EXHIBIT 1: WORKFORCE FACE SHEET MENTAL HEALTH …

44

PART IV: REQUIRED EXHIBITS EXHIBIT 1: WORKFORCE FACE SHEET

MENTAL HEALTH SERVICES ACT (MHSA) WORKFORCE EDUCATION AND TRAINING COMPONENT THREE-YEAR PROGRAM AND EXPENDITURE PLAN, Fiscal Years 2006-07, 2007-08, 2008-09

County: Santa Barbara Date: July 6, 2008 This County’s Workforce Education and Training component of the Three-Year Program and Expenditure Plan addresses the shortage of qualified individuals who provide services in this County’s Public Mental Health System. This includes community based organizations and individuals in solo or small group practices who provide publicly-funded mental health services to the degree they comprise this County’s Public Mental Health System workforce. This Workforce Education and Training component is consistent with and supportive of the vision, values, mission, goals, objectives and proposed actions of California’s MHSA Workforce Education and Training Five-Year Strategic Plan (Five-Year Plan), and this County’s current MHSA Community Services and Supports component. Actions to be funded in this Workforce Education and Training component supplement state administered workforce programs. The combined Actions of California’s Five-Year Plan and this County’s Workforce Education and Training component together address this County’s workforce needs as indicated in Exhibits 3 through 6. Funds do not supplant existing workforce development and/or education and training activities. Funds will be used to modify and/or expand existing programs and services to fully meet the fundamental principles contained in the Act. All proposed education, training and workforce development programs and activities contribute to developing and maintaining a culturally competent workforce, to include individuals with client and family member experience who are capable of providing client- and family-driven services that promote wellness, recovery, and resiliency, leading to measurable, values-driven outcomes. Furthermore, our intent is to ensure that all opportunities created by the plan incorporate significant opportunities for bilingual staff, consumers, and family members who are bilingual and bicultural in order to meet the needs of our second threshold language group (Spanish speaking clients and families). This Workforce Education and Training component has been developed with stakeholders and public participation. All input has been considered, with adjustments made, as appropriate. Progress and outcomes of education and training programs and activities listed in this Workforce Education and Training component will be reported and shared on an annual basis, with appropriate adjustments made. An updated assessment of this county’s workforce needs will be provided as part of the development of each subsequent Workforce Education and Training component. County Mental Health Director Street Address (or, PO Box) Director, ADMHS, 300 N. San Antonio Rd. Printed Name: Ann Detrick, Ph.D. City, ZIP Code: Santa Barbara, CA 93110 Phone #: 805-681-5220 Fax #: 805-681-5262 Signature: E-mail address: [email protected] Contact Person’s Name: Cuco Rodríguez-Rodríguez Phone #: 805-681-450 Fax #:805-681-5262 E-mail: [email protected]

45

TABLE OF CONTENTS

Page EXHIBIT 1: WORKFORCE FACE SHEET ........................................................................................................................... 44 EXHIBIT 2: STAKEHOLDER PARTICIPATION SUMMARY ............................................................................................... 46 EXHIBIT 3: WORKFORCE NEEDS ASSESSMENT............................................................................................................ 47 EXHIBIT 4: WORK DETAIL ................................................................................................................................................. 54 EXHIBIT 5: ACTION MATRIX .............................................................................................................................................. 62 EXHIBIT 6: BUDGET SUMMARY ........................................................................................................................................ 63 EXHIBIT 7: ANNUAL PROGRESS REPORT ....................................................................................................................... 64

46

EXHIBIT 2: STAKEHOLDER PARTICIPATION SUMMARY Counties are to provide a short summary of their planning process, to include identifying stakeholder entities involved and the nature of the planning process; for example, description of the use of focus groups, planning meetings, teleconferences, electronic communication, use of regional partnerships. A comprehensive stakeholder process was conducted for Workforce Education & Training. Highlights of the process included: • Presentations of Workforce Education & Training highlights and solicitation of recommendations from the Latino Advisory Committee,

the Consumer and Family Member Advisory Committee, and consumer groups. • Fifty-nine mental health providers serving all age groups in Santa Barbara were mailed a detailed survey to ascertain hard-to-fill

positions, staffing needs, ethnic makeup of the workforce, language proficiency and number of positions filled by consumers and family members. Twenty-one providers responded, and the results were analyzed and used in the planning process.

• Eight town hall meetings were held in every major population center in Santa Barbara County (Carpinteria, Lompoc, Santa Barbara, Santa Maria, Guadalupe). Each meeting featured an introduction to Workforce Education and Training followed by stakeholder comments on workforce focus areas and strategies. The town hall meetings were heavily publicized through news releases, paid advertising in major English and Spanish media, flyers distributed at meetings of the Mental Health Commission, Consumer and Family Member Advisory Committee, and peer-run groups including Prop634me. These community meetings afforded stakeholders opportunities to review the recommendations that were derived from Workforce Education and Training Surveys and from previously established priorities resulting from the extensive Community Services and Supports (CSS) stakeholder process.

• In addition, extensive e-mailings were sent to more than 400 key consumers, family members, county staff from numerous departments, providers, community leaders, representatives of faith-based organizations, academic psychologists /mental health professionals, and elected officials.

