Behavioral Consultation and Primary Care: The “Why Now?” and “How?”

and Jeffrey T. Reiter2



(1)
Mountainview Consulting Group, Inc., Zillah, WA, USA

(2)
HealthPoint, Seattle, WA, USA

 



Electronic supplementary material: 

The online version of this chapter (doi:10.​1007/​978-3-319-13954-8_​1) contains supplementary material, which is available to authorized users.


Keywords
Primary Care Behavioral Health (PCBH) modelDistribution of carePrevalence of psychiatric problemsLifestyle-based somatic complaintsSubthreshold syndromesPreventive careChronic diseasePrimary care provider shortagePrimary care stressPrimary care provider trainingDecrease in psychotherapyBarriers to specialty mental healthConsultant approachPopulation health


“There are those who look at things the way they are, and ask why. . .I dream of things that never were and ask why not.”

Robert Kennedy


Before beginning our careers in primary care (PC), both of us authors worked in traditional specialty mental health (MH) settings. Like most MH providers, we worked hard, kept up on clinical innovations and had the best interests of our clients at heart. Of course we had clients who progressed and many who appreciated our assistance. However, we could not help but wonder what happened to clients who failed to show. On a typical day, we might have seven clients scheduled, of which two or three would not show. What happened to them? Why didn’t our follow-ups return? If first time clients failed to show, we rationalized that the client was not ready for change; but was that really the case? Further, we felt frustrated that, by the end of the day, we might have only seen a handful of clients, many of whom were weekly regulars. This begged the question: How many people were we really helping?

As we have since learned, our experiences and questions were not unique. Further, we have learned that our PC colleagues also had some nagging questions: Why do so few patients referred to MH care follow through on the referral? Why are so many “psych patients” coming here when a system already exists to tend to their needs? How can we get patients with chronic conditions like diabetes to manage their condition better? How can a primary care provider (PCP) be expected to meet the needs of every patient with a 15-minute visit?

What we have learned is that the MH system in this country simply does not meet the needs of the population, and the PC system has been left to pick up the slack. Unfortunately, though, PC historically has not been the best place for treating behavioral issues. Overwhelmed by the demand for care, underprepared for many of the problems seen, and often unable to access timely specialty help, PC is a busy and stressed system. All of this has led to the question: Is there a better way?

This book aims to help provide a better way. The chapters that follow are a guide for reinventing PC, by improving the quality and accessibility of care for patients whose health is compromised by behavioral issues. We hope to reshape ideas about how to help patients change problem behaviors by restructuring the way that care services are delivered. The Primary Care Behavioral Health (PCBH) model, as outlined here, provides a framework for integrating MH providers into PC settings. It changes how MH providers practice in that setting, how PCPs practice, and how they work together for the health of the population. As noted by Strosahl (1998), an early developer and proponent of PCBH care, this model is best considered a form of health care rather than mental health care.

The general rationale for integrating PC and MH has been discussed thoroughly in other texts (e.g., Belar & Deardorff, 2009; Blount, 1998; DiTomasso, Golden & Morris, 2009; Frank, McDaniel, Bray & Heldring, 2004; James & Folen, 2005; James & O’Donohue, 2009; Patterson, Peek, Heinrich, Bischoff & Scherger, 2002). Rather than rehashing those writings, this book will focus on how to implement, evaluate, and sustain integration. Specifically, this book explains how to integrate using the PCBH model. This is first and foremost a pragmatic book. We begin by outlining the problems that our healthcare system faces in both the PC and specialty care sectors. Understanding the problems with the current system is essential when considering the importance of taking a fundamentally different approach. One by one, these problems help us not only understand the need for integration but also the need for the particular type of integration the PCBH model provides. We then introduce the PCBH model.


Primary Care and the Epidemic of Behavioral Health Problems


At the time of this writing, the population of the United States is 313.9 million. Remarkably, around 30% of these Americans have a diagnosable psychiatric disorder at a given point in time (Kessler, Berglund, et al., 2005). Around 50% will experience a diagnosable disorder at some point in life (Kessler, Demler, et al., 2005). Reflect for a moment on this point—That is a lot of people! So what happens to all of these people? Figure 1.1 offers some clues.

