WELLNESS | RECOVERY | RESILIENCY · E-mail: [email protected] Project Lead Name: Christa...

WELLNESS | RECOVERY | RESILIENCY

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Table of Contents

MHSA County Program Certification .................................................................................................................. 3

MHSA County Fiscal Accountability Certification ............................................................................................... 4

Amador County Snapshot .................................................................................................................................. 5

Introduction ........................................................................................................................................................ 6

Community Program Planning ........................................................................................................................... 7

Local Review Process ....................................................................................................................................... 7

Community Program Planning Results .............................................................................................................. 8

Community Services and Supports (CSS) ....................................................................................................... 12

Prevention and Early Intervention (PEI) ........................................................................................................... 14

Innovation (INN) .............................................................................................................................................. 15

Workforce Education and Training (WET)........................................................................................................ 16

Capital Facilities and Technology (CFT) .......................................................................................................... 17

FY 13/14 Budget.............................................................................................................................................. 18

MHSA Program Outcomes from FY 13-14 ....................................................................................................... 26

MHSA Three-Year Plan Attachments .............................................................................................................. 30

COUNTY CERTIFICATIONS

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MHSA County Program Certification

County: Amador Submission: Annual Update_____________________

County Mental Health Director Name: James Foley, LCSW Telephone Number: 209-223-6625 E-mail: [email protected]

Project Lead Name: Christa Thompson Telephone Number: 209-22-6814 E-mail: [email protected]

County Mental Health Mailing Address: Amador County Behavioral Health Services 18077 Conductor Blvd., Ste. 300 Sutter Creek, CA 95685

I hereby certify that I am the official responsible for the administration of county/city mental health services in and for said county/city and that the County/City has complied with all pertinent regulations and guidelines, laws and statutes of the Mental Health Services Act in preparing and submitting this Three-Year Program and Expenditure Plan or Annual Update, including stakeholder participation and non-supplantation requirements. This Three-Year Program and Expenditure Plan or Annual Update has been developed with the participation of stakeholders, in accordance with Welfare and Institutions Code Section 5848 and Title 9 of the California Code of Regulations section 3300, Community Planning Process. The draft Three-Year Program and Expenditure Plan or Annual Update was circulated to representatives of stakeholder interests and any interested party for 30 days for review and comment and a public hearing was held by the local mental health board. All input has been considered with adjustments made, as appropriate. The annual update and expenditure plan, attached hereto, was adopted by the County Board of Supervisors on _________________________. Mental Health Services Act funds are and will be used in compliance with Welfare and Institutions Code section 5891 and Title 9 of the California Code of Regulations section 3410, Non-Supplant. All documents in the attached annual update are true and correct. James Foley, LCSW Mental Health Director/Designee (PRINT) Signature Date

COUNTY CERTIFICATIONS

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MHSA County Fiscal Accountability Certification*

County: Amador Submission: FY 14-17 Three-Year Plan_________________

County Mental Health Director Name: James Foley, LCSW Telephone Number: 209-223-6625 E-mail: [email protected]

County Auditor-Controller Name: Telephone Number: E-mail:

County Mental Health Mailing Address: Amador County Behavioral Health Services 18077 Conductor Blvd., Ste. 300 Sutter Creek, CA 95685

I hereby certify that the Three-Year Program and Expenditure Plan is true and correct and that the County has complied with all fiscal accountability requirements as required by law or as directed by the State Department of Health Care Services and the Mental Health Services Oversight and Accountability Commission, and that all expenditures are consistent with the requirements of the Mental Health Services Act (MHSA), including Welfare and Institutions Code (WIC) sections 5813.5, 5830, 5840, 5847, 5891, and 5892; and Title 9 of the California Code of Regulations sections 3400 and 3410. I further certify that all expenditures are consistent with an approved plan or update and that MHSA funds will only be used for programs specified in the Mental Health Services Act. Other than funds placed in a reserve in accordance with an approved plan, any funds allocated to a county which are not spent for their authorized purpose within the time period specified in WIC section 5892(h), shall revert to the state to be deposited into the fund and available for counties in future years. I declare under penalty of perjury under the laws of this state that the foregoing and the attached update/revenue and expenditure report is true and correct to the best of my knowledge. James Foley, LCSW Mental Health Director/Designee (PRINT) Signature Date I hereby certify that for the fiscal year ended June 30, 2012, the County/City has maintained an interest-bearing local Mental Health Services (MHS) Fund (WIC 5892(f)); and that the County’s/City’s financial statements are audited annually by an independent auditor and the most recent audit report is dated for the fiscal year ended June 30, 2013. I further certify that for the fiscal year ended June 30, 2012, the State MHSA distributions were recorded as revenues in the local MHS Fund; that County/City MHSA expenditures and transfers out were appropriated by the Board of Supervisors and recorded in compliance with such appropriations; and that the County/City has complied with WIC section 5891(a), in that local MHS funds may not be loaned to a county general fund or any other county fund. I declare under penalty of perjury under the laws of this state that the foregoing and the attached update/report is true and correct to the best of my knowledge. Eugene J. Lowe County Auditor-Controller (PRINT) Signature Date *Welfare and Institutions Code Sections 5847(b)(9) and 5899(a) Three Year Program and Expenditure Plan, Annual Update, and RER Certification (02/14/2013)

BACKGROUND

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Amador County Snapshot

Amador County is located in the beautiful Sierra Nevada Mountains of California. The county seat is located in Jackson. As of 2012, the population was estimated at 37,035. Amador bills itself as "The Heart of the Mother Lode" within the Gold Country. Rich soil, temperate weather, and rolling hills has led to a substantial wine-growing industry in the county. Amador County is located approximately 45 miles southeast of Sacramento, 100 miles east of the Bay Area, and 65 miles north of Modesto—making it an ideal location for vacationers, retirees, and long-distance or tele-commuters. The county has a total area of 605 square miles, consisting of 593 square miles of land and 12 square miles of water. Water bodies in the county include Lake Amador, Lake Camanche, Pardee Reservoir, Bear River Reservoir, Silver Lake, Sutter Creek, Cosumnes River, Mokelumne River, and Jackson Creek. Amador County ranges in elevation from approximately 250 feet in the western portion of the county to over 9,000 feet in the eastern portion of the county. Amador is bordered on the north by the Cosumnes River and on the south by the Mokelumne River. Thus, the county is popular with outdoor enthusiasts as well. Amador is also the only county in the state named after a native Californian, Jose Maria Amador, a wealthy pre-gold rush ranchero, whose property covered much of what is now Amador Valley near Danville.

