Power on: The rapid transition of a large interdisciplinary behavioral health department to telemental health during the COVID-19 pandemic

S L Harding; M Eyllon; A Twigden; A Hogan; D Barry; J E Mirsky; B Barnes; S Nordberg

doi:10.1016/j.xjep.2022.100506

Power on: The rapid transition of a large interdisciplinary behavioral health department to telemental health during the COVID-19 pandemic

J Interprof Educ Pract. 2022 Jun;27:100506. doi: 10.1016/j.xjep.2022.100506. Epub 2022 Feb 24.

Authors

S L Harding^{1

2}, M Eyllon³, A Twigden⁴, A Hogan³, D Barry¹, J E Mirsky⁵, B Barnes³, S Nordberg¹

Affiliations

¹ Reliant Medical Group, Massachusetts, USA.
² University of Massachusetts Chan Medical School Tan Chingfen Graduate School of Nursing, USA.
³ Practice Research Network, Reliant Medical Group, Massachusetts, USA.
⁴ Alec Twigden, LMHC Private Practice, USA.
⁵ Mass General Brigham, Massachusetts, USA.

Abstract

Background: The COVID-19 pandemic necessitated a rapid transition to telemental health (TMH) for behavioral health services in the behavioral health department of a large integrated primary care organization. Although the COVID-19 pandemic was the initial trigger for rapid organizational change, systems were developed with a focus on longer term scalability and sustainability.

Methods: This paper discusses the process of organizational change within our healthcare delivery system using the Strengths, Opportunities, Aspirations, and Results (SOAR) framework. Within this framework a structured mixed methods survey of 38 clinicians representing 5 different disciplines was conducted. Internal and survey data were analyzed to evaluate and guide the iterative change process.

Results: The majority of BH clinicians reported that they were as or more effective with TMH. The transition to TMH in our organization resulted in increased access to care, with a 10.3% increase in BH visit completions. The transition to TMH may benefit clinician work-life balance, but requires resources to support clinical, technological, and communication/teamwork changes.

Implications/conclusions: TMH is a feasible treatment modality for integrated care settings. It is cost-effective and well-accepted by clinicians. The SOAR framework can be used to guide rapid organizational change and ongoing QI processes.

Keywords: Behavioral health; COVID-19; Integrated care; Organizational change; SOAR analysis; Telehealth; Telemental health.