• A questionnaire was distributed at each town hall meeting, made available on the County Alcohol, Drug and Mental Health Services (ADMHS) web site, and distributed by consumers to their peers. The questionnaire requested respondents to select preferred focus areas and strategies. All votes and comments were compiled as part of the planning data.

• The results of the exhaustive Community Services and Supports (CSS) community planning process that related to workforce issues were also considered. The ADMHS client population should be approximately 55% Latino instead of the current 34%. In addition, the seven percent of the client population that is Spanish-speaking is lower than the rate for the community served.

• A detailed presentation was made to the Consumer and Family Advisory Committee about the range of training options that have been used in other counties. Participants were invited to submit their evaluation of the training options, and this information was compiled. To increase feedback, at a follow-up meeting of the Consumer and Family Member Advisory Committee, a feedback form was circulated to further gauge preferences regarding 10 possible training options. Opinion reflected support for comprehensive training programs, such as SPIRIT (Contra Costa County), BestNow (Alameda County), and Inspire to Work (San Mateo County).

• In devising a Santa Barbara County Workforce Education & Training program, planners balanced the consumer and family member desire for a comprehensive program with the declining number of local positions available for mental health service providers.

47

In addition to voicing their opinions at town hall meetings, stakeholders were encouraged to provide written feedback. This feedback was summarized and discussed and refined in multiple meetings of the Consumer and Family Advisory Committee and by the Mental Health Commission. The single most popular item sought by stakeholders, as documented in surveys, town hall meetings, and Internet feedback, is training for entry-level employment (Action 2). To reinforce the likelihood that graduates of new training programs actually receive and retain employment, we are proposing sustained support by hiring an Employment Support Coordinator (Action 1) In conclusion, the stakeholder planning process elicited options from a diverse range of stakeholders by encouraging comments at a series of meetings and through several detailed surveys. This provided a solid base of detailed and useful data to shape planning and implementation.

48

EXHIBIT 3: WORKFORCE NEEDS ASSESSMENT I. By Occupational Category - page 1

Race/ethnicity of FTEs currently in the workforce -- Col. (11) Major Group and Positions

Esti-

mated # FTE author-

ized

Position hard to

fill? 1=Yes; 0=No

# FTE estimated to meet need in addition to #

FTE authorized

White/ Cau-

casian

His- panic/ Latino

African-Ameri-can/

Black

Asian/ Pacific

Islander

Native Ameri-

can

Multi Race or Other

# FTE filled

(5)+(6)+ (7)+(8)+ (9)+(10)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) A. Unlicensed Mental Health Direct Service Staff: County (employees, independent contractors, volunteers):

Mental Health Rehabilitation Specialist Case Manager/Service Coordinator .................. 3 Employment Services Staff ............................... 19 Housing Services Staff ...................................... Consumer Support Staff .................................... Family Member Support Staff ............................ 13 Benefits/Eligibility Specialist .............................. 3 Other Unlicensed MH Direct Service Staff ........ 11

(Unlicensed Mental Health Direct Service Staff; Sub-Totals Only)

Sub-total, A (County) 49 0 25 21 14 2 0 0 0 37 All Other (CBOs, CBO sub-contractors, network providers and volunteers):

Mental Health Rehabilitation Specialist 127 Y 42 Case Manager/Service Coordinator .................. 94 Y 107 Employment Services Staff ............................... 18 30 Housing Services Staff ...................................... 6 12 Consumer Support Staff .................................... 15 23 Family Member Support Staff ............................ 7 16 Benefits/Eligibility Specialist .............................. 6 13 Other Unlicensed MH Direct Service Staff ........ 213+ Y 98 49

Sub-total, A (All Other) 486+ 3 341 52 170 25 4 2 9 262 Total, A (County & All Other): 535+ 3 366 73 184 27 4 2 9 299

49



Esti-

mated # FTE

authorized

Position hard to

fill? 1=Yes; 0=No


FTE authorized

White/ Cau-

casian

His- panic/ Latino

African-Ameri-can/ Black

Asian/ Pacific

Islander

Native Ameri-

can

Multi Race or Other

# FTE filled

(5)+(6)+ (7)+(8)+ (9)+(10)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) B. Licensed Mental Health Staff (direct service): County (employees, independent contractors, volunteers): Psychiatrist, general...................................................... 14 Y Psychiatrist, child/adolescent ........................................ 3 Y Psychiatrist, geriatric..................................................... Psychiatric or Family Nurse Practitioner ....................... Clinical Nurse Specialist ............................................... Licensed Psychiatric Technician ................................... 34 Y Licensed Clinical Psychologist ...................................... 9 Y Psychologist, registered intern (or waivered) ................ 5 Licensed Clinical Social Worker (LCSW) ...................... 40 Y MSW, registered intern (or waivered) ........................... 40 Marriage and Family Therapist (MFT)........................... Y MFT registered intern (or waivered).............................. Other Licensed MH Staff (direct service) ......................

