HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 07262021 - FHS Agenda PktFAMILY & HUMAN SERVICES
COMMITTEE
July 26, 2021
9:00 A.M.
VIRTUAL MEETING
The Public may observe and participate in the Virtual Zoom Meeting by
using this link:
https://cccounty-us.zoom.us/j/82744421238?pwd=cEllckE3NEl4aGxYT05BbzErUUhsUT09
Meeting ID: 827 4442 1238
Or by dialing (888) 278-0254 (US Toll Free)
Conference Code: 985922
Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3.RECEIVE and APPROVE the draft Record of Action for the June 28, 2021 Family &
Human Services Committee meeting.
4.RECOMMEND to the Board of Supervisors the reappointment of Joan D'Onofrio and
the appointment of Naina Shastri to seats on the Arts and Culture Commission for terms
expiring June 30, 2025, as recommended by the Arts and Culture Commission.
5.RECOMMEND to the Board of Supervisors the appointments of Douglas R. Lezameta,
Lauren D. Johnson, Steve Older, and Traci Young to seats on the Workforce
Development Board for terms expiring June 30, 2025, as recommended by the
Workforce Development Board.
6.CONSIDER endorsing and supporting the Stand Down on the Delta event for homeless
veterans to be held September 10-13, 2021 at the Contra Costa County Fairgrounds in
Antioch. (J.R. Wilson, Board Chairman of Stand Down on the Delta)
7.CONSIDER accepting a report on the County's Assisted Outpatient Treatment
7.CONSIDER accepting a report on the County's Assisted Outpatient Treatment
Program, and directing staff to forward this report and future annual reports to the
Board of Supervisor for acceptance. (Marie Scannell, Contra Costa Behavioral Health
Services Mental Health Program Manager and Gina Martinez, Resource Development
Associates)
8.CONSIDER accepting a report on child and adolescent mental health services, Mental
Health School Services Act grant programs, and forwarding to the Board of
Supervisors for their information. (Gerold Loenicker, Mental Health Program Chief)
9.CONSIDER accepting or modifying the proposed revisions to the 2021 Family and
Human Services Committee work plan. (Enid Mendoza, Sr. Deputy County
Administrator)
10.The next meeting is currently scheduled for September 27, 2021.
11.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons
with disabilities planning to attend Family & Human Services Committee meetings. Contact the
staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the County to a majority of members of the Family & Human Services Committee
less than 96 hours prior to that meeting are available for public inspection at 1025 Escobar St.,
4th Floor, Martinez, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day
prior to the published meeting time.
For Additional Information Contact:
Dennis Bozanich, Committee Staff
Phone (925) 655-2050, Fax (925) 655-2066
Dennis.Bozanich@cao.cccounty.us
FAMILY AND HUMAN SERVICES
COMMITTEE 3.
Meeting Date:07/26/2021
Subject:RECORD OF ACTION FOR THE PREVIOUS FHS MEETING
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: NA
Presenter: Enid Mendoza Contact: Enid Mendoza, (925)
655-2051
Referral History:
County Ordinance requires that each County body keep a record of its meetings. Though the
record need not be verbatim, it must accurately reflect the agenda and the decisions made in the
meeting.
Referral Update:
Attached is the draft Record of Action for the June 28, 2021 Family & Human Services
Committee meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the June 28, 2021 Family & Human
Services Committee meeting.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
DRAFT Record of Action for June FHS Meeting
FAMILY AND HUMAN SERVICES
COMMITTEE 4.
Meeting Date:07/26/2021
Subject:Appointments to the Arts and Culture Commission
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: Dennis Bozanich Contact: Dennis Bozanich,
925-655-2050
Referral History:
On January 7, 2020, the Board of Supervisors (BOS) adopted Resolution No. 2020/1 adopting
policy governing appointments to boards, committees, and commissions that are advisory to the
BOS. Section III.A. of this resolution states that when an advisory body conducts interviews for
at-large/countywide seats, the body's recommendation will be provided to a Board committee for
further review , along with all applications received for the applicable seat(s). In all cases, the
Board Committee decides which applicants to nominate for full Board action.
Referral Update:
The Arts and Culture Commission advises the Board of Supervisors in matters and issues relevant
to Arts and Culture, to advance the arts in a way that promotes communication, education,
appreciation and collaboration throughout Contra Costa County; to preserve, celebrate, and share
the arts and culture of the many diverse ethnic groups who live in Contra Costa County; to create
partnerships with business and government; to increase communications and understanding
between all citizens through art. Most importantly, the Commission will promote arts and culture
as a vital element in the quality of life for all of the citizens of Contra Costa County.
The Arts and Culture Commission is composed by one representative from each of the five
supervisorial districts, four at-large representatives and one alternate, for a total of ten seats.
Appointments are for a four-year period with terms expiring on June 30 of alternating
odd-numbered years.
At the Commission’s June 7, 2021 meeting, commissioners voted to recommend the
reappointment of Joan D'Onofrio to the At Large 3 seat with a term ending June 30, 2025. At the
same meeting, commissioners also voted to recommend the appointment of Naina Shastri to the
Alternate seat with a term ending June 30, 2025. There were no other applicants to consider for
the existing at-large seat vacancies.
For additional commission seat information, please see the attached AC5 Roster - July 2021,
pending this Committee's action. The remaining vacancy is a District V seat.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointment of Joan D'Onofrio to the At Large
3 seat on the Arts and Culture Commission with a term ending June 30, 2025 and the appointment
of Naina Shastri to the Alternate seat on the Arts and Culture Commission with a term ending
June 30, 2025, as recommended by the Arts and Culture Commission.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Application - D'Onofrio
Application - Shastri
AC5 Roster - July 2021
Submit Date: May 20, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 2
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
CSU Hayward
Degree Type / Course of Study / Major
Masters Certification in Biotechnology
Degree Awarded?
Yes No
College/ University B
Name of College Attended
University of Mysore, India
Naina Shastri
San Ramon CA 94582
Naina Shastri
Degree Type / Course of Study / Major
Masters in Biotechnology
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Arts & Culture Commission: Submitted
Seat Name
Alternate
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Naina Shastri
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
Being a member of the Arts Advisory Committee of San Ramon City for the past 4yrs, I have been
involved in promoting varied art forms and social causes in the community. As a practitioner, performer,
and educator of Indian Classical Dance and an active member of the Indian Diaspora, I bring a different
perspective and I believe that I will be a valuable addition and asset to the Commission.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
I have been reappointed to the San Ramon City's Arts Advisory Committee and am currently serving this
term as the Vice Chair of the Committee.
https://www.sanramon.ca.gov/our_city/boards_committees_commissions/arts_advisory_committee
Member of the Planning committe for San Ramon City’s “Culture in the Community” event, 2020
Launched “Kaleidoscope San Ramon”; An initiative to bring unique collaborative, multimedia, multicultural
performances to the San Ramon Valley community; www.namahaarts.org I am part of the San Ramon
Social Justice Collective (SRSJC) and the San Ramon Valley Diversity Coalition (SRVDC) I have also
been working closely with the San Ramon Arts Foundation and San Ramon Valley Unified School District
members on some of their programs. Organized Fundraisers through performing arts events, for other
nonprofit organizations like SEWA, Rewire etc.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Member of San Ramon City’s Arts Advisory Committee (http://www.sanramon.ca.gov/our_city/
boards_committees_commissions/arts_advisory_committee) Founder/Director of Namaha Foundation for
the Arts, www.namahaarts.org (a 510c3 nonprofit org) Founder/Artistic Director of Ushanjali School of
Dance, www.ushanjali.com Member of the Entertainment Committee, Tri Valley Kannada Sangha
Member of the San Ramon Valley Diversity Coalition's Culture and Celebration committee.
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
Naina Shastri
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Naina Shastri
Naina Shastri
Artistic Director,
Ushanjali School of Dance,
San Ramon
Website: www.ushanjali.com ;
www.nahamaarts.org
Facebook: https://www.facebook.com/ushananjali2008/
https://www.facebook.com/namahafoundation/
LinkedIn: Naina Shastri
Instagram: @nainashastri, @ushanjalischoolofdance
Twitter: @NainaShastri @ushajalischoolofdance
I am a Bharatanatyam Dancer, Performer, Choreographer, Educator and
Researcher.
Key Performances
• Mbongui Square Festival, 2018, 2019
• Performed for “Women’s Day” event by SAVE (Safe Alternatives for
Violent Environments); 2018, 2020
• San Francisco International Movement Arts Festival 2018, 2019
• San Francisco International Arts Festival, SFIAF (Divine Conversations);
2018
• West Wave Dance Festival, SAFEhouse Arts, SF (Nocturnes); 2017
• APAture 2016, Kearny Street Workshop; 2016
• Articulate Festival, Mysore
• Sai Nrithyothsava, Bengaluru, India
• Mysore Dasara Festival, Mysore
• Every Friday Youth Performance, Yavanika, Bengaluru
Achievements
•I was selected as a RAW resident artist at SAFEhouse for the Arts, San
Francisco.
•I was an Artist-in-Residence at the Oakland Asian Cultural Center, Oakland,
CA.
•I was selected to present my original work “Morning Raga” at the APAture
Festival, 2016 organized by Kearny Street Workshop
•Awarded “Acharya Devobhava” title by Sri Datta Sai Temple, San Ramon
for services provided to community as a Guru/teacher
•Recognized by the Shiva Vishnu Temple, for services provided as a
Guru/Teacher
•I have completed my “Vidwat” (Master’s level) examinations in
“Bharatanatyam” from the Secondary Board of Examinations, Karnataka,
India
•I am a qualified Examiner at the Akila Bharatiya Gandharva Vishwa
Vidyalaya, India and USA. I am invited to conduct the practical exams here
in the Bay Area for all levels.
•My school and I have been featured in NBC Bay Area’s program Asian
Pacific America with Robert Handa.
•I have also been invited as a judge to many competitions of Classical Indian
Dances in the Bay Area
Community Service:
•Member of San Ramon City’s Arts Advisory Committee – Recently
reappointed for a 3rd term. Also appointed as the Vice Chair of the
Committee.
(http://www.sanramon.ca.gov/our_city/boards_committees_commissions/art
s_advisory_committee )
•Founder/Director of Namaha Foundation for the Arts, www.namahaarts.org
A 501c3 nonprofit org.
1.We conduct an annual Dance and Music Festival, “Karnataka
Composers Day”
2.A Monthly Solo Indian Dance performance series, Naipunya Dance
Festival every 2nd Saturday of the Month. This provides a platform
and opportunities for upcoming soloists.
3.Launched, “Kaleidoscope San Ramon” on August 2nd, 2020; An
initiative to bring Artists from all genres of Arts, Ethnicities and
Genders for a collaborative and harmonious expression of
experiences.
4.Video Podcasts with eminent artists, educators and research scholars.
5.We regularly host performers and organize performances to
commemorate special days (eg. International Women’s Day, Mother’s
Day, International Dance Day)
•Member of the San Ramon Social Justice Collective (SRSJC)
•Member of the San Ramon Valley Diversity Coalition (SRVDC) and serving
on its Culture and Celebrations committee.
•Member of the Entertainment Committee, Tri Valley Kannada Sangha
•Ex-Board Member; Asian Pacific Islander American Public Affairs
(APAPA)
•Cofounder: Kalasangha - East Bay Artists Exchange
•Assisting the City Staff in planning, organizing and executing Multicultural
events like “Culture in the Community”
•Organized Dance Festival to help raise funds for “Women Empowerment”
projects of SEWA International USA, Bay Area
•Involved with local, San Ramon based grassroots organization Rewire
Community in an artistic capacity, choreographing and performing for their
events on Women oriented topics.
Educator and Teacher:
Founder/Artistic Director of Ushanjali School of Dance, www.ushanjali.com
As the Artistic Director of Ushanjali School of Dance I teach Indian Classical
Dance at 3 locations (San Ramon, Pleasanton and Berkeley), currently training
over 100 students. My students regularly perform at various dance festivals, City
and Community organized cultural events throughout the Bay Area. The senior
students are trained to present their “Rangapraveshas” (Debut Solo Performance),
an intensive program where the dancers present Solo for over 2 hours with Live
Orchestra accompaniment. Students are trained in both the Practical and
Theoretical aspects of the dance and appear for formal Dance Exams in
Bharatanatyam conducted by the Akila Bharatiya Gandharva Maha Vidyalaya,
India.
We have presented Lecture/Demonstrations at Libraries around San Ramon,
Pleasanton and Pinole, for Girls Scouts group at a local school, International Day
performances at Schools around San Ramon and Danville.
Some events and venues our School participates regularly are:
• Arudra Natyanjali, Shiva Vishnu Temple, Livermore
• Navarathri performance, Santana Dharma Kendra, San Jose
• Shivarathri Celebrations, Concord Temple, Concord
• Stockton Diwali Celebration, Indian Association of San Joaquin, Stockton
• Culture in the Community, San Ramon’s annual multicultural program
• Art and Wind Festival, San Ramon
• Diwali performance, Children’s Discovery Museum, San Jose
• Selected students present special Ritual Offering of Dance to the Deities at
Shiva Vishnu Temple, Livermore and Sri Datta Sai Temple, San Ramon
during Mahashivarathri, Ramanavami and Navarathri festivals.
Every year, I present all my students during our Annual Showcase performance.
Students present to family and friends the dances or lessons they have been taught
and practiced through the year.
Collaborations
• I have been regularly presenting a collaborative work with Visual Artist,
Salma Arastu called “In Search of Eternal Love – from Meera to Rumi”,
exploring poetry by Persian Mystic Mevlana Rumi and Indian Bhakti Saint
Meera Bai through Indian Classical Dance, recitation, music and
multimedia.
• Worked with and trained ladies from the organization Rewire Community a
grassroots organization involved with social justice issues and women’s
wellness, to present “Girls and Goddesses” for Mbongui Square Festival,
2019.
• Regularly present productions for our local Tri Valley Kannada Sangha,
training 30 to 40 children and adult members of the organization for our
annual event, Kannada Rajyothsava.
• Choreographed and presented a combined dance with 4 other Indian
Classical Dance forms (Kuchipudi, Andhranatiyam, Odissi and Kathak) for
“Shivapadam – International Dance Program”.
https://www.youtube.com/watch?v=HyF6emiu4cQ&t=106s (from 1.45.01 to
1.53.58)
Academic Background
• I have a Master’s degree in Biotechnology from the University of Mysore.
• A Masters Certification in Biotechnology from CSU Hayward.
• I have worked in the Biotech Industry(Discoverx) and later at the Research
Laboratory, Lawrence Berkeley National Lab; Emeryville.
I currently reside in San Ramon, California with my husband and two children.
2021 Arts and Culture Commission Roster
Seat Name District Term start Term end
District 1 Silvia Ledezma 1 7/1/17 6/30/25
District 2 Beverly Kumar 2 7/1/19 6/30/23
District 3 Grant Taylor 3 3/30/21 6/30/23
District 4 Elizabeth Wood 4 10/1/13 6/30/23
District 5 OPEN 5
At-Large 1 Y'Anad Burrell 1 2/12/13 6/30/23
At-Large 2 Ben Miyaji 5 12/8/20 6/30/23
At-Large 3 Joan D'Onofrio*4 8/10/21 6/30/25
At-Large 4 Lanita Mims 3 11/6/18 6/30/25
Alternate Naina Shastri*2 8/10/21 6/30/25
Youth Advisor Carolyn Considine 2 2/2/21 6/30/22
*Subject to this committee's action
FAMILY AND HUMAN SERVICES
COMMITTEE 5.
Meeting Date:07/26/2021
Subject:Appointments to the Workforce Development Board
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Board Appointment
Presenter: Enid Mendoza Contact: Enid Mendoza, (925)
655-2051
Referral History:
On January 7, 2020, the Board of Supervisors (BOS) adopted Resolution No. 2020/1 adopting
policy governing appointments to boards, committees, and commissions that are advisory to the
BOS. Section III.A. of this resolution states that when an advisory body conducts interviews for
at-large/countywide seats, the body's recommendation will be provided to a Board committee for
further review, along with all applications received for the applicable seat(s). In all cases, the
Board Committee decides which applicants to nominate for full Board action.
The Workforce Development Board implements federal requirements for programs to address the
education, skills, and employment needs for a skilled workforce, and that lead to an increase in
the skills and earnings of Contra Costa residents.
On March 14, 2016, the Family and Human Services Committee (FHS) accepted the Employment
and Human Services Department's recommendation to decertify the then-current Workforce
Investment Act local Board and re-certify a new board structure in compliance with the new
Workforce Innovation and Opportunity Act (WIOA). FHS approved these recommendations, and
the Board did the same at its March 29, 2016 meeting.
Under new standards in WIOA (2016) and as adopted by the Board on March 29, 2016, the new
Workforce Development Board structure is: a total of 23 required seats and 2 "optional seats",
consisting of: 13 Business representatives, 5 Workforce representatives, and 5 Education and
Training representatives as follows: (1) Adult Education/Literacy; (2) Higher Education; (3)
Economic & Community Development; (4) Wagner Peyser representative; (5) Vocational
Rehabilitation. Also two additional/ "optional" seats that may be filled from any of the 3
categories above.
Referral Update:
Local board structure and size:
Local board structure and size:
Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA)
substantially changes Local Board composition by reducing local workforce development board
size while maintaining a business and industry majority and ensuring representation from labor
and employment and training organizations.
Category – Representatives of Business (WIOA Section 107(b)(2)(A))
Thirteen (13) representatives (52%)
Category – Representatives of Workforce (WIOA Section 107(b)(2)(A))
Five (5) representatives (20%)
Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C))
One (1) Adult Education/Literacy Representative (WIOA title II)
One (1) Higher Education Representative
One (1) Economic and Community Development Representative
One (1) Wagner Peyser Representative
One (1) Vocational Rehabilitation Representative
Two (2) additional seats from the above categories, including constituencies referenced in
Attachment III of Training Employment & Guidance Letter (TEGL) 27-14.