A117174_2_En_1_Fig1_HTML.gif


Figure 1.1
Distribution of mental health and substance abuse care in the United States

As shown in Figure 1.1, only about 20% of those with a diagnosable problem receive care from a specialty MH or substance abuse clinic, while 21% are treated in PC. The majority, around 59%, receive no care at all (Wang et al., 2005). These basic statistics upend the notion many have about where and how MH problems are treated in this country. Most people with problems seek no care, and many who do seek care simply go to the family doctor; few will ever see a therapist’s couch.

Primary care providers see the full spectrum of psychiatric disorders, from depression to substance abuse to psychosis. They prescribe around 60% of psychotropic medications (Mark, Levit & Buck, 2009; Mojtabai, 2008). They regularly handle chronic psychiatric problems as well as acute flare-ups (e.g., a suicidal patient). Because they provide care across the life span, PCPs also treat child behavior problems (e.g., ADHD) in addition to the problems of adults and older adults. Of course, they must do all of this while also tending to the medical needs of their patients. A PCP must truly be a generalist! For all of these reasons, PC has earned the label of the country’s “de facto mental healthcare system” (Regier et al., 1993).

Thus, one reason to integrate MH services into PC is to help meet the demand for care there. Another reason lies with the 59% of people who seek no care. An interesting point is that approximately 80% of adult Americans will visit PC in the course of a year (National Center for Health Statistics 2012b). Among American children, the number is about 93% (National Center for Health Statistics 2012c). Thus, many if not most of these undiagnosed people will most certainly enter the PC system. They might only seek help for a sore throat or a work physical, rather than for psychiatric or substance abuse problems. However, the point is that they do enter PC.

Most of the time, these patients pass in and out of the clinic without the psychiatric problem being detected. For example, patients with alcohol dependence receive appropriate assessment and referral in PC only about 10% of the time (McGlynn et al., 2003), and depression goes undetected 30–50% of the time (Simon, Von Korff & Barlow, 1995). However, a PC clinic with good screening protocols, behaviorally savvy clinicians, and a robust behavioral health staff might be able to detect and treat problems that may otherwise go unnoticed. Thus, a second reason to integrate is to increase a clinic’s ability to identify and provide MH care to patients who would otherwise slip through the cracks of a broken system.

Takeaway: Integration must improve identification of undiagnosed problems.

Yet, improving care for psychiatric problems is not the only reason to integrate a clinic. Behavior interferes with health in many ways, and the consequences show up in PC patients in many ways. To illustrate this, we often have new behavioral health consultants (BHC; we explain this term later in the chapter) trainees review the daily patient schedule of a PCP, with the goal of finding possible behavioral components to the problems patients are presenting with that day. For example, the patient seeing the PCP for headaches might be stressed or skipping meals; the patient presenting with stomach pain might be drinking alcohol to excess; the patient complaining of dizziness might be having panic attacks. There is even a behavioral component to the common cold, in that frequent hand washing helps prevent it! The point is that health and behavior are so intertwined that it can be difficult to find any medical problem that does not involve behavior in some way. A behavioral influence is most notable in four types of patient concerns: (1) lifestyle-based somatic complaints, (2) subthreshold syndromes, (3) preventive care, and (4) chronic disease management. We describe these concerns in detail below.

Irritable bowel syndrome, tension headaches, insomnia, and chronic pain are a few examples of lifestyle-based somatic complaints. In a classic study of these complaints, researchers demonstrated that, of the 14 most common complaints in a PC clinic, 84% had no clear organic etiology over a 3-year follow-up period (Kroenke & Mangelsdorff, 1989). In other words, these symptoms were likely the result of stress and/or lifestyle. Because these conditions are experienced as physical symptoms, patients often view them as medical problems and thus seek help from a PCP rather than a MH provider (Bray et al., 2004; Patterson et al., 2002). Obesity is another lifestyle-based somatic issue that PCPs confront almost hourly. On rare occasions, patients seek help specifically for obesity, but much of the time it is a problem that never even gets discussed (Greiner, Born, Hall, Hou & Kimminau, 2008).

