Berkeley City Council
September 10, 2024

Genderqueer *
Another Gender Identity *
Declined to Answer (or Unknown) *
Race/Ethnicity
Race/Ethnicity % of total
American Indian or Alaska Native *
Asian or Asian Pacific Islander *
Black or African American *
Latinx *
White *
More than one Race 29%
Declined to Answer (or Unknown) *
Sexual Orientation
Sexual Orientation % of total
Heterosexual or Straight 21%
Gay or Lesbian *
Bisexual 30%
Questioning or Unsure *
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

In FY23 YSA went through many changes. A new program model was crafted and implemented with the intention of redesigning and refining the organization’s programs and theory of change. Staff received training on theory of change, program development, ACES Science, trauma informed practices, the politics of trauma, facilitation skills, positive youth development, strength-based model, community resilience model, somatic awareness, individual coaching, housing navigation skills and curriculum and evaluation introduction.

This change and shift in culture expanded the program offerings. The components and activities were designed with specific outcomes in mind and with the intention to increase intervention, engagement, and opportunities for the young people being served.

The Case Management program also went through significant changes to support the transitional experiences of youth. YSA referred several youth to mental health services and communities, while also assisting individuals in establishing housing through their transitional journey’s.

Program Successes:

Youth participated and were engaged in the program changes. They were also trained in the Theory of Change Model and understood the feedback loop and how YSA would access them to help evaluate program effectiveness, satisfaction, and facilitator engagement. In addition, youth engaged in leadership development through facilitation, curriculum, and event planning training to assist in their future developments in leading peers and community.

Case management was conducted by the lead case manager and UC Berkeley Masters of 91

Social Work students. YSA made it a requirement for youth participating in youth leadership activities to also participate in case management services. Some of the youth enjoyed having wellness support with the interns, as they were able to meet specific needs they were facing.

Some needs included getting a State ID to get a bank account, Mental Health Services and crisis intervention, as well as housing.

The following linkages and referrals were provided:

Mental Health: 15
Physical Health: 3
Employment: 7
Education: 2
Housing Assistance: 3
SSI/Legal Aid Assistance: 3
Education Linkage:1
Financial Resources:1

Program Challenges:

A big program challenge was dealing with staff training and buy-in. Many of YSAs staff were former youth participants and many struggled with similar challenges as the youth that were being served. During this time YSA was challenged with staff understanding the importance of data collection and evaluation. Staff were not trained on using data to drive programmatic changes, which at times led to resistance and eventually the loss of some staff.

The projected numbers of individuals to be served in FY25 by each age group are as follows:
16-25 years = 75 individuals; 26-59 years = 20 individuals; 60+ years = 20 individuals.

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

Results Based Accountability Evaluation
Per the previously approved MHSA FY19 Annual Update, the Division allocated CSS System Development funds for a Consultant who would conduct an evaluation on all BMH programs across the system utilizing the “Results Based Accountability” (RBA) framework. The RBA 92

framework measures how much was done, how well it was done, and whether individuals are better off as a result of the services they received. A competitive RFP process was executed, and Resource Development Associates (RDA) was the chosen consultant.

RDA has been working with the Division since FY21 to execute this evaluation. This has included training the Division on the RBA framework, including assisting staff in developing a common language that can be used to communicate program results; working with designated staff to establish and embed RBA measures into each program; developing and implementing standardized data collection tools; collecting data and reporting out on program outcomes; and assisting the Division in implementing strategies that will build and sustain the RBA evaluation efforts.

In FY23, RDA facilitated meetings with staff and community members; collected, evaluated and reported on program data; and provided Technical Assistance. Activities are outlined detailed below:
• Conducted 24 meetings with BMH Staff and Stakeholders including the following: 12 monthly check-in meetings between RDA and BMH; 2 Community Advisory Group meetings to review dashboards; 7 individual meetings with program managers to provide technical assistance on data collection or to review data for the dashboard. • Finalized the Data Collection and Reporting Plan using updated data sources and measures.
• Requested data from program staff and ran reports in Yellowfin. • Cleaned and analyzed raw data from program staff and Yellowfin. • Input RBA measures into program and division dashboards. • Conducted two rounds of Data Reporting.
• Provided Technical Assistance for data collection and reporting. • Began the process of recording 48 Training Videos to walk through the process of analyzing and reporting each RBA measure and completed the creation of 18 of the videos. • Finalized dashboard template, measures list, and tracking sheet in preparation for the onboarding of Program Evaluator.
• Created an initial Technical Assistance Plan.

In FY24, RDA collected, analyzed and reported on FY23 RBA Division -wide data. The RBA outcomes for FY23 are outlined throughout this Annual Update for the following MHSA funded internal programs: Children/Youth FSP; TAY, Adult and Older Adult; Homeless FSP; Wellness Recovery Services; Crisis Services; Transitional Outreach Team; Social Inclusion Project; and the High School Prevention Project. The complete set of RBA outcomes for all BMH programs is located in Appendix B.

Counseling Services for Older Adults
Older Adults who only have Medicare insurance currently have great difficulty accessing mental health services, despite consistent input on the need for support for this population. In an effort to increase mental health services and supports for older adults, the Division allocated additional funding in the approved FY20 MHSA Annual Update to support this population. 93

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

A total of 89 individuals received services in FY23, demographics on individuals served are outlined below:

DEMOGRAPHICS N = 89
Age Category
Age Category % of total
65 years and older 94%
Declined to Answer (or Unknown) *
Gender Identity
Gender Identity % of total
Male 22%
Female 78%
Race/Ethnicity
Race/Ethnicity % of total
Asian or Asian Pacific Islander *
Black or African American *
Latinx *
White *
More than one Race *
Other *
Declined to Answer (or Unknown) *
Sexual Orientation
Sexual Orientation % of total
Heterosexual or Straight 75%
Gay or Lesbian *
Bisexual *
Queer *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:

According to the Aging Division that oversees this program, the Wright Institute continues to be a very reliable and collaborative partner. The clinicians and group facilitators have adopted a rhythm and regular schedule at both Senior Centers. They continue to communicate openly and willingly with Aging Services staff to discuss needs of older adult community, and to brainstorm best ways to promote therapeutic groups and workshops. Their promotional flyers for the groups and workshops are clear and easy to read and are included in the monthly Senior Center Nugget newsletter, as well as posted around the Senior Centers, to maximize attendance. They have provided a valuable service, as many older adults have expressed appreciation anecdotally.

Program Challenges:

In FY23, there were no program challenges reported.
94

The projected numbers of individuals to be served in FY25 by each age group are as follows:
26-59 years = 5 individuals; 60+ years = 85 individuals.

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

In FY23, 34 individuals received services. Demographics on individuals served are outlined below:

DEMOGRAPHICS N = 34
Age Category
Age Category % of total
18-24 years *
25-44 years *
46-64 years *
65 years and older *
Declined to State (or Unknown) *
Gender Identity
Gender Identity % of total
Male *
Female *
Declined to Answer (or Unknown) *
Race/Ethnicity
Race/Ethnicity % of total
Black or African American *
Asian or Asian Pacific Islander *
Latinx *
White *
Multi-racial *
Declined to Answer (or Unknown) *
Sexual Orientation
Sexual Orientation % of total
Heterosexual or Straight 38%
Gay or Lesbian *
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

In FY23, there were significant staffing changes between February 2023-May 2023 and lack data during those months. There was a 50% decrease in group participation between May 2023 95

and June 2023. Group participation was dependent on available transportation. If a BMH Staff member was able to bring their client to group it increased the likelihood that the individual would attend. There were 17 individual sessions between the months of August 2022-June 2023. The staff at Options consists of a coordinator and a peer mentor. The peer mentor typically assists with BMH Staff with outreach and providing peer-support services to clients.

The coordinator is responsible for collecting client data, providing supervision to the peer mentor, conducting groups, reaching out to high-risk clients and collaborating with BMH case workers and other community partners. From February 2023 to April 2023 staffing changes, impacted the collaborative peer-driven approach to individual services. Options Recovery Services is currently working on boosting the number of individual and group sessions.

Program Successes:

Between August 2022 and June 2023, Options Recovery Services developed a weekly substance use support group, and gained a peer mentor. Clients were integrated into Options outpatient program with supportive housing. Individuals were also referred to residential programs through Center Point. Options utilized a collaborative approach with BMH to reach individuals who have significant mental health and substance use concerns. There were clients who were mandated by the court system and worked collaboratively with the courts, and BMH to help those individuals stay out of hospitals, jails, and other institutions. One client had exhausted their resources in Alameda County but was able to participate in the Options Co- occurring group and receiving that was provided. Options also made community connections with other agencies to help clients get services at BMH. It is predicted that fixing transportation issues and adding the peer mentor will increase the numbers of individuals reached, and result in overall growth in the program.

Program Challenges:

Transportation was a major challenge for many clients. Group participation was dependent on having transportation for the clients. Options does not have a designated driver for clients so it was up to BMH staff to drive the individuals to the group or to their appointments. When a BMH Staff was unavailable there was a high chance that the client would not make it to the group.

Another barrier was the availability of co-occurring substance use treatment programs. There were difficulties referring high-level mental health clients to residential programs. There were also difficulties when a client had high-level medical concerns that were not stabilized for mental health or medical. This could be an issue when the individual was homeless and needed a stable living environment. Clients are often hospitalized and then discharged back to the community unhoused. The challenge for the Options co-occurring program was reaching the client when they are unhoused. These barriers could be addressed by having a designated staff driver and housing resources for clients with serious mental illness and or medical concerns that place them out-of-scope for traditional substance use residential programs.

The projected numbers of individuals to be served in FY25 by each age group are as follows:
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0-15 years = 4; 16-25 years = 8; 26-59 years = 9 individuals; 60+ years = 1 individuals. There are approximately 11 additional individuals of an unknown age at this time that are projected to be reached through outreach.

Specialized Care Unit
Through the approved FY22 Annual Update, the Division allocated a portion of one-time CSS and PEI funds to be leveraged with other City funds to support the Specialized Care Unit (SCU). Implemented through Bonita House, the SCU is Berkeley’s new behavioral health crisis response team without the involvement of law enforcement. The SCU consists of trained crisis- response field workers who respond to behavioral health occurrences that do not pose an imminent threat to safety.

In FY23, MHSA funds directly supported start-up costs of the program including recruitment, hiring, and training of Bonita House staff. Training included crisis support training through Bonita House’s Crisis Training Academy as well as the design and training of Berkeley-specific procedures for the SCU program. Additionally, this funding supported the salaries of the SCU program management staff as additional team members were hired. During this time, program management staff worked closely with the City of Berkeley to create the policies and procedures for a SCU that aligned with the implementation recommendations from the Berkeley community.

The SCU began providing services in early FY24, and continues to operate daily from 6am to 4pm, eventually building toward a 24/7 crisis response service without involvement of law enforcement.

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

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

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

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

PEI Reporting Requirements
Per MHSA PEI regulations, all PEI funded programs are require to collect specified state identified outcome measures and detailed demographic information. MHSA also requires Evaluation Reports for PEI funded programs. PEI Evaluations are required to be included in each MHSA Annual Update or Three-Year Plan. Included in Appendix C of this Annual Update is the Prevention & Early Intervention (PEI) Fiscal Year (FY) 2022/2023 Annual Evaluation Report.

Impact Berkeley
In FY18, the City of Berkeley introduced a new initiative in the HHCS Department called “Impact Berkeley”. Central to this effort is using a highly regarded framework called Results Ba sed
Accountability (RBA) to account for the work of the Department. RBA provides a new way of understanding the quality and impact of services provided by collecting data that answer three basic questions:
• How much did you do?
• H
ow well did you do it?
• Is anyone better off?
RBA has been incorporated into selected programs within the Department. This has included community agency programs funded through the MHSA Prevention & Early Interv ention
Community Education & Supports program. Through this initiative the Department worked with each contractor to envision, clarify and develop measures on the outcomes and results each program is seeking to achieve, and used a rigorous framework to begin measuring and enhancing progress towards these results. T he results of this initiative are outlined in each of the projects funded through the PEI Community Education & Supports program. 98

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

RBA outcomes in FY2 3 are outlined in this Annual Update for the following MHSA PEI funded internal programs: Social Inclusion Project, and the High School Prevention Project. The complete set of RBA outcomes for all BMH programs is located in Appendix B.

PEI Regulations
Per PEI State Regulations, Mental Health jurisdictions are to utilize PEI funds to implement the following programs: Prevention, Early Intervention, Access and Linkage to Treatment, Stigma and Discrimination Reduction, and Outreach for Increasing Recognition of Early Signs of Mental Illness. Programs and/or strategies within programs can also be combined. Jurisdictions may also opt to utilize some PEI funds to implement a Suicide Prevention program. The definitions of each program that have been funded through FY24 are outlined below along with the City of Berkeley corresponding program:

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

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

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

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PEI Program
Type
Program Definition City of Berkeley PEI
Program(s)
Stigma and
Discrimination
Direct activities to reduce negative feelings,
attitudes, beliefs, perceptions, stereotypes
and/or discrimination related to being
diagnosed with a mental illness, having a
mental illness, or to seeking mental health
services and to increase acceptance, dignity,
inclusion, and equity for individuals with
mental illness, and members of their families.
• Social Inclusion
Access and Linkage
to Treatment
Connecting children who are seriously
emotionally disturbed, and adults and seniors
with severe mental illness as early in the
onset of these conditions as practicable, to
medically necessary care and treatment,
including but not limited to care provided by
county mental health programs.
• High School Prevention

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

Current MHSOAC priorities for the use of PEI funding are as follows:
• Childhood trauma prevention and early intervention to deal with the early origins of mental health needs;
• Early psychosis and mood disorder detection and intervention, and mood disorder and suicide prevention programming that occurs across the lifespan; • Youth outreach and engagement strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college;
• Culturally competent and linguistically appropriate prevention and intervention, including community defined evidence practices (CDEPs);
• Strategies targeting the mental health needs of older adults; • Early identification programming of mental health symptoms and disorder, including but not limited to, anxiety, depression, and psychosis.
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In order to meet the requirements, each mental health jurisdiction is required to show in the PEI Component of the Three-Year Plan or Annual Update the following:
• Which specific PEI priorities the mental health jurisdictions plan addresses, an estimate of the share of PEI funding allocated to each priority, and an explanation of how stakeholder input contributed to those allocations;
• If the mental health jurisdiction has determined to pursue alternative or additional priorities to those listed in Section 5840.7(a), how the determinations were made through its stakeholder process;
• For any alternative or additional priority identified by the mental health jurisdiction, what metric or metrics relating to assessment of the effectiveness of programs intended to address that priority the county will measure, collect, analyze, and report to the Commission, in order to support statewide learning.

All MHSA programs and projected funding amounts were vetted through the Community Program Planning process for this Annual Update. Many PEI projects meet multiple established priorities. Per PEI regulations, outlined below are the City of Berkeley PEI programs, priorities, and FY25 projected funding amounts:

CITY OF BERKELEY PEI

PROGRAMS
PEI

PRIORITIES
FY25
Projected Funding
Per Priority
• Supportive Schools Childhood trauma prevention and early intervention to deal with the early origins of
mental health needs.
$110,000
• High School Youth
Prevention Project
• Mental Health Peer
Mentor Program
• Dynamic Mindfulness
Program
• African American
Success Project
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
Culturally competent and linguistically
appropriate prevention and intervention inc
luding
community defined evidence practices (CDEPs)
$900,560
$46,389
$95,000
$150,000
• Social Inclusion
• Community Education
& Supports
Culturally competent and linguistically
appropriate prevention and intervention,
including community defined evidence practices
(CDEPs)
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
not
in college.

Strategies targeting the mental health needs of
older adults.
$310,000
$32,046
$32,046
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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 TAY. Small counties, of which the City of Berkeley is considered, may elect to forego this regulation as long as a community vetted, locally approved justification is provided as to why children and youth services are funded at a lower level . Since the initial PEI Plan , the City of Berkeley has allocated more than 51% of PEI funds to services and supports for children, youth and TAY as the majority of PEI funds has been utilized to serving these populations. All City of Berkeley PEI programs in FY25 will provide services for children and youth and/or Transition Age Youth. Five programs are in the Berkeley Unified School District (BUSD).

Programs and services funded with PEI funds that were approved to be continued in FY25 through the previously approved Three Year Plan, are outlined below by PEI Program type, along with FY23 data.

