HomeMy WebLinkAboutMINUTES - 10072014 - D.8RECOMMENDATION(S):
ACCEPT the recommendation of the Behavioral Health Services Director to adopt the draft Mental Health Services
Act (Proposition 63) Three Year Program and Expenditure Plan, Fiscal Years 2014/15 through 2016/17.
AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Mental Health
Services Oversight and Accountability Commission (MHSOAC) to inform the MHSOAC of their approval of the
adoption of this plan.
FISCAL IMPACT:
Adoption of the Mental Health Services Act Three Year Program and Expenditure Plan, Fiscal Years 2014-2015
through FY 2016/17 assures continued MHSA funding for Fiscal Years 2014/2015 through 2016/2017 in the amount
of $127,844,238.
BACKGROUND:
Proposition 63 was passed by California voters in the November 2004 election.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 10/07/2014 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II
Supervisor
Mary N. Piepho, District III
Supervisor
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: Cynthia Belon,
957-5501
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: October 7, 2014
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
D.8
To:Board of Supervisors
From:William Walker, M.D., Health Services Director
Date:October 7, 2014
Contra
Costa
County
Subject:Mental Health Services Act (Proposition 63): Three Year Program and Expenditure Plan for Fiscal Years 2014/15
through 2016/17
BACKGROUND: (CONT'D)
Now known as the Mental Health Services Act (MHSA), the legislation provides public mental health systems by
imposing an additional one percent tax on individual, but not corporate, taxable income in excess of one million
dollars. There are a total of five MHSA components which have been rolled out over time by the State
Department of Mental Health with the goal of creating a better program of mental health services and supports in
California’s public mental health systems. The five components include: Community Services and Support;
Prevention and Early Intervention; Workforce Education and Training; Capital Facilities and Technology Needs;
and Innovation. There are multiple programs operated within each component. This is a state mandated program
under Welfare & Institutions Code.
CLERK'S ADDENDUM
Speakers: Lauren Rettagliata, resident of Danville; Teresa Pasquini, resident of El Sobrante; Douglas Dunn,
resident of Antioch; Peter Mantas.
CONTINUED the matter to October 28, 2014.
ATTACHMENTS
MHSA Three Year Plan
Letter of Approval
Contra Costa County
Mental Health Services Act
Three Year Program and Expenditure Plan
Fiscal Years 2014 – 15 through 2016 ‐ 17
1
Introduction
We are pleased to present Contra Costa County Mental Health’s (CCMH) integrated
Mental Health Services Act (MHSA) Three Year Program and Expenditure Plan. This
plan starts July 1, 2014, and integrates the components of Community Services and
Supports, Prevention and Early Intervention, Innovation, Workforce Education and
Training, and Capital Facilities/Information Technology.
This Plan describes county operated and contract programs that are funded by MHSA,
what they will do, and how much money will be set aside to fund these programs. Also,
the plan will describe what will be done to evaluate their effectiveness and ensure they
meet the intent and requirements of the Mental Health Services Act.
California approved Proposition 63 in November, 2004, and the Mental Health Services
Act became law. The Act provides significant additional funding to the existing public
mental health system, and combines prevention services with a full range of integrated
services to treat the whole person. With the goal of wellness, recovery and self-
sufficiency, the intent of the law is to reach out and include those most in need and
those who have been traditionally underserved. Services are to be consumer driven,
family focused, based in the community, culturally and linguistically competent, and
integrated with other appropriate health and social services. Funding is to be provided
at sufficient levels to ensure that counties can provide each child, transition age youth,
adult and senior with the necessary mental health services, medications and support set
forth in their treatment plan. Finally, the Act requires this Three Year Plan be developed
with the active participation of local stakeholders in a community program planning
process.
Thus the Mental Health Services Act not only provides additional funding, but also
provides a philosophical framework for the entire Behavioral Health System to
successfully provide care to those whose needs are greatest.
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Table of Contents
Introduction…………………………………………………………………………………..1
Vision…………………………………………………………………………………………3
The Community Program Planning Process…………………………………………….4
The Plan…………………………………………………………………………………….16
- Community Services and Supports (CSS)…………………………………….. 16
- Prevention and Early Intervention (PEI)…………………………………………30
- Innovation (INN)……………………………………………………………………42
- Workforce Education and Training (WET)………………………………………47
- Capital Facilities/Information Technology (CF/TN)…………………………….51
The Budget…………………………………………………………………………………54
Evaluating the Plan………………………………………………………………………..58
Acknowledgments…………………………………………………………………………60
Appendices
- Mental Health Service Maps………………………………………………….....A-1
- Program and Plan Element Profiles…………………………………………….B-1
- Glossary………………………………………………………………………...…C-1
- Certifications, Funding Summaries…………………………………………..…D-1
- Public Comment and Hearing…………………………………………………...E-1
- Board Resolution………………………………………………………………….F-1
Note. Program and plan element profiles and a glossary section are included in the
Appendices to provide more information regarding a specific program or plan element,
and to assist in better understanding terms that are used. The electronic version of this
document utilizes hyperlinks, in which the reader may click on a term or title and have
immediate access to the information. The Table of Contents also utilizes hyperlinks,
whereby the reader can click on the page number and have immediate access to the
desired section. To return, click on the program title, or glossary term.
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Vision
The Mental Health Services Act serves as a catalyst for the creation of a framework that
calls upon members of our community to work together to facilitate change and
establish a culture of cooperation, participation and innovation. We recognize the need
to improve services for individuals and families by addressing their complex behavioral
health needs. This is an ongoing expectation. We need to continually challenge
ourselves by working to improve a system that pays particular attention to individuals
and their families who need us the most, and may have the most difficult time accessing
care.
During this past year we asked our consumers, their families and our service providers
to describe mental health care that works best. The following elements emerged:
Access. Programs and care providers are most effective when they serve those with
mental health needs without regard to Medi-Cal eligibility or immigration status. They
provide a warm, inviting environment, and actively and successfully address the issues
of transportation to and from services, wait times, availability after hours, services that
are culturally and linguistically competent, and services that are performed where
individuals live.
Capacity. Care providers are most appreciated when they are able to take the time to
determine with the individual and his or her family the level and type of care needed and
appropriate, coordinate necessary health, mental health and ancillary resources, and
then are able to take the time to successfully partner with the individual and his or her
family to work through the mental health issues.
Integration. Mental health care works best when health and behavioral health
providers, allied service professionals, public systems such as law enforcement,
education and social services, and private community and faith-based organizations
work as a team. Effective services are the result of multiple services coordinated to a
successful resolution.
We honor this input by envisioning a system of care that supports independence, hope,
and healthy lives by making accessible behavioral health services that are responsive,
integrated, compassionate and respectful.
Cynthia Belon, L.C.S.W.
Behavioral Health Services Director
4
The Community Program Planning Process
The County has utilized the community program planning process to 1) identify issues
related to mental illness that result from a lack of mental health services and supports,
2) analyze mental health needs, and 3) identify priorities and strategies to meet these
mental health needs.
In 2006 CCMH completed its first community program planning process under MHSA,
and received funding for the Community Services and Supports component of the Act.
The Prevention and Early Intervention component was approved in 2010, and the
remaining components of Workforce, Education and Training, Innovation, Capital
Facilities and Information Technology soon followed. Additional programs and services
were incrementally approved and added each succeeding year as service needs were
identified by means of the community program planning process.
CCMH has consolidated all of these components into a single Plan, and its current
MHSA funded programs and services are included in the Fiscal Year 2013-14 Plan
Update.
In addition to the above community program planning processes, CCMH continues to
provide support and seeks counsel from an active stakeholder body, entitled the
Consolidated Planning Advisory Workgroup (CPAW). Over the years these stakeholder
representatives have provided input to the Mental Health Director as each MHSA
component was developed and implemented. For the upcoming Three Year Plan
CPAW has recommended that the Plan provide a more comprehensive approach that
links MHSA funded services and supports to prioritized needs, evaluates their
effectiveness and fidelity to the intent of the Act, and informs future use of MHSA funds.
Thus the Plan can provide direction for continually improving not only MHSA funded
services, but also influencing the County’s entire Behavioral Health System.
Overview. With one million residents Contra Costa County is comprised of three
distinct regions in the West, Central and Eastern parts of the county. It is estimated that
potentially 60,000 of these individuals may be adults who have a serious mental illness,
or are children and youth who have been diagnosed with a serious emotional disorder.
Many of these individuals are faced with the compounding debilitating effects of poverty;
the daily struggle with the basic necessities of food, clothing, employment,
transportation, health care and a safe place to live. With the addition of MHSA funded
services and supports CCMH now provides services to approximately 20,000
individuals who have a serious mental illness or serious emotional disturbance, and who
cannot afford private mental health treatment. This ranks Contra Costa County’s
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performance for providing services to this potentially eligible population in the top 25%
of counties throughout the state. However, it is reasonable to conclude that the County
will continue to operate in an environment where there are more people in need of
public mental health services than there are resources to meet this need.
It is within this context that the community program planning process was initiated in
Fiscal Year 2013-14 in order to inform the direction of this Plan.
Assessment of Need. During the months of September and October of 2013 Contra
Costa County Mental Health initiated an assessment of need process in order to provide
a preliminary identification of issues related to mental illness, and to assess mental
health needs.
Staff conducted a series of site visits to interview both individuals who provide services
and individuals who receive services. These consumers, their families and mental
health professionals were considered “key informants” who could provide a preliminary
assessment of public mental needs throughout the county. A stratified sampling of 25
CCMH programs were selected to ensure representation from 1) all three regions of the
county, 2) all four age groups (children, transition age youth, adults and older adults, 3)
both county and contract operated services, and 4) all types of services, to include
clinics, full service partnership programs, housing programs, wellness and recovery
centers, prevention and early intervention programs, and CCMH administrative staff.
The method for participation was small group discussions that were supplemented by
surveys in English and Spanish that could be completed and mailed in by individuals
who either chose to provide written input, or were not available for scheduled
discussions. The agenda for the group discussions and format for the written surveys
were the same; namely, the participants were asked to discuss 1) what the program,
service provider or agency does well, 2) what the program, service provider or agency
needs to improve upon, and 3) what needed mental health services and supports are
missing.
Over 300 consumers, family members, line staff, supervisors and senior staff actively
participated in the discussions and/or completed surveys. Host agency staff arranged
for consumers and family members to participate with them (in some cases separately)
in the discussions, although all individuals were considered stakeholders without
designation of affiliation during the discussions.
A summary of the discussions and surveys was completed for each of the 25 sites, and
the detailed results of this preliminary needs assessment was made available for the
subsequent consumer, family member and service provider focus groups and the
community forums that were conducted in January through March of 2014.
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Focus Groups and Community Forums. Resource Development Associates (RDA)
was contracted with to provide independent facilitation of the focus group and
community forum phases of the community program planning process. Individuals with
lived mental health consumer experience co-facilitated these group discussions with
RDA staff in order to foster a safe environment for individuals to freely discuss issues
they may not otherwise feel comfortable discussing.
Focus Groups. 232 consumers and family members and 50 service providers met in
small groups, provided their perceptions of priority mental health needs, and suggested
ideas to address these needs. Eighteen consumer and family focus groups were
conducted in all three regions of the County, with recruitment to each age group,
underserved communities, persons experiencing homelessness, persons monolingual
in Spanish, and individuals identifying as lesbian, gay, bi-sexual, transgender, or
questioning their sexual identity. Four service provider focus groups were conducted,
covering all geographic regions. RDA developed reports with participant feedback on
strengths, gaps, barriers and proposed solutions for service access, quality, and
sufficiency of services.
Community Forums. Approximately 150 members of the public participated in three
community forums that were held in the western, central and eastern parts of the
county. RDA presented the accumulated input from the needs assessment and focus
group events, and solicited additional feedback.
Finally, RDA presented the results of the needs assessment, focus groups and
community forums to the Consolidated Planning Advisory Workgroup, with the Mental
Health Commission invited to attend. This event was also open to the public, and all in
attendance were invited to provide input.
The full preliminary needs assessment report and Resource Development’s subsequent
report on the community program planning process can be found at:
http://cchealth.org/mentalhealth/pdf/2014-0417-CCMHSA-Consoildated-Report.pdf .
.
Results. The following are broad themes taken from these detailed reports that enable
informed decision-making regarding program direction and evaluation efforts.
Stakeholders participating in the community program planning process identified the
following significant shortfalls as priority needs, and weighed in on strategies to improve
access to services, quality and levels of service provided, integration of effort,
accountability, and stakeholder participation in planning and evaluation. Each theme
includes a cross reference of where relevant program or plan elements are contained in
the Plan. This Plan’s chapter on Evaluating the Plan outlines a process by which each
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of the funded programs and plan elements will be assessed for the extent to which they
address these needs.
Access.
Getting to and from services. The cost of transportation and the County’s
geographical challenges make access to services a continuing priority. Flexible
financial assistance with both public and private transportation, training on how to
use public transportation, driving individuals to and from appointments, and
bringing services to where individuals are located, are all strategies needing
strengthening and coordinating.
o Relevant program/plan elements: Transportation assets and flexible funds
to assist consumers get to and from services are included in supports
provided in Full Service Partnerships. MHSA purchased vehicles to
augment children, adult and older adult county operated clinic
transportation assets, and additional staff are being hired through MHSA
funding to drive consumers to and from appointments. A proposed
Innovation Component program is being developed to provide a
comprehensive, multi-faceted approach to transportation needs.
Navigating the system. Mental health and its allied providers, such as primary
care, alcohol and other drug services, housing and homeless services, vocational
services, educational settings, social services and the criminal justice system
provide a complexity of eligibility and paperwork requirements that can be
defeating. Just knowing what and where services are can be a challenge. Easy
access to friendly, knowledgeable individuals who can ensure connection to
appropriate services is critical. Suggested strategies include expanding the
system navigation capacity by use of trained peer and family partners (both paid
and volunteer), strengthening system emphasis on active collaboration among
service providers, and improving timely response and efficiency of the County’s
telephone access line.
o Relevant program/plan elements: Family partners are stationed at the
children’s county operated clinics to assist family members participate in
wraparound services. Clinicians are stationed at adult operated clinics to
assist consumers with rapid access and connectivity to services. The
Women Embracing Life and Learning (WELL) program in the Innovation
component has a public health nurse assist participants navigate health
and behavioral health resources. The Workforce Education and Training
Component contracts with NAMI to provide family to family training.
Outside the scope of this Plan Behavioral Health Services has focused
attention on improving the County’s Access Line as a single source of
entry to mental health, alcohol and other drugs, and homeless services.
8
Cultural/linguistic appropriate outreach and engagement. Focus groups
underscored that mental health stigma and non-dominant culture differences
continue to provide barriers to seeking and sustaining mental health care.
Emphasis should continue on recruiting and retaining cultural and linguistically
competent service providers (especially psychiatrists), training and technical
assistance emphasis on treating the whole person, and the importance of
providing on-going staff training on cultural specific treatment modalities. Also,
culture-specific service providers providing outreach and engagement should
assist their consumers navigate all levels of service that is provided in the
behavioral health system. Transition age youth, to include lesbian, gay, bi-
sexual, transgender and questioning youth, who live in at-risk environments feel
particularly vulnerable to physical harassment and bullying. Stakeholders
continued to emphasize MHSA’s role in funding access to all levels of service for
those individuals who are poor and not Medi-Cal eligible.
o Relevant program/plan elements: Prevention and Innovation programs
provide outreach and engagement to individuals and underserved
populations who are at-risk for suffering the debilitating effects of serious
mental illness. These programs are culture specific, and will be evaluated
by how well they assist individuals from non-dominant cultures obtain the
cultural and linguistically appropriate mental health care needed. The full
service partnership programs in the Community Services and Supports
component are to provide bi-lingual staff on their teams. The training and
technical assistance category of the Workforce Education and Training
component utilizes MHSA funding to sensitize service providers to the
issues impacting cultural awareness and understanding, and mental
health access and service delivery for underserved cultural and ethnic
populations.
Capacity.
Serve those who need it the most. Through MHSA funding the County has
developed designated programs for individuals with serious mental illness who
have been deemed to be in need of a full spectrum of services. These are
described in the full service partnership category of the Community Services and
Supports component. In spite of these programs stakeholders report that a
number of individuals who have been most debilitated by the effects of mental
illness continue to cycle through the most costly levels of care without success.
Strategies put forth are to enact Assembly Bill 1421 (Laura’s Law), or to adapt
elements of the law that more assertively applies a comprehensive, multi-
disciplinary service response, such as that described in the assisted out-patient
treatment model. Also, stakeholders recommended that full service partner
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programs develop outcome data that could help determine and improve the level
to which the most severely disabled are served.
o Relevant program/plan elements: The County is studying the feasibility of
implementing or adapting Assembly Bill 1421, or Laura’s Law, with the
accompanying assisted out-patient treatment model. Planning efforts are
taking place outside the MHSA community program planning process, as
there are potential costs to the County outside of mental health treatment.
At the time a proposal and budget is put forth for Board of Supervisor
consideration, the impact, if any, on reduction or elimination of other
mental health funded programs will be assessed. For Fiscal Year 13-14
two new full service partnership programs for transition age youth and
adults were started in the Eastern part of the county. Their impact should
be felt in the coming three years. The chapter entitled Evaluating the Plan
describes a comprehensive program and fiscal review process that
includes addressing whether programs serve those who need the service
and achieve the outcomes that have been agreed upon.
Crisis response. Response to crisis situations occurring in the community
needs to be improved for both adults and children. Crisis response now primarily
consists of psychiatric emergency services located at the Contra Costa Regional
Medical Center (CCRMC). There is fewer more appropriate and less costly
alternatives. Suggested strategies include implementing the much anticipated
crisis residential facility and assessment and recovery center being built and co-
located with the CCRMC), developing mobile crisis teams, improving partnership
with law enforcement, and building coordinated follow-up and support for
individuals and their families after a crisis event. Stakeholders emphasized that
crisis response from mental health providers needs to be available outside
normal business hours.
o Relevant program/plan elements: In addition to the implementation of the
crisis residential facility and assessment and recovery center, CCMH has
applied to the California Health Facilities Financing Association for state
MHSA funding for a mobile, multi-disciplinary team for adults and older
adults to be first responders to a psychiatric emergency occurring in the
community. Seneca Family of Agencies contracts with the County as part
of the Children’s Services full service partnership program, and provides a
mobile response team for coordinating crisis support activities on behalf of
youth and their families.
Housing and Homeless Services. The chronic lack of affordable housing make
this a critical factor that affects the mental health and well-being of all individuals
with limited means. However, it is especially deleterious for an individual and
his/her family who are also struggling with a serious mental illness. Stakeholders
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suggested a range of strategies that would increase housing availability, such as
increasing transitional beds, housing vouchers, supportive housing services,
permanent housing units with mental health supports, staff assistance to locate
and secure housing in the community, and coordination of effort between
Homeless Services and Contra Costa Mental Health.
o Relevant program/plan elements: Unfortunately, sufficient affordable
housing for all consumers of CCMH is beyond the financial means of the
County’s Behavioral Health Services budget. It is estimated that up to
3,800 individuals in the County are homeless on any given night.
However, the MHSA funded Housing Services category of the Community
Services and Supports component is coordinating staff and resources with
Homeless Services of the Behavioral Health Division in order to improve
and maximize the impact of the number of beds and housing units
available, shorten wait times, and improve mental health treatment and life
skills supports needed for consumers to acquire and retain housing. In
addition, evaluation efforts will focus attention on efforts to improve the
overall quality of housing and supports, and to seek opportunities to move
housing units within county boundaries.
Assistance with meaningful activity. Stakeholders underscored the value of
engaging in meaningful activity as an essential element of a treatment plan.
Youth in high risk environments who are transitioning to adulthood were
consistently noted as a high priority. For pre-vocational activities, suggested
strategies include providing career guidance, assistance with eliminating barriers
to employment, and assistance with educational, training and volunteer activities
that improve job readiness. Stakeholders highlighted the need for better linkage
to existing employment services, such as job seeking, placement and job
retention assistance. For daily living skills, suggested strategies include
assistance with money and benefits management, and improving health,
nutrition, transportation, cooking, cleaning and home maintenance skill sets.
o Relevant program/plan elements: The prevention component lists a
number of programs providing outreach and engagement to transition age
youth. Approved for plan development in the Innovation component is a
new and different pattern of service that will expand Contra Costa
Vocational Services capacity to provide more pre-vocational services to
enable greater access to existing employment services. Resource
planning and management specialists, or money managers, are being
added to the three adults clinics to assist consumers better manage
financial and in-kind resources. All full service partnership programs are
to provide money management services. Approved for plan development
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in the Innovation component are the addition of peer and family partners
to provide health and wellness coaching.
Children in-patient beds. In-patient beds and residential services for children
needing intensive psychiatric care are not available in the county, and are difficult
to find outside the county. This creates a significant hardship on families who
can and should be part of the treatment plan, and inappropriately strains care
providers of more temporary (such as psychiatric emergency services) or less
acute levels of treatment (such as Children’s’ clinics) to respond to needs they
are ill equipped to address. Additional funding outside the Mental Health
Services Fund would be needed to add this resource to the County, as in-patient
psychiatric hospitalization is outside the scope of MHSA.
Supporting family members and significant others. Critical to successful
treatment is the need for service providers to partner with family members and
significant others of loved ones experiencing mental illness. Stakeholders
continued to underscore the need to provide families and significant others with
education and training, emotional support, and assistance with navigating the
system.
o Relevant program/plan elements: Children’s Services utilizes family
partners to actively engage families in the therapeutic process, and is
implementing the evidence based practices of multi-dimensional family
therapy and multi-systemic therapy, where families are an integral part of
the treatment response. Adult Services provides family advocacy services
out of their Central Adult Mental Health Clinic. In the Prevention and Early
Intervention Component the County provides clinicians dedicated to
supporting families experiencing the juvenile justice system due to their
adolescent children’s involvement with the law. Five Prevention programs
provide family education designed to support healthy parenting skills.
Project First Hope provides multi-family group therapy and psycho-
education to intervene early in a young person’s developing psychosis.
Two Innovation programs, Rainbow Community Center and Community
Violence Solutions, have a family support component. The Workforce
Education and Training Component describes NAMI’s Family-to Family
training, where emotional support and assistance with how to navigate the
system is provided.
Support for peer and family partners. CCMH was acknowledged for hiring
individuals who bring lived experience as consumers and/or family members of
consumers. Their contributions have clearly assisted the County to move toward
a more client and family member directed, recovery focused system of care.
However, these individuals have noted the high incidence of turnover among
their colleagues due to exacerbation of mental health issues brought on by work
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stressors, and lack of support for career progression. Individuals in recovery who
are employed need ongoing supports that assist with career progression, and
normalizes respites due to relapses.
o Relevant program/plan elements: CCMH has received state MHSA
funding to strengthen its certification training for consumers who are
preparing for a service provider role in the behavioral health system.
These funds are to expand the curriculum to include preparing family
members as well, provide ongoing career development and placement
assistance, and develop ongoing supports for individuals with lived
experience who are now working in the system. This is described in the
Workforce Education and Training Component. Also included in this
component are additional funds to provide scholarships for employees to
concurrently obtain bachelors and master’s degrees and enable upward
mobility.
Care for homebound frail and elderly. Services for older adults continue to
struggle with providing effective treatment for those individuals who are
homebound and suffer from multiple physical and mental impairments. Often
these individuals cycle through psychiatric emergency care without resolution.
o Relevant program/plan elements: The Prevention and Early Intervention
component describes a contract agency and a county operated plan
element to provide services designed to support isolated older adults. The
Innovation component describes a project in development that would
train and field in-home peer support workers to engage older adults who
are frail, homebound and suffer from mental health issues.
Intervening early in psychosis. Teenagers and young adults experiencing a
first psychotic episode are at risk for becoming lifelong consumers of the public
mental health system. Evidence based practices are now available that can
successfully address this population by applying an intensive multi-disciplinary,
family based approach. A suggested strategy is to expand the target population
now served by Project First Hope from youth at risk for experiencing a psychotic
episode to include those who have experienced a “first break”.
o Relevant program/plan elements: The Early Intervention category of the
Prevention and Early Intervention component describes Project First
Hope. This county operated program recently completed its first year in
operation. Consideration will be given for expansion to youth experiencing
a first psychotic break, should the program demonstrate success and
funds be available.
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Integration.
Between levels of care. Levels of care range from in-patient hospitalization to
intensive case management to therapy and medication to self-care recovery
services. Stakeholders (both care providers and receivers) consistently cited the
difficulty in moving from one level of care to another. Consumers often cited the
disincentive to getting better, as it meant loss of care altogether. Consumers and
their families indicated that this system inattention to level of care movement
often interfered with the important work of minimizing or eliminating the level of
psychotropic medications needed to maintain recovery and wellness. Often a
“meds only” service response was not responsive to appropriate lower levels of
medication and/or psychosocial support alternatives. Care providers indicated
that they faced the choice of either ending service or justifying continuance of a
more intensive level of care than was needed. Continuity of care from a more
intensive to a less intensive level and vice-versa need to be improved.
Suggestions included using contracts and memorandums of understanding as a
means of incentivizing professionals at different care levels to collaborate and
facilitate the process of recovery.
o Plan Response. This is a system-wide emphasis that affects all
programs and plan elements. The chapter entitled Evaluating the Plan
describes the method by which every program and plan element will be
evaluated as to the degree to which it meets the needs of the
community and/or population. The degree to which there is successful
integration between levels of care will be addressed in each written
report, with program response and plan(s) of action required where
attention is needed.
Between service providers. Integrating mental health, primary care, drug and
alcohol, homeless services and employment services through a coordinated,
multi-disciplinary team has been proven effective for those consumers fortunate
to have this available. Often cited by consumers and their families was the
experience of being left on their own to find and coordinate services, and to
understand and navigate the myriad of eligibility and paperwork issues that
characterize different service systems. Also cited was the difficulty of
coordinating education, social services and the criminal justice systems to act in
concert with the behavioral health system. Suggested strategies were to
emphasize and normalize system collaboration and navigation as an expected
service from the most senior leaders down through managers to service
providers. Also recommended was to add paid and volunteer peer and family
partners to facilitate both care providers working together and assist care
receivers to navigate these systems.
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o Plan Response. The Plan funds a number of multi-disciplinary teams
that models effective integration of service providers for select groups
of clients. However, this is a system issue that affects all programs
and plan elements. The chapter entitled Evaluating the Plan describes
the method by which every program and plan element will be
evaluated as to the degree to which it communicates effectively with its
community partners. The degree to which there is successful
communication, cooperation and collaboration will be addressed in
each written report, with program response and plan(s) of action
required where attention is needed.
Accountability and Stakeholder Participation.
The stakeholder community has requested CCMH to provide more transparent
and ongoing program and fiscal information and decision-making in order to
better understand what is working well, what needs to improve, and what needs
to change in order to address identified priority needs. This would enable a
better working partnership in planning, implementation and evaluation between
consumers, their families, service providers, and administration.
o Plan Response. The chapter entitled Evaluating the Plan outlines a
comprehensive program and fiscal review of every MHSA funded program
and plan element that will be conducted in the next three years. These
reviews and written reports will provide a transparent means for better
aligning resources with needs on an ongoing basis. Also, during Fiscal
Year 2013-14 a prototype monthly program and budget report was
developed to provide an ongoing means of program and fiscal
communication between administration and stakeholders.
The community program planning process surfaced many program ideas that are
not articulated in the above listed broad themes. This input is welcomed and is
contained in the reports prepared by Resource Development Associates and
staff conducting the needs assessment. This information will be considered and
utilized, as appropriate, as programs are evaluated for responsiveness to the
needs of the community.
The Consolidated Planning Advisory Workgroup has recognized their role to
support full stakeholder participation in all committees supported by Contra Costa
Mental Health, and to facilitate active sharing among committees of program and
fiscal information, workgroup progress and decision-making.
15
Summary. This year’s community program planning process has resulted in the
identification of current and ongoing mental health service needs, and provides direction
for MHSA funded programs to address these needs over the next three years. It also
informs planning and evaluation efforts that can influence how and where MHSA
resources can be directed in the future.
The full complement of MHSA funded programs and plan elements described in this
document are the result of current as well as previous community program planning
processes. Thus this year’s planning process builds upon previous ones. It is important
to note that stakeholders did not restrict their input to only MHSA funded services, but
addressed the entire public mental health system. The MHSA Three Year Program and
Expenditure Plan operates within the laws and regulations provided for the use of the
Mental Health Services Fund. The Budget chapter also addresses funding constraints.
Thus the Three Year Plan contained herein does not address all of the prioritized needs
identified in the community program planning process, but does provide a framework for
improving existing services and implementing additional programs as funding permits.
The following Plan and Budget chapters contain programs and plan elements that are
funded by the County’s MHSA Fund, and will be evaluated by how well they address the
Three year Plan’s Vision and identified needs as prioritized by the Community Program
Planning Process.
16
The Plan
Community Services and Supports
Community Services and Supports is the component of the Three-Year Program and
Expenditure Plan that refers to service delivery systems for mental health services and
supports for children and youth, transition age youth (ages 16-25), adults, and older
adults (over 60). Contra Costa County Mental Health utilizes MHSA funding for the
categories of Full Service Partnerships and General System Development.
First approved in 2006 with an initial State appropriation of $7.1 million Contra Costa’s
budget has grown incrementally to $31.5 million annually in commitments to programs
and services under this component. The construction and direction of how and where
to provide funding began with an extensive and comprehensive community program
planning process whereby stakeholders were provided training in the intent and
requirements of the Mental Health Services Act, actively participated in various venues
to identify and prioritize community mental health needs, and developed strategies by
which service delivery could grow with increasing MHSA revenues. The programs and
services described below are directly derived from this initial planning process, and
expanded by subsequent yearly community program planning processes, to include
current year.
Full Service Partnerships
Contra Costa Mental Health both operates and contracts with mental health service
providers to enter into collaborative relationships with clients, called full service
partnerships. Personal service coordinators develop an individualized services and
support plan with each client, and, when appropriate, the client’s family to provide a full
spectrum of services in the community necessary to achieve agreed upon goals.
Children (0 to 18 years) diagnosed with a serious emotional disturbance, transition age
youth (16 to 25 years) diagnosed with a serious emotional disturbance or serious
mental illness, and adults and older adults diagnosed with a serious mental illness are
eligible. These services and supports include, but are not limited to, crisis
intervention/stabilization services, mental health treatment, including alternative and
culturally specific treatments, peer support, family education services, access to
wellness and recovery centers, and assistance in accessing needed medical, substance
abuse, housing, educational, social, vocational rehabilitation and other community
17
services, as appropriate. A qualified service provider is available to respond to the
client/family 24 hours a day, 7 days a week to provide after-hours intervention.
In order to provide the full spectrum of needed services the County makes available a
variety of services that may be provided outside the particular agency who enters into a
full service partnership agreement with a client. These additional services are included
here as part of providing the full spectrum of services in the Full Service Partnership
category. These services are utilized by full service partners on a pro-rated basis in
order to direct as required by statute the majority of Community Services and Supports
funds to those individuals who need services from a full service partnership.
The following full service partnership programs are now established:
Children. The Children’s Full Service Partnership Program is comprised of four
elements, 1) personal services coordinators, 2) multi-dimensional family therapy for co-
occurring disorders, 3) multi-systemic therapy for juvenile offenders, and 4) county
operated children’s clinic staff.
1) Personal Service Coordinators. Personal service coordinators are part of a
program entitled Short Term Assessment of Resources and Treatment
(START). Seneca Family of Agencies contracts with the County to provide
personal services coordinators, a mobile response team, and three to six
months of short term intensive services to stabilize the youth in their
community and to connect them and their families with sustainable resources
and supports. Referrals to this program are coordinated by County staff on a
countywide assessment team, and services are for youth and their families
who are experiencing severe stressors, such as out-of-home placement,
involvement with the juvenile justice system, co-occurring disorders, or
repeated presentations at the County’s Psychiatric Emergency Services.
2) Multi-dimensional Family Therapy (MDFT) for Co-occurring Disorders.
Lincoln Center contracts with the County to provide a comprehensive and
multi-dimensional family-based outpatient program for adolescents with a
mental health diagnosis who are experiencing a co-occurring substance
abuse issue. These youth are at high risk for continued substance abuse and
other problem behaviors, such as conduct disorder and delinquency. This is
an evidence based practice of weekly or twice weekly sessions conducted
over a period of 4-6 months that target the youth’s interpersonal functioning,
the parents’ parenting practices, parent-adolescent interactions, and family
communications with key social systems.
3) Multi-systemic Therapy (MST) for Juvenile Offenders. Community Options for
Families and Youth (COFY) contracts with the County to provide home-based
multiple therapist-family sessions over a 3-5 month period. These sessions
18
are based on nationally recognized evidence based practices designed to
decrease rates of anti-social behavior, improve school performance and
interpersonal skills, and reduce out-of-home placements. The ultimate goal is
to empower families to build a healthier environment through the mobilization
of existing child, family and community resources.
4) Children’s Clinic Staff. County clinical specialists and family partners serve all
regions of the County, and contribute a team effort to full service partnerships.
Clinical specialists provide a comprehensive assessment on all youth deemed
to be most seriously emotionally disturbed. The team presents treatment
recommendations to the family, ensures the family receives the appropriate
level of care, and family partners helps families facilitate movement through
the system.
The Children’s Full Service Partnership Program is summarized below:
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Personal
Service
Coordinators
Seneca Family
Agencies
Countywide 45 562,915
Multi-
dimensional
Family Therapy
Lincoln Center Countywide 60 874,417
Multi-systemic
Therapy
Community
Options for
Family and Youth
Countywide 66 650,000
Children’s
Clinic Staff
County Operated Countywide Support for full
service
partners
798,488
Total 171 $2,885,820
Transition Age Youth. Eligible youth (ages 16-25) are individuals who are
diagnosed with a serious emotional disturbance or serious mental illness, and
experience one or more of the risk factors of homelessness, co-occurring substance
abuse, exposure to trauma, repeated school failure, multiple foster care placements,
and experience with the juvenile justice system. Fred Finch Youth Center contracts with
the County to serve West and Central County. This program utilizes the assertive
community treatment model as modified for young adults that includes a personal
service coordinator working in concert with a multi-disciplinary team of staff, including
peer and family mentors, a psychiatric nurse practitioner, staff with various clinical
specialties, to include co-occurring substance disorder and bi-lingual capacity. In
addition to mobile mental health and psychiatric services the program offers a variety of
19
services designed to promote wellness and recovery, including assistance finding
housing, benefits advocacy, school and employment assistance, and support
connecting with families.
Youth Homes contracts with the County to serve Central and East County. This
program emphasizes the evidence based practice of integrated treatment for co-
occurring disorders, where youth receive mental health and substance abuse treatment
from a single treatment specialist, and multiple formats for services are available, to
include individual, group, self-help and family.
The Transition Age Youth Full Service Partnership Program is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Transition Age
Youth Full
Service
Partnership
Fred Finch Youth
Center
West and
Central County
90 1,400,642
Transition Age
Youth Full
Service
Partnership
Youth Homes Central and
East County
40 665,000
Total 130 $2,065,642
Adult. Adult Full Service Partnerships provide a full range of services to
adults over the age of 18 who are diagnosed with a serious mental illness, are at or
below 300% of the federal poverty level, and are uninsured or receive Medi-Cal
benefits. Five contractors to the County currently provide full service partnerships, and
utilize the assertive community treatment model. This is a self-contained mental health
model of treatment made up of a multi-disciplinary mental health team, including a peer
specialist, who work together to provide the majority of treatment, rehabilitation, and
support services that clients use to achieve their goals. Rubicon Programs contracts
with the county to provide full services partnerships for West County clients through its
Bridges to Home program. Anka Behavioral Health takes the lead in providing full
service partnership services to Central County. The Hume Center contracts with the
County to provide full service partnerships for East County, while Familias Unidas and
Community Health for Asian Americans contracts with the County to provide the lead on
full service partnerships for West County’s Hispanic and Asian populations,
respectively.
Anka Behavioral Health additionally serves those adults who have been charged with
non-violent felonies or misdemeanors, and who experience a serious mental
illness/serious emotional disturbance. The Behavioral Health Court Program is a
20
collaboration with Contra Costa Superior Court, Sheriff’s Department, District Attorney’s
Office, Public Defenders Office, and the Probation Department to prevent incarceration
and to assist individuals receive the health and mental health care needed.
The Adult Full Service Partnership Program is summarized below:
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Bridges to
Home
Rubicon
Programs
West County 75 928,813
Full Service
Partnership
Community
Health for Asian
Americans
West County 20 123,422
Full Service
Partnership,
Behavioral
Health Court
Anka Behavioral
Health
Central
County
Countywide
50
30
768,690
Full Service
Partnership
Familias Unidas West County 30 207,096
Full Service
Partnership
Hume Center East County 60 907,493
Total 265 $2,935,514
Additional Services Supporting Full Service Partners. The following services are
utilized by full service partners, and enable the County to provide the required full
spectrum of services and supports.
Adult Mental Health Clinic Support. Contra Costa Mental Health has
dedicated clinicians and nursing staff at each of the three adult mental health clinics to
provide support, coordination and rapid access for full service partners to health and
mental health clinic services as needed and appropriate.
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
FSP Support,
Rapid Access,
Wellness
Nurses
County Operated West, Central,
East County
Support for
Full Service
Partners
1,794,059
Total $1,794,059
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Wellness and Recovery Centers. Recovery Innovations contract with the
County to provide wellness and recovery centers situated in West, Central and East
County to ensure the full spectrum of mental health services is available. These centers
offer peer-led recovery-oriented, rehabilitation and self-help groups, which teach self-
management and coping skills. The centers offer wellness recovery action plan
(WRAP) groups, physical health and nutrition education, advocacy services and
training, arts and crafts, and support groups.
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Recovery and
Wellness
Centers
Recovery
Innovations
West, Central,
East County
200 875,000
Total 200 $875,000
Crisis Residential Program. For Fiscal Year 2013-14 the County is
contracting with Telecare to operate a recently constructed MHSA financed 16 bed
residential facility. This is a voluntary, highly structured treatment program that is
intended to support seriously mentally ill adults during a period of crisis and to avoid in-
patient psychiatric hospitalization. It will also serve consumers being discharged from
the hospital and long term locked facilities that would benefit from a step-down from
institutional care in order to successfully transition back into community living. Services
are designed to be up to a month in duration, are recovery focused with a peer provider
component, and will be able to treat co-occurring disorders, such as drug and alcohol
abuse.
The Crisis Residential Program is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Crisis
Residential
Program
Telecare Countywide 200 2,017,019
Total 200 $2,017,019
MHSA Housing Services. MHSA funded housing services supplements
that provided by CCMH and the County’s Homeless Services Division, and is designed
for those low income adults with a serious mental illness or children with a severe
emotional disorder and their families who are homeless or at imminent risk of being
homeless. The program provides affordable housing, and is comprised of five
elements, 1) supportive housing, 2) augmented board and care facilities, 3) temporary
shelter beds, 4) permanent housing units, and 5) a centralized county operated
coordination team.
