From the Flyer for this Meeting - Not an indication that MPS has anything to do with the opinions that follow. |
I attended the Minnesota Psychiatric Society 2019 Fall
Program last weekend. The theme was addressing Minnesota’s Mental Health
Access Traffic Jam: Coming Together to Build a Better Roadmap. That traffic
jam has been there for the duration of my career in Minnesota and that is
approaching 30 years.
When I looked at the agenda and the speakers my first
association was “stakeholders”. That jargon has found its way into the
administration of medical and psychiatric systems over the past 20 years. It is
basically a codeword to suggest that administrators, politicians, and everybody
in between somehow has a “stake” in medical care and the relationship of
physician has with the patient and their family is peripheral to all of these
outsiders. Nothing could be farther from
reality – but that is the attitude we have to deal with from politicians and
administrators.
The keynote speaker was the director of Psychiatric
Emergency Services at the Denver Health Medical Center – Scott Simpson, MD. He
was not able to make and his presentation was given by a colleague - Kristie M
Ladegard, MD. Denver Health is a 525 bed Level I Trauma center. Psychiatric
Emergency Services has a 17-bed psychiatric unit and a 60-bed
detox unit. The Emergency department
also has mobile crisis services and consultation services. For the last data they had in 2013 a little
over half of their emergency visits were for “depression, anxiety, or stress
reactions”. About 40% were for substance use disorders. An additional 20% were
for psychosis or bipolar disorder. As expected, suicidal ideation led to a more
complicated disposition plan. The incidence of delirium in elderly patients
remaining in the emergency department and the high mortality rate of missed
delirium was discussed. Factors leading to boarding in the emergency department
were discussed. An interesting approach to substance use treatment was the “No
Wrong Door” approach. Using approach intake for substance use treatment
occurred right in the emergency department or at other points of contact within
the medical system. Medication Assisted
Treatment for opioid use disorder was also started in the ED, with
buprenorphine inductions. That resulted in a greater number of inductions and
greater percentage of people retained in treatment.
Emergency services lecture also talked about four goals of
implementation including access, quality, cost, and provider resiliency. The
most interesting method discussed knew the end of the lecture was Dr. Simpson’s
paper on single session crisis intervention therapy (1). The specific
techniques are given in the open access paper in reference number one, and they
should be familiar to people who are involved in crisis intervention especially
with people who are suicidal in those situations. It was part of the overall
message that I don’t think is emphasized enough. That message is-interventions
need to be incorporated into the clinical assessment and not compartmentalized
into the few minutes at the end. Experienced clinicians should be able to forgo
entire sections of a standard template if an intervention is necessary and they
can use the time to provide it.
There was a complementary panel in the afternoon that
consisted of two psychiatrists and two emergency medicine physicians in a
dialogue about what each discipline wanted to tell the other. Early in my
career it was often a source of conflict. There always questions about
“inappropriate admissions” psychiatry. Those questions faded away without any
psychiatric presence in the emergency department. People were admitted to my
service irrespective of their associated medical complexity. It was often my job
to determine whether or not they needed to be transferred to a medical or
surgical service. With this panel there was not a lot of controversy. Much of
the concern had to do with nursing home and group home patients being sent to
the ED with no hope that they could be placed anywhere quickly. The ED
physicians had a very valid argument that it is no environment for boarding
people until placements are available. The spaces are confining and there is
very little to do. Communication about these patients and what the outpatient staff’s
expectations are is critical. One of the psychiatric panelists pointed out
during the session that all of the presentations indicated that additional beds
within the system were necessary - but the state and managed care representatives
were denying that basic fact. This was
later denied by a state representative who tried to say that there are a lot
more beds that are not being counted but the basic fact is that just in
terms of state hospital beds Minnesota ranks 49/50 states.
There was a Forensic Assertive Community Treatment (FACT)
team representative there as well. There are currently 56 ACT teams in 43
counties in the state of Minnesota. There are approximately 90 patients per
team. The FACT team specializes in seeing patients with severe mental illness
who also have probation officers. The leader that team talk briefly about
forensic cognitive behavioral therapy (CBT). Therapy focuses on a number of
maladaptive cognitions that typically promote repetitive criminal behavior. One
example was the error of “super optimism” or “negative consequences of this
behavior do not apply to me”. Since the therapy for repetitive criminal
behavior is generally considered futile to try to locate literature on this
type of therapy but was not successful. The psychiatrist who headed the FACT
team also talked about the importance of “felony-friendly housing” and
“felony-friendly supportive services”. Both of the social features are critical
for stabilizing people in the community but these resources are rare.
