As one of the largest non-profit behavioral health networks in the United States, Catalight’s work is driven by a commitment to expanding access to behavioral health services. Trent Iden, who has been with the organization since 2014, has been instrumental in guiding the company through significant changes in how care is delivered. In a recent interview, Iden shared how his personal and professional experiences have shaped his leadership, and how the organization plans to meet the growing needs of families and communities across Northern California, Hawaii, and beyond.
The Role of Personal and Professional Experience
When asked about the experiences he draws from in his role at Catalight, Iden reflects on his journey with the organization. Since joining in 2014, he’s seen firsthand how expanding access to behavioral health has transformed both the company and its ability to serve families. “We’ve developed our model significantly,” says Iden, “creating broader access throughout Northern California and Hawaii, and transitioning to a value-based care model.” This shift has been critical in making healthcare more effective and accessible.
Additionally, Iden draws from nearly a decade of management consulting experience, where he focused on strategic planning, operational efficiency, and driving growth. He credits this background with giving him a deep understanding of what value looks like to various stakeholders, including families, healthcare providers, and insurers. “Understanding what value truly means to different stakeholders is key,” Iden emphasizes.
But perhaps the most influential experience in shaping Iden’s perspective is being a parent. As a father of three, Iden says his role as a parent keeps him grounded and empathetic to the constraints, challenges, and competing priorities families face. This personal experience plays a crucial role in ensuring that Catalight’s approach continues to prioritize families’ needs while expanding access to behavioral health.
Catalight’s Path Forward: Meeting the Growing Need
Catalight’s vision for the future is clear: expanding access to behavioral health and meeting the demand for services wherever it arises. “We’ve done a great job closing the access gap within Hawaii and Northern California, but we see plenty of other regions with similar access gaps,” says Iden. As a result, Catalight plans to continue expanding its services, particularly in areas where behavioral health resources are scarce. This effort is part of a broader goal to reach as many families as possible and help them access the care they need.
A key part of this expansion includes leveraging innovative tools and technologies. Catalight has already made strides by integrating wearable technology into treatment plans, an approach Iden believes can support families in new ways. “We need to think beyond the traditional focus on 40 hours of ABA therapy,” he notes. The future lies in a flexible, family-centered approach that meets families where they are, empowering them with different treatment options designed to fit their unique needs.
Additionally, Iden speaks about the importance of building capacity within the organization. Catalight is focused on expanding its clinical workforce, and in 2024, they launched a postdoctoral program to cultivate new talent in the behavioral health field. By collaborating with other providers and expanding their network, Catalight hopes to continue expanding access to behavioral health to meet the increasing demand for services.
Challenges Ahead for Behavioral Health
As Catalight grows, Iden acknowledges several challenges on the horizon. One of the most significant hurdles is the shortage of qualified diagnosticians in the field. In the 1980s, the rate of autism diagnosis was 1 in 2,500; today, that rate has increased to 1 in 36. The increased demand for diagnostic services and specialized care is one of the key factors driving the need for a more sustainable and scalable model of care. “We need to be flexible in how we approach families with high-level needs,” Iden says, stressing the importance of personalized care plans.
In the face of these challenges, Iden stresses the need for Catalight to rethink its approach to care, particularly as the population they serve becomes more diverse. “We have to acknowledge that one size doesn’t fit all,” he says. The focus must be on providing customized solutions that address the unique needs of each family. Expanding access to behavioral health is not just about increasing capacity, but also about tailoring care to ensure that each family receives the most effective treatment possible.
Catalight’s Commitment to Financial Sustainability and High-Quality Care
In today’s challenging financial climate, it’s more important than ever for organizations like Catalight to find ways to provide financially sustainable services without sacrificing quality. “The tension between rising costs and capacity constraints is real,” says Iden. To navigate these challenges, Catalight has adopted a value-based care model, which aligns incentives and drives more efficient, effective treatment. This model allows Catalight to focus on achieving better outcomes for families, while still being mindful of costs.
Iden also highlights the importance of rethinking traditional treatment plans. By focusing on what truly matters to families and discarding unnecessary interventions, Catalight is able to deliver more meaningful and cost-effective care. For example, if a child struggles to tie their shoes, but using Velcro shoes provides a better quality of life, then the focus should be on the solution that works best for the family. It’s about expanding access to behavioral health in ways that are not only effective but also practical and efficient.
The Future of Behavioral Health: Rethinking the Model
Looking to the future, Iden sees the continued evolution of the behavioral health industry as a crucial step toward meeting the growing demand for services. “In 2024, behavioral health will be defined by how well we transition to a value-based care model,” he says. At Catalight, they’ve been operating in a value-based environment for years, and Iden believes that this model has strengthened their ability to serve their population effectively. However, he also acknowledges that there is still work to be done. “We need to start defining success in a value-based environment and identify what strong value-based care really looks like.”
For Catalight, the goal remains clear: expanding access to behavioral health to serve more families, leveraging innovative tools and approaches, and continuing to build capacity to meet the growing demand. As Iden says, “We are committed to doing more,” and with the vision and strategies in place, Catalight is poised to make a lasting impact on the field of behavioral health.