22
1. Supportive Housing. Shelter, Inc. contracts with the County to provide a master
leasing program, in which adults or children and their families are provided
tenancy in apartments and houses throughout the County. Through a
combination of self-owned units and agreements with landlords Shelter, Inc. acts
as the lessee to the owners and provides staff to support individuals and their
families move in and maintain their homes independently. In addition to Shelter,
Inc., Bonita House is proposing to develop a supportive housing program,
entitled the “Knightsen Farm”, in the Eastern part of the County. As a result of
stakeholder support a $220,000 placeholder in the annual housing services
budget has been added, while feasibility and program design are determined.
2. Augmented Board and Care. The County contracts with a number of licensed
board and care providers and facilities to provide additional staff care to enable
those with serious mental illness to avoid institutionalization and enable them to
live in the community. Of these 26 augmented board and care providers, seven
were added due to MHSA funding.
3. Temporary Shelter Beds. The County’s Homeless Services Division operates a
number of temporary bed facilities in West and Central County for transitional
age youth and adults. In 2010 CCMH entered into a Memorandum of
Understanding with the Homeless Services Division that provides additional
funding to enable up to 109 individuals with a serious mental illness per year to
receive temporary emergency housing for up to four months.
4. Permanent Housing Units. Having participated in a specially legislated state run
MHSA Housing Program through the California Housing Finance Agency
(CalHFA) the County, in collaboration with many community partners, embarked
on a number of one-time capitalization projects to create 50 permanent housing
units for individuals with serious mental illness. These individuals receive their
mental health support from Contra Costa Mental Health contract and county
service providers. The sites include Villa Vasconcellos in Walnut Creek, Lillie
Mae Jones Plaza in North Richmond, The Virginia Street Apartments in
Richmond, Tabora Gardens in Antioch, Robin Lane apartments in Concord,
Ohlone Garden apartments in El Cerrito, Third Avenue Apartments in Walnut
Creek, Garden Park apartments in Concord, and scattered units throughout the
County operated by Anka Behavioral Health.
5. Coordination Team. Mental Health Housing Services Coordinator and staff work
closely with County’s Homeless Services Division staff to coordinate referrals
and placements, facilitate linkages with other Contra Costa mental health
programs and services, and provide contract monitoring and quality control.
23
The allocation for MHSA Housing Services is summarized below:
Plan
Element
County/Contract Region
Served
Number to
be Served
Yearly
Yearly
Funds
Allocated
Supportive
Housing
Shelter, Inc. Countywide 128 1,663,668
Supportive
Housing
Bonita House Countywide To be
determined
190,000
(estimated)
Augmented
Board and
Care
Crestwood Central
County
26 beds 411,653
Augmented
Board and
Care
Devines West County 6 beds 4,850
Augmented
Board and
Care
Modesto
Residential
Countywide 7 beds
120,000
Augmented
Board and
Care
Oak Hill East County 8 beds 21,120
Augmented
Board and
Care
Pleasant Hill
Manor
Central
County
16 beds 30,000
Augmented
Board and
Care
United Family
Care (Family
Courtyard)
West County 48 beds 271,560
Augmented
Board and
Care
Williams Board
and Care Home
West County 12 beds 30,000
Augmented
Board and
Care
Woodhaven Central
County
5 beds 13,500
Shelter Beds County Operated Countywide 109 beds 1,672,000
Permanent
Housing
County Operated Countywide 50 units One time
funding
allocated
Coordination
Team
County Operated Countywide Support to
Homeless
Program
457,958
Total *** $4,886,309
*** It is estimated that up to 700 individuals per year will receive temporary,
supported or permanent housing by means of MHSA funded Housing Services.
24
General System Development
General System Development is the service category in which the County uses Mental
Health Services Act funds to improve the County’s mental health service delivery
system for all clients who experience a serious mental illness or serious emotional
disturbance, and to pay for mental health services for specific groups of clients, and,
when appropriate, their families. Since the Community Services and Supports
component was first approved in 2006 programs and plan elements included herein
have been incrementally added each year by means of the community program
planning process. These services are designed to support those individuals who need
services the most.
Funds are now allocated in the General System Development category for the following
programs and services designed to improve the overall system of care:
Older Adult Mental Health Program. First implemented in 2008 there are now
two programs serving the older adult population over the age of 60, 1) Intensive Care
Management, and 2) IMPACT (Improving Mood: Providing Access to Collaborative
Treatment).
1) Intensive Care Management. Three multi-disciplinary teams, one for each region
of the County provide mental health services to older adults in their homes, in the
community, and within a clinical setting. The primary goal is to support aging in
place and to improve consumers’ mental health, physical health and overall
quality of life. Each multi-disciplinary team is comprised of a psychiatrist, a
nurse, a clinical specialist, and a community support worker. The teams deliver a
comprehensive array of care management services, linkage to primary care and
community programs, advocacy, educational outreach, medication support and
monitoring, and transportation assistance.
2) IMPACT. IMPACT is an evidence-based practice which provides depression
treatment to older adults in a primary care setting who are experiencing co-
occurring physical health impairments. The model involves short-term (8 to 12
visits) problem solving therapy and medication support, with up to one year
follow-up as necessary. MHSA funded mental health clinicians are integrated
into a primary treatment team.
25
The Older Adult Mental Health Program is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Intensive Care
Management
County Operated Countywide 237 3,189,600
IMPACT County Operated Countywide 138 370,479
Total 375 $3,560,079
Children’s Wraparound Support. The County’s Wraparound Program, in which
children and their families receive intensive, multi-leveled treatment from the County’s
three children’s mental health, were augmented in 2008 by family partners and mental
health specialists. Family partners are individuals with lived experience as parents of
children and adults with serious emotional disturbance or serious mental illness who
assist families with advocacy, transportation, navigation of the service system, and offer
support in the home, community, and county service sites. Family partners participate
as team members with the mental health clinicians who are providing treatment to
children and their families. Mental Health Specialists are non-licensed care providers
who can address culture and language specific needs of families in their communities.
These professionals arrange and facilitate team meetings between the family, treatment
providers and allied system professionals.
Children’s Wraparound Support is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Wraparound
Support
County Operated Countywide Supports
Wraparound
Program
2,161,974
Total $2,161,974
Assessment and Recovery Center. The County has recently completed
construction on a separate building near the Contra Costa Regional Medical Center that
will house an Assessment and Recovery Center. This county operated mental health
treatment program for both children and adults will be co-located with a primary care
site, and will be utilized to divert adults and families from the psychiatric emergency
services (PES) located at the Regional Medical Center. Through a close relationship
with Psychiatric Emergency Services children and adults who are evaluated at PES can
quickly step down to the services at the Assessment and Recovery Center if they do not
need hospital level of care. The Assessment and Recovery Center will also allow for
urgent same day appointments for individuals who either are not open to the Contra
Costa Mental Health System of Care, or have disconnected from care after being seen
previously.
26
The allocation for the Assessment and Recovery Center is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Assessment
and Recovery
Center
County Operated Countywide To be
Determined
2,750,000
Total $2,750,000
Liaison Staff. Contra Costa Mental Health partners with the Regional
Medical Center to provide two Mental Health Clinical Specialists who assist with mental
health treatment planning and transitioning clients from in-patient hospitalization at the
Regional Center to an appropriate treatment plan of mental health care in the
community. In addition, two Community Support Workers, individuals with lived
experience as consumers of mental health services, are assigned to Psychiatric
Emergency Services in order to assist individuals experiencing a psychiatric crisis
connect with services that will support them in the community.
The allocation for the Liaison Staff is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Liaison Staff County Operated Countywide Hospital
Support
513,693
Total $513,693
Clinic Support. The Community Program Planning Process that supported
the 2012-13 MHSA Plan Update recommended adding County positions to supplement
clinical staff implementing treatment plans at the three adult clinics and three children’s
clinics. These are:
1) Resource Planning and Management. Dedicated staff at the three adult clinics
assist consumers with money management and the complexities of eligibility for
Medi-Cal, Medi-Care, Supplemental Security Income (SSI) and Social Security
Disability Insurance (SSDI) benefits. One money management specialist is
allocated for each clinic, and work with and are trained by financial specialists.
2) Transportation Support. The Community Program Planning Process identified
transportation to and from clinics as a critical priority for accessing services.
Toward this end one-time MHSA funds were utilized in Fiscal Years 2013-14 and
14-15 to purchase additional county vehicles to be located at the clinics.
Community Support Workers, one for each adult clinic, are being added to the
three clinics to be dedicated to the transporting of consumers to and from
appointments.
27
3) Evidence Based Practices. Clinical Specialists, one for each Children’s clinic,
are being added to provide training and technical assistance in adherence to the
fidelity of treatment practices that have an established body of evidence that
support successful outcomes.
The allocation for Clinic Support Staff are as follows:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Resource
Planning and
Management
County Operated Countywide Clinic Support 617,465
Transportation
Support
County Operated Countywide Clinic Support 213,693
Evidence
Based
Practices
County Operated Countywide Clinic Support 370,479
Total $1,201,637
Forensic Team. Authorized for Fiscal Year 2011-12 four clinical specialists
were funded by MHSA to join a multi-disciplinary team that provides mental health
services, alcohol and drug treatment, and housing services to individuals with serious
mental illness who are on probation and at risk of re-offending and incarceration. These
individuals were determined to be high users of psychiatric emergency services and
other public resources, but very low users of the level and type of care needed. This
team works very closely with the criminal justice system to assess referrals for serious
mental illness, provide rapid access to a treatment plan, and work as a team to provide
the appropriate mental health, substance abuse and housing services needed.
The allocation for mental health clinicians on the Forensic Team are as follows:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Forensic Team County Operated Countywide Support to the
Forensic Team
493,973
Total $493,973
Quality Assurance and Administrative Support. In 2008 the County first
added needed positions via MHSA funding to perform various administrative support
and quality assurance functions for statutory, regulatory and contractual compliance, as
well as management of quality of care protocol. County staff time and funding to
support the community program planning process are also included here. Utilizing the
state’s allowance guide of 15% of total MHSA budget for this support element, the
County’s total percentage has varied from 12.3% in Fiscal Year 2009-10 to 10.3% for
28
the upcoming year. County positions have been incrementally justified, authorized and
added each year as the total MHSA budget has increased.
The following functions and positions are summarized below:
1) Quality Assurance.
Function Position(s) Yearly Funds Allocated
Utilization Review 3 370,473
Medication Monitoring 1 89,843
Clinical Quality
Management
3 370,473
Clerical Support 4 345,884
Total $1,176,673
2) Administrative Support.
Function Position(s) Yearly Funds Allocated
Project and Program
Manager
5 757,210
Clinical Coordinator 2 213,902
Planner/Evaluator 2 260,400
Family Service
Coordinator
1 105,205
Administrative and
Financial Analyst
3 327,336
Clerical Supervisor 1 96,876
Clerical Support 5 390,310
Community Planning Contract 100,0000
Total $2,251,239
29
Community Services and Supports (CSS) Component Yearly Program
and Expenditure Summary
Full Service
Partnerships
Number to be
Served: 576
17,459,363
Children 2,885,820
Transition Age
Youth
2,065,642
Adults 2,935,514
Adult Clinic Support 1,794,059
Wellness and
Recovery Centers
875,000
Crisis Residential
Center
2,017,019
MHSA Housing
Services
4,886,309
General System
Development
14,109,268
Older Adults 3,560,079
Children’s
Wraparound
Support
2,161,974
Assessment and
Recovery Center
2,750,000
Liaison Staff 513,693
Clinic Support 1,201,637
Forensic Team 493,973
Quality Assurance 1,176,673
Administrative
Support
2,251,239
Total $31,568,631
30
Prevention and Early Intervention
Prevention and Early Intervention is the component of the Three-Year Program and
Expenditure Plan that refers to services designed to prevent mental illnesses from
becoming severe and disabling. This means providing outreach and engagement to
increase recognition of early signs of mental illness, and intervening early in the onset of
a mental illness. Programs in this component are designed to 1) reduce risk for
negative outcomes related to untreated mental illness for groups whose risk of
developing a serious mental illness is significantly higher than average; 2) prevent
relapse for individuals in recovery from a serious mental illness; 3) reduce the stigma
and discrimination related to mental illness; and 4) prevent suicide. All of the programs
contained in this component help create access and linkage to mental health treatment,
with an emphasis on outreach and engagement to those populations who have been
identified as traditionally underserved.
First approved in 2009, with an initial State appropriation of $5.53 million Contra Costa’s
Prevention and Early Intervention budget has grown incrementally to $7.86 million
annually in commitments to programs and services. The construction and direction of
how and where to provide funding for this component began with an extensive and
comprehensive community program planning process that was similar to that conducted
in 2005-6 for the Community Services and Support component. Underserved and at
risk populations were researched, stakeholders actively participated in identifying and
prioritizing mental health needs, and strategies were developed to meet these needs.
The programs and services described below are directly derived from this initial
planning process, and expanded by subsequent yearly community program planning
processes, to include current year.
Prevention
Prevention programs provide outreach and engagement to individuals and underserved
populations who are at-risk for suffering the debilitating effects of serious mental illness,
and educate the community as to the adverse effects that stigma and discrimination
have on persons experiencing mental illness. The County provides dedicated staff and
contracts with community based organizations to 1) reduce the risk of developing a
serious mental illness, 2) prevent relapse of individuals in recovery, 3) reduce stigma
and discrimination, 4) prevent suicide, and 5) administratively support and evaluate
MHSA funded prevention and early intervention programs.
1) Reducing risk of developing a serious mental illness. This category includes
a) providing outreach and engagement to underserved communities, b)
31
supporting at-risk youth, c) supporting healthy parenting skills, d) integrating
primary care and mental health care for adults, and e) providing outreach and
support to isolated older adults.
a. Eight agencies contract with the County to provide outreach and
engagement to underserved communities.
1. Asian Community Mental Health provides culturally-sensitive
education and access to mental health services for immigrant Asian
communities, especially the Southeast Asian and Chinese
population of Contra Costa County. Staff provide outreach,
medication compliance education, community integration skills, and
mental health system navigation. Early intervention services are
provided to those exhibiting symptoms of mental illness, and
participants are assisted in actively managing their own recovery
process.
2. The Center for Human Development serves the primarily African
American population of Bay Point in Eastern Contra Costa County.
Services consist of culturally appropriate education on mental
health issues through support groups and workshops. Participants
at risk for developing a serious mental illness receive assistance
with referral and access to County mental health services. In
addition, the Center for Human Development provides mental
health education and supports for gay, lesbian, bi-sexual, and
questioning youth and their supports in East County to work toward
more inclusion and acceptance within schools and in the
community.
3. Jewish Family and Children’s Services of the East Bay provides
culturally grounded, community-directed mental health education
and navigation services to refugees and immigrants of all ages in
the Latino, Afghan, Bosnian, Iranian and Russian communities of
Central and East County. Outreach and engagement services are
provided in the context of group settings and community cultural
events that utilize a variety of non-office settings convenient to
individuals and families.
4. La Clinica de la Raza reaches out to at-risk Latinos in Central and
East County to provide behavioral health assessments and
culturally appropriate early intervention services to address
symptoms of mental illness brought about by trauma, domestic
violence and substance abuse. Clinical staff also provide psycho-
32
educational groups that address the stress factors that lead to
serious mental illness.
5. Lao Family Community Development provides a comprehensive
and culturally sensitive integrated system of care for Asian and
Southeast Asian adults and families in West Contra Costa County.
Staff provide comprehensive case management services, to include
home visits, counseling, parenting classes, and assistance
accessing employment, financial management, housing, and other
service both within and outside the agency.
6. The Native American Health Center provides a variety of culturally
specific methods of outreach and engagement to educate Native
Americans throughout the County regarding mental illness, identify
those at risk for developing a serious mental illness, and help them
access and navigate the human service systems in the County.
Methods include an elder support group, a youth wellness group, a
traditional arts group, talking circles, Positive Indian Parenting
sessions, and Gatherings of Native Americans.
7. Rainbow Community Center provides a community based social
support program designed to decrease isolation, depression and
suicidal ideation among members who identify as lesbian, gay,
bisexual, transgender, or who question their sexual identity. Key
activities include reaching out to the community in order to engage
those individuals who are at risk, providing mental health support
groups that address isolation and stigma and promote wellness and
resiliency, and providing clinical mental health treatment and
intervention for those individuals who are identified as seriously
mentally ill.
8. The Building Blocks for Kids Collaborative, located in the Iron
Triangle of Richmond, train family partners from the community with
lived mental health experience to reach out and engage at-risk
families in activities that address family mental health challenges.
Individual and group wellness activities assist participants make
and implement plans of action, access community services, and
integrate them into higher levels of mental health treatment as
needed.
33
The allocation for these prevention activities are summarized below:
Program County/Contract Region
Served
Number to
be Served
Yearly
Yearly
Funds
Allocated
Underserved
Communities
Asian
Community
Mental Health
Countywide 50 130,000
Underserved
Communities
Center for
Human
Development
East County 230 133,000
Underserved
Communities
Jewish Family
and Children’s
Services
Central and
East County
350 159,699
Underserved
Communities
La Clinica de la
Raza
Central and
East County
4,000 256,750
Underserved
Communities
Lao Family
Community
Development
West County 120 169,926
Underserved
Communities
Native American
Health Center
Countywide 150 213,422
Underserved
Communities
Rainbow
Community
Center
Countywide 1,210 220,507
Underserved
Communities
Building Blocks
for Kids
West County 1,200 198,057
Total 7,310 $1,481,361
b. Five agencies contract with the County to provide outreach and
engagement to support at-risk youth, while the County provides clinicians
dedicated to supporting families experiencing the juvenile justice system.
1. The James Morehouse Project at El Cerrito High School, a student
health center that partners with community based organizations,
government agencies and local universities, provides a range of
youth development groups designed to increase access to mental
health services for at-risk high school students. These on-campus
groups address coping with anger, violence and bereavement,
factors leading to substance abuse, teen parenting and caretaking,
peer conflict and immigration acculturation.
2. The New Leaf program at Martinez Unified School District provides
career academies for at-risk youth that include individualized
learning plans, learning projects, internships, and mental health
education and counseling support. Students, school staff, parents
and community partners work together on projects designed to
34
develop leadership skills, a healthy lifestyle and pursuit of career
goals.
3. People Who Care is an after school program serving the
communities of Pittsburg and Bay Point that is designed to accept
referrals of at-risk youth from schools, juvenile justice systems and
behavioral health treatment programs. Various vocational projects
are conducted both on and off the program’s premises, with
selected participants receiving stipends to encourage leadership
development. A licensed clinical specialist provides emotional,
social and behavioral treatment through individual and group
therapy.
4. The RYSE Center provides a constellation of age-appropriate
activities that enable at-risk youth in Richmond to effectively cope
with the continuous presence of violence and trauma in the
community and at home. These trauma informed programs and
services include drop-in, recreational and structured activities
across areas of health and wellness, media, arts and culture,
education and career, technology, and developing youth leadership
and organizing capacity. The RYSE Center facilitates a number of
city and system-wide training and technical assistance events to
educate the community on mental health interventions that can
prevent serious mental illness as a result of trauma and violence.
5. STAND! Against Domestic Violence is a prevention program that
utilizes established curricula to assist youth successfully address
the debilitating effects of violence occurring both at home and in
teen relationships. Fifteen week support groups are held for teens
throughout the County, and teachers and other school personnel
are assisted with education and awareness with which to identify
and address unhealthy relationships amongst teens that lead to
serious mental health issues.
6. Within the County operated Children’s Services five mental health
clinicians support families who are experiencing the juvenile justice
system due to their adolescent children’s involvement with the law.
Three clinicians are out-stationed at juvenile probation offices, and
two clinicians work with the Oren Allen Youth Ranch. The clinicians
provide direct short-term therapy and coordinates appropriate
linkages to services and supports as youth transition back into their
communities.
35
The allocation for these prevention activities are summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Supporting
Youth
James
Morehouse
Project
West County 300 94,200
Supporting
Youth
New Leaf Central County 46 220,079
Supporting
Youth
People Who
Care
East County 200 203,594
Supporting
Youth
RYSE West County 2,000 460,119
Supporting
Youth
STAND! Against
Domestic
Violence
Countywide 1,270 122,734
Supporting
Youth
County Operated Countywide 300 500,000
Total 4,116 $1,600,726
c. Five agencies contract with the County to provide prevention programs
designed to support healthy parenting skills.
1. The Child Abuse Prevention Council of Contra Costa provides a 23
week curriculum designed to build new parenting skills and alter old
behavioral patterns, and is intended to strengthen families and
support the healthy development of their children. The program is
designed to meet the needs of Spanish speaking families in East
and Central Counties.
2. Contra Costa Interfaith Housing provides on-site services to
formerly homeless families, all with special needs, at the Garden
Park Apartments in Pleasant Hill, the Bella Monte Apartments in
Bay Point, and Los Medanos Village in Pittsburg. Services include
pre-school and afterschool programs, such as teen and family
support groups, assistance with school preparation, and homework
clubs. These services are designed to prevent serious mental
illness by addressing domestic violence, substance addiction and
inadequate life and parenting skills.
3. The Counseling Options Parenting Education (COPE) Family
Support Center utilizes the evidence based practices of the Positive
Parenting Program to help parents develop effective skills to
address common child and youth behavioral issues that can lead to
serious emotional disturbances. Targeting families residing in
underserved communities this program delivers in English and
36
Spanish a number of seminars, training classes and groups
throughout the year.
4. First Five of Contra Costa, in partnership with the COPE Family
Support Center, takes the lead in training families who have
children up to the age of five. First Five also partners with the
COPE Family Support Center to provide training in the Positive
Parenting Program method to mental health practitioners who serve
this at-risk population.
5. The Latina Center serves Latino parents and caregivers in West
Contra Costa County by providing culturally and linguistically
specific twelve-week parent education classes to high risk families
utilizing the evidence based curriculum of Systematic Training for
Effective Parenting (STEP). In addition, the Latina Center trains
parents with lived experience to both conduct parenting education
classes and to become Parent Partners who can offer mentoring,
emotional support and assistance in navigating social service and
mental health systems.
The allocation for these prevention activities are summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Supporting
Families
Child Abuse
Prevention
Council
Central and
East County
120 118,828
Supporting
Families
Contra Costa
Interfaith
Housing
Central and
East County
170 64,526
Supporting
Families
Counseling
Options
Parenting
Education
Countywide 228 225,000
Supporting
Families
First Five Countywide (numbers
included in
COPE)
75,000
Supporting
Families
Latina Center West County 300 102,080
Total 818 $585,434
d. The County’s primary care system staffs the new Concord Health Center
II, which integrates primary and behavioral health care. Two mental
health clinicians are funded by MHSA to enable a multi-disciplinary team
to provide an integrated response designed to prevent the onset of serious
functional impairment among adults visiting the clinic for medical services.
37
The allocation for this prevention activity is summarized below:
Plan
Element
County/Contract Region
Served
Number to
be Served
Yearly
Yearly
Funds
Allocated
Supporting
Adults
County Operated Central
County
To be
determined
246,986
Total $246,986
e. One contract agency and one county operated plan element provide
prevention services designed to support isolated older adults.
1. Lifelong Medical Care provides isolated older adults in West County
opportunities for social engagement and access to mental health
and social services. A variety of group and one-on-one approaches
are employed in three housing developments to engage frail, older
adults in social activities, provide screening for depression and
other mental and medical health issues, and linking them to
appropriate services.
2. The Senior Peer Counseling Program within the Contra Costa
Mental Health Older Adult Program engages volunteer peer
counselors to reach out to older adults at risk of developing mental
illness by providing home visits and group support. Two clinical
specialists support the efforts aimed at reaching Latino and Asian
American seniors. The volunteers receive extensive training and
consultation support.
The allocation for this prevention activity is summarized below:
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Supporting
Older Adults
Lifelong Medical
Care
West County 115 118,970
Supporting
Older Adults
County Operated Countywide 225 370,479
Total 340 $489,449
2) Preventing relapse of individuals in recovery. Following the internationally
recognized clubhouse model, the Putnam Clubhouse provides peer-based
programming for adults throughout Contra Costa County who are in recovery
from a serious mental illness. This structured, work focused programming
helps individuals develop support networks, career development skills, and
the self-confidence needed to sustain stable, productive and more
independent lives. Features of the program provide respite support to family
38
members, peer-to-peer outreach, and special programming for transition age
youth and young adults.
The allocation for this prevention activity is summarized below:
Program County/Contract Region
Served
Number to
be Served
Yearly
Yearly
Funds
Allocated
Preventing
Relapse
Putnam
Clubhouse
Countywide 278 468,440
Total 278 $468,440
3) Reducing stigma and discrimination. The Contra Costa Behavioral Health
Services Office for Consumer Empowerment (OCE) provides leadership and
staff support to a number of initiatives designed to a) reduce stigma and
discrimination, b) develop leadership and advocacy skills among consumers
of behavioral health services, c) support the role of peers as providers, and d)
encourage consumers to actively participate in the planning and evaluation of
MHSA funded services.
a. Staff from the OCE support a number of activities designed to educate
the community in order to raise awareness of the stigma that can
accompany mental illness. The PhotoVoice Empowerment Program
enables consumers to produce artwork that speaks to the prejudice,
discrimination and ignorance that people with behavioral health
challenges face. The Wellness Recovery Education for Acceptance,
Choice and Hope (WREACH) Speaker’s Bureau forms connections
between people in the community and people with lived mental health
and co-occurring experiences, using face to face contact by providing
stories of recovery and resiliency and current information on health
treatment and supports. Other related activities include producing
videos, public service announcements and educational materials.
b. The OCE facilitates Wellness Recovery Action Plan (WRAP) groups by
providing certified leaders and conducting classes throughout the
County, and supports ongoing support groups in partnership with the
Contra Costa chapter of the National Alliance for the Mentally Ill
(NAMI). These groups include a writer’s group and a self-help group
led by NAMI certified facilitators.
c. The Service Provider Individualized Recovery Intensive Training
(SPIRIT) is a college accredited recovery oriented, peer led classroom
and experiential-based program for individuals with lived mental health
experience. This classroom and internship experience leads to a
certification for individuals who successfully complete the program, and
39
is accepted as the minimum qualifications necessary for employment
within Contra Costa Behavioral Health in the classification of
Community Support Worker. Participants learn peer counseling skills,
group facilitation, Wellness Action Plan (WRAP) development,
wellness self-management strategies and other skills needed to gain
employment in peer provider positions in both county operated and
community based organizations. The OCE offers monthly group peer
support and training for those individuals who are employed by the
County in various peer and family support roles.
d. The Committee for Social Inclusion is an ongoing alliance of committee
members that work together to promote social inclusion of persons
who receive behavioral health services. The Committee is project
based, and projects are designed to increase participation of
consumers and family members in the planning, implementation and
delivery of services. Current efforts are supporting the integration of
mental health, alcohol and other drug, and homeless services within
the Behavioral Health Services Division. In addition, OCE staff assist
and support consumers and family members in participating in the
various planning committees and sub-committees, Mental Health
Commission meetings, community forums, and other opportunities to
participate in planning processes.
The allocation for this prevention activity is summarized below:
Program County/Contract Region
Served
Yearly
Funds
Allocated
Stigma
Reduction
County Operated Countywide 692,988
Total $692,988
4) Preventing Suicide. There are three plan elements that augment the
County’s efforts to reduce the number of suicides in Contra Costa County; a)
augmenting the Contra Costa Crisis Center, b) dedicating a clinical specialist
to support the County’s adult clinics and psychiatric emergency services, and
c) supporting a suicide prevention committee.
a. The Contra Costa Crisis Center provides services to prevent suicides
by operating a certified twenty four hour suicide prevention hotline.
The hotline connects with people when they are most vulnerable and
at risk for suicide, enhances safety, and builds a bridge to community
40
resources. Staff conduct a lethality assessment on each call, provide
support and intervention for the person in crisis, and make follow up
calls (with the caller’s consent) to persons who are at medium to high
risk of suicide. MHSA funds enable additional paid and volunteer staff
capacity, most particularly in the hotline’s trained multi-lingual, multi-
cultural response.
b. The County fields a mental health clinical specialist to augment the
psychiatric emergency services unit and the adult clinics for
responding to those individuals identified as at risk for suicide. This
clinician receives referrals from psychiatrists and clinicians of persons
deemed to be at risk, and provides a short term intervention and
support response, while assisting in connecting the person to more
long term care.
c. A multi-disciplinary, multi-agency Suicide Prevention Committee has
been established, and has published a countywide Suicide Prevention
Strategic Plan. This ongoing committee will now oversee the
implementation of the Plan by addressing the strategies outlined in the
Plan. These strategies include i) creating a countywide system of
suicide prevention, ii) increasing interagency coordination and
collaboration, iii) implementing education and training opportunities to
prevent suicide, iv) implementing evidence based practices to prevent
suicide, and v) evaluating the effectiveness of the County’s suicide
prevention efforts.
The allocation for this prevention activity is summarized below:
Program/Plan
Element
County/Contract Region
Served
Number
to be
Served
Yearly
Yearly
Funds
Allocated
Suicide
Prevention
Contra Cost
Crisis Center
County
wide
25,000 292,850
Suicide
Prevention
County Operated County
wide
50 123,493
Suicide
Prevention
County
Supported
County
wide
N/A Included in
PEI
administrative
cost
Total $416,343
5) Administrative support and evaluation of prevention and early intervention
programs. Two program managers and two planner/evaluator positions have
41
been allocated by the County to provide administrative support and evaluation
of programs and plan elements that are funded by MHSA. The allocation for
this activity is summarized below:
Plan Element County/Contract Region
Served
Yearly
Funds
Allocated
Administrative
Support
County Operated Countywide 123,493
Planning/Evaluation County Operated Countywide 246,986
Total $370,479
Early Intervention
Early intervention means services that provide treatment and other interventions to
address and promote recovery and related functional outcomes, and to mitigate the
negative outcomes that result from untreated mental illness. The County operated First
Hope Program serves youth who are at risk for, or show early signs of psychosis.
Referrals are accepted from all parts of the County, and through a comprehensive
assessment process young people, ages 12-25, and their families are helped to
determine whether First Hope is the best treatment to address the psychotic illness and
associated disability. A multi-disciplinary team provides intensive care to the individual
and their family, and consists of psychiatrists, mental health clinicians, occupational
therapists and employment/education specialists. These services are based on the
Portland Identification and Early Referral (PIER) Model, and consists of multi-family
group therapy, psychiatric care, family psycho-education, education and employment
support, and occupational therapy.
The allocation for this program is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
First Hope County operated Countywide 100 1,685,607
Total 100 $1,685,607
Prevention and Early Intervention (PEI) Component Yearly Program
and Expenditure Summary
Prevention 6,352,206
Early Intervention 1,685,607
Total $8,037,813
42
Innovation
Innovation is the component of the Three Year Program and Expenditure Plan that
funds new or different patterns of service that contribute to informing the mental health
system of care as to best or promising practices that can be subsequently added or
incorporated into the system. The innovative programs for Contra Costa Mental Health
are developed by an ongoing community program planning process that is sponsored
by the Consolidated Planning Advisory Workgroup through its Innovation Committee.
These innovative programs accomplish one or more of the following objectives; i)
increase access to underserved groups, ii) increase the quality of services, to include
better outcomes, iii) promote interagency collaboration, and iv) increase access to
services.
The following programs have been approved, implemented and funds are allocated for
each year of the Three Year Plan :
1) Mental Health and Social Supports for Lesbian, Gay, Bi-sexual,
Transgender, Questioning (LGBTQ) Consumers. Rainbow Community
Center has contracted with the County to continue to develop a
behavioral/mental health model to serve youth, TAY and adult consumers
who identify themselves as lesbian, gay, bi-sexual, transgender or
questioning their sexual identity or gender. Previously, this program
worked to identify unmet needs and tested the effectiveness of various
modes of engagement, assessment and service provision, and developed
best practices for engaging and serving LGBTQ consumers and
broadening and strengthening their social supports (peers, family, schools,
faith communities). A key component of the project included building
learning collaboratives of local community members and organizations who
worked to improve linkage and care services for LGBTQ community
members in schools, faith communities, and service provider settings. The
project developed proposed models of LGBTQ counseling, support groups,
youth and TAY development activities, and specialty mental health services
tailored to meet needs of LGBTQ community members. Three categories
of interventions will be sustained with future funding in order to inform the
mental health system of care as to best practices and to assist in
replication: i) promote inclusive climates with faith communities and service
providers, ii) individual counseling (clinic and school-based) and support
group services to promote healthy LGBTQ identity development, iii)
specialty mental health services for consumers who have been
43
marginalized and have a serious mental illness, and iv) development of
evaluation methodology for school and agency-based mental health
services. The counseling and mental health programs have begun to serve
TAY and adults and older adults as well as youth.
2) Women Embracing Life and Learning (WELL). This project is a
collaboration between Contra Costa Mental Health, Public Health Nursing
and the Women, Infant and Child (WIC) program. This new pattern of
service integrates a coordinated approach to addressing perinatal and post-
partum depression among women in order to improve health outcomes and
prevent serious mental illness. The Central County WIC office screens for
symptoms of depression, refers women at risk to the multi-disciplinary
team, and the team provides one-on-one and group counseling,
medication support as appropriate, and referral and linkage to additional
treatment as needed.
3) Trauma Recovery Project. The County is providing staff to lead trauma
recovery groups within the County’s adult mental health clinics for
individuals who are both suffering from post-traumatic stress disorder
(PTSD) and are receiving mental health services for a serious mental
illness. The groups adhere to the trauma recovery group practice for
treatment of PTSD. This is a promising practice that utilizes cognitive
restructuring, and seeks to reduce involuntary hospitalizations and
psychiatric emergency services for this at-risk population.
4) Reluctant to Rescue. Community Violence Solutions contracts with the
County to provide outreach and engagement to exploited youth who
engage in street socialization, commercial sex work or survival sex. Staff
adapt their outreach to engaging youth where they are located, providing
safe, accessible drop-in centers, and providing mental health and support
services. This project is developing promising practices to identify
exploited and at-risk youth, coordinate with and educate public entities,
such as law enforcement, and mobilize resources to assist youth leave
exploited situations.
The allocation for these programs are summarized below:
Program County/Contract Region
Served
Number to
be Served
Yearly
Yearly
Funds
Allocated
Supporting
LGBTQ Youth
Rainbow
Community
Center
Countywide 125 420,187
Women
Embracing
Life and
County Operated Central
County
50 194,652
44
Learning
(WELL)
Trauma
Recovery
Project
County Operated Central
County
40 123,493
Reluctant to
Rescue
Community
Violence
Solutions
West, East
County
40 126,000
Administrative
Support
County Countywide Innovation
Support
121,773
Total 255 $1,019,495
The following concepts have been designated to be Innovation Projects, and are on
track to be fully developed, approved and implemented during the next three years:
o Wellness Coaches. Individuals who have experience as a consumer
and/or family member of the mental health system will be trained to
provide mental health and health wellness coaching to recipients of
integrated health and mental health services within Contra Costa
Mental Health. These peer providers will be part of the County’s
Behavioral Health Services integration plans that are currently in
development. Upon determination of location and organizational role
within the county operated system of care these positions will be filled
and receive training specific to the skill sets needed to improve health
and wellness outcomes for consumers.
o Vocational Services for Unserved Mental Health Consumers. The
community program planning process has placed an urgent priority on
the County providing pre-vocational and employment services to a
large number of mental health consumers who are not currently
receiving this service. An analysis indicates that Contra Costa
Vocational Services currently partners with the California Department
of Rehabilitation to provide a “place and train” model of employment
services. This model screens applicant for readiness to enter
competitive employment, and then provides job placement and
supported employment services to facilitate job retention. However, a
large number of individuals who need training, education and other
pre-employment services are being screened out. A new and
innovative model is being developed to combine a “train and place”
approach with the existing “place and train” approach in order to serve
a larger number of consumers who represent a broader spectrum of
readiness for employment.
45
o Partners in Aging. Older adults who are frail, homebound and suffer
from mental health issues experience higher rates of isolation,
psychiatric emergency interventions, and institutionalization that could
be prevented. An Innovation Project is being developed that would
train and field in-home peer support workers to engage older adults
who have been identified by Psychiatric Emergency Services as
individuals who need additional staff care in order to avoid repeated
crises, engage in ongoing mental health treatment, increase their skills
in the activities of daily living, and engage appropriate resources and
social networks.
o Overcoming Transportation Barriers. Transportation challenges
provide a constant barrier to accessing mental health services. A
comprehensive study was completed via the County’s community
program planning process, and a number of needs and strategies were
documented. Findings indicated a need for multiple strategies to be
combined in a systemic and comprehensive manner. These strategies
include training consumers to independently navigate public
transportation, providing flexible resources to assist with transportation
costs, educating consumers regarding schedules, costs and means of
various modes of public transportation, transport consumers to and
from mental health appointments and develop shuttle routes,
accommodate special transportation needs, and create a centralized
staff response to coordinate efforts and respond to emerging
transportation needs. During this Three Year Plan an Innovation
Project will be developed to address these needs and provide a means
to inform the overall mental health system of care regarding solutions
for improving transportation access to mental health care.
The above concepts have been recommended by the Innovation Committee for
development and submittal to the Mental Health Services Oversight and Accountability
(MHSOAC) for approval. They are a result of recommendations from previous
community program planning processes. Additional concepts for Innovation Projects
will be entertained and vetted through the Innovation Committee on an ongoing basis.
These submitted concepts will be consistent with the priorities of this year’s community
program planning process.
The Mental Health Services Act states that five percent of a County’s budget will be for
Innovation Projects. In order to meet this five percent requirement additional funds will
be set aside for the emerging projects listed above, as well as new concepts that are
brought forward, should funds be available.
46
Innovation (INN) Component Yearly Program and Expenditure
Summary
Programs
Implemented
1,019,495
Funds allocated for
emerging programs
1,000,000
Total $2,019,495
47
Workforce Education and Training
Workforce Education and Training is the component of the Three Year Program and
Expenditure Plan that includes staff development through education and training,
workforce activities including career pathway development, and financial incentive
programs for current and prospective Contra Costa Mental Health employees, and
contractor agency staff. The purpose of this component is to develop and maintain a
diverse mental health workforce capable of providing consumer and family-driven
services that are compassionate, culturally and linguistically responsive, and promote
wellness, recovery and resilience across healthcare systems and community-based
settings.
The County’s Workforce, Education and Training Component Plan was developed and
approved in May 2009, with subsequent yearly updates. The following represents funds
and activities allocated for the next three fiscal years in the categories of 1) Workforce
Staffing Support, 2) Training and Technical Assistance, 3) Mental Health Career
Pathway Programs, 4) Residency, Internship Programs, and 5) Financial Incentive
Programs.