On the darker side there were presentations from both the
MN Department of Human Services and managed care representatives. Not a great deal of detail was provided by
DHS. They briefly described improvement
in the physical environment of their forensic units. They gave the current bed capacity of Anoka
Metro Regional Treatment Center (AMRTC) – the largest non-forensic state
hospital. They described the number of
facilities for the treatment of psychiatric and substance use disorders as including
AMRTC, 6 much smaller Community Behavioral Health Hospitals (CBHHs), 5
Community Addiction Recovery Enterprise (CARE) programs, and 4 Minnesota
Specialty Health System (MSHS) Programs.
AMRTC has a 96-bed capacity and has been under significant stress since
a Priority Admission Statute allowed county sheriffs to send patients who were
incarcerated but mentally ill as direct admissions. That results in longer
lengths of stay for committed patients in community hospitals. Compared with previous
statistics provided by Kylee Ann Stevens, MD - Chief Medical Officer,
Minnesota Department of Human Services, the bed capacity at AMRTC has decreased
from 110 to 96 beds. A newer Child and
Adolescent Behavioral Unit is being built but there is no net increase in bed
capacity. There was no comparable data
to the January 2018 post beyond that.
The DHS presentation emphasized the 40% of the patients at
AMRTC Did Not Meet Criteria (DNMC) to be there. As a Medicare PRO reviewer for
Minnesota and Wisconsin one of my jobs was to review patient stays in their
hospitals and determine if they were actively being treated or it was more of a
rehabilitative stay. The point at which clear progress was not occurring was an
endpoint beyond which hospital care was no longer covered. The problem is that
this is an almost totally subjective determination in patients with chronic
mental illnesses. If for example a person
is highly aggressive and no medical treatments have worked – is that an
acceptable end point to say they should no longer be hospitalized. I don’t
think that it is. I have concerns about the robustness of the 40% figure for
DNMC. They presented some graphs of a
Continuous Improvement Project that increased patient flow and decreased the
DNMC to 19%. Some external validation
that large community acute care hospitals like Regions and Hennepin County
medical Center were noticing the effect of this project would have been useful.
DHS also presented a few slides about “innovation” within
the system. They discussed Lean Six
Sigma training as adding value in that it provides business skills to clinicians
and leads to innovation. I remember they told me the same thing when we got
that training in the managed care company where I worked. The problem is that
managed care companies don’t really want to hear any ideas from physicians at
least none that are not reflected back from management. There
were three bullet points on Michael’s Game, Ligature Mitigation, and Harnessing
the Power of the EHR. They suggested the
Michael’s Game was useful to treat delusions for the purpose of competency
restoration. The only available
literature I could find suggests it is useful to try cognitive behavioral
therapy (CBT) in people with psychosis, especially if there is little
familiarity with the technique. Ligature Mitigation is basically a Centers for
Medicare & Medicaid Services (CMS) mandate to ensure the safety of the
inpatient environment by policies and environmental inspection. It seems more like a requirement than
innovation. In terms of the power of the
electronic health record – I think there is finally a consensus that it is more
of a burden than anything else. If there is some power there within the state
hospital system – please demonstrate that.
There were a number of other speakers from the managed care
industry and affiliated organizations.
There were diagrams about patient flow in the ED and what service availability
can do to reduce ED congestion. There
were no inpatient psychiatrists there. The people with the most insight into
the problem were absent. After being an
inpatient psychiatrist myself for 22 years I thought about why that might be. Inpatient docs after all are subjected to all
of the unrealistic expectations of everyone else. Toward the end of my inpatient career I was
being sent patients with severe medical problems and either no psychiatric
disorders or stable psychiatric disorders.
I was getting these folks because everybody knew that they would get the
care they needed – and the case managers who were ordering hospitalists to
discharge people would be out of the loop. Inpatient psychiatry became a place
where in addition to acute care psychiatry – everybody’s problems could be
worked out there. And I had the added advantage of a case manager sitting in my
team meeting reporting back to administrators on whether I got people out in 4
or 5 days. The discharge process was intolerable
because there were no discharge resources.
The availability of state hospital beds and group home beds were all
shut down by many of the agencies represented in the room. Managed care was responsible
for the intolerable work environment and a policy of discharging people before
they were stable in order to optimize billing.
