Ohio Department of Mental Health and ... - Ohio State Auditor

[Pages:72]Ohio Department of Mental Health and Addiction Services

Performance Audit

June 27, 2019

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Mental Health and Addiction Services Performance Audit

Audit Highlights

?? OMHAS allocates funds to local mental health boards to sup-

port mental health programs in communities. Currently, funding is allocated based on prior year allocations rather than a need based approach. Recommendation Allocate funds using a data-driven needs based method. Impact Reallocation of $15,000,000 in funding.

?? OMHAS operates regional psychiatric hospitals and provides

24/7 care to patients. Currently, hospitals need to mandate overtime for workers to provide appropriate levels of care. Recommendation Adjust hiring and scheduling practices to reduce overtime. Impact Savings of $250,000 to $990,000 annually.

?? OMHAS uses contracted psychiatrists and professional staff

when they do not have full-time staff to cover the needs of the patients in hospitals. The use of contracted staff is expensive and results in disjointed patient care. Improved recruitment efforts are needed to attract professional staff to OMHAS. Recommendation Replace contracted staff with full-time staff. Impact Savings of $655,000 annually.

?? Regional Psychiatric hospitals currently employ customized

training approaches for the same positions. Standardized training will allow OMHAS to deploy best practices and train staff uniformly throughout the state. Recommendation Standardize training efforts at the regional psychiatric hospitals. Impact Savings of $360,000 annually.

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Mental Health and Addiction Services Performance Audit

Table of Contents

Audit Highlights........................................................................................................................... i Letter from the Auditor.............................................................................................................. 4 Audit Summary........................................................................................................................... 5 OMHAS Overview...................................................................................................................... 6 Audit Overview........................................................................................................................... 8 Recommendation 1.1: ADAMH Board Funding...................................................................... 9 Recruitment, Retention, Onboarding..................................................................................... 23

Recommendation 2.1: Nursing Model............................................................................... 25 Recommendation 2.2: Recruitment Efforts...................................................................... 34 Recommendation 2.3: Training Practices......................................................................... 37 Recommendation 2.4: Data Collection.............................................................................. 42 Recommendation 3.1: Prison Treatment and Recovery Programming............................... 45 Appendix.................................................................................................................................... 58 Appendix 1.A: Board Name and Host County by County.................................................... 58 Appendix 1.B: Current Mental Health Funding by Alternate Methodology........................ 60 Appendix 2.A: Turnover Analysis........................................................................................ 61 Appendix 2.B: Training Matrix Page 1................................................................................. 62 Appendix 2.C: Training Matrix Page 2................................................................................. 63 Appendix 2.D: Training Matrix Page 1................................................................................. 64 Appendix 2.E: Training Matrix Supervisor.......................................................................... 65 Appendix 3.A: ODRC Facility Acronym List...................................................................... 66 Appendix 3.B: Trends in Inmate Engagement by Facility.................................................... 67 Engagement Scope and Purpose........................................................................................... 68 Performance Audit Overview............................................................................................... 68 Methodology......................................................................................................................... 68 Audit Objectives................................................................................................................... 69 Abbreviations........................................................................................................................ 70 Client Response.................................................................................................................... 71

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Mental Health and Addiction Services Performance Audit

Letter from the Auditor

To the Governor's Office, General Assembly, Director and Staff of the Ohio Department of Mental Health and Addiction Services, Ohio Taxpayers, and Interested Citizens:

The Auditor of State's Office recently completed a performance audit for the Ohio Department of Mental Health and Addiction Services (OMHAS or the Department). This service to OMHAS and to the taxpayers of the state of Ohio is being provided pursuant to Ohio Revised Code ?117.46. The review was conducted by the Ohio Performance Team and provides an independent assessment of selected areas of operations in relation to industry standards and recommended or leading practices.

This performance audit report contains recommendations, supported by detailed analysis, to enhance the Department's overall economy, efficiency, and/or effectiveness. The report has been provided to the Department and its contents have been discussed with the appropriate staff and leadership within the Department. The Department is reminded of its responsibilities for public comment, implementation, and reporting related to this performance audit per the requirements outlined under ORC ?117.461 and ?117.462.

It is the Auditor's hope that the Department will use the results of the performance audit as a resource for improving operational efficiency as well as service delivery effectiveness. Additional resources related to performance audits are available on the Ohio Auditor of State's website.

This performance audit report can be accessed by visiting the Auditor of State's website at and choosing the "Search" option.

