mentally ill TAY in need, and to promote self-sufficiency, resiliency and wellness. This program serves 15-20 youth at a time. This program has not been implemented over the past couple of years, it will not be implemented in FY2026.
System Development
System Development includes Wellness Recovery Support Services that are intended to expand collaboration with stakeholders, promote the values of wellness, recovery and resilience, and move the Division towards a more consumer and family member driven system. Services are comprised of the following main components: Wellness/Recovery System Integration and Family Advocacy Services. Together, both ensures that mental health peers and family members are informed of, and able to be involved in, opportunities to provide input and direction in the service delivery system and/or to participate in recovery-oriented or other supportive services of their choosing.
Strategies designed to reach program goals include: developing policies that facilitate the Division in becoming more Wellness & Recovery oriented and consumer/family member driven; outreach to, and inclusion of, mental health peers and family members on Division committees; provision of family support & education; supported employment and vocational services; wellness activities; peer supportive services; and client advocacy. Some of the additional services and supports that CSS System Development provides funding for are as follows: Housing Services and Supports; Benefits Advocacy; Employment/Educational Services; Wellness Recovery Center; Counseling Services for Senior Citizens; Youth Case Management Services; Hearing Voices Groups; Transitional Outreach Team; Flex Funds and Sub-Representative Payee Services for clients, etc.
Wellness Recovery Services
The BMH Wellness Recovery Team works with staff, stakeholders, community members and clients to advance the goals of Wellness and Recovery on a system wide level. In order to accomplish these goals, some of the various tasks include: Recruiting peers for Division committees; convening committees around Wellness Recovery system initiatives; oversight/administration of peer stipends; convening and conducting meetings for the Berkeley “Peers Organizing Community Change (POCC)”; working with staff to develop various Wellness and Recovery related policy and procedures; and oversight of the Division’s “Wellness Recovery Activities”. The Consumer Liaison is also a resource person around “Mental Health Advance Directives” for individuals desiring to express their treatment preferences in advance of a crisis, and is a participant on a number of local MHSA initiatives. The combination of individual services and system-level initiatives impact all clients and their family members across the system in a given year. During the reporting timeframe, there were approximately 448 clients in the BMH system.
Three positions were added in FY2023, to the Wellness Recovery Program. The vacant Assistant Mental Health Clinician position was filled and two Social Service Specialist positions, or Wellness Community Specialists, were hired to make the clinic more welcoming and provide peer support to individuals waiting to be seen at the clinic.
Adding these positions made more individuals aware of the wellness groups, community resources and support that the clinic has to offer.
Being fully staffed since late FY2023, the Wellness Recovery Team was able to bring some groups back in-person such as the Wellness Recovery Activities and to engage with people in the waiting room, offering resources, peer support, light refreshments and warm connections.
During the FY2024 reporting timeframe, some of the various activities of the Wellness Recovery Team that were conducted under the direction of the Consumer Liaison included:
Wellness Recovery Groups
Designed to promote self-care and independence, the Wellness Recovery Team builds on the talents of consumers, encouraging self-efficacy, psycho-education and motivation through multiple groups and interactions that can spark interest through wellness activities and social interactions as follows:
Wellness Through Passion (formally known as Wellness Recovery Activities) The Wellness Through Passion group highlights consumer facilitation and creativity skills. The participants have the opportunity to bring in an activity that they are passionate about and would like to share with others in the group. They are able to practice facilitating an activity that includes participation, activities and discussion.
Serenity Steps (formally known as Walking Groups)
The Wellness Recovery Team provides walking groups to help with isolation, promote physical activities and socialization. The walks take place at local Berkeley parks and neighborhoods and they vary in physical intensity. The walks are advertised in the Wellness Recovery monthly calendar. The parks visited in FY24 were Ohlone, Grove Park, Cedar Rose, 4
th street, Aquatic Park, Berkeley Marina, San Pablo Park and the University of California at Berkeley campus.
Museum Field Trips
In FY2024 the Wellness Recovery Team attended a museum trip to SFMOMA and Berkeley Art Museum and Pacific Film Archive. The Team arranged for participants to attend the museums to explore art and creative spaces in the community.
Hopeful Hearts (formally known as Card Party Groups)
This program is modeled after the Do-Send-A-Card program created by the San Francisco Mental Health Association. The BMH Wellness Recovery staff partnered with the Peer Wellness Collective formally known as “Alameda Network of Mental Health Clients” Reach-Out Program to distribute the cards that were created from the Card Party groups when they visit the hospitals throughout the County.
Hopeful Hearts Card making groups are offered monthly in person and online. The name change came due because the Wellness Team wanted to expand the creative process where people could write poems, design cards, and use music for inspiration.
Peers were encouraged to write inspirational messages in cards as well as design cards
with arts and crafts for individuals in psychiatric hospitals and Board & Cares. Peers could choose the card they wanted to receive. Through this program over 50 cards were created and given to the Reach-Out Program.
Emotional Wellness Circle (formally known as Mood Group) Emotional Wellness Circle is designed for participants to share their thoughts and feelings in a safe place where support is offered. In FY2024 the group met mostly twice a month but a few months the group only met once due to conflicting events. The group focused on reviewing a Mood Scale to help identify their emotions, address the impacts of their choices, and discuss coping skills to use to process the emotions among non- judgmental peers and staff.
