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Local governments across the United States are facing a historic workforce transition. With nearly 38% of the local government workforce expected to retire within the next five years, the sector is confronting what experts have dubbed the “Silver Tsunami.” This wave of retirements, driven by an aging workforce and accelerated by post-pandemic burnout, is creating a perfect storm of staffing shortages, institutional knowledge loss, and increased pressure on remaining employees. 

The numbers are stark. The median age of local government employees is 45, and nearly half are over 50. In states like Washington, this translates to tens of thousands of experienced workers nearing retirement. These employees often hold deep institutional knowledge—insights into community history, operational processes, and policy nuances—that are difficult to replace. Without structured succession planning, which only 12% of government organizations currently have in place, this knowledge is at risk of vanishing as employees exit the workforce. 

The impact of this demographic shift is already being felt. Public safety, skilled trades, IT, healthcare, and education support roles are among the hardest to fill. Many agencies report a lack of qualified applicants, high turnover rates, and increasing time-to-hire. Over half of government managers say they frequently have to reopen job postings due to insufficient candidate pools. This not only delays service delivery but also increases workloads for remaining staff, contributing to burnout and further attrition. 

Younger generations, particularly Millennials and Gen Z, bring different expectations to the workplace. They prioritize work-life balance, career development, and purpose-driven organizational cultures. To attract and retain this talent, local governments must evolve—offering flexible work models, investing in professional development, and fostering inclusive environments that support employee well-being. 

So, how can local governments respond to this workforce crisis? 

Strategic solutions for a resilient local government workforce 

Invest in training and upskilling: New hires often lack the specialized skills required for public-sector roles. Governments must invest in training programs, certification access, and leadership development to build a future-ready workforce. 

Modernize HR systems: Centralized, integrated HR platforms can provide better visibility into workforce trends. Predictive analytics can help forecast retirements, identify skill gaps, and support data-driven succession planning. 

Embrace flexible work models: Hybrid and remote work options are increasingly expected. Providing collaboration tools and focusing on outcomes rather than micromanagement can help retain younger workers. 

Prioritize employee experience: Burnout is real—77% of employees report that turnover has increased their workload. Wellness programs, engagement surveys, and recognition initiatives can improve morale and retention. 

Work smarter with AI tools: AI can automate repetitive tasks like document processing, permit approvals, and meeting transcription. It can also power chatbots that handle resident inquiries 24/7, freeing up staff for more complex work. In HR, AI tools can assist with resume screening, onboarding, and even personalized learning paths for employee development. 

By integrating AI into daily workflows, local governments can reduce administrative burdens, improve decision-making, and enhance the employee experience. More importantly, it allows human workers to focus on what they do best—serving their communities with empathy, insight, and dedication. 

What's ahead for the local government workforce? 

The workforce revolution in local government is not a distant threat—it’s happening now. Whether this transition becomes a crisis or a catalyst depends on how leaders respond. With strategic planning, a commitment to employee development, and the smart use of technology like AI, local governments can not only weather the storm but also emerge stronger, more agile, and better equipped to serve the public in the years ahead. 

Focused on inspiring organizations to transform and innovate, BerryDunn’s Local Government Practice Group can help you solve your biggest challenges for your organization as a whole and in specific areas. Our team is comprised of broadly specialized consultants and former local government employees that exclusively serve local government clients. Learn more about our services and team. 

Read this if you are a manager, executive director, or CFO at a private foundation. 

Private foundations are vital players in the philanthropic landscape, channeling resources toward charitable, educational, and scientific causes. However, to maintain their tax-exempt status and avoid excise taxes, these organizations must comply with strict IRS rules—particularly those governing qualifying distributions. In the second installment of our trilogy, we will follow the McQueen Family Foundation to determine their qualifying distributions. As a non-operating foundation, this is a crucial step in their annual compliance requirements. 

What are qualifying distributions? 

