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Theresa Bass
From:Theresa Bass
Sent:Friday, January 27, 2023 1:46 AM
To:Public Comment
Subject:FW: \[EXTERNAL\] Fwd: MHSA Community Planning Meeting - PEI Early Childhood
Mental Health Stakeholder Discussion
Attachments:image001.png; January 23 - Info and Planning Meeting - WET Part 2.pdf; Early
Childhood Mental Health .pdf
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Subject: \[EXTERNAL\] Fwd: MHSA Community Planning Meeting - PEI Early Childhood Mental Health Stakeholder
Discussion
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---------- Forwarded message ---------
From: MHSA <mhsa@ochca.com>
Date: Thu, Jan 26, 2023 at 10:00 AM
Subject: MHSA Community Planning Meeting - PEI Early Childhood Mental Health Stakeholder Discussion
To:
Stakeholder Engagement Meeting
Prevention and Early Intervention: Early
Childhood Mental Health
1
February 8, 2023
11:00 a.m. – 1:00 p.m.
This meeting will include:
1. A brief overview of current programs for very
young children (aged 0-5)
2. A discussion concerning needs and assets
3. An opportunity to let us know how to improve
the continuum of mental health services for very
young children and their families
Attachments include
1. Flyer for this event
2. Copy of Workforce Education and Training Presentation from
rd
Monday January 23.
Zoom Teleconference
2
Meeting ID:
Passcode:
Dial-in numbers:
+
Find your local number: https://zoom.us/u/aIBtUPVKs
MHSA Office
th
405 W. 5 St. Suite 477
Santa Ana, CA 92701
(714) 834-3104
Website | Facebook | Twitter
3
4
Mental Health and Recovery Services: Mental Health
Services Act (MHSA) Community Planning Meeting
Prevention and Early Intervention:
Early Childhood Mental Health
Stakeholder Discussion
You are invited to join a virtual community meeting and
discussion session on Mental Health Services Act (MHSA)
Prevention and Early Intervention (PEI) programs and services
for Early Childhood Mental Health. The meeting will include:
• A brief overview of current programs for very young
children (aged 0-5),
• A discussion concerning needs and assets, and
• An opportunity to let us know how to improve the
continuum of mental health services for very young
children and their families.
Your participation is important to us! Your feedback helps inform
program planning, implementation, and program enhancement.
If you speak another language, language assistance services
are available to you free of charge. For additional information,
please call (714) 834-3104 (dial 7-1-1 for TTY users) or email
mhsa@ochca.com.
INSERT Requests for accommodations here
February 8, 2023
11 a.m. – 1 p.m.
Please join us via Zoom at:
https://us06web.zoom.us/u/kcO1ZVC0wg
Meeting ID:
Passcode:
www.ochealthinfo.com
a
Stakeholder
Engagement
Meeting
Orange County
Workforce
Education and
Training -Part II
Mental Health Services Act
Informational and Planning Meeting
Monday, January 23, 2023
1:00 –3:00 p.m.
Zoom Meeting
https://zoom.us/j/95720185359
Meeting ID: 957 2018 5359
Pass code: 402453
Call in numbers:
(669) 900-6833
(253) 215-8782
Agenda
1.Welcome
2.MHSA CPP Review
Michelle Smith,
MHSA Coordinator
Michelle Smith,
MHSA Coordinator
Teresa Renteria, WET
Coordinator
4. Review of Local
Landscape
Michelle Smith,
MHSA Coordinator
3. Overview and Recap of
WET
Michelle Smith,
MHSA Coordinator
Teresa Renteria, WET
Coordinator
5. Discussion on next steps
Survey link
6. Debrief from Discussions
7. Closing -Survey
2
Introduction
Thank you all for joining us today!
The MHSA office is continuing the Community
Planning Process for the three-year plan for FY
2023/24 –2025/26.
The format of the meetings will be informational
presentations by subject matter experts followed by
questions, discussion, and community input.
If you are a consumer, family member, or general
community member (non-provider), you are eligible
for a $20 gift card for your participation today. A
survey link will be provided at the end of the meeting
3
Mental Health
Services Act
5
Passed in a ballot measure November
2004
1% state tax on income over $1M
Designed to transform and expand
California's behavioral health system
Designed to address unserved,
underserved and inappropriately served
CSS, PEI, INN, WET, CFTN, CPP
Community
Program
Planning
This required part of MHSA encourages community
contribution to improve behavioral health outcomes.