Peers Organizing Community Change
Peers Organizing for Community Change (POCC) is a community activism group designed to educate, advocate and lead and it is open to any community member who identifies as a peer, a person with lived mental health conditions. The committee meets once a month and focuses on the needs and concerns of Berkeley residents as well and provides input on the Mental Health Service Act. The members also volunteer for events the wellness team host in the community. In FY2024, the group met 10 times.
Each year the committee is tasked with identifying and coordinating a community event to educate on a popular topic. For FY2024 the topic was “Empathic response to crisis” and Bonita House who operate the Specialized Care Unit was a guest speaker at the event.
In addition to support group activities Wellness staff also provide one-on-one support and resources to individuals in the waiting room of the Adult Clinic, as needed.
In FY2024, a total of 52 individuals participated in Wellness Recovery services.
Demographics on individuals served are as follows:
DEMOGRAPHICS N = 52
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
18 – 24 years and Unknown – <11
25 – 44 years and Unknown – 22
45 – 64 years – 15
65 years and older – <11
● Gender Identity
Male - 24
Female 48
● Race/Ethnicity
Asian Pacific Islander - <11
Black or African American - 23
Latino/a/x - <11
Native American - <11
White – 16
Multi-Racial - <11
Other - <11
● Sexual Orientation
Heterosexual – 13
Bisexual or Queer - <11
Queer - <11
Program Successes:
● The team developed a structure for the groups and created materials that were cohesive with the theme and the wellness dimension featured for the month.
From the newsletter to the topics in the group, everything was aligned. ● The welcoming services in the waiting room of the Adult Clinic were a bid success in building relationships, per testimonies from peers, patrons and staff.
The warm welcoming services enabled anxiety to be reduced while people were waiting to be seen as engaging with a peer staff helped to reduce the fears and wait time for people being seen for appointments.
● The team also incorporated quarterly wellness mixers. These events focused on activities that were centered around wellness and recovery. The events were designed for peers to get to know the Wellness Recovery team, learn about services that are provided at Berkeley Mental Health, learn a new skill, and engage with community. The team held a Chat and Paint, Vision board, Ecotherapy and Social skills mixer and each event had between 10-40 individuals who attended.
Program Challenges:
The number of individuals attending groups was lower than anticipated. Having individuals attend groups on an on-going basis, is most ideal. Individuals who attend BMH can often be dealing with crisis situations and as such focusing on wellness activities is not always their main area of focus.
In FY26 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years) = 0; Transition Age Youth (16-25 years) = 3; Adults (25-59 years) = 30; Older Adults (60+ years) = 29.
The RBA measures for this program (which were combined with the Social Inclusion, Telling Your Story Project measures, as both are conducted by the same staff) were as follows:
Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of participants served
• # of different groups
convened per year
• # of gr
oup events held
per year
• # of group participants
who meet the
requirements for
“Telling Your Story”
(MHSA PEI Requirement)
• #/% of participants who
return for group events
• #/% of participants who
reported feeling less shame
about their experiences and
challenges
• #/% of participants who
reported progress in their
recovery
RBA Outcomes in FY2024 for this program are outlined on the following pages.
BMH RBA Report FY 2024
Reporting Period July 2023 - June 2024
Process Outcomes ("How much did we do?")
Wellness & Recovery Services
Participants who meet
requirements for
"
Telling Your Story"
Participants
served
52 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 Wellness Mixers. 12 23
24 24
16 22
3 8
B -POCC
CARD GROUP
MOOD GROUP
TELLING YOUR STORY
WALKING GROUP
WELLNESS RECOVERY
ACTIVITIES
SPECIAL EVENTS
CINEMA THERAPY
WELLNESS GROUP
MEETINGS
JUL '23 - JUN '24 (N=132)
Groups
8 20
Group
Events
132
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts.
45
Quality Outcomes ("How well did we do it?")
94%
74%
67 %
84%
77% 75%
65%
19%
B-POCC Card Group Mood Group Telling Your
Story
Wellness
Recovery
Activities
Cinema
Therapy
Walking
Group
Special
Events*
Overall Group Engagement (Repeat Visits)
Jul '23 - Jun '24 (n=224)
71% n=52
Unduplicated
participants who
return for group
events
*Special events, like socialwellness mixers with different themes, attract a diverse mix of new attendees, which may result in lower level of returnees.
Excellent
10-15
Good/Fair
<
11 Interaction with a Wellness
Team member in the
Clinic Lobby
Jul '23 - Jun '24 (n=18)
Over 80% n=18
Participants rated the Lobby as
Welcoming
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts.
46
% Participants Rated the Lobby as
Welcoming
Consumer perceptions of feeling welcomed
entering the Clinic Lobby Clinic Lobby Survey
Wellness Recovery Group
Attendance Tracker
# of Telling Your Story Participants 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
% Overall Group Engagement
(Repeat Visits)
Of total number of participants, % who
returned for more than one event or meeting
Wellness Recovery Group
Attendance Tracker
Measure Definition
# of Particpants Served Total # of participants served
Data Source
Wellness Recovery Group
Attendance Tracker
Wellness Group Event Breakdown
Number of different types of groups (i.e.
walking group, mood group, Telling Your Story
group) convened
Wellness Recovery Group
Attendance Tracker
# Group Events Total number of meetings held
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts.
47
Family Support Services
A Family Service Specialist works with family members, staff, community-based organizations etc. to improve services and supports for BMH clients and their family members on a system-wide level. The program provides both individual family services and supports as well as broader system–wide change initiatives.
This family/caregiver-centered program provides information, education, advocacy and support for family/caregivers of children, adolescents, TAY, adults and older adults with serious emotional disturbance or severe mental illness. Services are delivered in a culturally responsive manner ensuring outreach to individuals of diverse ethnicities and language groups.