County Demographics (2012):

90.9% Caucasian

2.3% African American

2.1% American Indian/Alaska Native

1.2% Asian American

0.2% Hawaiian

12.7% Hispanic/Latino

3.2% Reporting 2 or More Races/Ethnicities

23% Over 65 Years Old

10.5% Live Below the Poverty Level

5,005 Veterans

5,500 Incarcerated (approx.)

County Challenges:

Public transportation to obtain centrally-located services is often limited to 1-2 buses a day

Limited employment and lower-income housing have also led to increased homelessness in Amador o In 2013, 2124 people were counted as homeless, including 35 children (1 unaccompanied by an adult) o At least 34% were affected by mental illness, 32% by a drug problem, and 12% were Veterans

Remote areas face transportation challenges, leading to increased isolation for families and older adults

Few jobs and little Department of Rehabilitation presence has resulted in diminished employment opportunities

A lack of nearby vocational schools, community colleges or universities limits training and higher education

Workforce Needs Assessment Amador County Behavioral Health Services currently has on paid staff the Full Time Equivalency (FTE) of: 4 Clinicians, 2 Personal Service Coordinators, 2 Substance Abuse Counselors, 1.2 Psychiatrists, 1 Nurse, 4 Administrators/Managers/ Supervisors, 6 Support Personnel, and 1 Driver. Unfortunately, as the economy suffers, often community mental health is most impacted. Additional clinicians and support staff are always needed to offset ever growing caseloads of up to 80-90 clients per therapist. However, with the decline of economic conditions, county hiring can be a challenge. Rural areas face their own unique barriers. Transportation continues to be the #1 issue raised in every needs assessment. To address this need transportation officers/drivers are needed. Increased auditing and compliance issues associated with the ACA and recent statewide initiatives are also raising the need for a full-time Quality Improvement focus within the department. Amador County is working with county administrators to meet these needs.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=6mcrX-RAREZgPM&tbnid=xMZxkiKP3edLPM:&ved=0CAUQjRw&url=http://discovergold.wordpress.com/2012/03/01/daffodil-hill-in-amador-county-is-a-must-see-this-time-of-year/&ei=2bonUcyXE8HJiwLR6IGYCQ&bvm=bv.42768644,d.cGE&psig=AFQjCNHT4ZmPpRD08opjuiy_Z2Ys8tDOVQ&ust=1361643381005588

BACKGROUND

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Introduction

The Mental Health Services Act In 2004, California voters passed Proposition 63, the Mental Health Services Act (MHSA), which became law on January 1, 2005. The Act imposes 1% taxation on personal income exceeding $1 million. Over the past 8 years, these funds have transformed, expanded, and enhanced the current mental health system. MHSA has allowed Amador County Behavioral Health Services (ACBHS) to significantly improve services and increase access for previously underserved groups through the creation of community based services and supports, prevention and early intervention programs, workforce, education and training, as well as innovative, new approaches to providing programs to the public.

MHSA Legislative Changes In March of 2011, AB 100 was signed into law by the Governor and created immediate legislative changes to MHSA. Among other changes, AB 100 eliminated the State Department of Mental Health (DMH) and the Mental Health Services Oversight and Accountability Commission (MHSOAC) from their respective review and approval of County MHSA plans and expenditures. It also replaced DMH with the “State” for the distribution of MHSA funds, and suspended the non-supplant requirement for FY 11/12 due to the State’s fiscal crisis. This allowed for MHSA funds to be used for non-MHSA programs, and for $862 million dollars to be redirected to fund Early Periodic Screening, Diagnosis and Treatment (EPSDT), Medi-Cal Specialty Managed Care, and Education Related Mental Health for students.

On June 27, 2012, AB 1467, the trailer bill for the 2012/13 state budget was signed into law. This bill contained additional changes to state law, including amendments to MHSA. New language requires county Innovation (INN) plans to meet certain requirements, as adhered to in this Update. Additionally, the bill retains the provision that county INN plans be approved by the MHSOAC. The bill also clarifies that three-year plans and annual updates are to be adopted by the county board of supervisors and submitted to the MHSOAC within 30 days after board adoption. Second, the bill requires that plans and updates include the following additional elements: 1) certification by the county mental health director to ensure county compliance with pertinent regulations, laws and statutes of the Act, including stakeholder engagement and non-supplantation requirements, and 2) certification by the county mental health director and the county auditor-controller that the county has complied with any fiscal accountability requirements, and all expenditures are consistent with the Act.

Plan Purpose The intent of the MHSA Three-Year Plan is to provide the public a projection regarding each component within MHSA: Community Services and Supports (including Permanent Supportive Housing); Prevention and Early Intervention; Workforce, Education and Training; Innovation Projects; as well as Capital Facilities and Technology. In accordance with MHSA regulations, County Mental Health Departments are also required to submit a program and expenditure plan (program description and budget) and update it on an annual basis, based on the estimates provided by the state and in accordance with established stakeholder engagement and planning requirements (W&I Code, Section 5847). This plan provides a progress report of ACBHS MHSA activities for the previous fiscal year as well as an overview of current or proposed MHSA programs planned for the next three fiscal years. Proposed program descriptions are detailed on Pages 12 through 17. Initial MHSA program outcomes from the first half of FY 13-14 begin on Page 19. Projected expenditures for FY 14-17 can be found on Page 18.

Direction for Public Comment Behavioral Health Services is pleased to announce the release of Amador County’s Mental Health Services Act Three-Year Plan for FY 2013-17. This Plan is based on statutory requirements, a review of the community planning over the past several years, and extensive recent stakeholder input.

ACBHS is seeking comment on this Plan during a 30-day public review period between March 14th and April 16

th, 2014. A

copy of the Plan may be found at www.amador.networkofcare.org and will be available at the Behavioral Health Services front desk. You may also request a copy by contacting Christa Thompson at 209-223-6814. A Public Hearing regarding this Plan will be held during the Mental Health Board on April 16

th, 2014, at 3:30 pm at Behavioral Health Services, 10877

Conductor Blvd., Sutter Creek, Conference Room C.

All comments regarding this Three-Year Plan may be directed to Christa Thompson, Mental Health Services Act Program Manager, via email at [email protected] or by calling 209-223-6814 during the 30-day public review period. Thank you for your ongoing interest in the Mental Health Services Act.

http://www.amador.networkofcare.org/

mailto:[email protected]

COMMUNITY PROGRAM PLANNING AND LOCAL REVIEW PROCESS

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Public Comment Period: March 14, 2014 – April 16, 2014 Date of Public Hearing: April 16, 2014___________

The following is a brief description of the Community Program Planning and Local Review Processes that were conducted as part of this annual update per Title 9 of the California Code of Regulations, sections 3300 and 3315.

Community Program Planning

1. The Community Program Planning (CPP) Process for development of all components included in the Three-Year Plan is described below; included are the methods used to obtain stakeholder input.

