The Situation
A New York based non-profit agency serving children and individuals with behavioral health needs was facing the challenge of remaining financially sound while adapting to changes in financing, decreased clinic census, and increased regulatory requirements. Specifically, the agency’s Article 31 behavioral health clinic programs were struggling to achieve financial success and were in serious discussions regarding downsizing and/or closure.
The Strategy
Sachs Policy Group (SPG) was retained to assist in the development and operationalization of both short and long term plans to achieve financial stability while also ensuring care was available for clients in need.
SPG worked with the agency to help it better understand its policy climate, evaluate strengths and weaknesses, assess its financial situation, recognize any shortcoming in its corporate structure and culture, and operationalize its plans. These activities included, but were not limited to:
- Meeting with executive and program leadership to the assess the current program setup and future goals.
- Providing landscape assessments of their service and financial environments.
- Conducting long and short term financial analysis and modeling of Article 31 services to aid in the production and implementation of long term strategic plans.
- Aiding in the assessment and updating of client outreach processes to increase census.
- Working with mid-management staff to communicate and implement strategic directions.
- Providing advice regarding human resources, staffing, and financial needs; and
- Assessing technology requirements and shortfalls to assist in the completion of specific program goals.
The Impact
The client developed a strategic focus for future directions and a set of operational next steps to accomplish their missions and maintain financial stability. SPG’s financial modeling, service provision oversight, and management input were used to accomplish these goals.
Specific outcomes included:
- Implementing plans to grow existing service lines to provide ample care for clientele while also achieving specific financial goals.
- An increased staff efficiency in service provision due to enhanced guidelines and specific insight into best practices.
- Reorganizing operations to achieve efficiencies, reduce redundancies and implement new program directions.
- Increased insight and understanding of revenue cycle management; and
- Developing contingency plans to reduce or eliminate services that are financially draining and not central to core mission.
Once completed, SPG was retained to assist further with additional programs within the clients’ portfolio, as well as provide ongoing consultation with c-suite executives to ensure processes and goals are consistently met.