Rethinking Behavioral Health Capacity: Are You Set Up to Meet Demands?
Aired: May 21, 2025
About the Webinar
Transforming Behavioral Health in Health Centers
This on-demand webinar explores how FQHCs can rethink their behavioral health models to better meet community needs. Led by Dr. Connie Tucker, a seasoned clinician and CMO-turned-Chief Development Officer at Ascend Healthcare, the session dives into strategies for evaluating capacity, using data to scale services, and engaging leadership to support growth. From real-time staffing metrics to patient stories that drive home the impact of care, this conversation offers tactical insights for health centers ready to expand mental health services.
Chapters
01:41 — Strategizing for Behavioral Health Capacity
04:23 — Justifying Future Investments in Behavioral Health
05:53 — Patient-Centric Stories in Behavioral Health
08:59 — Engaging Executive Leadership in Behavioral Health
16:36 — Scaling Behavioral Health Programs Effectively
“Start with the mission and ask your executive team: How do you see us healing the community? Then work backwards—tie it to your data, your staffing, and your strategy.”
About Dr. Connie Tucker
Chief Development Officer
Ascend Healthcare
With over 25 years of healthcare experience, Dr. Tucker is a licensed physician in Arizona and California. She earned her Doctor of Osteopathic Medicine from Midwestern University and completed her residency at John C. Lincoln Hospital System in Phoenix. She began her career with the National Health Service Corps as a Board-Certified Family Physician, later serving as staff physician and associate medical director at Mountain Park Health Center. There, she led quality initiatives, precepted for Mayo Medical School, and co-led a $4M EMR rollout across five clinics.
Dr. Tucker went on to serve as Chief Medical Officer for Gardner Family Health Centers in the Bay Area, overseeing operations for over 70,000 patients across seven sites. She later became Chief Medical Officer at NOAH in Arizona, leading medical, dental, and behavioral health services during the COVID-19 pandemic.
Today, at Ascend Healthcare, she continues her passion for delivering integrated care to underserved communities. Dr. Tucker is a graduate of Harvard and UCLA executive leadership programs and an active member of the American and Arizona Osteopathic Associations.
Transcript
Speaker 3 (00:00)
Good morning, everyone. Good afternoon for any of those that might be in the East Coast. Thank you, everyone, for joining. We wanted to go ahead and put this webinar together to share some insights on behavioral health. We've recently, Alcar Health has partnered with Descent Healthcare to introduce them and their solutions to the federal qualified health centers that we work with and beyond. With that being said, I do want to introduce myself. My name is Alex Carrillo.
I am the founder and CEO of Alcar Health. Some of you guys may be familiar with us, some of you guys may not. We are a boutique consulting firm that specializes in providing solutions to federal qualified health centers when it comes to engaging with their patients, retaining their patients and growing their patient panels, as well as providing additional services that augment the services for those patients.
With that being said, today is really all about behavioral health. With that, we have our lead speaker, Dr. Connie Tucker. So Dr. Tucker, I will turn it over to you. And if you wouldn't mind doing an intro by yourself, sharing with the team and everyone that's on the call a little bit more about yourself, and then we can jump into the webinar. Just a quick reminder, like Natasha said, we are holding questions till the end.
You are able to do questions on the Q &A and I will be monitoring those questions as well. So with that said, Dr. Connie Tucker, I will turn it over to you.
Speaker 2 (01:25)
Thank you so much again. Good morning, good afternoon, wherever you are currently watching this webinar. My name is Dr. Connie Tucker. I am a family medicine physician by training. I have dedicated my whole 25 year career to federally qualified health centers. I went to medical school to help people and I joined the National Health Service Corps right out of residency. In order to do that, I served as a National Health Service Corps loan repair recipient for 11 years and
Through that journey, I've also been a medical director and a chief medical officer. In my chief medical officer role, I also was the interim director of behavior health, which I really see health as all of us in together. It's all service lines to heal the community. Currently, I am the chief development officer for Ascend Healthcare. I was the chief medical officer for the first health center that Ascend worked with, and Ascend is a behavioral health solution.
We really provide three things. We help in the capacity where patients need access to care. We also have a clinically forward and executive team that are all clinicians. We want the patient to always be first. And then we also diversify revenue for our health centers and communities we're working with. So thank you for the time and happy mental health month. That's one of the other reasons we wanted to have this webinar. We are celebrating mental health awareness for May and
Thank you to all of you who are serving and helping patients with a mental health issue or a substance use disorder.