The Workforce Development Board Executive Committee, approved on July 14, 2021 the
recommended appointments below. No other candidates competed for the seats.
Please see the attached memo and applications for additional information.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointments of Douglas R. Lezameta to the
Business Seat #5, Lauren D. Johnson to the Business Seat #6, Steve Older to the Workforce &
Labor Seat #4, and Traci Young to the Workforce & Labor Seat #5 of the Workforce
Development Board with terms expiring June 30, 2025.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
WDB Appointment Recommendation Memo
Lezameta Application - Redacted
Johnson Application - Redacted
Older Application - Redacted
Young Application - Redacted
WDB Roster
WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY
4071 Port Chicago Highway • Suite 250 • Concord, CA 94520
Tel. (925) 671-4560 • Fax (925) 228-0238
Website: www.wdbcc.com
MEMORANDUM
DATE: July 20, 2021
TO: Family and Human Services Committee
CC: Dennis Bozanich, CAO Sr. Deputy County Administrator
Enid Mendoza, CAO Sr. Deputy County Administrator
FROM: Tamia Brown, Executive Director
SUBJECT: Appointment to Workforce Development Board
This memorandum requests the Family and Human Services Committee recommend to the Contra Costa County
Board of Supervisors the appointment of the following candidates to the new WIOA compliant Workforce
Development Board of Contra Costa County.
Background:
Local board structure and size:
Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA) substantially
changes Local Board composition by reducing local workforce development board size while maintaining a
business and industry majority and ensuring representation from labor and employment and training
organizations.
To meet the categorical membership percentages, the WDB recommended a board of twenty-five (25)
members. This option represents the minimum required local board size under WIOA plus an additional six (6)
optional representatives in the following enumerated categories: 1) business; 2) workforce; 3) education and
training.
Category – Representatives of Business (WIOA Section 107(b)(2)(A))
• Thirteen (13) representatives (52%)
Category – Representatives of Workforce (WIOA Section 107(b)(2)(A))
• Five (5) representatives (20%)
Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C))
• One (1) Adult Education/Literacy Representative (WIOA title II)
• One (1) Higher Education Representative
• One (1) Economic and Community Development Representative
• One (1) Wagner Peyser Representative
• One (1) Vocational Rehabilitation Representative
Two (2) additional seats from the above categories, including constituencies referenced in
Attachment III of Training Employment & Guidance Letter (TEGL) 27-14.
TAMIA BROWN
EXECUTIVE DIRECTOR
Recommendation:
a) Recommend approval of local board candidate for the vacant board seats. (Attached application and
board roster) - Approved on July 14, 2021 at the Executive Committee Meeting
• Douglas R. Lezameta – Business Seat # 5
• Lauren D. Johnson – Business Seat #6
• Steve Older – Workforce & Labor Seat #4
• Traci Young - Workforce & Labor Seat #5
**No other candidate competed for the Business Seat #5 & #6 and for Workforce Labor Seat #4 & #5. **
NEW APPOINTMENT
Seat Last Name First Name Address & District # Term
Start Date
Term of
Expiration
District
(Resident)
Business Seat #5 Lezameta Douglas R. Martinez, CA
District #4
8/1/2021 6/30/2025 District #4
Business Seat # 6 Johnson Lauren D. Martinez, CA
District #5
8/1/2021 6/30/2025 District #5
Workforce &
Labor Seat # 4
Older
Steve
Concord, CA
District #4
8/1/2021
6/30/2025
District #4
Workforce &
Labor Seat #5
Young
Traci
Martinez, CA
District #5
8/1/2021
6/30/2025
District #5
Thank you
/rms
attachment
Submit Date: Jun 02, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 4
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Universidad Ricardo Palma
Degree Type / Course of Study / Major
Civil Engenieering
Degree Awarded?
Yes No
College/ University B
Name of College Attended
John Logie Baird
Douglas R Lezameta
1105 Carey Dr 101
Concord CA 94520
Mobile: (925) 658-8781
douglaslezameta@icloud.com
Douglas R Lezameta
A1b
Degree Type / Course of Study / Major
Mass Communication
Degree Awarded?
Yes No
College/ University C
Name of College Attended
ESAN
Degree Type / Course of Study / Major
Business
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Entrepreneurship
Hours Completed
160
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Workforce Development Board: Submitted
Seat Name
Douglas Lezameta
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Douglas R Lezameta
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I would like to represent the Hispanic Community by serving in this board, I believe that I can be the
bridge between the resources and plans available and bring it to our community in Contra Costa
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Currently I am serving was a President of The Hispanic Chamber of Commerce of Contra Costa County
and in priors years I served as a board member, I have a deep understating of what our Hispanic
Community needs and how to reach out to them to deliver the information and help they need.
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
Douglas R Lezameta
If Yes, please identify the nature of the relationship:
I am the President of The Hispanic Chamber of Commerce and The Workforce Development Board of
Contra Costa County is a member of our organization
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Douglas R Lezameta
Douglas Lezameta
1105 Carey drive apt.101 Concord California
Phone: 925-658-8781
E-mail: douglaslezameta@radiofusionlatina.com
Summary of Qualifications
●Accomplished, seasoned Professional with proven success in operations
management to achieve the organizational mission.
●Superior communication skills, easily interacts with executives,
physicians, regulator y agencies, patients, vendors and staff.
●Skilled in creatively promoting new programs and products.
●Effective working both independently and as part of a team. Committed
to ideals of excellence.
●Energetic and organized. Able to efficiently handle the demands of
multiple projects in detail.
Experience
Founder (Jul 2012 –Now)
Fusion Latina Network (Concord, California)
Founder of a new form of communication based on the Internet , developed a
Social Media and Mass Communication Strategy that makes Radio Fusion
Latina an important option for The Hispanic Community in the Bay Area.
Awarded Business of the Year 2014 By The East Bay Leadership Council.
Lead a team of 10 talented personalities that works on the station.
Resume: Douglas Lezameta
Director at Large (Jan 2015 –Now)
Contra Costa Hispanic Chambers of Commerce (Walnut
Creek California)
Responsible for Marketing and Communication strategies to increase the value
proposition for the Hispanic Chambers of Commerce membership.
Business Advisor (Jul 2012 –March 2013)
SBDC (San Jose California)
Provided advice to Business owners on Marketing, Social Media and HR.
Host and Producer (Set 2009 –Feb 2010)
En Buenas Manos KIQI 1010 AM (San Francisco California)
Host and Producer of Spanish Talk Show in the Bay Area conducting
inter views, reporting news highlights, and inter viewing professionals that
provide information relevant for the community.
Host and Director (Feb 2010 –May 2012)
Casas e Hipotecas KIQI 1010 AM (San Francisco California)
Host and Director of a Real Estate Show, conducting interviews, scheduling
guests, and proposing topics for the show.
Skills
Social Media.
Computer Skills.
Mass Communications.
Media Buying.
Blogging.
Video Editing.
Camera Operation.
Page 2 | 925-6588781
Resume: Douglas Lezameta
On-Camera Experience.
Fluent English – Spanish.
Education
John F Kennedy University.
IEL – Leadership.
John Logie Baird (Lima –Peru).
B.S in Journalism and Mass Communications.
ESAN (Lima- Peru).
Customer Ser vice.
Page 3 | douglaslezameta@radiofusionlatina.com
Submit Date: Feb 20, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 5
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
USC Law School
Degree Type / Course of Study / Major
Juris Doctorate
Degree Awarded?
Yes No
College/ University B
Name of College Attended
U.C. Berkeley
Lauren D Johnson
127 Fountainhead Court
Martinez CA 94553
Mobile: (925) 348-2459
ljohnson@johnsonwalker.com
Lauren D Johnson Page 1 of 4
A1c
Degree Type / Course of Study / Major
History and Political Science
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Economic Opportunity Council: Submitted
Contra Costa Commission for Women and Girls: Submitted
Workforce Development Board: Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Lauren D Johnson Page 2 of 4
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am concerned about the growing income inequalities in Contra Costa County. According to the United
Way Bay Area, the top-income families in Contra Costa County earn almost 15.6 times more than low-
income families. Moreover, Contra Costa has the highest rate of uninsured children of any Bay Area
county. Lastly, the COVID-19 pandemic has led to increased unemployment and homelessness in low-
income communities. I want to serve as a member of either the Contra Costa Commission for Women and
Girls, the Economic Opportunity Council, or the Workforce Development Board because I am interested in
improving and creating economic and employment opportunities for underserved communities in Contra
Costa County.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
I have served as a board member of Heaven's Door Cancer Foundation. I have volunteered and worked
as a grant writer for A Safe Place, a domestic violence agency in Oakland, CA. I have also been a
member of the Junior League of San Francisco and the Buena Vista Auxiliary/Diablo Valley Assistance
League.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am qualified for an appointment to an advisory board because I am committed to improving social and
economic outcomes for underserved and vulnerable populations. I believe the critical thinking, verbal and
writing skills I have developed as an attorney will assist me as a board member. I am also a team player
who believes in the open discussion of ideas and opinions.
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
Lauren_Johnson_Resume_CCC.pdf
Lauren D Johnson Page 3 of 4
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Lauren D Johnson Page 4 of 4
Attorney
Lauren D.
Johnson
Committed and results-oriented lawyer
specializing in employment law, business and
commercial law, product liability and personal
injury. Highly skilled in oral argument and legal
research, leading to successful litigation of
cases. Expertise in mediation, arbitration and
settlement negotiation.
Contact
Address
Martinez,CA, 94553
Phone
(925) 348-2459
E-mail
ljohnson@johnsonwalker.co
m
Skills
Corporate and business
legal issues
Case analysis
Legal writing
Dispute arbitration
Litigation
Settlement Negotiation
Case management
Work History
Founder
Law Office Of Lauren D. Johnson, San Pablo &
Martinez, CA
Experienced litigator specializing in
employment law, business and commercial
law, product liability, and personal injury
litigation.
Provide legal counseling, consultation, and
litigation services to employers, businesses, and
non-profit organizations.
Represent employees and employers in various
employment matters involving wrongful
termination, wage and hour disputes,
harassment, discrimination, and retaliation.
Represent clients during mediations,
arbitrations, and settlement negotiations.
Oversee law firm's day-to-day administrative
operations, provide guidance to support staff
and enforce compliance with state, federal
and local regulations.
2015-06 -
Current
Of Counsel Attorney
Tenax Law Group, P.C., Richmond, CA
Developed strategies to resolve cases in
client's best interest.
Analyzed probable outcomes of cases using
knowledge of legal precedents.
Managed high-volume caseload in most
populous and demanding circuit.
Conducted legal research and conferred with
2016-10 -
2020-07
colleagues with develop strategies and
arguments in preparation for presentation of
cases.
Education
J.D.: Law
USC Law School - Los Angeles, CA
Bachelor of Arts: History And Political
Science
U.C. Berkeley - Berkeley, CA
Affiliations
Contra Costa County Bar Association
Solano County Bar Association
Black Women Lawyers Association of Northern
California
Submit Date: Jun 11, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 4
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Steve Older
1314 Windermere Way
Concord CA 94521
Mobile: (510) 409-5849
solder1546@sbcglobal.net
Steve Older
A1d
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Automotive Technology
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Workforce Development Board: Submitted
Seat Name
Labor
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
30+
Please explain why you would like to serve on this particular board, commitee, or
commission.
I m a former member of the board and would like to return. My work as a Machinists Union Representative
and Apprenticeship chair are directly tied to workforce issues.
Steve Older
Upload a Resume
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
Workforce Development, Concord Citizens Advisory Committee on the Weapons Station Renewal.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am Chairman and trustee of the Machinists Union Apprenticeship Committee, as well as Area Director of
Machinists Local 1173 in Concord and President of the Contra Costa Central Labor Council.
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Steve Older
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Steve Older
Submit Date: Jun 28, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 5
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
UC Berkeley Ext.
Degree Type / Course of Study / Major
Behavioral Health/Substance Abuse Disorders
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Laney College
Traci Young
4332 Salem St Apt. A
Oakland CA 94608
Mobile: (510) 220-5294
tyoung@uwba.org
Traci Young
A1e
Degree Type / Course of Study / Major
Business
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Cosmetology
Hours Completed
1600
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Workforce Development Board: Submitted
Seat Name
Cental Labor Council of Contra Costa
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Traci Young
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
As a Labor representative being part of the board would allow the strengthing of partnerships with other
agencies to address workforce issues, local policies the align with the the local workforce and support
economic vitality in the region.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
Current: CLC Racial Justice Committee, Chairperson Reimagining Public Safety Contra Costa Campaign,
Affiliate City Council of Emeryville, Stand-in City Council Person Former: Economic Revitalization Action
Team, Member Health Works East Bay Advisory Board, Board Seat Emeryville Economic Development
Committee, Member
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have extensive experience managing programs and personnel providing comprehensive career and
employment services to disenfranchised populations. A proven record of success leading projects from
concept to completion, building equitable relationships, cross-sector leadership, and building equitable
Workforce initiatives. Committed to serving and advocating for inclusion, equity, and economic justice.
KEY COMPETENCIES
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Traci Young
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Traci Young
Traci Young Page 1 of 2
Traci Young
510.220.5294
traciyoung26@gmail.com
Accomplished Program Manager with extensive experience managing programs and personnel providing
comprehensive career and employment services to disenfranchised populations. A proven record of success
leading projects from concept to completion, building equitable relationships, cross-sector leadership , and
coaching individuals to success. Committed to serving and advocating for inclusion, equity, and justice for all.
KEY COMPETENCIES
Policy Development
Re-Entry Services
Strategic Planning
Equity, Inclusion, Diversity
Social Responsive Impact
Program Administration
Economic Revitalization
Workforce Development
Community Organizing
PROFESSIONAL EXPERIENCE:
Contra Costa Labor Council, Martinez, CA 2020-Present
Community Services Director, Labor Liaison to UWBA
• Cultivate strategic partnerships with community allies and implement jointly developed programs
around the issues of income, education, health and safety
• Conduct a program of community services for union members, their families, and working communities
• Develop community mapping tools to identify strategic community partners, analyze existing
relationships and identify opportunities to build relationships with key community allies
• Deliver a variety of training curricula to develop union members’ leadership skills, including non -profit
board training, advocacy for the common good and other programs as needed.
Rise Together, Oakland, CA 2019-2020
Fair Chance Hiring Impact Manager
• Developed strategic plans and performed tasks including community organizing, committee
headship, and led various activities that provided context advocating for policy reform
• Created strategies to increase employer engagement and knowledge fair chance hiring practices
• Executed strategic plans and performed tasks such as writing policy documents and committee
memos that summarized activities and provided context advocating for system improvements
• Organized Ban the Box trainings for formerly incarcerated individuals and employers
• Identified service providers to act as an informed referral agency, clearing houses of information and
legal services for individuals with conviction histories seeking resources
Rubicon Programs, Richmond, CA 2011-2019
Workforce Services Manager, 2013-2016
• Led career development planning consistent with programs’ mission of providing training,
education, and skill-building opportunities meeting proficiency demands of local employers
• Worked in collaboration with Alameda and Contra Costa County agencies to leverage resources
and funds for education and training opportunities for populations facing barriers to employment
• Managed career services staff and operations to ensure efficient and effective programming
• Assessed fiscal budgets, allocated spending, oversaw program costs, compliance, and reporting
• Used data management systems to establish , timelines, outcomes and generate reports
• Developed and maintained business relationships with local businesses and hiring managers and
business strategies that increased business engagement and employment placements
• Recruited, interviewed, extended employment offers, and communication of onboarding processes
with internal program managers to insure seamless integration of new staff
Rubicon Programs Cont.
