of consulting services in a very short period of time. Consulting in these vital areas is effective for both existing and start-up programs. This service includes:

  • Staff Training on Client Engagement and Retention
  • Implementation of proven strategies to increase client engagement and retention
  • Strategies to increase treatment effectiveness and the bottom line
  • Organizing the process so engagement and retention become key performance indicators for the agency’s Quality Assurance Program

More about how the process works:

Engagement: It is ironic that this often-neglected area has such profound implications on a program’s bottom-line and its ability to do what it sets out to do: change lives. We have learned invaluable information over the years employing and testing systems that have allowed the programs we’ve managed to become efficient in increasing per-call admission percentage.

Here is a thumbnail sketch of the engagement improvement process:

  • Installation of tracking systems to measure quality indicators (i.e. per call assessment %, per call admission %) in the inquiry reception process. Tracking systems employed allow for baseline and follow-up measurement to aid in identification of program and individual staff training needs.
  • Specialized training for intake staff and installation of engagement systems specific to the needs identified above.
  • Quality indicators are re-measured against baseline numbers to determine outcomes and guide further training and direction.
  • This process becomes a key performance indicator in the agency’s Quality Assurance Program.

Retention: This is another often-neglected area in treatment with direct implications on mission fulfillment and bottom line. As with engagement strategies, increasing program completion percentage is also accomplished through installation of quality indicator tracking systems and counselor training:

  • Install quality indicator tracking systems (i.e. completion %, average session # at discharge) into the treatment process. Again, tracking systems employed allow for baseline and follow-up measurement to aid in identification of program and individual staff training needs.
  • Specialized counselor training and installation of retention strategies specific to identified needs above. Emphasis is placed on “therapeutic alliance” which has been found to be the single greatest indicator of treatment success (Mee-Lee, D., McLellan, A.T., Miller, S.D. – (2010).
  • Quality indicators are re-measured against baseline numbers to determine outcomes and to guide further training and direction.
  • This process also becomes a key performance indicator in the agency’s Quality Assurance Program.

Again, consulting to improve Engagement and Retention is expected to justify consulting fees with minimal financial investment. Consulting in these two areas can be done concurrently or separately in accordance with program needs and budget.

Clinical Supervisor/Counselor Training

Group Facilitation/Evaluation Training
Having facilitated and supervised chemical dependence groups for nearly 3 decades, Bob brings a wealth of experience to this area. Over this period, he has developed a group evaluation tool that measures 23 areas of performance.

The process starts by conducting group evaluations while training the clinical supervisor on the evaluation tool. Common areas of weakness are identified, and an action plan implemented. Such action plans include regular 1:1 counselor supervision and a group facilitation in-service conducted by Bob – both addressing the common areas of weakness.

Time frames between group evaluations are established and subsequent evaluations are measured against baseline numbers to determine outcomes. This process continues and becomes a key performance indicator in the agency’s Quality Assurance program.

Summary of the process:

  • Quantifiable Group Evaluation tool implemented to measure performance
  • Baseline performance ratings established
  • Action plan implemented, including a Group Facilitation In-service and regular 1:1 supervision addressing areas of weakness
  • Group Evaluation → Action Plan → Outcome Measurement
  • Becomes key performance indicator for Quality Assurance Program

Clinical Record Review Training
The clinical record review process is conducted in a similar manner. Bob’s trains the Clinical Supervisor on his 9-point Qualitative Record Review Form, which is also scored using a 5-point Likert Scale. Areas of weakness are identified, action plan implemented, and outcomes measured. This process also becomes a key performance indicator in the agency’s Quality Assurance Program.

  • Quantitative and Qualitative chart review process introduced and implemented
  • Quantifiable evaluation tools utilized to gather baseline data
  • Action plan implemented, including a Treatment Planning In-service and regular 1:1 supervision addressing areas of weakness
  • Chart reviews > Action Plan > Outcome Measurement process
  • This, too, becomes a key performance indicator for Quality Assurance Program

The above training process has a direct impact on quality of care and supervision.

Other areas of expertise:

  • CARF and JCAHO accreditation and re-accreditation
  • Program start-up, development, and operations
  • Building and navigating managed care processes

Please call to discuss how our services can best serve your program at:          (714) 981-9096.