A qualifying distribution is a payment or expenditure made by a private foundation that directly furthers its charitable mission. These distributions are essential to meet the foundation’s annual payout requirement, which is generally 5% of the fair market value of its non-charitable-use assets from the preceding year. 

The IRS mandates these distributions under Internal Revenue Code (IRC) Section 4942, which aims to ensure that foundations actively use their resources for public benefit rather than accumulating wealth. To that end, qualifying distributions must be paid out in cash and cannot be accrued to be paid out later. 

Calculating the distributable amount 

In the first installment of our trilogy, we explored calculating the McQueen Family Foundation’s minimum investment return. Based on the average fair market value of their assets not used directly for charitable purposes, the Foundation’s minimum investment return is $526,975. The next step is to calculate the distributable amount that must be paid by the end of the following taxable year. 

Example: 
The McQueen Family Foundation has used their minimum investment return of $526,975, reduced by the current year excise tax on net investment income of $5,000 and income tax on Unrelated Business Income of $0, to determine their distributable amount.  There is also an adjustment on line 6 for income required to be accumulated by judicial proceeding pursuant to IRC section 508(e). Based on the calculation below, the Foundation is required to distribute $521,975 by the end of the following taxable year. 

Types of qualifying distributions 

• Grants to public charities: Grants to organizations recognized as public charities under Section 501(c)(3) of the Internal Revenue Code are generally countable as qualifying distributions. 

• Grants to private foundations: Foundations can make grants to other private foundations, but certain conditions must be met for these payments to qualify. There may be prerequisite requirements or required expenditure responsibility, which will be explored in future articles. It is recommended to work with tax advisors when considering granting to other private foundations.  

• Direct charitable activities: Expenditures for charitable programs operated directly by the foundation, such as scholarships, direct services, or disaster relief. 

• Administrative expenses: Reasonable and necessary administrative costs incurred in making qualifying distributions may be included, such as staff salaries, office supplies, and consulting fees related to grantmaking activities. 

• Program-related investments (PRIs): In certain circumstances, loans or investments made to further charitable purposes count toward the distribution requirement. 

• Purchases of fixed assets: When fixed assets are purchased ito support the Foundation’s charitable purpose, the cost of the assets counts toward the total qualifying distributions. 

Non-qualifying expenditures 

Not every expenditure meets the definition of a qualifying distribution. For example, grants to individuals (unless made via a procedure approved in advance by the IRS), grants to non-charitable organizations, or funds used for lobbying or political activity do not qualify. Similarly, investment management expenses or costs related to fundraising are typically excluded. 

Timing and carryforward 

The IRS allows for some flexibility with timing. If a foundation distributes more than the required minimum in a given year, the excess amount can generally be carried forward for up to five years. Conversely, if the foundation fails to meet the distribution requirement in any given year, it must make up for the shortfall promptly, or risk excise tax penalties. 

Documentation and reporting 

All qualifying distributions must be meticulously documented. Foundations file an annual IRS Form 990-PF, which details assets, distributions, and activities. Accurate reporting is vital to maintaining compliance and public trust.

Proactively managing qualifying distributions 

For foundation managers, mastering the rules around qualifying distributions is not just about compliance—it is about stewardship. By proactively managing distributions, maintaining rigorous documentation, and staying informed on IRS updates, you ensure your foundation fulfills its mission and maintains its good standing. 

Our nonprofit tax team has deep expertise in private foundation compliance and strategy and understands the unique challenges that come with tax planning, governance, and financial sustainability. We provide specialized guidance on IRS regulations, minimum distribution requirements, excise taxes, and complex accounting matters, ensuring foundations remain compliant while optimizing their financial strategies. Learn more about our team and services and stay tuned for the final installment in our series, where we will dive into the McQueen Family Foundation’s charitable expenditures. 

Construction companies face distinct challenges that make them uniquely vulnerable to fraud. Multiple job sites, a mobile workforce, complex billing arrangements, and layers of subcontractors all increase the risks of misreporting, theft, or even errors and require specific oversight. The good news? By understanding the three most common risks, owners can take practical steps to protect both their business and their bottom line. 

