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Ideas Contributed [ 6 ] [+]
Reduce the number of chemical dependency contractors. The state, through counties, contracts with many, many very small chemical dependency providers. The overhead to support the many providers is difficult to justify in these tight times. Use a smaller number of efficient and effective providers.
Better coordinate contracting within DSHS. As an organization that has multiple contracts with DSHS we find the contracting process duplicative and wasteful. For each contract we have to do the same contractor intake paperwork even though DSHS has multiple copies of the information. Someone is processing all of those duplicate documents (actually someone in every Division of DSHS). Seems like one document a year should ...more »
Only provide a two week fill on initital prescriptions paid by the state. A high percentage of medication starts fail due to side effects, non-compliance, lack of desired effect, etc. The result is that a good chunk of the initial 30 day supply often ordered gets tossed. Order just a week or two, make sure its going to be continued and then allow a longer prescription
Eliminate the discharge bottleneck at State Mental Hospitals. A lack of eligibility workers at the State Hospitals means that patients wait many days for placements after they are ready for discharge. At $550 a day it doesn't take too many days delay to pay for an extra worker or two and then produce savings beyond that.
Make the medical records documentation requirements for behavioral health consistent with those in health care like Healthy Options. Not only would costs be reduced, but services would improve, there would be better coordination with medical care and and more services could be delivered.
Require accreditation by national accreditors for mental health and chemical dependency programs. Then you could eleiminate bureaucratic state licensing activities.