Berkeley City Council
July 25, 2023

Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: www.berkeleyca.gov/manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams Ridley, City Manager
Submitted by: Peter Radu, Assistant to the City Manager Subject: Contract No. 117596-1 Amendment: Animal Fix Clinic (formerly Fix Our Ferals) for Spay and Neuter Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 117596-1 with Animal Fix Clinic (formerly Fix Our Ferals) to provide no-cost spay and neuter surgeries to eligible pet owners for FY 2024, increasing the contract amount by $35,000 for a new total contract amount not to exceed $102,218 and extending the terms of the contract to July 25, 2026.

FISCAL IMPACTS OF RECOMMENDATION
The “Spay Neuter Your Pet” (SNYP) grant comes from the General Fund and is a community agency allocation that is given by Animal Services each year. The SNYP program provided $23,812 to Animal Fix Clinic (formerly Fix Our Ferals) for FY 2018, $11,906 for FY 2021, $14,000 for FY 2022, $17,500 for FY 2023, for a total of $67,218.

Staff propose to award the amount of $35,000 to Animal Fix Clinic in FY 2024, for a total amount not to exceed $102,218.

CURRENT SITUATION AND ITS EFFECTS
The current contract between the City of Berkeley and Animal Fix Clinic expires on October 11, 2023. Animal Fix Clinic has contracted with the City of Berkeley to provide no-cost spay and neuter surgeries to eligible pet owners since FY 2018. By providing no-cost spay and neuter surgeries, Animal Fix Clinic decreases the number of unwanted pet offspring and reduces the number of homeless animals entering the Dona Spring Animal Shelter.

BACKGROUND
Many low-income pet owners would like to access spay and neuter services for their pets but are unable to afford the cost of surgery through local veterinary clinics. Animal Fix Clinic consistently works with low-income pet owners and is able to reach out to eligible pet owners whose animals need spay and neuter surgeries. The SNYP program provides 175 free spay or neuter surgeries each year which decreases

Animal Services Contract with the Animal Fix Clinic Consent Calendar JULY 25, 2023

unwanted litters of pets and decreases the number of unwanted pets entering the Dona Spring Animal Shelter.

RATIONALE FOR RECOMMENDATION
Animal Fix Clinic is well equipped and capable of providing the services under the SNYP program. If this funding is not authorized, it would prevent 60 animals belonging to low-income pet owners from being spayed or neutered at no cost to the owner.

ALTERNATIVE ACTIONS CONSIDERED
The alternative to providing free spay and neuter surgeries to low-income residents is to refer them to low-cost spay and neuter clinics in the surrounding area. Prices in these clinics range from $150 to $500 and waiting lists for appointments are four months which is prohibitive to many pet owners

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects or climate impacts associated with the subject of this report.

CONTACT PERSON
Michael St. Pierre, Animal Care Services Manager, (510) 981-6603 Attachment:

1. Resolution

ATTACHMENT 1
RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 117596-1 AMENDMENT: ANIMAL FIX CLINIC (FORMERLY FIX OUR

FERALS) TO PROVIDE NO-COST SPAY AND NEUTER SURGERIES TO ELIGIBLE PET OWNERS FOR FY 2024, WITH A TOTAL CONTRACT AMOUNT NOT TO EXCEED $102,218
WHEREAS, The City of Berkeley SNYP program funds no-cost spay and neuter surgeries to eligible low-income pet owners; and
WHEREAS, The Animal Fix Clinic is able to reach eligible low-income pet owners, and to provide no-cost spay and neuter services; and
WHEREAS, The ‘Spay Neuter Your Pet’ (SNYP) grant comes from the General Fund and is a community agency allocation that is given by Animal Services each year.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute an amendment to Contract No. 117569-1 with Animal Fix Clinic for spay and neuter services for FY 2024, increasing the amount of the contract by $35,000 for a new not-to-exceed total of $102,218, and extending the terms of the contract to July 25, 2026.

Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Henry Oyekanmi, Director, Finance
Subject: Formal Bid Solicitations and Request for Proposals Scheduled for Possible Issuance After Council Approval on July 25, 2023

RECOMMENDATION
Approve the request for proposals or invitation for bids (attached to staff report) that will be, or are planned to be, issued upon final approval by the requesting department or division. All contracts over the City Manager’s threshold will be returned to Council for final approval.

FISCAL IMPACTS OF RECOMMENDATION
Total estimated cost of items included in this report is $885,000.

CURRENT SITUATION AND ITS EFFECTS
On May, 6, 2008, Council adopted Ordinance No. 7,035-N.S. effective June 6, 2008, which increased the City Manager’s purchasing authority for services to $50,000. As a result, this required report submitted by the City Manager to Council is now for those purchases in excess of $100,000 for goods; and $200,000 for playgrounds and construction; and $50,000 for services. If Council does not object to these items being sent out for bid or proposal within one week of them appearing on the agenda, and upon final notice to proceed from the requesting department, the IFB (Invitation for Bid) or RFP (Request for Proposal) may be released to the public and notices sent to the potential bidder/respondent list.

PROJECT Fund Source Amount
FY 2023 Retaining Wall
and Storm Drain
Improvement Project
147
501
616
127
UC Settlement
Capital Improvements
Clean Storm Water
State Transportation Tax
$885,000
Total: $885,000

Formal Bid Solicitations and Request for Proposals CONSENT CALENDAR Scheduled for Possible Issuance After Council July 25, 2023 Approval on July 25, 2023

BACKGROUND
On May 6, 2008, Council adopted Ordinance No. 7,035-N.S., amending the City Manager’s purchasing authority for services.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The Finance Department reviews all formal bid and proposal solicitations to ensure that they include provisions for compliance with the City’s environmental policies. For each contract that is subject to City Council authorization, staff will address environmental sustainability considerations in the associated staff report to City Council.

RATIONALE FOR RECOMMENDATION
Need for the goods and/or services.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Darryl Sweet, General Services Manager, Finance, 510-981-7329 Attachments:
1: Formal Bid Solicitations and Request for Proposals Scheduled for Possible Issuance After Council Approval on July 25, 2023
a. FY 2023 Retaining Wall and Storm Drain Improvement Project Note: Original of this attachment with live signature of authorizing personnel is on file in General Services.

NEXT 30 DAYS
DATE SUBMITTED: July 25, 2023
Attachment 1

SPECIFICATION
NO.

DESCRIPTION

OF GOODS /

SERVICES
BEING

PURCHASED
APPROX.

RELEASE
DATE
APPROX. BID

OPENING
DATE

INTENDED USE ESTIMATED
COST

BUDGET CODE TO

BE CHARGED
DEPT. / DIVISION CONTACT NAME
& PHONE
23-11616-C FY 2023
Retaining Wall
and Storm Drain
Improvement
Project
7/26/23 8/29/2023 Improvement work on
various existing storm drain
structures, retaining walls,
traffic circle and extension
of existing pedestrian
pathway
$ 885,000.00 FY2023:
147-54-623-673-
0000-000-431-
665110-
PWENST2310;
$175,000
501-54-623-673-
0000-000-431-
665110-
PWENRW2301
$230,000
616-54-623-675-
0000-000-473-
665120-
PWENRW2301
$230,000
127-54-623-675-
0000-000-431-
665120-
PWENRW2301
$250,000
Public Works/
Engineering
Srinivas Muktevi
981-6402
Ron Nevels
981-6439
DEPT. TOTAL $885,000
TOTAL $885,000
1 of  1

Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: David Sprague, Fire Chief
Jennifer Louis, Police Chief
Subject: Contract: Cooke and Associates for Applicant Background Investigations

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a contract amendment with Cooke and Associates to expand capacity to perform background investigation services from $50,000 to an amount not to exceed $300,000 from August 1, 2023 through July 31, 2026.

FISCAL IMPACTS OF RECOMMENDATION
Funding will be recommended through the first amendment in the FY24 appropriations ordinance using funds from the fire and police department budgets who have a need for this service including the Fire Department using funds from Measure M, Measure GG, Measure FF, and the General Fund. The Police Department, from the General Fund.

Other departments may utilize this contract in the future as needed.

CURRENT SITUATION AND ITS EFFECTS
The City has an increased need for background investigation services for multiple Departments including Fire and Police. As part of the Employer of Choice Initiative, both departments are working to create efficiencies in their hiring processes. The background investigation step is one identified component of the process where capacity of current investigatory resources has created bottleneck. In what is the most challenging and competitive labor market that current staff have ever experienced, increasing the capacity of investigators is an important step in moving applicants through the process efficiently from application to job offer.

Both departments are in a near continuous recruitment cycle and have a need for immediate investigation support. Thus, a request was made to waive the competitive procurement process, which was approved by the General Services Manager and the City Manager.

Contract: Cooke and Associates for Applicant Background Investigations CONSENT CALENDAR July 25, 2023

BACKGROUND
As the number of internal police officers available for this assignment has been drastically reduced over the past three years due to staffing challenges related to recruitment and retention, the Police Department has relied on a greater number of vendors to provide this service. At the same time, recent successes from the newly formed Recruitment and Retention Team has placed more applicants in the process.

The time from application to job offer has been delayed by availability of investigators – which can have the result of an applicant accepting employment elsewhere.

The Fire Department has historically relied on external investigators. These resources are also strained by the number of organizations that are attempting to hire emergency workers of various classifications.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There were no identified environmental impacts.

RATIONALE FOR RECOMMENDATION
Background investigations are an essential component of the recruitment and selection process for some classifications including public safety personnel. Conducting comprehensive and thorough background checks is crucial to maintaining the safety and integrity of our community.

ALTERNATIVE ACTIONS CONSIDERED
Maintain the current level of investigator capacity while a full procurement process is undertaken which will cause further delays in filling of vacancies, increase voluntary and forced overtime and impact employee morale.

CONTACT PERSON
David Sprague, Fire Chief, (510) 981-3473
Jennifer Louis, Police Chief, (510) 981-5900
Attachments:
1: Resolution

RESOLUTION NO. ##,###-N.S.

CONTRACT: COOKE AND ASSOCIATES FOR APPLICANT BACKGROUND

INVESTIGATIONS
WHEREAS, background investigations are an essential component of the recruitment and selection process for some classifications including public safety personnel, and WHEREAS, conducting comprehensive and thorough background checks is crucial to maintaining the safety and integrity of our community, and WHEREAS, as part of the Employer of Choice Initiative, departments are working to create efficiencies in their hiring processes, and
WHEREAS, the background investigation step is one identified component of the hiring process where capacity of current investigatory resources has created bottleneck, and WHEREAS, in what is the most challenging and competitive labor market that current staff have ever experienced, increasing the capacity of investigators is an important step in moving applicants through the process efficiently from application to job offer, and WHEREAS, thus a request was made to waive the competitive procurement process, which was approved by the General Services Manager and the City Manager.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute a contract amendment with Cooke and Associates to expand capacity to perform background investigation services from $50,000 to an amount not to exceed $300,000 from August 1, 2023 through July 31, 2026.

Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Contract Amendments: Mental Health Services Act Community Services and Supports, and Prevention and Early Intervention

RECOMMENDATION
Adopt ten Resolutions authorizing the City Manager or her designee to execute the following contracts, which are funded through Mental Health Services Act (MHSA) Community Services and Supports (CSS) and Prevention and Early Intervention (PEI), increasing the contract amounts as outlined below, and extending the contracts through June 30, 2026:

1. Increasing CSS Contract No. 108800-1 with Bay Area Hearing Voices Network by $46,941 per year from Mental Health Services Act (Fund #315) for a total contract amount not to exceed $325,678 for hearing voices support groups;

2. Increasing CSS Contract No. 31900132 with Building Opportunities for Self- Sufficiency by $100,000 per year from Mental Health Services Act (Fund #315), for a total contract amount not to exceed $700,000 for representative payee services;

3. Increasing CSS Contract No. 32200130 with Alameda County Behavioral Health Care Services by $491,933 per year from Mental Health Services Act (Fund #315) for a total contract amount not to exceed $2,459,665 for Wellness Center operations;

4. Increasing CSS Contract No. 32000117 with Insight Housing (formerly Berkeley Food and Housing Project) for $626,616 per year for three years from Mental Health Services Act (Fund #315), for a total contract amount not to exceed $5,286,488 for supportive housing services;

5. Increasing CSS Contract No. 32000094 with Youth Spirit Artworks by $132,046 per year for three years for Transition Age Youth case management and trauma support services from Mental Health Services Act (Fund #315), and $78,000 for

Contract Amendments: Mental Health Services Act
Community Services and Supports, and Prevention and Early Intervention CONSENT CALENDAR July 25, 2023

Fiscal Year 2024 for Tiny House Village housing services from Measure P (Fund #011), for a total contract amount not to exceed $1,211,230;

6. Increasing PEI Contract No. 32000240 with Berkeley Unified School District by $401,389 per year from Mental Health Services Act (Fund #315), for a total contract amount not to exceed $2,598,334 for services to support Berkeley students;

7. Increasing PEI Contract No. 088999-1 with Center for Independent Living by $32,046 per year from Mental Health Services Act (Fund #315) for a total contract amount not to exceed $448,860 for services to support older adults;

8. Increasing PEI Contract No. 052129-1 with Pacific Center for Human Growth by $100,000 per year from Mental Health Services Act (Fund #315) for a total contract amount not to exceed $815,150 for services to support the Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, Agender, Plus (LGBTQIA+) population;

9. Increasing PEI Contract No. 32200146 with ONTRACK Program Resources by $100,000 per year from Mental Health Services Act (Fund #315) for a total contract amount not to exceed $475,000 for services to support African Americans;

10.Increasing PEI Contract No. 3200111 with East Bay Sanctuary Covenant by $100,000 per year from Mental Health Services Act (Fund #315) for a total contract amount not to exceed $500,000 for services to support the Latinx, Latina, Latino population.

FISCAL IMPACTS OF RECOMMENDATION
Funding from MHSA revenue received from the State of California is available in the Fiscal Year 2024 budget in the following ERMA GL Accounts: Mental Health Services Act Community Services and Supports programs $1,365,490 (Fund #315) and Mental Health Services Act Prevention and Early Intervention programs $765,481 (Fund #315).

In addition, funding in the amount of $78,000 for Tiny House Village housing services will be available in the Fiscal Year 2024 budget in Measure P (Fund #011). Funding will be available in the Fiscal Years 2025 and 2026 Budgets in the Funding accounts listed above.

CURRENT SITUATION AND ITS EFFECTS
The table below outlines some of the City’s current commitments of MHSA funds for CSS and PEI that are recommended to be continued:

Contract Amendments: Mental Health Services Act
Community Services and Supports, and Prevention and Early Intervention CONSENT CALENDAR July 25, 2023

MHSA Funding
Component
Vendor Funds Added with
Recommendation
(3 yrs)
New Contract
Total
CSS Bay Area Hearing
Voices Network
$140,823 $325,678
CSS Building
Opportunities for
Self-Sufficiency
$300,000 $700,000
CSS Alameda County
Behavioral
HealthCare Services
$1,475,799 $2,459,665
CSS Insight Berkeley $1,879,848 $5,286,488
CSS
PEI
Non MHSA Funds:

Measure P
Youth Spirit Artworks $300,000
$96,138
$78,000 $1,211,230
PEI Berkeley Unified
School District
$1,204,167 $2,598,334
PEI Center for
Independent Living
$96,138 $448,860
PEI Pacific Center for
Human Growth
$300,000 $815,150
PEI ONTRACK Program
Resources, Inc.
$300,000 $475,000
PEI East Bay Sanctuary
Covenant
$300,000 $500,000
The MHSA Fiscal Year’s 2024-2026 Three Year Program and Expenditure Plan (Three Year Plan) is the local plan that, informed by area stakeholders, details the uses of MHSA funds. Development of the Three-Year Plan included conducting community program planning, writing a draft plan, providing a 30-day public review period from May 17 through June 15, 2023, and conducting a public hearing on June 15 at the Mental Health Commission. At the close of the Public Hearing the Mental Health Commission made the following motion:

M/S/C (Prichett, Appel) Motion that the Mental Health Commission write a letter that explains why we are not taking an action and that includes that we didn’t have enough time to make a thoughtful and constructive recommendation and there are points which we feel that the policies pursued by the City Manager are at odds with the budgeting priorities described in this document. Point 1. They take no recommendation 2. Ran out of time and will revise our time line for reviewing the MHSA report. 3. We have

Contract Amendments: Mental Health Services Act
Community Services and Supports, and Prevention and Early Intervention CONSENT CALENDAR July 25, 2023

concern’s that portions of the policies currently being pursued by the City Manager conflict with the priorities expressed in this budget.

Ayes: Appel, Prichett, Turner Noes: None; Abstentions: Fine, Opton; Absent: Harrison, Jones, Kimber-Smith

BACKGROUND
Since the passage of Proposition 63 in 2004, the Health, Housing & Community Services Department, Mental Health Division, has received annual MHSA funding. This funding is used to expand and transform the mental health service delivery system to better meet the needs of underserved and inappropriately served communities, among others. MHSA provides annually recurring funding for the following areas: Community Services and Supports; Prevention and Early Intervention; and Innovations. Some examples of the programs and services that MHSA funding supports include:

Community Services and Supports (CSS): A portion of MHSA Community Services and Supports (CSS) funds are allocated to community-based organizations to provide case management services for Transition Age Youth; housing supports; Hearing Voices support groups; and to support a Wellness Center, operated in collaboration with Alameda County.

Prevention and Early Intervention (PEI): Some of the MHSA Prevention and Early Intervention (PEI) funds have been utilized to provide services and supports for students in the Berkeley Unified School District, and for support services for individuals who are underserved or inappropriately served in the mental health system including the following populations: African Americans; Latinx; Older Adults; Transition Age Youth; and Lesbian, Bisexual, Gay, Transgender, Queer/Questioning, Intersex and Agender (LBGTQIA) individuals.

This initiative has provided new opportunities for the Mental Health Division to further develop and expand its system of care, adding new programs to the Division’s own program and utilizing non-profit providers in the planning and delivery of comprehensive mental health services. The contracts this report seeks to extend, advance this goal and provide improved coordination between the City and its partner system of care agencies. The City Council has previously amended these contracts.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects, climate impacts, or sustainability opportunities associated with the subject of this report.

RATIONALE FOR RECOMMENDATION
Each of the vendors listed here are trusted partners in the implementation of programs to ensure the community’s mental health needs are met in the most effective manner possible. The programs funded by these contracts were developed as a result of

Contract Amendments: Mental Health Services Act
Community Services and Supports, and Prevention and Early Intervention CONSENT CALENDAR July 25, 2023

feedback from stakeholders and went through a lengthy community input process before being presented to City Council as part of the MHSA Plan Annual Update.

ALTERNATIVE ACTIONS CONSIDERED
Staff did not identify an alternative action that would be consistent with the adopted MHSA Three-Year Program and Expenditure Plans.

CONTACT PERSON
Karen Klatt, Community Services Specialist III, HHCS, (510) 981-7644 Conor Murphy, Associate Management Analyst, HHCS, (510) 981-7611 Jeffrey Buell, Manager of Mental Health Services, HHCS, (510) 981-7682 Attachments:
1: Resolution – Contract No. 108800-1 Amendment: Bay Area Hearing Voices Network 2: Resolution – Contract No. 31900132 Amendment: Building Opportunities for Self- Sufficiency
3: Resolution – Contract No. 32200130 Amendment: Alameda County Behavioral Health Care Services
4: Resolution – Contract No. 32000117 Amendment: Insight Housing 5: Resolution – Contract No. 32000094 Amendment: Youth Spirit Artworks 6: Resolution – Contract No. 32000240 Amendment: Berkeley Unified School District

7. Resolution – Contract No. 088999-1 Amendment: Center for Independent Living 8: Resolution – Contract No. 052129-1 Amendment: Pacific Center for Human Growth 9: Resolution – Contract No. 32200146 Amendment: ONTRACK Program Resources 10: Resolution – Contract No. 3200111 Amendment: East Bay Sanctuary Covenant

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 108800-1 AMENDMENT: BAY AREA HEARING VOICES NETWORK

FOR HEARING VOICES SUPPORT GROUPS
WHEREAS, Mental Health Services Act (MHSA) funds are allocated to mental health jurisdictions across the state for the purposes of transforming the mental health system into one that is consumer and family driven, culturally competent, wellness and recovery oriented, includes community collaboration, and implements integrated services; and WHEREAS, on July 23, 2019 by Resolution No. 69,033-N.S., City Council authorized the City Manager to approve the MHSA Plan FY2019-2020 Annual Update; and WHEREAS, on December 3, 2019 by Resolution No. 69,193-N.S., City Council authorized the City Manager to amend Contract No. 10209C for an expenditure limit not to exceed $68,442; and
WHEREAS, on July 14, 2020 by Resolution No. 69,493-N.S., City Council authorized the City Manager to amend Contract No. 10209D for an expenditure limit not to exceed $103,178; and
WHEREAS, on September 14, 2021 by Resolution No. 70,011-N.S., City Council authorized the City Manager to amend Contract No. 10209E for an expenditure limit not to exceed $137,914; and
WHEREAS, on July 26, 2022 by Resolution No. 70,465-N.S., City Council authorized the City Manager to amend Contract No. 10209F for an expenditure limit not to exceed $184,855; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $46,941 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $46,941 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract amendment with the Bay Area Hearing Voices Network for Hearing Voices Support Groups through June 30, 2026 increasing the contract by $46,941 per year for a new total amount not to exceed $325,678. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 31900132 AMENDMENT: BUILDING OPPORTUNITIES FOR SELF-

SUFFICIENCY FOR REPRESENTATIVE PAYEE SERVICES
WHEREAS, Mental Health Services Act (MHSA) funds are allocated to mental health jurisdictions across the state for the purposes of transforming the mental health system into one that is consumer and family driven, culturally competent, wellness and recovery oriented, includes community collaboration, and implements integrated services; and WHEREAS, on May 26, 2015 by Resolution No. 67,026-N.S., the City Council authorized the City Manager to approve the MHSA Fiscal Years 2015 through 2017 Three Year Program and Expenditure Plan; and
WHEREAS, within the City Council approved MHSA Fiscal Years 2015 through 2017 Three Year Program and Expenditure Plan was the goal of contracting with a community- based organization to provide Representative Payee Services; and WHEREAS, on May 29, 2018 City Council approved the Finance Department’s request to issue a Request for Proposals for Representative Payee Services; and WHEREAS, the City of Berkeley’s Mental Health Division issued a Request for Proposals for Representative Payee Services, and selected Building Opportunities for Self- Sufficiency as the vendor; and
WHEREAS, on February 26, 2019 by Resolution No. 68,768-N.S., the City Council authorized the City Manager to execute contract No. 31900132 with Building Opportunities for Self Sufficiency for Representative Payee services; and WHEREAS, on January 21, 2020 by Resolution No. 69,249-N.S., the City Council authorized the City Manager to amend contract No. 31900132; and WHEREAS, on June 30, 2020 by Resolution No. 69,470-N.S., the City Council authorized the City Manager to amend contract No. 31900132; and
WHEREAS, on September 28, 2021 by Resolution No. 70,036-N.S., the City Council authorized the City Manager to amend contract No. 31900132; and WHEREAS, on July 26, 2022 by Resolution No. 70,466-N.S., the City Council authorized the City Manager to amend contract No. 31900132; and
WHEREAS, Building Opportunities for Self-Sufficiency has been the vendor for Representative Payee services for the City of Berkeley since March 1, 2019, and has acted in a satisfactory capacity; and

WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract amendment with Building Opportunities for Self-Sufficiency for Representative Payee services through June 30, 2026 increasing the contract by $100,000 per year for a new total amount not to exceed $700,000. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO. ##,###-N.S.

MOU WITH ALAMEDA COUNTY BEHAVIORAL HEALTH CARE SERVICES (ACBHCS) FOR WELLNESS CENTER OPERATIONS
WHEREAS, as part of the Mental Health Services Act (MHSA), the State of California designated a process for all mental health jurisdictions for expenditures from Community Services and Supports (CSS); and
WHEREAS, on October 13, 2015, via Resolution No. 67,228-N.S., City Council approved a Memorandum of Understanding with Alameda County Behavioral Health Care Services to implement, manage, and evaluate a Mental Health Wellness Center (Wellness Center); and
WHEREAS, on January 29, 2019, via Resolution No. 68,749-N.S. City Council approved funding the construction of the Wellness Center located in Berkeley in partnership with Alameda County Behavioral Health Care Services; and WHEREAS, on September 15, 2020 via Resolution No. 69,549-N.S. City Council approved funding operational costs of the Wellness Center located in Berkeley in partnership with Alameda County Behavioral Health Care Services; and WHEREAS, on September 28, 2021 via Resolution No. 70,038-N.S. City Council approved funding operational costs of the Wellness Center located in Berkeley in partnership with Alameda County Behavioral Health Care Services; and WHEREAS, on July 26, 2022 via Resolution No. 70,467-N.S. City Council approved funding operational costs of the Wellness Center located in Berkeley in partnership with Alameda County Behavioral Health Care Services; and WHEREAS, a Memorandum of Understanding will provide the mechanism whereby the City of Berkeley Mental Health Services Act CSS funds can be transferred to the lead agency, Alameda County Behavioral Health Care Services, to be utilized for the operational costs of the Mental Health Wellness Center; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $491,933 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $491,933 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to adopt a MOU between the City of Berkeley and Alameda County Behavioral Health Care Services through June 30, 2026 increasing the contract by $491,933 per year for a new total not to exceed amount of $2,459,665 to fund the operational costs of a Mental Health Wellness Center.