1. Track every change, protect every dollar 

Change orders are a regular occurrence in any project. However, when they aren’t tracked carefully, they can create opportunities for fraud or financial loss. For example, a subcontractor may bill for extra work that was never approved, or a project manager might push through changes without proper documentation. 

How to protect your business: 

• Require written approval for all change orders before work begins. 
• Keep a central log that ties directly into the job cost system. 
• Review change order activity regularly to make sure what’s billed matches what was approved. 

2. Payroll fraud and “ghost employees” 

With large crews and high turnover, construction payroll can be complex. Unfortunately, this can result in payroll fraud and errors. Examples include employees padding hours, supervisors approving overtime that wasn’t worked, or even “ghost employees” who are fictitious, exist only on paper but still receive a paycheck. 

How to protect your business: 

• Use timekeeping systems that require employees to clock in/out on-site. 
• Separate the duties of those who approve time from those who process payroll. 
• Review payroll change reports.  
• Have project managers compare labor costs to project progress to identify red flags. 

3. Kickbacks and questionable vendor relationships 

In some cases, a project manager or procurement officer might accept personal benefits (like cash or gifts) in exchange for steering contracts to a particular vendor or subcontractor, even if that vendor isn’t the most cost-effective choice. This can eat away at profits and hurt long-term relationships with other partners. 

How to protect your business: 

• Implement a clear policy on gifts and vendor relationships. 
• Rotate suppliers and obtain multiple bids for significant purchases. 
• Encourage a culture where employees feel comfortable reporting concerns. 

While these three types of fraud are common in the construction industry, they are avoidable. By implementing security measures that increase oversight now, you can safeguard your business for the future.  

BerryDunn works closely with professionals in every construction segment, including commercial builders, heavy and highway contractors, general contractors, and specialty subcontractors. We tailor our service to support your needs and share knowledge about best practices to make better business decisions, strengthen internal control, and improve reporting. Learn more about our services and team.  

When utilities launch a Customer Information System (CIS) project, it can feel like game day—high stakes, fast decisions, and a lot riding on the outcome. Just like championship teams, successful CIS projects require vision, leadership, adaptability, and a playbook built for tough calls and last-minute pivots. 

At BerryDunn, we’ve worked with utilities at every stage of the CIS journey, from kickoff to overtime. What separates fumbles from touchdowns? Preparation, teamwork, and the ability to adapt. 

Your CIS playbook: Three key phases 

1. Pre-game: Build a strong foundation 

• Assess your needs 
• Align stakeholders 
• Identify policy gaps 

• Consider integrations to enhance dataflow across systems and processes 

2. Game time: Execute with agility 

• Procurement, implementation, and change management should all have clear owners 
• Plan ahead for staffing needs throughout the game 
• Stay flexible and responsive 

3. Post-game: Focus on continuous improvement 

• Support your staff 
• Track KPIs 
• Refine processes over time 

Highlight reel: What winning teams do right 

Choose software wisely. 

Objective evaluation is critical. A vendor-neutral consultant helps ensure decisions are based on functionality, scalability, and long-term value, not vendor relationships. 

Put people first. 

Technology adoption is about more than systems. Embedding organizational change management (OCM) throughout the project, via clear communication, role-based training, and job aids, empowers staff and drives success. 

Leverage veteran experience.

Just as seasoned players elevate the level of the game, having a team with deep experience can make a decisive difference. Veteran team members bring valuable insights, anticipate challenges, and help guide newer staff through complex project phases, strengthening teamwork and adaptability.

Configure, don’t customize. 

Focus on configuration not customization to ensure long-term sustainability. That means taking time to consider current standard operating procedures (SOPs) and evaluating opportunities to streamline operations and apply data to drive decision-making. 