PREVENTION PROGRAMS

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

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

PEI Priority: Culturally competent and linguistically appropriate prevention and intervention; including Community Defined Evidence Practices (CDEPs).

It is anticipated that this campaign will be implemented in FY25.

EARLY INTERVENTION PROGRAMS
Early Intervention Program – Provides treatment and other services and inter ventions, 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:

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Early Childhood Health and Wellness Program
The Early Childhood Health and Wellness program (formerly named the Be A Star Project) has been a collaboration with the City of Berkeley’s Public Health Department since the initial MHSA PEI Plan. It has provided a coordinated system in Berkeley that identifies children birth to age five and their parents, who are at risk of childhood development challenges including developmental, social, emotional, and/or behavioral concerns. The program specifically targets low income families, including those with teen parents, who are experiencing homelessness, substance use disorders, or are in danger of foster care. Services include triage, assessment, treatment and referrals to appropriate community-based or specialist services as needed.

Children and families are accessed through targeted efforts at the following: Black Infant Health; Vera Casey Teenage Parenting programs; Child Health and Disability Prevention programs, Pediatric providers, and through state-subsidized Early Childhood Development Centers. The goals of the program are to identify, screen and assess families early, and connect them with services and supports as needed.

The program uses the “Ages and Stages Questionnaires” (ASQ) screening tool to assess children in need. The ASQ consists of a series of 20 questionnaires that correspond to age intervals from birth to 6 years designed to help parents check their child’s development. Each questionnaire contains simple questions for parents to answer that reflect 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 FY23, a total of 2,339 children were screened through this program (255 at BUSD, and 2,084 at the Help Me Grow sites) however data was not collected on all individuals screened. Although all 2,339 of the individuals that were either screened or were screened and received services, were aged 0-15, the other data elements were only collected on the 255 children screened at BUSD as follows:

DEMOGRAPHICS N=255
Age Groups
0-15 (Children/Youth) 100%
Race
American Indian or Alaska Native *
Asian 17%
Black or African American 30%
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White 19%
More than one Race *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American/Chicano 25%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) 100%
Primary Language
English 51%
Spanish 18%
Declined to Answer (or Unknown) 31%
Disability
Declined to Answer (or Unknown) 100%
Gender: Assigned Sex at Birth
Male 44%
Female 56%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• On-site technical assistance visits to all Berkeley Help Me Grow providers continued and went well.
• 2,339 AS Q developmental screenings were conducted in Berkeley, BUSD preschools and Berkeley Help Me Grow pediatric provider sites combined. • B
erkeley Help Me Grow sites conducted a total of 2,084 screenings, across all sites averaging a 20% increase in children screened from the previous year. • Referrals to resources & follow-up: BUSD referred a total of 64 preschool students and Help Me Grow providers referred 94 infants/children.
• Approximately 72% of all Help Me Grow referrals had their goals met .

Program Challenges:
• T he Early Childhood Health and Wellness Public Health Nurse vacancy occurring in May 2023 and staffing vacancies/turnovers at the Berkeley Help Me Grow provider sites impacted the continuity of services, with the need to introduce/train/orient provider sites to ASQ implementation, tracking, and resource referrals to clients; • Help Me Grow sites did not collect race/ethnicity, language spoken data, or gender; BUSD does not collect specific ethnicity data, gender, sexual orientation for this age group. BUSD does collect language spoken students that are not reflected on this PEI Report, for 104

example, data reflected Arabic, Vietnamese, Russian, Mandarin, Cantonese, Urdu, and other languages not on this report form.
• There were delays in receiving the annual infographic data for Help Me Grow sites. The Help Me Grow Collaborative collects and analyzes the data from all Help Me Grow sites in Alameda County so it takes time to collect and synthesize the data and to receive the Berkeley specific data.

Beginning in FY25, the MHSA-P
EI funding for this program will be discontinued, as the Public Health Division will be transitioning these program activities to be funded and housed programmatically under their Maternal, Child and Adolescent (MCAH) Program. • The MCAH Program is a California Department of Public Health (CDPH) funded program committed to serving women, children, teens and their families by improving access to comprehensive, quality health care, and focusing on prevention and early intervention strategies.
• Within MCAH, there are program requirements which align with the focus of early identification, assessment, treatment, and referral for children (ages 0- 5) and their families that provides rationale for the shift to MCAH.
• As part of the MCAH scope of work, the focus on supporting early childhood development screenings will be able to be integrated with other programs that reside within the MCAH scope, such as the Berkeley Black Infant Health Program and Fatherhood Initiative.

Going forward, the Early Childhood Health and Wellness Program (ECHW) moved under the MCAH Program will address the MCAH Child Priority Need: To optimize the healthy development of all children so they can flourish and reach their full potential with a child focus area to expand and support developmental screening.

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

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

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

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

In FY23 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.
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Supports for each school per each service provider, and numbers served in FY23 were as follows:

Elementary School Agency/Provider Number of Students Served • Cragmont
• Emerson
• John Muir
• Ma
lcolm X
• Oxford
• Ruth Acty
• Sylvia Mendez
• Thousand Oaks
Bay Area Community Resources
(BACR)
644
• Bay Area Arts Magnet (BAM)
• Washington
Child Therapy Institute 37
• Rosa Parks Lifelong Medical Care 133
Total 814
Information on services provided, succe
sses, and challenges with each sub-contractor are
outlined below:

Bay Area Community Resources (BAC R): Pr
ovided 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. BACR used many different therapy modalities as well as classroom support to develop skills and health. Additionally, the BACR Counselor 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 school staff on many issues and provided trauma informed coaching for teachers needing support. BACR also made referrals to outside providers, parenting classes/support groups, crisis hotlines, and other programs.

Program Successes:
• A total of 644 individuals were served.
• 90% of youth in therapy showed improved emotional functioning and resiliency through the C
ANS and/or Stages of Change scale.
• 85% of students receiving classroom education reported gaining skills or knowledge. • 95% of Caregivers reported that they are satisfied with the services their children/family received.
• 100% of school personnel reported that BACR is a great partner and supports their goals.

Program Challenges:

The biggest challenge was the increase in cost to fund the program. These increases required the district to make cuts in other programming areas, as well as moving resources around to be able to continue providing ongoing services at the same rate as in the previous year. An additional challenge was ensuring that each school site had an equivalent 1.0 FTE BACR 106

counselor at all BUSD elementary schools, as there was a shortage of credentialed therapist and counselors and BACR had to compete with other agencies for employees.

Child Therapy Institute (CTI): Continued providing services at Bay Area Arts Magnet and Washington Sc
hools.

Program Successes:

CTI staff met with 37 students individually and in groups.

Program Challenges:

There were few direct challenges, however, a significant challenge is the increase in the costs to fund the program. These increases have required the district to make cuts in other programming areas, as well as to move resources around to be able to continue providing ongoing services at the same rate as in the previous year.

Lifelong Medical: A Lic
ensed Clinical Social Worker (LCSW) and interns 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.

Program Successes:

A total of 52 students received individual counseling and 81 students participated in group services. The Family Resource Center (FRC) was a valuable resource and support to children, families, and school staff during the reporting timeframe. Through individual counseling, groups, and as-needed support, the FRC staff worked hard to help make Rosa Parks a place of healing and joy. The Rosa Parks community experienced the ripple effects of global pandemic and many losses in the community. FRC created spaces for students to experience a sense of belonging and connection. FRC helped children develop regulation and coping strategies to help them manage their emotions so that they could be more present in the classroom for learning. FRC developed deep relationships with students in order to help guide them in the process of making sense of the many scary and sad experiences they have had over the past few years. Additionally, FRC provided consultation and referrals to mental health services in the community.

Program Challenges:

There were few direct challenges, however, a significant challenge was the increase in the cost to fund the program. These increases required the district to make cuts in other programming areas, as well as moving resources around to be able to continue providing ongoing services at the same rate as in previous year.

Demographic data provided by BUSD on 814 students that were served through this project in F
Y23, is outlined below:
107

DEMOGRAPHICS N= 814
Age Group
0-15 (Children/Youth) 100%
Race
American Indian or Alaska Native *
Asian *
Black or African American 26%
Native Hawaiian/Pacific Islander *
White 35%
More than one Race 26%
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican American - Chicano *
Other 29%
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Non- Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Chinese *
Eastern European *
European *
Middle Eastern *
Other 13%
More than one Ethnicity *
Declined to Answer (or Unknown) 55%
Primary Language Used
English *
Spanish *
Other language *
Declined to Answer (or Unknown) 81%

108

Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
No Disability *
Declined to Answer (or Unknown) 96%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 50%
Female 40%
Declined to Answer (or Unknown) 10%
Current Gender Identity
Male 44%
Female 37%
Another Gender Identity *
Declined to Answer (or Unknown) 17%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

The projected numbers of individuals to be served in FY25 per age groups are as follows:
0-15 years = 820 individuals.

Community Education & Supports
Through five community-based organizations, 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.

In FY23 the Community Education & Supports program participated in the HHCS Results-Based Accountability (RBA) Evaluation. In an aggregated summary across the five projects within this program the following work was conducted: 549 Support Groups/Workshops; 2,693 Support Group/Workshop encounters; 476 Outreach activities; 4,001 Outreach Contacts; and 393 Referrals.

Descriptions of the five projects within the Community Education & Supports program along with FY23 data and RBA evaluation results, are outlined below:
109

 Transition Age Youth Trauma Support Project
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 FY23, YSA went through many changes. A new program model was crafted and implemented with the intention of redesigning and refining the organization’s programs and theory of change. Staff received training on theory of change, program development, ACES Science, trauma informed practices, the politics of trauma, facilitation skills, positive youth development, strength-based model, community resilience model, somatic awareness, individual coaching, housing navigation skills and curriculum and evaluation introduction. This change and shift in culture expanded the program offerings. The components and activities were designed with specific outcomes in mind and with the intention to increase intervention, engagement, and opportunities for the young people being served.

In FY23, 83 youth participated in one or more program services. Demographics on youth served were as follows:

DEMOGRAPHICS N = 83
Age Group
16-25 (Transition Age Youth) 100%
Race
American Indian or Alaska Native *
Asian *
110

Black or African American 48%
White *
More than one Race 28%
Declined to Answer (or Unknown) *
Ethnicity: Latino/Latina/Latinx
Mexican/Mexican American-Chicano 18%
Declined to Answer (or Unknown) 15%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African *
Declined to Answer (or Unknown) 66%
Primary Language Used
English 100%
Sexual Orientation
Gay or Lesbian *
Heterosexual or Straight 27%
Bisexual 33%
Questioning or Unsure of sexual orientation *
Another sexual orientation *
Declined to Answer (or Unknown) 26%
Disability Status
Declined to Answer (or Unknown) 100%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 21%
Female 28%
Declined to Answer (or Unknown) 51%
111

Current Gender Identity
Male 25%
Female 28%
Transgender *
Genderqueer *
Another Gender Identity * Declined to Answer (or Unknown) * *Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA Outcomes during the reporting timeframe were as follows: 6 Behavioral Health Education Groups were conducted reaching 99 individuals; 100 Peer Mentoring sessions were conducted reaching 75 individuals; 108 Art Therapy sessions were conducted reaching 107 individuals; and 32 individuals participated in 6 events.

Feedback per participant self-report was as follows:
• 84% reported that groups were helpful;
• 70% of Art as Therapy participants reported that they feel their Behavioral Health is improved or very improved.

Program Successes:

Youth participated and were engaged in the program changes. Youth engaged in being trained in theory of change and understood the feedback loop and how YSA would assess them to help evaluate program effectiveness, satisfaction, facilitator engagement. In addition, youth engaged in leadership development through facilitation, curriculum, and event planning training to assist in their future developments in leading peers and community.

Youth within the village were also connected to youth leadership opportunities, and were engaged in life skills development such as financial wellness, and cooking workshops. Both workshops were created to assist youth in being financially independent and well, while redirecting learned survival skills into resilience building opportunities that create building blocks for growth. Youth led and organized a fashion show “Out Of The Binary” where they created all of the fashion pieces for the runway. Youth also planned, organized, advertised, and facilitated the entire event using skills that they acquired through youth leadership meetings, and youth leadership training spaces. A total of 30 referrals & Linkages were provided to youth in Berkeley.

YSA was able to gain a deep understanding on how to shape the Art as Therapy workshops, the Peer to Peer led Pathways with practical, experiential engagement and opportunity to lead as well as the Behavioral Health support given to participants through relationship workshops offered out of our Youth Empowerment Meetings. 112

Project Challenges:

A big program challenge was dealing with staff training and buy-in. Many of YSAs staff were former youth participants and many struggled with similar challenges as the youth that were being served. During this time YSA was challenged with staff understanding the importance of data collection and evaluation. Staff were not trained on using data to drive programmatic changes, which at times led to resistance and eventually the loss of some staff.

The projected numbers of individuals to be served in FY25 per age groups are as follows:
16-25 years = 85 individuals.

 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. 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 FY23, a total of 275 individuals were served. Demographics on individuals served include the following:

DEMOGRAPHICS N=275

Age Groups
16-25 (Transitional Age Youth) 13%
26-59 (Adult) 67%
Ages 60+ (Older Adult) 17%
113

Declined to Answer (or Unknown) *
Race
American Indian or Alaska Native *
Asian *
Black or African American *
White 58%
More than one Race *
Other *
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Carribbean *
Mexican/Mexican-American Chicano *
Puerto Rican *
South American *
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Chinese 5%
Eastern European *
European 26%
Filipino *
Korean *
Middle Eastern *
Vietnamese *
More than one Ethnicity 14%
Other *
Declined to Answer (or Unknown) 29%
114

Primary Language Used
English 97%

Spanish *
Declined to Answer (or Unknown) *
Sexual Orientation
Gay or Lesbian 19%

Heterosexual or Straight *

Bisexual 10%
Questioning or Unsure *

Queer 12%

Another Sexual Orientation 49%

Declined to Answer (or Unknown) *

Disability
Difficulty Hearing or Having Speech Understood *

Mental Domain not including a mental illness
(including but not limited to a learning disability,
developmental disability or dementia)
8%

Physical/mobility domain *
Chronic health condition (including but not
limited to chronic pain)
8%
Other (Specify) 17%
No Disability 64%
Veteran Status
Yes *
No 95%

Declined to Answer (or Unknown) *

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

115

Current Gender Identity
Male 15%
Female 12%
Transgender 29%
Genderqueer *
Questioning or Unsure *
Another gender identity 37%
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA Outcomes during the reporting timeframe were as follows: 427 Support Groups were conducted reaching 275 individuals; 55 Outreach activities were conducted; 21 individuals attended Train the Trainer sessions to become Peer Support Group Facilitators; and 52 Peer Support Group Facilitators attended Skill Building Workshops. There were 88 referrals for additional services and supports. The number and type of referrals included: 47 Mental Health; 20 Physical Health; 12 Social Services; 3 Housing; 6 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:
• 98% indicated they would recommend the organization to a friend or family member; • 95% felt like staff and facilitators were sensitive to their cultural background; • 88% reported they deal more effectively with daily problems; • 84% indicated they have trusted people they can turn to for help; • 85% felt like they belong in their community.

Program Successes:
• Peer groups continued to run uninterrupted and to be a vital support to the LGBTQIA+ community during the reporting timeframe.
• 92.4% of participants reported that the peer support group(s) they attended helped them to feel
safe talking about their gender
.
• 88% reported that the peer support group(s) they attended helped them to feel safe in talking about their sexuality.
• The primary goal in FY23 was to increase capacity and reduce burnout for the group facilitators. To that end,16 new facilitators were on-boarded and an additional 3 facilitators were re-trained at their request.
• A full set of Diversity Equity and Inclusion trainings were also offered including one that was co-facilitated by a peer facilitator and our Community Programs Director. 116

Program Challenges:

• During quarter three facilitators were struggling with the Diversity Equity and Inclusion trainings offered and felt they were ready to move beyond the basics of inclusion and wanted more tools to interact with group members around issues of race, privilege, neurodivergence etc.
• In quarter four, the Diversity Equity and Inclusion training was co-facilitated by the Community Programs Director and a peer group facilitator and focused on lowering barriers to access and creating a more inclusive and welcoming space.

The projected numbers of individuals to be served in FY25 are as follows: 16-25 years = 40 individuals; 26-59 years = 176 individuals; 60+ years = 52 individuals.

