As he led the creation of Addiction Campuses, founder and CEO Brent Clements started with an end in mind.
Clements, who has more than 20 years of experience in senior leadership roles for multiple organizations in the healthcare and technology industries, launched Addiction Campuses with a small outpatient program in Mississippi in 2014. Today, the for-profit drug and alcohol addiction treatment provider operates in four states with 450 employees, and a fifth treatment center is slated to open soon. The company’s services include: intervention assistance, detoxification, dialectical behavioral therapy, residential/inpatient treatment, outpatient treatment and counseling.
In trying to differentiate Addiction Campuses from the treatment programs that preceded it, Clements says he put an emphasis on successful outcomes. More specifically, this meant helping clients develop the tools and life skills needed in recovery once their time in treatment has concluded.
“When we started the company, one of our main focuses was: What can we do differently to ensure our clients and their families succeed post-residential care?” Clements says. “How do we look at this from a client and family perspective, and deliver a model where they can get care long-term, as opposed to just inpatient or outpatient treatment or having to see multiple providers throughout the continuum of care?”
The solution was to develop A Balanced Life, a one-year self-improvement program designed to keep clients engaged in their recovery. Participation in A Balanced Life typically begins as clients are released from one of Addiction Campuses’ four treatment facilities. Incorporating assessments, weekly conference calls with certified life coaches and weekly online discussions with peers and coaches, the program’s curriculum focuses on six aspects:
- Work and finances
Employees of Addiction Campuses also practice what they preach, as they receive daily Balanced Life updates with condensed versions of some of the content found in programming for clients.
“When clients see us living it, they generally follow suit and they see the success that that brings,” Clements says.
From executives at each facility to recovery coaches to its PR team, Clements credits the leaders on all levels of the organization for Addiction Campuses’ swift and steady growth.
“That’s the biggest key in organizational effectiveness: attracting the right leaders to the organization,” Clements says. “We’ve been fortunate. We have some of the best leaders in the industry in all areas of our business.”
Recognizing the potential for burnout, Clements says high engagement isn’t just a goal for clients; it’s a critical component for employees as well. Beyond implementing pieces of the Balanced Life programming, Addiction Campuses frequently promotes from within and employees regularly take on new roles to stay fresh.
“People who come to our company don’t stay in the same role forever,” Clements says. “They learn new things. They meet new people. They’re assigned different jobs, and they like that. All of it goes back to how we help more people and how we started our company: What’s in the best interests of our patients and their families? Then, you work back from there.”