Challenges for Psychiatry in Serving Homeless People With Psychiatric Disorders

Some consensus has emerged on how to help mentally ill homeless people reintegrate into the social mainstream. It is useful to consider a transitional process that includes stages from homelessness through permanent housing (18). In one APA task force report, these rehabilitative stages are engagement, intensive care, and ongoing rehabilitation (19). They begin with engagement through outreach on the street or in shelters, where homeless people are introduced to a range of social and medical services—optimally ending with housing, work, and the possibility of reestablishing lost social ties. Throughout the three stages exists a continuum of services and interventions that have different levels of technical development. The details of these stages, a topic beyond the scope of this article, are described elsewhere (20), but three issues are noteworthy. These issues have developed over the past ten years and continue to present challenges to clinical psychiatrists as a consensus about services continues to evolve.

The first issue is the relatively nascent status of knowledge concerning what contributes to housing stability. The best of recent research is exemplified by a naturalistic study of 2,937 people with mental illness who obtained housing placements in New York City (20). In high-intensity housing—generally, housing with ample staffing, medication dispensing, money management, curfews, and on-site meals—it was found that noncongregate living arrangements and medication management were associated with longer housing tenure, but in low-intensity housing different associations were found. Clearly, this type of research is only a beginning, and researchers have yet to describe methods for creating a spectrum of housing types based on clusters of personal needs (21). Little information is available that analyzes individual models or programs (22,23) or that systematically examines clinical issues like medication adherence, concurrent treatment of substance abuse (24,25), medical comorbidity, and family involvement. In fact, novel programs have been devised that attempt to address housing as a rehabilitative technology—a type of intervention that is in a relatively early phase of development. Critical time intervention focuses on extended transition and follow-up by shelter workers who assist clients as they attempt to adapt to housing programs (26). Another innovative response, the Pathways to Housing program, bypasses established housing programs altogether (23). It employs the assertive community treatment model to aggressively maintain its clients at its own scatter-site housing, seeing them though a process culminating in housing stability.

In our view, clinical psychiatrists working with this population should actively involve themselves in decisions concerning patients' housing placement. This activity represents a leadership function for clinical psychiatrists within community rehabilitation teams, regardless of whether the psychiatrists are consultants or administratively in charge. A still broader objective is that clinical psychiatrists use their expertise to identify the personal characteristics that will help them understand housing needs and take leadership in fostering program evaluation and research. Community-based programs typically do not have the capacity for research, but services research can be initiated by persuading program administrators to participate, developing academic liaisons, and collaborating with other disciplines that have affinity with research. This issue is particularly timely because of a rapidly advancing emphasis on evidence-based mental health programming and funding that is increasingly attuned to documented outcomes.

The second issue concerns vocational training, an area of rehabilitation particularly relevant to homelessness and one increasingly scrutinized through outcomes research. Once homeless people have found satisfying housing, the rehabilitative focus usually shifts from symptom management to helping them develop a new set of social roles. A vocational identity is important to this development. As the struggle with daily survival recedes, people often begin to seek financial independence as a source of pride. Supported employment has been the most fully researched strategy (27), but other models, such as transitional employment programs in clubhouses, have a rich service history too. It is likely that different vocational models suit different individuals. For homeless people, goal setting related to work may actually begin before housing placement, and initial attempts have been made to adapt supportive employment, for example, to homeless populations (28). Because of the significance of work to role redefinition among many mentally ill homeless people, clinical psychiatrists must become conversant with vocational training.

The third issue concerns mentally ill homeless people in the criminal justice system. The U.S. Department of Justice estimated in 1999 that 16.3 percent of detainees in jail reported either having an emotional condition or having spent a night in a mental hospital or program (29). Although these are highly inclusive criteria, they illustrate how the mental health and criminal justice systems are sharing a common responsibility. The same study showed that among jail detainees with mental illness, 30 percent were homeless when they entered custody, compared with 17 percent of those without mental illness.

It has been recognized since the late 1980s that a large number of homeless people with mental illness have contact with the criminal justice system (30,31) and occupy a closed transinstitutional circuit between shelters, hospitals, and incarceration (32). Although the overall causes of this situation may include a decrease in housing and jobs, it has been proposed that there are issues unique to those with mental illness, including access to care, society's ambivalence about whether to treat or to punish, and the effects of deinstitutionalization and restrictive commitment laws (33). What is clear is that jails and prisons are common institutional links in the care of mentally ill homeless people.