Amador County utilized data obtained from the Mental Health Services Act / Cultural Competency Steering Committee (made up of consumers, family members, community partners, and county staff) and the stakeholders below to ensure that this Annual Update was an appropriate use of funds. See the Results Section on page 8 for details. Amador also used previous stakeholder input including:

- Previous CPP input from the Community Services and Supports (CSS) 3 Year Plan - Previous CPP input from the Prevention and Early Intervention Component to the CSS Plan - Previous CPP input from the Innovation Component to the CSS Plan - Previous CPP input from MHSA Annual Updates - Bi-monthly workgroup meetings with consumers and family members - One-on-one interviews with key stakeholders

2. The following stakeholder entities were involved in the Community Program Planning (CPP) Process. (i.e., agency

affiliation, population represented, age, race/ethnicity, client/family member affiliation, primary language spoken, etc.)

Stakeholders involved in recent and previous community program planning includes:

- The Mental Health Board and other Amador County Community Members/Stakeholders - Consumers and their Families, including Transitional Age Youth, Adults, & Older Adults,

of the Mental Health Services Act / Cultural Competency Steering Committee - Targeted Underserved Groups including Spanish-Speaking Latinos & Native Americans - Current staff of Amador County Behavioral Health Services (ACBHS) - ACBHS Partner Agencies/Organizations, including Substance Abuse Providers,

Social Services, Health Services, the Sheriff’s Department, First 5 Amador, and the Amador Tuolumne Community Action Agency, and Mother Lode Job Training

- Community-based organizations including the Peer-Run Sierra Wind Wellness Center, Faith-based groups, and local suicide awareness groups

Local Review Process

3. The methods below were used to circulate, for the purpose of public comment, the annual update or update.

After this Annual Update was posted for 30-day public review and comment, Amador County utilized the following methods to ensure the posting was thoroughly publicized and available for review:

- Posted an electronic copy on www.amador.networkofcare.org - Provided hard-copies at the Behavioral Health Services front desk for public access - Provided hard-copies to the Mental Health Services Act / Cultural Competency Steering Committee - Submitted press release regarding the availability of the update and date of Public Hearing - Publicized availability of the Annual Update at various community Commissions, Boards, and meetings - Provided hard-copies and public comment at Mental Health Board regarding availability of the Update - Provided information to the Mental Health Board and community members at the Public Hearing

4. The following are any substantive comments received during the stakeholder review and public hearing, responses to those comments, and a description of any substantive changes made to the proposed annual update.

Comments received thus far have been positive; none have required changes to the following 3-Year Plan. See attachments for additional details.


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Community Program Planning Results

MHSA 3 Year Plan Stakeholder Survey Results

Community Program Planning (CPP) for the FY 14-17 MHSA 3-Year Plan included a 15 question survey designed to obtain quantitative and qualitative input from a wide range of stakeholders in an equitable and consistent way. The survey was administered with a brief introduction of MHSA, an overview of Amador County’s implementation of MHSA, and a brief training regarding the MHSA budget. Focus Groups

The survey offered at a variety of times and locations for stakeholder participation, including:

The Peer-Run Sierra Wind Wellness & Recovery Center

The Community Partners Meeting (focusing on youth)

The MHSA/Cultural Competency Steering Committee

The MHSA INN/PEI Super Group Sub-Committee

The Behavioral Health/Mental Health Advisory Board

The Child Welfare & Probation QI Self-Assessment

Amador County Mental Health Community Study Group

Community Physical Fitness/Exercise Groups

Behavioral Health Staff Meetings Stakeholders/Demographics

As a result, 55 people responded, from the following stakeholder groups:

Other key respondents included:

Mental Health Board

Special Education

Amador Transit Staff

Local Primary Care Physicians

Legislative Representative

Mental Health America – Nor.Cal.

Adoptions/Foster Care Staff

Valley Mountain Regional Center

Probation Staff

LGBTQ Representation

Older Adults


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Program Familiarity

CPP participants were asked which MHSA programs they were most familiar with to determine which programs are most widely known amongst stakeholders and within the community. This information will assist ACBHS with understanding current program utilization, inter-agency referrals, and future outreach efforts. The following represent the responses received from CPP participants:

ATCAA Proj.

Success

First 5

Parenting

Ed.

Sierra Wind

Client Adv.

Self-Mgmt.

Training


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Target Populations

CPP participants were asked to rate how these MHSA-funded programs are doing in serving each age group and special population, as a whole. The following are some key responses:

The highest ratings (Good or Excellent) were Adults (age 25-59) and Those with Serious Mental Illness

The lowest ratings (Poor or Fair) were Native Americans and Non-Latino/Native American Minority Groups

Most were Neutral regarding Homeless and LGBTQ, but no one rated these as Excellent

Measurable Outcomes

Stakeholders were then informed about the need to measure outcomes, or goals, to determine the success of each MHSA program. Those responding to the CPP survey were first asked to rate the five measurable outcomes implemented into each contract during FY 13-14 as Poor, Fair, Neutral, Good, or Excellent measures of performance. The majority responded that all five of the following measurable objectives were Good or Excellent:

Make Referrals to Behavioral Health & other Resources

Provide & Post Information to Reduce Stigma

Improve Overall Emotional Wellbeing

Track & Measure Services Provided to Participants

Participate in Local Meetings, Forums, & Events Participants were also asked what additional measurable objectives could be used to determine if MHSA programs were performing successfully. The following represents the responses received regarding these potential goals:

Notable statistics regarding potential measurable outcomes:

87% felt that measuring the outcome of Client Goals (i.e. housing, employment, etc.) was Good or Excellent

81% felt that measuring the Population Served (i.e. Vets, Seniors, 0-5, etc.) was a Good or Excellent goal

80% felt that reporting on Collaboration with Other Organizations was a Good or Excellent requirement

Other qualitative responses included:

Cost/client as opposed to cost savings.

Include Post-Partum Depression Screening.

Maybe don't focus on if symptoms are reduced; that's sometimes not possible but focus on if coping skills have been improved.

Random phone surveys to specific, known clients.

Service/Support Utilization - Wait Time for Appts - Cost per Client - Reduced Hospitalizations/Jail - How many actually graduate/complete programs/services.

Length of treatment time.

Ask for client input.

Hospitalization & Arrest Stats.

Functional capacity for independence.

Are clients successful? Do they make lifestyle changes?

Input from user groups.

Trust your clients. Respect each other.

Access provided to under-served or high needs areas/clients.


