Psychiatric hospitalizations, arrests, emergency room visits, and homelessness of clients with serious and persistent mental illness: findings from a randomized trial of two ACT programs vs. usual care.

OBJECTIVE: This investigation examined several adverse outcomes in clients with serious mental illness in a randomized trial of Assertive Community Treatment (ACT) versus usual care. METHOD: 163 subjects were randomized to one of two ACT experimental conditions (staffed by consumers or non-consumers) or usual community care. Conditions were compared on psychiatric hospitalization, emergency room visit, arrest, and homelessness, within the two-year study period. Demographic, program, and client variables were examined for significant associations with outcomes. RESULTS: Significant differences were found between ACT and usual care in time to first arrest, but not hospitalization, homelessness or ER visits. Shorter time to first hospitalization was associated with male gender, diagnoses other than schizophrenia, high psychiatric symptomatology and lower provider case load. ER visits were associated with increased client symptomatology. Shorter times to homelessness were predicted by poorer therapeutic alliance between case manager and clients. Shorter time to first arrest was predicted by client minority status and enrollment in usual care. CONCLUSIONS: The paucity of significant main effects may have been due to a prolonged "start-up" phase of the ACT programs, poor ACT implementation, restricted availability of psychiatric hospital beds, or changes in usual care services delivered over the study period.

Assertive community treatment versus usual care in engaging and retaining clients with severe mental illness.

OBJECTIVE: Two assertive community treatment teams were compared with a usual-care control condition based on their ability to engage and retain clients with serious and persistent mental illness in community-based mental health services. METHODS: Clients were randomly assigned to one of two assertive community treatment teams (N = 116) or to usual care (N = 58). Survival analysis was used to compare clients' length of engagement and retention in service in the two treatment conditions and in usual care. Cox regression analyses were conducted to determine whether demographic, program, or client variables were significantly associated with length of retention in treatment. Data on these baseline variables were collected after clients made initial contact with their community mental health provider. Clients were observed for up to 870 days. RESULTS: By the end of the observation period, the assertive community treatment teams retained 68 percent of their clients, compared with 43 percent in usual care. In both types of treatment, clients were at greatest risk of dropping out of services during the first nine months. The risk of dropout was associated with the type of treatment. Usual-care clients were more than twice as likely as assertive community treatment clients to drop out for reasons related to dissatisfaction with treatment. Each additional night homeless during the six months before enrollment in the study resulted in a 14 percent increase in the probability of dropout. CONCLUSIONS: Assertive community treatment clearly demonstrated a greater ability than usual care services to engage and retain clients in community mental health care.

Characteristics and activities of case managers in the RWJ Foundation Program on chronic mental illness.

OBJECTIVE: Case management was seen as the major strategy for integrating mental health, housing, and social supports for clients in the Robert Wood Johnson Foundation Program on Chronic Mental Illness, a five-year multisite demonstration project designed to test the effects of reorganizing mental health systems in large urban areas. The authors assessed data on case management programs in the demonstration project to try to explain the lack of consistent improvement in clients' outcomes that was found in the national evaluation of the project. METHODS: Data on case management programs from five demonstration sites-Baltimore; Cincinnati; Columbus, Ohio; Denver; and Toledo, Ohio-were reviewed. Data sources included onsite interviews, documentary material, studies of case managers' contact with community agencies that were conducted in 1989 and 1991, and telephone interviews with coordinators of case management programs. RESULTS: The characteristics and activities of case managers changed little between 1989 and 1991. Case managers tended to become the principal service providers for their clients rather than coordinating service provision among multiple service providers. Case managers reported that their clients received few services from other agencies in the local community support system. CONCLUSIONS: Although lack of change in case managers' activities during the demonstration project may help explain clients' lack of improvement over time, case management by itself does not constitute comprehensive treatment. More attention must be paid to the development and refinement of community-based medical-psychiatric and psychosocial treatments with a proven track record of improving clients' level of symptoms and quality of life.

Local mental health authorities and service system change: evidence from the Robert Wood Johnson program on chronic mental illness.

The extent of change in the performance of local mental health authorities (LMHAs) and in the development of community support systems (CSSs) is assessed for nine demonstration cities that participated in the RWJF Program on Chronic Mental Illness and one comparison site. Parallel measures of LMHA and CSS performance were obtained from two data sources (key informant and interorganizational network surveys) conducted at each site at two times during the demonstration: 1989 and 1991. Findings indicate that the LMHAs were successfully implemented at most demonstration sites, but changes in the CSSs lagged behind LMHA performance levels. The amount of system change tended to be greater when estimated from network versus key informant data.

Addressing the public mental health personnel crisis through systemic reform and public-academic linkages.

This article examines the personnel crisis in public mental health and proposes that improved public academic linkages combined with substantive changes at national, state, local, and university levels can provide a collective solution to this crisis. First, an overview of the problem is presented. For each of these four levels critical issues affecting the training of mental health professionals and suggested changes that would enhance the development of strong public-academic linkages are presented. Finally, Ohio is used as a case example of a state that developed a number of successful PAL initiatives in response to this human resource development crisis.