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Home My WebLink About2-strategic-plan-overview-acbhd-strategic-plan-overview-may-13-2024-bos-health-committeeAlameda County Behavioral Health Department Strategic Plan Report –Overview & Update Alameda County Board of Supervisors’ Health Committee Presentation Monday, May 13, 2024 Presenter: Karyn L. Tribble, PsyD, LCSW | Director 2 Overview Strategic Planning Updates & Next Steps 1)Background & Context 2)Stakeholders 3)Strategic Plan Results/Feedback 4)Current Landscape & Impact 5)Next Steps ACBHD Strategic Plan Update (May 2024) –BOS HlthCom Background Context for Strategic Planning. 3ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 4 Strategic Planning Launch: The “WHY?” •Context: •Launched in the Summer/Fall of 2022; Employee & Stakeholder Surveys, Consultant-Led Stakeholder Listening Sessions, Multiple Languages, Multi-Year process, outward-facing, health-equity driven, and with legislative landscape in mind. Process led by the California Institute for Behavioral Health Solutions (CIBHS)and the Equity and Wellness Institute (EqWI). •Why? Departmental Goals: ❑To pivot Alameda County Behavioral Health Department (ACBHD or BHD) towards a renewed focus on a process that opens the door to our clients, families, and varied stakeholders. ❑To integrate strategic integration of new legislative, regulatory, and community feedback into overall departmental operations. ❑To ensure that the Department aligns its efforts with goals that improve quality, service delivery, and policies that are informed by community input. ACBHD Strategic Plan Update (May 2024) –BOS HlthCom Stakeholders Examples of Community Resources & Partners involved in the Strategic Planning Process. 5ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 6 Intra-Agency Stakeholders, County & City Leadership •BHD Employees •Alameda County Health Leadership Team •Alameda County Board of Supervisors •(District 1, District 2, District 3, District 4, & District 5) •Alameda County City Managers ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 7 Clients, Family Members, & Community •LGBTQIA2S+ •Indigenous/First Nation •Asian American •Pacific Islanders •Southeast Asian •African American/Black •Latinx •Immigrants/Refugee •Transitional Age Youth •Older Adults •Justice Involved Individuals •Individuals with Substance Use Disorders •Unhoused Individuals •Family Members/ Parents/ Caregivers ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 8 Organizational Partners •Side by Side •Native American Health Center •Hume Center •Pacific Islander Wellness Initiative •Filipino Community Health & Wellness •La Familia •Multilingual Counseling Center •Felton Institute Early Psychosis Division •Bay Area Community Services •Telecare Corporation •Options Recovery •Independent Family Members •Lincoln Families •Alameda County Probation Department •Alameda County Sheriff’s Office •Superior Court of Alameda County •Mental Health Advisory Board •MHSA Advisory Board •African American Steering Committee •Peers Organizing Community Change •Alameda Alliance for Health •Community Health Center Network •Mar Thomas Orthodox Church •Lakeshore Avenue Baptist Church •Allen Temple Baptist Church •San Lorenzo Japanese Christian Church •Friendship Christian Church •First Presbyterian Church of Berkeley •Community Based Organizations from California Reducing Disparities Project: •Catholic Charities •Native American Health Center •Gender Spectrum •Safe Passages •La Clínica •East Bay Asian Youth Center (EBAYC) •California Black Women’s Health Project •Racial & Ethnic Mental Health •Disparities Coalition ACBHD Strategic Plan Update (May 2024) –BOS HlthCom The Plan Results from the Strategic Planning & Stakeholder Process. 9ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 10 Strategic Plan: Feedback Highlights Increase access to services co-designed with the community. Uplift community expertise to further shape program policies and practices. Increase vital employment supports to individuals who are unhoused through increased collaboration. Improve programs to advance culturally relevant services and supports for Alameda County’s diverse communities. Increase equity in funding for substance use and mental health services to address co-occurring disorders and reduce stigma against substance use and addictive disorders. Increase equitable care for communities facing the greatest behavioral health inequities, including the diverse Asian, Black, and LGBTQIAS2+ communities. Seek alternatives to the criminal justice system, particularly for Black men through increased coordination between the criminal justice serving agencies and ACBH. ACBHD Strategic Plan Update (May 2024) –BOS HlthCom The Plan: Recommendations for Departmental Consideration & Planning Results from the Strategic Planning & Stakeholder Process. 11ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 12 Strategic Plan: Proposed Strategic Direction Re c o m m e n d a t i o n s Housing –Collaborate with community partners to increase employment for people who are or at risk of homelessness with serious mental illness and/or substance use disorders. Programs –Evaluate and improve programs and services so they are whole-person focused, culturally relevant, and outcome driven. Equitable Care –Increase equitable care for communities facing the greatest inequities through outreach, recruitment, and programs –opportunities for improvement persist especially for diverse Asian, Black, and LGBTQIA2S+ communities. Re-entry and Criminal Justice –Increase collaboration and coordination between ACBH and the Offices of the Public Defender, District Attorney, Probation, Sheriff, and the Collaborative Courts to ensure that Black men are considered for behavioral health treatment as an alternative to sending them to jail/prison. Acceptable and Equitable Distribution of Funds for MH/SUD Needs –Ensure funding throughout the whole system that serves people with co-occurring conditions. Access –Establish strategies that are co-designed with the community to advance equity, access, and cross-agency collaboration. Community Expertise –Uplift community assets for policy/program development. ACBHD Strategic Plan Update (May 2024) –BOS HlthCom Current Landscape Local, State, and Federal-Level Factors Impacting the County Behavioral Health System. 13ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 14 Current Landscape for Alameda County’s Behavioral Health System •“988” National Suicide Prevention Lifeline •California Advancing & Innovating Medi-Cal (CalAIM) •Community Assistance, Recovery and Empowerment Act (CARE Courts) •Lanterman-Petris-Short (LPS) Act Reform (SB 43) •Child & Youth Legislative Changes (Foster Care, Coordination, Schools Mental Health, Crisis Coordination) •Behavioral Health Services Act (BHSA, Proposition 1) •Settlement Agreements & Litigation ACBHD Strategic Plan Update (May 2024) –BOS HlthCom •Forensic System Planning (Forensic Plan, Santa Rita Jail, Care First, Jails Last (CFJL) Taskforce •Behavioral Health Integration (Mental Health & Substance Use) •Behavioral Health Continuum Infrastructure Program (BHCIP) •Peer Certification (SB 803) •Opioid Settlement •Reimagining Justice Initiative •Billing System Implementation, Electronic Health Records Planning (Quality & Payment Reform) Legislation, Regulatory, or Mandated BH System Change, Local Initiative, or Community-Driven Strategic Plan Implementation & Approach From Analysis & Recommendations to Implementing a Framework. 15ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 16 A Phased Approach •Phase I •Dissemination of Report, Community Engagement; and Communication commitment to participating stakeholders and beyond. •Phase II •Contents Analysis, Regulatory & Legislative Impacts; and integration of fiscal, quality-based and equity-driven approaches; and changes required by local, state, or federal requirements. •Phase III •Implementation with ongoing opportunities for bi- directional feedback, accountability, and transparency. ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 17 Results-Based Methodology for Strategic Plan Implementation ❑Implementation Timeline ❑Community Education & Feedback Loop ❑Participatory Engagement & Decision-Making ❑Application of Internal Review & Analysis ❑Strategy Planning → Road Map ❑Implementation Im p l e m e n t a t i o n ACBHD Strategic Plan Update (May 2024) –BOS HlthCom Strategies Process Communication 18 BHD Framework & Next Steps…ACBHD Strategic Plan Update (May 2024) –BOS HlthCom Implementation Strategies Process Communication •Phase I •Dissemination of Report, Community Engagement; and Communication commitment to participating stakeholders and beyond. •Phase II •Contents Analysis, Regulatory & Legislative Impacts; and integration of fiscal, quality-based and equity-driven approaches; and changes required by local, state, or federal requirements. •Phase III •Implementation with ongoing opportunities for bi-directional feedback, accountability, and transparency. 19 Questions or Comments? ACBHD Strategic Plan Update (May 2024) –BOS HlthCom 20ACBHD Strategic Plan Update (May 2024) –BOS HlthCom