Behavioral health crisis: states addressing a surge in need

With workforce shortages, a list of initiatives and a longer list of to-dos, it can be a challenge to fully execute and implement projects through completion. Clear leadership directives on the top priorities can support agency resources in making decisions about where to direct their time and efforts and provide clarity to state government partners on where funding is needed.

Agencies are being pressed to understand disparities in access and areas of greatest need, make decisions on where to expand service capacity, and respond to questions from state government partners and external stakeholders about the current situation. Data that is reliable and readily available is critical. Taking the time to establish data governance, tools, and dedicated staff to gather and analyze data is a worthwhile effort to avoid staff spending large amounts of time pulling and developing reports every time a request is made.

As agencies consider the state of their current behavioral health system and assess opportunities for innovation and improvement, it can be beneficial to look to national leading practices and available funding. One example of this is the implementation of the Certified Community Behavioral Health Clinics (CCBHCs) model. The CCBHC model focuses on 24/7 access to integrated quality mental health and substance use disorder services. Funding is available to states through grants and Medicaid demonstration, and in the states with active CCBHCs we are already seeing a positive impact on service delivery. Additionally, behavioral health agencies should invest time in developing the business case to communicate their needs to state government partners. More and more, we are seeing state leadership pressing agencies for data and metrics to support their requests for funding. Behavioral health authorities should consider how they are communicating the impacts of the funding states are investing, as well as they “why” when asking for additional dollars.