Agenda packet, first session — Berkeley City Council, July 25, 2023 (part 3 of 8)

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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:
• Returned to in-person Mental Health Consultations in the summer of 2021 which enabled the provision of in-person classroom consultation and direct interventions with children and teachers; increased visibility and interactions with parents; and helped to improve the overall collaborations with administrators, teachers, and parents. • Participated in person in meetings with parents, teachers and administrators to provide direct consultation around behavior management in the classroom and at home. • Modeled parent engagement strategies for teachers, advocates and staff. Modeling how to have difficult conversations using a trauma-informed perspective is essential to mental health consultations.
• Provided in vivo conflict management among teachers and with parents as well as provided case management and support as conflicts occurred.
• Return to in-person care also enabled the Mental Health Consultant to be able to observe classrooms and child behaviors over a period of time at different times of the day which allowed for better overall clinical understanding of the children’s behaviors and needs, and improved their ability to make recommendations for services and classroom interventions.

Program Challenges:
• The onsite manager at the YMCA resigned mid-year, which made collaborating with the teachers and classroom staff challenging.
• There were center and classroom closures and due to flooding in the infant room. • C OVID-19 pandemic exposures continued to impact the center and caused temporary classroom closures that caused disruptions to the continuity of care.

Community Education & Supports
The Community Education & Supports program implements culturally-responsive psycho- educational trauma support services for individuals (18 and above) in various cultural, ethnic, and age specific populations that are unserved, underserved and inappropriately served in Berkeley including: African Americans; Latino/a/x; LGBTQIA+; TAY; and Senior Citizens. All services are conducted through area community-based organizations. 92

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In FY22 three of the fiv
e contractors in the Community Education & Supports project participated in the HHCS Results-Based Accountability (RBA) Evaluation. RBA evaluation results are presented in an aggregated format across all programs as follows:

How Much Did We Do? How Well Did We Do It? Is Anyone Better Off? • 527 Support
Groups/Workshops
• 2,427 Support
Groups/Workshop
Encounters
• 1 21 I ndiv
idual Contacts (2 of
3 programs reporting)
• 132 Outreach Activities
• 1.815 Outreach Contacts
• 443 Referrals
• 94% of program
respondents reported
satisfaction with the
services they received
• Referrals by type:
135 Mental Health
55 Social Services
72 Physical Health
20 Housing
161 Other Services
• 90% of program participants
reported an increase in
social supports or trusted
people they can turn to for
help
• 92 % of program participants
reported positive changes in
terms of coping strategies,
feeling anxious or
overwhelmed
Descriptions for each of the five projects within the Community Education & Supports program and FY22 data are outlined below:
 Transition Age Youth Trauma Support Project
In FY22 this project was implemented through Youth Spirit Artworks. This project provides supportive services for Transition Age Youth (TAY) who are suffering from the impact of trauma and/or other life stressors and are homeless, marginally housed, or housed but in need of supports. The project serves a wide range of youth from various cultural and ethnic backgrounds who share the common goal of living lives less impacted by trauma and more impacted by wellness. The project consists of the following four components: One-on-one sessions that assess individuals needs around trauma supports and support group readiness; psycho-educational support groups; youth social outings that provide TAY with exposure to healthy settings designed to enhance life skills and choices; and youth celebratory events that are held monthly to convene youth around a positive occasion to acknowledge the various small and large accomplishments of TAY participants, and build trust and community. Approximately 30-35 TAY receive services through this project a year.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• 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, with a priority on partnership with college mental health programs, and transition age youth not in college.

In FY22, 105 TAY participated in one or more program services. Demographics on youth served were as follows:

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Ethnicity: Latino/Latina/Latinx
Other 12%
Declined to Answer (or Unknown) 13%

Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) 74% Primary Language Used
Declined to Answer (or Unknown) 100% Sexual Orientation
Gay or Lesbian 13% Heterosexual or Straight 22% Declined to Answer (or Unknown) 65% Disability Status
Declined to Answer (or Unknown) 100% Veteran Status
No 100%
Gender: Assigned sex at birth
Declined to Answer (or Unknown) 100% Current Gender Identity
Male 23%
Female 11%
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Genderqueer 7%
Declined to Answer (or Unknown) 59%

Project Successes:
• I mproved and integrated Art as Therapy content and ironed out project logistics. • C onducted outreach to
59 youth, made numerous contacts to other providers and organizations, and conducted events to publicize project services. • Successfully engaged increasing numbers of youth into Art as Therapy and Peer Mentoring over the course of the last three quarters of the year. Art as Therapy sessions consisted of activities that both teach art and provided a forum for sharing challenges common to TAY. • Although, the program was not able to consistently conduct youth surveys, staff reported that youth indicated that services were helpful. Increased attendance was also an indication that Art as Therapy and Peer Mentoring sessions were valuable to the youth participants. • Despite challenges with engagement, project outreach efforts resulted in 21 TAY trying out the Behavioral Health support groups. This progress was disrupted by staff turnover and attendance dropped off towards the end of the reporting timeframe. • Engaged 29 new TAY into Peer Mentoring training. Meetings were held on a weekly basis at the Tiny House Empowerment Village (THEV) serving the residents there, as well as other youth in the community. Transportation was provided for youth at the studio to easily attend the meetings.
• Many of the youth were pursuing education in the social services field or they wanted to explore this opportunity to see if they wanted to be in the field. The youth received training on healthy communication, coping with crisis and de-escalation, giving constructive feedback, health insurance and other topics. Youth were encouraged and supported to share and teach topics they found interesting to their peers. • Six events were planned and conducted with 55 total youth in attendance. Youth expressed that they enjoyed and valued these events and would attend more if offered. • In FY23 a new Director of Operations was hired who brings extensive experience in supporting agencies to develop and provide transformational services to youth and adults.

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consistent presence at the schools, along with delays in communication regarding the proj
ect implementation efforts and coordinating outreach and logistics for groups and events.
• The project social worker engaged both staff and students at Berkeley High and Berkeley Technical Academy (BTA), attending weekly staff meetings at BTA, conducting outreach to students on both campuses, and presenting about PEI activities in classes at different times throughout the year, although consistency was difficult to achieve during the COVID-19 pandemic and holiday season. Despite these efforts, students were not readily engaged and project attendance was inconsistent. Reports were that staff seemed to be ambivalent about new initiatives. Feedback from two students indicated that they (and their friends) didn’t want mental health type services and that they didn’t want to attend groups during their free period when they have a break from classes.
• By the beginning of March 2022 many of the existing participants obtained full time jobs and could no longer commit to the project activities.

Particular emphasis is on outreaching and providing supportive services to identified underserved populations within the local LGBTQIA+ community. Weekly or bi-weekly support groups are held throughout the year targeting various populations and needs within the LBGTQIA+ community. Support groups are led by Peer Facilitator community volunteers who are trained in Group Facilitation/Conflict Resolution and who have opportunities to participate in additional Skill Building workshops in order to share methods used to address group challenges and to learn new facilitator techniques. Approximately 250 individuals a year are served through this project.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• 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, with a priority on partnership with college mental health programs, and transition age youth not in college.
• Strategies targeting the mental health needs of older adults.

In FY22, a total of 439 support groups were conducted, serving 45 individuals. *Demographics on individuals served include the following:

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DEMOGRAPHICS N=45

Age Groups
16-25 (Transitional Age Youth) 29%
26-59 (Adult) 62%
Ages 60+ (Older Adult) 2% Declined to Answer (or Unknown) 7%
Race
Asian 16%
Black or African American 11% White 42%

More than one Race 13%

Declined to Answer (or Unknown) 18%
Ethnicity: Hispanic or Latino/Latina/Latinx
Caribbean 2%
Central American 2%
Puerto Rican 2%
South American 2%
Declined to Answer (or Unknown) 2%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African 4%
Asian Indian/South Asian 7%
Chinese 2%

Eastern European 2%

European 22%
Filipino 2%

Korean 4%

Middle Eastern 2%
More than one Ethnicity 20%

Declined to Answer (or Unknown) 24%

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Primary Language Used
English 98%

Declined to Answer (or Unknown) 2%
Sexual Orientation
Gay or Lesbian 9%

Heterosexual or Straight 7%

Bisexual 18%
Questioning or Unsure 9%

Queer 22%

Another Sexual Orientation 24%

Declined to Answer (or Unknown) 11%
Disability
Difficulty Seeing 2%

Mental (not Mental Health) 9%

Chronic Health Condition 4%
Other (Specify) – More than one disability 7%
No Disability 78%

Veteran Status
No 98%

Declined to Answer (or Unknown) 2% Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) 100%
Current Gender Identity
Male 4%

Female 13%

Transgender 31%

Genderqueer 11%

Questioning or Unsure 4%
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Another gender identity 29%

Declined to Answer (or Unknown) 7%

*(From Project staff report, the state PEI demographic data requirements requires the inclusion of percentages, therefore the contractor had to code folx – used to explicitly signal the inclusion of groups commonly marginalize - with any multiple identities, into some form of a "multiple identity" category or "other" category. For example, in the ethnicity section when folx selected multiple ethnicities, it was reported as "More than one ethnicity." While this strategy generally works well to reduce confusion by ensuring legible percentages, this manner of reporting is reductive and doesn't allow for the full picture of the data. For instance, someone who identified as both Native and white is only being reported as "multiple races" and therefore, the category for Native participants is blank. This caused it to appear as though there weren’t any Native participants in the project, when there were. The demographic reporting structure required simply does not allow for the level of detail and nuance needed to have a fuller picture of the project data).

There were 76 referrals for additional services and supports. The number and type of referrals were as follows: 24 Mental
Health; 27 Physical Health; 2 Social Services; 23 other unspecified services. To assess the project services, a self-administered Peer Support Group Survey was distributed to all peer group members. Survey results were as follows:
• 81% indicated they would recommend the organization to a friend or family member; • 77 % felt like staff and facilitators were sensitive to their cultural background; • 77% reported they deal more effectively with daily problems; • 70 % indicated they have trusted people they can turn to for help; • 79% felt like they belong in their community.

Program Successes:
• The impact of the COVID-19 pandemic continued to be felt throughout the LGBTQIA+ community. The project continued providing peer groups online, providing spaces for the community members to gather; to receive and provide emotional support, feel a sense of belonging and connection; and to share resources.
• Some folx were not able to move to the online space due to privacy concerns, other safety issues, lack of devices, or unstable Wi-Fi. Despite that, the peer group facilitators reported that many of their group members expressed appreciation for the access to the virtual space during a time of increased isolation, especially those with chronic pain, disability, transportation or other barriers to in-person services. • Community members also asked about possibilities of new groups for FY23 including: Q- Finity for neurodiverse folx; a group focusing on the needs of the QT polyamorous community; a parents group; as well as a restarting of the Thursday Night Men’s group. New peer group facilitators were scheduled to be onboarded in Aug 2022. • Opportunities for project outreach increased dramatically through the website, and through the Meetup, Instagram and Facebook accounts.
• A few quotes from feedback forms on the support group were as follows:
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“I love the sense of community and support I feel in the group.” “Thank You for holding the space.”
“I found the gr
oup understanding and supportive and [it] makes me feel I am not alone on an island, as others have [the] same circumstances.” Program Challenges:

• With more online offerings, the facilitators had additional work to do including checking their email frequently, coping with technology issues, navigating facilitation while some group members and even facilitators joined via phones. These challenges were used as an opportunity to evaluate how to support facilitators as the project migrates to an in- person/hybrid model and how facilitators can be set up to easily navigate the technological needs.
• While COVID-19 pandemi
c protocols were developed, the project space was in transition since it was purchased by a development corporation and that hindered the ability to fully return to all in-person services.
• During FY22, the contractor that implements this project experienced big leadership changes in the Executive Director, Clinical Director, Finance Director and Community Programs Director positions. These shifts impacted staff capacity and resulted in some schedule changes until the vacancies were able to be filled. • The project will be examining ways to broaden and deepen community engagement, especially to community members who live at intersections of disabled, trans, and Black, Indigenous, and People of Color (BIPOC) communities. An outreach committee was assembled to better track and prioritize engagement with more of a systematic approach. • Although there was a decrease in numbers on the demographic sheets gathered on the peer group members and therefore, a lower number of group members reported, the number of duplicated participants was 2,118 in FY22, which indicated that despite lower unduplicated participants, individuals who joined groups returned regularly to meetings. • Project staff will continue to evaluate issues of attrition and Zoom fatigue while exploring in- person and hybrid models of meeting, as well as ways to improve completion and submission of the demographic forms and surveys by peer group members.

 Living Well Project
Implemented through Center for Independent Living, this project provides services for Senior Citizens (aged 50 and over) who are coping with trauma and/or mental health issues associated with acquired disabilities. Senior Citizens with acquired disabilities are one of the most difficult groups to reach with disability services. It is similarly difficult to intervene with this group’s developing mental health issues related to aging and the traumatic impact of acquiring one or more disabilities (such as loss of mobility, vision, hearing, et al). The core of the project is a wellness workshop series entitled “Living Well with a Disability”. Through a combination of education, g
oal setting, group and peer counseling, the workshop series is designed to promote positive attitudinal shifts in a population who, despite the tremendous need for care, are often typically not responsive to mental health intervention. The workshop series includes a 10 week, one to two-hour class conducted by Peer Facilitators, and an optional 30-minute counseling 100

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session. Counseling sessions are designed to monitor curriculum impact and continually assess individual goals and resource needs. This project serves up to 150 Older Adults a year.

PEI G
oals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Strategies targeting the mental health needs of older adults.

In FY22, 47 Living Well Workshop sessions were conducted. Each Living Well Workshop series included the following sessions: Orientation; Goal Setting; Problem Solving; Healthy Reactions; Beating the Blues (Depression and Moods); Healthy Communication; Seeking Information; Physical Activity; Eating Well (Nutrition); Advocacy (Self and Systems Change); and Maintenance. Topics of Grief and Loss, Depression, Retirement, and Senior Invisibility were also incorporated into the project. In all 14 Senior Citizens participated in the Living Well Workshops. Demographics of Workshop participants are outlined below:

DEMOGRAPHICS N=14
Age Groups
26-59 (Adult) 7%
Age 60+ (Older Adult) 93%
Race
Asian 7%
Black or African American 14%
White 65%
Other 7%
More than one race 7%
Ethnicity: Hispanic or Latino/Latina/Latinx
Other 7%
Declined to Answer (or Unknown) 7%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
European 14%
Other 7%
Declined to Answer (or Unknown) 65%
Primary Language Used
English 100%
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Sexual Orientation
Heterosexual or Straight 7%
Questioning or Unsure 7%
Declined to Answer (or Unknown) 86%
Disability
Difficulty Seeing 7%
Difficulty Hearing or Having Speech Understood 7%
Mental (not mental health) 21%
Physical/mobility disability 14%
Chronic health condition 7%
Other Disability 29%
No Disability 7%

Declined to Answer (or
Unknown)
8%

Veteran Status
No 100%
Gender: Assigned Sex at birth
Male 21%
Female 79%
Current Gender Identity
Male 21%
Female 79%

During the reporting timeframe 14 outreach and informational events were conducted reaching 38 individuals, with 45 unduplicated individuals receiving further engagement services. There were 257 referrals for additional services and supports. The number and type of referrals were as follows: 80 Mental Health; 35 Physical Health; 20 Social Services; 20 Housing; 102 other unspecified services. A total of 100% of project participants completed a Living Well Workshop Series. Feedback per participant self-report was as follows:
• 100% reported they felt satisfied with the workshops; • 100% indicated an improvement in feeling satisfied in general; • 100% had increased feelings of social supports;
• 100% felt prepared to make positive changes; and
• 100% reported they felt less overwhelmed and helpless. 102

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Project Successes:

The workshops were well attended with lively engagement. The workshops provided a safe space where some of the participants were able to share painful testimonies of isolation, sadness and fear and others of loneliness. Many missed their families, their grandchildren, and friends. To help seniors stay connected 96 tele-support group sessions were held. Living Well Program virtual/tele-workshops were offered every Monday and tele-support groups were held every Tuesday. In December and May laptops and technical training were provided to previous participants and individuals who completed The Living Well Workshop Series.

Project Challenges:

Some participants had to travel out of state to support adult children with life-threatening illnesses and two struggled with potentially life-threatening diagnoses themselves. There was a lot of uncertainty revolving around the COVID-19 pandemic. Many participants had difficulties connecting with others due to the technological gap. The Workshop Series facilitator also had to learn systems that had not been used before.
 SoulSpace Project
In FY22, following a competitive Request For Proposal (RFP) process, ONTRACK Program Resources began implementing the SoulSpace Project for African Americans in Berkeley. The project assists African Americans in Berkeley to access culturally, ethnically, and linguistically responsive and trauma-informed prevention and early intervention services. Project services include: community education; outreach and engagement; individual quality of life assessments; coaching; empowerment planning; referrals; navigation supports; support groups; and life skills training.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

This project began operating in the last month of the 2 nd Quarter of FY22. During that timeframe
ONTRACK served 16 individuals in intensive case management, including a total of 45 empowerment activities, and support groups. Demographics on individuals served are as follows:

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DEMOGRAPHICS N=16
Age Groups
Transition Age Youth (16-25) 19%
Adults (26-59) 62%
Older Adults (60+) 19%
Race
Black or African American 100%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Other 100%
Primary Language
English 100%
Sexual Orientation
Heterosexual or Straight 94%
Another sexual orientation 6%
Disability
Mental (not mental health) 6%
Physical/Mobility Disability 6%
No Disability 88%
Veteran Status
No 100%
Gender: Assigned Sex at Birth
Male 56%
Female 44%
Current Gender Identity
Male 56%
Female 44%

Project Successes:

Despite a start date of December 2021, ONTRACK launched the Soul Space project and accomplished the following during the reporting timeframe:
• H ired two staff who have deep familiarity with Berkeley. • Secured
a work space.
• Built out the case management platform Apricot by Social Solutions, to match the reporting system used by Berkeley—City Data Services.
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• C onducted outreach and began im
plementing services.
• In order to quickly gain a foot in Berkeley’s mental provider network, ONTRACK established several partnerships with longstanding organizations in the city of Berkeley including:
-A partnership with Options for Recovery which included co-hosting an in-person public education event with Roland Williams, an expert in co-existing substance use and mental health concerns among African Americans. ONTRACK also provided one-to-one empowerment services for some of their dually-diagnosed clients as well as members of their staff working through the compassion fatigue that often accompanies work with this population.
-Through a partnership with Building Opportunities for Self-Sufficiency (BOSS), ONTRACK conducted onsite—and off-site-one-to-one and group empowerment services to their other- wise unsheltered population of African Americans.
• Conducted two well-reviewed community education events. Dr. La Tanya Takla conducted a 2-part series on trauma informed care to African Americans, and Roland Williams conducted an in-person workshop at the Veterans Memorial Building.

Project Challenges:
• ONTRACK experienced a number of challenges during the program period, several of which have been rectified since the ending of the June 30, 2022 MHSA reporting period.

The truncated MHSA 2021-2022 service period was short due to a contract execution date of December 1, 2021, and a delay in final contracting processes. • Outreach efforts to community members was restricted due to the COVID-19 pandem ic
,
which meant greater reliance on social media and outreach to other community organizations who were seeking to adapt to their own challenges. • The initial location of the Soul Space office in West Berkeley was less accessible to community members than the current location in North Berkeley on Adeline Street.

 Latinx Trauma Support Project
In FY22, following a competitive Request For Proposal (RFP) process, East Bay Sanctuary Covenant began implementing the Latinx Trauma Support Project. This project assists low- income, Latinx families in Berkeley to access culturally, ethnically, and linguistically responsive and trauma-informed prevention and intervention services. Project services are in direct response to, and in collaboration with, Latinx community members, and are largely facilitated by individuals from within the targeted community and conducted in Spanish or an indigenous language. Services include: One-on-one outreach and support; support groups; staff and partner training and warm referrals.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
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• Youth engagement and outreach str
ategies 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.
• Strategies targeting the mental health needs of older adults.