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Future Funding

Lastly, the MHSA budget was discussed and CCP participants were informed that, at this time, MHSA funding has been fully allocated to existing programs. Slight budget increases were projected going forward. These increases will go to those programs that show an increase in numbers served and that are meeting their measurable objectives. However, it was explained to stakeholders that MHSA funding can be unpredictable and increases may occur. Should that happen, participants were queried on how they felt any future funding should be expended. The following represents survey responses in this regard:

Notable statistics regarding future funding:

89% felt that Crisis/Adult Residential Treatment should be Definitely or Maybe funded

81% felt that Contracted Providers for Therapy &/or Groups should be Definitely or Maybe funded

80% felt that More Transportation Programs should be Definitely or Maybe funded

Qualitative responses regarding future funding included:

I feel the CRT/ART would be the most beneficial in the community.

Transitional housing/short term housing w/ independent living skills.

Include Post-Partum Depression Screening.

Post-partum depression screening traveling groups - i.e. River Pines, Buckhorn, etc.

More FSP - Better Link to Homeless Shelter - More Staff at All Levels.

More school support and more training for school personnel/public.

Crisis Center.

Transportation for treatment not available locally.

Good to know more crisis counselors are being added.

Assist Volunteer Driver Program.

General Improvements in Transportation.

Inpatient Substance Abuse Program - Psychiatric Services (More).

Drug & Alc for Teens.

Child care.

Services to improve quality, understanding in early care and education services.

AOD for youth and early intervention programs in elementary schools and middle schools: girls circle (groups for kids to develop social skills, leadership skills).

More services for youth - the "zone" (school program) - school based services. Additional comments regarding MHSA included:

Standardize assessments across all programs & CBO's for consistency.

More integrated services i.e. wellness as a whole. Housing, work, physical health.

MHSA does wonderful work; programs are beneficial & contribute to higher positive outcomes in behavioral health in Amador Co.

ANNUAL UPDATE ON MHSA ACHIEVEMENTS & OUTCOMES

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Welfare and Institutions Code Section 5848 states that Counties shall report on the achievement of performance outcomes related to Mental Health Services Act (MHSA) components including Community Services and Supports (CSS), which includes Permanent Supportive Housing, Prevention and Early Intervention (PEI), Innovation (INN), and one-time funds including Workforce Education and Training (WET), and Capital Facilities and Technological Needs (CF/TN). Any changes to these components due to performance or funding should also be reflected in this report. Per Welfare and Institutions Code Section 5847, Counties shall also report on those served (see attached), and submit a budget that represents unspent funds from the current fiscal year and projected expenditures for the next fiscal year (please see the budget on Page 18 for projected expenditures associated with each component of MHSA for Fiscal Year 14-17).

Community Services and Supports (CSS)

Community Services and Supports (CSS) was the first component implemented as part of the Mental Health Services Act (MHSA) plan. CSS services are provided through systems of care that are typically focused on particular age groups (i.e. a Children’s System of Care). In Amador, ACBHS operates as one integrated system of care; however there is an Adult Team and a Children’s Team. CSS has three different categories that support the system(s) of care: System Development, Outreach and Engagement, and Full Service Partnerships. A one-time allocation to purchase and operate Permanent Supportive Housing is also funded under CSS.

System Development and Outreach/Engagement The CSS General System Development and Outreach/Engagement target population children, youth, transitional age youth, adult, and older adult consumers who are:

- Diagnosed with a serious mental illness or serious emotional/behavioral disorder - Participating or willing to participate in public mental health services - Members of underserved populations including isolated Rural residents, Spanish-Speaking Latinos, and Miwoks - Ideally full-scope Medi-Cal recipients (for maximum county reimbursement) - Not a parolee or incarcerated

Strategies to support and serve these populations include the provision of: - Outreach and engagement to connect those in need of public mental health services - Crisis services including intervention/stabilization, family support/education, and other needs - Clinical services including medication management, individual and group therapy, and skill building - Case Management including assistance with transportation, medical access, and community integration - Wellness and recovery groups, and peer support

Full Service Partnerships (FSP) The Full Service Partner population includes children, youth, transitional age youth, adults and older adults who are:

- Diagnosed with a serious mental illness or serious emotional/behavioral disorder - Experiencing a recent hospitalization or emergency intervention - Currently homeless or at risk of homelessness - Willing to partner in the program - Not a parolee or incarcerated

FSP strategies to support and serve these populations include the provision of the strategies above as well as: - Personal Service Coordination including assistance with housing, transportation, medical access,

education/employment opportunities, and social/community integration - Additional services including crisis intervention/stabilization, support/education, and personal needs assessment - Funds to cover non-mental health services and supports including food, clothes, housing subsidies, utility

assistance, cell phones, medical expenses, substance abuse treatment costs, etc.

Permanent Supportive Housing The MHSA Permanent Supportive Housing funds allocated to ACBHS include up to $334,500 for housing acquisition and development as well as $167,300 for 20 years of operating costs. ACBHS must be responsive to consumer input when considering projects. Similar projects have found that most consumers need housing to be near public transportation, grocery stores, and other services.


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CURRENTLY FUNDED PROGRAMS ACBHS contracts with several community partners to provide CSS programs including a Peer-Run Wellness Center, Consumer Advocacy/Primary Care Liaison services, as well as Outreach and Engagement to Families and Consumers.

The Full Service Partnership program is the cornerstone of the CSS component and must represent at least 50% of CSS funding. This program is provided directly by ACBHS. Additional ACBHS services (staffing, transportation, emergency food or shelter) are also funded by CSS to provide a “safety-net” for those with Serious Mental Illness.

