OUTREACH · COVER: Bargaining team members set resolve and strategy on needed contract improvements...

OUTREACH2016

psychtechs.netMarch / April

California Association of Psychiatric Technicians1220 ‘S’ Street, Suite 100Sacramento, CA 95811-7138

Non-Profit OrgU.S. POSTAGE PAID

Permit No. 46Sacramento, CA

CHANGE SERVICE REQUESTED

CAPT’s Bargaining Team sets resolve and strategy

on needed contract improvements, page 12

California Association of Psychiatric Technicians

2 -MARCH / APRIL 2016

Reminders & IMPORTANT INFO

Christine Caro, Editor and Layout DesignerCarol Wiesmann, Managing Editor

CAPT is represented by Murch, Bassoff & Associates, Inc.

Imagesetting and Printing byCPS Publications and Mail Services

Sacramento, CA

Outreach is the official publication of the California Association of Psychiatric Technicians and is printed at least six times each year.

Outreach is published by: CAPT Headquarters 1220 ‘S’ Street, Ste 100 Sacramento, CA 95811-7138. Phone: Toll Free (800) 677-CAPT (2278) or locally at (916) 329-9140

CAPT is a non-profit corporation serving as the exclusive representative of all employees in Psychiatric Technician Bargaining Unit 18 in California State Civil Service.

CAPT is also the professional association for all California Psychiatric Technicians.

Volume 33, Issue 2March / April 2016

How to reach us ...CAPT Sacramento HeadquartersToll Free (800) 677-CAPT (2278)

or (916) 329-9140(916) 329-9145 (Fax)

You may contact your state and chapter officers directly. Their contact information is listed on the following page. If a voicemail is left on their cell or if you send an e-mail or text, be sure to leave your name, work location, and phone number, as well as a short explanation of your issue.

Going mobile? Take CAPT with you! CAPT’s popular www.psychtechs.net website – and all of its professional and union information – is here for you when you’re on the go! Our site automatically optimizes to suit your mobile device, and you can download our “CAPTApp” for your mobile device as well. Check these helpful tools out today!

us at: twitter.com/psychtechs

and follow some of our chapters on

Check out our catastrophic leave list on our website. Keep abreast of what’s happening! CAPT updates its website frequently, making sure you have current information on state, department, and CAPT news, at your facility and statewide.

psychtechs.net

CAPT Members, need a new membership card?While all new members receive a laminated membership card as part of their CAPT welcome packet, we understand that they can get lost or damaged over time. If you need a new card, simply submit your request to Debi Loger at (800) 677-2278 or at [email protected] and a new one will be mailed to you. With your request, please be sure to leave your name, current address and a phone number to ensure we have your current information.

Leaving the Bargaining Unit? Contact us to ensure your dues or fees are stopped!When an individual leaves the bargaining unit, their CAPT dues or fees should be stopped by the State Controller’s Office. However, the SCO may not automatically halt this deduction when an employee remains in state service. If you are planning to leave Bargaining Unit 18, please let us know. Also, if you have already left and have noticed your BU 18 dues or fees have not stopped, please be sure to contact Debi Loger at (800) 677-2278 or at [email protected]. You may be eligible for a refund of up to six months.

Going mobile? Take CAPT with you

CAPT’s popular www.psychtechs.net website – and all of its professional and union information – is here for you when you’re on the go! Our site automatically optimizes to suit your mobile device. You can download the application by visiting www.pyschtechs.net from your mobile device. Easy download instructions for both Android and Apple device users are available by selecting the mobile device icon under "CAPT Mobile." Download your “CAPT App” today!

Planning to retire soon?

Don’t forget that CAPT offers its retired State of California mem-bers the same insurance benefits it provides its active members. As a retired member, CAPT will continue to provide -- $5,000 in Accidental Death and Dismemberment coverage and $5,000 in Life Insurance -- without any age term.

IMPORTANT: For your insurance to continue after your re-tirement -- for only $5 per month -- you must contact CAPT Headquarters at (800) 677-2278 within 31 days of the last day in the month in which you retired. If you fail to do so, your policy will lapse and cannot be reinstated.

2016 MARCH / APRIL - 3

4 The President’s View: Pressing toward the mark

5 Bargaining Rights

6-7 CAPT presents testimony on developmental

center closures

8-9 Considering the closure of a developmental

center, by Kathleen Miller

10 CAPT Press Release: MOT

11 Overtime means big bucks, headaches for state

workers, by Jon Ortiz, The Sacramento Bee

12-13 2016 Negotiations

14 Steward Spotlight: Thuy Tran, PT, CSP-Folsom

15 2016 Scholarship Program Begins

15 Don't Forget to Vote

16 Why can't California end forced overtime at

state hospitals? by Jon Ortiz, The Sacramento Bee

17 Workers’ Memorial Day, April 28

17 Recent assaults draw attention to safety

18 Ventura enacts Laura's Law

19 National Nursing Week, May 6-12

19 CAPT advocacy delivers change and

gratitude

20 CAPT attends 2016 California Democratic State

Convention

21 BVNPT elects new president

22 Health plan statement goes online

23 June 7, 2016, Presidential Primary Election

23 Catastrophic Leave Donations

COVER: Bargaining team members set resolve and strategy on needed contract improvements in preparation for CAPT’s 2016 contract negotiations with the State of California.

Index

State President Juan Nolasco578 E. Elm St., Coalinga CA 93210Mail to: PO Box 933, Coalinga CA 93210-0933 (559) 217-6312 (Cell) / [email protected]

State Vice President: Paul Hannula (see Atascadero listing)State Secretary-Treasurer: Paul Alizaga (see Fairview listing)

CHAPTER PRESIDENTS

Atascadero: Paul HannulaPO Box 757, Atascadero, CA 93423-0757(805) 235-7832 (Cell) / [email protected](805) 468-2493 (Office) / (805) 861-2390 (Fax)

Coalinga: Jaime Garcia578 E. Elm St., Coalinga CA 93210Mail to: PO Box 933, Coalinga, CA 93210-0933(559) 978-1582 (Cell) / [email protected](559) 934-0247 (Fax)

Community Facilities: Royce EdgingtonMail to: 82-204 Highway 111, Ste C #106Indio, CA 92201(760) 396-8482 (Cell) / [email protected]

Northern Corrections: Kim Souza (Interim President)Mail to: 1000 Lincoln road STE H. PMB 207Yuba City, CA. 95991(916) 955-4807 (Cell) / [email protected]

Southern Corrections: Josette “JoJo” Manning Mail to: 13782 Bear Valley Rd., D-3 #83, Victorville, CA 92392(760) 520-5159 (Cell) / [email protected]

Fairview: Paul AlizagaOffice in Employee Org. Rm.PO Box 2796, Costa Mesa, CA 92628-2796(714) 598-6036 (Cell) / [email protected](714) 957-5332 (Office) / (714) 754-1065 (Fax)

Metropolitan: Eric SotoMetropolitan State Hospital, 11401 Bloomfield Ave., Norwalk, CA Mail to: PO Box 59569, Norwalk, CA 90652-0569(714) 329-7425 (Cell) / [email protected](562) 286-8007 (Fax)