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 32000117 AMENDMENT: INSIGHT HOUSING (FORMERLY NAMED

BERKELEY FOOD AND HOUSING PROJECT) FOR SUPPORTIVE HOUSING

SERVICES
WHEREAS, City Council approved the MHSA Plan Fiscal Year 2019-2020 Annual Update on July 23, 2019 by Resolution No. 69,033-N.S., which included funding for the programs to be included in the contract here; and
WHEREAS, City Council approved participation in the Homeless Mentally Ill Outreach and Treatment allocation funding on September 13, 2018 by Resolution No. 68,592-N.S.; and
WHEREAS, on December 3, 2019 via Resolution No. 69,192-N.S., City Council approved a contract with Berkeley Food and Housing Project for Flexible Spending Programs and the Russell Street Residence; and
WHEREAS, on May 26, 2020 via Resolution No. 69,404-N.S., City Council approved amending Contract No. 32000117; and
WHEREAS, on July 14, 2020 via Resolution No. 69,492-N.S. City Council approved amending Contract No. 32000117; and
WHEREAS, on January 18, 2022 via Resolution No. 70,180-N.S. City Council approved amending Contract No. 32000117; and
WHEREAS, community input and stakeholder feedback has determined a need for the programs being funded; and
WHEREAS, on January 18, 2022 via Resolution No. 70,180-N.S. City Council approved amending Contract No. 32000117; and
WHEREAS, the Berkeley Food and Housing Project changed their name to “Insight Housing”; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $626,616 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $626,616 per year is available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute an amendment to Contract No. 32000117 with Insight Housing in the amount of $626,616 per year for administrative services through June 30, 2026 in an amount not to exceed $5,286,488. A record

signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 32000094 AMENDMENT: YOUTH SPIRIT ARTWORKS FOR

TRANSITION AGE YOUTH CASE MANAGEMENT AND TRAUMA SUPPORT

SERVICES
WHEREAS, Mental Health Services Act (MHSA) funds are allocated to mental health jurisdictions across the state for the purposes of transforming the mental health system into one that is consumer and family driven, culturally competent, wellness and recovery oriented, includes community collaboration, and implements integrated services; and WHEREAS, on July 23, 2019 by Resolution No. 69,033-N.S., City Council authorized the City Manager to approve the MHSA Plan FY2019-2020 Annual Update; and WHEREAS, within the City Council approved MHSA Plan FY2019-2020 Annual Update was an allocation of $100,000 for contracted Transition Age Youth (TAY) Case Management and Linkage Services; and
WHEREAS, on December 3, 2019 by Resolution No. 69,194-N.S., City Council authorized the City Manager to approve amending Contract No. 32000094 through June 30, 2020 in an amount not to exceed $100,000; and
WHEREAS, on June 2, 2020 by Resolution No. 69,436-N.S., City Council authorized the City Manager to approve amending Contract No. 32000094 through June 30, 2021 in an amount not to exceed $217,000; and
WHEREAS, on July 28, 2020 by Resolution No. 69,511-N.S., City Council authorized the City Manager to approve amending Contract No. 32000094 through June 30, 2021 in an amount not to exceed $317,000; and
WHEREAS, on November 30, 2021 by Resolution No. 70,121-N.S., City Council authorized the City Manager to approve amending Contract No. 32000094 through June 30, 2022 in an amount not to exceed $527,046; and
WHEREAS, on July 26, 2022 by Resolution No. 70,468-N.S., City Council authorized the City Manager to approve amending Contract No. 32000094 through June 30, 2023 in an amount not to exceed $737,092; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $132,046 and from the Measure P (Fund #011) in the amount of $78,000 is available in the Fiscal Year 2024 Budget; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $132,046 will be available each year in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract amendment with Youth Spirit Artworks for case management and linkage services, and trauma support services for Transition Age Youth and Tiny House case management, increasing the contract by $210,046 in Fiscal Year 2024 and $132,046 in Fiscal Years 2025 and 2026 for a new total not to exceed amount of $1,211,230, and extending the contract through June 30, 2026.

A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 32000240 AMENDMENT: BERKELEY UNIFIED SCHOOL DISTRICT (BUSD) FOR MENTAL HEALTH MHSA-FUNDED PROGRAMS
WHEREAS, on November 12, 2019 via Resolution No. 69,168-N.S., City Council approved entering into a contract with BUSD to fund the Mental Health Peer Education and Supports Project, the Dynamic Mindfulness Program, the Supportive Schools Program, and the African American Success Project; and
WHEREAS, on May 11, 2021 via Resolution No. 69,836-N.S., City Council approved amending Contract No. 32000240; and
WHEREAS, on February 22, 2022 via Resolution No. 70,221-N.S., City Council approved amending Contract No. 32000240; and
WHEREAS, on November 3, 2022 via Resolution No. 70,579-N.S., City Council approved amending Contract No. 32000240; and
WHEREAS, community input and stakeholder feedback has determined a need for the programs being funded; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $401,389 has been included in the Fiscal Year 2024 Budget, subject to approval of the Second Amendment to the FY 2023 Annual Appropriations Ordinance; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $401,389 per year will be included in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract amendment with the Berkeley Unified School District for MHSA-funded programs through June 30, 2026 increasing the contract by $401,389 per year for a new total not to exceed amount of $2,598,334. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 088999-1 AMENDMENT: CENTER FOR INDEPENDENT LIVING

FOR TRAUMA SUPPORT SERVICES FOR OLDER ADULTS
WHEREAS, the City’s Department of Health, Housing and Community Services, Mental Health Division, currently receives Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) Funds on an annual basis to improve early access to services and programs; including the reduction of stigma and discrimination; and for strategies to prevent mental illness from becoming severe and disabling; and WHEREAS, in order to utilize MHSA Funds, stakeholder informed Three Year Program and Expenditure Plans and Annual Updates that outline how funds will be utilized are required to be developed and locally approved; and
WHEREAS, the Mental Health Division works in partnership with community-based agencies and the Berkeley Unified School District in the provision of such services and supports; and
WHEREAS, since the initial MHSA PEI Plan, funds have been allocated for support services for Older Adults; and
WHEREAS, on April 26, 2011 by Resolution No. 65,237-N.S., City Council authorized a contract with Center for Independent Living to provide mental health services and supports for older adults in an amount not to exceed $26,520 for the period of February 1, 2011 through June 30, 2011; and
WHEREAS, the City Council authorized amendments each year from June 2012 through June 2019 for a total contract amount not to exceed $224,538; and WHEREAS, the original Center for Independent Living Contract (Contract 8801G) became ERMA Contract No. 088999-1; and
WHEREAS, on July 23, 2019 by Resolution No. 69,036-N.S., City Council authorized an amendment to ERMA Contract No. 088999-1 with Center for Independent Living to increase the amount by $32,046 for a total amount not to exceed $256, 584 and to extend the term to June 30, 2020; and
WHEREAS, on June 30, 2020 by Resolution No. 69,468-N.S., City Council authorized an amendment to ERMA Contract No. 088999-1 with Center for Independent Living to increase the amount by $24,035 for a total amount not to exceed $280,619 and to extend the term to March 31, 2021; and
WHEREAS, on December 1, 2020 by Resolution No. 69,620-N.S., the City Council approved the MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan, which continued the allocation of PEI funds for Trauma Support Services for the Older Adult population; and

WHEREAS, per the City Council approved MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan a Request for Proposal (RFP) process was included to be executed for these Trauma Support Services for Older Adults, which had been provided by the Center for Independent Living over a period of time; and WHEREAS, on March 30, 2021 by Resolution No. 69,768-N.S., City Council authorized an amendment to ERMA Contract No. 088999-1 with Center for Independent Living to increase the amount by $8,011 for a total not to exceed amount $288,830 and to extend the term to June 30, 2021; and
WHEREAS, the additional funding and extension of the current contract to June 30, 2021, was to enable the time to execute the RFP and contracting processes and to provide service coverage for individual participants, in the event there was a change in contractors following the RFP process; and
WHEREAS, in March 2021 per Bid Specification number 21-11432, an RFP was issued and the Center for Independent Living submitted a proposal; and WHEREAS, following proposal review and rating from a panel of reviewers which included a community member, the Center for Independent Living was the chosen vendor to continue implementing these services in Berkeley; and WHEREAS, on July 27, 2021, by Resolution No. 69,976-N.S., City Council authorized an amendment to ERMA Contract No. 088999-1 with Center for Independent Living to increase the amount by $31,846 for a total amount not to exceed $320,676 and to extend the term to June 30, 2022; and
WHEREAS, on July 26, 2022, by Resolution No. 70,470-N.S., City Council authorized an amendment to ERMA Contract No. 088999-1 with Center for Independent Living to increase the amount by $32,046 for a total amount not to exceed $352,722 and to extend the term to June 30, 2023; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $32,046 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $32,046 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to execute an amendment to Contract No. 088999-1 with Center for Independent Living to provide mental health services and supports for Older Adults, to increase the contract amount by $32,046 per year for a total contract amount not to exceed $448,860 and to extend the term to June 30, 2026. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 052129-1 AMENDMENT: PACIFIC CENTER FOR HUMAN GROWTH TO PROVIDE MENTAL HEALTH SERVICES AND SUPPORTS FOR LGBTQIA+

INDIVIDUALS
WHEREAS, the City’s Department of Health, Housing and Community Services, Mental Health Division, currently receives Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) Funds on an annual basis to improve early access to services and programs; including the reduction of stigma and discrimination; and for strategies to prevent mental illness from becoming severe and disabling; and WHEREAS, in order to utilize MHSA Funds, stakeholder informed Three Year Program and Expenditure Plans and Annual Updates that outline how funds will be utilized are required to be developed and locally approved; and
WHEREAS, the Mental Health Division works in partnership with community-based agencies and the Berkeley Unified School District in the provision of such services and supports; and
WHEREAS, since the initial MHSA PEI Plan, funds have been allocated for support services for individuals who identify as Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, Intersex, Agender, Plus (LGBTQIA+); and WHEREAS, on December 6, 2010, City Council authorized Contract No. 8516 with Pacific Center for Human Growth to provide mental health services and supports to LGBTQIA+ individuals who are suffering from the impact of oppression, trauma, and other life stressors in an amount not to exceed $26,520 for the period of November 1, 2010 through June 30, 2011; and
WHEREAS, the City Council authorized amendments to Contract 8516 each year from June 2011 through July 2019 for a total contract amount not to exceed $283,104; and WHEREAS, Contract No. 8516(I) became ERMA Contract No. 052129-1; and WHEREAS, on June 30, 2020 by Resolution No. 69,469-N.S., City Council authorized an amendment to ERMA Contract No. 052129-1 with Pacific Center for Human Growth to increase the amount by $24,035 for a total amount not to exceed $307,139 and to extend the term to March 31, 2021; and
WHEREAS, on December 1, 2020 by Resolution No. 69,620-N.S., the City Council approved the MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan, which continued and increased the allocation of PEI Funds for Trauma Support Services for the LGBTQIA+ population; and
WHEREAS, per the City Council approved MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan a Request for Proposal (RFP) process was included to be executed

for these Trauma Support Services for LGBTQIA+ individuals, which had been provided by the Pacific Center for Human Growth over a period of time; and WHEREAS, on March 30, 2021 by Resolution No. 69,769-N.S., City Council authorized an amendment to ERMA Contract No. 052129-1 with Pacific Center for Human Growth to increase the amount by $8,011 for a total amount not to exceed $315,150 and to extend the term to June 30, 2021; and
WHEREAS, the additional funding and extension of the contract to June 30, 2021, was to enable the time to execute the RFP and contracting processes and to provide service coverage for individual participants, in the event there was a change in contractors following the RFP process; and
WHEREAS, in March 2021 per Bid Specification No. 21-11430-C, and RFP was issued and Pacific Center for Human Growth submitted a proposal; and WHEREAS, following proposal review and rating from a panel of reviewers which included a community member, the Pacific Center for Human Growth was the chosen vendor to continue implementing these services in Berkeley; and WHEREAS, on July 27, 2021 per Resolution No. 69,975-N.S., City Council authorized an amendment to ERMA Contract No. 052129-1 with Pacific Center for Human Growth to increase the amount by $100,000 for a total amount not to exceed $415,150 and to extend the term to June 30, 2022; and
WHEREAS, on July 26, 2022 per Resolution No. 70,471-N.S., City Council authorized an amendment to ERMA Contract No. 052129-1 with Pacific Center for Human Growth to increase the amount by $100,000 for a total amount not to exceed $515,150 and to extend the term to June 30, 2023; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to execute an amendment to Contract No. 052129-1 with Pacific Center for Human Growth to provide mental health services and supports for LGBTQIA+ Individuals, to increase the contract amount by $100,000 per year for a total contract amount not to exceed $815,150 and to extend the term to June 30, 2026. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

RESOLUTION NO.##,###-N.S.

CONTRACT NO. 32200146 AMENDMENT: ONTRACK PROGRAM RESOURCES INC.,

FOR SUPPORT SERVICES FOR AFRICAN AMERICANS
WHEREAS, the City’s Department of Health, Housing and Community Services, Mental Health Division, currently receives Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) Funds on an annual basis to improve early access to services and programs; including the reduction of stigma and discrimination; and for strategies to prevent mental illness from becoming severe and disabling; and WHEREAS, in order to utilize MHSA Funds, stakeholder informed Three Year Program and Expenditure Plans and Annual Updates that outline how funds will be utilized are required to be developed and locally approved; and
WHEREAS, the Mental Health Division works in partnership with community-based agencies and the Berkeley Unified School District in the provision of such services and supports; and
WHEREAS, since the initial MHSA PEI Plan, funds have been allocated for support services for the African American population; and
WHEREAS, these support services for African Americans were previously implemented by the same community partner over a period of time; and WHEREAS, on December 1, 2020 by Resolution No. 69,620-N.S., the City Council approved the MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan, which continued and increased the allocation of PEI Funds for support services for the African American population; and
WHEREAS, per the City Council approved MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan a Request for Proposal (RFP) process was included to be executed for these support services for African Americans, which had been provided by the same community partner over a period of time; and
WHEREAS, in May 2021 per Bid Specification No. 21-11434-C, the RFP was issued and ONTRACK Program Resources Inc., submitted a proposal and was determined to be the chosen bidder; and
WHEREAS; on November 16, 2021 by Resolution No. 70,106-N.S., City Council authorized ERMA Contract No. 32200146 with ONTRACK Program Resources Inc., for support services for African Americans, in an amount not to exceed $75,000 through June 30, 2022; and
WHEREAS; on July 26, 2022 by Resolution No.70,472-N.S., City Council authorized an amendment to Contract No. 32200146 with ONTRACK Program Resources Inc., for

support services for African Americans, in an amount not to exceed $175,000 through June 30, 2023; and
WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to execute an amendment to Contract No. 32200146 with ONTRACK Program Resources, Inc., to provide services and supports for African Americans, to increase the contract amount by $100,000 per year for a total contract amount not to exceed $475,000 and to extend the term to June 30, 2026. A record signature copy of said contract and any amendments to be on file the City Clerk Department.

RESOLUTION NO.##,###-N.S.

CONTRACT NO. 32200111 AMENDMENT: EAST BAY SANCTUARY COVENANT

FOR TRAUMA SUPPORT SERVICES FOR LATINX/LATINAS/LATINOS
WHEREAS, the City’s Department of Health, Housing and Community Services, Mental Health Division, currently receives Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) Funds on an annual basis to improve early access to services and programs; including the reduction of stigma and discrimination; and for strategies to prevent mental illness from becoming severe and disabling; and WHEREAS, in order to utilize MHSA Funds, stakeholder informed Three Year Program and Expenditure Plans and Annual Updates that outline how funds will be utilized are required to be developed and locally approved; and
WHEREAS, the Mental Health Division works in partnership with community-based agencies and the Berkeley Unified School District in the provision of such services and supports; and
WHEREAS, since the initial MHSA PEI Plan, funds have been allocated for Trauma Support Services for the Latinx/Latina/Latino population; and WHEREAS, these Trauma Support Services for Latinx/Latinas/Latinos were previously implemented by the same community partner over a period of time; and WHEREAS, on December 1, 2020 by Resolution No. 69,620-N.S., the City Council approved the MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan, which continued and increased the allocation of PEI Funds for Trauma Support Services for the Latinx/Latina/Latino population; and
WHEREAS, per the City Council approved MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan a Request for Proposal (RFP) process was included to be executed for these Trauma Support Services for Latinx/Latinas/Latinos, which previously had been provided by the same community partner over a period of time; and WHEREAS, in March 2021 per Bid Specification No. 21-11433-C, an RFP was issued and East Bay Sanctuary Covenant submitted a proposal and was determined to be the chosen bidder; and
WHEREAS; on July 27, 2021, by Resolution No. 69,974-N.S., City Council authorized ERMA Contract No. 32200111 with East Bay Sanctuary Covenant for Trauma Support Services for Latinx/Latinas/Latinos, in an amount not to exceed $100,000 through June 30, 2022; and
WHEREAS; on July 26, 2022, by Resolution No. 70,473-N.S., City Council authorized ERMA Contract No. 32200111 with East Bay Sanctuary Covenant for Trauma Support Services for Latinx/Latinas/Latinos, in an amount not to exceed $200,000 through June 30, 2023; and

WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 is available in the Fiscal Year 2024 Budget; and WHEREAS, funding for this contract from the Mental Health Services Act (Fund #315) in the amount of $100,000 per year will be available in the Fiscal Years 2025 and 2026 Budgets.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to execute an amendment to Contract No. 32200111 with East Bay Sanctuary Covenant to provide Trauma Support Services for Latinx/Latinas/Latinos to increase the contract amount by $100,000 per year for a total contract amount not to exceed $500,000 and to extend the term to June 30, 2023. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Contract No. 32300138 Amendment: Prevention and Early Intervention Statewide Project - California Mental Health Services Authority

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or her designee to execute an amendment to Contract No. 32300138 with the California Mental Health Services Authority (CalMHSA) to execute a Participation Agreement for Fiscal Year 2024 for the Prevention and Early Intervention (PEI) Statewide Project and allocate Mental Health Services Act (MHSA) funds in the amount of $93,027, for a total amount not to exceed $163,934 through June 30, 2024.

FISCAL IMPACTS OF RECOMMENDATION
Funding in the amount of $93,027 for this PEI Statewide Project, is available in the Fiscal Year 2024 Budget in the Mental Health Services Act Fund (Fund #315).

CURRENT SITUATION AND ITS EFFECTS
Through the City’s approved MHSA Three Year Plans and Annual Updates, 4% of PEI funds have been allocated annually to participate in the PEI Statewide Project. This initiative is administered by the California Mental Health Services Authority (CalMHSA), a Joint Powers Authority (JPA). California mental health jurisdictions can elect to participate in this initiative to benefit locally from these services by allocating a portion of local MHSA PEI funds on an annual basis to CalMHSA; which then contracts for a variety of mental health prevention and early intervention activities to CalMHSA for this initiative.

Since 2018, the City has participated in this initiative. Funded services have included the distribution of information and resources on suicide prevention, stigma and discrimination reduction, and student mental health, to be utilized locally. Mental Health Division staff have also received trainings on client “Sexual Orientation and Gender Identity Expression” (SOGIE) through this project. Most recently, the Mental Health Division has distributed materials in the community on the “Take Action for Mental Health” campaign, a new initiative of this project. Additionally, personal hygiene kits are

Statewide PEI Project Fiscal Year 2024 Participation Agreement CONSENT CALENDAR California Mental Health Services Authority July 25, 2023

part of the resources that were recently provided, which will be distributed to individuals who are experiencing homelessness. This project enables the Mental Health Division to broaden the reach of information and resources to a wider population across the City.

MHSA PEI funds are integral in supporting individuals with a variety of mental health needs across the spectrum of care.

In order to continue to receive information and resources from this initiative the Mental Health Division must amend Contract #32300138 to execute a Participation Agreement and allocate funds to CalMHSA for Fiscal Year 2024.

BACKGROUND
The California Mental Health Services Authority (CalMHSA) is a Joint Powers Authority (JPA) that was formed in 2009 to create a separate public entity to provide administrative and fiscal services in support of Members’ Mental/Behavioral Health Departments acting alone or in collaboration with other Departments. CalMHSA Is governed by a Board of Directors that is comprised of the participating county or city mental/behavioral health director and a designated alternate for when the director is absent. Contributing counties provide direction into the types of initiatives that are implemented. The amount paid for the PEI Statewide Project on an annual basis varies each year, depending on the amount of local PEI revenue. With projected increases to MHSA, the amount of PEI funds allocated for this initiative in 2024 will be higher than previous years.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects or opportunities associated with the subject of this project.

RATIONALE FOR RECOMMENDATION
The City of Berkeley is required to obtain City Council approval to execute a Participation Agreement with CalMHSA to allocate funds and participate in this initiative.

PEI funds are an important resource that provides information, services, and supports to individuals with a variety of mental health needs across the system of care.

ALTERNATIVE ACTIONS CONSIDERED
The City could opt to stop participating in CalMHSA’s PEI Initiative. Staff do not recommend this course of action because of the high value of these services to the community.

CONTACT PERSON
Karen Klatt, Community Services Specialist III, HHCS, (510) 981-7644 Jeff Buell, Manager of Mental Health Services, HHCS, (510) 981-7682

Statewide PEI Project Fiscal Year 2024 Participation Agreement CONSENT CALENDAR California Mental Health Services Authority July 25, 2023

Attachment:
1: Resolution

RESOLUTION NO. ##,###-N.S.

CONTRACT NO. 32300138 AMENDMENT STATEWIDE PREVENTION AND EARLY

INTERVENTION PROJECT - CALIFORNIA MENTAL HEALTH SERVICES AUTHORITY WHEREAS, the California Mental Health Services Authority (CalMHSA) is a Joint Powers Authority (JPA), that provides administrative and fiscal services in support of Members’ Mental/Behavioral Health Departments acting alone or in collaboration with other Departments; and
WHEREAS, CalMHSA Is governed by a Board of Directors that is comprised of the participating County or City Mental/Behavioral Health Director and a designated alternate for when the director is absent and County or City participants provide direction into the types of initiatives that are implemented; and
WHEREAS, the City of Berkeley is a participant in this JPA; and WHEREAS, during the timeframe of 2011 through 2015, CalMHSA implemented the Statewide Prevention and Early Intervention (PEI) Project through MHSA funds that were allocated to be utilized at the State level for programming in the areas of Suicide Prevention, Stigma and Discrimination Reduction, and Student Mental Health; and WHEREAS, following 2015 participating counties/cities were required to allocate at least four percent of their annual local MHSA PEI allocation each year to CalMHSA, to continue to receive services through this initiative; and
WHEREAS, since 2018, through City Council approved MHSA Three Year Plans and Annual Updates the City of Berkeley has allocated four percent of local MHSA PEI funds to participate in this initiative; and
WHEREAS, in order to participate and allocate local PEI funds for this initiative, CalMHSA began requiring counties/cities to enter into an annual Participation Agreement; and WHEREAS, per Resolution No. 70,461-N.S., the City Council approved the City’s MHSA FY2023 Annual Update, which allocated $70,907 of local PEI funds for this initiative; and WHEREAS, per Resolution No. 70,640-N.S., the City Council approved the execution of a Participation Agreement and any amendments with CalMHSA for the PEI Statewide Project initiative; and
WHEREAS, per the MHSA Fiscal Years 2024-2026 Three Year Program and Expenditure Plan that is on the July 25, 2023 Council Agenda for approval, $93,027 of local PEI funds are allocated for this initiative; and

WHEREAS, in order to continue to participate in this initiative, Contract No. 32300138 must be amended to execute a Participation Agreement for Fiscal Year 2024 and allocate funds to CalMHSA; and
WHEREAS, funding in the amount of $93,027 for this PEI Statewide Project, is available in the Fiscal Year 2024 Budget in the Mental Health Services Act Fund (Fund #315).

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to amend Contract No. 32300138 with CalMHSA to execute a Participation Agreement for Fiscal Year 2024 for the PEI Statewide Project and any amendments, and allocate funds in the amount of $93,027 for this initiative for a total amount not to exceed $163,934, through June 30, 2024.

Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Contract: 2 Plus 1 Housing Resolution Services for Harriet Tubman Terrace Tenant Advocate

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or her designee to execute a contract for professional services with the vendor 2 Plus 1 Housing Resolution Services for a Harriet Tubman Terrace Tenant Advocate for the Department of Health, Housing, and Community Services (HHCS) from August 1, 2023 to July 31, 2024 in an amount not to exceed $100,000.

FISCAL IMPACTS OF RECOMMENDATION
The term of this contract is from August 1, 2023 to July 30, 2024. Funding in the amount of $100,000 for a Harriet Tubman Terrace Tenant Advocate is available in the FY 2023 budget in the General Fund (ERMA Fund 011) . HHCS will request to carry over these funds into FY2024.

CURRENT SITUATION AND ITS EFFECTS
On November 3, 2022, the City Council approved funding a tenant advocate for Harriet Tubman Terrace (HTT). The tenant advocate position will be responsible for:
 Documenting and analyzing cases/facts of tenant/property manager/owner disputes; and
 Facilitating communication between tenants and the property manager/owner to develop mutually agreed-upon solutions.

HHCS’ Housing and Community Services Division (HHCS/HCS) issued Request for Proposals (RFP) Specification No. 612990 on March 7, 2023. The RFP closed on April 11, 2023. The City received two responses. The selection committee included staff from HHCS/HCS and two members of the HTT Tenant Council.

BACKGROUND
Harriett Tubman Terrace is a 90-unit affordable development subject to requirements from the U.S. Department of Housing and Urban Development and California's tax-

Contract: 2 Plus 1 Housing Resolution Services CONSENT CALENDAR For Harriet Tubman Terrace Tenant Advocate July 25, 2023

exempt bond program. However, the City has not funded the property through the Housing Trust Fund program or other affordable housing funding and regulatory programs. This means that HHCS does not have authority for monitoring affordable housing compliance or operations at HTT.

HTT residents are older adults (62 or older) and adults with disabilities. In 2021, the property owner obtained affordable housing financing and rehabilitated HTT. The property renovations and construction process resulted in disputes between tenants and the property manager/owner. On July 7, 2022, the Housing Advisory Commission recommended City Council act to investigate the health and safety violations and other grievances identified by the tenants of HTT. On November 3, 2022, City Council approved funding a tenant advocate for HTT. The HTT Tenant Advocate will provide case management, training, and facilitate mutually agreed solutions between the tenants and the property manager.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no environmental impacts related to this contract.

RATIONALE FOR RECOMMENDATION
The City conducted a competitive bid process for the project identified by Council. The 2 Plus 1 Housing Resolution Services application successfully met the bid requirements and ranked highest among all bidders.

ALTERNATIVE ACTIONS CONSIDERED
The City also received two proposals. The reviewers concluded that the proposal from 2 Plus 1 Housing Resolution Services best fit the City’s needs, and is not recommending an alternative selection.

CONTACT PERSON
Mariela Herrick, Community Development Project Coordinator, HHCS, (510) 981-5424 Attachments:
1: Resolution

RESOLUTION NO. ##,###-N.S.

CONTRACT: 2 PLUS 1 HOUSING RESOLUTION SERVICES FOR HARRIET

TUBMAN TERRACE ADVOCATE
WHEREAS, the City of Berkeley City Council authorized a Request for Proposals (RFP) to obtain a dedicated Tenant Advocate for Harriet Tubman Terrace (2870 Adeline Street); and
WHEREAS, the City conducted RFP Specifications No. 612990 with proposals due no later than April 11, 2023; and
WHEREAS, the City received two proposals in response to this RFP; and WHEREAS, the application from 2 Plus 1 Housing Resolution Services met the bid requirements and ranked highest among all bidders.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract and any amendments with 2 Plus 1 Housing Resolution as a contractor to provide professional services as the Harriet Tubman Terrace Tenant Advocate from August 1, 2023, to July 30, 2024 in an amount not to exceed $100,000.

Office of the City Manager

2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

CONSENT CALENDAR
July 25, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, Community Services Subject: Mental Health Services Act (MHSA) Fiscal Years 2024-2026 Three Year Program and Expenditure Plan

RECOMMENDATION
Adopt a Resolution approving the Mental Health Services Act Fiscal Years 2024-2026 Three Year Program and Expenditure Plan (MHSA Three Year Plan), which provides information on current and proposed uses of funds for mental health programming, and forwarding the MHSA Three Year Plan to appropriate state officials.