Below is a description of each CSS program, the average numbers served for FY 2013/14 (as applicable), as well as the projected program costs, estimated unduplicated number of persons to be served, and approximate cost per person. Peer-Run Wellness & Recovery Center ACBHS funds a peer-led self-help center to offer advocacy, support, benefits acquisition, culturally diverse support groups, training, and patient's rights advocacy. Services include weekly support groups, daily meals, linkage and navigation of services, and volunteer opportunities for all of its clients. FY 14-17 Projected Annual Cost: $300,000 | Increase in Cost from 13-14: $25,000 | Average Increase in # Served: 15% | FY 12-13 # Served: 297 | FY 14-15 Projected # to be Served: 375 | FY 14-15 Estimated Cost per Person: $800 Consumer Advocate/Primary Care Liaison The Consumer and Family Advocate/Primary Care Liaison is a contracted position, currently embedded within ACBHS to provide necessary representation and connections to resources on behalf of public mental health clients. This Advocate attends client meetings and serves on policy and program development teams to promote the concept of clients/families as partners in the treatment process. FY 14-17 Projected Annual Cost: $65,000 | Increase in Cost from 13-14: $0 | Average Increase in # Served: n/a | FY 12-13 # Served: 200 | FY 14-15 Projected # to be Served: 200 | FY 14-15 Estimated Cost per Person: $260 Family and Consumer Support Groups ACBHS funds outreach, engagement, education, and support to the community through 4 groups: Family Support, Family to Family, Peer to Peer, and Connections Recovery. Participation in community events, meetings throughout the county, and other opportunities for advocacy and education is also a key component of this program. FY 14-17 Projected Annual Cost: $25,000 | Increase in Cost from 13-14: $10 | Average Increase in # Served: n/a | FY 12-13 # Served: 100 | FY 14-15 Projected # to be Served: 100 | FY 14-15 Estimated Cost per Person: $200 ACBHS Full Service Partnerships The ACBHS team includes clinicians, support and quality improvement staff, and community partner representatives. The focus is to provide an integrated system of care, including outreach and support, to children, youth, transitional age youth, adults and older adults. Its focus with Full Service Partners is to provide a team approach to “wrap around” clients and their families. Staff do whatever it takes from a clinical perspective to ensure consumers stay in the community and out of costly psychiatric hospitals, incarcerations, group homes, and evictions. The focus is on community integration and contribution. In January of FY 12-13 the FSP program served 39 individuals: Children 0-5: 1 Youth 6-12: 3 Teens 13-17: 6 TAY 18-24: 3 Adults 25-59: 26 Older Adult 60+: 4 Caucasian/White: 39 Homeless: 8 Veterans: 1 FY 14-17 Projected Annual Cost for clients: $60,000 | Increase in Cost from 13-14: $20,000 | Average Increase in # Served: 25% | FY 12-13 # Served: 35 | FY 14-15 Projected # to be Served: 50 | FY 14-15 Estimated Cost per Person: $12,000 *This number is significantly less than psychiatric hospitalization which can cost over $1,200/day.


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Prevention and Early Intervention (PEI)

The Prevention and Early Intervention (PEI) component of the MHSA plan focuses on programs for individuals across the life span prior to the onset of a serious emotional/behavioral disorder or mental illness. Prevention includes programs provided prior to a diagnosis for a mental illness. Early Intervention includes programs that improve a mental health problem very early (thus avoiding the need for more extensive treatment) or that prevent a problem from getting worse.

ACBHS is focusing on the following PEI populations: - Youth & Transition Age Youth

- Children & Families

- Latino Community

- Older Adults/Grandparents

CURRENTLY FUNDED PROGRAMS ACBHS is currently funding a host of PEI programs to serve those in the community across all ages and circumstances. Through contracted partnerships, MHSA funds Behavioral Consultation for toddlers and very young children, Outreach and Engagement to Isolated Communities, a Building Blocks Program offering Parent-Child Interaction Therapy and Aggression Replacement Training, a Youth Empowerment Program based on the Project SUCCESS model, a Promotores de Salud providing Outreach and Engagement to the Latino Community, a Grandparents Program for Respite and Support, and marketing funds for a Senior Peer Program and a Senior Warm Line. Behavioral Consultation & Parenting Education This program provides high quality mental health consultation, treatment, and socialization classes, as well as education to child care providers, teachers, families and children in order to reduce the number of youth who are removed from child care setting and to improve family functioning. FY 14-17 Projected Annual Cost: $30,000 | Increase in Cost from 13-14: $5,000 | Average Increase in # Served: 25% | FY 12-13 # Served: 150 | FY 14-15 Projected # to be Served: 200 | FY 14-15 Estimated Cost per Person: $200 Isolated Community Outreach & Engagement This program provides outreach, education, and support intervention services to Spanish-speaking and isolated consumers and their families. The program provides mental health and wellness education workshops for the community, consumer-centered case management and family advocate support services to help consumers identify mental and physical health issues and service need, and referrals to assist consumers with an individualized care plan. FY 14-17 Projected Annual Cost: $130,000 | Increase in Cost from 13-14: $25,000 | Average Increase in # Served: 25% | FY 12-13 # Served: 300 | FY 14-15 Projected # to be Served: 375 | FY 14-15 Estimated Cost per Person: $800

Building Blocks of Resiliency The Building Blocks of Resiliency program offers Parent-Child Interaction Therapy (PCIT) to help create stronger and healthier families with positive relationships to improve family functioning, resiliency, and cohesion as parents receive one-on-one coaching in “real time” to acquire skills and tools to improve the quality of the relationship. The program also offers Aggression Replacement Training (ART) to help increase resiliency in children and teens. Through ART, youth develop a skill set for responding to challenging situations with social learning and cognitive behavioral strategies. FY 14-17 Projected Annual Cost: $40,000 | Increase in Cost from 13-14: $5,000 | Average Increase in # Served: 15% | FY 12-13 # Served: 70 | FY 14-15 Projected # to be Served: 80 | FY 14-15 Estimated Cost per Person: $500 Youth Empowerment Program This program is based on the Project SUCCESS model, a SAMHSA-recommended, research-based approach that uses interventions proven effective in reducing risk factors and enhancing protective factors. Current components include:

Prevention Education Series: An eight-session Alcohol, Tobacco, and Other Drug prevention program conducted by the Project SUCCESS Counselor (funded through the ACBHS Substance Abuse Program).

Mental Health First Aid for Youth: a 12-hour course to help youth and those who work with youth to better understand and respond to mental illness (funded through PEI).


Page | 15

Individual and Group Counseling: Project SUCCESS Counselors conduct time limited individual sessions and/or group counseling at school to students following participation in the Prevention Education Series and an individual assessment (offered through the Building Blocks of Resiliency Aggression Replacement Training).

Referral & Coordination of Services: Students and parents who require treatment, more intensive counseling, or other services are provided support and referred to appropriate agencies or practitioners in the community by their Project SUCCESS counselors (funded through PEI).

FY 14-17 Projected Annual Cost: $40,000 | Increase in Cost from 13-14: $5,000 | Average Increase in # Served: 15% | FY 12-13 # Served: 130 | FY 14-15 Projected # to be Served: 160 | FY 14-15 Estimated Cost per Person: $250 Promotores de Salud The Promotores de Salud is a Latino Peer-to-Peer program that utilizes Spanish-speaking Hispanic/Latino community members to reach out to other historically underserved Spanish-speaking Hispanic/Latino and linguistically isolated community members. The goal of this program is to promote mental health, overall wellness, and ultimately increase access to services. Promotoras conduct educational presentations and outreach activities and help overcome barriers such as transportation, culture, language, stigma, and mistrust. FY 14-17 Projected Annual Cost: $30,000 | Increase in Cost from 13-14: $5,000 | Average Increase in # Served: 10% | FY 12-13 # Served: 100 | FY 14-15 Projected # to be Served: 125 | FY 14-15 Estimated Cost per Person: $240 The Grandparents Program This program provides respite care for grandparents raising their grandchildren. Grandparents are eligible to receive up to 16 hours of care per month for their grandchildren in a licensed child care facility. The program also provides a training/support group four times per year and mails additional resources to all who apply for services.