Again, really the thoughts and objectives for rethinking behavior health capacity is what we're working on and thinking about in this webinar. Really there's three objectives. I put them on the slide. We will get through them in order. But number one is framework for evaluating your current behavior health model. Number two is learning how to translate your community insights into a scalable solution. And then really the third one is gaining confidence in how your you plan for and justify your future investment. So before we really dive into any of those objectives, we wanted to ask a couple polling questions just to see where you all are at. So if you would be so kind to answer, the first question is, how would you describe your current behavior health model?
Speaker 1 (03:42)
Looks like we have a majority answered and I would say that about close to almost 50 % meeting needs but with strain and tied for the last three are the fully staff facing serious capacity issues and early stages of development.
Speaker 2 (03:56)
Thank you for the feedback. This is really helpful.
Okay, so really let's speak about these are the things that I've seen in my previous experience as a chief medical officer, interim director of behavior health. Really your framework should always start with data. If you think about how are you using your data to drive your decision making, if you're part of the federally qualified health center world or health center world, really the UDS report has a really a great section to show your behavior health.
percentages. If you're not a part of that health system, really what other reports can you utilize to show your behavior health need?
In that I'm gonna showcase, this is one of our collaborative partners and the CEO and people of that health center have said we could share their data. this is what the UDS table looks like. For those of you who've been on the HRSA website, you can find a lot of great information about your health center this way. This is the main page that really talks about your total patients and your percentages of who you're helping.
If you move to the services section, it's highlighted in the double blue bar. Really, the first thing to look at is how many percentage of mental health patients are you serving from your total denominator? This will show percentages and number of people.
If you aren't in a federally qualified health center in a health centers, report in these similar metrics will really help you think about your strategy moving forward. So let's go through an example. I'm not sure how many patients everyone is serving, but I picked an easy number. I like easy math here. Certainly if your health center is 25,000 patients and you're thinking about it's the year 2025,
then your goal was to serve 5 % of people and that's what you met, that would be 1,250 patients. So then you need to think about how many clinicians would I need to serve that many people in a behavioral health capacity? So if you think about the psychiatry clinician can see about 500 patients as a full caseload.
they can see about 300 encounters per month per FTE. So if you divide 1250 by 500, that would give you 2.5 for psychiatry. And this would be the team that would be prescribing medicine and co-occurring substance use disorder medications. If you're thinking about for your therapists doing traditional psychotherapy, their caseload is about a hundred. So again, just easy math, 1250 divided by a hundred is 12.5 FTEs and their KPI would be 120 encounters per month for FTE.
Being about that, you can look at your goal setting, right? You can think, this is my data. This is how many people I'd like to serve in 2025. So now what does it look like moving forward? So most strategic goals and most strategy sessions can be a one year session, can be three years, can be five years. But most people in my experience pick a modest increase year over year because you really want your team to be able to meet those goals. If you go above that, that's.
Wonderful. So let's think about a strategic goal setting for our 25,000 health center. And the team picked 2 % year over year. What we've seen in my experience are all of the people that we're working with. Most health centers are serving between about 3 to 5 % of their patients need have a behavioral health service already identified. But the national average is usually about 20%.
So again, let's look back at our 25,000 patient health center. If you remember, they were at 5 % for 2025. They wanted to get to 2 % more for 2026. So that bumped them from 5 % to 7%. So instead of that 1,250 patients, it now is 1,750. And then you can again do the math. So you'll notice for psychiatry, it bumped one person, so one FTE, to meet the need for 2 % more, but it was five therapists more to meet that. So this just gives you an idea of how to strategize for your own center.
I thought it would be nice to showcase Avalonthe again is a federally qualified health center we have in Arizona that we're helping in 2025. They're serving about 90,000 patients. The CEO there is a proponent of behavior health. He really believes that healing the community is all service lines on their health journey. And he tasked his team in 2021 to increase year over year by about 2%.
You can see in the UDS table I highlighted here for you starting in 2021. You know, they leveled out. They were about 4 % in 19, 5 % in 2020, 5 % in 2021. But the whole team jumped in and there's a lot of buy-in with this group of people and group of leaders and clinicians. Everybody is really on board to helping with the mental health percentage. And you can see they went from 5 % to 10%.
They doubled year one and almost the same for the following year. So they've hit their metrics and their goals. And that's a great way to celebrate and show the team that the data points you're picking is working.