SUMMARY
California MHSA revenues are allocated to mental health jurisdictions across the state on an annual basis to transform the mental health system into one that is peer and family driven, culturally competent, oriented towards wellness and recovery, collaborative with community partners, and inclusive of integrated services. MHSA includes five defined funding components: Community Services and Supports; Prevention and Early Intervention; Innovation; Workforce, Education & Training; and Capital Facilities Technological Needs.

The City utilizes MHSA funds to address various Mental Health needs of the residents of Berkeley. In Fiscal Year 2022 across all MHSA funded programs, approximately 6,086 individuals participated in some level of services and supports. Some of the highlights of MHSA programming have included a reduction in psychiatric inpatient hospital and/or incarceration days for severely mentally ill clients; a decrease in the number of days severely mentally ill clients spent homeless; and a step down to a lower level of care for some clients. Among other programming, MHSA has enabled the Division to provide increased services for family members of individuals who experience mental illness; prevention and intervention services for children and youth in the schools and community; and supportive services for Transition Age Youth, Adults and Older Adults and individuals in unserved, underserved and inappropriately served cultural and ethnic populations. For a limited time, MHSA funding has also enabled free access to the MyStrength and HeadSpace Mental Health Apps for anyone who lives, works or goes to school in Berkeley. In order to utilize MHSA funds, stakeholder informed MHSA

Mental Health Services Act (MHSA) Fiscal Years 2024-2026 CONSENT CALENDAR Three Year Program and Expenditure Plan July 25, 2023
Page
Three Year Program and Expenditure Plans and Annual Updates are required to be developed and locally approved.

FISCAL IMPACTS OF RECOMMENDATION
Approval of the MHSA Three Year Plan enables funding for MHSA programs and services. The City of Berkeley receives funding from MHSA revenues (Fund #315) on a monthly basis from the State of California. The total MHSA funding amount the city will receive in any given year is unknown until the end of the year. Therefore, MHSA Three Year Plans and Annual Updates must approximate revenues and expenditures for each year. This MHSA Three Year Plan includes the following estimated revenue and expenditures in each MHSA component over the next three years:
2024

MHSA FUNDING

COMPONENT
Estimated Unspent
Funds
Estimated New
Funding
Estimated
Expenditures
Community Services &
Supports
$8,810,925 $9,302,674 $8,415,066
($170,535
transfer to WET)
Prevention & Early
Intervention
$2,437,727 $2,325,669 $2,085,566
Innovations $1,858,707 $612,018 $1,223,159
Workforce Education &
Training
$0 $170,535
(Transfer from CSS)
$170,535
Capital Facilities &
Technological Needs
$0 $0 $0
TOTALS $13,107,359 $12,410,896 $11,894,326
2025
Community Services &
Supports
$9,827,999 $4,605,820 $8,735,316
($208,654
transfer to WET)
Prevention & Early
Intervention
$2,677,830 $1,151,455 $2,066,785
Innovations $1,247,566 $303,014 $534,334
Workforce Education &
Training
$0 $208,654
(Transfer from CSS)
$208,654
Capital Facilities &
Technological Needs
$0 $0 $0
TOTALS $13,753,395 $6,268,943 $11,336,435

Mental Health Services Act (MHSA) Fiscal Years 2024-2026 CONSENT CALENDAR Three Year Program and Expenditure Plan July 25, 2023
Page
2026
Community Services &
Supports
$5,489,849 $4,543,527 $9,037,987
($217,000
transfer to WET)
Prevention & Early
Intervention
$1,762,499 $1,135,882 $2,115,658
Innovations $1,016,247 $298,916 $534,334
Workforce Education &
Training
$0 $217,000
(Transfer from CSS)
$217,000
Capital Facilities &
Technological Needs
$0 $0 $0
TOTALS $8,268,595 $6,195,325 $11,904,979
The budget provides estimated revenue and expenditures for this Three-Year Plan.

The Division obtains financial projections from the state on the amount of MHSA revenue to be allocated in a given year. Financial projections for this Three-Year Plan reflect an increase in MHSA funds in Fiscal Year 2024, followed by estimated decreases in Fiscal Years 2025 and 2026. Savings from previous years (due to staff vacancies, slower start-ups with new programs, etc.), and projected additional revenue in Fiscal Year 2024, will assist in providing funding to support MHSA programs and services over the next couple of years when the MHSA fund is estimated to decrease.

The Division will continue to closely monitor the City of Berkeley MHSA allotments and expenditures to assess whether program changes are needed in the future. Any proposed program changes will be vetted for community input and reflected in the Annual Updates to this Three-Year Plan.

CURRENT SITUATION AND ITS EFFECTS
The MHSA Fiscal Years 2024-2026 Three Year Program and Expenditure Plan (Three Year Plan) is the local plan, informed by area stakeholders, that details current mental health programs and services, proposes areas of new programming and/or increased staffing and includes the state required MHSA Fiscal Year 2022 Prevention and Early Intervention Annual Report and the Fiscal Year 2022 Innovation Annual Evaluation Report. Per state legislation, MHSA Three Year Plans and Annual Updates must include the following steps: Conducting a community program planning process with the involvement of area stakeholders; writing a draft plan; initiating a 30-day public review on the Draft Plan; and conducting a public hearing at a Mental Health Commission meeting.

The City of Berkeley MHSA Three Year Plan included a community program planning process to obtain input via multiple Zoom meetings; drafting a plan; incorporating feedback from the planning process; a 30-day Public Review from May 17 through June

Mental Health Services Act (MHSA) Fiscal Years 2024-2026 CONSENT CALENDAR Three Year Program and Expenditure Plan July 25, 2023
Page
15; and a Public Hearing on the evening of June 15 before the Mental Health Commission. The Division received the following comments on the MHSA Three Year Plan during the Community Planning Process, 30 Day Public Review and Public Hearing:
 Provide an ongoing increase for the Trauma Support Project for LQBTQIA;  Provide a one-time funding amount to support the move of the Pacific Center of Human Growth (an MHSA funded contractor), to a new location;  Provide an ongoing increase to support the SoulSpace Project;  Provide funding for the African American Holistic Resource Center, Sankofa Project;
 Implement the Community Mental Health First Aid Program through the Mental Health Division and/or form collaborations with trainers of this program;  Reach out to local businesses for input on community mental health needs;  Information on area resources, services and supports is not accessible to individuals in the community, particularly those who experience homelessness who often have vision issues and/or don’t have glasses. A Resource Guide should be created of all providers of social services and resources in Berkeley in large font, for distribution in the community;
 Implement a Digital Call Center for information on area resources;  Services throughout the City should be advertised in multiple languages;  Want to know how the City is going to be using resources. As a disabled individual and a wheelchair user it makes me feel very vulnerable and it affects my safety when I encounter individuals in a mental health crisis, who sometimes block my way or prevent me from going forward;
 Allocate funds for an “Open Dialogue” Pilot program as a pilot project with the Hearing Voices Network. The Open Dialogue process would occur within 24 hours of a crisis and includes everyone connected to it, including the person at the center, their family and social network, all professional helpers and anyone else closely involved. All discussions and decisions take place with everyone present;
 Mental Health services and supports are needed for individuals who are unhoused around the Berkeley Marina. The 311 number for City services should be advertised on billboards and posters around the City for unhoused individuals at the marina and in Berkeley;
 Utilize funds to implement an Early Intervention in Psychosis program;  How is the City advertising information on services to individuals who can’t read?  Can MHSA funds be used for reparations for Black/African Americans who have been displaced from Berkeley or are living in poverty?
 Can MHSA funds be utilized for a targeted guaranteed income pilot program?  What is the City and State doing about vacancies in staff that subsequently create the inability to provide services and/or delays in executing contracts for services?

Mental Health Services Act (MHSA) Fiscal Years 2024-2026 CONSENT CALENDAR Three Year Program and Expenditure Plan July 25, 2023
Page
After the close of the Public Hearing, the Mental Health Commission passed the following motion:

M/S/C (Prichett, Appel) Motion that the MHC write a letter that explains why we are not taking an action and that includes that we didn’t have enough time to make a thoughtful and constructive recommendation and there are points which we feel that the policies pursued by the City Manager are at odds with the budgeting priorities described in this document. Point 1. They take no recommendation 2. Ran out of time and will revise our time line for reviewing the MHSA report 3. We have concern’s that portions of the policies currently being pursued by the City Manager conflict with the priorities expressed in this budget.

Ayes: Appel, Prichett, Turner Noes: None; Abstentions: Fine, Opton; Absent: Harrison, Jones, Kimber-Smith

BACKGROUND
California voters adopted the Mental Health Services Act (Proposition 63 – MHSA) on November 2, 2004. The Act places a 1% tax on every dollar of personal income over $1 million. MHSA revenues are allocated to mental health jurisdictions across the state to transform the mental health system into one that is consumer and family driven, culturally competent, wellness and recovery oriented, collaborative with community partners, and inclusive of integrated services. MHSA includes the following five funding components:
 Community Services and Supports: Primarily for treatment services and supports for Severely Mentally Ill Adults and Seriously Emotionally Disturbed Children.
 Prevention & Early Intervention: For strategies to prevent mental illnesses from becoming severe and disabling.
 Innovations: For short-term pilot projects designed to increase new learning in the mental health field.
 Workforce, Education & Training: Primarily for strategies to identify and remedy mental health occupational shortages, promote cultural competency, and promote the employment of mental health consumers and family members.  Capital Facilities and Technological Needs: For capital projects on owned buildings and on mental health technology projects.

MHSA also provides funding for local housing development, collaborative programs for suicide prevention, school mental health, programs that combat stigma and discrimination; and training and technical assistance in the areas of cultural competency and prevention/early intervention.

The MHSA Three Year Plan is required by the state to update the previously approved Fiscal Year 2021 – 2023 Three Year Program and Expenditure Plan and the Fiscal Years 2022 and 2023 Annual Updates. Since the inception of MHSA, funds have been

Mental Health Services Act (MHSA) Fiscal Years 2024-2026 CONSENT CALENDAR Three Year Program and Expenditure Plan July 25, 2023
Page
utilized to transform the mental health service delivery system to better meet the needs of underserved and inappropriately served communities, among others. This initiative has also provided the opportunity for the City of Berkeley Mental Health Division to further develop and expand the system of care by adding new programs within the division and utilizing non-profit providers in the planning and delivery of comprehensive mental health services.

Past Council Action
Since the inception of the MHSA Program in 2006, Council has taken actions to approve all MHSA Plans and Annual Updates. The most recent actions taken on MHSA Three Year Plans or Annual Updates are as follows:
 December 1, 2020, approval of the MHSA Fiscal Years 2020/2022 – 2022/2023 Three Year Program and Expenditure Plan.
 September 14, 2021, approval of the MHSA Fiscal Year 2021/2022 Annual Update.
 July 26, 2022, approval of the MHSA Fiscal Year 2022/2023 Annual Update.

Council has also previously approved the initial MHSA component plans, Innovation Plans, the uses of MHSA funding for local housing development projects, and contracts with community-based agencies to implement mental health services and supports, housing and vocational services, and translation services.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects, climate impacts, or sustainability opportunities associated with the subject of this report.

RATIONALE FOR RECOMMENDATION
State legislation requires mental health jurisdictions to create MHSA Three Year Plans and to provide updates on MHSA Plans on an annual basis. The legislation also requires local approval on MHSA Plans and Annual Updates. Approval of this MHSA Three Year Plan will fulfill state requirements and enable MHSA funded programs and services to continue to be implemented.

ALTERNATIVE ACTIONS CONSIDERED
As obtaining approval on MHSA Plans and Annual Updates by the local governing body is a state requirement, there were no other alternative actions considered.

CONTACT PERSON
Karen Klatt, Community Services Specialist III, HHCS, (510) 981-7644 Jeff Buell, Manager of Mental Health Services, HHCS, (510) 981-7682

Mental Health Services Act (MHSA) Fiscal Years 2024-2026 CONSENT CALENDAR Three Year Program and Expenditure Plan July 25, 2023
Page
Attachments:
1: Resolution
Exhibit A: – MHSA Fiscal Years 2023-2026 Three Year Program and Expenditure Plan

RESOLUTION NO. ##,###-N.S.

MENTAL HEALTH SERVICES ACT (MHSA) FISCAL YEARS 2024 THROUGH 2026

THREE YEAR PROGRAM AND EXPENDITURE PLAN
WHEREAS, Mental Health Services Act (MHSA) funds are allocated to mental health jurisdictions across the state for the purposes of transforming the mental health system into one that is consumer and family driven, culturally competent, wellness and recovery oriented, includes community collaboration, and implements integrated services; and WHEREAS, MHSA includes five funding components: Community Services & Supports; Prevention & Early Intervention; Innovations; Workforce, Education & Training; and Capital Facilities and Technological Needs; and
WHEREAS, the City’s Department of Health, Housing & Community Services, Mental Health Division, receives MHSA Community Services & Supports, Prevention & Early Intervention, and Innovation funds on an annual basis, and received one-time distributions of MHSA Workforce, Education & Training and Capital Facilities and Technological Needs funds; and
WHEREAS, in order to utilize funding for programs and services, the Mental Health Division must have a locally approved Plan; Three Year Program and Expenditure Plan, or Annual Update, in place for the funding timeframe; and WHEREAS, since 2015 the City Council has authorized multiple Three-Year Plans and Annual Updates, most recently on July 26, 2022 by Resolution No. 70,461-N.S. approving the MHSA Fiscal Year 2022 through 2023 Annual Update; and WHERAS, City Council has previously approved MHSA funding for local housing development projects and contracts with community-based agencies to implement mental health services and supports, housing and vocational services, and translation services; and
WHEREAS, in order to comply with state requirements, the MHSA Fiscal Years 2024 through 2026 Three Year Program and Expenditure Plan must be approved by City Council.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the MHSA Fiscal Years 2024-2026 Three Year Program and Expenditure Plan that, incorporated herein as Exhibit A, is hereby approved.

BE IT FURTHER RESOLVED that the City Manager is authorized to forward the MHSA Fiscal Years 2024-2026 Three Year Program and Expenditure Plan to appropriate state officials.

Exhibit A: MHSA Fiscal Years 2024-2026 Three Year Program and Expenditure Plan

EXHIBIT A
Mental Health Services Act (MHSA)
Fiscal Years 2024 – 2026
Three Year Program and Expenditure Plan

City of Berkeley Mental Health
Mental Health Services Act
(MHSA)

FY23/24 – 25/26

Three Year Program and
Expenditure Plan

TABLE OF CONTENTS
BACKGROUND AND OVERVIEW 2
MESSAGE FROM THE MENTAL HEALTH MANAGER 5
DEMOGRAPHICS 7
CAPACITY ASSESSMENT 11
MHSA
FY24-26 THREE YEAR PLAN 18
PROPOSED NEW FUNDING ADDITIONS 19
PROGRAM DESCRIPTIONS AND FY22 DATA 24
COMMUNITY SERVICES & SUPPORTS (CSS) 25
PREVENTION & EARLY INTERVENTION (PEI) 81
INNOVATION (INN) 125
WORKFORCE, EDUCATION & TRAINING (WET) 132
CAPITAL FACILITIES AND TECHNOLOGICAL NEEDS (CFTN) 134
FY22 AVERAGE COST PER CLIENT* 135
PRUDENT RESERVE FUNDS 136
BUDGET NARRATIVE 138
APPENDIX A: PROGRAM BUDGETS 1A
APPENDIX B: CAPACITY ASSESSEMENT DATA 1B
APPENDIX C: RESULTS BASED ACCOUNTABILTY DATA 1C
APPENDIX D: PEI FY22 ANNUAL EVALUATION REPORT 1D
APPENDIX E: INN FY22 ANNUAL EVALUATION REPORT 1E
APPENDIX F: PUBLIC INPUT/COMMENTS 1F
1

BACKGROUND AND OVERVIEW
California voters passed Proposition 63, the Mental Health Services Act (MHSA), in November 2004, to expand and transform the public mental health system. This legislation places a 1% tax on personal incomes above $1 million dollars. Funds are deposited into the MHSA State Treasury Fund and allocations per each mental health jurisdiction are determined based on the total population in a given area.

Through the fol
lowing five funding components, the MHSA was designed to create the capacity for a broad continuum of prevention, early intervention and treatment services along with the necessary infrastructure, technology, and training elements to support effective mental health system transformation:
• Community Services & Supports (CSS): Pri marily provides treatment services and supports for Severely Mentally Ill Adults and Seriously Emotionally Disturbed Children and Youth.

• Prev ention & Early Intervention (PEI) : For strategies to recognize early signs of mental illness and to improve early access to services and programs, including the reduction of stigma and discrimination, and for strategies to prevent mental illness from becoming severe and disabling.
• Innovation (INN): For short-term pilot projects designed to increase new learning in the mental health field.
• Workforce, Education & Training (WET): Primarily for strategies to identify and remedy mental health occupational shortages, promote cultural competency and the employment of mental health peers and family members in the workplace. • Capital Facilities and Technological Needs (CFTN): For capital projects on owned buildings and on mental health technology projects.

Among other things, the MHSA provides enhanced services and supports for seri ously emotionally disturbed children, youth and Transition Age Youth (TAY), adults, and older adults suffering from severe mental illness through a “no wrong door” approach and aims to move public mental health service delivery from a “disease oriented” system to one that is culturally responsive, consumer informed, and wellness recovery oriented. This is accomplished through implementing programs that focus on the following major components:
• W ellness, recovery and resilience;
• Cultural competency;
• Consumer/family member driven services;
• Consumer/family member integration in the mental health system; and • Community collaboration.
2

The MHSA also strives to improve and increase services and supports for individuals and families from cultural and ethnic populations that are traditionally unserved and underserved in the mental health system. In Berkeley these hav
e included: Asian Pacific Islanders (API);
Latinos/Latinas/Latinx (Latino/a/x); Lesbian, Gay, Bi-Sexual, Transgender, Queer/Questioning, Inter-Sexed, Agender, Plus others (LGBTQIA+); Older Adults; and Transition Age Youth (TAY).

African Americans have been an additional population of focus as data indicates they are overrepresented in the mental health system and hence “inappropriately served”, which could be due to being provided services that are not culturally responsive and/or appropriate.

In order to access MHSA funds, a stakeholder informed plan outlining how funds will be utilized must be developed and locally approved. Development of an MHSA Plan includes: community program planning with the involvement of area stakeholders, writing a draft plan, initiating a 30- day public review, conducting a public hearing at a Mental Health Commission meeting, and obtaining approval on the plan from City Council.

The Community Services & Supports, Prevention & Early Intervention, and Innovation funding components are the only re-occurring MHSA monies that are allocated annually and may be spent over a five-year period. Workforce, Education & Training and Capital Facilities and Technological Needs funds had initial expenditure time periods of 10 years each, and were to be utilized by the end of Fiscal Year 2018 or 2019. Per the City Council approved MHSA AB114 Reversion Expenditure Plan (which is posted on the City of Berkeley MHSA webpage), some CFTN and WET projects were continued past the original timeframes.

MHSA legislation requires mental health jurisdictions to provide updates on MHSA Plans on an annual basis, and an integr
ated Program and Expenditure Plan must also be developed every three years. Currently, the City of Berkeley Mental Health (BMH) Division has a City Council approved MHSA Fiscal Years 2020/21 - 2022/23 Three Year Program and Expenditure Plan in place and Annual Updates to that plan which covers each funding component.

Since 2006, MHSA funding has been utilized to provide mental health services and supports in Berkeley. Additionally, from Fiscal Year 2011 (FY11) through FY20, the City of Berkeley also utilized a portion of MHSA funds to provide services in the City of Albany, although Albany is a part of the Alameda County total population. Beginning in FY21, per agreement with Alameda County Behavioral Health Care Services (ACBHCS), the Division transitioned to only using MHSA funds for services and supports in Berkeley, and ACBHCS now provides MHSA funded services in Albany.

As a result of the City‘s approved MHSA Plans and Annual Updates, a number of new services and supports have been implemented to address the various needs of the residents of Berkeley.

Some of the many programs include the following:
• Intensive services for Children, TAY, Adults, and Older Adults; • Multi-Cultural Outreach engagement, trainings, projects, and events; • Increased mental health services and supports for homeless individuals; 3

• Wellness Recovery services and activ
ities;
• Family Advocacy, Housing services and supports, and Benefits Advocacy; • Case management and mental health services and supports for TAY; • Trauma support services for unserved, underserved, and inappropriately served populations;
• I ncreased mental health prevention, and intervention services for children and youth in area schools and communities;
• A Wellness Recovery Center in collaboration with Alameda County Behavioral Health Care Services (BHCS);
• Funding for increased services for Older adults and the API population; and • Services for individuals experiencing co-occurring disorders.

Additionally, an outcome of the implementation of the MHSA is that mental health peers, family members and other stakeholders now regularly serve on several of BMH internal decision- making committees. These individuals share their “lived experience” and provide valuable input which has become an integral component that informs the Division on the implementation of MHSA services and supports. Even prior to the passage of Proposition 63, BMH convened (and has since maintained) an MHSA Advisory Committee which serves in an advisory role on MHSA programs and is comprised of mental health peers, family members, and individuals.

This City of Berkeley MHSA FY2024-2026 Three Year Program and Expenditure Plan (Three Year Plan) is a stakeholder informed plan that provides an update to the previously approved FY2021-2023 Three Year Plan. This Three-Year Plan summarizes proposed program additions, descriptions and updates of currently funded MHSA services which the Division is proposing to continue during the plan timeframe, and a reporting on FY22 program data.

4

MESSAGE FROM THE MENTAL HEALTH MANAGER

The past s
everal years have been an eye-opening test of our community, our relationships, our resolve. As we emerge from the pandemic landscape and seek longer term equilibrium, our Berkeley community is faced with challenges and uncertainties. Health disparities and inequities keep the playing field uneven for the most vulnerable in our community; rising costs and inflation have eroded the efficacy of our assets; many of us have had our internal resources exhausted by the heavy and constant tolls of the pandemic; the income and wealth gaps continue to widen and propagate inequity before our very eyes; housing and racial injustices continue to disproportionately impact our neighbors with the fewest resources. These are some of the difficult tasks we face as we navigate and rebuild our system to better evolve with the needs of our community.

And yet, this is not a situation out of which one person or entity can bring us to the place where we need to be. This is an important opportunity for us as partners, as leaders, as neighbors to come together so that we can find and share our common strengths and synergies to create the best path forward. The Health Housing and Community Services (HHCS) Department, of which the Mental Health Division is a part, is engaging in a Community Health Assessment and Community Health Improvement Plan, designed to assess and interweave the participation and needs of the community into an overarching plan and response. This is one example of many vital steps before us where we can take a moment, a pause, to lay out our next steps and where we want them to take us.

As the landscape shifts, Mental Health is undergoing a parallel evolution. A reorganization is under way to better align our services, our teams, and our efforts. The ultimate goal of these changes is to right-size workloads and support teamwork and synergy to better address increasing community needs and priorities. Supporting the mental health needs of our most vulnerable residents, youth, and those with co-occurring substance use disorders will be great focuses of the community’s needs and priorities. As we all seek to heal from the effects of enormous systems change, Mental Health is looking to prioritize openness, kindness, partnership, and ways to move forward in concert with our community.

Our MHSA FY24-26 Three-Year plan will seek to understand the changing needs of the community and build on the efforts to strengthen the foundations that we have been supporting through important community services and partnerships. A capacity assessment for our jurisdiction will underpin our strategies to focus and grow the services most needed. With results-based accountability, the use of data will be better integrated to inform services.

Continued support will be provided for services to our most vulnerable populations, as well as our partners providing culturally responsive services to Latino/Latina/Latinx, African American/Black, Asian Pacific Islander, and LGBTQIA+ communities. Programs providing services to the community through schools, community centers, clinics, and non-traditional settings will continue to receive funding. New funding will be added to increase mental health service capacity for teams serving the most vulnerable, youth, older adults and those with co- 5

occurring substance use disorders. A commitment to diversity and cultural humility will continue with an enhanced coordinator position within Berkeley Mental Health.

With Governor Newsome’s recent proposal to fundamentally shift key components and usage of M
HSA, there are some questions about the trajectory of MHSA and its future. It is likely that this Three-Year plan will encompass this process, including great discussion, advocacy, and possible change to MHSA. No matter what the future holds, it is vital that the City continue to deepen its valuable relationships with community and partners, growth and learning from people who use and depend on services, and partnerships with stakeholders, advisory groups, commissioners, and workers. With great appreciation and deep respect, we offer the City of Berkeley’s MHSA FY24-26 Three-Year plan.

6

DEMOGRAPHICS

Description
Situated i
n the heart of the San Francisco Bay area, and home to the University of California, Berkeley is an urban city, located in northern Alameda County. With a combined land mass of around 12.2 miles and a total population of approximately 117,145 (US Census estimates since the 2020 census), the City of Berkeley is densely populated and larger than 23 of California’s small counties.

Race/Ethnicity
Berkeley is a diverse community with changing demographics. The African American population has decreased in recent years while the Latinx and Asian populations have both increased.

Berkeley has a large student population, which provides housing for many of University of California’s foreign students and their families. Threshold languages include English, Spanish, Farsi, Cantonese, and Vietnamese, and approximately 29% of Berkeley residents speak a language other than English at home. Berkeley is comprised of the following racial and ethnic demographics: African American; Asian; Latino/Latina/Latinx; White; American Indian/Alaska Native; and Native Hawaiian/Pacific Islander (P.I.). Demographics are outlined below:

Age/Sex
As depicted in the table below, a large percentage of individuals in Berkeley are over the age of eighteen:

African
American 8%
Asian 21%
Whit
e
58%
Latinx
12%
Am. Indian/
Alaska Native
1%
N. Hawaiian/
P. I., <1%
City of Berkeley Race/Ethnicity
7

Sex demographics are as follows:

Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, Intersexed, Agender, Plus (LBGTQIA+) Population
Per a brief by the Williams Institute, UCLA, entitled “LGBT Adults in Large US Metropolitan Areas” the LGBT population is 6.7% in the San Francisco Bay Area. According to the Brief, the estimated percentages of adults age 18 and older who identify as LGBT was derived from the Gallup Daily Tracking Survey which is an annual list-assisted random digit dial (70% cell phone, Females
Males
51%
49%
City of Berkeley
Sex
16%
84%
Und
er 18 18 & Over
City of Berkeley
Age
8

30% landline) survey, conducted in English and Spanish, of approximately 350,000 U.S. adults ages 18 and up who reside in the 50 states and the District of Columbia. LGBT identity is based on r
esponse to the question, “Do you, personally, identify as lesbian, gay, bisexual, or transgender?” Respondents who answered “yes” were classified as LGBT. Respondents who answered “no” were classified as non-LGBT. Estimates derived from other measures of sexual orientation and gender identity may yield different results. (Conron,K.J, Luhur.W., Goldberg, S.K. Estimated Number of US LGBT Adults in Large Metropolitan Statistical Areas (MSA), (December 2020). The Williams Institute, UCLA. Los Angeles, CA.) Income/Housing
With some of the highest housing costs in the Bay Area, the Berkeley median household income is $97,834. Nearly 18% of Berkeley residents live below the poverty line and approximately 40% of Berkeley children qualify for free and reduced lunches. While 43% of Berkeley residents own their own homes, there are many individuals experiencing homelessness including women, TAY, and Older Adults.