Napa: Mike Jarschke PO Box 10906, Napa, CA 94581-2906(707) 363-2667 (Cell) / [email protected] (707) 252-7320 (Office) / (707) 736-7022 (Fax) Patton: Sylvia HernandezPatton State Hospital, House #6Mail to: PO Box 680, Patton, CA 92369-0680(909) 709-8633 (Cell) / [email protected](909) 864-1610 (Office) / (909) 864-1695 (Fax)

Porterville: Mike Simental376 North D StreetMail to: PO Box 8703, Porterville, CA 93258-8703(559) 310-0721 (Cell) / [email protected](559) 781-2278 (Office) / (559) 781-4440 (Fax)[email protected] Sonoma: Megan Gordon50 Lichtenberg Ave., Sonoma, CA 95476-3621Mail to: PO Box 148, Eldridge, CA 95431-0148(707) 934-5881 (Cell) / [email protected](707) 938-2795 (Office) / (707) 938-8721 (Fax) Stockton: Jamila O’NealStockton Metropolitan Airport5000 South Airport Way, Suite 207Stockton, CA 95206(916) 342-2840 (Cell) / [email protected]

CAPT B

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In unity,

Juan NolascoCAPT State President(559) [email protected]

“Where there is unity, there is always victory.”- Publilius Syrus

This year has been challenging for us all on many fronts. The

hardships we have experienced, including, the imminent closures of our developmental centers, safety in our facilities, excessive mandates, and poor and inequitable working conditions, have worked to strengthen our resolve. We press forward together in unity to overcome these challenges, as demonstrated collectively through bargaining and democratically in our electoral processes.

The Sonoma Developmental Center is currently being downsized. The clients living at SDC are being moved into community placement settings. Our SDC members struggle as they face uncertainties about their clients’ future care and their jobs. On April 1, the state submitted its follow-up closure plan for the Fairview Developmental Center (FDC) and Porterville Developmental Center (PDC) General Treatment Area (GTA). In the face of this adversity, I commend our members in DDS for their dedication and perseverance. CAPT will focus its energy and resources navigating obstacles, preparing solutions and protecting members and their jobs as the closure process at these facilities continue to unfold.

We are currently bargaining a new contract with the State of California. CAPT has a dedicated team of activists at the table working tirelessly to secure much needed improvements to our current contract. Bargaining for a new contract not only requires skill and discipline, it also requires a keen awareness and an understanding of the problems and issues at play throughout the three departments, including Corrections, Developmental Services, and State Hospitals. With our knowledge and the help of faithful stewards who provide critical information, we are aggressively fighting for improved working conditions for us all. Rest assured, we understand where the issues lay. Our unique team benefits from having the firsthand knowledge of those working on the units, posts, programs and special assignments. We have a front row seat to where improvements are needed.

Chapter elections are also being conducted at this time. CAPT’s democratic election process, which takes place every two years, is a time when members at each local chapter decide whom they will choose to represent them as their local chapter leaders. Remember, CAPT

leaders are representatives. They take direction from you, the member. Your elected leaders will often make tough decisions in order to secure a contract that can be supported by you, the member. CAPT profits from your participation. You must continually strive to stay informed, engage leadership and be involved.

As I stated in the beginning of my message, this year has been challenging. Fortunately, we have a group of dedicated activists fighting hard to further strengthen our next contract, all while honoring and respecting the will of the membership. This type of work often requires the activist to fully immerse themselves in a duty that will require much but, at times, yield very little. It is an ongoing battle that has been won repeatedly over many years by our predecessors who took the mantle of responsibility and wore it until it was time to pass it on.

This is a Union that was started by Psych Techs and is led by Psych Techs. Our goal is to preserve what our extraordinary and visionary founders knew a Union needed—independent representation. That dream is what birthed CAPT into existence. Let us continue to carry the torch forward and take CAPT into the next level of its existence. Let us rise to the occasion and face these challenges as our founders faced theirs many years ago. Continue to believe in and support this small, yet extremely respected Union made out of Psych Techs like you and me.

Pressing toward the mark

The President’s View


Bargaining RightsDills Act defines state collective-bargaining rightsEnacted in 1977, this California law by Sen. Ralph C. Dills formalized collective bargaining rights for state employees. Among its many rights, the Dills Act...

• Created a process for determining wages, hours and terms and conditions of employment for rank-and-file and supervisory employees.

• Gave rank-and-file employees the right to form, join, be represented by and participate in employee unions.

• Outlined meet-and-confer-in-good-faith rights and procedures, especially full bargaining rights.• Gave supervisors representational rights, but not full bargaining rights.• Created the Public Employment Relations Board as the agency overseeing compliance with the

Dills Act.

WHY IT MATTERSPrior to the Dills Act, Cali-

fornia state employees did not have union representation. Although our civil service sys-tem, CalPERS and some other laws and systems were in place, state employees still didn’t have a voice in facility issues, sala-ries, professional concerns, and much more.

“In the past, the state would just unilaterally implement changes in working conditions, and we wouldn’t even have the right to contest them,” said re-tired CAPT Chief Representative Ken Murch, who helped bargain the first-ever state employee contract, thanks to the Dills Act. “Now we can grieve issues,

address work rules, bargain for salaries and other items, have representation, use binding arbitration and concentrate on occupational needs. The act really helped equal the playing field in state service.”

For more information on our union or contract rights, contact your chapter office.


On Feb 23, CAPT provided testimony at a special joint committee oversight

hearing on the closure of the developmental centers. The purpose of the committee’s hearing, chaired by Senator McGuire, was to consider past closures and their impact on residents, families and the regional care system, which is currently absorbing the care needs of residents displaced from the state's past developmental center closures.

The closure process was mostly criticized for being too rushed and generalized. During the hearing, closure participants argued that the plan does not provide enough time to adequately identify and build necessary resources within the community, nor does it include the details needed for successful implementation. CAPT Consultant Coby Pizzotti testified at the hearing on the strengths and weaknesses of past closures. He also gave practical solutions that could help make future closures more successful.

As previously reported, the 2015 May Revision to the Governor's Budget proposed the closures of the three remaining developmental centers, making it the state’s goal to close the Sonoma Developmental Center by 2018 and the Fairview Developmental Center and General Treatment Area at the Porterville Developmental Center by 2021. The three closure plans, prepared by the Department of Developmental Services, were submitted to the State Legislature and are currently being reviewed for inclusion and adoption in the upcoming 2016-17 state budget.

The impending DC closures will force hundreds of developmentally disabled, fragile residents out of the institutional setting where they received 24-hour, on-sight, state-of-the-art medical care and services, into community-based homes where resident advocates say the quality and availability of medical care, staff, resources and equipment remain, at best, questionable and uncertain.

Pizzotti opened his testimony reflecting on the prior developmental center closures of Agnews and Lanterman. He attributed the closure outcomes of each to the level of communication and collaboration between department management and employee groups. He said that while the department provided good access to information during both closures, it did not provide equal communicative or collaborative opportunities, nor did it seek to equally incorporate stakeholder concerns. The Agnews closure had significantly better outcomes than Lanterman because the department took the time to receive and act on input from affected groups. Through collaboration, the department mitigated a major pitfall identified by CAPT—the need to secure SDC as a safety-net facility to receive individuals unable to transition from Agnews into the community setting.