Traci Young Page 2 of 2
Lead Career Specialist, 2011-2013
• Created leads matching clients’ qualifications with job requirements, and employer specifications
• Consistently placed clients in employment, while meeting and exceeding monthly placement goals
• Developed resources for and conducted vocational, employment, and educational workshops
• Led various recruiting strategies, delivering well -qualified applicants to employers
• Worked with participants providing coaching to support education and career goals
Computer Technologies Program, Berkeley, CA 2010-2011
Business & Employment Development Manager
• Performed assessments, case management, and provided progress reports
• Provided career coaching for people with disabilities and other underserved populations
• Assisted clients with career development, resume composition, and interview techniques
• Developed partnerships with business owners, agencies, and corporate companies
• Supported graduates in securing educationally related employment via outreach and advocacy
Peralta Parent Teacher Group, Oakland, CA 2006-2010
Enrichment Program Community Liaison
• Oversaw and provided leadership to school volunteers working towards enrichment expansion
• Developed and secured partnerships and support of Oakland Unified School District Leaders
• Consulted with school district leaders, private agency directors, and famili es, for service evaluations
• Successfully developed new after -school enrichment program combining state and private funding
• Advocated for mental health counseling to be offered to enrolled students
EDUCATION & TRAINING:
Behavioral Health & Substance Abuse Counseling, UC Berkeley Extension
Business Administration & Theater Arts, Peralta Colleges
Motivational Interviewing, School of Social Welfare
Trauma-Informed Care, Teaching Institute of Learning
Coaching for Transformation, Leadership That Works
Assault Crisis Train the Trainer, Pro -Act Inc
AFFILIATIONS:
Current:
CLC Racial Justice Committee, Chairperson
Reimagining Public Safety Contra Costa Campaign, Affiliate
City Council of Emeryville, Stand-in City Council Person
Former:
Economic Revitalization Action Team, Member
Health Works East Bay Advisory Board, Board Seat
Emeryville Economic Development Committee, Member
A1f
7/21/2021
BOARD MEMBERS
PUBLIC ROSTER
District #
(Resident)
District #
(Employment)Committee
Michael McGill 1 6/23/2020 District #2 7/1/2020 6/30/2024 Chairperson/Engineer MMS Design Associates District #2 EXEC/YOUTH
Joshua Aldrich 2 10/9/2018 District #3 10/1/2018 6/30/2022 CEO Del Sol NRG. Inc.District #3 BED
Yolanda Vega 3 6/23/2020 District #2 7/1/2020 6/30/2024 Principal Peak Performance Corporate Training District #2 EXEC
Terry Curley 4 10/9/2018 District #2 10/1/2018 6/30/2022 Executive Vice President United Business Bank District #4 EXEC/BED
Douglas R. Lezameta (Exec. Cmte. Approved Appointment 07.14.21)5 District #4 6/30/2025 Founder Fusion Latina Network Disttict #4
Lauren D. Johnson (Exec. Cmte. Approved Appointment 07.14.21)6 District #5 6/30/2025 Founder Law Office of Lauren D. Johnson District #5
Stacey Marshall 7 6/23/2020 District #1 7/1/2020 6/30/2024 Manager Human Resources American Sugar Refining, Inc.District #5 BED
Carolina Herrera 8 7/14/2020 District #4 7/1/2020 6/30/2024 Manager, Community & Government Relations Kaiser Permanente District #4 BED
Robert Muller 9 3/12/2019 District #5 3/1/2019 6/30/2023 Learning Manager PBF Energy District #5 YOUTH
Laura Trevino 10 7/14/2020 District #5 7/1/2020 6/30/2024 Business Profile Account Manager Coast Personal Services District #5 YOUTH
Stephanie Rivera 11 7/14/2020 District #4 7/1/2020 6/30/2024 Director, Community Health Improvement John Muir Health District #4 BED
Monica Magee 12 8/11/2020 District #5 7/1/2020 6/30/2024 Director of Marketing Bishop Ranch District #2 BED
Corry Kennedy 13 7/14/2020 District #4 7/1/2020 6/30/2024 Human Resource Manager Chevron District #2 BED
District #
(Resident)
Thomas Hansen (Exec.Cmte. Approved Re-appointment 06.15.2021)1 District #5 6/30/2025 Business Manager IBEW Local 302 District #5 EXEC
Joshua Anijar 2 12/10/2019 District #X 12/1/2019 6/30/2023 Executive Director Centra Labor Council Contra Costa County District #5 EXEC
Timothy Jefferies (Exec. Cmte. Approved Appointment 06.15.2021)3 District #5 6/30/2025 BM Local 549 District #5
Steve Older (Exec. Cmte. Approved Appointment 07.14.2021)4 District #4 6/30/2025 Area Director Local 1173 Concord District #4
Traci Young (Exec. Cmte. Approved Appointment 07.14.2021)5 District #5 6/30/2025 Community Services Director, Labor Liaison UWBA Contra Costa Labor Council District #5
District #
(Resident)
VACANT 1 District #X 6/30/20XX District #X
Kelly Schelin 2 7/14/2020 District #5 7/1/2020 6/30/2024 Associate Vice Chancellor, Educational Services Contra Costa College District #1 BED
District #
(Resident)
Carol Asch 1 6/23/2020 District #X 7/1/2020 6/30/2024 Rehabilitation Act of 1973/District Administrator California Department of Rehabilitation District #4 YOUTH
Richard Johnson 2 6/23/2020 District #4 7/1/2020 6/30/2024 Employment Service/Employment Prog.Manager ll California Employment Development Department District #4 BED
Kwame Reed 3 6/23/2020 District #X 7/1/2020 6/30/2024 Economic Development Director City of Antioch District #3 EXEC/BED
District #
(Resident)
Leslay Choy 1 7/14/2020 District #1 7/1/2020 6/30/2024 Executive Director San Pablo Economic Development District #1 BED
DeVonn Powers 2 12/8/2020 District #X 12/1/2020 6/30/2024 Founder Chief Exec.Officer Humanity Way, Inc.District #X
BUSINESS COMMITTEE
WORKFORCE & LABOR Exec EXECUTIVE COMMITTEE
EDUCATION AND TRAINING BED BUSINESS ECONOMIC & DEV.
GOVERNMENTAL AND ECONOMIC AND COMMUNITY DEVELOPMENT Youth YOUTH COMMITTEE
FLEX ADDITIONAL MEMBERS N/A NOT ASSIGNED
PENDING APPROVAL/CONFIRMATION
VACANT SEAT
TERM END DATE
Entity
Name Seat #Appointment
Date Term End Date Title Entity
Name Seat #Appointment
Date Term End Date Title
Entity
Name Seat #Appointment
Date Term End Date Title Entity
Name Seat #Appointment
Date Term End Date Title
EntityNameSeat #Appointment
Date
Term End
Date TitleTerm Start
Date
FAMILY AND HUMAN SERVICES
COMMITTEE 6.
Meeting Date:07/26/2021
Subject:Stand Down on the Delta for Homeless Veterans
Submitted For: Nathan Johnson, Veterans Services Officer
Department:Veterans Services
Referral No.: 56
Referral Name: East Bay Stand Down for Homeless Veterans
Presenter: Nathan Johnson, J.R. Wilson Contact: Nathan Johnson, (925)
13-1478
Referral History:
On November 6, 2001, the Board of Supervisors referred to the Family and Human Services
Committee the review of the plans and preparations for the East Bay Stand Down for Homeless
Veterans. The East Bay Stand Down is a biennial event on even numbered years, and the Family
and Human Services Committee considered the report from the Veterans Service Office every
two years.
In September of 2015, the Delta Veterans Group held its first "Stand Down on the Delta" event,
which was a four-day, three-night event where Veterans were provided full medical treatments,
court and legal services, DMV, Chaplain services, housing, addiction and mental health
counseling, employment and other community services. The Veterans Service Officer presented
information on the first Stand Down on the Delta at the July 20, 2015 Family and Human
Services Committee (FHS) meeting. Since this stand down was expected to continue as a biennial
event every odd numbered years, FHS Referral No. 56 East Bay Stand Down for Homeless
Veterans was expanded to include annual informational reports alternating between the East Bay
Stand Down and the Stand Down on the Delta events.
Referral Update:
Due to COVID-19 community impacts, the 2020 Stand Down event was rescheduled and no
report was provided to F&HS last year.
The upcoming Stand Down on the Delta event will be held September 10-13, 2021 at the Contra
Costa County Fairgrounds in Antioch. Please see the attached memo and informational brochure
regarding the Stand Down on the Delta event.
The Delta Veterans Group invites all to view an informational video of the 2019 Stand Down on
the Delta event, narrated by U.S. Army Veteran David Boatwright. Mr. Boatwright was a
previous Stand Down participant and now volunteers in the homeless Veteran community helping
others find their path to success. The video can be viewed at:
https://www.youtube.com/watch?v=Ur05KCRk6Ww
Recommendation(s)/Next Step(s):
ENDORSE and SUPPORT the Stand Down on the Delta event for homeless veterans to be held
September 10-13, 2021 at the Contra Costa County Fairgrounds in Antioch and forward to the
Board of Supervisors for their endorsement and support.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Stand Down on the Delta-Tri-Fold
FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:07/26/2021
Subject:Behavioral Health Services Cumulative Evaluation Report on Contra Costa’s
Assisted Outpatient Treatment Program
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 107
Referral Name: Assisted Outpatient Treatment Program
Presenter: Marie Scannell, Mental Health
Program Manager
Contact: Enid Mendoza, (925)
655-2051
Referral History:
The Assisted Outpatient Treatment Demonstration Project Act (AB 1421), known as Laura’s
Law, was signed into California law in 2002. Laura’s Law is named after a 19 year-old woman
who worked at a Nevada County mental health clinic. She was one of three individuals who died
after a shooting by a psychotic individual who had not engaged in treatment. AB 1421 allows
court-ordered intensive outpatient treatment called Assisted Outpatient Treatment (AOT) for a
clearly defined set of individuals that must meet specific criteria. AB 1421 also specifies which
individuals may request the County Mental Health Director to file a petition with the superior
court for a hearing to determine if a person should be court-ordered to receive the services
specified under the law. The County Mental Health Director or his licensed designee is required
to perform a clinical investigation and, if the request is confirmed, file a petition to the court for
AOT. If the court finds that the individual meets the statutory criteria, the recipient will be
provided intensive community treatment services and supervision by a multidisciplinary team of
mental health professionals with staff-to-client rations of not more that 1 to 10. Treatment is to be
client-directed and employ psychosocial rehabilitation and recovery principles. The law specifies
various rights of the recipient as well as due process hearing rights. If a person refuses treatment
under AOT, treatment cannot be forced. The court orders a meeting with the treatment team to
gain cooperation and can authorize a 72-hour hospitalization to gain cooperation. A Laura’s Law
petition does not allow for involuntary medication. AB 1421 requires that a county Board of
Supervisors adopt Laura’s Law by resolution to authorize the legislation within that county. AB
1421 also requires the Board of Supervisors to make a finding that no voluntary mental health
program serving adults or children would be reduced as a result of implementation.
At its June 3, 2013 meeting, the Legislation Committee requested that this matter be referred to
the Family and Human Services Committee (FHS) for consideration of whether to develop a
program in the Behavioral Health Division of the Health Services Department that would
implement assisted outpatient treatment options here in Contra Costa County.
On July 9, 2013, the Board of Supervisors referred the matter to FHS for consideration. FHS
received reports on the implementation of Laura's Law on October 16, 2013 and March 10, 2014,
and on February 3, 2015, the Board of Supervisors adopted Resolution No. 2015/9 to direct the
implementation of Assisted Outpatient Treatment (Laura’s Law) for a three-year period and
directed the Health Services Department (HSD) to develop a program design with stakeholder
participation. The Board further authorized the Health Services Director to execute a contract with
Resource Development Associates, Inc. to provide consultation and technical assistance with
regard to the evaluation of the County’s Assisted Outpatient Treatment (AOT) Program for
persons with serious mental illness who demonstrate resistance to voluntarily participating in
behavioral health treatment.
In February 2016, Laura's Law was implemented and the Department provided FHS with status
reports on September 12 and December 12, 2016, and May 22 and September 25, 2017, at which
FHS received and discussed the AOT Program reports for fiscal year 2016-17 as provided by the
Health Service Department and Resource Development Associates. Contra Costa Behavioral
Health Services was directed to coordinate with the Health, Housing and Homeless Services
Division and develop a plan to maximize enrollment in Assertive Community Treatment (ACT)
of persons who are eligible for the AOT Program and are homeless or at risk of homelessness.
Mental Health Systems is the contract agency providing Assertive Community Treatment to
fidelity.
On October 17, 2017 the Board of Supervisors accepted the Plan for Maximum Enrollment of
Persons Eligible for the AOT Program, as well as the July, 2016 through June 30, 2017 evaluation
report from Resource Development Associates. On November 2, 2018 Resource Development
Associates presented their Cumulative Evaluation Report to the Assisted Outpatient Treatment
Workgroup and interested stakeholders for discussion and input regarding recommendations and
next steps.
In September 2021, AB 1976 was approved by the Legislature and signed by Governor Newsom.
This statute eliminates the sunset date for AOT programs, and requires the implementation of
AOT programs for all counties that have not already implemented Laura's Law effective July 1,
2021. This has converted AOT programs from an opt-in to an opt-out County program. The
statute also expands the list of individuals allowed to petition the county behavioral health
department for AOT services to include a superior court judge.
The change in legislation has not impacted the County's AOT program, which exceeds the
requirements set forth in the legislation.
Referral Update:
The attached report and presentation from Resource Development Associates covers the
2019-2020 fiscal year. It also provides data included in the annual update required by the
California Department of Health Care Services.
If the Committee does not have concerns with the report, the Behavioral Health Division of the
Health Services Department is requesting to terminate this FHS referral moving forward and
instead direct the Department to provide an annual update to the Board of Supervisors no later
than September of each year.
Recommendation(s)/Next Step(s):
CONSIDER accepting the cumulative evaluation report from the Health Services Department on
the implementation of Laura’s Law – Assisted Outpatient Treatment (AOT) program during the
period July 2019 through June 2020, and directing the Department to forward these reports
annually and directly to the Board of Supervisors for their information.
Fiscal Impact (if any):
Funds are budgeted for the CCBHS portion of the AOT Program for FY 2021-22, and MHSA
revenue is expected to sustain the CCBHS portion of the program costs for the fiscal years
2022-23.
Attachments
FY 2019-20 Assisted Outpatient Treatment Program Report
FY 2019-20 Assisted Outpatient Treatment Program Presentation
Contra Costa County Assisted Outpatient Treatment (AOT)
Annual Evaluation Report
Reporting Period: July 1, 2019 - June 30, 2020
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Table of Contents
Introduction ......................................................................................................................................... 4
Background Information ........................................................................................................................... 6
Contra Costa County’s AOT Program Model ............................................................................................. 7
Organization of the Report ....................................................................................................................... 8
Methodology ....................................................................................................................................... 9
Data Measures and Sources...................................................................................................................... 9
Data Analysis ........................................................................................................................................... 11
Limitations and Considerations .............................................................................................................. 12
Findings ............................................................................................................................................. 13
Pre-ACT Enrollment Findings .................................................................................................................. 13
ACT Enrollment Findings ......................................................................................................................... 18
Summary of Findings ......................................................................................................................... 30
Appendices ........................................................................................................................................ 32
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Table of Figures
Figure 1. Contra Costa County AOT Program Stages .................................................................................... 7
Figure 2. MHS Outreach and Engagement Attempts (N = 821) .................................................................. 17
Figure 3. Referral to ACT Enrollment Summary .......................................................................................... 18
Figure 4. Primary Diagnosis (N = 90) ........................................................................................................... 19
Figure 5. Employment 12 months before ACT (N = 90) .............................................................................. 20
Figure 6. Employment at ACT Enrollment (N = 90) ..................................................................................... 20
Figure 7. Intensity of ACT Contacts per Week (N = 89) ............................................................................... 22
Figure 8. Frequency of ACT Contacts per Week (N = 89) ............................................................................ 22
Figure 9. Consumers’ Housing Status before and during ACT (N = 86) ...................................................... 25
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Table of Tables
Table 1. Data Sources and Elements ............................................................................................................. 9
Table 2. DHCS Reporting Requirements and Corresponding Data Sources ................................................ 10
Table 3. Summary of Requestor Type (N = 117) ......................................................................................... 13
Table 4. Outcome of CCBHS Investigations for Consumers Referred in FY 2019-20 (N = 117) .................. 14
Table 5. MHS Service Summary (N = 107) .................................................................................................. 16
Table 6. AOT Consumer Demographics (N = 90) ......................................................................................... 19
Table 7. Sources of Financial Support for ACT Consumers (N = 90) ........................................................... 20
Table 8. ACT Service Engagement (N = 89) ................................................................................................. 21
Table 9. Consumers’ Crisis Episodes before and during ACT (N = 89) ........................................................ 23
Table 10. Consumers’ Psychiatric Hospitalizations before and during ACT (N = 89) .................................. 24
Table 11. Consumers’ Jail Bookings before and during ACT (N = 89) ......................................................... 24
Table 12. Self Sufficiency Matrix Scores (N = 36) ........................................................................................ 26
Table 13. Changes in Consumers’ Frequency of Substance Use (N = 26) ................................................... 27
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Acronyms and Definitions
AB 1421 Assembly Bill 1421 (also known as “Laura’s Law”) authorized the provision of Assisted
Outpatient Treatment (AOT).
AB 1976 Assembly Bill 1976 was passed to make Laura’s Law a permanent piece of legislation in
California (making AOT an opt-out program starting July 2021).
AOT Assisted Outpatient Treatment was designed to interrupt the repetitive cycle of
hospitalization, incarceration, and homelessness for people with serious mental illness
who have been unable and/or unwilling to engage in voluntary services.
ACT Assertive Community Treatment is the evidence-based behavioral health service
provided to AOT and voluntary consumers in Contra Costa County. Consumers eligible
for AOT are referred to an ACT program that serves only AOT-referred consumers.
Consumers may enroll in services voluntarily (without AOT court involvement) or
through a settlement agreement or court order (with AOT court involvement).
NIDA
ASSIST
National Institute on Drug Abuse’s Alcohol, Smoking and Substance Involvement
Screening Test assesses an ACT consumer’s use of substances over the last three
months.
CCBHS Contra Costa County Behavioral Health Services provides behavioral health services to
AOT consumers through an ACT program operated by Mental Health Services (MHS).
The AOT program is a collaborative partnership between CCBHS, the Superior Court,
County Counsel, the Public Defender, and MHS.
COVID-19
SIP
Coronavirus Disease 19 Shelter in Place orders began in California on March 19, 2020
and closed all non-essential businesses.
DHCS California Department of Health Care Services oversees AOT programs across the state
by collecting consumer data and evaluating AOT consumer outcomes.
FMH CCBHS Forensic Mental Health receives AOT referrals, conducts the referral
investigation, and connects referred individuals to the ACT program or other mental
health services.
FY 2019-20 The California Fiscal Year 2019-2020 ran from July 1, 2019 to June 30, 2020.
KET ACT Key Event Tracking is completed when an ACT consumer experiences a life change
in the following areas residential (includes hospitalization and incarceration), education,
employment, sources of financial support, legal issues/designations, emergency
intervention, health status, and substance abuse.
MacArthur
Tool
MacArthur Abbreviated Community Violence Instrument assesses an ACT consumer’s
history of violence and victimization in the past month.
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MHS Mental Health Systems is the ACT contracted provider organization in Contra Costa
County. MHS also conducts the initial outreach and engagement to individuals referred
from FMH.