In order to measure the prevalence and characteristics of homelessness, a comprehensive street count of individuals experiencing homelessness is conducted in communities across the country every two years. According to the 2022 Alameda County Everyone Home Point-in-Time Count, which included a detailed assessment of the City of Berkeley, approximately 1,057 individuals were experiencing homelessness. Of this amount 24% were in some form of shelter, and 76% were unsheltered. Following the street count, the City of Berkeley administered a survey to 147 unsheltered and sheltered individuals experiencing homelessness. The top 5 responses to the primary causes of homelessness were as follows: 33% indicated that family/friends couldn’t afford to let them stay; 23% were facing either an eviction or a foreclosure; 17% were experiencing mental health needs; 17% were experiencing domestic violence; and 10% lost their jobs.

Education
Berkeley has a highly educated population: 96% of individuals aged 25 or older are high school graduates; and approximately 74% possess a bachelor’s degree or higher.

System Organization
Berkeley Mental Health (BMH), one of two city-based public mental health programs in the state, provides services for residents in Berkeley. It is a Division of the City of Berkeley Health, Housing & Community Services (HHCS) Department. Services are provided at multiple clinic sites and in the field. BMH has several programs providing services: Crisis; Family, Youth & Children; High School Mental Health, Full Service Partnership Services, and Adult Services.

Services include: assessment, assertive community treatment, individual and group therapy, case management, and crisis intervention. In addition to offering treatment, outreach, and support, some services are provided through a variety of community-based agencies and at school sites. As part of the Crisis unit, a Mobile Crisis Team operates seven days a week when fully staffed. The majority of mental health services provided by BMH are aimed towards the Medi-Cal and uninsured population; as such it is important to note the ways in which the Medi- 9

Cal population demographics differ from the overall demographics in Berkeley. Using data available from Alameda County, the Medi-Cal popul
ation in Berkeley in 2022 was as follows:

White
42%
African American
40%
Other/Unknown
4%
Asian Pacific
Islander (API)
7%
Latino/a/x
4%
Alaska Native/Am. Ind.
2%
White African American Other/Unknown API Latino/Latina/Latinx (Latino/a/x) 10

CAPACITY ASSESSMENT

Per MHSA State requirements, a Capacity Assessment is to be conducted and included in the Three-Year Plan. The assessment should include:
• The strengths and limitations of the mental health jurisdiction and service providers that impact the ability to meet the needs of racially and ethnically diverse populations; • An assessment of bilingual proficiency in threshold languages; • Percentages of diverse cultural, racial/ethnic and linguistic groups represented among direct service providers, as compared to the percentage of the total population needing services and the total population being served; and
• Identification of possible barriers to implementing the proposed programs/services and methods of addressing these barriers.

In preparation for this Three-Year Plan, Division staff created a Capacity Assessment Tool that was submitted to the State Department of Healthcare Services (DHCS) Community Services Division for review and approval. Following approval from DHCS, a Capacity Assessment Survey was created in Survey Monkey, and a link to the survey was emailed to community organizations within the City of Berkeley system of care. The MHSA Capacity Assessment Survey is outlined below:

MHSA CAPACITY ASSESSMENT SURVEY

1.) Please indicate the percentage(s) of the primary age group(s) the organization currently serves:

Children/Youth (0-15 years):

Transition Age Youth (16-25 years):

Adults (26-59 years):

Older Adults (60 and above):

2.) Please indicate the percentage of the following diverse cultural, racial/ethnic and linguistic groups that were served in your organization from July 2021 – June 2022.

African American/Black:

Asian:

Caucasian/White:

Latinx/Hispanic:

American Indian or Alaska Native:

Native Hawaiian or Other Pacific Islander:

Other:

More than one race:

3.) Please indicate the percentage of your staff that are proficient in each threshold language below:

Arabic:

Cantonese:

Mandarin:

English:

Farsi:

Korean:

Spanish:

Tagalog:

Vietnamese:
11

4.) Please indicate the percentage of individuals from the following sexual orientation groups that were served in your organization from July 2021-June 2022.

Heterosexual:

Lesbian:

Gay:

Bisexual:

Queer:

Questioning or unsure:

Other:

5.) Please indicate the percentage of individuals from the following gender identity groups that were served in your organization from July 2021-June 2022.

Male:

Female:

Transgender:

Genderqueer:

Questioning or unsure:

Other:

6.) Please indicate the percentage of the following diverse cultural, racial/ethnic and linguistic groups that are currently represented among staff in your organization.

African American/Black:

Asian:

Caucasian/White:

Latinx/Hispanic:

American Indian or Alaska Native:

Native Hawaiian or Other Pacific Islander:

Other:

More than one race:

7.) Please indicate the percentage of the following sexual orientation groups that are currently represented among staff in your organization.

Heterosexual:

Lesbian:

Gay:

Bisexual:

Queer:

Questioning or unsure:

Other:

8.) Please indicate the percentage of the following gender identity groups that are currently represented among staff in your organization.

Male:

Female:

Transgender:

Genderqueer:

Questioning or unsure:

Other:

9.) Please describe any limitations that have impacted the organization’s ability to meet the needs of racially and ethnically diverse populations.

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10.) Has the organization recently experienced difficulties in recruiting/retaining Behavioral Health staff positions?

11.) Please provide the percentage of Behavioral Health staff positions that have been hard-to-fill and/or retain are within the organization. Enter N/A if this is not applicable.

12.) Please list the titles of the Behavioral Health staff positions that have been hard-to-fill and/or retain within the organization. Enter N/A if this is not applicable.

13.) Are the vacancies in the organizations Behavioral Health staff positions, currently creating barriers to implementing services? If yes, please describe how the vacancies are impacting the delivery of services to affected population. Enter N/A if this is not applicable.

14.) Has the organization recently experienced difficulties in recruiting and/or retaining staff from various diverse cultural, racial/ethnic and linguistic groups?

15.) Are the vacancies in staff from various diverse cultural, racial/ethnic and linguistic groups currently creating barriers to implementing services? If yes, please describe how the vacancies are impacting the delivery of services to each impacted population. Enter N/A if this is not applicable.

16.) Has the organization recently experienced difficulties in recruiting and/or retaining staff from various diverse sexual orientation groups?

17.) Are the vacancies in staff from various diverse sexual orientation groups currently creating barriers to implementing services? If yes, please describe how the vacancies are impacting the delivery of services to each impacted population. Enter N/A if this is not applicable.

18.) Has the organization recently experienced difficulties in recruiting and/or retaining staff from various diverse gender identity groups?

19.) Are the vacancies in staff from various diverse gender identity groups currently creating barriers to implementing services? If yes, please describe how the vacancies are impacting the delivery of services to each impacted population. Enter N/A if this is not applicable.

20.) Please describe any other barriers your organization is currently experiencing in implementing Behavioral Health programs/services.

21.) Please describe how the organization is addressing these barriers to implementing Behavioral Health programs and services.

22.) What do you consider to be the most pressing Behavioral Health needs that the City should focus on within the next three years?

23.) Please share any other comments or input you may have regarding any of your responses on this survey, or anything else you may want to share.

The survey was open for an eight-week period. Despite multiple attempts to engage local providers to fill out the survey, the response rate was very low, and the Division was unable to obtain a comprehensive assessment of the local system of care for this Three-Year Plan. As a result of the low response rate the Division is proposing to allocate funds through this Three- Year Plan to hire a consultant to conduct a Capacity Assessment over the next three years. The consultant will be chosen through a Request for Proposal (RFP) process. 13

Responses to a question
and inquiry on the Capacity Assessment regarding the most pressing mental health needs, and anything else the respondent wanted to share, are outlined below:
-What do you think are the most pressing mental health needs over the next three years? • High needs clients who do not succeed with regular housing case management or life skills counseling.
• People who need to be in residential programs or who are deemed to be just below this need but still vulnerable and not safe to be on the street • From our perspective, the scarcity of mental health professionals to fill positions in clinics and nonprofits is a huge challenge. With Medi-Cal soon expanding to cover all income-eligible undocumented people, demand will be greater than ever. Another gap is funding for culturally and linguistically accessible behavioral health programs - not just therapy, but support groups and community building for marginalized populations, especially recently arrived immigrants, LGBTQIA people, women, and youth. There are huge gaps for minority language groups such as Indigenous immigrants. • The City's unhoused population is growing, and this population's need for high-level mental health services is growing as well. Also, as the percentage of older adults increases in our community, need for mental health services for this sub-population will also increase, including resources and referrals related to dementia. -Please share any other comments or input yo u may have regarding any of your responses on this survey, or anything else you may want to share.
• More mental health services, regular engagement, more indoor places people can gather to feel safe and be in the presence of others who have the time and capacity to provide support.
• The City can pl ay a crucial role in expanding services for underserved populations that do not cur
rently have access to services - asylum seekers, LGBTQIA immigrants, unaccompanied minors, immigrant women and children who are survivors of gender- based violence, and Indigenous immigrant communities.

All responses to the MHSA Capacity Assessment are outlined in Appendix B.

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COMMUNITY PROGRAM PLANNING
The Community Program Planning (C
PP) process for this City of Berkeley MHSA FY24-26
Three Year Plan Program and Expenditure Plan (Three-Year Plan) was conducted over a two- month period. During this time one MHSA Advisory Committee meeting was held on Tuesday, April 18 and six Community Input Meetings were held on the following dates/times:
• Wednesday April 19th: 3:00-4:30pm
• Monday April 24th: 6:00pm-7:30pm
• Tuesday April 25th: 11:00am-12:30pm
• Thursday April 27th: 5:00-6:30pm
• T uesday, May 2nd: 6:00-7:30pm
• Wednesday, May 3rd: 3:30pm-5:00pm
Announcements of the meetings were sent to MHSA Advisory Committee members, mental health peers, family members, representatives from community-based organizations, individuals from unserved, underserved and inappropriately served populations, HHCS Staff, City Commissioners, and other MHSA stakeholders.

During the MHSA Advisory and Community Input Meetings which were conducted through the Zoom platform, a presentation was conducted to provide information on MHSA background, funding, program requirements, and the CPP process. The presentation also covered detailed information on the proposed MHSA Three Year Plan and provided opportunities for input from the community.

An anonymous voluntary online survey through Survey Monkey, was administered during each meeting to obtain demographic information on meeting participants. Individuals who joined the meetings by phone were contacted following the meeting to have the opportunity to voluntarily participate in the survey. Survey results of 21 individuals who participated in the CPP Process through meetings or provided input by phone were as follows:

DEMOGRAPHICS N=21
Gender Identity Participant Number % of total
Male 3 14%
Female 14 67%
Genderqueer 1 5%
Other Gender Identity 1 5%
Declined to Answer (or Unknown) 2 9%
Race/Ethnicity
Race/Ethnicity Participant Number % of total
Black or African American 9 43%
Asian Pacific Islander 1 5%
White 8 38%
Other 1 5%
Declined to Answer (or Unknown) 2 9%
Age Category
Age Category Participant Number % of total
Transition Age Youth (Ages 16-25) 1 5%
Adult (Ages 26-59) 12 57%
15

Older Adult (Ages 60+) 6 29%
Declined to Answer (or Unknown) 2 9%
Sexual Orientation
Sexual Orientation Participant Number % of total
Heterosexual 14 67%
Gay or Lesbian 2 9%
Bisexual 1 5%
Queer 1 5%
Declined to Answer (or Unknown) 3 14%

Veteran Status
Veteran Status Participant Number % of total
Non-Veteran 18 86%
Declined to Answer (or Unknown) 3 14%
Disability Status
Disability Status Participant Number % of total
Disabled 8 38%
Not Disabled 10 48%
Declined to Answer (or Unknown) 3 14%
Representative Categories*
Representative Status Participant Number % of total
Consumer 4 19%
Family Member of Consumer 6 29%
Community Member or MHSA
Stakeholder
9 43%
Representative pf City of Berkeley
Commission
1 5%
Parent, Student or Representative
of UC Berkeley or City College
1 5%
Representative of Mental Health or
Social Services Agency
2 9%
Representative of Health Care
Organization
4 19%
City of Berkeley Staff 4 19%
Other 1 5%
Declined to Answer (or Unknown) 5 24%
*Many participants were in more than one category.

As a method to continue to gather input from the community on this Three-Year Plan, additional Community Input meetings are scheduled during the 30-Day Public Review. As with previous MHSA Plans and Annual Updates, a methodology utilized for conducting CPP for this Three- Year Plan was implemented to enable a collaborative process to occur between BMH staff, MHSA Advisory Committee members and other MHSA stakeholders. Development of this Three-Year Plan began with an internal examination of existing programs, unaddressed needs, and available funding which included a review of input received over the prior year and during previous MHSA planning processes. Following an internal review, proposed new additions were vetted through the MHSA Advisory Committee prior to engaging other stakeholders.

Proposed new additions include the following:
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• An increase in staffing and
program capacity on all three of the Full Services Partnership programs; Crisis Services; Administration; and the High School Prevention Project; • A transfer of CSS funds to the Workforce Education & Training to hire a Workforce Development Coordinator;
• A one-time transfer of funds to Insight Housing (previously named Berkeley Food & Housing Project) to support increased costs at the Russell Street Residence; • A transfer of funds to the Aging Services Division to increase staffing and program capacity; • Funding to hire a consultant to conduct the state required MHSA Capacity Assessment; • Provide funding for the African American Holistic Resource Center.

Details on each proposed addition are outlined in the “Proposed New Additions” section of this Three-Year Plan.

During the CPP questions were answered regarding various MHSA programs and funding. Input received during this process was as follows:
• Provide an ongoing increase for the Trauma Support Project for LQBTQIA; • Provide a one-time funding amount to support the move of the Pacific Center of Human Growth (an MHSA funded contractor), to a new location;
• Provide an ongoing increase to support the SoulSpace Project; • Provide the maximum amount of funding for the African American Holistic Resource Center; • I mplement the Community Mental Health First Aid Program through the Mental Health Division and/or form collaborations with trainers of this program; • Reach out to local businesses for input on community mental health needs; • Information on area resources, services and supports is not accessible to individuals in the community, particularly those who experience homelessness who often have vision issues and/or don’t have glasses. A Resource Guide should be created of all providers of social services and resources in Berkeley in large font, for distribution in the community; • Implement a Digital Call Center for information on area resources; • Services throughout the City should be advertised in multiple languages; • What services are being provided for individuals who aren’t destitute? • How is the City advertising information on services to individuals who can’t read? • What is the City and State doing about vacancies in staff that subsequently create the inability to provide services and/or delays in executing contracts for services? A 30-Day Public Review is currently being held from Wednesday, May 16 th through Thursday,
June 15th to invite input on this MHSA Three-Year Plan. A copy of the Three-Year Plan has been posted on the BMH MHSA website, and announcements of the 30- Day Public Review were mailed and/or emailed to community stakeholders and City staff. Individuals interested in providing input on this Three-Year Plan can also attend one of four community meetings that will be held during the 30-Day Public Review. Two meetings will be held in person and two will be held by Zoom as follows:
• T hursday, June 1: 4:30-6:00pm = Zoom Meeting
• Tuesday, June 6: 6:00-7:30pm = In-person Meeting, North Berkeley Senior Center • Wednesday, June 7: 3:00-4:30pm = Zoom Meeting
17

• Monday, June 7: 6:00-
7:30pm = In-person Meeting, South Berkeley Senior Center The Community Input Meetings have been posted on the MHSA webpage and on the City’s event calendar. Announcements of the meetings have been mailed and/or emailed to community stakeholders and City staff. A Public Hearing on the Three-Year Plan will also be held at 7:00pm on Thursday, June 15th, during the Mental Health Commission meeting which will be held at the North Berkeley Senior Center on 1901 Hearst Avenue. If you would like to provide input on this MHSA Three Year Plan or need information on how to access the Community Input Meetings or the Public Hearing, contact Karen Klatt, by phone (510) 981-7644, or email at:

[email protected] or [email protected]

MHSA FY24-26 THREE YEAR PLAN

This City of Berkeley MHSA FY24-26 Three Year Program and Expenditure Plan (Three Year Plan) is a stakeholder informed plan that provides an update to the previously approved MHSA FY20/21 – 22/23 Three Year Program and Expenditure Plan. This Three-Year Plan summarizes proposed program changes and additions, includes descriptions and updates of currently funded MHSA services that are proposed to be continued in the next three years, and a reporting on FY22 program data. Additionally, per state regulations, this Three-Year Plan includes the Prevention and Early Intervention (PEI) Fiscal Year 2021/2022 (FY22) Annual Evaluation Report (Appendix D), and the Innovations (INN) Fiscal Year 2021/2022 (FY22) Annual Evaluation Report (Appendix E).

As reported in previous MHSA Plans and Annual Updates, the Division has engaged in several initiatives over the past several years to increase data collection and evaluation efforts including the following:
• Impact Berkeley: In 2018, the Health Housing and Comm unity Services (HHCS) Department
implemented “Impact Berkeley”. Central to this initiative is using a highly regarded framework called Results Based Accountability (RBA) to account for the work of the Department. RBA provides a new way of understanding the quality and impact of services provided by collecting data that answer three basic questions:

1. How much did you do?

2. How well did you do it?

3. Is any
one better off?
RBA has been incorporated into selected programs within the Department. This has included community agency programs funded through the MHSA Prevention & Early Intervention (PEI) Community Education & Supports program. Through this initiative the Department worked with each contractor to envision, clarify and develop measures on the outcomes and results each program is seeking to achieve, and used a rigorous framework to measure and enhance progress towards these results. An aggregated summary of some of the results of this initiative are outlined in the PEI Community Education & Supports program section of this Three-Year Plan.
18

• Results Based Accountability Evaluation for all BMH Programs: Through the approved FY19 Annual Update the Division executed a Request for Proposal (RFP) process to hire a consultant to conduct a Results Based Accountability Evaluation (RBA) for all programs across the Division, and Resource Development Associates (RDA) was the chosen vendor.

In FY21 RDA began working with the Division to implement the RBA research methodology.

An update of the activities RDA conducted in FY22 on this evaluation is included in this Three Year Plan.

RBA outcomes in FY22 are outlined throughout this Three-Year Plan for the following MHSA
funded internal programs: Children/Youth FSP; TAY, Adult and Older Adult; Homeless FSP; Wellness Recovery Services; Crisis Services; Transitional Outreach Team; Social Inclusion Project; and the High School Prevention Project. The complete set of RBA outcomes for all BMH programs is located in Appendix C.
• Program Evaluator: Per the
approved FY23 Annual Update, in order to build internal capacity for data collection and reporting, the Division will hire a Program Evaluator who will collect and report on RBA Outcomes and future evaluations.

Future MHSA Plans and Updates will continue to include reporting on the progress of these initiatives.

Per
State requirements, Evaluation Report for PEI and INN programs are also included in this Three-Year Plan as follows:
• PEI Data Outcomes: Per MHSA PEI regulations, all PEI funded programs are required to collect state identified outcome measures (specific to the category of services provided) as well as detailed demographic information. PEI Evaluations are required to be included in each MHSA Annual Update or Three-Year Plan. See Appendix D for the Prevention & Early Intervention Fiscal Year 2021/2022 (FY22) Annual Evaluation Report.

• INN Data Outcomes: Per MHSA INN regulations, all INN funded programs are required to collect state identified outcome measures and detailed demographic information. INN Evaluations are required to be included in each MHSA Annual Update or Three-Year Plan.

See Appendix E for the Innovation (INN) Fiscal Year 2021/2022 (FY22) Annual Evaluation Report.

PROPOSED NEW FUNDING ADDITIONS

The Division is proposing to add several new positions, and supportive services through this Three-Year Plan. The proposed new staffing additions are a result of a Division re-organization and community needs that have risen since the previous Three-Year Plan was approved.

Unless otherwise noted, funding allocations for the proposed additional staffing outlined below are calculated at 85% of the total costs for FY24, which is based on the projected amount of time it will take to recruit and hire for each position. The proposed staffing and services to be added through this Three-Year Plan, are as follows:
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Increase oversight and synergy of the TAY, Adult, and Older Adult Full Services Partnership (FSP) and the Homeless FSP
Full
Services Partnership (FSP) programs are programs that serve individuals with the highest level of need through a “no-wrong door, do whatever it takes”, wrap-around approach.

The TAY, Adult and Older Adult FSP is the largest program in the MHSA Community Services and Supports funding component. This FSP provides intensive support services to TAY, Adults and Older Adults with severe mental illness using an Assertive Community Treatment (ACT) team approach. The program focuses on serving individuals who have had difficulty with obtaining or maintaining housing; frequent and/or lengthy psychiatric hospitalizations; and/or frequent or lengthy incarcerations. Priority populations also include individuals from un-served, underserved and inappropriately served cultural communities. The Homeless FSP provides the same such services and supports for individuals appropriate for FSP services who are also experiencing or particularly vulnerable to homelessness.

In order to provide oversight, consistency and expertise in managing and connecting these two FSP programs together, the Division is proposing to utilize Community Services and Supports (CSS) FSP funds to expand and consolidate these teams into one program through the addition of the following position:
• 1.0 Mental Health Program Supervisor - $247,628
Increase Program Capacity on the Children/Youth Intensive Support Services FSP The Children/Youth Intensive Support Services FSP is for children and youth, age 0-21, and their families who would benefit from, and are interested in participating in a program designed to address the total needs of a family whose child (and possibly other family members) is experiencing significant emotional, psychological or behavioral problems that are interfering with their well-being. This FSP utilizes wraparound as the treatment model. Wraparound differs from many service delivery strategies, in that it provides a comprehensive, holistic, youth and family-driven way of responding when children or youth experience serious mental health or behavioral health challenges.

In order to increase the program capacity of this FSP, the Division is proposing to add the following position through CSS FSP funds:
• 1.0 Behavioral Health Clinician II - $154,343
Increase Program Capacity and Administrative Support for Access Services and the Transitional Outreach Team
BMH provides Access services, and a Transitional Outreach team for children, youth, TAY, adults and older
adults. In order to increase program capacity, and provide administrative support for these services, the Division is
proposing to add the following positions through CSS
System Development funds:
• 1.0 Behavioral Health Clinician II - $77,172
• 1.0 A
ssistant Management Analyst - $132,705
20

It is envisioned that the Behavioral Health Clinician II will be hired in FY 24 mid-year.

Upgrade the Diversity & Multicultural Coordinator Position The Diversity & Multicultural Coordinator position provides leadership in identifying, developing, implementing, monitoring, and evaluating services and strategies that lead to continuous cultural, ethnic, and linguistic improvements within the organization’s system of care, with a special emphasis on unserved, underserved, inappropriately served, and emerging populations.

The Diversity & Multicultural Coordinator also collaborates with the state, regional counties, other city divisions, local agencies, and community groups in order to address mental health inequities and disparities for targeted populations and communities, and the community-at-large in Berkeley.

Since the initial approved MHSA Plan the Health Services Program Specialist City classification has been used for this position. In order to be able to expand services, the Division is proposing to upgrade the classification of this position to the following:
• Community Services Specialist II - $165,982
Through this classification the Diversity & Multicultural Coordinator will be able to take on the added role of supervising a staff, and will oversee the community-based Mental Health First Aid Program.

Provide Funding to Increase the Program Capacity in the Aging Services Division The HHCS Aging Services Division provides a variety of social services for older adults in Berkeley as well as Shelter Plus Care program participants. To provide management of the Shelter Plus Care caseload, and increased clinical services, the Division is proposing to transfer a portion of CSS System Development funds to the Aging Services Division to add the following position:
• 1.0 Behavioral Health Clinician II - $154,343
Increase Administrative Support for Division Contracts
MHSA provides funding for various services and supports that are implemented by community partners, through contracts with the Division. In order to increase administrative support for the execution, monitoring and oversight of contracts, the Division is proposing to utilize CSS and PEI Administration funds to hire the following position:
• 1.0 Associate Management Analyst - $182,531
(.60 will be funded through CSS Administrative Funds, and .40 from PEI Administration Funds).

Increase Services for High School Youth
The High School Prevention Project provides youth with the information and individual support they need to make positive and healthy decisions in their lives. The program includes: outreach activities designed to provide students with basic information around the risks of certain behaviors, and ways to protect themselves and make positive and safer decisions; classroom presentations to enable students to receive more in-depth information around a variety of health 21

topics and available resources, and to provide the opportunity for students to do a personal assessment of risk and current lifestyle choices; drop-in c risis, counseling services; individual
appointments to identify young people who may need more intensive intervention; and short- term treatment.

To order to increase the capacity to provide mental health services for high school youth and program oversight, the Division is proposing to utilize a portion of PEI funds to add the following positions to the High School Prevention Project:
• .80 Mental Health Program Supervisor - $168,452
This position will oversee and direct the High School Prevention Project. • 1.0 Behavioral Health Clinician II - $77,172
This position is projected to be hired in mid-year FY24, and will provide mental health services and supports to youth.
• .30 Social Services Specialist - $39,835
This position will provide supportive Substance Use Disorder (SUD) services to youth. It will be funded with .30 of MHSA PEI funds, and .70 of Opioid Settlement funds.

Add a Workforce Development Coordinator Position
The Division is proposing to provide a portion of CSS System Development funds in FY24 to hire the following position:
• 1.0 Community Services Specialist III - $170,535
This position will serve as a Workforce Development Coordinator for the Division and will oversee Intern recruitment, and coordinate training and support for graduate level interns This allocation of funds for this position will involve transferring CSS System Development funds to the Workforce, Education and Training (WET) funding component, through the following process:

Per MHSA Statute, (Welfare and Institutions Code, Section 5892 (b)): “In any year after 2007 -08, programs for services pursuant to Part 3 (commencing with Section 5800), and Part 4 (commencing with Section 5850) of this division may include funds for technological needs and capital facilities, human resource needs, and a prudent reserve to ensure services do not have to be significantly reduced in years in which revenues are below average of previous years.

The total allocation for purposes authorized by this subdivision shall not exceed 20 percent of the average amount of funds allocated to that county for the previous five years pursuant to this section.”
Approximately $208,654 in FY25 and $217,000 in FY26 of CSS System Development funds will also be transferred in the Three-Year timeframe to support this position.

Allocate a one-time funding amount to conduct a Capacity Assessment Per MHSA legislation, mental health jurisdictions are required to conduct a Capacity Assessment of the local system of care and report out on it in each Three-Year Plan. The purpose of the Capacity Assessment is to understand where there are strengths, limitations, 22

disparities, gaps and/or barriers in the system in accessing care or meeting local mental health needs.

To meet this requirement, Division staff created a Capacity Assessment Tool, that was reviewed and approved by the Department of Healthcare Services (DHCS) Community services Division.