The second category of subthreshold syndromes includes marital conflict, domestic violence, bereavement, and other life stressors. These are problems that do not meet the “threshold” of a DSM diagnosis, but are nonetheless problems that may take a significant expenditure of PCP time and energy. For example, conservative estimates indicate 12–23% of patients in family medicine have experienced intimate partner violence in the last year (Cronholm, Fogarty, Ambuel & Harrison, 2011), and such patients utilize 1.3–2.6 times as much health care (Ulrich et al., 2003).

Preventive care is another area where PCPs spend a lot of time and energy, and mostly this involves counseling patients on healthy behavior change. Risk factors for heart disease, cancer, stroke, diabetes, and respiratory diseases go far beyond genetics and social inequalities. To prevent these problems, patients must modify tobacco use, unhealthy diets, sedentary lifestyles, and problematic alcohol and drug use, and PCPs help them with this. They also teach patients to use seat belts, bike helmets, and contraceptives and help them avoid high-risk sexual behavior. Most MH providers in a traditional MH setting would be surprised and perplexed if asked to help a client with one of these behavioral issues. However, PCPs counsel patients regarding these issues every day.

Behavioral issues also arise in patients with chronic diseases, the major causes of morbidity and mortality in the world in both developed and developing countries (Heron, 2010). Primary care systems have historically focused mostly on treating acute problems, but chronic conditions are the fastest growing part of PC (Patterson et al., 2002). More than 75% of healthcare costs are now attributable to chronic conditions (see Web Link 1). This rise is due to several factors, including an aging population; an increase in conditions such as diabetes, lipid disorders, and obesity; and medical advances that allow people to live longer with diseases that would have been fatal in earlier years. The trend toward more chronic disease means that PCPs must more often help patients learn to manage them. They must counsel patients on how to cope with a chronic condition, educate family members, motivate patients to make changes, and teach them skills for managing it. Unfortunately, estimates suggest that up to 60% of patients with chronic disorders adhere poorly to treatment (Dunbar-Jacob & Mortimer-Stephens, 2001).

Takeaway: Integration must help with ALL behaviorally influenced conditions.

The challenge of responding to all of these behavioral issues in PC may be reason enough to integrate services. Yet, there is another reason why integration is so crucial: PCPs simply cannot do it alone. Primary care is a very busy place and a very stressed system.


Primary Care: Overworked and Underpaid


Imagine you are a PCP seeing a patient who is brand new to your clinic. The patient reports having diabetes, hypertension, high cholesterol, depression, sleep apnea, and chronic pain. The patient also tells you he has been off all of his medications for a few months and can’t recall the names of most nor the dosages. He is coming in now because he has not been feeling “right” and thinks his blood sugar is “off.” You call an endocrinologist the patient recently saw (the patient recalled the name, but you had to find the phone number), but after 20 minutes, the endocrinologist still has not called you back. You were 45 minutes behind at the start of the visit and need to see four more patients in the next hour before lunchtime.

If this scenario sounds unrealistic, it is not; if it sounds unworkable, it very nearly is. The reality is that scenarios like this play out every day on the schedule of most any PCP. The typical PCP sees 20–25 patients in a day, many with complex problems. The average length of a PCP visit is 16–18 minutes, during which time the average patient will bring up three health concerns (more than three concerns in 37% of visits; Beasley et al., 2004; Mechanic, McAlpine & Rosenthal, 2001). Obviously, this means PCPs have little time to treat behavioral and medical issues that may be complex.

In addition to patient visits, a recent study in The New England Journal of Medicine documented that in a typical day, a PCP has over 36 urgent but unpaid tasks to tend to. Such tasks include reviewing labs, refilling medications, returning phone calls to patients or other providers, reading consult reports, and many others (Baron, 2010). Similarly, a PCP would need 7.3 hours per day, in addition to patient visits, to implement all of the preventive screening and counseling that is recommended (Yarnall et al., 2003), as well as ten additional hours a day to implement all of the clinical guidelines for chronic problems like diabetes (Yarnall et al., 2005). Primary care is a very busy place, and all too often there is little time for anything but acute concerns.

