Behavioral Health Network Network Intelligence
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This is a sample intelligence report using illustrative data for a behavioral health network. No real network data is shown. ConversionSignal analyzes customer conversation patterns only. No clinical records, treatment data, or patient health information is ever accessed or stored.
This demonstration shows what ConversionSignal surfaces for a behavioral health network. The platform has analyzed 18,200+ illustrative inquiry conversations across 8 facilities to identify where admissions are converting, where they are dropping off, and exactly what is driving the performance gap between top and bottom facilities. All data shown is illustrative.
The Headline Numbers
The figures in this analysis are illustrative. No real network data is shown.
This platform works alongside your existing marketing and operations. No disruption. No switching. Just visibility you do not have right now.
Network Overview
Virtual Intake vs. In-Person
Virtual intakes show at nearly half the rate of in-person. Scheduling window and confirmation cadence are the primary factors.
In-person intakes convert and show at network-leading rates. Highest length of stay correlation.
Facility Benchmarks
The table below ranks all 8 facilities by CPA (Cost Per Admission). Facility 1 and Facility 7 represent the two ends of the performance spectrum. The gap between them is not random. It is driven by measurable, fixable differences in intake coordinator response time, follow-up cadence, and scheduling practice.
| Facility | CPA (Cost Per Admission) | Intake Show Rate | Avg Length of Stay (days) | Revenue Multiple | Status |
|---|---|---|---|---|---|
| Facility 1 | $980 | 71% | 34 | 8.4x | Top Performer |
| Facility 2 | $1,280 | 62% | 31 | 6.8x | Strong |
| Facility 3 | $1,540 | 54% | 28 | 5.4x | Above Average |
| Facility 4 | $1,780 | 48% | 25 | 4.2x | Average |
| Facility 5 | $1,980 | 44% | 23 | 3.6x | Average |
| Facility 6 | $2,480 | 38% | 21 | 2.8x | Below Average |
| Facility 8 | $2,720 | 34% | 19 | 2.4x | Below Average |
| Facility 7 | $3,200 | 29% | 18 | 2.1x | Critical |
Facility Scorecard
Each facility receives a composite performance score from 0 to 100, calculated from Cost Per Admission, intake show rate, average length of stay, and revenue multiple relative to network benchmarks. Scores update nightly as new conversation and pipeline data is processed.
Facility 1
Identify and replicate intake workflow
Top PerformerFacility 2
Minor intake cadence improvements available
StrongFacility 3
Follow-up cadence is primary lever
Above AverageFacility 4
Intake scheduling gaps identified
AverageFacility 5
Response time and confirmation gaps
AverageFacility 6
Virtual intake scheduling and coordinator gaps
Below AverageFacility 8
Confirmation cadence and census gaps
Below AverageFacility 7
Response time, intake show rate, and length of stay all require intervention
CriticalFunnel Attribution
The funnel below shows where the network gains and loses admissions at each stage. The biggest opportunity is not at the top of the funnel. It is in the middle. 3,962 intakes were scheduled. Only 1,862 showed up.
Biggest drop-off: scheduled intake to showed. The intake show rate gap between virtual (38%) and in-person (68%) is the single largest funnel leak.
Intake Show Rate Intelligence
Intake show rate is the most controllable variable in the network. Unlike Cost Per Inquiry, which depends on market conditions and ad auction dynamics, intake show rate is driven almost entirely by internal processes: intake coordinator response time, confirmation cadence, and scheduling window. The gaps below are fixable.
Critical: Facility 7
29% intake show rate, 74% above network average CPA. First response time averaging 5.1 hours. After-hours inquiries receiving no response until the following business day. Intake confirmation sequence running 1 message instead of the 3-message cadence used by Facility 1.
Virtual Intake Show Gap
Network-wide virtual intake show rate is 38% vs 68% in-person. Prospective admissions who schedule a virtual intake within 24 hours of inquiry show at 54%. Those scheduled 3+ days out show at 19%. Tighter scheduling windows and same-day availability are the primary levers.