1) Workforce Staffing Support. A Workforce Education and Training Coordinator
and an administrative support staff person are designated to develop and
coordinate all aspects of this component. This includes conducting a yearly
workforce needs assessment, coordinating education and training activities,
acting as an educational and training resource by participating in the Greater Bay
Area Regional Partnership and state level workforce activities, providing staff
support to County sponsored ongoing and ad-hoc workforce workgroups,
developing and managing the budget for this component, applying for and
maintaining the County’s mental health professional shortage designations,
applying for workforce grants and requests for proposals, coordinating intern
placements throughout the County, and managing the contracts with various
training providers and community based organizations who receive funding for
graduate level interns.
The County’s funding allocation for this category is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Administrative
Support
County Operated Countywide N/A 184,426
Total $184,426
2) Training and Technical Assistance. Various individual and group staff trainings
will be funded that support the values of the Mental Health Services Act. As a
48
part of the MHSA community program planning process and training surveys
stakeholders identified the need for training to increase knowledge related to
cultural communities, such as disadvantaged populations, and the lesbian, gay,
bi-sexual, transgender communities, and those who question their sexual
identity. Additionally, stakeholders expressed the need to develop activities to
reduce stigma. In response the County will host a variety of culture-specific
training events focused on cultural groups, such as Asian Americans, Latinos,
and African Americans.
In addition, the following specific contracts will be let out; i) payment for a Contra
Costa College instructor to support the County’s SPIRIT training for consumers
and family members who are preparing for a career in mental health service, ii)
payment to the Contra Costa National Alliance on Mental Illness (NAMI) to
provide Family-to-Family training in both English and Spanish that assists
families support their loved ones navigate the public mental health system, iii)
training for law enforcement officers to respond safely and compassionately to
crisis situations involving consumers.
The County’s funding allocation for this category is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Staff Training Various vendors Countywide To be
determined
84,000
SPIRIT Contra Costa
College
Countywide 40 11,000
Family to
Family
NAMI Countywide 48 20,000
Law
Enforcement
Various Countywide 70 5,000
Total $120,000
3) Mental Health Career Pathway Programs. Funding is annually allocated to
enable a designated Contra Costa County high school to develop and deliver a
mental health class curriculum and provide stipend work experiences. By
introducing high school students to mental health through this curriculum,
students increase their knowledge of mental health concepts and potential
careers in the public mental health system. Staff assist students connect with
colleges that support a career ladder in the public mental health system.
Contra Costa Mental Health has successfully created a number of peer and
family provider positions in its system of care, and, through its SPIRIT program
has recruited and prepared individuals with lived experience for entry level
49
positions as peer providers. However, the County’s assessment of workforce
needs has determined that these individuals could benefit from ongoing support
and assistance with career development and advancement through the system.
Also, training is needed for individuals with lived experience as a family members
for entry to enter the workforce as a family provider. Toward this end the County
applied for and received a $436,386 grant through the statewide workforce,
education and training funds administered by the Office of Statewide Health
Planning and Development. These funds are to expand the curriculum to include
training to be a family provider, supporting ongoing career development and
placement assistance, and developing ongoing supports for individuals with lived
experience who are now working in the system.
The County’s funding allocation for this category is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
High School
Academy
Contra Costa
Unified School
District
Countywide 15 14,500
Total $14,500
4) Residency, Internship Programs. Contra Costa County supports internship
programs which place graduate level students in various county operated and
community based organization locations. Particular emphasis is put on the
recruitment of individuals who are bi-lingual and/or bi-cultural, and individuals
with consumer and/or family member experience. CCMH provides funding to
enable up to 75 graduate level students to participate in paid internships in both
county operated and contract agencies that lead to licensure as a Marriage and
Family Therapist (MFT), Licensed Clinical Social Worker (LCSW), Clinical
Psychologist and Mental Health Nurse Practitioner. These County financed
internships are in addition to the state level workforce education and training
stipend programs that are funded by the California Office of Statewide Health
Planning and Development. This state funded stipend program requires that
participants commit to working in community public mental health upon
graduation. The County’s assessment of workforce needs has determined that a
combination of state and locally financed internships has enabled the County and
its contractors to keep pace with the annual rate of turnover of licensed staff.
Recruitment and retention of psychiatrists remain a challenge for Contra Costa
County. Toward this end the County is seeking state level workforce, education
and training funds to develop a psychiatric residency relationship with the
50
University of California at San Francisco to enable psychiatrists to complete their
final year of residency within the County’s mental health system of care.
The County’s funding allocation for this category is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Graduate Level
Internships
County Operated Countywide 25 169,945
Graduate Level
Internships
Contract
Agencies
Countywide 50 100,000
Total 75 $269,945
5) Financial Incentive Programs. Contra Costa Mental Health offers a scholarship
program for employees seeking upward mobility through obtaining a bachelor or
master’s degree. A portion of educational expenses is covered under this
program for eligible staff in exchange for a two year service obligation in the
public mental health system.
The County also participates in the state level workforce, education and training
funded Mental Health Loan Assumption Program. Administered by the Office of
Statewide Health Planning and Development, this program makes annual
payments of up to $10,000 to an educational lending institution on behalf of an
employee who has incurred debt while obtaining education. The recipient is
required to work in the public mental health system for each year (up to five
years) in a capacity that meets the employer’s workforce needs. For current year
eight individuals were enrolled in the program. The County plans to maximize
the impact of this retention strategy by incrementally increasing the number of
awards provided yearly for county and contract agency employees who work in
the Contra Costa Mental Health system of care.
Program County/Contract Region
Served
Number to be
Served Yearly
Yearly Funds
Allocated
Bachelor/Master
Degree
Scholarships
County Operated Countywide 10 50,000
Total 10 $50,000
Workforce Education and Training (WET) Component Yearly Program
and Expenditure Summary
WET Component 638,871
Total 638,871
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Capital Facilities/Information Technology
The Capital Facilities/Information Technology component of the Mental Health Services
Act enables counties to utilize MHSA funds on a one-time basis for major infrastructure
costs necessary to i) implement MHSA services and supports, and ii) generally improve
support to the County’s community mental health service system. The County
completed an extensive community program planning process related to capital facility
outlays and information technology needs, and received approval from the State in 2010
to spend up to $10 million, $6 million for an electronic health record system specific to
mental health needs, and $4 million for construction of a facility to house an
Assessment and Recovery Center. In the fiscal year 2011-12 MHSA Plan Update the
construction of a 16 bed crisis residential facility (Hope House) was approved and
added as a Capital Facilities project. This was funded by transferring $3 million from
the County’s Prudent Reserve.
1) Electronic Health Records System. The electronic health record system, as
proposed in 2010, intended to transform the current paper and location-based
system with an electronic system where clinical documentation could be
centralized and made accessible to all members of a consumer’s treatment team,
with shared decision-making functionality. It would replace the existing claims
system, where network providers and contract agencies would be part of the
system and be able to exchange their clinical and billing information with the
County. The proposed system would allow doctors to submit their pharmacy
orders electronically, and permit sharing between psychiatrists and primary care
physicians to allow knowledge of existing health conditions and drug inter-
operability. It would also allow consumers to access part of their medical record,
make appointments, and electronically communicate with their treatment
providers.
Since approval for this project was obtained in 2010, Contra Costa Health
Services, to include Contra Costa Regional Medical Center, the ambulatory care
clinics and the Contra Costa Health Plan converted existing systems to an
integrated electronic medical record system, entitled EPIC. This conversion of
the larger health care system initiated an analysis to determine the feasibility of
using the EPIC system for behavioral health services. The analysis indicated
significant functionality gaps in the clinical documentation and billing for specialty
mental health services, as it utilized a different billing format. To close the gap
would require significant development efforts by EPIC system staff.
Consequently the decision was made to purchase and implement a new system
52
specifically for Behavioral Health Services. This new system will have the
capacity to communicate and share information with EPIC and other systems
currently in use by contract providers and other entities involved in the treatment
and care of clients. Selection of a preferred vendor has occurred; however, to
date a contract has not been signed. The project is scheduled to be completed
in two years. As per the 2010 proposal, funding from the County’s Health
Services Department would be sought for any costs that exceed the originally
approved $6 million.
Ongoing County staff costs allocated for this project are summarized below:
Project County/Contract Region
Served
Number to
be Served
Yearly
Yearly
Funds
Allocated
Administrative
Support
County Operated Countywide N/A 849,936
Total $849,936
2) Construction of an Assessment and Recovery Center. An extensive community
program planning process completed in 2010 supported the construction of a
new facility that would house an Assessment and Recovery Center. This 6,000
square foot building will house a mental health treatment program for both
children and adults, will be co-located with a primary care site, and will be utilized
to divert adults and children and their families from the psychiatric emergency
services (PES) located at the Regional Medical Center. In addition to the clinical
treatment areas business and operations support were included, such as
parking, housekeeping and a staff lounge.
The building was completed in spring of current year, with start of services
projected by end of June.
3) Construction of Hope House. The 16 bed crisis residential treatment facility
(Hope House) was completed in March of 2014, and is located on a hillside
above the Contra Costa Regional Medical Center. It is intended to help mental
health consumers avoid hospitalization, as well as to assist in the transition from
hospitals or long term care facilities back to the community. It provides round-
the-clock, recovery focused services that encourages successful transition back
to the community.
Telecare has contracted with the County to begin services in April 2014.
53
Capital Facilities/Information Technology (CF/TN) Component Yearly
Program and Expenditure Summary
CF/TN Component 849,936
Total $849,936
54
The Budget
The following tables represent a Mental Health Services Act yearly funding summary by
component:
Fiscal Year 2014/15
A.Estimated
FY 2014/15
Available
Funding
CSS
PEI
INN
WET
CF/TN
1.Estimated
unspent funds
from prior
fiscal years
16,250,578
10,572,630
3,314,376
2,043,384
4,054,864
2. Estimated
new FY 14/15
funding
28,060,615
7,015,154
1,846,093
3. Transfers
in FY 14/15
4.Estimated
available
funding for FY
14/15
44,311,193
17,587,784
5,160,469
2,043,384
4,054,864
B.Estimated
FY 14/15
Expenditures
30,068,631
8,037,813
2,019,495
638,871
849,936
Fiscal Year 15/16
A.Estimated
FY 2015/16
Available
Funding
CSS
PEI
INN
WET
CF/TN
1.Estimated
unspent funds
from prior
fiscal years
14,242,562
9,549,971
3,140,974
1,404,513
3,204,928
2. Estimated
new FY 15/16
funding
24,219,250
6,054,813
1,593,372
3. Transfers
in FY 15/16
55
4.Estimated
available
funding for FY
15/16
38,461,812
15,604,784
4,734,346
1,404,513
3,204,928
B.Estimated
FY 15/16
Expenditures
31,568,631
8,037,813
2,019,495
638,871
849,936
Fiscal Year 16/17
A.Estimated
FY 2016/17
Available
Funding
CSS
PEI
INN
WET
CF/TN
1.Estimated
unspent funds
from prior
fiscal years
6,893,181
7,566,971
2,714,851
765,642
2,354,992
2. Estimated
new FY 16/17
funding
24,758,147
6,189,537
1,628,825
3. Transfers
in FY 16/17
4.Estimated
available
funding for FY
16/17
31,651,328
13,756,507
4,343,677
765,642
2,354,992
B.Estimated
FY 16/17
Expenditures
31,568,631
8,037,813
2,019,495
638,872
849,936
C.Estimated
funds
available for
FY 17/18
82,697
5,718,694
2,324,182
126,771
1,505,056
Prudent Reserve: $7,125,250
Budget Analysis.
1. Total funding commitments for the Community Services and Supports (CSS) and
Prevention and Early Intervention (PEI) components currently exceed estimated
revenues for each of the three fiscal years of this plan. Unspent funds from prior
fiscal years will be utilized to meet funding commitments to sustain this level of
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programming. It is estimated that there will be sufficient unspent funds from prior
years and estimated new revenues such that funds from the prudent reserve will
not be utilized. This is based upon the following assumptions:
a. Revenue estimates from the State MHSA Fund and federal financial
participation from the Medi-Cal program actualize at or above the above
estimated levels.
b. No significant funding obligations for additional programs or plan elements
are added. Any MHSA funding commitments for new or expanded
programming should also consider corresponding program reductions or
eliminations.
2. Estimated funds available for Fiscal Year 2017-18 indicate that funding
commitments will need to equal estimated funding revenues at some point during
the next Three Year Program and Expenditure Plan (Fiscal Years 2017-20).
3. The Mental Health Services Act requires that 20% of the total new funding for the
County go for the PEI component. The balance of new funding is for the CSS
component. From the total of CSS and PEI components, five percent of the total
new funding is to go for the Innovation (INN) component, and is to be equally
divided between the CSS and PEI allotment. The estimated new funding for
each fiscal year reflects this distribution.
4. The County may set aside up to 20% of its total allocation of new funding for the
Workforce, Education and Training (WET) component, Capital Facilities,
Information Technology (CF/TN) component and a prudent reserve. For this
three year period the County is not allocating any new funding for these areas, as
the existing balances are estimated to be sufficient to fund estimated
expenditures. However, it is anticipated that continuation of part or all of the
existing WET programs for the next three year period (FY 2017-20) will require
use of new funding.
5. The MHSA requires that counties set aside sufficient funds, entitled a prudent
reserve, to ensure that services do not have to be significantly reduced in years
in which revenues are below the average of previous years. The County’s
prudent reserve balance through June 30, 2017 is estimated to be $7,125,250.
This figure is in addition to the estimated available funds.
6. For the CF/TN component it is projected that the combined one-time costs of the
construction of the Assessment and Recovery Center, Hope House and the
implementation of a mental health electronic record system will utilize the entire
component fund balance by the end of this three year period. The remaining
one-time transfers from the CF/TN component that are made to pay for these
projects are not depicted in the above table, but will be reflected in subsequent
Plan Updates. Any costs that are incurred above the total funds set aside for
57
these three projects will be considered separately as a new and additional
funding obligation.
7. Significant changes in revenues or funding commitments, such as program
additions and reductions, and staff cost of living adjustments, or increases in
costs of doing business due to inflation will be reflected in subsequent plan
updates.
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Evaluating the Plan
Contra Costa Mental Health is committed to evaluating the effective use of funds
provided by the Mental Health Services Act. Toward this end a comprehensive program
and fiscal review process has been developed to a) improve the services and supports
provided, b) more efficiently support the County’s MHSA Three Year Program and
Expenditure Plan, and c) ensure compliance with statute, regulations and policies.
During the next three years each of the over 85 contract and county operated programs
and plan elements receiving MHSA funds will undergo a program and fiscal review.
This will entail interviews and surveys of individuals both delivering and receiving
services, review of data, case files, program and financial records, and performance
history. Key areas of inquiry include:
Delivering services according to the values of the Mental Health
Services Act.
Serving those who need the service.
Providing services for which funding was allocated.
Meeting the needs of the community and/or population.
Serving the number of individuals that have been agreed upon.
Achieving the outcomes that have been agreed upon.
Assuring quality of care.
Protecting confidential information.
Providing sufficient and appropriate staff for the program.
Having sufficient resources to deliver the services.
Following generally accepted accounting principles.
Maintaining documentation that supports agreed upon expenditures.
Charging reasonable administrative costs.
Maintaining required insurance policies.
Communicating effectively with community partners.
Each program or plan element will receive a written report that addresses each of the
above areas. Promising practices, opportunities for improvement, and/or areas of
concern will be noted for sharing or follow-up activity, as appropriate. The emphasis will
be to establish a culture of continuous improvement of service delivery, and quality
feedback for future planning efforts.
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In addition, a monthly MHSA Financial Report will be generated that will depict funds
budgeted versus spent for each program and plan element included in this Plan. This
will enable ongoing fiscal accountability, as well as provide information with which to
engage in sound planning.
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Acknowledgements
We acknowledge that this document is not a description of how Contra Costa Mental
Health has delivered on the promise provided by the Mental Health Services Act. It is,
however, a plan for how the County can continually improve upon delivering on the
promise. We have had the honor this past year to meet many people who have
overcome tremendous obstacles on their journey to recovery. They were quite open
that the care they received literally saved their life. We also met people who were quite
open and honest regarding where we need to improve. For these individuals, we thank
you for sharing.
We would also like to acknowledge those Contra Costa stakeholders, both volunteer
and professional, who have devoted their time and energy over the years to actively and
positively improve the quality and quantity of care that has made such a difference in
people’s lives. They often have come from a place of frustration and anger with how
they and their loved ones were not afforded the care that could have avoided
unnecessary pain and suffering. They have instead chosen to model the kindness and
care needed, while continually working as a team member to seek and implement better
and more effective treatment programs and practices. For these individuals, we thank
you, and feel privileged to be a part of your team.
The MHSA Staff
A‐1
Mental Health Service Maps
Mental Health Services Act funded programs and plan elements are only a portion of
the total funding that supports public mental health services provided by Contra Costa
County employees and staff employed by contractors. The backbone of the CCMH
system of care is its three county operated Children’s and three county operated Adult
clinics that serve the Western, Central and Eastern regions of the county.
The following six service maps provide a visual picture, or architecture, of the
constellation of types of Contra Costa Mental Health’s programs, and thus enable the
viewer to see the inclusion of MHSA funded services as part of the entire system of
care.
Outpatient Services Contractor: Seneca Center At Riverview Middle School (MDUSD) At: Liberty Alternative Education Campus and Freedom H.S. (LUHSD) At: 2 Junior High Schools: Belair Fred Finch Mental Health Enhanced Classroom(s) Outpatient School Wide Mental Health Services Contractor Fred Finch At: 1 High School Mount Diablo HS and 2 Jr. HS Belair El Dorado Contractor Lincoln Child Center At 6 Elem. Schools Highlands, Stoneman, Parkside, Heights, Foothills, and Willow Cove and 2 Junior High Schools Hillview, and Central Contractor Seneca Center At: 1 Middle School Riverview Middle School (MDUSD) MDUSD = Mount Diablo Unified School District PUSD = Pittsburg Unified School District LUHSD = Liberty Union High School District Outpatient Services Contractor: La Cheim At: Antioch Juvenile Probation Services Address: 202 Glacier Dr., Martinez Population Served: Children & TAY Juvenile Hall Orin Allen Youth Rehabilitation Facility Regional Probation Liaisons School Based Program Unit County-Wide Assessment Team Address: 2425 Bisso Ln. #235, Concord Population Served: Children & TAY West County Children’s Mental Health Clinic Address 303 41st Street Richmond, CA Population Served Children & Transition Age Youth Services: Psychiatric Services Outpatient Services Parent Partners Parent Project Street Soldiers Teach One Reach One Wrap Around Services Cognitive Behavioral Therapy Dialectical Behavior Therapy Trauma Focused Cognitive Behavioral Therapy Triple P Parenting NA/AA Contracted Psychiatric Hospitals: John Muir Behavioral Health; Herrick Hospital; BHC Sierra Vista; BHC Heritage Oaks; St. Helena Hospital – Vallejo; St. Helena Hospital – St. Helena Start FSP Seneca Countywide WEST COUNTY CHILDREN’S MENTAL HEALTH SERVICES Provider’s Network Organizational Carrie McCluer & Associates (Crockett) Individual (32) Countywide Services Contracted Psychiatric Hospitals School Based Programs Community Services & Supports (CSS) Programs Prevention & Early Intervention Programs: Building Blocks for Kids (Richmond) The James Morehouse Project (El Cerrito) The Latina Center (Richmond) Native American Health Center (Richmond) RYSE (Richmond STAND! (Richmond) Prevention & Early Intervention Programs System of Care Community Based Organizations Providers Network Child & Family Services Address: 2425 Bisso Ln. #235, Concord Population Served: Children & TAY Emergency Foster Care Child & Family Mental Health Services Social Services Child Assessment Unit Spirit of Caring Hospital & Residential Unit Address: 2425 Bisso Ln. #280, Concord Population Served: Children & TAY Local and National Case Management Hospital Liaison TBS Services Coordination TBS Providers COFY Youth Homes Fred Finch La Cheim SenecaCommunity Health for Asian Americans Richmond Thunder Road Countywide * WCCUSD = West Contra Costa Unified School District Contractor: YSB * At: 3 Elementary Schools: Washington, Harbour Way, Transitional Learning 4 Middle Schools: Crespi, Pinole, Portola, and Hercules 4 High Schools: El Cerrito, Richmond, Pinole Valley, and Hercules * YSB – Youth Services Bureau Outpatient School Wide Mental Health Services at WCCUSD SchoolsContractor: Seneca At 3 Elementary Schools: Highland, Sheldon, and Tara Hills 2 Middle Schools:Pinole, and Transitional Learning Center (WCCUSD) Contractor: La Cheim At: La Cheim School -Richmond (NPS) Unbundled Day Treatment Contractor: Community Health for Asian American At: 2 Elementary Schools: Lincoln and Nystrom 2 Middle Schools: Helms and LoVonya DeJean 3 High Schools: El Cerrito, Kennedy, and Richmond Contractor: Y Team At: 1 Elementary School: Nystrom Elementary 4 Middle Schools Crespi, Helms, Portola, LoVonya and DeJean and 4 High Schools: De Anza, El Cerrito, Kennedy, and Richmond Contractor: Bay Area Community Resources (B.A.C.R.) At: 6 Elementary Schools: Grant, Harbor Way,Lincoln, Nystrom, Peres, and Stege BACR Richmond La Cheim Richmond Familias Unidas Richmond Mobile Response Team Seneca Countywide Early Childhood Mental Health Richmond Head Start RichmondLincoln (Multi-Dimensional Family Therapy Countywide COFY (Multi-Systemic Therapy) Countywide CVS San PabloContractor: Seneca At: Kennedy High School (WCCUSD) Youth Services Bureau Richmond A-2
West County Adult Mental Health Clinics Address 2523 El Portal Dr. #103, San Pablo Population Served Adults & Older Adults TAY Services: Assessments Case Management Psychiatric Services Crisis Intervention Housing Services Benefits Assistance Recovery Innovations (Consumer-Run Community Center) Address: 256 24th St., Richmond Augmented Board and Care Homes: Devine’s Home (San Pablo) Ducre’s Residential Care (Richmond) Family Courtyard (Richmond) God’s Grace (Hayward) Hailey’s Care (El Sobrante) Williams Board and Care (Richmond) Yvonne’s Home Care (Richmond) Contracted Psychiatric Hospitals: John Muir Behavioral Health; Herrick Hospital; BHC Sierra Vista; BHC Heritage Oaks; St. Helena Hospital – Vallejo; St. Helena Hospital – St. Helena. WEST COUNTY ADULT MENTAL HEALTH SERVICES ANKA Programs, Inc. (Multi Service Center) Address: 1515 Market St., San Pablo Provider’s Network Organizational Amador Institute (Antioch) Family Stress Center (Antioch) Psychotherapy Institute of Ind., Fam. & Comm. Development (Antioch) The Lucas Center (Pittsburg) YWCA (Antioch) Individual (35) Prevention & Early Intervention Programs: Asian Community Mental Health (Richmond) Building Blocks for Kids (Richmond) Lao Family Community Development (San Pablo) The Latina Center (Richmond) Native American Health Center (Richmond) RYSE (Richmond Rubicon, Inc. (Bridges to Home-Adult FSP) Address: 2500 Bissell Ave., Richmond Countywide Services Contracted Psychiatric Hospitals Providers Network Long-term Care Providers System of Care Community Based Organizations Prevention & Early Intervention Programs Augmented Board & Care HomesCountywide Long-term Care Providers (IMDs/MHRCs): California Psychiatric Transitions; Crestwood; Canyon Manor; Creekside MH Rehab. Ctr.; Telecare; Idylwood Convalescent Fred Finch (TAY FSP) Address: 2523 El Portal Dr., San Pablo Familias Unidas (Adult FSP) Address:205 39thStreet, RichmondFamily Institute of Pinole Address: 668 Quinan Street #100, Pinole Conservatorship/Guardianship Address: 1111 Ward St., Martinez Transition Services Forensic Services Vocational Services Anka - Nierika House (Crisis Residential Facility) Address: 1959 Solano Way, Concord Crestwood (The Bridge Board & Care) Pathways Transitional Residential Our House Board & Care Older Adult Services Nevin House Address: 3215/3221 Nevin Ave, Richmond Community Health for Asian Americans (Bridges to Home-Adult FSP) Address: A-3
MDUSD = Mount Diablo Unified School District PUSD = Pittsburg Unified School District LUHSD = Liberty Union High School District Outpatient Services Contractor: Seneca Center At Riverview Middle School (MDUSD) At: Liberty Alternative Education Campus and Freedom H.S. (LUHSD) At: 2 Junior High Schools: Belair Fred Finch Mental Health Enhanced Classroom(s) Outpatient School Wide Mental Health Services Contractor Fred Finch At: 1 High School Mount Diablo HS and 2 Jr. HS Belair El Dorado Contractor Lincoln Child Center At 6 Elem. Schools Highlands, Stoneman, Parkside, Heights, Foothills, and Willow Cove and 2 Junior High Schools Hillview, and Central Contractor Seneca Center At: 1 Middle School Riverview Middle School (MDUSD) Outpatient Services Contractor: La Cheim At: Antioch Juvenile Probation Services Address: 202 Glacier Dr., Martinez Population served: Juvenile Hall Orin Allen Youth Rehabilitation Facility Regional Probation Liaisons School Based Program Unit County-Wide Assessment Team Address: 2425 Bisso Ln. #235, Concord Population Served: Children & TAY Central County Children’s Mental Health Clinic Address 2425 Bisso, Ste. 200 Concord, CA 94520 Population Served Children & Transition Age Youth Services: Head Start Program Psychiatric Services Outpatient Services Parent Partners Parent Project PIP Program Wrap Around Services Cognitive Behavioral Therapy Dialectical Behavior Therapy Trauma Focused Cognitive Behavioral Therapy Triple P Parenting Contracted Psychiatric Hospitals: John Muir Behavioral Health; Herrick Hospital; BHC Sierra Vista; BHC Heritage Oaks; St. Helena Hospital – Vallejo; St. Helena Hospital – St. Helena Start FSP Seneca Countywide Population: ChildrenCENTRAL COUNTY CHILDREN’S MENTAL HEALTH SERVICES Provider’s Network Organizational Hiawatha Harris-Pathways to Wellness (Pleasanton) Jewish Family Stress (Walnut Creek) Touchstone Counseling Services (Pleasant Hill) YWCA (Antioch) Individual (70) Countywide Services Contracted Psychiatric Hospitals School Based Programs Seneca Mobile Response Team Countywide Community Services & Supports (CSS) Programs Prevention & Early Intervention Programs: Child Abuse Prevention Council (Concord) Contra Costa Crisis Center (Walnut Creek) Contra Costa Interfaith Housing (Walnut Creek) Center for Human Development (Pleasant Hill) C.O.P.E. Family Support Center La Clinica de la Raza (Concord) New Leaf (Martinez) Rainbow Community Center (Concord) STAND! (Concord) Prevention & Early Intervention Programs System of Care Community Based Organizations Providers Network Child & Family Services Address: 2425 Bisso Ln. #235, Concord Population Served: Children & TAY Emergency Foster Care Child & Family Mental Health Services Social Services Child Assessment Unit Spirit of Caring Hospital & Residential Unit Address: 2425 Bisso Ln. #280, Concord Population Served: Children & TAY Local and National Case Management Hospital Liaison TBS Services Coordination TBS Providers COFY Youth Homes Fred Finch La Cheim Seneca La Clinica de la Raza Oakley Community Health for Asian Americans Antioch Thunder Road Countywide MDUSD = Mount Diablo Unified School District CCCOE = Contra Costa County Office of Education NPS = Non Public School; AUHSD = Acalanes Union High School District Outpatient School Wide Mental Health Services At: Mt.Diablo/ Olympic/Alliance High Schools (MDUSD) Sunrise Elmntry (MDUSD) At: Marchus School – Elementary Grades (CCCOE) Unbundled Day Treatment Contractor: Families First At: Mount Diablo High School (MDUSD) Contractor: La Cheim At: La Cheim School - Antioch (NPS ) Mental Health Enhanced Classroom(s) 3 Classrooms Contractor: Seneca At: Pleasant Hill Middle School (MDUSD) At: Campolindo High School (AUHSD) At: Marchus School Middle School Class (CCCOE) Contractor: Fred Finch At: Mt. Diablo High School Contractor: Seneca At: Olivera High School COFY (Multi-Systemic Therapy) Countywide Lincoln (Multi-Dimensional Family Therapy) Countywide Youth Services Bureau Concord At: Belair JH (MDUSD) El Dorado JH (MDUSD) A-4
Central County Adult Mental Health Clinics Address 1420 Willow Pass Rd., Concord Population Served Adults & Older Adults TAY Services: Assessments Case Management Psychiatric Services Crisis Intervention Housing Services Benefits Assistance Recovery Innovations (Consumer-Run Community Center) Address: 2975 Treat Blvd., Walnut Creek Augmented Board and Care Homes: Cayce Retirement Home (Concord) CC’s Adult Residential Care Home (Concord) Concord Hill (Concord) Concord Royale (Concord) Crestwood Wellness (Concord) Delly’s Care Home (Concord) Happy Home (Concord) Lark Lane Adult Residential Facility (Concord) Margarita’s Villa of Care (Concord) Modesto Residential Pleasant Hill Manor (Pleasant Hill) Scenic View (Martinez) Woodhaven Home (Concord) Contracted Psychiatric Hospitals: John Muir Behavioral Health; Herrick Hospital; BHC Sierra Vista; BHC Heritage Oaks; St. Helena Hospital – Vallejo; St. Helena Hospital – St. Helena. CENTRAL COUNTY ADULT MENTAL HEALTH SERVICES ANKA Programs, Inc. (Multi Service Center) Address: 1121 Detroit Ave., Concord Conservatorship/Guardianship Address: 1111 Ward St., Martinez Provider’s Network Organizational Amador Institute (Antioch) Family Stress Center (Antioch) Psychotherapy Institute (Antioch) STAND (Antioch) The Lucas Center (Pittsburg) YWCA (Antioch) Individual (73) Prevention & Early Intervention Programs: Child Abuse Prevention Council (Concord) Contra Costa Clubhouses (Concord) Contra Costa Crisis Center (Walnut Creek) Contra Costa Interfaith Housing (Walnut Creek) Center for Human Development (Pleasant Hill) C.O.P.E. Family Support Center (Concord) Jewish Family & Children’s Svcs (Walnut Creek) La Clinica de la Raza (Concord) Rainbow Community Center (Concord) STAND! (Concord)Countywide Services Contracted Psychiatric Hospitals Providers Network Long-term Care Providers System of Care Community Based Organizations Prevention & Early Intervention Programs Augmented Board & Care HomesCountywide Long-term Care Providers (IMDs/MHRCs): California Psychiatric Transitions; Crestwood; Canyon Manor; Creekside MH Rehab. Ctr.; Telecare; Idylwood Convalescent Transition Services Clayton Way (TAY Transitional/Independent Housing) Forensic Services Vocational Services Anka - Nierika House (Crisis Residential Facility) Address: 1959 Solano Way, Concord Crestwood (The Bridge Board & Care) Pathways Transitional Residential Our House Board & Care Older Adult Services Nevin House Address: 3215/3221 Nevin Ave, Richmond Assessment and Recovery Center Address: Rainbow Community Center (Counseling Program) Address: 2118 Willow Pass Rd., Concord ANKA Bridges to Home and Behavioral Health Court Address: 1410 Danzig Plaza, Concord Telecare Corporation Hope House (Crisis Residential Facility) Address: 300 Ilene St., Martinez A-5
Juvenile Probation Services Address: 202 Glacier Dr., Martinez Population Served: Children & TAY Juvenile Hall Orin Allen Youth Rehabilitation Facility Regional Probation Liaisons School Based Program Unit County-Wide Assessment Team Address: 2425 Bisso Ln. #235, Concord Population Served: Children & TAY East County Children’s Mental Health Clinic Address 3501 Lone Tree Way, #200 Antioch, CA 94509 Population Served Children & Transition Age Youth Services: Head Start Program Psychiatric Services Outpatient Services Parent Partners Parent Project Wrap Around Services Cognitive Behavioral Therapy Dialectical Behavior Therapy Trauma Focused Cognitive Behavioral Therapy Triple P Parenting Contracted Psychiatric Hospitals: John Muir Behavioral Health; Herrick Hospital; BHC Sierra Vista; BHC Heritage Oaks; St. Helena Hospital – Vallejo; St. Helena Hospital – St. Helena Start FSP Seneca Countywide Population: ChildrenEAST COUNTY CHILDREN’S MENTAL HEALTH SERVICES Provider’s Network Organizational Amador Institute (Antioch) YWCA (Antioch) Individual (65) Countywide Services Contracted Psychiatric Hospitals School Based Programs Mobile Response Team Seneca Countywide Community Services & Supports (CSS) Programs Outpatient Services Contractor:Seneca Center At Riverview Middle School (MDUSD) Contractor: Lincoln At: 1 Elementary School Learning Academy (PUSD) Contractor: Lincoln At: 2 Junior High Schools: Central J.H. Hillview Mental Health Enhanced Classroom(s) Outpatient School Wide Mental Health Services Contractor Lincoln At: 1 High School Pittsburg HS Contractor Lincoln Child Center At 6 Elem. Schools Highlands, Stoneman, Parkside, Heights, Foothills, and Willow Cove (All PUSD) Contractor Seneca Center At: 1 Middle School Riverview Middle School (MDUSD) MDUSD = Mount Diablo Unified School District PUSD = Pittsburg Unified School District LUHSD = Liberty Union High School District Prevention & Early Intervention Programs: Center for Human Development (Bay Point) Contra Costa Interfaith Housing (Pittsburg) La Clinica de la Raza (Pittsburg) People Who Care (Pittsburg) STAND! Prevention & Early Intervention Programs System of Care Community Based Organizations Providers Network Outpatient Services Contractor: La Cheim At: Antioch Child & Family Services Address: 2425 Bisso Ln. #235, Concord Population Served: Children & TAY Emergency Foster Care Child & Family Mental Health Services Social Services Child Assessment Unit Spirit of Caring Hospital & Residential Unit Address: 2425 Bisso Ln. #280, Concord Population Served: Children & TAY Local and National Case Management Hospital Liaison TBS Services Coordination TBS Providers COFY Youth Homes Fred Finch La Cheim SenecaLa Clinica Oakley Community Health for Asian Americans Antioch Thunder Road Countywide Lynn Center Antioch & Countywide Lincoln (Multi-Dimensional Family Therapy) Countywide COFY (Multi-Systemic Therapy) Countywide Head Start CVS AntiochA-6
East County Adult Mental Health Clinics Address 2311 Loveridge Rd. Pittsburg, CA 94565 Population Served Adults & Older Adults TAY Services: Assessments Case Management Psychiatric Services Crisis Intervention Housing Services Benefits Assistance Recovery Innovations (Consumer-Run Community Center) Address: 2400 Sycamore Drive, Antioch Augmented Board and Care Homes: Blessed Care Home (Pittsburg) Johnson Care Home (Antioch) Menona Drive Care Home (Antioch) Oak Hills Residential Facility (Pittsburg) Paraiso Home (Oakley) Springhill Home (Pittsburg) Contracted Psychiatric Hospitals: John Muir Behavioral Health; Herrick Hospital; BHC Sierra Vista; BHC Heritage Oaks; St. Helena Hospital – Vallejo; St. Helena Hospital – St. Helena. EAST COUNTY ADULT MENTAL HEALTH SERVICES ANKA Programs, Inc. (East County Shelter & Multi Service Center) Address: West 4th St., Antioch Provider’s Network Organizational Family Stress Center (Antioch) Psychotherapy Institute of Ind., Fam. & Comm. Development (Antioch) STAND (Antioch) The Lucas Center (Pittsburg) YWCA (Antioch) Individual (63) Prevention & Early Intervention Programs: Center for Human Development (Bay Point) Contra Costa Interfaith Housing (Pittsburg) La Clinica de la Raza (Pittsburg) Countywide Services Contracted Psychiatric Hospitals Providers Network Long-term Care Providers System of Care Community Based Organizations Prevention & Early Intervention Programs Augmented Board & Care HomesCountywide Long-term Care Providers (IMDs/MHRCs): California Psychiatric Transitions; Crestwood; Canyon Manor; Creekside MH Rehab. Ctr.; Telecare; Idylwood Convalescent Conservatorship/Guardianship Address: 1111 Ward St., Martinez Transition Services Forensic Services Vocational Services Anka - Nierika House (Crisis Residential Facility) Address: 1959 Solano Way, Concord Crestwood (The Bridge Board & Care) Pathways Transitional Residential Our House Board & Care Older Adult Services Nevin House Address: 3215/3221 Nevin Ave, Richmond Youth Homes (TAY FSP) Address: 2213 Buchanan Rd., Antioch Portia Bell Hume Behavioral Health and Training Center (Adult FSP) Address: 555 School St., Pittsburg A-7
B‐1
Program and Plan Element Profiles
Anka Behavioral Health, Inc.
Point of Contact: Chris Withrow, Chief Executive Officer.
Contact Information: 1850 Gateway Boulevard, Suite #900, Concord CA 94520,
(925)-825–4700, cwithrow@ankabhi.org
1. General Description of the Organization
Anka’s mission is to eliminate the impact of behavioral health problems for all
people. Anka serves more than 15,000 individuals annually and employ nearly
1,000 professional, specialized staff members. Anka’s philosophy is to treat the
whole person by fully integrating care of both mind and body, always using clinically-
proven, psycho-social models designed to promote health and wellness while
containing costs.
2. Program: Adult Full Service Partnership - CSS
The Adult Full Service Partnership (FSP) joins the resources of Anka Behavioral
Healthcare and Costa County Mental Health Services, and utlize the assertive
community treatment model.
Anka’s FSP program also includes the Behavioral Health Court Program, which
collaborates with Contra Costa Superior Court, Contra Costa Sheriff’s Department,
Contra Costa Health Services Division, Contra Costa Adult Mental Health, Contra
Costa District Attorney’s Office, Contra Costa Public Defenders Office, Contra Costa
Probation Department and Anka Behavioral Health, Inc. It also includes collaborative
services with the Contra Costa Adult Forensic Team to case manage consumers
who are on Contra Costa County Probation. The program serves adults who reside
in Contra Costa County, who have been charged with non-violent felonies or
misdemeanors, and who experience a serious mental illness/serious emotional
disturbance.
a. Scope of Services: Services use an integrated multi-disciplinary team approach,
based on a modified Assertive Community Treatment (ACT) model of care.
Services include outreach and engagement, case management, outpatient
mental health services, including services for individuals with co-occurring mental
health and alcohol and other drug problems, crisis intervention, medication
support, housing support, flexible funds, vocational services, educational
services, and recreational and social activities. Anka staff are available to
consumers on a 24/7 basis.
b. Target Population: Adults over the age of 18 in West and Central County who
are diagnosed with a serious mental illness, are at or below 300% of the federally
defined poverty level, and are uninsured or receive Medi-Cal benefits.
c. Payment Limit: $768,690
B‐2
d. Number served: In FY12/13 Anka was part of the Bridges to Home (BTH), a
collaborative made up of two programs, BTH West and BTH Central. Together,
BTH West and Central served 185 Individuals (target 155 individuals). BTH
Central served 78 individuals.
e. Outcomes: Below are the FY 12/13 outcomes for Bridges to Home Central.
