HomeMy WebLinkAboutMINUTES - 06162015 - C.142RECOMMENDATION(S):
ADOPT the draft Mental Health Services Act Three Year Program and Expenditure Plan Update, for Fiscal Years
2015/16 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 Update.
FISCAL IMPACT:
Adoption of the Mental Health Services Act Three Year Program and Expenditure Plan Update, Fiscal Years
2015-2016 through FY 2016/17 assures continued MHSA funding for Fiscal Years 2015/2016 through 2016/2017 in
the amount of $86,229,494.
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: 06/16/2015 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
ABSENT: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: June 16, 2015
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: T Scott, C Rucker, Warren Hayes
C.142
To:Board of Supervisors
From:William Walker, M.D., Health Services Director
Date:June 16, 2015
Contra
Costa
County
Subject:Mental Health Services Act (Proposition 63): Three Year Program and Expenditure Plan Update for Fiscal Years
2015/16 through 2016/17
BACKGROUND: (CONT'D)
Now known as the Mental Health Services Act (MHSA), the legislation provides public mental health funding by
imposing an additional one percent tax on individual taxable income in excess of one million dollars. There are a
total of five MHSA components which have been enacted out over time by the State 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; and Innovation. There are multiple programs operated within
each component. This is a state mandated program under Welfare & Institutions Code.
The Consolidated Planning and Advisory Workgroup (CPAW) actively participated in the production of the plan
and the Mental Health Commission hosted a public hearing and provided comments and recommendations.
CHILDREN'S IMPACT STATEMENT:
Not applicable
ATTACHMENTS
Plan overview
Plan final
MHSA Fiscal Year 2015-16 Plan Update - Overview
Contra Costa Behavioral Health Services is pleased to present the Mental Health
Services Act Plan Update for Fiscal Year 2015-16.
The 15-16 Plan Update proposes to set aside $43.1 million for fiscal year 2015-16 and
$43.1 million for 2016-17 in order to fund over 80 programs and plan elements. This
includes $31.6 million annually to fund 36 programs and plan elements in the
Community Services and Supports component that will serve approximately 2,000
individuals who are experiencing a serious mental illness. The Prevention and Early
Intervention component plans to set aside $8 million annually to fund 28 programs
serving approximately 13,000 persons, and are designed to prevent mental illness from
becoming severe and debilitating. $2 million is budgeted annually for eight Innovative
projects, and up to $638,000 is set aside for programs to recruit, train and retain our
public mental health workforce. In the Capital Facilities/ Information Technology
component, Contra Costa plans during the upcoming two year period to complete a $6
million electronic mental health records project that was started this fiscal year.
This is a Plan Update, and, as such, updates the Three Year Program and Expenditure
Plan that was approved last year. Changes to the Three Year Plan that are included in
this Plan Update are:
A description of this year’s Community Program Planning Process, where
stakeholders updated priority needs, suggested strategies to meet those
needs, and provided input on a Board of Supervisor approved Assisted
Outpatient Treatment Program.
Describes changes to the Full Service Partnership programs in West and
Central County; from contract providers collaboratively serving our Full
Service Partners to services provided by single agencies on a regional
basis.
Adds a description and budget for an Assisted Outpatient Treatment
Program. Program design is currently under development, with
implementation planned for November of this year.
Updates progress on implementation of the previously approved
Innovation Projects of Recovery through Employment Readiness,
Wellness Coaches, Partners in Aging, and Overcoming Transportation
Barriers.
Describes the completion of the Capital Facility construction projects of
the Miller Wellness Center and Hope House, and provides an update on
the implementation of the Electronic Mental Health Record System
Project.
In the Budget chapter, MHSA estimated revenues have been revised to
reflect an increase in total available funding for Fiscal Year 2015-16 from
$63.4 million to $72.1 million. Coupled with a revised upward estimate of
MHSA revenues in future years it is currently projected that total budget
spending authority will not need to be reduced in order to fully fund MHSA
programs and plan elements in future Three Year Plans.
The Evaluating the Plan chapter language has been changed to reflect
that the program and fiscal review process has been implemented, as well
as a monthly MHSA Financial report is being generated.
Program and Plan Element Profiles have been updated, to include
outcomes reported by programs for Fiscal Year 2013-14.
The Plan Update includes public comment, Mental Health Commission
recommendations, and the County’s response to the public comment and
recommendations.
Contra Costa County
Mental Health Services Act
Plan Update
Fiscal Year 2015 ‐ 2016
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Introduction
We are pleased to present Contra Costa County Behavioral Health Services (CCBHS)
Fiscal Year 2015-16 Plan Update to the integrated Mental Health Services Act (MHSA)
Three Year Program and Expenditure Plan (Three Year Plan). This Three Year Plan
started 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 Update describes 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 Update 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 and supports 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 Services System to
successfully provide care to those whose needs are greatest.
Plan Changes for FY 2015-16. Significant changes to the Three Year Plan that are
incorporated in this year’s Plan Update are the following:
A description of this year’s Community Program Planning Process (pages 14
to 22).
Changes to the Adult Full Service Partnership program (pages 26 and 27).
The addition of an Assisted Outpatient Treatment Program (page 27).
Adjustments to the Innovation (pages 49 to 53), Workforce Education and
Training (pages 54 to 57), and Capital Facilities/Information Technology
(pages 58 and 59) components to more closely reflect projected expenses.
The chapter entitled, The Budget, reflects increased projected revenues to
reflect current estimates. (pages 60 to 62).
Appendix E - Funding Summaries that indicate sufficient MHSA funds are
available to fully fund authorized budgeted amounts.
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Table of Contents
Introduction…………………………………………………………………………………..3
Vision…………………………………………………………………………………………7
The Community Program Planning Process……………………………………………..9
- For Fiscal Year 2014-15…………………………………………………………..10
- For Fiscal Year 2015-16…………………………………………………………. 19
The Plan…………………………………………………………………………………….29
- Community Services and Supports (CSS)…………………………………….. 29
- Prevention and Early Intervention (PEI)…………………………………………43
- Innovation (INN)……………………………………………………………………55
- Workforce Education and Training (WET)………………………………………60
- Capital Facilities/Information Technology (CF/TN)…………………………….64
The Budget…………………………………………………………….…………………...67
Evaluating the Plan………………………………………………………………………..71
Acknowledgments…………………………………………………………………………73
Appendices
- Mental Health Service Maps………………………………………………….....A-1
- Program and Plan Element Profiles…………………………………………….B-1
- Glossary………………………………………………………………………...…C-1
- Certifications………………………………………………………………………D-1
- Funding Summaries…………………………………………..………………….E-1
- Public Comment and Hearing…………………………………………………...F-1
- Board Resolution…………………………………………………………………G-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.
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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 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 that is
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
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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, CCBHS 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.
CCBHS has consolidated all of these components into a single Plan, and its current
MHSA funded programs and services were included in the Fiscal Year 2013-14 Plan
Update.
In addition to the above community program planning processes, CCBHS 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 Behavioral Health Services Director as each
MHSA component was developed and implemented. For the 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 CCBHS 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.
Community Program Planning Process for Fiscal Year 2014-15
A comprehensive community program planning process was initiated in Fiscal Year
2013-14 in order to inform the direction of the Three Year Plan.
Assessment of Need. During the months of September and October of 2013, CCBHS
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
CCBHS 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 CCBH 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
of the funded programs and plan elements will be assessed for the extent to which they
address these needs.
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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.
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.
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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), and
implement 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 programs develop outcome data that could help determine and improve
the level to which the most severely disabled are served.
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o Relevant program/plan elements: In FY 2014-15, the County Board of
Supervisors passed a resolution to enact Assembly Bill 1421, or Laura’s
Law, and authorized MHSA funding for the accompanying assisted out-
patient treatment model to be implemented in FY 2015-16. Also in FY
2014-15 two new full service partnership programs, one for transition age
youth and one for adults, were started in the Eastern part of the county.
Their impact should be felt in coming 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 are few more appropriate and less costly
alternatives. Suggested strategies included 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: Hope House, a crisis residential facility,
is now fully operational, and the Miller Wellness Center (formerly known
as the assessment and recovery center), opened its behavioral health
wing in FY 2014-15. CCBHS has been awarded 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
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 CCBHS.
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o Relevant program/plan elements: Unfortunately, sufficient affordable
housing for all consumers of CCBHS 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. An Innovation project from Vocational Services staff of CCBHS is
implementing 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
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
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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. CCBHS 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
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: CCBHS 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.
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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.
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 is in its second 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.
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
18
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.
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.
19
The stakeholder community has requested CCBHS 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. A monthly program
and budget report has been developed and now provides an ongoing
means of program and fiscal communication between administration and
stakeholders.
Community Program Planning Process for Fiscal Year 2015-16
The Community Program Planning Process for Fiscal Year 2015-16 built upon the
previous year’s comprehensive needs assessment and community engagement
process by engaging stakeholders in an active public dialogue of both needs identified
from the previous year, and introducing emerging public mental health needs. Also
input was solicited in anticipation of implementing an Assisted Outpatient Treatment
program in Fiscal Year 2015-16.
A community forum was held on February 25, 2014 in which 143 consumers and family
members, the Consolidated Planning and Advisory Workgroup, the Mental Health
Commission, National Alliance on Mental Illness – Contra Costa, provider organizations
and CCBHS staff planned, facilitated and participated in the event. Breakout sessions
discussed and prioritized identified and emerging mental health service needs,
strategies to address these needs, and provided input on implementing an Assisted
Outpatient Treatment program.
In addition to the Community Forum stakeholders provided written input online, and the
results of this alternate method of feedback are included below.
Finally, included below is input from five Community Living Room Partnership
Conversations held throughout the County that addressed health and behavioral health
service needs and suggested strategies. These conversations were designed to
include consumer, family members and service provider invitees to discuss needs and
solutions that encompassed primary care, mental health, housing and homeless
services, and alcohol and other drug services.
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1. Identified Needs and Strategies to Meet These Needs
Participants who attended the Community Forum were afforded the opportunity to
discuss identified needs from last year’s community program planning process, and
then each participant assigned five dot markers to the listed needs. The following
identified needs from last year’s community program planning process are listed in
order of dot markers assigned, with summaries of suggested strategies that participants
provided to meet these needs:
Housing and homeless services (42 dots assigned).
o Housing first – housing should be the first priority for mental health
treatment response. Addressing this priority with providing adequate,
affordable and appropriate housing can positively impact so many other
needs.
o Lack of affordable housing needs a much better coordinated response in
matching availability with need. Utilize electronic technology to maintain
an up to date data base and assign people to beds by having real time
visibility of need versus availability; much like the hospitality industry does
today.
o Living homeless, dealing with substance addiction and battling mental
illness are examples of conditions that make one feel less a person.
Respectful human contact can be all that is needed.
o Homelessness affects children’s mental health and performance in school.
Educators need more training and partnership with mental health
providers.
o Need more flexibility in housing resources, such as funds for application
costs, transportation, maintenance costs in order to get and keep housing.
o Need more transitional housing; we have supported housing and shelter
beds.
o Mental health consumers with a criminal record cannot get housing.
o Convert vacant existing public buildings, such as at the Concord Naval
Weapons Station, for temporary housing.
Assistance with meaningful activity (29 dots assigned).
o People need training on activities of daily living and life coaching as part of
their treatment plan so that they can gain self-sufficiency and better
manage their resources.
o Need to link preparation for employment activities with mental health
treatment.
o Assist people get involved in volunteer activities as a bridge to
employment.
o There needs to be a clubhouse model service in West and East County.
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o Integrate recreational therapy activities as part of the mental health
treatment plan.
Integration between service providers (25 dots assigned).
o Necessary services do exist, but they are either unknown, hard to access,
inconvenient to access, not integrated, or otherwise confusing.
o Integration of health services and behavioral health services is vital, as
lack thereof leads to system confusion, ineffective treatment, and is
dangerous to a person’s recovery.
o People have to start all over again when they go to a new provider. Have
the current provider go with the client to ensure a warm hand-off to a new
provider.
o Allow staff from contract agencies to communicate electronically with
county operated service providers and each other to share information
and coordinate services.
Crisis response (24 dots assigned).
o Need a much larger and more immediate mobile response to persons in
crisis.
o The 5150 and psychiatric emergency service (PES) response continually
needs to be re-evaluated to ensure the most kind and humane response
possible,
o School counselors need to be better trained to deal with students in
emotional crisis.
o Ambulances are expensive and traumatizing. Provide less expensive
transportation in a crisis situation, if appropriate.
Intervening early in psychosis (22 dots assigned).
o Kids can be helped at an early age. Reluctance to assign a diagnostic
label prevents help at the right time, as Medi-Cal only funds if medical
necessity is documented with a diagnosis of seriously emotionally
disturbed.
o Train teachers how to identify a child with mental health problems.
o We need to engage at risk young adults in healthy activities before they
become seriously mentally ill.
Children inpatient beds (21 dots assigned).
o There are no children’s in-patient psychiatric beds in the County. Kids are
sent far away. This separates them from their families and prevents
access.
o Consider strengthening lower levels of care, such as group homes, to
lessen the incidence of children needing to be put in locked facilities.
o Put an emphasis on services to children and foster care providers where
children are seen as at risk, but not yet placed in a locked facility.
22
Support for peer and family partners (19 dots assigned).
o Create more positions for peer and family member providers, develop
career progression capacity, and assist them in promotional opportunities.
o Pay them a living wage.