In FY22, this project began implementing services. Over the course of the year a total of 224 individuals were served. Demographics on individuals served through this project were as follows:

DEMOGRAPHICS N=224
Age Groups
Children and Youth (0-15) 2%
Transition Age Youth (16-25) 13%
Adults (26-59) 82%
Older Adults (60+) 1%
Declined to Answer (or Unknown) 2%
Race
American Indian or Alaska Native 10%
Asian 1%
Black or African American <1%
White 2%
Other 85%
Declined to Answer (or Unknown) 2%
Ethnicity: Hispanic or Latino/Latina/Latinx
Central American 45%
Mexican/Mexican-American/Chicano 29%
South American 8%
Other 8%
Declined to Answer (or Unknown) 7%
Ethnicity: Non-Hispanic or Latino/Latina/Latinx
African <1%
Asian Indian/South Asian 1%
Chinese <1%
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Eastern European <1%
Middle Eastern <1%
Other <1%
Primary Language
English 3%
Spanish 83%
Declined to Answer (or Unknown) 14%
Sexual Orientation
Gay or Lesbian 28%
Heterosexual or Straight 43%
Questioning or unsure of sexual orientation 1%
Queer 1%
Another sexual orientation 2%
Declined to Answer (or Unknown) 25% Disability
Difficulty Seeing <1%
Other 1%
No Disability 95%
Declined to Answer (or Unknown) 4%
Veteran Status
No 91%
Declined to Answer (or Unknown) 9%
Gender: Assigned Sex at Birth
Male 49%
Female 50%
Declined to Answer (or Unknown) 2%
Current Gender Identity
Male 46%
Female 50%
Transgender 1%
Genderqueer 1%
Declined to Answer (or Unknown) 2%
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During the reporting timeframe 41 Suppor
t Group sessions were conducted reaching 26
individuals, and 76 individuals received One-on-One Supports. A total of 49 Trainings were conducted, reaching 78 individuals. There were 110 warm referrals for additional services and supports. The number and type of referrals were as follows: 31 Mental Health; 10 Physical Health; 33 Social Services; 36 other unspecified services.

Support Group feedback per participant self-report was as follows:
• 100% reported they liked participating in the Support Group; • 100% indicated they would recommend the organization to a friend or family member; • 100% indicated they felt safe, included and respected; • 100% reported that they were able to deal more effectively with daily problems; • 100% reported increased feelings of supports after participating in the support group.

Training feedback per participant self-report was as follows:
• 98% of participants indicated that they were satisfied with the training; • 100% of participants indicated that the information in the training was informative; • 100% of participants indicated that the training would help them in their work.

Project Successes:
• In the first fiscal year of this contract, an effective and efficient support services project was built to better serve members of the Latinx community through a holistic trauma-informed approach.
• Having a dedicated staff allowed the project to connect more deeply with Latinx community mem
bers, offering early intervention and prevention education, one-on -one supports, warm
referrals to a wide range of social and mental health services, and two support groups (one for LGBTQ Latinx asylum seekers and one for Indigenous Maya Mam women). • The project trained a total of seventy-eight staff and employees of partner agencies in the trauma-informed approach. These trainings were designed after the Program Manager interviewed key stakeholders within the organization about their understanding of trauma and what training needs they saw for improving services. Externally, customized trainings for partners working in healthcare, education, and social services were offered. • The Support Services Manager strengthened partnerships with community agencies around a range of services that clients desperately needed, including health care, public benefits, services for survivors of domestic violence, housing, and many other needs. • A sophisticated comprehensive system for identifying the resources available to community members and tracking referrals after initial contact using the Airtable platform, was created and utilized.

Project Challenges:

An early challenge was that the project was not able to hire a Support Services Program Manager until two months after the contract was initiated, however despite this delay, project goals were still met.

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PREVENTION & EARLY INTERVENTION COMBINED 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.

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 Prevention & Early Intervention combined programs are as follows:

Dynamic Mindfulness Program (DMind)
Dyna
mic Mindfulness (DMind) is an evidence-based trauma-informed program implemented in BUSD middle and high schools. Validated by independent researchers as a transformative program for teaching children and youth, skills for optimal stress resilience and healing from trauma, the DMind program integrates mindful action, breathing, and centering into an intervention that is implemented in the classroom in 5-15 minute sessions, 3 to 5 times a week.

This program has proven to be successful with vulnerable students who are exhibiting signs of chronic stress, trauma, and Post Traumatic Stress Disorder (PTSD) from Adverse Childhood Experiences (ACEs), and/or disengagement from school, chronic absences, and significant behavioral challenges, including emotion regulation, impulse control, anger management, and/or getting frequent referrals, or suspensions and at high risk of school failure. DMind also enables teacher and staff well-being, which has been shown to enhance student learning.

Program components include in-class and after-school DMind sessions for students, student peer leadership development, and training and coaching of school staff.

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 Priorities:
• Youth engagement and outreach 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.
• Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY22, DMIND was provided both live on-line and in-person. Training and coaching services were also provided through this program. The training and coaching services build capacity among teachers and staff, so they have the skills for their own self-care, stress resilience and personal sustainability, and for the professional application with students to teach emotional regulation as well as social-emotional learning. Training and coaching were also used to build capacity among student peer leaders, with structured opportunities for application in conflict resolution, peer mediation, restorative justice circles, and leading DMIND practice in their classrooms. Additionally, this program provided videos to the schools and Yoga at Independent Study. A total of 1,546 students and 139 teachers and school staff received services through 109

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this program during the reporting timeframe as follows:

School Number of Students Served Number of School Staff Served
• Berkeley High School

455 76
• Berkeley Technical
Institute
28 12
• King Middle School 248 15
• Longfellow Middle
School
127 19
• Willard Middle School 688 17
Total 1,546 139
Data on individuals served was not provided by BUSD.

Mental and Emotional Education Team (MEET)
The Mental and Emotional Education Team (MEET) program implements a peer-to-peer mental health education curriculum to 9th graders, and an internship program for a cohort of high school students to serve as peers to their fellow students. The goals of the program are to increase student awareness of common mental health difficulties, resources, and healthy coping and intervention skills. Through this program, students are trained by a licensed BUSD clinician to conduct class presentations covering common mental health disorders, on and off campus resources, and basic coping and intervention skills.

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.

In FY22, this program was not in operation.

African American Success Project
The African American Success Project (AASP) implements “Umoja” - a daily elective class offered at Longfellow Middle School. Umoja provides African American students a safe affinity space to explore their cultural heritage and identity, while building positive peer relationships and establishing relational trust with adults. Umoja provides an ongoing focus on social and emotional development, including building skills, habits and mindsets that enable self-regulation, interpersonal skills, perseverance and resilience. This project aligns with stated needs found in key BUSD initiatives, and strategic actions, including but not limited to the: Black Lives Matter Resolution, Local Control & Accountability Plan (LCAP), the African American Success 110

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Framework (AASF), and the Comprehensive Coordinated Early Intervention Services (CCEIS) Plan.

This pr
oject provides a unique chance to expose learners to content traditionally overlooked by educational institutions. Umoja course lessons are rooted in African and African American cultural precepts, and are composed to guide African American learners through:
• An exploration of their identities;
• An interrogation (questioning or query) of their ancestral history. • Development of a positive sense of purpose and cultural pride. • Envisioning their futures and outlining a path for fulfillment. • Developing an awareness of their communal role.

Direct services for parents and guardians:

The project seeks to increase entry points for caregivers to be informed and involved in their child’s learning.

Highlights in this area include:
• Providing digital newsletters, and updates using email marketing. • Coordinating and hosting parent teacher conferences.
• Individual parent meetings/contacts, including advising, problem-solving, and updates regarding student progress.

• Hosting events including the Annual Kwanzaa celebration, and an end of the year meeting to gather qualitative program feedback.

Direct services for students (academic, social, behavioral):

• School-day cultural enrichment designed to uplift and empower African American learners using African centered pedagogical approaches.

• Equity centered support sessions (weekly).

• Structured class check-in sessions.

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 Priorities:
• Culturally competent and linguistically appropriate prevention and intervention, including community defined evidence practices (CDEPs).
• Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY22, 73 students participated in this project. Outlined below are demographics on individuals served through this project:

DEMOGRAPHICS N=73
Age Groups
Children/Youth (0-15) 100%

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Race
Black or African American 79%
More than one Race 10%
Declined to Answer (or Unknown) 1%
Ethnicity: Hispanic or Latino/Latina/Latinx
Hispanic/Latino/Latina/Latinx 10%
Primary Language
English 96%
Other 4%
Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
Other 25%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 53%
Female 47%
Current Gender Identity
Male 53%
Female 47%
Worth noting is this project’s continued emphasis on school success and reinforcing literary skills. In addition to incorporating literacy structures into the class setting, the project made a strategic investment to establish a classroom library, which affords students access to over 100 unique titles. Efforts were made to select books written by Black/African American authors whose books feature Black/African American history, culture, and stories. Building the library was a direct response to a student survey conducted in a prior school year in which project participants indicated they would read more, if books were available that reflected their lived experience and related to their cultural background.

ACCESS AND LINKAGE TO TREATMENT
Access and Linkage to Treatment Program – Connects 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.
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PREVENTION & EARLY INTERVENTION COMBINED PROGRAM

WITH ACCESS AND LINKAGE TO TREATMENT COMPONENT
Access and Linkage to Treatment Program – Connects ch ildren 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.

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.

The City of Berkeley has one Prevention & Early Intervention combined program that also has an Access to Linkage and Treatment component:

High S
chool Youth Prevention Program
This program operates in conjunction with other health related services offered at Berkeley High School (BHS) and Berkeley Technology Academy (BTA) and has become a successful partnership between BUSD and the Public Health and Mental Health Divisions of Berkeley’s HHCS Department. The program provides young people 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 topics and available resources, and provide the opportunity for students to do a personal assessment of risk and current lifestyle choices; drop-in crisis, counseling services; individual appointments to identify young people who may need more intensive intervention; and short-term treatment. The individual appointments, held at the school-based health center, provide young people with the opportunity to hold very in-depth discussions around the choices they are making and the risks that are involved in their choices. They receive guidance about changes they can make to reduce or eliminate their risks, and are given the opportunity to identify barriers that might exist for them that prevent them from making healthier choices. In addition, they complete a 40 question, in-depth HEADSSS (Home, Education, Activities, Drugs/Alcohol, Sexuality, Safety, and Suicidality) assessment. Based on the outcome of the individual appointment and/or assessment, a young person may be referred to either a medical or mental health professional for follow-up care and intervention and/or treatment.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure or dropout.

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PEI Priorities:
• Youth engagement and outreach 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.
• Ear
ly identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY22, approximately 233 students received services through this project. Demographics on youth served are outlined below:

DEMOGRAPHICS N=233
Age Groups
0-15 Years 33%
16-25 Years 67%
Race
American Indian or Alaska Native 2%
Asian 7%
Black or African American 17%
Native Hawaiian or other Pacific Islander <1%
White 33%
More than one Race 14%
Other 11%
Declined to Answer (or Unknown) 16%
Ethnicity: Hispanic or Latino/Latina/Latinx
Other 22%
Declined to Answer (or Unknown) 16%
Primary Language
English 93%
Spanish 6%
Declined to Answer (or Unknown) 1%
Sexual Orientation
Gay or Lesbian or Bisexual or Questioning or
Queer, or Unsure or Another Sexual Orientation
21%
Heterosexual or Straight 35%
Declined to Answer (or Unknown) 44%
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Disability
Declined to Answer (or Unknown) 100%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 21%
Female 45%
Gender non-conforming, transgender,
genderqueer
11%
Declined to Answer (or Unknown) 23%
Current Gender Identity
Male 21%
Female 44%
Transgender 3%
Genderqueer 7%
Another gender identity <1%
Declined to Answer (or Unknown) 25%

Program Successes:
• R esumed providing the full range of services when students returned to full-time in-person learning.
• Following multiple staff transitions during the summer of 2021, this project was able to add two di
verse, experienced, highly skilled, licensed clinicians, one of whom is a native bilingual Spanish speaker. Both clinicians quickly became part of a cohesive and collaborative mental health team and have integrated well into the larger Health Center team. • The mental heal
th team was able to substantially increase service utilization year-over-year compared to the FY21 school year. As half of the student body were new to campus in FY22, the project focused more of its efforts on outreach in order to familiarize students with the array of services.
• T he mental health team maintained the use of the JotForm application for referrals. The team also integrated QR code technology into the referral form so that it can be more easily accessed and completed by students and school staff.
• The mental health team maintained a collaborative and productive relationship with the Berkeley High School Coordination of Services Team (COST) throughout the school year in order to ensure that appropriate referrals were made to the program. • The mental health team provided an array of crisis support services following the tragic death of a Berkeley High School student in April 2022.
• The mental health team was also able to build upon and improve existing relationships and partnerships with Berkeley High School stakeholders. To this end the team collaborated with 115

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several different on-cam
pus programs throughout the year such as the Multi-cultural Program, McKinney-Vento Program, Special Education Program, and Intervention Counselors. The team also conducted stakeholder meetings at the end of the school year in order to elicit feedback around the services that are provided with a focus on how to improve collaboration, advance equity, and improve service accessibility.

Program Challenges:
• Two newly hired full-time Mental Health Clinicians were onboarded in FY22 in September and November. From August through December FY22 one full-time bilingual Mental Health Clinician was on parental leave. These staffing limitations contributed to the teams reduced service capacity during the Fall FY22 timeframe.
• Due to staff transitions during the preceding summer, the project was not able to host a cohor
t of graduate-lev
el trainees, which also contributed to reduced service capacity during the FY22 school year.
• As a result of reduced staffing and service capacity, the mental health team did not facilitate support groups during the FY22 school year.
• Berkeley High School administration and staff also experienced difficulties with the transition back to full-time in-person learning and it took time to rebuild coordinated systems for supporting a range of student’s needs. Project leadership and Berkeley High School Administration continued to develop relevant protocols during the course of the school year to better support student accessibility to needed services.

In FY22, the RBA Measures that were established for this program 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 clients opened for
ongoing
services
• # of services provided
by service type

• # of clients screened for
depression, trauma, and
substance use
• # of clients contacted within
a week following a referral
to the High School Health
Center (HSHC)
• % of school population
se
rved
• % of
clients satisfied with
services, as measured by %
of clients who agree with
the following: HSHC
Staff…
-Treat me with respect
-Listen carefully to what I
have to say
• Make me feel like there’s an
adult at school who cares
about me
• % of clients able to receive
needed care, as measured by
% of clients who agree with
the following: The HSHC…
-Is easy to get help from when
I need it
-Helps me to meet many of my
health needs
*Demographic data was reported at the program level, where available

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Measure Definition Data Source
# clients served Total clients served ETO/RedCap
# services provided by
service type
# of services coded as
behavioral_service with codes
BHSV1-8. Key code accompanies
Redcap data. Each incident could
include more than one service
provided.

ETO/RedCap
% clients screened for
depression, trauma, and
substance use
Percent of total clients that were
recorded as having been screened for
depression, trauma, and/or substance
abuse at least one-time during
reporting period.

ETO/RedCap
% referrals to HSHC
followed up within one
week
Percentage of referrals that had 7 days or
less between referral date and response
date. Calculation reflects % of total
referrals, not % of total clients.

Referral Log
% of school population
served
Unique clients served by HSHC divided
by total student population
ETO/RedCap; BHS data
% of clients satisfied with
services, as measured by
% of clients who agree with
various statements
% of responses marked as "agree" or
"strongly agree" for various survey
questions. Note: these responses are
from all students who accessed the
health center and answered the survey,
not just those who received mental
health services.

Berkeley SBHC Client
Survey
% of clients able to receive
needed care, as measured
by % of clients who agree
with various statements
% of responses marked as "agree" or
"strongly agree" for various survey
questions. Note: these responses are
from all students who accessed the
health center and answered the survey,
not just those who received mental
health services.

Berkeley SBHC Client
Survey

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• Responsiveness of service (e.g. x days following qualifying event); • % of clients who have at least one completed CANS/ANSA for each six-month period that they are in the program.

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

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233
Clients Served
represents 20 clients
Process Outcomes ("How much did we do?")
High School Health Center (HSHC)
RBA Outcomes
Reporting Period: July 2021-June 2022 (Baseline)
Program Description
The HSHC team provides mental health services
on site at Berkeley High School; these services
include individual and group therapy, crisis
assessments, and drop in support. The program
also hosts graduate students for training.
45%
11%
21%
22%
1%
Demographics
(Gender Identity)
Female (45%)
Gender
nonconforming,
transgender,
genderqueer (11%)
Male (21%)
Missing (22%)
Prefer not to
answer (1%)
2%
7%
17%
14%
11%
16%
33%
Demographics (Race) Alaska Native or
American Indian
(2%)
Asian or Pacific
Islander (7%)
Black or African
American (17%)
More than one
race (14%)
Other (11%)
Prefer not to
answer (16%)
White (33%)
35%
21%
25%
6%
13%
Demographics
(Sexual Orientation)
Heterosexual (35%)
LGBTQ* (21%)
Missing (25%)
Prefer not to
answer (6%)
Unknown/unsure
(13%)
*includes students who self-identified as aromantic,
asexual, bisexual, gay, homosexual, lesbian, pansexual, queer, and questioning
1 24
52 63 66
25 2
0 10
20 30
40 50
60 70
13 14 15 16 17 18 19
Number of Clients
Demographics (Age)
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Quality Outcomes ("How well did we do it?")
In 2021-2022, the HSHC program served 7% of the
school population.
83% 79%
70%
95%
0%
20%
40%
60%
80%
100%
% of clients screened for
depression
% of clients screened for
trauma
% of clients screened for
substance use
% referrals to HSHC
followed up within 1 week
Service Consistency
Jul 2021-Jun 2022
0 1
2 21
27 29
39 237
594
0 100 200 300 400 500 600 700
Group therapy
Family therapy
AOD counseling/info
Other behavioral health services
Academic counseling
Case management
Crisis intervention
Intake assessment
Individual therapy
Services Provided by Service Type
Note that multiple services could be provided in one visit (e.g. crisis assessment and referral) so total services by type (n=950) is greater than total encounters (n=846) 119

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Impact Outcomes ("Is anyone better off?")
97% 99%
93%
0%
20%
40%
60%
80%
100%
Treat me with respect (n=145) Listen carefully to what I have to say (n=138)
Make me feel like there's an adult at
school who cares about me (n=128)
Client Satisfaction
(% of clients who agree that "HSHC staff...")
Jul 2021-Jun 2022
97% 97%
0%
20%
40%
60%
80%
100%
Is easy to get help from when I need it (n=146) Helps me to meet many of my health needs (n=134) Client Satisfaction
(% of clients who agree that "The HSHC...")
Jul 2021-Jun 2022
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EARLY INTERVENTION PROG
RAM

WITH ACCESS AND LINKAGE TO TREATMENT COMPONENT
Access and Linkage to Treatment Program – Connects 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.

The City of Berkeley provides funding for one Early Intervention program that also has an Acc
ess to Treatment component. The program is as follows:

Specialized Care Unit
As outlined in the CSS section of this Annual Update, 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 to behavioral health occurrences that do not pose an imminent threat to safety without the involvement of law enforcement. The SCU will be implemented as a pilot model and lessons-learned will inform the long-term implementation. Through the FY22 Annual Update the City of Berkeley provided a one-time amount of CSS and PEI funding to support this program, while the City determines how to best fund this initiative.

PEI Goals: The goal of this program is to connect individuals who have severe mental illnesses 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.

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

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 121

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gathering input from City of Berkeley and Alameda County agencies, local community-based organi
zations (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.

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.

STIGMA AND DISCRIMINATION PROGRAM
Stigma and Discrimination Program - Directs 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.

