State Behavioral Health Crisis Response System Establishment and Growth
Ikaso assisted a State in designing and realizing its suicide and crisis response system by establishing the state’s three crisis response pillars as outlined by SAMHSA: Pillar 1 - Someone To Contact (988 Contact Centers), Pillar 2 - Someone to Respond (Mobile Crisis Teams), and Pillar 3 - Somewhere to Go (Crisis Stabilization Services).
The Challenge
In the United States, rates of mental health and substance use issues have long been rising, often outpacing available resources and support systems. The Covid-19 pandemic exacerbated these problems dramatically, as behavioral health issues intensified and healthcare systems became increasingly strained. In response to this crisis, the federal government mandated the creation of the 988 Suicide & Crisis Lifeline, which provides an easy-to-remember number for immediate support. With this mandate, federal stimulus funding was also distributed to bolster behavioral health services across states, aiming to expand access to care and support the overwhelmed behavioral health infrastructure. The state had both a compelling vision for a crisis response system and substantial federal stimulus funding to support it, but needed assistance translating this vision into reality.
The Outcome
Ikaso stepped in to provide crucial support to the State using both our project management and procurement expertise. Ikaso helped facilitate competitive procurement processes, competitive grant making, contract negotiations, contractor and grantee monitoring, federal grant application support, stakeholder engagement, management of nearly $200M in state and federal funding, project management, collaborative goal-setting, and strategic planning. Ikaso then helped the State manage all those vendor and provider relationships, ensuring quality outcomes and cross-provider collaboration to promote an effective system.
Ikaso assisted the state in procuring and contracting with providers for Pillar 1 - Someone To Contact (988 Contact Centers), Pillar 2 - Someone to Respond (Mobile Crisis Teams), and Pillar 3 - Somewhere to Go (Crisis Stabilization Services). We solicited proposals from behavioral health organizations, including Community Mental Health Centers, that were committed to providing services in line with both state and federal guidelines. The State ultimately awarded 5 contracts for Someone to Contact, over 20 contracts for Someone to Respond, and over 20 contracts for Somewhere to Go. Ikaso designed the contracts to guarantee that providers were not just adhering to basic requirements, but also incentivized to grow and improve their services. Ikaso also conducted a competitive procurement for a standardized crisis data platform that allows 988 Contact Centers to manage 988 calls, chats, and texts and coordinate referrals across the state, facilitating a seamless transition of care. The software standardized and centralized the data for the State to oversee and manage all data. Finally, Ikaso conducted multiple other procurements to bolster the crisis system, analyze the system’s effectiveness, and understand the public’s perception. These initiatives include the Statewide Crisis System Assessment, Community Focus Groups, and more.
All of these contracts ultimately account for over $180M from several state and federal sources. Ikaso helped manage all of these contracts to ensure that all the funding was spent before expiring, contractors were meeting requirements, and maintaining performance. We met with the contractors regularly to address any noncompliance, answer questions, and resolve any barriers they were experiencing.
However, it was not only essential that each individual contractor succeeded, but that these crisis response providers were operating as an integrated crisis response system and effectively collaborating with each other, their communities, other behavioral health providers, and local first responders. To accomplish this goal, Ikaso led several recurring stakeholder engagement meetings aimed at standardizing provider operations, reducing silos between providers, integrating with 911 and law enforcement, establishing training programs, identifying a resource database, and ensuring equitable care for all communities across the state. Thanks to these meetings, crisis response providers collaborated to improve their services, agreed on standard operating procedures (initially drafted by Ikaso), worked with the local community to better serve people across the state, and more. To further support this process, Ikaso developed a comprehensive Crisis Response System Manual based on insights from these stakeholder meetings, state requirements, and federal best practices.
Values-Centered Approach
Throughout this project, Ikaso employed our values of curiosity and excellence to continuously adapt and align with the State’s evolving needs. Although the project began as a procurement and stakeholder engagement initiative, it quickly expanded as Ikaso maintained an inquisitive approach, seeking better ways to support the State's goals. Our commitment to excellence drove us to regularly evaluate both our progress and the State’s capacity, persistently asking how we could enhance efficiency and deliver greater value. Ikaso ensured that the project met the State’s needs, reflecting our dedication to continuous improvement and impactful outcomes.
Highlighted Results
Consistently maintained a near 100% in-State answer rate for 988 Call Centers
In 1 year, increased Mobile Crisis Team county coverage by 375%
In 1 year, increased number of in-state Crisis Stabilization Services sites by 400%
Nearly $200M in braided State and Federal funding distributed directly to crisis response providers