He went on to show how the department, again through a collaborative effort, created a highly

CAPT presents testimony at joint oversight hearing on

developmental center closures


utilized Community State Staffing Program. The program served as a subsidized contract registry between community providers and state staff. The CSSP enabled level-of-care staff to follow clients into the community setting, adding a needed layer of familiarity to the resident in an unfamiliar setting.

Besides bad communication and collaboration, Pizzotti also attributed a lack of community investments to poor closure outcomes. The state must invest and build community resources prior to any closure, Pizzotti stressed. Lanterman was the only facility to close without a DC safety net in place and, as a result, the community fell short. The Lanterman families suffered greatly due to poor planning and community investment.

SDC Parent Hospital Association President Kathleen Miller delivered insightful testimony on service gaps within the community. For Miller’s testimony on maintaining a safety net, see page 8.

The other issue Pizzotti raised was continuity of care for residents in transition. As it stands currently, the CSSP, which had provided continuity of care in prior closures, is no longer being utilized because the program has since been stripped of its economic incentives and subsidies. “The state needs to make it economically feasible for community providers to contract with the state for the use of state staff, as well as provide an incentive for state staff to work in the community,” Pizzotti said. In previous CSSPs, state staff were given the option to return to work at their state facility. In its present form, the CSSP is a stand-alone program with no right of return for any staff after they enter the program. CAPT cannot tell its members to participate in a CSSP that offers little to no job security, especially when other state facilities are hiring for permanent full-time staff. Our members must think about their careers, he explained. With regard to continuity of care, the CSSP will remain

ineffective until the state provides better incentives. Pizzotti suggested, as incentive, to double the service credits for program participants who remain at the facility until closing.

Pizzotti closed his testimony calling on the state to fully commit investments into every aspect of transition, especially if it intends on closing facilities without securing a DC safety net to receive individuals who are not able to successfully transition into a community setting. "A significant amount of resources will be necessary to build additional facilities, ensure that necessary medical and dental services are available, and that familiar staff can move with their clients,” Pizzotti advised. He also urged greater collaboration and cooperation with community and employee groups. “The department needs to actually listen to our concerns and incorporate them into the closure plans, not simply list them as comments noted during a public comment hearing,” Pizzotti said.


By Kathleen Miller, President of the Parent Hospital Association

The remarks below were deliv-ered by Parent Hospital Association President Kathleen Miller at a Feb. 23 special hearing in Sacramento.

Thank you for the opportunity to speak today. I have been asked to explain the service gaps for develop-mental center movers and specifically for Sonoma Developmental Center (SDC) movers.

Even though each regional center has its own unique challenges, some challenges are common to all region-al centers. Access to dental care is one such challenge. Regional cen-ters sometimes obtain the services of dental hygienists to do cursory cleanings and xrays, but are not able to obtain consistent dental care for those who need cavities filled or root canals. Sedation dental care, neces-sary for most of the DC movers, is difficult to obtain. Currently, the only access to anesthesia dental outside the DCs is in a hospital setting. There are long wait lists and when a client finally does get in, teeth end up being extracted. We need dental care in an outpatient clinic setting so clients can access meaningful care that allows them to save their teeth. Dental health is critical to quality of life for many regional center clients.

Medical care outside the Devel-opmental Center is a complex and massive issue that cannot be fully

discussed in the short time I have. Many individuals with developmental disabilities require more time than HMO medical providers can give them. Critical issues are too often missed. The sharing of critical health care information has proven another challenging issue for clients who are nonverbal or who have behaviors and limited understanding of what is going on in their bodies. Such infor-mation too often is not available to those treating them.

Medication management for our most medically fragile and dual diag-nosed clients is well beyond knowl-edge of providers in HMO settings. Challenging medical and behavior clients need primary care providers who know them and their issues. In order for physicians to successfully treat our most difficult to serve, they need to spend time with them to gain critical understanding of their complex medical histories, and to be made aware of current problems as they occur. If things are missed, the medically fragile can end up in the hospital or dead. The mentally ill end up in psychotic crisis that displaces them from their community resi-dence. When this happens they begin a downward spiral to increasingly restrictive and expensive placements.

Additionally, regional centers maintain it is the responsibility of the equipment providers to repair med-ical equipment. This does not work when the equipment must be vastly adapted to fit the needs of many of

our DC movers. So far, the only plan is to hope the adapted equipment doesn’t break. This will leave many DC movers bedridden. One solution is to give SDC adaptive engineers a provider number allowing them to work in the community system. Such a provider could operate a mobile component of a larger clinic.

Yet another concern is underpaid and unprepared staff which too often leads to high staff turnover and inade-quate care in community settings. The state staff program implemented as part of the Agnews DC closure served as a buffer for Agnews movers and appears to have led to more suc-cessful placements overall. The state staff program at Lanterman DC was a failure. Few staff followed Lanterman movers. Lanterman staff lost hope and left Lanterman shortly after closure was announced leaving Lanterman unsafe. We must take the necessary steps now to avoid the untimely loss of dedicated, highly trained individu-als working at the centers during the developmental center closures and transition process.

The lack of reliable data presents another serious problem. When PHA was able to access the risk assess-ments from the Lanterman closure, it was discovered the process of data collection was deeply flawed and much of the data was meaningless. The remaining data was inconsis-tent, incomplete and presented in a confusing way. Without appropriate data and analysis, the understanding

Considering the closure of a developmental center


of issues related to closure is anec-dotal at best and at worst is boldly inaccurate.

Finally, simply put, not all de-velopmental center clients can be maintained in their community placements. In the Lanterman clo-sure it appears there were at least 10 individuals who failed in their first placement in a matter of a few months. We currently have SDC residents who did not last even 48 hours outside the center. Some for-mer developmental center residents are initially successful and then their mental illness creeps back and things fall apart. My son is such an individual.

I want to share the story of one young man who never was allowed to live in a developmental center. Mikey was an autistic young male regional center client who was raised at home. It is unknown if Mikey developed an untreated men-tal illness. He lived at home with his parents until sometime during pu-berty when his behaviors escalated and he became violent. His father became afraid to leave him at home alone with his mother. His parents appealed to his regional center for help. No community facility was equipped to take him. It was agreed he would live in the family home, and that his parents would move out. The regional center brought in round the clock staff—it is called the supported living model—to care for him. Sadly, the supported living staff

was not really equipped to deal with someone like Mikey. Staff turnover was high. When Mikey was sup-posed to have two on one staff, only one would show up. The provider began to hire large males who knew how to handle themselves to work with Mikey. This strategy only made Mikey more aggressive. Finally the provider quit, stating they could no longer provide services for Mikey. The regional center tried other pro-viders—none would take on Mikey. His parents requested that he be placed at SDC. Their request was denied. Instead Mikey was placed in a lockdown psych ward in South-ern CA. This facility was 13 hours away from family—the only support system he had ever known. Mikey stayed in lockdown for about two years. During that time he did not have access to family, the outdoors, or any of the things that make life worth living. This facility was not inexpensive—its cost is on par with the developmental center in cost per client, as are many inappropri-ate last ditch options for behavior individuals. One day Mikey’s parents got a call that Mikey was dead. The circumstances of his death remain cloudy. Mikey was only 25 years old.