Final score: It’s about more than software 

CIS success isn’t just about choosing the right technology, it’s about building a resilient team, strong processes, and a clear vision. Whether you're gearing up for kickoff or heading into overtime, the right playbook sets you up for long-term success. 

Ready to build your CIS playbook? 

BerryDunn’s vendor-neutral guidance can help your utility achieve CIS success. Learn more about our team and services. 

About BerryDunn 

BerryDunn has a proven methodology for CIS system selection and implementation—one grounded in public sector experience and tailored to each client’s unique needs. Our independence from vendors ensures that every recommendation serves the best interest of our clients. From early assessment to go-live support, we guide local governments and utilities through transformative CIS projects with clarity, rigor, and collaboration. 

Focused on inspiring organizations to transform and innovate, our Local Government Practice Group partners with municipal, county, regional, and quasi-governmental entities throughout the US to help them meet their biggest challenges.

Read this article if you are a CFO, controller, finance director, or accounting manager at a governmental entity or nonprofit. 

No one likes to be caught off guard, especially when it comes to an audit. Being “audit ready” isn’t about checking a box; it’s about building confidence, protecting your reputation, and making sure your team can carry out its daily responsibilities with minimal disruption.  

What is audit readiness? 

At its core, audit readiness means you’re prepared for someone to take a close look at your financial reports, processes, and controls. This doesn't mean having binders of documents sitting on a shelf. It’s about being able to quickly and confidently show how your nonprofit or governmental entity operates. This involves understanding the standards that apply to you—GASB, FASB, or Uniform Guidance—and maintaining strong internal controls such as segregation of duties, reconciliations, and clear documentation. It also means keeping financial reports up to date, transparent, and thoroughly reviewed so you can respond to auditor requests without panic. 

When your organization is prepared, audits run smoother, issues are caught early, and your team can stay focused on serving your mission rather than scrambling for paperwork. 

For organizations under Uniform Guidance or GASB standards, such as local and state government entities and nonprofits, the stakes are even higher. Errors can lead to loss of funding, compliance challenges, or harm to public trust.  Conversely, being audit-ready reassures stakeholders that your organization operates with transparency, accountability, and reliability.  

Why audit readiness matters more than ever 

Funding for nonprofits and governmental entities often depends on compliance. Public trust is tied to transparency. Mistakes can create ripple effects that last far beyond the audit itself. Here’s what’s on the line when organizations are not audit-ready: 

• Loss of funding if grant or program requirements aren’t met 

• Delays in issuing financial statements, which can affect credit ratings or bond issuances 

• Audit findings that require costly remediation 

• Damage to public trust, which can be even harder to repair than financial issues 

Strong audit readiness provides tangible benefits, including smoother audits, fewer findings, reduced stress for staff, and stronger confidence from your community, board, or funding agencies. 

How consultants can help 

Sometimes, even the strongest teams need an outside perspective. That’s where consultants come in. They bring a fresh set of eyes to identify gaps or risks that might be overlooked internally, along with deep knowledge of accounting standards, such as GASB 87, 96, or 101, and the ability to translate them into practical steps.  

Consultants share proven best practices from across the industry, saving you time and effort, and provide support after the audit to help address findings and build stronger systems for the future. 

Consultants often serve as both coaches and teammates. Rather than simply pointing out areas for improvement, they help design solutions, train staff, and implement processes that pave the way for a smoother audit experience. 

When should you seek outside help? 

It might be time to seek outside support if your organization is:  

• Preparing for its first audit 

• Navigating a new type of audit (i.e., Uniform Guidance) 

• Addressing findings from previous audits 

• Implementing new accounting standards (e.g., GASB 87, 96, 101, 102, 103, 104) 

• Experiencing limited time or staffing resources to manage audit requirements 

• Falling behind on audit schedules and needing to get back on track 

Every organization is unique; your audit readiness plan should be too. Some entities need help with policies and controls, while others benefit most from training, process redesign, or technology improvements. The goal is always the same—to help you feel confident, not overwhelmed, when the auditors walk through the door. 

