What's killing psychiatry?
Part 6
by Lisa Birk
Richard Sheola is more sanguine. Sheola is CEO of Massachusetts Behavioral
Health Partnership, the company that administers mental health services to
state Medicaid patients. He believes the two masters are yoked, pulling in the
same direction: Partnership, he explains, profits not just from spending less
than the cap, but also from administering better care.
When Partnership contracted with Massachusetts to manage the state's Medicaid
mental-health program, the contract stipulated that some of Partnership's
profit would come from meeting a set of "performance standards." Some of those
performance standards are administrative (paying claims within a certain number
of days) and some are therapeutic (finding a person in crisis a hospital within
three hours). Meet those standards and both the company and the patients
benefit.
Sheola believes the program is working well for everyone. In its first year
managing Medicaid's mental-health services, Partnership met or exceeded all 10
performance standards and ran in the black. He and others associated with
Partnership point proudly to the fact that the Alliance for the Mentally Ill of
Massachusetts (AMI), a grassroots organization for the mentally ill and their
loved ones, received just three complaints about Partnership in the company's
first 11 months of operation -- a phenomenally low number, considering that
Partnership serves 80,000 patients.
But the number of complaints is hotly disputed. The Boston AMI office sticks
by the figure of three, but other AMI representatives say that can't be
accurate. Ronnie Darlington, whose experience with her son's tragic early
release led her to work as an assistant advocate for AMI of Western Mass, says
she receives 12 to 15 complaints about Partnership a month at her office alone.
Mostly, she says, people complain about clockwatchers. They complain that
treatments and hospital stays are far too short, jeopardizing their loved
ones.
Lisa Birk is a freelance writer living in Cambridge.