The Family Services Specialist serves as a key point of contact for family members who are accessing or attempting to access services, addressing their questions and concerns about the mental health system. The specialist provides support, referrals, and linkages to additional community resources as needed. Outreach is conducted through the existing BMH Family Support Group, NAMI of the East Bay, Mental Health Association of the East Bay, Alameda County Family Education and Resource Center (FERC), and the Mental Health Association of Alameda County. Additionally, outreach has been extended through participation in community events such as Juneteenth, Día de los Muertos, and Women, Infants & Children (WIC) events. Flyers and brochures have been distributed to City divisions and programs, including Aging Services-Senior Centers, Meals on Wheels, Social Services Unit, Public Health (West Berkeley Family Wellness Center)- WIC, Black Infant Health, Father Initiative and Parks and Recreation.
Outreach efforts also include in-person interactions, phone calls, emails, mailings to community agencies, and engagement via community listservs and providing flyers/brochures for community events.
The Family Services Specialist also: coordinates forums for family members to share their experiences with the system; recruits family members for BMH committees; supports family members through a “Warm Line”; conducts a Family Support Group; and creates training opportunities to educate mental health staff on working effectively with families. These combined individual services and system-level initiatives have an impact on clients and their family members.
During the reporting timeframe, the following individual or group services and supports were conducted through this program:
Warm Line Phone Support: A Warm Phone Line provides compassionate support to family members seeking information, referrals, supports, and assistance in navigating the complex mental health system. Through the Warm Line, the Family Services Specialist helped families connect with services and resources as needed.
Family Support Group: An English-speaking Family Support Group was offered for parents, children, siblings, spouses, partners, significant others, and caregivers. The group met once a month for two hours. Additionally, monthly group reminder emails
provided family members with information, resources, and updates on community groups, BIPOC groups, events, and forums.
Individual Support: The Family Services Specialist met with families as needed to provide personalized support, assist them in prioritizing their needs, connect them with appropriate resources, navigate the mental health system, and develop coping skills to manage stress related to mental illness in the family.
In FY2024, 88 individuals received services through this program. Demographics of individuals served are outlined below:
DEMOGRAPHICS N = 88
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants. ● Age Category
0-18 years – <11
19 – 24 or Unknown - <11
25 – 44 years – 15
45 – 64 years – 25
65 years and older – 30
Decline to Answer or Unknown - <11
● Gender Identity
Male - 15
Female - 45
Decline to Answer or Unknown – 28
● Race/Ethnicity
Asian Pacific Islander - <11
Black or African American – 15
Latino/a/x - <11
Native American - <11
White – 23
Multi-racial - <11
Other - <11
Decline to Answer or Unknown - 17
● Sexual Orientation
Heterosexual or Straight - 38
Lesbian/Declined to Answer, or Unknown – 50
Program Successes
To expand awareness and accessibility of available services, the Family Services Specialist actively participated in the Alameda County Peer Learning Community, the Statewide Family Peer Workgroup, and engaged with organizations such as NAMI, FERC (Family Education Resource Center), and the Alameda County Mental Health
Association. These efforts helped increase outreach and ensure families were informed about the services and support available to them.
Program Challenges
The Family Services Specialist position had remained vacant for four years, which required extensive efforts to reintroduce available services. Outreach was necessary to connect with Mental Health Division staff and teams, other city agencies, community organizations, and the broader community to receive referrals for family members in need of support.
Based on previous years, in FY26 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 2; Adults (26-59 years): 28; Older Adults (60+ years): 42.
Employment Services
Previously, a BMH Employment Specialist provided services to support individuals in job readiness and accessing employment opportunities. It was envisioned that these services would at a minimum, create and nurture supported vocational, educational and volunteer “try-out” opportunities in the community; build employment and educational readiness; and increase the numbers of individuals who are gainfully employed and/or engaging in other meaningful activities such as school or volunteer work. Different strategies were implemented over time including utilizing the Dartmouth model of supported employment. The Dartmouth model helps to promote wellness and recovery by enabling clients to work alongside other non-mentally ill workers in a competitive environment in their community.
Up until there was a vacancy in the position, the Employment Specialist provided supports to clients who were interested in starting their own business by guiding them through the necessary steps of getting a license, advertising, etc.; assisted clients who weren’t quite ready to obtain employment, in becoming involved in volunteer opportunities; connected clients with the Department of Rehabilitation for computer skills training; worked with staff to ensure clients were adhering to their medication regimen; and supported clients in filling out job applications and or practicing their interview skills. Although various strategies were implemented over the years, client participation and employment outcomes remained low.
It was envisioned that once the Employment Specialist position was filled, work would be focused on utilizing an evidenced based model for supporting individuals with serious mental illness in obtaining and retaining competitive employment. To date, this position has remained vacant, while the City of Berkeley has spent time assessing whether the best use of funds would be to hire the full-time position, or to contract the services out to a local organization that focuses on employment services and supports for mental health consumers.
Housing Services and Supports
A Housing Specialist previously provided housing resource services for clients including working with landlords to increase housing opportunities; collaborating with case
management staff, landlords, and Board & Care Managers to provide additional supports for clients who are already housed; and working in tandem with the City of Berkeley HHCS Department Hub (which serves as a single entry point into emergency shelter and transitional housing, where clients are triaged based on their housing and service needs). Since this position has been vacant, all staff who work with clients have played a part in providing housing support, as needed. Some of the various places where clients with subsidies are housed are the Insight Housing Russell Street Residence Board and Care, McKinley House, and Lakehurst Hall.
