Staffing shortages, administrative burdens and opportunities for technology are top of mind for behavioral health organizations, a new survey reveals.
The survey, done by Kipu Health, reached more than 750 people across leadership, clinical and nonclinical roles. It included Kipu clients and non-clients. Kipu makes software for behavioral health and addiction treatment centers and serves 4,000 facilities.
Many clinicians (68%) also report that tech positively impacts their ability to connect with patients, like through video conferencing, mobile check-ins and other digital tools that enable tracking of patient progress. All of these tools enable clinicians to maintain supportive, ongoing contact, even outside sessions, a report on the survey’s findings said.
Many also believe tech is crucial to addressing the addiction crisis, the survey found. Most (84%) of leaders and 77% of clinicians agree that tech can aid in these efforts, with three-quarters of leaders and two-thirds of clinicians believing it can reduce relapse rates.
“We all know there’s a staffing shortage,” Carina Edwards, CEO of Kipu, said. “People feel that artificial intelligence and technology cannot replace clinicians, but support and help streamline their time to deliver better care.”
The survey found AI adoption is on the rise: 17% of leaders are already using AI, and more than half are considering or actively planning to implement it. Two-thirds of leaders are positive about the use of AI in healthcare, while a third are neutral. AI-driven tools can help analyze patterns in patient data to predict high-risk cases and personalize treatment plans, the report noted as one sample use case.
However, leaders should proceed with caution, keeping in mind data privacy, compliance and ethics to ensure trust among patients and staff. Educating teams on AI’s role and setting clear guidelines is crucial to a successful rollout. In the clinical setting, particularly in one as sensitive as behavioral health, a patient who knows they are being recorded might hesitate to share openly with their clinician. “It’s an emerging thing as people are figuring out their therapeutic alliance,” Edwards noted.
More than 80% of leaders report using EHRs to track and measure outcomes. Facilities may also consider integrating advanced analytics to uncover more trends and improve treatment protocols based on real-time outcomes, the report said.
For facilities looking to leverage tech effectively, the report recommended prioritizing tools that integrate smoothly into existing workflows, avoid disruption and reduce clinician burnout. Facilities would also do well to make sure the tech is intuitive and user-friendly, which can boost patient engagement and adherence. And clinical staff should be involved in the selection and rollout process for maximum efficiency.
“We don’t lead with technology. We lead with understanding workflow, and care, and time,” Edwards said. “When you forget to put the users at the center, then the frustrations can bleed into the clinical care.” Facilities should think about what purpose their tech serves, how information reaches various parts of the organization and how the tech achieves both business and team goals, she added.
Still, the vast majority of leaders report they are effectively engaging patients. This suggests many facilities have found reliable ways to do so, whether through support teams, enhanced telehealth or digital engagement tools, per the report.
For organizations looking to bolster their patient engagement, the report recommends leveraging patient feedback to refine engagement methods, provide regular training on digital tools to staff and prioritize tech that enables patient-provider communication. Leaders should also consider streamlining administrative processes to free up clinicians’ time for more face time with patients.
When it comes to what’s keeping them up at night, leaders are focused on concerns about regulatory changes, economic pressures, staffing, competition, tech adoption and market dynamics. The regulatory changes vary by state, Edwards said, and concerns remain broad and ongoing regardless of the administration.
A third of leaders feel finding and retaining staff is easy, while another third feel it is difficult. To stay competitive in the job market, organizations should promote clear career progression paths, invest in continuous learning and offer hybrid work options or adaptable shifts. Regular check-ins, staff recognition programs and open feedback channels are also important to create a sense of belonging, the report suggested.
The survey revealed a discrepancy between how leaders think they are managing burnout and the reality for staff on the ground. Two-thirds of leaders feel they are effectively managing burnout among staff. But a quarter of clinical staff report actively looking for new opportunities. Work-life balance, salary, workplace culture and career growth remain significant motivators.
Nonetheless, nearly half of clinicians surveyed feel they are fairly compensated, and three-quarters are satisfied with their current employer.
Three-quarters of leaders feel confident in their ability to effectively negotiate with payers, a crucial skill to stay financially viable. Strong negotiation skills can lead to better reimbursement rates and streamlined billing, the report said. Facilities should consider specialized training in payer negotiation for key staff. Organizations should also leverage data analytics to present clear, outcome-based justifications for reimbursement when contracting.
“Being able to historically look at that data,” Edwards said, “and being able to financially project that data, I think, is critical.”