The City of Berkeley Stigma and Discrimination program is as follows:

Social Inclusion Program
PEI G
oals: 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. To create changes in attitude, knowledge and/or behaviors related to seeking mental health services or related to mental illness.

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

The Social Inclusion program was created to combat stigma, attitudes and discrimination around individuals with mental health issues. Through this program, a “Telling Your Story” group provides mental health peers with opportunities to be trained, compensated and empowered to share their stories of healing in a supportive peer environment. When they feel ready, individuals can elect to be community presenters, sharing their inspirational stories at pre- arranged local public venues to dispel myths and educate others. This program serves approximately 10-20 individuals a year.
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In FY22, 13 unduplic
ated individuals participated in the program. Demographics on program participants served were as follows:

DEMOGRAPHICS N= 13
Age Groups
26-59 (Adult) 38.5%
Ages 60+ (Older Adult) 38.5%
Declined to Answer (or Unknown) 23%
Race
Asian 8%
Black or African American 23.5%
White 38.5%
Other 15%
Declined to Answer (or Unknown) 15%
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American Chicano 8%
Puerto Rican 8%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African 15%
European 15%
Japanese 8%
Other 31%
Declined to Answer (or Unknown) 31%
Primary Language Used
English 84%
Declined to Answer (or Unknown) 16%
Sexual Orientation
Gay or Lesbian 8%
Heterosexual or Straight 54%
Bisexual 15%
Questioning or Unsure 8%
Declined to Answer (or Unknown) 15%

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Disability
Difficulty Hearing 15%
Mental Domain not including a mental illness 15%
Physical Mobility domain 31%
Chronic Health Condition 23%
Other (Specify): 8%
Declined to Answer (or Unknown) 31%
Veteran Status
Yes 77%
No 33%
Gender: Assigned sex at birth
Male 15.4%
Female 69.2%
Declined to Answer (or Unknown) 15.4%
Current Gender Identity
Male 15%
Female 54%
Questioning or unsure 8%
Another gender identity 8%
Declined to Answer (or Unknown) 15%
Program Successes:

In FY22 the Telling Your Story group had more consistent attendees who were prepared to share based on the topics provided. The structure of having a brainstorming session proved to be really beneficial for the attendees. Some participants enjoyed having the group virtually in the comfort of their home, they felt safer and the hassle of commuting was eliminated.

Participants felt more prepared during their shares and enjoyed the support they received from their peers.

Program Challenges:

The Telling Your Story group challenges were a lack of in-person connection and some participants who didn’t have access to Zoom were unable to see others on the screen. This group provided gift cards for each session that a person participated within the program guidelines. There was a challenge for some individuals to come into the office to sign for the gift cards which created some disdain from the participants, or they waited months before they decided to have their gift card mailed. A similar gift card challenge was that some participants 124

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waited for months
until they picked them up, so it would be worth the commute they had to make to come to the office.

The RBA measures and outcomes for this program are reported with the CSS System Development, Wellness Recovery program.

SUICIDE PREVENTION PROGRAM

Suicide Prevention Program – An optional program that provides activities to prevent suicide as a consequence of mental illness.

The City of Berkeley has one Suicide Prevention Program through a partnership with the California Mental Health Services Authority as follows:

California Mental Health Services Authority (CalMHSA) - P EI Statewide Projects
In 2009, California’s counties formed the California Mental Health Services Authority (CalMHSA) as a Joint Powers Authority. Contributing jurisdictions are members of a CalMHSA board that provides direction into the types of initiatives that are implemented. One of the initiatives that was implemented is the PEI Statewide Projects. With an approved combined funding level of $40 million per year for four years during the timeframe of 2011 through 2015, CalMHSA implemented statewide initiatives in the following areas: Suicide Prevention, Stigma and Discrimination Reduction, and Student Mental Health.

Following 2015, funding for PEI Statewide projects was generated through pooled contributions from individual mental health jurisdictions. In order to continue to sustain programming, CalMHSA previously asked jurisdictions to allocate 4% of their annual local PEI allocation each year to these statewide initiatives. In the City of Berkeley, this has varied from year to year depending on the amount of PEI revenue received. The Division is proposing to allocate 4% of PEI funds each year of the three-year timeframe for this initiative, and to execute a participation agreement with CalMHSA to access services.

In FY22, through this initiative resources on Suicide Prevention, Student Mental Health and Stigma and Discrimination reached approximately 1,624 individuals. Additionally, resources were distributed via email to local schools, community agencies and community members.

INNOVATION (INN)

The Innovation (INN) funding component is for short-term pilot projects that increase learning in the mental health field.

The City of Berkeley’s initial INN Plan was approved in February 2012. Subsequent updates to the initial plan were approved in May 2013, January 2014, June 2014 and January 2015. Per the initial INN Plan and/or through Plan Updates the following seven pilot projects were implemented from June 2012 – June 2015 through this funding component:
• A Community Empowerment project for African Americans;

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• Services and supports for Ex-offenders
re-entering the community, Veterans returning home
from being deployed or at war, and their families;
• Cultural Wellness strategies for Asian Pacific Islanders; • A Holistic Health care project for TAY;
• Technology Support Groups for senior citizens;
• Nutrition, Healthy Meal Preparation, and Exercise classes for Board and Care residents; • Mental Health services and supports for LGBTQI located in community agencies.

Since the initial plan was approved, INN requirements were changed to require approvals from the State Mental Health Services Oversight and Accountability Commission (MHSOAC) in addition to local approval.

In May 2016, the second MHSA INN Plan was approved by the MHSOAC. This plan implemented a Trauma Informed Care project in BUSD for students, educators, and school staff. An update to this plan was subsequently approved by the MHSOAC in December 2018 which added funds to the project and switched the initial target population from BUSD students and staff to children, teachers and parents at YMCA Head Start sites in Berkeley.

In September 2018, the Division received approval from the MHSOAC for a third INN project to allocate funds to join the Technology Suite Multi-County Collaborative (later re-named Help@Hand Project) and in April 2022, the Division received approval for a fourth INN Project to allocate funds for an Encampment Based Mobile Wellness Center Project.

INN Reporting Requirements
Per MHSA INN regulations, all INN funded programs have 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. The Innovation (INN) Fiscal Year (FY) 2021/2022 (FY22) Annual Evaluation Report is located in Appendix E of this Three-Year Plan.

A description of current INN programs that are proposed to be continued in the Three-Year Plan, and FY22 data are outlined below:

Help@Hand Project
In September 2018, following a four -month community planning process and approval from City Council, the City of Berkeley Technology Suite Project (which has since been renamed “Help@Hand) was approved by the MHSOAC. This project allocates INN funding to participate in a Statewide Collaborative with other California counties to pilot a Mental Health Technology Project that makes various technology-based mental health services and supports applications (Apps) locally available in Berkeley.

The Help@Hand Project seeks to learn whether the use of the Apps will increase access to mental health services and supports; and whether it will lead to better outcomes. Since plan approval, the Division worked both internally and with the California Mental Health Services Authority (CalMHSA), the fiscal intermediary for this project, to prepare for citywide implementation. Due to 126

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a need for additional community mental health supports as a result of the pandemic, the priority population for accessing Apps was c
hanged from the original primary focus being on TAY and Older Adults, to include anyone who lives, works and goes to school in Berkeley.

Per a competitive recruitment process, the Division contracted with Resource Development Associates (RDA), who conducted Project Coordination work through early FY22 on this project.

Following that time frame the BMH MHSA Coordinator has served as the Project Coordinator for this project.

On behalf of the City and with locally designated Help@Hand project funds, CalMHSA executed a contract with Uptown Studios, in early FY22 to conduct a marketing and social media campaign for this project. In November 2021, as a result of this project, free access to the HeadSpace and MyStrength Apps became locally available in Berkeley for a limited timeframe. The MyStrength App was available through October 2022 and the HeadSpace App will be available through September 2023. A large interest in the HeadSpace App in FY22 led the Division to decide to allocate a portion of non-MHSA funds to add additional Headspace licenses for the community.

The Division is currently participating in a State Evaluation with other counties in this project. The evaluation is being conducted by the University of California at Irvine (UCI). Additionally, following a competitive recruitment process, the Division entered into a contract with Hatchuel, Tabernik & Associates to conduct a local evaluation of this project. The evaluations are currently underway and will be reported on in future MHSA Plans and Annual Updates.

In FY22 there were 1,644 Berkeley community members who accessed MyStrength, and 5,097 accessed Headspace. Each App company collected and provided reporting on various user data measures. Local usage data in FY22 for each App is outlined on the preceding pages.

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myStrength scorecard
Members enrolled Top 5 digital
recommendations
Program engagement
Average 90 day member engagement rates (% of returning) Logged in Completed activity Used engagement guidance
average logins/member average activities
completed/member
average messages sent
to guide/member
Member
demographics
(% of enrolled)
Enrolled
Activated
Returning
© Teladoc Health, Inc. All rights reserved.

City of Berkeley
Program launch: 2021-09-20 Data thru: 2022-06-30
1,644
1,492
91% of enrolled
449
30% of activated 23%
104/449
5 9%
42/449
7 NA%
NA/449
NA
1 128

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myStrength scorecard
more members meeting clinical criteria need
to complete a follow-up GAD-7 assessment before
the chart will be displayed.
more members need to complete a
follow-up WHO-5 assessment before this
chart will be displayed.
more members meeting clinical criteria need
to complete a follow-up PHQ-9 assessment
before this chart will be displayed.

A WHO-5 score below 52% (13 points) indicates poor well-being.

Wellbeing outcomesDepression outcomes
Anxiety outcomes
Scored 5 or more
in
the PHQ-9
assessment
Clinical and
subclinical
population
Maintained or
improved
Clinically
Improved
Started with scores ≥15
and decreased their
score by at least 5 points
A PHQ-9 score indicates the severity level of a member’s symptoms, where a score of 0-4 is nonclinical, 5-14 is subclinical, and 15+ is clinical.

Scored 5 or more
in
the GAD-7
assessment
Clinical and
subclinical
population
© Teladoc Health, Inc. All rights reserved.

Maintained or
improved
Clinically
Improved
Started with scores ≥15
and decreased their
score by at least 5 points
A GAD-7 score indicates the severity level of a member’s symptoms, where a score of 0-4 is nonclinical, 5-14 is subclinical, and 15+ is clinical.

Of members’ wellbeing improved at least 10%
(Clinical definition of improvement)
City of Berkeley
Program launch: 2021-09-20 Data thru: 2022-06-30
NA
NA
N
A

68.7%
41%

70.9%

27.6%

25.6%
2 129

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myStrength scorecard
Members enrolled
Enrolled: Number of members who registered and
successfully enrolled
Activated: Number of members who completed the
onboarding assessment
Returning: Number of activated members who have logged
into the myStrength program at least once after onboarding assessment completion
Enrollment trends: Number of members who have enrolled
(current enrolled) over time since the program launch date Program engagement
Clinical outcomes
© Teladoc Health, Inc. All rights reserved.

Logged in: The percentage of returning members that logged into the myStrength application via the mobile app or the myStrength website at least once in the last 90 days.

Completed activity: The percentage of returning members that completed at least one activity in the last 90 days. Members must click the “Finish” button after going through all the steps in order to be counted.

Engagement guidance: The percentage of returning members that have sent at least one message to a guide in the last 90 days.
*N/A will display if engagement guidance is not a part of the program that was purchased PHQ-9 is a validated depression screening tool. Total score is between 0 and 27 with higher scores meaning more symptoms. Metrics show % of members who have taken the PHQ-9 assessment at least twice – once at baseline and at least once more after baseline.

GAD-7 is a validated anxiety screening tool. Total score is between 0 and 21 with higher scores meaning more symptoms. Metrics show % of members who have taken the GAD-7 assessment at least twice – once at baseline and at least once more after baseline.

WHO-5 is a validated measure of general wellbeing (not a specific diagnosis or problem). Total score is between 0 and 25 with lower scores showing lower quality of life and higher scores showing higher quality of life. Raw scores are multiplied by 4 to get a percentage score. Metrics show % of members who have taken the WHO-5 assessment at least twice – once at baseline and at least once more after baseline. *For each clinical outcome, the reported population has at least 10 members in the program and completed at least two assessments.

Top 5 digital recommendations
The percentage of returning members that were recommended “Just for You” content or digital courses and programs.

DATA DEFINITIONS
City of Berkeley
3 130

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Help@Hand
FY22 Report
Oct 31 '21 Nov 30 '21 Dec 31 '21 Jan 31 '22 Feb 28 '22 Mar 31 '22 Apr 30 '22 May 31 '22

0.00 5.00

10.00 6.9

2.1 6.9

2.3 4.1

7.4 3.7

7.5 3.52.8

7.7 0.7

4.1 4.1

1.10.8 3.01.2

4.5 4.2

1.2 1.20.9 1.3

6.1 10.1

12.4 12.913.1

13.2 7.8

13.6 Depth of Engagement per
Active User
Meditation Sleep Move Wakeup Focus
Basics
Managing Anxiety
Letting Go of Stress
Basics 2
Basics 3
Finding Focus
Self-esteem
Sleep
Pro | Level 1
Self-compassion
Headspace 365
Acceptance
Balance
Handling Sadness
Feeling Overwhelmed

12.14%

10.02%

6.79%

5.84%

4.11%

3.49%

2.92%

2.87%

2.55%

2.50%

2.31%

2.11%

1.63%

1.51%

1.43%
Top 15 Courses
The Wake Up
Goodnight
Everyday Headspace
Doze
Sleeping
Falling Back to Sleep
Switching Oﬀ
Rain on Rocks
Take 5 Cleansing Breaths
60 Seconds of Mindful Bre..
1-Minute Breathing Exerc..

Enjoy 5 Deep Breaths
Feel the Beneﬁts of 5 Dee..

Treat Yourself to 5 Gentle..

Pause With 5 Calming Bre..

11.31%

2.57%

2.35%

2.12%

2.08%

1.37%

1.24%

1.07%

1.05%

1.01%

0.98%

0.97%

0.96%

0.95%

0.91%
Top 15 Non-Courses
Oct 31 '21 Nov 30 '21 Dec 31 '21 Jan 31 '22 Feb 28 '22 Mar 31 '22 Apr 30 '22 May 31 '22 0 5,000
10,000
15,000
20,000
Media Starts
10,041
10,520
10,104
7,772
8,275
4,608
4,922
5,720
4,168
4,593
14,928 15,693
18,547
17,384 16,916
1,572
6,876
70 Engagement by Content
Type
Meditation Sleep Move Wakeup Focus
Engagement Rate new MAU W Dateview new
Sep 30
'21
Oct 31 '21 Nov 30
'21
Dec 31
'21
Jan 31 '22 Feb 28 '22 Mar 31
'22
Apr 30 '22
0 500
1000
MAU

0.0%

20.0%

40.0%

60.0%

80.0%
100.0%
Engagement Rate
1,133
1,201
1,360
1,403
256
680
0 9
60%
34%
45%47%
31% 30% 28%
Monthly Active Users
Engagement
1,225,384
Headspace
Minutes Used
334,955
Minutes
Meditated
5,097
Members
Oct 31 '21 Nov 30 '21 Dec 31 '21 Jan 31 '22 Feb 28 '22 Mar 31 '22 Apr 30 '22 May 31 '22 0K
1K
2K
Newly Enrolled
1,836
533
958
560
594
442
161
15 1,836
533
958
560 594
442
161
15 Enrollments
Employee
131

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Encampment-Based M
obile Wellness Center Project
In April 2022, the Division received approval to implement an Encampment-Based Mobile Wellness Center Project from the Berkeley City Council and the State Mental Health Oversight and Accountability Commission (MHSOAC). This new project will pilot a Mobile Wellness Center at Homeless encampments in Berkeley. The Mobile Wellness Center project will provide an on-site, customizable menu of services that are chosen by individuals who reside at the encampments. The project will be led by peers with lived experience of homelessness, and include partners from encampment communities to encourage participation, help define service needs, and support service provision at the site. The project will be implemented through a community partner who will be chosen through a competitive Request For Proposal (RFP) process.

The project will seek to learn whether on-si te wellness center services have a positive impact on mental health outcomes including an increase in the uptake of mental health services. The project will also assess the impact of how having individuals from the community help to provide services, shapes service delivery, and the participant satisfaction with services.

The RFP process was executed in the third quarter of FY23 and it is envisioned that the program will be implemented in early FY24. The program will include an evaluation which will be reported on in future MHSA Plans and Annual Updates.

WORKFORCE, EDUCATION & TRAINING (WET)
The Workforce, Education & Training (WET) funding component is 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 The City of Berkeley’s WET Plan was approved in July 2010. A subsequent update was approved in May 2013. Specific programs in the approved WET Plan included:
• Peer Leadership Coordination;
• Staff Development and MHSA Training;
• High School Career Pathways Program;
• Graduate Level Training Stipend Program;
• Peer Leader Stipend Program.

WET programs were funded for an initial period through FY18 and FY19, and per the local MHSA AB114 Reversion Expenditure Plan (which is posted on the City of Berkeley MHSA Webpage) the Graduate Level Training Stipend Program was extended through FY20. Since the end of the WET Plan and the Reversion Expenditure Plan, in order to fund new programs and services out of the WET component, the state requires that funds are transferred to WET from the CSS funding component, through an approved MHSA Plan or Annual Update. 132

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Outlined below is a description of the Loan Repayment Program that the Division is proposing to continue in this Three-
Year Plan, and a proposed transfer of funds from CSS to WET to fund the addition of a Workforce Development Coordinator.

Greater Bay Area Workforce, Education and Training Regional Partnership - Loan Repayment Program
The Department of Health Care Access and Information (HCAI) (formerly the Office of Statewide Health Planning and Development) allocated $40 million in Workforce, Education and Training funds through FY25 for Regional Partnerships across the state for various mental health workforce strategies. A total of 2.6 million of funds was allocated to the Greater Bay Area (GBA) Workforce, Education & Training Regional Partnership. In order to participate in the GBA Regional Partnership, and receive a portion of funds to implement workforce development strategies, mental health jurisdictions were required to contribute a portion of local funds towards this initiative. The Division allocated funds for this program through previously approved MHSA Plans and Annual Updates.

Through this initiative, which is administered through California Mental Health Services Authority (CalMHSA), the City is participating in a Loan Repayment Program. This program enables eligible staff to apply to have a portion of their Student Loan paid, in exchange for working at BMH for a period of two years. This program was implemented in FY23.

Workforce Development Coordinator
Through this Three-Year Plan the Division is proposing to transfer CSS System Development Funds to the WET Component to fund the Workforce Development Coordinator position 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.”
This new position will support staff recruitment and retention for the Division; oversee Intern recruitment; and coordinate training and support for graduate level interns.

133

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CAPITAL FACILITIES AND TECHNOLOGICAL NEEDS (CFTN)

The Capital Facilities and Technological Needs (CFTN) funding component is for capital
projects on owned buildings and on mental health technology projects.

The City of Berkeley CFTN Plan was approved in April 2011, with updates to the plan in May 2015, June 2016, and January 2017. Through previously approved MHSA Plans and/or Annual Updates, BMH allocated a total of $3,773,811 towards the renovation of the Adult Mental Health Clinic. The Adult Clinic serves Berkeley’s most at-risk and fragile population through crisis intervention, case management, individual/or group supports, psychiatric medication support, Full Services Partnership Intensive Case Management Teams, Clinical services, Mobile Crisis, and Transitional Outreach Services. Construction on the Adult Clinic began in FY19, and in June 2021, the renovation was completed, staff moved back into the building, and the clinic was re-opened for services.