Benefits Advocacy Services
Through this project a community-based organization, the Homeless Action Center (HAC), assists clients in obtaining public benefits. Services are provided for approximately 10 BMH clients a year. In FY2024, 10 clients were served through this program. Demographics on those served were as follows:
DEMOGRAPHICS N = 10
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants. ● Age Category
25 – 44 years – <11
45 – 64 years – <11
● Gender Identity
Male - <11
Female – <11
● Race/Ethnicity
Black or African American – <11
Latino/a/x - <11
White – <11
Other - <11
Decline to Answer or Unknown - <11
● Sexual Orientation
Declined to Answer, or Unknown - 10
Program Successes:
The majority of the SSI cases closed, resulted in the client getting SSI benefits. The other cases were closed when contact with the client was lost. Five cases that were open in the reporting period are still pending.
Program Challenges:
All of the SSI cases were negatively impacted by staffing issues at Social Security by the following: a call to the Social Security office took an hour or more of being on hold before being able to get through to a person; 20% - 30% of calls were never answered; some calls were spontaneously dropped while on hold; leaving a message did not help as the Social Security staff didn’t have time to return calls during the workday so some
messages were not returned. A new SSI application could take over 6 months to get to the point where it started to be assessed for disability. The disability assessment process, once initiated, could take another 6 months or more to complete; and then to get benefits started and any retroactive pay received, it can be another 6 months. So even assuming a client won their case at the initial application stage, the earliest point possible in an SSI claim, they could expect to have to wait aa year and a half between applying and seeing any money. The longer waits exacerbated hardships for clients who were already struggling.
In FY2026 the projected number of individuals to be served per each age category is as follows:
Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 4; Adults (26-59 years): 6; Older Adults (60+ years): 0.
Flexible Funds for Level One Clients
A contract with the community-based organization, Berkeley Food & Housing Project (now known as Insight Housing), enables flexible funds to be used with clients across the system for supports such as housing, clothing assistance, food, transportation, etc.
This use of flexible funds aids individuals in achieving better stability in areas where they are less capable of addressing their daily living needs. This program is set up to aid any clients in need across the system in a given year. In FY24, there were a total of 448 clients in the BMH system.
Mobile Crisis Team (MCT) Expansion
Through a previously approved Three-Year Plan, and as a result of staff and community input on increasing and improving services for those experiencing a mental health crisis, the following additions to BMH have been or are in the process of being implemented through CSS System Development funds:
● Increase in staff to expand the Mobile Crisis Team (MCT) capacity and hours of operation,
● Mental Health First Aid Trainings to teach community members how to assist individuals who are in crisis or are showing signs and symptoms of a mental illness,
● A Consumer/Family Member Satisfaction Survey for Crisis services.
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 documented
contacts
• % of clients who receive a
visit (phone contact with
client or hospital provider)
in the 24 hours after
hospitalization
• % of Mobile Crisis Team
who had a Crisis,
Assessment Team staff
attempt to contact
• % of clients who were
satisfied with services**
• None available at this time
*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting RBA Outcomes in FY2024 for this program are outlined on the following pages.
588
Clients Served
863
Responses to Incidents
BMH RBA Report FY 2024
Reporting Period: June 2023 - July 2024
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. It provides crisis interventions, including but not limited to 5150 evaluations, consultations, and
referrals/linkages.
2%
10%
2 9%
10%
48%
Children/Youth
(0-15)
Transition Age
Youth (16 -25)
Adult (26 -59) Older Adult (60+) Unknown
Demographics (Age)
Jul '23 - Jun '24 (n=588)
53%
23%
16%
5% 3%
More than one
race/Unknown
White Black or African
American
Asian or Pacific
Islander
Hispanic or Latino
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=588)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 53
63%
29%
8%
1%
Phone
Field
BMH Clinic Sites
Home
Client Contacts Made by Contact Type
Jul '23 - Jun '24 (n=863)
34%
22%
14 %
16%
5%
8%
1%
Berkeley Police
Department
Other*
Family
Self
Berkeley Mental
Health
Citizen
City of Berkeley
Referrals by Referring Party
Jul '23 - Jun '24 (n=863)
42% 47%
11%
Male Female Other*
Demographics (Gender Identity)
Jul '23 - Jun '24 (n=588)
*Other includes 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. It also includes any identity that doesn't fit within the traditional male/female binary. Sexual orientation data not available. *Other includes responses involving Albany PD, UC PD, Berkeley Fire, Homeless Outreach, Neighborhood Services, Merchants, and follow-ups.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 54
Quality Outcomes ("How well did we do it?")
Impact Outcomes ("Is anyone better off?")
72% n=198
5150
Evaluations did
Not Lead to
Transport to a
facility
Service Consistency
79%
13% 8%
Clie
nts with 1 intervention Clients with 2 interventions Clients with >2 interventions Number of Interventions per Client
Jul '23 - Jun '24 (n=588)
The MCT
program
performed
198
5150
Evaluations
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 55
Total number of incidents with 5150
Evaluations of any sort
% of 5150 evaluations that did or did not
result in transportation to a receiving facility
for further evaluation
% of clients who had one, two, or more than
two interventions on separate dates requiring
service
MCT Incident Log
MCT Incident Log
MCT Incident Log
MCT Incident Log
MCT Incident Log
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.)