(Licensed Mental Health Direct Service Staff; Sub-Totals Only)

Sub-total, B (County) 145 6 25 79 27 7 2 1 0 116

All Other (CBOs, CBO sub-contractors, network providers and volunteers): Psychiatrist, general...................................................... 2 Y 4 Psychiatrist, child/adolescent ........................................ 1 2 Psychiatrist, geriatric..................................................... 0 1 Psychiatric or Family Nurse Practitioner ....................... 1 3 Clinical Nurse Specialist ............................................... 2 2 Licensed Psychiatric Technician ................................... 0 1 Licensed Clinical Psychologist ...................................... 10 10 Psychologist, registered intern (or waivered) ................ 10 9 Licensed Clinical Social Worker (LCSW) ...................... 12 Y 14 MSW, registered intern (or waivered) ........................... 3 1 Marriage and Family Therapist (MFT)........................... 22 30 MFT registered intern (or waivered).............................. 30 49 Other Licensed MH Staff (direct service) ...................... 4 6

(Licensed Mental Health Direct Service Staff; Sub-Totals and Total Only)

Sub-total, B (All Other) 97 2 132 72 18 3 1 0 9 103 Total, B (County & All Other): 242 8 157 151 45 10 3 1 9 219

50



Esti-

mated # FTE author-

ized

Position hard to

fill? 1=Yes’ 0=No


FTE authorized

White/ Cau-

casian

His-panic/ Latino

African-Ameri-can/

Black

Asian/ Pacific

Islander

Native Ameri-can

Multi

Race or

Other

# FTE filled

(5)+(6)+ (7)+(8)+ (9)+(10)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) C. Other Health Care Staff (direct service): County (employees, independent contractors, volunteers):

Physician ............................................................ 1 Registered Nurse ............................................... 27 Y Licensed Vocational Nurse ................................ Physician Assistant ............................................ Occupational Therapist ...................................... Other Therapist (e.g., physical, recreation, art,

dance)............................................................ 2

Other Health Care Staff (direct service, to include traditional cultural healers)................

(Other Health Care Staff, Direct Service; Sub-Totals Only)

Sub-total, C (County) 30 1 27.5 21 1 0 2 0 0 24 All Other (CBOs, CBO sub-contractors, network providers and volunteers):

Physician ............................................................ 4 4 Registered Nurse ............................................... 13 Y 13 Licensed Vocational Nurse ................................ 26 12 Physician Assistant ............................................ 0 1 Occupational Therapist ...................................... 11 Y 13 Other Therapist (e.g., physical, recreation, art,

dance)............................................................4 5

Other Health Care Staff (direct service, to include traditional cultural healers)................

69+ Y 46 30

Sub-total, C (All Other) 127+ 3 94 46 59 7 21 0 7 140 Total, C (County & All Other): 157+ 4 121.5 67 60 7 23 0 7 164

51


Race/ethnicity of FTEs currently in the workforce -- Col. (11)

Major Group and Positions

Esti-

mated # FTE author-

ized

Position hard to

fill? 1=Yes; 0=No

# FTE estimated to meet need in addition to # FTE

authorized

White/ Cau-

casian

Hispanic/ Latino

African-Ameri- can/

Black

Asian/ Pacific

Islander

Native Ameri-

can

Multi Race or Other

# FTE filled

(5)+(6)+ (7)+(8)+ (9)+(10)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) D. Managerial and Supervisory: County (employees, independent contractors, volunteers):

CEO or manager above direct supervisor.......... 20 Y Supervising psychiatrist (or other physician) ..... 1 Licensed supervising clinician............................ 8 Other managers and supervisors....................... 14

(Managerial and Supervisory; Sub-Totals Only)

Sub-total, D (County) 43 0 0 26 3 2 3 0 0 34 All Other (CBOs, CBO sub-contractors, network providers and volunteers):

CEO or manager above direct supervisor......... 30 Y 28 Supervising psychiatrist (or other physician) .... 1 1 Licensed supervising clinician........................... 17 19 Other managers and supervisors...................... 45 Y 49

(Managerial and Supervisory; Sub-Totals and Total Only)

Sub-total, D (All Other) 93 2 97 82 17 1 2 1 1 104 Total, D (County & All Other): 136 2 97 108 20 3 5 1 1 138

E. Support Staff (non-direct service): County (employees, independent contractors, volunteers):

Analysts, tech support, quality assurance.......... 14 Education, training, research ............................. Clerical, secretary, administrative assistants ..... 46 Other support staff (non-direct services)............ 19

(Support Staff; Sub-Totals Only)

Sub-total, E (County) 79 0 0 38 19 2 4 0 0 63 All Other (CBOs, CBO sub-contractors, network providers and volunteers):

Analysts, tech support, quality assurance.......... 10 12 Education, training, research ............................. 8 9 Clerical, secretary, administrative assistants ..... 42 43 Other support staff (non-direct services)............ 42 31

(Support Staff; Sub-Totals and Total Only)

Sub-total, E (All Other) 102 0 95 42 62 3 1 0 0 108 Total, E (County & All Other): 181 0 95 80 81 5 5 0 0 171

52

EXHIBIT 3: WORKFORCE NEEDS ASSESSMENT I. By Occupational Category - page 5 GRAND TOTAL WORKFORCE (A+B+C+D+E)

Race/ethnicity of FTEs currently in the workforce -- Col. (11)

Major Group and Positions

Esti-

mated # FTE author-

ized

Position hard to

fill? 1=Yes; 0=No


FTE authorized

White/ Cau-

casian

Hispanic/ Latino

African-Ameri-can/

Black

Asian/ Pacific

Islander

Native Ameri-

can

Multi Race or Other

# FTE filled

(5)+(6)+ (7)+(8)+ (9)+(10)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) County (employees, independent

contractors, volunteers) (A+B+C+D+E) ...... 346 7 77.5 185 64 13 11 1 0 274

All Other (CBOs, CBO sub-contractors, network providers and volunteers) (A+B+C+D+E) ................................................