Navigating the system (18 dots assigned).
o Need more information on available resources. Most people don’t realize
resources are there until they have been through a mental health issue.
o Knowing what resources and how to navigate them is a very difficult task,
even by service providers employed by the system.
o There is no navigation between the mental health and education system.
o Work on improving system navigation on multiple levels, including system
mapping and guidance, resource collection and distribution, and ensuring
that there is no wrong door to services, to include the person’s front door.
o Create an easy to understand and use flow chart to help people get to the
right place.
Cultural/linguistic appropriate outreach and engagement (18 dots assigned).
o There are still cultural/ethnic groups who do not receive sufficient mental
health services, such as transgender women.
o Need to develop culturally appropriate means for identifying and reaching
out to those communities who do not participate in treatment or current
forums to identify their mental health needs.
o Make mental health care more accessible and less stigmatizing to
individuals who identify as lesbian, gay, bi-sexual, transgender, or who
question their sexual identity.
Access to services (17 dots assigned).
o Busses take hours. Take people to and from their mental health
appointments.
o Have health care needs coordinated with mental health needs so that
there are not multiple trips.
o Peer providers should be available to coach consumers how to take public
transportation, to include riding along with them.
o Need an easier access to all services. It takes too long.
o Allow consumers to access the electronic mental health record system to
make appointments and receive follow up reminders.
o Develop a system wide transportation response that can coordinate and
more efficiently apply resources.
Supporting family members and significant others (14 dots assigned)
o Provide more and better education and communication regarding mental
health treatment and medications provided.
23
o Provide peer mentoring and counseling to family members and significant
others.
o Need more family support advocacy in East and West County.
o Provide suicide prevention training for family members, such as identifying
early warning signs, how to get help, and follow up.
Serve those who need it the most (12 dots assigned)
o Need a better response to those who are dangerous to themselves and
their family and friends, and won’t take treatment. Hopefully implementing
Laura’s Law here will address this.
o Police responders should be trained to safely respond to people who are
severely compromised with mental health issues.
Integration between levels of care (11 dots assigned)
o Need an agreed upon means to support people from pre-break through
hospitalization.
Care for homebound frail and elderly (9 dots assigned)
o Mobile teams consisting of mental health treatment providers, health care
workers and peer providers should provide care to the homebound elderly
in their homes.
2. Emerging Needs and Strategies to Meet These Needs
Participants discussed service needs that were not listed from last year, and
provided suggested strategies to meet these needs.
Trauma informed care
o Returning veterans are falling through the cracks. Need to partner with
veteran’s programs to ensure our returning service men and women get
the care they need.
o Provide grief support for families undergoing loss.
o Assist coping with the trauma of neighborhood and gang violence and
immigration issues.
Education through social media
o Utilize today’s social media technology to provide community education on
reducing stigma and discrimination.
o Keep 211 information current and spread awareness of this resource.
Improved program response
o As programs demonstrate they are not addressing the needs for which
they are funded then take away the funding and give it to other programs.
Increased funding
o The need for public mental health care keeps increasing, but public
funding does not keep up. Stakeholders should coordinate efforts to
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influence the political process to bring in more dollars to meet this
increasing need.
o There is inadequate reimbursement for providing services, with too much
time taken to complete claim forms for billing.
o Need more funding to attract the most qualified professionals.
Persons with developmental and mental health issues
o Service providers of persons with the co-occurring issues of mental health
and developmental disabilities, such as autism and Down’s syndrome,
often do not provide a coordinated response that efficiently and effectively
applies appropriate resources. Systems that serve these individuals need
to facilitate dialogue, cooperation and remove system barriers to
coordinated service delivery.
Youth with co-occurring mental health and substance abuse issues
o Transition age youth often experience the compounding adverse effects of
alcohol and other drugs with mental health issues. Mental health
providers and substance abuse counselors should develop a
developmentally appropriate coordinated response to this at risk
population.
Support our behavioral health workers
o Develop and support all behavioral health workers, with emphasis on
those working in the most chronically stressful environments. Provide pay
commensurate with skills needed, a healthy work environment, and the
leadership and support needed for our workforce to provide the best care
possible.
3. Implementing an Assisted Outpatient Treatment (AOT) Program
Participants in the community forum provided input on how they would like an assisted
outpatient treatment program designed. They responded to the following questions:
How would you suggest we engage persons who are eligible for AOT?
o Have a mobile team capable of responding to crisis situations, and
capable of determining whether an individual is a threat to him/herself or
others.
o Outreach to potentially eligible individuals needs to be caring and client
centered.
o Outreach staff need to be experienced in recognizing and treating
symptoms of trauma, and experienced with persons under the influence of
multiple psychoactive substances.
o Staff need to be competent in responding to unique cultural and ethnic
differences. Capacity in non-dominant languages needs to be available.
25
o Prioritize engaging those individuals who pose a danger to others.
o Prioritize those individuals from Contra Costa who are being released from
out of county locked psychiatric facilities.
o Partner with law enforcement and emergency medical treatment (EMT)
staff, and ensure they are trained in mental health crisis intervention (CIT).
o Develop and implement a training curriculum for all staff at potential
places of referral regarding AOT and protocol for referral.
o Train all affected parties on 5150 statute, and follow up to ensure
provisions are uniformly applied.
o Develop positive working relationships with places where potentially
eligible individuals would be identified, such as psychiatric emergency
services (PES) and inpatient psychiatric hospitalization (4-C).
o Client rights and the benefits of AOT need to be clearly and consistently
communicated.
o AOT staff should develop a partnership with Adult Protective Services.
o Multi-media communication of the program should educate the community
and positively communicate rights and benefits that reflect actual practice.
o Outreach should also engage the individual’s family and support network
to assist the individual participate in treatment.
o Peer and family provider staff should be available to assist the individual
throughout the process, to include system navigation and transportation
assistance.
o Establish a staffed AOT hot line, and ensure 211 information is current.
Hot line and 211 response should support family members and significant
others who are dealing with current and potentially eligible individuals.
o Literature should be available in jails, homeless shelters and other places
where potentially eligible individuals reside.
o Keep outreach and engagement records to inform subsequent efforts.
How would you like the assessment and court process designed?
o Ensure all parties involved in the court process are trained in AOT.
o Either use the existing Behavioral Health Court or model the approach
after the Behavioral Health Court in Contra Costa.
o Mitigate the effects of the courtroom environment by considering holding
the court process in a more normalized environment.
o Ensure a multi-disciplinary team is involved in the assessment process, to
include primary care, substance abuse professionals and peer and family
member providers.
o Ensure the assessment process evaluates the source of the referral in
order to ensure the motivation of the referral source and veracity of
information provided supports an appropriate referral.
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o Ensure peer provider support and patient rights advocacy is provided
throughout the process. Use volunteers if necessary.
o The presiding judge(s) is critical. He/she needs to be well trained in AOT,
culturally competent and compassionate.
What services would you want emphasized?
o Provide services in accordance with the minimum standards specified in
the evidence based practice of the Assertive Community Treatment Team
model.
o In addition to mental health treatment and case management services
provide housing first, ensure peer and family member supports
throughout, quality health care, substance abuse assessment and
services, and attention to addressing developmental disability issues.
o Services need to be trauma informed and culturally and linguistically
competent.
o Staff need to be experienced in connecting to what motivates an eligible
individual in order to establish treatment goals and plans in which the
individual will actively participate.
o Involve the consumer’s family members and significant others in the
treatment process as much as is practicable, with emphasis toward
mending relationships and developing natural supports.
o Include transition planning to ensure the right level of care is provided at
the right time, and the consumer is appropriately connected to lower levels
of care as they improve.
o Providers need to continually assess potential harm to consumer, family
members and staff, and develop protocols to maximize safety.
o Employ stringent confidentiality measures throughout the process, with
care toward minimizing stigma and potential further criminalization.
o Make clear the process by which to opt out of treatment and obtain legal
representation.
o Establish stakeholder oversight, and develop clear program and fiscal
outcome measures.
Summary. The community program planning process identifies current and ongoing
mental health service needs, and provides direction for MHSA funded programs to
address these needs. 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
27
services, but addressed the entire public health and behavioral 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 Act Fund. 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 chapter contains 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.
28
29
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 $31.568 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
30
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 Child 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
31
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. Note that the
total contract amount of these programs are funded by a combination of Medi-Cal
reimbursed specialty mental health services and MHSA funds. Amounts listed are the
MHSA funded portion of the total contract:
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
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
32
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
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
MHSA Annual
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. Four contractors to the County currently provide full service partnerships, and
utilize a modified assertive community treatment model. This is a 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 currently contracts with the
county to provide full services partnerships for West County clients. Rubicon Programs
has recently announced that they will be ending their provision of mental health
treatment services by the end of Fiscal Year 2016-17. Mental Health Administration
staff are currently working with Rubicon to effect a smooth transition to a new Full
Service Partner provider in the latter part of the upcoming fiscal year.
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 contracts with the County to
provide the lead on full service partnerships for West County’s Hispanic population.
33
Anka Behavioral Health additionally serves those adults who have been charged with
non-violent felonies or misdemeanors, who experience a serious mental illness/serious
emotional disturbance, and are on probation. Contra Costa Behavioral Health’s
Forensic Team refers those individuals who have been screened for services and need
the full spectrum of care of a full service partnership program. In FY 2014-15 Anka
began receiving referrals directly from the Forensics Team for individuals involved with
the criminal justice system. Previously, the Contra Costa’s Behavioral Health Court
directly provided referrals to Anka.
During FY 2014-15 the heretofore Bridges to Home partnership between Rubicon
programs, Anka Behavioral Health and Community Health for Asian Americans (CHAA)
was restructured. Rubicon Programs now serves full service partners in West County,
and Anka Behavioral Health serves full service partners in Central County. CHAA has
re-directed staff to provide contract specialty mental health services for the County
outside of MHSA funding.
Assisted Outpatient Treatment. In February 2015 the Contra Costa Board of
Supervisors passed a resolution authorizing $2.25 million of MHSA funds to be utilized
on an annual basis for providing mental health treatment as part of an assisted
outpatient treatment program. The County will implement the standards of an assertive
community treatment team as prescribed by Assembly Bill 1421, and thus meet the
acuity level of a full service partnership. This program will provide an experienced,
multi-disciplinary team who will provide around the clock mobile, out-of-office
interventions to adults, a low participant to staff ratio, and will provide the full spectrum
of services, to include health, substance abuse, vocational and housing services.
Persons deemed eligible for assisted outpatient treatment will be served, whether they
volunteer for services, or are ordered by the court to participate. Services are expected
to start during FY 2015-16.
The Adult Full Service Partnership Program is summarized below:
Program/Plan
Element
County/Contract Region
Served
Number to
be Served
Yearly
MHSA
Annual
Funds
Allocated
Assisted
Outpatient
Treatment
To be
determined
Countywide 75 2,250,000
Full Service
Partnership
Rubicon
Programs
West County 75 928,813
Full Service
Partnership
Forensic
clients
Anka Behavioral
Health
Central
County
Countywide
50
30
768,690
Full Service
Partnership
Familias Unidas West County 30 207,096
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Full Service
Partnership
Hume Center East County 60 907,493
Total 320 $5,062,092
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. Two Wellness Nurse positions
have been added to help consumers maximize their well-being and minimize the
negative side effects of any psychotropic medications that may be prescribed. As these
new positions are filled they will provide clinical direction to Wellness Coaches,
positions being filled by Community Support Workers through an Innovation Project.
Program/Plan
Element
County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
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
Wellness and Recovery Centers. Recovery Innovations contracts 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
MHSA Annual
Funds
Allocated
Recovery and
Wellness
Centers
Recovery
Innovations
West, Central,
East County
200 875,000
Total 200 $875,000
35
Hope House - Crisis Residential Program. The County contracts 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 also serves 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
MHSA Annual
Funds
Allocated
Hope House -
Crisis
Residential
Program
Telecare Countywide 200 2,017,019
Total 200 $2,017,019
MHSA Housing Services. MHSA funded housing services supplements
services provided by CCBHS 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 annual budget for this 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.
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
36
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, CCBHS entered into a Memorandum of
Understanding with the Homeless Services Division that provides additional
funding to enable up to 64 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 Behavioral Health Services 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.
The allocation for MHSA Housing Services is summarized below:
Plan
Element
County/Contract Region
Served
Number to
be Served
Yearly
MHSA
Annual
Funds
Allocated
Supportive
Housing
Shelter, Inc. Countywide 119 1,663,668
Supportive
Housing
Bonita House Countywide To be
determined
220,000
(estimated)
Augmented
Board and
Care
Crestwood Central
County
Vallejo
80 beds
46 beds
411,653
Augmented
Board and
Care
Divines West County 6 beds 4,850
Augmented Modesto Countywide 7 beds 90,000
37
Board and
Care
Residential
Augmented
Board and
Care
Oak Hill East County 8 beds 21,120
Augmented
Board and
Care
Pleasant Hill
Manor
Central
County
18 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 64 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.
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:
38
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.
The Older Adult Mental Health Program is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
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.
39
Children’s Wraparound Support is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
Funds
Allocated
Wraparound
Support
County Operated Countywide Supports
Wraparound
Program
2,161,974
Total $2,161,974
Miller Wellness Center. The County has recently completed construction on a
separate building near the Contra Costa Regional Medical Center that houses an
assessment and recovery center. This county operated mental health treatment
program for both children and adults is 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 Miller Wellness Center if they do not need hospital level of
care. The Miller Wellness Center will also allow for urgent same day appointments for
individuals who either are not open to the Contra Costa Behavioral Health System of
Care, or have disconnected from care after previously been seen. The annual costs of
the behavioral health service delivery at the Miller Wellness Center has been reduced to
$500,000 starting in FY 2015-16. This is due to the Center being certified as a federally
qualified health center, and thus being able to be reimbursed for mental health clinical
staff time without use of MHSA funds. Positions to be filled under MHSA funding
include a program supervisor, two community support workers, and a clerk.