 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, goal 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 session. Counseling sessions are designed to monitor curriculum impact and continually assess individual goals and resource needs. This project serves up to 80 Older Adults 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).
• Strat egies targeting the mental health needs of older adults.

In FY23, 89 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 FY23, a total of 73 individuals participated in the Living Well Workshop Series program.

Demographics of Workshop participants are outlined below:
117

DEMOGRAPHICS N=73
Age Groups
Age 60+ (Older Adult) 88%
Declined to Answer (or Unknown) *
Race
Asian 23%
Black or African American 22%
White 34%
Other *
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American-Chicano *
Other *
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Asian Indian/South Asian *
Chinese *
European 19%
Middle Eastern *
Other 25%
Declined to Answer (or Unknown) *
Primary Language Used
English 79%
Other *
Declined to Answer (or Unknown) *
Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
Difficulty Seeing *
Difficulty Hearing or Having Speech Understood 22%
118

Mental (not mental health) *
Physical/mobility disability *
Chronic health condition 22%

Other Disability *
No Disability *

Declined to Answer (or
Unknown)
*

Veteran Status
Yes *
No 71%
Declined to Answer (or Unknown) *

Gender: Assigned Sex at birth
Male *
Female 69%
Declined to Answer (or Unknown) *
Current Gender Identity
Male *
Female 71%
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA Outcomes during the reporting timeframe were as follows: 4 outreach and informational events were conducted reaching 51 individuals. A total of 99 individuals participated in the Living Well Workshop series and 72 received engagement services. There were 149 referrals for additional services and supports. The number and type of referrals included: 46 Mental Health; 27 Physical Health; 38 Social Services; 26 Housing; 12 other unspecified services.

Project participants completed a Living Well Workshop Series. Feedback per participant self- report was as follows:
• 93% reported they felt satisfied with the workshops;
• 93% indicated an improvement in feeling satisfied in general; • 93% had increased feelings of social supports;
• 93% felt prepared to make positive changes; and
• 93% reported they felt less overwhelmed and helpless.

119

Project Successes:
• The Living Well with a Disability programming continued to be well attended, especially the PEERS group, which is a peer-based support and discussion group focused on mental and emotional health for seniors.
• New seniors attended every quarter, and participant survey’s demonstrated positive outc
omes.
• Due to the success of the program, the Senior and Aging Engagement Specialist received numerous requests to host Living Well workshops at additional locations.

Project Chal
lenges:
• The Living Well program continued to experience the impacts of the ongoing pandemic; older adults are still at higher risk for complications from Covid-19. Some staff also got COVID/experienced long COVID, which impacted the program. • A majority of participants expressed that they did not feel comfortable answering all of the dem
ographic and life situation questions required by the MHSA reporting. The Management Team is continuing to work with the Senior and Aging Engagement Specialist to devise strategies to support getting the required information, and also to ensure that trust, confidentiality, and person-c
entered services remain at the core of the work.
• The Center for Independent Living transferred to a new customer relationship management (CRM) software called MiCil, and the shift between the two CRMs, as well as the on-ramp period to get Living Well staff familiar with the new system and ensure it was accessible to them, created challenges in getting numbers and reports in in a timely manner. • There was also some transition in Senior Management staff, which led to a delay in invoicing and financial reports on a couple of occasions. • The agency had an Interim Executive Director during the reporting timeframe and has continued search for a new Executive Director.
• The program structure shifted to include more managers, which will hopefully alleviate some of the challenges, particularly around data management. • A Data and Reporting Specialist was hired, who works closely with the Senior and Aging Engagement Specialist to ensure Living Well data is tracked in an accurate and comprehensive manner.

It is anticipated that these issues will be ameliorated within the current fiscal year, as the Living Well program systems, policies, and procedures are being rev ised and revitalized.

A majority of participants expressed that they did not feel c omfortable answering all of the
demographic and life situation questions required by the MHSA reporting. The Management Team is continuing to work with the Senior and Aging Engagement Specialist to devise strategies to support getting the required information, and also to ensure that trust, confidentiality, and person-centered services remain at the core of the work.

The projected numbers of individuals to be served in FY25 per age g roups are as follows:
26-59 = 10 individuals; 60+ = 70 individuals.
120

 Soul Space Project
Implemented through ONTRACK Program Resources, the Soul Space project assists African Americans in Berkeley with accessing 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.

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 FY23, 35 individuals were served. Demographics on individuals served are as follows:

DEMOGRAPHICS N=35
Age Groups
Transition Age Youth (16-25) *
Adults (26-59) 69%
Older Adults (60+) *
Race
Black or African American 86%
Declined to Answer (or Unknown) 14%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) *
Primary Language
English 100%

Sexual Orientation
Heterosexual or Straight *
Bisexual *
Another sexual orientation *
Declined to Answer (or Unknown) *

121

Disability
Mental (not mental health) *
Physical/Mobility Disability *
No Disability *
Declined to Answer (or Unknown) *
Veteran Status
Declined to Answer (or Unknown) 100%
Gender: Assigned Sex at Birth
Male 37%
Female 63%
Current Gender Identity
Male 37%
Female 63%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA Outcomes during the reporting timeframe were as follows: 20 C ommunity Education
Trainings were conducted and 417 individuals were reached through outreach and engagement services. A total of 19 individuals received case management and 20 participated in Support Groups. There were 4 referrals for additional services and supports.

Project Successes:
• Community Engagement: Soul Space Berkeley successfully integrated itself into the Berkeley community and has become a recognized and trusted resource for individuals seeking wellness and support services. Partnerships with community agencies, Building Opportunities for Self Sufficiency (BOSS) and Options for Recovery, yielded a reciprocal referral stream that has been beneficial.
• Expanded Services: One of the major accomplishments was the ability to serve individuals in the community effectively. The case management services proved to be highly beneficial assisting individuals in finding mental health resources ; adjusting to life after the pandemic; offering financial education; and offering a safe place where individuals could openly express their needs and employment assistance.
• Family Support: Entire families the Soul Space services, reflecting the broad impact of the programs on the community. This demonstrates programs ability to address holistic well-being at both the individual and family levels. Soul Space will continue to offer family services given the need.
• Successful Women's Group: The establishment and success of the women's group “Crown Never Off” was a testament to the value of the services provided. This group provided a supportive and empowering space for women within the community. 122

• Community Recognition: Soul Space established meaningful connections with community organizations, enhancing the presence and reputation within the Berkeley community. The commitment to building community relationships yielded positive results.

Project Challenges:
• Staffing: Soul Space experienced staff turnover amid growth and an increased demand for services. Recruitment for new staff to ensure the right team is in place to meet the needs of the expanding program is an ongoing challenge given the program budget. In FY24, two new staff were hired. Soul Space is seeking additional funding to support the current staffing arrangement.
• Location Accessibility: In FY23, OnTrack, the provider of the SoulSpace project, was relocated to a s
pace within Inter-City Services. However, due to various building issues, this space was temporary and OnTrack had to relocate again to it’s current space in South Berkeley.

The projected numbers of individuals to be served in FY25 are as follows: 16- 25 years = 27
individuals; 26-59 years = 39 individuals; 60+ years = 7 individuals.  Latinx Trauma Support Project
Implemented through East Bay Sanctuary Covenant the Latinx Trauma Support Project assists
low-income, Latinx families in Berkeley in accessing 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).
• 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 FY23, this project served 339 individuals. Demographics on individuals served were as follows:
123

DEMOGRAPHICS N=339
Age Groups
Children and Youth (0-15) *
Transition Age Youth (16-25) *
Adults (26-59) 84%
Older Adults (60+) *
Declined to Answer (or Unknown) *
Race
American Indian or Alaska Native *
Asian *
Black or African American *
White *
Other 85%
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Central American 47%
Mexican/Mexican-American/Chicano 35%
South American *
Other *
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Cambodian *
Eastern European *
European *
Japanese *
Korean *
Other *
124

Primary Language
English *
Spanish 87%
Declined to Answer (or Unknown) *
Sexual Orientation
Gay or Lesbian 36%
Heterosexual or Straight 43%
Bisexual *
Queer *
Another sexual orientation *
Declined to Answer (or Unknown) *
Disability
Other *
No Disability 93%
Declined to Answer (or Unknown) *
Veteran Status
No 100%
Gender: Assigned Sex at Birth
Male 44%
Female 55%
Declined to Answer (or Unknown) *
Current Gender Identity
Male 41%
Female 55%
Another Gender Identity *
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA Outcomes during the reporting timeframe were as follows: 7 Support Group sessions were conducted reaching 132 individuals, and 94 individuals received One-on-One Supports. A total of 8 Trainings were conducted, reaching 30 individuals. There were 152 warm referrals for additional services and supports. The number and type of referrals included: 32 Mental Health; 8 Physical Health; 44 Social Services; 68 other unspecified services.

Support Group feedback per participant self-report was as follows:
• 100% reported they liked participating in the Support Group; 125

• 98% indicated they would recommend the organization to a friend or family member; • 100% indicated they felt safe, included and respected; • 95% reported that they were able to deal more effectively with daily problems; • 98% reported increased feelings of supports after participating in the support group.

Training feedback per participant self-report was as follows:
• 100% 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:
• Continued to provide integrated support to low-income Latinx immigrants through case management, warm referrals, trilingual hotline, support groups, mental health support, and trainings, as well as quarterly retreats for LGBTQ asylum seekers and Mam women. • Due to growth in the Support Services program an additional caseworker was hired, which hel
ped clients connect to more public benefits, including Medi-Cal and CalFresh.
• In addition to 1x1 support, a support group was offered reaching 24 LGBTQ asylum seekers and a storytelling workshop reaching 17 people.
• Utilized undergraduate interns for 16-24 hours a week to provide direct service to individuals, and to assist with administrative tasks.
• Hosted four Trauma-Infor med trainings for staff and partner organizations providing legal and mental health services to asylum seekers. Staff trainings on Wellness and Domestic Violence Prevention were also conducted. The Support Services team attended a training on Motivational Interviewing and participated in a convening of Bay Area nonprofits serving unaccompanied immigrant youth.
• Provided a training on Mental Health First Aid and suicide prevention, one for law student volunteers, and one in Spanish for outreach workers.
• Partnered with “No Separate Survival”, a participatory documentary project, to offer asylees a chance to get behind the camera and share their perspectives as storytellers, and hosted a film screening for asylum seekers and their families in a single-day support group event. • The OLAS LGBT Sanctuary Project held a retreat on the theme, “The Pride of Being,” to empower participants to be proud of their unique identities, and to build community with each other.
• Connected clients to services such as rental assistance, state-funded medical services, mental health services, and more.
• Planned an integrated wellness workshop for clients, which took place in the Fall of 2023.

The workshop covered topics such as sleep and stress, and offered a range of culturally appropriate approaches including Talk Therapy and traditional Mayan herbal remedies. • The Community Education Manager and Amplifying Sanctuary Voices Team led two “Tell Your Story” workshop training sessions to help community members learn how to share their immigration stories with legislators and the public. These workshops helped community members find power and confidence in sharing their lived experiences to advocate for a greater cause.
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• The OLAS LGBTQ Asylum Program Coordinator, led a support group retreat for new and returning members focused on the immigrant identity. Activities allowed participants to safely share their migration stories and discuss the dynamics of acculturation and chosen family.

Project Challenges:

It continued to be a challenge to connect clients with mental health services in a timely fashion, as the shortage of mental health workers seemingly only deepened. We stayed in close touch with groups like “Partnerships for Trauma Recovery” to make sure we had up-to-date information on which providers are accepting new patients and what wait times our clients could expect. A Team Member who specializes in working with teenagers and transition-aged youth, offered a support group for her clients, however it proved to be difficult to recruit for the group, as the need to earn money often overwhelmed all other needs of the potential participants.

The projected numbers of individuals to be served in FY25 per each age gr oup are as follows:
0-15 years = 4 individuals; 16-25 years = 86 individuals; 26-59 years = 295 individuals; 60+ = 23 individuals.

PREVENTION & EARLY INTERVENTION COMBINED PROGRAMS
Prevention Program – Includes a set 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)
Dynamic Mindfulness (DMind) is an evidence-bas
ed 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. 127

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 FY23, services were directly provided to 550 students and 66 staff. An additional 2,000 unduplicated students were reached through knowledge and skills shared by individuals who received direct services. Additionally, there were many more students who practiced along with the online curricular supports by accessing the DMind video library (containing over 300 brief DMind practices), and the “Mood Shifter” for emotion regulation in the programs InPower Mobile App. The big post-COVID change was going from online to in-person services/programs, including in-class sessions by Niroga instructors, as well as staff (teachers, counselors, administrators) training and coaching sessions.

The only demographic data provided by BUSD on individuals who were served in FY23, was as follows: 0-15 years = 84%; 16-25 years = 5%; 26-59 years = 11%.

Program Successes:
• Successfully pivoted from online to in-person programming after the COVID lockdown ended.
• Staff (teachers and counselors) reported that there was a substantial increase in student mental health issues, leading to challenging student behaviors, e.g. disruptive, distracted, disengaged (fight/flight/freeze), saying they were seeing a certain ‘feral quality’ to many students (as they re-learned socializing after the long period of social isolation because of COVID), Even so, staff and students responded very positively to the in-person movement- based mindfulness program.

In addition to engaging students, this program also works with school staff to (a) enhance their own personal sustainability (self-care, stress resilience and healing from vicarious trauma) as well as (b) professional application with their students (emotion regulation, de-escalation, focus/attention/engagement). This not only built staff capacity and ensured adequate DMind ‘dosage’ for enabling neuroplasticity and neurogenesis to rewire their brains and change behavior, but also provided a multiplier factor of ~30-40 (typical class size in middle and high schools, and nominal caseload for counselors), significantly increasing the reach and scope of programming, serving a much larger group of unduplicated students than would have been otherwise possible given budgetary limitations.

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Program Challenges:

Program staff witnessed significant levels of overwhelmed school staff which limited their ability to participate in the capacity-building training and coaching offerings.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 years = 517 individuals; 16-25 years = 31 individuals; 26-59 years = 68 individuals.

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. This model of peer-to-peer education can contribute to reducing mental health stigma, increasing students’ understanding and use of coping skills, and increasing students' awareness and use of school-based mental health support services.

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 FY23, the MEET program was relaunched after having been discontinued for a couple of years. During this reporting timeframe,15 MEET Peer Educators participated in weekly trainings and in a 1 full day training for the purposes of developing leadership skills, learning about mental health needs and resources, and providing mental health education for their peers. The trained Peer Educators then presented in eight U-9 Freshman Seminar Classes.

Five of the MEET students participated in the City of Berkeley Health Justice (HJI) Internships with MEET as their internship site. The HJI interns participated in an additional weekly meeting and acted as leaders within MEET by developing the PowerPoint presentation and leading practice sessions with other MEET peer educators to prepare for their classroom presentations.

In FY23, 15 individuals were served through this program. Demographics on individuals served were as follows:
129

DEMOGRAPHICS N=15
Age Groups
Children and Youth (0-15) 100%
Race
Asian *
Black or African American *
White *
More than one Race *
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Other *
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Other *
Declined to Answer (or Unknown) *
Primary Language
Declined to Answer (or Unknown) 100%
Sexual Orientation
Gay or Lesbian *
Heterosexual or Straight *
Bisexual *
Questioning or unsure of sexual orientation *
Queer *
Declined to Answer (or Unknown) * Disability
Difficulty Seeing *
Mental domain not including a mental illness
(including but not limited to a learning disability,
developmental disability or dementia)
*
Other *
130

No Disability *
Declined to Answer (or Unknown) *
Veteran Status
No 100%
Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) 100%
Current Gender Identity
Male *
Female *
Genderqueer *
Questioning or unsure of gender identity *
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• Developed informational PowerPoint and presentation for U-9 Freshman Seminar classes. • Completed 8 educ ational presentations to U-9 Fres
hman Seminar classes.
• Presentations reached over 200 students and aimed to foster greater comfort in discussing mental health, provide information about common mental health issues, reduce mental health stigma, teach coping skills, and show students how to access mental health resources in and outside of Berkeley High School.
• Five MEET students participated in the City of Berkeley Health Justice (HJI) Internships with MEET as their internship site. The HJI interns acted as leaders within MEET by developing the PowerPoint presentation and leading practice sessions to prepare for their classroom presentations.
• Created informational posters about depression, anxiety, coping skills, and selfcare to be posted across campus.
• Helped design mental health survey questions that were used in the district-wide Mental Health Needs Assessment.
• Conducted over 40 interviews of Berkeley High Students for the district-wide Mental Health Needs Assessment.
• Assisted in designing a BHS Wellness Website.
• Nine weekly trainings and one full day training was facilitated for MEET students to foster community, learn about common mental health concerns and prepare to facilitate presentations to U-9 freshmen.
• HJI MEET interns met with the training facilitator an additional 5 times to support their development of the PowerPoint presentation, foster their leadership within MEET, and provide feedback and assistance in creating mental health informational posters. 131

• Each MEET participant co-facilitated at least 2 classroom presentations. • MEET students taught over 200 students (all U-9 freshmen) in their classrooms by facilitating the PowerPoint presentation and interactive activities focusing on mental health and coping skills.
• Feedback from MEET peer educators, U-9 students, and teachers was overall positive. 93% of MEET Peer Educators reported that they learned more about mental health and 100% reported that they felt comfortable or very comfortable expressing themselves within the group.