Developing an audit readiness strategy 

Audit readiness isn’t just about surviving the audit. It’s about building stronger systems, protecting your mission, and earning the trust of the people who depend on you. With the right preparation, and the right partners, an audit can go from being a headache to an opportunity to shine. 

If you’d like to discuss what working with a consultant could look like for your organization, reach out to our Governmental Accounting team. We’ll walk with you through the process, help ease the burden, and set you up for long-term success.

As BerryDunn’s Healthcare Practice Group lead, Lisa Trundy-Whitten is closely attuned to the healthcare industry. From challenges faced by healthcare organizations to the solutions BerryDunn’s experts can provide, Lisa shares thoughtful insights for healthcare leaders.  

Today’s healthcare leaders are navigating a perfect storm. Workforce shortages, financial strain, regulatory uncertainty, technology integration challenges, cybersecurity risks, and persistent inequities converge to create unprecedented pressure across the industry. Meanwhile, leaders are being asked to innovate, improve operational efficiencies, and deliver exceptional care—all while remaining compliant and financially viable. 

In this shifting climate, thinking strategically about the key challenges you face is essential, including for: 

• Financial pressures and reimbursement: Identifying ways to navigate cuts to the Physician Fee Schedule, constrained reimbursement growth, and shifting payer mix 

• Revenue cycle management: Reviewing the full life cycle of your revenue—from patient access to final payment—and determining where to optimize reimbursement and minimize inefficiencies 

• Federal and state policy changes: Monitoring the latest developments, such as the impacts of the Inflation Reduction Act, the One Big Beautiful Bill Act (OBBBA), and new payment models 

• Compliance and credentialing: Staying compliant with evolving standards is a constant challenge, especially for organizations expanding into new markets or service lines for financial sustainability 

• Reducing costs and improving efficiency: Seeking creative approaches to service delivery, leveraging teams, and adopting digital solutions to streamline operations 

• AI adoption: Employing AI for operational efficiency, predictive analytics, and member advocacy while balancing concerns about cost, governance, and compliance 

As healthcare leaders, you grapple with these concerns daily. And even though the issues are familiar, the urgency is new. The key to staying viable is investing in innovation and collaboration and placing a strategic focus on operational efficiency, workforce well-being, and patient-centered care, all while remaining adaptable. 

Considering these pressures, what sets successful organizations apart? 

Recommendations for healthcare leaders 

There are common threads among healthcare organizations that are finding operational success and remaining compliant in today’s fickle environment. These include: 

• Adaptability 

• Willingness to explore new ideas 

• Ability to anticipate change 

• Commitment to data-driven decision-making 

• Collaboration across finance, operations, and clinical teams 

Consider assessing how your organization is performing in each of these areas. Can you find ways to pivot by applying innovations and strategic thinking? Are your teams working seamlessly to carry out your strategic vision and drive meaningful results? What guides your operational decisions? Are there areas where seeking external help may benefit your organization? 

For guidance on the latest related to the OBBBA, executive orders, and other federal and judicial actions impacting the healthcare industry in both the short- and long-term, we encourage you to download this full summary created by BerryDunn’s industry experts. The summary outlines topics, including key provisions, potential impacts, and important dates.  

You can count on us to keep you abreast of the latest changes through updates to our summary and timely communications, as with the recent shift in application deadline for the Rural Health Transformation Program from December 31 to November 5 announced in September. Look to our healthcare team to provide educational opportunities and key industry insights to empower you to uncover actionable strategies for improving operational efficiencies. 

Our dedicated team of experts meets regularly to track the latest developments affecting healthcare. We recommend routinely visiting the BerryDunn website for the latest insights from our industry thought leaders. 

We’re here for you 

BerryDunn’s Healthcare Practice Group has unmatched depth and breadth of services that truly span the healthcare continuum. Our areas of expertise are focused on helping organizations by providing financial, health IT, revenue cycle, and compliance consulting, as well as offering research and data analytics, coding and OASIS services, and home health training and education. 