Conversion Patterns
ConversionSignal identified 4 statistically significant patterns that separate high-converting facilities from low-converting ones. These are not hypotheses. They are derived from 890 admissions compared against the 17,310 inquiries that did not convert.
First Response Timing
Inquiries contacted within 15 minutes convert at 2.6x the rate of inquiries contacted after 1 hour. Facility 1 averages 9-minute first response. Facility 7 averages 5.1 hours.
Program Inquiry Patterns
Substance use disorder inquiries convert at the highest rate (24%) followed by dual diagnosis (19%). Outpatient-only inquiries have the longest decision cycle (avg 7.2 touchpoints) but steady conversion when nurtured.
Follow-Up Cadence
Optimal follow-up: 3 messages over 48 hours. Facilities using this cadence schedule intakes at 31% vs 16% for single-message follow-up. Facility 1 runs this cadence automatically.
Scheduling Window
Intakes scheduled within 48 hours of first inquiry show at 62%. Intakes scheduled 5+ days out show at 24%. Same-day intake availability is the highest-impact scheduling change available.
The platform analyzed 890 admissions and identified 4 patterns present in 80%+ of successful conversions but absent in 70%+ of lost inquiries.
Facility 7 has the highest CPA in the network at $3,200 despite moderate ad spend. Inquiry volume is adequate. Inquiry quality scores are comparable to network average.
Do NOT change the ads. The ads are working. The inquiries are qualified. The breakdown is in the intake conversation and response time. Changing creative would mask the real problem.
Average Length of Stay
Average length of stay determines census revenue. A facility with 34-day average length of stay versus 18 days is not a small difference. It is a 1.9x difference in revenue per admission.
Length of Stay Comparison
Facility 1's 34-day average length of stay is driven by: structured weekly check-in cadence with families, proactive care coordination at day 14 and day 21, and transition planning initiated at day 21 instead of at discharge. Facility 7 has no structured retention workflow. Implementing Facility 1's engagement cadence across the network would increase average length of stay by an estimated 4 days.
Market Intelligence
ConversionSignal monitors competitive activity, ad market conditions, and demographic signals across all facility markets. The 3 alerts below were generated from the past 90 days of illustrative market data.
Elevated competitor activity detected near Facility 6 and Facility 8 markets
Two new behavioral health facilities opened within 10 miles of these facilities in the past 90 days. Cost per inquiry in these markets has increased 28% in the same period. Recommend creative refresh and program differentiation messaging.
Insurance verification messaging saturation in Facility 4 market
Google auction CPC for behavioral health insurance keywords has increased 34% in this DMA over 60 days. Current creative leads with insurance verification. Outcome-focused and family-support messaging recommended.
Underserved market identified near Facility 3 with limited program options
Census data shows high need indicators (opioid prescription rates 2.1x national average, limited outpatient options). No residential behavioral health facility within 20 miles. Targeted digital radius campaign recommended.
Market Divergence: Facility 3 vs Facility 1
Facility 3 runs identical creative to Facility 1. Facility 1 produces inquiries at $82 cost per inquiry. Facility 3 produces at $164. Demographic analysis shows Facility 3's service area indexes 41% higher for families with adolescents and young adults. The current creative uses individual recovery messaging that resonates in Facility 1 but underperforms in Facility 3's family-centric market.
Time Intelligence
Prospective admissions do not inquire uniformly throughout the week. The heatmap below shows when the highest-converting intake windows occur across the network and where current coverage is not aligned with that demand.
Peak Conversion Windows
The network spends ad budget evenly across all hours. But cost per admission varies by 3x depending on the hour of day. Inquiries arriving Tuesday through Thursday between 8am and 11am convert at 2.6x the rate of inquiries arriving after 6pm. However, 36% of total ad spend is allocated to evening and weekend hours where conversion rates drop below 12%.
Staffing note: If evening intake coordinator coverage is added at Facilities 6, 7, and 8, the evening bid decrease should be revisited. The low evening conversion rate is a staffing gap, not an inquiry quality issue.