The MHSA allocation for the Miller Wellness Center is summarized below:
Program County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
Funds
Allocated
Miller Wellness
Center
(Formerly
Assessment
and Recovery
Center)
County Operated Countywide To be
Determined
500,000
Total $500,000
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
40
community. In addition, two Community Support Worker positions have been
authorized to liaison with Psychiatric Emergency Services in order to assist individuals
experiencing a psychiatric crisis connect with services that will support them in the
community. These positions will be housed at the Miller Wellness Center, and will be
filled as supervisory and clerical support are brought on line.
The allocation for the Liaison Staff is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
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, have been added to the
three clinics to be dedicated to the transporting of consumers to and from
appointments.
3) Evidence Based Practices. Clinical Specialists, one for each Children’s clinic,
have been 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
MHSA Annual
Funds
Allocated
Resource
Planning and
Management
County Operated Countywide Clinic Support 617,465
41
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
MHSA Annual
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 10% to 12% each 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) MHSA Annual 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
42
2) Administrative Support.
Function Position(s) MHSA Annual 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
Community Services and Supports (CSS) Annual Program Budget Summary
Full Service
Partnerships
Number to be
Served: 651
19,709,363
Children 2,885,820
Transition Age
Youth
2,065,642
Adults 5,056,092
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
11,859,268
Older Adults 3,560,079
Children’s
Wraparound
Support
2,161,974
Assessment and
Recovery Center
500,000
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
43
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 $8.037 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)
44
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-
45
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.
46
The allocation for these prevention activities are summarized below:
Program County/Contract Region
Served
Number to
be Served
Yearly
MHSA
Annual
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
350 159,679
Underserved
Communities
La Clinica de la
Raza
Central and
East County
3750 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 1,000 220,505
Underserved
Communities
Building Blocks
for Kids
West County 400 192,894
Total 6050 $1,476,176
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
47
and community partners work together on projects designed to
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.
48
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 80 170,000
Supporting
Youth
People Who
Care
East County 200 203,594
Supporting
Youth
RYSE West County 2,000 460,427
Supporting
Youth
STAND! Against
Domestic
Violence
Countywide 750 122,733
Supporting
Youth
County Operated Countywide 300 500,000
Total 3630 $1,550,954
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
49
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 210 225,000
Supporting
Families
First Five Countywide (numbers
included in
COPE)
75,000
Supporting
Families
Latina Center West County 300 102,080
Total 800 $585,434
d. The County’s primary care system staffs the County Health Centers,
which integrate 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.
50
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
51
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 300 533,400
Total 300 $533,400
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
52
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
53
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. A program supervisor and two planner/evaluator positions have
54
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 6,362,209
Early Intervention 1,685,607
Total $8,047,816
55
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
56
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.
5) Recovery Through Employment Readiness. 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
57
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.
The allocation for these programs are summarized below:
Program County/Contract Region
Served
Number to
be Served
Yearly
MHSA
Annual
Funds
Allocated
Supporting
LGBTQ Youth
Rainbow
Community
Center
Countywide 125 420,187
Women
Embracing
Life and
Learning
(WELL)
County Operated Central
County
50 194,652
Trauma
Recovery
Project
County Operated Central
County
40 123,493
Reluctant to
Rescue
Community
Violence
Solutions
West, East
County
40 126,000
Recovery
Through
Employment
Readiness
County Operated Countywide 150 277,445
Administrative
Support
County Countywide Innovation
Support
121,773
Total 405 $1,263,550
The following concepts have been designated to be Innovation Projects, and are on
track to be fully developed, approved and implemented during the period of this Three
Year Plan:
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 being
implemented. As these positions are filled they will be paired with
58
Wellness Nurses, and will be assigned to the adult mental health
clinics. They will receive training specific to the skill sets needed to
improve health and wellness outcomes for consumers.
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 MHSA funds will be for
Innovation Projects. In order to meet this five percent requirement additional funds will
59
be set aside for the emerging projects listed above, as well as new concepts that are
brought forward, should funds be available.
Innovation (INN) Component Annual Yearly Program Budget
Summary
Programs
Implemented
1,263,026
Funds allocated for
emerging programs
755,945
Total $2,019,495
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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 Behavioral Health Services
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 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. Workforce education and training staff 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
MHSA Annual
Funds
Allocated
Administrative
Support
County Operated Countywide N/A 68,863
Total $68,863
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
part of the MHSA community program planning process and training surveys
61
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 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, ii) training for law
enforcement officers to respond safely and compassionately to crisis situations
involving persons with mental health issues.
The County’s funding allocation for this category is summarized below:
Plan Element County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
Funds
Allocated
Staff Training Various vendors Countywide To be
determined
83,000
Family to
Family
NAMI Countywide 48 20,000
Law
Enforcement
Various Countywide 70 5,000
Total $108,000
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
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
62
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
MHSA Annual
Funds
Allocated
High School
Academy
Contra Costa
Unified School
District
Countywide 15 3,000
Total $3,000
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
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:
63
Program County/Contract Region
Served
Number to be
Served Yearly
MHSA Annual
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. The County 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. Contra Costa County has been allocated $309,733
from the state level WET fund to apply toward this 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 Behavioral Health Services system of care.
Workforce Education and Training (WET) Component Yearly Budget
Authorization:
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.
Capital Facilities. The County completed an extensive community program planning
process related to capital facility outlays and received approval from the State in 2010 to
spend up to $4 million for construction of a facility to house an assessment and
recovery center (Miller Wellness 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. Construction of both the Hope House and Miller
Wellness Center was completed in the Spring of 2014. Behavioral health programs are
operational in both facilities, with services described in the Community Services and
Supports component of the Three Year Plan.
Information Technology. Contra Costa received approval from the State in 2010 to
utilize up to $6 million in MHSA funds to develop and implement an electronic mental
health record system. The approved project is intended to transform the current paper
and location-based system with an electronic system where clinical documentation can
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.
Subsequent to approval for this project 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. Closing the gap required significant development efforts by EPIC system
65
staff. Initiation of the electronic mental health record system was delayed until EPIC
was fully operational in Contra Costa’s Health Service Division, and functionality
between EPIC’s capacity and the electronic mental health record’s objectives could be
determined. This was solved by the certification of EPIC’s Tapestry module, and work
began in FY 2013-14. The Epic Tapestry project 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. 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.
Information Technology Project funds available for Fiscal Year 2015-16 and Fiscal
Year 2016-17: $3,396,421
66
67
The Budget
The Contra Costa County Board of Supervisors authorized use of MHSA funds not to
exceed $43.1 million annually for the remaining Fiscal Years 2015-16 and 2016-17.
Pages 23 through 59 provide detailed projected budgets for individual MHSA plan
elements, programs, categories and components for FY 2015-16. The following table
summarizes the total MHSA spending authority by component for the remaining two
years of the Three Year Plan.
CSS PEI INN WET CF/TN TOTAL
FY 15/16 31,568,631 8,037,813 2,019,495 638,871 849,936 43,114,747
FY 16/17 31,568,631 8,037,813 2,019,495 638,871 849,936 43,114,747
Appendix E, entitled Funding Summaries, provides a revised FY 2014-15 through FY
2016-17 Three Year Mental Health Services Act Expenditure Plan. This funding
summary matches budget authority with projected revenues, and shows sufficient
MHSA funds are available to fully fund all programs and plan elements for the duration
of the three year period. The following fund ledger depicts projected available funding
versus total budget authority:
Fiscal Year 2015/16
A.Estimated
FY 2015/16
Available
Funding
CSS PEI INN WET CF/TN TOTAL
1.Estimated
unspent funds
from prior
fiscal years
23,376,885 6,198,315 3,764,013 1,359,451 3,336,356 38,035,020
2. Estimated
new FY 15/16
funding
25,915,302 6,479,394 1,704,506 0 0 34,099,202
3. Transfers in
FY 15/16
4.Estimated
available
funding for FY
15/16
49,292,187 12,677,709 5,468,519 1,359,451 3,336,356 72,134,222
B.Budget
Authority FY
15/16
31,568,631 8,037,813 2,019,495 638,872 849,936 43,114,747
68
Fiscal Year 2016/17
A.Estimated
FY 2016/17
Available
Funding
CSS PEI INN WET CF/TN TOTAL
1.Estimated
unspent
funds from
prior fiscal
years
17,723,556 4,639,896 3,449,024 720,580 2,486,420 29,019,476
2. Estimated
new FY
16/17
funding
31,133,361 7,783,908 2,047,679 0 0 40,964,948
3. Transfers
in FY 16/17
4.Estimated
available
funding for
FY 16/17
48,856,917 12,423,804 5,496,703 720,580 2,486,420 69,984,424
B.Budget
Authority
For FY16/17
31,568,631 8,037,813 2,019,495 638,872 849,936 43,114,746
C.Estimated
FY 16/17
Unspent
Fund
Balance
17,288,286 4,385,991 3,477,208 81,708 1,636,484 26,869,677
Prudent Reserve: $7,125,250
Notes.
1. 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.
2. 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
69
existing WET programs for the next three year period (FY 2017-20) may require
use of new funding.
3. 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.
4. For the CF/TN component it is projected that the one-time costs of implementing
a mental health electronic record system will utilize the entire component fund
balance by the end of this three year period. Any costs that are incurred above
the total funds set aside for this project will be considered separately as a new
and additional funding obligation.
5. Significant changes in revenues or funding commitments, such as program
additions, reductions or general cost of living adjustments will be reflected in
subsequent plan updates.
Toward Balancing the Budget. In FY 2014-15 it was determined that actual MHSA
expenditures in FY 2013-14, while not exceeding budget authority, did exceed actual
MHSA revenues received. Extrapolating this shortfall forward in future years indicated
that available unspent MHSA funds from previous years could eventually be exhausted,
and sufficient MHSA funds might not exist in future Three Year Plans to fully fund all
authorized MHSA programs and plan elements. However, projected expenditures for
FY 2014-15 indicate that revenues will exceed expenditures. Coupled with a revised
upward estimate of MHSA revenues in future years it is determined that current total
budget spending authority will not need to be reduced in order to fully fund MHSA
programs and plan elements in future Three Year Plans.
70
71
Evaluating the Plan
Contra Costa Behavioral Health Services 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 implemented 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 contract and county operated programs and
plan elements receiving MHSA funds are undergoing a program and fiscal review. This
entails 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 receives 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.
72
In addition, a monthly MHSA Financial Report is generated that depicts funds budgeted
versus spent for each program and plan element included in this Plan. This enables
ongoing fiscal accountability, as well as provides information with which to engage in
sound planning.
73
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 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
74
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.