Program Challenges:

A significant challenge was the increase in costs to fund the program. These increases required the school district to make cuts in other programming areas, as well as move resources around to be able to continue providing ongoing services.

The proj
ected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 year
s = 15 individuals.

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

This project 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.
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• 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 approach es.
• 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 FY23, 53 students participated in this project. Outlined below are demographics on individuals served through this project:

DEMOGRAPHICS N=53
Age Groups
Children/Youth (0-15) 100%
Race
Black or African American 66%
Declined to Answer (or Unknown) 34%
Ethnicity: Hispanic or Latino/Latina/Latinx
Other *
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Other *
Primary Language
English 100%
Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
No 72%
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Declined to Answer (or Unknown) 28%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 45%
Female 55%
Current Gender Identity
Declined to Answer (or Unknown) 100%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• Learning Outcomes: 6th-grade participants demonstrated significant growth in Literacy on the BUSD STAR Assessment.
• Learning Experiences: Participants were exposed to a variety of learning experiences, including field trips, STEM enrichment, and guest speakers • 6th-grade participants visited the Ramses the Great exhibit at the DeYoung Museum.
• School Yard Raps: Al
l participants had the opportunity to attend the Ourstory: The Black History musical. The musical aligned with the program curriculum, and many students reported increased interest and engagement with the performance since they had prior knowledge of the content. Additionally, this learning experience uplifted the significance of Black History Month and allowed students to be affirmed. • College Trips: Umoja 7th graders visited Cal Berkeley and California State University, East Bay.
• Berkeley Historical Society: Participants were visited by members of the Berkeley Historical Society, who provided a guest lecture about local Black History that students learned in class.
• STEM Enrichment Club: 6th-grade boys gained access to a STEM Enrichment Club provided by Bay Area Sigmas. Four monthly Saturday sessions were held during the second semester. STEM Enrichment Club participants built STEM competencies using science- related activities.
• BUSD Black History Oratorical Festival: Umoja participants had a strong showing at the 2023 BUSD Black History Oratorical Festival and, for the third year in a row, placed as finalists for the secondary division. The winner of the 2022 and 2023 secondary division was an Umoja participant. An Umoja participant also placed third in the secondary division for 2023.
• Community Engagement: For the fourth consecutive year, Umoja held an annual Kwanzaa recognition. The 2022 Kwanzaa event was a great success and brought together many families and staff for an evening of celebration and shared learning. 134

• Professional Development: The Umoja team provided professional learning opportunities for Longfellow staff, including an annual presentation to support them in preparing for Black History Month.
• The Umoja team joined professional learning efforts provided under the BUSD African American Success Framework, which provided a year-long
cultural competence training
series for Longfellow staff.
• Collaboration: The Umoja instructor actively collaborated with the Longfellow team to create a safe, welcoming, and inclusive school environment by helping to organize and host community engagements like the annual Rites of Passage Ceremony. They also attended Grade Level Team meetings, Content/Department Team meetings, IEP meetings, etc., to support Umoja participants. Their voices and perspectives about best supporting African- American students should be highlighted as a valuable resource to the school community. • Partnerships: The Umoja team strategically partnered with organizations to meet program needs, including The City of Berkeley, The Mind of Milan LLC, AM1 Media, Freedom Soul Media Education Initiatives, Jason Seals and Associates, Bay Area Sigmas, Marcus Books, RT Fisher Educational Enterprises, and the Berkeley Public School Fund. These organizations provided financial support, subject matter expertise, services, and resources to keep the program running.

Program Challenges:

During the fiscal year, the program did not serve 8th-grade students as in past years.

This caused a slight reduction in the number of participants served. Confusion regarding the course selection process and available options likely contributed to this circumstance.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 year
s = 55 individuals.

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.

PREVENTION & EARLY INTERVENTION COMBINED PROGRAM

WITH ACCESS AND LINKAGE TO TREATMENT COMPONENT STRATEGY Access and Linkage to Treatment Program or Strategy – 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.

Prevention Program – Includes a set of related activities to reduce risk factors for developing a potentially serious mental illness and to build protective factors. 135

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 has one Prevention & Early Intervention combined program that also has an Access and Li
nkage to Treatment component:

High School 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.

The Berkeley High School (BHS) and Berkeley Technology Academy (BTA) Health Centers are both multidisciplinary co-locations of the City of Berkeley’s Mental Health and Public Health Divisions. The Health Center team provides a range of Prevention/Early Intervention (PEI) services and also functions as an Access and Linkage to Treatment program. Culturally and linguistically diverse staff provide services in English and Spanish. Translation services in all other languages are available using a language line.

The Health Centers are operational year-round, Monday through Friday, from 8:30 AM-4 PM, with a daily closure from 12-1 PM for lunch and administrative tasks. There are brief periodic closures due to BUSD’s academic calendar and in these instances some services are still provided via telehealth when possible. When fully operational, services can be accessed via student drop-in and/or via scheduled appointment. Services can also be requested via Jotform, an online, HIPAA-compliant, referral platform. This referral platform can be accessed is accessible via QR code on informational flyers that are posted across campus and also online in 136

several locations including the Health Center website. Students can self-refer using Jotform, and parents/caregivers, staff, and friends are also able to refer someone else using this method.

Additionally, students, parents/caregivers, and staff are able to request services via phone by calling the Health Center main phone number. Hours of operation at Berkeley Technology Academy Health Center are more limited due to the small student population and staffing constraints. When BTA students are unable to access a needed service at that Health Center, they are referred to BHS Health Center for those needed services.

Health Center staff frequently facilitate linkages on behalf of youth and their families, depending upon a given need. Behavioral Health Clinicians (“BHCs”) conduct initial assessments with students in order to screen for a variety of health and mental health needs, considering accessibility, insurance status, acuity, and risk factors to support with decision-making around level of care considerations and related linkages. BHCs provide students with short-term behavioral health services—crisis, individual, group—as needed irrespective of insurance status and all students are eligible to receive these free and confidential services. BHCs also link youth/families with more intensive needs to additional services depending upon their specific needs and insurance status. BHCs provide this linkage support via internal referrals (e.g.

EPSDT Medi-Cal services; Full Service Partnership team; psychiatry/medication management), Alameda County Access, as well as linkages to services through private insurance carriers.

BHCs also sometimes make internal on-campus referrals to the 504 and Special Education programs when some type of mental or physical health condition may be impeding a youth’s ability to adequately access their education. BHCs also support youth and their families who are uninsured with accessing and enrolling in Medi-Cal and other relevant programs that support health and well-being.

As an Access and Linkage to Treatment Program, the Health Center’s Mental Health Program Supervisor monitors all referrals in order to ensure timely responsiveness and follow up that supports engagement in treatment. All BHCs have access to and monitor incoming referrals that are submitted via Jotform and respond to referrals on a rotating basis. The MH Program
Supervisor monitors and responds to referrals via phone and checks voicemail multiple times per day. In instances where a staff person responds to a referral but is unable to make contact with the referring party, staff will follow up at least three times in an effort to support engagement. The Jotform referral inquires about preferred method of contact and also inquires about whether a youth can be pulled from class in order to conduct an initial assessment. Staff utilize these preferences in order to inform outreach efforts and increase the likelihood of establishing and supporting engagement.

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

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.
137

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

During the reporting timeframe, The Health Center resumed hosting a cohort of three graduate- lev
el trainees (0.6 FTE each) due to stabilization of full-time staff capacity, which contributed to increased service capacity for the duration of the 22-23 school year. One full-time (1.0 FTE) Behavioral Health Clinician II obtained a promotional opportunity outside of the City of Berkeley and transitioned out of his role in early August 2022. This position was temporarily vacant and eventually backfilled by a new Behavioral Health Clinician II in late November 2022. One additional full-time (1.0 FTE) Behavioral Health Clinician I position was added to the High School Mental Health team in late October 2022, and this staff was based across multiple sites (0.4 FTE at Berkeley High School; 0.4 FTE at Berkeley Technology Academy; and 0.2 FTE at K-8 School-Based).

In April 2023, as a result of a Division-w
ide structural reorganization, High School Mental Health became a standalone program separate from Family, Youth & Children’s Services. As part of this reorganization, a new full-time (1.0 FTE) Mental Health Program Supervisor position was created. The team’s existing full-time (1.0 FTE) Mental Health Clinical Supervisor was promoted into this new position in April 2023, and the Mental Health Clinical Supervisor position has since remained vacant.

In FY23, approximately 244 student
s received services through this project. Demographics on youth served are outlined below:

DEMOGRAPHICS N=244
Age Groups
0-15 Years 24%
16-25 Years 76%
Race
American Indian or Alaska Native *
Asian 11%
Black or African American 20%
White 22%
More than one Race 18%
Other 22%
Declined to Answer (or Unknown) *
138

Ethnicity: Hispanic or Latino/Latina/Latinx
Other 32%
Declined to Answer (or Unknown) *
Primary Language
English 83%
Spanish 14%
Other *
Declined to Answer (or Unknown) *
Sexual Orientation
Gay or Lesbian *
Heterosexual or Straight 49%
Bisexual 13%
Questioning or Unsure of Sexual Orientation *
Queer *
Another Sexual Orientation * Declined to Answer (or Unknown) 21%
Disability
Declined to Answer (or Unknown) 100%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 34%
Female 65%
Declined to Answer (or Unknown) *
Current Gender Identity
Male 31%
Female 55%
Transgender *
Genderqueer *
Another gender identity *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• Continued to provide the full suite of in-person mental health, reproductive & sexual health, and first aid services for the duration of the school year. 139

• The Mental Health (MH) team was able to resume its graduate-level training program and provide a wider array of multi-tiered services with the resumption of support groups. • Substantially increase service utilization year-over-year compared to 21-22 school year. • Continued to use the Jotform application for referrals in order to streamline accessibility and minimize barriers to care.
• Maintained a collaborative and productive relationship with BHS’s Coordination of Services Team (COST) throughout the school year in order to ensure that appropriate referrals were made to the Health Center and other programs.
• Due to a vacancy and new position, the Health Center was able to recruit two diverse, experienced, highly skilled clinicians, one of whom is a native bilingual Spanish speaker.

Both new clinicians quickly became part of a cohesive and collaborative mental health team and integrated well into the larger Health Center team. • Provided an array of crisis support services following the tragic deaths of two BHS students in October 2022.
• Health Center leadership continued to develop strong working relationships with BHS admin, especially the BHS Principal, new Vice Principal of Climate & Wellness, and 504/COST Program Supervisor. Health Center leadership, City of Berkeley HHCS Departmental leadership, and the BHS VP of Climate & Wellness also developed a plan to open a differentiated Wellness Center space at BHS along with a continuum of tiered wellness support services, to be implemented in the 23-24 school year by BHS staff with additional funding support and partnership from City of Berkeley. • Continued to build upon and improve existing relationships and partnerships with other BHS stakeholders. To this end, the MH team collaborated with several different on-campus programs throughout the year such as the Multilingual Program, McKinney Vento Program, Special Education Program, and Intervention Counselors.

Program Challenges:
• From August through November 2022, one full-time bilingual Behavioral Health Clinician II position was vacant. This vacancy negatively impacted individual and group service provision as well as On Call crisis coverage. Nevertheless, the resumption of a graduate- level training program helped to offset some of these negative impacts. • Staffing shortages across the Health Center’s Public Health team, both administrative and c
linical, contributed to less consistently available First Aid and Reproductive & Sexual Health services. This, in turn, negatively impacted students’ ability to access integrated services. As a result of reduced administrative capacity, the MH Clinical Supervisor and MH team were also responsible for additional, sometimes time-c onsuming administrative tasks.
• Quality Assurance (QA)/Quality Improvement (QI) and related encounter data extraction/analysis were constrained for the duration of the 22-23 school year due the to an abrupt resignation of the City IT staff person who managed the Health Center’s EHR, NextGen. As a result of this, other City IT staff were not sufficiently cross-trained to provide technical support. Furthermore, NextGen vendor staff were often unresponsive to the needs and requests of the Health Center program. This contributed to significant delays with data analysis and reporting, which contributed to additional challenges with data collection across 140

demographic categories and also constrained supervisory decision-making that could have improved efficiencies and improvements in service provision. • The MH team also continued to use multiple EHRs and applications that are not integrated with one another. This made clinical documentation more cumbersome and time-consuming for all staff and also made data collection and analysis more laborious.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 years = 67 individuals; 16-25 years = 201 individuals.

In FY23, 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
ongoi
ng 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
s
erved
• %
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

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
141

Measure Definition Data Source
% 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.

To provide a context for the FY23 RBA outcomes, the High School Health Center expanded its team for the 2022-2023 academic year by hiring two additional full-time employees and welcoming three master's-level interns. These new team members increased the client service capacity as well as reinitiated, group sessions. Significant challenges were with the Electronic Health Records (EHR) system, which impeded the Center’s quality control efforts.

RBA Outcomes in FY23 for this program are outlined on the following pages.

142

244
Clients Served
BMH RBA Report FY 2023
Reporting Period: July 2022 - June 2023
Process Outcomes ("How much did we do?")
High School Health Center (HSHC)
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.

Program Updates
HSHC hired two new full time staff and onboarded 3 master's- level interns in the 2022-2023 school year. This allowed the team to serve more clients and restart groups. HSHC had significant challenges with their EHR, resulting in barriers to quality control. 24%
76%
0-
15 Years 16- 25 Years
Demographics (Age)
Jul '22 - Jun '23 (n= 244)
18%
20%
*
22%
11%
22%
*
More than
one race
Black or
African
American
Prefer not to
answer
White Asian Other Alaska Native
or American
Indian
Demographics (Ethnicity)
Jul '22 - Jun '23 (n= 244)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 143

55%
31%
12%
Female Male Gender nonconforming,
transgender, genderqueer
Demographics (Gender Identity)
Jul '22 - Jun '23 (n= 244)
49%
*
*
13%
*
*
21%
Heterosexual
Queer
Gay or Lesbian
Bisexual
Questioning or Unsure
Another Sexual Orientiation
Declined to Answer (or Unknown)
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n= 244)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 144

Quality Outcomes ("How well did we do it?")
0%
0%
1%
2%
2%
3%
11%
11%
70%
Family therapy
AOD counseling/info
Case management
Other behavioral health
services
Crisis intervention
Academic counseling
Group therapy
Intake assessment
Individual therapy
Services Provided by Service Type
Jul '22 - Jun '23 (n=1613)
Note that multiple services could be provided in one visit (e.g. crisis assessment and referral) so total ser
vices by type is greater than total encounters.
95%
% referrals to HSHC followed up within one week
Jul '22 - Jun '23 (n=359)
8%
% of school population served
Jul '22 - Jun '23 (n=3,253)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 145

60%
58%
63%
Depression Trauma Substance use
% of clients screened for depression, trauma, and
substance use
Jul '22 - Jun '23 (n=244)
100% 100% 98%
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
Client Satisfaction
(% of clients who agree that "HSHC staff...")
Jul '22 - Jun '23 (n=109, 107, 99)
97% 99%
Is easy to get help from when I need it Helps me to meet many of my health needs Able to Receive Needed Care
(% of clients who agree that "The HSHC...")
Jul '22 - Jun '23 (n=110, 104)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 146

Data Source
% of school population served Unique clients served by HSHC divided by total student population of BHS and BTA.

NextGen;
DataQuest
% of clients able to receive needed care
% 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
% 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
% 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.

NextGen
% 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.