So now that you've thought about your strategy and how many people and how do you get to those percentages, let's think about insights for scaling that solution. Again, we're gonna think about data in ways that you can expand that makes sense for your health center. So really the first thing we look at or you should think about is your behavioral health referral metrics. So some people call it the wait list, some people call it the backlog. And really as you think about best practices,
We all know the longer the patients wait for an appointment, the less likely you are to convert that.
So really, these are some of the metrics that we've noticed or I've noticed in my experience. If it's 90 days or more, you know, it usually is about a 25 % conversion rate to an appointment. 60 days or greater is about 50%. 30 days or less is about 75%. But if you can get to same day access, that's really when the patients are engaged and want the care. So if you can get your team or your...scalable solutions the same day we see it converts to about 95%.
What other things can we look at? So for our operational people out there on the webinar, really here are some other things that you can think about. Your third next available. So really you should be able to see the patients when they need you. That's a really good indicator of if you have enough staff. Next, like we mentioned for the caseload management, you can keep track of are they getting close to that 500 for a psychiatric provider?
Are they being close to that 100 caseload for the therapist? And then looking at your referral wait list, like how far out are you booking? And then what's really also important is your recruiting timeline. How quickly can you find new people, new clinicians? And then really how long does it take you to get them credentialed through the payers that are assigned to your health center or your community?
Again, here are just some goals that we've noticed or things that I've seen in my experience. Really, when you get to that third next available, if you're four weeks or more, you really should start thinking about recruiting. Again, your caseload management, if you're getting to about 75%, you wanna let the clinicians know like, we're thinking about it. We know you're getting ready to be full. We're bringing on new people.
And really, again, if you notice the conversion rate to appointments, you don't want your wait list or your backlog to be more than five days. But really, if you can get it to that same day would be your goal to have your scalable solution.
And then really thinking about how do you justify your future investment? I think it's important to mention, you the patient is always the most important thing. You know, clinical need and mission is really why we're all here and why we're helping people. So if you start with the people story, I think everything else sort of falls in line in my experience. It's always great to speak to your leaders, your CFOs, your people that you have to justify. Here's what I'm asking for the budget.
For this year, for the next year, this is how I see it, moving it forward, really utilize those operational KPIs to show your unmet need. I think that really tells a beautiful story. Listen, we're doing a great job serving, but I think we could do more. And here's why I think we could do more. And then I think it's also really important to think about if you're not serving those people that are assigned to you for their behavioral health need, they're going somewhere else.
Right. And that's really not what you want for them to have available. You want to be able to keep them in your health center and serve all of their needs. And so really think about it as a potential revenue loss for your unmet needs. If you're not seeing, you know, those 100 people, those 200 people, like what revenue are you missing for your budget? Number next, let's always think about diversifying revenue. Right. I think that's a really important thing.
You can think about your FTEs and your encounters like the math we showed before, and then project that out with your finance people and how much monies that would generate for you and your health center. And then for those of you who are in an FQHC world, don't forget about the 340B monies attached. The behavioral health medications are a great cost savings. So if you have an in-house pharmacy or contracted pharmacy, you can ask
Again, for data reports that would showcase like here are top 10 medications for psychiatry. Here's what we're prescribing for substance use disorder. And then they can extrapolate how much of those monies would be generated back to your health center and add to another part of your budget to justify your future investment. And then for finally, for those of you who are on a value based contract.
And if you're not, right, Alex, it's come in, really thinking about the quality metrics and the monies attached to your behavioral health patients, right? What are your goals? What are they expecting? Again, you can tie that to your key performance indicators and extrapolate monies coming in for that. And those of you who are attached to an accountable care organization or you have data for your emergency room, hospital admission, re-admission. Sometimes these are also tied to your value-based contracting and some monies. So a couple ways to think about how to justify your future investment.
Okay, so if it's all right, I'd like to digress just a little bit and tell you a patient's story because I believe that's why we're all here and it really showcases all the wonderful work that you're doing and why people need us.
These are the words that Karen's family and friends have been using to describe her for more than 15 years. If you ask Karen the word she would use to describe herself, they would be daughter, friend, mother of two. She's been searching for someone to help her for more than a decade. Karen is 35 years old and recently became a part of a community health center. She came with her parents looking for help about six months ago. Her parents brought her because Karen's unable to communicate her needs. She's able to speak, but her words are not ordered in a way that's understandable. She's been so depressed that she's unable to get out of bed for more than two hours at a time. She's not been able to hold a job for more than 15 years.
She's never been able to express the love she has for her two beautiful children their entire life.