Definition
Total unique clients served
# of client contacts made, by
a. Field contacts
b. Phone contacts
c. Other
Measure
# clients served
Data Source
Number of interventions per client
# of client contacts made
# of referrals by referring party
# of 5150 evaluations conducted
Results of 5150 Evaluations
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 56
Transitional Outreach Team (TOT)
The Transitional Outreach Team (TOT) follows up with individuals and families and provides interventions that address issues individuals experience either immediately prior to or following a mental health crisis. The goal of the team is brief outreach and engagement to assist the individual and/or family in getting connected to the resources they may need.
In FY2024, 60 individuals were served through this project. Demographics on those served were as follows:
DEMOGRAPHICS N = 60*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0-15 years – <11
16 – 25 or Unknown - <11
26 – 59 years – 25
60 years and older – <11
Decline to Answer or Unknown - 19
● Gender Identity
Male - 18
Female - 27
Transgender/Decline to Answer or Unknown – 15
● Race/Ethnicity
Asian Pacific Islander - <11
Black or African American – <11
Latino/a/x - <11
White – 17
Multi-racial - <11
Other - <11
Decline to Answer or Unknown - 13
● Sexual Orientation
Declined to Answer, or Unknown - 60
Services provided by this team are subject to the number of referrals that are generated by the Mobile Crisis Team crisis calls. Clients served by TOT often enter the crisis system with fewer resources such as collateral supports, lack of insurance, etc.
Program Successes:
● Continued successful follow-up with residents who had contact with Mobile Crisis by phone and/or in person.
● Connected individuals and families to needed and wanted mental health, housing, family, and other social services.
● Offered intensive short-term support to individuals and families who experienced a mental health crisis, including referrals, linkage, psychoeducation, and active support in connecting with needed service in Berkeley or elsewhere in the Alameda County system of care.
● Provided in person outreach and engagement to individuals receiving homeless services and staff at homeless service provider agencies, including Dorothy Day, Building Opportunities for Self-Sufficiency (BOSS), Insight Housing, and others. ● Coordinated with other programs within the City’s Mental Health Division, including the Crisis/Assessment/Triage (CAT) On Duty staff and field-based services such as Mobile Crisis (MCT).
● Continued to follow-up on hospital referrals and coordinated with individuals and hospital staff after a MCT contact.
● Served 10 more clients in FY24 compared to the previous reporting timeframe.
Program Challenges:
● The Data collection system that was utilized did not capture all of the necessary information that would support accurate outcome reporting. This remains an ongoing difficulty due to the limitations of the current system. ● Although the total number of individuals served in FY24 was more than FY23, it is still lower than previous years (ex: FY22) and there is not sufficient data to ascertain the cause(s) of the reduced numbers.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 6; Transition Age Youth (16-25 years): 12; Adults (26-59 years): 38; Older Adults (60+ years): 9.
In a prior year, TOT was merged with the Crisis Assessment and Triage (CAT) Team due to staffing limitations and to increase flexibility of the staffing capacity. The RBA data represents combined data measures for TOT/CAT. The RBA measures that were established for TOT/CAT 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 documented
contacts
• % of clients who receive a
visit (phone contact with
client or hospital provider)
in the 24 hours after
hospitalization
• % of Mobile Crisis Team
who had a Crisis,
Assessment Team staff
attempt to contact
• % of clients who were
satisfied with services**
• None available at this time
*Demographic data was reported at the program level, where available **Data not available for baseline reporting period, will be included in future rounds of reporting RBA Outcomes in FY2024 for the combined TOT/CAT program are outlined on the following pages.
632
Clients Served
1282
Contacts
BMH RBA Report FY 2024
Reporting Period July 2023- June 2024
Process Outcomes ("How much did we do?")
Crisis, Assessment, and Triage/Transitional Outreach Team (CAT/TOT) 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.
8%
37%
11%
44%
Transition Age Youth
(0-25)
Adult (26-59) Older Adult (60+) Unknown
Demographics (Age)
Jul '23 - Jun '24 (n=632)
57%
17% 19%
4% 3%
More than one
race/Unknown
White Black or African
American
Hispanic or Latino Asian or Pacific
Islander
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=632)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 59
Quality Outcomes ("How well did we do it?")
29% 30%
41%
Clients who received visit within 24
hours
Clients who received visit after 24
hours
No follow up
Follow-up after hospitalization
Jul '23 - Jun '24 (n=56)
36% 34%
29%
Male Female Other*
Demographics (Gender Identity)
Jul '23 - Jun '24 (n=632)
*Other includes 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. It also includes any identity that doesn't fit within the traditional male/female binary. Sexual orientation data not available.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 60
32%
68%
Recorded contact No recorded contact
MCT contacts who had a CAT attempt to
contact
Jul '23 - Jun '24 (n=1282)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 61
MCT & CAT Incident
Log
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. 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
# of documented contacts
% of clients who receive a
visit (phone contact with
client or hospital service
provider) in the 24 hours
after hospitalization
% of MCT contacts who had
a CAT attempt to contact
Definition Data Source
Total clients served MCT & CAT Incident
Log
Measure
# clients served
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.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 62
Sub-Representative Payee Program
The Sub-representative Payee Program is implemented through the contractor, Building Opportunities for Self-Sufficiency (BOSS). Through this program services are provided to individuals who are in need of a payee to assist with managing their money.
Approximately 79 individuals receive services a year.
