When most providers hear the terms “metrics,””data,””productivity,”what reaction might it elicit? Is it positive? Not likely. And, yet, for growth, sustainability and myriad other operational factors, having (accurate and meaningful) program metrics is critical. Many leaders do not engage their providers in the metrics conversation as they fear it can further highlight the divide or tension that often exists between “admin”and “front line providers”regarding productivity expectations. In this presentation, we discuss an alternative way that directors and managers can approach their team, which actually helps engage their providers with metrics (and dare we say that engaged providers helps to buffer burnout). Having your team engaged in this process can produce more than just better financials – it can be a process that is foundational to your sustainability. This is especially salient in this healthcare climate where we have lofty goals to address the ever-growing complex biopsychosocial needs of our patients. This presentation reviews what one primary care behavioral health program did to engage their BHCs in metrics/data review and collection. We know as behaviorists that what we measure, gets our attention. The principles that are discussed can be translated to providers and teams of all types (not just behavioral health). The key factors of this approach were to only track what was most important (as the old business adage recommends: the “KISS method”or “keep it simple stupidâ€
- describe the importance of gathering metrics to build and establish sustainable integrated behavioral health care in primary care.
- list the clubs and awards that were used to highlight core data points in a behavioral health program.
- develop their own metric/data gathering approach that highlights engagement from its team members.