Internship Program Starter Kit for Private Practice: Knowing your ‘Why’
By Chris Campassi
Have you been considering bringing on an intern to your practice, but are unsure where to start, whether it will be worth your time (and money), and whether you are capable of providing the intern with the experience they need to both meet their program requirements AND have a positive growth and development experience? If so, please follow this three part series, as I dissect the many considerations that need to be taken into account when starting an internship program.
Having managed an Internship program at a Community Mental Health Center with many programs for 2 years, as well as most recently developing an internship program in private practice, I have learned that each site is unique. With that in mind, I have found that a thorough assessment of how your site can most effectively manage an internship is critical before taking action, and that assessment starts with determining your ‘Why’.
Why Do You Want an Intern Working at Your Practice?
The first thing to consider as you think about bringing on an internship is “Why” you want to offer an internship. There are many benefits to starting an internship program for your private practice, but it is really important to consider why you want to bring on an intern.
Benefits of Having an Intern
As you consider your “why”, do you want to do this to increase your revenue stream? Do you want to bring an intern on so that you may market to a different demographic, such as offering services you do not already provide or to provide a more affordable option to your clients? Or are interested in bringing on an intern because you want to be a mentor, focusing on the development of the intern and helping to gate keep the profession?
All of the Above?
While the importance of each of these three reasons may fluctuate between different therapists, it is probably really important to consider all three before you make a commitment. While you may place greater importance on expanding your services and providing a developmental opportunity, you do have to consider the cost, in time and money, that you will need to invest to meet your goals.
Likewise, an emphasis on increasing revenue without considering the development of the intern will likely lead to a poor experience for the intern, which may affect the treatment of the clients as well.
Considerations for Generating Revenue with Interns
As you consider how an intern may help you generate revenue, take some time to think about the investment upfront and ongoing of money, as well as the time you will spend with the intern and completing the necessary tasks to support an intern. Consider the upfront cost as well as the time spent before revenue pays off investment before considering revenue as a benefit.
Some tasks/ costs that you might not think of initially include:
- Orientation and Onboarding
- Training (EMR, office protocol, clinical, etc)
- Supervision at least once weekly, and as needed for high risk clients
- Marketing to a new client population/niche
- Add to EMR/ disclosure form/ add into scheduling
- Add to website/ headshots/ email address
- Reviewing notes, intakes and treatment plans
- Completing school evaluation forms/ evaluating recordings
Expanding to a New Client Population or Niche
Whether you wish to expand the services you already offer to a new financial demographic, or you want to expand to populations that you have not been able to reach, you will want to consider how to market to these clients, the costs associated with the marketing, and the time it may take to create a steady stream of clients.
The marketing strategy may take time and adaptations to get the clients you need. Remember that once the intern starts, the clock is ticking for them to complete their hours, and each week that they do not meet hours, the more pressure is on you to secure clients. Being as proactive as you can be will save many headaches.
Development of the Intern and Gatekeeping
One of the greatest values of hosting an intern is the opportunity for a “year long interview”. Given the amount you will invest in an intern, you will likely want to retain them after they graduate, which will create the best return on investment.
But to keep your interns, they have to have had a good experience, and feel that they can trust you with the next stage of their development. Consider if you have the time, experience and knowledge that you need to ensure a robust experience for the therapist, so that they are fully prepared to enter the field, and hopefully with your practice.
Know Your ‘Why’ Before You Figure Out Your ‘How’
Before you start to problem solve how you will host an intern, be sure to take the time to be really thoughtful about why you are motivated to take on an intern. This will be a year long commitment to someone who is eager to learn and develop so that they may join our profession. This an important responsibility to take on, so be sure that you are ready.
And, if you are ready, follow this blog next month as we get into the nuts and bolts of starting an internship and finding your perfect intern. A third blog will follow on how to sustain the program long-term.
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Author Bio
Chris Campassi is an Approved Clinical Supervisor (ACS) and Program Coordinator of Firelight Supervision. He is a licensed psychotherapist in Colorado and North Carolina, blogger, and clinical supervisor for provisionally-licensed and independently licensed therapists. Chris enjoys helping men, medical professionals, and former athletes manage their anxiety and stress so they can live fulfilled and balanced lives. Follow Firelight Supervision on Instagram.
