Behavioral health providers face unique challenges in maintaining long-term patient engagement. Leaders from six organizations shared with Becker’s lessons that other health systems can apply — from investing in clinicians to leveraging peer support and technology.
Editor’s note: These responses have been lightly edited for clarity.
Question: What lessons can other healthcare organizations learn from behavioral health providers about patient engagement and retention?
Matthew Ruble, MD. Chief Medical Officer at Discovery Behavioral Health (Irvine, Calif.):
Through tracking responses on frequent surveys and scales — including social determinants of health, health-related social needs and measuring the strength of the patient/clinician alliance — patients can be actively involved in their own progress, which can inspire motivation and engagement — and ultimately retention. These measurements and assessments work together synergistically, enhancing the overall healthcare system.
We also know recovery doesn’t end when the treatment ends. At Discovery, we have D365 — an AI-enabled platform that provides patient monitoring and assessment for a full year post-discharge. A live care team is alerted when D365 detects signs of a struggle or potential relapse. The system is vital for patient growth and intervention.
Michael Midgette. Chief Growth Officer at Thriveworks (Lynchburg, Va.):
Behavioral health has had to innovate around engagement and retention because, unlike episodic care, treatment often requires consistent participation over time. A couple of key lessons stand out.
First, it’s crucial to invest in clinicians. In a supply-constrained market, they have their pick of where to work. If you want to retain clients, you need great people, and you’ll only attract those folks when you are investing in their growth, success and well-being.
Second, making it as easy as possible to track progress improves outcomes. Tools that make it easy for clinicians to track progress in real time help create highly personalized treatment that empowers individuals to accomplish their treatment goals.
At the end of the day, retention in behavioral health is less about technology or process for their own sake and more about creating the conditions where both clinicians and clients can stay fully focused on the work of healing.
Omar Fattal, MD. Deputy Chief Medical Officer and System Chief for Behavioral Health at NYC Health + Hospitals:
Patient engagement and retention hinge on meeting patients where they are, integrating care and ensuring seamless transitions. We also have to recognize that peers are central to treatment. At NYC Health + Hospitals, peers play a vital role in building trust and keeping patients connected to care. We have our own Peer Academy that trains and develops peers, ensuring a strong pipeline of skilled staff whose lived experience enhances patient engagement across our system.
Programs like the Peer Bridger program pair peers with patients at discharge to help them navigate services, overcome barriers and remain engaged in treatment. Peers embedded in our emergency department lead teams across all 11 hospitals, connecting patients presenting with substance use issues to ongoing care. Another example of how we bring care directly to patients is our behavioral health program in domestic violence shelters across the city, where onsite therapy, psychiatric care, and medication management significantly reduce wait times and expand access for families in crisis.
Engagement is further strengthened through robust discharge planning and innovative models like Bridge to Home, which pairs housing with outpatient treatment for patients with serious mental illness experiencing homelessness. Taken together, these efforts show that retention is maximized when clinical care is paired with the accessibility of onsite services and the unique credibility, trust and connection that only peers can provide.
Rachel Dalthorp, MD. Executive Medical Director of Specialty Services at LifeStance Health (Scottsdale, Ariz.):
Clinicians are the foundation for any clinical organization and certainly the heart of our mission. When they feel supported and valued, clinicians provide excellent, high-quality care and wonderful experiences that keep patients engaged over time and lead to better outcomes. Preventing burnout and investing in clinicians’ well-being helps them thrive, which benefits patients and strengthens the entire health care ecosystem.
Stephen Merz. Vice President and Chief Operating Officer atSheppard Pratt Solutions (Towson, Md.):
Great care and caregivers are the heart of our learnings. Patients, families, providers, clinicians and payers know what great care looks like. If you deliver the highest quality care, patients naturally seek organizations they trust where the care is consistent and expertly delivered.
Tracey Izzard-Everett. Vice President of Behavioral Health Services- Sentara (Norfolk, Va.):
Patient engagement starts the moment someone reaches out. In a large healthcare environment, it is critical to ensure a welcoming and inclusive atmosphere. We have integrated behavioral healthcare into our cadre of physical healthcare services as well as offering same-day/next-day access at our Behavioral Health Care Center. By offering a warm and professional environment, we aim to reduce stigma and welcome all clients. Furthermore, we have trained our front desk staff and non-clinical employees in mental health first aid to increase awareness and understanding with a goal of increasing compassionate interactions at all levels. Setting a positive connection at the onset clears the path for lasting trust, active engagement and improved retention.