From the Capacity Assessment Tool, a Survey was created that was sent to providers in the local system of care. Despite multiple attempts to engage local providers to fill out the survey, the response rate was very low, and the Division was unable to obtain a comprehensive assessment of the local system of care for this Three-Year Plan.

The Division is proposing through this Three-Year Plan, to allocate $60,000 of CSS Administration Funds to hire a consultant who will conduct a Capacity Assessment of the local system of care. The consultant will be chosen through a Request for Proposal (RFP) process.

Allocate a one-time funding increase for Berkeley Food & Housing Project The Berkeley Food & Housing Project (now named Insight Housing) operates the Russell Street Residence which provides permanent supportive housing for 17 formerly homeless adults who have experienced severe and persistent mental illness. Residents receive the following:
supportive services; meals; therapeutic groups, activities and outings; transportation to medical appointments; and assistance with daily activities including laundry and personal hygiene.

Through this Three-Year Plan the Division is proposing to allocate a one-time amount of $150,000 of CSS System Development funds to Insight Housing to help defray increases to rental costs, and services at the Russell Street Residence.

Allocate funding for the African American Holistic Resource Center

The African American/Black community in Berkeley has the highest rate of morbidity and mortality of any racial/ethnic group. According to the City of Berkeley’s Health Status Summary Report 2018, “African Americans are 2.3 times more likely to die in a given year from any condition compared to Whites, and the COVID-19 virus has increased the morbidity and mortality rates for this population. Socioeconomic factors, birth outcomes, and morbidity rates that stretch across the life span of African Americans indicates they are not thriving in the City of Berkeley. Therefore, it is essential that a paradigm shift take place for this population in the delivery of care and services. Culturally Centered Engagement System of Care that is effective in welcoming, supporting, healing, and empowering the Black community in the City of Berkeley must be developed.

In April 2011, the African American/Black Professionals & Community Network (AABPCN) crafted the report titled A Community Approach for African American/Black Culturally Congruent Services. In the AABPCN report it identified challenges that the African American community faces in areas of education, employment, health, and mental health, housing, and community relationships. A vision and framework were provided in the report for the development of an African American Holistic Resource Center (AAHRC) in South Berkeley. The center will include the use of culturally congruent practices, embedded in an integrated service delivery system, which will help to decrease inequities and disparities in the African American community in 23

Berkeley. The AAHRC facility as outlined in the Feasibility Study, is stated to be a state-of- the-
art green building ranging in size of 6,000 Square feet, that includes but is not limited to a multipurpose room, library, medical screening room, two therapy offices, two classrooms, dance studio, game room, kitchen, offices with a reception area, and a yard/garden area. The delivery of culturally congruent services at the AAHRC will provide African Americans with the support they need to decrease inequities and disparities, and build community. The AAHRC will be a beacon of light and hope for Berkeley’s African American community when it is developed.

Per the previously approved FY20-23 Three Year Plan, the HHCS Department and Mental Health Division is very interested in providing funding support for the AAHRC, once specific needs have been determined. During Community Program Planning for this Three Year Plan the AAHRC Steering and Leadership Committees submitted a proposal for funding (see Appendix F: Public Comments). Department and Division leadership will work with the AAHRC Steering and Leadership Committee over the next month to determine proposed MHSA funding amounts for the AAHRC over the next three years.

(Some information was taken from the A Community Approach for African American/Black Culturally Congruent Services and the African American Holistic Resource Center Feasibility Study, 2018 reports)

Increase Administrative Support for the Division Manager Beginning in FY25, in order to provide the Mental Health Manager with increased staffing support for special projects, data collection and analysis, and assistance with policy, procedure, and budget development,
the Division is proposing to allocate CSS System Development and Administration funds to add the following position:

• 1.0 Assistant Management Analyst - $138,013

Any other future staffing and program additions during the three-year plan timeframe will be proposed through Annual Updates to this plan.

PROGRAM DESCRIPTIONS AND FY22 DATA

BY FUNDING COMPONENT
Outlined in this section per each funding component are descriptions of current City of Berkeley MHSA services that are proposed to be continued through this Three-Year Plan and FY22 program data. In FY22, across all MHSA funded programs, approximately 6,086 individuals participated in some level of services and supports. As with FY20 and FY21, among the largest of accomplishments in FY22 is that almost all MHSA funded services were able to continue providing services in some capacity during the COVID-19 pandemic. Some of the FY22 MHSA funded program highlights included: A reduction in psychiatric inpatient hospital and/or incarceration days for severely mentally ill clients; a decrease in the number of days severely mentally ill clients spent homeless; step down to a lower level of care for some clients; services and supports for family members; multicultural trainings, projects and events; Wellness Center services; consumer driven wellness recovery activities; housing, and benefits advocacy services 24

and supports for clients; augmented prevention and intervention services for children and youth in the schools and community; increased outreach, and supportive ser vices for TAY, Adults and
Older Adults and individuals in unserved, underserved and inappropriately served cultural and ethnic populations; and free access to the MyStrength and HeadSpace Mental Health Apps for anyone who lives, works or goes to school in Berkeley.

COMMUNITY SERVICES & SUPPORTS (CSS)
The Community Services & Supports (CSS) funding component primarily provides treatment services and supports for Severely Mentally Ill Adults and Seriously Emotionally Disturbed Children and Youth. Funding is provided in three areas of programming: Full Services Partnerships; Multicultural Outreach & Engagement; and System Development.

Following a year-long community planning and plan development process, the initial City of Berkeley Community Services & Supports (CSS) Plan was approved in September 2006. Since the approval of the original plan, Three Year Plans or Annual Updates outlining proposed CSS funding and programming have been developed and approved on an annual basis. From the original CSS Plan and/or through subsequent plan updates, some of the many services the City of Berkeley has provided through CSS funding are as follows:
• Wrap-around Services for Children and their families; • TAY, Adult and Older Adult Intensive Treatment Services; • Supportive Services for Individuals experiencing homelessness; • Diversity & Multi-cultural Services;
• TAY Case Management and Support Services;
• Consumer Advocacy;
• Wellness and Recovery Services;
• Family Advocacy;
• Transitional Outreach Team;
• Support Groups for individuals;
• A Wellness Recovery Center; and
• Benefits Advocacy.

Descriptions of each CSS funded program that is proposed to be continued through this Three- Year Plan, and FY22 data are outlined below:

25

FULL SERVICE PARTNERSHIPS (F
SP)

Children/Youth Intensive Support Services Full Service Partnership The Intensive Support Services Full Service Partnership (FSP) is for children ages 0-21 and their families. This program is for children, youth and their families who would benefit from, and are interested in participating in a program designed to address the total needs of a family whose child (and possibly other family members) is experiencing significant emotional, psychological or behavioral problems that are interfering with their wellbeing.

Priority populations include children and youth who:
• have substantial impairment in self-care, school functioning, family relationships, the ability to function in the community, and are at risk of or have already been removed from the home and have a mental health disorder and/or impairments that have presented for more than six months or are likely to continue for more than one year without treatment; OR
• display psychotic features, or a history of hospitalization due to Danger to Self, Danger to Others, Grave Disability or a recent suicide attempt within the last six months from the date of referral.

The Children/Youth FSP program utilizes wraparound as the treatment model. Wraparound differs from many service delivery strategies, in that it provides a comprehensive, holistic, youth and family-driven way of responding when children or youth experience serious mental health or behavioral health challenges. The model puts the child or youth and family at the center. With the help of the FSP team, the family and young person take the lead in deciding their vision and goals. Team member’s work together to put the goals into an action plan, monitor how well it is working, and make changes to it as needed. The projected number of individuals to be served in FY24 by each age category is as follows: 9 individuals aged 6-12; 9 individuals aged 13-17; and 2 individuals aged 18-21.

In FY22, a total of 14 children/youth and their families were served through this program.

Demographics on those served were as follows:

DEMOGRAPHICS N=14
Age Number Served % of total
6-12 years 6 43%
13-17 years 7 50%
18-21 years 1 7%
Gender Identity Number Served % of total
Male 8 57%
Female 6 43%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Black or African American 5 36%
Alaska Native or American
Indian
1 7%
Asian Pacific Islander 2 14%
White 3 21%
26

Latino/a/x 3 22%
Sexual Orientation
Sexual Orientation Number Served % of total
Heterosexual or Straight 8 57%
Gay 1 7%
Questioning 1 7%
Other 1 7%
Declined to Answer (or
Unknown)
3 22%

Flex funds are used to provide various supports for FSP program participants and/or the families of program participants. In FY22, flex funds were utilized as follows: 8 individuals/families received funding for food/groceries; 6 individuals/families received funds for clothing/hygiene; 4 individuals/families received funding for Bus Passes or transportation; and 8 individuals/family members received funding for other various needs.

Program Successes:
• Successfully transitioned 10 participants back to in-person care as the pandemic subsided.

As school reopened, many of the services were provided on campus or in the community. • Increased access to other services within the Division to support the acute needs of FSP participants and their families. These included psychiatric medication services and individual/family therapy. One participant who was over the age of 18 was referred to community-based services to support their behavioral health needs. • Reduced psychiatric hospitalizations and the usage of crisis services. • Five participants met and/or exceeded stated objectives in their treatment plan. • Services continued to be provided by clinicians who mirrored the racial/ethnic identity of the populations served.
• The FSP Team was able to provide flex funding to support the felt needs of the program participants as the pandemic eased; this was extremely important as there was an increase in needs due to parental loss of employment and/or the increase costs of goods and services. The flex fund purchases supported the purchase of food, clothing, household items, transportation, and fun activities for program participants and their siblings. • Successfully on-boarded a bilingual/bicultural Senior Behavioral Health Clinician who assumed primary care coordination for the families in the program. This hire expanded the program’s capacity to provide services to mono-lingual Spanish speaking families.

Program Challenges:
• Providing FSP level care to program participants and their families with the ongoing transition of staff was a challenge as individuals who presented with the most acute needs had to be prioritized. This required the Program Supervisor to support staff with providing care and to step down cases to a lower level of care in spite of an individual’s ongoing needs.
• A reduction in referrals were accepted due to staff transitions. As a result, some individuals had to be placed on wait lists or were referred to other FSP programs within the county. 27

• The program was only able to provide services in English until a bi-lingu al staff was hired in
May 2022.

In FY22, the RBA Measures that were established for this FSP were as follows:

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of clients served
• # of new clients opened
for
ongoing services
• Average # of days in
FSP for client
• Average # of services
hours per client per
month
• Average # of services
per client per month
• % of clients who have at
least completed one
CANS/ANSA for each six-
month period that they are
in the program
• % of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient visits
per month
• % of discharges from
hospi
talization or subacute
who had a follow-up visit
with CFSP staff within 7
business days
• % of clients with no serv
ice
gap of over 30 days
• #/% of clients closed, by
reason closed
• % of clients or family
members who participate in
the survey**
• % of clients with a primary
care visit in the last 12 months
• % of clients who had a
reduction in psychiatric care
emergency services/inpatient/

cri
sis stabilization units in the
last 12 months compared to
the 12 months before
enrollment**
• % of clients with a decrease in
hospitalizations/hospitalization
days

*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting

Measure Definition Data Source
# clients served Total clients served Yellowfin
# of new clients Clients who were not served by the
program in the previous fiscal year
Yellowfin
Average # of days in FSP
per client
Average length of stay for primary
program episodes which have closed
since the beginning of the reporting
period

Yellowfin
Average # of service hours
per client per month
Average of hours of service in a month
divided by clients served in a month.

Includes all services recorded for clients.

Does not include MAA

Yellowfin

Average # of service hours
per client per month
Average of hours of service in a month
divided by clients served in a month.

Includes all services recorded for clients.

Does not include MAA

Yellowfin
Average # of services per
client per month
Average services in a month divided by
clients served in a month. Includes all

28

Measure Definition Data Source
services recorded for clients. Note: more
than one service can be provided during
a single contact. Does not include MAA
Yellowfin
% of clients who have at
least one completed
CANS/ANSA for each six
month period that they are
in the program
Of clients with a completed CANS/ANSA,
what percentage of them had an
assessment at least every six months?

Objective Arts
% of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient
visits per month
Clients must be been open to a provider
for at least 30 days in order to be
included in this metric. Phone contacts
are included during the pandemic. Days in
subacute or jail not counted, but services
are counted.

Yellowfin
% of clients with no
service gap of over 30
days
Maximum days each Level 1 client went
without service during their episode(s) in
the reporting period. Only considered
clients open to a provider for at least a
total of three months during the reporting
fiscal year.

Yellowfin
% of discharges from
hospitalization or
subacute who had a
follow up visit with FSP
staff within 7 business
days
Follow-up rates for individuals open to
Level 1 providers at the time of MH
hospital discharge.

Yellowfin
#/% of clients closed, by
reason closed
Discharge reason for clients discharged
during the reporting period
Yellowfin

Data Development Agenda – meas ures the team is interested in reporting on but for which reliable data was not available:
• Spending: # of Flex Funds spent on a fam ily per year, based on tenure in program; • Service provision: % of clients who received unscheduled service contacts due to low engagement or necessity/acuity of family needs;
• Staff training:
-% of staff trained in WRAP;
-% of staff who are skilled to implement trauma-informed interventions; • Staff satisfaction: % of staff who report that they have the tools/resources necessary to do their jobs;
• Client satisfaction, specifically in regards to measuring racially responsive care; • #/% of clients/families who report high quality, racially responsive care on the annual Consumer Perception Survey;
• Client/family outcomes:
-# of clients/families who can navigate systems better to address their needs; -# of clients with improved school attendance and increased engagement in class/school; 29

-% of clients with improved famil
y relations (communication and stability, problem solving, support);
• Client-to-staff ratio;
• % staff retention year-to-year;
• % of clients who schedule a meeting with FSP team within 14 calendar days of referral; • % of clients who are referred to other primary services (therapy, TBS, etc.,) within 5 calendar days of agreement in a family team or a provider meeting; • % of new clients who receive a face-to-face visit within 7 calendar days of the episode opening date;
• % of clients/families discharged from services within 9-12 months because of improved life circumstances.

For context around the RBA Outcomes, the ongoing impact of the COVID-19 pandemic and the shelter in place, as staff were working to rebuild engagement with families/clients, affected service provision. Staff and clients were still contracting the virus which impacted their ability to meet and many families had other priorities that impacted service provision and school attendance. Staffing changes which left the team understaffed, also had an impact on service provision and outcomes.

In FY22, the RBA Outcomes for this FSP were as follows:

30

14 Clients Served
7 New Clients
represents 5 clients
Process Outcomes ("How much did we do?")
Child Full Service Partnership (FSP)
Reporting Period: July 2021-June 2022 (Baseline)
Program Description: This team provides wrap
around services to children and families with acute
needs, who meet the following criteria: child is at risk of/has been removed from their parent/guardian;
child is involved with the Juvenile Justice System or
at risk of that; has been recently had a psychiatric
hospitalization or is at risk of a hospitalization.
7%
14%
36%
22%
21%
Client Demographics (Race)
Alaska Native or
American Indian
(7%)
Asian or Pacific
Islander (14%)
Black or African
American (36%)
Hispanic or Latino
(22%)
White (21%)
43%
57%
Client Demographics
(Gender Identity)
Female (43%)
Male (57%)
7%
57%
22%
7%
7%
Client Demographics
(Sexual Orientation)
Gay (7%)
Heterosexual
(57%)
Missing (22%)
Other (7%)
Questioning
(7%)
6 7
1 0
1 2
3 4
5 6
7 8
6-12 13-17 18-25
Number of Clients
Client Demographics (Age)
31

Quality Outcomes ("How well did we do it?")
The average client served in 2021-2022:
• remained in the FSP program for 336 days
• received 10.22 hrs of services per month
• received 6.88 services per month
9%
9%
9%
9%
64%
Clients Closed, by Reason Closed
(n=11)
Administrative Reasons (9%)
Client Dissatisfied (9%)
Client Withdrew: AWOL,
AMA, No Improvement (9%)
Mutual Agreement/
Treament Goals Partially
Reached (9%)
Other (64%)
53% 57%
100%
50%
0%
20%
40%
60%
80%
100%
% of clients who have at
lease one completed
CANS/ANSA for each six-
month period that they
are in the program (n=15)
% of clients and/or their
caregivers who receive
an average of four or
more face-to-face
outpatient visits per month
(n=14)
% of discharges from
hospitalization or
subacute who had a
follow up visit with CFSP
staff within 7 business days
(n=6)
% of clients with no service
gap of over 30 days
(n=12)
Service Consistency
July '21-June '22
32

Impact Outcomes ("Is anyone better off?")
75%
100%
0%
20%
40%
60%
80%
100%
July '20-Jun '21 (n=8) July '21-June '22 (n=7)
% of clients with a primary care visit in the last 12 months 100% 100%
0%
20%
40%
60%
80%
100%
% of clients with reduction in hospitalizations (n=1) % of clients with re duction in hospitalization days (n=1) Client Outcome Improvements
July '21-June '22
33

TAY, Adult and Older Adult Full Service Par
tnership
This FSP program provides intensive support services for adults aged 18 and older, including TAY, adults and older adults, who are experiencing severe mental illness. The focus is on individuals who face difficulties in obtaining or maintaining housing, have a history of frequent or lengthy psychiatric hospitalizations, or have experienced repeated or prolonged incarcerations.

Additionally, the program gives priority to individuals from unserved, underserved, and inappropriately populations.

The team utilizes an Assertive Community Treatment (ACT) approach which maintains a low staff-to-client ratio of 12:1, enabling frequent and intensive support services to clients.

Individuals are provided with assistance in finding appropriate housing and in some cases may qualify for temporary financial assistance. The primary objectives of the program are to engage clients in their treatment and to reduce their days spent homeless, hospitalized and/or incarcerated. The program aims to enhance client’s employment and educational readiness; promote self-sufficiency; and foster wellness and recovery. The projected number of individuals to be served in each age category in FY24 is as follows: 5 Transition Age Youth; 55 Adults; and 20 Older Adults.

In FY22 a total of 75 TAY, Adults, and Older Adults participated in the program for all or part of the fiscal year. Demographics on those served include the following:

DEMOGRAPHICS N=75
Gender Identity
Gender Identity Number Served % of total
Male 44 59%
Female 25 33%
Multiple Gender Identities 1 1%
Missing 3 4%
Declined to Answer (or Unknown) 2 3%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Alaska Native/Native American 1 1%
Black or African American 34 46%
White 37 49%
Latino/a/x 1 1%
Declined to Answer (or Unknown) 2 3%
Age Category
Age Category Number Served % of total
Transition Age Youth 4 5%
Adult 53 71%
Older Adult 18 24%
Sexual Orientation
Heterosexual 53 71%
Bisexual 3 4%
Lesbian 1 1%
Gay 2 2%
Multiple Sexual Orientations 2 3%
34

Missing 12 16%
Declined to Answer (or Unknown) 2 3%

Flex funds are used to provide supports for FSP program participants. In FY22, 21 partners received rental and housing assistance; 34 received food and groceries and 20 partners were provided with miscellaneous assistance with cleaning, clothing, bus passes, furniture, etc.

Reflected in narrative format and charts on the preceding pages is data collected in FY22 for this program. It is important to note that there are two different sources of data regarding the reasons why participants were closed from the program. The first set of data below is based on the outcomes of the 61 TAY, Adult, and Older Adult clients who completed at least one full year of services, and is derived from the State DCR data c
ollection and reporting. The second set of
data in the Results Based Accountability (RBA) data outcomes section is presented in a pie chart in the Clients closed by reason section, and is obtained from an Alameda County data site. This pie chart data includes all participants who are enrolled in the Adult FSP for any period during FY22, however the county data site has limited options for selecting reasons for closure. Due to these differences in data sources, there may be discrepancies between the two sets of data.

Program Successes:

Of the 61 TAY, Adult and Older Adult clients (or partners) who completed at least 1 full year of services, outcomes included the following: 18 partners were disenrolled from the program during FY22: 5 partners met treatment goals and graduated to lower levels of care (28%), 4 partners were transferred to a new Full Service Partnership team specializing in individuals who are chronically homeless (22%), 5 partners died (28%), 2 partners could not be located (11%) and 2 partners were institutionalized in psychiatric settings (11%).

There were also positive outcomes with comparing data for participants in the current fiscal year to the most recent prior 12 months including the following: 82% of participants had a reduction in psychiatric emergency services/Inpatient/Crisis stabilization compared with the prior 12 months prior (n=22); 69% of clients had a reduction in jail days when comparing the current fiscal year to the most recent prior 12 months (n=16).

Program Challenges:
• As the Bay Area housing crisis continued, finding safe and affordable housing was extremely difficult as housing prices continued to rise and were among the most expensive in the country. Some of the Licensed Board & Cares that provided clients 24/7 support and monitored medication adherence closed down. Single Room Occupancy Hotels raised their monthly rates such that clients were not able to afford staying there without housing subsidies.
• The Coordinated Entry System in Alameda County is intended to address homelessness mor
e efficiently and equitably. The system standardizes the assessment process and pri
oritizes resources for individuals who are assessed to have the highest need. Helping the highest need homeless individuals get through the assessment process can be challenging given the need for the individuals to participate in an assessment appointment. Also, some individuals served in the FSP were reluctant to acknowledge their mental health and 35

substance use disor
der needs which in turn lowered their “needs” assessment score and chances of obtaining permanent supported housing resources. • The COVID-19 pandemic continued to present challenges in FY22 in providing services to clients. In-person visits continued to occur at slightly reduced levels to minimize unnecessary risks to clients and staff. Hospitals, Board and Cares and various other programs closed sites to visitors during periods of outbreak. • Retaining and hiring staff continued to be very difficult. Several staff left the team and it has been very difficult to fill those vacancies. There have been significantly fewer applicants over the past two years than in previous years. Staff that applied for and were offered positions reported receiving multiple job offers from other organizations. The COVID-19 pandemic likely played a part in the hiring crisis. The FSP requires working in the community with individuals who are considered the highest need within the service system. The work can be challenging. Current employees also had to manage their concerns about possible exposure to COVID-19 while doing front line services as well as managing their burnout as staffing levels decreased. It is anticipated that the current vacancies will be filled in the coming fiscal year.

Going forward the FSP will continue to develop staff expertise in treating co-occurring substance use disorders by providing ongoing training in Motivational Interviewing. The team will also continue to work on increasing fidelity to the Assertive Community Treatment model.

In FY22, the RBA measures that were established for this FSP were as follows:

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # clients served
• # of new clients opened
for ongoing services
• Average # of days in
FSP per client
• Average # of service
hours per client per
month
• Average # of services
per client per month
• % of clients who have at
least completed one
CANS/ANSA for each six-
month period that they are
in the program
• % of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient visits
per month
• % of clients w
ith no serv
ice
gap of over 30 days
• % of discharges from
hospitalization or subacute
who had a follow up visit
with FSP staff within 7 and
within 30 calendar days
• #/% of clients closed, by
reason closed
• #/% of clients transferred to
another level of care
• % of clients who were satisfied
with services**
• % of clients who had a
reduction in jail days in the
last 12 months compared
to the 12 months before
enrollment
• % of clients who had a
redu
ction in psychiatric
emergency
services/inpatient/crisis
stabilization units in the last
12 month
s compared to the
12 months before enrollment
• % of clients with a
decrease in
hospitalizations and
hospitalization days
• % of clients with a primary
care visit in the last 12
months
36

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• % of clients who moved out of
homelessness**
*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting

Measure Definition Data Source
# clients served Total clients served Yellowfin # of new clients Clients who were not served by the
program in the previous fiscal year
Yellowfin
Average # of days in FSP
per client
Average length of stay for primary
program episodes which have closed
since the beginning of the reporting
period

Yellowfin
Average # of service hours
per client per month
Average of hours of service in a month
divided by clients served in a month.

Includes all services recorded for clients.

Does not include MAA

Yellowfin
Average # of services per
client per month
Average services in a month divided by
clients served in a month. Includes all
services recorded for clients. Note:
more than one service can be provided
during a single contact. Does not
include MAA

Yellowfin

% of clients who have at
least one completed
CANS/ANSA for each six
month period that they are
in the program
Of clients with a completed CANS/ANSA,
what percentage of them had an
assessment at least every six months?

Objective Arts
% of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient
visits per month
Clients must be been open to a provider
for at least 30 days in order to be
included in this metric. Phone contacts
are included during the pandemic. Days
in subacute or jail not counted, but
services are counted.

Yellowfin
% of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient
visits per month
Clients must be been open to a provider
for at least 30 days in order to be
included in this metric. Phone contacts
are included during the pandemic. Days
in subacute or jail not counted, but
services are counted.

Yellowfin
% of clients with no service
gap of over 30 days

Maximum days each Level 1 client went
without service during their episode(s) in
the reporting period. Only considered
clients open to a provider for at least a
total of three months during the reporting
fiscal year.

Yellowfin
37

Measure Definition Data Source
% of discharges from
hospitalization or subacute
who had a follow up visit
with FSP staff within 7 and
within 30 calendar days
Follow-up rates for individuals open to
Level 1 providers at the time of MH
hospital discharge.

Yellowfin

Data Development Agenda – measures the team is interested in reporting on but for which reliable data was not available:
• % of clients who have a billab le contact with FSP staff within 7 calendar days:
-Following discharge (from a hospital, crisis residential or release from jail); -After assignment to the team;
• Client-to-staff ratio;
• % staff retention year-to-year;
• Average # of contacts per month per client.

To provide context around the FY22 RBA Outcomes for this FSP, there were a number of staff vacancies and difficulty in filling positions. The FSP teams keep individuals open to services for a number of months, even when the they are missing, disengaged or incarcerated in a hope to get them back into care. This may account for gaps in services of over 30 days reflected in the data.