N, n N refers to the total population included in each analysis, while n refers to the sample
size, or subset of the population.
PAF ACT Partnership Assessment Form is completed at admission to the ACT program to
collect current and historical consumer information. Baseline data about a consumer’s
residential (includes hospitalization and incarceration), education, employment, sources
of financial support, legal issues/designations, emergency intervention, health status,
and substance abuse status are reported in the PAF.
RDA Resource Development Associates was contracted by the County to assess the
implementation of the County’s AOT program.
SSM The Self Sufficiency Matrix is an instrument used to assess consumers’ social
functioning and independent living.
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Introduction
Background Information
In 2002, the California legislature passed Assembly Bill (AB) 1421 (also known as “Laura’s Law”), which
authorized the provision of Assisted Outpatient Treatment (AOT) in counties that adopt a resolution for
its implementation. AOT is designed to interrupt the repetitive cycle of hospitalization, incarceration, and
homelessness for people with serious mental illness who have been unable and/or unwilling to engage in
voluntary services. AOT uses an expanded referral and outreach process that may include civil court
involvement, whereby a judge may order participation in outpatient treatment. The California Welfare
and Institutions Code 1 defines the target population, intended goals, and specific suite of services required
to be available for AOT consumers in California (see Appendix I).
On February 3, 2015, the Contra Costa County Board of Supervisors adopted a resolution to authorize the
implementation of AOT. Currently, Contra Costa County Behavioral Health Services (CCBHS) provides
behavioral health services to AOT consumers through an Assertive Community Treatment (ACT) team
operated by Mental Health Systems (MHS), a contracted provider organization. Contra Costa’s AOT
program represents a collaborative partnership between CCBHS, the Superior Court, County Counsel, the
Public Defender, and MHS. Community mental health stakeholders and advocates have remained
involved in providing feedback and supporting the program to meet its intended objectives. The County’s
AOT program became operational on February 1, 2016 and accepted its first consumer in March 2016.
ACT is an evidence-based service delivery model for people with serious mental illness who are at-risk of
or would otherwise be served in institutional settings or experience homelessness. ACT has the strongest
evidence base of any mental health practice for people with serious mental illness and, when
implemented to fidelity, ACT produces reliable results for consumers. Such results include decreased
negative outcomes (e.g., hospitalization, incarceration, and homelessness) and improved psychosocial
outcomes (e.g., improved life skills and increased involvement in meaningful activities).
In September 2020, Assembly Bill 1976 (AB 1976) was passed to make Laura’s Law a permanent piece of
legislation in California. Moreover, AB 1976 changes AOT from an opt-in program to an opt-out program
starting July 1, 2021. California counties are now required to implement AOT unless they publicly explain
their reasons for opting out of program participation. The bill also adds judges to the list of individuals
who can refer an individual for AOT. Beyond the addition of judges to the accepted referral list, AB 1976
does not affect existing AOT programs in any other ways.
1 Welfare and Institutions Code, Section 5346
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Contra Costa County’s AOT Program Model
Contra Costa County has designed an AOT program model that responds to the needs of its communities
and exceeds the requirements set forth in the legislation. The Contra Costa County AOT program includes
a Care Team comprised of CCBHS Forensic Mental Health (FMH) and MHS staff. Figure 1 below depicts
the County’s AOT program stages from pre-enrollment (Referral and Investigation; Outreach and
Engagement) through enrollment.
Figure 1. Contra Costa County AOT Program Stages
AOT Process
As originally designed, the first stage of engagement with Contra Costa County’s AOT program is through
a telephone call referral whereby any “qualified requestor” can make an AOT referral.2 Within 48 hours,
a CCBHS mental health clinician connects with the requestor to gather additional information on the
referral and then reaches out to the referred individual to begin determining if they meet AOT eligibility
criteria (see Appendix I).
If the person initially appears to meet eligibility criteria, a CCBHS investigator from the FMH staff facilitates
a face-to-face meeting with the consumer and/or support networks to gather information; attempts to
engage the consumer; and develops an initial care plan. If the consumer continues to meet all nine
eligibility criteria, FMH investigators share the consumer’s information with the MHS team. MHS then
conducts outreach and engagement activities with the consumer to encourage their participation in ACT.
If at any time the consumer accepts voluntary services and continues to meet eligibility criteria MHS
begins the ACT enrollment process. If the person does not meet all nine AOT eligibility criteria but is in
need of mental health services, FMH staff work to connect them to the appropriate type and level of
behavioral health services. Such service linkages include connections to:
Full Service Partnerships;
Clinical case management and/or medication management;
2 Qualified requestors include: An adult who lives with the individual; Parent, spouse, adult sibling, or adult child of the individual;
Director of an institution or facility where the individual resides; Director of the hospital where the person is hospitalized; Treating
or supervising mental health provider; Probation, parole, or peace officer.
CCBHS FMH
receives
referral and
conducts
investigation,
then refers to
MHS or other
mental health
services
Referral and
Investigation
MHS provides
outreach and
engagement
to AOT eligible
individuals
Outreach
and
Engagement
Consumers
enroll in ACT
voluntarily or
via court
agreement
ACT Team
Enrollment
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Private providers or Kaiser;
Medical care; and
Alcohol and other drug services.
However, if after a period of outreach and engagement, the consumer does not accept voluntary services
and continues to meet eligibility criteria, the County mental health director or designee may choose to
complete a declaration and request that County Counsel file a petition with the court. Utilizing a
collaborative court model that combines judicial supervision with community mental health treatment
and other support services, Contra Costa County then holds one to two court hearings. At the first hearing,
the consumer has the option to enter into a voluntary settlement agreement with the court to participate
in AOT.
If the consumer continues to refuse AOT and is unwilling to enter into a voluntary settlement agreement,
then he/she may be court ordered into AOT for a period of no longer than six months at the second court
hearing. After six months, if the judge deems that the person continues to meet AOT criteria, they may
authorize an additional six-month period of mandated participation. Consumers may also choose to
voluntarily continue with services. At every stage of this process, CCBHS’ FMH and MHS staff continue to
offer the individual opportunities to engage voluntarily in services. Conversely, the AOT Care Team may
recommend a 72-hour 5150 hold if the consumer meets existing criteria and is resistant to services.
Organization of the Report
The following report of Contra Costa County’s AOT program implementation and outcomes is broken into
four sections, highlighted below:
Methodology
Pre-ACT Enrollment Findings
ACT Enrollment Findings
Summary of Findings
The Methodology section provides a brief description of the data sources and analysis techniques used to
address the required DHCS outcomes. This is followed by a discussion of findings from our evaluation of
Contra Costa County’s processes for AOT referral, investigation, and outreach and engagement in the Pre-
ACT Enrollment Findings section. The ACT Enrollment Findings section then describes the consumer profile
in Contra Costa County, as well as consumers’ service engagement and outcomes during ACT enrollment.
Finally, the Summary of Findings section highlights key findings from the County’s AOT implementation
during fiscal year 2019-2020.
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Methodology
RDA worked closely with CCBHS and MHS to assess the implementation of the County’s AOT program, as
well as the extent to which individuals receiving AOT services during fiscal year 2019-2020 (FY 2019-20)
experienced: 1) decreases in hospitalization, incarceration, and homelessness; and 2) improvements in
psychosocial outcomes such as social functioning and independent living skills. This evaluation is intended
to include information to meet regulatory DHCS requirements. In order to report on these requirements
for consumers receiving AOT services during FY 2019-20, the following consumers were included in the
analysis:
Evaluation Period: July 1, 2019 through June 30, 2020
Consumers Included: Any consumer who was referred to FMH, found to be AOT eligible, and
received ACT services during the evaluation period
Consumers Excluded: Any consumer who was referred to FMH and closed to the AOT process
before the end of the evaluation period
Data Measures and Sources
RDA worked with CCBHS and MHS staff to obtain the data necessary to address the DHCS reporting
requirements for the FY 2019-20 from several data sources. Table 1 presents the County departments or
agencies that provided data for this evaluation, as well as the data sources and elements captured by each
data source. Appendix II provides additional information on each data source.
Table 1. Data Sources and Elements
County Agency/
Department Data Source Data Element
Contra Costa
County
Behavioral
Health Care
Services
CCBHS FMH AOT Request Log • Individuals referred
• Qualified requestor information
CCBHS FMH AOT Investigation
Tracking Log • CCBHS investigation attempts
Contra Costa County PSP and
ShareCare Billing Systems
• Behavioral health service episodes and
encounters, including hospitalizations and
crisis episodes
• Consumer diagnoses and demographics
Contra Costa County Epic
Electronic Health Record • Booking and release dates
Mental Health
Systems
MHS ACT Client List
• ACT consumers
• Substance abuse diagnoses
• Vocational service participation
MHS Outreach and Engagement
Log • Outreach and engagement encounters
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County Agency/
Department Data Source Data Element
PAF and KET in Microsoft Access
Database
• Residential status, including homelessness
• Employment
• Education
• Financial support
MHS Outcomes Spreadsheet
• Social Functioning
• Independent Living
• Recovery
• Substance Use
• Violence and Victimization
• Consumer and Family Satisfaction
In order to ensure the reporting process met the requirements stated in Section 5348 of the Welfare and
Institutions Code, RDA mapped the data source onto each reporting requirement (see Table 2). In 2020,
the DHCS changed their reporting requirements and developed the AOT Survey Tool. Therefore, in
addition to this report, RDA will also use the AOT Survey Tool to report on the County’s AOT program to
the DHCS. This report will continue to be used by Contra Costa County to support programmatic
improvement and community discussions.
Table 2. DHCS Reporting Requirements and Corresponding Data Sources
DHCS Reporting Requirement Data Source
The number of persons served by the program CCBHS FMH AOT Request Log, CCBHS
FMH AOT Investigation Tracking Log,
MHS ACT Client List
The extent to which enforcement mechanisms are used
by the program, when applicable
CCBHS Care Team (FMH and MHS
teams) Communications
The number of persons in the program who maintain
contact with the treatment system
Contra Costa PSP and ShareCare Billing
Systems
Adherence/engagement to prescribed treatment by
persons in the program
Contra Costa PSP and ShareCare Billing
Systems
Substance abuse by persons in the program MHS ACT Client List
Type, intensity, and frequency of treatment of persons
in the program
Contra Costa PSP and ShareCare Billing
Systems
The days of hospitalization of persons in the program
that have been reduced or avoided
Contra Costa PSP and ShareCare Billing
Systems
The number of persons in the program with contacts
with local law enforcement, and the extent to which
local and state incarceration of persons in the program
has been reduced or avoided
Contra Costa County Epic Electronic
Health Record
The number of persons in the program able to maintain
housing
Partnership Assessment Form (PAF) and
Key Event Tracking (KET)
The number of persons in the program participating in
employment services programs, including competitive
employment
MHS ACT Client List, PAF and KET
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DHCS Reporting Requirement Data Source
Social functioning of persons in the program Self Sufficiency Matrix (SSM)
Skills in independent living of persons in the program Self Sufficiency Matrix (SSM)
Victimization of persons in the program MacArthur Abbreviated Community
Violence Instrument 3
Violent behavior of persons in the program MacArthur Abbreviated Community
Violence Instrument3
Frequency of substance use of the persons in the
program
National Institute on Drug Abuse (NIDA)
Quick Screen and Modified Alcohol,
Smoking and Substance Involvement
Screening Test (ASSIST)
Satisfaction with program services both by those
receiving them and by their families, when relevant
MHS Consumer Satisfaction Surveys
Data Analysis
RDA matched consumers across the disparate data sources described above and used descriptive statistics
(e.g., frequencies, mean, and median) for all analyses, including pre- and post-enrollment outcome
analyses.4 As the Contra Costa County’s AOT program has been active since February 2016, some
consumers have had the opportunity to engage in the program, close, and re-enroll. In order to accurately
capture the variation in their experiences, RDA made the following analytic choices regarding consumers
with multiple enrollments:
Service Participation: Consumers’ multiple enrollments were treated as unique enrollments to
determine the intensity and frequency of their service experiences.
Consumer Outcomes: The date of consumers’ first ACT enrollment was used to distinguish pre-
and post-enrollment consumer outcomes for individuals with multiple enrollments. This means
that for all consumers, outcomes (e.g., hospitalization) that occurred after a first enrollment were
treated as post-enrollment outcomes.
To compare pre- and during-enrollment outcomes (i.e., hospitalizations, crisis episodes, and criminal
justice involvement), RDA analyzed the rate (per 180 days) at which consumers experienced
hospitalization, crisis, and incarceration outcomes prior to and after enrolling in ACT. To calculate rates of
occurrence prior to a consumers’ enrollment, RDA used each consumer’s data for the year (365 days) prior
to their program enrollment date. During enrollment, the rate of occurrence was determined with respect
to the number of days a consumer was enrolled in the ACT program, which varied by consumer.5
3 Due to limited response rates, the MacArthur Instrument is not included in this report. MHS has changes their assessment
processes to increase use of this assessment, which will be included again in future years.
4 Frequencies and percentages are presented throughout this report. In some cases, totals may not sum to 100% due to rounding.
5 Consumer enrollment ranged from less than a month to over four years.
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RDA did not conduct this standardization with any self-reported data. Additionally, when conducting the
service participation analyses and consumer hospitalization, crisis, and incarceration outcomes analyses,
RDA removed consumers who had less than 30 days of enrollment data.
Limitations and Considerations
As is the case with all “real-world” evaluations, there are important limitations to consider when reading
this report. One consideration is that only 90 consumers participated in the AOT treatment program
during FY 2019-20. While this number is in alignment with the County’s expectations for program
participation, the relatively small number of individuals enrolled in FY 2019-20 can lead to significant shifts
in the data based on the experiences of few individuals. This is particularly true when assessing the
proportion of individuals who experienced crisis, hospitalization, and criminal justice involvement. Thus,
findings should be interpreted with caution.
For RDA’s comparison of consumers’ pre-enrollment and during enrollment experiences, it is important
to note that there is variability in the amount of data available for consumers’ enrollment periods. The
DHCS now requires counties to assess 12 months of pre-enrollment data for consumers.6 On average,
consumers were enrolled for 23 months.7 However, consumers’ enrollment periods vary from less than a
month to over four years. To account for differences in the amount of enrollment data available across all
clients, RDA standardized its reported outcomes measures in this report to rates per 180 days for all crisis,
hospitalization, and booking findings.
Additionally, a number of the analyses presented rely on self-reported data (e.g., PAF, KET, SSM, and
MacArthur Tool). Self-reported data often have reliability and validity issues, as consumers may not be
able to recall experiences or be willing to share them for fear of stigmatization or negative consequences.
RDA reports on all ACT consumers with available data for a given analysis, which can result in differences
in the number of consumers included across findings presented in this report. To clarify the number of
consumers included in each analysis, RDA highlights the Ns reported on across each set of findings.
Finally, it is important to note that a global pandemic and subsequent public health orders to shut down
all non-essential business took place during this reporting period. CCBHS kept all mental health clinics
open during this period and was able to continue providing the AOT program through a mix of in person
and telehealth services. However, as with all organizations and individuals, the transition to the new
requirements and remote work was challenging. In particular, the County faced staffing shortages due to
turnover and the pandemic-related hiring freeze. As the County’s Care Team had to increase its time and
energy on providing services and supporting consumers during this time, consistently tracking data
became a difficult activity to maintain; therefore, there are greater instances of missing or unknown data
in this report.
6 RDA’s analysis assumes all AOT consumers lived in Contra Costa County for the year prior to their enrollment. This assumption
aligns with available pre-enrollment data.
7 Consumers enrolled for less than a month were excluded from these analyses.
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Findings
Pre-ACT Enrollment Findings
In FY 2019-20, Contra Costa County received 117 referrals to AOT for 111 unique individuals. The following
sections report on Contra Costa County’s processes for AOT referral, investigation, and outreach and
engagement, and highlight key findings across each area.
Referral for AOT
The majority of AOT referrals (60%) continue to come from consumers’ family members.
As Table 3 demonstrates, 95% of all referrals to AOT were made by family members, mental health
providers, or law enforcement officials. Family members made over half (60%) of the 117 referrals to AOT,
while mental health providers and law enforcement officials made 30% and 5% of referrals to AOT,
respectively. An additional 5% of referrals came from a legal guardian or financial protector or an unknown
requestor.8
Table 3. Summary of Requestor Type (N = 117)
Requestor Percent of Total Referrals (N = 117)
Parent, spouse, adult sibling, or adult child 60% (n = 70)
Treating or supervising mental health provider 30% (n = 35)
Probation, parole, or peace officer 5% (n = 6)
Legal guardian/protector 1% (n = 1)
Other/Unknown 4% (n = 5)
Care Team
Contra Costa County’s Care Team consists of CCBHS’ FMH and MHS staff. CCBHS FMH receives all AOT
referrals and conducts an investigation for each individual referred in order to determine AOT eligibility
(see Appendix I). CCBHS FMH refers AOT-eligible consumers to MHS staff, who conduct outreach and
engagement to enroll consumers in ACT services.
After CCBHS receives an AOT referral, the FMH team conducts an investigation to determine if the
individual meets the eligibility criteria for the AOT program. In addition to consulting prior hospitalization
and mental health treatment records for the individual and gathering information from the qualified
requestor, the FMH investigation team also attempts to contact the referred individual in the field.
8 For five referrals, the relationship of the requestor was classified as other or unknown.
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Approximately 22% (n = 26) of consumers were identified as eligible for AOT and referred to
MHS for outreach and engagement.