The entire PC team often experiences the same high stress level of the PCP. Medical assistants (MAs), RNs, and lab technicians also operate under a time crunch and are likely no more prepared to deal with behavioral problems than PCPs. In some cases, they bear the brunt of complaints from disgruntled patients who may be reluctant to complain to the PCP. Similarly, receptionists and other administrative staff must often interact with psychotic, depressed, or otherwise challenging patients, and referral coordinators must try, often in vain, to locate accessible specialty services. When training a new BHC, we often have her spend 30 minutes in the waiting room of the clinic, observing the patients and patient interactions with staff. Almost inevitably, there will be a disagreement over a bill, frustration with a lengthy wait, and questions beyond the realm of what front desk staff are able to answer. Observing the waiting room can provide valuable insight into the challenges faced by staff, all of which place additional strain on a PC system that is already taking on more than it can handle.

If patients with complicated problems reliably accessed the specialty care system, perhaps the situation would be improved. PC is supposed to be the entry point for treatment of any nonurgent problem, with the specialty care system standing by to accept those who fail to improve in PC. This is the case for all manner of health issues, including MH problems. Unfortunately, PCPs in the United States report being “unable” to access specialty MH services for two-thirds of their patients (Cunningham, 2009)! Thus, in the majority of cases where PCPs need specialty help, they simply cannot get it.

Adding insult to injury, PCPs have also not been compensated as well as their specialist colleagues. They are consistently the lowest paid of all physicians. In 2012, the median salary for a PCP was $220,000, whereas the median for the other physician specialties was $396,000 (Bureau of Labor Statistics & U.S. Department of Labor, 2014). In comparison to their peers, PCPs are a classic example of “overworked and underpaid.” Perhaps not surprisingly, all of this has resulted in a shortage of PCPs nationwide. Medical students have been shunning PC, and seasoned PCPs are retraining or retiring early. Healthcare reform, with its emphasis on strengthening PC, may help PCP salaries some. However, it is also expected to bring about 30 million newly insured people into the already stressed PC system.

The important point from this discussion is that any attempt at integration must aim to reduce the burden on the PC system. Integration efforts that add more work to the overflowing plates of PCPs and other team members are doomed to fail. Behavioral health providers who practice in PC without understanding the system’s stresses, or who choose to ignore them, risk being viewed as irrelevant at best and a nuisance at worst. Integration must help not only patients but also the PC system to function better.

Takeaway: Integration must subtract from, not add to, the workload of PCPs.

In addition to a lack of time, PCPs also report feeling underprepared for managing many behaviorally influenced problems. In a typical 3-year family medicine residency, the “psychiatry” rotation lasts just 1 month (and it is during this month that, as Strosahl (2013) likes to joke, most residents take a vacation). Indeed, many residents assume they will rarely need to manage complex behavioral issues and that they will be able to reliably refer to psychiatrists and psychologists, only to learn after residency that much of what they must help patients with involves behavior.

Not only is the quantity of training insufficient, the quality often is as well. Residency programs are rather notorious for not equipping PCPs with the behavioral tools they really need. In the real world of 15-minute visits, treating patients with multiple behavioral issues can be quite a jolt for new clinicians. Almost every PCP has at some point uttered, “My training never prepared me for this!” While diagnosing and prescribing are often a heavy focus of residency training, much less attention is typically given to teaching basic behavior change strategies, especially strategies for very brief encounters. Surveys of physicians and residents show that only around 25% feel effective when counseling patients on smoking cessation, diet, exercise, and weight management Foster et al., 2003. And while the majority of PCPs say they feel comfortable treating anxiety and depression, many struggle with treating other types of psychiatric and substance abuse issues.

Takeaway: Integration must help PCPs improve behavior change skills.


The Effects on Patients


At the risk of stating the obvious, we must note that patients also suffer under the current system. As indicated earlier, many if not most psychiatric problems go undetected in PC. When one is detected, the treatment is likely to be medication focused, and the outcome is likely to be subpar. This is true not only for psychiatric problems but for a host of behaviorally influenced problems including obesity, diabetes, and other chronic conditions. Numerous studies have shown that care for psychiatric disorders in PC is inadequate. Common problems include poor follow-up and tracking of care, inappropriate prescribing, over reliance on medication treatment, and a lack of communication with outside providers. Outcomes for chronic diseases such as diabetes and hypertension are subpar and access to care for well patients is limited due to the care that ill patients require. Treatment in PC needs to do better.