RBA Outcomes for this FSP were as follows:

38

75 Clients Served
11 New Clients
represents 10 clients
Adult Full Service Partnership (FSP)
Reporting Period: July 2021-June 2022 (Baseline)
Process Outcomes ("How much did we do?")
Program Description: The Full-Service Partnership
(FSP) team provides services to clients who are
considered the highest need within our adult mental
health service system. The FSP team is based on an
Assertive Community Treatment Model which
involves low staff-to-client ratios at approximately
10:1 and a focus on providing care as a team rather
than individual case load assignments. Services are
primarily provided in the community rather than in
an office setting.
1%
46%
1%
3%
49%
Demographics (Race)
Alaska Native or
American Indian
(1%)
Black or African
American (46%)
Hispanic or Latino
(1%)
Other (3%)
White (49%)
4 8
15 20
10 12
6 0
5 10
15 20
25 18-25 26-29 30-39 40-49 50-59 60-69 70+
Number of Clients
Demographics (Age)
33%
59%
4%
1%
3%
Demographics (Gender Identity)
Female (33%)
Male (59%)
Missing (4%)
Multiple gender
identities (1%)
Prefer not to
answer (3%)
4%
2%
71%
1%
16%
3%
3%
Demographics
(Sexual Orientation)
Bisexual (4%)
Gay (2%)
Heterosexual
(71%)
Lesbian (1%)
Missing (16%)
Multiple sexual
orientations (3%)
Prefer not to
answer (3%)
39

Quality Outcomes ("How well did we do it?")
The average client served in 2021-2022:
• remained in the FSP program for 1,231 days
• received 5.17 hrs of services per month
• received 4.53 services per month
58%
48%
40%
0%
20%
40%
60%
80%
100%
% of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program (n=61)
% of clients and/or their caregivers
who receive an average of four or
more face-to-face outpatient visits
per month (n=69)
% of clients with no service gap of
over 30 days (n=67)
Service Consistency
July '21-June '22
79%
93%
0%
20%
40%
60%
80%
100%
7 days follow up 30 days follow up
Hospital Follow Up Consistency
% of discharges from hospitalization or subacute who received FSP follow up within 7 and 30 days (n=28)
July '21-June '22
40

22%
4%
13%
4%
13%
44%
Clients Closed by Reason Closed (n=23)
Client Died (22%)
Client Dissatisfied (4%)
Client Withdrew: AWOL, AMA, No Improvement (13%)
Client Withdrew: AWOL, AMA, Treatment Partially
Completed (4%)
Discharge/Administrative Reasons (13%)
Other (43%)
22% 22%
0%
20%
40%
60%
80%
100%
Same level (FSP) Lower level (service team)
Clients Transferred to Another Program, by Level of Care (n=23) July '21-June '22
41

Impact Outcomes ("Is anyone better off?")
82%
61%
67% 69%
0%
20%
40%
60%
80%
100%
% of clients with reduction
in psychiatric emergency
services/inpatient/crisis
stabilization (n=22)
% of clients with reduction
in hospitalizations (n=33)
% of clients with reduction
in hospitalization days
(n=33)
% of clients with reduction
in jail days (n=16)
Client Outcome Improvements
July '21-June '22
56% 59%
0%
20%
40%
60%
80%
100%
July '20-June '21 (n=66) July '21-June '22 (n=57)
% of Clients with a Primary Care Visit in the Last 12 Months 42

Homeless Full Service P
artnership
Through the previously approved MHSA FY20 Annual Update, and as a result of the need to ensure ongoing services and supports for individuals experiencing homelessness following the ending of the Homeless Outreach and Treatment Team (HOTT) Pilot Program, a Homeless Full Services Partnership (HFSP) was developed. The HFSP provides services to individuals primarily in the community, and in any temporary housing placement (e.g. shelter, unhoused encampment) who meet the following criteria:
• Adults (18 years and older);
• Unhoused and those at risk of being unhoused;
• Severe Mental Illness; and
• Significant impairments in functioning (e.g., frequent psychiatric hospital utilization, involvement in the criminal justice system, domestic violence survivors, trauma, severe co- occurring disorders).

The HFSP utilizes a team model for providing intensive treatment, meeting people up to several times per week. The projected number of individuals to be served through this program in FY24 by age category is as follows: 3 Transition Age Youth; 40 Adults; and 12 Older Adults.

In FY24, 36 individuals were served. Demographics on individuals served are as follows:

DEMOGRAPHICS N=36
Gender Identity
Gender Identity Number Served % of total
Male 25 69%
Female 10 28%
Declined to Answer (or Unknown) 1 3%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Black or African American 18 50%
Asian Pacific Islander 2 5%
Latino/a/x 1 3%
White 14 39%
Other 1 3%
Age Category
Age Category Number Served % of total
Transition Age Youth 1 3%
Adult 28 78%
Older Adult 7 19%
Sexual Orientation
Sexual Orientation Number Served % of total
Heterosexual 28 78%
Bisexual 2 5%
Gay 1 3%
Multiple Sexual Orientations 1 3%
Declined to Answer (or Unknown) 4 11%
Flex funds are used to provide supports for FSP program participants. During the timeframe of December 2021-June 2022, 7 partners received rental and housing assistance; 8 received food 43

and groceries; 1 partner received bus passes; and 1 partner was provided with assistance with their pharmacy needs.

Program Successes:

The HFSP team has systematically worked to engage individuals who historically have had challenges connecting or maintaining connections in team services. This has been accomplished by providing outreach to potential clients; assisting with initial engagement and providing intake assessments in the field; gradually building rapport and trust; overlapping treatment for individuals who have been transferred from another BMH program; providing services and engagement when clients are in in-patient facilities; and maintaining treatment contact, despite challenges to engagement. The team has demonstrated their ability to be flexible to redirect its efforts to support the needs of the unhoused community during the pandemic through the following:
• Met clients where they were at, both physically (e.g. encampments, parks, public spaces, in- patient facilities, shelters) and with respect to their mental health needs (e.g. supporting individuals with challenging behaviors, various stages of change, etc). • Provided wide range of intensive services, using a client-centered team approach (e.g. clinical case management, providing skill building, direct assistance and tasks, therapy, access to psychiatry, provision of basic needs, symptom management and de-escalation, transportation, foster independence).
• Assisted clients in gaining & maintaining shelter at various placements (e.g. Horizon, Safer Ground COVID respite sites, etc), transitioning to “being housed,” and getting “document ready” (e.g., obtaining documents needed for various housing placements). • Worked to build collaborative partnerships with staff at community agencies, including but not limited to Lifelong Medical Street Medicine, Homeless Action Center, Bay Area Community Services, Aging Services Division, Housing and Community Services Division, Dorothy Day, East Bay Community Law Center, UC Berkeley, Alameda County Healthcare for the Homeless, Berkeley Food and Housing Project (now Insight Housing), Bonita House, and Villa Fairmont Mental Health Rehabilitation Center.

Program Challenges:

Though the program officially started in March 2021, hiring mental health workers for this new intensive treatment team was slow and the team was not able to be fully staffed until 2023, possibly due in part to the COVID-19 pandemic, overall staffing shortages within the City of Berkeley and the Health Housing & Community Services Department, and staffing turnover.

This includes the resignation of the Mental Health Clinical Supervisor, who had been managing some of the data, thus total numbers in FY22 may not fully illustrate the services of the team.

Due to the challenges with obtaining and maintaining staffing levels, enrolling individuals into service was also delayed.

In FY22, the RBA Measures that were established for this FSP were as follows:

44

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of clients served
• # of new clients opened
for
ongoing services
• Average # of days in
FSP for client
• Average # of services
hours per client per
month
• Average # of services
per client per month
• % of clients who have at
least one completed
CANS/ANSA for each six-
month period that they are
in the program
• % of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient visits
per month
• % of discharges from
hospi
talization who had a
follow up visit with HFSP
staff within 7 and wit
hin 30
calendar days
• % of clients with no service
gap of over 30 days
• #/% of clients closed, by
reason closed
• % of clients who were
satisfied with services**

• # of clients housed**
• # of clients who gained or
maintained housing since
enrollment**
• % of clients who had a
r
eduction in jail days in the last
12 months compared to the 12
months before enrollment
• % of clients with a primary
care visit in the last 12 months
• % of clients who had a
reduction in psychiatric care
emergency services/inpatient/
crisis stabilization units in the
last 12 months compared to
the 12 months before
enrollment
• % of clients with a decrease in
hospitalizations/hospitalization
days
• % of clients with an increase in
the number of days in
community living compared to
12 month period before
enrollment**
*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting

Measure Definition Data Source
# clients served Total clients served Yellowfin
# of new clients Clients who were not served by the
program in the previous fiscal year
Yellowfin
Average # of days in FSP
per client
Average length of stay for primary
program episodes which have closed
since the beginning of the reporting
period

Yellowfin
Average # of service hours
per client per month
Average of hours of service in a month
divided by clients served in a month.

Includes all services recorded for clients.

Does not include MAA

Yellowfin

Average # of services per
client per month
Average services in a month divided by
clients served in a month. Includes all
services recorded for clients. Note: more
than one service can be provided during
a single contact. Does not include MAA

Yellowfin
45

Measure Definition Data Source
% of clients who have at
least one completed
CANS/ANSA for each six-
month period that they are
in the program
Of clients with a completed CANS/ANSA,
what percentage of them had an
assessment at least every six months?

Objective Arts
% of clients and/or their
caregivers who receive an
average of four or more
face-to-face outpatient
visits per month
Clients must be been open to a provider
for at least 30 days in order to be
included in this metric. Phone contacts
are included during the pandemic. Days
in subacute or jail not counted, but
services are counted.

Yellowfin
% of clients with no service
gap of over 30 days
Maximum days each Level 1 client went
without service during their episode(s) in
the reporting period. Only considered
clients open to a provider for at least a
total of three months during the reporting
fiscal year.

Yellowfin
% of discharges from
hospitalization or subacute
who had a follow up visit
with FSP staff within 7 and
within 30 calendar days
Follow-up rates for individuals open to
Level 1 providers at the time of MH
hospital discharge.

Yellowfin
#/% of clients closed, by
reason closed
Discharge reason for clients discharged
during the reporting period
Yellowfin
% of clients who had a
reduction in days in
psychiatric emergency
services/inpatient/crisis
stabilization units
Of clients who completed six consecutive
months during the 12-month fiscal year,
percentage with a reduction in psychiatric
emergency services, inpatient or crisis
stabilization unit other than Amber
House, when comparing unduplicated
days from the 12 months prior to the
fiscal year to the current 12-month fiscal
year. Excludes clients if out of
community (in jail and/or subacute) for
six or more months during the current
fiscal year or the prior fiscal year.

Yellowfin
% of clients with a decrease
in hospitalization
Decrease in hospital admits and
hospitalization days in the years that a
client was active in the program
compared to the year prior to program
admission. Includes clients who had at
least one hospital admit in the 12 months
prior to admission and remained in the
program for at least 1 year

Yellowfin
% of clients who had a
reduction in jail days
Of clients who completed six consecutive
months during the 12-month fiscal year,
percentage with a reduction in jail days,
when comparing unduplicated days from
the 12 months prior to the fiscal year to
the current 12-month fiscal year.

Excludes clients if out of community (in

Yellowfin
46

Measure Definition Data Source
hospital and/or subacute) for six or more
months during the current fiscal year or
the prior fiscal year.
% of clients with a primary
care visit in the last 12
months
Of clients who completed 6 consecutive
months during the fiscal year,
percentage who had an appointment with
a Anthem/Alliance/CHCN primary care
provider during the fiscal year. Metric
excludes individuals with six or more
months out of the community (in
Subacute, MH hospital, and/or jail).

Yellowfin

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• Client satisfaction with services;
• Client engagement in interpersonal activities;
• Client income (incl. entitlements);
• Change in violence (e.g. # of violent interactions reported) experienced by the client; • Change in educational or workforce training status of client; • Client-to-staff ratio;
• % staff retention year-to-year;
• % of clients and/or their caregivers who have consented to participate in services and have received one or more face-to-face visits within 7 calendar days of their HFSP referral; • #/% of clients who maintained housing at 6 months from housing placement date.

To provide context for the FY22 RBA outcomes, the program officially started in March 2021, hiring mental health workers for this new intensive treatment team was slow and the team was not able to be fully staffed until 2023, possibly due in part to the COVID-19 pandemic, overall staffing shortages within the City of Berkeley and the Health Housing & Community Services Department, and staffing turnover. This includes the resignation of the Mental Health Clinical Supervisor and transfer of one of the team’s case managers to another division program. Also, due to the challenges with obtaining and maintaining staffing levels, enrolling individuals into service was delayed. In the future, we hope to have more robust data sets to better provide a picture of the work the team is providing to the community.

In FY22, the RBA Outcomes for this FSP were as follows:

47

36 Clients Served
34 New Clients
represents 10 clients
Process Outcomes ("How much did we do?")
Homeless Full Service Partnership (FSP)
Reporting Period: July 2021-June 2022 (Baseline)
Program Description: HFSP serves unhoused residents
of Berkeley in an Assertive Community Treatment
(ACT) model at high staff to client ratios, providing
intensive case management and mental health
services in a multi-disciplinary team approach. This
team serves those with the highest level of need,
supporting a population that is primarily unhoused
and has multiple severe functional impairments.
5%
50%
3%
3%
39%
Client Demographics (Race)
Asian or Pacific
Islander (5%)
Black or African
American (50%)
Hispanic or Latino
(3%)
Other (3%)
White (39%)
5%
3%
78%
11%
3%
Client Demographics
(Sexual Orientation)
Bisexual (5%)
Gay (3%)
Heterosexual
(78%)
Missing (11%)
Multiple sexual
orientations (3%)
28%
69%
3%
Client Demographics
(Gender Identity)
Female (28%)
Male (69%)
Missing (3%)
1 44
14 6
7 0
2 4
6 8
10 12
14 16
18-25 26-29 30-39 40-49 50-59 60-69
Number of Clients
Client Demographics (Age)
48

Quality Outcomes ("How well did we do it?")
The average client served in 2021-2022:
• remained in the FSP program for 263 days
• received 8.82 hrs of services per month
• received 6 services per month
97%
61%
32%
0%
20%
40%
60%
80%
100%
% of clients with at least one
CANS/ANSA every 6 months (n=36)
% of clients with average of four or
more face-to-face visits per month
(n=33)
% of clients with no service gap of
over 30 days (n=31)
Service Consistency
July '21-June '22
90% 88%
0%
20%
40%
60%
80%
100%
7 days follow up 30 days follow up
Hospital Follow Up Consistency
% of discharges from hospitalization or subacute who received FSP follow up within 7 and 30 days (n=10)
July '21-June '22
49

Impact Outcomes ("Is anyone better off?")
34%
33%
33%
Clients Closed by Reason Closed
(n=3)
Client Died (34%)
Client Moved Out of Service Area (33%)
Client Withdrew: AWOL, AMA, No
Improvement (33%)
100% 100% 100%
50%
63%
0%
20%
40%
60%
80%
100%
% of clients with
reduction in
psychiatric emergency
services/inpatient/crisis
stabilization (n=3)
% of clients with
reduction in
hospitalizations (n=6)
% of clients with
reduction in
hospitalization days
(n=6)
% of clients with
reduction in jail days
(n=2)
% of clients with a
primary care visit in the
last 12 months (n=19)
Client Outcome Improvements
July '21-June '22
50

MULTI-CUL

TURAL OUTREACH AND ENGAGEMENT
Diversity & Multicultural Services
The Diversity & Multicultural Coordinator (DMC) provides leadership in identifying, developing, implementing, monitoring, and evaluating services and strategies that lead to continuous cultural, ethnic, and linguistic improvements within the organization’s system of care, with a special emphasis on unserved, underserved, inappropriately served, and emerging populations.

The DMC also collaborates with the state, regional counties, other city divisions, local agencies, and community groups in order to address mental health inequities and disparities for targeted populations and communities, and the community-at-large in Berkeley.

The Diversity & Multicultural Coordinator accomplishes these goals by:
• Providing cultural humility competency training to all behavioral health, community partners, and all stakeholders in Berkeley and other geographic locations in the region as a collaborative partner;
• Performing outreach and engagement to unserved, underserved, inappropriately served and emerging communities and populations;
• Developing long and short-term goals and objectives to promote cultural/ethnic and linguistic competency within the system of care;
• Developing an annual training plan and budget;
• Chairing the agency’s Diversity and Multicultural Committee; • Attending continuous trainings in the areas of cultural competency; • Monitoring Interpreter and Translation Services for the agency; • Collaborating with State, Regional, County, and local groups and organizations, and • Developing and updating BMH’s Cultural Humility Competency Plan as needed.

Data and information on Diversity & Multicultural Trainings and Events in FY22, is not available.

Transition Age Youth (TAY) Support Services
The Transition Age Youth (TAY) Support Services program provides outreach, services, supports, and/or referrals to TAY with serious mental health issues who are homeless or marginally housed and not currently receiving services. Priority is given to youth coming out of foster care and/or the juvenile justice system and particular outreach strategies are utilized to engage youth from various ethnic communities, including African Americans, Asian and Latino/a/x populations, among others. Program services include: Culturally appropriate outreach and engagement; peer counseling and support; assessment; individual and group therapy; family education; case management, coaching, ancillary program referrals and linkages. Also provided are services in housing attainment and retention, financial management, employment, schooling, and community involvement. Services are designed to be culturally relevant, tailored to each individual’s needs, and delivered in multiple, flexible environments. The main goals of the program are to increase outreach, treatment services, and supports for mentally ill TAY in need, and to promote self-sufficiency, resiliency and wellness. This program serves 15-20 youth at a time. In FY22 this program was not implemented.
51

SYSTEM DEVELOPMENT

System Development includes Wellness Recovery Support Services that are intended to expand collaboration with stakeholders, promote the values of wellness, recovery and resilience, and move the Division towards a more consumer and family member driven system.

Services are comprised of the following main components: Wellness/Recovery System Integration and Fam
ily Advocacy Services. Together, both ensures that mental health peers and family members are informed of, and able to be involved in, opportunities to provide input and direction in the service delivery system and/or to participate in recovery-oriented or other supportive services of their choosing. Strategies designed to reach program goals include:
developing policies that facilitate the Division in becoming more Wellness & Recovery oriented

and consumer/family member driven; outreach to, and inclusion of, mental health peers and family members on Division committees; provision of family support & education; supported employment and vocational services; wellness activities; peer supportive services; and client advocacy. Some of the additional services and supports that CSS System Development provides funding for are as follows: Housing Services and Supports; Benefits Advocacy; Employment/Educational Services; Wellness Recovery Center; Counseling Services for Senior Citizens; Youth Case Management Services; Hearing Voices Groups; Transitional Outreach Team; Flex Funds and Sub-Representative Payee Services for clients, etc.

Wellness Recovery Services
The BMH Wellness Recovery Team works with staff, stakeholders, community members and clients to advance the goals of Wellness and Recovery on a system wide level. In order to accomplish these goals, some of the various tasks include: Recruiting peers for Division committees; convening committees around Wellness Recovery system initiatives; oversight/administration of peer stipends; convening and conducting meetings for the Berkeley “Peers Organizing Community Change (POCC)”; working with staff to develop various Wellness and Recovery related policy and procedures; and oversight of the Division’s “Wellness Recovery Activities”. The Consumer Liaison is also a resource person around “Mental Health Advance Directives” for individuals desiring to express their treatment preferences in advance of a crisis, and is a participant on a number of local MHSA initiatives. The combination of individual services and system-level initiatives impact all clients and their family members across the system in a given year. In FY22, there were a total of 381 clients in the BMH system.

During the reporting timeframe, some of the various activities of the Wellness Recovery Team that were conducted under the direction of the Consumer Liaison included:

Walking Groups
In FY22 the Wellness Recovery Team continued with the offering of walking groups to help with isolation, promote physical activities and socialization. This group was started in 2020 and continues to be a great addition to the Wellness Recovery Activities/groups. The walks in FY22 took place at local parks and neighborhoods in Berkeley and they varied in physical intensity.

Participants were required to wear masks and socially distance themselves during the activity.

The walks were advertised in the Wellness Recovery monthly newsletter and calendars. There were 36 walks scheduled throughout the year. The parks visited were Ohlone, Grove, 52

Strawberry Creek, Codornices, Aquatic, and San Pablo Park and the University of California at Berkeley campus and Rose Garden. A total of 11 unduplicated individuals participated in the Walking Groups.

Field Tr
ips
In FY22 there weren’t any field trips held due to staff shortage and the COVID-19 pandemic.

Card Party Groups
In FY22 a total of 35 Card Party groups were offered to inspire individuals to create inspirational cards for individuals in psychiatric hospitals. This program is modeled after the Do-Send-A-Card program created by the San Francisco Mental Health Association. BMH Wellness Recovery staff partnered with the Alameda Network of Mental Health Clients’ Reach-Out Program to distribute the cards that were created from the Card Party groups, when they visit the hospitals throughout the County. Patients can choose the card they want to receive. This group was conducted online and the participation was low due to doing the online format. Through this program 175 cards were created and given to the Reach-Out Program. This program has been operating on the Zoom platform and the participants used their personal craft materials to make cards for others. A total of 3 unduplicated individuals participated in the Card Party Groups.

Mood Groups
The Mood group is designed for people to share their thoughts and feelings in a safe place where support is offered. In FY22 the weekly support group focused on reviewing moods scales to help participants identify where they were and then share whatever they wanted among non- judgmental peers. This group was impacted in the attendance by the COVID-19 pandemic and conflict among participants. The group was held 23 times in the reporting year and a total of 3 unduplicated individuals participated.

Mental Health Advance Directives

One-on-One Consultations on Mental Health Advance Directives are available through Wellness Recovery Staff. Although consultations were advertised in the Wellness Recovery Newsletter and calendar, in FY22 there weren’t any requests for this service.

The Wellness Recovery Team also conducted and participated in the following activities during the reporti
ng timeframe: Maintained a monthly
newsletter from July 2021-December 2021 that
was written, edited and prepared by the Wellness Recovery Staff. The newsletter highlighted wellness tools, community resources, food recipes, fun activities, information about diagnoses, and interviews with community members. The newsletters were published and sent to approximately 150 individuals via mail and another 130 individuals by email. The team transitioned back to calendars in January 2022.

The team of two, became one in January 2022 and it had some impact on the number of groups and services that were provided to the community and peers. The team hosted a Peers Organizing Community Change (POCC) open house to promote peer organization, advocacy and leadership. The Wellness Recovery Team also participated in: The planning and implementation of the May is Mental Health Month event in Berkeley; the Health and Human Resource and Education Center-10x10 8 Dimensions of Wellness, “We move for Health 10x10” 53

campaign; P
OCC listening sessions; and the Alameda County Peer Support Specialist certification forums. The Wellness Recovery Team also conducted the Consumer Perception Survey in May 2022 by mail and in person during the State survey period and submitted completed surveys to the state.

In FY22, a total of 35 unduplicated individuals participated in Wellness Recovery services.

Demographics on individuals served are as follows:

DEMOGRAPHICS N=35
Gender Identity
Gender Identity Number Served Percent of Total Number Served Male 5 14%
Female 24 69%
Gender Non-Conforming 1 3%
Declined to Answer (or Unknown) 5 14%
Race/Ethnicity
Race/Ethnicity Number Served Percent of Total Number Served Black or African American 8 23%
Asian Pacific Islander 4 11%
Multi-racial 2 6%
White 14 40%
Declined to Answer (or Unknown) 7 20%
Age Category
Age in Years Number Served Percent of Total Number Served 25-44 years of Age 4 11%
45-64 years of Age 23 66%
65 and older 3 9%
Declined to Answer (or Unknown) 5 14%
Sexual Orientation
Heterosexual or Straight 7 20%
Bisexual 3 9%
Questioning 1 3%
Declined to Answer (or Unknown) 24 69%

Program Successes:

Groups continued to meet during the reporting timeframe and there was a consistent number of individuals who benefitted from the activities, especially Walking Group participants who enjoyed the socialization and physical activity it provided. Even though the Card Group met online, a staff member was able to arrange for the cards to be picked up and provided to an agency to be distributed to individuals at Board and Care’s and locked facilities.

Program Challenges:

The number of groups that were provided to the community was scaled down due to only having one staff running the programs and groups. The Card Party Group which originally met four times a month had to be scaled back to meeting twice a month. The number of cards made were also reduced due to individuals not having the materials to make the cards, or drop them off, despite the efforts staff made available to them. 54

In FY22, the RBA measures for this program (which were combined with the Soci al Inclusion,
Telling Your Story Project measures, as both are conducted by the same staff) were as follows:

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of participants served
• # of different groups
conv
ened per year
• # of group
events held
per year
• # of group participants
who meet the
requirements for
“Telling Your Story”
(MHSA PEI Requirement)
• #/% of participants who
return for group events
• #/% of participants who
reported feeling less shame
about their experiences and
challenges
• #/% of participants who
reported progress in their
recovery

Measure Definition Data Source
# participants served Total # of participants served Wellness Recovery Group Attendance Tracker
# of different group convened Number of different types of groups (i.e. walking group, mood group,
Telling Your Story group) convened
Wellness Recovery Group
Attendance Tracker
Group events Total number of meetings held Wellness Recovery Group Attendance Tracker
# of participants who meet
the requirements for
"Telling Your Story"
Total number of participants in all "Telling
Your Story" meetings
Wellness Recovery Group
Attendance Tracker
# of participants who return
for group events
Of total number of participants, % who
returned for more than one event or
meeting
Wellness Recovery Group
Attendance Tracker
% of participants who
reported feeling less shame
about their experiences and
challenges
Of participants who took the survey,
percent who responded "agree" or
"strongly agree" to the question.

Telling Your Story Survey
% of participants who
reported recognizing
progress in their recovery

Of participants who took the survey,
percent who responded "agree" or
"strongly agree" to the question.

Telling Your Story Survey

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• Advance Directives Data:
-#/% of participants with an Advance Directive completed; -#/% of participants able to advocate for themselves with service providers; • Equity of services (e.g. client demographics compared to Medi-Cal population); 55

• % of clients who were satisfied with s
ervices.

In FY22, the RBA Outcomes for this program were as follows:

56

35 8
Group events
represents 10 clients/events/groups
Impact Outcomes ("Is
anyone better off?")
Process Outcomes ("How much did we do?")
Wellness & Recovery Services RBA Outcomes
Reporting Period: July 2021-June 2022 (Baseline)
Quality Outcomes ("How well
did we do it?")
Participants who meet the
requirements for "Telling Your Story"
Participants
served
Different groups
convened
139 20
71%
of participants returned for group
events
4 out of 5
participants reported feeling less shame about
their experiences and challenges (n=5).
3 out of 5
participants reported recognizing progress in
their recovery (n=5).

Program Description The Wellness and Recovery Program is designed to provide outreach, support, education, activities, and advocacy to consumer members living with mental illness and living in Berkeley. Wellness group activities include: Berkeley Pool of Consumer Champions (POCC), Card Groups, Mood Groups, Walking Groups, and field trips. 57

Family Support Servic
es
A Family Service Specialist works with family members, staff, community-based organizations etc. to improve services and supports for BMH clients and their family members on a system- wide level. Services provide both individual family services and supports, and system–wide change initiatives.

This family/caregiver-centered program provides information, education, advocacy and support for family/caregivers of children, adolescents, TAY, adults and older adults with serious emotional disturbance or severe mental illness. Services are provided in a culturally responsive manner providing outreach to people of various ethnicities and language groups.

The Family Services Specialist serves as a point of contact for family members who are currently accessing or attempting to access services and/or who have questions and concerns about the mental health system, providing them with supports, and as needed, referrals to additional community resources. Outreach is provided to families through existing BMH family support groups, NAMI of the East Bay, community clinics and the Alameda County Family Education Resource Center (FERC). Additionally, the Family Services Specialist coordinates forums for family members to share their experiences with the system; recruit’s family members to serve on BMH committees; supports family members through a “Warm line”; conducts a Family Support Group; and creates training opportunities to educate mental health staff on how to effectively work with families. The combination of individual services and system-level initiatives impact all clients and their family members across the system in a given year. In FY22, there were a total of 381 clients in the BMH system.

During the reporting timeframe, the following individual or group services and supports were conducted through this program:

Warm Line Phone Support: A phone Warm Line provided a sympathetic resource for family members needing information, referrals, supports, and assistance in navigating the complex mental health system. Through the Warm Line, the Family Services Specialist helped families find services and resources as needed.