As shown in Table 4, FMH received and investigated 117 referrals for AOT in FY 2019-20. Of those referrals,
almost one-fourth (22%, n = 26) were referred to MHS for outreach and engagement and potential
enrollment in ACT. FMH connected or re-connected 17 (15%) consumers to a mental health provider,
while 13 (11%) consumers were still under investigation at the end of the reporting period.
Table 4. Outcome of CCBHS Investigations for Consumers Referred in FY 2019-20 (N = 117)
Investigation Outcome Referred
Consumers
% of Referred
Consumers
Referred to MHS 25 21%
Engaged or Re-Engaged with a Provider 20 9 17%
Ongoing Investigation 13 11%
Investigated and Closed 59 50%
Over half of individuals (50%, n = 59) referred to AOT were investigated and closed. Of those, 38
consumers determined to be ineligible, the majority either did not meet all nine eligibility requirements
(36%, n = 21) or were unable to be located (25%, n = 15).10 An additional 9 consumers (15%) were closed
for one of the following reasons:
They were unable to be assessed for eligibility (i.e., moved out of County, extended incarceration,
or extended hospitalization); or
The qualified requestor could not be reached.
CCBHS FMH worked to connect individuals who were ineligible for AOT to the appropriate level of mental
health treatment and provided resources and education for family members of these individuals.
The resources provided by the investigation team included system navigation support (information on
how to access services with consumers’ private insurance), referrals to alcohol and other drug treatment
services-outpatient, residential treatment services, out of county resources (access line, mental health
services, etc.), community resources (e.g., Putnam Club), miscellaneous resources (SSI, warming centers,
general assistance, etc.), and sober living environments. Of the 117 referrals received in FY 2019-20, 55%
(n = 64) corresponded to homeless consumers.11 The investigation team offered housing resources to all
AOT referred individuals who reported unstable housing, regardless of their investigation outcome.
However, FMH faced challenges contacting consumers and connecting them with services due to COVID-
19’s impact on the capacity of housing resources (i.e., shelters) and the discharge and release of a large
number of individuals from hospitals and justice system facilities. The County’s investigation team
9 FMH referred three consumers to MHS that were already receiving ACT services. These consumers were recoded as “Engaged
or Re-engaged with a Provider.”
10 For 14 referrals (24%), the reason for closing the investigation was unknown.
11 The investigation team referred eleven of these consumers (17%) to MHS and engaged or re-engaged four individuals (6%) with
a provider. FMH investigated and closed 77% of the 64 referrals (n = 49) because consumers were unable to be located (n = 18),
did not meet the eligibility criteria (n = 9), or were unable to be assessed and/or the qualified requestor could not be reached (n
= 12). Ten of these 49 closed referrals corresponding to homeless consumers had an unknown reason for closing the investigation.
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continued to be persistent in their efforts to locate consumers, determine consumers’ eligibility for AOT,
and connect eligible consumers to MHS.
In order to capture the complete efforts of the FMH team, RDA included all investigation data for
consumers who were under investigation during FY 2019-20. Therefore, if a consumer’s eligibility
investigation began in late FY 2018-19 and carried over into FY 2019-20, RDA included all of that
consumer’s investigation data. On average, CCBHS FMH’s investigation team made about nine contact
attempts to reach each individual referred to AOT. The average duration of the investigation attempts
was 31 minutes. The investigation team worked to meet consumers “where they’re at,” as evidenced by
the variety of locations where investigation contacts occurred. Due to the impact of COVID-19 on data
collection, the investigation team was not able to retrieve location information for 24% of investigation
attempts (n=250). The following percentages were calculated excluding the attempts with unknown
location.
Investigation teams attempted to connect with consumers in the field 12% (n = 100) of the time. They also
met consumers at the investigation team’s office (6%, n = 50), as well as consumers’ homes (4%, n = 34);
9% of encounters occurred at correctional facilities, emergency rooms, psychiatric and healthcare
facilities, residential centers, or jails. Approximately three quarters (70%, n = 570) of investigation
encounters occurred either over the phone or in a county office. About one-fifth (20%, n = 114) of these
phone or office contacts represent the initial two contact attempts made by the FMH investigation team.
If the CCBHS FMH team determines that a consumer is eligible for AOT, the consumer is connected with
MHS. The MHS team then conducts outreach and engagement activities with those individuals and their
family to engage the individual in AOT services. As per the County’s AOT program design, MHS is charged
with providing opportunities for the consumer to participate on a voluntary basis. If, after a period of
outreach and engagement, the person remains unable and/or unwilling to voluntary enroll in ACT and
continues to meet AOT eligibility criteria, MHS may refer the individual back to FMH to file a petition to
compel court ordered participation.
MHS’ multidisciplinary team provided intensive outreach and engagement to consumers in a
variety of settings.
During FY 2019-20, MHS served 107 consumers in some capacity, either providing outreach and
engagement or ACT services. Some consumers only received outreach and engagement services in FY
2019-20, while others also enrolled in ACT at some point during the fiscal year. As shown in Table 5, 30
consumers received outreach and engagement services in FY 2019-20. Of those who received outreach
and engagement services in FY 2019-20, 17 enrolled in ACT. Another 73 consumers received outreach and
engagement prior to FY 2019-20 and remained enrolled in ACT during FY 2019-20.
MHS made an intentional effort to engage consumers in ACT services quickly over the past year.
Previously, there was a mandatory wait time of five meetings so that a consumer could get to know the
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team before they were enrolled in ACT. However, the MHS team found that consumers tended to become
less engaged and interested in the program during this introductory period, so this wait time was
removed. In addition, MHS stated that the AOT Supervisor has been very successful in connecting with
consumers the same day they are referred. The combination of connecting with consumers as soon as a
referral is received and enrolling them in ACT as soon as they agree has resulted in AOT consumers
receiving services expeditiously. There has been a clear decrease in the number of outreach attempts
made by MHS over the course of the County’s AOT program. During FY2017-18, MHS made an average of
9.6 outreach attempts for each consumer. This decreased to 5.26 outreach attempts in FY2018-19 and
4.76 outreach attempts in FY 2019-20.12
In order to capture the total effort of MHS’s team, RDA included all outreach and engagement efforts for
ACT-enrolled consumers who were enrolled in FY 2019-20 in the following analyses. In other words, for
all consumers who were part of the ACT program in FY 2019-20 but received outreach and engagement
services during previous fiscal years, RDA included their outreach and engagement data in this analysis.
As shown in Table 5, 17 of the 34 (50%) consumers who received outreach and engagement during this
time period subsequently enrolled in ACT services, and an additional 2 consumers (6%) were still in the
outreach and engagement process as of June 30, 2020.
Table 5. MHS Service Summary (N = 107)13
Consumer Status Number of
Consumers
% of
Consumers
Received Outreach in FY 2019-20 34 32%
Outreach is Ongoing 2
Outreach Closed 15
Enrolled in ACT 17
Received Outreach in 2018/19 or before; ACT services in FY 2019-20 73 68%
MHS provided outreach and engagement services to consumers and their support networks. MHS made
825 outreach attempts with the consumers either enrolled in AOT or referred to MHS for AOT in FY 2019-
20. The ACT team conducted the majority (64%, n = 526) of its consumer outreach attempts in-person.
Less than one-fifth (18%, n = 164) of their outreach efforts were with consumers’ family members or other
community service providers (see Figure 2).14
12 In some cases, this decrease may be due to previous engagement with MHS (e.g., previous AOT referral) or missing data.
13 Seven referrals listed as “Referred to MHS” by FMH were missing MHS outreach information and are not included in this table.
14 MHS outreach attempts without a location listed and no time associated with the service were coded as phone/email. Four in-
person encounters were missing information on the outcome of the outreach, successful or not successful, so they are not
included in this figure.
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MHS relies on a multidisciplinary team to conduct outreach and engagement. Thirty-nine percent (39%, n
= 324) of outreach attempts were by a peer partner and 40% (n = 330) were made by a supervisor/lead.
Alcohol and drug specialists, case managers,
nurses, psychiatrists, and housing support
specialists also made outreach attempts during the
evaluation period. As with the County’s
investigation team, MHS persisted in their efforts
to meet consumers “where they’re at.” Over one-
fifth of attempts (21%, n = 190) occurred at a
consumer’s home, while approximately over one-
third of (38%, n = 310) attempts occurred in the
community or the MHS office. The ACT team also
attempted to connect with consumers at a hospital
or crisis stabilization facility, other community
service provider locations, and criminal justice
sites, such as jails.
The average length of time from AOT referral to enrollment was 119 days for ACT consumers
during FY 2019-20.
Contra Costa County designed an AOT program model that sought to engage and enroll consumers in the
ACT program within 120 days of referral. Collectively, it took the Care Team approximately 119 days on
average (median of 85 days) to conduct investigation, outreach and engagement, and enrollment of
consumers (N =74).15 The length of time from referral to enrollment was slightly less, 111 days (median
of 43 days), for consumers who began the ACT program in FY 2019-20 (n = 15).16
Figure 3 summarizes the outcomes of all referrals to AOT following the Care Team’s investigation,
outreach, and engagement efforts. During FY 2019-20, 90 consumers were enrolled in ACT. Of those
consumers, 14% (n = 13) were enrolled with court involvement during the reporting period and the
remaining consumers were enrolled voluntarily (n = 77). Most consumers with AOT court involvement
reached voluntary settlement agreements (77%, n = 10).
Most consumers (86%, n = 77) were enrolled in ACT voluntarily.
15 For FY 2019-20 ACT consumers, RDA was able to link 74 consumers to their AOT referral request. There were 16 consumers
who were unable to be linked to an AOT referral request.
16 RDA was unable to link two consumers who enrolled in FY 2019-20 to their AOT referral request.
Collateral
20%
In-Person
Unsuccessful
21%In-person
Successful
42%
Phone/Email
16%
Figure 2. MHS Outreach and Engagement Attempts
(N = 821)
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Figure 3. Referral to ACT Enrollment Summary 17
ACT Enrollment Findings
During FY 2019-20, the MHS team served 90 consumers through the ACT program. The following section
provides information on the profile of these consumers as well as their service engagement and outcomes
during enrollment.
Consumer Profile
Contra Costa County is reaching the identified target population.
As shown in Table 6, 38% (n = 34) of all consumers enrolled in ACT services during FY 2019-20 were female.
The majority of consumers identified as White/Caucasian (58%, n = 52), while 17% (n = 15) identified as
Black/African American, 10% (n = 9) identified as Hispanic, and 8% (n = 7) identified as Asian. An additional
4% (n = 4) of consumers identified as some “Other” race and 3% (n = 3) did not report their race/ethnicity.
Most consumers (68%, n = 61) were between the ages of 26 and 49 years old.
17 FMH referred three consumers that were already receiving ACT services. These consumers were included in the “Engaged or
re-engaged with provider” group. The “Referred to MHS” category (n = 114), includes seven referrals with missing MHS outreach
information and 89 referrals that correspond to consumers who were referred or already enrolled in ACT before FY 2019-20. Two
consumers originally classified by FMH as “Investigated and Closed” did receive MHS outreach services during FY 2019-20 but did
not enroll in ACT.
Referrals to AOT in
FY 2019-20
N = 117*
*111 unique individuals
FMH intervention,
not referred to MHS
n = 92
Investigation ongoing
n = 13
Engaged or re-engaged
with provider
n = 20
Investigated and closed
n = 59
Referred to MHS
n = 114*
*89 previous consumers;
7 missing referrals
Did not enroll in ACT
n = 17
Ongoing Outreach
n = 2
Closed
n = 15
Enrolled in ACT
n = 90
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13
5
17
55
Other
Other Mood Disorder, including depressive
Bipolar Disorder
Psychotic Disorder, including schizophrenia and
schizoaffective disorders
0 10 20 30 40 50 60
Table 6. AOT Consumer Demographics (N = 90)
Category Percent of
Consumers
Number of
Consumers
Gender
Female 38% 34
Male 62% 56
Race/Ethnicity
White 58% 52
Black/African American 17% 15
Hispanic or Latino 10% 9
Asian/Pacific Islander 8% 7
Other 4% 4
Unknown/Not reported 3% 3
Age
18 – 25 16% 14
26 – 49 68% 61
50+ 17% 15
The community has noted that language is a service barrier for individuals who do not speak English as
their primary language. The County’s AOT Care Team is actively working to increase their language
capacity to better support all those who would benefit from AOT services. In addition, they are conducting
targeted outreach to communities underrepresented in the AOT program. For example, MHS and FMH
are working with National Alliance of Mental Illness Contra Costa County and will be attending meetings
with a focus on engaging the Asian and Pacific Islander community.
Consumers enrolled in ACT are reflective of the intended AOT population of individuals with serious
mental illness (see Figure 4). The majority of consumers (61%, n = 55) had a primary diagnosis of a
psychotic disorder, including schizophrenia and schizoaffective disorders. Another 19% (n = 17) had a
primary diagnosis of bipolar disorder.18 Eighty-one percent of consumers (81%, n = 73) had co-occurring
substance use disorders.
Figure 4. Primary Diagnosis (N = 90)
18 Five consumers had another mood disorder diagnosis, including depressive, while thirteen consumers had a different primary
diagnosis. These diagnoses include autistic disorder, delusional disorder, obsessive compulsive disorder, anxiety disorder, and
disorders related to stimulant use/dependence.
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Partnership Assessment Form (PAF) data, which provides information regarding consumers’ employment
and financial support at the time of enrollment, were available for the 90 ACT consumers. Of those 90
consumers, 80% (n = 72) were unemployed at some point in the 12 months prior to enrolling in ACT (see
Figure 5). As shown in Figure 6, 83% (n = 75) of consumers were unemployed at the time of their
enrollment.
Figure 5. Employment 12 months
before ACT (N = 90)
Figure 6. Employment at
ACT Enrollment (N = 90)
For the 90 consumers, Table 7 depicts their different sources of financial support and income in the 12
months prior to enrollment, as well as at the time of enrollment. The “Other” category includes
retirement/Social Security income, tribal benefits, wages or savings, housing subsidy, and food stamps.
The majority of consumers received Supplemental Security Income/State Supplementary Payment or
Social Security Disability Income prior to (62%, n = 56) and at the time of (60%, n = 54) enrollment.
Approximately 13% (n = 12) of consumers reported having no financial support or income prior to
enrollment, while 16% (n = 14) of consumers reported having no financial support at the time of
enrollment.
Table 7. Sources of Financial Support for ACT Consumers (N = 90)19
Source of Financial Support Received in the 12 Months
Prior to Enrollment
Receiving at Enrollment
Supplemental Security or Disability Income 62% 60%
Support from family or friends 22% 23%
No Financial Support 13% 16%
Other 3% 1%
Unknown 20 8% 7%
19 Total percentages are greater than 100 because some consumers had more than one source of support.
20 Consumers financial support is reported as unknown if no financial information was included on their PAF.
Unknown
Employment, 16%
Unemployed,
80%
Some
Employment, 4%Unknown
Employment, 14%
Unemployed,
83%
Some
Employment, 3%
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Service Participation
The following sections describe the type, intensity, and frequency of service participation, as well as
adherence to treatment. Of the consumers enrolled in ACT during FY 2019-20, one consumer was enrolled
for less than one month. Therefore, the following analyses include service data for 89 out of 90 consumers
who received MHS services in FY 2019-20.
The multidisciplinary ACT team provides wrap-around behavioral health services to consumers.
ACT consumers in Contra Costa County received services from a multidisciplinary ACT team who provide
wrap-around behavioral health services. When implemented to fidelity, ACT produces reliable results
including decreased negative outcomes, (e.g., hospitalization, incarceration, and homelessness) and
improved psychosocial outcomes.
FY 2019-20 consumers were enrolled and receiving ACT services for an average of 23 months (median of
21 months), which is about 1.9 years. ACT consumer enrollment varied widely from less than a month to
over four years. In FY 2019-20, on average, consumers received 1.95 service encounters per week for a
total average of 1.68 hours of services per week (see Table 8).
Table 8. ACT Service Engagement (N = 89)
Average Range
Length of ACT Enrollment 684 days 94 – 1,551 days
Frequency of ACT Service Encounters 1.95 contacts per week <1 – 8.69 contacts per week
Intensity of ACT Services 1.68 hours of contact per
week
<1 – 7.24 hours of contact per
week
Given the impact of COVID-19 and the statewide wide shelter in place (SIP) orders, service engagement
was analyzed for the periods before and after March 19, 2020.21 Rather than seeing a decline in
engagement, the frequency of ACT service encounters during FY 2019-20 increased from an average of
1.84 contacts per week (prior to COVID-19 SIP orders) to 2.33 contacts per week (after COVID-19 SIP
orders began). It appears that COVID-19 and SIP did not decrease ACT service engagement for most
consumers. But, as the length of time for data analysis for before SIP (July 1, 2019 – March 18, 2020) is
much greater than for after SIP (March 19, 2020 – June 30, 2020), these findings should be interpreted
with caution.
21 March 19, 2020 was the date the California shelter in place order was issued.
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Over one-third of consumers were adherent with services.
Consumers were considered “treatment adherent” if they received at least one hour of engagement with
their ACT team at least two times per week. About 37% of consumers included in the service analysis (n =
33) met this standard of adherence (see Figure 7 and Figure 8). There were an additional 25 consumers
who, on average, met the standard of intensity, at least an hour per week, but met with the ACT team less
than two times per week. Thirty-one ACT consumers (35%) received less than one hour of face-to-face
services per week and met with the ACT team fewer than two times per week, on average.
Figure 7. Intensity of ACT Contacts per Week
(N = 89)
Figure 8. Frequency of ACT Contacts per Week
(N = 89)
As noted, service engagement and treatment adherence did not decrease during SIP orders. Prior to the
closure of most in person services, about 36% of consumers were adherent compared to 51% of
consumers during the SIP orders. Again, the length of time for data analysis for before SIP (July 1, 2019 –
March 18, 2020) is greater than for after SIP (March 19, 2020 – June 30, 2020), so the increases in service
engagement and treatment adherence may be impacted by the difference in amount of data points prior
to and after SIP began.