FY 14-17 Projected Annual Cost: $30,000 | Increase in Cost from 13-14: $0 | Average Increase in # Served: 5% | FY 12-13 # Served: 30 | FY 14-15 Projected # to be Served: 50 | FY 14-15 Estimated Cost per Person: $750 Isolated Seniors Project ACBHS contracts with senior-serving groups to expand the scope and/or outreach of their efforts to support the mental health and wellbeing of isolated older adults. ACBHS currently provides marketing funds to advertise a Senior Warm Line and expand a Senior Peer Program serving Amador County. The marketing funds for the Senior Peer program are intended to advertise services, solicit new volunteers, and to provide training for existing volunteers.

FY 14-17 Projected Annual Cost: $20,000 | Increase in Cost from 13-14: $0 | Average Increase in # Served: n/a | FY 12-13 # Served: n/a | FY 14-15 Projected # to be Served: 100 | FY 14-15 Estimated Cost per Person: $200

Innovation (INN)

The purpose of the Innovation (INN) component is to learn from a new practice and see if it increases access and/or improves services or collaboration in the community. Programs funded under INN are meant to be time-limited projects. If the program is viable and sustainable through other funding sources, then the county departments have the option to adopt the service and/or practice permanently. The target population for the Innovation two projects selected by stakeholders as described below include:

- Adults Experiencing Symptoms of Stress

- Isolated Children & Families


Page | 16

The expected outcomes of these projects are: 1. Increased engagement of isolated underserved groups who may be at risk of mental illness through community-based services, classes, and training. 2. Increased access to BHS services through community-based screening and referrals. CURRENTLY FUNDED PROGRAMS ACBHS is contracting with an INN Project Coordinator to manage two projects selected and envisioned by local stakeholders: training laypersons to train others in “Self-Management Techniques” to address symptoms of stress and “Increasing Access to Mental Health Services for Isolated Communities.” Self-Management Techniques The Self-Management Program targets adults (individuals 18 and over) suffering from untreated symptoms of stress and related difficulties living throughout the county. The program will specifically target those individuals currently not accessing mental health services due to ineligibility, lack of trust in the public health system, and/or geographic isolation. The program provides training in an evidence-based practice designed to reduce stress to residents of Amador County. These trainers then train other county residents who are suffering from untreated symptoms of stress. Those with more severe symptoms (such as PTSD are referred to ACBHS). The program offers training at existing community-based settings throughout the county through a collaborative partnership between community members, Amador County Behavioral Health (ACBH), and other county organizations. Increasing Access to Mental Health Services for Isolated Communities ACBHS funds transportation from isolated areas, such as a nonexistent bus route from the especially isolated River Pines area to the more populous Plymouth area one day per week. Other innovative, new-to-Amador transporation strategies are being tested, such as funding mileage for transporation volunteers through Amador Transit. In addition, multiple agencies (including First 5, Head Start, the local Community Action Agency, and others) collaborate to relocate key mental health prevention and early intervention services, such as suicide prevention and Mental Health First Aid training, parenting classes, and therapuetic support groups to work in conjunction with these transportation services in order to provide easier access for those who have been historically underserved and may be at risk of mental illness. For those deemed at risk and appropriate for services (i.e. through screening), referrals to behavioral health services will be provided and tracked. Programs will be tracked and participants surveyed to determine which services are most engaged. FY 14-17 Projected Annual Cost: $115,000 | Increase in Cost from 13-14: $0 | Average Increase in # Served: n/a | FY 12-13 # Served: n/a | FY 14-15 Projected # to be Served: 450 | FY 14-15 Estimated Cost per Person: $255

Workforce Education and Training (WET)

The MHSA Workforce Education and Training (WET) component provides funding to remedy the shortage of staff available to address serious mental illness and to promote the employability of consumers. This funding is time limited and must be expended within 10 years (by FY 2017/18). WET is intended to address these five categories:

- Workforce Staffing Support - Training and Technical Assistance - Mental Health Career Pathway Programs - Residency and Internship Programs - Financial Incentive Programs

CURRENTLY FUNDED PROGRAMS ACBHS is funding programs in each of the five WET categories including the provision of community training, an online learning management system, and a new scholarship

program for those interested in obtaining their Human Services Certificate and possibly working in public mental health. Below is a description of ACBHS’ offering for each category of the WET component. Staffing Support Workforce staffing support is a required element of each county’s Workforce Education & Training Plan. This function will be performed by the MHSA Program Manager. The person who currently holds this position is a family member of a consumer and recognizes the importance of client and family member inclusion in the workforce. Her responsibilities also


Page | 17

include assisting staff with work-related education and training goals, tracking mental health workforce trends, identifying local needs, and representing the department at regional and statewide meetings.

Staff & Community Training ACBHS funds an online Learning Management System with over 300 courses of readily available curriculum, with CEUs at no additional cost. Curriculum covers training on all MHSA target populations, current therapeutic interventions, as well as the MHSA essential elements. Monthly staff meetings, individual off-site training, and community events also provide learning opportunities. In addition, ACBHS has funding to rent space from the Health and Human Services Building for a MHSA Training Center to provide the community free training in Mental Health First Aid, Applied Suicide Intervention Skills Training (ASIST), SafeTALK, and more.

Career Pathway Program ACBHS is funding a scholarship for an an 18-unit Human Services certificate. This is the ideal entry level certificate to begin employment with ACBHS, typically as a Personal Service Coordinator. To support consumers, family members, and ANYONE who would like to work in public mental health, ACBHS is partnering with the local Community College Foundation to promote this certificate and to provide additional supports as needed.

Internship Opportunities ACBHS offers Masters in Social Work and Marriage and Family Therapist Interns opportunities to earn their hours toward licensure within the department. Students needing practicum hours to graduate are also extended opportunities for needed experience as capacity allows. Part of the 18-unit Human Services certificate noted above also requires an internship. ACBHS will help facilitate these internships as well, either within the department or with another community partner.

Tuition Assistance ACBHS is creating a menu of options for consumers, family members, staff, and the public. ACBHS is dedicating a total $20,000 in scholarship funds to assist those with a financial need in obtaining the Human Services Certificate noted above. For staff seeking to advance their careers in public mental health, ACBHS will assist in identifying which of the several loan assumption programs are most appropriate, including the Mental Health Loan Assumption Program (through MHSA).