Family Support Group: Provided supports for parents, children, siblings, spouses, significant others or caregivers. The group met once a month for two hours.

During FY22 a total of 14 family members were served. Demographics of individuals served are outlined below:

DEMOGRAPHICS N=14
Gender Identity
Gender Identity Number Served Percent of Total Number Served Male 2 14%
Female 12 86%

58

As the Family Services Specialist position was v
acant from April 2019 to May 2023, the
previous position holder continued the Family Support Group and occasional Warm Line Phone support. In addition, the global COVID-19 pandemic resulted in a pause of the Family Support Group which is reflected in the low number of individuals served during the reporting timeframe.

Employment Services
Previously, a BMH Employment Specialist provided services to support individuals in job readiness and accessing employment opportunities. It was envisioned that these services would at a minimum, create and nurture supported vocational, educational and volunteer “try- out” opportunities in the community; build employment and educational readiness; and increase the numbers of individuals who are gainfully employed and/or engaging in other meaningful activities such as school or volunteer work. Different strategies were implemented along the way including utilizing the Dartmouth model of supported employment. The Dartmouth model helps to promote wellness and recovery by enabling clients to work alongside other non- mentally ill workers in a competitive environment in their community. In this model, employment supports were provided to clients from multiple sources including the following: Employment Specialist; Case Manager; Psychiatrist; and any involved Family Members. The Employment Specialist also: provided supports to clients who were interested in starting their own business by guiding them through the necessary steps of getting a license, advertising, etc.; assisted clients who weren’t quite ready to obtain employment, in becoming involved in volunteer opportunities; connected clients with the Department of Rehabilitation for computer skills training; worked with staff to ensure clients were adhering to their medication regimen; and supported clients in filling out job applications and or practicing their interview skills.

Although various strategies were implemented over the years, client participation and employment outcomes remained low through FY12, followed in FY13, with an unexpected vacancy in the Employment Specialist position. Low client outcomes coupled with a vacancy in the position prompted BMH to evaluate current best practices for mental health client employment. Additionally, input received during various MHSA Community Program Planning processes, provided recommendations on strategies to better support clients in reaching their employment goals, such as: assisting clients on interviews and on what to share with an Race/Ethnicity
Race/Ethnicity Number Served Percent of Total Number Served Black or African American 1 7%
Asian Pacific Islander 1 7%
White 11 79%
Multi-racial 1 7%
Age Category
Age in Years Number Served Percent of Total Number Served 25-44 years 1 7%
45-64 years 6 43%
65+ years 7 50%
Sexual Orientation
Declined to answer (or unknown) 14 100%
59

employer regarding reasonable accommodations; providing mentoring and job shadowing; implementing technology training for clients; having services be integrated and supported, and implementing evidence-based pr
actices.

A new Employment Specialist position was proposed through a previously approved Three Year Plan. It was envisioned that once hired, the Employment Specialist would be focused on utilizing an evidenced based model for supporting individuals with serious mental illness in obtaining and retaining competitive employment. The hiring process for this position has not occurred yet, as the City of Berkeley has been evaluating whether the best use of funds would be to hire the full- time position, or to contract the services out to a local organization that focuses on employment services and supports for mental health consumers. As a decision on the best approach had not been finalized yet, in the previously approved MHSA FY19 Annual Update, the Division requested to have flexibility on how to best utilize funds allocated for the Employment Services Specialist position.

Housing Services and Supports
The Housing Specialist provides housing resource services for clients; working with landlords to increase housing opportunities; collaborating with case management staff, landlords, and Board & Care Managers to provide additional supports for clients who are already housed; and works in tandem with the City of Berkeley HHCS Department Hub (which serves as a single entry point into emergency shelter and transitional housing, where clients are triaged based on their housing and service needs). Some of the various places where clients with subsidies are housed are the Berkeley Food and Housing Project Russell Street Residence Board and Care, McKinley House, and Lakehurst Hall.

Benefits Advocacy Services
Through this project a community-based organization, the Homeless Action Center (HAC), assists clients in obtaining public benefits. Services are provided for approximately 10 BMH clients a year. In FY22, 7 clients were served through this program. Demographics on those served were as follows:

DEMOGRAPHICS N=7
Gender Identity
Gender Identity Number Served Percent of Total Number Served Male 4 57%
Female 2 29%
Gender Non-Conforming 1 14%
Race/Ethnicity
Race/Ethnicity Number Served Percent of Total Number Served Black or African American 3 43%
White 3 43%
Latino/a/x 1 14%

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Program Successes:

In FY22, all cases were closed because they were won. In each case, the win was at the Initial or Reconsideration level of the SSI application process, the client did not have to wait for the next level of appeal, the Administrative Law Judge (ALJ) hearing, which often means an additional wait of over a year. Success at the Initial and Reconsideration stages of the process are fairly rare without advocacy and without treating providers who care enough to help document the case. Because of the MHSA-funded referral partnership between HAC and Berkeley Mental Health, these clients had both of these advantages.

Program Challenges:

The caseload for the year was lower than anticipated. Four of the referrals received during the fiscal year were closed without the case being taken due to either not being able to locate the client or the client being ineligible for SSI benefits. The process will continue to be reviewed to see if there are ways to improve the ability to connect with the clients that are referred, and to get referrals that are appropriate for the service.

Flexible Funds for Level One Clients
A contract with the community-based organization, Berkeley Food & Housing Project (now known as Insight Housing), enables flexible funds to be used with clients across the system for supports such as housing, clothing assistance, food, transportation, etc. This use of flexible funds aids individuals in achieving better stability in areas where they are less capable of addressing their daily living needs. This program is set up to aid any clients in need across the system in a given year. In FY22, there were a total of 381 clients in the BMH system.

Mobile Crisis Team (MCT) Expansion
Through the previously approved MHSA FY14/15 - 16/17 Three Year Plan, and as a result of staff and community input on increasing and improving services for those experiencing a mental health crisis, the following additions to BMH have been or are in the process of being implemented through CSS System Development funds:
• Increase in staff to expand the Mobile Crisis Team (MCT) capacity and hours of operation; • Mental Health First Aid Trainings to teach community members how to assist individuals who are in crisis or are showing signs and symptoms of a mental illness; • A Consumer/Family Member Satisfaction Survey for Crisis services .

In FY22, the RBA Measures that were established for this program were as follows:

Age Category
Age Number Served Percent of Total Number Served
18-24 years 1 14%
25-44 years 5 71%
45-64 years 1 14%
Sexual Orientation
Declined to Answer (or
Unknown)
7 100%

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Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of clients served
• # of documented
con
tacts

• % of clients who receive a
visit (phone contact with
client or hospital provider)
in the 24 hours after
hospitalization
• % of Mobile Crisis Team
who had a Crisis,
Assessment Team staff
attempt to contact
• % of clients who were
satisfied with services**
• None available at this time

*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting

Measure Definition Data Source
# clients served Total unique clients served MCT Contact Log Client contact types # of client contacts made, by
a. Field contacts
b. Phone contacts
c. Other
MCT Contact Log
Total referrals, by referring
party
# of crisis services referrals made to
the MCT, by referring party (i.e. BPD,
BFD, BMH, community, etc.)
MCT Contact Log
# of 5150 evaluations
conducted
Total number of incidents with 5150
Evaluations of any sort
MCT Contact Log
Results of 5150 Evaluations % of 5150 evaluations that did or did not result in transportation to a receiving
facility for further evaluation
MCT Contact Log
Number of interventions per
client
% of clients who had one, two, or more
than two interventions
MCT Contact Log

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• #/% of calls to CAT line that receive crisis intervention support that does not involve the police: crisis referral to non-MCT, crisis support, de-escalation support; • % of clients who receive a follow-up call for a no-show screening, intake or appointment; • #/% of no-show clients for whom there is inter-system coordination to engage; • #/% of clients and families who receive connection to grief counseling and other services; • % of clients connected to a service team within 7 calendar days; • % of clients assessed or referred on the same day as inquiry.

In FY22, the RBA Outcomes for this program were as follows:

62

932
Clients Served
1486
Incidents Responded To
Mobile Crisis Team (MCT) RBA Outcomes
Reporting Period: July 2021-June 2022 (Baseline)
Process Outcomes ("How much did we do?")
Program Description
The Mobile Crisis Team (MCT) provides mobile
crisis services to residents of Berkeley, from
11:30a-10p each day of the week, when fully
staffed. It provides crisis interventions,
including but not limited to 5150 evaluations,
consultations, and referrals/linkages.
=100 clients
=100 incidents
40 83
166
211
38 394
0 50
100
150
200
250
300
350
400
450
<18 18-25 26-40 41-70 >70 Unknown
Number of Clients
Demographics (Age)
*Sexual Orientation data not available
5%
20%
3%
2%
46%
24%
Demographics (Race)
Asian or Pacific
Islander (5%)
Black or African
American (20%)
Hispanic or Latino
(3%)
More than one
race (2%)
Other (46%)
White (24%)
46%
47%
1%
6%
Demographics
(Gender Identity)
Female (46%)
Male (47%)
Transgender (1%)
Unknown (6%)
63

33%
59%
8%
Client Contact Types (n=1486)
Field (33%)
Phone (59%)
Other (8%)
639
232
195
161
105 90
16 15 13 10 6 2 11
0 100
200
300
400
500
600
700
Total Referrals, by Referring Party (n=1486)
In 2021-2022, the MCT program
performed 395 5150 Evaluations
64

Impact Outcomes ("Is anyone better off?")
Quality Outcomes ("How well did we do it?")
78%
22%
Results of 5150 Evaluations (n=395)
Not transported to receiving
facility (78%)
Transported to receiving
facility (22%)
75%
14%
11%
Number of Interventions per Client (n=932)
Clients with 1 intervention (75%)
Clients with 2 interventions (14%)
Clients with >2 interventions (11%)
65

Transitional Outreach Team (TOT)
The Transitional Outreach Team (TOT) was added thru the previously approved MHSA FY 16 Annual Update to support Crisis Services, through interventions that address issues individuals experience either immediately prior to, or following a mental health crisis. This team, follows up with individuals and families that have had a recent crisis. The goal of the team is brief outreach and engagement to assist the individual and/or family in getting connected to the resources they may need.

In FY22, 127 individuals were served through this project. Demographics on those served were as follows:

DEMOGRAPHICS N=127
Gender Identity
Gender Identity Number Served Percent of Total Number Served Male 58 46%
Female 65 51%
Declined to Answer (or Unknown) 4 3%
Race/Ethnicity
Race/Ethnicity Number Served Percent of Total Number Served Black or African American 39 31%
Asian Pacific Islander 9 7%
Latino/a/x 7 6%
Multi-racial 1 <1%
White 34 27%
Declined to Answer (or Unknown) 37 29%
Age Category
Age in Years Number Served Percent of Total Number Served 0-15 12 10%
16-25 18 14%
26-59 61 48%
60 years and older 18 14%
Declined to Answer (or Unknown) 18 14%
Sexual Orientation
Declined to Answer (or Unknown) 127 100%

Services provided by this team are subject to the number of referrals that are generated by the Mobile Crisis Team crisis calls. Clients served by TOT often enter the crisis system with fewer resources such as collateral supports, lack of insurance, etc. As a result of the pandemic many services were switched from in-person to telephone supports and tele-health.

Outcomes during the reporting timeframe:
• Continued successful follow-up wi th residents who had contact with Mobile Crisis by phone and/or in person.
• Connected individuals and families to needed and wanted mental health, housing, family, and other social services.
66

• Offered intensive short-ter
m support to individuals and families who experienced a mental health crisis, including referrals, linkages, psychoeducation, and active support in connecting with needed services in Berkeley or elsewhere in the system of care. • Provided remote outreach and engagement to individuals in inpatient settings who needed assistance connecting to treatment and were unlikely to make it to the clinic for an intake.

Settings included John George Psychiatric Facility, Villa Fairmont, Herrick Hospital, Woodrow House, and other sites. TOT staff worked with facility staff in addition to mental health peers.
• Provided in-person outreach and engagement to individuals receiving homeless services and staff at homeless service provider agencies, including Dorothy Day, BOSS, BFHP, and others. Also conducted in-person outreach at Horizon Transitional Shelter and Spark RV Park.
• Coordinated with other programs within the Division, including the Crisis/Assessment/Triage (CAT) On Duty staff; field-based services such as Mobile Crisis (MCT); the Homeless Outreach and Treatment Team (HOTT), which was discontinued in FY21 and replaced with the Homeless Full Services Partnership; and with the case management teams at the Adult and Children’s clinics.

In September FY22, the TOT merged with the CAT team to form CAT/TOT. This was done due to several reasons: 1) One TOT staff resigned and there was only one remaining clinician; 2) Many of the duties completed by TOT were similar to those provided by the CAT team and it made sense to combine teams to increase flexibility of staffing capacity and services.

Program Successes:
• TOT continued to provide services during the COVID-19 pandemic, though the majority of the work was via telephone and other remote service options (e.g. Zoom). • Continued to link individuals who may have had barriers, ambivalence, or difficulty engaging wi
th the mental health system to appropriate and desired services through outreach and engagement.
• Although s
taff was decreased by 50% in 2021, once the TOT program was merged with the CAT Team, the numbers of contacts increased again.

Program Challenges:
• The COVID-19 pandemic led to psychiatric facilities and hospitals limiting or halting in- person visits, leading to a steep decline in possible outreach options. • TOT as a program was set up as a two-person team. During FY22, one staff person resigned, which lead to a sharp decrease in the ability of staff to provide services. • The data collection system utilized does not capture all necessary information that would support accurate outcome reporting.

In FY22, the RBA measures that were established for TOT/CAT were measures as follows:

67

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of clients served
• # of documented
contacts

• % of clients who receive a
visit (phone contact with
client or hospital provider)
in the 24 hours after
hospitalization
• % of Mobile Crisis Team
who had a Crisis,
Assessment Team staff
attempt to contact
• % of clients who were
satisfied with services**
• None available at this time

*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting

Measure Definition Data Source
# clients served Total unique clients served Mobile Crisis Team (MCT) & Crisis Assessment (CAT)
Contact Log
# of documented contacts Total number of documented incidents MCT & CAT Contact Log Follow-up after
hospitalization
% of clients who receive a visit (phone
contact with client or hospital service
provider) in the 24 hours after
hospitalization

MCT & CAT Contact Log
% of MCT contacts who had
a CAT attempt to contact
Of Client IDs in MCT contact log, %
which also have record in CAT contact
log
MCT & CAT Contact Log

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• #/% of calls to CAT line that receive crisis intervention support that does not involve the police: crisis referral to non-MCT, crisis support, de-escalation support. • % of clients who receive a follow-up call for a no-show screening, intake or appointment. • #/% of no-show clients for whom there is inter-system coordination to engage. • #/% of clients and families who receive connection to grief counseling and other services • % of clients connected to a service team within 7 calendar days • % of clients assessed or referred on the same day as inquiry For context around the FY22 RBA Outcomes, during the reporting period the TOT merged with the Crisis Assessment and Triage (CAT) team to form CAT/TOT as previously stated due to staffing limitations and to increase flexibility of staffing capacity. As a result of this merger, the number of clients served is higher than in previous years. 1) COVID-19 pandemic led to psychiatric facilities and hospitals limiting or halting in-person visits, leading to a steep decline in possible outreach options, both in person and via phone. 68

2) TOT as a program was set up as a two-pers
on team. During FY22, one staff person
resigned, which lead to a sharp fall in the ability of staff to provide services until the merger of the two teams and the increase of staff to provide TOT services.

RBA Outcomes in FY22 were as follows:

69

721
Clients Served
1448
Contacts
Crisis, Assessment, Triage (CAT) and Transitional Outreach Team (TOT) RBA Outcomes
Reporting Period: July 2021-June 2022 (Baseline)
Process Outcomes ("How much did we do?")
42%
48%
<1%
9%
Demographics (Gender Identity)
Female (42%)
Male (48%)
Transgender (<1%)
Unknown (9%)
Program Description
CAT/TOT is BMH's intake and follow-up team for Adult
Mental Health Services. This team provides
screening/assessment for ongoing mental health services, linkage to community-based resources, crisis support, and coordination with other agencies. Services include, but are not limited to: psychiatric services, transportation, food access, medical care, health insurance, benefits, legal assistance, affordable housing listings, utilities and energy assistance resources. Services are provided in person at our clinic, as well as via the team phone line.
=100 clients
=100 contacts
*Sexual Orientation data not available
17 60
131
200
27 286
0 50
100
150
200
250
300
350
<18 18-25 26-40 41-70 >70 Unknown
Number of Clients
Demographics (Age)
5%
22%
24%
4%
43%
2%
Demographics (Race)
Asian or Pacific
Islander (5%)
Black or African
American (22%)
White (24%)
Hispanic or Latino
(4%)
Other/Unknown
(43%)
More than one
race (2%)
70

Quality Outcomes ("How well did we do it?")
32%
23%
45%
Follow-up after hospitalization (n=87)
Clients who received visit
within 24 hours (32%)
Clients who received visit
after 24 hours (23%)
No follow up (45%)
28%
72%
MCT contacts with CAT attempt to contact
(n=932)
Recorded contact (28%)
No recorded contact (72%)
71

Sub-Repre
sentative Payee Program
The Sub-representative Payee Program is implemented through the contractor, Building Opportunities for Self-Sufficiency (BOSS). Through this program services are provided to individuals who are in need of a payee to assist with managing their money. Approximately 79 individuals receive services a year.

In FY22, 75 individuals were served. Demographics on individuals served were as follows:

DEMOGRAPHICS N=75
Gender Identity
Gender Identity Number Served % of total
Male 53 71%
Female 22 29%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Black or African American 47 63%
Asian Pacific Islander 2 3%
Latino/a/x 8 11%
Native American 1 1%
White 22 29%
Age Category
Age In Years Number Served % of total
18-24 2 3%
25-44 13 17%
45-64 29 39%
65 years or older 31 41%
Sexual Orientation
Declined to Answer (or Unknown) 75 100%

Program Successes:

One of the biggest successes in working with individuals in the Sub-Representative Payee Program in FY22 was a collaboration with Horizon Transitional Village (HTV). In the HTV program individuals were able to bring their tents inside a gymnasium with all their supplies along with their peers. On-site staff included doctors, clinicians, case managers, and frontline workers who were there to provide wrap-around services. HTV closed in January FY22, and transitioned to a different program.

Hearing Voices Support Groups
The Hearing Voices Support Groups are offered through a contract with the Bay Area Hearing Voices Network. A free weekly drop-in Support Group is provided for adults who experience voices, visions, special messages, unusual beliefs or extreme states of consciousness. The support group is co-facilitated by trained group facilitators whom have lived experience in the mental health system. A separate support group for Family Members of individual participants is also provided.
72

In FY22, a total of 986 i
ndividuals were served through weekly online support groups.

Demographics on individuals served were as follows:

DEMOGRAPHICS N=986
Gender Identity
Gender Identity Number Served % of total
Male 385 39%
Female 601 61%
Race/Ethnicity
Race/Ethnicity Number Served % of total
White 878 89%
Latino/a/x 53 5%
Unknown (Declined to Answer) 55 6%
Age Category
Age Category Number Served % of total
25-44 years 237 24%
45-64 years 394 40%
65 years or older 296 30%
Unknown (Declined to Answer) 59 6%
Sexual Orientation
Heterosexual or Straight 661 67%
Bisexual 108 11%
Gay 108 11%
Declined to Answer (or Unknown) 109 11%

Program Successes:
• Group attendance increased this year indicating the program’s appeal to both adult voice hearers and family members.
• Groups were successfully transitioned on-line via zoom. • Monthly training sessions were implemented for all group facilitators. • This program is unique in the peer mental health community as it successfully includes clinicians, family members, and peers on their board of directors. • Continued to offer a monthly, on-line newsletter to the mental health community. • Received overwhelming positive feedback from participants about facilitators and groups.

Program Challenges:
• Continued efforts to have a larger presence on social media in order to reach more at risk, young people.
• Continued outreach efforts to increase newsletter circulation.

A survey questionnaire was sent to group participants during the reporting timeframe with a total of 34 individuals responding to the survey. Responses to survey questions on the impact of the groups were as follows:

How have the groups helped you?
• “It’s given me tools for harm reduction.”
• “A community of support’”
73

• “It has helped me deal with my voices and connected me to people who can help and relate to me!”
• “
It has been great, please keep it going!”
• “The group helps me connect in a genuine way with others who don't judge or invalidate my experiences.”
• “It's a safe place to share my experiences; I feel like people understand me.” How has the group changed your life?
• “The grouped has changed my life by helping me help myself and get through difficult times.”
• “Allowed me to become more stable.”
• “It is a forum which I can express myself.”
• “It has connected me to others who relate exactly to what I experience and listen!” • “I feel less isolated and more confident that I can accomplish things in society.” • “I am not alone.”
How has the group helped you deal with stigma?
• “I am not alone, I have an outlet.”
• “I am now able to understand how uncomfortable folks are about certain subjects and why they act or react the way they do. I realize it's not always about me, but instead it's about others' insecurity, ignorance, and their fear of the unknown.” • “It is very helpful for that. I have more confidence, and twice I went looking and found work after many years of not working.”
What are the advantages/disadvantages of the group being on line? • “Big advantage for me as I cannot commute.”
• “Though I enjoyed in person groups to an extent, I like virtual groups better. I don't have to leave the house and put myself in danger, deal with traffic and all that comes with that.” • “Group has gotten better. More people from varied places can participate.” • “I can quickly, silently and discreetly enter or exit the sessions in a virtual setting” • “Great online! More people.”
• “Great diversity, I can come in the evenings .”
• “Transportation is an issue for me.”

Berkeley Wellness Center
The Berkeley Wellness Center is an MHSA funded collaboration between the City of Berkeley, Mental Health Division and the Alameda County BHCS. This program implemented through the community-based organization, Bonita House, provides: mental health and substance use disorder counseling; living skills training; educational activities; pre-vocational training; wellness recovery programming; support groups; referrals to community resources; computer training; Art Therapy and other activities. The main goals of the program are to assist individuals in functioning as highly as possible so they can become integrated into the community. 74

In FY22, 21 indiv
iduals participated in this program. Demographics on individuals served were as follows:

DEMOGRAPHICS N=21
Gender Identity
Gender Identity Number Served % of total
Male 8 38%
Female 13 62%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Black or African American 2 10%
White 19 90%
Age Category
Age in Years Number Served % of total
46-64 years 16 76%
65 years and older 5 24%
Sexual Orientation
Declined to State (or Unknown) 21 100%
Program Successes:
• The morning support group was strongly attended, and participants describe it as “essential” to their well-being.
• A new, peer-led, support group was added and well attended. It was implemented to encourage and support peer leadership. “A Writer’s Workshop”, a guitar class, and a yoga were also added.
• Art therapy has continued to be an exceptional program activity. • T wo iPads were acquired to teach computer skills which will provide better access in another pandemic-like situation.
• The Wellness Center received substantial donations of materials such as board games, puzzles, a CD player and CD’s, a library of musical instruments, and a coffee maker, to transform one of the rooms into a place where individuals could feel warmly welcomed and could engage and interact between sessions.
• The first field trip, to Berkeley Art Museum and Pacific Film Archive (BAMPFA), was held at the end of the fiscal year. In FY22 it was envisioned that going forward, field trips would become a monthly activity as weekends are particularly difficult times for participants, when they are alone.

Program Challenges:

The program wasn’t as well attended in the afternoons. Many program participants are drawn to a very popular program at the adult school. Staff have been developing connections with the teacher in that program to inform individuals of the Wellness Center services.

BMH Peer and Family Member Positions
Since the first MHSA Plan, BMH has included positions for peers and family members with lived experience to be added to various programs throughout the Division. The Division utilizes existing City job classifications for an employment track for peer or family member 75

providers. The entry
level position is Community Health Worker, the mid-level is Assistant Mental Health Clinician, and the top-level is Social Services Specialist. All of these classifications are also used broadly for differing purposes throughout the City. For the specific positions where the MHSA Plan envisioned utilizing peer or family providers, BMH has had success in establishing employment lists where there are applicants who describe themselves as having “lived experience” and as peer or family member providers. In 2018, a peer provider was hired to support the Wellness Recovery services work. This position became vacant in December 2021 and it wasn’t filled until the third quarter of FY23.

Two additional positions were added through the FY22 Annual Update, to increase the Wellness Recovery work and enable a greater ability to provide a variety of peer led services, and the provision of activities and supports to individuals in the waiting room. These positions were hired in the third quarter of FY23.

Case Management for Youth and Transition Age Youth
In response to a high need for additional services and supports for youth and Transition Age Youth (TAY) who experience mental health issues and may be homeless or marginally housed, case management services for TAY are provided through a local community partner, Youth Spirit Artworks (YSA). This project serves approximately 50 individuals a year.

In March 2020, due to the pandemic, YSA was forced to close its facilities in Berkeley. Staff and youth participants quickly transitioned to online services. During the pandemic, staff social workers communicated with youth primarily through phone calls and tele-conferencing via the Zoom platform. As YSA transitioned back to in-person service provision, remote services remained as an option.

In FY22, 3 youth were served through this project. Demographic data on youth participants is outlined below:

DEMOGRAPHICS N=3
Gender Identity
Gender Identity Number Served % of total
Male 1 33.3%
Female 1 33.3%
Gender Non-Conforming 1 33.3%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Black or African American 2 67%
White 1 33%
Age Category
Age Category Number Served % of total
18-24 years 3 100%
Sexual Orientation
Heterosexual or Straight 2 67%
Bisexual 1 33%

76

Program Successes:

Program staff provided a significant amount of outreach and were able to begin to establish a presence at area locations. Three clients were successfully enrolled into the program. The youth served during the reporting timeframe were provided engagement, wellness planning, individual counseling, and linkage to services they needed. All youth were successfully transitioned out of the program to less intensive services within and outside of the agency. In order to begin to establish a clinical and programmatic support structure for staff providing case management to youth who experience significant mental health and neurological challenges, planning began in the last quarter of FY22 for the implementation of a Wellness Team.

Program Challenges:

The program continued to have significant challenges with staff retention, outreach efforts not producing meaningful partnerships with providers or enrollments, and lack of management support to assist with program development, personnel management, and management-level coordination with potential collaborating organizations serving at risk TAY. The program invested in the recruitment and onboarding of an experienced full-time social worker, who left the agency seven weeks after being hired. The staff departure put a strain on relationships nurtured during the prior 6 months and left the program understaffed. Recruitment efforts continued during the reporting timeframe.

Staff reported that outreach efforts at Berkeley High and Berkeley Tech were difficult to coordinate with school staff, who were not very responsive and had little time for new initiatives in the midst of coping with pivoting for providing education in the midst of the COVID-19 pandemic. Consistency and outreach in other locations was challenged by COVID-19 pandemic restrictions, the public’s general fear of face-to-face contact, and staff illnesses. Program challenges were compounded by the agency's rapid growth and lagging recruitment of management and development of infrastructure to support the expansion.