905+ 10 759 294 326 39 29 3 26 717

GRAND TOTAL WORKFORCE (County & All Other) (A+B+C+D+E)

1251+ 17 836.5 479 390 52 40 4 26 991

F. TOTAL PUBLIC MENTAL HEALTH POPULATION Race/ethnicity of individuals planned to be served -- Col. (11)

White/ Cau-

casion

Hispanic/ Latino

African-Ameri-can/

Black

Asian/ Pacific

Islander

Native Ameri-

can

Multi Race or Other

All individuals (5)+(6)+ (7)+(8)+ (9)+(10)

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) F. TOTAL PUBLIC MH POPULATION Leave Col. 2, 3, & 4 blank 4259 6428 179 435 74 245 11,620

53

EXHIBIT 3: WORKFORCE NEEDS ASSESSMENT II. Positions Specifically Designated for Individuals with Consumer and Family Member Experience: Major Group and Positions

Estimated # FTE authorized and to be filled by

clients or family members

Position hard to fill with clients or family members?

(1=Yes; 0=No)

# additional client or family member FTEs estimated to

meet need (1) (2) (3) (4)

A. Unlicensed Mental Health Direct Service Staff: Consumer Support Staff................................................ 3 Y 10 Family Member Support Staff ....................................... 11 9 Other Unlicensed MH Direct Service Staff .................... 5 5

Sub-Total, A: 19 1 24 B. Licensed Mental Health Staff (direct service) ............. 0 1 C. Other Health Care Staff (direct service) ...................... 0 0 D. Managerial and Supervisory......................................... 0 0 E. Support Staff (non-direct services).............................. 4 7

GRAND TOTAL (A+B+C+D+E) 23 1 32 III. LANGUAGE PROFICIENCY For languages other than English, please list (1) the major ones in your county/city, (2) the estimated number of public mental health workforce members currently proficient in the language, (3) the number of additional individuals needed to be proficient, and (4) the total need (2)+(3): Language, other than English

Number who are proficient

Additional number who need to be proficient

TOTAL (2)+(3)

(1) (2) (3) (4) 1. Spanish_________________________ Direct Service Staff 225+_

Others _96__ Direct Service Staff _209+__ Others _78__

Direct Service Staff _434+__ Others _174__

2. __________________________________ Direct Service Staff _____ Others _____

Direct Service Staff _____ Others _____











54

EXHIBIT 3: WORKFORCE NEEDS ASSESSMENT IV. REMARKS: Provide a brief listing of any significant shortfalls that have surfaced in the analysis of data provided in sections I, II, and/or III. Include any sub-sets of shortfalls or disparities that are not apparent in the categories listed, such as sub-sets within occupations, racial/ethnic groups, special populations, and unserved or underserved communities. A. Shortages by occupational category: A. Unlicensed Mental Health Direct Service Staff:

County: Positions Total estimated to meet need - 25 All Other: Mental Health Rehab Specialist – 42

Case Manager/Service Coordinator – 107 Employment Services Staff - 30 Housing Services Staff - 12 Consumer Support Staff - 23 Family Member Support Staff – 16 Benefits/Eligibility Specialist – 13 Other Unlicensed MH Direct Service Staff - 98

B. Licensed Mental Health Staff (direct service):

County: Positions total estimated to meet need – 25 All Other: Psychiatrist, general - 4

Psychiatrist, child/adolescent - 2 Psychiatrist, geriatric - 1 Psychiatric or Family Nurse Practitioner - 3 Clinical Nurse Specialist - 2 Licensed Psychiatric Technician - 1 Licensed Clinical Psychologist - 10 Psychologist, registered intern (or waivered) – 9 Licensed Clinical Social Worker (LCSW) - 14 MSW, registered intern (or waivered) -1 Marriage and Family Therapist (MFT) - 30 MFT registered intern (or waivered) - 49 Other Licensed MH Staff (direct service) - 6

C. Other Health Care Staff (direct service)

County: Positions total estimated to meet need – 27.5 All Other: Physician - 4

Registered Nurse – 13 Licensed Vocational Nurse - 12 Physician Assistant – 1

55

Occupational Therapist - 13 Other Therapist (e.g., physical, recreation, art, dance) - 5 Other Health Care Staff (direct service, to include traditional cultural healers) - 46

D. Managerial and Supervisory

County: Positions total estimated to meet need – 0 All Other: CEO or manager above direct supervisor - 28

Supervising psychiatrist (or other physician) - 1 Licensed supervising clinician – 19 Other managers and supervisors - 49

E. Support Staff (non-direct service):

County: Positions total estimated to meet need – 0 All Other: Analysts, tech support, quality assurance - 12