134

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FY22 AVERAGE COST PER CLIENT*
*(Includes FY22 expenditures attributed to the MHSA Fundi ng component)

COMMUNITY SERVICES & SUPPORTS
Program Name Approx. #
of Clients
Cost Average Cost
Per Client
Children and Youth Intensive Support Services FSP 12 $267,599 $22,300 TAY, Adult & Older Adult FSP 75 $937,541 $12,501
Homeless FSP 36 $971,797 $26,994
System Development (includes: Wellness Recovery
Services; Family Support Services; Benefits Advocacy;
Employment/Educational Services; Housing Services
and Supports; Crisis Services; TOT; FIT; TAY Case
Management Services; Hearing Voices; Berkeley
Wellness Center; Case Management for Older Adults)

1,455

$1,839,530

$1,264

PREVENTION & EARLY INTERVENTION
Be A Star 1,654 $36,250 $22
Supportive Schools Program 591 $110,000 $186
Living Well Project 14 $32,046 $2,289
LGBTQI Trauma Project 45 $100,000 $2,222
TAY Trauma Project 105 $32,046 $305
SoulSpace Project 17 $75,000 $4,412
Trauma Project for Latinx 224 $100,000 $446
High School Youth Prevention Program 223 $422,057 $1,893 Dynamic Mindfulness 1,685 $95,000 $56
African American Success Project 73 $150,000 $2,055

135

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PRUDENT RESERVE FUNDS

Per MHSA legislation mental health jurisdictions are required to maintain a local Prudent Reserve to be able to fund the most crucial CSS support services in the event there is a year where there is a downturn in the amount of MHSA funds received at the state. Beginning in 2019, new state regulations required a report out on the level of local Prudent Reserves every five years. Mental health jurisdictions must show that the amount of the P rudent Reserve is not
higher than 33% of a total of the past five years of MHSA funding distributions and must submit the “Mental Health Services Act Prudent Reserve Assessment/Reassessment” form attesting to the amount in the Prudent Reserve fund.

Based on state regulations on how to calculate the allowable amount in the Prudent Reserve, the City of Berkeley’s MHSA Prudent Reserve should not exceed $2,140,243. The current amount of the City of Berkeley’s MHSA Prudent Reserve is $1,237,629, which does not exceed the allowable amount.

The signed “Mental Health Services Act Prudent Reserve Assessment/Reassessment” form will be submitted to the state by 6/30/23.

136

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137

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BUDGET NARRATIVE

The enclosed 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 FY24, followed by estimated decreases in FY25 and FY26.

The budget includes funding allocations for most of the proposed new staffing in FY24 calculated at 85% of the total costs, which is based on the projected amount of time it will take to recruit and hire for each position. Additionally, two of the proposed new positions are calculated at 50% of the total costs, as it is estimated they will be hired by mid-year. Savings from previous years (due to staff vacancies, slower start-ups with new programs, etc.), and projected additional revenue in FY24, 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.

138

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APPENDIX A

PROGRAM BUDGETS

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County: City of Berkeley Date: 5/16/23

A B C D E F
Community
Services and
Supports
Prevention and
Early
Intervention
Innovation
Workforce
Education and
Training
Capital
Facilities and
Technological
Needs
Prudent
Reserve
A. Estimated FY 2023/24 Funding

1. Estimated Unspent Funds from Prior Fiscal Years 8,810,925 2,437,727 1,858,707 0 0 1,237,629

2. Estimated New FY2023/24 Funding 9,302,674 2,325,669 612,018

3. Transfer in FY2023/24a/ (170,535) 170,535

4. Access Local Prudent Reserve in FY2023/24

5. Estimated Available Funding for FY2023/24 17,943,065 4,763,395 2,470,725 170,535 0 1,237,629 B. Estimated FY2023/24 MHSA Expenditures 8,115,066 2,085,566 1,223,159 170,535 0 C. Estimated FY2024/25 Funding

1. Estimated Unspent Funds from Prior Fiscal Years 9,827,999 2,677,830 1,247,566 0 0 1,237,629

2. Estimated New FY2024/25 Funding 4,605,820 1,151,455 303,014

3. Transfer in FY2024/25a/ (208,654) 208,654

4. Access Local Prudent Reserve in FY2024/25 0

5. Estimated Available Funding for FY2024/25 14,225,164 3,829,285 1,550,581 208,654 0 1,237,629 D. Estimated FY2024/25 Expenditures 8,735,316 2,066,785 534,334 208,654 0 E. Estimated FY2025/26 Funding

1. Estimated Unspent Funds from Prior Fiscal Years 5,489,849 1,762,499 1,016,247 0 0 1,237,629

2. Estimated New FY2025/26 Funding 4,543,527 1,135,882 298,916

3. Transfer in FY2025/26a/ (217,000) 217,000

4. Access Local Prudent Reserve in FY2025/26 0

5. Estimated Available Funding for FY2025/26 9,816,375 2,898,381 1,315,163 217,000 0 1,237,629 F. Estimated FY2025/26 Expenditures 9,037,987 2,115,658 534,334 217,000 0 G. Estimated FY2025/26 Unspent Fund Balance 778,388 782,723 780,829 0 0 1,237,629 H. Estimated Local Prudent Reserve Balance

1. Estimated Local Prudent Reserve Balance on June 30, 2023 1,237,629

2. Contributions to the Local Prudent Reserve in FY 2023/24 0

3. Distributions from the Local Prudent Reserve in FY 2023/24 0

4. Estimated Local Prudent Reserve Balance on June 30, 2024 1,237,629

5. Contributions to the Local Prudent Reserve in FY 2024/25 0

6. Distributions from the Local Prudent Reserve in FY 2024/25 0

7. Estimated Local Prudent Reserve Balance on June 30, 2025 1,237,629

8. Contributions to the Local Prudent Reserve in FY 2025/26 0

9. Distributions from the Local Prudent Reserve in FY 2025/26 0

10. Estimated Local Prudent Reserve Balance on June 30, 2026 1,237,629 FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Funding Summary
a/ Pursuant to Welfare and Institutions Code Section 5892(b), Counties may use a portion of their CSS funds for WET, CFTN, and the Local Prudent Reserve. The total amount of CSS funding used for this purpose shall not exceed 20% of the total average amount of funds allocated to that County for the previous five years.

MHSA Funding

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County: City of Berkeley Date: 5/16/23

A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CSS
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
FSP Programs

1. TAY, Adult & Older Adult FSP 1,716,647 1,716,647

2. Children's FSP 594,640 594,640

3. Homeless FSP 1,324,009 1,324,009

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0
Non-FSP Programs

1. Multicultural Outreach & Engagement 217,132 217,132

2. CSS System Development 3,008,414 3,008,414

3. 4.

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0
CSS Administration 1,254,223 1,254,223
CSS MHSA Housing Program Assigned Funds
Total CSS Program Estimated Expenditures 8,115,066 8,115,066 0 0 0 0 FSP Programs as Percent of Total 44.8%
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet Fiscal Year 2023/24

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet

1. TAY, Adult & Older Adult FSP 1,791,768 1,791,768

2. Children's FSP 618,426 618,426

3. Homeless FSP and Outreach Team 1,438,908 1,438,908

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0
Non-FSP Programs

1. Multicultural Outreach & Engagement 225,817 225,817

2. CSS System Development 3,358,394 3,358,394

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0
CSS Administration 1,302,001 1,302,001
CSS MHSA Housing Program Assigned Funds 0
Total CSS Program Estimated Expenditures 8,735,316 8,735,315.52 0 0 0 0 FSP Programs as Percent of Total 44.1%
Fiscal Year 2024/25

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet

1. TAY, Adult & Older Adult FSP 1,886,161 1,886,161

2. Children's FSP 643,163 643,163

3. Homeless FSP and Outreach Team 1,492,384 1,492,384

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0
Non-FSP Programs

1. Multicultural Outreach & Engagement 234,850 234,850

2. CSS System Development 3,448,106 3,448,106

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0
CSS Administration 1,333,323 1,333,323
CSS MHSA Housing Program Assigned Funds 0
Total CSS Program Estimated Expenditures 9,037,987 9,037,987 0 0 0 0 FSP Programs as Percent of Total 44.5%
Fiscal Year 2025/26

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County: City of Berkeley Date: 5/16/23

A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated PEI
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
PEI Programs - Prevention

1. High School Prevention Program 362,097 362,097

2. Social Inclusion 9,000 9,000

3. African American Success Project 37,500 37,500

4. Cal MHSA 93,027 93,027

5. Dynamic Mindfullness 71,250 71,250

6. Mental Health Peer Education Program (MEET) 34,792 34,792

7. 8.

9. 10.

PEI Programs - Early Intervention

11. BE A STAR 38,550 38,550

12. Community Education & Supports 364,092 364,092

13. High School Prevention Program 362,097 362,097

14. African American Success Project 112,500 112,500

15. Dynamic Mindfullness 23,750 23,750

16. Mental Health Peer Education Program (MEET) 11,597 11,597

17. Supportive Schools 110,000 110,000

18. 19.

PEI Administration 455,313 455,313
PEI Assigned Funds 0
Total PEI Program Estimated Expenditures 2,085,566 2,085,566 0 0 0 0 FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet Fiscal Year 2023/24

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet

1. High School Prevention Program 410,334 410,334

2. Social Inclusion 9,360 9,360

3. African American Success Project 37,500 37,500

4. Cal MHSA 46,058 46,058

5. Dynamic Mindfullness 71,250 71,250

6. Mental Health Peer Education Program (MEET) 34,792 34,792

7. 8.

9. 10.

PEI Programs - Early Intervention

11. BE A STAR 40,092 40,092

12. Community Education & Supports 364,092 364,092

13. High School Prevention Program 410,334 410,334

14. African American Success Project 112,500 112,500

15. Dynamic Mindfullness 23,750 23,750

16. Mental Health Peer Education Program (MEET) 11,597 11,597

17. Supportive Schools 110,000 110,000

18. 19. 0
PEI Administration 385,125 385,125
PEI Assigned Funds 0
Total PEI Program Estimated Expenditures 2,066,785 2,066,785 0 0 0 0 Fiscal Year 2024/25

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet

1. High School Prevention Program 426,391 426,391

2. Social Inclusion 9,734 9,734

3. African American Success Project 37,500 37,500

4. Dynamic Mindfullness 71,250 71,250

5. Mental Health Peer Education Program (MEET) 34,792 34,792

6. Cal MHSA 45,435 45,435

7. 8.

9. 10.

PEI Programs - Early Intervention

11. BE A STAR 41,696 41,696

12. Community Education & Supports 364,092 364,092

13. High School Prevention Program 426,391 426,391

14. African American Success Project 112,500 112,500

15. Dynamic Mindfullness 23,750 23,750

16. Mental Health Peer Education Program (MEET) 11,597 11,597

17. Supportive Schools 110,000 110,000

18. 19.

20. PEI Administration 400,530 400,530
PEI Assigned Funds 0
Total PEI Program Estimated Expenditures 2,115,658 2,115,658 0 0 0 0 Fiscal Year 2025/26

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County: City of Berkeley Date: 5/16/23

A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated INN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
INN Programs

1. MHSA INN Encampment 1,201,000 1,201,000

2. MHSA INN Tech Suite 22,159 22,159

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
INN Administration
Total INN Program Estimated Expenditures 1,223,159 1,223,159 0 0 0 0 FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet
Fiscal Year 2023/24

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet

1. MHSA INN Encampment 534,334 534,334

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
INN Administration
Total INN Program Estimated Expenditures 534,334 534,334 0 0 0 0 Fiscal Year 2024/25

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet

1. MHSA INN Encampment $534,334.00 534,334

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
INN Administration
Total INN Program Estimated Expenditures 534,334 534,334 0 0 0 0 Fiscal Year 2025/26

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County: City of Berkeley Date: 5/16/23

A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated WET
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
WET Programs

1. Workforce Development Coordinator 170,535 170,535

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
WET Administration 0
Total WET Program Estimated Expenditures 170,535 170,535 0 0 0 0 FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Workforce, Education and Training (WET) Component Worksheet Fiscal Year 2023/24

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Workforce, Education and Training (WET) Component Worksheet

1. Workforce Development Coordinator 208,654 208,654

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
WET Administration 0
Total WET Program Estimated Expenditures 208,654 208,654 0 0 0 0 Fiscal Year 2024/25

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Workforce, Education and Training (WET) Component Worksheet

1. Workforce Development Coordinator 217,000 217,000

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
WET Administration 0
Total WET Program Estimated Expenditures 217,000 217,000 0 0 0 0 Fiscal Year 2025/26

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County: City of Berkeley Date: 5/16/23

A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated CFTN
Funding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
CFTN Programs - Capital Facilities Projects

1. 0

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0
CFTN Programs - Technological Needs Projects

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
CFTN Administration 0
Total CFTN Program Estimated Expenditures 0 0 0 0 0 0
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet Fiscal Year 2023/24

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet

1. 0

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0
CFTN Programs - Technological Needs Projects

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
CFTN Administration 0
Total CFTN Program Estimated Expenditures 0 0 0 0 0 0
Fiscal Year 2024/25

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County: City of Berkeley Date: 5/16/23
FY 2023-24 Through FY 2025-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet

1. 0

2. 0

3. 0

4. 0

5. 0

6. 0

7. 0

8. 0

9. 0

10. 0
CFTN Programs - Technological Needs Projects

11. 0

12. 0

13. 0

14. 0

15. 0

16. 0

17. 0

18. 0

19. 0

20. 0
CFTN Administration 0
Total CFTN Program Estimated Expenditures 0 0 0 0 0 0
Fiscal Year 2025/26

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APPENDIX B

MHSA CAPACITY ASSESSMENT
DATA

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MHSA Capacity Assessment Responses
6 17 3
9 28 3
56 167 3
29 86 3
2 2 1
Q1 Please indicate the percentage(s) of the primary age group(s) the organization currently serves.

Total Respondents: 3
0 10 20 30 40 50 60 70 80 90 100
Children/Youth
(0-15 years)
Transition Age
Youth (16-25...

Adults (26-59
years)
Older Adults
(60 and above)
Other

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Children/Youth (0-15 years)
Transition Age Youth (16-25 years)
Adults (26-59 years)
Older Adults (60 and above)
Other
1

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20 59 3
11 33 3
27 80 3
38 115 3
3 10 3
0 1 3
0 0 1
1 2 2
MHSA Capacity Assessment Responses
Q2 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.

Total Respondents: 3
0 10 20 30 40 50
African
American/Black
Asian
Caucasian/White
Latinx/Hispanic
American
Indian or...

Native
Hawaiian or...

Other
More than one
Race

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
African American/Black
Asian
Caucasian/White
Latinx/Hispanic
American Indian or Alaska Native
Native Hawaiian or other Pacific Islander
Other
More than one Race
2

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0 0 2
1 1 2
0 0 2
71 213 3
1 1 2
1 1 2
28 83 3
1 1 2
0 0 2
MHSA Capacity Assessment Responses
Q3 Please enter the percentage of your staff that are proficient in each threshold language listed below.

Total Respondents: 3
0 10 20 30 40 50 60 70 80 90 100
Arabic
Cantonese
Mandarin
English
Farsi
Korean
Spanish
Tagalog
Vietnamese

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Arabic
Cantonese
Mandarin
English
Farsi
Korean
Spanish
Tagalog
Vietnamese
3

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69 137 2
9 18 2
14 14 1
2 2 1
1 1 1
51 101 2
14 27 2
MHSA Capacity Assessment Responses
Q4 Please enter the percentage of individuals from the following sexual orientation groups that were served in your organization from July 2021-June 2022.

Total Respondents: 3
0 10 20 30 40 50 60 70 80 90 100
Heterosexual
Lesbian
Gay
Bisexual
Queer
Questioning or
Unsure
Other

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Heterosexual
Lesbian
Gay
Bisexual
Queer
Questioning or Unsure
Other
4

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29 87 3
67 202 3
2 4 2
1 1 1
3 6 2
0 0 1
MHSA Capacity Assessment Responses
Q5 Please indicate the percentage of individuals from the following gender identity groups that were served in your organization from July 2021-June 2022.

Total Respondents: 3
0 10 20 30 40 50 60 70 80 90 100
Male
Female
Transgender
Genderqueer
Questioning or
Unsure
Other

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Male
Female
Transgender
Genderqueer
Questioning or Unsure
Other
5

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37 110 3
17 34 2
24 73 3
25 75 3
1 1 2
0 0 2
0 0 2
4 7 2
MHSA Capacity Assessment Responses
Q6 Please indicate the percentage of the following diverse cultural, racial/ethnic and linguistic groups that are currently represented among staff in your organization.

Total Respondents: 3
0 10 20 30 40 50
African
American/Black
Asian
Caucasian/White
Latinx/Hispanic
American
Indian or...

Native
Hawaiian or...

Other
More than one
Race

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
African American/Black
Asian
Caucasian/White
Latinx/Hispanic
American Indian or Alaska Native
Native Hawaiian or Other Pacific Islander
Other
More than one Race
6

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76 229 3
32 32 1
13 13 1
16 16 1
4 4 1
1 1 2
3 5 2
MHSA Capacity Assessment Responses
Q7 Please indicate the percentage of the following sexual orientation groups that are currently represented among staff in your organization.

Total Respondents: 3
0 10 20 30 40 50 60 70 80 90 100
Heterosexual
Lesbian
Gay
Bisexual
Queer
Questioning or
Unsure
Other

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Heterosexual
Lesbian
Gay
Bisexual
Queer
Questioning or Unsure
Other
7

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21 62 3
78 234 3
4 4 1
0 0 1
0 0 1
0 0 1
MHSA Capacity Assessment Responses
Q8 Please indicate the percentage of the following gender identity groups that are currently represented among staff in your organization.

Total Respondents: 3
0 10 20 30 40 50 60 70 80 90 100
Male
Female
Transgender
Genderqueer
Questioning or
unsure
Other

ANSWER CHOICES AVERAGE NUMBER TOTAL NUMBER RESPONSES
Male
Female
Transgender
Genderqueer
Questioning or unsure
Other
8

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MHSA Capacity Assessment Responses
Q9 For each question above where you choose "other" as a response please specify the definition of other per each response:
-We do not ask or track employees sexual preference.
-Percentage(s) of the primary age group(s) the organization currently serves (2%) -preferred not to answer
-
Percentage of individuals from the following sexual orientation groups that were served in your organization from July 2021 - 6/30/22 (25%) - preferred not to answer -N/A
Q10 Please describe any limitations that have impacted the organizations ability to meet the needs of racially and ethnically diverse populations. -No limitations. Aging Services has an ethnically diverse staff that possesses cultural awareness.
-Berkeley is a very diverse city, with speakers of many languages beyond those spoken by our staff (which include English, Spanish, Maya Mam, Portuguese, French, and Russian). We use volunteer interpreters for other languages, and remote interpretation when volunteers aren’t available, but in terms of building trust and rapport with clients, having staff members who speak their language is vastly preferable.
-We have positions open and will be increasing our Spanish speaking staff. 9

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66.67% 2

33.33% 1
MHSA Capacity Assessment Responses
Q11 Has the organization experienced difficulties in recruiting/retaining Behavioral Health staff positions?
TOTAL 3
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
10

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MHSA Capacity Assessment Responses
Q12 Please provide the percentage of Behavioral Health staff positions that have been hard- to-fill and/or retain within the organization. Enter N/A if this is not applicable. -We have one part-time MFT, there are not enough candidates and we need more BIPOC counselors in the field.
-50%
-N/A
Q13 Please list the titles of the Behavioral Health staff positions that are currently vacant within the organization. Enter N/A if this is not applicable. -Behavioral Health Clinician I
-Using funds from CDSS’s new program for serving unaccompanied immigrant youth, we hoped to hire a licensed therapist (MFW/LCSW). Three months of searching produced zero serious candidates.

In the end, we decided to have an existing staff member, who was serving as a caseworker for public benefits, shift into the role of a caseworker exclusively for unaccompanied minors (we then hired a new benefits caseworker).
-
Currently none open but if we had more applicants and funding we would increase our staff in this category.

