BCM Annual Report
Corry Counseling of LECOM Health
Blended Case Management Program
FY 2021/22 Annual Report
The Blended Case Management (BCM) Program offers support to clients living with a mental health diagnosis in obtaining other services and getting their needs met in the community. BCM services are available to both adults and children. Services are provided in a manner consistent with the principles of the Community Support Program and the Child and Adolescent Service System Program. The case management needs of individual clients are assessed. A service plan with specific goals and objectives related to those identified needs is developed and implemented by the client and case manager. Blended Case Managers deliver services to clients at the agency offices, at home, or in the community as needed. Case managers work flexible hours during the week and on weekends in order to schedule appointments based on client availability. Six core areas of service delivery to clients of the BCM program include assessment and service planning, informal support and network building, use of community resources, linking and accessing services, monitoring of service delivery, and problem resolution.
The number of clients serviced in the BCM program was 245. 241 were white; 3 were black; and, 1 was Hispanic. There were 143 female clients and 102 male clients. There were 3 clients age 5 or under; 9 clients age 6-13; 9 clients age 14-17; 27 clients age 18-25; 101 clients age 26-45; 80 clients age 46-64; and, 16 clients were over the age of 65. There were 78 intakes and 102 discharges. Referrals are steady and average 7 a month. There were 5944 hours of service this year.
There are currently 7 BCM positions and one Program Director position. Three BCM staff left the agency and two were hired to replace those individuals. The rate of turnover was 60 %.
In the BCM program there were 5 Relias Trainings for staff to complete as well as 4 Agency trainings.
· Corporate Compliance was completed by 5 BCM.
· Marijuana and Cannabinoids, Pain and the Brain was completed by 4 BCM.
· Fire Safety was completed by 5 BCM.
· Motivational Interviewing was completed by 5 BCM.
· Emergency Response Plan was completed by 6 BCM.
· Working More Effectively with the LGBTQIA+ Population was completed by 5 BCM.
· Confidentiality in the treatment of Substance Use Disorders was completed by 2 BCM.
· Enhancing Treatment Engagement of Individuals with Behavior Health Disorders was completed by 3 BCM.
· Strategies for Preventing and De Escalating Hostile Situations was completed by 4 BCM.
· Crisis Management for Paraprofessionals was completed by 3 BCM.
In addition, the required BCM online Basic Case Management and Children’s Case Management training is due six months from date of hire, and then every two years after. Five BCMs completed these trainings.
Productivity for the program as a whole averaged at 103%. There was a range from 102% to a high of 105%.
Client Satisfaction Survey Results
Client satisfaction surveys were completed in January, 2022. 24 surveys were completed and returned by BCM clients. In addition to the first five questions on the survey, which were asked of all agency clients, there were two additional questions asked of BCM clients, “I am getting connected with needed services, and “The BCM program is helping me become more independent.” All respondents answered all questions “agree or strongly agree.”
Licensure visits/FWA/Quality Audits
The BCM Program had an OMSAS Desk Audit for program approval in March, 2022. The BCM program was approved for another year. There was a Corrective Action Plan regarding staff completing clearances in the appropriate timeframes that was quickly approved and completed.
The overall BCM outcome goal was improved functioning after one year of service. The outputs were number of clients seen, hours of service provided, client intakes, and service linkages made for clients. The data source was the Combined Strengths Assessment Scale (CSAS). The indicator was a decrease in CSAS score. The first target was that 55% of clients would have a CSAS score that is improved after a year of service with 50% of those individuals being over 10% higher.
34 adults and 8 children reached one year of service from July 1, 2021 to June 30, 2022. 62% (21) of adults had scores that improved with 71% of those scores improving over 10%. 50% (4) of children had scores that improved with 75% of scores improving over 10%. 20% of adult and 13% of children’s scores stayed the same. 17% of adult and 37% of the children’s scores worsened. For those not reaching the target, we found the issues impacting their scores were drug and alcohol related issues, mental health symptoms, housing/homeless issues, and medical issues worsening during this time frame.
The second target was that 50% of clients who were in service at least 6 months would have a CSAS Housing Domain score rated 3 or lower. This was a difficult time frame to measure, but of the 42 clients reaching six months of service from July 1, 2021 to June 30, 2022, 48% (20) of clients had a Housing Domain score of 3 or lower. Adult and child client scores were combined. This measurement may have been impacted by the current housing shortages, so next year the outcome will be measured at a year of service. The first outcome target will remain the same.
Expectations for the coming year
For the coming year, the BCM program will continue to be involved in the CCBH Value Based Payment project, now called the Inpatient Mental Health/Ambulatory CBO, which tracks the following variables: Outpatient appointment kept within 7 days of discharge from a psychiatric hospitalization, and with increased BCM contacts within 30 days after a psychiatric hospitalization discharge, as well as a reduction of readmissions within that timeframe.
Referrals to the BCM program continue to be steady and average 7 referrals a month. This is expected to continue.
The largest challenge of this past year was staff turnover as the program was often down 1 to 2 positions during the year. We have applied for a part time waiver, and are trying various recruiting techniques in an effort to improve the turnover rate.