Reduction in incidence of psychiatric crisis*
Reduction of the incidence of restriction*
Pre- and post-enrollment utilization rates for 87 Bridges to Home Central County
participants enrolled in the FSP program during FY 12-13.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 338 331 0.455 0.390 - 14.3
Inpatient
episodes 64 35 0.076 0.050 - 34.2
Inpatient days 458 272 0.524 0.372 -29.0
* Data on service utilization were collected from the county’s internal billing
system, PSP. To assess the effect of FSP enrollment on PES presentations
and inpatient episodes, this methodology compares clients’ monthly rates of
service utilization pre-enrollment to clients’ post-enrollment service utilization
rates. Using PES usage as an example, the calculations used to assess pre-
and post-enrollment utilization rates can be expressed as:
( No.of PES episodes during pre- enrollment period)/(No.of months in pre-
enrollment period) =Pre-enrollment monthly PES utilization rate
( No.of PES episodes during post-enrollment period)/(No.of months in post-
enrollment period) =Post-enrollment monthly PES utilization rate
B‐3
Asian Community Mental Health Services (ACMHS)
Point of Contact: Pysay Phinith
Contact Information: Asian Family Resource Center (AFRC), 12240 San Pablo Ave,
Richmond, Ca. (510) 604-6200
Pysayp@acmhs.org
1. General Description of the Organization
ACMHS provides multicultural and multilingual services, empowering the most
vulnerable members of our community to lead healthy, productive and contributing
lives.
2. Program: Building Connections (Asian Family Resource Center) - PEI
a. Scope of Services: Asian Family Resource Center (AFRC) in Richmond
provides comprehensive, culturally-sensitive and appropriate education and
access to Mental Health Services to Asian and Pacific Islanders immigrant and
refugee communities, especially the Southeast Asian and Chinese population of
Contra Costa County. AFRC employs multilingual and multidisciplinary staff from
the communities which they serve, including bilingual/bicultural peer navigators
for mental health outreach, engagement, system navigation, and stigma
reduction. Staff provides the following Prevention and Early Intervention
activities: community outreach, home visits to senior housing sites, medication
compliance education, community integration skills, older adult care giving skills,
basic financial management, survival English communication skills, travel
training, health and safety education and computer education, mental health
workshops, structured group activities on topics such as, coping with
adolescents, housing issues, aid cut-off, domestic violence, criminal justice
issues, health care and disability services, and health and mental health system
navigation. Services are aimed at assisting consumers in actively managing their
own recovery process.
b. Target Population: Asian and Pacific Islanders immigrants and refugees
(especially Chinese and Southeast Asian population) in Contra Costa County
c. Payment Limit: $130,000
d. Number served: For FY 12/13: 67. To be served: 50 high risk and underserved
community members.
e. Outcomes:
All of the 67 program participants received system navigation support for
mental health treatment, Medi-Cal benefits, and other essential benefits.
72% of program participants increased their knowledge of mental health
resources and benefits available.
83% of program participants reported that system navigation support was
very helpful.
88% improved level of self-care.
B‐4
Building Blocks for Kids (BBK)
Point of Contact: Jennifer Lyle.
Contact Information: 310 9th Street, Richmond, Ca 94804, (510) 232-5812
jlyle@bbk-richmond.org
1. General Description of the Organization
Building Blocks for Kids Richmond Collaborative is a place-based initiative with the
mission of supporting the healthy development and education of all children, and the
self-sufficiency of all families, living in the BBK Collaborative zone located in
downtown Richmond, California. The Collaborative consists of member residents,
member organizations, and working groups that work toward community change in
the area of wellness and health, education, and community engagement.
2. Program: One Family at a Time (PEI)
a. Scope of Services
Community Building: Community Engagement and Advocacy Teams (CEAT)
o Training of 30 resident leaders in advocacy work who in turn will
provide coaching for other residents. Consists of four intensive
sessions plus monthly follow ups
o Identify and build advocacy for community needs with emphasis on
health, mental health, and education issues
o Help families create the change that they want to see in the community
System Navigation Support
o Support groups for English and Spanish speaking mothers
o Facilitate relationships with providers, increase capacity for culturally
competent service provision
o Provide training to create trauma informed supportive support services
Parent Partners in Elementary Schools. Parent Partners work with families of
children that are referred by teachers, school administrators, and
collaborative member organizations.
b. Target Population: Children and Families in the Iron Triangle, Richmond
c. Payment Limit: $198,057
d. Number served: For FY 12/13: 1015 Individuals (includes outreach and
education events). To be served: 300 families
e. Outcomes:
20 families received intensive support from Community Engagement and
Advocacy Team (CEAT) around identifying and advocating for children’s
mental health needs and accessing services.
90% of surveyed parents (140) reported an increased understanding of
mental health related topics and increased comfort discussing these topics.
The CEAT membership increased by 38 over the fiscal year of 12/13
A core of 43 residents attended at least 75% of all public events.
B‐5
Center for Human Development (CHD)
Point of Contact: Elaine Prendergast
Contact Information: 901 Sunvalley Blvd., Suite 220, Concord, Ca 94520 (925) 687-
8844
elaine@chd-prevention.org
1. General Description of the Organization
Center for Human Development (CHD) is a community-based organization that
offers a spectrum of services for at-risk youth, individuals, families, and communities
in the Bay Area. Since 1972 CHD has provided wellness programs and support
aimed at empowering people and promoting positive growth. Volunteers work side-
by-side with staff to deliver quality programs in schools, clinics, and community sites
throughout Contra Costa as well as nearby counties. CHD is known for innovative
programs and is committed to improving the quality of life in the communities it
serves.
2. Program: African American Wellness Program and Youth Empowerment
Program, PEI
a. Scope of Services:
Wellness Program. Provide mental health outreach and engagement, as well as
system navigation support to a minimum of 150 individuals in Bay Point,
Pittsburg, and surrounding communities. Increase client emotional wellness,
reduce client stress and isolation, and link clients to community resources in a
culturally competent manner. Key activities include culturally appropriate
education on mental health topics through mind, body, and soul support groups
and community health education workshops, outreach at community events, and
navigation assistance for culturally appropriate mental health referrals.
Youth Empowerment Program. Provide strength-based educational support
services that build on youths’ assets and foster their resiliency to a minimum of
80 unduplicated LGBTQ youth and their allies in Antioch, Pittsburg, and
surrounding East County communities. Key activities include, a) two weekly
educational support groups that promote emotional health and well-being,
increase positive identity and self-esteem, and reduce isolation through
development of concrete life skills, b) a leadership group that meets a minimum
of twice a month to foster community involvement, and c) referrals to culturally
appropriate mental health services.
b. Target Population: Wellness Program: African American residents (East County)
at risk of developing serious mental illness. Youth Empowerment Program:
LGBTQ youth in East County
c. Payment Limit: $133,000
d. Number served: For FY 12/13: 248 served in Wellness Program. Numbers not
available for Youth Empowerment Program.
B‐6
e. Outcomes:
Wellness Program.
94% of program participants reported that they were more comfortable to
address mental health related issues.
94% of participants were able to point to at least one stress management
tool they use.
94% of participants reported that they are now able to access mental health
support when needed.
100% of participants reported that they were able to apply information
learned to help others.
B‐7
Child Abuse Prevention Council (CAPC)
Point of Contact: Carol Carillo
Contact Information: 2120 Diamond Blvd #120, Concord, Ca 94520
capccarol@sbcglobal.net
1. General Description of the Organization
The Child Abuse Prevention Council has worked for many years to prevent the
maltreatment of children. Through providing education programs and support
services, linking families to community resources, mentoring, and steering County-
wide collaborative initiatives, CAPC has led Contra Costa County’s efforts to protect
children. It continually evaluates its programs in order to provide the best possible
support to the families of Contra Costa County.
2. Program: The Nurturing Parenting Program, PEI
a. Scope of Services:
The Child Abuse Prevention Council of Contra Costa provides an evidence-based
curriculum of cultural, linguistic, and developmentally appropriate parent education
classes to Spanish speaking families in East County and Central County’s
Monument Corridor. CAPC provides four classes for 15 parents each session and
approximately 15 children each session who are 0-12 years of age. The 22 week
curriculum will immerse parents in ongoing training designed to build new skills and
alter old behavioral patterns intended to strengthen families and support the healthy
development of their children in their own neighborhoods.
b. Target Population: Latino children and their families in Central and East County.
c. Payment Limit: $118,828
d. Number served: For FY 12-13: 126
e. Outcomes:
1. Four 22 week classes in Central and East County serving 70
children/youth and 56 parents.
2. All parent participants completed pre- and post-tests. All parents
improved their scores on five parenting measures (appropriate
expectations, empathy, discipline, self-awareness, empowerment).
B‐8
Community Health for Asian Americans.
Point of Contact: Kenneth Kim and Sean Kirkpatrick, Co-Interim Executive Directors.
Contact Information: 207 37th Street, Richmond, CA 94805, (510)-233–7555,
Kenneth.Kim@chaaweb.org , Sean.Kirkpatrick@chaaweb.org
1. General Description of the Organization
Community Health for Asian Americans (CHAA) is a non-profit organization
committed to improving the quality of life for marginalized communities with special
focus on Asian and Pacific Islander (API) communities in the Bay Area. CHAA's
mission is to provide community-driven behavioral health services, family support,
youth development and advocacy for the historically underserved API communities
in the Bay Area.
2. Program: Adult Full Service Partnership (FSP) - CSS
The Adult Full Service Partnership is a collaborative program that joins the
resources of Community Health for Asian Americans (CHAA) and Contra Costa
County Behavioral Health Services.
a. Scope of Services
Services will be provided using an integrated team approach, based on a
modified Assertive Community Treatment (ACT) model of care. Services
include:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services, including services for individuals with
co-occurring mental health & alcohol and other drug problems
o Crisis Intervention
o Collateral
o Medication support (may be provided by County Physician)
o Housing support
o Flexible funds
o Vocational Services
o Educational Services
o Recreational and Social Activities
o Transitional Employment Program
o Contractor must be available to consumer on 24/7 basis
b. Target Population: Adults over the age of 18 in West and Central County who are
diagnosed with a serious mental illness, are at or below 300% of the federally
defined poverty level, and are uninsured or receive Medi-Cal benefits.
c. Payment Limit: $123,422
d. Number served: In FY12/13 CHAA was part of the Bridges to Home (BTH)
collaborative. Bridges to Home served 185 Individuals.
e. Outcomes:
B‐9
Reduction in incidence of psychiatric crisis*
Reduction of the incidence of restriction*
Table 1. Pre- and post-enrollment utilization rates for 77 Bridges to Home West
County participants enrolled in the FSP program during FY 12-13.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 160 151 0.271 0.223 - 17.7
Inpatient
episodes 29 26 0.039 0.036 - 7.7
Inpatient days 253 218 0.334 0.282 - 15.6
* Data on service utilization were collected from the county’s internal billing
system, PSP. To assess the effect of FSP enrollment on PES presentations
and inpatient episodes, this methodology compares clients’ monthly rates of
service utilization pre-enrollment to clients’ post-enrollment service utilization
rates. Using PES usage as an example, the calculations used to assess pre-
and post-enrollment utilization rates can be expressed as:
( No.of PES episodes during pre- enrollment period)/(No.of months in pre-
enrollment period) =Pre-enrollment monthly PES utilization rate
( No.of PES episodes during post-enrollment period)/(No.of months in post-
enrollment period) =Post-enrollment monthly PES utilization rate
B‐10
Community Options for Families and Youth, Inc.
Point of Contact: Julie Sievenpiper, Program Manager
Contact Information: 1910 Olympic Boulevard, Suite 200, Walnut Creek, CA 94596,
(925)-943-1794, j.sievenpiper@cofy.org
1. General Description of the Organization
Community Options for Families and Youth (COFY) is a multi-disciplinary provider of
mental health services. COFY’s mission is to work with youth whose high-intensity
behaviors place them at risk of hospitalization or residential treatment. Their mental
health clinicians work collaboratively with caregivers, educators and social service
professionals to help exasperated families restore empathic relationships and
maintain placement for their children.
2. Program: Multisystemic Therapy (MST) – Full Service Partnership (FSP) - CSS
Multisystemic Therapy (MST) in an intensive family and community based treatment
that addresses the multiple determinants of serious anti-social behavior. The MST
approach views individuals as being surrounded by a network of interconnected
systems that encompasses individual, family, and extra familial (peers, school,
community) factors. Intervention may be necessary in any one or a combination of
these systems, and using the strengths of each system to facilitate positive change.
The intervention strives to promote behavioral change in the youth’s natural
environment. Family sessions are provided over a three to five month period.
These sessions are based on nationally recognized evidence based practices
designed to decrease rates of anti-social behavior, improve school performance and
interpersonal skills, and reduce out-of-home placements. The ultimate goal is to
empower families to build a healthier environment through the mobilization of
existing child, family and community resources.
a. Scope of Services: Services include but are not limited to outreach and
engagement, case management, outpatient mental health services, crisis
intervention, collateral services, flexible funds. COFY staff must be
available to consumer on a 24/7 basis.
b. Target Population: Children 12 to 17 who have a serious emotional
disturbance or serious mental illness, and have been identified as a
juvenile offender or are at risk of involvement with Probation due to
delinquent behavior. Services are county-wide.
c. Payment Limit: $650,000
d. Number served: Program began in FY 13/14. Number to be served: 66.
e. Outcomes: Because the program began in FY 13/14, there are no
outcomes to report at this time. COFY will report on reduction in incidence
of restriction, arrests, incarceration.
B‐11
Community Violence Solutions
Point of Contact: Cynthia Peterson, Director of the Rape Crisis Center.
Contact Information: 2101 Van Ness Street, San Pablo, CA 94806, (510)-307-4121,
cpeterson@cvsolutions.org
1. General Description of the Organization
Community Violence Solutions (CVS) is dedicated to working in partnership with the
community to end sexual assault and family violence through prevention, crisis
services, and treatment. Formerly called Rape Crisis Center, CVS was founded by
the Greater Richmond Interfaith Program in 1974. Since then, CVS has expanded
its services to all of Contra Costa and Marin Counties.
2. Program: Reluctant to Rescue (Innovation)
The intent of this project is to “increase the quality of services, including better
outcomes”. Community Violence Solutions (CVS) named the project “Reluctant to
Rescue” because it recognized the highly complex dynamic situations that often
prevent the “rescue” of youth victimized by sexual exploitation. Through this project,
CVS is exploring the effectiveness of various service modalities by addressing two of
its operating assumptions. First, commercially sexually exploited (CSEC) youth are
nearly always traumatized sexual assault victims; yet, exploited youth do not always
see themselves as victims and, as a result, often do not respond to the same
approaches as other sexual assault victims. Interventions might be more effective if
they: a) assisted youth in recognizing the physical risks and health problems
associated with the sex trade and b) addressed the youth’s ability to earn a living
through paid job training. Addressing trauma and other psychosocial issues may
need to occur later in the intervention. Second, the ways and reasons youth enter a
situation of exploitation are often not same reasons they remain in this “work”.
Therefore, interventions should address these changes. Staff adapt their outreach to
engage youth where they are located, providing safe, accessible drop-in centers,
and providing mental health and support services. This project is developing
promising practices to identify exploited and at-risk youth, coordinate with and
educate public entities, such as law enforcement, and mobilize resources to assist
youth leave exploited situations.
a. Scope of Services: The project recognizes youth as experts in their own
experiences and relies on their feedback and expressions of need to inform the
development of services and multiple service routes. Accordingly, the project
initially approaches the issue of sex for pay with respectful inquiry instead of
specific ideas of intervention and service. Youth share information through
guided interviews and focus groups. The proposed project seeks to gain detailed
information directly from the youth in order to help develop interventions that
address complex motivations for entering and continuing in sexual exploitation.
B‐12
CVS utilizes the youth-generated information to inform curriculum development
and intensive training with a core group of CSEC parents, guardians, and foster
parents who are open to increasing their skills and willing to care for these
challenging and challenged youth. CVS coordinates all aspects of the project
and, as appropriate, brings community partners in to deliver specific services
requested by youth. Two drop-in centers are staffed and respond to needs of
youth expressed in the qualitative data collected during Phase I of the project.
CVS contracts with specific individuals and/or other agency providers to serve
identified needs.
b. Target Population: Sexually exploited youth (ages 16 to 25 years) and youth at
risk of sexual exploitation.
c. Annual Payment Limit: $159,390
d. Number served: For FY 12/13: 62 youth
e. Outcomes:
Reduction in incidence of incarceration
Reduction in depression symptoms
To determine if the program may have resulted in changes in the above
outcomes, data for these outcomes will be tracked annually using the Children
and Adolescent Needs and Strengths Assessment (CANS). Baseline
measurements were taken during Fiscal Year 2012/2013. At baseline, the CANS
indicated that 100% of the youth participating in the program reported having
experienced incarceration. At baseline, the CANS also indicated that 91% of the
youth participating in this program showed evidence of depression, with 73%
presenting with moderate to severe symptoms.
B‐13
Contra Costa County Behavioral Health – County-Operated Mental Health
Services Act Housing Services
Point of Contact: Sandy Rose, Mental Health Housing Services Coordinator
Contact Information: 1340 Arnold Drive, Suite 200, Martinez CA 94553. (925)-957-
5143. Sandy.Rose@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The County-operated MHSA Housing Services operates within Contra
Costa Mental Health’s Adult System of Care, and partners closely with the Homeless
Program.
2. Program: Homeless Programs -- Temporary Shelter Beds
The County’s Homeless Services Division operates a number of temporary bed
facilities in West and Central County for transitional age youth and adults. In 2010,
CCMH entered into a Memorandum of Understanding with the Homeless Services
Division that provides additional funding to enable up to 109 individuals with a
serious mental illness per year to receive temporary emergency housing for up to
four months.
a. Target Population: Individuals who are severely and persistently mentally ill or
seriously emotionally disturbed, and are homeless.
b. Total MHSA Portion of Budget: $1,672,000
c. Number Served in FY 12/13: 109 beds fully utilized for 365 days in the year.
Program: Permanent Housing
Having participated in a specially legislated MHSA Housing Program through the
California Housing Finance Agency the County, in collaboration with many
community partners, the County completed a number of one-time capitalization
projects to create 50 permanent housing units for individuals with serious mental
illness. These individuals receive their mental health support from Contra Costa
Mental Health contract and county service providers. The sites include Villa
Vasconcellos in Walnut Creek, Lillie Mae Jones Plaza in North Richmond, The
Virginia Street Apartments in Richmond, Tabora Gardens in Antioch, Robin Lane
apartments in Concord, Ohlone Garden apartments in El Cerrito, Third Avenue
Apartments in Walnut Creek, Garden Park apartments in Concord, and scattered
units throughout the County operated by Anka Behavioral Health.
a. Target Population: Individuals who are severely and persistently mentally
ill or seriously emotionally disturbed and are homeless or at risk of
homelessness.
b. Total MHSA Portion of Budget: One Time Funding Allocated
c. Number Served in FY 12/13: 50 units.
Program: Coordination Team
B‐14
Mental Health Housing Services Coordinator and staff work closely with County’s
Homeless Services Division staff to coordinate referrals and placements, facilitate
linkages with other Contra Costa mental health programs and services, and provide
contract monitoring and quality control.
a. Target Population: Individuals who are severely and persistently mentally
ill or seriously emotionally disturbed and are homeless or at risk of
homelessness.
b. Total FTE: 4.0 FTE
c. Total MHSA Portion of Budget: $457,958
d. Number Served in FY 12/13: Support to MHSA Housing Services and the
Homeless Program.
B‐15
Contra Costa County Behavioral Health – Forensics Services
Point of Contact: David Seidner, Adult Mental Health Supervisor
Contact Information: 1330 Arnold Drive, Suite 143, Martinez CA 94553. (925)-957-
5138. David.Seidner@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The Forensic Services team operates within Contra Costa Mental Health’s
Adult System of Care, and works closely with Adult Probation.
2. Program: Forensic Services
The Forensics Services team is a multidisciplinary team comprised of mental health
clinical specialists, registered nurses, alcohol and other drugs specialists, homeless
benefits specialists, and community support workers. The purpose of the team is to
engage and offer voluntary services to participants who are seriously and
persistently mentally ill and are involved in the criminal justice system. Forensic
Services hosts office hours at the three regional probation offices to enhance the
opportunity for screening and service participation. The co-located model allows for
increased collaboration among the participants, service providers, and Deputy
Probation Officers.
b. Scope of Services. Authorized for Fiscal Year 2011-12 four clinical
specialists were funded by MHSA to join Forensics Services Team.
These clinicians provide services to individuals who were determined to
be high users of psychiatric emergency services and other public
resources, but very low users of the level and type of care needed. This
team works very closely with the criminal justice system to assess
referrals for serious mental illness, provide rapid access to a treatment
plan, and work as a team to provide the appropriate mental health,
substance abuse and housing services needed.
c. Target Population: Individuals who are seriously and persistently mentally
ill who are on probation and at risk of re-offending and incarceration.
d. Budget: $493,973
e. MHSA-Funded Staff: 4.0 Full-time equivalent
f. Number Served in FY 12/13: 138 cases were opened. Future MHSA Plans
will report on number screened as well as number of cases opened.
g. Outcomes: The Forensics Team will report on the following outcomes in
future MHSA Plans:
Percentage of clients screened who are opened by the Forensics
Team
Percentage of clients who are opened by the Forensics Team who
receive a first appointment at the mental health clinic
B‐16
Contra Costa County Mental Health – Assessment and Recovery Center
Point of Contact: To Be Determined
Contact Information: 25 Allen Street, Martinez CA 94553.
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The Assessment and Recovery Center operates within Contra Costa
Mental Health, and is jointly operated by the Children’s and Adult System of Care.
2. Program: Assessment and Recovery Center
The Assessment and Recovery Center (ARC) is meant to serve several purposes in
Contra Costa Behavioral Health Services’ system of care, including diverting
children and adults from Psychiatric Emergency Services (PES). Through a close
relationship with PES, the goal will also be to allow children and adults who are
evaluated at PES to quickly step-down to the ARC if they do not need hospital level
of care. The ARC will offer urgent same-day appointments for individuals who are
not open to the Contra Costa Mental Health System, or who have disconnected from
care after previously being seen. The County has recently completed construction
on a separate building near the Contra Costa Regional Medical Center that will
house the Assessment and Recovery Center. This county operated mental health
treatment program for both children and adults will be co-located with a primary care
site. The ARC is scheduled to be operational in the Summer of 2014.
a. Target Population: Children and adults who are being diverted from PES or
who require urgent same day appointments.
b. Total Budget: $2,750,000
c. Staff: To Be Determined
d. Number Served: To Be Determined
e. Outcomes: To Be Determined
B‐17
Contra Costa County Mental Health – Central County Adult Mental Health Clinic
Point of Contact: Guillermo Cuadra, Mental Health Program Manager
Contact Information: 1420 Willow Pass Rd., Ste. 200, Concord, CA 94520, (925)-
646-5480, Guillermo.Cuadra@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The Central Adult Mental Health Clinic operates within Contra Costa Mental
Health’s Adult System of Care, and provides assessments, case management,
psychiatric services, crisis intervention, housing services and benefits assistance.
Within the Adult Mental Health Clinic are the following MHSA funded programs and
plan elements:
2. Plan Element: Adult Full Service Partnership Support - CSS
Contra Costa Mental Health has dedicated clinicians staff at each of the three adult
mental health clinics to provide support, coordination and rapid access for full
service partners to health and mental health clinic services as needed and
appropriate.
Plan Element: Clinic Support - CSS
General Systems Development strategies are programs or strategies that improve
the larger mental health system of care. These programs and strategies expand and
enhance the existing service structure to 1) assist consumers in obtaining benefits
they entitled to, educate consumers on how to maximize use of those benefits and
manage resources, and 2) provide transportation support for consumers and
families.
a. Clinic Target Population: Adults aged 18 years and older who live in Central
County, are diagnosed with a serious mental illness and are uninsured or receive
Medi-Cal benefits.
b. Total Number served by clinic: For FY 12-13: Approximately 3,610 Individuals.
Program: Suicide Prevention Pilot - PEI
A Mental Health Clinical Specialist provides routine follow up care and linkage
services for Central County clients who access Psychiatric Emergency Services and
are at risk for suicide. In addition, the clinician provides comprehensive assessment
as well as group and individual therapy for suicidal patients at Concord Adult Mental
Health.
a. Target Population: Clients at risk of suicide.
b. Total Budget: $123,493
c. Staff: 1 Full time equivalent
d. Number Served: 41
e. Outcomes:
Decrease in Suicide Rate (among clients open to Concord Adult Mental Health)
Increase in Cognitive Behavioral Therapy Participation
Program: Women Embracing Life and Learning (WELL) - INN
B‐18
WELL is a collaboration between Contra Costa Mental Health Services, Public
Health Nursing and the Women Infant and Child (WIC) project. It is integrating
perinatal/postpartum depression services into the services currently provided at the
Central County WIC office. The target population consists of mothers who receive
services from the Central County WIC office who screen positive for perinatal and/or
post-partum depression. The goals of the project are to learn: 1) which elements of
the collaboration are most/least effective and why; 2) if the collaboration leads to an
increase in awareness about mental health services and a decrease in the mothers’
perception of stigma associated with depression; and 3) improved health outcomes
for the women participating in the collaboration.
a. Target Population: Low income mothers with perinatal/postpartum
depression.
b. Total Budget: $194,652
c. Staff: 2.62 Full time equivalent
d. Number Served: Program began in FY 12/13.
e. Outcomes: The WELL Project strives to accomplish the following outcomes:
• A decrease in psychiatric symptoms
• A decrease in mental health stigma
To determine if the program may have resulted in changes in the above
outcomes, data for these outcomes will be compared before and after
program participation. The baseline data will be derived from participants
at enrollment, and the post data will be derived from participants at
graduation or upon dropping out from the program. Data related to
psychiatric symptoms will be obtained from the PHQ-9 and the Edinburgh
Postnatal Depression Scale. Data related to mental health stigma will be
obtained from a measurement tool that will be determined.
Program: Trauma Recovery Project - INN
The Trauma Recovery Project is piloting the use of a Trauma Recovery Group with
consumers diagnosed with co-occurring Post-Traumatic Stress Disorder (PTSD) and
schizophrenia, schizoaffective disorder, bipolar disorder and/or cluster B personality
disorders who receive mental health services at the county-operated adult mental
health clinics. The goals of the project are to determine: 1) if offering this group to
consumers will improve mental health outcomes and promote recovery; 2) how peer
providers can support the group; and 3) if the group is effective among various
cultural populations, particularly Spanish-speaking populations and transition age
youth.
a. Target Population: Consumers diagnosed with co-occurring Post-Traumatic
Stress Disorder (PTSD) and schizophrenia, schizoaffective disorder, bipolar
disorder and/or cluster B personality disorders.
b. Budget: $123,493
B‐19
c. Staff: 1.5 Full-time equivalent
d. Number Served: 30
e. Outcomes: The Trauma Recovery Project aims to achieve the following
outcomes:
• A decrease in the rate of psychiatric emergency admissions
• A decrease in the rate of acute psychiatric admissions and hospitalization
days
To determine if the group may have resulted in changes in the above
outcomes, data for these outcomes was compared before and after group
participation. The baseline data was derived from participants one year
before enrollment, and the post data was derived from participants enrolled in
the group during FY 2012-2013.
Table 1. Pre- and post-enrollment utilization rates for 30 Trauma
Recovery Group participants enrolled in FY 2012-2013.
No. pre-
enrollmen
t
No. post-
enrollmen
t
Rate pre-
enrollmen
t
Rate post-
enrollmen
t
%
chang
e
PES
admissions
11 8 0.0306 0.0222 -
27.45%
Hospitalization
s
5 3 0.0139 0.0083 -
40.29%
Hospitalization
days
36 20 0.1000 0.0556 -
44.40%
Note. Pre-enrollment data is from the calendar year before each participant’s
enrollment in the group. Post-enrollment data is from FY 2012-2013.
B‐20
Contra Costa Mental Health – Central County Children’s Mental Health Clinic
Point of Contact: Jan Cobaleda-Kegler, Mental Health Program Manager
Contact Information: 2425 Bisso, Ste. 200, Concord, CA 94520, (925)-521-5707,
Jan.Cobaleda-Kegler@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The Central Children’s Mental Health Clinic operates within Contra Costa
Mental Health’s Children’s System of Care, and provides psychiatric and outpatient
services, family partners, and wraparound services. Within the Adult Mental Health
Clinic are the following MHSA funded plan elements:
2. Plan Element: Clinic Support - CSS
General Systems Development strategies are programs or strategies that improve
the larger mental health system of care. These programs and strategies expand and
enhance the existing service structure to assist consumers in the following areas:
Family Partners and Wraparound Facilitation. The family partners assist families
with advocacy, transportation assistance, navigation of the service system, and
offer support in the home, community, and county service sites. Family partners
support families with children of all ages who are receiving services in the
children. Family partners are located in each of the regional clinics for children
and adult services, and often participate on wraparound teams following the
evidence-based model.
A Clinical Specialist in each regional clinic who provides technical assistance
and oversight of evidence-based practices in the clinic.
Support for full service partners.
a. Target Population: Children aged 17 years and younger, who live in Central
County, are diagnosed with a serious emotional disturbance or serious mental
illness, and are uninsured or receive Medi-Cal benefits.
b. Number served by clinic: For FY 12/13: Approximately 810 Individuals.
B‐21
Contra Costa County Mental Health – East County Adult Mental Health Clinic
Point of Contact: Beverly, Fuhrman, Mental Health Program Manager
Contact Information: 2311 Loveridge Rd., Pittsburg, CA 94565, (925)-431-2621,
Beverly.Fuhrman@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The East Adult Mental Health Clinic operates within Contra Costa Mental
Health’s Adult System of Care, and provides assessments, case management,
psychiatric services, crisis intervention, housing services and benefits assistance.
Within the Adult Mental Health Clinic are the following MHSA funded programs and
plan elements:
2. Plan Element: Adult Full Service Partnership Support - CSS
Contra Costa Mental Health has dedicated clinicians at each of the three adult
mental health clinics to provide support, coordination and rapid access for full
service partners to health and mental health clinic services as needed and
appropriate.
Plan Element: Clinic Support - CSS
General Systems Development strategies are programs or strategies that improve
the larger mental health system of care. These programs and strategies expand and
enhance the existing service structure to assist consumers in 1) obtaining benefits
they entitled to, educate consumers on how to maximize use of those benefits and
manage resources, and 2) provide transportation support for consumers and
families.
a. Clinic Target Population: Adults aged 18 years and older who live in Central
County, are diagnosed with a serious mental illness and are uninsured or receive
Medi-Cal benefits.
b. Total Number served by clinic: For FY 12-13: Approximately 2,960 Individuals.
B‐22
Contra Costa Mental Health – East County Children’s Mental Health Clinic
Point of Contact: Eileen Brooks, Mental Health Program Manager
Contact Information: 3501 Lone Tree Way, #200, Antioch, CA 94509, (925)-427-
8545, Eileen.Brooks@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The Central Children’s Mental Health Clinic operates within Contra Costa
Mental Health’s Children’s System of Care, and provides psychiatric and outpatient
services, family partners, and wraparound services. Within the Adult Mental Health
Clinic are the following MHSA funded plan elements:
2. Plan Element: Clinic Support - CSS
General Systems Development strategies are programs or strategies that improve
the larger mental health system of care. These programs and strategies expand and
enhance the existing service structure to assist consumers in the following areas:
Family Partners and Wraparound Facilitation. The family partners assist families
with advocacy, transportation assistance, navigation of the service system, and
offer support in the home, community, and county service sites. Family partners
support families with children of all ages who are receiving services in the
children. Family partners are located in each of the regional clinics for children
and adult services, and often participate on wraparound teams following the
evidence-based model.
A Clinical Specialist in each regional clinic who provides technical assistance
and oversight of evidence-based practices in the clinic.
Support for full service partners.
a. Target Population: Children aged 17 years and younger, who live in Central
County, are diagnosed with a serious emotional disturbance or serious mental
illness, and are uninsured or receive Medi-Cal benefits.
b. Number served by clinic: For FY 12/13: Approximately 890 Individuals.
B‐23
Contra Costa County Mental Health – West County Adult Mental Health Clinic
Point of Contact: Matthew Luu, Mental Health Program Manager
Contact Information: 2523 El Portal Drive, San Pablo, CA 94806, (510)-215-3700,
Matthew.Luu@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The East Adult Mental Health Clinic operates within Contra Costa Mental
Health’s Adult System of Care, and provides assessments, case management,
psychiatric services, crisis intervention, housing services and benefits assistance.
Within the Adult Mental Health Clinic are the following MHSA funded programs and
plan elements:
2. Plan Element: Adult Full Service Partnership Support - CSS
Contra Costa Mental Health has dedicated clinicians at each of the three adult
mental health clinics to provide support, coordination and rapid access for full
service partners to health and mental health clinic services as needed and
appropriate.
Plan Element: Clinic Support - CSS
General Systems Development strategies are programs or strategies that improve
the larger mental health system of care. These programs and strategies expand and
enhance the existing service structure to 1) assist consumers in obtaining benefits
they entitled to, educate consumers on how to maximize use of those benefits and
manage resources, and 2) provide transportation support for consumers and
families.
a. Clinic Target Population: Adults aged 18 years and older who live in Central
County, are diagnosed with a serious mental illness and are uninsured or receive
Medi-Cal benefits.
b. Total Number served by clinic: For FY 12-13: Approximately 2,720 Individuals.
B‐24
Contra Costa County Mental Health – West County Children’s Mental Health Clinic
Point of Contact: Chad Pierce, Mental Health Program Manager
Contact Information: 303 41st St Richmond, CA 94805, (510)-374-7208,
Chad.Pierce@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The Central Children’s Mental Health Clinic operates within Contra Costa
Mental Health’s Children’s System of Care, and provides psychiatric and outpatient
services, family partners, and wraparound services. Within the Adult Mental Health
Clinic are the following MHSA funded plan elements:
2. Plan Element: Clinic Support - CSS
General Systems Development strategies are programs or strategies that improve
the larger mental health system of care. These programs and strategies expand and
enhance the existing service structure to assist consumers in the following areas:
Family Partners and Wraparound Facilitation. The family partners assist families
with advocacy, transportation assistance, navigation of the service system, and
offer support in the home, community, and county service sites. Family partners
support families with children of all ages who are receiving services in the
children. Family partners are located in each of the regional clinics for children
and adult services, and often participate on wraparound teams following the
evidence-based model.
A Clinical Specialist in each regional clinic who provides technical assistance
and oversight of evidence-based practices in the clinic.
Support for full service partners.
a. Target Population: Children aged 17 years and younger, who live in Central
County, are diagnosed with a serious emotional disturbance or serious mental
illness, and are uninsured or receive Medi-Cal benefits.
b. Number served by clinic: For FY 12/13: Approximately 1,492 Individuals.
B‐25
Contra Costa Crisis Center
Point of Contact: Rhonda James
Contact Information: P.O. Box 3364 Walnut Creek, Ca 94598
RhondaJ@crisis-center.org
1. General Description of the Organization
The mission of the Contra Costa Crisis Center is to keep people alive and safe, help
them through crises, and connect them with culturally relevant resources in the
community
2. Program: Suicide Prevention Crisis Line
a. Scope of Services:
Contra Costa Crisis Center provides services to prevent suicides throughout Contra
Costa County by operating a nationally certified 24-hour suicide prevention hotline.
The hotline lowers the risk of suicide at a time when people are most vulnerable,
enhances safety and connectedness for suicidal individuals, and builds a bridge to
community resources for at-risk persons. Key activities include: answering local
calls to toll-free suicide hotlines, including a Spanish-language hotline; assisting
callers whose primary language isn’t English or Spanish through use of a tele-
interpreter service; conducting a lethality assessment on each call consistent with
national standards; making follow-up calls to persons (with their consent) who are at
medium to high risk of suicide; and training all crisis line staff and volunteers in
ASIST (Applied Suicide Intervention Skills Training). As a result of these service
activities: 95 percent or more of people who call the crisis line and are assessed to
be at medium to high risk of suicide will still be alive one month later; the Crisis
Center will continuously recruit and train crisis line volunteers to a minimum pool of
25 multilingual/culturally competent individuals within the contract year, and the
number of hours that a minimum of one Spanish-speaking counselor is on duty will
be 80 per week. In partnership with County Mental Health, Contra Costa Crisis
Center co-chairs the Suicide Prevention Committee.
b. Target Population: Contra Costa County residents in crisis.
c. Payment Limit: $292,850
d. Number served: 30,582
e. Outcomes:
Calls were answered in both English and Spanish 16 hours each day and
in English with Spanish tele-interpreter back up during late night/early
morning hours 8 hours per day.
Average response time was 6.6 seconds and call abandonment rate was
1.9 (losing less than half of industry standard number of calls).
Lethality assessments were provided for 100% of callers rated mid to high
level risk. 828 follow-up phone calls were provided to 230 callers.
41 new volunteers were trained and added to the line.
B‐26
Contra Costa Interfaith Housing (CCIH)
Point of Contact: Louise Bourassa
Contact Information: 3164 Putnam Blvd. Ste C, Walnut Creek, CA 94597 (925) 944-
2244
Louise@ccinterfaithhousing.org
1. General Description of the Organization
Contra Costa Interfaith Housing strives to provide permanent, affordable housing
and vital support services to homeless and at-risk families and individuals in Contra
Costa County. CCIH believes that every family in Contra Costa County should have
secure housing and the dignity of self-sufficiency. CCIH helps provide living
conditions for children that support their development into productive and healthy
members of the community.
2. Program: Strengthening Vulnerable Families
a. Scope of Services:
Contra Costa Interfaith Housing provides on-site, on-demand, and culturally
appropriate delivery of an evidence-based Strengthening Families Program to help
formerly homeless families, all with special needs, at the Garden Park Apartments in
Pleasant Hill to improve parenting skills, child and adult life skills, and family
communication skills. This program is designed to help families stabilize, parents
achieve the highest level of self-sufficiency possible, and provide early intervention
for the youth in these families who are at risk for ongoing problems due to mental
illness, domestic violence, substance addiction, poverty and inadequate life skills.
Key activities include: family support, support for sobriety, academic 4-day-per-week
homework club, support for families of children aged birth to 5, teen support group,
and community building events. Further, CCIH provides an Afterschool Program
and mental health and case management services at two sites in East Contra Costa
County: Bella Monte Apartments in Bay Point and Los Medanos Village in Pittsburg,
and at one site in Concord: Lakeside Apartments. These complexes offer
permanent affordable housing to low-income families.
b. Target Population: Formerly homeless families
c. Payment Limit: $65,526
d. Number served: 238
e. Outcomes:
At Garden Park Apartments
o 85% of youth attended 75% of afterschool programming or more.
