NNews-July-2023

28 July 2023 NJAMHAANews: What are the most prominent changes and developments that you have seen and achieved in your time at Bright Harbor Healthcare? KimVeith: There are so many changes. What stands out is that I started in children’s services when the Children’s System of Care was first being implemented, and I participated in each iteration. Back then, I led Youth Case Management; that was before Care Management Organizations were created. Over 25 years, there has been much reform. We have seen New Jersey do wonderful work and achieve positive outcomes for children. The next large system change I saw was implementation of CCBHCs and the integrated care model. in the past 10 years. It’s wonderful that New Jersey has a CCBHC demonstration project and is investing resources into it. The other major development and change has been working within the Ocean County community to develop social work/law enforcement partnerships and increasing access to care via the intersection of public health and public safety. We were among the first in the state to do so, and have been pioneers in that effort. It has been both important and rewarding work. NJAMHAANews: What new rewards are you experiencing as CEO? How has your perspective changed and what new challenges have you encountered in this role? KimVeith: I’ve gotten the opportunity to know the talented staff we have in all parts of the agency. My perspective changed a little bit. I always cared about access to care and the clients. Now, I care about the workforce and their families just as much as the services and clients. From being here 25 years, I have a lot of long-term colleagues and solid relationships. The challenge has been to make sure I’m setting a pace that works well. I’ve been fortunate to have people cheering me on and suggesting to me what I should do, but I’ve learned I need to set the pace according to my realistic timelines and not in reaction to expectations of others. In the fee-for- service model, it’s difficult to balance workforce issues and needing to pay staff with having revenues at less competitive rates and trying to invest in the infrastructure for the long term. I see the whole CEO position as a privilege to have the ability to make a broad impact, to make your part of the world better than you found it. NJAMHAANews: What agency and program growth and/ or other changes do you envision for Bright Harbor Healthcare? KimVeith: We’re always looking for what we’ll do next. CCBHCs have had funding and time to develop services that people need. We don’t have this in the fee- for-service programs. The key will be finding creative funding streams to support folks in accessing basic needs, that is lacking presently and exacerbating post-COVID care. It’s a both a challenge and a blessing to provide services and resources. We want to be a good steward of all resources and serve in a way that’s safe and makes sense for everyone. I see behavioral health care moving towards outcomes-based management. Primary care, cardiology and other areas of health care are more used to this than the behavioral healthcare field is. Diversity, equity, inclusion and justice, as well as public health, play a large role intersecting with different areas, such as public safety. We intersect not only with public safety, but also education—all community-based services —and we need to work collaboratively. I want us to lead the charge. I always cared about access to care and the clients. Now, I care about the workforce and their families just as much as the services and clients. KimVeith, MBA, MSW, LCSW, LCADC Chief Executive Officer Bright Harbor Healthcare “ “ Mental and behavioral health care were taken out of the medical model, which did not focus on the whole person experience or impact on integral health. The system needed to move to integration and blend behavioral health into a medical model of care to achieve the best overall outcomes. I’m proud of the work we’ve done around integrated care. There have been exciting changes