By: Jamelia Hand MHS CADC CODP I
I recently got a call from a substance use disorders treatment provider who saw my LinkedIn post about Illinois’ plan to consolidate the Illinois Department of Human Services Division of Mental Health (DMH) and the Division of Substance Use Prevention and Recovery (SUPR). They will become the new Division of Behavioral Health and Recovery. The provider’s initial tone was a mix of concern and frustration:
“I saw your post, what does this mean for us? Will funding for substance use providers be cut? Will mental health programs have to take on more SUD patients? How do we even prepare for this?
This call wasn’t surprising, and I expect to have many more like it. For providers, this consolidation raises a lot of questions. While the state is presenting this as a way to streamline processes and improve access to care, the reality of merging two distinct systems is never that simple.
If done right, this could be a game-changer for care coordination but if done poorly, it could lead to disruptions, funding challenges, and increased administrative burdens. So, let’s try to break it down: What’s happening, what are the concerns, and how can providers prepare?
What’s Happening?
Gov. JB Pritzker’s executive order will merge Illinois’ mental health and substance use divisions into one by July 2025, unless legislators vote against it.
• David Albert, currently leading DMH, will direct the new Division of Behavioral Health and Recovery.
• Rafael Rivera, interim head of SUPR, will serve as assistant director.
• All current DMH and SUPR employees will remain within the new division.
The goal? To ease administrative burdens and improve service access for individuals needing both mental health and SUD treatment.
But as providers know, integrating two separate systems is complex. Funding, compliance, and workforce challenges are major concerns.
Converns of Substance Use Providers
For SUD providers, the biggest fear is that substance use treatment will become deprioritized within a division historically focused on mental health.
What Providers are Sharing Thus Far and their Concerns:
1. Leadership Focused on Mental Health
The new division director, has a mental health background. Although a highly skilled professional, this appointment could raise concerns about whether SUD services will receive the same prioritization and funding. Without strong SUD advocacy, there’s a risk that some well established initiatives might take a backseat.
2. Changes in Funding & Reimbursement
• Will SUPR-specific funding streams be restructured?
• Could there be delays in reimbursements due to changes in administrative processes?
3. Potential Licensing & Compliance Changes
If IDHS aligns licensing across behavioral health, will SUD providers need additional mental health credentials?
Will compliance changes increase administrative burden and require new training for staff?
4. Conflicts Between Treatment Models
SUD treatment follows a different philosophy than traditional mental health (e.g., harm reduction, MAT vs. long-term therapy).
Will new policies force a one-size-fits-all approach?
Concerns of Mental Health Providers
For mental health providers, the concern is being forced to absorb SUD services without additional resources or training.
Some Potential Key Concerns:
1. Increase in Caseloads Without Additional Training
Many mental health clinicians are not always trained in addiction treatment, yet they may be expected to treat more clients with co-occurring SUDs.
2. Funding Redistribution
If more funding is allocated to SUD services, will mental health programs lose critical resources?
3. New Compliance & Documentation Requirements
Mental health and SUD providers have different billing structures, compliance measures, and reporting requirements.
A single division could force significant changes in documentation and auditing standards.
4. Workforce & Staffing Challenges
The behavioral health field already has a workforce shortage, new requirements could make it harder to hire and retain staff.
How Providers Can Prepare for This Change
1. Stay Engaged & Advocate for Your Needs
• Attend stakeholder meetings & legislative hearings to ensure your concerns are addressed.
• Join professional associations that are engaging with IDHS on this transition including the Illinois Association for Behavioral Health and the Illinois Certification Board (IAODAPCA).
2. Assess Your Organization’s Readiness
• Are your staff trained in both mental health and SUD care?
• Do your compliance & billing processes align with potential new requirements?
3. Prepare for Funding & Reimbursement Shifts
If you rely on grants, start exploring alternative funding sources in case of redistribution. Monitor potential changes to Medicaid & insurance billing.
4. Train Your Workforce for Co-Occurring Care
Seek grants or training programs to build staff competencies in integrated behavioral health care.
5. Connect with Other Providers
Collaboration is key, stay in touch with colleagues and organizations to share insights and strategies.
How Vantage Clinical Consulting Can Help
Navigating this transition won’t be easy, but Vantage Clinical Consulting is here to help providers prepare.
• Strategic Planning: We help SUD and mental health providers assess operational impacts and develop strategies for compliance and funding changes.
• Workforce Readiness: We offer training and consultation on integrated behavioral health models to help teams adapt to co-occurring care demands.
• Compliance & Licensing Support: We guide organizations in understanding regulatory changes and aligning documentation, billing, and credentialing.
• Advocacy & Policy Insight: We keep providers informed about legislative updates and advocacy opportunities to protect their services.
If you need help navigating these changes, let’s talk. Vantage can help your organization prepare, adapt, and thrive.
Contact us at to learn more.
Final Thoughts: An Opportunity for Transformation
The provider who called me was frustrated, but by the end of our conversation, they had a plan.
Change brings challenges, but it also brings opportunities to improve care, streamline operations, and build a stronger behavioral health system. The key is being proactive, not reactive.
If we work together advocating, preparing, and adapting, we can turn this transition into an opportunity for better behavioral health care in Illinois.
What Do You Think?
How do you see this consolidation affecting your organization? Drop your thoughts in the comments.
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