Current systems research in behavioral health does not address systems management and may create an illusion that systems features are being investigated when they are not. The ACCESS demonstration project concluded that interventions designed to improve systems integration did not result in better client outcomes. This powerful assertion might lead to the belief that developing systems of care and doing integrated system planning to promote implementation of EBPs would not be a good investment, when, in fact, such investment is likely to be essential. It is not that the ACCESS researchers were wrong, only that they defined systems integration as a composite of interagency referral patterns, information sharing, and funding relationships. This construct bears little relationship to the multiple strategically linked management decisions and functions that result in truly integrated service delivery.