93% of participants improved in at least two academic goals.
o 74% of families improved at least in one area of self-sufficiency.
o 77% of families achieved progress on self-created goals.
At Los Medanos and Bella Monte Apartments:
B‐27
o 96% of 30 families engaged in case management services were
able to resolve the issues for which they sought help.
o 81% of afterschool program participants improved in four or more
benchmarks.
B‐28
Counseling Options Parent Education (C.O.P.E.)
Point of Contact: Cathy Botello
Contact Information: 2280 Diamond Blvd #460, Concord, Ca 94520. (925) 689-5811
cathy.botello@copefamilysupport.org
1. General Description of the Organization
C.O.P.E.S.’s mission is to prevent child abuse, provide comprehensive services in
order to strengthen family relationships and bonds, empower parents, encourage
healthy relationships, and cultivate nurturing family units to encourage an optimal
environment for the healthy growth and development of parents and children through
parent education.
2. Programs: Triple P Positive Parenting Education and Support (PEI)
a. Scope of Services:
In partnership with community based organizations and County Mental Health,
C.O.P.E. delivers Positive Parenting Program classes for parents of children age
6 – 17 and (partnering with First Five) for parents of children age 0 – 5 .
Parenting classes include classes for parents with special needs children,
parents with anger in parenting, parents coping with stress and marital conflict.
All classes are available in Spanish and/or English as needed. C.O.P.E. provides
management briefings and orientation meetings to partner agencies, organizes
trainings to build and maintain a pool of practitioners, provides pre-accreditation
training to trainees, and provides clinical and peer support for practitioners.
b. Target Population: Contra Costa County parents of children and youth with
identified special needs.
c. Payment Limit: $225,000 (6 – 17), through First Five: $75,000 (0 – 5).
d. Number served: For FY 12/13: 327 (6 – 17) and 243 (0 – 5).
e. Outcomes:
Completed 21 parent education classes for parents of children age 6 – 17
Completed 17 parent education classes for parent of children age 0 – 5
Pre and Post Test show improvements in measures of parenting style
(laxness, over-reactivity, and hostility), decrease of depression/anxiety
measures, and decrease in frequency of child problem behavior,
improvement in child adjustment behavior and caregivers level of stress about
these behaviors.
In partnership with First Five, C.O.P.E. organized trainings for 19 new
practitioners in two levels of Triple P (Group and Teen trainings).
Provided seven weeks of pre-accreditation training and one Learning
Community retreat.
Added eight new community agencies and staff trained in Triple P Positive
Parenting.
B‐29
Crestwood Behavioral Health, Inc.
Point of Contact: Sylvia Ward, Program Director for The Pathway.
Contact Information: 550 Patterson Boulevard, Pleasant Hill, CA 94523. (925) 938-
8050.
1. General Description of the Organization
The mission at Crestwood Healing Center is to partner with Contra Costa County
clients, employees, families, business associates, and the broader community in
serving individuals affected by mental health issues. Together, they enhance quality
of life, social interaction, community involvement and empowerment of mental health
clients toward the goal of creating a fulfilling life. Clients are assisted and
encouraged to develop life skills, participate in community based activities, repair or
enhance primary relationships, and enjoy leisure activities. Being supportive,
compassionate and inclusive increases motivation and commitment.
2. Program: The Pathway Program (Mental Health Housing Services - CSS
The Pathway Program provides psychosocial rehabilitation for 16 clients who have
had little, if any, previous mental health treatment. The program provides intensive
skills training to promote independent living. Many clients complete their high school
requirements, enroll in college or are participating in competitive employment by the
end of treatment.
a. Scope of Services
Case management.
Mental health services.
Medication management.
Crisis intervention.
Adult residential.
c. Target Population: Adults aged 18 years and older who live in Central County,
are diagnosed with a serious mental illness and are uninsured or receive Medi-
Cal benefits.
b. Annual MHSA Payment Limit: $ 411,653
c. Number served: For FY 12/13: 16 beds available.
d. Outcomes: To be determined.
B‐30
Desarrollo Familiar, Inc.
Point of Contact: Lorena Huerta, Executive Director.
Contact Information: 205 39th Street, Richmond, CA 94805, (510)–412–5930,
LHuerta@Familias-Unidas.org .
1. General Description of the Organization
Familias Unidas exists to improve wellness and self-sufficiency in Latino and other
communities. The agency accomplishes this by delivering quality mental health
counseling, service advocacy, and information/referral services. Familias Unidas
programs include: mental health, education and prevention, youth development, and
wrap-around services.
2. Program: Familias Unidas – Full Service Partnership - CSS
Familias Unidas provides a comprehensive range of services and supports in Contra
Costa County to adults with serious emotional disturbance/serious mental illness
who are homeless or at serious risk of homelessness. Services are based in West
Contra Costa County.
a. Scope of Services
Services are provided using an integrated team approach, based on a
modified Assertive Community Treatment (ACT) model of care. Services
include:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services, including services for individuals with
co-occurring mental health & alcohol and other drug problems
o Crisis Intervention
o Collateral services
o Medication support (may be provided by County Physician)
o Housing support
o Flexible funds
o Contractor must be available to the consumer on a 24/7 basis
b. Target Population: Adults between the ages of 26 and 59 in West County who
are diagnosed with a serious mental illness, are homeless or at imminent risk of
homelessness, are at or below 300% of the federally defined poverty level, and
are uninsured or receive Medi-Cal benefits.
c. Payment Limit: $ 207,096 (this includes Federal Financial Participation, FFP)
d. Number served: For FY 12/13: 37 Individuals .
e. Outcomes: For FY 12/13:
Reduction in incidence of psychiatric crisis
Reduction of the incidence of restriction
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Table 1. Pre- and post-enrollment utilization rates for 55 Familias Unidas participants
enrolled in the FSP program during FY 12-13.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 33 28 0.073 0.042 - 42.5
Inpatient
episodes 10 2 0.020 0.005 - 75.0
Inpatient days 49 13 0.094 0.035 - 62.8
* Data on service utilization were collected from the county’s internal billing
system, PSP. To assess the effect of FSP enrollment on PES presentations
and inpatient episodes, this methodology compares clients’ monthly rates of
service utilization pre-enrollment to clients’ post-enrollment service utilization
rates. Using PES usage as an example, the calculations used to assess pre-
and post-enrollment utilization rates can be expressed as:
( No.of PES episodes during pre- enrollment period)/(No.of months in pre-
enrollment period) =Pre-enrollment monthly PES utilization rate
( No.of PES episodes during post-enrollment period)/(No.of months in post-
enrollment period) =Post-enrollment monthly PES utilization rate
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Divines Home
Point of Contact: Maria Riformo.
Contact Information: 2430 Bancroft Lane, San Pablo, CA 94806.
1. Program: Augmented Board and Cares – MHSA Housing Services - CSS
The County contracts with Divines Homes, a licensed board and care provider, to
provide additional staff care to enable those with serious mental illness to avoid
institutionalization and enable them to live in the community.
a. Scope of Services
Augmented residential services.
d. Target Population: Adults aged 18 years and older who live in Central County,
are diagnosed with a serious mental illness and are uninsured or receive Medi-
Cal benefits.
b. Annual MHSA Payment Limit: $ 7,200
c. Number served: For FY 12/13: 6 beds available.
d. Outcomes: To be determined.
B‐33
First Five Contra Costa
Point of Contact: Wanda Davis
Contact Information: 1486 Civic Ct, Concord Ca 94520. (925) 771-7300
wdavis@firstfivecc.org
1. General Description of the Organization
The mission of First 5 Contra Costa is to foster the optimal development of children,
prenatal to five years of age. In partnership with parents, caregivers, communities,
public and private organizations, advocates, and county government, First Five
supports a comprehensive, integrated set of sustainable programs, services, and
activities designed to improve the health and well-being of young children, advance
their potential to succeed in school, and strengthen the ability of their families and
caregivers to provide for their physical, mental, and emotional growth.
2. Programs: Triple P Positive Parenting Program - (PEI)
a. Scope of Services:
First Five Contra Costa and Contra Costa Behavioral Health jointly fund the
Triple P Positive Parenting Program that is provided to parents of 0 to 5 children,
as well as the Triple P training necessary to maintain a network of Triple P
practitioners in the County. Among other duties, First Five Contra Costa
provides classes, helps identify 0-5 Triple P trainees, provides support for
trainees to develop their skills, and provides technical assistance and support to
sub-contractors to identify sites for classes and gather data.
b. Target Population: Contra Costa County parents of at risk 0 – 5 children.
c. Payment Limit: $75,000
d. Number served: For FY 12/13: 243 Parents (included in C.O.P.E. numbers)
e. Outcomes:
17 classes throughout the County for 243 parents with parent satisfaction rate
of 99%.
Improvement of parenting skills and reduction in perceived problem behaviors
Triple P training for new instructors
Learning community for Triple P instructors.
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First Hope – Contra Costa County Mental Health
Point of Contact: Phyllis Mace, Mental Health Program Supervisor
Contact Information: 1034 Oak Grove Rd, Concord, CA 94518 (925) 681-4450
Phyllis.Mace@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The First Hope program operates within Contra Costa Mental Health’s Adult
System of Care.
2. Program: First Hope: Early Identification and Intervention in Psychosis - PEI
a. Service Plan
The mission of the First Hope program is to reduce the incidence and associated
disability of psychotic illnesses in Contra Costa County through:
1) Early Identification of young people between ages 12 and 25 who are showing
very early signs of psychosis and determined to be at risk for developing a serious
mental illness.
2) Engaging and rapidly treating those identified as “at risk”, while maintaining
progress in school, work and social relationships.
1) Outreach and community education with the goal of identifying all young people
in Contra Costa County who would benefit from early intervention services.
Program components include assessment, family-aided assertive community
treatment, psycho-education and multi-family groups, medication management, and
supported education and employment services.
b. Target Population: 12-25 year old transition age youth and their families
c. Total Budget: $1,685,607
d. Staff: 13.5 Full time equivalent multi-disciplinary staff
e. Number served: For calendar year 2013:
Outreach Education: 2,640, plus presence at 4 Health Fairs,
Conferences
Screenings: 253
Assessments: 98
Clients enrolled: 40
f. Outcomes:
Help clients manage prodromal symptoms
Help clients maintain progress in school, work, relationships
Prevent development of psychotic illnesses
Reduce necessity to access psychiatric emergency serves/ inpatient
care
Long Term Public Health Outcomes:
Reduce conversion rate from prodromal symptoms to schizophrenia
Reduce incidence of psychotic illnesses in Contra Costa County.
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Fred Finch Youth Center
Point of Contact: Fanshen Thompson, LCSW, Program Director
Contact Information: 2523 El Portal Drive, Suite 201, San Pablo, CA 94806, (510)–
439–3130, ext. 111, fanshenthompson@fredfinch.org
1. General Description of the Organization
Fred Finch Youth Center (FFYC) seeks to provide innovative, effective, caring
mental health and social services to children, young adults, and their families that
allows them to build on their strengths, overcome challenges, and live healthy and
productive lives. FFYC serves children, adolescents, young adults, and families
facing complex life challenges. Many have experienced trauma and abuse; live at or
below the poverty line; have been institutionalized or incarcerated; have a family
member that has been involved in the criminal justice system; have a history of
substance abuse; or have experienced discrimination or stigma.
2. Program: Contra Costa Transition Age Youth Full Service Partnership - CSS
Fred Finch Youth Center is the lead agency that joins resources with the Contra
Costa Youth Continuum of Services, The Latina Center and Contra Costa Mental
Health to provide a full service partnership program for transition age youth.
a. Scope of Services
Services will be provided using an integrated team approach, based on a
modified Assertive Community Treatment (ACT) model of care. The team
includes a personal service coordinator working in concert with a multi-
disciplinary team of staff, including peer and family mentors, a psychiatric
nurse practitioner, staff with various clinical specialties, to include co-
occurring substance disorder and bi-lingual capacity. Services include:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services, including services for individuals
with co-occurring mental health & alcohol and other drug problems
o Crisis Intervention
o Collateral
o Medication support (may be provided by County Physician)
o Housing support
o Flexible funds
o Money Management
o Vocational Services
o Contractor must be available to consumer on 24/7 basis
b. Target Population: Young adults ages 16 to 25 years with serious mental illness
or serious emotional disturbance. These young adults exhibit key risk factors of
homelessness, limited English proficiency, co-occurring substance abuse,
exposure to trauma, repeated school failure, multiple foster-care or family-
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caregiver placements, and experience with the juvenile justice system and/or
Psychiatric Emergency Services. FFYC serves Central and West County.
c. Payment Limit: $1,400,642
d. Number served: For FY 12/13: 90 Individuals.
e. Outcomes: For FY 12/13:
Reduction in incidence of psychiatric crisis: participants will experience a net
reduction in their Psychiatric Emergency Services utilization rate of at least
40% when the annual utilization rate for clients’ most recent 12 months of
service, or total number of months if a client has been enrolled for less than
12 months, is compared to the pre-enrollment rate. *
Seventy-seven Fred Finch TAY FSP participants were included in this
analysis. Clients were excluded if they did not have sufficient pre-enrollment
data or if they transferred to a different FSP program during the fiscal year.
The pre-enrollment rate for PES utilization for these 77 clients was 0.110
visits per person, per month. During the post-enrollment time period, this rate
decreased by 41% to 0.065 visits per person, per month.
Reduction of the incidence of restriction: participants will experience a net
reduction in their inpatient utilization rate of at least 60% when the annual
utilization rate for clients’ most recent 12 months of service, or total number of
months if a client has been enrolled for less than 12 months, is compared to
the pre-enrollment rate.*
Seventy-seven Fred Finch TAY FSP participants were included in this
analysis. Clients were excluded if they did not have sufficient pre-enrollment
data or if they transferred to a different FSP program during the fiscal year.
The pre-enrollment rate for inpatient utilization for these 77 clients was 0.056
episodes per person, per month. During the post-enrollment time period, this
rate decreased by 71% to 0.016 episodes per person, per month.
* Data on service utilization were collected from the county’s internal billing
system, PSP. To assess the effect of FSP enrollment on PES presentations
and inpatient episodes, this methodology compares clients’ monthly rates of
service utilization pre-enrollment to clients’ post-enrollment service utilization
rates. Using PES usage as an example, the calculations used to assess pre-
and post-enrollment utilization rates can be expressed as:
( No.of PES episodes during pre- enrollment period)/(No.of months in pre-
enrollment period) =Pre-enrollment monthly PES utilization rate
( No.of PES episodes during post-enrollment period)/(No.of months in post-
enrollment period) =Post-enrollment monthly PES utilization rate
B‐37
James Morehouse Project at El Cerrito High, YMCA East Bay
Point of Contact: Jennifer Rader
Contact Information: 540 Ashbury Ave, El Cerrito, Ca 94530 (510) 231-1437
jenn@jmhop.org
1. General Description of the Organization
The James Morehouse Project works to create positive changes in the El Cerrito
High School community through health services, counseling, academic support and
the arts. Founded in 1999, the James Morehouse Project assumes youth have the
skills, values and commitments to make positive change happen in their own lives
and the life of the school community. The James Morehouse Project partners with
community and government agencies, local providers and universities.
Program: James Morehouse Project (JMP) - PEI
a. Scope of Services:
The James Morehouse Project, the school health center at El Cerrito High School,
provides services that increase access to mental health/health services and a wide
range of innovative youth development programs for 300 multicultural youth in West
Contra Costa County. JMP provides a wide range of innovative youth development
programs through an on-campus collaborative of community-based agencies, local
universities and County programs. Key activities designed to improve students’ well-
being and success in school include: Alcohol and Other Drug Use/Abuse Prevention;
JMP Leadership Class(anger and violence); Arts/Spoken Word (students at risk of
school failure); Bereavement Groups (loss of a loved one); Skittles (queer youth of
color); Discovering the Realities of Our Communities (DROC – environmental and
societal factors that contribute to substance abuse); Peer Conflict Mediation;
Immigrants Acculturation; Social Skills Group for youth on autism spectrum.
b. Target Population: At-risk students at El Cerrito High School
c. Payment Limit: $94,200
d. Number served: For FY 12/13: 355
e. Outcomes:
19% of 300 youth participating in youth development programs cross-
participated in substance abuse prevention programs and/or clinical mental
health services in 2012-2013.
37 students referred for violent/disruptive behavior were enrolled in youth
development programs in 2012-2013.
79% of participating students increased their scores across a range of
resiliency factors.
74% of 300 participating students reported an increase in well-being after
participation in JMP programs in 2012-2013
B‐38
Jewish Family and Children’s Services(JFCS)
Point of Contact: Razia Iqbal
Contact Information: 1855 Olympic Blvd. #200, Walnut Creek, Ca 94596 (925) 927-
2000 riqbal@jfcs-eastbay.org
1. General Description of the Organization
Jewish Family and Children's Services is one of the oldest and largest family service
institutions in the United States. Today, JFCS serves 76,000 people annually with
the research based social services designed to strengthen individuals, families, and
the community. As a problem-solving center for residents of several Bay Area
counties, JFCS strives to be a lifeline for children, families, and older adults facing
life transitions and personal crises.
2. Program: Community Bridges.
a. Scope of Services:
JFCS provides culturally grounded, community-directed mental health education
and navigation services to 350-400 refugees and immigrants of all ages in the
Latino, Afghan, Bosnian, Iranian, Iraqi, and Russian communities of central and
East Contra Costa County. Prevention and early intervention-oriented program
components include culturally and linguistically accessible mental health
education, early assessment and intervention for individuals and families, and
health and mental health system navigation assistance. Services are provided in
the context of group settings and community cultural events, as well as with
individuals and families, using a variety of convenient non-office settings, such as
schools, senior centers, and client homes. In addition, the program includes
mental health training for frontline staff from JFCS/East Bay and other community
agencies working with diverse cultural populations, especially those who are
refugees and immigrants.
b. Target Population: Immigrant and refugee families of Contra Costa County at
riskfor developing a serious mental illness.
c. Payment Limit: $159,699
d. Number served: For FY 12/13: 475
e. Outcomes:
268 clients received individual counseling and system navigation support.
42 Mental Health Education Groups (attendance ranging between 8 and 72),
covering a wide range of topics including parenting, cultural adjustment of
immigrants, hoarding, early signs of mental illness.
Cross cultural mental health training series aimed at helping service providers
(20 to 41 per training) understand importance of cross cultural issues.
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Juvenile Justice System – Supporting Youth (Contra Costa Mental Health)
Point of Contact: Daniel Batiuchok
Contact Information: 202 Glacier Drive, Martinez, Ca 94553 (925) 957-2739
Daniel.Batiuchok@hsd.cccounty.us
1. General Description of the Organization
The Behavioral Health Services Division of Contra Costa Health Services combines
Mental Health, Alcohol & Other Drugs and Homeless Program into a single system
of care. The staff working to support youth in the juvenile justice system operate
within Contra Costa Mental Health’s Children’s System of Care.
2. Program: Mental Health Probation Liaisons and Orin Allen Youth Ranch
Clinicians - PEI
County mental health clinicians strive to help youth experiencing the juvenile justice
system become emotionally mature and law abiding members of their communities.
Services include screening and assessment, consultation, therapy, and case
management for inmates of the Juvenile Detention Facility and juveniles on
probation, who are at risk of developing or struggle with mental illness or severe
emotional disturbance.
a. Scope of Services
Mental Health Probations Liaisons engage youths on probation and at risk
of getting on probation, many of them transitioning out of juvenile
detention. The liaisons provide mental health screenings, short term
therapy, as well as warm hand offs to service providers within the
community or County Mental Health. Liaisons also conduct court ordered
assessments of mental status, risk and protective factors, and treatment
needs, and contribute to placement recommendations. The liaisons also
provide much needed linkages between the juvenile justice system, the
educational system, and the community, by consulting to Student Absence
Review Boards, educational staff, and community gatekeepers regarding
at risk youth. In addition, liaisons provide parenting education support to
parents of juveniles.
Clinicians at the Orin Allen Youth Ranch, a non-locked sentencing facility,
assess youth for need of mental health services and provide these if
needed. Services include crisis support, individual and family counseling,
anger management training, help with developing effective communication
skills, trauma –focused cognitive behavioral therapy, support with
overcoming gang involvement, and parenting education support for
parents of residents of the Ranch. Youth receive warm hand-offs to
community resources upon discharge.
b. Target Population: Youth in the juvenile justice system in need of mental health
support
c. Total Budget: $500,000
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d. Staff: 5 Mental Health Clinical Specialists: 3 probation liaisons, 2 clinicians at the
Ranch
e. Number served: For calendar year 2013: 302
f. Outcomes:
Help youth address mental health and substance abuse issues that may
underlie problems with delinquency
Increased access to mental health services and other community resources
for at risk youth
Decrease of symptoms of mental health disturbance
Increase of help seeking behavior; decrease stigma associated with mental
illness.
B‐41
La Clinica de la Raza
Point of Contact: Leslie Preston and Nancy Facher
Contact Information: La Clinica Monument, 2000 Sierra Rd, Concord, 94518. (510)
535-6200 nfacher@laclinica.org
1. General Description of the Organization
With 31 sites spread across Alameda, Contra Costa and Solano Counties, La
Clínica delivers culturally and linguistically appropriate health care services to
address the needs of the diverse populations it serves. La Clínica is one of the
largest community health centers in California.
2. Program: Vias de Salud and Familias Fuertes (PEI)
a. Scope of Services:
Vías de Salud (Pathways to Health) serves Latinos residing in Central and East
County with: a) 3,000 screenings for mental health risk factors; and b) 1,000
assessment and early intervention services provided by a Behavioral Health
Specialist to identify risk of mental illness or emotional disturbance; and c)
psycho-educational groups facilitated by a social worker for 68 adults to address
isolation, stress, communication and cultural adjustment.
La Clinica implements Familias Fuertes (Strong Families), to educate and
support Latino parents and caregivers living in Central and East County in the
healthy development of their children and youth. Project activities include: 1)
Screening for risk factors in youth ages 0-18 (1,000 screenings), 2) 250
assessment and/or parent coaching sessions provided to parents/caretakers of
children ages 0-18; and 3) 48 parents/caretakers participating in parent
education and support groups. The group utilizes the evidence based and
culturally relevant curriculum entitled Los Niños Bien Educados.
b. Target Population: Contra Costa County Latino residents at risk for developing a
serious mental illness.
c. Payment Limit: Vias de Salud: $144,139. Familias Fuertes: $112,611.
d. Number served: For FY 12/13 Vias de Salud provided 4,425 screenings, 1,217
behavioral health consultations, 83 clients participated in groups. To be served:
3000 screenings, 1000 BH consultations, 68 clients to participate in groups.
Familias Fuertes: 1109 screenings, 279 BH consultations, 157 parent group
participants. To be served: 1,000 screenings, 250 BH consultations, 48 parent
group participants.
e. Outcomes: Vias de Salud - 100% of Participants of support groups reported
reduction in isolation, 100% of Participants of support groups reported decrease
in anxiety and/or depression. Familias Fuertes - 100% of parents reported
increased knowledge about positive family communication, 96% of parents
reported improved skills, behavior, and family relationships.
B‐42
LAO Family Community Development
Point of Contact: Kathy Chao Rothberg
Contact Information: 1865 Rumrill Blvd. Suite #B, San Pablo, Ca 94806, (510) 215-
1220 KRothberg@lfcd.org
1. General Description of the Organization
Lao Family Community Development, Inc. (LFCD) assists diverse refugee,
immigrant, limited English, and low-income U.S. born community members in
achieving long-term financial and social self-sufficiency. Lao Family delivers
linguistically and culturally appropriate services using an integrated service model
that addresses the needs of the entire family unit, with the goal of achieving self-
sufficiency in one generation.
2. Program: Health and Well-Being for Asian Families - PEI
a. Scope of Services: Lao Family Community Development, Inc. provides a
comprehensive and culturally sensitive Integrated service system approach for
Asian and South East Asian adults. The program activities includes
comprehensive case management and educational workshops and support
groups. LFCD provides outreach, education, and support to develop problem
solving skills, and increase families emotional well-being and stability. When
necessary LFCD staff provides support in accessing needed health and mental
health services. The staff provides a client centered, family focused, strength
based case management and planning process, to include home visits, brief
counseling, parenting classes, advocacy and referral to other in-house services
such as employment services, financial education, and housing services. These
services are provided in client homes and other community based settings as
well as the offices of Lao Family Community Development in San Pablo.
b. Target Population: South Asian and South East Asian Families at risk for
developing serious mental illness.
c. Payment Limit: $169,926
d. Number served: For FY 12/13: 126, To be served: 120 Individuals
e. Outcomes:
100% of program participants created a mental health related personal
goal.
95% of program participants achieved at least one of their stated goal.
100% of program enrollees participated in at least one peer support group.
Overall decrease of social isolation among program participants.
B‐43
Lifelong Medical Care
Point of Contact: Kathryn Stambaugh
Contact Information: 2344 6th Street, Berkeley, Ca 94710 (510) 981-4156
kstambaugh@lifelongmedical.org
1. General Description of the Organization
Lifelong Medical Care provides health and social services to underserved people of
all ages by creating models of care for the elderly, people with disabilities and
families. It advocates for continuous improvements in the health of communities.
2. Program: Senior Network and Activity Program (SNAP) and Elderly Learning
Community (ELC) - PEI
a. Scope of Services:
Lifelong Medical Care provides isolated older adults in West Contra Costa County
with opportunities for social engagement and linkage to mental health and social
services. A variety of group and one-on-one approaches are employed to provide
opportunities for socialization that appeal to different groups of seniors, and reach
out to those most reluctant to participate in social activities. The Senior Network and
Activity Program (SNAP) is provided in three housing developments that lack on-site
services. These activities include regular on-site socials (three per month for
residents of each site), quarterly outings, and outreach to invite participation in group
activities that develop rapport with residents. Services include screening for
depression and isolation and information and referral services. The Elders Learning
Community provides engagement, learning and social activity services to at least ten
frail seniors. The expected impact of these services includes 1) reducing isolation
and promoting feelings of wellness and self-efficacy, 2) increasing trust and reducing
reluctance to revealing unmet needs or accepting support services, and 3) improving
the quality of life by reducing loneliness and promoting friendships and connections
with others.
b. Target Population: Seniors in low income housing projects at risk for developing
serious mental illness..
c. Payment Limit: $118,970
d. Number served: For FY 12/13: 147
e. Outcomes:
52% of SNAP participants and 100% of ELC participants completed at
least one long-term project.
On average, in course of program involvement, SNAP participants
improved scores on assessment tool. (less depressed, more motivated);
92% of ELC improved their morale while attending program.
100% of SNAP and ELC participants reported decrease of isolation.
96% of SNAP and 100% of ELC participants reported being either very
satisfied or satisfied with their experiences in SNAP and ELC.
B‐44
Lincoln Child Center.
Point of Contact: Christine Stoner-Mertz, CEO
Contact Information: 1266 14th St, Oakland CA 94607, (510) 273-4700
chrisstoner@lincolnchildcenter.org
1. General Description of the Organization
Lincoln Child Center was founded in 1883 as the region's first volunteer-run, non-
sectarian, and fully integrated orphanage. As times and community needs evolved,
Lincoln's commitment to vulnerable children remained strong. In 1951, Lincoln
began serving abused, neglected and emotionally challenged children. Today, as a
highly respected provider of children's services, Lincoln has a continuum of
programs to serve challenged children and families throughout the Bay Area. Their
community based services include early intervention programs in the Oakland and
Pittsburg School Districts aimed at stopping the cycle of violence, abuse and mental
health problems for at-risk children and families.
2. Program: Multi-Dimensional Family Therapy (MDFT) – Full Service Partnership
CSS
Multidimensional Family Therapy (MDFT), an evidence-based practice, is a
comprehensive and multi-systemic family-based outpatient program for youth and
adolescents with co-occurring substance use and mental health disorders who may
be at high risk for continued substance abuse and other problem behaviors, such as
conduct disorder and delinquency. Working with the youth and their families, MDFT
helps youth develop more effective coping and problem solving skills for better
decision making, and helps the family improve interpersonal functioning as a
protective factor against substance abuse and related problems. Services are
delivered over 4 to 6 months, with weekly or twice-weekly, face-to-face contact,
either in the home, the community or in the clinic.
a. Scope of Services
Services include but are not limited to:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services
o Crisis Intervention
o Collateral Services
o Group Rehab
o Flexible funds
o Contractor must be available to consumer on 24/7 basis
b. Target Population: Children ages 11 to 19 years in West, Central and East
County experiencing co-occurring serious mental health and substance abuse
disorders. Youth and their families can be served by this program.
c. Payment Limit: $874,417
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d. Number served: Program began in FY 13/14, with 60 to be served.
e. Outcomes: Because the program began in FY 13/14, there are no outcomes to
report at this time. Lincoln Child Center will report on the outcomes listed below
in the upcoming MHSA Plans.
Reduction in severity of psychiatric symptoms: of youth who completed the
program with a history of or current substance use issues at intake, at least
70% at discharge will have reduced drug use or maintained abstinence per
drug screens and GAIN Q3 as compared to intake data.
Consumer Satisfaction: of the youth who completed the program, 90% or
greater of clients and caregivers will report satisfaction with services on the
Consumer Satisfaction Surveys at discharge.
B‐46
LTP CarePro, Inc (Pleasant Hill Manor).
Point of Contact: Tony Perez.
Contact Information: 40 Boyd Road, Pleasant Hill CA, 94523.
1. Program: Augmented Board and Cares – MHSA Housing Services - CSS
The County contracts with LTP CarePro, Inc., a licensed board and care provider, to
provide additional staff care to enable those with serious mental illness to avoid
institutionalization and enable them to live in the community.
a. Scope of Services
Augmented residential services.
b. Target Population: Adults aged 18 years and older who live in Central County,
are diagnosed with a serious mental illness and are uninsured or receive Medi-
Cal benefits.
c. Annual MHSA Payment Limit: $ 30,000
d. Number served: For FY 12/13: 16 beds available.
e. Outcomes: To be determined.
B‐47
Modesto Residential Living Center, LLC.
Point of Contact: Dennis Monterosso.
Contact Information: 1932 Evergreen Avenue, Modesto CA, 95350. (209)530-9300.
info@modestoRLC.com
1. Program: Augmented Board and Cares – MHSA Housing Services - CSS
The County contracts with Modesto Residential Living Center, a licensed board and
care provider, to provide additional staff care to enable those with serious mental
illness to avoid institutionalization and enable them to live in the community.
a. Scope of Services
Augmented residential services.
b. Target Population: Adults aged 18 years and older who lived in Contra Costa
County, are diagnosed with a serious mental illness and are uninsured or receive
Medi-Cal benefits, and accepted augmented board and care at Modesto Residential
Living Center.
c. Annual MHSA Payment Limit: $ 120,000
d. Number served: For FY 12/13: Capacity of 7 beds, average of 2 beds filled each
month.
e. Outcomes: To be determined.
B‐48
Native American Health Center (NAHC)
Point of Contact: Michael Dyer
Contact Information: 2566 MacDonald Ave, Richmond, 94804 (510) 232-7020
MichaelD@nativehealth.org
1. General Description of the Organization
The Native American Health Center serves the California Bay Area Native
Population and other under-served populations. NAHC has worked at local, state,
and federal levels to deliver resources and services for the urban Native American
community, to include medical, dental, behavioral health, diabetes, obesity,
substance abuse prevention, HIV/HCV care coordination and prevention services.
2. Program: Native American Wellness Center - PEI
a. Scope of Services:
NAHC provides weekly group sessions and quarterly community events for
youth, adults, and elders to develop partnerships that bring consumers, families,
community members and mental health professionals together and build a
community that reflects the history and values of Native American people in
Contra Costa County. Activities include elders support groups, youth wellness
groups (including suicide prevention and violence prevention activities),
traditional arts groups (beading, quilting, arts & crafts), and quarterly cultural
events. Family communication activities include weekly Positive Indian Parenting
sessions, talking circles that improve communications skills and address
domestic violence, trauma and historical trauma, and Gathering of Native
Americans to build a sense of belonging and cohesive community. Family
members who need supplemental treatment for mental health and substance
abuse problems will be referred to appropriate agencies. Mental Health
Education/System Navigator Support will include quarterly cultural competency
trainings for public officials and other agency personnel, referrals to appropriate
services with follow-up, and educational sessions about Contra Costa County’s
service system.
b. Target Population: Native American residents of Contra Costa County (mainly
west region) who are at risk for developing a serious mental illness.
c. Payment Limit: $213,422
d. Number served: For FY 12/13: 126
e. Outcomes:
a. 57% of program participants increased social connectedness within a
twelve month period.
b. 64% of program participants increased family communications.
c. 100% of participants that engaged in referrals and leadership training
increased their ability to navigate the mental health/health/education
systems.
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New Leaf Program – Vincente High School - Martinez Unified School District
Point of Contact: Carol Adams
Contact Information: 614 F Street Martinez, Ca 94553
CAdams@martinezusd.net
1. General Description of the Organization
The New Leaf Leadership Academy strives to educate students in a holistic manner
by providing high school students in grades 9-12 an educational experience that
supports their academic, social, and emotional growth through place-based and
classroom learning.
2. Program: New Leaf Leadership Academy at Vicente High School - PEI
a. Scope of Services:
The New Leaf Leadership is an alternative high school program that provides
"career academies" which include individualized learning plans, place-based
learning projects, career mentorships and internships for at-risk high school students
in Martinez of all cultural backgrounds. Key activities include: service-learning
projects, career preparation and internships where students, school staff, parents
and community partners work together on projects, all derived from California
standards-based curricula. Goals include achieving a high school diploma,
transferable career skills and certification, acceptance into a college or post-high
school training program, strong leadership skills and the development of the assets
necessary for holistic, sustainable living. All students at New Leaf receive focused
education about mental health concepts that decreases stigma attached to mental
illness and help seeking. All students enrolled in Vicente High School and Briones
School have access to a licensed psychotherapist for individual and group
counseling as well as an internship coordinator who provides support for obtaining
paid as well as intern opportunities. Staff at New Leaf are developing a curriculum
aimed at implementing New Leaf practices in other High Schools in Contra Costa.
b. Target Population: At-risk high school students in Central County
c. Payment Limit: $220,079
d. Number served: For FY 12/13 : 51 New Leaf
e. Outcomes:
87 students at Vicente High School received psychological services.
76% of test participants improved score on Developmental Asset Profile.
81% of students achieved 4 out of 6 goals of Individual Success Plan.
73% of identified students improved on discipline referrals (goal: 70%).
59% of identified students improved their attendance rates.
69.23% of students earned required amount of credits (goal: 70%).
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Oak Hills Residential Facility.
Point of Contact: Rebecca Lapasa.
Contact Information: 141 Green Meadow Circle, Pittsburg, CA 94565.
1. Program: Augmented Board and Cares – MHSA Housing Services - CSS
The County contracts with Oak Hills Residential Living Center, a licensed board and
care provider, to provide additional staff care to enable those with serious mental
illness to avoid institutionalization and enable them to live in the community.
a. Scope of Services
Augmented residential services.
b. Target Population: Adults aged 18 years and older who live in Eastern Contra Costa
County, are diagnosed with a serious mental illness and are uninsured or receive
Medi-Cal benefits.
c. Annual MHSA Payment Limit: $ 21,120
d. Number served: For FY 12/13: 8 beds.
e. Outcomes: To be determined.
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Office for Consumer Empowerment (Contra Costa Mental Health)
Point of Contact: Susan Medlin
Contact Information: 1340 Arnold Drive #200, Martinez, Ca 94553 (925) 957-5104
Susan.Medlin@hsd.cccounty.us
1. General Description of the Organization
The Office for Consumer Empowerment is a County operated program that supports
the entire Behavioral Health System, and offers an range of trainings and supports
by and for individuals who have experience receiving mental health services. The
goals are to increase access to wellness and empowerment knowledge for
consumers of the Behavioral Health System.
2. Program: Reducing Stgma and Discrimination – PEI
a. Scope of Services
The Mental Health Service Provider Individualized Recovery Intensive
Training (SPIRIT) is a recovery-oriented, peer led classroom and
experientially based college accredited program that prepares individuals to
become providers of service. Certification from this program is a requirement
for many Community Support Worker positions in Contra Costa Mental
Health. Staff provide instruction and administrative support, and provide
ongoing support to graduates who are employed by the County.
The Wellness Recovery Education for Acceptance, Choice and Hope
(WREACH) Speaker’s Bureau develops individuals with lived mental health
and co-occurring experiences to effectively present their recovery and
resiliency stories in various formats to a wide range of audiences, such as
health providers, schools, law enforcement, and other community groups.
Staff lead and support the Committee for Social Inclusion. This is an alliance
of community members and organizations that meet regularly to promote
social inclusion of persons who use behavioral health services. The
committee guides projects and initiatives designed to reduce stigma and
discrimination, and increase inclusion and acceptance in the community.
Staff provides outreach and support to consumers and family members to
enable them to actively participate in various committees and sub –
committees throughout the system. These include the Mental Health
Commission, the Consolidated Planning and Advisory Workgroup and sub-
committees, and Behavioral Health Integration planning efforts. Staff
provides mentoring and instruction to consumers who wish to learn how to
participate in community planning processes or to give public comments to
advisory bodies.
Staff partner with NAMI Contra Costa certified facilitators to offer self-help
groups for people diagnosed with mental illness who want to get support and
share experiences in a safe environment.
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b. Target Population: Consumers of public mental health services and their
families; the general public.
c. Total MHSA Funding: $692,988
d. Staff: 6.5 full-time equivalent staff positions.
e. Outcomes:
Increased access to wellness and empowerment knowledge and skills by
consumers of mental health services.
Decrease stigma and discrimination associated with mental illness.
Increased acceptance and inclusion of mental health consumers in all
domains of the community.
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Older Adult Mental Health (Contra Costa Mental Health)
Point of Contact: Heather Sweeten-Healy, Mental Health Program Manager
Contact Information: 2425 Bisso Lane, Suite 100, Concord, CA 94520, (925)-521-
5655, Heather.Sweeten-Healy@hsd.cccounty.us
1. General Description of the Organization
The Older Adult Mental Health Clinic is in the Adult System of Carew and provides
mental health services to Contra Costa’s senior citizens, ranging from preventive
care and outreach to under-served at risk communities, problems solving short term
therapy, to intensive care management for severely mentally ill individuals.
2. Program: Intensive Care Management Teams - CSS
The Intensive Care Management Teams (ICMT) provide mental health services to
older adults in their homes, in the community and within a clinical setting. Services
are provided to Contra Costa County residents with serious psychiatric impairments
who are 60 years of age or older. The program provides services to those who are
insured through MediCal, dually covered under MediCal and MediCare, or
uninsured. The primary goal of these teams is to support aging in place as well as
to improve consumers’ mental health, physical health, and overall quality of life.
Additionally, the teams provide services to those who are homeless, living in
shelters, or in residential care facilities. There are three multi-disciplinary Intensive
Care Management Teams, one for each region of the county.