Education, training, research - 9 Clerical, secretary, administrative assistants – 43 Other support staff (non-direct services) - 31

B. Comparability of workforce, by race/ethnicity, to target population receiving public mental health services: Race/Ethnicity

White/ Caucasian

Hispanic/ Latino

African-American/ Black

Asian/Pacific Islander

Native American

Multi Race or Other

Total

Public MH Population 4259 6428 179 435 74 245

11620

Workforce 479 390 52 40 4 26 991 % of Mental Health Pop by Ethnicity 36.65% 55.32% 1.54% 3.74% .64% 2.11%

100% % of Workforce by Ethnicity 48.34% 39.35% 5.25% 4.04% .4% 2.62%

100%

56

C. Positions designated for individuals with consumer and/or family member experience:

Major Group/Position # FTE Authorized to be filled

# Additional to meet need

A. Unlicensed Mental Health Direct Service Staff:

Consumer Support Staff 3 10 Family Member Support Staff 11 9 Other Unlicensed MH Direct Service Staff

5 5

Sub-Total, A: 19 24 B. Licensed Mental Health Staff (direct service)

0 1

C. Other Health Care Staff (direct service)

0 0

D. Managerial and Supervisory

0 0

E. Support Staff (non-direct services)

4 7

GRAND TOTAL 23 32 D. Language proficiency: 209 Additional Direct Service Staff & 78 Additional Direct Service Staff estimated to meet the needs of the Spanish-Speaking mental health population. E. Other, miscellaneous:

57

EXHIBIT 4: WORK DETAIL

58

Please provide a brief narrative of each proposed Action. Include a Title, short description, objectives on an annualized basis, a budget justification, and an amount budgeted for each of the fiscal years included in this Three-Year Plan. The amount budgeted is to include only those funds that are included as part of the County’s Planning Estimate for the Workforce Education and Training component. The following is provided as a format to enable a description of proposed Action(s): A. WORKFORCE STAFFING SUPPORT Action #1 – Title: Hiring a Consumer Empowerment and Employment Supervisor and other Staff Description: ADMHS recognizes the value and richness that consumer and family member employees bring to the workplace, whether in direct service capacity or in other entry level positions of interest. ADMHS also understands that entry and re-entry into the workforce can be challenging and difficult if organizational infrastructure and support are inadequate in meeting the emergent and on-going needs of individuals previously disabled or impaired by serious mental illness and/or substance abuse. It is also evident that stigma attached to consumers and family members can be prohibitive in obtaining employment opportunities. To address these barriers to obtaining and sustaining employment, ADMHS proposes the creation of the positions of Consumer Empowerment and Employment Supervisor to build a supportive and success-driven infrastructure for consumers and family members choosing to enter or re-enter the workforce. The Consumer Empowerment and Employment Supervisor will provide training, support, and mentoring in both Spanish and English to consumer and families entering the workforce via internship or other employment opportunities created through the Workforce Education Training (WET) Plan. Our intent is to ensure that this position is filled by an individual with consumer experience, so that we can provide consumer’s supports that may be necessary to be successful in the workforce, as well as to assist in the development of a network of support for all consumers employed in the mental health system. The Consumer Empowerment and Employment Supervisor will:

• Match Interns students to appropriate sites based on site needs. • Interview and recommend students for acceptance into conceptualized ADMHS Comprehensive Internship/Practicum program • Provide supervision to at least 6 paid, .5 FTE, consumer and family interns. • Act as liaison to the site-specific Supervisors and Managers to ensure that Interns are utilized and appropriately supported in the

sites to which they are assigned. • Serve as liaison with departmental, partner agency and community-based organization (CBO) management/supervisory staff to

identify employment opportunities that match the goals, desires and skills of consumers and family members seeking to enter or re-enter the workforce. Potential employment opportunities will be identified in ADMHS, in partner agencies within the county, and in CBOs.

• Seek feedback from consumer and family member stakeholder groups and individuals regarding the primary challenges and deterrents to success affecting workforce entry/re-entry.

• Assist in designing orientation and training programs specifically matched to the needs of consumers/family members seeking to enter/re-enter the workforce

• Assist consumers and family members with other areas of need related to entry/re-entry into the workforce as they are identified • Partner with consumers and family members to ready them for workforce entry; provide, as needed, support in job-seeking,

application processes, developing interview skills, preparing and successfully navigating through transition, making the most of orientation periods, identifying and seeking supportive relationships, etc.

• Follow consumers and family members once employment has been secured for a period of six months to ensure that they succeed in meeting their workplace performance objectives and obtain adequate supports for issues as they arise.