Karen's family and friends were concerned that her behavior was due to methamphetamine use. When she was 20 years old, she told her parents she was having visual hallucinations. And like any of us would do, in that situation, they took her to the emergency room for answers. At the visit, she tested positive for methamphetamine. That was the one and only time that her urine drug screen was positive, but the stigma of those results stuck with her for years to come.
She wasn't able to communicate in an understandable way to her primary care doctor, her counselor, or the DES office who wanted to evaluate her for services. She would show up to her appointments and do the best she could to advocate for herself, but she often left in tears without any answers as to why she was worsening year over year.
Her PCP decided after one more frustrating appointment to reach out to a psychiatric provider to ask for assistance. She was seen the following day in the same EMR, in the same health center environment, and had a new patient psychiatric consultation. At that appointment, she was diagnosed with a disordered schizophrenia. For those of you who don't know what that medical condition is, it starts usually in your teen years and is associated with symptoms like disorganized speech, thinking, and behavior. Because of this, it made it difficult for Karen to carry out her daily tasks and communicate with others. Karen has been stigmatized and misdiagnosed for over a decade. She, like most of us, was worried about starting medication and if she could be able to afford it or if it was even on her health plan.
The team rallied around her and ensured the prescription written was affordable and she could pick it up at the pharmacy at her earliest convenience. her two week follow up, for the first time in over 15 years, she showed up for her telehealth appointment on her own and said, hi Heather, it's wonderful to see you. I'm feeling so much better. When Heather asked her in what ways are you feeling better? She said, I no longer feel trapped inside my own brain. At the end of the visit,
With tears in her eyes, she said, thank you. This team and this new medication saved my life. Three months later, Karen's now employed. She's only sleeping eight hours a night, and she's telling her kids every day that she loves them. We can't, as a team, give Karen back her 15 years, but we can continue to show her what love, care, and support looks like. Thank you.
Speaker 3 (18:48)
Dr. Tucker, thank you so much for sharing that. We do have one question that came in. And I want to go ahead and address it. Someone asked or someone mentioned
This seems like a fantastic way to look at both adding clinical value and financial benefit to any organization. What's the best way to get a buy-in from executive leadership?
Speaker 2 (19:10)
That's a wonderful question. So what I heard you asking is there's really an amazing dyad for the clinical and operational story. I would start there. really start with the mission and ask the executive team, like, what does that look like to you? Like, how do you see us healing the community? And think about it always from a patient perspective. In that. Then the next thing I would ask or show is really, well, here's the data that I've seen and this is what my team thinks it should look like. How do we get there together? That's how I would answer that question, Alex.
Speaker 3 (19:49)
Thank you. And I have a few that I'm going to go ahead and ask it while we wait for additional questions. Dr. Tucker, what are the most common reasons you see FKHCs hesitate to expand their BH programs even when the need is clear to them?
Speaker 2 (20:05)
And that's a wonderful question. think, you know, number one, I think it's just competing priorities. There's so much to do. And I totally understand that. I always say there's always joys and struggles to everything. And there's so much wonderful care and things that you can think about as a leadership team, a director, a manager, clinician, but there isn't always time. Well, there never really is time in the day to do it all. really.
Where is it prioritized? I think is sort of the number one barrier of why people don't move forward with their behavior health expansion strategies. I would say that's number one. I think number two is just sort of buy in for the team in totality, right? I think we showcased whatever your health center community is doing. If everyone's not bought in, you're really not gonna meet your metrics and goals. And I think number three is probably just staffing, truthfully. A lot of times it's hard to find clinicians and especially in the behavioral health world, it's a smaller group of people. so I would say number three is just like three is a workforce issue for sure Alex.
Speaker 3 (21:13)
No, I agree. I always say FQHC, anyone that works in FQHC wears at least two or three hats, right?
Speaker 2 (21:21)
Exactly, your job description says duties as otherwise assigned. Like sometimes you're running in that more than really what you think you should be doing. And we get that it's, you know, really part of what the mission is to serve the communities and day to day that can look different.
Speaker 3 (21:39)
Exactly. We are going to launch one more poll because it will help us understand where things are.
So the poll question number three is what will help you better advocate for behavioral health investment in your organization?
So we're clear funding paths and guidance at 44 % of answers, operational benchmarks or ROI metrics at 38%. So those are strong numbers there. Thank you for sharing that. We have a question from Grace.
What is the data of clinicians required to be trauma-informed, care certified, and should they be?