A‐2
A-3 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 WEST COUNTY CHILDREN’S MENTAL HEALTH SERVICES Provider Network Organizational Child Therapy Institute (El Cerrito) Asian Community Mental Health (Richmond) Carrie McCluer & Associates (Crocket) Individual (38*) * Adults and Children Countywide Services Contracted Psychiatric Hospitals School Based 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 - Regional Community Based Organizations Providers Network Children’s Specialty Programs 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 Katie A 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 STAND! 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: 7 Elementary Schools: Grant, Harbor Way,Lincoln, Nystrom, Peres, Martin Luther King and Stege BACR RichmondLa Cheim RichmondFamilias Unidas Richmond Seneca (Mobile Response Team) Countywide Early Childhood Mental Health Richmond Head Start Lincoln (Multi-Dimensional Family Therapy) Countywide COFY (Multi-Systemic Therapy) Countywide Community Violence Solutions San Pablo Contractor: Seneca At: Catalyst (WCCUSD) Youth Services Bureau Richmond Consumer Self-Help Center (Patients’ Rights Advocates) First-Hope Program (PEI) Fred Finch (TAY FSP) Richmond Start FSP Seneca Countywide STAND! (Respite & Mentoring) CountywideLincoln (In-Home Behavioral Services) Countywide CCRMC – 4C (County Inpatient) Psychiatric Emergency Services (County Outpatient)Contra Costa Crisis CenterOutpatient Psychiatric Emergency Services Inpatient Psychiatric Emergency Services Alternative Family Services Richmond
A-4 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 Rapid Access 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 Network Organizational Child Therapy Institute (El Cerrito) Asian Community Mental Health (Richmond) Carrie McCluer & Associates (Crocket) Individual (38*) * Adults and Children 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 (TAY) (Richmond) Jewish Family and Children Services 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 -Regional 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 39th Street, Richmond Family Institute of Pinole Address: 668 Quinan Street #100, Pinole Conservatorship/Guardianship Transition Services Forensic Services Vocational Services Anka - Nierika House (Crisis Residential Facility) Address: 1959 Solano Way, Concord Crestwood Pathways (Transitional Residential) Older Adult Services Senior Peer Counseling Impact ICM Nevin House (Transitional Residential) Address: 3215/3221 Nevin Ave, Richmond First-Hope Program (PEI) Consumer Self-Help Center Patients’ Rights Advocates Consumer Driven Programs Hope House (Crisis Residential Facility) Address: 300 Ilene St., Martinez George and Cynthia Miller Wellness Center Address: 25 Allen Street, Martinez Crestwood The Bridge Board & Care Our House Board & Care Outpatient Psychiatric Emergency Services Inpatient Psychiatric Emergency Services Psychiatric Emergency Services (County Outpatient) CCRMC – 4C (County Inpatient) Contra Costa Crisis Center
A-5 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 CENTRAL COUNTY CHILDREN’S MENTAL HEALTH SERVICES Provider Network Organizational YWCA (Martinez) Individual (72*) * Both adult and children Countywide Services Contracted Psychiatric Hospitals School Based Programs Seneca (Mobile Response Team) Countywide Prevention & Early Intervention Programs: Child Abuse Prevention Council (Concord) 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) System of Care - Regional Community Based Organizations Providers Network Children’s Specialty Program 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 Katie A 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 STAND! La Cheim SenecaLa 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 (In-Home Behavioral Services) Countywide Youth Services Bureau Concord At: Belair JH (MDUSD), Fair Oaks JH (MDUSD), El Dorado JH (MDUSD) Pathways to Wellness Martinez Consumer Self-Help Center (Patients’ Rights Advocates) First-Hope Program (PEI) Contra Costa Crisis Center Prevention & Early Intervention Head Start STAND! (Respite & Mentoring) Countywide Lincoln (Multi-Dimensional Family Therapy) CountywidePsychiatric Emergency Services (County Outpatient) CCRMC – 4C (County Inpatient) Outpatient Psychiatric Emergency Services Inpatient Psychiatric Emergency Services Lynn Center Countywide
A-6 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 Rapid Access Suicide Prevention Pilot Perinatal/Post-partum Depression Pilot Trauma Therapy Group Behaviorist/Primary Care 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 Multi-Service Center Address: 1121 Detroit Ave., Concord Conservatorship/Guardianship Provider’s Network Organizational YWCA (Martinez) Individual (72*) * Both adults and children Prevention & Early Intervention Programs: Child Abuse Prevention Council (Concord) Contra Costa Clubhouses (Concord) 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) 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 Pathways (Transitional Residential) Older Adult Services Senior Peer Counseling Impact ICM Nevin House (Transitional Residential) Address: 3215/3221 Nevin Ave, Richmond George and Cynthia Miller Wellness Center Address: 25 Allen Street, Martinez Rainbow Community Center (Counseling Program) Address: 2118 Willow Pass Rd., Concord ANKA Central FSP Address: 1410 Danzig Plaza, Concord Hope House (Crisis Residential Facility) Address: 300 Ilene St., Martinez Consumer Self-Help Center Patients’ Rights Advocates Consumer Driven Programs Fred Finch (TAY FSP) Address: 1410 Danzig Plaza, Concord Contra Costa Crisis CenterFirst-Hope Program (PEI) Psychiatric Emergency Services (County Outpatient) CCRMC – 4C (County Inpatient) Crestwood The Bridge Board & Care Our House Board & Care Outpatient Psychiatric Emergency Services Inpatient Psychiatric Emergency Services
A-7 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: Children EAST COUNTY CHILDREN’S MENTAL HEALTH SERVICES Provider Network Organizational Amador Institute (Antioch) YWCA (Antioch) Psychotherapy Institute (Antioch) Child Therapy Institute (Antioch) Individual (66*) * Adults and children Countywide Services Contracted Psychiatric Hospitals School Based Programs Seneca (Mobile Response Team) Countywide Outpatient Services Contractor: Seneca Center At Riverview Middle School (MDUSD) Contractor: Lincoln At: 2 Elementary Schools Foothill Petite Academy Contractor: Lincoln At: 2 Junior High Schools: Black Diamond Learning Academy Mental Health Enhanced Classroom(s) Outpatient School Wide Mental Health Services Contractor Lincoln At: 2 High School Pittsburg HS Black Diamond Contractor Lincoln Child Center At 6 Elem. Schools Highlands, Stoneman, Parkside, Heights, Foothills, Marina Vista and Willow Cove (All PUSD) Contractor Seneca Center At: 4 Middle Schools Riverview Lincoln Rancho Medanos Martin Luther King 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! (Richmond) Rainbow Child Abuse Prevention Council (Walnut Creek) Prevention & Early Intervention Programs System of Care -Regional Community Based Organizations Providers Network Outpatient Services Contractor: La Cheim At: Antioch Children’s Specialty Programs 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 Katie A 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 STAND! La Cheim SenecaLa Clinica Oakley Community Health for Asian Americans Antioch Thunder Road Countywide Lynn Center Countywide COFY (Multi-Systemic Therapy) Countywide Head Start Community Violence Solutions AntiochConsumer Self-Help Center (Patients’ Rights Advocates) Contra Costa Crisis CenterFirst-Hope Program (PEI) Lincoln (Multi-Dimensional Family Therapy) Countywide Youth Homes TAY FSP Lincoln Child Center (In-Home Behavioral Services) Countywide STAND! (Respite & Mentoring) Countywide Psychiatric Emergency Services (County Outpatient)CCRMC – 4C (County Inpatient) Inpatient Psychiatric Emergency Services Outpatient Psychiatric Emergency Services
A-8 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 Rapid Access 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 Multi Service Center Address: West 4th St., Antioch Provider’s Network Organizational Psychotherapy Institute (Antioch) Amador Institute (Antioch) YWCA (Antioch) Child Therapy Institute (Antioch) Individual (66*) * Adults and Children 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 -Regional 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 Transition Services Forensic Services Vocational Services Anka - Nierika House (Crisis Residential Facility) Address: 1959 Solano Way, Concord Crestwood Pathways (Transitional Residential) Older Adult Services Senior Peer Counseling Impact ICM 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: 555School St., PittsburgConsumer Self-Help Center (Patients’ Rights Advocates) First-Hope Program (PEI) Contra Costa Crisis CenterConsumer Driven Programs Hope House (Crisis Residential Facility) Address: 300 Ilene St., Martinez Psychiatric Emergency Services (County Outpatient) CCRMC – 4C (County Inpatient) George and Cynthia Miller Wellness Center Address: 25 Allen Street, Martinez Crestwood The Bridge Board & Care Our House Board & Care Outpatient Psychiatric Emergency Services Inpatient Psychiatric Emergency Services
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 utilizes the assertive
community treatment model.
Anka’s FSP program 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. Previously, the Contra Costa’s
Behavioral Health Court directly provided referrals to Anka.
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
d. Number served: In FY13/14 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 87 individuals.
e. Outcomes: Below are the FY 13/14 outcomes for Bridges to Home Central.
B‐2
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 13-14.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 231 210 0.277 0.265 - 4.3
Inpatient
episodes 64 34 0.070 0.039 - 44.3
Inpatient days 497 293 0.544 0.309 - 43.2
* 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: In FY 13/14: 91. To be served: 50 high risk and underserved
community members.
e. Outcomes:
All of the 91 program participants received system navigation support for
mental health treatment, Medi-Cal benefits, and other essential benefits.
91% of survey 80 survey respondents increased their knowledge of mental
health resources and benefits available.
77% of 80 survey respondents reported better linkage to community
resources.
47% of respondents reported a reduction in mental health symptoms
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: Not Me Without Me (PEI)
a. Scope of Services
Ensure BBK Zone families are knowledgeable about and have access to a
network of supportive and critical health and mental health information and
services
o Sanctuary support groups for women focusing on topics such as
‘healing from domestic violence’, ‘using social support’, ‘recognizing
serious mental illness’, ‘building confidence’
o Linkage with east bay service providers
o Family engagement activities
Train and support families to self-advocate and directly engage the services
they need
o Parent partners who work out of elementary schools support families
and model advocacy skills
Provide a range of parent support services for parents/primary caregivers,
including cumulative skills-based training opportunities on effective parenting
approaches
b. Target Population: Children and Families in the Iron Triangle, Richmond
c. Payment Limit: $192,894
d. Number served: In FY 13/14: 1226 Individuals (includes outreach and education
events). To be served: 1200 individuals.
e. Outcomes:
BBK trained 49 community health advocates to represent the BBK zone
93% of surveyed program participants reported an increased understanding
of mental health related topics and resources.
100% of 31 polled parents reported improvement in their children’s behavior
and school attendance
25 BBK zone families were identified for referral to further mental health
services.
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: In FY 13/14: 294 individuals were served in both programs
combined, 110 in the Empowerment Program, 184 in the African American (AA)
B‐6
Wellness Program. To be served: 80 youth in the Empowerment Program, 150
in the AA Wellness Program
e. Outcomes:
Wellness Program.
Mind-Body-Soul support groups in Pittsburg and Bay Point throughout the
year with topics such as “Action Plan for the Year”, “Emotional Wellness and
Nutrition”, “Reducing Stress”, “Self Care for People with No Time and
Money”.
Seven community health / mental health workshops throughout the year.
94 clients received individual navigation and referral services
Empowerment Program:
Asked how much they feel part of a community that supports you (as a result
of involvement in the Empowerment Program), 6 out of 7 youth stated “most
of the time”.
Asked how well informed they about LGBTQ-sensitive resources and
services available to youth (as result of Empowerment program) 4 out of 7
youth answered “Very well informed”, 3 out of 7 youth stated “Somewhat
informed”.
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: In FY 13-14: 149. To be served: 120, 60 adults, 60 children
e. Outcomes:
1. Four 22 week classes in Central and East County serving 81
children/youth and 68 parents.
2. All parent participants completed pre- and post-tests. All parents
improved their scores on at least four out of five ‘parenting
constructs’ (appropriate expectations, empathy, discipline, self-
awareness, and empowerment).
B‐8
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 served: 52 clients entered treatment during this
timeframe. Of those, only 36 clients had completed treatment by 6/30/14
and are reflected in outcome data.
e. Outcomes: Percent of clients with no new arrests: 62.5%
B‐9
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‐10
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: $126,000
d. Number served: For FY 13/14: 70 youth
e. Outcomes:
Reduction in incidence of incarceration
Reduction in depression symptoms
Community Violence Solutions collected baseline data using the Children and
Adolescent Needs and Strengths Assessment (CANS) in FY 12/13; however,
due to the transient nature of the target population, in FY 13/14 it was determined
that the CANS is not the appropriate screening tool to use. The agency is
developing a new outcome measurement tool and outcomes will be included in
upcoming Plan Updates.
The following information was the baseline data collected in FY 12/13: To
determine if the program may have resulted in changes in the above outcomes,
data for these outcomes will be tracked annually using the 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‐11
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 64 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 13/14: 64 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 13/14: 50 units.
B‐12
Program: 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. In addition, the Homeless Program receives
MHSA funds to cover repair and maintenance costs for mental health consumers
receiving services through the Destination Home program. Destination Home is
spearheaded by the Contra Costa Health Services Homeless Program to provide
permanent supportive housing for chronically homeless disabled individuals.
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 13/14: Support to MHSA Housing Services and the
Homeless Program.
B‐13
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 13/14: 203 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
B‐14
Percentage of clients who are opened by the Forensics Team who
receive a first appointment at the mental health clinic
B‐15
Contra Costa County Mental Health – George and Cynthia Miller Wellness Center
(Formerly the 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 George and Cynthia Miller Wellness Center is operated by Contra
Costa Health Services.
2. Program: George and Cynthia Miller Wellness Center (Formerly the
Assessment and Recovery Center)
The George and Cynthia Miller Wellness Center (Miller Wellness Center) 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 Miller Wellness Center
if they do not need hospital level of care. The Miller Wellness Center 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. Services will include brief family therapy, medication refills, substance abuse
counseling, or general non-acute assistance. In addition, the Center is expected to
have appointment slots for patients post psychiatric inpatient discharge. This will
provide the opportunity to ensure a successful transition, make sure meds are
obtained and appointments are scheduled in the home clinic. These appointment
slots will be offered to patients being discharged from inpatient hospitals who have
serious mental illness. Short term substance abuse counseling and referral for
ongoing treatment for substance abuse will also be provided.
The County has recently completed construction on a separate building near the
Contra Costa Regional Medical Center that will house the Miller Wellness Center.
This county operated mental health treatment program for both children and adults
will be co-located with a primary care site. The primary care wing of the Miller
Wellness Center opened in 2014. The behavioral health clinic is scheduled to open
in phases beginning February 2015. Miller Wellness Center will operate Monday-
Friday 8:00 - 9:00 pm and Saturdays 8:00 - 5:00 pm.
a. Target Population: Children and adults who are being diverted from PES or
who require urgent same day appointments.
b. Total Budget: $500,000
c. Staff: 15 Full Time and 16 Part Time
d. Number Served: To Be Determined
e. Outcomes: To Be Determined
B‐16
Contra Costa County Mental Health – Central County Adult Mental Health Clinic
Point of Contact: Kennisha Johnson, Mental Health Program Manager
Contact Information: 1420 Willow Pass Rd., Ste. 200, Concord, CA 94520, (925)-
646-5480, Kennisha.Johnson@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 13-14: Approximately 3,535 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
B‐17
Program: Women Embracing Life and Learning (WELL) - INN
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: For FY 13/14: 56 individuals
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.
B‐18
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
c. Staff: 1.5 Full-time equivalent
d. Number Served: 38
e. Outcomes: The Trauma Recovery Project aims to achieve the following
outcomes:
• A decrease in the rate of involuntary 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 2013-2014.
Table 1. Pre- and post-enrollment utilization rates for 34 Trauma
Recovery Group participants enrolled in FY 2013-2014.