Takeaway: Integration must improve care outcomes in PC.

One aspect of PC that must change for this trend to be reversed is its ability to provide behavior change support to patients. Care for psychiatric problems in PC is heavily medication focused, including dramatic increases in prescribing over the last few decades, yet all of those prescriptions have not led to any clear improvements in population health. The case of antidepressants provides a good example. Antidepressant use has skyrocketed since the early 1990s, such that they are now the most commonly prescribed medication in the United States for females and the third most commonly prescribed medication overall (NCHS, 2013). The vast majority of this increase is attributable to increases in prescribing by PCPs that started with the introduction of SSRIs in the 1980s (Wang et al., 2005). The lower side effect profile of the SSRI’s allowed them to be more easily marketed to PCPs, a point that the pharmaceutical companies were quick to exploit. An almost fourfold increase occurred in the percentage of promotional spending dedicated to direct-to-consumer advertising of antidepressants (Donohue, Cevasco & Rosenthal, 2007), with the result that patients now commonly request specific medications from their PCP.

All of this, and other factors, led to the explosion of antidepressant prescriptions; yet this vast expansion of antidepressant use hasn’t gotten us very far. National surveys from Great Britain show no decline in the overall prevalence of depressive episodes, mixed anxiety, and depression cases or in the duration of depressive episodes, despite the dramatic increases in antidepressant use there (Brugha et al., 2011). Similar surveys in the United States have produced similar findings (Kessler, Berglund, et al., 2005; Mojtabai, 2011), with one study even showing an increase in depressive episodes in the population (Compton, Conway, Stinson & Grant, 2006). As antidepressant use has climbed, so has the use of antipsychotics (Olfson & Marcus, 2009). When a patient doesn’t improve on an antidepressant, an antipsychotic is often added.

A reasonable alternative to all of these medications would be a strong dose of behavioral interventions, but that rarely happens (Robinson, Geske, Prest & Barnacle, 2005). As noted earlier, most PCPs have neither the time nor the training to provide detailed behavioral guidance, and specialty MH providers are hard to come by. As we will describe later on, the use of psychotherapy has even plummeted in the specialty MH world (Gray, Brody & Johnson, 2005; Olfson & Marcus, 2009). Thus, even in rare circumstances where a PCP successfully refers a patient to specialty MH care, little attention is usually given to non-medication approaches.

This heavy reliance on medications is often more than just ineffective; it may also make some problems worse. For example, when a PCP, desperate to help and desperate for time, is faced with a patient with chronic anxiety, the end result may be chronic use of a habit-forming anxiolytic (PCPs prescribe two-thirds of the country’s anxiolytics; Mark et al., 2009). The patient and PCP may then end up with two problems: (1) continuing anxiety and (2) dependence on the anxiolytic. Actually, they may end up with three or four problems, because the anxiety will likely continue and the frustrated patient may become depressed or begin to self-medicate with substances. This is a scenario that plays out daily in most PC clinics.

Takeaway: Integration must help decrease the medication culture of PC.

Even patients with no significant behavioral problems suffer under the current state of affairs. A lengthy visit with a patient with multiple behavioral issues often leads a PCP to recapture time from subsequent patient visits to stay on schedule. In addition to more lengthy visits, patients with psychosocial problems utilize medical services more frequently (Simon et al., 1995), which makes accessing services harder for other patients. One study of high utilizers (patients who utilize medical services the most) found that about half had significant problems with depression and anxiety (Katon et al., 1990). The inference from all of this is that without sufficient care for behavioral problems, we all are paying the price.