Speaker 2 (22:21)
Okay, great question. The way I hear this question and for the person who asked that, what I hear you saying is in your behavioral health strategy, what populations are you trying to serve, right? Is it general mental health? Are people designated seriously, mentally ill? Are there co-occurring substance use disorders? So when you're thinking about your FTEs, I would start there and then.
Certifications, what you think is needed. A lot of times in our behavioral-based interviewing, we ask those questions. Like, what are you comfortable serving? Like, what's your previous experience? And then, do you have any other special certifications? So usually what we see is they're EMDR certified is their most likely certification. But again, I think I would focus more on just experience. I'm not sure. The certification is mandatory unless they are providing something like EMDR.
Speaker 3 (23:17)
All right, thank you for answering that. We have one more.
From Sarah, how do you prioritize SUD, MOUD into the BH and primary care space in the FQHC setting? Are you tracking those in BH also receiving SUD services?
Speaker 2 (23:36)
Sure. I'll start with the first part of the question. In my experience, everybody needs to see it the same really in your basic, so if you're having provider meetings or clinic meetings or organizational wide meetings, I really think the best way to describe it is thinking about it without any stigma. We should all see it that way, right? The behavioral health group of people are also coming for medical or other things in your FQHC and really again, asking or thinking about it as a clinic wide organization wide that.
It's really part of the care journey and the health of the patient. So kind of wiping out that stigma, think is sort of your number one. And then really thinking about from a workflow perspective, how do you make it the easiest for the patient to get care in that service line and also make it easiest for the people that are referring to that service line? So those are two ways that I've seen it be very successful. And I think number three, yes. So reporting data is great.
And I feel you, the people that say it's one of your challenges, it is a challenging thing to export data sometimes from your electronic medical record. But what we've seen in our experience, if you're thinking about it from a population health perspective, you can ask the reporting team to put all of those ICD-9, ICD-10 codes together, right? Like here's a top 10 for psychiatry. How does it...cross-reference with substance use disorder, like how many of those patients are the same, how many are different. And that's what I would ask. Usually it's somebody on your EMR team or your IT team that can run a report from a population health perspective for you.
Speaker 3 (25:18)
I hope that that answers your question. Feel free to add to that, Sarah, if you like, or if anyone else has additional questions to add to that. We have another question that came in. And the question is, is 100 patient caseload pretty typical with an FQHC for BH therapists? Is it to moderate, outpatient, and one year? They're commenting, we are closer to 300 without an in-house psychiatry provider. Is this information available through UDS?
Speaker 2 (25:50)
Okay, great question. I'm gonna start from the beginning, Alex. So I just gave you an average. So caseloads can be different. I appreciate the color and the feedback and the questions. So it depends on what type of therapy or services they're providing, right? So if you have the traditional behavioral health consultants and they're running, you know, a quick model motivational interviewing, it's like 15 minutes, 20 minutes, then yes, it would be more than a hundred people.
Right? If you're thinking about psychotherapy and they're 30 minutes and they only get a certain amount of visits, 12 visits, 15 visits per year, and then they move on, again, yes, that would be a little bit more. The numbers that I shared are traditional psychotherapy and the maximum is about 120, 150, because there will be people that...want to be seen once a week, twice a week, they get to their goals and then they say they'll come back. And it really depends on what you're serving. But the numbers that I gave are an average and mostly for the majority of the patients would be general mental health, but the subset of seriously mentally ill or substance use disorder patients. Did that answer all those questions, Alex, or did I miss one piece? and she- I think they asked if it's on the UDS report. Yes. It is not. And so I think it's also one of the challenges for us for data. Really, some EMRs are better at this. You can track your caseload in the EMR. Sometimes they can't be tracked that way. But currently, the UDS report is not asking for that specific data.
Speaker 3 (27:31)
I will say based on our experience, not specifically to BH, but in other lines of business that we work with FQHCs, when you're working with your data teams, that data team really needs to understand what the use case is and the business case is. Because a lot of times when we're asking the FQHC leaders to provide a report back to us of some sort, and they'll send us exactly what their data team sent over, and that data is what we call it's dirty data, right? So they just extract it, send it, but because the data team doesn't understand what that data is being used for, they're not able to really dissect that data. So I would strongly recommend to sit down with your data teams, explain to them what the end goal is, because that's going to allow them to understand how to really dissect the data and give you the cleanest data available, because that data is in your EMRs in some way, shape or form, but they need to understand what the use case is.
Speaker 2 (28:26)
Yeah, no, I agree. I wholeheartedly agree with you, Alex. Really start with the why. The why is really important. This is why I'm asking. This is why I need and then really dive deep in with them to make sure you're getting the correct data that will help you move your strategy forward for sure.