No. pre-
enrollmen
t
No. post-
enrollmen
t
Rate pre-
enrollmen
t
Rate post-
enrollmen
t
%
chang
e
PES
admissions
26 21 0.066 0.051 -22.7%
Hospitalization
s
7 8 0.020 0.020 0%
Hospitalization
days
104 72 0.311 0.176 -43.4%
Note. Pre-enrollment data is from the calendar year before each participant’s
enrollment in the group. Post-enrollment data is from FY 2013-2014.
B‐19
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 13/14: Approximately 974 Individuals.
B‐20
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 East County,
are diagnosed with a serious mental illness and are uninsured or receive Medi-
Cal benefits.
b. Total Number served by clinic: For FY 13-14: Approximately 3,371 Individuals.
B‐21
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 East 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 13/14: Approximately 1,122 Individuals.
B‐22
Contra Costa County Mental Health – West County Adult Mental Health Clinic
Point of Contact: Anita De Vera, Mental Health Program Manager
Contact Information: 2523 El Portal Drive, San Pablo, CA 94806, (510)-215-3700,
Anita.Devera@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 West
County, are diagnosed with a serious mental illness and are uninsured or receive
Medi-Cal benefits.
b. Total Number served by clinic: For FY 13-14: Approximately 2,873 Individuals.
B‐23
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 West
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 13/14: Approximately 1,588 Individuals.
B‐24
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: In FY 13-14: 33,423 crisis calls were fielded.
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 5 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. 557 follow-up phone calls were provided to 310 callers.
35 new volunteers were trained and added to the line.
B‐25
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: 374
e. Outcomes:
Improved school functioning of the school-aged youth in the afterschool
programs.
o Garden Park: 12 of 15 (80%) of students regularly attending
homework club achieved one or more new benchmark during school
year
o Lakeside: 22 of 22 (100%) of students regularly attending afterschool
program achieved one or more new benchmark during the school year.
B‐26
o East County: 25 of 25 (100%) of students regularly attending
afterschool program (50% or more) achieved one or more new
benchmark. Additionally, three eligible graduating high school seniors
were all accepted into 4 year colleges. Eighty-one percent (13 of 16)
elementary students are reading at grade level or above.
Improved family functioning in the realm of self-sufficiency for families
receiving case management. (evaluating 20 life skill areas including child
custody, employment, housing, addiction with the Self-Sufficiency Matrix).
o Garden Park: 21 of 27 (77%) improved their score on the self-
sufficiency matrix. Areas of progress for some families included
obtaining employment, increasing parenting knowledge, and retaining
custody of children.
o Lakeside: 38 of 48 (79%) improved on their matrix scores (4 families
were new this year and did not have an annual update yet)
Improved self-esteem and progress on self-identified goals for families
receiving case management.
o GPA: 22 of 27 (81%) of households made progress on their family
goals. Family successes included graduating from DVC, obtaining a
CNA certification and a job, and helping a youth improve his reading
level.
o Lakeside: 43 of 52 (83%) of households made progress on their family
goals. Goals included accessing legal resources for documentation,
accessing parenting resources/classes in the community, planning a
budget for better money management.
At least 75% of the youth attending homework club (approximately 12-15
youth) will attend homework club at least 75% of the time within the fiscal
year, 2013 - 2014.
o Garden Park: 80% (12/15) attended more than 75% of the time during
the 13.14 fiscal year at the Garden Park Apartment homework club.
This same group (12/15) also achieved at least one new benchmark
skill during the year.
o Lakeside: 64% (14/22) attended more than 75% of the time. Youth in
this program also attend other afterschool events, and some do not
attend if they don't have homework.
B‐27
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 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 13/14: 234 (6 – 17) and 237 (0 – 5).
e. Outcomes:
Completed 17 parent education classes of for various levels of parenting
problem, and one seminar for parents of children age 6 – 17
Completed 20 parent education classes and one seminar for parents 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 18 new
practitioners.
Provided pre-accreditation training and one Learning Community retreat.
Added eight new community agencies and staff trained in Triple P Positive
Parenting.
B‐28
Crestwood Behavioral Health, Inc.
Point of Contact: Travis Curran, Campus Administrator for Pleasant Hill campus.
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 13/14: 16 beds available at Pathways in Pleasant Hill.
64 beds available at The Bridge in Pleasant Hill. 46 beds available at Our House
in Vallejo.
d. Outcomes: To be determined.
B‐29
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 13/14: 31 Individuals
e. Outcomes: For FY 13/14:
Reduction in incidence of psychiatric crisis
Reduction of the incidence of restriction
B‐30
Table 1. Pre- and post-enrollment utilization rates for 30 Familias Unidas participants
enrolled in the FSP program during FY 13-14.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 27 7 0.114 0.019 - 82.9
Inpatient
episodes 6 1 0.022 0.003 - 87.5
Inpatient days 45 12 0.158 0.067 - 57.9
* 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‐31
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: $ 4,850
c. Number served: For FY 13/14: 6 beds available.
d. Outcomes: To be determined.
B‐32
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
Number served: For FY 13/14: 237 (0 – 5) (included in C.O.P.E.)
Outcomes:
Completed 20 parent education classes and one seminar for parents of
children age 0 – 5 (C.O.P.E.)
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 C.O.P.E., First Five organized trainings for 18 new
practitioners.
B‐33
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 are 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
3. 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: 14 FTE full time equivalent multi-disciplinary staff
e. Number served: For FY 13-14: 123 clients and their families served
(assessments and clinical services). On any given day, the between 55 and 70
clients and their families are open to services. Additionally, First Hope provides
ongoing outreach education to the community and initial screenings to at risk
individuals.
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.
B‐34
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. 6111, 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 Referrals to Money Management services as needed
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-
B‐35
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 13/14: 124 Individuals.
f. Outcomes: For FY 13/14:
Reduction in incidence of psychiatric crisis
Reduction of the incidence of restriction
Table 1. Pre- and post-enrollment utilization rates for 124 CCTAY participants
enrolled in the FSP program during FY 13-14.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 123 97 0.142 0.113 - 20.4
Inpatient
episodes 55 26 0.064 0.031 - 51.6
Inpatient days 412 256 0.490 0.305 - 37.8
* 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
B‐36
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 13/14: 364
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.
36 students referred for violent/disruptive behavior were enrolled in youth
development programs in 2013-2014.
77% of participating students increased their scores across a range of
resiliency factors.
B‐37
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
risk for developing a serious mental illness.
c. Payment Limit: $159,679
d. Number served: For FY 13/14: 600
e. Outcomes:
410 clients received individual mental health, health, system navigation
support.
40 Mental Health Education Groups (attendance ranging between 10 and 69),
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.
B‐38
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
B‐39
d. Staff: 5 Mental Health Clinical Specialists: 3 probation liaisons, 2 clinicians at the
Ranch
e. Number served: For FY 13/14: 413
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‐40
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 13/14 All programs combined: 6441. Vias de Salud
provided 4268 screenings, 3311 behavioral health consultations, 77 clients
participated in groups. To be served: 3000 screenings, 1000 BH consultations,
68 clients to participate in groups. Familias Fuertes: 1154 screenings, 575 BH
consultations, 41 parent group participants. To be served: 1,000 screenings, 250
BH consultations, 48 parent group participants.
e. Outcomes: Vias de Salud - 96% of Participants of support groups reported
reduction in isolation and depression. Familias Fuertes - 100% of parents
reported increased knowledge about positive family communication, 100% of
parents reported improved skills, behavior, and family relationships.
B‐41
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, including conducting the Strengthening Families Program (SFP). 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 13/14: 125, To be served: 120 Individuals
e. Outcomes:
100% of program participants created mental health related personal
goals.
95% of program participants achieved at least one of their stated goals,
6% did not complete all of their stated goals.
89% of participant in the Strengthening Families Program completed that
workshop series.
106 participant completed pre- and post- workshop series surveys
o 96% of survey respondents were satisfied with services,
o 80% felt comfortable sharing information with case managers
B‐42
o 77% of participants felt comfortable or somewhat comfortable with
their knowledge about and access to information about health
related resources.
High participation and completion rates suggest cohesiveness among
participants and reduction of social isolation.
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 13/14: 136
e. Outcomes:
63% of participants demonstrated self-efficacy and purpose by
successfully completing at least one long-term project through SNAP or
the ELC.
75% of ELC or SNAP participants reported improved their feelings morale
while attending program.
95% of SNAP and ELC participants reported improved social connections
and/or decreased isolation as a result of participating in SNAP and ELC
activities.
B‐44
98% of SNAP and ELC participants reported being either satisfied with the
engagements and activities provided by staff, volunteers and peers.
B‐45
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
B‐46
d. Number served: The program served 57 clients in FY13/14.
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.
Goal: 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, CANS as compared to
intake data. 73% of clients had reduced or maintained abstinence at
discharge.
Goal: Of the youth who completed the program, 90% or greater of clients will
report satisfaction with services on the Consumer Satisfaction Surveys at
discharge. 100% of clients reported satisfaction with services on the
Consumer Satisfaction Surveys.
B‐47
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 13/14: 18 beds available.
e. Outcomes: To be determined.
B‐48
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: $ 90,000
d. Number served: For FY 13/14: Capacity of 7 beds, average of 2 beds filled each
month.
e. Outcomes: To be determined.
B‐49
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 13/14: 199
e. Outcomes:
a. 63% of program participants increased social connectedness within a
twelve month period.
b. 58% of program participants increased family communications.
c. 88% of participants that engaged in referrals and leadership training
increased their ability to navigate the mental health/health/education
systems.
B‐50
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 Academy is an alternative high school program at Vicente
High School, Martinez, 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 has developed 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: $170,000
d. Number served: For FY 13/14 : 145 students at the New Leaf and Vicente. 54
students were enrolled in the New Leaf Leadership Academy.
e. Outcomes:
61% of test respondents improved score on Developmental Asset Profile.
81.1% of students achieved 4 out of 6 goals of Individual Success Plan.
71% of identified students improved on discipline referrals (goal: 70%).
58% of identified students improved their attendance rates.
75%% of students earned required amount of academic credits (goal: 70%).
New Leaf staff developed and partially implemented a curriculum to teach
New Leaf principals to alternative highs schools in the region.
B‐51
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 13/14: 8 beds.
e. Outcomes: To be determined.
B‐52
Office of 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 of 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.
B‐53
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.
B‐54
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,
B‐55
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 13/14: ICMT served 137 individuals; IMPACT served
274 Individuals; Senior Peer Counseling Program served 207 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‐56
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 13/14: 204
e. Outcomes:
100% of the "Youth Green Jobs Training Program" participants increased
their knowledge and skills related to entrepreneurship, alternative energy
resources and technologies, and "green economy".
76% of the "PWC After-school Program" participants showed improved youth
resiliency factors (i.e., self-esteem, relationship, and engagement).
100% of participants did not re-offend during they participation in the
program.
73% of the "PWC After-school Program" participants reported having a caring
relationship with an adult in the community or at school.
70% increase in school day attendance among "PWC After-school Program"
participants.
75% decrease in the number of school tardiness among "PWC After-school
Program" participants.
B‐57
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: For FY 13/14: 6 individuals
B‐58
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‐59
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:
Project Area A: 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.
Project Area B: Putnam Clubhouse assists the Office of Consumer
Empowerment (OCE) in developing a new, comprehensive peer and family-
member training program in Contra Costa County that will expand upon the
existing SPIRIT courses and prepare students to be certified as peer and family
providers in California
Project Area C: Putnam Clubhouses assists the Department of County Mental
Health in a number of other projects, including organizing community events and
the administering consumer perception surveys.
b. Target Population: Contra Costa County residents with identified mental illness
and their families.
c. Payment Limit: $533,400.
B‐60
d. Number served: For FY 13/14: 309 members.
e. Outcomes:
309 unduplicated members engaged in 49,246 program hours.
89% of families (members and their families) completing annual survey
reported an increase in personal mental, physical, and emotional well-
being.
81% of family members (caregivers) surveyed reported Clubhouse
activities provided them with respite care.
94% of caregivers reported an increase in members’ independence
100% of caregivers reported high level of satisfaction with Clubhouse
activities
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 were referred to appropriate education resources within
14 days (of those indicating education as a goal).
100% of members (who indicated employment as a goal) were referred to
appropriate employment resources, or had a job within three months.
B‐61
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: $486,496 for Innovation program; $220,506 for PEI programs.
d. Number served: For FY 13/14: 1) Outpatient Services: 135; 2) PEI total served
is 1481 participants with the following breakdowns: Pride and Joy: 1089 in-
person participants (includes 147 LGBTQ seniors and 150 HIV+ people); 3)
Youth Development: 392 participants; 4) Inclusive Schools: is measured in
numbers of school sites supported, trainings offered, and school policies
developed.. 3000 participant “liked” (subscribed) to Rainbow’s Facebook page,
and 1800 participants subscribed to RCC’s weekly newsletter containing mental
health resources.
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e. Outcomes:
Outpatient Clinic:
135 individuals received one on one services (counseling and case
management).
Prevention and Early Intervention:
80% of program participants (who completed ‘green sheet’ survey)
showed an increase in social connectedness, by another measure at least
64.7 percent noted that the number of people in their social networks
increased.
RCC identified at least 54 adult individuals in need of higher level of care
and provided navigation support
RCC hosted senior lunches two times per month with 35 to 40 participants
each lunch
100% of program participants in Youth Development could list resources
and supports to turn to if they are bullied of harassed.
88% of participants in Youth Development could identify healthy LGBTQ
role models.
83% of youth participants achieved progress in at least one individual goal
Post training and event surveys among school staff show greater
understanding of LGBTQ competence and techniques to prevent bullying.