Program: Improving Mood Providing Access to Collaborative Treatment
(IMPACT) - CSS
IMPACT is an evidence-based practice which provides depression treatment to
individuals over age 60 in a primary care setting. The IMPACT model prescribes
short-term (8 to 12 visits) Problem Solving Therapy and medication support with up
to one year of follow-up as necessary. Services are provided by a treatment team
consisting of licensed clinicians, psychiatrists, and primary care physicians in a
primary care setting. The target population for the IMPACT Program is adults age 60
years and older who are at 300% or below of the Federal Poverty Level, are insured
by MediCal, MediCal and MediCare, or are uninsured. The program focuses on
treating older adults with late-life depression and co-occurring physical health
impairment, such as cardio-vascular disease, diabetes, or chronic pain.
Program: Senior Peer Counseling - PEI
This program reaches out to isolated and depressed older adults in their home
environments and links them to appropriate community resources in a culturally
competent manner. In addition, both the Latino and Chinese Senior Peer
Counseling Programs are recognized as a resource for these underserved
populations. This program serves older adults age 55 and older who are
experiencing aging issues such as grief and loss, multiple health problems,
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loneliness and depression and isolation. Emphasis is on serving underserved
cultural communities, especially Latino and Asian older adults.
a. Target Population: Depending on program, Older Adults aged 55 or 60 years and
older experiencing serious mental illness or at risk for developing a serious
mental illness.
b. Total Budget: Intensive Care Management - $3,189,600; IMPACT - $370,479;
Senior Peer Counseling - $370,479.
c. Staff: 26 Full time equivalent multi-disciplinary staff.
d. Number served: For FY 12/13: ICMT served 237 individuals; IMPACT served
138 Individuals; Senior Peer Counseling Program served 237 individuals.
e. Outcomes: Changes in Level of Care Utilization System (LOCUS) scores,
reductions in Psychiatric Emergency Service visits, reductions in hospitalizations,
decreased Patient Health Questionnaire (PHQ-9) scores, reduced isolation.
B‐55
People Who Care (PWC) Children Association
Point of Contact: Conny Russell
Contact Information: 2231 Railroad Ave, Pittsburg, 94565 Ph: (925) 427-5037
Pwc.cares@comcast.net
1. General Description of the Organization
People Who Care Children Association provides educational, vocational and
employment training programs to children ages 12 through 21 years old. Many are
at risk of dropping out of school and involved with, or highly at risk of entering, the
criminal juvenile justice system. The mission of the organization is to empower
children to become productive citizens by promoting educational and vocational
opportunities, and by providing training, support and other tools needed to overcome
challenging circumstances.
2. Program: PWC Afterschool Program (PEI)
a. Scope of Services: Through its After-school Program, People Who Care (PWC)
Children Association will provide work experience for 200 multicultural at risk
youth residing in the Pittsburg/Bay Point and surrounding East Contra Costa
County communities, as well as, programs aimed at increasing educational
success among those who are either at-risk of dropping out of school, or
committing a repeat offense. Key activities include job training and job readiness
training, mental health counseling (screening for mental health problems,
individual, group, and family therapy), as well as civic and community service
activities.
b. Target Population: At risk youth with special needs in East Contra Costa County
c. Payment Limit: $203,594
d. Number served: For FY 12/13: 205
e. Outcomes:
54% of youth program participants showed improved youth resiliency factors
(self- esteem, relationship, and engagement).
74% of program participants reported that they have a caring relationship with
an adult in the community or at school during their program participation.
70% of program participants showed an increase in school attendance during
their program participation.
82% of participants did not re-offend during they participation in the program.
94% of participants increased their ‘green jobs’ related knowledge and skills.
B‐56
Portia Bell Hume Behavioral Health and Training Center.
Point of Contact: Chris Celio, Acting Department Manager.
Contact Information: 2555 School Street, Pittsburg, CA 94565, (925)–586–7811,
ccelio@humecenter.org
1. General Description of the Organization
The Hume Center's mission is to provide high quality, culturally sensitive and
comprehensive behavioral health care services and training. The agency strives to
promote mental health, reduce disparities and psychological suffering, and
strengthen communities and systems in collaboration with the people most involved
in the lives of those served. The Hume Center is committed to training behavioral
health professionals to the highest standards of practice, while working within a
culture of support and mutual respect.
2. Program: Adult Full Service Partnership - CSS
The Adult Full Service Partnership is a collaborative program that joins the
resources of The Hume Center and Contra Costa County Behavioral Health
Services.
a. Scope of Services
Services will be provided using an integrated team approach, based on a
modified Assertive Community Treatment (ACT) model of care. Services
include:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services, including services for individuals
with co-occurring mental health & alcohol and other drug problems
o Crisis Intervention
o Collateral
o Medication support (may be provided by County Physician)
o Housing support
o Flexible funds
o Vocational Services
o Educational Services
o Recreational and Social Activities
o Contractor must be available to consumer on 24/7 basis
b. Target Population: Adults over the age of 18 in East and Central County who are
diagnosed with a serious mental illness, are at or below 300% of the federally
defined poverty level, and are uninsured or receive Medi-Cal benefits.
c. Payment Limit: $907,493
d. Number served: Services began FY 13/14.
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e. Outcomes: Because the program began in FY 13/14, there are no outcomes to
report at this time. The Hume Center will report on the outcomes listed below in
the upcoming MHSA Plans.
Decrease incidence of restriction: decrease in hospital utilization.
Positive Client Satisfaction.
B‐58
Putman Clubhouse
Point of Contact: Tamara Hunter, Clubhouse Director
Contact Information: 3024 Willow Pass Rd #230, Concord Ca 94519, (510) 926-
0474 tamara@putnamclubhouse.org
1. General Description of the Organization
Putnam Clubhouse provides a safe and welcoming place where participants (called
members) build on personal strengths instead of focusing on illness. Members learn
and improve vocational and social skills, while working together to run all aspects of
the Clubhouse, to include clerical, cooking, governance and fundraising.
2. Program: Preventing Relapse of Individuals in Recovery - PEI
a. Scope of Services: The Putnam Clubhouse provides peer-based programming
for adults throughout Contra Costa County in recovery from psychiatric disorders,
helping them to develop the support networks, vocational skills, and self-
confidence needed to sustain stable, productive, and more independent lives.
Services include work-ordered day programming that helps members gain pre-
vocational skills, social skills, healthy living skills, and help with access to career
development options within the greater community. Assistance and support is
provided with navigating the system of care and accessing services. Putnam
Clubhouse helps members with goal setting (including educational and
vocational goals), building advocacy and media skills, and provides recreational,
and respite services for family members. In collaboration with the Office of
Consumer Empowerment, Putnam Clubhouse hosts Career Corner, an online
blog that focuses on all aspects of vocational rehabilitation for mental health
consumers in Contra Costa County. Putnam Clubhouse increases family
wellness by reducing stress related to care-giving, provides family member
respite through Clubhouse programs for new and existing participants, and
supports Clubhouse members in gaining independence through Clubhouse
participation.
b. Target Population: Contra Costa County residents with identified mental illness
and their families.
c. Payment Limit: $468,440.
d. Number served: For FY 12/13: 278 members.
e. Outcomes:
278 unduplicated members engaged in 44,762 program hours.
90% of families (members and their families) completing annual survey
reported an increase in personal mental, physical, and emotional well-
being.
100% of family members surveyed reported Clubhouse activities provided
them with respite care, and that their family member showed increased
independence.
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Program participants showed decrease of hospitalizations and out-of-
home placements (in terms of number of episodes and days of
hospitalization) since becoming members.
100% of members choosing employment as a goal in their career plans
were referred to appropriate employment resources, applied for job, or
had job interview within three months.
92% of members who used the Career Development Unit services
reported that they were satisfied or very satisfied with services related to
employment and educations.
B‐60
Rainbow Community Center (RCC)
Point of Contact: Ben-David Barr
Contact Information: 2118 Willow Pass Rd, Concord, Ca 94520. (925) 692-0090
Ben@rainbowcc.org
General Description of the Organization
The Rainbow Community Center of Contra Costa County (RCC) builds community
and promotes well-being among Lesbian, Gay, Bisexual, Transgender, Queer, and
Questioning (LGBTQ) people and our allies.
Programs: 1. Outpatient Behavioral Health (INN), 2. Pride and Joy (PEI), 3.
LGBTQ Youth Support (PEI), 4. Inclusive Schools (PEI)
a. Scope of Services:
1) Outpatient Services: RCC provides outpatient behavioral health services for
the lesbian, gay, bisexual, transgender, and questioning (LGBTQ) communities.
RCC works with consumers to develop a healthy and un-conflicted self-concept by
providing individual, group, couples, and family counseling, as well as case
management. Counseling and case management services are available in English,
Spanish, and Vietnamese. Onsite support is available in Tagalog.
2) Pride and Joy: Three tiered support services (Tier One: outreach, isolation
reduction and awareness building, Tier Two: support groups for clients with identified
needs, Tier Three: individual counseling and system navigation support for clients
with higher level of need) aimed at the LGBTQ community of Contra Costa County,
particularly LGBTQ seniors, people living with HIV, and community members with
unrecognized health and mental health disorders.
3) Youth Development: Three tiered services (see above) aimed at LGBTQ
youth as a particularly vulnerable population. Services are provided both on-site as
well as school based.
4) Inclusive Schools: Community outreach and organization involving school
leaders, staff, and students to build acceptance of LGBTQ youth in Contra Costa
County schools, families, and faith communities.
b. Target Population: LGBTQ community of Contra Costa County (mainly Central
and East) who are at risk of developing serious mental illness.
c. Payment Limit: $420,187 for Innovation program; $220,507 for PEI programs.
d. Number served: For FY 12/13: 1) Outpatient Services: 128; 2) PEI total served
is 730 in-person participants with the following breakdowns: Pride and Joy: 558
in-person participants (includes 147 LGBTQ seniors and 150 HIV+ people); 3)
Youth Development: 172 participants; 4) Inclusive Schools: This is a new PEI
project for this fiscal year and the data will be available for FY13/14 in the year-
end report. PEI outreach services also include 1,500 subscribers to online
weekly newsletter and social media sites. Weekly newsletter promoted county
services such as Access Line, Suicide Help lines, and RCC support services.
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e. Outcomes:
Outpatient Clinic:
128 individuals received one on one services (counseling and case
management).
Prevention and Early Intervention:
213 agency participants completed PHQ9 depression screenings and
baseline data for LGBTQ assessment instrument being developed by the
organization.
110 unduplicated youth attended onsite drop-in programming and 62
received school based and individual support services.
147 seniors participated in luncheons, support groups, and counseling. 95
seniors on agency call list received two wellness check-in calls per month.
558 individuals attended support groups and outreach events.
Participants made over 9,000 visits to the agency in FY13. Youth visits =
2169; Senior visits = 868 ; all visits = 9433.
B‐62
Recovery Innovations
Point of Contact: Hillary Bowers, Recovery Services Administrator
Contact Information: 2975 Treat Blvd., Suite C8, Concord, CA 94518, (925)–363–
7290, Hiliary.Bowers@recoveryinnovations.org
1. General Description of the Organization
Founded by Eugene Johnson in 1990 as META Services, an Arizona non-profit
corporation, Recovery Innovations developed and provided a range of traditional
mental health and substance abuse services for adults with long term mental health
and addiction challenges. In 1999, Recovery Innovations began pioneering an
innovative initiative: the creation of the new discipline of Peer Support Specialist.
Now, 13 years later, this experience has transformed the Recovery Innovations
workforce to one in which Peer Support Specialists and professionals work together
on integrated teams to deliver recovery-based services. The Recovery Innovations
experiences had a global impact on the mental health field serving as a
demonstration that recovery from mental illness and/or addiction is possible. Based
on this transformation experience, Recovery Innovations operates recovery-based
mental health services in 21 communities in five states and New Zealand and has
provided recovery training and transformation consultation in 27 states and five
countries abroad.
2. Program: Recovery Innovations Wellness and Recovery Centers - CSS
Recovery Innovations provides wellness and recovery centers situated in West,
Central and East County to ensure the full spectrum of mental health services is
available. Wellness and Recovery Centers are made up of individuals embarking on
or expanding their recovery journey. Staff of well-trained peers who have
experienced their own recovery success share what they have learned and walk
alongside each person. The clients of Wellness and Recovery Centers learn to
identify personal strengths and develop personalized wellness plans that incorporate
their hopes and dreams for the future. Each participant partners with a Recovery
Coach who understands the challenges and is standing alongside ready to offer
support. These centers offer peer-led recovery-oriented, rehabilitation and self-help
groups, which teach self-management and coping skills. The centers offer wellness
recovery action plan (WRAP) groups, physical health and nutrition education,
advocacy services and training, arts and crafts, and support groups.
a. Scope of Services:
o Peer and Family Support
o Personal Recovery Planning using the seven steps of Recovery Coaching
o Workshops, Education Classes and Community-Based Activities using the
nine dimensions of wellness; physical, emotional, intellectual, social,
spiritual, occupational, home/community living, financial, recreation/leisure
o Community Outreach and Collaboration
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o Assist participants to coordinate medical, mental health, medication and
other community services
o Wellness Recovery Action Plan (WRAP) classes
o Family Education and Support Programs
o Breakfast/Lunch meals during weekdays for participants
b. Target Population: Adult mental health participants in Contra Costa
County. Recovery Innovations services will be delivered within each region of
the county through Wellness and Recovery Centers located in Antioch, Concord
and San Pablo.
c. Payment Limit: $875,000
d. Number served: Program began in FY 13/14 with a 6 month contract. Number to
be served yearly: 200.
e. Outcomes: Because the program began in FY 13/14, there are no outcomes to
report at this time. Recovery Innovations will report on the outcomes listed below
in the upcoming MHSA Plans.
• Increase in meaningful activity: 90% participants with a Wellness plan.
• Increase in quality of life: Recovery Assessment Scale scores
B‐64
Rubicon Programs, Inc.
Point of Contact: Jane Fischberg, President and Executive Director.
Contact Information: 2500 Bissell Avenue, Richmond, CA 94804, (510)–231–3987,
janef@rubiconprograms.org
1. General Description of the Organization
Rubicon’s mission is to prepare very low-income people to achieve financial
independence and to partner with people with mental illness on their journey of
recovery. Since 1973, Rubicon has provided employment, housing, mental health,
and other supportive services to individuals who are very low-income, especially
people who are homeless or have mental illness. Based in Richmond, California,
Rubicon Programs offers services throughout Contra Costa and Alameda counties.
2. Program: Bridges to Home – Full Service Partnership - CSS
The Adult Full Service Partnership (FSP) Bridges To Home (BTH) is a collaborative
program that joins the resources of Rubicon Programs and Contra Costa Mental
Health.
a. Scope of Services
Services will be provided using an integrated multi-disciplinary team
approach, based on a modified Assertive Community Treatment (ACT) model
of care. Services include:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services, including services for individuals with
co-occurring mental health & alcohol and other drug problems
o Crisis Intervention
o Collateral
o Medication support (may be provided by County Physician)
o Housing support
o Flexible funds
o Vocational Services
o Educational Services
o Recreational and Social Activities
o Contractor must be available to consumer on 24/7 basis
b. Target Population: Adults over the age of 18 in West County who are
diagnosed with a serious mental illness, are at or below 300% of the federally
defined poverty level, and are uninsured or receive Medi-Cal benefits.
c. Payment Limit: $928,813
d. Number served: For FY 12/13: In FY12/13 BTH was made up of two
programs, BTH West and BTH Central. BTH West and Central served 185
Individuals combined.
e. Outcomes: Below are the FY 12/13 outcomes for Bridges to Home.
B‐65
Reduction in Psychiatric Crisis
o 2013 Bridges to Home participants experienced a 41% overall
reduction in hospital days (comparing total time in program to the same
length of time prior to program entry (1654 pre-program hospital days
compared to 972 in-program hospital days)
o 74% of 2013 Bridges to Home participants who experienced any pre-
program hospital days experienced fewer hospital days while in
program (50 of 68 participants)
Reduction in Severity of Psychiatric Symptoms
o 44% of 2013 Bridges to Home participants experienced reduced
severity of psychiatric symptoms over the last year, as measured by
change in LOCUS scores. The average change was 2.84 (on a point
scale of 32).
60% of 2013 Bridges to Home participants maintained or reduced
severity of psychiatric symptoms over the last year as measured by
change in LOCUS scores. The average change for this group was
2.08 (on a point scale of 32).
Average LOCUS score was 24 (with 32 representing highest
severity of symptoms), confirming that this is an extremely high-
need population (recommended for Residential Treatment/Full
Service Partnerships).
Improved Quality of Life
o 81% of 2013 Bridges to Home participants who entered the program
homeless have obtained stable housing (91 of 113 homeless
participants). The average time to stabilize housing was 119 days.
o 87% of all 2013 Bridges to Home participants currently maintain stable
housing (158 of 181 participants; this includes participants who were
homeless at entry and those who were already in supportive housing).
B‐66
RYSE Center
Point of Contact: Kanwarpal Dhaliwal
Contact Information: 205 41st Street, Richmond. CA 94805 (925) 374-3401
Kanwarpal@rysecenter.org
1. General Description of the Organization
RYSE is a youth center in Richmond that offers a wide range of activities, programs,
and classes for young people including media arts, health education, career and
educational support, and youth leadership and advocacy. RYSE operates within a
community mental health model and employs trauma informed and healing centered
approaches in all areas of work, including one-on-one, group and larger community
efforts.
2. Program: Supporting Youth - PEI.
a. Scope of Services:
1) Trauma Response and Resilience System: develop and implement trauma
informed training series for key system partners, facilitate development of a
community response to violence and trauma, evaluate impact of trauma informed
practice, provide critical response and crisis relief for young people experiencing
acute incidents of violence.
2) Health and Wellness: support young people (ages 13 to 21) from the diverse
communities of West County to become better informed (health services) consumers
and active agents of their own health and wellness, and foster healthy peer and
youth-adult relationships. Activities include mental health counseling and referral,
outreach to schools, workshops and ‘edutainment’ activities, youth assessment and
implementation of partnership plans (Chat it Up Plans).
3) Inclusive Schools: Facilitate collaborative work with West Contra Costa
schools and district aimed at making WCC schools an informed and accepting
environment for LGBTQ students. Activities include assistance in provision of LGBT
specific services, conducting organizational assessments, training for adults and
students, engaging students in leadership activities, and providing support groups at
target schools. etc.
b. Target Population: West County Youth at risk for developing serious mental
illness.
c. Payment Limit: $460,119
d. Unique Number served: For FY 12/13: 1): 458 2): at least 800 3): 300
e. Outcomes:
142 members completed wellness plans; an estimated 300 members
participated in at least 2 program activities aimed at supporting healthy
peer relationships, community engagement, and leadership; at least 519
unique members participated in one on site activity.
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At least 200 members participated in structured, multi-session on site
programs.
97% of member survey participants feel “safer just as safe at RYSE than
other places”; 54% of survey participants feel “a lot safer” at RYSE than
other places.
Survey members strongly endorsed sense of belonging and experience of
success at RYSE.
Survey participants strongly endorsed positive quality of relationships to
peers and adults at RYSE.
74% of survey participants reported increased comfort with participation in
programs that offer mental health support services.
66% of survey participants reported that they have a better understanding
of LGBTQ identity.
B‐68
Seneca Family of Agencies
Point of Contact: Jessica Donohue, Program Supervisor
Contact Information: 2351Olivera Road, Concord, CA, 94520, (925)–808–8724,
jessica_donohue@senecacenter.org
1. General Description of the Organization
Seneca Center for Children and Families is a leading innovator in the field of
community-based and family-based service options for emotionally troubled children
and their families. With a continuum of care ranging from intensive residential
treatment, to in-home wraparound services, to public school-based services, Seneca
is one of the premier children’s mental health agencies in Northern California.
2. Program: Short Term Assessment of Resources and Treatment (START) - Full
Service Partnership - CSS
Seneca Family of Agencies (SFA) provides an integrated, coordinated service to
youth who frequently utilize crisis services, and may be involved in the child welfare
and/or juvenile justice system. START provides three to six months of short term
intensive services to stabilize the youth in their community, and to connect them and
their families with sustainable resources and supports. The goals of the program are
to 1) reduce the need to utilize crisis services, and the necessity for out-of-home and
emergency care for youth enrolled in the program, 2) maintain and stabilize the
youth in the community by assessing the needs of the family system, identifying
appropriate community resources and supports, and ensuring their connection with
sustainable resources and supports, and 3) successfully link youth and family with
formal services and informal supports in their neighborhood, school and community.
a. Scope of Services
Services include:
o Outreach and engagement
o Linkage
o Case management
o Plan development
o Crisis Intervention
o Collateral
o Flexible funds
o Contractor must be available to consumer on 24/7 basis
b. Target Population: The target population for the program includes youth 18 years
and under with a history of multiple psychiatric hospitalizations and crisis
interventions, imminent risk of homelessness, who have a serious mental illness
and/or are seriously emotionally disturbed, and are not being served, or are
being underserved, by the current mental health system. Youth in the program
can be Medi-Cal eligible or uninsured.
c. Payment Limit: $ 562,915
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d. Number served: Contract began in 2013 and served 32 youth.
e. Outcomes: Because the program began in FY 13/14, there are no outcomes to
report at this time. Seneca will report on the outcomes listed below in the
upcoming MHSA Plans.
Increase meaningful activity: successful linkage to the services introduced by
the START program.
Reduction in severity of psychiatric symptoms: changes in client Children and
Adolescent Level of Care Utilization System (CALOCUS) scores.
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Shelter, Inc.
Point of Contact: Timothy O’Keefe, Executive Director .
Contact Information: 1815 Arnold Dr. Martinez, CA, 94553, (925)-335-0698,
timo@shelterincofccc.org
1. General Description of the Organization
The mission of Shelter, Inc. is to prevent and end homelessness for low-income
residents of Contra Costa County by providing resources that lead to self-sufficiency.
Shelter, Inc. was founded in 1986 to alleviate the County's homeless crisis, and its
work encompasses three main elements, 1) prevent the onset of homelessness,
including rental assistance, case management, and housing counseling services, 2)
ending the cycle of homelessness by providing 3 to 24 months of housing in
combination with supportive services, such as job training, educational services,
health care, and counseling, and 3) providing affordable housing for nearly 250 low-
income households, including such special needs groups as transition-age youth,
people with HIV/AIDS, and those with mental health disabilities.
2. Program: Supportive Housing - CSS
Shelter, Inc. provides a master leasing program, in which adults or children and their
families are provided tenancy in apartments and houses throughout the County.
Through a combination of self-owned units and agreements with landlords Shelter,
Inc. acts as the lessee to the owners and provides staff to support individuals and
their families move in and maintain their homes independently. Housing and rental
subsidy services are provided to residents of the County who are homeless and that
have been certified by Contra Costa Mental Health as eligible. The objective
program is to create housing opportunities that are affordable and safe and promote
housing stability among MHSA consumers.
a. Scope of Services.
Provide services in accordance with the State of California Mental Health
Service Act Housing Program, the County Behavioral Health Mental Health
Division’s Work Plan, all State, Federal and Local Fair Housing Laws and
Regulations, and the State of California’s Landlord and Tenants Laws.
Provide consultation and technical support to Contra Costa Mental Health
with regard to services provided under the housing services and rental
subsidy program.
Utilize existing housing units already on the market to provide immediate
housing to consumers through master leasing and tenant based services.
Acquire and maintain not less than 109 master-leased housing units
throughout Contra Costa County.
Negotiate lease terms and ensure timely payment of rent to landlords.
Leverage housing resources through working relationships with owners of low
income housing within the community.
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Integrate innovative practices to attract and retain landlords and advocate on
behalf of consumers.
Leverage other rental subsidy programs including, but not limited to, Shelter
Plus Care and Section 8.
Reserve or set aside units of owned property dedicated for MHSA housing.
Ensure condition of leased units meet habitability standards by having
Housing Quality Standard (HQS) trained staff conduct unit inspections prior to
a unit being leased and annually as needed.
Establish maximum rent level to be subsidized with MHSA funding to be Fair
Market Rent (FMR) as published by US Department of Housing and Urban
Development (HUD) for Contra Costa County in the year that the unit is
initially rented and for each year thereafter.
Provide quality property management services to Consumers living in master
leased and owned properties.
Maintain property management systems to track leases, occupancy, and
maintenance records.
Maintain an accounting system to track rent and security deposit charges and
payments.
Conduct annual income re-certifications to ensure consumer rent does not
exceed 30% of income minus utility allowance. The utility allowance used
shall be in accordance with the utility allowances established by the prevailing
Housing Authority for the jurisdiction that the housing unit is located in.
Provide and/or coordinate with outside contractors and Shelter, Inc.
maintenance staff for routine maintenance and repair services and provide
after-hours emergency maintenance services to consumers.
Ensure that landlords adhere to habitability standards and complete major
maintenance and repairs.
Process and oversee evictions for non-payment of rent, criminal activities,
harmful acts upon others, and severe and repeated lease violations.
Work collaboratively with full service partnerships around housing issues and
provide referrals to alternative housing options.
Attend collaborative meetings, mediations and crisis interventions to support
consumer housing retention.
Provide tenant education to consumers to support housing retention.
b. Target Population: Consumers eligible for MHSA services. The priority is given
to those who are homeless or imminently homeless and otherwise eligible for the
full service partnership programs.
c. Annual Payment Limit: $1,663,668.
d. Number served: For FY 12/13: Shelter, Inc. served 112 consumers . FY 14/15
Target: 128 consumers.
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e. Outcomes: Shelter, Inc. will report on the following outcomes in future MHSA
Plans.
Quality of life: housing stability.
o 80% of MHSA Consumers residing in master leased housing shall
remain stably housed for 24 months or longer.
o 90% of MHSA Consumers residing in Shelter, Inc. owned property
shall remain stably housed for 16 months or longer.
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STAND! For Families Free of Violence
Point of Contact: Sharon Turner
Contact Information: 1410 Danzig Plaza #220, Concord, Ca 94520
SharonT@standffov.org
1. General Description of the Organization
STAND! For Families Free of Violence is a community based organization
committed to promoting safe and strong families. STAND pursues a well-rounded
and community-wide approach to eliminating family violence. In addition to
providing a complete spectrum of prevention, intervention, and treatment programs,
STAND! enlists the efforts of local residents, partners, and institutions, all of whom
are striving to stop domestic violence and child abuse. STAND! is a founding
member of the "Zero Tolerance for Domestic Violence Initiative", a cross-sector
organization working for ten years to help solve domestic violence, sexual assault
and children exposed to violence.
Program: “Expect Respect” and “You Never Win With Violence” - PEI.
a. Scope of Services:
STAND! provides services to address the effects of teen dating violence/domestic
violence and help maintain healthy relationships of at-risk youth throughout Contra
Costa County. STAND! uses two evidence-based, best-practice programs: “Expect
Respect” and “You Never Win with Violence” to directly affect the behaviors of youth
to prevent future violence and enhance positive mental health outcomes for students
already experiencing teen dating violence. Primary prevention activities include
educating middle and high school youth about teen dating through the ‘You Never
Win with Violence’ curriculum, and providing school personnel, service providers and
parents with knowledge and awareness of the scope and causes of dating violence.
The program strives to increase knowledge and awareness of the tenets of a healthy
dating relationship. Secondary prevention activities include supporting youths
experiencing, or at-risk for, teen dating violence by conducting 20 gender-based, 15-
week support groups. Each school site has a system for referring youth to the
support groups. As a result of these service activities, youth experiencing, or youth
who are at-risk for, teen dating violence will demonstrate an increased knowledge of
1)the difference between healthy and unhealthy teen dating relationships, 2) an
increased sense of belonging to positive peer groups, 3) an enhanced
understanding that violence does not have to be “normal”, and 4) an increased
knowledge of their rights and responsibilities in a dating relationship.
b. Target Population: Middle and high school students at risk of dating violence
c. Payment Limit: $122,734
d. Number served: For FY 12/13 : 1326
e. Outcomes:
You Never Win With Violence presentations: 691 students (46% of target)
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Expect Respect support groups: 522 students (209% of target)
81 Adults received educational presentations on effects of domestic violence
on children and dynamics of teen dating violence.
32 new participants participated in the Youth Against Violence Leadership
program.
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Telecare Corporation
Point of Contact: Chris Roach, Program Director
Contact Information: 1080 Marina Village Parkway, Suite 100, Alameda, CA 94501,
(510) 337-7950
croach@telecarecorp.com
1. General Description of the Organization
Telecare Corporation was established in 1965 in the belief that persons with mental
illness are best able to achieve recovery through individualized services provided in
the least restrictive setting possible. Today, they operate over 70 programs staffed
by more than 2,500 employees in California, Nebraska, North Carolina, Oregon,
Texas, New Mexico, Pennsylvania and Washington, and provide a broad continuum
of services and supports, including Inpatient Acute Care, Inpatient Non-Acute/Sub-
Acute Care, Crisis Services, Residential Services, Assertive Community Treatment
(ACT) services, Case Management and Prevention services.
2. Program: Hope House Crisis Residential Facility - CSS
Telecare Corporation operates Hope House, a voluntary, highly structured 16-bed
Short-Term Crisis Residential Facility (CRF) for adults between the ages of 18 and
59. Hope House is serves individuals who require crisis support to avoid
hospitalization, or are discharging from the hospital or long-term locked facilities and
need step-down care to transition back to community living. The focus is client-
centered and recovery-focused, and underscores the concept of personal
responsibility for the resident's illness and independence. The program supports a
social rehabilitation model, which is designed to enhance an individual's social
connection with family and community so that they can move back into the
community and prevent an inpatient stay. Services are recovery based, and tailored
to the unique strengths of each individual resident. The program offers an
environment where residents have the power to make decisions and are supported
as they look at their own life experiences, set their own paths toward recovery, and
work towards the fulfillment of their hopes and dreams. Telecare’s program is
designed to enhance client motivation to actively participate in treatment, provide
clients with intensive assistance in accessing community resources, and assist
clients develop strategies to maintain independent living in the community and
improve their overall quality of life. The program’s service design draws on evidence-
based practices such as Wellness Action and Recovery Planning (WRAP),
motivational interviewing, and integrated treatment for co-occurring disorders.
a. Scope of Services
Services include:
o Individualized assessments, including, but not limited to, psychosocial
skills, reported medical needs/health status, social supports, and current
functional limitations within 72 hours of admission.
o Medical assessment within 24 hours of admission.
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o Treatment plan development with 72 hours of admission.
o Therapeutic individual and group counseling sessions on a daily basis to
assist clients in developing skills that enable them to progress towards
self-sufficiency and to reside in less intensive levels of care.
o Crisis intervention and management services designed to enable the client
to cope with the crisis at hand, maintaining functioning status in the
community, and prevent further decompensation or hospitalization.
o Medication support services, including provision of medications, as
clinically appropriate, to all clients regardless of funding; individual and
group education for consumers on the role of medication in their recovery
plans, medication choices, risks, benefits, alternatives, side effects and
how these can be managed; supervised self-administration of medication
based on physician’s order by licensed staff; medication follow-up visit by
a psychiatrist at a frequency necessary to manage the acute symptoms to
allow the client to safely stay at the Crisis Residential Program, and to
prepare the client to transition to outpatient level of care upon discharge.
o Co-occurring capable interventions for substance use following a harm
reduction modality.
o A comprehensive weekly calendar of activities, including physical,
recreational, social, artistic, therapeutic, spiritual, dual recovery, skills
development and outings.
o Peer services, including development of WRAP plans.
o Engagement of family in treatment, as appropriate.
o Assessments for involuntary hospitalization, when necessary.
o Discharge planning and assisting clients with successful linkage to
community resources, such as outpatient mental health clinics, substance
abuse treatment programs, housing, full service partnerships, physical
health care, and benefits programs.
o Follow-up with client and their mental health service provider following
discharge to ensure that appropriate linkage has been successful.
o Daily provision of meals and snacks for residents.
o Transportation to services and activities provided in the community, as
well as medical and court appointments.
b. Target Population: Adults ages 18 to 59 who require crisis support to avoid
psychiatric hospitalization, or are discharging from the hospital or long-term
locked facilities and need step-down care to transition back to community living.
c. Payment Limit: $2,017,019.00
d. Number served: Program began in FY 13/14. Number to be served yearly: 200.
e. Outcomes: Because the program began in FY 13/14, there are no outcomes to
report at this time. Telecare will report on the outcomes listed below:
Reduction in severity of psychiatric symptoms: Discharge at least 90% of clients
to a lower level of care.
Consumer Satisfaction: Maintain an overall client satisfaction score of at least 4.0
out of 5.0.
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The Latina Center
Point of Contact: Esther Wong, 3701 Barrett Ave #12, Richmond, Ca 94805 (510)
233-8595
Contact Information: miriamrwong@gmail.com
1. General Description of the Organization
The Latina Center is an organization of and for Latinas that strive to develop
emerging leaders in the San Francisco Bay Area through innovative training, support
groups and leadership programs. The mission of The Latina Center is to improve
the quality of life and health of the Latino Community by providing leadership and
personal development opportunities for Latina women.
2. Program: Familias Fuertes - PEI
a. Scope of Services:
The Latina Center (TLC) provides culturally and linguistically specific parenting
education and support to at least 300 Latino parents and caregivers in West Contra
Costa County that 1) supports healthy emotional, social and educational
development of children and youth ages 0-15, and 2) reduces verbal, physical and
emotional abuse. The Latina Center enrolls primarily low- income, immigrant,
monolingual/bilingual Latino parents and grandparent caregivers of high-risk families
in a 12-week parenting class using the Systematic Training for Effective Parenting
(STEP) curriculum or PECES in Spanish (Padres Eficaces con Entrenamiento
Eficaz). Parent Advocates are trained to conduct parenting education classes, and
Parent Partners are trained to offer mentoring, support and systems navigation. TLC
provides family activity nights, creative learning circles, cultural celebrations, and
community forums on parenting topics.
b. Target Population: Latino Families and their children in West County at risk for
developing serious mental illness.
c. Payment Limit: $102,080
d. Number served: 305
e. Outcomes:
During impact survey 100% of parent participants were able to provide
examples of increased parenting skills.
Upon three months follow up, a sample of 80 parents reported increased
confidence in their parenting skills (target: 30)
75 of parent participants were Latino Fathers (goal: 60)
271 of parent participants set personal goals for creating change in their
parenting (goal: 240)
283 parents were able to identify 1 – 3 individuals for peer support.
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United Family Care, LLC (Family Courtyard).
Point of Contact: Julian Taburaza.
Contact Information: 2840 Salesian Avenue, Richmond CA, 94804.
1. Program: Augmented Board and Care Housing Services - CSS
The County contracts with United Family Care, LLC , a licensed board and care
provider, to provide additional staff care to enable those with serious mental illness
to avoid institutionalization and enable them to live in the community.
a. Scope of Services
Augmented residential services.
b. Target Population: Adults aged 18 years and older who live in Western Contra
Costa County, are diagnosed with a serious mental illness and are uninsured or
receive Medi-Cal benefits.
c. Annual MHSA Payment Limit: $ 271,560.
d. Number served: For FY 12/13: 48 beds available.
e. Outcomes: To be determined.
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Williams Board and Care Home.
Point of Contact: Frederick Williams.
Contact Information: 4229 Taft Street, Richmond, CA 94804.
1. Program: Augmented Board and Care - Housing Services - CSS
The County contracts with Williams Board and Care Home, a licensed board and
care provider, to provide additional staff care to enable those with serious mental
illness to avoid institutionalization and enable them to live in the community.
a. Scope of Services
Augmented residential services.
b. Target Population: Consumers eligible for MHSA services.
c. Annual MHSA Payment Limit: $ 30,000
d. Number served: For FY 12/13: 12 beds available.
e. Outcomes: To be determined.
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Woodhaven.
Point of Contact: Milagros Quezon.
Contact Information: 3319 Woodhaven Lane, Concord, CA 94519.
2. Program: Augmented Board and Care - Housing Services - CSS
The County contracts with United Family Care, LLC , a licensed board and care
provider, to provide additional staff care to enable those with serious mental illness
to avoid institutionalization and enable them to live in the community.
f. Scope of Services
Augmented residential services.
g. Target Population: Consumers eligible for MHSA services.
h. Annual MHSA Payment Limit: $ 13,500
i. Number served: For FY 12/13: 5 beds available.
j. Outcomes: To be determined.
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Youth Homes, Inc.
Point of Contact: Stuart McCullough, Executive Director
Contact Information: 2025 A Sherman Drive, Pleasant Hill, CA 94523, (925)–933–
2627, stuartm@youthhomes.org
1. General Description of the Organization
Youth Homes, Inc. is committed to serving the needs of abused and neglected
children and adolescents in California's San Francisco Bay Area. Youth Homes
provides intensive residential treatment programs and community-based counseling
services that promote the healing process for seriously emotionally abused and
traumatized children and adolescents.
2. Program: Transition Age Youth Full Service Partnership - CSS
Youth Homes implements a full service partnership program using the Integrated
Treatment for Co-Occurring Disorders model (also known as Integrated Dual
Disorders Treatment – IDDT). This model is a recognized evidence based practice in
which the Substance Abuse and Mental Health Services Administration (SAMHSA)
has created a tool kit to support implementation. Integrated Treatment for Co-
Occurring Disorders is an evidence-based practice for treating clients diagnosed
with both mental health and a substance abuse disorders. Through Integrated
Treatment for Co-Occurring Disorders, consumers receive mental health and
substance abuse treatment from a single “integrated treatment specialist” so
consumers do not get lost in the health care system, excluded from treatment, or
confused by going back and forth between separate mental health and substance
abuse programs. It is not expected that all full service partners will be experiencing a
substance use issue; however, for those who have co-occurring issues, both
disorders can be addressed by one single provider.
a. Scope of Services
Services include:
o Outreach and engagement
o Case management
o Outpatient Mental Health Services, including services for individuals with
co-occurring mental health & alcohol and other drug problems
o Crisis Intervention
o Collateral
o Medication support (may be provided by County Physician)
o Housing support
o Flexible funds
o Money Management
o Vocational Services
o Contractor must be available to consumer on 24/7 basis
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b. Target Population: Young adults ages 16 to 25 years with serious emotional
disturbance/serious mental illness, and who are likely to exhibit co-occurring
disorders with severe life stressors and are from an underserved population.
Services are based in East Contra Costa County as well as Central Contra Costa
County.
c. Payment Limit: $665,000.
d. Number served: Program began in FY 13/14. Number to be served 40.
e. Outcomes: Because the program began in FY 13/14, there are no outcomes to
report at this time. Youth Homes will report on the outcomes listed below in the
upcoming MHSA Plans.
Increase in age appropriate meaningful activity.
Positive Client Satisfaction.