This phenomenon has forced the criminal justice and mental health systems to explore ways to work effectively together—from the police to the courts to jails and prisons (34). Among the creative solutions to emerge are projects that divert people from incarceration (35,36) and programs whose function is to reintegrate mentally ill parolees into the community (37). Psychiatry's challenge is to lead efforts in training members of the law enforcement and other criminal justice professions to work effectively with mentally ill people. Psychiatrists must also help jail and prison mental health services move their focus away from custodial care toward integrating inmates into community-based psychiatric rehabilitative services, thus helping to break the transinstitutional circuit. Conversely, as psychiatrists increasingly relate to the criminal justice system, they will more patently exercise social control. In doing so, they must understand how to work within the criminal justice system while remaining clear about where their role as advocates emerges, whether on an individual or a systemwide level.

In the 1970s, psychiatrists began to lose their initial administrative dominance in community mental health centers while maintaining it in traditional systems like hospitals (38). Owing in large part to this change, nonmedical mental health professionals sought and were able to fill an important niche in leadership in community mental health centers and other community-based organizations. Because of a need to respond creatively to the particularly marginalized clinical population of mentally ill homeless persons, some of these new leaders and their organizations developed nontraditional approaches to services. In addition, community-based organizations usually have more administrative flexibility and in many cases a broader definition of what constitutes service delivery than do traditional settings. As a result, many organizations that work with homeless populations have developed considerable breadth, encompassing assertive outreach and case management, shelter care, housing, and vocational rehabilitation.

Service delivery methods at community-based organizations often embrace rehabilitation as a cardinal precept (39). Rehabilitation, despite its identification as important in the psychiatric care of mentally ill homeless people (19), is an approach that has still to gain acceptance in psychiatry (40)—which is at least one reason why community-based organizations tend to be skeptical of traditional mental health care and the leadership positions that psychiatrists have usually held within it.

Nevertheless, over the past decade, the role of medical director has gradually emerged in these community-based organizations (41), representing an adaptation of psychiatric administration to include nontraditional models and the acceptance by many community-based organizations of a meaningful medical contribution. Reasons for this change may include a greater emphasis on teamwork in psychiatric education, more understanding by the staffs of community-based organizations of the importance of biological treatment, and the formation of community-hospital care systems through public-sector managed care—thus requiring that community-based organizations add to their staffs physicians who can authorize "medical necessity." In a study by Ranz and colleagues (42), it was found that, among community psychiatrists working in community-based organizations, job satisfaction was significantly higher among medical directors than among staff psychiatrists—implying that medical directorship is an area of potential development for psychiatrists in community settings, including homelessness services programs (43).

The shift in the relationship between psychiatry and community-based systems has introduced challenges. The most obvious one is the relationship between medical directors and nonmedical administrators. Medical directors work in partnership with, or under the aegis of, nonmedical program or agency directors. How the relationships are managed is of critical concern, and it requires flexibility and collaborative skills similar to those that psychiatric clinicians use in teamwork. For example, in the area of clinical accountability of nonmedical staff, the medical director needs to assert a commitment to high-quality care, often without having direct line authority.

Psychiatry's role in nonclinical affairs is a related challenge. Many community-based organizations operate programs whose focus is less explicitly clinical, such as vocational training for people recovering from substance abuse. For this kind of program, medical directors or chief clinical officers must be able to see beyond being physicians in the narrower sense; they must understand how psychiatry can support and inform a social agency's broader agenda. This brand of leadership offers potential for psychiatrists to extend their role to that of executive director. Such a development within the culture of community-based organizations would signify further evolution for psychiatric leadership capabilities. How education can address this is discussed in the next section.

Faculty who came of age during the phases of the problem of homelessness lead today's teaching experiences. Some faculty have begun to define an emerging clinical technology for work with mentally ill homeless populations (19,44,45,46,47,48). These teachers understand that such work gives trainees an opportunity to learn a form of psychiatric intensive care in which they exercise diagnostic and management skills in treating complex and very distressed patients. Through these experiences, trainees also work at the frontiers of epidemics like tuberculosis, HIV illness, and hepatitis C.

Training physicians to treat mentally ill homeless people starts with teaching trainees a theoretical framework encompassing the social and economic roots of homelessness and how community psychiatry fits within applied public mental health. Successful clinical experiences last long enough to allow hard-won relationships to develop between patient and clinician, showcase successful mental health programs, and involve two support levels: a mentoring experience through expert supervision and trenches-level collegiality from both medical and nonmedical on-site staff. In this model, supervisors teach cultural sensitivity, work with countertransference responses, and provide special clinical techniques.

There are barriers to this type of training in residency programs and medical schools. A recent survey found that 51 percent of American psychiatry residencies offered clinical experiences dedicated to homeless populations but that only 5.6 percent of surveyed programs rotated all residents through such experiences (unpublished data, McQuistion HL, Ranz JM, Gillig PM, 2002). As educational programs attempt to establish training experiences beyond the walls of their host institutions, limitations to community-based training may be encountered, such as fiscal constraints and a lack of faculty availability. Although training in the care of homeless people with psychiatric illness has expanded over the past two decades, there may not be enough faculty in relevant community settings to supervise residents and medical students. Also, in our experience, academic programs rarely make vigorous efforts to recruit community psychiatrists into training roles.