FY 14-17 Projected Annual Cost: $20,000 | Increase in Cost from 13-14: $0 | Average Increase in # Served: n/a | FY 12-13 # Served: 20 | FY 14-15 Projected # to be Served: 20 | FY 14-15 Estimated Cost per Person: $1000

Capital Facilities and Technology (CFT)

Capital Facilities and Technology (CFT) supports infrastructure associated with the growth of the public mental health system, software mandates related to Electronic Health Records (EHR), and other technological needs. Capital Facilities funding is limited to the purchase and/or rehabilitation of county-owned facilities used for mental health treatment and services and/or administration. Funding for Technology may cover expenditures including the purchase of electronic billing and records software, computers for staff or consumers, and other software or hardware. This funding is time limited and must be expended within 10 years (FY 17-18).

CURRENTLY FUNDED PROGRAMS The department continues to explore Crisis Residential Treatment & Adult Residential Treatment options, but does not currently have a capital facilities plan in place as there are no immediate plans for development. ACBHS has the option to dedicate additional funds to CFT or may continue to reserve its Capital Facilities funds for a future project. Technology funds have been dedicated to the department’s Electronic Billing and Records System.

Electronic Billing and Records System ACBHS is contracted with the Kings View to provide the department with the Anasazi Electronic Billing and Records System. The partnership between Kings View and Anasazi is the key to successful helpdesk services, cost reports, updates, and other services and supports. Electronic Health Records (EHRs) are required and/or essential for Health Care Reform, HIPAA transactions, billing requirements, and the changes that are going on within the State of California.

MHSA PROJECTED BUDGET

Page | 18

FY 13/14 Budget

County: Amador Date: 3/1/14

A B C D E F

Community

Services and

Supports

Prevention

and Early

Intervention

Innovation

Workforce

Education and

Training

Capital

Facilities and

Technological

Needs

Prudent

Reserve

A. Estimated FY 2014/15 Funding

1. Estimated Unspent Funds from Prior Fiscal Years 1,470,219 279,588 469,807 274,192 639,537

2. Estimated New FY2014/15 Funding 1,988,118 246,341 117,049

3. Transfer in FY2014/15a/ 0 0 0 0

4. Access Local Prudent Reserve in FY2014/15 0 0 0

5. Estimated Available Funding for FY2014/15 3,458,337 525,929 586,856 274,192 639,537

B. Estimated FY2014/15 MHSA Expenditures 2,049,431 338,000 155,000 45,000 0

C. Estimated FY2015/16 Funding



3. Transfer in FY2015/16a/ 0

4. Access Local Prudent Reserve in FY2015/16 0


D. Estimated FY2015/16 Expenditures 2,141,581 346,900 166,500 45,000 0

E. Estimated FY2016/17 Funding



3. Transfer in FY2016/17a/ 0

4. Access Local Prudent Reserve in FY2016/17 0


F. Estimated FY2016/17 Expenditures 2,239,589 354,007 179,150 45,000 0

G. Estimated FY2016/17 Unspent Fund Balance 1,173,587 581 330,304 139,192 639,537

H. Estimated Local Prudent Reserve Balance

1. Estimated Local Prudent Reserve Balance on June 30, 2014

2. Contributions to the Local Prudent Reserve in FY 2014/15 0

3. Distributions from the Local Prudent Reserve in FY 2014/15 0

4. Estimated Local Prudent Reserve Balance on June 30, 2015 0







FY 2014-15 Through FY 2016-17 Three-Year Mental Health Services Act Expenditure Plan

Funding Summary

a/ Pursuant to Welfare and Insti tutions Code Section 5892(b), Counties may use a portion of their CSS funds for WET, CFTN, and the Local Prudent Reserve. The tota l amount

of CSS funding used for this purpose shal l not exceed 20% of the tota l average amount of funds a l located to that County for the previous five years .