CPP efforts include informing stakeholders of fiscal
trends, evaluation, and program improvement
activities, as well as obtaining feedback. CPP is a
constant practice that is being refreshed with MHRS.
Title 9 CCR-Section 3300
MHSA INFORMATION PLANNING
FEEDBACK -
WORKFORCE EDUCATION &
TRAINING (PART I)
FROM:MONDAY DECEMBER 19 TH, 2022 –1:00 -3:00PM
MHSA INFORMATION AND PLANNING POST-SURVEY
Question #1: Is the current Consumer Employment Specialist Training adequate to meet the needs of
OC?
Stakeholder Analysis for December 19, 2022
8
Provide additional outreach of
this program
Change the name to OC
Pathways to Employment
Provide a place to publicly
view data regarding this
program
Create additional partnerships
and a more comprehensive
approach
Get this training information
out to retirement communities
MHSA INFORMATION AND PLANNING POST-SURVEY
Question #2: We currently measure outputs as our way to measure and report our TA efforts. What
additional information would be helpful to capture?
Stakeholder Analysis for December 19, 2022
9
Utilization rates: measure the
maximum capacity of the
system and then compare that
to the number who are actually
trained by the system
Report on the actual needs of
specializations needed in the
system and then report on the
capacity of meeting those
needs
Require rather than ask
contractors to share trainings
with all contracted staff
Build and share a WET data
dashboard
MHSA INFORMATION AND PLANNING POST-SURVEY
Question #3: The current Career Pathways program focuses on developing career pathways for
individuals with lived experience. We currently measure outputs as our way to measure and report our
TA efforts. What additional information would be helpful to capture?
Stakeholder Analysis for December 19, 2022
10
Additional career paths for
Children’s Behavioral Health
Programs to support
burnout/compassion fatigue
and elder care
Prompt response times and
successful linkage
Social connectedness; live-
professionals
MHSA INFORMATION AND PLANNING POST-SURVEY
Question #4: We currently partner with one University for our Residency and Fellows program. Please
identify any additional opportunities for partnership.
Stakeholder Analysis for December 19, 2022
11
A pathway from a Peer in the
system into a clinical staff
Offer incentives to encourage
staff to come to work in OC
Work with additional
Universities
Get additional placement sites
for clinicians to earn hours
towards license
MHSA
Workforce Education & Training
(WET) –Part II
Aligning State and Regional Initiatives
and Proposed Expansion of Local Efforts
Overview
Recap -Overview
•In 2004, the Mental Health Services Act (MHSA) was passed to provide an
opportunity for California’s counties to increase access to public mental health
services, including increased staffing and other resources that support public
mental health programs.
•To address the public mental health workforce issues, the MHSA included a
component for Mental Health Workforce Education and Training (WET)
programs.
•Workforce Education and Training (WET) is designed to:
•Address shortages of behavioral health workers, including
underrepresentation of professionals/paraprofessionals with lived
experience.
•Address shortages of individuals who are from diverse racial, ethnic, and
cultural communities.
•Develop the competencies of the behavioral health workforce.
•Implement retention strategies.
Overarching
Goals
Develop a sufficient number of
qualified individuals for the public
behavioral health workforce
To increase the quality and success of
services through educating and
training the public behavioral health
workforce
To increase the partnership and
collaboration of all entities involved in
public behavioral health workforce
education and training
County/State
Workforce
Education and
Training (WET)
Strategies and
Plans
•County WET plans can be funded by the MHSA
through a transfer of up to 20% of the
5-year average of MHSA funds received.
•The up to 20% transfer also sustains the
capital facilities and technological needs
component and prudent reserve.
•Counties must integrate their WET component
into their MHSA Three-Year Program and
Expenditure Plan.
•Counties must propose programs and activities
that, in combination with state WET programs,
address the County’s self-assessed WET needs.
•County WET plans combine with state WET
programs, administered through regional
partnerships, to maximize impact.
•Each funded program/training/strategy must
address the county’s identified WET needs.
Non-Allowable
for WET Funds
Supplant existing programs and activities
Paying staff time for delivery of mental health services
Personnel line-item costs, language proficiency pay differential, staff time
to attend training (except 20/20 programs)
Technology hardware, software, and associated costs for EHR systems
Recruiting or retention needs of other systems
5 WET
Funding
Categories
Workforce Staffing Support
Training and Technical Assistance
Mental Health Career Pathway Programs
Residency and Internship Programs
Financial Incentive Programs
Development of Updated Orange County
Behavioral Health WET Plan
•Plan to build the future county behavioral health safety net workforce in Orange
County
•Identify realistic strategies and objectives that will lead to a larger, well-trained
and diverse workforce over the next 3 years, knowing that several initiatives will
take longer than a 3-year term to accomplish.