Jotform
# clients served Total clients served NextGen
# of services provided by service type
# of services coded as behavioral_service with
codes BHSV1-8. Key code accompanies NextGen
data. Each incident could include more than one
service provided.

NextGen
Measure Definition
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 147

EARLY INTERVENTION PROGRAM

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.

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 provided one-time PEI funding for a new program that is an Early Intervention program that also has an Access to Treatment component. The program is as follows:

Specialized Care Unit
As outlined in the CSS section of this Annual Update, throug h the approved FY22 Annual
Update, the Division allocated a portion of one-time CSS and PEI funds to be leveraged with other City funds to support the Specialized Care Unit (SCU). Implemented through Bonita House, the SCU is Berkeley’s new behavioral health crisis response team without the involvement of law enforcement. The SCU consists of trained crisis-response field workers who respond to behavioral health occurrences that do not pose an imminent threat to safety.

PEI Goals: The goal of this program is to connect individuals who have severe mental ill nesses 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 FY23, MHSA funds directly supported start-up costs of the program including recruitment, hiring, and training of Bonita House staff. Training included crisis support training through Bonita House’s Crisis Training Academy as well as the design and training of Berkeley-specific procedures for the SCU program. Additionally, this funding supported the salaries of the SCU program management staff as additional team members were hired. During this time, program management staff worked closely with the City of Berkeley to create the policies and procedures for a SCU that aligned with the implementation recommendations from the Berkeley community.

The SCU began providing services in early FY24, and continues to operate daily from 6am to 4pm, eventually building toward a 24/7 crisis response service without involvement of law enforcement.

148

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
PE
I Goals: 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.

In FY23, 10 unduplicated individuals participated in the program. Demographics on program participants served were as follows:

DEMOGRAPHICS N= 10
Age Groups
26-59 (Adult) *
Ages 60+ (Older Adult) *
Race
Black or African American *
White *
Other *
149

Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American Chicano *
Puerto Rican *
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African *
Eastern European *
Other *
Declined to Answer (or Unknown) *
Primary Language Used
English 100%
Sexual Orientation
Heterosexual or Straight *
Bisexual *
Declined to Answer (or Unknown) *
Disability
Difficulty Seeing *
Difficulty Hearing *
Mental Domain not including a mental illness *
Physical Mobility domain *
Chronic Health Condition *
Other (Specify): *
Veteran Status
No 100%
Gender: Assigned sex at birth
Male *
Female *
Current Gender Identity
Male *
Female *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

150

Program Successes:

In FY23, the Telling Your Story group has grown to having more consistent attendees in person and on the zoom platform. Some participants enjoyed having the group virtually in the comfort of their home, they felt safer, and the hassle of commuting was eliminated. Other individuals enjoyed connecting in-person with participants who, joined the group in the same way. The group continued to be conducted through the structure of a brainstorming session and a sharing component. The topics of discussion were focused on the Eight Dimensions of Wellness. Per staff report, many participants benefitted from listening to answers to questions that staff developed based on the topics of discussions, as well as through staff assistance with formulating their story. Per staff report, participants felt more prepared during their shares and enjoyed the support they received from their peers.

Program Challenges:

In FY23, the Telling Your Story group had a few challenges, which provided the staff have been working to improve to make the group more enjoyable for all participants. Over the course of the last two years, staff hosted the group online and in-person and at times, this caused some delays to the start of the group due to individuals arriving at different times and having to update all participants. Managing and making sure everyone engaged was difficult as individuals who joined by Zoom, called in so staff were unable to see participants faces. For individuals who primarily come to the group on Zoom, the questionnaire that required their feedback went unanswered, therefore staff wasn’t able to obtain a full report of how the group was helping individuals to feel confident with sharing their story. Managing both platforms can be complicated and it lacks the in-person connection. This group was held twice a month and even though there was a brainstorming session of topics to discuss, some members didn’t seem to come prepared to share based on the topic at the next group and this may be due to memory
or not fully being engaged in the group when people are calling in on Zoom. The last challenge was the number of participants, a very consistent group of individuals participated, however staff would like to do more outreach to engage potential group participants, in an effort make a positive impact for more individuals in the community.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
18 -25 years = 2 individuals; 26-59 years = 6 individuals; 60+ = 4 individuals.

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:
151

California Mental Health Services Authority (CalMHSA) - PEI 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.

In FY23, 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.

At present, the City has approximately $153,901 of unspent funds that were previously allocated to CalMHSA for this initiative. As a result, through this Annual Update, the Division is proposing to eliminate the allocation of local annual PEI funding for this initiative. Additionally, the Division will either utilize the previously allocated funds that are remaining at CalMHSA, to continue this initiative for a short-time, or to have the funds returned to the City for local use.

INNOVATION (INN)
The Innovation (INN) funding component is for s
hort-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 i
nitial 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 – J
une 2015 through this funding component:
• A Community Empowerment project for African Americans; • Services and supports for Ex-offenders re-enter ing 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; 152

• 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 INN Programs and FY23 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 allocated INN funding to participate in a Statewide Collaborative with other California counties to pilot a Mental Health Technology Project that made various technology-based mental health services and supports applications (Apps) locally available in Berkeley.

The Help@Hand Project was implemented to learn whether the use of Apps would increas e access to mental health services and supports; and whether it w ould lead to better outcomes.

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 of this project. Due to a need for additional community mental health supports as a result of the pandemic, the priority population for accessing Apps was changed from the original primary focus on TAY and Older Adults, to include anyone who either lived, work ed or attended 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 tim
e 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 153

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 was available through September 2023.

During the duration of the project there were 1,720 enrollees in MyStrength and 7,328 enrollees in HeadSpace.

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.

Each App company collected and provided reporting on various user data measures. Local usage data provided by each App is outlined on the following pages.

154

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: 2022-08-31
1,688
1,533
91% of enrolled
472
31% of activated 14%
65/472
3 4%
20/472
4 NA%
NA/472
NA
1 155

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: 2022-08-31
NA
NA
N
A

68.1%

40.5%

72.4%

25.8%

28.4%
2 156

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
3 157

Enrollment
Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
Nov 30 '23

0.0 5.0

10.0 15.0

5.96.3 12.5

8.0 12.712.712.7

12.9 13.0

11.713.1

13.2 13.2

2.0 13.213.2 13.313.5 13.6

3.2 13.8

13.9 4.1

5.0 14.0

4.9 3.7

5.1 4.13.9 3.6 3.63.8

5.2 3.8

5.2 3.8

14.2 3.7

2.8 1.3

14.2 3.9

5.3 4.0

5.3 14.3

3.4 10.4

5.44.8 5.45.44.9

6.1 4.94.5

2.11.5 2.0 2.0 2.6

3.0 2.1

5.56.0 3.5

4.9 2.1

4.2 4.2

2.0 2.5 1.91.9 1.9

2.2 5.0

1.9 5.6

2.2 1.9

5.6 1.92.2

5.9 2.21.92.4

4.4 1.82.3

5.2 5.75.2

2.4 5.8

3.0 Depth of Engagement per Active User
Average number of times your members have engaged with specific content categories per month Meditation Sleep Move Wakeup Focus ALL
If you have issues or questions on your organization’s report, please reach out to your customer success manager or contact [email protected].

Managing Anxiety
Basics
Letting Go of Stress
Basics 2
Sleep
Basics 3
Finding Focus
Pro | Level 1
Self-Esteem
Headspace 365
Acceptance
Balance
Handling Sadness
Navigating Change
Creativity

14.1%

10.8%

9.3%

5.3%

4.2%

3.8%

3.4%

2.5%

2.4%

2.4%

2.4%

2.3%

1.6%

1.6%

1.4%
Top 15 Courses
Percentage of sessions from courses over choosen period The Wake Up
Goodnight
Sleeping
Everyday Headspace
Doze
Falling Back to Sleep
Switching Off
Unguided
Rain on Rocks
Take 5 Cleansing Breaths
60 Seconds of Mindful Bre..

Treat Yourself to 5 Gentle..

Feel the Benefits of 5 Dee..
1-Minute Breathing Exerc..

Enjoy 5 Deep Breaths

9.3%

3.0%

2.4%

2.1%

1.8%

1.2%

1.2%

1.0%

0.9%

0.9%

0.8%

0.8%

0.8%

0.8%

0.8%
Top 15 Non-Courses
Percentage of sessions from non-course content over choosen period Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
Nov 30 '23
0 10,000
20,000
Media Starts
10,075
10,456
5,550
5,642
5,403
5,352
5,437
6,326
5,432
6,401
5,955
6,188
5,722
5,140
5,603
6,045
5,210
6,918
7,048
8,143
6,725
8,438
7,573
7,441
6,864
7,279
8,348
8,659
8,281
7,772
5,944
15,842
16,131
18,459
17,734
20,155
17,240
18,958
20,063
14,962
15,075
13,750
13,478
15,519
15,589
18,587
15,701
14,928
14,448
14,485
13,527
14,699
7,238
1,613
3,876
71 0
Engagement by Content Type
Number of times your members have engaged with specific content categories Meditation Sleep Move Wakeup Focus
Engagement Rate MAU
Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
0 500
1000
1500
MAU
0%
20%
40%
60%
80%
100%
Engagement Rate
1,158
1,171
1,148
1,167
1,237
1,278
1,350
1,399
1,428
1,280
1,445
1,292
1,214
1,189
1,170
1,357
1,428
1,362
1,202
1,133
1,491
665
697
257
9 60%
47%
24%27% 22% 21%
30%
19%
9%
17%
34%
16%
Monthly Active Users
MAU: Number of enrolled members who have engaged with at least 1 piece of content in Headspace in the previous 30 days
Engagement Rate: Percentage of total enrolled members who have engaged with at least 1 piece of content in Headspace in the previous 30 days
Engagement
Headspace Minutes in None
Total minutes using ALL Headspace content within
calendar year
Minutes Meditated in None
Total minutes using meditation content within calendar
year
Current Members
Number of people (employees) from my organization
enrolled to Headspace
Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
Nov 30 '23
0K
1K
2K
Newly Enrolled
1,837
104
128
108
301
417
291
156
145
165
443
596
561
958
533
127
51 53
48 51
67 91
85 15
0 0
1,837
104108
301291
145165
443561
958
533
5153 485167918515 0 0
New Enrollments
Number of new member enrollments by Month
For week view, weeks may include enrollments from prior/future month if these dates are in the chosen period; Week start is on Sunday and week end is on Saturday
Employee
City of Berkeley
158

Encampment-based Mobile 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 Options Recovery Services who was chosen through a competitive Request For Proposal (RFP) process.

The project will seek to learn whether on-site 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 i
mpact of how having individuals from the community help to provide services, shapes service delivery, and the participant satisfaction with services. The program will include an evaluation which will be reported on in future MHSA Plans and Annual Updates.

It is envisioned that the program will be implemented in early FY25.

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 R
eversion 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.

Outlined below is a description of the Loan Repayment Program that the Division is proposing to continue in this Annual Update, and the conti
nued annual transfer of funds from CSS to WET to
fund the Workforce Development Coordinator position.
159

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 given period of time.

In FY23, the first round of applications for this program were executed. The results of this program will be included in future Annual Updates and Three Year Plans.

Workforce Development Coordinator
Through the previously approved Three-Year Plan the Division proposed 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 position that was hired in early FY24, supports staff recruitment and retention for the Division; oversees Intern recruitment; and coordinates training and support for graduate level interns.

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 A
pril 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 160

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.

161

FY23 AVERAGE COST PER CLIENT*
*(Includes FY23 expenditures attributed to the MHSA Funding component)

COMMUNITY SERVICES & SUPPORTS
Program Name Approx. #
of Clients
Cost Average Cost
Per Client
Children’s FSP 12 $270,371** $22,531
Adult FSP 63 $738,190*** $11,717
Homeless FSP 47 $708,147 $15,066
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)

1,914

$2,211,958

$1,156

PREVENTION & EARLY INTERVENTION
Early Child Health and Wellness Program
(formerly Be A Star)
255 $33,871 $133
Supportive Schools Program 814 $93,676 $115
Living Well Project 73 $32,046 $439
LGBTQI Trauma Project 261 $100,000 $383
TAY Trauma Project 83 $32,046 $386
SoulSpace Project 35 $100,000 $2,857
Trauma Project for Latinx 339 $100,000 $295
High School Youth Prevention Program 244 $447,887 $1,836 Dynamic Mindfulness (DMIND) 616 $95,000 $154
African American Success Project 53 $141,475 $2,669
**Children’s FSP also incurred $115,873 in MediCal expenditures ***Adult FSP also incurred $534,552 in MediCal expenditures

162

BUDGET NARRATIVE
The enclosed budget provides estimated revenue and expenditures for this Annual Update.

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 FY25 Annual Update reflect an increase in MHSA funds, to what was previously estimated in the approved FY24-26 Three Year Plan.

The projected additional revenue in FY25, and savings from previous years (due to staff vac
ancies, slower start-ups
with new programs, etc.), will assist in providing funding to support MHSA programs and services over the next couple of years should the MHSA fund begin 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 FY26 Annual Update. 163

1A

APPENDIX A

PROGRAM BUDGETS

County: City of Berkeley Date: 6/24/24

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 FY24/25 Funding

1. Estimated Unspent Funds from Prior Fiscal Years 13,247,388 4,154,447 2,413,336 42,609 0

2. Estimated New FY2024/25 Funding 6,414,353 1,603,588 421,997

3. Transfer in FY 2024/25 (208,654) 208,654

4. Transfer Local Prudent Reserve in FY 2024/25

5. Estimated Available Funding for FY 2024/25 19,854,171 5,806,142 2,847,993 251,263 0 B. Estimated FY24/25 Expenditures 8,608,952 2,165,302 600,000 208,654 0 G. Estimated FY24/25 Unspent Fund Balance 11,245,219 3,640,840 2,247,993 42,609 0 H. Estimated Local Prudent Reserve Balance

1. Estimated Unspent Local Prudent Reserve on June 30, 2024 1,233,738

2. Contributions to the Local Prudent Reserve in FY2024/25 0

3. Distributions from the Local Prudent Reserve in FY2024/25 0

4. Estimated Local Prudent Reserve balance on June 30, 2025 1,233,738 FY 2024/25 Mental Health Services Act Annual Update
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
1

County: City of Berkeley Date: 6/24/24

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 2,173,000 2,173,000

2. Children's FSP 717,159 717,159

3. Homeless FSP 1,453,532 1,453,532

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 111,923 111,923

2. CSS System Development 2,786,471 2,786,471

3. 4.

5. 6.

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 1,158,212 1,158,212
CSS MHSA Housing Program Assigned Funds
Total CSS Program Estimated Expenditures 8,400,298 8,400,298 0 0 0 0 FSP Programs as Percent of Total 51.7%
FY 2024/25 Mental Health Services Act Annual Update
Community Services and Supports (CSS) Funding
Fiscal Year 2024/25
2

County: City of Berkeley Date: 6/24/24

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 450,280 450,280

2. Social Inclusion 10,000 10,000

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. Mental Health Promotion Campaign 100,000 100,000

7. 8.

9. 0 0

10. 0 0
PEI Programs - Early Intervention

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

12. High School Prevention Program 450,280 450,280

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

14. Dynamic Mindfullness 23,750 23,750

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

16. Supportive Schools 110,000 110,000

17. 18.

19. PEI Programs - Stigma & Discrimination

20. PEI Programs - Outreach for Incr. Recog. Of Mental Illness

21. PEI Administration 389,262 389,262
PEI Assigned Funds
Total PEI Program Estimated Expenditures 2,165,302 2,165,302 0 0 0 0 FY 2024/25 Mental Health Services Act Annual Update
Prevention and Early Intervention (PEI) Funding
Fiscal Year 2024/25
3

County: City of Berkeley Date: 6/24/24

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 600,000 600,000

2. 3.

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 600,000 600,000 0 0 0 0 FY 2024/25 Mental Health Services Act Annual Update
Innovations (INN) Funding
Fiscal Year 2024/25
4

County: City of Berkeley Date: 6/24/24

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 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 FY 2024/25 Mental Health Services Act Annual Update
Workforce, Education and Training (WET) Funding
Fiscal Year 2024/25
5

County: City of Berkeley Date: 6/24/24

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. 2.

3. 4.

5. 6.

7. 8.

9. 10.

CFTN Programs - Technological Needs Projects

11. 12.

13. 14.

15. 16.

17. 18.

19. 20.

