MTM’s state-of-the-art consulting tools create opportunities for transformational change, beginning with rigorous analysis and grounded in collaborative engagement. Working together, we can implement tailored and targeted solutions that make a difference!

Strategic Planning and Business Operations

Strategic Business Plan Development and Implementation

Incorporate essential market analysis, address historical organizational culture and understand how to use partnerships, acquisitions, collaborations and mergers to thrive

Back Office Management

Identify the specific roles, functions and responsibilities of back office staff to support the required increase in back office utilization management

Revenue Cycle Management

Improve revenue cycle functions, decrease redundancies, improve efficiencies and collection rates while reducing expenses

Internal Utilization Management

Achieve qualitative and quantitative measures of compliance, implement strong compliance plans and monitor work tied to key performance indicators

Payer Mix Diversification

Reduce dependence on one or two primary payers, develop and implement payer diversity action plans that include credentialing staff to provide services for additional funder types

Documentation Compliance Risk Audits and Risk Attenuation Planning

Identify and remedy quantitative and qualitative compliance concerns through onsite review of clinical documentation

Data Mapping and Planning

Measure redundant data collection and identify areas to streamline the documentation process to reduce staff time and frustration as well as cost to treatment

Centralized Scheduling and No Show/Engagement Management

Implement electronic centralized scheduling, minimize “no show” rates and support consumers not adequately engaged in treatment services

CCBHC Operations Support

Assess the level of CCBHC-required service delivery capacity and support development of rapid cycle action plans to address program compliance needs  

Rapid Cycle Transformational Change Project Management

Implement change concepts that can be sustained, including: collaborative documentation, JIT prescriber scheduling, centralized scheduling, utilization review/management, cost finding and integrated care implementation

Performance Measurement and Data-driven Management

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SPQM Quality Data Management System for Individual Centers – Driving Transformational Change, Making Healthcare Providers and People Better

SPQM Quality Data Management System for Statewide Associations : Driving Systems Learning, Practice Improvement, Measurement-Based Care, and Advocacy

Turn service delivery data into actionable information to make objective decisions, manage operations, develop continuous improvement strategies and demonstrate outcomes to public and private payers

Cost and Net Revenue Analysis per CPT/HCPCS Code  

Generate true cost-versus-revenue comparison by position type and CPT/HCPCS code and provide tangible data regarding necessary changes to improve models of care

Data Mapping for EHR Development

Provide guidance to electronic health record vendors about the record keeping system requirements needed to support clinical processes

IT HIPAA Compliance

Ensure compliance with Security Risk Assessment requirements and help implement proven best practices

Key Performance Indicator (KPI) Development

Meet state and federal audit requirements, qualitative and quantitative measures of compliance and maximize team performance

Secret Shopper Customer Service Assessment & Training

Unannounced site-visit to observe the intake and assessment process and provide feedback and recommendations; training to enhance skills and awareness to become a truly consumer-focused organization

Clinical Best Practices

Same Day Clinical Access

Develop the systems to offer same day assessments to improve consumer satisfaction and engagement while eradicating no shows in the assessment process  

Just in Time Prescriber Scheduling

Move a consumer from diagnostic assessment to a psychiatric evaluation within 3 to 5 days; increase engagement and reduce no shows/cancellations; generate positive clinical and financial results

Daily Living Activities-20 (DLA-20) Outcomes Measurement Implementation

Measure mental illness or disability’s impact and provide valid scores and consistent utilization for healthcare report cards, report psychiatric approval for Medicaid reimbursement.  Click here for additional information on outcomes measurement and monitoring with the DLA-20.

Levels of Care Development

Develop severity of need based levels of care to guide UM/UR staff and support participation in shared risk/value of care funding environment

Risk Stratification Outcome Measurement

Provide a comparable “apples to apples” client level outcome comparison for each direct care staff and for units/programs

Collaborative Documentation

Support clinicians’ ability to document the clinical record with consumer present/contributing to the process resulting in improved client engagement, reduced no/show cancellations, improved medication adherence and enhanced quality of clinician work life

Evaluation and Management Practice Changes

Improve compliance with Evaluation and Management coding and service documentation, which is required with all Current Procedural Terminology (CPT)  

Integrated Care Implementation

Establish the systems and relationships to integrate MH, ID/D, SUD, community support, and/or residential services with primary and urgent care, dental and other service lines   

Health Homes and Healthcare Neighbor Capacity

Training to support a healthcare home neighbor service delivery capacity, including ability to accept “warm handoff” referrals through providing efficient access to treatment  

Psychiatrist Roles in New Healthcare Settings

Training and consultation support for team-based collaborative models of care to meet the demands of the new behavioral health landscape

Training in Brief Therapies, Treat to Target, Stepped Care, SBIRT, Motivational Interviewing

Training to incorporate motivational interviewing in brief therapy, treat-to-target and stepped care clinical approaches to assure changing levels of care are appropriately addressed

Using ICD-10-CM Diagnosis Codes to Document Changes in Consumers

Training to support successful use of the ICD-10, including accurate back office and billing functions to ensure proper reimbursement from payers

Board, Leadership
and Workforce Development

Governance Board Training

Shift from management to governance board model, moving board decisions from a “committee of the whole” to a delegated, solution focused committee structure

Organizational Structure Assessment

Review of current organizational structures and recommendations to promote internal systems integration and reduce management costs

Internal Service Delivery System Integration

Identify and address internal “silos” of care to design internal integration of clinical and administration functions

Interim Executive Director/CEO/ Interim Medical Director Support

Support transitions in leadership with onsite interim CEO and Medical Director for up to six months

Leadership Skills Training

Acquire best leadership skills, practices and strategies for executives to manage change, improve operations and maintain competitiveness

Transformational Change Executive Coaching

Leadership development coaching to design and implement transformational service delivery system changes and sustain continuous quality improvement efforts