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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: FY 15/16: $1,117,058 (MHSA: 875,000)
d. Number served: Program began in FY 13/14 with a 6 month contract. Number to
be served yearly: 200. Number served in first half year (January to June 2014):
299 participants.
e. Outcomes:
216 participants attended WRAP (Wellness Recovery and Action Plan)
programing
138 attended Wellness and Empowerment in Life and Living (WELL)
programming
136 attended Nine Dimensions of Wellness (My Personal Wellness Plan)
105 participated in Facing up to Health program.
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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 13/14: In FY13/14 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 13/14 outcomes for Bridges to Home West.
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Reduction in incidence of psychiatric crisis*
Reduction of the incidence of restriction*
Pre- and post-enrollment utilization rates for 95 Bridges to Home Central County
participants enrolled in the FSP program during FY 13-14.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 193 163 0.257 0.214 - 16.7
Inpatient
episodes 36 12 0.037 0.015 - 59.5
Inpatient days 251 104 0.264 0.113 - 57.2
* 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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RYSE Center
Point of Contact: Kanwarpal Dhaliwal
Contact Information: 205 41st Street, Richmond. CA 94805 (925) 374-3401
Kanwarpal@rysecenter.org http://www.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 (TRRS): 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: FY 15-16: $460,427
d. Unique Number served: For FY 13/14: All programs combined: 839 1): over
480 young people, 300 adult stakeholders 2): 441 youth attended two or more
program activities 3): 388 young people
e. Outcomes:
Trauma and Resilience
RYSE Youth Restorative Justice (formerly Justice Project) served at least
157 unduplicated young people through probation referrals, community
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service, juvenile hall workshops and/or presentations, and drop-in
programming
75% of total number of youth involved in the Youth Restorative Justice
Project reported increased and/or strong sense of self-efficacy, hope, and
community engagement
94% of the total number of stakeholders involved in TRRS programming
reported increased understanding and capacity to practice trauma-
informed youth development
At least 158 adult stakeholders participated in trainings and workshops
focused in trauma informed youth practices and resiliency
Youth Development
113 youth members completed wellness plans
an estimated 441 members participated in at least 2 program activities
aimed at supporting healthy peer relationships, community engagement,
and leadership
75% of RYSE general members reported, as a result of program
participation, increased sense of self-efficacy, positive peer relations,
youth-adult relations, and agency in impacting change in the community.
81% to 90% (depending on indicator) of RYSE youth members reported
positively on indicators of social-emotional well-being such as increased
feelings of hope, the ability to imagine a positive future, control over their
lives, and a sense of stability, reduced feelings of isolation, alienation,
stress, anxiety
100% of RYSE staff (youth and adults) were trained to utilize RYSE social
media as a means to address health inequities, elevate stories of
resiliency, and foster peer-lead/consumer-lead information sharing and
education around mental health issues impacting young people in West
Contra Costa County
Inclusive Schools
75% of young people receiving mental health supports through the
Inclusive School initiative reported positively on indicators of social-
emotional well-being
75% of the total number of stakeholders involved in the Inclusive Schools
Coalition reported increased understanding of the priorities and needs of
LGBTQ youth and their peers.
At least 79 young people received supports through school linked clinical
services
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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: Number served in FY 13/14 -- Total 103: West 28, Central 30,
and East 45
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.
Linkages
The START team attempted to link clients with many different resources
during the service period. A total of 108 primary linkages were made to our
clients. Most clients had just 1 linkage, but as you can see below, a few
clients were linked with secondary, tertiary, and quaternary resources.
The linkages above are in no particular order, as the first linkage might not
have ranked more importance than the second linkage. Some clients might
have had a successful relationship maintained with their second or third
linkage, but not with their first. The data listed under planned discharges
shows more on this information.
Twenty clients also had “other” linkages to resources that are not in the above
data. Many of the 26 clients had multiple “other” linkages. These linkages
consist of crisis support lines (15), YMCA Reach and Rise Mentoring (1), the
REACH project (1), community service opportunity organizations (1), primary
care doctors (3), domestic violence support (1), the ACCESS line (2),
financial counselors (2), parent partners (1), and after school tutors (1).
CALOCUS Scores
We reviewed the CALOCUS scores at opening or time of referral and at time
of discharge for 102 clients. We were unable to obtain a closing CALOCUS
score for one client. Of the 102 clients, 95 clients (93%) had a CALOCUS
score that decreased or remained the same.
o Four clients (5%) scores decreased by 10 or more points.
o Thirty-Eight clients (62%) scores decreased by 5-9 points.
o Twenty-six clients (47%) scores decreased by 1-4 points.
o Three clients (6%) scores remained the same.
o The successful data is depicted in graphs below:
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Reduction in incidence of psychiatric crisis
Reduction of the incidence of restriction
Table 1. Pre- and post-enrollment utilization rates for 103 START participants
enrolled in the FSP program during FY 13-14.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 134 46 0.178 0.058 - 67.1
Inpatient
episodes 35 20 0.047 0.027 - 42.9
Inpatient days 223 118 0.299 0.165 - 44.9
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* 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‐73
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 Behavioral 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 Behavioral 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 119 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
consumers.
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 or meeting rent reasonableness utilizing the guidelines
established by HUD 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.
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d. Number served: For FY 13/14: Shelter, Inc. served 117 consumers . FY 15/16
Target: 119 consumers.
e. Outcomes: Shelter, Inc. will report on the following outcomes in future MHSA
Plans.
Quality of life: housing stability.
The outcomes are being revised to take into account a number of unforeseen
changes in FSP services and the referral to housing process that were/are
not under the control of SHELTER, Inc. but have had a direct impact on
outcomes.
o FORMER GOAL: 80% of MHSA Consumers residing in master leased
housing shall remain stably housed for 24 months or longer.
FY 13/14, 68% of MHSA Consumers residing in master leased housing
remained stably housed for 24 months or longer (Note: SHELTER, Inc.
was awarded a contract expansion in February 2014 which increased
capacity from 109 to 119. The addition of new Consumers to housing
during the second half of the contract year had an impact on this
outcome. At the same time of the contract expansion the number
served was 101. A major change occurred in the Adult FSP programs;
the Bridges to Home collaboration ended and Rubicon Programs
closed its Central Contra County office and stopped sending referrals
for vacant housing. Some Consumers stopped receiving FSP case
management and received only medication services. The reduction in
case management support resulted in more consumers falling out of
housing. Several new FSPs were brought in and referrals for housing
resumed late in the last quarter which all had an impact on this
outcome.
REVISED GOAL: 70% of MHSA Consumers residing in master leased
housing shall remain stably housed for 18 months or longer
This outcome is being revised taking into account a higher than
expected number of newly housed Consumers. Additionally many
Consumers do not have FSP case management or are receiving a
different type service and/or are receiving only voluntary medication
services which has had a direct impact on housing retention.
o FORMER GOAL: 90% of MHSA Consumers residing in Shelter, Inc.
owned property shall remain stably housed for 16 months or longer.
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FY 13/14 71% of MHSA Consumers residing in SHELTER, Inc. owned
housing remained stably housed for 16 months or longer. The Bridges
to Home FSP collaborative dissolved and Rubicon Programs closed its
Central Contra County office which had an impact on consumers living
in Central and East County where a majority of SHELTER, Inc. owned
property set aside for MHSA Consumers exists. Some Consumers
stopped receiving FSP case management and many receive only
medication services. The reduction in case management support
resulted in more consumers falling out of housing.
REVISED GOAL: 70% of MHSA Consumers residing in Shelter, Inc.
owned property shall remain stably housed for 12 months or longer.
This outcome has been revised taking into account that the a majority
of the new housing placements in SHELTER, Inc. owned properties
occurred at the later part of the contract year in 2014. Additionally, the
increase in the number of consumers who only receive medication
services with no case management services as well as new FSP
programs with different service models have impacted housing
retention.
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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: $122,733
d. Number served: For FY 13/14 : 450
e. Outcomes:
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91% of the 210 students that participated in the “You Never Win With
Violence” presentations demonstrated an increase in knowledge of health and
unhealthy relationship behaviors.
83% of youth aged 13-24 received crisis intervention services including but
not limited to emotional support, safety planning, and/or referrals to internal
and external services.
100% of all partner schools and community based organizations have referral
protocols in places for referring students who are dealing with mental health
issues.
46% of the targeted 150 adults were presented to on the effects of violence
on children and strategies to prevent and intervene in teen dating abuse
situations.
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Telecare Corporation
Point of Contact: Chris Roach, Program Director
Contact Information: 300 Ilene Street, Martinez, CA 94553, (925) 313-7980
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 80 programs staffed
by more than 2,500 employees in California, Oregon, Washington, Arizona,
Nebraska, North Carolina, Texas, New Mexico and Pennsylvania 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 a hospitalization. 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 Psychiatric assessment within 24 hours of admission.
o Treatment plan development with 72 hours of admission.
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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 iIn addition to weekly substance abuse group meetings
as well as availability of weekly AA and NA meetings in the community.
o Weekly life skills groups offered to develop and enhance skills needed to
manage supported independent and independent living in the community.
o A comprehensive weekly calendar of activities, including physical,
recreational, social, artistic, therapeutic, spiritual, dual recovery, skills
development and outings.
o Peer support services/groups offered weekly.
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 April of 2014. Number to be served yearly:
200. Hope House served 19 clients in FY13/14.
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.
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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: Miriam 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: For 13/14: 319
e. Outcomes:
100% of the 319 parent participants surveyed responded that the program
has helped them become a better parent, improve their relationships with
their family, improved communication with their children and given them more
strategies for relating to and raising their children.
84 of parent participants were Latino Fathers (goal: 60)
46 women were referred to a peer support group at The Latina Center where
they obtained emotional support and developed personal skills (i.e. learned to
identify and manage their emotions, learned to identify domestic violence,
learned to implement stress management techniques, and more).
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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 13/14: 48 beds available.
e. Outcomes: To be determined.
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Williams Board and Care.
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, 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 13/14: 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 Woodhaven, 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 13/14: 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: For FY 13/14: 7 individuals
e. Outcomes: For FY 13/14:
Reduction in incidence of psychiatric crisis
Reduction of the incidence of restriction
Table 1. Pre- and post-enrollment utilization rates for 7 Youth Homes participants
enrolled in the FSP program during FY 13-14.
No. pre-
enrollment
No. post-
enrollment
Rate pre-
enrollment
Rate post-
enrollment
%
change
PES episodes 6 5 0.131 0.083 - 36.4
Inpatient
episodes 3 1 0.059 0.024 - 60.0
Inpatient days 33 3 0.536 0.071 - 86.7
* 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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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 civil court
ordered mental health treatment for persons demonstrating resistance to participating in
services. Treatment is modeled after assertive community treatment, which 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
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therapeutic environment and assist residents gain their independence through recovery
and wellness activities. Extra staff time is devoted to creating a home-like atmosphere,
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
C‐10
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
C‐11
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
C‐12
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
C‐13
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.
C‐14
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
C‐15
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.
