What Separates BRE From Other Mental Health Processes For Care
Do-It Yourself Programs
Dedicated and professionally trained leased-staff, paid according to billable hours (100% efficiency) coordinated from your waiting room and remotely.
Front Desk, Medical Assistants, Other Staff, no proper interaction system and takes time away from primary encounter interaction including ties up exam rooms.
During annual screen--applicable to all patients, additional ICD 10, LCD and NCD qualifier questions are asked to help determine applicable inclusion.
Generally, up to Provider to figure out, no guidance system or documented method other than reviewing possible diagnosis codes from E & M encounters.
Actionable Next Steps
Patients with determined risk factors are re-assessed at each encounter by advance notification. Treatment Action Plans are created as part of the care plan from input by Provider, Patient and BRE staff.
Without a designated, full-time staff member driving a proper program, collected data is just put into chart notes. Nothing changes unless circumstance changes are significant. A completely inefficient use of time.
Patient Participation Approval & Benefits
Following on and offsite education by BRE staff, patients ordinarily agree to participate. After implementation of a treatment action plan, patients' often look forward to ongoing inclusion and report to office and others regarding their satisfaction.
Patient compliance is low and complaints are high. Staff is not correctly trained to deal with this. Recurring assessment gathering becomes impaired because both staff and patients are reluctant to participate. No action plan or follow up.
Contribution to Society
Many patients suffer from mild to moderate mental health conditions, whereby a therapeutic and "fun" environment can be created through the use of community-based activity participation. This is guided through each patients' treatment action plan and between office visit communications.
Does not result in patients' re-engaging into society, volunteering, participating in events, attending support or religious groups or other activities.
Reduction of Costs
Hospitalizations and residential care needs are reduced as a consequence of earlier detection, tracking, monitoring and implementation of treatment action plans that are supportive and productive for patients and their local communities and social services.
Mostly results in increased costs for insurance and tax payers as rarely can any meaningful change in patient care be quantified nor can it be objectively supported or documented.
Patient progress is tracked and compared through robust software features. This includes graphical displays of assessment and other data over time. Helps determine continued need or cessation of program.
Essentially-none. Archived historical tests can be retrieved individually but without robust comparisons of data or notes over time or across multiple patient records using a one window view.
In addition to the objectiveness of subjective responses over time from the assessments, patients are monitored in between office encounters remotely, usually, 1-2x per month. This gives treating providers interim data that can help reduce emergency intervention.
No monitoring between office visits. Patients either self-monitor and respond as they see fit or circumstances can easily escalate to that of an emergency.
Streamlined process with documented patient progress performed by leased staff. Significant increases in production.
May identify patient conditions missed during E & M. Lacks follow through; minimal production increase for time.