Ad Intelligence
Ad spend efficiency varies significantly across facilities running the same campaigns. The table below shows where budget is working and where it is not. The $28,400 recoverable budget waste below requires no additional budget, only a shift in allocation from underperforming to proven campaigns.
| Facility | Monthly Spend | CPA (Cost Per Admission) | Admissions/Mo | Revenue Multiple | Efficiency |
|---|---|---|---|---|---|
| Facility 1 | $14,700 | $980 | 15 | 8.4x | Optimal |
| Facility 2 | $13,400 | $1,280 | 10 | 6.8x | Strong |
| Facility 3 | $12,300 | $1,540 | 8 | 5.4x | Good |
| Facility 4 | $11,600 | $1,780 | 7 | 4.2x | Average |
| Facility 5 | $10,900 | $1,980 | 6 | 3.6x | Average |
| Facility 6 | $9,900 | $2,480 | 4 | 2.8x | Underperforming |
| Facility 8 | $8,200 | $2,720 | 3 | 2.4x | Underperforming |
| Facility 7 | $9,600 | $3,200 | 3 | 2.1x | Critical |
$28,400 recoverable budget waste: Shifting $4,800/month from Facility 7 and Facility 8's lowest-performing campaigns to Facility 1 and Facility 2's proven creative and audiences would add an estimated 4 additional admissions per month at current conversion rates.
Do NOT deploy to Facility 3 without creative modification. Facility 3's demographics diverge significantly from Facility 1. Deploy the market-intelligence-adjusted variant instead (see Market Divergence prescription above).
Sample Facility Report
ConversionSignal generates a monthly intelligence report for each facility. The report summarizes performance trends, flags emerging issues, and provides specific recommended actions. Below is a sample report for Facility 7, the network's highest-priority intervention.
Facility 7, Monthly Intelligence Report
Behavioral Health Network | March 2026
Executive Summary
Facility 7 is the network's highest-cost, lowest-converting facility this period. CPA of $3,200 is 74% above network average. Intake show rate of 29% is 18 points below network average. Three specific operational gaps have been identified as the primary drivers. All three are addressable without additional ad spend.
| Metric | Facility 7 | Network Avg | Gap |
|---|---|---|---|
| CPA (Cost Per Admission) | $3,200 | $1,840 | +74% |
| Intake Show Rate | 29% | 47% | -18pts |
| First Response Time | 5.1 hrs | 38 min | -4.5 hrs |
| Confirmation Messages | 1 | 3 | -2 |
| Avg Length of Stay | 18 days | 26 days | -8 days |
| Revenue Multiple | 2.1x | 4.8x | -2.7x |
Top 3 Recommended Actions
- Reduce first response time to under 15 minutes for all new inbound inquiries. Current 5.1-hour average is the single largest driver of the intake show rate gap. Inquiries contacted within 15 minutes convert at 2.6x the rate of inquiries contacted after 1 hour. Recommended: implement after-hours inquiry notification and assign a dedicated first-responder intake coordinator.
- Implement a 3-message confirmation sequence over 48 hours for all scheduled intakes. Facility 7 currently sends 1 confirmation. Facility 1's 3-message cadence is correlated with a 42-point intake show rate advantage. Sequence: confirm immediately at scheduling, reminder 24 hours before, reminder 2 hours before.
- Move intake scheduling window from 3-5 days out to within 48 hours of inquiry. Prospective admissions scheduled within 24 hours show at 54%. Those scheduled 3+ days out show at 19%. Enable same-day intake slots and prioritize rapid scheduling.
Estimated Impact: Implementing all three recommendations is projected to bring Facility 7's intake show rate from 29% to approximately 52% within 60 days, based on network pattern data. At current scheduling volume and an average program revenue of $18,000 per admission, this represents approximately 28 additional admissions per year and an estimated $504,000 in incremental annual census revenue.
Generated by ConversionSignal