SDC has a number of folks very like Mikey—his story could have been my son’s story. The DDS plan for these individuals has not been tested, it is restrictive, and it may well prove unsafe for those who are confined in their delayed egress-

secure perimeter facilities. The federal government does not want to pay for or have anything to do with these proposed facilities. As an alternative, the Sonoma Coalition is suggesting a small residential site be created on SDC land where residents will have access to the beautiful outdoors, professional staff, day programs and more—in other words real treatment. Today we have critical choices to make. This is not really an issue of money. Dental services in hospital settings are very expensive and the expense assures that disabled individuals will have teeth yanked instead of getting the real dental services that you and I would expect. Repeated visits to emergency rooms due to poor medical care, does not save money or lives. A lack of mental health services where dual diagnosed clients end up in jails, psych wards, hotel rooms, or emergency rooms is not only expensive for the taxpayers, but inappropriate and inhumane. The Sonoma Coalition is working to come up with real solutions to provide services needed to close these gaps in services. Please consider carefully before you make decisions on moving forward with these closures. Please consider carefully any proposed solutions. Lives are at stake.

This article originally appeared in the Sonoma Valley Sun and has been reprinted with the permission of its author.

Considering the closure of a developmental center


California Association of Psychiatric Technicians1220 S StreetSuite 100Sacramento, CA 95811(916) 329-9140 | www.psychtechs.net

PRESS RELEASEFOR IMMEDIATE RELEASE:

Contact: Christine Caro Communications Consultant Phone: (916) 329-9140E-mail: [email protected]

Sacramento - April 8, 2016 – The California Association of Psychiatric Technicians (CAPT) commends the recommendations made by the Little Hoover Commission to legislative leaders and Gov. Brown in its April 5 report, Time and Again: Overtime in State Facilities. In its report, the state oversight group urged California to reduce by 50 percent its use of overtime in state healthcare facilities by 2018.

According to the report, psychiatric technicians and nurses worked 3.75 million hours of overtime last year at a cost of $179 million. Overtime payments accounted for 18.2 percent of total pay, exceeding by four times the national average. Psychiatric Technicians working in the Department of State Hospitals worked 1.2 million hours of overtime at a cost of $54 million.

“This report underscores exactly what CAPT has been arguing with the State of California for several years. We need a common sense approach, such as recruitment and retention, improved working conditions and, most importantly, hiring more staff, to turn this problem around. This simple approach would show results immediately,” said CAPT State President Juan Nolasco.

Besides the economic disadvantages, excessive overtime also threatens public safety, employee recruitment and retention and quality of life. At the commission’s Aug. 27 public hearing, CAPT union representatives and psychiatric technicians Eric Soto and Lessie Moore shared real-life testimonials on the perils of mandatory overtime. Soto, who works at Metropolitan State Hospital—a facility red-tagged by CAPT for its excessive use of overtime mandates—testified that mandates make it nearly impossible to have any meaningful life outside the workplace. Moore, an employee at Patton State Hospital, also shared objections to management’s unrestrained use of mandates. Mandates, she explained, increase an employee’s susceptibility to receiving an adverse action, especially for looking less than alert, and critical errors related to fatigue not only jeopardize licenses and careers, but also threaten the safety of patients and staff alike.

CAPT has relentlessly fought the state’s use of overtime as a regular staffing tool, both legislatively and at the bargaining table. Sponsored by CAPT, SB 780 by Sen. Mendoza would improve the health and safety of patients and staff by prohibiting the state from mandating psychiatric technicians from working overtime except in certain emergency circumstances. Approved by the Senate, SB 780 is currently in the Assembly awaiting review by the Public Employment and Retirement Committee. CAPT is hopeful that the commission’s recent recommendations will move the state to finally act in the interest of public safety by providing the necessary funds to appropriately staff our state prisons, hospitals and developmental centers.

CAPT is the professional association for approximately 14,000 state-licensed psychiatric technicians who work in California programs serving people with mental illnesses and developmental disabilities. CAPT is also the elected union representative (BU 18) for psychiatric technicians and related professionals working in State of California facilities.

CAPT Commends Commission’s Report urging California to Reduce State-Employee Overtime


Overtime means big bucks, headaches for state workers

You’ve looked forward to the end of the day. A patient punched you. Others were so weak that you lifted them from beds or wheelchairs and then cleaned them after they went to the bathroom. If they made it there.

You want to go home. Barbecue. The kids. A Netflix binge.

Then your supervisor drops the news: You’re staying for another 8-hour shift. Again.

It happens all the time every year to nurses and psychiatric technicians who work in state hospitals, veterans homes and prison medical facilities. Those jobs logged 3.75 million overtime hours in fiscal 2014-15, according to a new report by a bipartisan state commission, and taxpayers spent $179 million to cover it.

The Little Hoover Commission found that the state’s mental and health care services rely “so heavily on overtime as a staffing tool, that at times there are not enough volunteers to staff every shift.” So employees were ordered to work more than 417,000 overtime hours last year. One Tennessee health administrator told the commission that forced overtime amounts to “indentured servitude.”

Sylvia Hernandez, a psychiatric technician at San Bernardino’s Patton State Hospital, said, “It gets hard to stay focused on that second shift. That puts us, our peers and our patients at risk.”

Her union, the California Association of Psychiatric Technicians, figures its 3,500 members in state medical facilities worked 1.2 million hours of overtime last year at a cost of $54 million. That’s enough money to hire another 600 psych techs. So why not?

State Hospitals spokesman Ralph Montaño said in a email that, “While hiring more staff may sound like a simple solution,” some facilities struggle to recruit and retain staff and there is stiff competition for health workers.

The state enters the chase with a limp. Midrange pay for a state hospital registered nurse is $96,000 per year. Kaiser and the UC Medical System pay from $17,000 to $30,000 more. It takes just a few weeks to get a private-sector hospital job, but months to navigate the state’s hiring maze.

State facilities house violent offenders incompetent to stand trial or inmates not mentally fit to be set free. After California shifted low-level convicts (who tend to

be younger) from state prison to local jails, the state was left with caring for older and less healthy inmates who need more individual attention. Private-sector patients are less threatening and often are less acute.

And state law restricts overtime in California’s private-sector hospitals, but not for state facilities. Gov. Jerry Brown last year vetoed a bill that would have changed that because, he said, the matter should be collectively bargained. Brown and the union are bargaining a new contract now.

Despite those hurdles, the Little Hoover report encourages lawmakers to require facilities to cut overtime by 50 percent within two years, eliminate mandatory overtime with few exceptions, streamline hiring and set up “on call” staffing.

After all, if state patient care is important enough to force employees to work against their will, doesn’t it deserve better planning so they don’t have to?

"After all, if state patient care is important enough to force employees to work against their will, doesn’t it deserve better planning so they don’t have to?"

By Jon OrtizThe Sacramento BeeApril 12, 2016

Please see Why can’t California end forced overtime at state hospitals? on page 16 for the department's response on its use of mandatory overtime.