Sincerely,

Keith Faber Auditor of State June 27, 2019

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Mental Health and Addiction Services Performance Audit

Audit Summary

Recommendation 1 Develop a data-driven methodology for the distribution of Mental Health Continuum of Care funds. Financial Impact Redistribution could alter funding allocations to ADAMH boards by $15,002,800 and therefore redirect resources to higher-need counties.

Recommendation 2.1 Adjust the nursing and professional models to reflect the operational needs of the hospitals based on historical data. In combination with adjusting shift scheduling, this would reduce overtime, specifically mandated overtime, by better estimating leave usage. Financial Impact The department could save between $250,000 and $990,000 annually by reducing overtime associated with current scheduling practices.

Recommendation 2.2 Improve recruitment efforts to reduce the number of contracted hours needed to provide professional services to patients and provide a better continuity of care. Financial Impact Replacing contracted hours with full-time staff for vacant position needs in hospitals would save approximately $655,000 annually.

Recommendation 2.3 Standardize training among hospitals to reduce the variation in training staff at the regional hospitals, and enable best practices to be adopted uniformly. Financial Impact Standard training could save up to $360,000 annually.

Recommendation 2.4 Improve the collection of exit-interview data from employees to enable the Department to determine the causes of short tenure. This information will allow the department to adjust training, hiring, and employment practices as necessary to reduce turnover. Financial Impact N/A

Recommendation 3 Finalize an Inter-Agency Partnership Agreement with ODRC. Incorporate the framework to accurately measure programs' impact on offender relapse and recidivism. Financial Impact N/A

Savings by the

numbers

Redistributing funds, adjusting shift schedules, replacing contract workers with full-time employees, and standardizing training at regional hospitals is expected to...

SAVE UP TO:

$2 million

REDIRECT:

$15 million

per year

to higher-need counties

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Mental Health and Addiction Services Performance Audit

OMHAS Overview

Background

Responsibilities and Mission

OMHAS is a cabinet-level state agency. As set forth in the Ohio Revised Code (ORC) ? 5119.14, OMHAS is responsible for maintaining, operating, managing, and governing state institutions and other services for the care and treatment of mentally ill persons. As part of these responsibilities, OMHAS provides resources throughout the state for prevention programs, treatment options, and recovery support. OMHAS oversees 51 county-based mental health boards and more than 600 behavioral health agencies that provide mental health services. In addition, they operate six regional psychiatric hospitals.

The Department's mission is "to provide statewide leadership of a high-quality mental health and addiction prevention, treatment and recovery system that is effective and valued by all Ohioans."

Organizational Structure

The OMHAS director is appointed by the governor. With oversight from the Director, OMHAS carries out its statutory responsibilities and mission through the operation of the following offices and bureaus. The following organizational chart shows both the basic structure and the leadership hierarchy of the Department.

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Mental Health and Addiction Services Performance Audit

OMHAS Organizational Chart

Source: OMHAS

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Mental Health and Addiction Services Performance Audit

Audit Overview

ADAMH Board Funding

This section of the performance audit focuses on the Ohio Department of Mental Health and Addiction Services' funding of alcohol, drug and mental health boards (ADAMH or the boards) through Continuum of Care funds. Information was collected and analysis was performed to develop a profile of OMHAS general revenue funds (GRF) available for allocation. Analysis identified opportunities to redistribute funds based on need.

Recruitment, Retention, and Onboarding

This section focuses on the Ohio Department of Mental Health and Addiction Services' employee recruitment, retention, and onboarding processes. Information was collected and analysis was performed to develop an understanding of each distinct process, and identified opportunities to improve the efficiency and effectiveness of the services provided by the Office of Human Resources (OHR or Human Resources) in support of the Department's mission.

The Recruitment, Retention, and Onboarding section is divided into four sub-sections of analysis, each analyzing a distinct element of the recruitment, retention, and onboarding process:

? Nursing Model ? Recruitment Efforts ? Training Practices ? Data Collection

Prison Treatment and Recovery Services

This section of the performance audit focuses on the Ohio Department of Mental Health and Addiction Services' (OMHAS) prison treatment and recovery programming offered to eligible offenders at Ohio Department of Rehabilitation and Corrections (ODRC) facilities. Specifically, it will focus on the Bureau of Correctional Recovery Services (BCRS or Recovery Services) and the Community Transition Program (CTP), which provide alcohol and drug treatment programming for individuals who are either incarcerated in, or recently released from, Ohio's prison system.

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