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Glossary
Assembly Bill 1421. AB 1421, also known as Laura’s Law, enacted in 2002, would
create an assisted outpatient treatment program for any person who is suffering from a
mental disorder and meets certain criteria. The program would operate in counties that
choose to provide the services. Adoption of this law enables a court, upon a verified
petition to the court, to order a person to obtain and participate in assisted outpatient
treatment. The bill provides that if the person who is the subject of the petition fails to
comply with outpatient treatment, despite efforts to solicit compliance, a licensed mental
health treatment provider may request that the person be placed under a 72-hour hold,
based on an involuntary commitment. The law would be operative in those counties in
which the county board of supervisors, by resolution, authorized its application and
made a finding that no voluntary mental health program serving adults, and no
children’s mental health program, would be reduced as a result of the implementation of
the law.
Assertive Community Treatment (ACT). Assertive Community Treatment is an
intensive and highly integrated approach for community mental health service delivery.
It is an outpatient treatment for individuals whose symptoms of mental illness result in
serious functioning difficulties in several major areas of life, often including work, social
relationships, residential independence, money management, and physical health and
wellness. Its mission to promote the participants' independence, rehabilitation, and
recovery, and in so doing to prevent homelessness, unnecessary hospitalization, and
other negative outcomes. It emphasizes out of the office interventions, a low participant
to staff ratio, a coordinated team approach, and typically involves a psychiatrist, mental
health clinician, nurse, peer provider, and other rehabilitation professionals.
Assisted Outpatient Treatment (AOT). Assisted Outpatient Treatment is the delivery
of mobile, community-based care by multidisciplinary teams of highly trained mental
health professionals with staff-to-client ratios of not more than one to ten, and additional
services, as specified, for adults with the most persistent and severe mental illness.
AOT involves a service and delivery process that has a clearly designated personal
services coordinator who is responsible for providing or assuring needed services.
These include complete assessment of the client’s needs, development with the client
of a personal services plan, outreach and consultation with the family and other
significant persons, linkage with all appropriate community services, monitoring of the
quality and follow through of services, and necessary advocacy to ensure each client
receives those services which are agreed to in the personal services plan. AOT is cited
as part of Assembly Bill 1421, or Laura’s Law.
Augmented Board and Care. Board and care facilities licensed by the State also
contract with Contra Costa Mental Health to receive additional funding to provide a
therapeutic environment and assist residents gain their independence through recovery
and wellness activities. Extra staff time is devoted to creating a home-like atmosphere,
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often with shared housekeeping activities, and provide or coordinate a variety of
therapeutic, educational, social and vocational activities. Persons who experience
severe and persistent mental illness are eligible.
Behavioral Health System (BHS). This term refers to the grouping of Contra Costa
Mental Health, Homeless Services, and Alcohol and Other Drug Services under one
division of the Health Services Department.
Capital Facilities/Information Technology (CF/TN). Capital Facilities and Information
Technology is the title of one of five components of the Mental Health Services Act.
This component enables a county to utilize MHSA funds for one-time construction
projects and/or installation or upgrading of electronic systems, such as mental health
records systems.
Case Management. Case Management refers to a service in which a mental health
clinician develops and implements a treatment plan with a consumer. This treatment
plan contains a diagnosis, level of severity, agreed upon goals, and actions by the
consumer, the case manager, and other service providers to reach those goals. The
mental health clinician provides therapy and additionally takes responsibility for the
delivery and/or coordination of both mental and rehabilitation services that assist the
consumer reach his/her goals.
Clinical Specialist. Clinical Specialist, in the context of this document, refers to a
licensed or registered intern in the specialties of social work, marriage and family
therapy, psychology, psychiatric nurse practitioner, licensed professional clinical
counselor, or psychiatrist. A Clinical Specialist is capable of signing a mental health
consumer’s treatment plan that can enable the County to bill Medi-Cal for part of the
cost to deliver the service.
Clubhouse Model. The Clubhouse Model is a comprehensive program of support and
opportunities for people with severe and persistent mental illness. In contrast to
traditional day-treatment and other day program models, Clubhouse participants are
called "members" (as opposed to "patients" or "clients") and restorative activities focus
on their strengths and abilities, not their illness. The Clubhouse is unique in that it is not
a clinical program, meaning there are no therapists or psychiatrists on staff. All
participation in a clubhouse is strictly on a voluntary basis. Members and staff work
side-by-side as partners to manage all the operations of the Clubhouse, providing an
opportunity for members to contribute in significant and meaningful ways. A Clubhouse
is a place where people can belong as contributing adults, rather than passing their time
as patients who need to be treated. The Clubhouse Model seeks to demonstrate that
people with mental illness can successfully live productive lives and work in the
community, regardless of the nature or severity of their mental illness.
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Community Forum. In this context a community forum is a planned group activity
where consumers, family members, service providers, and representatives of
community, cultural groups or other entities are invited to provide input on a topic or set
of issues relevant to planning, implementing or evaluating public services.
Community Program Planning Process. This a term used in regulations pertaining to
the Mental Health Services Act. It means the process to be used by the County to
develop Three-Year Expenditure Plans, and updates in partnership with stakeholders to
1) identify community issues related to mental illness resulting from lack of community
services and supports, including any issues identified during the implementation of the
Mental Health Services Act, 2) Analyze the mental health needs in the community, and
3) identify and re-evaluate priorities and strategies to meet those mental health needs.
Community Services and Supports (CSS). Community Services and Supports is the
title of one of five components funded by the Mental Health Services Act. It refers to
mental health service delivery systems for children and youth, transition age youth,
adults, and older adults. These services and supports are similar to those provided in
the mental health system of care that is not funded by MHSA. Within community
services and supports are the categories of full service partnerships, general system
development, outreach and engagement, and project based housing programs.
Consolidated Planning Advisory Workgroup (CPAW). CPAW is an ongoing
advisory body appointed by the Contra Costa Mental Health Director that provides
advice and counsel in the planning and evaluation of services funded by MHSA. It is
also comprised of several sub-committees that focus on specific areas, such as stigma
reduction, homelessness, and services to the four age groups. It is comprised of
individuals with consumer and family member experience, service providers from the
County and community based organizations, and individuals representing allied public
services, such as education and social services.
Consumers. In this context consumers refer to individuals and their families who
receive behavioral health services from the County, contract partners, or private
providers. Consumers can be also referred to as clients, participants or members.
Contra Costa Mental Health (CCMH). CCMH is one of 58 counties, the City of
Berkeley, and the Tri-Cities area East of Los Angeles legislatively empowered to
engage in a contract, or Mental Health Plan, with the state to perform public mental
health services. This enables Contra Costa County to utilize federal, state, county and
private funding for these mental health services. The Mental Health Services Act is one
source of state funding. CCMH is divided into a Children’s System of Care and an Adult
and Older Adult System of Care.
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Co-occurring Disorders. Co-occurring disorders refers to more than one behavioral
and/or medical health disorder that an individual can experience and present for care
and treatment. Common examples are an individual with a substance abuse disorder
coupled with a mental health diagnosis, or a developmental disability, such as autism,
coupled with a thought disorder.
Cultural Competence. Cultural competence means equal access to services of equal
quality is provided, without disparities among racial/ethnic, cultural, and linguistic
populations or communities.
Employment Services. Employment Services is a continuum of services and supports
designed to enable individuals to get and keep a job. It includes 1) pre-vocational
services, such as removing barriers to employment, 2)employment preparation, to
include career counseling and education, training and volunteer activity support, 3) job
placement, to include job seeking, placement assistance and on-the-job training, and 4)
job retention, to include supported employment.
EPIC system. Epic is a nationwide computer software company that offers an
integrated suite of health care software centered on a database. Their applications
support functions related to patient care, including registration and scheduling; clinical
systems for doctors, nurses, emergency personnel, and other care providers; systems
for lab technicians, pharmacists, and radiologists; and billing systems for insurers.
Evidence Based Practices. This term refers to treatment practices that follow a
prescribed method that has been shown to be effective by the best available evidence.
This evidence is comprised of research findings derived from the systematic collection
of data through observation and experiment, and the formulation of questions and
testing of hypotheses.
Family Partners. Also referred to as Parent Partners, this professional brings lived
experience as a family member of an individual with a serious mental illness to their
provision of services. They often participate as a member of a multi-disciplinary team
providing mental health treatment, and assist families understand, acquire and navigate
the various services and resources needed.
Family-to-Family Training. Family-to-Family is an educational course for family,
caregivers and friends of individuals living with mental illness. Taught by trained
volunteer instructors from the National Alliance for the Mentally Ill it is a free of cost
twelve week course that provides critical information and strategies related to
caregiving, and assists in better collaboration with mental health treatment providers.
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Federal Poverty Level. This is a total household income amount that the federal
government provides an annual guideline that defines whether individuals are living
above or below the poverty level. For example, a family of four is determined to live
under the poverty level if their total income in 2014 is $23,850.
Focus Groups. In this context focus groups are a means for a small group (usually 8-
15) of individuals to provide input, advice and counsel on practices, policies or proposed
rulemaking on matters that affect them. Often these individuals are grouped by similar
demographics or characteristics in order to provide clarity on a particular perspective.
Forensic. In this context this is a term that is connected to individuals involved in the
legal court system. Public mental health services utilizing this term identify individuals
with mental health issues also involved in the court system.
Full Service Partnership (FSP). Full service partnership is a term created by the
Mental Health Services Act as a means to require funding from the Act to be used in a
certain manner for individuals with serious mental illness. Required features of full
service partnerships are that there be a written agreement, or individual services and
supports plan, entered into with the client, and when appropriate, the client’s family.
This plan may include the full spectrum of community services necessary to attain
mutually agreed upon goals. The full spectrum of community services consists of, but is
not limited to, mental health treatment, peer support, supportive services to assist the
client, and when appropriate the client’s family, in obtaining and maintaining
employment, housing, and/or education, wellness centers, culturally specific treatment
approaches, crisis intervention/stabilization services, and family education services.
Also included are non-mental health services and supports, to include food, clothing,
housing, cost of health care and co-occurring disorder treatment, respite care, and
wrap-around services to children. The County shall designate a personal service
coordinator or case manager for each client to be the single point of responsibility for
services and supports, and provide a qualified individual to be available to respond to
the client/family 24 hours a day, seven days a week.
The Full Service Partnership category is part of the Community Services and Supports
(CSS) component of the Mental Health Services Act. At least 50% of the funding for
CSS is to go toward supporting the County’s full service partnership category.
General System Development. This is a term created by the Mental Health Services
Act, and refers to a category of services funded in the community services and supports
component, and are similar to those services provided by community public mental
health programs authorized in the Welfare and Institutions Code. MHSA funded
services contained in the general system development category are designed to
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improve and supplement the county mental health service delivery system for all clients
and their families.
Greater Bay Area Regional Partnership. Regional partnership means a group of
County approved individuals and/or organizations within geographic proximity that acts
as an employment and education resource for the public mental health system. These
individuals and/or organizations may be county staff, mental health service providers,
clients, clients’ family members, and any individuals and/or organizations that have an
interest in developing and supporting the workforce of the public mental health system.
The Greater Bay Area Regional Partnership refers to an ongoing effort of individuals
and/or organizations from the twelve county greater California bay area region.
IMPACT (Improving Mood: Providing Access to Collaborative Treatment). This
refers to an evidence based mental health treatment for depression utilized specifically
for older adults, and is provided in a primary care setting where older adults are
concurrently receiving medical care for physical health problems. Up to twelve sessions
of problem solving therapy with a year follow up is provided by a licensed clinical
therapist, with supervision and support from a psychiatrist who specializes in older
adults. The psychiatrist assesses for and monitors medications as needed, and both
the clinician and psychiatrist work in collaboration with the primary care physician.
Innovation (INN). Innovation is the component of the Mental Health Services Act that
funds new or different patterns of service that contribute to informing the mental health
system of care as to best or promising practices that can be subsequently added or
incorporated into the system. These innovative programs accomplish one or more of
the following objectives; i) increase access to underserved groups, ii) increase the
quality of services, to include better outcomes, iii) promote interagency collaboration,
and iv) increase access to services. All new Innovation programs shall be reviewed and
approved by the Mental Health Services Oversight and Accountability Commission.
The Act states that five per cent of a County’s revenues shall go for Innovation.
Iron Triangle. This term refers to the central area of the city of Richmond that is
bordered on three sides by railroad tracks. The communities within this area have a
high number of households living below the poverty level, and have a high need for
social services, to include public mental health.
Laura’s Law. See Assembly Bill 1421.
Lesbian, Gay, Bi-sexual, Transgender, Questioning (LGBTQ). Persons in these
groups express norms different than the heterosexism of mainstream society, and often
experience stigmatism as a result. Lesbian refers to women whose primary emotional,
romantic, sexual or affectional attractions are to other women. Gay refers to men
whose primary emotional, romantic, sexual or affectional attractions are to other men.
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Bi-sexual refers to men or women whose primary emotional, romantic, sexual, or
affectional attractions are to both women and men. Transgender is a term that includes
persons who cross-dress, are transsexual, and people who live substantial portions of
their lives as other than their birth gender. People who are transgender can be straight,
gay, lesbian or bi-sexual. Questioning refers to someone who is questioning their
sexual and/or gender orientation.
Licensed Clinical Specialist. In this context the term licensed clinical specialist is a
County civil service classification that denotes a person meeting minimum mental health
provider qualifications, to include possessing a license to practice mental health
treatment by the California Board of Behavioral Sciences (BBS). An intern registered by
BBS also qualifies. A licensed clinical specialist or registered intern can sign mental
health treatment plans that qualify for federal financial participation through the Medi-
Cal program.
Medi-Cal. Medi-Cal is California’s version of the federal Medi-Caid program, in which
health and mental health care can be provided by public health and mental health
entities to individuals who do not have the ability to pay the full cost of care, and who
meet medical necessity requirements. The federal Medi-Caid program reimburses
states approximately half of the cost, with the remainder of the cost provided by a
variety of state and local funding streams, to include the MHSA.
Mental Health Career Pathway Program. Mental Health Career Pathway Programs
are education, training and counseling programs designed to recruit and prepare
individuals for entry into and advancement in jobs in the public mental health system.
These programs are a category listed as part of the workforce education and training
component of the Mental Health Services Act.
Mental Health Commission (MHC). The County’s Mental Health Commission are
individuals, often with lived experience as a consumer and/or family member of a
consumer, who are appointed as representatives of the County’s Board of Supervisors
to provide 1) oversight and monitoring of the County’s mental health system, 2)
advocacy for persons with serious mental illness, and 3) advise the Board of
Supervisors and the mental health director.
Mental Health Loan Assumption Program (MHLAP). This is a program that makes
payments to an educational lending institution on behalf of an employee who has
incurred debt while obtaining an education, provided the individual agrees to work in the
public mental health system for a specified period of time and in a capacity that meets
the employer’s workforce needs. The MHLAP is funded by the Mental Health Services
Act in the workforce education and training component.
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Mental Health Services Act (MHSA). Also known as Proposition 63, the Mental
Health Services Act was voted into law by Californians in November 2004. This
program combines prevention services with a full range of integrated services to treat
the whole person, with the goal of self-sufficiency for those who may have otherwise
faced homelessness or dependence on the state for years to come. The MHSA has
five components; community services and supports, prevention and early intervention,
innovation, workforce education and training, and capital facilities and technology. An
additional one percent of state income tax is collected on incomes exceeding one
million dollars and deposited into a Mental Health Services Fund. These funds are
provided to the County based upon an agreed upon fair share formula.
Mental Health Services Act (MHSA) Three Year Program and Expenditure Plan.
Each County prepares and submits a three year plan, which shall be updated at least
annually and approved by the County’s Board of Supervisors. The plan will be
developed with local stakeholders by means of a community program planning process,
and will include programs and funding planned for each component, as well as
providing for a prudent reserve. Each plan or update shall indicate the number of
children, adults and seniors to be served, as well as reports on the achievement of
performance outcomes for services provided.
Mental Health Services Oversight and Accountability Commission (MHSOAC).
The Mental Health Services Oversight and Accountability Commission was established
by the MHSA to provide state oversight of MHSA programs and expenditures, and is
responsible for annually reviewing and approving each county mental health program
for expenditures pursuant to the components of Innovation and Prevention and Early
Intervention.
Mental Health Professional Shortage Designations. This is a term used by the
federal Human Resource Services Administration to determine areas of the country
where there is a verified shortage of mental health professionals. These geographical
areas are then eligible to apply for a number of federal programs where financial
incentives in recruiting and retention are applied to address the workforce shortage.
Money Management. This is a term that refers to services that can encompass all
aspects of assisting an individual plan and manage financial benefits and resources. It
can include counseling on the interplay of work and other sources of income on Medi-
Cal, Medicare, Social Security Disability Income (SSDI), and Supplemental Security
Income (SSI). It can include becoming a conservator of funds for an individual who has
been deemed to be unable to manage their own funds.
Multi-dimensional Family Therapy (MDFT). MDFT is an evidence based
comprehensive and multi-systemic family-based outpatient or partial hospitalization
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program for substance-abusing adolescents, adolescents with co-occurring substance
use and mental disorders, and those at high risk for continued substance abuse.
Treatment is delivered in a series of 12 to 16 weekly or twice weekly 60 to 90 minute
sessions. Treatment focuses on the social interaction areas of parents and peers, the
parents’ parenting practices, parent-adolescent interactions in therapy, and
communications between family members and key social systems, such as school and
child welfare.
Multi-systemic Therapy (MST). MST is an evidence based mental health service that
is a community-based, family driven treatment for antisocial/delinquent behavior in
youth. The focus is on empowering parents and caregivers to solve current and future
problems, and actively involves the entire ecology of the youth; family, peers, school
and the neighborhood.
National Alliance on Mental Illness (NAMI). NAMI is the National Alliance on Mental
Illness, the nation’s largest grassroots mental health organization dedicated to building
better lives for the millions of Americans affected by mental illness. NAMI advocates for
access to services, treatment, supports and research and is steadfast in its commitment
to raise awareness and build a community for hope for all of those in need. NAMI is the
foundation for hundreds of NAMI State Organizations, NAMI Affiliates and volunteer
leaders who work in local communities across the country to raise awareness and
provide essential and free education, advocacy and support group programs.
Needs Assessment. In this context needs assessment means that part of the
community program planning process where the mental health services and supports
needs of the community are identified and assessed. This includes identifying
populations, age groups and communities that remain unserved, underserved or
inappropriately served.
Office of Statewide Health Planning and Development (OSHPD). The Office of
Statewide Health Planning and Development (OSHPD) is a state department that
assists California improve the structure and function of its healthcare delivery systems
and promote healthcare accessibility. OSHPD is the state entity responsible for the
implementation of various MHSA state level funded workforce education and training
programs, such as the mental health loan assumption program, psychiatric residency
programs, and several graduate stipend and internship programs.
Outreach and Engagement. In this context outreach and engagement is a MHSA term
that is a community services and support category, and a category in which prevention
and early intervention services can be provided. Services are designed to reach out
and engage individuals in mental health care who have a serious mental illness, or are
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at risk of developing a serious mental illness. These are individuals who have not
sought services in a traditional manner due to cultural or linguistic barriers.
Peer Provider. This is a term that refers to a professional who brings lived experience
as a mental health consumer to their provision of services. They often participate as a
member of a multi-disciplinary team providing mental health treatment, and assist
consumers and their families understand, acquire and navigate the various services and
resources needed.
Perinatal Depression. Perinatal depression is depression that occurs during
pregnancy and up to twelve months after giving birth. It can be caused by changes in
hormones during pregnancy and after having a baby. It can also be caused by the many
stresses of being a new mother. Postpartum depression, or depression after delivery, is
different from post-partum “blues,” which peak three to five days after delivery and
usually end within two weeks after the baby’s birth. A woman with perinatal depression
has symptoms that last two weeks or longer.
Personal Service Coordinators. Personal service coordinators, also known as case
managers, refers to a mental health clinician who develops and implements an
individual services and support plan with an individual diagnosed with a serious mental
illness, and who is part of a full service partner program under the MHSA. This plan
contains a diagnosis, level of severity, agreed upon goals, and actions by the consumer,
the personal services coordinator, and other service providers to reach those goals.
The personal service coordinator provides therapy, and additionally takes responsibility
for the delivery and/or coordination of both mental health and rehabilitation services that
assist the consumer reach his/her goals.
PhotoVoice Empowerment Program. The County sponsors classes designed to
enable individuals to create artwork consisting of a photograph and a personally written
story that speak to or represent the challenges of prejudice, discrimination and
ignorance that people with behavioral health challenges face. These artworks are then
displayed in the community to educate, raise awareness and reduce stigma.
Portland Identification and Early Referral (PIER) Model. This is an evidence based
treatment developed by the PIERS Institute of Portland, Maine. It is an early
intervention program for youth, ages 12-25 who are at risk for developing psychosis. It
is a multi-disciplinary team approach consisting of a structured interview to assess risk
for psychosis, multi-family group therapy, psychiatric care, family psycho-education,
supported education and employment, and occupational therapy.
Positive Parenting Program. The Triple P Positive Parenting Program is an evidence
based practice designed to increase parents’ sense of competence in their parenting
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abilities. It is a multilevel system of family intervention that aims to prevent severe
emotional and behavioral disturbances in children by promoting positive and nurturing
relationships between parent and child. Improved family communication and reduced
conflict reduces the risk that children will develop a variety of behavioral and emotional
problems.
Post-traumatic Stress Disorder (PTSD). Post-traumatic stress disorder (PTSD) is an
emotional illness that that is classified as an anxiety disorder, and usually develops as a
result of a terribly frightening, life-threatening, or otherwise highly unsafe experience.
PTSD sufferers re-experience the traumatic event or events in some way, tend to avoid
places, people, or other things that remind them of the event (avoidance), and are
exquisitely sensitive to normal life experiences (hyper arousal).
Prevention and Early Intervention (PEI). Prevention and Early Intervention is a term
created by the Mental Health Services Act, and refers to a component of funding in
which services are designed to prevent mental illnesses from becoming severe and
disabling. This means providing outreach and engagement to increase recognition of
early signs of mental illness, and intervening early in the onset of a mental illness.
Twenty percent of funds received by the Mental Health Services Act are to be spent for
prevention and early intervention services.
Pre-vocational Employment Services. These are services that enable a person to
actively engage in finding and keeping a job. Often the services remove barriers to
employment services, such as counseling on how working affects benefits, stabilizing
medications, obtaining a driver’s license or general education diploma, and resolving
immigration or other legal issues.
Prudent Reserve. This is a term created by the Mental Health Services Act, and refers
to a County setting aside sufficient MHSA revenues in order to ensure that services do
not have to be significantly reduced in years in which revenues are below the average
of previous years.
Psychiatric Emergency Services (PES). The psychiatric emergency services unit of
Contra Costa County is located next door to the Emergency Room of the Regional
Medical Center in Martinez. It operated 24 hours a day, seven days a week, and
consists of psychiatrists, nurses and mental health clinicians who are on call and
available to respond to individuals who are brought in due to a psychiatric emergency.
Persons who are seen are either treated and released, or admitted to the in-patient
psychiatric hospital ward.
Psychiatric Residency. Physicians who specialize in psychiatry complete a four year
residency program at one of several schools of psychiatry, such as that located at the
University of California at San Francisco. This is essentially a paid work study
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arrangement, where they practice under close supervision and concurrently take
coursework. At the final residency year the psychiatrist can elect to work in a medical
setting, teach, do research, or work in a community mental health setting.
Serious Mental Illness (SMI). Adults with a serious mental illness are persons
eighteen years and older who, at any time during a given year, have a diagnosable
mental, behavioral, or emotional disorder that meet the criteria of the Diagnostic and
Statistical Manual, and the disorder has resulted in functional impairment which
substantially interferes with or limits one or more major life activities.
Seriously Emotionally Disturbed (SED). Children from birth up to age eighteen with
serious emotional disturbance are persons who currently or at any time during the past
year have had a diagnosable mental, behavioral, or emotional disorder of sufficient
duration to meet diagnostic criteria specified within the Diagnostic and Statistical
Manual and results in functional impairment which substantially interferes with or limits
the child's role or functioning in family, school, or community activities.
Service Provider Individualized Recovery Intensive Training (SPIRIT). SPIRIT is a
recovery oriented, peer led classroom and experiential-based , college accredited
educational program for individuals with lived experience as a consumer of mental
health services. It is sponsored by Contra Costa Mental Health and Contra Costa
Community College, and successful completion satisfies the minimum qualifications to
be considered for employment by the County as a Community Support Worker.
Stakeholders. Stakeholders is a term defined in the California Code of Regulations to
mean individuals or entities with an interest in mental health services, including but not
limited to individuals with serious mental illness and/or serious emotional disturbance
and/or their families, providers of mental health and/or related services such as physical
health care and/or social services, educators and/or representatives of education,
representatives of law enforcement, and any organization that represents the interests
of individuals with serious mental illness and/or serious emotional disturbance and/or
their families.
Stigma and Discrimination. In this context these terms refer to the negative thoughts
and/or behaviors that form an inaccurate generalization or judgment, and adversely
affects the recovery, wellness and resiliency of persons with mental health issues.
These thoughts and behaviors can include any person who has an influence on a
person’s mental health well-being, to include the person experiencing the mental health
issue.
Substance Use Disorder. A substance use disorder is a disorder in which the use of
one or more substances leads to a clinically significant impairment or distress. Although
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the term substance can refer to any physical matter, substance abuse refers to the
overuse of, or dependence on, a drug leading to effects that are detrimental to the
individual's physical and mental health, or the welfare of others. The disorder is
characterized by a pattern of continued pathological use of a medication, non-medically
indicated drug or toxin which results in repeated adverse social consequences related
to drug use, such as failure to meet work, family, or school obligations, interpersonal
conflicts, or legal problems.
Supported Employment. Supported employment is a federal vocational rehabilitation
term that means competitive work for individuals with the most significant disabilities
that occurs in integrated work settings, or settings in which individuals are working
toward competitive work. Such work is consistent with the strengths, resources,
priorities, concerns, abilities, capabilities, interests, and informed choice of the
individuals. Supported employment usually means that a professional support person,
or job coach, assists the individual in a competitive work setting until assistance is no
longer needed.
Supportive Housing. Supportive housing is a combination of housing and services
intended as a cost-effective way to help people live more stable, productive lives.
Supportive housing is widely believed to work well for those who face the most complex
challenges—individuals and families confronted with homelessness and who also have
very low incomes and/or serious, persistent issues that may include substance abuse,
addiction or alcoholism, mental illness, HIV/AIDS, or other serious challenges to a
successful life. Supportive housing can be coupled with such social services as job
training, life skills training, alcohol and drug abuse programs, community support
services, such as child care and educational programs, and case management to
populations in need of assistance. Supportive housing is intended to be a pragmatic
solution that helps people have better lives while reducing, to the extent feasible, the
overall cost of care.
Systematic Training for Effective Parenting (STEP). Systematic Training for
Effective Parenting (STEP) is a parent education program published as a series of
books developed and published by the psychologists Don Dinkmeyer Sr., Gary D.
McKay and Don Dinkmeyer Jr. The publication was supplemented by an extensive
concept for training and proliferation. STEP has reached more than four million parents
and has been translated into several languages. It provides skills training for parents
dealing with frequently encountered challenges with their children that often result from
autocratic parenting styles. STEP is rooted in Adlerian psychology and promotes a
more participatory family structure by fostering responsibility, independence, and
competence in children; improving communication between parents and children; and
helping children learn from the natural and logical consequences of their own choices.
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Transition Age Youth (TAY). Transition Age Youth is a term meaning individuals who
are between the age of 16 years and 25 years of age. Specific mental health programs
that address this age group are in the adult system of care, and were designed to assist
in the transition of services from the children’s system of care, where individuals stop
receiving services at 18.
Workforce Education and Training (WET). Workforce Education and Training is a
term created by the Mental Health Services Act, and refers to the component of the
MHSA that funds programs and service that assist in the recruitment and retention of a
skilled and culturally competent mental health workforce.
Wellness Recovery Action Plan (WRAP). The Wellness Recovery Action Plan, or
WRAP, is an evidence-based practice that is used by people who are dealing with
mental health and other kinds of health challenges, and by people who want to attain
the highest possible level of wellness. It was developed by a group of people who have
a lived experience with mental health difficulties and who were searching for ways to
resolve issues that had been troubling them for a long time. WRAP involves listing one’s
personal resources and wellness tools, and then using those resources to develop
action plans to use in specific situations.
Wraparound Services. Wraparound services are an intensive, individualized care
management process for children with serious emotional disturbances. During the
wraparound process, a team of individuals who are relevant to the well-being of the
child or youth, such as family members, other natural supports, service providers, and
agency representatives collaboratively develop an individualized plan of care,
implement this plan, and evaluate success over time. The wraparound plan typically
includes formal services and interventions, together with community services and
interpersonal support and assistance provided by friends and other people drawn from
the family’s social networks. The team convenes frequently to measure the plan’s
components against relevant indicators of success. Plan components and strategies are
revised when outcomes are not being achieved.
Wellness Recovery Education for Acceptance, Choice and Hope (WREACH). The
WREACH Speaker’s Bureau is sponsored by Contra Costa Behavioral Health Services,
and is designed to reduce the stigma that consumers and family members often face in
the workplace, behavioral and physical health care systems, and in their communities.
The WREACH program forms connections between people in the community and
people with lived mental health and co-occurring disorders experiences by providing
opportunities for sharing stories of recovery and resiliency, and sharing current
information on health treatment and supports. Workshops are held to teach people and
their families how to write and present their recovery and resilience stories. These
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individuals are then connected with audiences that include behavioral health providers,
high school and college staff and students, law enforcement, physical health providers
and the general community.
Three-Year Program and Expenditure Plan and Annual Update County/City Certification Final (07/26/2013)
MHSA COUNTY COMPLIANCE CERTIFICATION
County/City: ____________________________ ☐ Three-Year Program and Expenditure Plan
☐ Annual Update
Local Mental Health Director
Name:
Telephone Number:
E-mail:
Program Lead
Name:
Telephone Number:
E-mail:
Local Mental Health Mailing Address:
I hereby certify that I am the official responsible for the administration of county/city mental health
services in and for said county/city and that the County/City has complied with all pertinent regulations
and guidelines, laws and statutes of the Mental Health Services Act in preparing and submitting this
Three-Year Program and Expenditure Plan or Annual Update, including stakeholder participation and
nonsupplantation requirements.
This Three-Year Program and Expenditure Plan or Annual Update has been developed with the
participation of stakeholders, in accordance with Welfare and Institutions Code Section 5848 and Title 9
of the California Code of Regulations section 3300, Community Planning Process. The draft Three-Year
Program and Expenditure Plan or Annual Update was circulated to representatives of stakeholder
interests and any interested party for 30 days for review and comment and a public hearing was held by
the local mental health board. All input has been considered with adjustments made, as appropriate.
The annual update and expenditure plan, attached hereto, was adopted by the County Board of
Supervisors on _________________________.
Mental Health Services Act funds are and will be used in compliance with Welfare and Institutions Code
section 5891 and Title 9 of the California Code of Regulations section 3410, Non-Supplant.
All documents in the attached annual update are true and correct.
______________________________________ ________________________________
Local Mental Health Director (PRINT) Signature Date
D-2
County:Contra Costa Date:April 17, 2014
A B C D E F
Community
Services and
Supports
Prevention and
Early
Intervention
Innovation
Workforce
Education and
Training
Capital
Facilities and
Technological
Needs
Prudent
Reserve
A. Estimated FY 2014/15 Funding
1.Estimated Unspent Funds from Prior Fiscal Years 16,250,578 10,572,630 3,314,376 2,043,384 4,054,864
2.Estimated New FY2014/15 Funding 28,060,615 7,015,154 1,846,093
3.Transfer in FY2014/15a/0
4.Access Local Prudent Reserve in FY2014/15 0
5.Estimated Available Funding for FY2014/15 44,311,193 17,587,784 5,160,469 2,043,384 4,054,864
B. Estimated FY2014/15 MHSA Expenditures 30,068,631 8,037,813 2,019,495 638,871 849,936
C. Estimated FY2015/16 Funding
1.Estimated Unspent Funds from Prior Fiscal Years 14,242,562 9,549,971 3,140,974 1,404,513 3,204,928
2.Estimated New FY2015/16 Funding 24,219,250 6,054,813 1,593,372
3.Transfer in FY2015/16a/0
4.Access Local Prudent Reserve in FY2015/16 0
5.Estimated Available Funding for FY2015/16 38,461,812 15,604,784 4,734,346 1,404,513 3,204,928
D. Estimated FY2015/16 Expenditures 31,568,631 8,037,813 2,019,495 638,871 849,936
E. Estimated FY2016/17 Funding
1.Estimated Unspent Funds from Prior Fiscal Years 6,893,181 7,566,971 2,714,851 765,642 2,354,992
2.Estimated New FY2016/17 Funding 24,758,147 6,189,537 1,628,825
3.Transfer in FY2016/17a/0
4.Access Local Prudent Reserve in FY2016/17 0
5.Estimated Available Funding for FY2016/17 31,651,328 13,756,507 4,343,677 765,642 2,354,992
F. Estimated FY2016/17 Expenditures 31,568,631 8,037,813 2,019,495 638,871 849,936
G. Estimated FY2016/17 Unspent Fund Balance 82,697 5,718,694 2,324,182 126,771 1,505,056
H. Estimated Local Prudent Reserve Balance
1. Estimated Local Prudent Reserve Balance on June 30, 2014 7,125,250
2. Contributions to the Local Prudent Reserve in FY 2014/15 0
3. Distributions from the Local Prudent Reserve in FY 2014/15 0
4. Estimated Local Prudent Reserve Balance on June 30, 2015 7,125,250
5. Contributions to the Local Prudent Reserve in FY 2015/16 0
6. Distributions from the Local Prudent Reserve in FY 2015/16 0
7. Estimated Local Prudent Reserve Balance on June 30, 2016 7,125,250
8. Contributions to the Local Prudent Reserve in FY 2016/17 0
9. Distributions from the Local Prudent Reserve in FY 2016/17 0
10. Estimated Local Prudent Reserve Balance on June 30, 2017 7,125,250
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Funding Summary
a/ Pursuant to Welfare and Institutions Code Section 5892(b), Counties may use a portion of their CSS funds for WET, CFTN, and the Local Prudent Reserve. The total amount of CSS funding used for this
purpose shall not exceed 20% of the total average amount of funds allocated to that County for the previous five years.