In early February, our bargaining team members gathered in central California to train and prepare for CAPT’s contract negotiations with our employer, the State of California. Present at the event held at Harris Ranch in Coalinga were team members Juan Nolasco, state president, the 12 chapter presidents, their alternates and veteran CAPT Consultant Ann Lyles, the first PT to lead our unit’s bargaining as CAPT’s chief contract negotiator. Also present were CAPT Consultants Carol Wiesmann, Coby Pizzotti, Christine Caro and Attorney Sean Bedrosian, who will serve as CAPT’s legal representative during bargaining.

During the event, bargaining team members received an in-depth presentation on the Ralph C. Dills Act—the law that formalized the collective bargaining process, and were trained in the skillful art of negotiations. Team members also approved CAPT’s Ground Rules for negotiations, which set the time, place and manner of our bargaining sessions with the state. Time was allotted for members to review CAPT’s initial “sunshine” proposal, the official, hand-delivered docu-ment that served as legal notice to the state and public the areas of the contract CAPT intends to bargain.

CAPT's bargaining team outside Harris Ranch Feb. 3.

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December 2015

BU 18 employees submit contract negotiation surveys.

January 2016

• Task Force studies and prioritizes survey results for bargaining objectives.

• 20 | CAPT and the State of California open bargaining at the ceremonial exchange of their respective propos-als, a process known as ‘sunshining.’

February

• 2 and 3 | Bargaining team members receive training in negotiations and set bargaining objectives.

• 16 | BU 18 and the State adopt Ground Rules for negotiations and set bargaining dates.

• 22 | Union caucus scheduled at CAPT headquarters.

• 23 and 24 | First days of scheduled negotiations at CAPT headquarters.

March through June

• Subsequent sessions were scheduled as follows: March 15, 16, 22, 23, 29 and 30; April 5 and 6; May 31 and June 1, 7, 8, 14 & 15.

• More sessions are scheduled if needed.

• Tentative agreements (TAs) for all bargained sections of the contract are prepared.

• TAs are explained at contract ratification meetings held at each Chapter.

• BU 18 employees vote via mail ballot to ratify contract.

CAPT's Bargaining Calendar

The majority of the team’s time, however, was devoted to the all-important business of improving our contract. With contract proposals in hand, each president took to the podium to deliver and explain their chapter’s proposals. Team members engaged one another with stories, examples and theoretical scenarios as they set resolve and strategy on needed improvements. The majority of the proposals resonated well with the others, confirming solidarity on many points of interest. The bargaining team proposed and discussed dozens upon dozens of contractual improvements, all of which necessitated brief debate on only a few minor items.

CAPT’s first day of negotiations with the State of California took place at CAPT headquarters in Sacramento on February 23. CAPT’s bargaining team will continue to meet with state bargaining representatives over the next few months to negotiate contract language to improve working conditions, salaries, and benefits. Negotiations are typically organized and conducted into three bargaining phases. The first phase occupies contract rollovers, the uncontentious portions of the contract that are simply rolled over into the next contract. Proposals that seek to amend or change existing contract language is proposed during the second phase. New contract provisions are introduced at the third and final phase. Table negotiations are concluded when tentative agreements are prepared for all bargained sections of the contract. After the TAs are signed, contract ratification meetings are held at each chapter. BU 18 employees will then vote via mail ballot to ratify the contract.

Setting bargaining objectives

Opening negotiations

If you are new to BU 18 or unfamiliar with the collective bargaining process, please review the calendar below. It will help you understand the collective bargaining process, where we are, where we’ve been, and where we are going. If you have questions about bargaining or would like more information, please contact your local chapter president.


HOW LONG HAVE YOU BEEN A STATE EMPLOYEE?I have been employed by the state for 8 years.

HOW LONG HAVE YOU BEEN A CAPT STEWARD?I have been a CAPT Steward for 2.5 years.

WHAT MOTIVATED YOU TO BECOME A STEWARD?I wanted to know more about my union and I wanted to stand up for the contractual rights of my fellow Psychiatric Technicians.

WHAT ARE SOME STEWARD ACTIVITIES YOU ENJOY DOING? I especially enjoy representing my peers, increasing my knowledge of the contract, corresponding with the Northern Corrections president on current events at my institution and being involved in the negotiation process for the master assignment roster.

WHAT DO YOU SAY TO YOUR COWORKERS TO ENCOURAGE THEM TO GET INVOLVED IN THE UNION?I encourage them to read and study their contract so they can feel comfortable knowing its ins and outs and all of its particulars. I tell them to come to me or any other steward for help when they have questions.

WHAT WOULD PEOPLE BE SURPRISED TO KNOW ABOUT YOU?I have never been interested in fitness or going to the gym. Last year, that all changed. I got serious about my personal fitness goals and started working out. In May, I will participate in my first fitness bikini show.

Steward SpotlightThuy TranPsychiatric TechnicianCSP-FolsomNorthern Corrections Chapter

Be like Thuy – be a steward!Want to make a difference for your coworkers, your facility and your department – and even

those you serve? Be a steward! Stewards are the foundation of a strong union, and the more we have, the stronger and more visible we are. Contact your chapter office to sign up for the next steward training and find out more about our contract rights and our union’s role.


CAPT is now accepting applications for its 2016 Anthony Myers Memorial

Scholarship ProgramCAPT is now accepting applications for the twelfth round of scholarships it will award to students enrolled in Psychiatric Technician education programs.

For applications to be considered, they must be postmarked no later than July 15, 2016. The scholarship winners will be announced at CAPT’s 32nd Annual Meeting, scheduled for late September.

CAPT will award up to 10 scholarships to help students with the cost of tuition, books and other expenses. This year, eight scholarships may be awarded for $750 each. Two additional scholarships may be awarded to the individuals whose appli-cations are not only accurately completed, but whose signed statements are exceptionally inspiring and letters of recom-mendation are highly supportive. One top scholarship may be awarded in the amount of $1,500 and a runner-up awarded in the amount of $1,000.

To receive a scholarship, an individual must be enrolled and actively participating in a Psych Tech education program ac-credited or approved by the BVNPT. The recipient must also be a CAPT member, a relative of a CAPT member or someone residing in a CAPT member’s immediate household.

The scholarships are funded from a grant by the American Association of Psychiatric Technicians, which provides ser-vices to mental health workers in the 46 states that do not license Psych Techs.

Complete eligibility requirements and an application are available online at www.psychtechs.net.

Just click slide 1 in the ‘Announcements’ located at the top of our home page. Or, have one mailed to you by

contacting CAPT Consultant Carol Wiesmann at (800) 677-2278 or e-mail a request to her

at [email protected].

Attention:

PSYCH TECH STUDENTSVOTE

CAPT MEMBERS Don’t Forget to

Nine CAPT chapters are currently holding elec-tions for various offices. These nine chapters have had ballot packets with detailed voting instructions mailed out to their members for whom the union has addresses. In the remaining three chapters, those who declared for candidacy are running unopposed; therefore no ballot election is necessary.

If you’ve been an active CAPT member since March 15 of the Atascadero, Coalinga, Community Facil-ities, Northern Corrections, Southern Corrections, Napa, Patton, Porterville, and Stockton Chapters, you should have received a ballot packet.