59

• Assist departmental, partner agency and community-based organization supervisors and administrators in preparing their organizations to provide a supportive and welcoming environment for consumer and family member employees that will allow for successful integration into the workforce. It is anticipated that this effort will also provide for progress in stigma-busting efforts regarding mental illness and promote wellness and recovery principles

In developing this position, ADMHS intends to provide supportive and success-driven employment opportunities for consumers and family members desiring to enter or re-enter the workforce. We believe this investment will show a remarkable return in enrichment of services we provide and the strength and skill of our resources. Other necessary staff that will be hired under this component also include a WET Manager and a support staff person. The WET Manager is responsible for overseeing all aspects of the WET component for MHSA. This position is required to participate in the regional stakeholder meetings, develop training opportunities for internal and external staff on issues pertinent to MHSA, and to develop long term workforce plans to ensure that shortages in critical areas are met. The support staff person is also a necessary position essential to the WET component due to the additional work generated by this new component. Furthermore, we have learned from CSS that additional staff support is necessary and needed to assist consumer and family participants. Typically, county structures require exhaustive amounts of paperwork, which with out appropriate support, may be taxing on consumers and family members. Also included in this Action item are indirect Administrative costs, which are typically expenditures associated with the operating of programs. These costs include contract development, budget oversight, human resource costs, and other indirect oversight administration costs. Objectives: 1) Provide and coordinate the wide range of necessary supports to assist consumers and family members seeking entry or re-entry in the workforce; 2) increase the consumer- and family member-driven component of the mental health service delivery system by reinforcing efforts to hire consumers and family members and reducing barriers to employment; and (3) ensure a diverse and effective mental health workforce that is representative of the persons it serves. Budget justification: 1 FTE Consumer Empowerment and Employment Supervisor = $89,903 $32.49 / hr X 40 hrs./wk X 52 wks = $67,596.00 X 33% Employee Benefits ($22,306) = $89,903 1 FTE Support Staff $17.83 /hr x 40 = $713.2 X 52 = $37,086 (33% = 12,239) = $49,325 1 FTE Work force Training Education Manager $38.50 X 40 hrs/wk X 52 wks = $80,000 + 33% employee benefits ($26,400.00) = $106,400 Pre Planning Expenses (FY 07-08 Only) = $64,600 Indirect Admin Expenses Total 15% Admin Expenses $1,141,400 = $171, 210.00 ($171,210 / 2 years = $85,605) Costs include payroll, fiscal, and other indirect administrative costs associated with the management of these funds. Budgeted Amount: FY 2006-07: $0 FY 2007-08: $395,833 FY 2008-09: $331,233

60

B. TRAINING AND TECHNICAL ASSISTANCE Action #2 – Title: Providing Consumer and /Family Member Training and Employment Opportunities Description: ADMHS seeks to provide Consumers and Family Members with opportunities to build skills that will prepare them for entering and/or re-entering the workforce in whatever capacity meets their desired goals. In some cases, this will mean direct service in mental health/substance abuse programs, both public and private. In other cases, it will entail pursuing other kinds of positions. Additionally, we plan on creating opportunities for consumers and family members to enter or re-enter the workforce prepared to fully participate in opportunities afforded to other staff; i.e., internship/practicum programs. Based on input from stakeholder groups of consumer and family member representatives, we are considering implementing either of the following options:

1) Purchase and use a pre-existing training program such as one of the four listed below revised to meet the needs of interested Consumers/Family Members within the Santa Barbara County Community:

a. SPIRIT (classroom training and internships covering a broad range of recovery, mental health system, peer support, and

professional topics) b. BestNow! (train Latinos to serve as mental health providers) c. Peer Employment Training Program: Class instruction that prepares consumers to obtain employment in peer support d. Inspire to Work (San Mateo); or

2) Design an in-house program that incorporates best practices from pre-existing training programs in a manner that most efficiently meets the needs of our community of consumers and family members.

The final decision regarding which strategy to employ will be based on:

• further research and discussion with consumer and family member stakeholder groups • cost-effectiveness; training the maximum number of consumers and family members with a limited investment • sustainability of the selected training approach • the strategy that best matches specific local employment opportunities likely to be available to consumers and family members

The decision will be made in partnership with our Consumer and Family Member stakeholder groups through further discussion, analysis and agreement. This recommendation has been solely the decision of the consumer and family stakeholder group. It was the sentiment of the stakeholder group that more time was needed in order to find or develop a curriculum and training that was inclusive of both consumers and family members. In addition, the group also wanted to consider training options that would prepare consumers and family members for a broad number of entry level mental health positions. Objectives:

• To enhance the consumer- and family-driven component of the mental health service delivery system by training consumers and family members to serve in the mental health workforce

• To increase the sensitivity of existing mental health staff to the needs of consumers and family members by integrating consumers and family members into service delivery teams

• To increase the service capacity of the mental health service delivery system by training motivated consumers and family members for employment in the mental health workforce; and

• To promote recovery and reduce stigma by demonstrating that consumers can serve as effective service providers

61

Budget justification: Client Family Entry Level Employment Training = $83,709 Projected Cost of training module for client and family entry level employment training, mileage and stipends for consumers and family members. Projected allocation also includes costs associated with training materials and other participant costs. Nursing Scholarship Training = $20,091 The need to address a shortfall in medical staffing has been well documented as a major need in our county. The county proposes to attract nursing graduates from a local Nursing Training program by providing stipends to those interested in entering the mental health profession. The amount identified would cover the partial educational costs of X nursing students. Patients Rights Education and Training = $5,000 The need for enhanced understanding of the rights of consumers and family members has been identified as a major gap in our county. The Patients Right Advocate Office will serve as the primary training resource for this area with the budgeted funds being applied to resource information and materials in both English and Spanish. Budgeted Amount: FY 2006-07: $0 FY 2007-08: $108,800 FY 2008-09: $108,800