MHSA Funding
D-3
County:Contra Costa Date:April 17, 2014
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CSS
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
FSP Programs
1.Children 2,885,820 2,885,820
2.Transition Age Youth 2,065,642 2,065,642
3.Adult 2,935,514 2,935,514
4.Adult Mental Health Clinic Support 1,794,059 1,794,059
5.Wellness and Recovery Centers 875,000 875,000
6.Crisis Residential 2,017,019 2,017,019
7.MHSA Housing Services 4,886,309 4,886,309
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
Non-FSP Programs
1.Older Adult Mental Health Program 3,560,079 3,560,079
2.Children's Wraparound Support 2,161,974 2,161,974
3.Assessment and Recovery Center 1,250,000 1,250,000
4.Liaison Staff 513,693 513,693
5.Clinic Support 1,201,637 1,201,637
6.Forensic Team 493,973 493,973
7.Quality Assurance and Administrative Support 1,176,673 1,176,673
8.Administrative Support 2,251,239 2,251,239
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
CSS Administration 0
CSS MHSA Housing Program Assigned Funds 0
Total CSS Program Estimated Expenditures 30,068,631 30,068,631 0 0 0 0
FSP Programs as Percent of Total 58.1%
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Community Services and Supports (CSS) Component Worksheet
Fiscal Year 2014/15
D-4
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Community Services and Supports (CSS) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CSS
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
FSP Programs
1.Children 2,885,820 2,885,820
2.Transition Age Youth 2,065,642 2,065,642
3.Adult 2,935,514 2,935,514
4.Adult Mental Health Clinic Support 1,794,059 1,794,059
5.Wellness and Recovery Centers 875,000 875,000
6.Crisis Residential 2,017,019 2,017,019
7.MHSA Housing Services 4,886,309 4,886,309
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
Non-FSP Programs
1.Older Adult Mental Health Program 3,560,079 3,560,079
2.Children's Wraparound Support 2,161,974 2,161,974
3.Assessment and Recovery Center 2,750,000 2,750,000
4.Liaison Staff 513,693 513,693
5.Clinic Support 1,201,637 1,201,637
6.Forensic Team 493,973 493,973
7.Quality Assurance and Administrative Support 1,176,673 1,176,673
8.Administrative Support 2,251,239 2,251,239
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
CSS Administration 0
CSS MHSA Housing Program Assigned Funds 0
Total CSS Program Estimated Expenditures 31,568,631 31,568,631 0 0 0 0
FSP Programs as Percent of Total 55.3%
Fiscal Year 2015/16
D-5
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Community Services and Supports (CSS) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CSS
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
FSP Programs
1.Children 2,885,820 2,885,820
2.Transition Age Youth 2,065,642 2,065,642
3.Adult 2,935,514 2,935,514
4.Adult Mental Health Clinic Support 1,794,059 1,794,059
5.Wellness and Recovery Centers 875,000 875,000
6.Crisis Residential 2,017,019 2,017,019
7.MHSA Housing Services 4,886,309 4,886,309
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
Non-FSP Programs
1.Older Adult Mental Health Program 3,560,079 3,560,079
2.Children's Wraparound Support 2,161,974 2,161,974
3.Assessment and Recovery Center 2,750,000 2,750,000
4.Liaison Staff 513,693 513,693
5.Clinic Support 1,201,637 1,201,637
6.Forensic Team 493,973 493,973
7.Quality Assurance and Administrative Support 1,176,673 1,176,673
8.Administrative Support 2,251,239 2,251,239
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
CSS Administration 0
CSS MHSA Housing Program Assigned Funds 0
Total CSS Program Estimated Expenditures 31,568,631 31,568,631 0 0 0 0
FSP Programs as Percent of Total 55.3%
Fiscal Year 2016/17
D-6
County:Contra Costa Date:April 17, 2014
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated PEI
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
PEI Programs - Prevention
1.Underserved Communities 1,481,361 1,481,361
2.Supporting Youth 1,600,726 1,600,726
3.Supporting Families 585,434 585,434
4.Supporting Adults 246,986 246,986
5.Supporting Older Adults 489,449 489,449
6.Preventing Relapse 468,440 468,440
7.Stigma Reduction 692,988 692,988
8.Suicide Prevention 416,343 416,343
9.Administrative support /Planning/Evaluation 370,479 370,479
10.0
PEI Programs - Early Intervention
11.First Hope 1,685,607 1,685,607
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
PEI Administration 0
PEI Assigned Funds 0
Total PEI Program Estimated Expenditures 8,037,813 8,037,813 0 0 0 0
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Prevention and Early Intervention (PEI) Component Worksheet
Fiscal Year 2014/15
D-7
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Prevention and Early Intervention (PEI) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated PEI
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
PEI Programs - Prevention
1.Underserved Communities 1,481,361 1,481,361
2.Supporting Youth 1,600,726 1,600,726
3.Supporting Families 585,434 585,434
4.Supporting Adults 246,986 246,986
5.Supporting Older Adults 489,449 489,449
6.Preventing Relapse 468,440 468,440
7.Stigma Reduction 692,988 692,988
8.Suicide Prevention 416,343 416,343
9.Administrative support /Planning/Evaluation 370,479 370,479
10.0
PEI Programs - Early Intervention
11.First Hope 1,685,607 1,685,607
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
PEI Administration 0
PEI Assigned Funds 0
Total PEI Program Estimated Expenditures 8,037,813 8,037,813 0 0 0 0
Fiscal Year 2015/16
D-8
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Prevention and Early Intervention (PEI) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated PEI
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
PEI Programs - Prevention
1.Underserved Communities 1,481,361 1,481,361
2.Supporting Youth 1,600,726 1,600,726
3.Supporting Families 585,434 585,434
4.Supporting Adults 246,986 246,986
5.Supporting Older Adults 489,449 489,449
6.Preventing Relapse 468,440 468,440
7.Stigma Reduction 692,988 692,988
8.Suicide Prevention 416,343 416,343
9.Administrative support /Planning/Evaluation 370,479 370,479
10.0
PEI Programs - Early Intervention
11.First Hope 1,685,607 1,685,607
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
PEI Administration 0
PEI Assigned Funds 0
Total PEI Program Estimated Expenditures 8,037,813 8,037,813 0 0 0 0
Fiscal Year 2016/17
D-9
County:Contra Costa Date:April 17, 2014
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated INN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
INN Programs
1.Supporting LGBTQ Youth 420,187 420,187
2.Perinatal Depression Treatment 194,652 194,652
3.Trauma Recovery Project 123,493 123,493
4.Reluctant to Rescue 159,390 159,390
5.Administrative Support 121,773 121,773
6.Emerging programs 1,000,000 1,000,000
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
INN Administration 0
Total INN Program Estimated Expenditures 2,019,495 2,019,495 0 0 0 0
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Innovations (INN) Component Worksheet
Fiscal Year 2014/15
D-10
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Innovations (INN) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated INN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
INN Programs
1.Supporting LGBTQ Youth 420,187 420,187
2.Perinatal Depression Treatment 194,652 194,652
3.Trauma Recovery Project 123,493 123,493
4.Reluctant to Rescue 159,390 159,390
5.Administrative Support 121,773 121,773
6.Emerging programs 1,000,000 1,000,000
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
INN Administration 0
Total INN Program Estimated Expenditures 2,019,495 2,019,495 0 0 0 0
Fiscal Year 2015/16
D-11
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Innovations (INN) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated INN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
INN Programs
1.Supporting LGBTQ Youth 420,187 420,187
2.Perinatal Depression Treatment 194,652 194,652
3.Trauma Recovery Project 123,493 123,493
4.Reluctant to Rescue 159,390 159,390
5.Administrative Support 121,773 121,773
6.Emerging programs 1,000,000 1,000,000
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
INN Administration 0
Total INN Program Estimated Expenditures 2,019,495 2,019,495 0 0 0 0
Fiscal Year 2016/17
D-12
County:Contra Costa Date:April 17, 2014
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated WET
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
WET Programs
1.Administrative Support 184,426 184,426
2.Staff Training 84,000 84,000
3.SPIRIT 11,000 11,000
4.Family to Family 20,000 20,000
5.Law Enforcement 5,000 5,000
6.High School Academy 14,500 14,500
7.Graduate Level Internships 269,945 269,945
8.Bachelor/Master Degree Scholarships 50,000 50,000
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
WET Administration 0
Total WET Program Estimated Expenditures 638,871 638,871 0 0 0 0
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Workforce, Education and Training (WET) Component Worksheet
Fiscal Year 2014/15
D-13
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Workforce, Education and Training (WET) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated WET
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
WET Programs
1.Administrative Support 184,426 184,426
2.Staff Training 84,000 84,000
3.SPIRIT 11,000 11,000
4.Family to Family 20,000 20,000
5.Law Enforcement 5,000 5,000
6.High School Academy 14,500 14,500
7.Graduate Level Internships 269,945 269,945
8.Bachelor/Master Degree Scholarships 50,000 50,000
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
WET Administration 0
Total WET Program Estimated Expenditures 638,871 638,871 0 0 0 0
Fiscal Year 2015/16
D-14
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Workforce, Education and Training (WET) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated WET
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
WET Programs
1.Administrative Support 184,426 184,426
2.Staff Training 84,000 84,000
3.SPIRIT 11,000 11,000
4.Family to Family 20,000 20,000
5.Law Enforcement 5,000 5,000
6.High School Academy 14,500 14,500
7.Graduate Level Internships 269,945 269,945
8.Bachelor/Master Degree Scholarships 50,000 50,000
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
WET Administration 0
Total WET Program Estimated Expenditures 638,871 638,871 0 0 0 0
Fiscal Year 2016/17
D-15
County:Contra Costa Date:April 17, 2014
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CFTN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
CFTN Programs - Capital Facilities Projects
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
CFTN Programs - Technological Needs Projects
11.Electronic Health Records System - Administrative Support849,936 849,936
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
CFTN Administration 0
Total CFTN Program Estimated Expenditures 849,936 849,936 0 0 0 0
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Capital Facilities/Technological Needs (CFTN) Component Worksheet
Fiscal Year 2014/15
D-16
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Capital Facilities/Technological Needs (CFTN) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CFTN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
CFTN Programs - Capital Facilities Projects
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
CFTN Programs - Technological Needs Projects
11.Electronic Health Records System - Administrative Support849,936 849,936
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
CFTN Administration 0
Total CFTN Program Estimated Expenditures 849,936 849,936 0 0 0 0
Fiscal Year 2015/16
D-17
County:Contra Costa Date:April 17, 2014
FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan
Capital Facilities/Technological Needs (CFTN) Component Worksheet
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CFTN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
CFTN Programs - Capital Facilities Projects
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
CFTN Programs - Technological Needs Projects
11.Electronic Health Records System - Administrative Support849,936 849,936
12.0
13.0
14.0
15.0
16.0
17.0
18.0
19.0
20.0
CFTN Administration 0
Total CFTN Program Estimated Expenditures 849,936 849,936 0 0 0 0
Fiscal Year 2016/17
D-18
E‐1
PUBLIC COMMENT
PUBLIC HEARING
MHSA Three Year
Program and Expenditure Plan
Fiscal Years 2014-17
E-2
E-3
The Commission will provide reasonable accommodations for persons with disabilities
planning to participate in Commission meetings. Contact the Executive Assistant
at 925-957-5140 at least 48 hours prior to the meeting.
AGENDA
I. 6:15 Call to Order / Introductions
II. 6:20 Opening Comments by the Mental Health Commission (MHC) Chair
A. Review of authority for Public Hearing [Welfare & Institutions Code
5848(a)(b)]. A draft plan and update shall be prepared and circulated for
review and comment for at least 30 days to representatives of stakeholder
interests and any interested party who has requested a copy of the draft plans.
The Mental Health Commission shall conduct a public hearing on the draft plan
and annual updates at the close of the 30-day comment period. The Mental
Health Commission shall review the adopted plan or update and make
recommendations to the county mental health department for revisions.
B. Review of Public Hearing purpose
To confirm and complete the process.
III. 6:30 Fiscal Years 2014-2017 Mental Health Services Act (MHSA) Three Year
Program and Expenditure Plan – Warren Hayes, MHSA Program Manager
The Plan is available for review at: cchealth.org/mentalhealth/pdf/2014-mhsa-3-
year-plan.pdf
IV. 6:45 Public Comment On Plan
Members of the public may comment on any item of public interest within the
jurisdiction of the Mental Health Commission. Public Comment cards are
available on the table at the back of the room. Please turn them in to the
Mental Health Commission’s Executive Assistant. In the interest of time and
Contra Costa County’s Mental
Health Commission
Hosts a
PUBLIC HEARING
On the Fiscal Years 2014-2017
Mental Health Services Act Three Year
Program and Expenditure Plan
Thursday, June 12, 2014 6:15 – 7:45 p.m.
County Administration Building
651 Pine Street, Room 101, Martinez
E-4
equal opportunity, speakers are requested to observe a 3-minute maximum time
limit (subject to change at the discretion of the Chair). In accordance with the
Brown Act, if a member of the public addresses an item not on the Agenda, no
response, discussion, or action on the item may occur except for the purpose of
clarification.
V. 7:10 Commissioner Comments
Members of the Commission may comment on any item of public interest within
the jurisdiction of the Mental Health Commission. Commissioner Comment
cards are available at your seat. Please turn them in to the Mental Health
Commission’s Executive Assistant. In the interest of time and equal opportunity,
speakers are requested to observe a 3-minute maximum time limit (subject to
change at the discretion of the Chair). In accordance with the Brown Act, if a
member of the public addresses an item not on the Agenda, no response,
discussion, or action on the item may occur except for the purpose of clarification.
VI. 7:15 Develop List of Comments and Recommendations to the County Mental
Health Administration (MHA) and to the Board of Supervisors (BOS).
Action Item
VII. 7:45 Adjourn Public Hearing
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by
the staff to a majority of the members of the Mental Health Commission less than 96 hours to that meeting are
available for public inspection at 1340 Arnold Drive, Ste. 200, Martinez during normal business hours.
E-5
E‐6
MENTAL HEALTH COMMISSION
MHSA 2014-2017 PUBLIUC HEARING
6.12.2014 MINUTES – 1st Draft
Agenda Item
Discussion
Action/
Follow-up
I.
Call to Order and
Introductions
Mental Health Chairperson Sam Yoshioka called the
meeting to order at 6:25 p.m.
Commissioners Present:
Louis Buckingham, District III
Jerome Crichton, District III
Jack Feldman, District V
Dave Kahler, District IV (Left at 7:00)
Peggy Kennedy, District II
Carole McKindley-Alvarez, District I
Colette O’Keeffe, District IV
Teresa Pasquini, District I
Lauren Rettagliata, District II
Gina Swirsding. District I (4:55)
Sam Yoshioka, District IV
Commissioners Absent:
Peggy Black, District V
Evelyn Centeno, District V
Karen Mitchoff, BOS Repr.
Non-Commissioners Present:
Stan Baraghin, Consumer
Hillary Bowers, Recovery Innovations
Lia Bristol, Supv. Mitchoff’s Office
Lisa Bruce, OCE
Yolana Cruz, OCE
Doug Dunn, NAMI
Warren Hayes, MHSA Program Manager
Gerogette Howington, Family member
Kimberly Krisch, OCE
Gerold Loenicker, MHA
Erin McCarty, MHA
Susan Medlin, OCE
Joe Partansky, Guest
Roberto Roman, OCE
Karen Shuler, MHC Executive Assistant
Interpreters for sign language, Spanish and Vietnamese
II.
Opening
Comments by the
A. Review of authority for Public Hearing [Welfare &
Institutions Code 5848(a)(b)]. A draft plan and
update shall be prepared and circulated for review
E‐7
MHC Chair and comment for at least 30 days to representatives
of stakeholder interests and any interested party who
has requested a copy of the draft plans.
The Mental Health Commission shall conduct a
public hearing on the draft plan and annual updates
at the close of the 30-day comment period. The
Mental Health Commission shall review the adopted
plan or update and make recommendations to the
county mental health department for revisions.
B. Review of Public Hearing purpose
To confirm and complete the process.
Sam commented that he questioned the W&I Code
statute that was referred to above as being the authority
for the Public Hearing process and the Mental Health
Commission’s involvement in that process. But after
reading the portion cited, he found it was accurate as
stated above. He then turned the meeting over to
MHSA Program Manager Warren Hayes for the
introduction to the Public Comments..
III.
Fiscal Years
2014-2017 Mental
Health Services
Act (MHSA)
Three Year
Program and
Expenditure Plan
– Warren Hayes,
MHSA Program
Manager
The Plan is available for review at:
cchealth.org/mentalhealth/pdf/2014-mhsa-3-year-
plan.pdf
Warren stated that Contra Costa Mental Health is
pleased to present the draft Mental Health Services Act
(MHSA) Three Year Program and Expenditure Plan for
fiscal years 2014 through 2017. We welcome your
input this evening.
This Three Year Plan proposes to set aside $41.6 million
annually to fund over 80 programs and plan elements.
No new programs are proposed.
Yearly projected expenditures includes $30 million for
Community Services and Supports, $8 million for
Prevention and Early Intervention, $2 million for
Innovation, $600,000 for Workforce Education and
Training, and $850,000 for Capital Facilities and
Information Technology.
The budget analysis indicates that expenditures will
exceed revenues for the next three years, and predicts
that sufficient unspent funds from previous years are
available in each component to sustain this level of
programming for this three year period. That is,
assuming that there are no significant new funding
commitments.
The Plan proposes to evaluate all programs and plan
E‐8
elements during the next three year period in order to
determine whether each MHSA funded program or plan
element meets the letter and intent of MHSA, supports
the prioritized needs identified in our recently
completed community program planning process, meets
the agreed upon outcomes, and is cost effective. The
Plan also proposes to establish a monthly MHSA
financial report in the format provided in this Three
Year Plan in order to enable better fiscal accountability,
transparency and communication.
Finally, this Three Year Plan format and narrative style
has been changed from previous years. It contains a
Mental Health Director’s vision that is linked to our
community program planning process, crosswalks our
stakeholder’s prioritized needs to relevant parts of the
Plan, provides mental health service maps, program and
plan element profiles, and a glossary of terms used in
the Plan. Significant events leading up to today include:
April 18 - posting the needs assessment and
community engagement process reports.
April 21 - sending the first draft of the Plan to the
Mental Health Commission, Consolidated Planning
and Advisory Workgroup, and other interested
parties.
May 1 and May 8 - meeting with the Consolidated
Planning and Advisory Workgroup and the Mental
Health Commission for discussion of the Plan.
May 12 - posting the second draft of the Plan for the
30 day Public Comment period.
June 5 - responding to input received on the first
draft.
Tomorrow we will respond to the input received during
the public comment period, as well as input received
this evening. This written response will be included in
the Plan that is sent to the Board of Supervisors for
consideration.
IV.
Public Comment
on Plan
1) Joe Partansky re: Council on Mentally Ill Offenders.
There was discussion as to whether or not he could
distribute a flyer he had brought. The Executive
Assistant will send out the flyer to attendees
tomorrow. (See attached flyer.) He said he hopes
that the MHSA Plan allows for efforts at reducing
the number of mentally ill juveniles and adults in the
court system.
2) Douglas Dunn re: Laura’s Law. (See attached
Scan and e-mail
flyer Friday to
Commissioners
and all attendees.
E‐9
notes.) He asked that the $2.5-$2.75 million in
identified CSS funding for a full 45 person Laura’s
Law program be included in the 2014-2017 MHSA
Plan that the Board of Supervisors finally approve.
Until then, he said he personally and the NAMI-CC
Board of Directors cannot recommend approval of
the 2014-2017 MHSA Plan.
Note: The Chair allowed Doug’s comments to go
beyond the 3-minutes time limit. Peggy reminded the
Chair that anyone else commenting needed to be
allowed the same time (8 minutes). The Chair said time
was not a problem.
3) Stan Baraghin re: his experiences being 5150’d. He
said he objects to Laura’s Law.
4) Yolanda Cruz re: Laura’s Law and Behavior Health
Court. She spoke about her experience being
5150’d and taken to jail instead of a hospital when
she had a mental break. She said the Behavior
Health Court has helped her. These programs help
and they do need to get funded. She said she is for
Laura’s Law because you can get the help you need.
V.
Commissioner
Comments
1) Gina responded to the Public Comment Doug made
about Laura’s Law despite being told response was
not allowed during Public Comment except for
purpose of clarification. The Chair allowed her to
continue her comments about her opinion of Laura’s
Law.
2) Jerome said he wants to find out about how MHSA
can make more funds available for the Behavior
Health Court. If the Plan increases BHC from 18 to
30 clients per year, it would necessitate additional
staff. Especially on the cusp of Laura’s Law, can
the provision be made to expand and adequately
staff it?
3) Carole had questions regarding specifics in Plan to
raise client levels from 18 to 30.
Warren said he visited the BHC and spoke to clients
and the judge. The BHC is mandated and only
accepts individuals who violate the law. The
mandated part is they are given the option of staying
in jail or participating in treatment. MHSA only
funds the portion where the court system and County
staff, the clinicians, who are not funded by MHSA
but are really active – the case managers. When an
individual needs services from one of our
contractors – in this case it is ANKA – he asks
E‐10
questions about how many people ANKA currently
gets involved with and right now it’s miniscule. But
he left the 30 in the Plan. This was done before cuts
started being made. He added there isn’t a lot of
specificity around ANKA and the behavioral Health
Court mainly because it isn’t very active.
4) Teresa explained that the Commission had voted
to get additional information on behalf of the
Criminal Justice Committee and discuss it at the
next MHC meeting. She said she’s concerned about
specifics about the funds being requested and the
number of clients being served. She is confused
about how we can have a Plan where the program
doesn’t have to provide specifics. How are we
accepting that the costs given are what it actually
costs?
5) Jerome said there are currently 15 clients and 1
Mental Health Clinical Specialist. What does that
represent? How is this being thought out? Who and
in what way is putting this together? What
forethought has been given to the connection
between funding and the staffing?
Warren spoke about the contractural process. The
benchmark for the staff-client ratio for FSP is 1 to
12-15. Part of the impetus for MHSA doing an in
depth evaluation is asking if they delivered what was
originally negotiated and is it right right now? We
did a comprehensive review of ANKA.
6) Carole asked if there was a way for more
information in the Plan.
Warren: We can’t come up with what we haven’t
been provided. Is there a means in the Plan to get
you the information?
7) Peggy: In the next round, next time there should be
an evaluation attached to each of the programs – an
outcomes report evaluation adapted to each
program.
8) Gina: Find out how much money is left over they
still have floating around.
Warren: Method to determine projections needed.
How is program actually trending?
9) Lauren: Innovation pp. 42-43. Didn’t see
timeframe in Plan. Partnership/Collaboration
component is also missing. Explanation of funds
allocated for emerging programs.
10) Carole: Innovation programs have not been well
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thought out. The Plan needs to be well-thought-out.
Warren: Timeframe for Innovation Program has not
been set.
11) Lauren said we need to know what the timeframes
are for the Innovative Programs.
Warren said they are being proposed to be funded
for the next 3 years.
12) Carole asked how are Innovation Programs audited
or reviewed.
Warren: They will be included with all the others
and get the same treatment – actually get a lot more
scrutiny from the Innovation Committee.
13) Teresa: Have concerns, heard anecdotal information
about Crestwood, and wonders about outcomes
(Crestwood). She questions what $850,000 for IT is
going to be spent on. Says Warren is a hero for his
efforts. She said she is still not able to support this
Plan. There are too many loose ends. The ARC
budget needs to be explained. Is MHSA paying for
staffing? There needs to be clarity. Cannot support
it because there is no accommodation for Laura’s
Law.
Warren:
Regarding Crestwood, this Plan is an
Augmented Board and Care – outcomes is how
many beds they provide, but it needs to be
outcomes relating to funds that are augmenting
the board and care. As part of our evaluation
process, we will need to have outcomes that will
satisfy our need to know what they are doing
with their funds.
The money for IT was a number given to him by
Finance and represents the County operated staff
that has been in place to provide the planning for
the contract this is being negotiated. He feels the
figure will be lower. They have not agreed on a
contract yet to do this.
When he got here, in order to get Board approval
for the staffing pattern at the ARC, they had to
point to a funding source and it was MHSA. A
number of clinical specialties can be eligible for
federal funding, so how much MHSA funds
depends on the staffing pattern.
He is not part of the Laura’s Law process. It is
still ongoing. If Laura’s Law is approved and
MHSA funds are an issue, an update can be
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provided. He asked that they not be lumped
together because it’s not known how the Laura’s
Law discussion is going to go.
VI.
Develop list of
comments and
recommendations
to the County
Mental Health
Administration
and to the Board
of Supervisors
1) If the Plan increases BHC from 18 to 30 clients per
year, it would necessitate additional staff.
Especially on the cusp of Laura’s Law, can the
provision be made to expand and adequately staff it?
2) Is there a way for more specifics to be included in
the Plan (like ANKA and the BHC)? Without
deliverables, how can we vote?
3) In the next round, next time there should be an
evaluation attached to each of the programs – an
outcomes report evaluation adapted to each
program.
4) Find out how much money is left over they still have
floating around.
5) Innovation pp. 42-43. Didn’t see timeframe in Plan.
Partnership/Collaboration component is also
missing. Explanation of funds allocated for
emerging programs.
6) Innovation programs have not been well thought out.
The Plan needs to be well-thought-out.
7) Questions about what $850,000 for IT is going to be
spent on. The ARC budget needs to be explained.
Is MHSA paying for staffing? There needs to be
clarity.
Sam called for a motion to be made to send all the
questions and comments and recommendations made
during this Public Hearing to the Mental Health
Administration and to the Board of Supervisors.
Jerome made the motion and Carole seconded.
There was no further discussion. By a vote of 9-0-1,
the motion passed.
Motion to
forward list of
comments and
recommendations
to MHA and
BOS,
Passed 9-0-1.
Yes (9):
Louis
Jerome
Jack
Peggy K.
Carole
Colette
Teresa
Lauren
Sam
No (0)
Abstain (1):
Gina
Absent (4)
Evelyn
Dave
Peggy B.
Supv. Mitchoff
VII.
Adjourn Public
Hearing
The meeting adjourned at 7:45 p.m.
Respectfully Submitted,
Karen Shuler, Executive Assistant
Contra Costa County Mental Health Commission
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Contra Costa Mental Health Administration Responses to Public Comments,
Public Hearing and Mental Health Commission Comments/Recommendations
PUBLIC COMMENT
a. Comment. Page 4 - Though an acronym index is provided in the second
paragraph, CCMH is used without it being defined. To make the Plan reader
friendly, the first time an acronym is used please spell it out.
Response. The Contra Costa Mental Health (CCMH) administration agrees that
the first time an acronym is used that it should be spelled out, and acknowledges
that CCMH was first used without it being spelled out. Contra Costa Mental
Health is first spelled out on page 1 – Introduction. The acronym “CCMH” will be
inserted on page 1 to inform the reader that this stands for Contra Costa Mental
Health.
b. Comment. On Pages 8 & 9 Laura's Law is mentioned. At least, persons with a
serious mental illness that keeps them from treatment do make the pages of the
Plan. I will count this a good first step.
Response. As stated in the Three Year Plan, the County is studying the
feasibility of implementing or adapting Assembly Bill 1421, or Laura’s Law.
c. Comment. Housing and Homeless Services. There are new studies out that
show that it is less expensive to house someone with a serious mental illness
than it is to leave them homeless. So instead of the sentence that begins
"Unfortunately . . ." Maybe calling our county to a more forward thinking position
at providing housing is needed.
Response. The sentence reads, “Unfortunately sufficient affordable housing for
all consumers of CCMH is beyond the financial means of the County’s Behavioral
Health Services budget.” This statement is within the scope of this document,
and provides context for subsequent statements that identify plans for better
coordinating staff and resources in order to improve and maximize the impact of
the number of beds and housing units available. Advocacy for more funding for
additional affordable housing is beyond the scope of this document. However, it
is not outside the scope of individuals who are dedicated to advocating for this
issue.
d. Comment. Children Wraparound Support - page 25. Do any of these funds
qualify for federal reimbursement?
Response. These MHSA funds pay for staff participating in the Children’s
Wraparound Program, such as family partners, who are not qualified to sign
treatment plans that generate federal reimbursement funds. All staff who are
able to generate revenue, such as licensed clinicians, are funded by a
combination of non-MHSA, non-federal funds, such as realignment dollars, and
federal financial participation.
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e. Comment. Assessment and Recovery Center and Liaison Staff - page 25-
26. Do any of these positions qualify for funds for federal reimbursement?
Response. For the Assessment and Recovery Center - the potential for part of
the mental health service costs to be offset by other funding sources is being
determined, such as federal financial participation through Medi-Cal, and cost
offsets on selected mental health positions due to the Center being certified as a
federally qualified health center. Each potential funding source and its rules for
reimbursement will materially affect the potential program and staffing pattern
utilized at the center. Any realized cost offsets will affect the total amount of
MHSA funds needed, and subsequently affect the projected MHSA funds
budgeted for the Center.
For the Liaison Staff – these positions either do not qualify for cost offsets, such
as Medi-Cal reimbursement (Community Support Workers), or are performing
duties that do not qualify for cost offsets (Mental Health Clinical Specialists).
f. Comment. Can the Forensic Team positions qualify for AB 109 Funds?
Response. No, the MHSA funded positions that are part of the Forensic Team
do not qualify for AB 109 funds.
g. Comment. Pages 28-29 are hard to track. There is a Family Service
Coordinator, but what about the three positions that are at each of the Clinics,
East, West and Central?
Response. The Family Service Coordinator position resides at CCMH
headquarters, and performs a county wide role that provides non-direct service
functions that are administrative in nature. Any direct service positions housed in
clinics are part of the respective clinics’ staff and would not be included on the
administrative support list.
h. Comment. Page 33, New Leaf Program Martinez Unified School District. Since
each of the at-risk youths is under an individualized education plan (IEP) as
noted on page 33, would not the cost of this program be the responsibility of the
state and federal government?
Response. The program as designed does not fit within the parameters of
funding responsibility for either the state or federal educational systems.
i. Comment. Page 36 & 37, the Concord Health Center. Would not the two mental
health clinicians be paid for through reimbursement of Medi-Cal and federal
funds. Would this be a federally qualified health center?
Response. The Concord Health Center referenced in the draft should be more
correctly entitled the Concord Health Center II, and this change will be made in
the final Plan. This clinic has been certified as a federally qualified health center.
However, MHSA funds these two positions because they do not qualify for cost
offsets, as the positions are filled by Licensed Marriage and Family Therapists.
However, the two mental health clinicians could potentially generate federal
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financial participation through Medi-Cal reimbursement.
j. Comment. Since County personnel is very familiar with how the Plan is
implemented, they do not need to keep flipping back and forth to the section
labeled Plan on page 16, and the Program and Plan Element Profiles on page B-
1. But the average stakeholder and citizen does. Has it ever been considered to
put all of the Adult FSP Profiles together under the Plan portion that deals with
that, and all the Prevention and Early Intervention Profiles under that part of the
Plan that they deal with? I don't know if I am clearly getting my point across
here, but it seems disjointed the way it is now laid out. It also makes it easier for
one to follow the funding if the detail given in the Profile of the agency is under
each Plan element.
Response. Yes, it was considered to group the program profiles with the Plan.
This format has been used in previous years. Feedback from stakeholders
indicated that this was cumbersome as well, as they had to navigate through
extensive verbiage and sort out current with proposed information. Once the
Plan is adopted by the Board of Supervisors the electronic copy of the Plan will
contain hyperlinks that will enable the reader to toggle back and forth between
the Plan and Program Profiles where and when they feel the need. The adopted
hard copy will contain labeled tabs to assist the reader easily navigate this
version as well. We apologize for the current inconvenience.
k. Comment. Some Programs such as Crestwood & Modesto LLC do not have
outcomes. These are not new programs. How can they still be receiving funds if
they do not have outcomes?
Response. Currently the outcomes for Crestwood and Modesto LLC have been
the number of beds available for consumers experiencing a serious mental
illness who are or have been receiving services from CCMH. Contra Costa
Mental Health agrees that board and care facilities that receive additional, or
augmented, funding should have mutually agreed upon outcomes that account
for the additional funds received. The Evaluating the Plan section of the Three
Year Plan outlines a methodology to determine if the program achieves the
outcomes that have been agreed upon. Additional outcomes for augmented
board and care facilities will be determined with these programs as they undergo
a program and fiscal review, and these outcomes will be incorporated in their
contract as well as reflected in future Plan Updates.
PUBLIC HEARING
a. Comment. I hope that the Plan allows for efforts at reducing the number of
mentally ill juveniles and adults in the court system.
Response. The Three Year Plan funds a number of programs and plan elements
that provide mental health services to this population in order to reduce the
number of mentally ill juveniles and adults in the court system. Specifically,
multi-systemic therapy for juvenile offenders, clinicians out-stationed at juvenile
probation offices, clinicians working with the Oren Allen Youth Ranch, the
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Behavioral Health Court, and the forensic team, who work with individuals with
serious mental illness who are on probation and at risk of re-offending and
incarceration.
b. Comment. I am a family member whose family has suffered because no
program like Laura’s Law was in place. Enacting Laura’s Law would prevent
individuals who are seriously mentally ill from being placed in locked facilities.
The cost savings would reverse the trend of more and more of the County’s
mental health budget going to paying for locked facility costs. This would ease
the pressure for MHSA funds to pay for out-patient mental health costs. As a
representative of NAMI we cannot support the MHSA Three Year Plan without it
including funding for Laura’s Law.
c. Comment. I am a consumer who has been arrested, locked up and mistreated
by the law many times. I have handcuff scars to prove it. I am against Laura’s
Law because it violates my rights.
d. Comment. I am a consumer who was in jail for six months before being given
the opportunity to participate in Behavioral Health Court as an alternative to jail. I
received excellent mental health treatment, meet monthly with the judge, and my
life has turned around. I didn’t know I had a mental illness until I got treatment. I
am for Laura’s Law if it is run like the County’s Behavioral Health Court.
Response. The implementation of Laura’s Law has not yet been decided by the
County. Should the County wish to proceed in this direction, program and
funding issues need to be resolved, such as program design, court, public
defender, and law enforcement participation, size of population to be served,
budget and funding sources needed for sustainability, and any cost savings to
the County. For use of MHSA funds for financing the mental health treatment
portion of the implementation, a determination will need to be made whether the
proposed program design meets the General Standards (CCR 9 CA ADC
Section 3320) for use of MHSA funds, and whether a finding is made that no
voluntary mental health program serving adults and no children’s mental health
program will be reduced as a result of the implementation of this article (WIC 5
Section 5349). Page 8 and 9 of the Three Year Plan describes the introduction
of potential implementation of Laura’s Law, and the process for achieving
resolution. Additional language would be premature, given the status of
community input and planning efforts. Should the Board of Supervisors
recommend that MHSA funds be utilized to implement Laura’s Law, this new
program will be added to the Three Year Plan, or will be included as a Plan
Update, should this Three Year Plan be in place. A community program planning
process will be required prior to use of MHSA funds for implementing Laura’s
Law (CCR 9 CA ADC Section 3300), and Board of Supervisor approval is
required.
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MENTAL HEALTH COMMISSION COMMENTS/RECOMMENDATIONS
a. Comment. I am opposing Laura’s Law on the grounds that it violates consumers’
civil rights. The whole police and court experience is demeaning, overwhelming,
and exposing for persons with mental illness. Assisted out-patient treatment is
good, however, and should be funded. I am upset that the discussions and work
groups so far are dominated by those people who are for Laura’s Law, and
different perspectives are not allowed to be voiced.
Response. See above response.
b. Comment. The Three Year Plan calls for Anka to serve 30 consumers a year as
a Full Service Partner provider for those consumers who are participating in the
Behavioral Health Court. The Behavioral Health Court is an excellent program.
Can this number be increased to 40, and adequate funding provided?
Response. The Behavioral Health Court is part of the criminal justice system,
where the County provides most of the funding outside Contra Costa Mental
Health and MHSA funding. As the lead funder, the County determines the total
population capacity to be served. Presently the Behavioral Health Court has
approximately 15 active participants who participate for up to two years. Given
this scope of service, it would be difficult for Anka to provide full service partner
services to more than 30 individuals a year who are participating in the
Behavioral Health Court. As stated in the plan, every MHSA program and plan
element will undergo a comprehensive program and fiscal review during the
Three year Plan. This annual projected number will be examined during Anka’s
review and adjusted, if appropriate.
c. Comment. I support the Three Year Plan’s section on conducting a program and
fiscal review of each MHSA program and plan element. I would recommend that
in the next Three year Plan the results of these reviews be included as part of
describing the performance and outcomes of these programs and plan elements.
Response. CCMH Administration agrees, and will incorporate this
recommendation in the next Three year Plan.
d. Comment. We need to know how much money is left over after expenditures are
made.
Response. The Evaluating the Plan section states that a monthly MHSA
Financial Report will be generated that will depict funds budgeted versus spent
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for each program and plan element included in this Plan. This will provide
ongoing information, and enable sound planning for unspent funds.
e. Comment. The Innovation section of the Plan should be better thought out.
Specifically,
In the Innovation section of the Plan it does not say how long the listed
Innovation Projects will last.
Response. All of the listed Innovation Projects will last for the duration of the
Three Year Plan. This will be clarified in the final version of the Three Year Plan
forwarded to the Board of Supervisors. The Mental Health Services Oversight
and Accountability Commission (MHSOAC) has approval authority for all
Innovation Projects, and, until very recently, has remained silent on duration of
Innovation Projects. The MHSOAC recently published the first draft of state
regulations pertaining to the Innovation component, and are proposing a limit of
four years, with the potential of extending a project an additional year.
The MHSOAC web site states that how the project addresses partnership
and collaboration should be articulated.
Response. This particular web site lists the topics that an Innovation Project
proposal should contain as part of its submittal process to the MHSOAC for
approval. All approved CCMH Innovation project proposals as described in the
Plan have completed this multi-page detailed checklist of requirements, to
include addressing partnership and collaboration. The proposals were fully
vetted by the Innovation Committee of the Consolidated Planning and Advisory
Workgroup (CPAW). Including the full proposals in the Plan was not considered
appropriate, instead the Plan provides a summary of the concept, with a program
profile in Appendix B. Innovation project proposals are available upon request.
How are Innovation projects monitored and evaluated?
Response. Innovation projects are closely monitored by the Innovation sub-
committee of the Consolidated Planning and Advisory Workgroup. Innovation
projects will be evaluated utilizing the same methodology for evaluating all
programs and plan elements as outlined in the Three Year Plan.
Explain the funds allocated for emerging programs.
E‐19
Response. The Mental Health Services Act requires that five percent of funds go
for Innovation. For Contra Costa County this is approximately $2 million, which is
the yearly budgeted amount for the Plan. $1,019,495 is committed to existing
approved projects. The remaining $1 million is set aside for the four Innovation
project concepts that have been vetted and recommended by the Innovation sub-
committee and CPAW, and approved and included in previous Plan Updates.
These concepts have yet to be developed into full proposals with detailed
budgets for MHSOAC consideration. It would be premature to provide specificity
for these concepts, as they have yet to be developed.
f. Comment. I cannot support the Three Year Plan again this year because there
are too many loose ends; specifically,
There are no realistic numbers for persons served or outcomes
(deliverables) for some programs, such as Anka and Crestwood. Can we
get more specifics to be included in the Plan?
Response. Appendix B of the Three Year Plan provides a program profile of
every MHSA funded program that is included for funding in the Plan. Each
program profile contains a scope of services, target population, current year
payment limit, number to be served, and a listing of fiscal year 2012-13
outcomes. CCMH contract monitors are responsible for determining this
information with the program, and ensuring compliance. Anka provides this
specificity of deliverables. Crestwood is an augmented board and care operator
where outcomes are currently defined as number of beds available for
consumers experiencing a serious mental illness who are or have been receiving
services from CCMH. Contra Costa Mental Health agrees that board and care
facilities that receive additional, or augmented, funding should have mutually
agreed upon outcomes that account for the additional funds received. The
Evaluating the Plan section of the Three Year Plan outlines a methodology to
determine if the program achieves the outcomes, or deliverables, that have been
agreed upon. Additional outcomes for augmented board and care facilities will
be determined with these programs as they undergo a program and fiscal review,
and these outcomes will be incorporated in their contract as well as reflected in
future Plan Updates.
What is the yearly $850,000 for Information Technology used for?
Response. In the Capital Facilities/Information Technology section, the
Electronic Health Records System is explained, as is its current status. The
County is currently in negotiations with a vendor to develop and implement a new
system specifically for Behavioral Health Services. This as yet determined cost
will be funded by a one-time allocation to this component that was enacted in a
previous year community program planning process. The $849,936 yearly cost
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budgeted in this Plan is to pay for county operated staff to provide administrative
support for this project. The vendor contract cost will be shared as it becomes
available.
The mental health staffing budget and MHSA’s share of this cost for the
George Miller Wellness Center has not been determined.
Response. The not to exceed $2.75 million in total ongoing costs for the Center
was proposed to the County and accepted, as MHSA funding was determined to
be available at the time. From project approval to the recent opening of the
primary care element, the potential for part of the mental health service costs to
be offset by other funding sources is being determined, such as federal financial
participation through Medi-Cal, and cost offsets on selected mental health
positions due to the Center being certified as a federally qualified health center.
Each potential funding source and its rules for reimbursement materially affects
the potential program and staffing pattern utilized at the Center. Resolving these
mental health program and staffing issues will provide specificity on program
detail and amount needed from the MHSA fund.
Laura’s Law needs to be approved and funded.
Response. See above responses to potential Laura’s Law implementation.
ContraCostaCounty
The Board of Supervisors
County Administration Building
651 Pine Street, Room 106
Martinez, California 94553-1293
John Gioia, 1st District
Candace Andersen,
2nd District
Mary N. Piepho, 3rd District
Karen Mitchoff, 4th District
Federal D. Glover, 5th District
David Twa
Clerk of the Board
and
County Administrator
(925) 335-1900
July 8, 2014
Mental Health Services Oversight and Accountability Commission
1300 17th St., Suite 1000
Sacramento, CA 95811
E-mail: mhsoac@mhsoac.ca.gov
Dear Mental Health Services Oversight and Accountability Commission:
Enclosed you will find the Mental Health Services Act (MHSA) Three Year Program and Expenditure Plan for Fiscal Years
(FY) 2014/2015 through 2016/2017 as required. The Draft MHSA Three Year Program and Expenditure Plan for FYs
2014/2015 through 2016/2017 was posted for the required 30 day public review and comment period from May 12, 2014
through June 12, 2014. The MHSA Three Year Program and Expenditure Plan for FYs 2014/2015 through 2016/2017 was
adopted by the Contra Costa County Board of Supervisors on July 8, 2014.
Please note that we are not currently seeking Mental Health Services Oversight and Accountability Commission
(MHSOAC) approval for the new Innovation projects listed in the Plan but intend to do so at a later date. The descriptions
contained therein are meant to inform our stakeholders in regards to our intentions for the three-year period and are not
intended to receive approval from the MHSOAC at this time.
As required, we have enclosed one hard copy with original signature, and one electronic copy that is a single document in
PDF format, for submission.
If you have any questions on this request, please contact: Cynthia Belon, LCSW, Behavioral Health Services Director, 925-
957-5201, or Cynthia.Belon@hsd.cccounty.us.
Thank you.
Sincerely,
Karen Mitchoff, District IV
Chair of the Contra Costa County Board of Supervisors
Enclosure: Contra Costa County Adopted MHSA Three Year Program and Expenditure Plan for FYs 2014/2015 through
2016/2017