If you haven’t received a packet by now, chances are CAPT doesn’t have a current address for you.

While there is still time to VOTE , the clock is ticking !

If you didn’t receive a packet, believe you may be missing a piece of information, or have questions, please contact Debi Loger toll free at (800) 677-2278 or email her at [email protected].

Ballots must be returned by mail as directed. To be counted, they must be received no later than 5 p.m on May 17 at the auditing firm of Mistretta Associates. Postage-paid envelopes are provided with each bal-lot packet.

This month and part of May, candidates will be ac-tively campaigning for your vote. All candidates have been mailed guideline information as to the do’s and don’t’s for running their campaigns. All winners and those who are running unopposed will take office at the conclusion of the ballot-counting process on May 18. The term of each office is two years. A flier as to the outcome of the elections will be distributed and posted on the CAPT website, as well as printed in the May/June issue of Outreach.


This week’s State Worker column looks at how departments have employees work extra hours, including mandatory overtime, to staff 24/7 health facilities instead of hiring more employees. We asked a Department of State Hospitals spokesman a few questions about how his department uses mandatory overtime to maintain its operations. (A new Little Hoover Commission report criticizes the policy.)

Here’s the Q&A with Ralph Montaño of State Hospitals. His responses were emailed.

Why can't California end forced overtime at state hospitals?By Jon OrtizThe Sacramento BeeApril 12, 2016

Does DSH need to cut down on mandatory overtime?The Department of State Hospitals must ensure that it provides adequate staffing to meet patient care needs on a 24 hour, 7 day a week basis. There are many factors that contribute to DSH’s use of mandatory overtime including staffing ratios, fluctuations in patient acuity, staff illness and injuries, and vacancies. DSH has been reviewing its use of mandatory overtime in its hospitals to determine options for reducing it. Additionally, the department is currently conducting a staffing study to evaluate staffing levels in its hospitals.

The Little Hoover Commission says that the state has lapsed into using mandatory overtime as a “staffing tool” and needs to rethink how it schedules employees. Does DSH agree?The Department’s use of mandated overtime is necessary and we do our best to limit its use. DSH is responsible for providing around-the-clock care to patients with severe mental illness. At times, a patient may need additional staff supervision (one-on-one) to prevent him from harming himself or others.

Does mandatory overtime create a danger for employees and patients?At times, increased staffing is necessary to improve safety on a unit when a patient’s acuity increases and they become a danger to themselves or others. The department balances this need with the need to have staff work mandatory overtime.

A psych tech I interviewed said that her employer sometimes breaks her union contract by assigning too much OT within a given time. When challenged, management has replied, “Just grieve it,” and insisted staff work anyway, this employee said. Is that a practice in the department at large?No.

Why doesn’t DSH hire more staff and cut down on the overtime?As mentioned previously, there are multiple factors that contribute to DSH’s use of overtime. The department must evaluate all of those factors to determine the best option for reducing overtime. While hiring more staff may sound like a simple solution, the geographic location of some of our hospitals, such as DSH-Atascadero and DSH-Coalinga, makes it difficult to recruit and retain staff. Additionally, many treatment and nursing staffing positions are in short supply within the state, which may make it difficult to fill additional positions. Therefore, it is important that the department look at all options for reducing overtime.


For us, Every Day is

Workers’ Memorial Day

Thursday, April 28

Known as International Workers’ Memorial Day and the United Nations’ World Day for Safety and Health, April 28 marks the annual day of mourning for workers killed, disabled, injured or made unwell by their work. The day also serves as a potent reminder that most workplace deaths, injuries and illnesses are preventable.

As licensed and certificated nursing professionals, we always remember the importance of both safety and prevention. That’s why we always have worked – and will continue to work – to make our facilities the safest possible for both ourselves and those we serve.

We’ve made progress, but there is much more to do. Contact your chapter office to find out how you can get involved to help improve safety for those living and working at your facility.


Every 15 seconds, a worker dies from a work-related accident or disease, and 160 workers experience a work-related accident.

It is your right to contact the California Division of Occupational Safety and Health with workplace safety concerns. Please see the listing of Cal/OSHA Enforcement Branch Regional and District Offices below.

San Francisco (415) 557-0100Fremont / San Jose (510) 794-2521Oakland (510) 622-2916Santa Rosa (707) 576-2388Sacramento (916) 263-2800Concord (925) 602-6517

Modesto (209) 545-7310Fresno (559) 445-5302Foster City (650) 573-3812San Diego (619) 767-2280San Bernardino (909) 383-4321Santa Ana (714) 558-4451

Torrance (310) 516-3734Bakersfield (661) 588-6400Los Angeles (213) 576-7451Van Nuys (818) 901-5403West Covina (626) 472-0046

The law requires Cal/OSHA to make confidential, upon request, the name of any person who submits a complaint.

Several recent assaults on employees in our state hospitals and prisons emphasize the ongoing need for safety improvements in our facilities. As reported in the Jan/Feb issue of Outreach, Napa State Hospital patient Eric Guy Carder, 45, was charged with attempted murder for assaulting a Psych Tech in the eye. The assault occurred on Jan. 9 after Carder was told by staff not to take multiple food items out of his canteen box.

A month later, on the morning of Feb. 18, CSP-SAC inmate Tyrone E. Owens, 32, suddenly attacked, without provocation, two Psych Techs who were dispensing

medication. Owens pushed a medication cart into one Psych Tech, causing her to fall to the floor. He then began punching another Psych Tech in the face and head with both fists. Two correctional officers were also injured.

A week later, on Feb. 24, an elderly Psychiatric Technician was severely injured after being assaulted by Atascadero State Hospital patient Henry Pellouchoud Scholten. The assault reportedly occurred in a hallway just after 9:30 p.m. CAPT later learned that the victim suffered a brain bleed caused by several blows to the head with a metal coffee mug. The incident happened

on the admissions unit during a one-to-one with the patient. Three other staff members suffered minor injuries while responding to the attack. Scholten was arrested on suspicion of assault resulting in great bodily injury, battery and elder abuse and booked into San Luis Obispo Jail.

Last year, CAPT lead the effort to pass AB 1340, a measure allowing state hospitals to create enhanced treatment units for its most violent patients. This year’s budget contained funding to begin construction of the ETUs at Napa, Coalinga, Atascadero and Patton state hospitals. The units will provide focused care and services for the patients with the most assaultive and challenging behaviors.

Recent assaults draw attention to safety

Why can't California end forced overtime at state hospitals?


On March 8, Ventura County supervisors unanimously approved a mental health program modeled after Laura’s Law, a state statute that authorizes counties to implement involuntary, outpatient treatment

programs for Californians with severe mental illnesses. Laura’s Law is not a state-mandated law. The law becomes operative only when a county board of supervisors

adopts a resolution authorizing its implementation.

The mental health services in Ventura County are expected to begin during the 2016-17 fiscal year. The plan provides $600,000 over a twelve-month period for the treatment of 20 individuals.