CFTN Administration
Total CFTN Program Estimated Expenditures 0 0
FY 2024/25 Mental Health Services Act Annual Update
Capital Facilities/Technological Needs (CFTN) Funding
Fiscal Year 2024/25
6

1B

APPENDIX B

RESULTS BASED ACCOUNTABILITY (RBA)
FY23 BERKELEY MENTAL HEALTH DIVISION

MEASURES AND OUTCOMES

BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
*A single client may be served by multiple programs, but these are unduplicated numbers within each program **All but MCT and CAT & TOT include only clients who have gone through a service enrollment process ***HSHC reports data on the school year, so does not have data for Jul '22 - Dec '22 Berkeley Mental Health - Division-Level
Process Outcomes ("How much did we do?")
Unduplicated Clients Served (includes FSPs, CCT, FIT,
ERMHS, EPSDT, HSHC, Medical Services, and Wellness)701
13 49
47 56
63 92
178
244
317
645
699
Child
FSP
Wellness & Recovery
Homeless FSP
EPSDT
Adult FSP
FIT
CCT
HSHC***
Med Services
CAT & TOT**
MCT**
Clients Served, by Program*
Jul '22 - June '23
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.

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 1

5%
11%
5%
4%
14%
16% 17% 17%
9%
6-12 13-17 18-25 26-29 30-39 40-49 50-59 60-69 70+
BMH Demographics (Age)
Jul '22 - Jun '23 (n=444)
21%
65%
14%
0-20 21-64 65+
Medi-Cal Demographics (Age)
Jul '22 - Jun '23 (n=19,841)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 2

*
40%
43%
7% 7%
*
Other/ Unknown White Black or African
American
Hispanic or Latino Asian or Pacific
Islander
Alaska Native or
American Indian
BMH Demographics (Ethnicity)
Jul '22 - Jun '23 (n=444)
36%
23%
17%
14%
10%
<1%
Other/ Unknown White Black or African
American
Hispanic or Latino Asian or Pacific
Islander
Alaska Native or
American Indian
Medi-Cal Demographics (Ethnicity)
Jul '22 - Jun '23 (n=19,841)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 3

*Other includes multiple gender identities, non-conforming, female to male, intersex, queer, and other.

Smaller categories (n<11) combined to represent collective size. 52%
41%
3% 4%
Male Female Other* Missing, unknown, or prefer
not to answer
BMH Demographics (Gender Identity)
Jul '22 - Jun '23 (n=444)
51%
49%
Female
Male
Medi-Cal Demographics (Gender Identity)
Jul '22 - Jun '23 (n=19,841)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 4

Quality Outcomes ("How well did we do it?")
*LGBTQ+ includes lesbian, gay, bisexual, queer, multiple sexual orientations, questioning, and other. Smaller categories (n<11) combined to represent collective size. 87%
*
58%
94%
*
56%
Adu
lt FSP, 7 days
(n=15)
Child FSP, 7 days
(*)
Homeless FSP, 7
days (n=19)
CCT, 7 days
(n=16)
FIT, 7 days (*) CAT & TOT, 24 hrs
(n=87, *, 27)
Responsiveness of Service
% of discharges from hospitalization or subacute who had a follow up visit within 7 calendar days
Jul '22 - Jun '23
72%
9%
19%
Heterosexual LGBTQ+* Missing, unknown, or prefer not to answer
BMH Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n=444)
Sexual orientation data is not available for Medi-Ca l beneficiaries in Berkeley NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 5

39%
79%
89%
30 days 60 days 90 days
Adult FSP (n=67, 61, 61)
Jul '22 - Jun '23
50%
80%
90%
30 days 60 days 90 days
Child FSP (n=12, *, *)
Jul '22 - Jun '23
38%
51%
77%
30 days 60 days 90 days
Homeless FSP (n=31, 39, 39)
Jul '22 - Jun '23
29%
65%
85%
30 days 60 days 90 days
CCT (n=189, 169, 168)
Jul '22 - Jun '23
16%
53%
79%
30 days 60 days 90 days
FIT (n=100, 88, 90)
Jul '22 - Jun '23
Consistency of Service
% of clients with no service gap over 30/60/90
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 6

Impact Outcomes ("Is anyone better off?")
77%
100%
77%
86%
Adult FSP (n=22, 14, 13) Child FSP (n=*) Homeless FSP (n= *, 14, 13) CCT (n=27, 14, 14) % of clients with a reduction in psychiatric
emergency/inpatient/crisis stabilization
Jul '22 - Jun '23
53% 56%
100%
Adult FSP (n=16, 17, 17) Homeless FSP (n=*, 16, 16) CCT (n=*) % of clients with a decrease in incarceration days
Jul '22 - Jun '23
76%
89%
74% 81% 78%
Adult FSP (n= 57, 54,
55)
Child FSP (n= *) Homeless FSP (n=19,
24, 27)
CCT (n=156, 142, 149) FIT (n=96, 88, 87)
% of clients who had a primary care visit
Jul '22 - Jun '23
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 7

Data Source
Yellowfin, ETO,
Wellness Recovery
Group Attendance
Yellowfin, CAT
Contact Log
Yellowfin
Yellowfin
Yellowfin
Yellowfin
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.

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.
*note: clients used to calculate follow up rates
include those who didn’t receive outreach and
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)
% clients who had a primary care Of clients who completed 6 consecutive months % of clients with a decrease in
incarcerations
Of clients who completed six consecutive months
during the 12-month fiscal year, percentage with
a reduction in jail days, when comparing
% 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.

Available for:

Adult FSP, Children's FSP, Homeless

FSP CCT FIT
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 8

63 Clients Served
11 New Clients
BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
Adult Full Service Partnership (AFSP)
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 (ACT) 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.

Program Updates: In Fiscal Year 2021-2022, the Adult Full Service Partnership was not fully staffed, this has been remedied in FY 2022-23. *
71%
21%
*
Transition Age Youth Adult Older Adult Declined to Anwer (or Unknown)
Demographics (Age)
Jul '22 - Jun '23 (n=63)
54%
41%
* *
Black or African
American
White Asian or Pacific Islander Latino/a/x
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=63)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 9

57%
41%
*
Male Female Declined to Anwer (or Unknown)
Demographics (Gender Identity)
Jul '22 - Jun '23 (n=63)
81%
*
*
*
*
*
He
terosexual
Multiple sexual orientations
Bisexual
Queer
Questioning
Declined to Anwer (or Unknown)
Demographic (Sexual Orientation)
Jul '22 - Jun '23 (n=63)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 10

6.7 5.1
Average # of service hours per client per month Average # of services per client per month Average Monthly Services per Client
Jul '22 - Jun '23 (n=63)
991
Average Number of Days in FSP
Jul '22 - Jun '23 (n=63)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 11

Quality Outcomes ("How well did we do it?")
60%
% of clients and/or their caregivers who
receive an average of four or more
face-to-face outpatient visits per month
Jul '22 - Jun '23 (n=63)
39%
% of clients with no service gap of
over 30 days
Jul '22 - Jun '23 (n=61)
*
*
Same level (FSP) Lower level (service team)
Clients Transferred to Another Program, by Level of
Care
Jul '22 - Jun '23 (n=12)
*
*
*
*
*
*
Clients Closed, by Reason Closed
Jul '22 - Jun '23 (n=12)Client Dissatisfied
Discharge/Administrative
Reasons
Client Incarcerated
Client Withdrew: AWOL, AMA,
Treatment Partially
Completed
Client Withdrew: AWOL, AMA,
No Improvement
Discharge/Program Unilateral
Decision
Client Died
Other
Service Consistency
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 12

Impact Outcomes ("Is anyone better off?")
87%
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
Jul '22 - Jun '23 (n=15)
*
% of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units
Jul '22 - Jun '23 (n=13)
*
% of clients who had a
reduction in jail days
Jul '22 - Jun '23 (n=17)
76%
% of clients with a primary care
visit
Jul '22 - Jun '23 (n=55)
Client Outcome
65%
73%
Ho
spitalizations Hospitalization days
% of clients with a decrease in hospitalizations/hospital days
Jul '22 - Jun '23 (n=26)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 13

# of clients transferred to another
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
Data SourceDefinitionMeasure
# clients served Total clients served Yellowfin
Clients who were not served by the program in
the previous fiscal year Yellowfin# of new clients opened for ongoing services% of clients and/or their caregivers
who receive an average of four or
more face-to-face outpatient visits
per month
Clients must be been open to a provider for at
least 30 days in order to be included in this
metric. Phone contacts are included during the
pandemic. Days in subacute or jail not counted,
but services are counted.

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

Yellowfin
% of discharges from
hospitalization or subacute who
had a follow up visit with FSP staff
within 7 and within 30 calendar
days
Follow-up rates for individuals open to Level 1
providers at the time of mental health hospital
discharge.
*note: clients used to calculate follow up rates
include those who didn’t receive outreach and
those who were lost to follow up (e.g. not
contactable, not responsive)
Yellowfin
#/% of clients closed, by reason
closed
Discharge reason for clients discharged during
the reporting period 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 Child or Adult Needs
and Strengths Assessment (CANS/ANSA), what
percentage of them had an assessment at least
every six months?
Objective Arts
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 medical
services (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
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 14

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

Only available for fiscal years.

Yellowfin
% of clients with a primary care
visit
Of clients who completed 6 consecutive months
during the fiscal year, percentage who had an
appointment with a
Anthem/Alliance/Community Health Center
Network (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 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 who had a reduction
in jail days
Of clients who completed six consecutive months
during the 12-month fiscal year, percentage with
a reduction in jail days, when comparing
unduplicated days from the 12 months prior to
the fiscal year to the current 12-month fiscal year.

Excludes clients if out of community (in hospital
and/or subacute) for six or more months during
the current fiscal year or the prior fiscal year.

Yellowfin
% of clients who had a reduction
in psychiatric emergency
services/inpatient/crisis
stabilization units
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 15

178
Clients Served
23 New Clients
Process Outcomes ("How much did we do?")
BMH RBA Report FY 2023
Reporting Period: July 2022 - June 2023
Comprehensive Community Treatment Team (CCT)
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.

Program Update:

The CCT program experienced a lot of staffing and supervision changes in 2023, and was not fully staffed during this reporting period CCT team.
*
*
21% 20%
22%
19%
10%
18-25 26-29 30-39 40-49 50-59 60-69 70+
Demographics (Age)
Jul '22 - Jun '23 (n=178)
45%
38%
11%
* * *
White Black or
African
American
Asian or
Pacific
Islander
Hispanic or
Latino
Alaska Native
or American
Indian
Other
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=178)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 16

3.3 3.5
Average # of service hours per client per month Average # of services per client per month Average Monthly Services per Client
Jul '22 - Jun '23 (n=178)
51%
42%
* *
Male Female Other* Missing or Prefer not to
answer
Demographics (Gender Identity)
Jul '22 - Jun '23 (n=178)
74%
10% 16%
Heterosexual LGBTQ+ Missing or Prefer not to answer
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n=178)
*Other includes female to male, multiple gender identities, non-conforming, and other. *LGBTQ+ includes lesbian,gay, bisexual,queer, multiple sexual orientations, and other.

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 17

Quality Outcomes ("How well did we do it?")
94% 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
Jul '22 - Jun '23 (n=16)
*
*
*
*
*
*
*
*
*
*
*
Clients Closed, by Reason closed
Jul '22 - Jun '23 (n=41)
Discharge/Administrative Reasons
Mutual Agreement/Treatment Goals Reached
Mutual Agreement/Treatment Goals Partially
Reached
Client Withdrew: No Improvement
Client Incarcerated
Client Dissatisfied
Client Died
85%
% of clients with no service gap of over 90 days
Jul '22 - Jun '23 (n=168)
Service Consistency
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 18

Impact Outcomes ("Is anyone better off?")
* * * *
Higher level (FSP) Same level (service
team)
Lower level
(outpatient)
Other MH Residential
Treatment
Clients Transferred to Another Program, by Level
of Care
Jul '22 - Jun '23 (n=12)
78% 78%
Hospitalizations Hospitalization days
% of clients with a decrease in
hospitalizations/hospital days
Jul' 22 - Jun '23 (n=27)
86%
% of clients who had a
reduction in psychiatric
emergency
services/inpatient/crisis
stabilization units
Jul '22 - Jun '23 (n= 14)
*
% of clients with a decrease in
jail days
Jul '22 - Jun '23 (n= 7)
81%
% of clients with a primary
care visit
Jul '22 - Jun '23 (n=149)
Client Outcome
Improvements
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 19

Data Source
#/% of clients closed, by reason closed Discharge reason for clients discharged during the reporting period Yellowfin
#/% of clients transferred to another
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 with no service gap of
over 90 days
% 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 mental health hospital
discharge.
*note: clients used to calculate follow up rates
include those who didn’t receive outreach and
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 Child or Adult
Needs and Strengths Assessment (CANS/ANSA),
what percentage of them had an assessment at
least every six months?
Objective Arts
# 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
Average of hours of service in a month divided
by clients served in a month. Includes all services
recorded for clients. Does not include medical
services (MAA)
Yellowfin
Measure Definition
# clients served Total clients served Yellowfin
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 20

Of clients who completed six consecutive
months during the 12-month fiscal year,
percentage with a reduction in jail days, when
comparing unduplicated days from the 12
months prior to the fiscal year to the current 12-
month fiscal year. Excludes clients if out of
community (in hospital and/or subacute) for six
or more months during the current fiscal year or
Yellowfin
Yellowfin
Of clients who completed 6 consecutive months
during the fiscal year, percentage who had an
appointment with a
Anthem/Alliance/Community Health Center
Network (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
% of clients with a decrease in jail days
% of clients with a decrease in
hospitalizations/hospitalization days
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.

Only available for fiscal years.

Yellowfin
% of clients who had a reduction 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
Yellowfin
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 21

92 Clients Served
2 New Clients
Process Outcomes ("How much did we do?")
Focus on Independence Team (FIT)
BMH RBA Report FY 2023
Reporting Period: July 2022 - June 2023
* * * 12%
23%
33%
22%
18-25 26-29 30-39 40-49 50-59 60-69 70+
Demographics (Age)
Jul '22 - Jun '23 (n=92)
51%
36%
* * *
White Black or African
American
Asian or Pacific Islander Hispanic or Latino Other
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=92)
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.

Program Updates The FIT program experienced a Manager transition, with the new Manager joining the staff in February 2023.

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 22

56%
41%
* *
Male Female Other* Missing
Demographics (Gender Identity)
Jul '22 - Jun '23 (n=92)
86%
* *
Heterosexual LGBTQ+* Missing or prefer not to answer
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n=92)
*Other includes intersex and other.
*LGBTQ+ includes gay, questioning, and multiple sexual orientations.

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 23

Quality Outcomes ("How well did we do it?")
2 3
Average # of service hours per client per month Average # of services per client per month Average Monthly Services per Client
Jul '22 - Jun '23 (n=92)
51%
% of clients who have at least one completed
CANS/ANSA for each six-month period that they
are in the program
Jul '22 - Jun '23 (n=92)
79%
% of clients with no service gap of over 90 days
Jul '22 - Jun '23 (n=90)
Service Consistency
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 24

* *
*
Higher level (FSP) Same level (service team) Lower level (outpatient) Clients Transferred to Another Program, by Level of Care Jul '22 - Jun '23 (n< 11)
*
*
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
Jul '22 - Jun '23 (n<11)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 25

*
*
*
*
*
Clients Closed, by Reason Closed
Jul '22 - Jun '23 (n>11)
Client Died
Client Discharged/Program
Unilateral Decision
Mutual Agreement/Treatment
Goals Reached
Client Moved Out of Service Area
Other
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 26

Impact Outcomes ("Is anyone better off?")
* *
Hospitalizations Hospitalization days
% of clients with a decrease in hospitalizations/hospital days Jul '22 - Jun '23 (n< 11)
78%
% of clients with a primary care visit
Jul '22 - Jun '23 (n=87)
Client Outcome Improvements
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 27

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
Average of hours of service in a month divided by
clients served in a month. Includes all services
recorded for clients. Does not include medical
services (MAA)
Yellowfin
Average # of services per client per
month
Average services in a month divided by clients served
in a month. Includes all services recorded for clients.