Additional Services for Asian Pacific Islanders
The Asian Pacific Islander (API) population is significantly underserved in the mental health system. In an effort to better meet the needs of this underserved population, BMH proposed through the previously approved MHSA FY19 Annual Update to allocate CSS System Development funds to contract with a local community-based organization, or to partner with Alameda County BHCS, to increase funding for a contractor selected for similar purposes. It was envisioned that the contractor would provide access to additional services and supports for this population. In FY20 and FY22 three separate RFP processes were executed to find a community partner that the Division could contract with who would provide these services, however the Division was unable to secure a Contractor. At present, the Division is currently in the process of assessing how best to partner with a local community agency to implement these services. It is envisioned that services will be implemented in FY24 through a community partner.

Results Based Accountability Evaluation
As a result of feedback received regarding the need for increased evaluation efforts , per the previously approved MHSA FY19 Annual Update, the Division allocated CSS System 77

Development funds for a Consultant who would conduct an evaluation on all BMH programs across the system utili
zing the “Results Based Accountability” (RBA) framework. The RBA framework measures how much was done, how well it was done, and whether individuals are better off as a result of the services they received. In FY19 a competitive RFP process was executed, and Resource Development Associates (RDA) was the chosen consultant. In FY21, RDA began working with the Division and a Community Advisory Group of key stakeholders, to execute this evaluation.

In FY22, RDA facilitated staff workshops, developed and finalized program and division-level RBA measures, collected program data, and laid the groundwork for developing program dashboards.

Activities are outlined detailed below:
• Conducted 16 meetings (1 with BMH management; 2 with BMH program staff; 11 check in meetings with BMH management/program staff; and 2 meetings with the Community Advisory Group to review, provide feedback and finalize measures). • T rained BMH staff/managers on headline measures, data development agenda items and how to prioritize measures.
• M apped program identified measures against the available data and BMH staff/managers reviewed it for accuracy.
 Worked with BMH staff/managers on prioritizing measures.  Selected headline measures and set data development agenda with guidance and feedback from BMH management and the Community Advisory Group.
 Cross-walked measures to streamline and provide consistency.  Worked with BMH on data availability.
 Updated data development agendas based on availability.  Worked with BMH to confirm Division-wide measures.
 Worked with Community Advisory Group to obtain feedback on Division-wide measures. • Finalized program and Division-wide measures.
• Developed the Data collection plan.
• Developed document that tracks all data sources, parameters for data collection, and data queries by data source and program.
• Began developing a program-level template and dashboard. This work continued in FY23.  Began development of a Division “scorecard” or dashboard. This work continued in FY23.  Began requesting baseline data from each program. This work continued in FY23.

In FY23, RDA collected, analyzed and reported on FY22 RBA Division -wide data. The RBA outcomes for FY22 are outlined throughout this Three-Year Plan for the following MHSA funded internal programs: Children/Youth FSP; T AY, Adult and Older Adult; Homeless FSP; Wellness Recovery Services; Crisis Services; Transitional Outreach Team; Social Inclusion Project; and the High School Prevention Project. The complete set of RBA outcomes for all BMH programs is located in Appendix C.

Counseling Services for Older Adults
Older Adults who only have Medicare insurance currently have great difficulty accessing mental health services, despite consistent input on the need for support for this population. In an effort 78

to increase mental health s
ervices and supports for older adults, the Division allocated additional funding in the approved FY20 MHSA Annual Update to support this population.

MHSA funds are transferred to the Aging Services Division of HHCS, to implement various counseling services for Older Adults. The Aging Services Division issued a Request For Proposal (RFP), and the Wright Institute was the chosen contractor.

A total of 97 individuals received services in FY22, however as data wasn’t collected in the 1st and 2nd quarters, demographics reflect data collected on 64 individuals who received services in the 3rd and 4th quarters of the year.

DEMOGRAPHICS N=64
Gender Identity
Gender Identity Number Served % of total
Male 14 22%
Female 50 78%
Race/Ethnicity
Race/Ethnicity Number Served % of total
Black or African American 4 6%
Asian Pacific Islander (API) 9 14%
White 47 74%
Multi-racial 2 3%
Unknown (Declined to Answer) 2 3%
Age Category
Age Category Number Served % of total
45-64 years 2 3%
65 years and older 62 97%
Sexual Orientation
Heterosexual or Straight 57 89%
Lesbian 2 3%
Gay 3 5%
Bisexual 2 3%

Program Successes:

According to the Aging Division that oversees this program, the Wright Institute has been a very reliable and collaborative partner. They have been open and available to meet with Aging Services staff to discuss needs of older adult community, and to brainstorm best ways to promote therapeutic groups and workshops. Their clinicians have been skilled, as well as committed and flexible in meeting with members of the older adult community. Their promotional flyers for the groups and workshops have been easy to read and are shared promptly in order to maximize attendance. They have provided a valuable service, as many older adults have expressed appreciation anecdotally.

Program Challenges:

There were some initial program initiation pains in the beginning. Registration and intake processes were not solidly defined and were hard to navigate for older adults as they were not able to speak to a person directly. Additionally, the Aging Division would receive flyers and announcements for groups after the monthly newsletter deadline, so they were unable to 79

promote the groups in advance, or in a timely manner. These proc esses have since been
streamlined. There were also some minor miscommunication situations that resulted in confusion around group and workshop outreach and registration. This again, was also promptly addressed.

Substance Use Disorder Services
A large portion of individuals who currently receive services at BMH are also experiencing co- occurring disorders, having both mental health issues and substance use disorders (SUD). In an effort to increase the capacity to serve individuals with SUD, funds were previously allocated through the MHSA FY22 Annual Update for the Division to work with a local SUD provider to co- locate SUD services at the Mental Health Adult clinic. A contract with a local provider was executed in FY23. This collaboration has increased the provision of SUD services for BMH clients, provides an opportunity for staff to obtain consultations on SUD services, and makes referrals into SUD services outside of BMH an easier process for individuals.

Specialized Care Unit
On July 14, 2020 City Council passed Resolution No, 69,501-N.S.; a package of items providing direction for the development of a new paradigm of public safety in Berkeley. One of the items adopted by City Council directed the City Manager to analyze and develop a pilot program to re- assign mental health and substance use calls, that do not include a threat of violence to a Specialized Care Unit (SCU). The SCU will consist of trained crisis-response field workers who will respond without the involvement of law enforcement to behavioral health occurrences that do not pose an imminent threat to safety. The SCU will be implemented as a pilot model and lessons-learned will inform the long-term implementation. Through the approved FY22 Annual Update, the Division proposed to allocate a small portion of CSS and PEI funds to be leveraged with other City funds for this pilot program. This allocation was a one-time MHSA funding amount, while the City determines how to best fund this initiative.

In FY21, Resource Development Associates (RDA), chosen through a competitive Request for Proposal (RFP) process to evaluate the current crisis system in Berkeley, received an expanded scope of work to provide recommendations on the implementation of the SCU. To oversee and advise RDA in their work, the City formed an SCU Steering Committee consisting of Health, Housing and Community Services Department and Fire Department staff, and community representatives from the Mental Health Commission and the Berkeley Community Safety Commission. The Steering Committee met from January 2021 through January 2022 and advised on RDA’s completion of three critical reports. The first two reports summarized crisis response programs in the United States and internationally as well as gathered perspectives from community and City stakeholders regarding the crisis response system. This included gathering input from City of Berkeley and Alameda County agencies, local community-based organizations (CBOs), local community leaders, and utilizers of Berkeley’s crisis response services. These reports laid the foundation for the twenty-five recommendations that were the subject of the third and final report to inform the SCU model. Each recommendation put forth in the final report is deeply rooted in the stakeholder feedback included in the two previous reports. 80

In Spring 2022, the design for the SCU received City Council approval and the work of the SCU Steering Committee transitioned from planning to implementation. At the beginning of FY23, the City of Berkeley launched a competitive RFP process, which included providing live question and answer as well as published resources on the City website. After an extensive review process, the City chose Bonita House to implement the SCU pilot program.

Since the beginning of 2023, Bonita House has taken initial steps to implementing the SCU including: selecting an operating location for the program, working with the City to obtain response vehicles, and hiring staff. The Berkeley and Bonita House teams are hoping to launch a version of the SCU at the end of FY23, or beginning of FY24, as the full program ramps up.

On-sit
e management at Martin Luther King Jr. House
The Martin Luther King Jr. House is a 12-unit single room occupancy (SRO) complex with shared living spaces that serves the disabled community in Berkeley. Per the approved FY23 Annual Update, the Division allocated a portion of CSS System Development funds to provide on-site property management at this SRO. A contract is in process of being executed through the Housing and Community Services Division of HHCS, to allocate funding for this purpose and provide monitoring and oversight.

Short-term housing for individuals on the Homeless FSP
Through the approved FY23 Annual Update the Division allocated a portion of MHSA FSP Funds to support short-term housing for individuals receiving services on the Homeless FSP. It was envisioned that the funding would be utilized to provide housing in trailers located at 701 Harrison Street, and daily living supports for four individuals. Since the approval of the FY23 Annual Update, the Division learned that it will not be possible to utilize the Harrison Street trailers for this purpose. Going forward the funding allocated for this use, will be expended on other short-term housing sites for individuals in need.

PREVENTION & EARLY INTERVENTION (PEI)
The Prevention & Early Intervention (PEI) funding component is for strategies to recognize the early signs of mental illness and to improve early access to services and programs, including the reduction of stigma and discrimination, and for strategies to prevent mental illness from becoming severe and disabling.

The original City of Berkeley PEI was approved in April 2009. Since the approval of the original plan, Three Year Plans or Annual Updates outlining proposed PEI funding and programming have been approved on an annual basis. From the original PEI Plan and/or through subsequent plan updates, some of the many services the City of Berkeley has provided through the PEI funding component are as follows:
• An early identification, assessment, treatment and referral program for children (0-5 years old) and their families;
• Prevention and short-term intervention services in the Berkeley school system; • Trauma support services for youth, adults and older adults in unserved, underserved and inappropriately served populations;
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• An anti-stigma support program for mental health peers and family members; and
• Intervention services for at-risk children.

PEI Reporting Requirements
Per MHSA PEI regulations, all PEI funded programs are require to collect specified state identified outcome measures and detailed demographic information. MHSA also requires Evaluation Reports for PEI funded programs. PEI Evaluations are required to be included in each MHSA Annual Update or Three-Year Plan. Included in Appendix D of this Three-Year Plan is the Prevention & Early Intervention (PEI) Fiscal Year (FY) 2021/2022 Annual Evaluation Report.

Impact Berkeley

In FY18, the City of Berkeley introduced a new initiative in the HHCS Department called “Impact Berkeley”. Central to this effort is using a highly regarded framework called Results Based Accountability (RBA) to account for the work of the Department. RBA provides a new way of understanding the quality and impact of services provided by collecting data that answer three basic questions:
• How much did you do?
• How well did you do it?
• Is anyone better off?
RBA has been incorporated into selected programs within the Department. This has included community agency programs funded through the MHSA Prevention & Early Intervention Community Education & Supports program. Through this initiative the Department worked with each contractor to envision, clarify and develop measures on the outcomes and results each program is seeking to achieve, and used a rigorous framework to begin measuring and enhancing progress towards these results . An aggregated summary of some of the results of this initiative are outlined in the PEI Community Education & Supports program section of this Three-Year Plan.

Results Based Accountability Evaluation for all BMH Programs Through the approved FY19 Annual Update the Division executed a Request for Proposal (RFP) process to hire a consultant to conduct a Results Based Accountability Evaluation (RBA) for all programs across the Division, and Resource Development Associates (RDA) was the chosen vendor. In FY21 RDA began working with the Division to implement the RBA research methodology. An update of the activities conducted by RDA in FY22 on this evaluation is included in the CSS Section of this Three-Year Plan.

RBA outcomes in FY22 are outlined throughout this Three-Year Plan for the following MHSA PEI funded internal programs: Social Inclusion Project, and the High School Prevention Project. The complete set of RBA outcomes for all BMH programs is located in Appendix C.

PEI Regulations
Per PEI State Regulations, Mental Health jurisdictions are to utilize PEI funds to implement the following programs: Prevention, Early Intervention, Access and Linkage to Treatment, Stigma and Discrimination Reduction, and Outreach for Increasing Recognition of Early Signs of Mental 82

Illness. Programs and/or strategies within programs can also be combined. Jurisdictions may also opt to utilize some PEI funds to implement a Suicide Prevention program. The definitions of each program are outlined below along with the City of Berkeley corresponding program:

PEI Program
Type
Program Definition City of Berkeley PEI
Program(s)
Prevention A set of related activities to reduce risk
factors for developing a potentially serious
mental illness and to build protective factors.
• Mental Health Promotion
Campaign
• High School Prevention
• DMIND
• MEET
• African American Success
Early Intervention Treatment and other services and
interventions, including relapse prevention, to
address and promote recovery and related
functional outcomes for a mental illness early
in its emergence, including the applicable
negative outcomes that may result from
untreated mental illness.
• High School Prevention
• B e A Star
• DMIND
• MEET
• African American Success
• Supportive Schools
• Community Education and
Supports
Outreach for
Increasing
Recognition of Early
Signs of Mental
Illness

A process of engaging, encouraging,
educating, and/or training, and learning from
potential responders about ways to recognize
and respond effectively to early signs of
potentially severe and disabling mental
illness.

• Mental Health First Aid
(non-PEI funded program)

Stigma and
Discrimination
Direct activities to reduce negative feelings,
attitudes, beliefs, perceptions, stereotypes
and/or discrimination related to being
diagnosed with a mental illness, having a
mental illness, or to seeking mental health
services and to increase acceptance, dignity,
inclusion, and equity for individuals with
mental illness, and members of their families.

• Social Inclusion
Access and Linkage
to Treatment
Connecting children who are seriously
emotionally disturbed, and adults and seniors
with severe mental illness as early in the
onset of these conditions as practicable, to
medically necessary care and treatment,
including but not limited to care provided by
county mental health programs.

• High School Prevention

OPTIONAL
Suicide Prevention

Activities to prevent suicide as a
consequence of mental illness.
• CalMHSA PEI Statewide
Project
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Beginning January 1, 2020, per S
enate Bill (SB) 1004, Welfare and Institutions Code (WIC) 5840.7 (a) directed the Mental Health Oversight and Accountability Commission (MH SOAC) to establish priorities for the use of MHSA PEI funds. Section 5840.7 (d)(1) states that mental health jurisdictions shall, through their MHSA Three Year Program and Expenditure Plans and Annual Updates, focus use of their PEI funds on the Commission-established priorities or other priorities as determined through their respective, local stakeholder processes. If a mental health jurisdiction chooses to focus on priorities other than, or in addition to those established by the Commission, “the plan shall include a description of why those programs are included and metrics by which the effectiveness of those programs is to be measured” (WIC Section 5840.7 (d)(1)).

Current MHSOAC priorities for the use of PEI funding are as follows:
• Childhood trauma prevention and early intervention to deal with the early origins of mental health needs;
• Early psychosis and mood disorder detection and intervention, and mood disorder and suicide prevention programming that occurs across the lifespan; • Youth outreach and engagement strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college;
• Culturally competent and linguistically appropriate prevention and intervention, including community defined evidence practices (CDEPs);
• Strategies targeting the mental health needs of older adults; • Early identification programming of mental health symptoms and disorder, including but not limited to, anxiety, depression, and psychosis.

In order to meet the requirements, each mental health jurisdiction is required to show in the PEI Component of the Three-Year Plan or Annual Update the following:
• Which specific PEI priorities the mental health jurisdictions plan addresses, an estimate of the share of PEI funding allocated to each priority, and an explanation of how stakeholder input contributed to those allocations;
• If the mental health jurisdiction has determined to pursue alternative or additional priorities to those listed in Section 5840.7(a), how the determinations were made through its stakeholder process;
• For any alternative or additional priority identified by the mental health jurisdiction, what metric or metrics relating to assessment of the effectiveness of programs intended to address that priority the county will measure, collect, analyze, and report to the Commission, in order to support statewide learning.

All MHSA programs and projected funding amounts were vetted through the Community Program Planning process for this Three-Year Plan. Many PEI projects meet multiple established priorities. Per PEI regulations, outlined below are the City of Berkeley PEI programs, priorities, and FY24 projected funding amounts:
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CITY OF BERKELEY PEI

PROGRAMS
PEI

PRIORITIES
FY24
Projected Funding
Per Priority
• Be A Star
• S upportive Schools
Childhood trauma prevention and early
intervention to deal with the early origins of
mental health needs.

$148,551
• High School Youth
Prevention Project

• Mental Health Peer
Mentor Program
• Dynamic Mindfulness
Program
• Specialized Care Unit

• African American
Success Project

Youth Engagement and Outreach Strategies that
target secondary school and transition age youth

Early identification programming of mental health
symptoms and disorders, including but not
limited to, anxiety, depression, and psychosis.

Culturally competent and linguistically
appropriate prevention and intervention including
community defined evidence practices (CDEPs)

$865,280

$141,389

$68,000

$150,000
• Mental Health
Promotion Campaign
• Social Inclusion
• Community Education
& Supports

Culturally competent and linguistically
appropriate prevention and intervention,
including community defined evidence practices
(CDEPs)
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
not in college.

Strategies targeting the mental health needs of
older adults.

$409,000

$32,046

$32,046

PEI Funded Children and Youth and TAY Services

Per MHSA regulations 51% of PEI funds are to be used on services and supports for Children, Youth, and TAY. Small counties, of which the City of Berkeley is considered, may elect to forego this regulation as long as a community vetted, locally approved justification is provided as to why children and youth services are funded at a lower level. Since the initial PEI Plan, the City of Berkeley has allocated more than 51% of PEI funds to services and supports for children, youth and TAY as the majority of PEI funds has been utilized to serving these populations.

Currently, seven out of ten local PEI programs provide services for children and youth, 6 of which are in the Berkeley Unified School District (BUSD). Programs are as follows: Behavioral - Emotional Assessment, Screening, Treatment and Referral (BE A STAR); Supportive Schools Project; Mental Emotional Education Team (MEET); Dynamic Mindfulness (DMIND); African American Success Project; High School Youth Prevention Project, and the TAY Trauma Support Project.

Programs and services funded with PEI funds that are proposed to be continued through thi s Three Year Plan, and FY22 data are outlined below by PEI Program type.

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PREVENTION PROGRAMS

Prevention Program – Includes a s et of related activities to reduce risk factors for developing a potentially serious mental illness and to build protective factors.

Mental Health Promotion Campaign
As a result of the impact of the COVI
D-19 pandemic, and public input around the overwhelming need for mental health supports in the community, the Division proposed through the FY22 Annual Update to allocate PEI funds for a community Mental Health Promotion Campaign to support the wellness and self-care of Berkeley residents. The Division will partner with the community and consider using a social marketing firm to develop and implement the campaign.

PEI Goals: The goal of this campaign is to increase prevention efforts and response to early signs of emotional and behavioral health problems.

PEI Priority: Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).

It is envisioned that this campaign will be implemented in FY24 and the Division will continue to work with the community to determine how to best promote mental health and wellness in Berkeley.

EARLY INTERVENTION PROGRAMS
Early Intervention Program – Provides treatment and other services and interventions, including relapse prevention, to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the applicable negative outcomes that may result from untreated mental illness.

The City of Berkeley Early Intervention programs are as follows:

Behavioral-Em
otional Assessment, Screening, Treatment, and Referral (BE A STAR) The Be A Star program is a collaboration with the City of Berkeley’s Public Health Department providing a coordinated system in Berkeley that identifies children birth to age five and their parents, who are at risk of childhood development challenges including developmental, social, emotional, and/or behavioral concerns. The program specifically targets low income families, including those with teen parents, who are experiencing homelessness, substance use disorders, or are in danger of foster care. Services include triage, assessment, treatment and referrals to appropriate community-based or specialist services as needed. Children and families are accessed through targeted efforts at the following: Black Infant Health; Vera Casey Teenage Parenting programs; Child Health and Disability Prevention programs, Pediatric providers, and through state-subsidized Early Childhood Development Centers. The goals of the program are to identify, screen and assess families early, and connect them with services and supports as needed. The program uses the “Ages and Stages Questionnaires” (ASQ) screening tool to assess children in need. The ASQ consists of a series of 20 questionnaires that correspond to age intervals from birth to 6 years designed to help parents check their child’s development. Each questionnaire contains simple questions for parents to answer that reflect 86

developmental milestones for each age group. Answers are scored and help to determine whether the child's development is on schedule or whether the child should be referred for a developmental checkup with a professional. Over 400 children are assessed each year.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.

PEI Priority: Childhood trauma prevention and early intervention to deal with the early origins of mental health needs.

In FY22, a total of 1,654 children were screened through this program (183 at BUSD, and 1,471 at the Help Me Grow sites) however data was not collected on all individuals screened. Only Race/Ethnicity data was collected on a subset the 183 children screened at BUSD as follows:

DEMOGRAPHICS N=183
Age Groups
0-15 (Children/Youth) 100%
Race
Asian 19%
Black or African American 25%
White 20%
More than one Race 8%
Other 4%
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American/Chicano 24%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) 100%
Primary Language
Declined to Answer (or Unknown) 100%
Disability
Declined to Answer (or Unknown) 100%
Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) 100%

Program Successes:
• In FY22 on-site technical assistance visits to all Berkeley Help Me Grow providers resumed and the visits went well.
• The program conducted
1,654 ASQ
developmental screenings in Berkeley.
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• BUSD referred a total of 53 preschool students and the Help M e Grow providers referred 94
infants/children.
• Approximately 78% of all Help Me Grow referrals reached their goals.

Program Challenges:
• Continued to see an impact of the COVID-19 pandemic on program services which decreased the number of screenings that were conducted. • Staffing changes/turnovers at the Berkeley Help Me Grow sites impacted the continuity of the partnership with the program.
• The Help Me Grow sites did not collect race/ethnicity, language spoken data, or gender; and BUSD did not collect specific ethnicity data, language spoken for all students who received an ASQ, or gender.
• There was a delay in getting the annual data for the Help Me Grow sites.

Supportive Schools Program
Through this program leveraged MHSA PEI funds support the provision of mental health prevention and early intervention services at each of the Elementary Schools in Berkeley.

Services include: outreach; mental health programming; classroom, group, and one-on-one psycho-social education and support; and consultation with parents and/or teachers.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.

PEI Priority: Childhood trauma prevention and early intervention to deal with the early origins of mental health needs.

In FY22 Early Intervention Services were provided at each of the BUSD elementary schools.

BUSD sub-contracted with local agencies to provide early intervention services based upon the standard of evidence-based practices. Bay Area Community Resources (BACR), Child Therapy Institute (CTI), and Lifelong Medical (Lifelong) were subcontracted to provide services at BUSD elementary schools.

BACR provided services to improve emotional functioning and success in school and life, including individual and group therapy, family consultation, conflict resolution/restorative justice, suicide prevention, check-in/check-out, crisis intervention, and classroom presentations.

Additionally, BACR participated in weekly Coordination of Services (COST), Student Success Team (SST), and Individualized Education Program (IEP) meetings for students, providing mental health and trauma informed perspectives. BACR consulted with staff on many issues and provided trauma informed coaching for teachers needing support. BACR also made referrals to outside providers, parenting classes/support groups, crisis hotlines, and other programs. Due to the continuation of the impacts of the COVID-19 pandemic, BACR also provided resource networking and support for families in navigating the public health crisis.

Lifelong Medical Provided a Licensed Clinical Social Worker (LCSW) and interns who provided individual counseling to students, family counseling, and mental health consultation to caregivers and school staff. Full-class support was provided in several classrooms. The full class support was tailored to the needs of the teacher and class and consisted of community 88

building, regulation strategies such as Zones of Regulation, and social emotional learning.

Supports
for each school per each service provider, and numbers served in FY22 were as follows:

Elementary School Agency/Provider Number of Students Served • Cragmont
• Emerson
• John Muir
• Mal
colm X
• Oxf
ord
• Ruth Acty
• Sylvia Mendez
• Thousand Oaks

Bay Area Community Resources
(BACR)

420
• Bay Area Arts Magnet (BAM)
• Washington
Child Therapy Institute 55
• Rosa Parks Lifelong Medical Care 116
Total 591

Demographic data provided by BUSD on 591 students that were served through this project in FY22, is outlined below:

DEMOGRAPHICS N= 591
Age Group
0-15 (Children/Youth) 100%
Race
American Indian or Alaska Native 3%
Asian 6%
Black or African American 25%
Native Hawaiian/Pacific Islander <1%
White 47%
More than one Race 20%
Declined to Answer (or Unknown) 1%
Ethnicity: Hispanic or Latino/Latina/Latinx
Unspecified Hispanic or Latino/Latina/Latinx 34%
South American <1%
Declined to Answer (or Unknown) 1%

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Ethnicity: Non-Hispanic or Non- Latino/Latina/Latinx
Black or African American 15%
Asian Indian/South Asian <1%
Chinese 1%
Eastern European 27%
European 1%
Filipino 1%
Other 4%
More than one Ethnicity 8%
Declined to Answer (or Unknown) 7%
Primary Language Used
English 25%
Spanish 3%
Declined to Answer (or Unknown) 72%
Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
Communication Domain <1%
Mental domain not including a mental illness
(including but not limited to a learning disability,
developmental disability, dementia)
5%
Declined to Answer (or Unknown) 8%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 15%
Female 14%
Declined to Answer (or Unknown) 71%

Current Gender Identity
Male 53%
Female 44%
Transgender <1%
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Genderqueer <1%
Other Gender Identity 2%
Community-Based Child & Youth Risk Prevention Program
Through FY22, the Community-Based Child & Youth Risk Prevention program targeted children (aged 0-5) who were impacted by multiple risk factors including trauma, family or community violence, familial distress, and/or family substance use disorders, (among other issues). A BMH clinician served as the Mental Health Consultant on this project providing information, services and supports to teachers and parents at the YMCA Head Start program in South Berkeley.

Services included individual case consultation for teachers and parents, group consultations, classroom observations and interventions, assessments, brief treatment, and referrals to other resources as needed. The main goals were to reduce risk factors or other stressors, and promote positive cognitive, social, and emotional well-being. This program served approximately 50 Children & Youth a year.

PEI Goals: The goal of this program was to bring about mental health including the reduction of school failure and the removal of children from their homes.

PEI Priority: Childhood trauma prevention and early intervention to deal with the early origins of mental health needs.

This program was discontinued in April 2022 when the BMH Mental Health Consultant received a promotion to a different position. Once that position was vacated the YMCA Head Start program decided to create an internal staff position for a Mental Health Specialist.

In FY22, 41 children were served through this program. Demographics on those served is as follows:

DEMOGRAPHICS N=41
Age Groups
0-15 (Children/Youth) 100%
Race
Asian 5%
Black or African American 44%
White 2%
Other 12%
More than one Race 2%
Ethnicity: Hispanic or Latino/Latina/Latinx
Declined to Answer or Unknown 35%

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