Laura’s Law was introduced in 2002 by Assemblywoman Helen Thomson in response to the tragic killing of three individuals by an untreated, mentally ill man. The law was named after his victim, Laura Wilcox (shown left). Laura was a 19-year old college sophomore at the time of her death. She was working at Nevada County’s public mental health clinic when she and two other individuals were shot to death by Scott Harlan Thorpe, a 41-year old man who had resisted psychiatric treatment despite his family’s urging.

Found incompetent to stand trial, Thorpe was sent to Atascadero State Hospital and was later transferred to Napa State Hospital.

Out of California’s 58 counties, Ventura is the 13th county to have adopted Laura’s Law since its enactment in 2003. In more than a decade since Laura’s Law’s passage, only Nevada County had fully implemented a program, with Los Angeles County running a pilot program. Several other counties had expressed interest in starting their own programs, but funding worries weighed down implementation efforts. The 2013 passage of Senate Bill 585 helped ease these concerns by clarifying that Mental Health Services Act/Proposition 63 funds can be used for these specialized treatment programs, which also include patient-rights protections.

Ventura enacts Laura's Law

For more information on Laura’s Law and related assisted-outpatient treatment programs, visit www.treatmentadvocacycenter.org/lauras-law.


CAPT is a proud supporter of “National Nursing Week.” National Nurses Week begins each year on May 6th and ends on May 12th, the birthday of Florence Nightingale. National Nurses Week was first observed from October 11–16, 1954, in honor of the 100th anniversary of Florence Nightingale's mission to Crimea, where, during the war, she and a team of nurses improved the unsanitary conditions at a British base hospital, reducing the death count by two-thirds.

President Nixon later proclaimed a "National Nurse Week" in 1974. In 1982, President Reagan signed a proposal officially designating May 6 as "National Recognition Day for Nurses," known as “National Nurses Day” or “National RN Recognition Day.” In 1990, the American Nurses Association expanded the holiday into the current National Nurses Week. As of 1998, May 8 was designated as “National Student Nurses Day.”

CAPT celebrates and honors the individuals who have dedicated their lives to the Psychiatric Technician profession, a principled profession characterized by compassion, commitment, respect and dignity. Society owes a debt of gratitude to Psychiatric Technicians for their unique role in the health care industry, providing enhanced care, treatment and quality of life to individuals suffering with mental illness and developmental disabilities. Your work is worthy of special recognition and we are grateful for your heart of compassion, service and commitment.

The Psychiatric Technician PledgeTo uphold the integrity and human dignity of those entrusted

in my care, and protect them against humiliation, insult or injury without regard to race, color or creed;

To inspire hope and confidence and give assistance, with understanding and friendliness, in finding realistic and meaningful living;

To continue my development of professional competence by complementing scientific study, improving therapeutic techniques, and maintaining high standards of leadership in the field of psychiatric technology.

A Heart of Gratitude for all you do

National Nursing Week May 6-12

This is a letter in response to a recent Miracle in the Department of Corrections and Rehabilitation. The specific Miracle is really just the recognition from the Nursing Department once and for all that the Senior Psychiatric Technician is an actual Supervisor.

The conduit to this achievement was none other than Josette Manning, SPT and CAPT Union (Southern Region) President. The situation that led to the conduit, however, was an unnecessary LOI that was given to one of the PT’s here at CAC. Josette showed up and cleared the air.

I have been here at California City Corrections since January 16, 2014 as a Senior PT. I have been acting the part but was constantly reminded by the SRNII’s here that, I was “not a Supervisor” and could not do many things that I was trying to do. I asked many times to be allowed to let me do my job and complete the necessary evaluations to no avail. I was again reminded that the SPT was “Not a Supervisor” and one SRNII even went so far as to tell me that Training and Auditing were my only responsibilities.

I wrote my Union a letter in hopes that Psychiatric Technicians would finally have the Recognition within the Department like the State Hospitals have always had. Hopefully that has made an impact. I do want to thank Josette Manning for letting my Supervisors know what SPT duties are. I am finally able to do my job here and am getting the respect of a Supervisor.

Thanks again,Julie Bell, SPT

CAPT advocacy delivers change and noteworthy gratitude

Printed below is a copy of a member's letter thanking a CAPT representative for their unyielding advocacy. The Feb. 24 letter, written by CAPT member Julie Bell, SPT-CCC, to Josette Manning, president of the Southern Corrections Chapter, is a heartfelt illustration of CAPT advocacy in action.

At issue was the nursing staffs' refusal to acknowledge Julie's supervisory role as a Senior Psych Tech. Frustrated by being shown a lack of respect, Julie contacted CAPT for help. Manning quickly intervened and affirmed Julie’s supervisory role and responsibilities at her workplace.

As in Julie’s case, CAPT advocates fight the good fight, protecting and defending members from management’s disregard and ignorance of our contractual rights and responsibilities. CAPT commends these individuals for their constant dedication to their fellow coworkers. If you have had a similar experience and have benefited personally from CAPT advocacy, we’d like to hear from you. To share your encouraging story, please contact Outreach Editor Christine Caro at 1 (800) 677-2278 or [email protected].


CAPT attends 2016 California Democratic State Convention

I've attended several conventions since I've been State President of CAPT. Each year, we meet and greet many lawmakers, we introduce our profession and explain what we do. This year was extra special because we actually got the chance to introduce ourselves to Vice President Joe Biden. It is always a great experience. I encour-age fellow board members to take part in these events so that together we may promote our profession at the highest levels.

Juan NolascoCAPT State President

The 2016 Democratic State Convention, held Feb. 26-28 in San Jose, provided an excellent opportunity for CAPT representatives to meet with state and national leaders.

During the event, delegates and observers heard from statewide and Congressional leaders and exciting keynote speakers. Among the featured speakers were Sen. Barbara Boxer and former U.S. Secretary of Labor Robert Reich.

Whether in the halls of the Capitol or at local-level events, CAPT members and representatives get our profession and services noticed by elected officials.CAPT’s political program includes more than legislation. Union members and reps frequently visit and work with legislators, county supervisors and other officials in order to educate them about our unique profession, as well as to get assistance on our issues. For instance, we must have the backing of legislators if our contract language is to be enacted into law. Political involvement means visibility, recognition for our services.

In addition, our union has a long and successful history of supporting candidates who stand for Psych Techs. (See page 23 for a listing of candidates who have received CAPT's political endorsement.) A small portion of member dues goes to CAPT’s political action committee fund, which helps elect decision makers -- regardless of party -- who share our concerns and values. Working with the union’s consultants in Sacramento, the chapters get politically involved at the local level.

To find out more about getting involved in CAPT’s political activities, contact Coby Pizzotti at CAPT Headquarters: (800) 677-2278.

Vice President Joe Biden standing with CAPT State President Juan Nolasco

From Left: CAPT State President Juan Nolasco, Sonoma Chapter President Megan Gordon, BVNPT PT Member Todd D'Braunstein, and Coalinga Chapter President Jaime Garcia

From Left: Coalinga Chapter President Jaime Garcia, Assembly member Bill Dodd (D-Napa), and PT Kia Yang, Coalinga Chapter

The Outreach magazine, which contains in-depth articles, is CAPT’s flagship publication. It is distributed six times per year to Bargaining Unit 18 members and other Psychiatric Technicians throughout California, as well as to legislators, members of the media and client advocates and families.