Q14 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 each affected population. Enter N/A if this is not applicable.
-
If we had additional funding and could hire additional highly skilled behavioral health providers then we could help more people if there were a place to refer higher need people... -Switching our existing caseworker into a new role has worked very well in terms of meeting our clients’ basic needs. She came to us with experience working with teenagers, and is clearly acting as a source of emotional support for these clients. Still, we were not able to hire a mental health professional as we had hoped. We are currently in the process of trying to recruit an on-site graduate student intern from U.C. Berkeley’s MSW program.
-
Yes. A licensed clinician is needed to provide case management services to Shelter+Care voucher holders. This is a high-need, high- acuity population, and we are currently short staffed in this unit.

Current staffing is holding too high caseloads.
11

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33.33% 1

66.67% 2
MHSA Capacity Assessment Responses
Q15 Has the organization recently experienced difficulties in recruiting and/or retaining staff from various cultural, racial/ethnic and/or linguistic groups ? TOTAL 3
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
12

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MHSA Capacity Assessment Responses
Q16 Are the vacancies in staff from various cultural, racial/ethnic and linguistic groups currently creating barriers to implementing services? If yes, please describe how the vacancies are impacting each affected population.
-No.
-As noted above, it would be ideal to have native speakers of all the languages spoken by our clients. Notable gaps include Dari, Pashto, and Ukrainian. But we have not found these gaps to be fundamental barriers to serving all immigrant communities. -We hope to fill open positions with Spanish speaking people. 13

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0.00% 0
100.00% 3
MHSA Capacity Assessment Responses
Q17 Has the organization recently experienced difficulties in recruiting and/or retaining staff from various diverse sexual orientation groups? TOTAL 3
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
14

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0.00% 0
100.00% 3
MHSA Capacity Assessment Responses
Q18 Are the vacancies in staff from various diverse sexual orientation groups creating barriers to implementing services? If yes, please describe how the vacancies are impacting the delivery of services to each affected population.

TOTAL 3
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
15

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0.00% 0
100.00% 3
MHSA Capacity Assessment Responses
Q19 Has the organization recently experienced difficulties in recruiting and/or retaining staff from various diverse gender identity groups? TOTAL 3
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Yes
No

ANSWER CHOICES RESPONSES
Yes
No
16

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MHSA Capacity Assessment Responses
Q20 Are the vacancies in staff from various gender identity groups currently creating barriers to implementing services? If yes, please describe how the vacancies are impacting the delivery of services to each affected population. -No
-N/A
-No
Q21 Please describe any other barriers the organization is currently experiencing in implementing Behavioral Health programs/services.
-All of our staff should have the capacity to work with clients who may experience stress or mental health issues. Finding staff who have strong background and skills is always challenging although we are lucky to have a great team.
-The primary challenge has been, and continues to be, the scarcity of mental health care services available. We are fortunate to operate in an area with an abundance of excellent clinics, hospitals, and nonprofit mental health organizations, but the shortage of licensed professionals means that many of our clients must wait months to access care. This is not an issue of ability to pay or immigration status, as HealthPAC means that essentially all of our clients qualify for affordable care.

It is an issue of scarcity. Another significant barrier is having mental health professionals who are linguistically and culturally competent.
-No other barriers.
17

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MHSA Capacity Assessment Responses
Q22 Please describe how the organization is currently addressing these barriers to implementing Behavioral Health programs and services. -N/A
-We pay close attention to what organizations are currently accepting new patients. We sometimes rely on organizations utilizing peer counseling, which tend to have shorter waits. For example, Communities United Against Violence in San Francisco provides peer counseling by phone to low-income LGBTQ survivors of violence anywhere in the Bay Area and has a wait-
list of a few weeks, rather than a few months.

We have also been facilitating a range of support groups and workshops to help LGBTQIA and Latinx/Mam populations who might not feel comfortable seeking out one-on-one therapy. These groups are typically facilitated by mental health professionals and focus on peer support and psychosocial educational themes. We have found this to be a great way to address mental health needs and build trust and community for people who have been isolated and experiencing PTSD.
-Increasing funding to provide for more staff.

Q23 What do you consider to be the most pressing Behavioral Health needs that the City should focus on 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 MediCal 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. 18

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MHSA Capacity Assessment Responses
Q24 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. -No additional comments.
-The City can play a crucial role in expanding services for underserved populations that do not currently 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. Many thanks!
-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. 19

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APPENDIX C

RESULTS BASED ACCOUNTABILITY (RBA)
FY22 DIVISION-WIDE MEASURES AND

OUTCOMES

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Berkeley Mental Health Division-level Measures
Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # of clients served (ALL)

2. # of unduplicated clients served (ALL
bu
t MCT, CAT/TOT)

3. Responsiveness of service (e.g. x days
following qualifying event) (FSPs,
CCT, FIT, CAT/TOT only)

4. Consistency of service (e.g. % clients
who had met targeted frequency of
services) (FSPs, CCT, FIT only)

5. Equity of services (e.g. client
demographics compared to MediCal
population) (FSPs, CCT, FIT only)

6. Customer service (% of clients who
were satisfied with services) (ALL but
Wellness)**

7. % of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units in the last 12 months compared to
the 12 months before enrollment (FSPs,
CCT, FIT only)

8. % of clients with a decrease in
hospitalizations/hospitalization days
(FSPs, CCT, FIT only)

9. % of clients with a decrease in
incarceration days (FSPs, CCT, FIT
only)

10. % clients who had a primary care visit
in the last year (FSPs, CCT, FIT only)

11. % of clients who moved out of
homelessness (i.e. homeless at
intake, placed into housing) (ALL but
MCT, CAT, and Wellness)**
*Please note: demographic data will be reported at the division level, where available **Data not available for baseline reporting period, will include in future rounds of reporting Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. % clients who feel they received culturally/racially responsive care

2. % of clients meeting treatment goals

3. % o
f community members eligible for BMH services that BMH serves

4. Timeliness of service (e.g., x days following a referral)

5. # of new clients opened for ongoing services
1

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BMH RBA Report FY 2022
750
represents 50 clients
Berkeley Mental Health - Division-Level
Reporting Period: July 2021-June 2022 (Baseline)
Unduplicated Clients Served (includes FSPs, CCT, FIT,
ERMHS, EPSDT, HSHC, Medical Services, and Wellness)
Process Outcomes ("How much did we do?")
14 27
35 36
57 75
106
198
233
324
721
932
0 100 200 300 400 500 600 700 800 900 1000
Clients Served, by Program
MCT CAT & TOT Med Services

HSHC CCT FIT
Adult FSP EPSDT Homeless FSP
Wellness & Recovery ERMHS Child FSP
Description Berkeley Mental Health provides mental health services to eligible adults, children, youth, and their families. Services focus on low-income residents and unhoused people with severe mental illnesses. Staff provide counseling and case management services with the goal of helping people to better manage their mental health symptoms, obtain and maintain housing and other community resources, and move forward in their recovery. 2

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BMH RBA Report FY 2022
Equity of Services
Client demographics compared to the Medi-Cal population of Berkeley Quality Outcomes ("How well did we do it?")
0 10
20 30
40 50
60 70
80 90
6-12 13-17 18-25 26-29 30-39 40-49 50-59 60-69 70+
Number of clients
BMH Demographics (Age)
(n=481)
2%
7%
41%
5%
3%
<1%
42%
BMH Demographics (Race)
(n=481)
Alaska Native or
American Indian (2%)
Asian or Pacific
Islander (7%)
Black or African
American (41%)
Hispanic or Latino
(5%)
Other (3%)
Unknown (<1%)
White (42%)
0 2000
4000
6000
8000
10000
12000
14000
0-20 21-64 65+
Number of clients
Medi-Cal Demographics
(Age) (n=19,064)
<1%
10%
19%
11%
36%
24%
Medi-Cal Demographics
(Race) (n=19,064)
Alaska Native
or American
Indian (<1%)
Asian or Pacific
Islander (10%)
Black or African
American (19%)
Hispanic or
Latino (11%)
Other (36%)
White (24%)
3

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BMH RBA Report FY 2022
39%
1%
<1%
52%
4%
1%
1%
1%
1%
BMH Demographics
(Gender Identity) (n=481)
Female (39%)
Female to Male
(1%)
Intersex (<1%)
Male (52%)
Missing (4%)
Multiple gender
identities (1%)
Non-conforming
(1%)
Other (1%)
Prefer not to
answer (1%)
3%
3%
71%
1%
16%
2%
1%
2%
1%
<1%
BMH Demographics
(Sexual Orientation) (n=481)
Bisexual (3%)
Gay (3%)
Heterosexual (71%)
Lesbian (1%)
Missing (16%)
Multiple sexual orientations (2%)
Other (1%)
Prefer not to answer (2%)
Queer (1%)
Questioning (<1%)
51%
49%
Medi-Cal Demographics
(Gender Identity) (n=19,064)
Female (51%)
Male (49%)
4

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BMH RBA Report FY 2022
11%
30%
32%
50%
40%
53%
62%
71%
67%
70%
80%
80%
77%
67%
88%
0% 20% 40% 60% 80% 100%
FIT (n=100)
CCT (n=189)
Homeless FSP (n=31)
Child FSP (n=12)
Adult FSP (n=67)
Consistency of Service
(% of clients with no service gap over 30/60/90 days)
no service gap over 90 days no service gap over 60 days no service gap over 30 days 79%
100%
90%
73%
67%
32%
0%
20%
40%
60%
80%
100%
Adult FSP, 7 days
(n=34)
Child FSP, 7 days
(n=6)
Homeless FSP, 7
days (n=10)
CCT, 7 days
(n=22)
FIT, 7 days (n=3) CAT & TOT, 24
hrs (n=87)
Program, Follow up Expectation (# of days), and # of incidents Responsiveness of Service
(% of discharges from hospitalization or subacute who
had a follow up visit within specified time period)
5

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BMH RBA Report FY 2022
Impact Outcomes ("Is anyone better off?")
82%
100%
89%
100%
0%
20%
40%
60%
80%
100%
Adult FSP (n=22) Homeless FSP (n=3) CCT (n=27) FIT (n=1) % of clients with a reduction in psychiatric
emergency/inpatient/crisis stabilization*
61%
100% 100%
79%
100%
67%
100% 100%
79%
100%
0%
20%
40%
60%
80%
100%
Adult FSP (n=33) Child FSP (n=1) Homeless FSP (n=6) CCT (n=33) FIT (n=8) % of clients with a reduction in hospitalization
July 2021-June 2022 (hospital admissions) July 2021-June 2022 (hospitalization days) 6

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BMH RBA Report FY 2022
69%
100%
50%
58%
0%
20%
40%
60%
80%
100%
Adult FSP (n=16) Child FSP (n=1) Homeless FSP (n=2) CCT (n=6) % of clients with a decrease in incarceration days
56%
75%
53%
42%
59%
100%
63%
58%
47%
0%
20%
40%
60%
80%
100%
Adult FSP (n=66, n=57) Child FSP (n=8, 7) Homeless FSP (n=0, 19) CCT (n=165, 156) FIT (n=102, 96) % clients who had a primary care visit in the last year 2020-2021 2021-2022
7

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Data Source
Yellowfin, ETO,
Wellness Recovery
Group Attendance
Yellowfin
Yellowfin, CAT
Contact Log
Yellowfin
Yellowfin
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
Available for:

Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.

Responsiveness of service (% of
discharges from hospitalization or
subacute who had a follow up visit
within specified time period)
Follow-up rates for individuals open to providers at the time of MH hospital discharge. Expected follow-up time
period set by programs.

Available for:

Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT, CAT & TOT.

Measure Definition
# clients served
Total number of clients served during the reporting
period. Available for:
all clients served for Adult FSP,
Children's FSP, Homeless FSP, CCT, FIT, ERMHS, EPSDT,
High School Health Center, Medical Services, and
Wellness & Recovery Services. Does not include clients
from MCT, CAT/TOT (may be duplicated)
Equity of services (demographics
compared to Medi-Cal population)
Age, race, and gender identity of BMH clients and Medi- Cal beneficiaries in the City of Berkeley. Available for:

Adult FSP, Children's FSP, Homeless FSP, CCT, FIT. No data available for sexual orientation of Medi-Cal
beneficiaries. Does not include clients from CAT/TOT,
High School Health Center, MCT, Medical Services,
Wellness (may be duplicated or limited data available)
% of clients who had a reduction in
days in psychiatric emergency
services/inpatient/crisis stabilization
units
Of clients who completed six consecutive months durin
g
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.

Available for:

Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.

Consistency of service (% of clients with
no service gap over 30/60/90 days)
% of clients with less than 30/60/90 days maximum
without service during their episode(s) in the fiscal year.

Only includes clients open to a provider for at least a total of 1/2/3 months during the reporting fiscal year.

Available for:

Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.
8

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Yellowfin
Yellowfin% clients who had a primary care visit
in the last year
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).

Available for:

Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.
% of clients with a decrease in
incarcerations
Of clients who completed six consecutive months durin
g
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
hospital and/or subacute) for six or more months during the current fiscal year or the prior fiscal year.

Available for:

Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.
9

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Adult Full Service Partnership (FSP)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
ser
vices

3. Average # of days in FSP per client

4. Average # of service hours per client
per month

5. Aver
age # of services per client per
month

6. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

7. % of clients and/or their caregivers
who receive an average of four or
more face-to-face outpatient visits
per month

8. % of clients with no service gap of
over
30 days

9. % of discharges from hospitalization
or subacute who had a follow up visit
with FSP staff within 7 and within 30
calendar days

10. #/% of clients closed, by reason
closed

11. #/% of clients transferred to another
level of care

12. % of clients who were satisfied with
services**

13. % of clients who had a reduction in
jail days in the last 12 months
compared to the 12 months before
enrollment

14. % of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units in the last 12 months compared to
the 12 months before enrollment

15. % of clients with a decrease in
hospitalizations/hospitalization days

16. % of clients with a primary care visit
in the last 12 months

17. % of clients who moved out of
homelessness**
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. % of clients who have a billable contact with FSP staff within 7 calendar days:
a. Following discharge (from a hospital, crisis residential or release from jail) b. After assignment to the team

2. Client-to-staff ratio

3. % staff retention year-to-year

4. Average # of contacts per month per client
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BMH RBA Report FY 2022
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%)
11

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BMH RBA Report FY 2022
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
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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
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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 14

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BMH RBA Report FY 2022
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 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
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
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 service hours per client
per month
Avera
ge 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 days in FSP per client
Average length of stay for primary program episodes
which have closed since the beginning of the reporting
period
15

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% 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
#/% 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 durin
g
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 transferred to another
program, by level of care
Of clients discharged in the reporting period, # who
were transferred to a full service partnership program, service team, or outpatient services in Alameda County
within 90 days of discharge.

Yellowfin
% of clients who had a reduction in jail
days
Of clients who completed six consecutive months durin
g
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
hospital 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
16

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Comprehensive Community Treatment (CCT)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
ser
vices

3. Average # of service hours per client
per month

4. Aver
age # of services per client per
month

5. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

6. % of clients with no service gap of
over 90 days

7. % of discharges from hospitalization
or subacute who had a follow up visit
with staff within 7 and within 30
calendar days

8. #/% of clients closed, by reason
closed

9. #/% of clients transferred to another
level of care

10. % of clients who were satisfied with
services**

11. % of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units in the last 12 months compared
to the 12 months before enrollment

12. % of clients with a decrease in
hospitalizations/hospitalization days

13. % of clients who had a reduction in
jail days in the last 12 months
compared to the 12 months before
enrollment

14. % of clients with a primary care visit
in the last 12 months
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. % of clients who have a billable contact with FSP staff within 7 calendar days:
a. Following discharge (from a hospital, crisis residential or release from jail) b. After assignment to the team

2. % of clients who drop out of service within the first 6 months following enrollment

3. % of clients who had a decrease in days spent in psychiatric hospital settings comparing most recent 12 months in the program to the 12 months prior to enrollment

4. Average # of contacts per month per client

5. “Other” reason for client being closed

6. No-shows/missed contacts
17

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198
Clients Served
12 New Clients
represents 10 clients
Comprehensive Community Treatment Team (CCT)
Reporting Period: July 2021-June 2022 (Baseline)
Process Outcomes ("How much did we do?")
Program Description: The CCT team is responsible for
providing services to adults with severe and
persistent mental illness who require specialty mental
health services. Staff provide case management,
therapeutic services, and group services both in the
field and in the clinic.
2%
7%
39%
2%
6%
44%
Demographics (Race)
Alaska Native or
American Indian
(2%)
Asian or Pacific
Islander (7%)
Black or African
American (39%)
Hispanic or Latino
(2%)
Other (6%)
White (44%)
10 12
36 31
51 40
18 0
10 20
30 40
50 60
18-25 26-29 30-39 40-49 50-59 60-69 70+
Number of Clients
Demographics (Age)
47%
<1%
50%
<1%
<1%
<1%
<1%
<1%
Demographics (Gender Identity)
Female (47%)
Female to Male
(<1 %)
Male (50%)
Missing (<1%)
Multiple gender
identities (<1%)
Non-conforming
(<1%)
Other (<1%)
Prefer not to
answer (<1%)
4%
3%
78%
3%
9%
1%
<1%
2%
2%
Demographics
(Sexual Orientation)
Bisexual (4%)
Gay (3%)
Heterosexual (78%)
Lesbian (3%)
Missing (9%)
Multiple sexual
orientations (1%)
Other (<1%)
Prefer not to answer
(2%)
Queer (2%)
18

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BMH RBA Report FY 2022
Quality Outcomes ("How well did we do it?")
92%
81%
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=177)
% of clients with no service gap of over 90 days (n=182) Service Consistency
July '21-June '22
73%
95%
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 follow up within 7 and 30 days (n=22)
July '21-June '22
The average client served in 2021-2022 received:
• received 3.3 hrs of services per month
• received 3.3 services per month
19

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20%
2%
4%
4%
13%
13%
9%
2%
2%
31%
Clients Closed,
by Reason Closed (n=46)
Client Died (20%)
Client Discharged/Program Unilateral
Decision (2%)
Client Dissatisfied (4%)
Client Incarcerated (4%)
Client Moved Out of Service Area
(13%)
Client Withdrew: AWOL, AMA, No
Improvement (13%)
Client Withdrew: AWOL, AMA,
Treatment Partially Completed (9%)
Discharge/Administrative Reasons
(2%)
Mutual Agreement/Treatment Goals
Reached (2%)
Other (31%)
13%
17%
11%
0%
20%
40%
60%
80%
100%
Higher level (FSP) Same level (service team) Lower level (outpatient) # of Clients Transferred to Another Program, by Level of Care (n=46)
July '21-June '22
20

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Impact Outcomes ("Is anyone better off?")
89%
79% 79% 83%
0%
20%
40%
60%
80%
100%
% of clients with reduction
in psychiatric emergency
services/inpatient/crisis
stabilization (n=27)
% of clients with a decrease
in hospitalizations (n=33)
% of clients with a decrease
in hospitalization days
(n=33)
% of clients with a reduction
in jail days in the last 12
months compared to the 12
months before enrollment
(n=6)
Client Outcome Improvements
July '21-June '22
53%
58%
0%
20%
40%
60%
80%
100%
July '20-June '21 (n=165) July '21-June '22 (n=156)
% of Clients with a Primary Care Visit in the Last 12 Months 21

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# of new clients opened for ongoing
services
Average # of service hours per client
per month
Clients who were not served by the program in the
previous fiscal year
Avera
ge of hours of service in a month divided by clients
served in a month. Includes all services recorded for
clients. Does not include MAA
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
Average # of services per client per
month
Of clients with a completed CANS/ANSA, what
percentage of them had an assessment at least every
six months?
% of clients with less than 90 days maximum without
service during their episode(s) in the fiscal year. Only includes clients open to a provider for at least a total of three months during the reporting fiscal year.

Yellowfin
Yellowfin
Yellowfin
Objective Arts
Yellowfin
Definition Data Source
Yellowfin# clients served
Measure
Total clients served
% of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program (n=177)
% of clients with no service gap of over
90 days (n=182)
% of discharges from hospitalization or
subacute who had a follow up visit with
staff within 7 and within 30 calendar
days (n=22)
#/% of clients closed, by reason closed
# of clients transferred to another
program, by level of care
Follow-up rates for individuals open to Level 1 providers at the time of MH hospital discharge.