62

B. TRAINING AND TECHNICAL ASSISTANCE Action #3 – Title: Crisis Intervention Training (CIT) Description: Over the years many stakeholders have commented that law enforcement needs ongoing education and support to serve mental health clients in the most effective and humane manner possible. Crisis Intervention Training is intended for law enforcement officers who are often the first point of contact for people in crisis and psychiatric emergency. This training program prepares officers to recognize the signs and symptoms of severe mental illness, with or without the co-occurring condition of substance abuse, and provides them with the skill and knowledge to respond effectively. Safety of the officers, the person in crisis and the community are focused on as the main goal of CIT. The CIT program is a four-day training that introduces law enforcement personnel to the characteristics, causes, effective treatmentand medications for the most common mental illnesses that they are likely to encounter on the streets. Participants learn how to safelyand effectively gain control of situations they are likely to encounter on the job involving acute mental health problems and/or drugintoxication. In addition, law enforcement professionals are introduced to the local community resources that can assist them as theydevelop interventions, with community partners that provide alternatives to incarceration. Training modules are presented by the local county mental health department in collaboration with consumers and family members; staff from community-based organizations and other county Departments such as County Counsel, Adult Protective Services, Public Guardian and others. The training also involves site visits to local treatment and other community resources for this population. In addition, CIT covers an orientation to legal issues in understanding the local 5150 process and the LPS conservatorship process. Officers are trained inevaluating suicide risk, effective intervention and decision making strategies as well as learning to identify and manage police stress onthe job. Upon completion of the CIT Program, law enforcement personnel will be equipped to effectively and safely intervene in crisis and psychiatric emergency incidents. Objectives:

• To provide law enforcement officers with knowledge, resources, techniques and strategies to improve the safety and increase theeffectiveness of field contacts with mentally ill persons and persons under the influence of alcohol/drugs.

• To develop leaders in Crisis Intervention and build a county-wide network of specially training CIT officers. • Provide law enforcement professionals with the expertise and support to make needed changes within their departments.

Upon completion of this training, officers will be able to:

• Identify components of behavior indicating that a person is experiencing a psychiatric crisis. • Identify effective interaction techniques that result in the officer’s desired outcome (getting cooperation and control) • Identify local mental health resources focusing on alternatives to arrest and incarceration and/or involuntary hospitalization. • Differentiate between criminal behavior associated with an acute psychiatric episode and criminal behavior not as a result of

mental illness. • Increase officer awareness of signs and symptoms of mental illness and/or intoxication • Integration and application of this information in field contacts.

63

Budget justification: Crisis Intervention Training = $10,000 Funds will allow our MHSA program to hire a contract staff in order to provide law enforcement ongoing education and support so that they can effectively support Mental Health clients. Crisis Intervention Training is intended for law enforcement officers who are often the first point of contact for people in crisis and psychiatric emergency. Budgeted Amount: FY 2006-07: $0 FY 2007-08: $10,000 FY 2008-09: $10,000 RESIDENCY, INTERNSHIP PROGRAMS Action #4 – Title: Internship Program Description: ADMHS County of Santa Barbara proposes to address workforce shortages in the consumer and family arena specifically by developing a comprehensive Internship program that provides opportunities to acquire experience within ADMHS. A departmental barrier to providing these internship training opportunities has primarily been the inability to provide consistent and adequate coordination and supervision. Consequently, ADMHS proposes to hire one FTE Consumer Empowerment and Employment Supervisor, as outlined in Action #1, that will provide the necessary support, coordination, and supervision to appropriately recruit and train consumer and family members. The purpose of the proposed internship program is two-fold and is intended to provide interested consumers and family members an opportunity to participate in the training program outlined in Action #3. Because Spanish is the second threshold language and there are fewer services for the Spanish speaking community members, we will also provide supervision and training in Spanish. The increased capacity will enhance services to un-served and underserved individuals living in Santa Barbara County. We intend to develop training opportunities to our Oaxacan communities and to also increase capacity to our local Native American communities. The second phase of our plan is to allow individuals to apply for internships in order to establish a cadre of stipend consumers and family members that would provide peer to peer group services throughout the County. Our intent is to develop 6 stipend, .5 FTE internship opportunities for consumers and family members. Each internship opportunity provide interns with a $400 weekly stipend and will last 6 months. These opportunities may be with in our county structure or with contract agencies. Unfortunately, our WET county allocation limits the number of stipend internship opportunities. However, our intent is to have our Consumer Empowerment and Employment Manager develop other stipend or un-stipend opportunities for consumers and family members separate from MHSA funding. This component will also assist in establishing a career ladder for family member and consumer interns. As positions open up with in our MHSA and core system services, consumer and family interns will be encouraged to apply given that they have experience.

