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During the postcrisis period, many individuals struggle to transition to available care, often falling through the cracks. This article discusses effective postcrisis approaches that provide rapid access to transitional team-based care using critical time intervention strategies. It also highlights the development of state, county, and funder models for "care-traffic control" to ensure swift linkage to follow-up services, along with new funding models that support intensive community crisis stabilization during the postcrisis period. Emerging crisis systems can leverage these emerging services and approaches to facilitate successful transitions for individuals in need., Competing Interests: Disclosure Outside of this work, Dr R.O. Cotes has received research funding from Alkermes, Ireland, Karuna, Otsuka, Japan, and Roche, Switzerland. He is a consultant to the American Psychiatric Association and Saladax Biomedical, and a speaker for Clinical Care Options. The remaining authors have nothing to disclose., (Copyright © 2024 Elsevier Inc. All rights reserved.)

This work expands on the National Council for Mental Wellbeing whitepaper Quality Measurement in Crisis Services. The authors present 2 approaches to measure development: The first maps flow through the crisis continuum and defines metrics for each step of the process. The second uses the mnemonic ACCESS TO HELP to define system values, from the perspective of various stakeholders, with corresponding metrics. The article also includes case examples and discusses how metrics can align multiple components of a crisis system toward common goals, strategies for using metrics to drive quality improvement initiatives, and the complexities of measuring and interpreting data., Competing Interests: Disclosure J. Parks is consultant to Boehringer-Ingelheim. B. Shaw is an employee of the United States Department of Health and Human Services Substance Abuse and Mental Health Services Administration. This article does not represent an official position or opinion of the United States Department of Health and Human Services. Other authors have nothing to disclose., (Copyright © 2024 Elsevier Inc. All rights reserved.)

This article has described the CCISC model and the process of implementation of systemic implementation of co-occurring disorder services enhancements within the context of existing resources. Four projects were described as illustrations of current implementation activities. Clearly, there is need for improved services for these individuals, and increasing recognition of the need for systemic change models that are effective and efficient. The CCISC model has been recognized by SAMHSA as a consensus best practice for system design, and initial efforts at implementation appear to be promising. The existing toolkit may permit a more formal process of data-driven evaluation of system, program, clinician, and client outcomes, to better measure the effectiveness of this approach. Some projects have begun such formal evaluation processes, but more work is needed, not only with individual projects, but also to develop opportunities for multi-system evaluation, as more projects come on line.