•Enhance existing WET plan in coordination with state, regional, and local
partners with input from stakeholders across:
•County BH agencies and their contracted providers
•Other county agencies/systems
•State and regional agencies
•Academics/Researchers
•Other interested parties
Draft State-Level Workforce Advocacy Framework:
Six Major Categories
State/Regional Level
1.Pipeline development
2.Staff recruitment and retention
3.Data Collection, Reporting and Evaluation
4.Marketing, outreach, and education campaign
5.Licensure and certification requirements
6.Medi-Cal Policy and Payment Reform
Draft Statewide Advocacy Strategies
Pipeline
Development
Funds for Higher Education
Grants to Tailor Curricula to Prepare Students for
Employment in the County Behavioral Health Safety Net
Funding to Support Students in School who Commit to
Service in the County Behavioral Health Safety Net
Funding for Clinical Supervision of Students Training in
the County Behavioral Health Safety Net
Encourage Higher Education System Leadership to
Prioritize Program Expansion
Grow Partnerships Between the Higher Education
System, K-12 Schools, and the County Behavioral Health
Safety Net
Funds for Development of Programs for
Paraprofessionals
Staff Recruitment
and Retention
Affordable Housing for Behavioral Health
Safety Net Workforce
Fund Retention Payments for Specialty
Mental Health Providers
Expand Financial Incentive Programs to
Non-Clinical Staff Responsible for Quality
and Health Information Technology in the
County Behavioral Health Safety Net
Data Collection and
Reporting
Require Data Collection and Reporting on
All Behavioral Health Personnel
Allocate Resources to HCAI and Licensing
Boards for Behavioral Health Workforce
Data Collection and Analysis
Draft Statewide Advocacy Strategies
Marketing,
Outreach and
Education
Launch a state-level social
marketing campaign with
state and/or philanthropic
support to promote
behavioral health safety
net workforce
opportunities and
targeting individuals from
diverse backgrounds as a
core aim of the campaign.
Licensure and
Certification
Review Licensure and
Certification Requirements
for Obstacles
Remove Licensure and
Certification Barriers
Medi-Cal Policy
Payment Reform
Increase Funds to Enable the
County Behavioral Health Safety
Net System to Offer Competitive
Compensation
Require Peers and/or CHWs in
Specialty Behavioral Health a
Statewide Medi-Cal Benefit
Continue and Improve on Medi-
Cal Documentation Reform
Efforts
Aligning Regional and Local Strategies
Regional Strategy Local Implementation Additional Information
Career Pathways Materials: Health
Workforce Initiative (HWI) posted
career pathways brochures.
SCRP is supporting the distribution of
materials throughout each County.
https://ca-
hwi.org/public/uploads/pdfs/E
xploringHealthCareersCh13_-
_Behavior_Health.pdf
Intern Stipend Program: Graduate
level interns in last year of
internship eligible for one academic
internship year
Post and distribute application
information
https://hcai.ca.gov/loans-
scholarships-
grants/grants/bhp/
SCRP Peer Program: Flexible stipend
program for individuals with lived
experience seeking employment as
a peer support specialist.
Working with REI to support stipend
program for graduates of peer support
specialist training program that are
placed in internship.
http://www.pcrei.org/
Aligning Regional and Local Strategies
Regional Strategy Local Implementation Additional Information
Mental Health Loan Assumption
Program
SCRP is paying for these to be
distributed throughout each County.
Each County will inform eligible
individuals within the safety net.