Discharge reason for clients discharged during the
reporting period
Of clients discharged in the reporting period, # who
were transferred to a full service partnership program, service team, or outpatient services in Alameda County
within 90 days of discharge
Yellowfin
Yellowfin
Yellowfin
22

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% increase in number of clients with
connection to primary care compared
to the last 12 months (FY22 n=156, FY21
n=165)
% of clients with a decrease in
hospitalization
% of clients with a reduction in jail days
in the last 12 months compared to the
12 months before enrollment (n=6)
% of clients who had a reduction in
days in psychiatric emergency
services/inpatient/crisis stabilization
units
Decrease in hospital days/admissions 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 day in the 12 months prior to
admission and remained in the program for at least 1
year
Of clients who completed six consecutive months durin
g
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
hospital and/or subacute) for six or more months during the current fiscal year or the prior fiscal year.

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).

Of clients who completed six consecutive months durin
g
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
Yellowfin
Yellowfin
Yellowfin
23

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Focus on Independence Team (FIT)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
ser
vices

3. Average # of service hours per client
per month

4. Aver
age # of services per client per
month

5. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

6. % of clients with no service gap of
over 90 days

7. % of discharges from hospitalization
or subacute who had a follow up visit
with staff within 7 and within 30
calendar days

8. #/% of clients closed, by reason
closed

9. #/% of clients transferred to another
level of care

10. % of clients who were satisfied with
services**

11. % of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units in the last 12 months compared
to the 12 months before enrollment

12. % of clients with a decrease in
hospitalizations/hospitalization days

13. % of clients with a primary care visit
in the last 12 months
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. % of appointments kept by clients

2. % of clients who engage in leisure activities

3. Average # of contacts per month per client

4. “Other” reason for client being closed

5. No-shows/missed contacts

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BMH RBA Report FY 2022
106
Clients Served
9 New Clients
represents 10 clients
Process Outcomes ("How much did we do?")
Focus on Independence Team (FIT)
Reporting Period: July 2021-June 2022 (Baseline)
Program Description: The Focus on
Independence Team is responsible for providing
services to clients who have graduated from
higher levels of care within the clinic. Services are
provided both in the field and in the clinic
depending on client needs.
7%
40%
2%
3%
48%
Demographics (Race)
Asian or Pacific
Islander (7%)
Black or African
American (40%)
Hispanic or Latino
(2%)
Other (3%)
White (48%)5
1 10
17 19
33 21
0 5
10 15
20 25
30 35
18-25 26-29 30-39 40-49 50-59 60-69 70+
Number of Clients
Demographics (Age)
38%
1%
58%
2%
1%
Demographics (Gender
Identity)
Female
(38%)
Intersex
(1%)
Male (58%)
Missing
(2%)
Other (1%)
1%
85%
10%
1%
2%
1%
Demographics (Sexual
Orientation)
Gay (1%)
Heterosexual (85%)
Missing (10%)
Multiple sexual
orientations (1%)
Prefer not to answer (2%)
Questioning (1%)
25

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Quality Outcomes ("How well did we do it?")
40%
80%
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=95)
% of clients with no service gap of over 90 days (n=100) Service Consistency
July '21-June '22
50%
100%
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 follow up within 7 and 30 days (n=2)
July '21-June '22
The average client served in 2021-2022 received:
• received 1.76 hrs of services per month
• received 2.28 services per month
26

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11%
5%
17%
67%
Clients Closed,
by Reason Closed (n=18)
Client Died (11%)
Client Discharged/Program Unilateral
Decision (5%)
Client Moved Out of Service Area
(17%)
Other (67%)
37%
16%
26%
0%
20%
40%
60%
80%
100%
Higher level (FSP) Same level (service team) Lower level (outpatient) # of Clients Transferred to Another Program, by Level of Care (n=19)
July '21-June '22
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Impact Outcomes ("Is anyone better off?")
42%
47%
0%
20%
40%
60%
80%
100%
July '20-June '21 (n=102) July '21-June '22 (n=96)
% of Clients with a Primary Care Visit in the Last 12 Months 100% 100% 100%
0%
20%
40%
60%
80%
100%
% of clients with reduction in
psychiatric emergency
services/inpatient/crisis stabilization
(n=1)
% of clients with a decrease in
hospitalizations (n=8)
% of clients with a decrease in
hospitalization days (n=8)
Client Outcome Improvements
July '21-June '22
28

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BMH RBA Report FY 2022
#/% of clients closed, by reason closed Discharge reason for clients discharged during the reporting period Yellowfin
# of clients transferred to another
program, by level of care
Of clients discharged in the reporting period, # who
were transferred to a full service partnership program, service team, or outpatient services in Alameda County
within 90 days of discharge
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 no service gap of over
90 days (n=100)
% of clients with less than 90 days maximum without
service during their episode(s) in the fiscal year. Only includes 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
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
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 (n=95)
Of clients with a completed CANS/ANSA, what
percentage of them had an assessment at least every
six months?
Objective Arts
# of new clients opened for ongoing
services
Clients who were not served by the program in the
previous fiscal year 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
Measure Definition Data Source
# clients served Total clients served Yellowfin
29

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Yellowfin
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).
% of clients with a primary care visit in
the last 12 months (n=96)
% of clients with a decrease in
hospitalization
Decrease in hospital days/admissions 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 day in the 12 months prior to
admission and remained in the program for at least 1
year
Yellowfin
30

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High School Health Center (HSHC)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
ser
vices

3. # of services provided by service type

4. % cli ents screened for depression,
trauma, and substance use

5. % clients contacted within a week
following a referral to the HSHC

6. % of school population served

7. % of clients satisfied with services, as
measured by % of clients who agree
with the following: HSHC staff…
a. Treat me with respect
b. Listen carefully to what I have
to say
c. Make me feel like there's an
adult at school who cares
about me

8. % of clients able to receive needed
care, as measured by % of clients
who agree with the following: The
HSHC…
a. Is easy to get help from when
I need it
b. Helps me to meet many of my
health needs
*Please note: demographic data will be reported at the program level, where available

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. Responsiveness of service (e.g. x days following qualifying event)

2. % of clients who have at least one completed CANS/ANSA for each six-month period that they are in the program

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BMH RBA Report FY 2022
233
Clients Served
represents 20 clients
Process Outcomes ("How much did we do?")
High School Health Center (HSHC)
Reporting Period: July 2021-June 2022 (Baseline)
Program Description
The HSHC team provides mental health services
on site at Berkeley High School; these services
include individual and group therapy, crisis
assessments, and drop in support. The program
also hosts graduate students for training.
45%
11%
21%
22%
1%
Demographics
(Gender Identity)
Female (45%)
Gender
nonconforming,
transgender,
genderqueer (11%)
Male (21%)
Missing (22%)
Prefer not to
answer (1%)
2%
7%
17%
14%
11%
16%
33%
Demographics (Race) Alaska Native or
American Indian
(2%)
Asian or Pacific
Islander (7%)
Black or African
American (17%)
More than one
race (14%)
Other (11%)
Prefer not to
answer (16%)
White (33%)
35%
21%
25%
6%
13%
Demographics
(Sexual Orientation)
Heterosexual (35%)
LGBTQ* (21%)
Missing (25%)
Prefer not to
answer (6%)
Unknown/unsure
(13%)
*includes students who self-identified as aromantic,
asexual, bisexual, gay, homosexual, lesbian, pansexual, queer, and questioning
1 24
52 63 66
25 2
0 10
20 30
40 50
60 70
13 14 15 16 17 18 19
Number of Clients
Demographics (Age)
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BMH RBA Report FY 2022
Quality Outcomes ("How well did we do it?")
In 2021-2022, the HSHC program served 7% of the
school population.
83% 79%
70%
95%
0%
20%
40%
60%
80%
100%
% of clients screened for
depression
% of clients screened for
trauma
% of clients screened for
substance use
% referrals to HSHC
followed up within 1 week
Service Consistency
Jul 2021-Jun 2022
0 1
2 21
27 29
39 237
594
0 100 200 300 400 500 600 700
Group therapy
Family therapy
AOD counseling/info
Other behavioral health services
Academic counseling
Case management
Crisis intervention
Intake assessment
Individual therapy
Services Provided by Service Type
Note that multiple services could be provided in one visit (e.g. crisis assessment and referral) so total services by type (n=950) is greater than total encounters (n=846) 33

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BMH RBA Report FY 2022
Impact Outcomes ("Is anyone better off?")
97% 99%
93%
0%
20%
40%
60%
80%
100%
Treat me with respect (n=145) Listen carefully to what I have to say (n=138)
Make me feel like there's an adult at
school who cares about me (n=128)
Client Satisfaction
(% of clients who agree that "HSHC staff...")
Jul 2021-Jun 2022
97% 97%
0%
20%
40%
60%
80%
100%
Is easy to get help from when I need it (n=146) Helps me to meet many of my health needs (n=134) Client Satisfaction
(% of clients who agree that "The HSHC...")
Jul 2021-Jun 2022
34

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BMH RBA Report FY 2022
% of clients able to receive needed
care, as measured by % of clients who
agree with various statements
% of responses marked as "agree" or "strongly agree" for various survey questions. Note: these responses are from all students who accessed the health center and
answered the survey, not just those who received
mental health services.

Berkeley SBHC
Client Survey
% of clients satisfied with services, as
measured by % of clients who agree
with various statements
% of responses marked as "agree" or "strongly agree" for various survey questions. Note: these responses are from all students who accessed the health center and
answered the survey, not just those who received
mental health services.

Berkeley SBHC
Client Survey
% referrals to HSHC followed up within
one week
Percentage of referrals that had 7 days or less between referral date and response date. Calculation reflects % of total referrals, not % of total clients.

Referral Log
% of school population served Unique clients served by HSHC divided by total student population
ETO/RedCap; BHS
data
# services provided by service type
# of services coded as behavioral_service with codes
BHSV1-8. Key code accompanies Redcap data. Each
incident could include more than one service provided.

ETO/RedCap
% clients screened for depression,
trauma, and substance use
Percent of total clients that were recorded as having
been screened for depression, trauma, and/or
substance abuse at least one time during reporting
period.

ETO/RedCap
Measure Definition Data Source
# clients served Total clients served ETO/RedCap
35

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Educationally Related Mental Health Services (ERMHS)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
ser
vices

3. # of individual therapy hours
provided

4. # of collateral hours per client

5. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

6. % of clients with at least one session
per month**

7. % of clients who had collateral
sessions

8. % of clients who were satisfied with
services**

9. Of clients who were discharged from
the program, #/% who met mental
health goals
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. #/% of IEP meetings clinicians attended per client - Unavailable currently, as there is no code exclusively for IEP meetings.

2. Disaggregate data by BUSD school

3. Responsiveness of service (e.g. x days following qualifying event)

4. % of clients with no gap in therapy sessions over 21 days

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BMH RBA Report FY 2022
27 Clients Served
8 New Clients
represents 10 clients
Process Outcomes ("How much did we do?")
Educationally Related Mental Health Services (ERMHS)
Reporting Period: July 2021-June 2022 (Baseline)
Program Description: The ERMHS program provides
mental health services to the special education
population in Berkeley Unified School District.

Services include assessment, plan development,
individual therapy, and collateral.
7%
56%
15%
22%
Demographics (Race)
Asian or Pacific
Islander (7%)
Black or African
American (56%)
Hispanic or Latino
(15%)
White (22%)
3 19
5 0
2 4
6 8
10 12
14 16
18 20
6-12 years 13-17 years 18-25 years
Number of Clients
Demographics (Age)
33%
4%
48%
11%
4%
Demographics
(Gender Identity)
Female (33%)
Female to Male (4%)
Male (48%)
Missing (11%)
Multiple gender
identities (4%)
4%
33%
51%
4%
4%
4%
Demographics
(Sexual Orientation)
Bisexual (4%)
Heterosexual (33%)
Missing (51%)
Multiple sexual
orientations (4%)
Other (4%)
Prefer not to
answer (4%)
37

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BMH RBA Report FY 2022
*Note: number of clients with CANS assessments is higher than total number of clients in Yellowfin Impact Outcomes ("Is anyone better off?")
Quality Outcomes ("How well did we do it?")
In 2021-2022, the ERMHS program provided:
• 379 hours of individual therapy
• 1 hour of collateral per client
In 2021-2022, 30% of discharged ERMHS clients
(n=20) met their mental health goals:
• 15% of clients fully met their mental
health goals
• 15% of clients partially reached their
mental health goals
45%
56%
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=31)*
% of clients who had collateral sessions
Service Consistency
July '21-June '22
38

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BMH RBA Report FY 2022
Measure Definition Data Source
# clients served Total clients served Yellowfin
# of new clients opened for ongoing
services
Clients who were not served by the program in the
previous fiscal year Yellowfin
# of individual therapy hours provided
Total individual therapy hours recorded for clients.

Includes all procedures in the "ind therapy" service
catergory.

Yellowfin
# of collateral hours per client
Total collateral hours recorded for clients divided by all clients. Includes all procedures in the "Collateral"
category.

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 who were discharged from
the program, #/% who met mental
health goals
Percent of discharged clients who had a discharge
reason of either "Mutual Agreement/Treatment Goals
Reached" or "Mutual Agreement/Treatment Goals
Partially Reached"
Yellowfin
% of clients who had collateral sessions
Total clients who received collateral sessions divided by all clients. Includes all clients with recorded procedures in the "Collateral" category.

Yellowfin
39

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Early and Periodic Screening Diagnosis and Treatment (EPSDT)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
ser
vices

3. # of individual therapy hours
provided

4. # of collateral hours per client

5. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

6. % of clients with at least three
sessions per month**

7. % of clients who had collateral
sessions

8. % of clients or family members who
participate in the survey**

9. Of clients who were discharged from
the program, #/% who met mental
health goals

*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. % of clients who receive two or more visits within 30 days of their episode opening date

2. % of clients who receive four or more visits within 60 days of their episode opening date

3. Responsiveness of service (e.g. x days following qualifying event)

4. % of clients with no gap in therapy sessions over 21 days 40

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BMH RBA Report FY 2022
57 Clients Served
26 New Clients
represents 10 clients
Process Outcomes ("How much did we do?")
Early and Periodic Screening, Diagnostic and Treatment (EPSDT) Reporting Period: July 2021-June 2022 (Baseline)
Program Description: EPSDT team provides
comprehensive and preventive child health services
which include assessment, plan development,
individual/family/group therapy, rehabilitation,
collateral, case management, and medication
referrals.
5%
7%
30%
24%
2%
2%
30%
Demographics (Race)
Alaska Native or
American Indian (5%)
Asian or Pacific
Islander (7%)
Black or African
American (30%)
Hispanic or Latino
(24%)
Other (2%)
Unknown (2%)
White (30%)
19 32
6 0
5 10
15 20
25 30
35 6-12 13-17 18-25
Number of Clients
Demographics (Age)
40%
35%
18%
2%
3%
2%
Demographics (Gender Identity)
Female (40%)
Male (35%)
Missing (18%)
Multiple gender
identities (2%)
Non-Conforming
(3%)
Other (2%)
3%
9%
37%
42%
3%
2%
2%
2%
Demographics
(Sexual Orientation)
Bisexual (3%)
Gay (9%)
Heterosexual (37%)
Missing (42%)
Multiple sexual orientations
(3%)
Other (2%)
Queer (2%)
Questioning (2%)
41

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BMH RBA Report FY 2022
*Note: number of clients with CANS assessments is higher than total number of clients in Yellowfin Quality Outcomes ("How well did we do it?")
Impact Outcomes ("Is anyone better off?")
In 2021-2022, the EPSDT program provided:
• 1,016 hours of individual therapy
• 1.25 hours of collateral per client
In 2021-2022, 32% of discharged EPSDT clients
(n=31) met their mental health goals:
• 29% of clients fully met their mental
health goals
• 3% of clients partially reached their
mental health goals
62%
39%
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=63)*
% of clients who had collateral sessions
Service Consistency
July '21-June '22
42

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Includes all procedures in the "ind therapy" service
catergory.

Yellowfin
# of collateral hours per client
Total collateral hours recorded for clients divided by all clients. Includes all procedures in the "Collateral"
category.

Yellowfin
43

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Children’s Full Service Partnership (CFSP)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
services

3. Average # of days in FSP per client

4. Average # of service hours per client
per month

5. Average # of services per client per
month

6. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

7. % of clients and/or their caregivers
who receive an average of four or
more face-to-face outpatient visits
per month

8. % of discharges from hospitalization
or subacute who had a follow up visit
with CFSP staff within 7 business
days

9. % of clients with no service gap of
over 30 days

10. #/% of clients closed, by reason
closed

11. % of clients or family members who
participate in the survey**

12. % of clients with a primary care visit
in the last 12 months

13. % of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units in the last 12 months compared to
the 12 months before enrollment**

14. % of clients with a decrease in
hospitalizations/hospitalization days
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. Spending: # of Flex Funds spent on a family per year, based on tenure in program

2. Service provision: % of clients who received unscheduled service contacts due to low engagement or necessity/acuity of family needs

3. Staff training:
a. % of staff trained in WRAP
b. % of staff who are skilled to implement trauma-informed interventions

4. Staff satisfaction: % of staff who report that they have the tools/resources necessary to do their jobs 44

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5. Client satisfaction, specifically in regards to measuring racially responsive care a. #/% of clients/families who report high quality, racially responsive care on the annual Consumer Perception Survey

6. Client/family outcomes:
a. # of clients/families who can navigate systems better to address their needs b. # of clients with improved school attendance and increased engagement in class/school c. % of clients with improved family relations (communication and stability, problem solving, support)

7. Client-to-staff ratio

8. % staff retention year-to-year

9. % of clients who schedule a meeting with FSP team within 14 calendar days of referral

10. % of clients who are referred to other primary services (therapy, TBS, etc.,) within 5 calendar days of agreement in a family team o r a
provider meeting

11. % of new clients who receive a face-to-face visit within 7 calendar days of the episode opening date

12. % of clients/families discharged from services within 9-12 months because of improved life circumstances

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BMH RBA Report FY 2022
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)
46

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BMH RBA Report FY 2022
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
47

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BMH RBA Report FY 2022
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
48

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BMH RBA Report FY 2022
YellowfinFollow-up rates for individuals open to Level 1 providers at the time of MH hospital discharge.
% of discharges from hospitalization or
subacute who had a follow up visit with
FSP staff within 7 business days
#/% of clients closed, by reason closed Discharge reason for clients discharged during the reporting period 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 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
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 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
Measure Definition Data Source
# clients served Total clients served Yellowfin
49

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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
50

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Mobile Crisis Team (MCT)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of client contacts made, by
a. Field contacts
b. Pho
ne contacts

3. # of
crisis services referrals made to
the MCT, by referring party (i.e. BPD,
BFD, BMH, community, etc.)