Note: more than one service can be provided during
a single contact. Does not include MAA
Yellowfin
% of clients who have at least one
completed CANS/ANSA for each six-
month period that they are in the
program
Of clients with a completed Child or Adult Needs and
Strengths Assessment (CANS/ANSA), what percentage
of them had an assessment at least every six months?
Objective Arts
% of clients with no service gap of over 90
days
% 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 mental health hospital
discharge.
*note: clients used to calculate follow up rates
include those who didn’t receive outreach and those
Yellowfin
#/% of clients closed, by reason closed Discharge reason for clients discharged during the reporting period Yellowfin
#/% of clients transferred to another 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
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 28

Yellowfin
Of clients who completed 6 consecutive months
during the fiscal year, percentage who had an
appointment with a Anthem/Alliance/Community
Health Center Network (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
% of clients with a decrease in
hospitalizations/hospitalization days
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. Only available for fiscal years.

Yellowfin
% of clients who had a reduction 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
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 29

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 30

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 31

244
Clients Served
BMH RBA Report FY 2023
Reporting Period: July 2022 - June 2023
Process Outcomes ("How much did we do?")
High School Health Center (HSHC)
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.

Program Updates
HSHC hired two new full time staff and onboarded 3 master's- level interns in the 2022-2023 school year. This allowed the team to serve more clients and restart groups. HSHC had significant challenges with their EHR, resulting in barriers to quality control. 24%
76%
0-
15 Years 16- 25 Years
Demographics (Age)
Jul '22 - Jun '23 (n= 244)
18%
20%
*
22%
11%
22%
*
More than
one race
Black or
African
American
Prefer not to
answer
White Asian Other Alaska Native
or American
Indian
Demographics (Ethnicity)
Jul '22 - Jun '23 (n= 244)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 32

55%
31%
12%
Female Male Gender nonconforming,
transgender, genderqueer
Demographics (Gender Identity)
Jul '22 - Jun '23 (n= 244)
49%
*
*
13%
*
*
21%
Heterosexual
Queer
Gay or Lesbian
Bisexual
Questioning or Unsure
Another Sexual Orientiation
Declined to Answer (or Unknown)
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n= 244)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 33

Quality Outcomes ("How well did we do it?")
0%
0%
1%
2%
2%
3%
11%
11%
70%
Family therapy
AOD counseling/info
Case management
Other behavioral health
services
Crisis intervention
Academic counseling
Group therapy
Intake assessment
Individual therapy
Services Provided by Service Type
Jul '22 - Jun '23 (n=1613)
Note that multiple services could be provided in one visit (e.g. crisis assessment and referral) so total ser
vices by type is greater than total encounters.
95%
% referrals to HSHC followed up within one week
Jul '22 - Jun '23 (n=359)
8%
% of school population served
Jul '22 - Jun '23 (n=3,253)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 34

60%
58%
63%
Depression Trauma Substance use
% of clients screened for depression, trauma, and
substance use
Jul '22 - Jun '23 (n=244)
100% 100% 98%
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
Client Satisfaction
(% of clients who agree that "HSHC staff...")
Jul '22 - Jun '23 (n=109, 107, 99)
97% 99%
Is easy to get help from when I need it Helps me to meet many of my health needs Able to Receive Needed Care
(% of clients who agree that "The HSHC...")
Jul '22 - Jun '23 (n=110, 104)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 35

Data Source
% of school population served Unique clients served by HSHC divided by total student population of BHS and BTA.

NextGen;
DataQuest
% of clients able to receive needed care
% 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
% 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
% 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.

NextGen
% 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.

Jotform
# clients served Total clients served NextGen
# of services provided by service type
# of services coded as behavioral_service with
codes BHSV1-8. Key code accompanies NextGen
data. Each incident could include more than one
service provided.

NextGen
Measure Definition
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 36

56 Clients Served
25 New Clients
Process Outcomes ("How much did we do?")
Early and Periodic Screening, Diagnostic and Treatment (EPSDT) BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
Program Description: The 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.
*
63%
*
6-12 13-17 18-25
Demographics (Age)
Jul '22-Jun '23 (n=56)
36%
23% 21%
*
* *
Black or African
American
White Hispanic or
Latino
Alaska Native or
American Indian
Asian or Pacific
Islander
Other or
Unknown
Demographics (Ethnicity)
Jul '22-Jun '23 (n=56)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 37

Note: Other includes Multiple gender identities and Non-conforming Note: *LGBTQ+ includes gay, questioning, and other.

0.79 # of collateral hours per client
Collateral Services
Jul '22-Jun '23 (n=56)
From July 2022 - June 2023, the EPSDT program provided
711.6 hours of individual therapy
37% *
*
Heterosexual Missing LGBTQ+
Demographics (Sexual Orientation)
Jul '22-Jun '23 (n=56)
44%
27%
24%
Female Male Missing or Other
Demographics (Gender Identity)
Jul '22-Jun '23 (n=56)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 38

Impact Outcomes ("Is anyone better off?")
Quality Outcomes ("How well did we do it?")
27%
13%
Fully met goals Partially met goals
Discharged Clients Who Met Their Mental Health Goals
Jul '22-Jun '23 (n=15)
98%
% of clients who have at least one
completed CANS for each six-
month period that they are in the
program
Jul '22-Jun '23 (n=56)
13%
% of clients with at least one
session per month
Jul '22-Jun '23 (n=55)
34%
% of clients who had collateral
sessions
Jul '22-Jun '23 (n=56)
Service Consistency
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 39

Measure Definition Data Source
# of individual therapy hours
provided
Total individual therapy hours recorded for clients.

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

Yellowfin
# clients served Total clients served Yellowfin
# of new clients Clients who were not served by the program in the previous fiscal year Yellowfin
Percent of discharged clients who had a
discharge reason of either "Mutual
Agreement/Treatment Goals Reached" or
"Mutual Agreement/Treatment Goals Partially
Reached"
Of clients who were discharged
from the program, #/% who met
mental health goals
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 for each six-
month period that they are in the
program
Of clients with a completed Child or Adult Needs
and Strengths Assessment (CANS/ANSA), what
percentage of them had an assessment at least
every six months?
Objective Arts
% of clients with at least one
session per month
Of clients with a recorded visit, what percentage
of them had at least three visits for each full
month they were enrolled in the program? Does
not include months when clients enrolled or
exited the program. Visits include all service
categories except medical services (MAA).

Yellowfin
Total clients who received collateral sessions
divided by all clients. Includes all clients with
recorded procedures in the "Collateral" category.

Yellowfin% of clients who had collateral
sessionsNOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 40

13 Clients Served
9 New Clients
Process Outcomes ("How much did we do?")
Child Full Service Partnership (CFSP)
BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
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.

Program Updates: For all time periods in this report, the CFSP team was not fully staffed. This affected both the total number of clients that the program was able to serve, as well as the monthly services provided. *
*
*
6-12 13-17 18-25
Demographics (Age)
Jul '22 - Jun '23 (n=13)
*
*
* * *
Black or African
American
Hispanic or Latino White Asian or Pacific
Islander
Alaska Native or
American Indian
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=13)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 41

* *
*
Female Male Missing or unknown
Demographics (Gender Identity)
Jul '22 - Jun '23 (n=13)
*
*
*
Heterosexual LGBTQ+ Missing
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n=13)
*LGBTQ+ includes gay, questioning, and other.

NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 42

10 7
Average # of service hours per client per month Average # of services per client per month Average Monthly Services per Client
Jul '22 - Jun '23 (n=13)
460
Average # of days in FSP per client
Jul '22 - Jun '23 (n=13)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 43

Quality Outcomes ("How well did we do it?")
*
% of clients who have at least one completed
CANS/ANSA for each six-month period that they are
in the program
Jul '22 - Jun '23 (n< 11)
69%
% of clients and/or their caregivers who receive an
average of four or more face-to-face outpatient
visits per month
Jul '22 - Jun '23 (n=13)
*
% of discharges from hospitalization or subacute who had a follow up visit with CFSP staff within 7 business days
Jul '22 - Jun '23 (n< 11)
*
% of clients with no service gap of over 30 days
Jul '22 - Jun '23 (n< 11)
Service Consistency
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 44

Impact Outcomes ("Is anyone better off?")
*
% of clients who had a reduction in stays/days in psychiatric emergency services/inpatient/crisis stabilization units Jul '22 - Jun '23 (n< 11)
Client Outcome Improvements
89%
% of clients with connection to primary care
Jul '22 - Jun '23 (n< 11)
*
*
*
*
*
*
Jul '22 - Jun '23 (n< 11)
Mutual Agreement/ Treament Goals Partially
Reached
Client Withdrew: AWOL, AMA, No Improvement
Client Dissatisfied
Administrative Reasons
Client Withdrew: AWOL, AMA, Partial
Improvement
Other
* *
Hospitalizations Hospitalization days
% of clients with a decrease in hospitalizations/hospital days
Jul '22 - Jun '23 (n< 11)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 45

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
Average of hours of service in a month divided by
clients served in a month. Includes all services recorded for clients. Does not include medcation services (MAA).

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

Note: more than one service can be provided during a
single contact. Does not include MAA
Yellowfin
% of clients 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 Child or Adult Needs and
Strengths Assessment (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
Yellowfin
Follow-up rates for individuals open to Level 1 providers at the time of mental health hospital discharge.
*note: clients used to calculate follow up rates include those who didn’t receive outreach and those who
were lost to follow up (e.g. not contactable, not
responsive)
% of discharges from hospitalization or
subacute who had a follow up visit with
FSP staff within 7 business days
% of clients with a primary care visit
Of clients who completed 6 consecutive months during
the fiscal year, percentage who had an appointment
with a Anthem/Alliance/Community Health Center
Network (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
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 46

% of clients with a decrease in
hospitalization days/admissions
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. Only available for fiscal years.

Yellowfin
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 47

BMH RBA Report FY 2023
Reporting Period: June 2022 - July 2023
700
Clients Served
978
Incidents Responded To
Mobile Crisis Team (MCT)
Process Outcomes ("How much did we do?")
Program Description
The Mobile Crisis Team (MCT) serves residents of
Berkeley, from 11:30am-10pm each day of the
week when fully staffed (1 Supervisor + 3 Full
Time Clinicians). It provides crisis interventions,
including but not limited to 5150 evaluations,
consultations, and referrals/linkages.

Program Updates
Since 2019, the MCT has had only 2 FT clinicians
and no supervisor. As a result, the program has
not been able to operate at full capacity.
3%
7%
12%
20%
4%
54%
<18 18-25 26-40 41-70 >70 Not Reported
Demographics (Age)
Jul '22- Jun '23 (n=700)
54%
24%
15%
4% 3% *
Other White Black or African
American
Asian or Pacific
Islander
Hispanic or Latino More than one
race
Demographics (Ethnicity)
Jul '22- Jun '23 (n=700)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 48

BMH RBA Report FY 2023
Reporting Period: June 2022 - July 2023
From June 2022 - July 2023, the MCT program
performed 189 5150 Evaluations
46%
40%
*
*
Male Female Unknown Transgender
Demographics (Gender Identity)
Jul '22- Jun '23 (n=700)
70%
21%
7%
Phone Field Other (incl. office and home)
Client Contacts Made by Contact Type
Jul '22 - Jun '23 (n=978)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 49

BMH RBA Report FY 2023
Reporting Period: June 2022 - July 2023
1%
8%
1%
1%
2%
3%
14%
13%
16%
20%
28%
Fo
llowup
City of Berkeley
Berkeley Fire
Department
Merchant
UC Police
Department
Berkeley
Mental Health
Citizen
Self
Family
Other
Berkeley Police
Department
Referrals by Referring Party
Jul '22 - Jun '23 (n=978)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 50

BMH RBA Report FY 2023
Reporting Period: June 2022 - July 2023
Impact Outcomes ("Is anyone better off?")
Quality Outcomes ("How well did we do it?")
80%
% of 5150 evaluations that did not result in transportation to a receiving facility for further evaluation Results of 5150 Evaluations
Jul '22 - Jun '23 (n=189)
61%
8% 6%
Clients with 1 intervention Clients with 2 interventions Clients with >2 interventions Number of Interventions per Client
Jul '22 - Jun '23 (n=700)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 51

BMH RBA Report FY 2023
Reporting Period: June 2022 - July 2023
Number of interventions per client
# of client contacts made, by
a. F
ield contacts
b. Phone contacts
c. Other
MCT Incident Log
# of crisis services referrals made to the MCT, by referring party (i.e. Berkeley Police Department, Berkeley Fire
Department, Berkeley Mental Health, community, etc.)
MCT Incident Log
Total number of incidents with 5150 Evaluations of any sort MCT Incident Log % of 5150 evaluations that did or did not result in
transportation to a receiving facility for further evaluation MCT Incident Log % of clients who had one, two, or more than two
interventions on separate dates requiring service MCT Incident Log # of client contacts made
# of referrals by referring party
# of 5150 evaluations conducted
Results of 5150 Evaluations
Measure Definition Data Source
# clients served Total unique clients served MCT Incident Log NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 52

Crisis, Assessment, and Triage/Transitional Outreach Team (CAT/TOT) 645
Clients Served
1425
Contacts
BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
Process Outcomes ("How much did we do?")
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 the clinic, as well as via the team phone line.

Program Updates
The program expanded their walk-in hours from 3 hours to 5 hours in June 2023. Due to the increase in new clients, there has been limited staff capacity for follow up services. *
7%
16%
24%
*
47%
<18 18-25 26-40 41-70 >70 Unknown
Demographics (Age)
Jul '22 - Jun '23 (n=645)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 53

Note: "Other" includes those marked as "Other." Unknown includes those marked as "Unknown" or missing due to clients not disclosing, clinician unable to make the determination, or a crisis situation not allowing for more comprehensive data collection. Sexual orientation data not available.
47%
23% 20%
5% 4% 2%
Other/Unknown White Black or African
American
Hispanic or Latino Asian or Pacific
Islander
More than one
race
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=645)
42%
38%
*
1%
Male Female Unknown Transgender
Demographics (Gender Identity)
Jul '22 - Jun '23 (n=645)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 54

Quality Outcomes ("How well did we do it?")
24%
11%
65%
Clien
ts who received visit within 24
hours
Clients who received visit after 24 hours No follow up
Follow-up after hospitalization
Jul '22 - Jun '23 (n=38)
34%
66%
Recorded contact No recorded contact
MCT contacts who had a CAT attempt to contact
Jul '22 - Jun '23 (n=1425)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 55

Measure Definition Data Source
# clients served Total clients served MCT & CAT
Incident Log
% of MCT contacts who had a CAT
attempt to contact
Of Client IDs in MCT contact log, % which also have
record in CAT contact log. Reasons for no contact may
include no viable contact information or client declined contact.

MCT & CAT
Incident Log
# of documented contacts Total number of documented incidents MCT & CAT Incident Log
% of clients who receive a visit
(phone contact with client or
hospital service provider) in the 24
hours after hospitalization
% of clients who receive a visit (phone contact with client or hospital service provider) in the 24 hours after
hospitalization. Reasons for no follow up may include no viable contact information, client was not amenable to
follow-up services, or the client is already connected to follow-up services provided by another agency.

MCT & CAT
Incident Log
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 56

47 Clients Served
11 New Clients
BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
Process Outcomes ("How much did we do?")
Homeless Full Service Partnership (HFSP)
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.