ACT Consumer Outcomes
The following sections provide a summary of consumers’ experiences with psychiatric hospitalizations,
crisis episodes, criminal justice involvement, and homelessness before and during ACT enrollment. When
appropriate, these outcomes are standardized to rates per 180 days in order to account for variance in
length of enrollment and pre-enrollment data. One consumer served during FY 2019-20 was enrolled for
less a month and was not included in the following outcomes analyses. In addition to this one consumer,
significant outliers were not included in some of the calculations. Significant outliers are those consumers
who had greater than four standard deviations from the mean number of hospitalizations, crisis episodes,
or jail bookings for all consumers.22 To calculate rates of occurrence prior to a consumers’ enrollment,
RDA used consumer data for the year prior to their program enrollment date with each consumer having
22 Outliers were also identified for length of stay analyses by following the same criteria – 4 standard deviations above the mean.
35%, 31 38%, 34
26%, 23
0%, 0 1%, 1
<1 hour per
week
1 hour per
week
2-4 hours
per week
5-6 hours
per week
7 or more
hours per
week
25%, 22
38%, 34
33%, 29
3%, 3 1%, 1
<1 contact
per week
1 contact
per week
2-4
contacts
per week
5-6
contacts
per week
7 or more
contacts
per week
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365 pre-enrollment days. During enrollment, the rate of occurrence was determined by the number of
days a consumer was enrolled in the ACT program.
The County’s PSP Billing System was used to identify consumers’ crisis and hospital episodes in the 12
months prior to and during ACT enrollment through June 30, 2019. The County’s new billing system,
ShareCare, was used to identify consumers’ crisis and hospital episodes during FY 2019-20. The Epic
Electronic Health Record System was used to identify consumers’ jail bookings, both prior to and during
ACT enrollment.
The number of consumers experiencing crisis episodes, psychiatric hospitalization, and
incarceration decreased during ACT.
The number of consumers experiencing a crisis episode decreased during ACT, as did the rate of their
crisis experiences. Almost all consumers (79%, n = 70) experienced at least one crisis episode in the year
before ACT enrollment with episodes lasting an average of just over one day.23 Fewer consumers had a
crisis episode during ACT (53%, n = 47). Among those who did have crisis episodes, they experienced
approximately the same rate of crisis episodes every six months prior to and during ACT enrollment. The
average length of crisis episodes remained stable prior to and during ACT enrollment (see Table 9). 24,25
Table 9. Consumers’ Crisis Episodes before and during ACT (N = 89)
Crisis Episodes
Before ACT enrollment During ACT enrollment
Number of Consumers n = 70 n = 47
Number of Crisis Episodes 1.9 episodes per 180 days 2.04 episodes per 180 days
Average Length of Stay 1.19 days 1.18 days
Similar to those experiencing crisis episodes, the number of consumers who experienced a psychiatric
hospitalization decreased during ACT. Approximately 35% (n = 31) of consumers were hospitalized in the
12 months before ACT, compared to 18% of consumers (n = 16) who experienced a hospitalization during
ACT. Those with at least one hospitalization before ACT experienced approximately 1.12 hospitalizations
every 180 days, lasting an average of 12.5 days each.26 Consumers were hospitalized fewer times (0.39
hospitalizations per 180 days) while enrolled in ACT, and the average hospitalization was 10 days while
enrolled in ACT (see Table 10).
23 Two consumers had more than six episodes per 180 days before ACT enrollment, which was at least four standard deviations
above the average. The standardized number of crisis episodes before enrollment, when including the outliers, was 2.4.
24 Before ACT enrollment, five crisis episodes lasted more than three days, which was at least four standard deviations longer
than the average episode length. The average length of stay, when including the outlier episodes, was 1.24 days.
25 During ACT enrollment, three crisis episodes lasted longer than three days which was at least four standard deviations longer
than the average episode length. The average length of stay, when including the outlier episodes, was 1.21 days.
26 Two hospitalization episodes lasted 258 and 269 days, respectively, which was at least four standard deviations longer than
the average episode length. The average length of stay, when including the outlier episodes, was 20 days.
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Table 10. Consumers’ Psychiatric Hospitalizations before and during ACT (N = 89)
Psychiatric Hospitalizations
Before ACT enrollment During ACT enrollment
Number of Consumers n = 31 n = 16
Number of Hospitalizations 1.12 hospitalizations per 180 days 0.39 hospitalization per 180 days
Average Length of Stay 12.5 days 10.04 days
Approximately 34% (n = 31) of ACT consumers were arrested and booked into County jail at least once in
the year prior to ACT enrollment. On average, these individuals were arrested and booked into County jail
approximately 1.12 times per 180 days and were in jail for an average of 12.5 days for each jail booking
prior to enrollment. 27 During ACT participation, however, less than one-fifth of consumers (18%, n = 16)
were arrested and booked into County jail.28 Among those who did have jail bookings, on average, they
were arrested and booked fewer times during ACT enrollment and the average length of their
incarcerations was 5.95 days, approximately two days shorter than the average jail stay prior to ACT
enrollment (see Table 11). 29
Table 11. Consumers’ Jail Bookings before and during ACT (N = 89)
Bookings and Incarcerations
Before ACT enrollment During ACT enrollment
Number of Consumers n = 34 n = 18
Number of Bookings 1.18 bookings per 180 days 0.91 bookings per 180 days
Average Length of Incarceration 8.22 days 5.95 days
The Care Team offers housing support to all ACT consumers with unstable housing at any point during
enrollment. This support may include housing resources or referrals, housing through MHS,
transportation to shelters, or other assistance. In some cases, ACT consumers do not accept this support,
but the Care Team continued to be persistent in their efforts to locate stable housing for consumers.
Over 84% of consumers were in stable housing at the conclusion of the evaluation period.
Housing information was available for 86 ACT consumers.30 At enrollment, 76% (n = 65) of consumers
were in stable housing. RDA compared consumers’ baseline housing status to their last known residence
in FY 2019-20 to explore changes in consumers’ housing status during ACT enrollment. Housing
information was taken from consumers’ Partnership Assessment Form (PAF) at intake and the subsequent
27 Three jail bookings lasted 238, 270, and 283 days, respectively, which was at least four standard deviations longer than the
average episode length. The average length of stay, when including the outlier episodes, was 17.5 days.
28 One consumer had 17 bookings per 180 days before ACT enrollment, which was at least four standard deviations above the
average. The standardized number of jail bookings before enrollment, when including the outlier, was 1.76.
29 Two jail bookings lasted 162 and 107 days, respectively, which was at least four standard deviations longer than the average
episode length. The average length of stay, when including the outlier episodes, was 8.5 days.
30 Housing status was unknown or unavailable for four consumers.
31 RDA used the Department of Housing and Urban Development (HUD) definition of stable housing to determine which
categories from the PAF and KET forms should be considered “housed.”
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Key Event Tracking (KET) form that were used to note changes in a consumer’s status. As shown in Figure
9, 12% (n = 10) of consumers obtained housing while enrolled in ACT, while around three-quarters (72%,
n = 62) maintained the stable housing they had before ACT enrollment.
Figure 9. Consumers’ Housing Status before and during ACT (N = 86)
The remaining 16% of consumers (n = 14) were unstably housed at the end of their ACT enrollment or the
end of the reporting period. Most of these consumers (79%, n = 11) were still enrolled in the ACT program
at the end of the reporting period (June 30, 2020). Less than five of these consumers had voluntary
settlement agreements. Of the unstably housed consumers, eleven (79%) were unhoused prior to the ACT
program and did not gain housing during their ACT enrollment.32 Three of these consumers experienced
intermittent stable housing during their ACT enrollment while the other eight consumers did not report
any stable housing. Three unstably housed ACT consumers (21%) had stable housing at admission, but lost
their housing during enrollment. Most of these consumers reported a history of homelessness prior to
AOT enrollment.
ACT enrollment provides consumers with support for their employment and education.
All ACT consumers have access to vocational services provided by the ACT team. During the evaluation
period, half of ACT consumers (n = 45, 50%) accessed these services, as noted by MHS staff. Employment
services included: support developing résumés, searching for job openings, preparing for interviews, and
submitting applications. The ACT team also worked with consumers to identify their vocational goals and
discuss how employment can lead to independent living for consumers. Employment and education status
of consumers was taken from PAF forms, at enrollment, and KET forms, during enrollment. The number
of consumers with some form of employment (either part- or full-time, or volunteer work) increased
during ACT enrollment. Three ACT consumers had some employment at enrollment and five consumers
gained competitive employment 33 at some point during ACT in FY 2019-20. An additional two ACT
consumers attended school or completed a degree in FY 2019-20, one of whom also held competitive
employment during ACT enrollment.
32 There were no KETs reported for six of these consumers indicating their housing status did not change during ACT enrollment.
33 Competitive employment is defined as “Paid employment in the community in a position that is also open to individuals without
a disability”.
Consumers who
obtained housing
•12% of consumers were not
housed before ACT but
obtained housing while
enrolled
Consumers who
maintained housing
•72% of consumers were
housed before ACT and
continued to maintain
housing while enrolled
Consumers who were not
stably housed
•3% of consumers were
housed before ACT but did
not maintain housing during
ACT
•13% of consumers were not
housed before or during
ACT enrollment
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When implemented to fidelity, ACT programs can enhance consumers’ abilities to function independently
and participate in activities of daily living. Throughout consumers’ enrollment in ACT, the MHS team
administered the Self Sufficiency Matrix (SSM) to assess consumers’ social functioning and independent
living on a quarterly basis. The SSM consists of 18 domains scored on a scale of one (“in crisis”) to five
(“thriving”).
ACT consumers experienced increases in their self-sufficiency while enrolled in ACT.
The MHS team assessed consumers at intake, every 90 days, and upon discharge. Intake data were
available for 36 consumers enrolled in ACT during FY 2019-20, 24 of whom also had at least one
reassessment. Table 12 reports the average scores for consumers at intake, as well as at 3, 6, 12, and 18
months after enrollment.34
Table 12. Self Sufficiency Matrix Scores 35 (N = 36)
Domain
Intake
Average
Score
3-month
Average
Score
6-month
Average
Score
12-month
Average
Score
18-month
Average
Score
24-month
Average
Score
Housing 3.00 3.41 3.30 3.74 3.14 3.81
Employment 1.03 1.03 1.19 1.32 1.15 1.29
Income 1.67 2.24 1.83 2.42 2.36 2.41
Food 2.40 2.65 3.13 3.22 2.79 2.78
Child Care 4.50 4.00 4.00 4.00 4.25 n/a
Children's Education 4.75 5.00 5.00 5.00 5.00 3.00
Adult Education 3.64 3.41 3.74 3.65 2.75 3.30
Health Care Coverage 3.97 4.18 3.81 4.07 3.68 4.49
Life Skills 2.58 2.94 3.51 3.11 2.89 2.89
Family/Social Relations 2.72 4.65 2.76 2.98 2.79 2.48
Mobility 2.89 2.88 3.47 3.37 3.11 3.01
Community Involvement 2.22 2.94 2.63 3.01 2.54 2.83
Parenting Skills 2.25 2.00 3.25 3.33 3.00 3.67
Legal 4.06 3.50 3.85 4.43 4.17 4.77
Mental Health 2.17 1.68 2.29 2.47 2.21 2.57
Substance Abuse 3.06 3.24 3.30 3.98 3.18 3.33
Safety 3.58 3.82 3.92 4.16 4.07 4.26
Disabilities 2.75 2.59 3.05 3.17 2.57 2.58
Total Score 43.43 46.50 48.17 51.80 45.93 47.95
n = 36 n = 17 n = 26 n = 23 n = 14 n = 16
34 In some cases, consumers had multiple SSM assessments during a reporting period. For these cases, RDA averaged the
assessments for each consumer prior to looking at the averages across consumers.
35 “n/a” indicates where no scores were given for that SSM domain.
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Consumers’ average scores across domains at each SSM administration were higher than the average
scores at intake.
The MHS team assessed consumers’ frequency of substance use with the Quick Screen and Modified
Alcohol, Smoking and Substance Involvement Screening Test (ASSIST) developed by the National Institute
on Drug Abuse (NIDA). This instrument has the objectives of identifying drug use, educating consumers
about the adverse consequences of drug use, enhancing medical care by increasing awareness of the
potential impact of drug use, and improving linkages between consumers and specialty drug and alcohol
treatment services. Starting in January 2019, the MHS team administered the assessment every six
months to enrolled ACT participants.
The NIDA tool measures drug use frequency in the months before the assessment. It also collects
information on individuals’ urge to use, the impact of drug use (health, social, legal, and financial), friends’
and family members’ concerns, individual drug use expectations, and attempts to control drug use. The
frequency of monthly drug use is measured on a 0-6 scale (0: Never, 2: Once/Twice, 3: Monthly, 4: Weekly,
and 6: Daily).
Overall, ACT consumers reported a decrease in their frequency of substance use.
Twenty-nine percent of ACT consumers (n = 26) reported having used a substance in the three months
before their initial or follow-up assessments. Twenty consumers reported using cannabis to some
frequency at both their initial and follow-up assessments. In addition, 14 and 15 consumers reported using
methamphetamines at their initial and follow-up assessments, respectively. Fewer than three consumers
reported using other substances including cocaine, stimulants, inhalants, sedatives, hallucinogens, and
street and prescription opioids in each of the assessments. Table 13 displays consumers’ change in
frequency of substance from their initial assessment to their follow-up assessment.
Table 13. Changes in Consumers’ Frequency of Substance Use (N = 26)
Number of Consumers
Decrease No Change Increase
All Substances (n=26) 14 8 4
Cannabis (n=20) 7 7 6
Methamphetamine (n=15) 5 7 3
There was an average decrease in consumer’s frequency of use across all substances. This decrease was
mainly driven by consumers’ shift from daily to weekly use. Of the 20 consumers who reported using
cannabis at their first assessment, eight consumers reported daily use. Half of them (n = 4) reported a
decrease in their cannabis use, from daily to weekly, at the follow-up assessment. Similarly, of the 14
consumers who reported using methamphetamine at intake, five reported daily use, and three of them
(60%) reported shifting from daily to weekly use. One consumer who did not report the use of
methamphetamine at their initial assessment, reported using the substance at the follow-up assessment.
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Consumers who meet the eligibility requirements for AOT often have perpetrated violence towards others
and/or experienced violence and victimization. The team administered the MacArthur Abbreviated
Community Violence Instrument (MacArthur tool) at intake, every 180 days, and at discharge to
determine if consumers were either perpetrators of violence and/or victims of violence. The assessment
asks consumers about the following types of violence:
Throwing things at someone
Pushing, grabbing, or shoving someone
Slapping someone
Kicking, biting, or choking someone
Hitting someone with a fist or object, or beating someone up
Forcing someone to have sex against their will
Threatening someone with a gun, knife, or other lethal weapon
Using a knife on or firing a gun at someone
Consumers were asked if they had either perpetrated and/or been victims of each type of violence in the
prior month.
The MacArthur tool includes 17 questions that assess the frequency of violence, victimization or
perpetration of assaultive behavior by consumers during the last month. Victimization and violent
behaviors include behaviors that cause physical or emotional harm to themselves or others. These
behaviors can range from verbal abuse to physical harm to self, others, or property.
Given the sensitive nature of these questions, historically only a small number of consumers have agreed
to take this assessment. During FY 2019-20, no consumers agreed to complete the MacArthur tool, so
findings regarding consumer violence and victimization are not included in this year’s analysis. The MHS
ACT team has implemented new processes and additional guidance for the use of the MacArthur tool to
increase response rates for the next AOT evaluation reporting period.
Understanding consumers’ and their families’ satisfaction with ACT services is an important way to ensure
ACT services are meeting the needs and expectations of the individuals the program serves. MHS’ client
and family satisfaction survey tools were used to assess consumer’s and family member’s satisfaction with
ACT services.
Overall, ACT consumers and family members are very satisfied with the services received while
enrolled in ACT.
In FY 2019-20, MHS collected program satisfaction surveys from 22 consumers. Consumers were asked to
rate their overall satisfaction with the services they received from MHS on a scale of 1 to 5, 5 being the
Contra Costa County Behavioral Health Services
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July 2021 | 29
most positive. 36 Twenty-two consumers responded to this question with an average score of 4.22. The
program also collected satisfaction surveys from 16 family members. Fifteen of the family members rated
their satisfaction with MHS services with an average score of 4.13. In addition, 75% of family members (n
= 9) reported they saw improvements in their loved one’s wellness during the ACT program.37
The consumer survey also asked participants about their use and satisfaction with telehealth services
during the COVID-19 pandemic; thirteen of the consumers responded to this question. Seventy percent
of respondents (n = 9) considered their experience with these services as “moderately successful.” The
remaining four consumers rated their experience as “extremely successful.” For consumers who took this
survey, there was significant support for telehealth services provided by the ACT program during the
COVID-19 pandemic.
During FY 2019-20, the County used enforcement mechanisms for some AOT consumers.
The primary enforcement mechanism occurs when AOT consumers (e.g., consumers who have a voluntary
settlement agreement or AOT court order) refuse to engage and a judge orders the consumer to meet
with the treatment team. The enforcement mechanism of a court order to meet with the treatment team
was used for six consumers in Contra Costa County’s AOT program during FY 2019-20. The AOT team can
also issue a mental health evaluation order at a designated facility for a consumer who does not meet
5150 criteria established in the Welfare and Institutions Code. The AOT Care Team issued a mental health
evaluation order during FY 2019-20 for less than five AOT consumers.