C‐16
D-1
D-2
County: Contra CostaDate:ABCD EFCommunity Services and SupportsPrevention and Early InterventionInnovationWorkforce Education and TrainingCapital Facilities and Technological NeedsPrudent ReserveTotalA. Estimated FY 2014/15 Funding1.Estimated Unspent Funds from Prior Fiscal Years 24,756,474 7,064,867 3,897,071 1,998,322 4,186,292 0 41,903,0262. Estimated New FY2014/15 Funding 28,689,042 7,171,261 1,886,43737,746,7403.Transfer in FY2014/15a/04. Estimated Available Funding for FY2014/15 53,445,516 14,236,128 5,783,508 1,998,3224,186,292 0 79,649,766B. Budgeted FY2014/15 MHSA Expenditures30,068,631 8,037,8132,019,495 638,871 849,936 0 41,614,746C. Estimated FY2015/16 Funding1. Estimated Unspent Funds from Prior Fiscal Years 23,376,885 6,198,315 3,764,013 1,359,4513,336,356 0 38,035,0202. Estimated New FY2015/16 Funding 25,915,302 6,479,394 1,704,50634,099,2023.Transfer in FY2015/16a/04. Estimated Available Funding for FY2015/16 49,292,187 12,677,709 5,468,519 1,359,4513,336,356 0 72,134,222D. Budgeted FY2015/16 Expenditures31,568,631 8,037,8132,019,495 638,871 849,936 0 43,114,746E. Estimated FY2016/17 Funding1. Estimated Unspent Funds from Prior Fiscal Years 17,723,556 4,639,896 3,449,024 720,5802,486,420 0 29,019,4762. Estimated New FY2016/17 Funding 31,133,361 7,783,908 2,047,67940,964,9483.Transfer in FY2016/17a/04. Estimated Available Funding for FY2016/17 48,856,917 12,423,804 5,496,703 720,5802,486,420 0 69,984,424F. Budgeted FY2016/17 Expenditures31,568,631 8,037,8132,019,495 638,872 849,936 0 43,114,747G. Estimated FY2016/17 Unspent Fund Balance17,288,286 4,385,9913,477,208 81,708 1,636,484 0 26,869,677April 10, 2015REVISED FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure PlanFunding SummaryMHSA FundingE-1
REVISED FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure PlanFunding SummaryH. Estimated Local Prudent Reserve Balance1. Estimated Local Prudent Reserve Balance on June 30, 2014 7,125,250I. Estimated Beginning Balance for FY 2014/151. Estimated Unspent Funds from Fiscal Year 2013‐1441,903,0262. Estimated Local Prudent Reserve Balance on June 30, 20147,125,2503. Estimated Total Beginning Balance49,028,276E-2
County: Contra Costa Date: June 2, 2015
ABCDEF
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 Supp 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 0000
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
E-3
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Community Services and Supports (CSS) Component Worksheet
ABCDEF
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 Supp 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 0000
FSP Programs as Percent of Total 55.3%
Fiscal Year 2015/16
E-4
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Community Services and Supports (CSS) Component Worksheet
ABCDEF
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 Supp 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 0000
FSP Programs as Percent of Total 55.3%
Fiscal Year 2016/17
E-5
County: Contra Costa Date: June 2, 2015
ABCDEF
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/Evaluatio 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 0000
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
E-6
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Prevention and Early Intervention (PEI) Component Worksheet
ABCDEF
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/Evaluatio 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 0000
Fiscal Year 2015/16
E-7
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Prevention and Early Intervention (PEI) Component Worksheet
ABCDEF
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/Evaluatio 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 0000
Fiscal Year 2016/17
E-8
County: Contra Costa Date: June 2, 2015
ABCDEF
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 0000
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Innovations (INN) Component Worksheet
Fiscal Year 2014/15
E-9
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Innovations (INN) Component Worksheet
ABCDEF
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 0000
Fiscal Year 2015/16
E-10
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Innovations (INN) Component Worksheet
ABCDEF
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 0000
Fiscal Year 2016/17
E-11
County: Contra Costa Date: June 2, 2015
ABCDEF
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 0000
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
E-12
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Workforce, Education and Training (WET) Component Worksheet
ABCDEF
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 0000
Fiscal Year 2015/16
E-13
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Workforce, Education and Training (WET) Component Worksheet
ABCDEF
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 0000
Fiscal Year 2016/17
E-14
County: Contra Costa Date: June 2, 2015
ABCDEF
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 ‐ Adminis 849,936 849,936
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 0000
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
E-15
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Capital Facilities/Technological Needs (CFTN) Component Worksheet
ABCDEF
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 ‐ Adminis 849,936 849,936
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 0000
Fiscal Year 2015/16
E-16
County: Contra Costa Date: June 2, 2015
FY 2014‐15 Through FY 2016‐17 Three‐Year Mental Health Services Act Expenditure Plan
Capital Facilities/Technological Needs (CFTN) Component Worksheet
ABCDEF
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 ‐ Adminis 849,936 849,936
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 0000
Fiscal Year 2016/17
E-17
E‐18
F‐1
PUBLIC COMMENT
PUBLIC HEARING
MHSA FISCAL YEAR 2015/2016
Annual Update to the Three Year
Program and Expenditure Plan
LATEST INFORMATION
Contra Costa Behavioral Health Services has
posted the Mental Health Services Act
Three Year Program and Expenditure Plan
Update for 2015‐2016 | Spanish for 30 day
public comment. Please use these forms |
Spanish to make any public comment. The
public comment period begins on Monday,
April 13, 2015, and ends Wednesday, May 13,
2015. A public hearing will be held on
Thursday, May 14, 2015 at 5:15pm at 550
Ellinwood Way in Pleasant Hill.
RFP: Family Partner Training and
Preparation
Contra Costa Mental Health has posted the
Mental Health Services Act Three Year
Program and Expenditure Plan 2014 – 2017
MHSA Program Overview 2014 ‐ 2017
MHSA Program Overview 2014 ‐ 2017
Spanish
The Consolidated Report on MHSA
Community Engagement Activities
MHSA Annual Plan Program Update
(2013/2014)
LINKS & RESOURCES
Find Mental Health Services in West
County, East County and Central
Home ‣ Behavioral Health ‣ Mental Health ‣ Mental Health Services Act (MHSA) in Contra Costa County
Mental Health ServicesAct (MHSA) in ContraCosta County
Contra Costa County Mental
Health's (CCMH) integrated
Mental Health Services Act
(MHSA) Three Year Program
and Expenditure Plan
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
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Community Services & Supports Prevention & Early Intervention Innovation
County
Consolidated Planning Advisory Workgroup
(CPAW)
County Behavioral Health Director's
Association of California, Mental Health
Services Act
Workforce Education & Training Capital Facilities/Information Technology
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
selfsufficiency, 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.
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
F-3
identify and prioritize community mental health needs, and
developed strategies by which service delivery could grow with
increasing MHSA revenues.
For more information:
Mental Health Services Act
Contra Costa Mental Health Administration
1340 Arnold Drive, Suite 200
Martinez, CA 94553
mhsa@hsd.cccounty.us (mailto:mhsa@hsd.cccounty.us)
[ help with PDF files ]
F-4
1
The Contra Costa County Mental Health Commission has a dual mission: 1) To influence the County’s Mental Health System to ensure the delivery of
quality services which are effective, efficient, culturally relevant and responsive to the needs and desires of the clients it serves with dignity and respect;
and 2) to be the advocate with the Board of Supervisors, the Mental Health Division, and the community on behalf of all Contr a Costa County residents
who are in need of mental health services.
1340 Arnold Drive, Suite 200
Martinez, California 94553
Ph (925) 957-5140
Fax (925) 957-5156
Contra Costa
Health Services
PUBLIC HEARING
Mental Health Services Act Program and Expenditure Plan
Fiscal Year 2014--2015 Update
Thursday, May 14th, 2015 5:15 p.m.
550 Ellinwood Way, Pleasant Hill
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.
I. 5:15 Call to Order / Additional Introductions
II. Opening Comments by the Chair, Mental Health Commission
Review of authority for Public Hearing Welfare & Institutions Code 5848
(a)(b)
III. Fiscal Year 2014--2015 Mental Health Services Act (MHSA) Three Year
Program and Expenditure Plan
IV. Overview--The Plan is Available for review at:
http://cchealth.org/mentalhealth/mhsa
V. Public Comment on Plan
In the interest of fairness, if there are a large number of Public Comments, the
Chair will make a decision regarding reducing the time allotted – giving each
comment equal time. In accordance with the Brown Act, no response will be
given except for clarification. Public Comment cards are available on the table
at the back of the room. Please give them to the Executive Assistant.
VI. Commissioner Comment on Plan
Commissioner Comment cards are also available on the table at the back of the
room. Please give them to the Executive Assistant.
VII. Recommendations to the County Mental Health Administration and the
Board of Supervisors. Action Item
VIII. Adjourn Meeting.
F-5
6
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Contra Costa County Mental Health Commission
Public Hearing on the MHSA Program and Expenditure Plan
Fiscal Year 2014-2015 Update
May 14, 2015
I. Call to Order /
Introductions
The meeting was called to order at 5:20 pm by MHC
Chairperson Lauren Rettagliata.
Commissioners Present
Greg Beckner, District IV
Louis Buckingham, District III
Evelyn Centeno, District V
Duane Chapman, District I
Diana MaKieve, District II
Teresa Pasquini, District I
Lauren Rettagliata, District II
Barbara Serwin, District II
Gina Swirsding, District I
Commissioners Absent
Peggy Black, District V, Jerome Crichton, District III,
Dave Kahler, District IV, Tess Paoli, District III,
Sam Yoshioka, District IV, Supv. Candace Andersen,
BOS Rep.
Non-Commissioners Present
Cynthia Belon, Behavioral Health/Mental Health Director
Travis Curran, Crestwood Healing Center
Douglas Dunn, NAMI-CC
Warren Hayes, MHSA Program Manager
Georgette Howington, Family member
Janet Marshall-Wilson, Consumer advocate
Melinda Meahan, MHA
Jill Ray, Supv. Andersen’s Office
Karen Shuler, MHC Executive Assistant
Connie Steers, CPAW-BHCP
Transfer tape to
computer.
Update Commissioner
attendance.
Update Database,
II. Opening Comments
by the Chair, Mental
Health Commission
Lauren read the portion of the W&I Code that described the
authority, process and purpose of the Public Hearing.
III. Fiscal Year 2014-
2015 Mental Health
Services Act
(MHSA) Three-Year
Program and
Expenditure Plan
Overview
Warren Hayes read a short overview of the parameters,
budget, and clients served for the five components of the
Mental Health Services Act, available at the MHSA web site
at http://cchealth.org/mentalhealth/mhsa/. He highlighted
the changes in the upcoming fiscal year 2015-2016 portion
of the three-year plan, which had been updated in
anticipation of the second and third years. He summarized
the main budget totals and what they were to be used for as
well as major changes to the document. He welcomed any
input by the Commission or by the public, stating that the
draft plan update would be sent to the Board of Supervisors
7
F‐7
by the end of the month and would include any substantive
written recommendations for revisions along with the
response to the recommendations.
Discussion:
Gina expressed her concern that people hired for the
assisted outpatient treatment program (AOT) have
quality training and will use up-to-date treatment and
medications so that the AOT clients, who have been
failed by the system before, will not be failed by the
AOT program. She stated that older medications given
to these patients cause them to be in a stupor and feels
that is a reason why a number of them don’t want to
comply with their medications. She is aware that there
are newer medications used that don’t cause these side
effects. She would also like to see something included
in the plan for medical treatment for side effects caused
by their mental health treatment and medications,
because she feels that this is currently lacking.
Lauren asked about staff positions listed in the budget
that have not yet been filled. She stated she had a
printed list of these positions with the relevant pages for
review. She also asked about the number of people
served annually by the Full Service Program Rapid
Access Wellness Nurses, which was listed as “support.”
She wonders if the number of people using this service
are being tracked, and if the program is already up and
running or if the staff for this program has not yet been
hired.
Warren discussed the issues involved in counting
MHSA-funded versus non-MHSA funded staff, why
there seemed to be missing counts of staff or clients, the
fact that MHSA positions not located within Behavioral
Health might not be included in the totals, and the
multiple difficulties experienced by Behavioral Health
Services in hiring and retaining qualified staff for these
positions.
Cynthia asked if the suggestion was to get an itemized
list of vacant positions and their cost centers as well as
the physical location of each position, which they could
provide.
Warren stated that a list of specific positions and FTEs
was included with the complete plan but not in the
summary. He also added that MHSA funding could
fund staff in another division and how that creates
difficulties with filling positions and described his own
experience of difficulty getting lists of qualified
candidates from Human Resources for vacant positions
and the difficulties resulting from that.
Teresa felt that the Commission should support
advocating for anything to improve the whole mental
health system. She also asked if the plan that she
8
F‐8
received was the current plan.
Karen replied that she had requested the current year’s
plan and thought that was what was sent to her; however,
evidently the previous year’s plan was sent to her by
mistake. That printed copy would contain the same
information, but different budget numbers. The correct
copy was on the website and had been provided to all the
Commissioners, but she would get printed copies of the
current year’s plan out to anybody who needed it as
quickly as possible.
Lauren offered to submit the rest of her questions in
written form so that everybody who wanted to speak
could be heard. Teresa stated that any recommendations
coming from the Commission had to be heard in the
public meeting.
Teresa asked about how long it took for someone to get
an appointment when calling the Mental Health Access
Line. Warren stated that the Access Line does not
receive MHSA funding and was not a subject of the
public hearing. Teresa felt that this was still important
information to know as part of the MHSA plan. She said
she has tried very hard to make the Commission aware
that the MHSA funds were intended to go toward
improving the entire mental health delivery system, not
just to create boutique programs. Lauren indicated that
that topic was not relevant to the public hearing of the
upcoming fiscal year’s plan.
Teresa also asked about Rubicon’s discontinuing
services to mental health patients. She stated her
concern is about what is being done to cover the people
that Rubicon will no longer treat plus the additional
people who will be served through the AOT program.
Evelyn asked when the Commission needed to give their
recommendations. She also felt the Commission needed
to know exactly what the MHSA helps to pay and what
that does. She said that during a fiscal program review
audit of Anka, they stated they were not getting all the
people they were supposed to serve because they did not
meet all the necessary qualifications. Because of that,
she felt the Commission needed to know if they are
spending the correct amount of money and what that
money was being used for. She also felt the vacant jobs
should be filled. She added she felt there was enough
missing information that they did not have adequate
information to comment at this point.
Doug wanted to know when the 3-year plan would be
fully operational, and Warren indicated that the
estimated start date was 22 months. Lauren commented
that the go-live date for Epic Tapestry was stated as
November 2015. Warren clarified that date as being a
date for Phase I. Doug added that full access was
Obtain copies of
current Plan and send
them to MHC.
9
F‐9
targeted for 2016. Lauren clarified that this was for
seriously mentally ill people.
Duane asked if there was a plan to make sure people
would be covered with the departure of Rubicon and the
additional needs due to implementation of AOT and
Warren explained that Rubicon’s contract would end at
the end of fiscal year 2015-2016 and briefly discussed
how they are already planning to find a new provider
and an orderly transition to that provider.
Duane expressed a concern for facilities he is aware of
that are lax in monitoring their clients, whether there
were other facilities that do the same, and how we can
make sure programs are adequately serving the people
they handle.
Lauren asked that he write down his questions and
concerns and send them to Warren as quickly as
possible. She asked if today was the cutoff time for
response or if it was in another 30 days. Warren
responded that he could extend the date for another
week. He explained that he will get a list of the
comments made and create an addendum for the plan,
and for each comment they will either have to make a
change to the plan or justify why a change is not being
made. His deadline is the end of May, and before then
he has to complete sections detailing the public hearing,
Mental Health Commission input, and response before
sending the plan to the County Administrator’s office.
Teresa expressed a concern that recommendations by the
Commission could not be made outside of a public
meeting.