Our expert advisors deliver practical, up-to-date advice to improve your performance and can help with issues like high taxes, financial and regulatory compliance, cash flow constraints, leadership transitions, evolving technology needs, and workforce development gaps.    

I encourage you to learn more about our services and team and reach out to us to start a conversation on how BerryDunn can support and guide you toward sustainability and compliance. Let’s work together to create a strategy that fits your unique needs. 

We're here for you. 

Best,  

Lisa Trundy-Whitten 

In a move that has sparked widespread attention across higher education, the US Department of Education (ED) recently placed Harvard University on Heightened Cash Monitoring (HCM) status. This designation is typically reserved for institutions facing serious financial or administrative challenges. While Harvard’s inclusion may come as a surprise, the decision underscores the importance of understanding the HCM framework and its implications for colleges and universities nationwide. 

What is Heightened Cash Monitoring (HCM)?

HCM is a regulatory mechanism used by ED to increase oversight of institutions participating in federal Title IV financial aid programs. There are two levels of HCM: 

• HCM1: Institutions must disburse federal aid to students using their own funds first, then submit disbursement records to ED. 
• HCM2: A more stringent level, requiring institutions to submit detailed documentation for each student before receiving reimbursement. This includes student eligibility, disbursement records, and confirmation of credit balance payments. 

Institutions may be placed on HCM due to concerns about financial responsibility, administrative capability, audit findings, accreditation issues, or other compliance problems. The goal is to monitor institutions to determine whether federal student aid is awarded and disbursed appropriately.  

When an institution is placed under HCM, institutions can be faced with operational burdens such as: 

• Using institutional funds to cover federal aid disbursements upfront 
• Experiencing delays in being reimbursed for the federal disbursements covered with operational funds 
• Posting a letter of credit as financial collateral may be required 
• Undergoing increased scrutiny from ED, including periodic reviews and documentation audits 

These requirements can impact student services, financial aid processing, and institutional reputation. 

To be removed from HCM, institutions must: 

• Resolve the underlying issues by taking actions such as submitting overdue audits, improving financial metrics, or addressing compliance violations. 
• Demonstrate sustained compliance with Title IV regulations. 
• Maintain transparent and timely reporting to ED. 
• In some cases, undergo a probationary period before full reinstatement to the advance payment method. 

The process is rigorous and can take months or even years, depending on the severity of the issues. 

How higher ed institutions can mitigate the risk of HCM

HCM is a powerful tool for federal oversight, designed to apply accountability and protect public funds. While some have questioned the rationale behind Harvard’s HCM designation, the broader framework of HCM remains a key component of ED’s oversight. The following are key areas where institutions can focus and take proactive steps to mitigate their risk of HCM designation:

1. Maintain strong financial health
Institutions should prioritize maintaining a Federal Financial Responsibility Composite Score above 1.5, as calculated by ED. This score reflects the overall financial health of an institution and is a key indicator used in HCM evaluations. Institutions should also avoid taking on excessive long-term borrowings without clear repayment strategies and maintain long-term borrowing levels relative to an institution’s revenue streams. Additionally, institutions should make certain of accurate and timely filings of their audited financial statements.

2. Maintain effective administrative operations
Operational efficiency and regulatory compliance go hand in hand. Institutions should provide adequate training to all financial aid staff members, avoid turnover in key financial aid positions, and promptly address any audit findings. Delays in disbursement or reconciliation of federal funds can trigger red flags during ED reviews. Investing in robust administrative systems and staff training can help institutions stay ahead of potential issues.

3. Monitor compliance and risk indicators
Institutions should conduct regular internal reviews of Title IV funds, including policies and procedures to address compliance with all federal regulations. Institutions should respond promptly to inquiries from the Federal Government. Maintaining good standing with accrediting bodies not only supports eligibility for federal aid but also signals institutional integrity to students and the public.