36 The client survey tool originally measured satisfaction with a scale that included the values of “Very Good”, “Good”,
“Acceptable”, “Poor”, and “Very Poor”. This instrument was also responded by four family members. To maintain the
comparability of results with evaluations from previous years and include these family responses in the analysis of the satisfaction
of family members, RDA recoded the question and created a scale of 1 to 5, with 5 being the most positive.
37 There were 12 family members who answered this question.
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July 2021 | 30
Summary of Findings
This FY 2019-20 AOT Evaluation Report to Contra Costa County was written in recognition of the
collaborative efforts of those involved in the implementation of the AOT program in Contra Costa County.
The following discussion summarizes implementation activities and consumer accomplishments during FY
2019-20.
The County’s AOT Care Team collaborated to connect referred individuals to the appropriate
level of mental health services, including Assertive Community Treatment.
In FY 2019-20, the County received 117 referrals for AOT. At the conclusion of the fiscal year, 11% (n = 13)
were still being investigated for AOT eligibility. Of those referrals that were closed (n = 104), 17 consumers
(15%) were ineligible for AOT and connected to another provider that the consumer worked with in the
past or a new mental health provider. This indicates that the AOT program in Contra Costa County also
provides opportunities for consumers who are not eligible for AOT to access mental health services.
Twenty-six consumers (22%) were referred to MHS in FY 2019-20 for outreach and engagement services,
with 13 consumers ultimately enrolled in ACT and two consumers still receiving outreach and engagement
at the end of the evaluation period.
A higher percent of consumers were investigated and closed during FY 2019-20. About half of AOT
referrals were closed; the majority of those either did not meet all nine AOT eligibility criteria, could not
be located, or the qualified requestor was unavailable or withdrew the request. While the investigation
team provides resources to all individuals referred to AOT, or their qualified requestor, there were a
greater number of individuals whose engagement with services was unable to be tracked. This may reflect
changing circumstances due to the global pandemic, which impacted the Care Team’s ability to reach
consumers and led to reduced service capacity across the County.
Outreach and engagement resulted in consumers being enrolled into the ACT program quickly.
The MHS team was successful in enrolling referred consumers in the ACT program after only a few
engagements. During FY 2019-20, the MHS team conducted an average of 4.76 outreach attempts per
consumer, which was a decrease compared to previous years. This shift was the due to a change in the
MHS engagement process, which eliminated a mandatory introductory period, and increased success in
engaging with consumers referred from FMH, often on the same day the team received the referral.
Despite the impacts of the COVID-19 pandemic, consumers increased their engagement with ACT
services.
During FY 2019-20, almost 40% of consumers (n = 33) received two or more of services per week and met
with the ACT team for at least an hour per week, on average. Interestingly, ACT consumers’ service
engagement increased following the COVID-19 shelter in place orders in California. The County Care Team
was able to remain open and continue to provide services (both in person and virtual) to consumers. All
Contra Costa County Behavioral Health Services
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July 2021 | 31
consumers who responded to the satisfaction survey described the ACT services offered during the
pandemic as “moderately successful” or “very successful.”
The majority of ACT consumers experienced benefits from participating in the AOT program.
Consumers experienced a range of benefits from their participation in ACT. For the following outcomes,
there was a reduction in the number of consumers who experienced these negative outcomes during their
ACT enrollment compared to before their ACT enrollment:
Crisis episodes,
Psychiatric hospitalizations,
Arrests and incarcerations,
Housing and Homelessness, and
Employment and Education.
Additionally, ACT consumers’ average total scores on their Self-Sufficiency Matrix (SSM) reassessments
were higher than their average scores at intake, suggesting that consumers are improving in their social
functioning and independent living skills through program participation. Lastly, consumers and family
members expressed satisfaction with ACT services while enrolled in ACT. In survey responses, consumers
rated their level of satisfaction very high (4.22 and 4.13 on average on a scale of 1 - 5).
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July 2021 | 32
Appendices
Appendix I. AOT Eligibility Requirements 38
In order to be eligible, the person must be referred by a qualified requestor and meet the defined criteria:
The person is 18 years of age or older.
The person is suffering from a mental illness.
There has been a clinical determination that the person is unlikely to survive safely in the
community without supervision.
The person has a history of lack of compliance with treatment for his or her mental illness, in that
at least one of the following is true:
a. At least 2 hospitalizations within the last 36 months, including mental health services in a
forensic environment.
b. One or more acts of serious and violent behavior toward himself or herself or another, or
threats, or attempts to cause serious physical harm to himself or herself or another within
the last 48 months.
The person has been offered an opportunity to participate in a treatment plan by the director of
the local mental health department, or his or her designee, provided the treatment plan includes
all of the services described in Section 5348, and the person continues to fail to engage in
treatment.
The person's condition is substantially deteriorating.
Participation in the assisted outpatient treatment program would be the least restrictive
placement necessary to ensure the person's recovery and stability.
In view of the person's treatment history and current behavior, the person is in need of assisted
outpatient treatment in order to prevent a relapse or deterioration that would be likely to result
in grave disability or serious harm to himself or herself, or to others, as defined in Section 5150.
It is likely that the person will benefit from assisted outpatient treatment.
38 Welfare and Institutions Code, Section 5346
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Appendix II. Description of Evaluation Data Sources
CCBHS AOT Request Log: This spreadsheet includes the date of each AOT referral, as well as the
demographic characteristics of each individual referred to AOT and the disposition of each referral upon
CCBHS’ last contact with the individual referred (e.g., unqualified requestor, open AOT investigation,
voluntarily accept MHS services, court involved MHS participation). These data were used to identify the
total number of referrals to the County’s AOT program during FY 2019-20.
CCBHS FMH AOT Investigation Tracking Log: CCBHS staff converted their Blue Notes (i.e., field notes from
successful outreach events) into a spreadsheet to track the date, location, and length of each CCBHS
Investigation Team outreach encounter. These data were used to assess the average frequency and length
(i.e., days and encounters) of investigation attempts provided by the CCBHS Investigation Team per
referral.
MHS Outreach and Engagement Log: This spreadsheet tracks the date and outcome of each MHS
outreach encounter, including information on who provided outreach (e.g., family partner, peer partner,
clinician) to whom (consumer or collateral contact such as friend, family, or physician), and the location
and length of each outreach encounter. Data from this source were used to calculate the average number
of outreach encounters the MHS team provided each consumer, as well as the average length of each
outreach encounter, the location (e.g., community, secure setting, telephone) of outreach attempts, and
the average number of days of outreach provided for reach referral.
MHS ACT Client List: MHS provided a list of the consumers enrolled in the ACT program during FY 2019-
20. Additionally, this dataset contained information on whether a consumer was enrolled voluntarily or
through court involvement, such as settlement agreement. MHS also noted in this dataset whether a
consumer had a co-occurring substance use disorder and if that consumer participated in MHS vocational
services.
Contra Costa County PSP and ShareCare Billing Systems: These data track all services provided to ACT
participants, as well as diagnoses. PSP and ShareCare service claims data were used to identify the clinical
diagnoses of ACT participants at enrollment, as well as the types of services consumers received pre- and
during-ACT enrollment (e.g., outpatient, inpatient, residential, and crises), the average frequency with
which consumers received ACT services, and the average duration of each service encounter.
Contra Costa County Epic Electronic Health Record System: These data included consumers’ booking
dates and release dates for the year prior to ACT-enrollment and the time during ACT enrollment through
the end of FY 2019-20. This information was used to examine consumers’ arrests and jail stays before and
during ACT.
MHS Partnership Assessment Form (PAF) and Key Event Tracking (KET) Datasets: Though the PAF and
KET are entered into the Data Collection and Reporting system, data queries were unreliable and
inconsistent; therefore, MHS staff entered PAF and KET data manually into a Microsoft Access database.
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July 2021 | 34
These data were used in this report to generate consumer profile measures and self-reported changes in
outcome measures such as homelessness before and during ACT services.
MHS Outcomes Files: These files include assessment data for several clinical assessments MHS conducts
on ACT participants. For the purposes of this evaluation, the Self Sufficiency Matrix (SSM) was used to
assess consumers’ social functioning and independent living. In addition, the data from consumers’
National Institute on Drug Abuse Quick Screen and Modified ASSIST tool was used to identify consumers’
substance use. MHS also provide the results of their annual consumer and family surveys, which were
used to determine consumer’s and families’ satisfaction with the ACT program.
Contra Costa County
Assisted Outpatient Treatment Program
FY 2019 -2020 –Annual Evaluation Report
July 2021
Agenda
Overview
Pre-AOT Enrollment
AOT Enrollment
Discussion
Overview
FY 2019 -20 Evaluation Report
●Evaluation Activities:
○Secondary data collection and
analyses on pre-AOT and AOT
enrollment
●Evaluation Period:
○July 1, 2019 -June 30, 2020
Purpose of FY 2019-20 Report:
•Meet state-mandated reporting
requirements for AOT programs.
•Support continuous quality improvement
process to support the AOT program to
meet its intended goals.
DHCS Reporting Requirements
The number of persons served by the program
The extent to which enforcement mechanisms are
used by the program
The number of persons in the program who
maintain contact with the treatment system
Adherence/engagement to prescribed treatment
by persons in the program
Type, intensity, and frequency of treatment of
persons in the program
Substance abuse by persons in the program
The number of persons in the program with
contacts with local law enforcement, and the
extent to which local and state incarceration of
persons in the program has been reduced or
avoided
The days of hospitalization of persons in the
program that have been reduced or avoided
The number of persons in the program able to
maintain housing
The number of persons in the program participating
in employment services programs, including
competitive employment
Social functioning of persons in the program
Skills in independent living of persons in the
program
Victimization of persons in the program
Violent behavior of persons in the program
Satisfaction with program services both by those
receiving them and by their families, when relevant
Data Sources and Considerations
CCBHS
•Referral and investigation data
•Service utilization data for all specialty
mental health services provided or paid
for by CCBHS
•Jail booking data
MHS
•Outreach and engagement contacts
•ACT client list
•PAF, KET, and assessments
•Variability in lengths of consumers
enrollment
•Housing and employment data are self-
reported
•COVID-19 impacted agencies data
collection processes
Data Sources Considerations
Pre -AOT Enrollment
Referrals to AOT
The majority of AOT referrals continue to come from consumers’ family members and
mental health providers.
Requestor Percent of Total Referrals
(N = 117)
Parent, spouse, adult sibling, or adult child 60% (n = 70)
Treating or supervising mental health provider 30% (n = 35)
Probation, parole, or peace officer 5% (n = 6)
Legal guardian/Protector 1% (n = 1)
Other/Unknown 4% (n = 5)
The Care Team
All individuals referred to AOT were provided
resources or were connected to services, either
through ACT or another provider.
In FY 2019-20, MHS provided outreach and
engagement for 76 consumers. Most outreach
attempts were in-person and successful.*
Investigation Outcome Referred
Consumers
Referred to MHS 21% (n = 25)
Engaged or Re-Engaged with
a Provider
17% (n = 20*)
Investigated and Closed 50% (n = 59)
Ongoing Investigation 11% (n = 13)
* FMH referred three consumers to MHS that were already receiving ACT services. These consumers were recoded as “Engaged or Re-engaged with a
Provider.”
Collateral Contact
20%
In-person
Unsuccessful
21%
In-person
Successful
42%
Phone/Email
16%
On average, it took 119 days from initial referral to ACT enrollment.
AOT Enrollment
Consumer Profile (N=90)
Category %
Gender
Female 38%
Male 62%
Race/Ethnicity
White 58%
Black/African American 17%
Hispanic or Latino 10%
Asian/Pacific Islander 8%
Other 4%
Unknown/Not reported 3%
Age
18 –25 16%
26 –49 68%
50+17%
Diagnosis
•Most consumers (86%) had a serious mental
illness, including schizophrenia and
schizoaffective disorders, and depressive
and bipolar disorders
•Approximately 81% of consumers had co-
occurring substance use disorders
Housing
•76% were in stable housing at enrollment
Employment & Finances
•80% were unemployed at enrollment
•60% received supplemental security or
disability income at enrollment
The majority of consumers (86%, n = 77)
enrolled in ACT without a court order.
Active Service Participation (N=89)*
•Avg. length of enrollment:
684 days (1.9 years)
•Avg. number of service encounters:
1.95 contacts per week
•Avg. intensity of services:
1.68 hours of contacts per week
•37% consumers were adherent to
treatment plan
•28% consumers met the standard for
intensity but not frequency of service
ACT Services
Consumers were considered “treatment adherent” if they received at least one hour of engagement with
their ACT team at least two times per week.
* Of the consumers enrolled in ACT during FY 2019-20, one consumer was enrolled for less than one month.
Treatment Adherence
Crisis Episodes & Psychiatric Hospitalizations (N=89)*
The number of consumers experiencing crisis episodes and psychiatric hospitalization decreased
during AOT enrollment as did their average number hospitalizations.
Crisis Episodes
Before ACT enrollment During ACT enrollment
Number of Consumers n =70 n =47
Number of Crisis Episodes 1.9 episodes per 180 days 2.04 episodes per 180 days
Average Length of Stay 1.19 days 1.18 days
Psychiatric Hospitalizations
Before ACT enrollment During ACT enrollment
Number of Consumers n =31 n =16
Number of Hospitalizations 1.12 hospitalizations per 180 days 0.39 hospitalization per 180 days
Average Length of Stay 12.5 days 10.04 days
* One consumer served during FY 2019-20 was enrolled for less a month and was not included in the outcomes analyses. In addition to this consumer,
significant outliers were not included in some of the calculations. Significant outliers are those consumers who had greater than four standard
deviations from the mean number of hospitalization, crisis episodes, or jail bookings for all consumers.
Criminal Justice Involvement (N=89)*
The number of consumers experiencing criminal justice involvement and the average number of
bookings decreased during AOT enrollment.
Jail Bookings &Incarcerations
Before ACT enrollment During ACT enrollment
Number of Consumers n =34 n =18
Number of Crisis Episodes 1.18 episodes per 180 days 0.91 episodes per 180 days
Average Length of Stay 8.22 days 5.95 days
* One consumer served during FY 2019-20 was enrolled for less a month and was not included in the outcomes analyses. In addition to this consumer,
significant outliers were not included in some of the calculations. Significant outliers are those consumers who had greater than four standard
deviations from the mean number of hospitalization, crisis episodes, or jail bookings for all consumers.
Housing and Employment
•84% of ACT consumers
maintained or obtained housing
during ACT enrollment
•16% continue to struggle with
housing
•45 ACT consumers (50%) engaged
in employment services
•Services include résumé support,
job search, interview preparation,
and submitting applications
Housing Status (N=86)*
* Housing status was unknown or unavailable for four consumers.
Employment Services (N=90)
The Care Team offers housing support to all ACT consumers
with unstable housing at any point during enrollment.
Discussion
Discussion
The County’s AOT Care Team collaborated to connect referred individuals to
the appropriate level of mental health services, including ACT.
Outreach and engagement resulted in consumers being enrolled into the ACT
program quickly.
Despite the impacts of the COVID-19 pandemic, consumers increased their
engagement with ACT services.
The majority of ACT consumers experienced benefits from participating in the
AOT program.
Thank you!
Gina Martinez, gmartinez@rdaconsulting.com
Cesángari López-Martínez, clopezmartinez@rdaconsulting.com
Kevin Wu, kwu@rdaconsulting.com
FAMILY AND HUMAN SERVICES COMMITTEE 8.
Meeting Date:07/26/2021
Subject:Child and Adolescent Mental Health Services Update
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 115
Referral Name: Child & Adolescent Mental Health Services
Presenter: Gerold Loenicker, Child and Adolescent
Services Program Chief
Contact: Enid Mendoza, (925)
655-2051
Referral History:
On October 30, 2017 the Family and Human Services Committee (FHS) accepted the report from
the Health Services Department addressing various mental health service issues and concerns
raised by the FHS, the Board of Supervisors, the Mental Health Commission’s White Paper, the
Civil Grand Jury, and members of the public. These issues and concerns centered upon the
difficulty in accessing mental health care, particularly for children and youth experiencing serious
emotional disturbances. Indicative to this lack of access was the 1) increase in Psychiatric
Emergency Services visits, 2) long wait times to access care, and 3) shortage of clinical staff,
especially psychiatrists. The Health Services Department report addressed these issues and
concerns, and reported upon the initiatives and progress made to date.
The FHS asked the Department to provide an update to the Mental Health Commission in six
months, and to the FHS annually thereafter. The last status report made to FHS was on September
23, 2019.
Referral Update:
The County's Behavioral Health Division, in parternship with the Contra Costa Health Plan and
County Office of Education has been awarded a four-year $6 million Mental Health Student
Services Act (MHSSA) grant to support school-based mental health services starting in
September 2021.
The attached reports provide updates on the MHSSA and school-based behavioral health program
expansion efforts and partnerships for the Wellness in Schools Program (WISP).
Recommendation(s)/Next Step(s):
ACCEPT the report from the Behavioral Health Division of the Health Services Department on
ACCEPT the report from the Behavioral Health Division of the Health Services Department on
the MHSSA and school-based behavioral health program expansion efforts to support the mental
health needs of children and adolescents, and forward to the Board of Supervisor for their
information.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Mental Health Student Sservice Act Grant Overview
School-based Mental Health Presentation
Contra Costa MHSSA Grant Overview|1
Mental Health Student Services Act
The Mental Health Student Services Act (MHSSA) was passed in 2019 to establish partnerships
between County Behavioral Health Departments and County Offices of Education or other
local educational entities. Through the MHSSA, the Mental Health Services Oversight and
Accountability Commission has awarded grants to support these partnerships and expand
mental health services to students across the State of California.