4. # of 5150 evaluations conducted

5. % of 5150 evaluations that did not
result in transportation to a receiving
facility for further evaluation

6. % of clients who were satisfied with
services**

7. #/% of repeat interventions
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. Response times: average response time, by call type

2. Receiving facilities data:
a. #/% evaluations upheld at receiving facility

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BMH RBA Report FY 2022
932
Clients Served
1486
Incidents Responded To
Mobile Crisis Team (MCT)
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%)
52

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BMH RBA Report FY 2022
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
53

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BMH RBA Report FY 2022
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%)
54

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BMH RBA Report FY 2022
Number of interventions per client
# of client contacts made, by
a. Field contacts
b. Phone contacts
c. Other
MCT Contact Log
# of crisis services referrals made to the MCT, by referring party (i.e. BPD, BFD, BMH, community, etc.) MCT Contact Log Total number of incidents with 5150 Evaluations of any sort MCT Contact Log % of 5150 evaluations that did or did not result in
transportation to a receiving facility for further evaluation MCT Contact Log % of clients who had one, two, or more than two
interventions MCT Contact Log
Client contact types
Total referrals, by referring party
# of 5150 evaluations conducted
Results of 5150 Evaluations
Measure Definition Data Source
# clients served Total unique clients served MCT Contact Log 55

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Crisis Assessment and Triage/Transitional Outreach Team (CAT/TOT)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of documented contacts

3. % of clients who receive a visit
(pho
ne contact with client or hospital
service provider) in the 24 hours
after hospitalization

4. % of MCT
contacts who had a CAT
attempt to contact

5. % of clients who were satisfied with
services**
None available at this time**
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. #/% 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

2. % of clients who receive a follow-up call for a no-show screening, intake or appointment

3. #/% of no-show clients for whom there is inter-system coordination to engage

4. #/% of clients and families who receive connection to grief counseling and other services

5. % of clients connected to a service team within 7 calendar days

6. % of clients assessed or referred on the same day as inquiry 56

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BMH RBA Report FY 2022
721
Clients Served
1448
Contacts
Crisis, Assessment, Triage (CAT) and Transitional Outreach Team (TOT) 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%)
57

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BMH RBA Report FY 2022
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%)
58

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BMH RBA Report FY 2022
% 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
# 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
Measure Definition Data Source
# clients served Total clients served

MCT & CAT
Contact Log
59

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Homeless FSP (HFSP)

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served

2. # of new clients opened for ongoing
services

3. Average # of days in FSP per client

4. Ave
rage # of service hours per client
per month

5. Aver
age # of services per client per
month

6. % of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program

7. % of clients and/or their caregivers
who receive an average of four or
more face-to-face outpatient visits
per month

8. % of discharges from hospitalization
who had a follow up visit with HFSP
staff within 7 and within 30 calendar
days

9. % of clients with no service gap of
over 30 days

10. #/% of clients closed, by reason
closed

11. % of clients who were satisfied with
services**

12. #/% of clients housed**

13. #/% of clients who gained or
maintained housing since
enrollment**

14. % of clients who had a reduction in
jail days in the last 12 months
compared to the 12 months before
enrollment

15. % of clients with a primary care visit
in the last 12 months

16. % of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units in the last 12 months compared to
the 12 months before enrollment

17. % of clients with a decrease in
hospitalizations/hospitalization days

18. % of clients with an increase in the
number of days in community living
compared to 12-month period before
enrollment**
*Please note: demographic data will be reported at the program level, where available **Data not available for baseline reporting period, will include in future rounds of reporting

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. Client satisfaction with services

2. Client engagement in interpersonal activities
60

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3. Client income (incl. entitlements)

4. Change in violence (e.g. # of violent interactions reported) experienced by the client

5. Change in educational or workforce training status of client

6. Clien
t-to-staff ratio

7. % staff retention year-to-year

8. % 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

9. #/% of clients who maintained housing at 6 months from housing placement date

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BMH RBA Report FY 2022
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)
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BMH RBA Report FY 2022
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
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BMH RBA Report FY 2022
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
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BMH RBA Report FY 2022
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
Avera
ge of hours of service in a month divided by clients
served in a month. Includes all services recorded for
clients. Does not include MAA
# clients served Total clients served Yellowfin
# of new clients Clients who were not served by the program in the previous fiscal year Yellowfin
Measure Definition Data Source
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 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.

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Yellowfin
% of clients who had a reduction in
days in psychiatric emergency
services/inpatient/crisis stabilization
units
Of clients who completed six consecutive months durin
g
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.

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
66

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Medical Services

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # clients served 2. % of appointments kept per year

3. % clients connected to a primary care
provider
*Please note: demographic data will be reported at the program level, where available

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. Average service hours per patient per year, with a demographic breakdown and adjusted for client panel

2. #/% of patients who report improvement in their quality of life

3. Reduction in number of hospitalization days per patient

4. Consistency of service (e.g. % clients who had met targeted frequency of services)

5. Responsiveness of service (e.g. x days following qualifying event)

6. % clients who had a primary care visit in the last year

7. # of new clients opened for ongoing services

8. % of clients who had a meeting with a psychiatrist every x months

9. % decrease of days incarcerated per client

10. % decrease of incarceration events per client

11. #/% of clients re-hospitalized within 1 month of inpatient discharge 67

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BMH RBA Report FY 2022
324
Clients Served
represents 25 clients
of clients were connected
to a primary care provider
Process Outcomes ("How much did we do?")
of appointments were kept
Medical Services
Reporting Period: July 2021-June 2022 (Baseline)
Quality Outcomes ("How
well did we do it?")
Impact Outcomes ("Is
anyone better off?")
73% 48%
Program Description
The Medical Services Team provides psychiatric
and nursing services to patients on Adult Services
(FIT, CCT, & FSP), Crisis Services, and Family,
Youth, and Children’s Services.
14 17
58 66
70 73
44 0
10 20
30 40
50 60
70 80
18-25 26-29 30-39 40-49 50-59 60-69 70+
Number of Clients
Client Demographics (Age)
1%
6%
41%
3%
3%
46%
Client Demographics (Race)
Alaska Native or
American Indian
(1%)
Asian or Pacific
Islander (6%)
Black or African
American (41%)
Hispanic or Latino
(3%)
Other (3%)
White (46%)
68

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BMH RBA Report FY 2022
% of clients connected to a primary
care provider
Of total clients, % who had Primary Care Practitioner
listed in Primary Care Tracker
Primary Care
Provider Tracker
# clients served Total clients served Yellowfin
% of appointments kept Of scheduled appointments, % which were kept for the time period
MD Attendance
Tracker
Measure Definition Data Source
69

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Wellness Services

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is anyone better off?

1. # participants served

2. # of different groups convened per
year

3. # of group events held per year

4. # of participants who meet the
requirements for “Telling Your Story”
(MHSA PEI requirement)

5. #/% of participants who return for
group events

6. #/% of participants who reported
feeling less shame about their
experiences and challenges

7. #/% of participants who reported
recognizing progress in their recovery

Data Development Agenda – measures the team is interested in reporting on but for which reliable data are not available

1. Advance directives data:
a. #/% of participants with an advance directive completed b. #/% participants able to advocate for themselves with service providers

2. Equity of services (e.g. client demographics compared to MediCal population)

3. % of clients who were satisfied with services
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BMH RBA Report FY 2022
35 8
Group events
represents 10 clients/events/groups
Wellness & Recovery Services
Impact Outcomes ("Is
anyone better off?")
Process Outcomes ("How much did we do?")
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 participants reported recognizing progress in their recovery (n=5).
participants reported feeling less shame about their
experiences and challenges (n=5).
3 out of 5
4 out of 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. 71

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BMH RBA Report FY 2022
Measure Definition
# participants served Total # of participants served
Data Source
Wellness Recovery Group
Attendance Tracker
# of different groups 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
72

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APPENDIX D

PREVENTION AND EARLY INTERVENTION
FY22 ANNUAL EVALUATION REPORT

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

Prevention and Early
Intervention (PEI)

FY21/22
Annual Evaluation Report

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INTRODUCTION
Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) funds are used to prevent mental illnesses from becoming severe and disabling. Programs funded under the MHSA PEI component are focused on individuals across the life span and should emphasize improving timely access to services for underserved populations. Programs shall also include the following:
• Outreach to increase knowledge and recognition of the early signs of mental health challenges or potentially severe and disabling mental illnesses.
• Reduction in stigma associated with either having or being diagnosed with a mental illness or seeking mental health services.
• Reduction in discrimination against people with mental health challenges or mental illness. • Access and linkages to necessary medical care for those in need of additional services. • Emphasis on strategies to reduce the following negative outcomes that may result from untreated mental health challenges and mental illness: Suicide; Incarcerations; School failure or dropout; Unemployment; Prolonged suffering; Homelessness; Removal of children from their homes.

Per MHSA State requirements, mental health jurisdictions are required to submit a PEI Evaluation Report to the Mental Health Services Oversight and Accountability Commission (MHSOAC) on an annual basis.

Additionally, a Three-Year PEI Evaluation Report is due to the MHSOAC every three years. Regulations also require mental health jurisdictions to submit PEI Evaluation Reports to the State Department of Healthcare Services (DHCS). The PEI Evaluation Report is to be included with the MHSA Annual Update or Three-Year Program and Expenditure Plan and undergo a 30-Day Public Comment period and approval from the local governing board. In the MHSA FY24-26 Three Year Plan, the Prevention and Early Intervention (PEI) Fiscal Years 2021/2022 (FY22) Annual Evaluation Report is due.

This PEI FY22 Annual Evaluation Report provides descriptions of currently funded MHSA services, and reports on program and demographic data during the reporting timeframe, to the extent possible. The main obstacles in collecting data for this PEI Annual Evaluation Report continue be with limited staffing and resources both within the City and at Contractor sites to implement and oversee all the necessary data collection requirements. While, it may be a multi-year process before the City of Berkeley will be able to present a complete data set for each PEI Program on an Annual basis, ongoing efforts will continue towards accomplishing this goal.

Impact Berkeley Initiative
In FY18, the City of Berkeley introduced a new initiative in the Health Housing and Community Services (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:

1. How much did you do?

2. How well did you do it?

3. Is anyone better off?
RBA has been incorporated into selected programs within the Department. This has inc luded community
agency programs funded through the MHSA Prevention & Early Intervention Community Education & 1

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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.

Results Based Accountability Evaluation for all BMH Programs Through the approved MHSA FY19 Annual Update the Division executed a Request for Proposal (RFP) process to hire a consultant to conduct a Results Based Accountability Evaluation for all programs across the Division, and Resource Development Associates (RDA) was the chosen vendor. In FY21 and FY22 RDA worked with the Division to implement the RBA research methodology and to identify data measures.

RBA outcomes in FY22 are outlined in this report for the following MHSA PEI funded BMH programs:

Social Inclusion Project, and the High School Prevention Project.

Results of both the Impact Berkeley and the BMH RBA Evaluations are captured in this report and will continue to be reported in future PEI Evaluation Reports.

BACKGROUND
In 2007, the California Department of Mental Health (DMH) issued State Requirements (through DMH Information Notice 07-17) outlining how Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) funds were to be used for local programs. Through these requirements, PEI Programs were to be utilized on the following Key Community Mental Health Needs and Priority Populations:

Key Community Mental Health Needs:
• Disp
arities in Access to Mental Health Services – Red
uce disparities in access to early mental health
interventions due to stigma, lack of knowledge about mental health services or lack of suitability (i.e., cultural competency) of traditional mainstream services. • Psycho-Social Impact of Trauma – Red uce the negative psycho-social impact of trauma on all ages. • At-Risk Children, Youth and Young Adult Populations – Increase prevention efforts and response to early signs of emotional and behavioral health problems among specific at-risk populations. • Stigma and Discrimination – Reduce stigma and discrimination affecting indiv iduals with mental illness and mental health problems.
• Suicide Risk – Increase public knowledge of the signs of suicide risk and appropriate actions to prevent suicide.

PEI Priority Populations:
• Underserved Cultural Populations – Projects that address individuals who are unlikely to seek help from any traditional mental health services whether because of stigma, lack of knowledge, or other barriers (such as members of ethnically/racially diverse communities, members of gay, lesbian, bisexual, transgender communities, etc.) and would benefit from PEI programs and interventions. • Individuals Experiencing Onset of Serious Psychiatric Illness – Individuals identified by providers, including but not limited to primary health care, as presenting signs of mental illness first break, including individuals who are unlikely to seek help from any traditional mental health service. • Children and Youth in Stressed Families – Children and youth placed out-of-home or individuals in families where there is substance abuse or violence, depression or other mental illnesses or lack of caregiving adults (e.g., as a result of a serious health condition or incarceration), rendering the children and youth at high risk of behavioral and emotional problems. 2

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• Trauma-Exposed – Individuals who are exposed to traumatic events or prolonged traumatic conditions including grief, loss and isolation, including individuals who are unlikely to seek help from any traditional mental health service.
• Children and Youth at Risk for School Failure – Due to unaddressed emotional and behavioral problems.
• Children and Youth at Risk of or Experiencing Juvenile Justice Involvement – Individuals with signs of behavioral/emotional problems who are at risk of or have had any contact with any part of the juvenile justice system, and who cannot be appropriately served through MHSA Community Services and Supports funded services.

In April 2009, following a nine-month long Community Planning Process, the original City of Berkeley PEI plan w
as approved. Since the approval of the original plan, Three Year Plans or Annual Updates outlining proposed PEI funding and programming have been developed and approved on an annual basis.

Based on the DMH Regulations, through the original PEI Plan (or subsequent updates) programs were created to address Key Community Mental Health Needs and PEI Priority Populations as follows:

PEI Programs Key Community Mental
Health Needs
PEI Priority Populations
Behavioral-Emotional
Assessment, Screening,
Treatment and Referral –
(BE A STAR) Program
Supportive Schools Prog
ram
Community Based Child &
Youth Risk Prevention Program
 At-Risk Children, Youth and
Young Adult Populations
• Children and Youth in
Stressed Families
• Children and Youth at Risk
for School Failure
• Underserved Cultural
Popul
ations
High School Youth Prevention
Project
Mental Health Peer Mentor
Program
Dynamic Mindfulness Program
African American Success
Project
 At-Risk Children, Youth and
Young Adult Populations
 Disparities in Access to
Mental Health services
 Psycho-soci
al Impact of
Trauma
• Trauma Exposed
• Children and Youth in
Stressed Families
• Children and Youth at Risk
for
School Failure
• Underserved Cultural
Populations
Community Education &
Supports
 Psycho-social Impact of
Trauma
 At-Risk Children, Youth and
Young Adult Populations
• Trauma Exposed
• Underserved Cultural
Populations
• Children/Youth in Stressed
Fa
milies
• Children and Youth at Risk
for School Failure
3

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PEI Programs Key Community Mental
Health Needs
PEI Priority Populations
Homeless Outreach &
Treatment Team (HOTT)*
Specialized Care Unit
 Psycho-social Impact of
Trauma
 Disparities in Access to
Mental Health services
At-Risk Children, Youth and
Young Adult Populations
• Underserved Cultural
Populations
• Trauma Exposed
Social Inclusion  Stigma and Discrimination
 Psycho-social Impact of
Trauma
• Trauma Exposed
Underserved Cultural
Populations
*This program was not in operation in FY22
On October 6, 2015, updated PEI regulations designed by the Mental Health Services Oversight and Accountability Commission (MHSOAC) became effective. The updated regulations changed the PEI requirements. Per new
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 Illness. Programs 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:
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PREVENTION
Activities to reduce risk factors for developing a
potentially serious mental illness and to build
protective factors.

EARLY INTERVENTION
Treatment and other services and interventions,
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.

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.
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STIGMA and DISCRIMINATION REDUCTION
Activities to reduce negative feelings, attitudes,
beli
efs, 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.

OUTREACH FOR INCREASING RECOGNITION OF

EARLY SIGNS OF MENTAL ILLNESS
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.

OPTIONAL - SUICIDE PREVENTION
Activities to prevent suicide as a consequence of
mental illness.
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Within each PEI program the
following strategies should also be implemented: Access and Linkage, Improve Timely Access, and Reduce and Circumvent Stigma. The definitions of each strategy are outlined below:

PEI Regulations, also include program and demographic data requirements that are to be reported to the MHSOAC through Annual and Triennial PEI Evaluation Reports.

The following pages outline the PEI Program and Demographic reporting requirements.

Access and Linkage
• Activities that engage and
connect youth, adults, and
seniors with severe
mental illness, as early in
the onset of the condition
as practicable, to
medically necessary care
and treatment.

Improve Timely Access
• Improve timely access to
mental health services for
underserved populations
through accessibility,
cultural and language
appropriateness,
transportation, family
focus, hours available, and
cost of services
Reduce and Circumvent
Stigma
• Reduce and circumvent
stigma, including self-
stigma, and discrimination
related to being diagnosed
with a mental illness, or
seeking mental health
services. Make services
accessible, welcoming,
and positive.
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PEI PROGRAM REQUIREMENTS

PROGRAM
TYPE

PROGRAM

DEFINITION

PROGRAM AND DATA COLLECTION

REQUIREMENTS
Prevention A set of related activities to reduce
risk factors for developing a
potentially serious mental illness
and to build protective factors.
 Describe the target population- type of risk(s)
and the criteria used for establishing/identifying
those at risk
 Measure the impact of one or more of the
negative outcomes listed in the MHSA (suicide,
incarcerations, school failure or dropout,
unemployment, homelessness, and removal of
children from their homes)
 Demonstrate the use of an evidence-based or
promising practice or a community or practice-
based evidence standard*
 Collect all PEI demographic variables
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.
 Provide services that do not exceed 18 months
 Program may include services to parents,
caregivers, and other family members of the
person with early onset of a mental illness.
 Program may be combined with a Prevention
prog
ram
 Measure the impact of one or more of the
negative outcomes listed in the MHSA (suicide,
incarcerations, school failure or dropout,
unemployment, hom
elessness, removal of
children from their homes).
 Demonstrate the use of an evidence-based or
promising practice or a community or practice-
based evidence standard*
 Collect all PEI demographic variables
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.
 Collect # of unduplicated individuals served
 Collect # of unduplicated referrals made to a
Treatment program (and type of program)
 Collect # of individuals who followed through
(p
articipated at least once in Treatment)
 Measure average ti
me between referral and
engagement in services per each individual
 Measure duration of untreated mental illness
(interval between onset of symptoms and start of
treatment) per each individual
 Collect all PEI demographic variables
Stigma and
Discrimination
Reduction
Direct activities to reduce negative
feelings, attitudes, beliefs,
perceptions, stereotypes and/or
discrimination related to being
diagnosed with a mental illness,
 Collect the number of individuals reached by
activity (e.g., # who participated in each service
or activity)
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PROGRAM
TYPE

PROGRAM

DEFINITION

PROGRAM AND DATA COLLECTION

REQUIREMENTS
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.
 Measure changes in attitude, knowledge, and/or
behavioral related to seeking mental health
services or related to mental illness
 Collect all PEI demographic variables
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.

 May include reaching out to individuals with
signs and symptoms of a mental illness, so they
can recognize and respond to their own
symptoms.
 May be a stand-alone program, a strategy within
a Prevention program, a strategy within an Early
Intervention program, a strategy within another
program funded by PEI funds, or a combination
thereof.
 Unduplicated # of individual potential responders
 The
types of
potential responders engaged in
each setting (e.g., nurses, principals, parents,
etc.)
 The # and kind of settings in which the potential
responders were engaged
 Measure impact to 1 or more of the negative
outcomes listed in the Act (suicide,
incarcerations, school failure or dropout,
unemployment, homelessness, and removal of
children from their homes)
 Collect all demographic variables for all
unduplicated individual potential responders

OPTIONAL
Suicide Prevention

Activities to prevent suicide as a
consequence of mental illness.
 Collect available #of individuals reached
 Collect # of individuals reached be activity (ex. #
trained, # who accessed website)
 Select and use a validated method to measure
changes I attitudes, knowledge and/or behavior
regarding suicide related mental illness
 Collect all PEI demographic variables for all
individuals reached
* Evidence-based practice standard: Activities for which there is scientific evidence consistently showing improved mental health outcomes for the intended population, including, but not limited to, scientific peer-reviewed research using randomized clinical trials.

Promising practice standard: Programs and activities for which there is research showing positive outcomes, but the research does not meet the standards used to establish evidence-based practices and does not have enough research or replication to support generalizable positive public health outcomes.

Community and/or practice-based evidence standard: A set of practices that communities have used and determined to yield positive results by community consensus over time, which may or may not have been measured empirically. Takes a number of factors into consideration, including worldview, historical, and social contexts of a given population or community, which are culturally rooted.