The Failings of the Specialty Mental Health System


It is tempting to reason that one way of lessening the burden on PC and improving care outcomes, at least with respect to treating psychiatric problems, is to bolster the specialty MH system. In its Interim Report to the President, Since the President’s New Freedom Commission declared in its Interim Report that, “… the mental health delivery system is fragmented and in disarray … lead to unnecessary and costly disability, homelessness, school failure and incarceration”, many efforts have been made to do just that (President’s New Freedom Commission, 2003). Of course, the Holy Grail would be a system in which psychiatric and substance abuse disorders are first tended to in PC, with seamless and rapid transition to the specialty care system for those who do not improve. Presumably, the most severely impaired patients would end up in the specialty care system, where they would access therapy and perhaps medication care until their problems have resolved. This certainly seems like a reasonable goal. Yet, this is not the system we have now, and, for a variety of reasons, it almost certainly never will be.

Perhaps the biggest reason for this shortcoming is that patients simply do not always do what their healthcare providers recommend. As trainers of new BHCs in PC, we both frequently encounter trainees (and PCPs) whose main treatment plan for complex patients is to refer them to specialty MH. This plan might seem perfectly reasonable, and the patient might even agree with it; yet, more often than not, the patient simply ends up back in the BHC/PCP’s office, never having made it to specialty MH. As we noted earlier, two-thirds of PCPs report being unable to access specialty MH for their patients.

Why don’t more patients utilize the specialty MH system? For starters, recall from the earlier pie chart that most patients with diagnosable problems seek no care anywhere. Research shows that those with less serious problems often do not see a need for MH care, or perceive a stigma to MH care, or believe that treatment will not help (sometimes based on past experience). They also often expect that problems will improve without care. More severely impaired patients are often deterred by structural barriers; they anticipate difficulty obtaining appointments, trouble getting to appointments, uncertainty about where to go for care, problems paying for care, or a belief that treatment will take too long and be inconvenient (Cunningham, 2009; Mojtabai et al., 2011).

Takeaway: Integrated care must be accessible.

In cases where a patient does seek care for MH problems, as noted earlier, half the time such care is sought in PC. Many patients are reluctant to trust anyone other than their PCP and as such will resist any referrals to specialty MH (Von Korff & Myers, 1987). Sometimes referrals even cause problems in the relationship between the PCP and patient, because the patient interprets it as a sign the PCP has given up or does not want to deal with the patient’s emotional health (Patterson et al., 2002; Strosahl, 1998). Older patients (i.e., over age 60) are particularly unlikely to accept a referral to specialty MH (Wang et al., 2005). Other patients who seek care in PC do so not for the MH problem per se. Instead, they seek relief from the physical manifestations of stress, such as headaches, fatigue, or insomnia, but not the stress itself (Bray et al., 2004; Patterson et al., 2002). Such patients may simply not see any reason for an MH referral.

Takeaway: Patients must perceive integrated care as routine health care.

Much of the resistance patients have to specialty MH, and substance abuse care is generated by the failings of these systems. They are notoriously inefficient systems that present numerous obstacles to care. A recent case from the clinic of one of us (JR) provides a typical example. The PCP of a 13-year-old patient referred the patient to specialty MH for psychiatric help with ADHD and other behavioral issues. A month later, the patient and his mother returned, with no MH appointment planned. The mother complained that no appointments were available for 3 weeks and that 5 weekly therapy visits were required before they would be allowed to see the psychiatrist. As a working single mother, she did not feel able to make weekly appointments and felt her son was actually improving with just the stimulants from the monthly PCP visits. She had no interest going elsewhere for additional care.

Such stories are all too familiar to anyone working in PC. Wait time for an initial appointment with specialty MH care is commonly measured in weeks rather than days The one-size-fits-all approach taken by most MH clinics (wherein hour-long appointments are utilized for all patients), and treatment plans that last for months or even years, results in rapidly booked schedules with long waits for new patients. Such long waits mean that patients are usually not able to get help when they feel they need it most. In many systems, initial appointments—once they do arrive—often involve merely an intake assessment, perhaps conducted by a technician who then schedules yet another appointment a few weeks off with a therapist or prescriber, if needed. In contrast, patients can typically obtain an appointment with a PCP in a day or 2, if not on the same day.

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Apr 9, 2017 | Posted by in PSYCHOLOGY | Comments Off on Behavioral Consultation and Primary Care: The “Why Now?” and “How?”

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