Karen suggested that either the Executive Committee
could handle it on behalf of the Commission or else an
emergency meeting could be called. Karen clarified that
they only needed to vote on the recommendations, not
the Plan itself.
Teresa expressed her confusion about how opinions have
changed over the years of whether the Commission
needs to approve the Plan or not.
IV. Overview No discussion.
V. Public Comment on
Plan
None.
VI. Commissioner
Comment on Plan
See discussions above.
VII. Recommendations to
the County Mental
Health
Administration and
the Board of
Supervisors
Motion #1:
Lauren made a motion, seconded by Teresa, to recommend
that the Board of Supervisors be made clearly aware of what
positions in the plan are now filled and what positions need
to be filled.
Vote: The motion was approved by a unanimous vote of 9-
0-0.
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F‐10
Motion #2:
Lauren made a motion, seconded by Evelyn to submit the
following recommendation: The Commission wants it
clarified how the full service partnerships that Rubicon will
be leaving and the 74 new full service partnerships that are
coming in with Laura's Law are going to be dealt with in this
plan.
Vote: The motion was approved by a unanimous vote of 9-
0-0.
Motion #3:
Duane made a motion, seconded by Evelyn, to submit a
recommendation to get a clear understanding of what the
role is of this Commission and future Commissions on
voting or making recommendations of a Plan to go before
the Board of Supervisors.
Discussion:
Evelyn stated that the Commission makes recommendations
after they study the plan, and this is just so their voice is
heard. She asked who would do this clarification, and
Lauren indicated that clarification would come from County
Counsel. Jill confirmed this.
Vote: The motion was approved by a unanimous vote of 9-
0-0.
VIII. Adjourn Meeting The meeting was adjourned at 6:45.
Respectfully submitted,
Melinda Meahan, Scribe;
Edited by Karen Shuler, Executive Assistant
Contra Costa County Mental Health Commission
F‐11
Contra Costa Mental Health Administration Responses to Public Comments,
Public Hearing/Mental Health Commission Comments and Recommendations
PUBLIC COMMENT
a. Comment. Many youth ages 18 to 26 have their first encounter with mental
health issues and services. With the advent of Assisted Outpatient Treatment in
the next fiscal year what provisions have been made for them to receive Full
Service Partnership Services (pages 27-28)?
Response. Currently there are two MHSA funded Full Service Partnerships
specifically for transition age youth (ages 16-25), serving the three regions of the
County. The Assisted Outpatient Treatment will serve eligible individuals 18
years of age or older, thus providing additional intensive mental health services
for this age group.
b. Comment. How many Wellness Nurses (page 29) are funded and have been
hired? How many clients are seen? How are outcomes tracked?
Response. There are 1.5 full-time equivalent Wellness Nurse positions
authorized. These positions are in the process of being filled for the first time;
thus, number to be served and outcomes have yet to be determined.
c. Comment. For Crestwood (page 31), is the 46 beds available in the Vallejo
location included in the annual funds allocated.
Response. Yes.
d. Comment. On page 32, is the Housing Coordination Team County operated
through a fiscal agent? If so, do the contracts stipulate a percentage the fiscal
agent is awarded?
Response. The Housing Coordination Team are County employees, and not
operating under a fiscal agent.
e. Comment. Children’s Wraparound Support (page 33) – is a fiscal agent
involved? How many people are employed? How many people are served?
Response. No fiscal agent is involved in Children’s Wraparound Support. MHSA
funds were added to augment the existing County’s Wraparound Program in
2008 by adding 16 additional positions, mostly Family Service Partners – County
staff with lived family member experience to support the families of children with
serious emotional disturbance. No separate numbers are kept regarding people
served, as this is an augmentation to the legally mandated Wraparound Program.
f. Comment. What other positions besides Community Support Worker will MHSA
funding cover at the Miller Wellness Center (page 34)?
Response. In addition to the Community Support Workers MHSA funding will
cover mental health supervision and clerical support at the Miller Wellness
Center.
F‐12
g. Comment. Liaison staff have been in the plan for a few years (page 34). Have
these positions been filled? If they have not been filled, does this reduce the
amount of MHSA funds expended?
Response. The mental health positions who assist with treatment planning and
transitioning have been filled. The two Community Support Workers who are
planned to assist with transitioning individuals from Psychiatric Emergency
Services (PES) to services that will support them in the community have yet to be
filled. Due to the lack of available space, supervision and support at PES, Health
Services management has been waiting for space, supervision and clerical
support to become available at the recently constructed Miller Wellness Center.
It is anticipated that these positions will be filled in FY 15-16.
h. Comment. How many staff have been hired in the positions authorized for
Resource Planning and Management, Transportation Support, and Evidence
Based Practices (page 35)? How many clients?
Response. All authorized positions are now filled. No separate numbers are
kept regarding people served in these positions, as this is an augmentation to the
services provided at the clinics.
i. Comment. How does the Transportation Support augmentation described on
page 35 differ from the proposed Innovative Project proposed on page 53?
Response. The positions assigned to the clinics provide direct hands-on
assistance for client transportation needs pursuant to obtaining services at that
clinic. The positions assigned to the proposed Innovative Project will provide a
centralized staff response to coordinate efforts in a systemic and comprehensive
manner; such as cross levelling vehicle and driver availability, provide client
training in public transportation, assist with access to public transportation
subsidies, and represent client interests to transit authorities.
j. Comment. Why isn’t the Forensic Team costs covered under Assembly Bill (AB)
109 funding (page 36).
Response. Most of the Forensic Team costs are covered under AB 109. The
funding under AB 109 has specific client eligibility requirements and funding
limits that do not cover all County residents who are involved with the criminal
justice system, experience serious mental illness, are high utilizers psychiatric
emergency services but low utilizers of the level and type of care needed. MHSA
funds augment the Forensic Team to add four clinical specialists who join a multi-
disciplinary team that provides mental health services, alcohol and drug
treatment, and housing services to individuals with serious mental illness.
k. Comment. Under the plan elements of Quality Assurance and Administrative
Support (page 36), how many of the 29 listed positions are not filled?
Response. All of the 29 positions have been filled. As of March 31, 2015 two
positions are temporarily unfilled due to normal turnover, with hiring efforts in
place.
F‐13
l. Comment. Where are the number of positions?
Response. MHSA funds 161 positions.
m. Comment. Two mental health clinicians are funded by MHSA to join a multi-
disciplinary team providing medical services at the County Health Centers (page
45). Have these staff been hired? If so, how many people were seen last year?
Response. Yes, staff have been hired. No separate numbers are kept regarding
people served in these positions, as this is an augmentation to the services
provided at the County Health Centers.
n. Comment. Regarding the Trauma Recovery Project on page 52, are these
people already on staff? How many staff positions does this include? Was it
charged by the hour?
Response. This includes two County staff positions, a full-time Mental Health
Clinical Specialist and a part-time Community Support Worker, that are
authorized and filled. The Mental Health Clinical Specialists and Community
Support Workers are not charged by the hour, but are salaried County
employees.
o. Comment. Regarding Community Options for Families and Youth, Inc. in the
Program Profiles, under what category do we find the budgeted $650,000?
Response. Community Options for Family and Youth is a contract provider of
multi-systemic therapy as part of the Children’s Full Service Partnership Program
that is described on page 26.
PUBLIC HEARING AND MENTAL HEALTH COMMISSION COMMENTS
a. Comment. People hired for the Assisted Outpatient Treatment Program should
have quality training, and use up-to-date treatment and medications, to include
treatment for side effects.
Response. CCBHS Administration agrees. Implementation efforts will provide
written language as well as follow-up addressing the hiring of experienced
professionals who are trained in the use of current, evidence based practices, as
well as appropriate response to any medication side effects.
b. Comment. What positions have not been filled, such as the Wellness Nurses?
Response. A listing of MHSA funded positions that have not yet been filled will
be provided, to include the program or plan element to which the position is
assigned.
c. Comment. How long does it take for someone to get an appointment when
calling the Mental Health Access Line? This is important to be known as part of
the MHSA Plan, as MHSA funds were intended to go toward improving the entire
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mental health delivery system, not just to create “boutique” programs.
Response. According to Access Line management the time from placing a call to
the Access Line and getting an appointment varies due to two factors. Clinicians
screening calls assess degree of urgency, and calls deemed urgent are
prioritized and seen as soon as possible. Calls deemed routine are dependent
upon the number of filled/unfilled intake clinician positions at a particular clinic at
any particular time, and can vary from a next day appointment up to five weeks.
The Mental Health Access Line has experienced challenges in the past due to
various factors, and was a priority subject of a completed External Quality
Review Organization (EQRO) Performance Improvement Project (PIP). Several
significant technology, procedural and staffing improvements resulted from this
process. This is an example of an element (the Mental Health Access Line) of
the entire public mental health system utilizing established protocol for
improvement (a Performance Improvement Project). On a parallel track the
MHSA Community Program Planning Process engaged stakeholders in
prioritizing public mental health needs and suggesting strategies for meeting
those needs. Access to services by adults who were seriously mentally ill was
deemed a high priority. This process resulted in significant staffing being
authorized and funded by MHSA to enable the adult mental health clinics to
provide a more rapid and flexible access to available services at respective
clinics (page 29).
d. Comment. Rubicon Programs has announced that they will be discontinuing
services to mental health patients. What is being done to cover the people that
Rubicon will no longer treat plus the additional people who will be served through
the AOT program.
Response. Mental Health Administration has been meeting with Rubicon
Executive staff to plan for an orderly transition of their mental health services to a
prospective community based organization. In particular, they are looking to
transfer their case management responsibilities of the Full Service Partnership
Program sometime after the first of the calendar year. On May 5 Rubicon
publicly announced their plans to focus solely on their Economic Enterprise
Division, while transitioning out of providing mental health services in Western
Contra Cost County. Over the Summer Mental Health Administration will be
initiating a process to invite prospective community based mental health
providers to express interest in becoming a Full Service Partnership provider for
West Contra Costa County. As Full Service Partnership programs are funded by
the Mental Health Services Act, a community program planning process will be
implemented that will invite our stakeholders to actively participate in the
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process. In the interim Rubicon has committed that they will maintain their
current level of mental health services until a new provider can be selected. For
the Assisted Outpatient Treatment (AOT) Program, a program design with
budget is currently being developed (page 28). This funding is in addition to and
separate from the Full Service Partnership funding.
e. Comment. When will the Electronic Mental Health Project be fully operational?
Response. The estimated start date, as approved in the original proposal, is 22
months from date of initiation. The project started in February 2015, with phase
one completion planned for November of this year.
MENTAL HEALTH COMMISSION RECOMMENDATIONS
1. The Commission requests that the Board of Supervisors be made clearly aware
of what positions in the plan are now filled and what positions need to be filled.
Response. As with any County positions, the 161 positions funded by the MHSA
experience normal turnover due to staff leaving County employment for other
positions, promotions, retirements, and the like. The County’s Human Resources
Department, Behavioral Health Services Personnel, and hiring managers work
together to back-fill positions that have become vacant. The number, type and
locale of MHSA vacancies change on a regular basis, and are consistent with the
vacancy rate experienced by Behavioral Health Services in general .
Unique to MHSA and the Three Year Plan and Plan Updates are new positions
generated as a result of the MHSA Community Program Planning Process. This
is where stakeholders have prioritized public mental health needs, suggested
strategies to meet these needs, and the Board of Supervisors have authorized
the use of MHSA funds for specific programs and plan elements to meet priority
needs. The following positions have been authorized in the MHSA Three Year
Plan and Plan Updates, but have yet to be filled. As per the Mental Health
Commission’s recommendation this information has been incorporated into the
Fiscal Year 2015-16 MHSA Plan Update.
# Positions Position Title Program/Plan Element Page
2 Community Support Worker Miller Wellness Center 34
1 Program Supervisor Miller Wellness Center 34
1 Clerk Miller Wellness Center 34
2 Registered Nurse Wellness Nurses 29
3 Community Support Worker Wellness Coaches 52
2 Community Support Worker Liaison Staff (with PES) 34
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2. The Commission wants it clarified how the Full Service Partnerships (FSPs) that
Rubicon will be leaving, and the 74 new FSPs that are coming in with Laura’s
Law are going to be dealt with in this Plan.
Response. Rubicon publicly announced its intention to cease serving Full
Service Partnerships subsequent to the draft Plan Update being posted for Public
Comment. Now that Rubicon has made its announcement, this issue is
addressed (page 27-28) in the Plan Update going before the Board of
Supervisors, as well as responded to in the Mental Health Administration’s
response to the Public Hearing and Mental Health Commission’s comments. For
clarification, the additional 74 individuals to be served via Assisted Outpatient
Treatment (AOT) will be funded in addition to and separately from the existing
FSP programs.
3. The Commission has asked for a clear understanding of what the role is of this
Commission and future Commissions on voting or making recommendations of a
Plan to go before the Board of Supervisors.
Response. Welfare and Institutions Code (WIC) Section 5848(b) clearly
delineates the role of the Mental Health Commission regarding the MHSA Three
Year Plan and/or Plan Updates: “The mental health board established pursuant
to Section 5604 shall conduct a public hearing on the draft three-year program
and expenditure plan and annual updates at the close of the 30-day comment
period required by subdivision (a). Each adopted three-year program and
expenditure plan and update shall include any substantive written
recommendations for revisions. The adopted three-year program and
expenditure plan or update shall summarize and analyze the recommended
revisions. The mental health board shall review the adopted plan or update and
make recommendations to the county mental health department for revisions.”