Program Updates: HFSP began offering services during Fiscal Year 2021- 22, and therefore was growing their caseload. They additionally had some staffing transitions in the second half of FY 2022-23 but are now fully staffed.
89%
11%
Adult Older Adult
Demographics (Age)
Jul '22 - Jun '23 (n=47)
62%
28%
* * *
Black or African
American
White Asian or Pacific
Islander
Latino/a/x Declined to answer
(or Unknown)
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=42)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 57

70%
30%
Male Female
Demographics (Gender Identity)
Jul '22 - Jun '23 (n=47)
64%
* *
*
Heterosexual Bisexual Gay Decline to answer (or
unknown)
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n=42)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 58

8 5
Average # of service hours per client per month Average # of services per client per month Average Monthly Services per Client
Jul '22 - Jun '23 (n=42)
425
Average Number of Days in FSP
Jul '22 - Jun '23 (n=42)
*
*
Same level (FSP) Lower level (service team)
Clients Transferred to Another Program, by Level of Care Jul '22 - Jun '23 (n>11)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 59

Quality Outcomes ("How well did we do it?")
58%
79%
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
Jul '22 - Jun '23 (n=19)
80%
% of clients who have at least
one completed CANS/ANSA
for each six-month period that
they are in the program
Jun'23 - Jul '23 (n=40)
50%
% of clients and/or their
caregivers who receive an
average of four or more face-
to-face outpatient visits per …
Jul '22 - Jun '23 (n=40)
38%
% of clients with no service gap
of over 30 days
Jul '22 - Jun '23 (n=39)
*
*
**
*
*
Clients Closed, by Reason Closed
Jul '22 - Jun '23 (n>11)
Client Died
Client Moved Out of Service Area
Client Dissatisfied
Client Withdrew: AWOL, AMA, No
Improvement
Client Withdrew: AWOL, AMA,
Treatment Partially Completed
Other
Service Consistency
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 60

Impact Outcomes ("Is anyone better off?")
77%
% of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units
Jul '22 - Jun '23 (n=13)
56%
% of clients who had a
reduction in jail days
Jul '22 - Jun '23 (n=16)
74%
% of clients with a primary care
visit
Jul '22-Jun '23 (n=27)
Client Outcome
75% 75%
Ho
spitalizations Hospitalization days
% of clients with a decrease in
hospitalizations/hospital days
Jul '22 - Jun '23 (n=12)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 61

% 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 Child or Adult Needs
and Strengths Assessment (CANS/ANSA), what
percentage of them had an assessment at least
every six months?
Objective Arts
% of clients and/or their caregivers
who receive an average of four or
more face-to-face outpatient visits
per month
Clients must be been open to a provider for at
least 30 days in order to be included in this
metric. Phone contacts are included during the
pandemic. Days in subacute or jail not counted,
but services are counted.

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

Yellowfin
% of discharges from
hospitalization or subacute who
had a follow up visit with FSP staff
within 7 and within 30 calendar
days
Follow-up rates for individuals open to Level 1
providers at the time of mental health hospital
discharge.
*note: clients used to calculate follow up rates
include those who didn’t receive outreach and
those who were lost to follow up (e.g. not
contactable, not responsive)
Yellowfin
#/% of clients closed, by reason
closed
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 medical
services (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
# 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
Measure Definition Data Source
Discharge reason for clients discharged during
the reporting period Yellowfin
# of clients transferred to another
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
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 62

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

Excludes clients if out of community (in hospital
and/or subacute) for six or more months during
the current fiscal year or the prior fiscal year.

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

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

Only available for fiscal years.

Yellowfin
% of clients with a primary care
visit
Of clients who completed 6 consecutive months
during the fiscal year, percentage who had an
appointment with a
Anthem/Alliance/Community Health Center
Network (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
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 63

317
Clients Served
Medical Services
Process Outcomes ("How much did we do?")
BMH RBA Report FY 2023
Reporting Period: June 2023 - July 2023
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.

Program Updates The team has experienced staffing changes, with only 1 of 5 nursing positions currently filled. Nurses are the primary staff person who connects clients to PCPs. Office staff have been working hard to support clients in attending
appointments, including reminders, coordinating with case managers to schedule appointments at times that work for the client, and offering phone visits.
4% 4%
18%
20% 18%
23%
12%
18-25 26-29 30-39 40-49 50-59 60-69 70+
Demographics (Age)
Jul '22 - Jun '23 (n=369)
44% 44%
7% * * *
Black or African
American
White Asian or Pacific
Islander
Hispanic or Latino Alaska Native or
American Indian
Other
Demographics (Ethnicity)
Jul '22 - Jun '23 (n=317)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 64

Quality Outcomes ("How well did we do it?")
Impact Outcomes ("Is anyone better off?")
48%
% of clients connected to a PCP
Jul '22 - Jun '23 (n=369)
72%
% of appointments kept
Jul '22 - Jun '23 (n=369)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 65

% of clients connected to a primary
care provider
Of total clients, % who had Primary Care
Practitioner (PCP) listed in Primary Care Tracker at
least one month during the reporting period.

Primary Care
Provider Tracker
# clients served
Total clients served. Due to the discrepancy
between client counts in Yellowfin and internal
documents, Yellowfin is used for overall client
count while internal totals are used for specific
measures.

Yellowfin
% of appointments kept Of scheduled appointments, % which were kept during the reporting period
MD Attendance
Tracker
Measure Definition Data Source
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 66

49 Different groups
convened
BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
Process Outcomes ("How much did we do?")
Wellness & Recovery Services
Participants
served
710
Participants who meet
requirements for
"Telling Your Story"
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 Peers Organizing Community Change (POCC), Card Groups, Mood Groups, Walking Groups, and field trips.

Program Updates The Wellness Recovery Team added two Social Services Specialist positions to the program. Adding these positions made more people aware of the wellness groups, events and support that the clinic has to offer. 84 JUL '22 - JUN '23

WELLNESS GROUP
MEETINGS ACROSS 7

DISTINCT GROUPS
10 17
9 22
13 12
1 B -POCC MEETING

CARD GROUP

MOOD GROUP

TELLING YOUR STORY

WALKING GROUP

WELLNESS RECOVERY

ACTIVITIES

POCC ANNUAL

COMMUNITY EVENT

WELLNESS GROUP

MEETINGS
JUL '22 - JUN '23 (N=84)
67

Quality Outcomes ("How well did we do it?")
68%
% of participants who return for group events
Total Returning Participants
Jul '22 - Jun '23 (n=49)
86%
75%
33%
90%
40%
56%
B-P
OCC Meeting Card Group Mood Group Telling Your Story Walking Group Wellness Recovery
Activities
% Repeat Attendees for Wellness Groups
Jul '22 - Jun '23 (n=38)
68

% of participants reporting
feeling less shame about their
experiences and challenges
Percentage of survey respondents who
agree or strongly agree that they feel less
shame about their experiences and
challenges
Telling Your Story Survey
% of participants reporting
recognizing progress in their
recovery
Percentage of survey respondents who
agree or strongly agree that they
recognize progress in their recovery
Telling Your Story Survey
# 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 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
Average # of group events held
per 6 months Total number of meetings held
Wellness Recovery
Group Attendance
Tracker
Measure Definition
# participants served Total # of participants served
Data Source
Wellness Recovery
Group Attendance
Tracker
69

1C

APPENDIX C

PREVENTION AND EARLY INTERVENTION
FY23 ANNUAL EVALUATION REPORT

City of Berkeley Mental Health
Mental Health Services Act
(MHSA)
Prevention and Early
Intervention (PEI)
FY22/23
Annual Evaluation Report

INTRODUCTION
Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) funds are to be utilized 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 St ate requirements, mental hea lth 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 FY25 Annual Update, the Prevention and Early Intervention (PEI) Fiscal Years 2022/2023 (FY23) Annual Evaluation Report is due.

This PEI FY23 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.

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 included community
agency programs funded through the MHSA Prevention & Early Intervention Community Education & Supports program. Through this initiative the Department worked with each contractor to envision, clarify 1

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 FY2 1 and FY22 RDA worked with the Division to implement the RBA research methodology and to identify data measures.

Through this evaluation, RBA outcomes in FY23 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 – Reduce 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 – R
educe 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 – Red uce stigma and discrimination affecting individuals 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 tha t 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

• 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 – Individuals who are at risk of 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 needs 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 pla
n was 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 State 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 Program

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
P
opulations
High School Youth Prevention
Project

Mental and Emotional
Education Team

Dynamic Mindfulness Program

African American Success
Project

 At-Risk Children, Youth and
Young Adult Populations
 Disparities in Access to
Mental Health services
 Psycho-so
cial Impact of
Trauma

• Trauma Exposed
• Children and Youth in
Stressed Families
• Children and Youth at Risk
f
or 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
F
amilies
• Children and Youth at Risk
for School Failure

3

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 FY23

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. Mental Health jurisdictions are now required 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:

4

PREVENTION
Activities to reduce risk factors for developing a
p
otentially 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.
5

STIGMA and DISCRIMINATION REDUCTION
Activities to reduce negative feelings, attitudes,
bel
iefs, 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.
6

Within each PEI program th
e 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.
7

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
pr
ogram
 Measure the impact of one or more of the
negative outcomes listed in the MHSA (suicide,
incarcerations, school failure or dropout,
unemployment, homelessness, removal of
children from their homes).
 Demonstrate th
e 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
(
participated at least once in Treatment)
 Measure average time 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)
8

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
 T
he 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 measur e
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.

9

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
10

(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

11

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, 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
• M
EET
• Af
rican 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
• M
EET
• Af
rican American Success
• Supportive Schools
• 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)
12

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 MHSOAC 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 are 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:
13

• 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
• Early Child Health and
Wellness Program
(formerly Be A Star)
• Supportive Schools

Childhood trauma prevention and early intervention to deal with the early origins of mental health needs.
• High School Youth
Prevention Project
• Mental and Emotional
Education Team
• Dynamic Mindfulness
P
rogram
• 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
&
Supports

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

Youth Engagement and Outreach Strategies that target secondary school and transition age youth, 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 FY23 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.

14

PEI Funded Children and Youth and TAY Services
Per MHSA regulations 51% of PEI funds are to be used on services and supports for Children, Youth, and TAY. Small counties, of which the City of Berkeley is considered, may elect to forego this regulation as long as a community vetted, locally approved justification is provided as to why children and youth services are funded at a lower level.

Since the initial PEI Plan, the City of Berkeley has allocated more than 51% of PEI funds to services and suppor
ts for children, youth and TAY as the majority of PEI funds has been utilized to serving these populations. All City of Berkeley PEI programs in FY25 will provide services for children and youth and/or Transition Age Youth. Five programs are in the Berkeley Unified School District (BUSD).

Programs and services funded with PEI funds that were approved to be continued in FY25 through the previously approved Three Year Plan, are outlined below by PEI Program type, along with FY23 data.

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.

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.

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

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

It is envisioned that this campaign will be implemented in FY25.

15

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:

Early Childhood Health and Wellness Program
The Early Childhood Health and Wellness Program (formerly the Be A Star project) has been a collaboration with the City of Berkeley’s Public Health Department since the initial PEI Plan. This program provides 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 FY23, a total of 2,339 children were screened through this program (255 at BUSD, and 2,084 at the Help Me Grow sites) however data was not collected on all individuals screened. Although all 2,339 of the 16

individuals that were either screened or were screened and received services, were aged 0-15, the other data elements were only collected on the 255 children screened at BUSD as follows:

DEMOGRAPHICS N=255
Age Groups
0-15 (Children/Youth) 100%
Race
American Indian or Alaska Native *
Asian 17%
Black or African American 30%
White 19%
More than one Race *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American/Chicano 25%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) 100%
Primary Language
English 51%
Spanish 18%
Declined to Answer (or Unknown) 31%
Disability
Declined to Answer (or Unknown) 100%
Gender: Assigned Sex at Birth
Male 44%
Female 56%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• On-site technical assistance visits to all Berkeley Help Me Grow providers continued and went well. • 2,339 ASQ developmental screenings were conducted in Berkeley, BUSD preschools and Berkeley H
elp Me Grow pediatric provider sites combined.
• Berkeley Help Me Grow sites conducted a total of 2,084 screenings, across all sites averaging a 20% increase in children screened from the previous year.
• Referrals to resources & follow-up: BUSD referred a total of 64 pr eschool students and Help Me Grow
providers referred 94 infants/children.
17

• Approximately 72% of all Help Me Grow referrals had their goals met.

Program Challenges:
• The Early Childhood Health and Wellness Public Health Nurse vacancy occurring in May 2023 and staffing vacancies/turnovers at the Berkeley Help Me Grow provider sites impacted the continuity of services, with the need to introduce/train/orient provider sites to ASQ implementation, tracking, and resource referrals for clients.
• Help Me Grow sites did not collect race/ethnicity, language spoken data, or gender; and BUSD did not collect specific ethnicity data, gender, sexual orientation for this age group. • There were delays in receiving the annual infographic data for Help Me Grow sites. The Help Me Grow Collaborative collects and analyzes the data from all Help Me Grow sites in Alameda County so it takes time to collect and synthesize the data and to receive the Berkeley specific data.

Beginning in FY25, the MHSA-PEI funding for this program will be discontinued, as the Public Health Division will be transitioning these program activities to be funded and housed programmatically under their Maternal, Child and Adolescent Health (MCAH) Program:
• The MCAH Program is a California Department of Public Health (CDPH) funded program committed to serving women, children, teens and their families by improving access to comprehensive, quality health care, and focusing on prevention and early intervention strategies. • Within MCAH, there are program requirements which align with the focus of early identification, assessment, treatment, and referral for children (ages 0-5) and their families that provides rationale for the shift to MCAH.
• As part of the MCAH scope of work, the focus on supporting early childhood development screenings will be able to be integrated with other programs that reside within the MCAH scope, such as the Berkeley Black Infant Health Program and Fatherhood Initiative.

Going forward, the Early Childhood Health and Wellness Program (ECHW) moved under the MCAH Program will address the MC
AH Child Priority Need: To optimize the healthy development of all children so they can flourish and reach their full potential with a child focus area to expand and support developmental screening.

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.
18

In FY23 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.

Supports for each school per each service provider, and numbers served in FY23 were as follows:

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

Bay Area Community Resources
(BACR)

644
• Bay Area Arts Magnet
(BAM)
• Washington
Child Therapy Institute 37
• Rosa Parks Lifelong Medical Care 133
Total 814

Information on services provided, successes, and challenges with each sub-contractor are outlined below:

Bay Area Community Resources (BACR): Bay Area Community Resources (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. BACR used many different therapy modalities as well as classroom support to develop skills and health. Additionally, the BACR Counselor 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 school staff on many issues and provided trauma informed coaching for teachers needing support. 19

BACR also made referrals to outside providers, parenting classes/support groups, crisis hotlines, and other programs.

Program Successes:
• A total of 644 individuals were served.
• 90% of youth in therapy showed improved emotional functioning and resiliency through t
he Ch
ild and Adolescent Needs and Strengths Assessment Tool (CANS) and/or Stages of Change scale. • 85% of students receiving classroom education reported gaining skills or knowledge. • 95% of Caregivers reported that they are satisfied with the services their children/family received.
• 100% of school personnel reported that BACR is a great partner and supports their goals.

Program Challenges:

The biggest challenge was the increase in cost to fund the program. These increases required the district to make cuts in other programming areas, as well as moving resources around to be able to continue providing ongoing services at the same rate as in the previous year. An additional challenge was ensuring that each school site had an equivalent 1.0 FTE BACR counselor at all BUSD elementary schools, as there was a shortage of credentialed therapist and counselors and BACR had to compete with other agencies for employees.

Child Therapy Institute (CTI): The Child Therapy Institute (STI) continued providing services at Bay Area Arts Magnet and Washington Schools.

Program Successes:

CTI staff met with 37 students individually and in groups.

Program Challenges:

There were few direct challenges, however, a significant challenge is the increase in the costs to fund the program. These increases required the district to make cuts in other programming areas, as well as to move resources around to be able to continue providing ongoing services at the same rate as in the previous year.

Lifelong Medical: A Licensed Clinical Social Worker (LCSW) and interns from Lifelong Medical provided individual counseling to students, family counseling, and mental health consultation to caregivers and school staff at Rosa Parks School. Full-class support was also 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.

Program Successes:

A total of 52 students received individual counseling and 81 students participated in group services. The Family Resource Center (FRC) was a valuable resource and support to children, families, and school staff during the reporting timeframe. Through individual counseling, groups, and as-needed support, the FRC staff worked hard to help make Rosa Parks a place of healing and joy. The Rosa Parks community experienced the ripple effects of global pandemic and many losses in the community. FRC created spaces for students to experience a sense of belonging and connection. FRC helped children develop regulation and coping strategies to help them manage their emotions so that they could be more present in the classroom for learning. FRC developed deep relationships with students in order to help guide them in the process of 20

making sense of the many scary and sad experiences they have had over the past few years. Additionally, FRC provided consultation and referrals to mental health services in the community.

Program Challenges:

There were few direct challenges, however, a significant challenge was the increase in the cost to fund the program. These increases required the district to make cuts in other programming areas, as well as moving resources around to be able to continue providing ongoing services at the same rate as in previous year.

Demographic data provided by BUSD on 814 students that were served through this project in FY23, is outlined below:

DEMOGRAPHICS N= 814
Age Group
0-15 (Children/Youth) 100%
Race
American Indian or Alaska Native *
Asian *
Black or African American 26%
Native Hawaiian/Pacific Islander *
White 35%
More than one Race 26%
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican American - Chicano *
Other 29%
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Non- Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Chinese *
Eastern European *
European *
Middle Eastern *
Other 13%
21