The program was in danger of being shut down even though it was vital to the community. Group services were being co-mingled and clients’ needs were not being met. Production levels were not established Billing was not being reviewed and margins were not being evaluated. Staff were choosing when to see clients and which clients to see.

- Group sessions and individual sessions

- Clients in different stages of treatment and levels of services

- Staff with a variety of credentials

- Various funding sources

- Multiple referral sources

- Community impact

- Fill group sessions with one type of client.

- Book individual sessions immediately.

- Set clear production levels for the staff.

- Match services with the right staff.

- Ensure all services are properly billed for.

- Review the margins and manage appropriately

Before

We started with long waiting lists, frustrated staff and managers, and financial uncertainty.

- Revenue of $730,000

- Number of services: 10,600

- 7 Full-time equivalents

After

We increased capacity, shrunk waited times, supported staff and improved the bottom line.

- Revenue of $1,250,000

- Number of Services: 17,800

- 7 Full-time Equivalents