Speaker 3 (28:45)
I have two more questions. One is, how do you approach staffing differently when scaling the BH program? Isn't it just about hiring more people? What's your approach when you're scaling that BH program for an FQHC?
Speaker 2 (29:01)
Yeah, that's a great question. So we currently are helping 16 community health centers. We had about 220,000 visits last year and we have about 125 clinicians. And so one of the things we think about and I've learned over my 25 years and all my gray hair, Alex is really the mission is important and how they see their piece in that puzzle. So the best that you can and what we do is we do behavioral health based interviewing. So really it's asking those important things like what are your joys? What fills your cup? What group of patients gives you the most joy and have you ever worked with this subset of patients? I think those things are really important because if they have the heart for the people in the mission, the workflows, the EMR, all of that stuff, you can train and teach people and
Those are the people that will stay. You'll have a higher turnover rate if you don't ask those questions. We also in the interview process give them an example, much like Karen's story, right? Karen's story was, you know, a beautiful testament of like, I need help and I haven't gotten anybody that has figured out how to help me. So giving like, this is the type of patient that we see, this is how we helped them. Is that something in your experience you've had or something that drives you? Towards the mission, those things really help align your workforce and decrease your turnover.
Speaker 3 (30:31)
That makes sense. I think we're getting to the end here. I have one last question and just a reminder for everyone, we are going to send a recording after this. So feel free to share it with whoever you like on your team or across any college you have. We hope that this was helpful. If you have any further questions, feel free to reach out to us. We're happy to answer any questions. Our hope for this is to be educational, to provide insights. And with that being said, there's one last question I have for you, Dr. Tucker.
Is for any organization starting to rethink their BH model, what's one step they can take tomorrow to start to move that needle?
Speaker 2 (31:08)
That's a great question. I would say really going back to like what are you currently doing? I always start, what's the why of what's driving you now? Like what are you seeing in your community? How are you helping, you know, your patients? And again, going back to if you can just get some quick data and, you know, move forward that way is a good way to start. But I think really thinking about your workflows with the primary care team.
That's the best way to move the needle quickly in my experience. So a lot of times the struggle, there's two things that people struggle with, right? Especially the primary care team. There's so much to do in 15 minutes, 20 minutes, 30 minutes, whatever that is that you can't ask all those questions and not have the resources behind it, right? So as best as you can to have a workflow for the primary care team, that's quick. One click, two clicks, here you are.
I'm gonna send the referral is number one to move the needle as quickly as you can. And then I always think people learn differently. So as you're speaking it to people also have a visual depiction of that. Some people like to hear it, but some people want to see it. Like what does that look like for me and my job? And how can I have that reference or that resource when the patient comes in? I can do it quickly. That would be my top two thoughts on that Alex.
Speaker 3 (32:35)
Awesome. Thank you. All right. Well, we'll give everyone about 20 minutes back of your day. We appreciate you making the time to join us today. Again, the recording will be emailed to everyone. If you have any additional questions, any comments, feel free to reach out. Actually, we have one more question that just came in. So that question is from Amit. And how can we best utilize our BHCs with other specialties such as pediatricians or maternal health?
Speaker 2 (33:01)
Mm-hmm. No. Is that from Dr. Ahmet Jain? Yeah. Yes. Hi, Ahmet. It's good to see you. I can't see you, but thank you for joining. He and I work together at a different health center. Again, beautiful question. I think from a pediatric standpoint and the BHCs is thinking about it in your workflows for your EPSDTs, right? The anticipatory guidance and the questions you're asking for ages and stages and milestones. You could have your behavioral health consultants jump in and think about that and then provide those resources first before you see them. And then when you come in as a provider, really, it's wonderful to see you. I know Connie spoke to you about these top three things you're thinking about for the baby. I've already gotten those resources. Like, let's move forward and think about how else we can think about the baby or the child and get them into like specialty services.
Speaker 3 (33:55)
Thank you, Connie. All right, I think that answers everyone's questions. Again, thank you, everyone. We appreciate your time. Dr. Tucker, thank you for taking your time out of your day to do this for us. We appreciate it. We hope everyone has a great day. We'll email the reporting. If you have questions, comments, feedback, we will love some feedback. Please reach out to us. Thank you, everyone.
Speaker 2 (34:15)
Thank you. Have a beautiful day!
Speaker 3 (34:18)
See you guys.