Basically, many of the people in the room who created the problem were
now saying they could solve it. And I have heard these refrains for the past 20
years.
In a form of ultimate irony, there was a rumor at the meeting that one of the Twin Cities metro hospitals was going to be shut down by the managed care company that owned it taking another 105 psychiatric and substance use beds off line. Since this question entered the Q & A session it seemed more than a rumor. There was no comment from the managed care people.
In a form of ultimate irony, there was a rumor at the meeting that one of the Twin Cities metro hospitals was going to be shut down by the managed care company that owned it taking another 105 psychiatric and substance use beds off line. Since this question entered the Q & A session it seemed more than a rumor. There was no comment from the managed care people.
Besides the ACT psychiatrists there was another bright
spot. Dave Hutchinson, the Hennepin
County Sheriff described the progress he was making at the policing level.
Deputies were getting crisis intervention training (CIT). He made the point
that I think a many don’t consider – crisis calls about obvious psychiatric
problems that are being observed by the public go to the police twenty-four
hours a day. He described the toll on the police including the statistic that
80% of officers who are involved in the use of deadly force – never return to
work. The jail in Hennepin County – like
everywhere is inhabited by a large number of people with mental illness.
Sheriff Hutchinson was very clear about the fact that this is a suboptimal
situation and he would prefer that these people are in settings where they can
get adequate care.
At the end of the session, I met briefly with one of my
former residents. She was a panelist for
the meeting. She asked me what she was missing: “It seems that all indications
point to needing more beds.” I reassured
her that she didn’t miss a thing. It was
the elephant in the room. I have seen
two decades of smoke and mirrors about why more beds aren’t necessary. It doesn’t
seem that the state of Minnesota is any closer to recognizing that this is a
real problem. It doesn’t seem that professional psychiatric organizations are
any closer to confronting managed care or opaque state bureaucracies about how
they are at the minimum unhelpful to people with serious mental illnesses and
at the maximum harmful.
George Dawson, MD,
References:
1: Simpson SA. A
Single-session Crisis Intervention Therapy Model for Emergency Psychiatry. Clin
Pract Cases Emerg Med. 2019;3(1):27–32. Published 2019 Jan 10. doi:10.5811/cpcem.2018.10.40443D
2: Khazaal Y, Favrod J, Libbrecht J, et al. A card
game for the treatment of delusional ideas: a naturalistic pilot trial. BMC
Psychiatry. 2006;6:48. Published 2006 Oct 30. doi:10.1186/1471-244X-6-48.
3: Melnick ER, Dyrbye LN, Sinsky CA, et al. The
Association Between Perceived Electronic Health Record Usability and
Professional Burnout Among US Physicians [published online ahead of print, 2019
Nov 12]. Mayo Clin Proc. 2019;S0025-6196(19)30836-5. doi:10.1016/j.mayocp.2019.09.024
Supplementary:
There are many estimate of optimal bed numbers and Minnesota does not come close on a number of them. The Treatment Advocacy Center has a number of documents on their site that list Minnesota as 40/50 in 24 hr hospital inpatient and rseidential treatment setting beds, 41/50 in inpatient beds, and estimates that the state needs to add 1,165 beds to the system to establish an adequate base rate of available beds.
This document from the Pew Charitable Trust looks only at state hospital beds and shows Minnesota at 3.5 beds per 100,000 population with a ranking of 49/50 states.
At least two panels of experts have concluded that 50-60 publicly funded beds per 100,000 is necessary to provide the same level of medical services and wait times for psychiatric patients in emergency departments as medical/surgical patients.
Supplementary:
There are many estimate of optimal bed numbers and Minnesota does not come close on a number of them. The Treatment Advocacy Center has a number of documents on their site that list Minnesota as 40/50 in 24 hr hospital inpatient and rseidential treatment setting beds, 41/50 in inpatient beds, and estimates that the state needs to add 1,165 beds to the system to establish an adequate base rate of available beds.
This document from the Pew Charitable Trust looks only at state hospital beds and shows Minnesota at 3.5 beds per 100,000 population with a ranking of 49/50 states.
At least two panels of experts have concluded that 50-60 publicly funded beds per 100,000 is necessary to provide the same level of medical services and wait times for psychiatric patients in emergency departments as medical/surgical patients.
What a charade.
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