Client Overview
Recognizing the importance of behavioral health access for population health, the South Carolina legislature allocated $100M to pilot a centralized behavioral health hub model in the Pee Dee region. This region was selected as a critical starting point due its rural nature and having the state’s lowest provider-to-patient ratio. This grant created a unique opportunity to not only expand access, but to fundamentally redesign behavioral health delivery into a coordinated, community-centered model.
The Challenge
Care in the Pee Dee was fragmented across multiple providers from FQHC’s to competing health systems, resulting in significant coordination gaps. To secure the $100M state grant, the region needed to move beyond these silos and present a collaborative model.
This demanded historically independent stakeholders align on a unified vision and determine how to centralize disparate services into a single hub. KCG was retained to navigate these competing institutional priorities and establish a governance structure for collective decision-making. This framework was essential to transitioning behavioral healthcare in the region toward a hub-and-spoke model while adhering to the strict regulatory and financial parameters of the state funding.
The Solution
KCG partnered with regional stakeholders to create a centralized behavioral health model, leading efforts from initial visioning through state approval. This work was executed across three phases:
Stakeholder Identification & Alignment
Identified key regional BH providers [McLeod Health, Hope Health, MUSC Health, etc.] to form a governance structure which provided the foundation for joint strategic visioning, allowing leadership to move toward aligned decision-making.
Visioning & State Proposal Development
Facilitated the governance group to define a shared regional vision for decanting services into a centralized hub. This vision was translated into a comprehensive proposal and workforce analysis, which ultimately secured $100M in grant funding.
Transition to Strategic Implementation
With funding secured, converted the governance group from a visioning body into a project oversight board focused on formalizing the roadmap for execution and ensuring continued multi-organizational accountability as the hub moved toward activation.
