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System Transformation Under the California Mental Health Services Act: Implementation of Full-Service Partnerships in
Sarah L Starks1, Paul G Arns1, Howard Padwa1
1Dr. Starks, Dr. Padwa, Dr. Meldrum, and Dr. Kelly are with the Semel Institute for Neuroscience and Human Behavior, University of California, Los Angeles (UCLA). Dr. Meldrum is also with the Department of History, UCLA, where Dr. Braslow is affiliated. Dr. Kelly is also with the School of Social Work, University of Southern California, Los Angeles, where Dr. Brekke is affiliated. Dr. Braslow is also with the Department of Psychiatry and Biobehavioral Sciences, David Geffen School of Medicine, UCLA, where Dr. Arns and Dr. Bromley are affiliated. Dr. Arns is also with the Los Angeles County Department of Mental Health. Dr. Bromley is also with the Desert Pacific Mental Illness Research, Education and Clinical Center, Greater Los Angeles Veterans Affairs Healthcare System. Dr. Friedman is with the Center for Applied Social Research, University of Oklahoma, Norman. Dr. Marrow is with Health Studies, Westat, Rockville, Maryland.
Objective:
The study evaluated the effect of California's Mental Health Services Act (MHSA) on the structure, volume, location, and patient centeredness of Los Angeles County public mental health services.
Methods:
This prospective mixed-methods study (2006-2013) was based in five Los Angeles County public mental health clinics, all with usual care and three with full-service partnerships (FSPs). FSPs are MHSA-funded programs designed to "do whatever it takes" to provide intensive, recovery-oriented, team-based, integrated services for clients with severe mental illness. FSPs were compared with usual care on outpatient services received (claims data) and on organizational climate, recovery orientation, and provider-client working alliance (surveys and semistructured interviews), with regression adjustment for client and provider characteristics.
Results:
In the first year after admission, FSP clients (N=174) received significantly more outpatient services than did usual care clients (N=298) (5,238 versus 1,643 minutes, p<.001), and a larger proportion of these services were field based (22% versus 2%, p<.001). Compared with usual care clients, FSP clients reported more recovery-oriented services (p<.001) and a better provider-client working alliance (p=.01). Compared with usual care providers (N=130), FSP providers (N=42) reported more stress (p<.001) and lower morale (p<.001).
Conclusions:
Los Angeles County's public mental health system was able to transform service delivery in response to well-funded policy mandates. For providers, a structure emphasizing accountability and patient centeredness was associated with greater stress, despite smaller caseloads. For clients, service structure and volume created opportunities to build stronger provider-client relationships and address their needs and goals.
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