Moreover, if the cost of clinical training in homelessness services programs cannot be covered, training experiences will not thrive. Until academic programs respond as they should, creative funding mechanisms need to be explored. Community agencies can finance residency or faculty positions or cooperatively engage with academic departments to secure training grants—a necessary step toward introducing academia into the community. In one such initiative, New York City's Project for Psychiatric Outreach to the Homeless acquired funds to encourage several residency programs to place trainees in agencies where homeless people are served (49).

Academic education has an additional role in introducing psychiatric leadership into community-based organizations. Medical student and psychiatric residency training primarily serves clinical competence, and attention to systems of care is relatively unusual. To teach residents that there are ways to manage and change systems enhances their professional identity. Therefore, residents should be exposed to leadership and management principles: how human services and health care intersect, how care systems are organized and funded, how quality is measured, and how to use entrepreneurship and social enterprise.

When programs methodically teach residents these principles and enable them to train in community settings, the results can be remarkable. The public psychiatry training program at the University of Oregon is perhaps the best established of such programs, combining meaningful community rotations and well-refined, systems-oriented didactics. Over 29 years, 43 percent of the trainees graduating from the residency that hosts the training program had at least part-time employment in community mental health settings (50).

Similarly, advanced degrees in public administration, business administration, and public health prepare psychiatrists for administration, as can postresidency community psychiatry fellowships such as Columbia University's fellowship in public psychiatry, which focuses on leadership and management. A recent survey of its graduates showed that 58 percent had positions as medical director (51). For a psychiatrist who takes on a leadership role in a community-based organization, this kind of further training in combination with clinical expertise confers well-earned credibility.

People who are mentally ill and homeless are among the least politically empowered groups in America—experiencing in addition the stigma of being indigent within a materially competitive society. They often also suffer from other stigmatizing conditions, like minority status, HIV illness, criminal history, and substance abuse (32,52,53).

To advance recovery and help mentally ill homeless people enter the social mainstream, advocacy must be integrated into all psychiatric roles. At a basic level, individual psychiatrists' work with homeless people constitutes advocacy by drawing professional attention to the issue. At the program level, psychiatric administrators must aggressively form service alliances, combating fragmentation of care. Psychiatrists working with mentally ill homeless people must also influence or direct the organizations they work for to create and practice a corporate function in advocacy, moving beyond service. Although some organizations may view this stance as adversarial and complicating, raising worries about jeopardizing funding, it is important that organizations articulate the social issues that have institutionalized homelessness in American culture. Because they are front-line programs, their credibility can affect public awareness, and their skilled advocacy will ultimately improve resources for funding.

In some localities, litigation has been a critical mover of public policy on homelessness. Psychiatry offers unique technical expertise to legal advocacy, and this role is particularly potent in facilitating social change. In this area, psychiatrists have given expert testimony in important class action suits (54,55,56). Organized psychiatry, especially, can be instrumental in this regard, and professional organizations have also issued expert amicus curiae briefs in class actions (57).

All mental health disciplines, including psychiatric nursing, social work, and psychology, have historically contributed much to advocacy in this field on both individual and organizational levels. The production of influential reports is an area in which organized psychiatry has been at the forefront. As noted above, APA has published two highly influential reports drawing professional attention to the mentally ill homeless population (1,2) and also published a 1991 report on homeless families and children (58). These publications serve a variety of purposes. They document current knowledge, are policy reference points, make declarations of professional commitment, and provide tools for networking with other advocates and concerned professionals. These reports thus enable psychiatrists to provide leadership in the public discourse on homelessness.

These efforts notwithstanding, it is unclear how focused and, therefore, how effective organized psychiatry has been in advancing its opportunities for leadership in advocacy. Professional psychiatric organizations, such as APA, could be even more effective if their advocacy were systematically coordinated with similar professional organizations that could take or have already taken similar positions on issues of poverty, homelessness, and mental health. As a case in point, the American Psychological Association (59) has also issued position statements addressing the problem of homelessness in America, but there has been little if any coordination between the two organizations.

As it has done with other groups on issues like mental health parity (60), the profession could forge alliances with homelessness advocates, including those concentrating on criminal justice, health care, consumer rights, family, and housing. Through its expertise in research and clinical care, psychiatry can occupy the important niche of taking the lead in advocating for homeless people with identified psychiatric disorder—a term that has traditionally meant serious mental illness. However, as the demographics of homelessness change, psychiatry will need to identify the mental health needs of other clinical populations who are homeless, enabling the profession to become expert in the advocacy needs of these populations.