https://hcai.ca.gov/loans-
scholarships-grants/
Training Free Training and Continuing Education
units for safety net employees and
contracted provider agencies
Limited to HCA Staff and
Contract Providers
Aligning Regional and Local Strategies
Brief Review
of Local
Landscape
Recruitment and retention challenges:
Competitive
salary
Lengthy
process from
application
to on-
boarding
Availability
of flexible
schedules
Burnout
Competition
for qualified
staff with
other
systems
Breakdown
in behavioral
health
pipeline,
career
pathways
Review of the most recent workforce assessment,
exit interview data, and anecdotal data from
system partners indicate the following:
Brief Review of Local Landscape (continued)
•Vacancy Rate:
•Overall vacancy rate currently at 25%;
•45% vacancy rate for positions prioritized for hiring
•Shortages in licensed therapists, psychiatrist, mental health specialists, and
absence of Certified Alcohol and Drug Counselor as a classification
•MHRS Internship Program
•Community seeking behavioral health treatment options through primary
care/physical health care system that may not be adequately trained
Proposed Actions: Training and Technical
Assistance
Developing behavioral health expertise in primary care,
paraprofessional staff to develop the capacity of the system
•Behavioral health coaching
•Peer specialist training
•Community health workers
•Alcohol and Other Drug Counselors
Develop core competencies and training plans by service function area
•Evidence-Based Programs/processes
Proposed Actions: Behavioral Health
Career Pathways
Recruitment
•Establish a Behavioral Health Career pipeline in collaboration with k-12
system
•Partner with local higher education institutions to provide education that
will enable workers to advance professionally while remaining in the
county behavioral health safety net system
Retention
•Implement a leadership development program for staff and contract
agencies
•Develop leaders from existing staff,
•Succession planning for future leadership of MHRS
•Continued relevant training and offering of free Continuing Education
Units/Credits
Proposed Actions: Residency and
Internship
Increase the numbers of direct service staff members in Social
Work; Marriage and Family Therapy; Clinical Psychology; and
Certified Alcohol and Drug Counselor through an expanded
internship program.
•Centralize coordination and supervision
•Possibly establish employee intern program
Measuring Success
Mental Health Career Pathway Program
Leadership Development
Program
Development of Leadership Competencies no yes yes
# of training attendees (FY 24/25 + FY 25/26):0 25 27
Training program developed no yes yes
Behavioral Health Coaching
Initiatives
# of trainings offered 0 6 2
# to attend PET Training (Cumulative -3 yrs)4 30 17
# of promotions 1 2 4
Residency, Internship Programs
Internship Programs
% of Pre-licensed staff hired that were Interns 29%50%100%
Develop Intern competencies no yes no
Develop Employee Internship program no yes yes
Number of employee interns (Cumulative since FY 24/25)1 10 17
Develop nursing internship program no yes no
Develop AOD Counselor internship program no yes no
Psychiatric Residency Program
# of Psychiatric Residents (Cumulative since FY 23/24)0 4 2
# of Geriatric Psychiatrist Residents 0 1 0
# of Child Psychiatrists Residents 0 1 0
Funding Category Action Measurement(s)Base-line Goal Actual
Questions and Discussion:
Training and Technical Assistance
Questions
•Are these the right proposed actions for
Training and Technical Assistance?
•How can we ensure that the actions
address equity?
•Do you have any additional suggestions
for how we will measure success.
Actions
•Developing behavioral health expertise in
primary care, paraprofessional staff to
develop the capacity of the system
•Behavioral health coaching
•Peer specialist training
•Community health workers
•Alcohol and Other Drug Counselors
•Develop core competencies and training
plans by service function area
•Evidence-Based Programs/processes
Questions and Discussion:
Behavioral Health Career Pathways
Questions
•Are these the right proposed actions for
Behavioral Health Pathways?
•How can we ensure that the actions
address equity?
•Do you have any additional suggestions
for how we will measure success.
Actions
Recruitment
•Establish a Behavioral Health Career pipeline in
collaboration with k-12 system
•Partner with local higher education institutions to
provide education that will enable workers to
advance professionally while remaining in the
county behavioral health safety net system
Retention
•Implement a leadership development program for
staff and contract agencies
•Develop leaders from existing staff,
•Succession planning for future leadership of
MHRS
•Continued relevant training and offering of free
Continuing Education Units/Credits
Questions and Discussion:
Residency and Internship
Questions
•Are these the right proposed actions for
Residency and Internship?
•How can we ensure that the actions
address equity?
•Do you have any additional suggestions
for how we will measure success.
Actions
•Increase the numbers of direct service
staff members in Social Work; Marriage
and Family Therapy; Clinical Psychology;
and Certified Alcohol and Drug Counselor
through an expanded internship program.
•Centralize coordination and
supervision
•Possibly establish employee intern
program
Next
Steps
Incorporate Incorporate updated WET Component into
the DRAFT MHSA Three-Year Plan
Build out Build out detail in the short-term,
intermediate-term, and long-term objectives
Analyze Analyze Stakeholder Feedback
Mental Health Services Act Office
mhsa@ochca.com
714-834-3104
Thank you to everyone who participated today! We sincerely appreciate you taking time out of your day to hear about and talk about the Workforce Education and Training component of MHSA.
*Consumers/Family Members/Community members (non-provider staff) may register for a $20 gift card for their participation today.
Thank you