In FY2024, 66 individuals were served. Demographics on individuals served were as follows:
DEMOGRAPHICS N = 66*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
18 – 24 years or Unknown – <11
25 – 44 years - <11
45 – 64 years – 24
65 years and older – 29
● Gender Identity
Male – 45
Female – 21
● Race/Ethnicity
Asian Pacific Islander - <11
Black or African American – 39
White – 19
Multi-racial - <11
● Sexual Orientation
Heterosexual or Straight – 16
Lesbian/Gay/Declined to Answer, or Unknown - 50
Program Successes:
● The Representative Payee Manager supported participants within the program. ● There was an increased caseload through BMH referrals as well as a strengthened collaboration between BOSS and BMH.
● Many clients had big improvements in their quality of life, including better mental and physical health, thanks to the careful management of their benefits. ● The program has also helped clients stay housed by ensuring rent and utilities were paid on time, reducing the risk of losing housing vouchers due to power shut-offs.
● S everal clients who had been chronically homeless for over 10 years were able to save for housing deposits and transition into Shelter Plus Care Housing, which was a huge milestone for them.
Program Challenges:
● Not all clients had an assigned Case Manager to help with non-financial needs like finding stable housing, attending medical appointments, or accessing clean clothing.
● Many clients also struggled to attend day treatment programs due to a lack of information or transportation, which limits their opportunities for positive, structured activities.
● Some client’s mental health or substance use challenges, made it hard for them to stay motivated and engaged with services offered.
These are all areas that BOSS is continuing to work to improve.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 4; Adults (26-59 years): 80; Older Adults (60+ years): 75.
Hearing Voices Support Groups
The Hearing Voices Support Groups are offered through a contract with the Bay Area Hearing Voices Network. It is the only community organization which offers online peer- led groups for adults who hear voices and have other unusual experiences. Participants who attend groups regularly express that the continuity helps them to stay out of mental hospitals, deal with stigma as well as stress and difficult experiences associated with the voice hearing experiences.
Free weekly drop-in Support Groups are provided for individuals who experience voices, visions, special messages, unusual beliefs or extreme states of consciousness.
The support groups are co-facilitated by trained group facilitators whom have lived experience in the mental health system. A separate support group for Family Members of individual participants is also provided.
In FY2024, a total of 1,841 individuals were served through weekly online support groups. Demographics on individuals served were as follows:
DEMOGRAPHICS N = 1,841*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
18 – 24 years – 93
25 – 44 years – 276
45 – 64 years – 1,105
65 years and older – 367
● Gender Identity
Male – 717
Female – 957
Transgender – 81
Other/Non-binary – 86
● Race/Ethnicity
Asian or Asian Pacific Islander – 74
Black or African American – 239
Latino/a/x – 166
White – 957
Multi-racial – 239
Other/Declined to Answer, or Unknown – 166
● Sexual Orientation
Heterosexual or Straight – 1,288
Lesbian or Gay – 55
Bisexual – 93
Questioning – 166
Declined to Answer, or Unknown - 239
In FY2024 two weekly online adult hearing voices groups were added on the weekends:
an adult hearing voices support group, and a discussion group to explore the voice world in its entirety. Three new members were added to the board of directors, two family members and a voice hearer/group facilitator. A Social Media program to reach Transitional Age Youth on Facebook, Instagram, and Reddit headed by three of hearing voices members was also added.
Program Successes:
● Attendance in the adult hearing voices groups and family groups continued to be strong, with more attendees than in the last reporting period. ● Three social media platforms to reach Transitional Age Youth were created on Reddit, Instagram, and Facebook. Currently the Facebook page has 1,357 members; the Instagram page has 108 followers; and the Reddit group has 1,236 experiencers, and 6 moderators.
● The Reddit Hearing Voices page recently received over 4,000 unique visits in one week and 1,600 of the users were youth. Youth constitute 25.7% of all Facebook Messenger users, 31.7% on Instagram, and 44% on the Reddit platform. The webpages for each of the groups/platforms are as follows:
Reddit group: https://www.reddit.com/r/HearingVoicesNetwork/ Facebook group: https://www.facebook.com/groups/hearingvoicesgroupsupport Instagram platform: https://www.instagram.com/ba_hvn/
● Outreach to Transitional Age Youth (ages 18-25) who hear voices or experience other unusual/distressing experiences began, through the Social Media Program staffed by volunteers who have lived experience.
Program Challenges:
● Not having enough funding to implement additional services for TAY and adults. ● Additional community outreach in schools, clinics, and mental health education programs was needed.
Results from a survey questionnaire of group participants on the impact of the groups were as follows:
How have the groups helped you?
● “ I hear voices. I need this group.”
● “ Wonderful people speaking in regard to their shared experience of hearing voices.”
● “ Made good friends.”
● “ Friendship, common values and goal; suggestions from experience.” ● “ It helps me to accept my sister's experience of hearing voices and having unusual beliefs.”
● “ Camaraderie.”
● “ Helped with better understanding of how to approach our son and we are not alone in this journey.”
● “ Support.”
● “ It gives me the support and tools I need to survive, and thrive, each day.” ● “ It's great to hear so many different experiences.”
● “ The Bay Area Hearing Voices Network community has been a colossal help.” ● “ Every time I have participated, it has been a great experience. Everyone is so supportive and what I like the most is that the message always is one of hope and love for our loved one. Also, the practical information has been very useful.” ● “ This group has helped me find ways to deal with my loved one. I have learned better ways to talk to my loved one.”
● “ People are so kind.”
● “ It gives me a safe space to share my voice hearing experiences.” What do you like about the group?
● “I can talk about religion, politics, sex and drugs as they relate to my schizophrenia.”
