Profit with Purpose Learning Community

H.R.1 is putting pressure on the Medicaid funding your organization depends on. Diversifying revenue is a critical mission-protection strategy that allows you to continue serving your communities.

But expanding into private practice services raises real questions: Is it financially viable? Operationally feasible? Will the board get behind it? Most leaders know they should explore this, they just haven't had the time or structure to do it thoughtfully.

Profit with Purpose is a six-week learning community, facilitated by Linda Rosenberg (former National Council CEO) and the team at Behavioral Health Strategy, built to give you that space and structure. Your executive leadership team will work together to evaluate whether a private practice subsidiary is right for your organization, and you leave with:

• A Readiness Scorecard and leadership alignment insights
• A working 1-month and 12-month pro forma
• A feasibility plan grounded in your organization's reality
• A clear go/no-go decision pathway and board-ready materials

PRE-SPRINT: INTAKE
~2 weeks prior to start
• Intake form from BHS to all participants to include (but not limited to):
• Baseline organization profile (leadership structure, board, other)
• Revenue and payor mix
• Service descriptions
• Top three goals for the Sprint

WEEK 1: ARE YOU READY?
Market timing and urgency: market/policy signals; risks of delay; mission
alignment
• Board readiness and alignment: approvals needed and process
• Leadership mindset: planned change that worked; failures and lessons
• Homework assignment – Readiness Scorecard

WEEK 2: MARKET & MODEL STRATEGY
Review Readiness Scorecard Market opportunity (State 1 and State 2 use cases)
• Hybrid vs standalone model overview (consortium vs solo entity)
• Target patient profile(s)
• Clinical/service offerings (including interventional psychiatry as differentiator)

WEEK 3: LEGAL CONSIDERATIONS, OPERATIONS & STAFFING
• High-level legal considerations
• Digital: front door assessment and evaluation; session scribe;
• supervision/oversight; between session contact; metrics/benchmarking
• Staffing: credentialing and licensing; recruitment; compensation
Internal referral strategies

WEEK 4: FINANCIAL FOUNDATIONS
• Payers and estimated payer rates
• Admin cost transfer strategies
• CCBHC considerations
• Financial structure basics
• One-month and 12-month model pro forma (compliance, licensing, insurance, cash flow)
• Staffing model (clinicians + leadership)

WEEK 5: PRO FORMA & GO-TO-MARKET
• Pro forma development (continued)
• Pro forma with revenue assumptions by practice types
• Competitive Market Quiz
• Marketing investment and referral patterns

WEEK 6: PATH FORWARD (GO/NO-GO DECISION)
• Personalized pitch/review of what you’ve built during the sprint with BHS
• Key risks and readiness gaps
• Overview launch sequencing and timing
• Decision pathways (move forward, refine, pause)

OUTCOME
At the end of the sprint, participants leave with:
• A clear understanding of organizational readiness
• A self-developed feasibility plan
• Defined next steps for execution
• Organizations may choose to:
• Move into a full BHS engagement
• Continue independently with their plan
• Explore alternative strategies