Contra Costa County MHSSA Grant
In Contra Costa County, this grant will be used to support the Wellness in Schools Program
(WISP). The WISP seeks to provide all students in the County with access to needed behavioral
health services and supports in a timely manner. The mission of the WISP is to:
1. Build capacity of the County’s schools to identify and address student behavioral health;
2. Establish a more uniform awareness of the range of existing behavioral health services
and supports available to students and their families/caregivers in the County;
3. Create increased understanding of how to access those services and supports;
4. Foster an appreciation for the importance of mental health wellness and a community
that welcomes seeking mental health help; and
5. Increase communication and collaboration between BHS, the COE, and school districts.
The WISP will accomplish this through a tiered mix of services that leverages and expands
upon existing school-based behavioral health services. The $6 million grant will allow for broad
support to schools over the next 4 four years that would benefit all students, as well as more
targeted support to high-need and underserved school districts and to parents/caregivers of
students identified with moderate or acute behavioral health concerns.
Tier 1: Baseline Preventative
Behavioral Health Training &
Technical Assistance
Tier 2: Moderate Parent/
Caregiver & Student Support
Tier 3: Intensive Parent/
Caregiver Support
Target
Recipients 100% of students and their
families
Students identified with
moderate behavioral health
concerns and their families
Students identified with
acute behavioral health
concerns and their families
Mechanisms Teacher and staff training
Mental health awareness
communications
Technical assistance to
schools for Wellness
Centers and establishing
screening mechanism
Scale up existing PEI-
funded parent/caregiver
support program
Establish student mental
health support groups
Parent Champions provide
navigation support in each
school district
One-on-one navigation
support for parents/
caregivers
Expand existing PEI- and
MediCal-funded direct
mental health services in
high-need or underserved
school districts
Goal Increase capacity of
teachers and staff across all
County school districts to
identify and escalate
behavioral health concerns
Equip parents/caregivers to
proactively address
emerging behavioral health
concerns before they
increase in severity
Ensure that families
successfully access needed
behavioral health services
and supports
Contra Costa County Behavioral Health Services (BHS), in partnership with the County
Office of Education (COE), was awarded a four-year, $6 million MHSSA grant to
support school-based mental health services starting in September 2021.
Contra Costa MHSSA Grant Overview|2
WISP Implementation and Oversight
Governance Group: This group will convene regularly to review progress, troubleshoot
emerging issues, and identify opportunities for quality improvement. Comprised of the
WISP Manager and representatives from BHS and COE.
School-Based Mental Health Collaborative: This collaborative will regularly convene
and serve as a key venue for capacity building and establishing linkages between the
County’s school system and a variety of behavioral health providers. Comprised of
representatives from the COE, BHS, the County’s school districts, CBOs, and others.
Youth Mental Health Coalition: This coalition will periodically convene to provide input
on WISP activities and help to identify current and emerging issues related to mental
health among their peers. Comprised of student representatives.
WISP Manager: New position that will oversee the planning, implementation,
evaluation, and CQI of all the County’s WISP activities. This individual will report on
program progress; facilitate the School-Based Mental Health Collaborative and Youth
Mental Health Coalition; and supervise the WISP Liaisons, Foster and Homeless Youth
Navigator, and the Parent Champions.
WISP Liaisons: Four individuals will be hired for each region in the County (North, South,
East, West) to provide technical assistance and support to the districts in their region.
These individuals will serve as a resource for Parent Champions and District Liaisons,
support stigma reduction and 211 awareness, provide one-on-one navigation support
to parents/caregivers of students identified with acute behavioral health concerns in
their region, and provide technical assistance to schools seeking to establish, expand,
or improve their Wellness Centers and establish a mental health screening mechanism.
Foster and Homeless Youth Navigator: A new position established by COE who will
provide one-on-one navigation support to parents/caregivers of foster and homeless
youth identified with acute behavioral health concerns across the County.
District Liaisons: Each school district will identify a liaison to support the WISP. District
Liaisons will deliver trainings to school staff on a range of behavioral health and
wellness-related topics and work closely with the WISP Manager and WISP Liaisons to
communicate their district’s needs and resources.
Parent Champions: Through lived experience of navigating the children and youth
behavioral health system, champions will provide peer support to parents/caregivers
of students with behavioral health needs as they work to identify and access
behavioral health services and supports.
Grant Timeline
The MHSSA grant will begin in September 2021 with funding continuing through August 2025.
The WISP will be implemented in a phased approach beginning with Tier 1 services in all
school districts and Tier 2 services in high-need districts. All districts are expected to be
receiving all WISP services by the end of 2022. The County plans to continue funding the WISP
once the MHSSA grant has concluded.
Child & Adolescent
Behavioral Health
School-based
Mental Health
Our Schools
•18 School Districts
•298 Schools within the County
•4 SELPAs
•Behavioral Health Services developed
partnerships with individual school
districts
•Behavioral Health Services, Office of
Education & CCHP are exploring
ways to partner and collaborate
Depression-Related Feelings, by Level of School Connectedness: 2017-2019
(Level of School Connectedness: All; Student Response: Yes)
Definition: Estimated percentage of public school students in grades 7, 9, 11, and non-traditional programs who, in the previous year, felt so sad or
hopeless almost every day for two weeks or more that they stopped doing some usual activities, by level of school connectedne ss (e.g., in 2017-2019,
56% of California students in grades 7, 9, 11, and non-traditional programs with low levels of school connectedness had depression-related feelings in the
previous year).
Data Source:As cited on kidsdata.org,WestEd, California Healthy Kids Survey (CHKS) and Biennial State CHKS. California Dept. of Education
(Aug.2020).
Depression-Related Feelings, by Race/Ethnicity: 2017-2019
(Race/Ethnicity: All; Student Response: All
California Percent
Race/Ethnicity Yes No
African
American/Black
28.6%71.4%
American
Indian/Alaska
Native
33.6%66.4%
Asian 31.2%68.8%
Hispanic/Latino 34.4%65.6%
Native
Hawaiian/Pacific
Islander
34.1%65.9%
White 31.6%68.4%
Multiracial 36.4%63.6%
Other 29.7%70.3%
Contra Costa County Percent
Race/Ethnicity Yes No
African
American/Black
27.4%72.6%
American
Indian/Alaska
Native
25.3%74.7%
Asian 28.6%71.4%
Hispanic/Latino 32.1%67.9%
Native
Hawaiian/Pacific
Islander
35.6%64.4%
White 26.3%73.7%
Multiracial 32.4%67.6%
Other 22.1%77.9%
Definition: Estimated percentage of public school students in grades 7, 9, 11, and non -traditional programs who, in the previous year, felt so sad or
hopeless almost every day for two weeks or more that they stopped doing some usual activities, by race/ethnicity (e.g., in 20 17-2019, 34.4% of
Hispanic/Latino students in grades 7, 9, 11, and non-traditional programs in California had depression-related feelings in the previous year).
Data Source: As cited on kidsdata.org, WestEd, California Healthy Kids Survey (CHKS) and Biennial State CHKS. California Dept. of
Education (Aug.2020).
Depression-Related Feelings, by Sexual Orientation: 2017 -2019
(Sexual Orientation: All; Student Response: All)
California Percent
Sexual
Orientation
Yes No
Gay / Lesbian /
Bisexual
67.3%32.7%
Straight 29.1%70.9%
Not Sure 49.9%50.1%
Definition: Estimated percentage of public school students in grades 7, 9, 11, and non -traditional programs who, in the previous year, felt so sad or
hopeless almost every day for two weeks or more that they stopped doing some usual activities, by sexual orientation (e.g., i n 2017-2019, 67.3% of gay,
lesbian, and bisexual students in grades 7, 9, 11, and non-traditional programs in California had depression-related feelings in the previous year).
Data Source: As cited on kidsdata.org, WestEd, California Healthy Kids Survey (CHKS) and Biennial State CHKS. California Dept. of Education (Aug.2020).
Contra Costa
County
Percent
Sexual
Orientation
Yes No
Gay / Lesbian
/ Bisexual
63.5%36.5%
Straight 25.2%74.8%
Not Sure 42.3%57.7%
2019-2020
California Healthy Kids
Survey Results
Highlights
Contra Costa
Overview of existing services
BHS Children’s contracts with nine organizational
providers to deliver on-site mental health services at
70 schools
Bay Area Community Resources
Community Health for Asian Americans
Familias Unidas
Seneca
Fred Finch
West Contra Costa USD
Mt Diablo USD
Lincoln Child Center
La Cheim
James Morehouse
Overview (continued)
•MHSA/Prevention & Early Intervention Services
•Awareness and Mental Health Education
•Support Groups
•Public Health school-based physical health & mental
health services
Mental Health Student Services Act
(MHSSA) Grant
•With the 2019/2020 budget bill Governor signed
SB75/MHSSA ($80 Mio)
•Purpose: to establish mental health partnerships
between county behavioral health departments,
school districts, charter schools and county offices
of education.
Contra Costa MHSSA Application
Application established a collaborative between
•County Behavioral Health
•Contra Costa Office of Education
•All 18 school districts
•Budget bill of 2021/2022 allocated additional funds to MHSSA ($205 Mio)
•Second round of awards in June 2021 included Contra Costa
•6 Mio over 4 years
•Start date of September 2021
Program Goals
•Prevent mental illness from becoming severe and
disabling
•Improve timely access to services for the underserved
•Outreach to families, employers, primary care
providers, and others to recognize early signs of
potentially severe and disabling mental illnesses
•Reduce the stigma associated with mental illness
•Reduce discrimination against those with mental
illness
•Prevent negative outcomes in the targeted population
Wellness in Schools Program (WISP)
Tiered approach
•Tier 1: Prevention
•Tier 2: Parent/student support
•Tier 3: Intensive caregiver/student support
Tier 1: Baseline Preventative
Behavioral Health Training &
Technical Assistance
Tier 2: Moderate Parent/
Caregiver & Student Support
Tier 3: Intensive Parent/
Caregiver Support
Target
Recipients
100% of students and their
families
Students identified with
moderate behavioral health
concerns and their families
Students identified with acute
behavioral health concerns
and their families
Mechanisms Teacher and staff training
Mental health awareness
communications
Technical assistance to
schools for Wellness
Centers and establishing
screening mechanism
Scale up existing PEI-
funded parent/caregiver
support program
Establish student mental
health support groups
Parent Champions provide
navigation support in each
school district
One-on-one navigation
support for parents/
caregivers
Expand existing PEI-and
MediCal-funded direct
mental health services in
high-need or underserved
school districts
Goal Increase capacity of teachers
and staff across all County
school districts to identify and
escalate behavioral health
concerns
Equip parents/caregivers to
proactively address emerging
behavioral health concerns
before they increase in severity
Ensure that families
successfully access needed
behavioral health services and
supports
WISP (continued-1)
•1 WISP Program Manager and 4 WISP Liaisons (one for each region, under the umbrella of Office of Education)
•Expertise to navigate both, education and health systems
•Collaborate with district liaisons to deliver mental health awareness trainings
•Provide technical assistance to establish, expand, improve wellness centers
•Establish mechanisms for screening of risk factors for trauma and other mental health conditions
•Expand Prevention & Early Intervention contracts to expand parent education and support groups in schools
•Train and mentor parent champions for parent support
•Foster and Homeless Youth Navigator
•Expand school-based mental health contracts for direct services
WISP (continued-2)
•Governing Group
•School Based Mental Health
Collaborative
•Youth Mental Health Coalition
School-Linked Incentive Program
Funds
•550 Mio over 2 years
•Adds Contra Costa Health Plan (CCHP) as a key
partner to the collaborative
•Leverage and build on MHSSA grant implementation
planning
School-Linked Incentive Program
Funds (2)
•Initiative aims to transform the Behavioral Health
system into an innovative ecosystem that focuses on
children and youth under age 25
•Fosters school linked partnerships between community,
Behavioral Health Services and Managed Care Plans
•MCPs are required to implement interventions that
expand access to preventive, early intervention and BH
services for children K-12
•Development of evidence-based BH program for success
•State-wide fee schedules for school linked services from
DHCS
USE THE
EXISTING
MHSSA
PROPOSAL
FRAMEWORK AS
GUIDE
INVENTORY THE
CURRENT STATE
OF BEHAVIORAL
HEALTH IN THE
SCHOOL
DISTRICTS
DETERMINE
AREAS FOR
ALIGNMENT AND
COORDINATION
ACROSS
PARTNERS AND
FUNDING
STREAMS
GATHER
PROJECT
SUPPORT
(MEDICAL
CONSULTANT
AND PROJECT
MANAGER)
Building the Framework for School Based
Behavioral Health
FAMILY AND HUMAN SERVICES
COMMITTEE 9.
Meeting Date:07/26/2021
Subject:2021 Family and Human Services Committee Workplan
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: NA
Presenter: Enid Mendoza Contact: Enid Mendoza, (925)
655-2051
Referral History:
The Board of Supervisors made the following referrals to the Family and Human Services
Committee. Of the following referrals, only Clarifying the Role of FACT (#120) will not be
continued for 2021:
REF #SUBJECT
1 5 Continuum of Care Plan for the Homeless /
Healthcare for the Homeless – Semi-Annual Update
2 20 Public Service Portion of the Community
Development Block Grant
3 25 Child Care Planning/Development Council
Membership
4 44
Challenges for EHSD (Combined with Referral #19
on Welfare Reform) (Includes Continuum of Care
Reform (Foster Care) Report)
5 45 Adult Protective Services and Challenges for Aged &
Disability Populations
6 56 East Bay Stand Down for Homeless Veterans
7 78 Community Services Bureau/Head Start Oversight
8 81 Local Child Care & Development Planning Council
Activities
9 82 Secondhand Smoke Ordinance
10 92 Local Planning Council - Countywide Child Care Plan
11 93 Youth Services Report - (Includes Independent
Living Skills Program Report)
12 101 FACT Committee At-Large Appointments
13 103 SNAP/CalFresh (Food Stamp) Program
14 107 Laura's Law
15 109 Workforce Innovation and Opportunity Act
16 110 Innovative Community Partnerships (Includes Whole
Family Services Report)
17 111 Family Justice Center & Commercially Sexually
Exploited Children
18 112 Policy Options to Protect Youth from Tobacco
Influences in the Retail Environment
19 114 Impacts of Technology on Access to Public Benefits
20 116 Public Mental Health Care System
22 118 Mental Health Services Act Funding
24 120 Clarifying the Role of the Family and Children's
Trust (FACT) Committee.
The Committee members have selected the fourth Monday of each month at 9:00 a.m. as the
standing meeting date and time for 2021.
Referral Update:
Attached for the Committee's review are the proposed 2021 referral work plan schedule revisions,
which include the cancellation of the August 23rd meeting as recommended by the Committee at
the June 28th meeting.
Recommendation(s)/Next Step(s):
APPROVE the revised 2021 Committee work plan, or provide direction to staff regarding any
changes thereto.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Proposed Update - 2021 FHS Committe Work Plan
Revised July 2021
Key: Meeting Held
Meeting Details Agenda Items
Review of FHS Committee Annual Workplan for 2021
Appointment Recommendations as needed
February 22, 2021
Meeting cancelled
Public Service Recommendations of the County's FY 2020-21 CDBG and ESG Action Plan (#20)
Cultural Plan Prospectus (#121)
Appointment Recommendations as needed
Workforce Investment Act Update (#109)
SNAP/CalFresh Update (#103)
Appointment Recommendations as needed
Youth Services Report - (Includes Independent Living Skills Program Report) (#93)
Family Justice Center & Commercially Sexually Exploited Children (#111)
Appointment Recommendations as needed
Child & Adolescent Mental Health / Public Mental Health Care System (#115/116)
AOT - Assisted Outpatient Treatment (Laura's Law) (#107)
Veteran's Stand Down Report (#56)
Review updated FHS Committee Annual Workplan for 2021
Appointment Recommendations as needed
2021 Family and Human Services Committee Workplan
July 26, 2021
9:00 - 10:15
Location TBD
Items due by
5:00PM 7/16/2021
January 25, 2021
9:00 - 10:15
Virtual Meeting
Items due by
5:00PM 1/15/2021
March 22, 2021
9:00 - 10:15
Virtual Meeting
Items due by
5:00PM 3/12/2021
April 26, 2021
Meeting cancelled
Mental Health Awareness Month - May
May 24, 2021
9:00 - 10:15
Virtual Meeting
Items due by
5:00PM 5/14/2021
June 28, 2021
9:00 - 10:15
Virtual Meeting
Items due by
5:00PM 6/18/2021
Head Start Awareness Month - October
Community Services Bureau/Head Start Oversight with staffing report (#78)
Challenges for EHSD (#44) - Includes Continuum of Care Reform Report
Appointment Recommendations as needed
Great American Smoke Out - 3rd Thursday in November
Policy Options for protecting Youth from Tobacco Influences in the retail environment (#112)
Secondhand Smoke Ordinance (#82)
Continuum of Care Plan for the Homeless (Health, Housing and Homeless Services) (#5)
Healthcare for the Homeless (#5)
Appointment Recommendations as needed
World AIDS Day - December 1
HIV Prevention Needle Exchange Program (#61) - Consent Item
Innovative Community Services (#110)
Adult Protective Services and Challenges for Aged & Disability Populations including status of the Aging Master Plan (#45)
Appointment Recommendations as needed
August 23, 2021
Meeting cancelled
Healthy Aging Month - September
September 27, 2021
9:00 - 10:15
Location TBD
Items due by
5:00PM 9/17/2021
Council on Homelessness Report (Quarterly)
October 25, 2021
9:00 - 10:15
Location TBD
Items due by
5:00PM 10/15/2021
November 22, 2021
9:00 - 10:15
Location TBD
Items due by
5:00PM 11/12/2021
December 27, 2021
Meeting cancelled