● “Well moderated, kind shares, and generally a no-judgement zone.” ● “Listening.”
● “Kindness and understanding, sympathetic.”
● “Supportive and caring group of participants.”
● “There's a lot of humility and some humor.”
● “How it's facilitated, our understanding this is another way of looking at life.” ● “I like that the facilitators have lived experience.” ● “Hearing different life experiences.”
● “ Comraderie and information.”
● “ Everyone can share without fear of censorship or outcast about their experiences.”
● “ The camaraderie and willingness to share what has worked for them in supporting their loved one.”
● “ The honesty and vulnerability of the group members and the facilitators.” ● “ I like that I can be open about my experiences.”
● “ Support.”
● “ Everyone respects each other.”
How have you seen your life improve since you started coming to group? ● “I am better oriented.”
● “I've felt as though my pain is being heard by someone real, somewhere.” ● “I am less anxious.”
● “More calm.”
● “I feel better after a Monday meeting when I have had a rough time earlier.” ● “Oh, yes! My son is now living with me after over 8 years in hospitals and behavioral health centers.”
● “I am more patient and understanding with my son.”
● “Mental faculties improving, able to maintain a sleep state more in accordance with the norm, posture and G.I. improvements.”
● “The help has been all encompassing from the mental experience, behavioral outcomes, and the physical health standpoint.”
● “Our relationship with our daughter and with each other has improved as we have gained more understanding of the voice hearing experience. We don't want to fix our daughter but facilitate her choices.”
● “I think my husband and I treat our son with more respect and kindness AND also treat ourselves with more respect and kindness.”
● “I have become more optimistic”.
● “Less anxiety.”
● “I have a better understanding on how the voice world works.” Why do you feel safe in the group (or why not)?
● “I can complain about psych meds without being censored.” ● “Well moderated, kind shares, and generally a no-judgement zone.” ● “Nice people.”
● “No judgement; all sympathy.”
● “Everyone is respectful.”
● “Good boundaries, compassionate participants, respect all around.” ● “ Respect. Shared experiences.”
● “ I like the structure when the facilitator has a theme.”
● “ I know that nobody will ever tell anything that goes on in the group outside the group. I trust the group members.”
● “ The people in the group are not threatening.”
● “ It is a safe space. There is no judgment, no offense. We are all there to help and be helped.”
● “ Everyone is very supportive.”
● “ The lack of judgment. This value we hold for our loved ones carries over to the way we treat each other.”
● “ Everything is confidential and I feel it’s a safe place to be open.” ● “ Facilitators care about everyone.”
● “ What is said there, stays there.”
Describe your overall experience in the group.
● “ t's been a much better experience than the local mental hospital and NAMI (National Alliance on Mental Illness).”
● “It feels like a place for identifying shared experience and attempting to heal or find help to heal.”
● “Enjoy meeting people and sharing.”
● “Invaluable support and compassion.”
● “I feel supported in the group. I like to listen to hear other peoples' experience see similar and differences with my situation.”
● “I'm grateful for the gift of a new way to see our situation and the hope of new possibilities.”
● “Helpful. Welcoming. Honest.”
● “Positive.”
● “Existentially validating and empowering.”
● “It has been a wonderful opportunity for us to connect with others who provide care and support to their loved ones. It sometimes feels so overwhelming that the message of hope that we receive every time we participate helps go on in this difficult and challenging role we have as parents of an adult daughter who feels safer interacting with her voices and beings than with humans, whom she doesn't trust.”
● “Like church, a school of love.”
● “Overall experience is very positive.”
● “Freeing.”
How has the group helped you to deal with stigma?
● “Misery loves company. There is an epidemic of mental illness going on. Perhaps we will get political power to make things better for the mentally ill? We get stigmatized unfairly and we must make our voices heard.” ● “It helps me realize I'm not alone.”
● “By normalizing the experience of our loved one, and us the family member feeling isolated and our circle of family/friends who truly understand our situation is limited.”
● “I'm not alone.”
● “Not too ashamed and feeling like a loser.”
● “I feel proud to say my son hears voices and sometimes say he has a diagnosis of schizophrenia (just so people understand).”
● “Again, validation. Knowing there is a community of the similar and an avenue for healthy discourse on certain topics is an essential need for self-actualization.” ● “We know that we are not the only ones in this role and that our loved ones are not the only ones with these experiences. We like hearing about things that have worked for other families. Over the years I have seen so many different kinds of people come to these family support groups and that alone has helped me to see that having a family member who hears voices crosses race and poverty and education lines. Instead of feeling less than I have actually come to feeling more than. Honored as someone said last night in my group, to be associated with someone like my son.”
● “Yes, because after this group I’ve been able to tell close friends and coworkers about my loved one’s experiences.”
How do you feel supported by the facilitators (or not)? ● “I have voices and they let me talk about it.”
● “Thoughtful questions from them, generally showed a care for the group's charter and the importance of understanding it.”
● “They are always attentive.”
● “Reflective listening.”
● “Salient point is reflected back by the facilitator. They encourage you and may provide an alternate view when necessary.”
● “They give everyone a chance to be heard and encourage us to share our experiences which helps ourselves and others.”
● “They are honest, listening attentively, and provide great feedback.” ● “They ask if they can provide feedback and then do so.” ● “They are great listeners and give great advice which we are free to take or leave.”
● “They show that they are hearing what each person shares.” ● “They lead with their heart.”
● “The facilitators are always supportive and have recommendations and great input. They are also empathetic.”
● “They speak from their own experience.”
● “They help me think about what I am saying.”