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PEI Demographic Reporting Requirements

For the information reported under the various program categories, each program will need to report disaggregate numbers served, number of potential responders engaged, and number of referrals for treatment and other services by:

(A) The following Age groups:
• 0-15 (children/youth)
• 16-25 (transition age youth)
• 26-59 (adult)
• ages 60+ (older adults)
• Number of respondents who declined to answer the question

(B) Race by the following categories:
• American Indian or Alaska Native
• Asian
• Black or African American
• Native Hawaiian or other Pacific Islander
• White
• Other
• More than one race
• Number of respondents who declined to answer the question

(C) Ethnicity by the following categories:
(i) Hispanic or Latino as follows
• Caribbean
• Central American
• Mexican/Mexican-American/Chicano
• Puerto Rican
• South American
• Other
• Number of respondents who declined to answer the question

(ii) Non-Hispanic or Non-Latino as follows
• African
• Asian Indian/South Asian
• Cambodian
• Chinese
• Eastern European
• European
• Filipino
• Japanese
• Korean
• Middle Eastern
• Vietnamese
• Other
• Number of respondents who declined to
answer the question
• More than one ethnicity
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(D) Primary language used listed by threshold languages for the individual county • English
• Spanish
• Number of respondents who declined to answer the question

(E) Sexual orientation
• Gay or Lesbian
• Heterosexual or Straight
• Bisexual
• Questioning or unsure of sexual orientation
• Queer
• Another sexual orientation
• Number of respondents who declined to answer the question

(F) Disability, defined as a physical or mental impairment or medical condition lasting at least six months that substantially limits a major life activity, which is not the result of a severe mental illness • If Yes, report the number that apply in each domain of disability(ies) o Communication domain separately by each of the following:
 difficulty seeing,
 difficulty hearing, or having speech understood)
 other, please specify
o Mental domain not including a mental illness (including but not limited to a learning disability, developmental disability, dementia)
o Physical/mobility domain
o Chronic health condition (including but not limited to chronic pain) o Other (specify)
• No
• Number of respondents who declined to answer the question

(G) Veteran Status,
• Yes
• No
• Number of respondents who declined to answer the question

(H) Gender
(i) Assigned sex at birth:
(a) Male
(b) Female
(c) Number of respondents who declined to answer the question

(ii) Current gender identity:
(a) Male
(b) Female
(c) Transgender
(d) Genderqueer
(e) Questioning or unsure of gender identity
(f) Another gender identity
(g) Number of respondents who declined to answer the question

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Effective July 2018 amended PEI regulations specified the following:
• For projects/programs serving children or youth younger than 18 years of age, the demographic information collected and reported should only be done so to the extent permissible by privacy laws. • For projects/programs serving minors younger than 12 years of age, demographic information shall be collected and reported, except for sexual orientation, current gender identity, and veteran status. • Information that cannot be obtained directly from the minor many be obtained from the minor’s parent, legal guardian, or other authorized source.

CITY OF BERKELEY PEI PROGRAMS
Since the release of the 2018 PEI Regulations, the City of Berkeley has regularly reviewed PEI programs to ensure they fit within the required program definitions. As a result, local PEI funded programs have been re- classified from the previous construct. Outlined below is a listing of the PEI program type, definition and the City of Berkeley programs that were funded during the timeframe of this report:

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

• Afr
ican 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
• Be A Star
• DMIND
• MEET

• Afr
ican American Success
• Supportive Schools
• Child & Youth At Risk
• Community Education and
Supports
• Specialized Care Unit
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-MHSA funded
program)
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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
• Specialized Care Unit

OPTIONAL
Suicide Prevention

Activities to prevent suicide as a consequence
of mental illness.
• CalMHSA PEI Statewide
Project

Beginning January 1, 2020, per Senate Bill (SB) 1004, Welfare and Institutions Code (WIC) 5840.7 (a) directed the Mental Health Oversight and Accountability Commission (MHSOAC) 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 disorders, 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:
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• 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.
. Many PEI projects meet multiple established priorities. Per PEI regulations, outlined below is a crosswalk of the City of Berkeley PEI Programs with the MHSOAC PEI Priorities for programs during the reporting timeframe:

CITY OF BERKELEY

PEI PROGRAMS

PEI PRIORITIES
• Be A Star
• Supportive Schools
• Child & Youth At Risk
Childhood trauma prevention and early intervention to deal with the early origins of mental health needs.
• High School Youth
Prevention Project
• Mental Health Peer
Mentor Program
• Dynamic Mindfulness
Pro
gram
• Specialized Care Unit
• African American
Success Project
Youth Engagement and Outreach 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.

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). • Mental Health
Promotion Campaign
• Social Inclusion
• Community Education
& S
upports

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, with a priority on partnership with college mental health programs, and transition age youth not in college.

Strategies targeting the mental health needs of older adults.

This PEI FY22 Annual Evaluation Report documents program measures and demographic elements to the extent data was available. While, it may be a multi-year process before the City of Berkeley will be able to present a complete data set for each PEI Program on an Annual basis, ongoing efforts will continue towards accomplishing this goal.

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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 Transition Age Youth (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 init ial 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 Berk
eley Unified School District (BUSD). Programs are as follows: Behavioral- Emo tional Assessment,
Screening, Treatment and Referral (BE A STAR); Supportive Schools Project; Mental Emotional Ed ucation 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, and FY22 data are outlined below by PEI Program type.

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PREVENTION PROGRAM
Prevention Program - A set of related activities to reduce risk factors for developing a potentially serious mental illness and to build protective factors.

Through the FY22 Annual Update the City of Berkeley funded the following Prevention initiative:

Mental Health Promotion Campaign

As a result of the impact of the 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 may 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 get 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.

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EARLY INTERVENTION AND PREVENTION & EARLY

INTERVENTION COMBINED PROGRAMS

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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-Emotional 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 homeless, substance abusing, or 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, state-subsidized Early Childhood Development Centers; and area pre-schools and schools. 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 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%
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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:
• 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. • Berk
eley Unified School District (BUSD) ref
erred a total of 53 preschool students and the Help Me
Grow providers referred 94 infants/children.
• Approximately 78% of all Help Me Grow referrals reached their goals.

Program Challenges:
• There continued to be 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 do not collect race/ethnicity, language spoken data, or gender; and BUSD does not collect specific ethnicity data, language spoken, or gender for all students who received an ASQ. • There was a delay in getting the annual data for the Help Me Grow sites.

Community-Based Child & Youth At Risk Prevention
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 abuse, (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 19

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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%
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:
• Returned to in-person Mental Health Consultations in the summer of 2021 which enabled the provision of in-person classroom consultation and direct interventions with children and teachers; increased 20

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visibility and interactions with parents; and helped to improve the overall collaborations with administrators, teachers, and parents.
• Participated in-person in meetings with parents, teachers and administrators to provide direct consultation around behavior management in the classroom and at home. • Modeled parent engagement strategies for teachers, advocates and staff. Modeling how to have difficult conversations using a trauma-informed perspective is essential to mental health consultations. • Provided in vivo conflict management among teachers and with parents as well as provided case management and support as conflicts occurred.
• Return to in-person care also enabled the Mental Health Consultant to be able to observe classrooms and child behaviors over a period of time at different times of the day which allowed for better overall clinical understanding of the children’s behaviors and needs, and improved their ability to make recommendations for services and classroom interventions.

Program Challenges:
• The onsite manager at the YMCA resigned mid-year, which made collaborating with the teachers and classroom staff challenging.
• There were center and classroom closures due to flooding in the infant room. • CO
VID-19 pandemic exposures continued to impact the center and caused temporary classroom closures that created dis
ruptions to the continuity of care.

In FY23, this program was discontinued as the YMCA Head Start program created a staff position for an internal Mental Health Specialist.

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; 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 21

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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 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
• Malco
lm X
• Oxford
• 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%
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Ethnicity: Hispanic or Latino/Latina/Latinx
Unspecified Hispanic or Latino/Latina/Latinx 34%
South American <1%
Declined to Answer (or Unknown) 1%
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%
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Declined to Answer (or Unknown) 71%
Current Gender Identity
Male 53%
Female 44%
Transgender <1%
Genderqueer <1%
Other Gender Identity 2%

Community Education & Supports Program
The Community Education & Supports program implements culturally-responsive psycho-educational trauma support services for individuals (18 and above) in various cultural, ethnic and age specific populations that are unserved, underserved and inappropriately served in Berkeley including: African Americans; Latino/a/x; LGBTQIA+; TAY; and Senior Citizens. All services are conducted through area community-based organizations.

In FY22 three of the five contractors in the Community Education & Supports project participated in the HHCS Results-Based Accountability (RBA) Evaluation. RBA evaluation results are presented in an aggregated format across all programs as follows:

• 94% of program
respondents reported
satisfaction with the
services they received
• Referrals by type:
135 Mental Health
55 Soci
al Services
72 Physical Health
20 Housing
161 Other Services
• 90% of program participants
reported an increase in
social supports or trusted
people they can turn to for
help
• 92% of program participants
reported positive changes in
terms of coping strategies,
feeling anxious or
overwhelmed
Descriptions for each project within the Community Education & Supports program and FY22 data are outlined below:
 Transition Age Youth Trauma Support Project
In FY22 this project was implemented through Youth Spirit Artworks. This project provides supportive services for Transition Age Youth (TAY) who are suffering from the impact of trauma and/or other life stressors and are homeless, marginally housed, or housed but in need of supports. The project serves a wide range of youth from various cultural and ethnic backgrounds who share the common goal of living lives less impacted by trauma and more impacted by wellness. The project consists of the following four components:

One-on-one sessions that assess individuals needs around trauma supports and support group readiness; psycho-educational support groups; youth social outings that provide TAY with exposure to healthy settings 24

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designed to enhance life skills and choices; and youth celebratory events that are held monthly to convene youth around a positive occasion to acknowledge the various small and large accomplishments of TAY participants, and build trust and community. Approximately 30-35 TAY receive services through this project a year.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• 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, with a priority on partnership with college mental health programs, and transition age youth not in college.

In FY22, 105 TAY participated in one or more program services. Demographics on youth served were as follows:

DEMOGRAPHICS N = 105
Age Group
16-25 (Transition Age Youth) 99% 26-59 (Adults) 1% Race
American Indian or Alaska Native 1%
Asian 4%
Black or African American 12%
White 2%
More than one Race 8%
Declined to Answer (or Unknown) 47% Ethnicity: Latino/Latina/Latinx
Other 12%
Declined to Answer (or Unknown) 13%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) 74% Primary Language Used
Declined to Answer (or Unknown) 100% 25

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Sexual Orientation
Gay or Lesbian 13% Heterosexual or Straight 22% Declined to Answer (or Unknown) 65% Disability Status
Declined to Answer (or Unknown) 100% Veteran Status
No 100%
Gender: Assigned sex at birth
Declined to Answer (or Unknown) 100% Current Gender Identity
Male 23%
Female 11%
Genderqueer 7%
Declined to Answer (or Unknown) 59% Project Successes:
• Improved and integrated Art as Therapy content, and ironed out logistics. • Successfully engaged increasing numbers of youth into Art as Therapy and Peer Mentoring over the rep
orting timeframe. Art as Therapy sessions consisted of activities that both teach art and provided a forum for sharing challenges common to TAY.
• Conducted outreach to 59 youth, made numerous contacts to other providers and organizations, and conducted events to publicize project services.
• Although, the program was not able to consistently conduct yout h surveys, per staff report, youth
indicated that services were helpful. Increased attendance was also an indication that Art as Therapy and Peer Mentoring sessions were valuable to the youth participants. • Despite challenges with engagement, project outreach efforts resulted in 21 TAY trying out the Behavioral Health support groups. This progress was disrupted by staff turnover, and attendance dropped off towards the end of the year.
• The project engaged 29 new TAY into Peer Mentoring training this year. Meetings were held on a weekly basis at the Tiny House Village (THEV) serving the residents there, as well as other youth in the community. Transportation was provided for youth at the studio so they could easily. • Many of the youth were pursuing education in the social services field or they wanted to explore this opportunity to see if they wanted to be in the field. The youth received training on healthy communication, coping with crisis and de-escalation, giving constructive feedback, health insurance and other topics. Youth were encouraged and supported to share and teach topics they found interesting to their peers.
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• Six events were planned and conducted with 55 total youth in attendance. Youth expressed that they enjoyed and valued these events and would attend more if offered.

Project Challenges:
• Project challenges were compounded by the agency's rapid growth over the past two years, staff turnover, and lagging recruitment for the management function needed to operationalize the expansion, develop infrastructure, and implement better systems to gather client data and track outcomes. • Engaging youth in services was challenging due to continued concerns and fears about the COVID-19 pande
mic, and staff turnover, and the process of nearly doubling the services offered by this contractor during the COVID-19 pandemic.
• The holiday season seemed to impact responsiveness from the school district as school staff prepared for the end of the semester and district closures duri
ng the holidays. During this time, Omicron also became
a serious threat and schools were again overwhelmed with new and changing restrictions. These factors caused significant barriers to having a consistent presence at the schools, along with delays in communication regarding the project implementation efforts and coordinating outreach and logistics for groups and events.
• The project social worker engaged both staff and students at Berkeley High School (BHS) and Berkeley Technical Academy (BTA), attended weekly staff meetings at BTA, conducted outreach to students on both campuses, and presented about PEI activities in classes at different times throughout the year, although consistency was difficult to achieve during the COVID-19 pandemic and holiday season.

Despite these efforts, students were not readily engaged and attendance was inconsistent. Reports were that staff seemed to be ambivalent about new initiatives. Feedback from two students indicated that they (and their friends) didn’t want mental health type services and that they didn’t want to attend groups during their free period when they have a break from classes. • By the beginning of March 2022 many of the existing program participants obtained full time jobs and could no longer commit to the project activities.

 Trauma Support Project for LGBTQIA+ Population
Implemented through the Pacific Center for Human Growth, this project provides outreach, engagement and support group services for individuals (18 and above) in the LGBTQIA+ community who are suffering from the impact of oppression, trauma and other life stressors. Particular emphasis is on outreaching and providing supportive services to identified underserved populations within the local LGBTQIA+ community. Approximately 12-15 weekly or bi-weekly support groups are held throughout the year targeting various populations and needs within the LBGTQIA+ community. Support groups are led by Peer Facilitator community volunteers who are trained in Group Facilitation/Conflict Resolution and who have opportunities to participate in additional Skill Building workshops in order to share methods used to address group challenges and to learn new facilitator techniques. Approximately 250 individuals a year are served through this project.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
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• Youth Engagement and Outreach 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.
• Strategies targeting the mental health needs of older adults.

In FY22, a total of 439 support groups were conducted, serving 45 individuals. *Demographics on individuals served include the following:

DEMOGRAPHICS N=45
Age Groups
16-25 (Transitional Age Youth) 29%
26-59 (Adult) 62%
Ages 60+ (Older Adult) 2% Declined to Answer (or Unknown) 7%
Race
Asian 16%
Black or African American 11% White 42%
More than one Race 13%
Declined to Answer (or Unknown) 18%
Ethnicity: Hispanic or Latino/Latina/Latinx
Caribbean 2%
Central American 2%
Puerto Rican 2%
South American 2%
Declined to Answer (or Unknown) 2%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African 4%
Asian Indian/South Asian 7%
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Chinese 2%
Eastern European 2%
European 22%
Filipino 2%
Korean 4%
Middle Eastern 2%
More than one Ethnicity 20%
Declined to Answer (or Unknown) 24%
Primary Language Used
English 98%
Declined to Answer (or Unknown) 2%
Sexual Orientation
Gay or Lesbian 9%
Heterosexual or Straight 7% Bisexual 18%
Questioning or Unsure 9%
Queer 22%
Another Sexual Orientation 24%
Declined to Answer (or Unknown) 11%

Disability
Difficulty Seeing 2%

Mental (not Mental Health) 9%

Chronic Health Condition 4%

Other (Specify) – More than one disability 7%
No Disability 78%

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Veteran Status
No 98%

Declined to Answer (or Unknown) 2%

Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) 100%

Current Gender Identity
Male 4%

Female 13%

Transgender 31%

Genderqueer 11%

Questioning or Unsure 4%
Another gender identity 29%

Declined to Answer (or Unknown) 7%

*(From Project staff report, the state PEI demographic data requirements requires the inclusion of percentages, therefore they had to code folx – used to explicitly signal the inclusion of groups commonly marginalized - with any multiple identities, into some form of a "multiple identity" category or "other" category. For example, in the ethnicity section when folx selected multiple ethnicities, it was reported as "More than one ethnicity." While this strategy generally works well to reduce confusion by ensuring legible percentages, this manner of reporting is reductive and doesn't allow for the full picture of the data. For instance, someone who identified as both Native and white is only being reported as "multiple races" and therefore, the category for Native participants is blank. This caused it to appear as though there weren’t any Native participants in the project, when there were. The demographic reporting structure required simply does not allow for the level of detail and nuance needed to have a fuller picture of the project data).

There were 76 referrals for additional services and supports. The number and type of referrals was as follows: 24 Mental Health; 27 Physical Health; 2 Social Services; 23 other unspecified services. To assess the project services, a self-adm
inistered Peer Support Group Survey was distributed to all peer group members. Survey results were as follows:
• 81% indicated they would recommend the organization to a friend or family member; • 77% felt like staff and facilitators were sensitive to their cultural background; • 77% reported they deal more effectively with daily problems; • 70% indicated they have trusted people they can turn to for help; • 79% felt like they belong in their community.

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Program Successes:
• The impact of the COVID-19 pandemic continued to be felt throughout the LGBTQIA+ community.

The project continued providing peer groups online, providing spaces for the community members to gather; to receive and provide emotional support, feel a sense of belonging and connection; and to share resources.
• Some folx were not able to move to the online space due to privacy concerns, other safety issues, lack of dev
ices, or unstable Wi-Fi. Despite that, the peer group facilitators reported that many of their group members expressed appreciation for the access to the virtual space during a time of increased isolation, especially those with chronic pain, disability, transportation or other barriers to in-person services. • Community members also asked about the p
ossibilities of additional new groups in FY23 including:

Q-Finity for neurodiverse folx; a group focusing on the needs of the QT polyamorous community; a parent’s group; as well as a restarting of the Thursday Night Men’s group. New peer group facilitators were scheduled to be onboarded in Aug 2022.
• Opportunities for project outreach increased dramatically through the website, and through the Meetup, Instagram and Facebook accounts.
• A few quotes from feedback forms on the support group were as follows:
“I love the sense of community and support I feel in the group.” “Thank You for holding the space.”
“I found the group understanding and supportive and [it] makes me feel I am not alone on an island, as others have [the] same circumstances.”
Program Challenges:

• With more online offerings, the facilitators had additional work to do. For example, checking their email frequently, coping with technology issues, navigating facilitation while some group members and even facilitators joined via phones. These challenges were used as an opportunity to evaluate how to support facilitators as the project migrates to an in-person/hybrid, model and how facilitators can be set up to easily navigate the technological needs.
• While COVID-19 pa
ndemic pro
tocols were developed the project space was in transition since it was purchased by a development corporation and that hindered the ability to fully return to all in-person services.
• The contractor that implements this project experienced big leadership changes in the Executive Director, Clinical Director, Finance Director and Community Programs Director positions. These shifts impacted staff capacity and resulted in some schedule changes until the vacancies were able to be filled. • The project will be examining ways to broaden and deepen community engagement, especially to community members who live at intersections of disabled, trans, and Black, Indigenous, and People Of Color (BIPOC) communities. An outreach committee was assembled to better track and prioritize engagement with more of a systematic approach.
• Although there was a decrease in numbers on the demographic sheets gathered on the peer group members and therefore, a lower number of group members reported, the number of duplicated participants was 2,118 in FY22, which indicated that despite lower unduplicated participants, individuals who joined groups returned regularly to meetings. • Project staff will continue to evaluate issues of attrition and Zoom fatigue while exploring in-person and hybrid models of meeting, as well as ways to improve completion and submission of the demographic forms and surveys by peer group members.
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Berkeley City CouncilJuly 25, 2023

Berkeley City Council
July 25, 2023