MHSA Funding


Page | 19


A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated CSS

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

FSP Programs

1. Adult FSP 529,000 529,000

2. Children's FSP 531,000 531,000

3. 0

Non-FSP Programs

1. General System Development 483,000 483,000

2. Wellness & Recovery Center 300,000 300,000

3. Consumer Advocate/Liason 65,000 65,000

4. Family/Consumer Support 25,000 25,000

5. 0

CSS Administration 116,431 116,431

CSS MHSA Housing Program Assigned Funds 0 0

Total CSS Program Estimated Expenditures 2,049,431 2,049,431 0 0 0 0

FSP Programs as Percent of Total 51.7%

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated CSS

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

FSP Programs

1. Adult FSP 555,450 555,450

2. Children's FSP 557,550 557,550

3. 0

Non-FSP Programs





5. 0






Community Services and Supports (CSS) Component Worksheet

Fiscal Year 2015/16

Fiscal Year 2014/15


Page | 20

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated CSS

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

FSP Programs

1. Adult FSP 583,223 583,223

2. Children's FSP 585,428 585,428

3. 0

Non-FSP Programs





5. 0





Fiscal Year 2016/17


Page | 21


A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated PEI

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

PEI Programs - Prevention

1. Outreach to Isolated Communities 130,000 130,000

2. Youth Empowerment - ProjectSUCCESS 40,000 40,000

3. Promotores de Salud 30,000 30,000

4. Grandparents Program 30,000 30,000

5. Senior Outreach 20,000 20,000

0

PEI Programs - Early Intervention

6. Early Childhood Behavioral Consult 30,000 30,000

7. Building Blocks - PCIT/ART 40,000 40,000

8. 0

PEI Administration 18,000 18,000

PEI Assigned Funds 0 0

Total PEI Program Estimated Expenditures 338,000 338,000 0 0 0 0

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated PEI

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding







0




8. 0





Prevention and Early Intervention (PEI) Component Worksheet

Fiscal Year 2015/16

Fiscal Year 2014/15


Page | 22

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated PEI

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding







0




8. 0




Fiscal Year 2016/17


Page | 23


A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated INN

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

INN Programs

1. Self-Management Techniques 100,000 100,000

2. Increasing Access to Isolated Comm 15,000 15,000

3. 0

INN Administration 40,000 40,000

Total INN Program Estimated Expenditures 155,000 155,000 0 0 0 0

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated INN

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

INN Programs



3. 0



A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated INN

Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

INN Programs



3. 0




Innovations (INN) Component Worksheet

Fiscal Year 2016/17

Fiscal Year 2014/15

Fiscal Year 2015/16


Page | 24


A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated

WET Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

WET Programs

1. Human Services Certificate Program 21,000 21,000

2. Staff Training 10,000 10,000

3. MHSA Training Center 8,000 8,000

4. eLearning 6,000 6,000

5. 0

WET Administration 0 0

Total WET Program Estimated Expenditures 45,000 45,000 0 0 0 0

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated

WET Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

WET Programs




4. eLearning 6,000 6,000

5. 0



A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated

WET Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

WET Programs




4. eLearning 6,000 6,000

5. 0



Fiscal Year 2016/17


Workforce, Education and Training (WET) Component Worksheet

Fiscal Year 2014/15

Fiscal Year 2015/16


Page | 25


A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated

CFTN Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding

CFTN Programs - Capital Facilities Projects

1. 0

CFTN Programs - Technological Needs Projects

1. 0

CFTN Administration 0

Total CFTN Program Estimated Expenditures 0 0 0 0 0 0

A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated

CFTN Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding


1. 0


1. 0



A B C D E F

Estimated

Total Mental

Health

Expenditures

Estimated

CFTN Funding

Estimated

Medi-Cal FFP

Estimated

1991

Realignment

Estimated

Behavioral

Health

Subaccount

Estimated

Other Funding


1. 0


1. 0



Fiscal Year 2016/17


Capital Facilities/Technological Needs (CFTN) Component Worksheet

Fiscal Year 2014/15

Fiscal Year 2015/16

MHSA PROGRAM OUTCOMES

Page | 26

MHSA Program Outcomes from FY 13-14

MHSA Contractor Program Results for Q1 & 2 of FY 13/14

Initial Respondents (additional responses for PEI, INN, & WET expected for Q3):

MHA Sierra Wind

MHA Advocate/Liaison

NAMI Outreach, Ed

First 5 Ed, Behavioral Svcs.

ATCAA Outreach, Ed

ATCAA Building Blocks

ATCAA Project SUCCESS

ATCAA Promotores

Summary of MHSA Program Results

The majority of MHSA programs are offered through contracted partnerships with community providers. Most of these contractors experienced significant increases in the second quarter of fiscal year 2013/14 over the first quarter. In most cases, Q2 data will be represented below as opposed to cumulative data, in order to avoid duplicated counts.

Mental Health America – Sierra Wind Wellness and Recovery Center

Number of Unduplicated Persons Served during Q2

Other Notable Statistics

English: 216 Spanish: 7 Homeless: 33 Veterans: 19 LGBTQ: 8 Probation: 15 Referrals to ACBHS: 41 % of Increase over Q1: 16%

5 5 3 11

167

32

Children 0-5

Youth 6-12

Teens 13-17

TAY 18-24

Adults 25-59

Older 60+

2 1

187

24

3 2 4

African American

Asian/Pac Islander

Caucasian

Latino

Native American

Mutiple

Other/NA


Page | 27

Mental Health America – Consumer Advocate / Primary Care Liaison

Notable Statistics Regarding Number of Unduplicated Persons Served during Q2 Youth 6-12: 10 Adults 18-59: 82 Caucasian: 13 Latino: 1 Multiple: 1 Other/NA: 77 Homeless: 5 Veterans: 2 NAMI – Outreach & Engagement, Support & Education

Notable Statistics Regarding Number of Unduplicated Persons Served during Q1 TAY 18-24: 3 Adults 24-59: 24 Older Adults 60+: 21 African American: 1 Caucasian: 46 Native American: 1 Veterans: 4 Referrals to ACBHS: 3 First 5 – Outreach, Education, Behavioral Services



Veterans: 1 Probationers: 1 Referrals to ACBHS: 2 % of Increase over Q1: 25%

7

7

2

1

46

6

Children 0-5

Youth 6-12

Teens 13-17

TAY 18-24

Adults 25-59

Older 60+

0 0

14

2

1 0

52

African American

Asian/Pac Islander

Caucasian

Latino

Native American

Mutiple

Other/NA


Page | 28

ATCAA – Community Centers / Outreach & Engagement



English: 97 Spanish: 27 Homeless: 4 Veterans: 5 LGBTQ: 5 Probationers: 4 Referrals to ACBHS: 15 % of Increase over Q1: 25%

ATCAA – Building Blocks Program

Notable Statistics Regarding Number of Unduplicated Persons Served during Q2 Children 0-5: 2 Youth 6-12: 2 Teens 13-17: 40 Adults 18-59: 5 Caucasian: 48 Homeless: 1 Probationers: 1 Referrals to ACBHS: 3 % of Increase over Q1: 14%

ATCAA – Project SUCCESS

Notable Statistics Regarding Number of Unduplicated Persons Served during Q2 Teens 13-17: 196 Referrals to ACBHS: 2

ATCAA – Promotores de Salud

Notable Statistics Regarding Number of Unduplicated Persons Served during Q2 TAY 18-24: 7 Adults 25-59: 78 Older Adults 60+: 9 Latino: 94 Spanish-Speaking: 94 Homeless: 4 LGBTQ: 2 Referrals to ACBHS: 17 % of Increase over Q1: 6%

The Resource Connection – Grandparents Program

Notable Statistics Regarding Number of Unduplicated Persons Served during Q2 Adults 25-59: 22 Older Adults 60+: 26 Latino: 5 Veterans: 2 % of Increase over Q1: 6%

0 0 4 11

101

8

Children 0-5

Youth 6-12

Teens 13-17

TAY 18-24

Adults 25-59

Older 60+

0 3

92

27

1 1 0

African American

Asian/Pac Islander

Caucasian

Latino

Native American

Mutiple

Other/NA


Page | 29

MHSA Program Participant Survey Results for Q1 & 2 of FY 13/14

Responses: 165

Male: 39% Female: 61% TAY 18-24: 10% Adults 25-59: 72% Older Adults 60+: 18% English: 76% Spanish: 24% African American: 0% Asian/Pac. Islander: 3% Caucasian/White: 59% Latino/Hispanic: 24% Native American: 3% Multiple: 12% Homeless: 16% Veterans: 29% LGBTQ: 19% Probationers: 41%

88% reported continuing participation in one of the MHSA-funded programs above.

98% reported that participation in one these programs improved their well-being.

72% reported that, as a result, they were able to make up their own mind about things “often” or “all of the time.”

Over half reported that, their well-being was improved “often” or “all of the time” in the following key areas:

o Feeling useful

o Felling interested in others and/or interested in new things

o Feeling good about self and/or feeling loved

o Thinking clearly and/or dealing with problems well

o Feeling close to other people

100% would recommend the program they participated in to others.

Comments regarding specific programs:

NAMI: “Wonderful class; eased the burden & anxiety. Increased understanding of my loved one.”

ATCAA: “My Family Advocate has helped me feel better about life.”

ATCAA: “I look forward to coming to the UCC. My Family Advocate helps me a lot.”

Sierra Wind: “This program has been helpful to me with recovering from devastating financial crisis.”

Sierra Wind: “Thank god for this place, Sierra Winds.” & “Great place.”

Resource Connection: “Great help for my grandson and me.”

MHSA 3-YEAR PLAN ATTACHMENTS

Page | 30

MHSA Three-Year Plan Attachments

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