Good Intentions, but Few Results: Part One in a Two-Part Series about Improving the Quality of Behavioral Health Services

By Dougherty, Richard H. | Behavioral Healthcare, August 2007 | Go to article overview

Good Intentions, but Few Results: Part One in a Two-Part Series about Improving the Quality of Behavioral Health Services


Dougherty, Richard H., Behavioral Healthcare


The President's New Freedom Commission on Mental Health declared in 2003 that the U.S. mental health system was "fragmented and in disarray." (1) The Institute of Medicine's (IOM) Crossing the Quality Chasm report in 2001 raised serious concerns about the quality of general healthcare delivery systems. Both reports call not just for systems reform but for a more profound transformation to address the identified problems. As the 2005 IOM report on behavioral healthcare states:

  Departures from known standards of care, variations in care in the
  absence of care standards, failure to treat M/SU [mental and substance
  use] problems and illnesses, and lack of coordination are of concern
  for many reasons. While they may often represent ineffective care,
  there is evidence that they can also threaten patient safety.... The
  high prevalence and adverse consequences of M/SU problems and
  illnesses, the availability of many efficacious treatments, and the
  widespread delivery of poor-quality care are increasingly being
  recognized by consumers, purchasers, care providers, and policy
  makers. (2)

The report goes on to discuss the problems with collaboration in the field:

    Collaboration by mental, substance-use and general health care
  clinicians is especially difficult because of ... (1) the greater
  separation of mental and substance-use health care from general health
  care; (2) the separation of mental and substance-use health from each
  other; (3) society's reliance on the education, child welfare and
  other non-health care sectors to secure M/SU services for many
  children and adults; and (4) the location of services needed by
  individuals with more severe M/SU illnesses in public sector programs
  apart from private sector health care. (2)

It's not that we haven't tried to improve quality in behavioral health services. Most professionals and administrators seek to maintain and improve quality all the time. The challenge lies in implementing collaborative and systemic approaches to improvement.

[ILLUSTRATION OMITTED]

The most profound change in the field during the past two decades has been the movement to managed care--a systemic but not collaborative change. It initially was driven by efforts to control costs, but after costs were under control, managed behavioral healthcare organizations (MBHOs) increasingly promised and delivered some levels of improved quality. While costs, standardization of services, and utilization reporting improved, it is fair to say that many consumers experienced reductions in care and did not perceive any improvements in quality.

Most current approaches to quality improvement include accreditation and performance measurement activities. These both are essential, but not sufficient, to ensure system quality. Many providers maintain some form of accreditation and have documented their procedures, undergone reviews, hired quality improvement staff, and operated active quality improvement projects. In fact, accreditation standards and processes have improved dramatically in the past decade. They are more focused on outcomes, use such innovations as "tracer methodology," and focus on consumers' perceptions of care. Most health plans and managed care organizations (MCOs) also meet some form of NCQA, URAC, or other accreditation organization's standards. But, again, these are systemic, not collaborative, efforts.

For more than a decade, public and private behavioral health purchasers have proposed various performance measures for their systems. However, purchasers have had mixed success in implementing and actually using these measures. MBHOs have made major improvements in reporting on utilization and process measures such as re-admission rates and postdischarge follow-up. According to a recent study, public systems that have achieved notable success in performance measurement include the:

* Connecticut Department of Mental Health and Addiction Services;

* Ohio Department of Mental Health;

* Oklahoma Department of Mental Health and Substance Abuse Services; and

* Washington Mental Health Division. …

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Good Intentions, but Few Results: Part One in a Two-Part Series about Improving the Quality of Behavioral Health Services
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