Strategic Insights for higher education institutions

BerryDunn offers a wide range of assurance and consulting services to meet the specific needs of higher education institutions. We focus on building strong client relationships that stand the test of time, helping colleges and universities minimize risk and maximize efficiencies. Learn more about our team and services.

Assuring access to behavioral health services in rural communities remains one of the most persistent and critical challenges that state governments face today. Research shows that nearly 18% of large rural areas and over 40% of small or isolated rural areas are at least 30 minutes away from any mental health care facility. In comparison, fewer than 10% of urban areas face this issue. According to Rural Health Information Hub, over 70% of rural counties lack a psychiatrist, and many have no psychologists or licensed counselors. Rural communities often struggle to access behavioral health services, which can harm community well-being, economic stability, and family life. 

Most rural communities also lack reliable public transportation, which makes it difficult for people without personal vehicles to access behavioral health services and support. Even for those with personal vehicles, costs related to fuel, insurance, and vehicle maintenance can be prohibitive for low-income households. Based on our experience and observations in rural communities, many people rely on family and friends for rides, which can be an inconsistent resource and may compromise privacy or people’s willingness to access services.  

Many individuals in rural communities are also unaware of treatment options or where to seek behavioral health services and support. Behavioral health services are often poorly advertised. In addition, our experience shows that rural communities tend to prefer receiving information through word of mouth, relying on trusted neighbors, friends, and local leaders to share news about available services. 

Misconceptions about behavioral health services persist in many rural communities and in small communities where “everyone knows everyone.” Based on our experience, people may avoid seeking help due to stigma around mental health and fear of being judged, especially when behavioral health services are visibly located within the community. Rural culture often emphasizes self-reliance, which can discourage help-seeking behavior and reinforces the belief that mental health challenges should be managed privately.  

The areas below highlight essential steps to help promote access, strengthen collaboration, and increase awareness of behavioral health services in rural communities. 

Expand transportation access 

Transportation is a critical barrier for many rural residents. To help expand transportation access, consider the following: 

• Add or increase reimbursement rates for transportation providers to incentivize them to operate in rural communities. 
• Research and stay apprised of any new funding sources (e.g., Rural Health Information Hub) to support expanded transportation options.  
• Partner with local transit agencies, non-profits, and community organizations to coordinate rideshare programs, volunteer driver networks, or shuttle services tailored to behavioral health appointments. 

Expanding transportation services—whether through partnerships, subsidies, or new infrastructure—can significantly improve access to care and support. 

Improve how information is shared 

Clear and consistent communication is essential to increase awareness of available behavioral health services and begin to destigmatize mental health treatment. To help improve information dissemination, consider the following: 

• Establish or reinforce partnerships with local and national organizations and advocacy groups to develop a communication plan and design and implement effective awareness campaigns that inform the public of available behavioral health services.  
• Partner with trusted local leaders (e.g., faith leader, fire marshal, sheriff) to help deliver messages that challenge mental health stigma and promote accessing services.  
• Host town halls and/or community forums to address concerns about behavioral health facilities and services.  
• Establish and actively manage a centralized inbox where rural community members can submit questions, concerns, or feedback about behavioral health services. Ensure timely responses and track recurring themes to inform outreach and service improvements. 
• Share data and success stories about how behavioral health services improve community well-being, reduce usage of emergency services, and support economic stability.  
• Be transparent about safety protocols, service populations, and facility operations in rural communities to counter misinformation.   

Through these partnerships, states can help ensure that rural community members are informed of available resources and begin to destigmatize mental health. 