64

Objectives: (1) Help identify and develop the next generation of public mental health professionals by exposing family and consumers to the broad range of public mental health programs and services, principles of MHSA, the concept of system transformation, and the recovery-based, biopsychosocial model of care; (2) provide a solid and consistent framework for the supervision of consumer and family interns in Santa Barbara County ADMHS; (3) assist consumer family interns in mental health professions in fulfilling their educational requirements; (4) broaden the Santa Barbara County public mental health service delivery system through a workforce augmented with qualified family members and consumers. Budget justification: Travel and Transportation = $8,000 This cost includes mileage for supervisor, interns, and employment support coordinator. Approximately 1200 miles per month X 12 Months X $.55 / Month = $8000 General Office Expenditures = $2,000 Expenses include general expenses related to operations (pencils, paper, binders, copies, etc.) Rent = $4,000 $1.25/sq. ft. X $2.67/ sq. Ft = 334 X 12 months = $4000 Consumer/Family Expenses = $10,000 Expenses related to WET activities. Primarily relates to mileage and stipend reimbursement of consumers and families participating in MHSA related activities, trainings, interviews, review of RFPs, etc. that are associated with WET. Intern Stipends / other costs (includes stipends for approximately 6 .5 FTE internship opportunities) $64,367. This category primarily relates to costs associated with internships and may include: stipends, book costs, reimbursement for specialized trainings, costs associated with license preparation, licensing exam registration costs, etc. Budgeted Amount: FY 2006-07: $0 FY 2007-08: $88,367 FY 2008-09: $88,367

65

EXHIBIT 5: ACTION MATRIX Please list the titles of ACTIONS described in Exhibit 4, and check the appropriate boxes (4) that apply. Actions (as numbered in Exhibit 4, above) P

rom

otes

wel

lnes

s, re

cove

ry, a

nd

resi

lienc

e

Pro

mot

es c

ultu

rally

com

pete

nt

serv

ice

deliv

ery

Pro

mot

es m

eani

ngfu

l inc

lusi

on o

f cl

ient

s/fa

mily

mem

bers

Pro

mot

es a

n in

tegr

ated

ser

vice

ex

perie

nce

for c

lient

s an

d th

eir

fam

ily m

embe

rs

Pro

mot

es c

omm

unity

col

labo

ratio

n

Sta

ff su

ppor

t (in

frast

ruct

ure

for

wor

kfor

ce d

evel

opm

ent)

Res

olve

s oc

cupa

tiona

l sho

rtage

s

Exp

ands

pos

tsec

onda

ry e

duca

tion

capa

city

Loan

forg

iven

ess,

sch

olar

ship

s, a

nd

stip

ends

Reg

iona

l par

tner

ship

s

Dis

tanc

e le

arni

ng

Car

eer p

athw

ay p

rogr

ams

Em

ploy

men

t of c

lient

s an

d fa

mily

m

embe

rs w

ithin

MH

sys

tem

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) Action #1: Hiring an Employment Support Coordinator

x x x x x x x x x

Action #2: Providing Consumer/Family Member Training & Employment Opportunities

x x x x x x x x x

Action #3: Crisis Intervention Training (CIT)

x x x x x

Action #4: Internship Program

x x x x x x x x

66

EXHIBIT 6: BUDGET SUMMARY Fiscal Year: 2006-07 Activity Funds Approved Prior to Plan

Approval (A) Balance of Funds Requested

(B) Total Funds Requested

(A + B) A. Workforce Staffing Support: B. Training and Technical Assistance C. Mental Health Career Pathway Programs D. Residency, Internship Programs E. Financial Incentive Programs

GRAND TOTAL FUNDS REQUESTED for FY 2006-07 Fiscal Year: 2007-08 Activity Funds Approved Prior to Plan



(A + B) A. Workforce Staffing Support: $171,000 $224,833 $395,833 B. Training and Technical Assistance $118,800 $118,800 C. Mental Health Career Pathway Programs D. Residency, Internship Programs $88,367 $88,367 E. Financial Incentive Programs

GRAND TOTAL FUNDS REQUESTED for FY 2007-08 $603,000 Fiscal Year: 2008-09 Activity Funds Approved Prior to Plan



(A + B) A. Workforce Staffing Support: 331233 $331,233 B. Training and Technical Assistance $118,800 $118,800 C. Mental Health Career Pathway Programs D. Residency, Internship Programs $88,367 $88,367 E. Financial Incentive Programs

GRAND TOTAL FUNDS REQUESTED for FY 2008-09 $538,400

67

EXHIBIT 7: ANNUAL PROGRESS REPORT (NOTE: This exhibit is for information purposes only, and does not need to be submitted with the Plan.) List any objectives from any of the Actions that have been met during the period being reported, any issues that significantly impact on the accomplishment of objectives, and any positive accomplishments. Events, milestones, products, or outcomes are to be reported as measurable activities that can be quantitatively compared for the duration of the contract period. ANNUAL PROGRESS REPORT County:________________________________________________________ Component: Workforce Education and Training

Fiscal Year: _________________ Period Covered: _________________

Progress on Objectives (short narratives, below) Workforce Staffing Support: Training and Technical Assistance: Mental Health Career Pathways Programs: Residency, Internship Programs: Financial Incentive Programs: Form completed by: Name:__________________________________________ Title or position:_______________________ Phone#:______________________ Email:_____________________________ Date:_______________________________

EXHIBIT 1: WORKFORCE FACE SHEET MENTAL HEALTH …

Documents

Transcript of EXHIBIT 1: WORKFORCE FACE SHEET MENTAL HEALTH …