Retired? No longer receiving the Outreach at home? No problem; just contact us and we’ll make sure you’re added to our mailing list for free! To ensure we have your current address, call us at 916-329-9140 or toll-free at 800-677-2278.

Not receiving your Outreach?


CAPT attends 2016 California Democratic State Convention

BVNPT elects new President, PT Samantha James-Perez

At its February 4 meeting, The Board of Vocational Nursing and Psychiatric Technicians elected its Vice-President, PT Samantha James-Perez, to the office of Board President. Her post will succeed that of PT Todd D’Braunstein, whose term on the Board is set to expire this June. D’Braunstein did not run for reelection. Andrew Moreno, a public member of the Board, was elected Vice-President on the same day.

“I am very honored to have been elected to the position of BVNPT President,” James-Perez wrote in an email to CAPT. “I am fully dedicated to our profession, especially during this time of change. As readers are well aware, the settings in which Licensed Psychiatric Technicians practice and are employed are changing and expanding, due in large part to the closing of State Developmental Centers. Make no mistake, new opportunities abound for PTs, but we must proactively pursue them!”

After Todd D’Braunstein, James-Perez is the second Psych Tech to direct the operations of the BVNPT, the regulatory board charged with enforcing our educational requirements, standards and scope of practice.

“I encourage all licensees to spread the word, provide education, and correct misinformation, when necessary, about our unique scope of practice, especially to employers, potential employers, co-workers, and community leaders,” wrote James-Perez. “Licensed Psychiatric Technicians are skilled and valuable members of the healthcare team – California needs us!”

James-Perez was first appointed to the Board by Gov. Brown in September 2013. She was elected Vice-President in February 2015 and re-appointed to a four-year term in June of that same year.

James-Perez currently works as a PT/LVN Education Coordinator and Medication Services Supervisor. at Pacific Clinics, a Community Behavioral Health agency in Southern California. She completed the PT program at Mt. San Antonio College in 1997 and was licensed the same year.

James-Perez can be reached by contacting the BVNPT Administrative Department at 916-263-7845.

For more information on the BVNPT, board members, regulations, history, meetings and more, visit www.bvnpt.ca.gov.


CalPERS has announced that customized 2016 Health Plan Statements (HPS) and other Open Enrollment (OE) materials will be available online for all active and retired members effective August 22. It is a step to help CalPERS maximize customer service and support a green community.

This new feature will provide a secure, convenient and environmentally friendly way to access your customized health plan information. You’ll have the benefit of 24/7 access through my|CalPERS to view and print your HPS, improved custom messaging about specific health plan changes that may impact you, and

a comprehensive design that will allow you to easily navigate the system and access information.

If you don’t already have a my|CalPERS account, you can easily create one through the CalPERS website at calpers.ca.gov.

On March 14 and 21, 2016, CalPERS began mailing letters to members describing the new online OE features and all of the options available to them.

If you want to continue receiving your HPS and OE materials by mail, you will need to let CalPERS know by July 1, 2016. Changes to mailing preferences made after July 1, 2016 will not be effective until the following year.

Health plan statement goes online


CAPT got the concept of Catastrophic Leave off the ground two decades ago; the program’s been in our state Bargaining Unit 18 contract since 1989.

Article 6.9 of the CAPT contract gives state-employed Psych Techs and related professionals the right to request leave donations from coworkers in cases of financial hardship due to injury or the prolonged illness of the state Bargaining Unit 18 member or his or her family member, or for parental or adoption leave purposes.

You can help by donating vacation, annual leave, personal leave, CTO and holiday credits. Simply contact your personnel office to fill out a Catastrophic Leave donation form. And don’t forget: You can donate to state employees who work in different departments or facilities.

If you need help and have received department approval to get leave donations, contact CAPT to be included in our publications. You also may qualify for reduced union dues while you recuperate. Contact your chapter president to find out more.

Those requesting donations on our online and magazine lists will automatically be removed by the next Outreach publication date unless CAPT is informed of ongoing needs. If you still need to remain on our lists -- no problem! Just call Christine Caro at (800) 677-2278.

Help state-employed coworkers through Catastrophic Leave Donations

BARGAINING UNIT 18 MEMBER(S)CURRENTLY IN NEED OF C.L. DONATIONS

Juan Alvarado, PT-CSP-CorcoranAngelina Sabaria, PT- NSH -NapaKatie Petty, PT- PDC- Porterville

Janelle Martin, PT- PDC- PortervilleJerry Baranek, PT- PDC- Porterville

Jose Perez, PT- PDC- Porterville

WE VOTEThe candidates listed below have received the CAPT Board of Directors’

endorsement for the June 7, 2016, Presidential Primary Election.

*******************************************************************************************************

*******************************************************************************************************

For United States SenateAttorney General Kamala Harris

For Sonoma County SupervisorNoreen EvansSusan Gorin

For California State AssemblyAD 07 Kevin McCarty-DAD 08 Ken Cooley-DAD 09 Jim Cooper-DAD 10 Marc Levine-DAD 11 Jim Frazier-DAD 13 Susan Eggman-DAD 14 Mae TorlaksonAD 15 Tony Thurman-D

AD 17 David Chiu-DAD 18 Rob Bonta-DAD 19 Phil Ting-DAD 20 Bill Quirk-DAD 21 Adam Gray-DAD 22 Kevin Mullin-DAD 25 Kansen Chu-DAD 28 Evan Low-DAD 32 Rudy Salas-DAD 41 Chris Holden-DAD 44 Jacqui Irwin-DAD 45 Matt Debabneh-DAD 46 Adrin Nazarian-DAD 47 Cheryl Brown-DAD 49 Ed Chau-D

AD 50 Richard Bloom-DAD 51 Jimmy Gomez-DAD 52 Freddie Rodriguez-DAD 53 Miguel Santiago-DAD 54 S. Ridley-Thomas-DAD 56 Eduardo Garcia-DAD 57 Ian Calderon-DAD 58 Cristina Garcia-DAD 59 Reggie Jones-Sawyer-DAD 61 Jose Medina-DAD 62 Autumn Burke-DAD 63 Anthony Rendon-DAD 64 Mike Gipson-DAD 69 Tom Daly-DAD 70 Patrick O'Donnell-D

AD 79 Shirley Weber-DAD 80 Lorena Gonzalez-D

For California State SenateSD 03 Mariko YamadaSD 05 Cathleen Galgiani-DSD 13 Jerry Hill-DSD 15 Jim Beall-DSD 17 Bill Monning-DSD 19 Hannah-Beth Jackson-DSD 31 Richard Roth-DSD 33 Ricardo Lara-DSD 39 Toni Atkins

OUTREACH

2016

psychtechs.netMarch / April

California Association of Psychiatric Technicians1220 ‘S’ Street, Suite 100Sacramento, CA 95811-7138

Non-Profit OrgU.S. POSTAGE PAID

Permit No. 46Sacramento, CA

CHANGE SERVICE REQUESTED

CAPT’s Bargaining Team sets resolve and strategy

on needed contract improvements, page 12


OUTREACH · COVER: Bargaining team members set resolve and strategy on needed contract improvements...

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