Create a centralized and accessible resource directory 

Developing an electronic directory of available behavioral health programs and services can help people in rural communities easily find the support they need and increase participation in behavioral health. To help people access the services they need, consider the following: 

• Develop a single, multilingual, and ADA-compliant directory of available programs and services, including crisis lines, outpatient clinics, telehealth options, peer support, and culturally-specific services.  
• Distribute the directory both online and as paper copies in accessible places such as libraries, clinics, hospitals, schools, churches, food banks, and community centers to reach a wider audience.  
• Include eligibility criteria, hours of operation, and contact information for each service to reduce confusion and increase follow-through. 
• Update the directory regularly and include a feedback mechanism, so users can report outdated information or suggest new resources. 
• Promote the directory through local media, social networks, and community events to raise awareness and encourage use. 
• Partner with local organizations and leaders to co-brand and distribute the directory, increasing trust and credibility within the community. 
• Aim to make the directory easy to navigate and accessible to all. 

At BerryDunn, our State Government Practice Group has a proven record of helping clients overcome these barriers. We combine robust data analysis, strategic assessment, and stakeholder engagement to deliver tailored, actionable recommendations that drive measurable improvements. Our experts have guided multiple states through the design and implementation of initiatives that help expand access and support improved outcomes. Contact our behavioral health consulting team to discover how we can partner with you to ensure healthier, more resilient rural communities.   

When you hear the word “policies,” does it fill you with exhilaration and joy? No? Well, if unbridled enthusiasm isn’t your initial response, then I hope you will benefit from an increased understanding of the purpose and value of well-crafted policies after reading this article.  

Compliance policy doesn’t have a great reputation. We often picture a thick policy and procedures manual in a dusty three-ring binder that might as well be buried in a time capsule given how infrequently they are referenced. But it doesn’t have to be this way! 

Your compliance policies should be living documents that guide daily activities for many staff members. To be effective, they must be clear, concise, and appropriately specific. 

Compliance policy: Find the right balance 

Formal policies and procedures can also vary greatly in how prescriptive they are and in how much actual guidance they provide.  While variety is fine, extremes can be problematic.  

Recently, I was researching a particular policy and looking for good examples. As I dove into the first one, the page numbers flew by—30 pages worth, including verbatim text of federal regulations. Bleary-eyed, I moved on to another example. 

This second one took me a few minutes—and a fair amount of zooming in—to find. Two brief paragraphs. Hmm, did I miss another section somewhere? Nope. This organization decided it wasn’t really necessary to say much of anything about how they would be managing millions of federal dollars. 

What’s the takeaway? While the minimalist approach is concerning, neither example really aligns policy with the actual necessary and compliant activities organizations must perform. 

Policies should NOT be written to cover every possible contingency in explicit long form. Why is that? Because few will read them, and unfortunately, that means even fewer will follow them. A policy manual is ACTUALLY supposed to be read, understood, followed, and frequently referenced. And when a provision should be changed, it can be modified to ensure it is both compliant and accurate. 

Practical guidelines for compliance policy 

1. Make sure your policy manual is accessible, searchable, and readable: Everyone in the organization needs to be able to understand it. 

2. Read your existing policy manuals: If that idea makes you cringe, strongly consider modifying your policy because chances are, few are reading it or using it as a reference tool. 

3. Perform random tests by observing or talking through key processes to determine if policy is being followed: Whether the result is yes or no, figure out the reason(s) behind the answers. It is difficult to improve the policy unless you find out the why. (And remember, just because a policy is being followed, that doesn’t mean it is the best way for the organization to operate.) 

4. Break up the typical annual policy review by performing a staggered review of individual sections on a rolling basis throughout the year: In this manner, there will be better focus, engagement, and consequently improved results. 

5. Do you have a policy on policies?: That may sound like an unserious question, but it isn’t. There should be a statement about how your organization writes, handles, and changes its policies. 

Bring pure exhilaration to your organization’s policy manual by continually matching policy to the needs of your organization, not only to stay compliant, but also to operate with the best efficiencies and outcomes. NOTE: Results may vary. You may not experience pure exhilaration, but syncing your policies with your organizational needs is its own reward. 

BerryDunn’s healthcare compliance team incorporates deep, hands-on knowledge with industry best practices to help your organization manage compliance and revenue integrity risks. Learn more about BerryDunn’s team and services.