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 89; Adults (26-59 years): 1,052; Older Adults (60+ years): 642.
Berkeley Wellness Center
The Berkeley Wellness Center is an MHSA funded collaboration between the City of Berkeley, Mental Health Division and the Alameda County BHCS. This program implemented through the community-based organization, Bonita House, provides:
mental health and substance use disorder counseling; living skills training; educational activities; pre-vocational training; wellness recovery programming; support groups; referrals to community resources; computer training; Art Therapy and other activities.
The main goals of the program are to assist individuals in functioning as highly as possible so they can become integrated into the community.
In FY2024, 48 individuals participated in this program. Demographics on individuals served were as follows:
DEMOGRAPHICS N = 48*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
18 – 24 years – <11
25 – 44 years – 12
45 – 64 years – 20
65 years and older – <11
Declined to Answer, or Unknown – <11
● Gender Identity
Male – 20
Female – 28
● Race/Ethnicity
Asian or Asian Pacific Islander – <11
Black or African American – <11
Latino/a/x – <11
White – 22
Other – <11
Unknown – <11
● Sexual Orientation
Heterosexual or Straight – 16
Declined to Answer, or Unknown - 32
In FY2024 a new Program Manager was hired in September and under new management, programs were expanded. Plans for continued expansion of program offerings were implemented. Navigation provisions and resource information was consolidated and actively offered in a greeting and entrance program. Outreach plans
were created and implemented ranging from on the ground to coordination with fellow service programs.
Program Successes:
● The client response to new programing was enthusiastic. ● Since creating and implementing outreach plans, the numbers of new clientele increased daily, and new clients became repeat visitors to the center. ● Navigation services were easier to access, and clients were therefore inquiring about various needs more often and staff were better equipped to provide answers.
Program Challenges:
● Program staff continued to work on how to make the building more visible. ● F unding limitations.
● Creating public awareness of services and particularly making meaningful connections with Board and Care facilities.
● Reintegration of previous clients that had stalled their use of services. ● Balancing the social issues arising in the meeting of various levels of cognition, emotional stability, sobriety, and class among the clients.
In FY26 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 175; Older Adults (60+ years): 50.
BMH Peer and Family Member Positions
Since the first MHSA Plan, BMH has included positions for peers and family members with lived experience to be added to various programs throughout the Division. The Division utilizes existing City job classifications for an employment track for peer or family member providers. The entry level position is Community Health Worker, the mid-level is Assistant Mental Health Clinician, and the top-level is Social Services Specialist. All of these classifications are also used broadly for differing purposes throughout the City. For the specific positions where the MHSA Plan envisioned utilizing peer or family providers, BMH has had success in establishing employment lists where there are applicants who describe themselves as having “lived experience” and as peer or family member providers. In 2018, a peer provider was hired to support the Wellness Recovery services work. This position became vacant in December 2021, and it wasn’t filled until the third quarter of FY2023.
Two additional positions were added through the FY2022 Annual Update, to increase the Wellness Recovery work and enable a greater ability to provide a variety of peer led services, and the provision of activities and supports to individuals in the waiting room.
These positions were hired in the third quarter of FY2023 and have been integral in expanding the services of the Wellness Recovery Team.
Case Management for Youth and Transition Age Youth
In response to a high need for additional services and supports for youth and Transition Age Youth (TAY) who experience mental health issues and may be homeless or marginally housed, case management services for TAY are provided through a local community partner, Youth Spirit Artworks (YSA). This project serves approximately 50 individuals a year.
In FY2024, 56 youth were served through this project. Demographic data on youth participants is outlined below:
DEMOGRAPHICS N = 56*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
16 – 25 years – 56
● Gender Identity
Male – 11
Female – 33
Genderqueer/Gender non-conforming/Transgender - <11
● Race/Ethnicity
Asian or Asian Pacific Islander – <11
Black or African American – 22
Latino/a/x – 12
White – <11
More than one race – <11
● Sexual Orientation
Heterosexual or Straight – 26
Lesbian or Gay – <11
Bisexual – <11
Pansexual/Queer/Questioning/Asexual - <11
Declined to Answer, or Unknown - <11
At the beginning of FY2024 Case Management Services were provided through UCB MSW interns and were shifted in September 2023, to a Peer Navigator model.
Program Successes:
All program participants were a part of the Youth Leadership Program that included training, planning, and events. Art workshops were also offered to support youth with creative expression in their youth leadership. A pathway through youth leadership that aligned with going deeper in practice with learned leadership skills also supported youth with information and opportunities for Community Organizing, Events and Production, and Galley Exhibition.
Program Challenges:
In FY2024, there were no program challenges reported.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 15; Transition Age Youth (16-25 years): 50; Adults (26-59 years): 0; Older Adults (60+ years): 0.
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 FY2019 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 FY2020 and FY2022 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 FY2019 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 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 worked with the Division from FY2021-FY2024 to execute this evaluation.
In FY2024, RDA worked with the Division and the Program Evaluator to continue to implement the RBA Framework to evaluate program outcomes and to develop the internal capacity for the Program Evaluator to focus on implementing and tracking RBA evaluation measures across BMH programs. RBA development efforts made substantial progress during the reporting timeframe. Key achievements included the establishment of program and division-level RBA measures, the collection and integration of FY2023 data, and the development of dashboards for the division and across service programs.
This process included addressing new changes between external and internal data reports and facilitating data review sessions with program teams to analyze impact measures and outcomes.
RDA conducted the following Data Collection, Evaluation, and Reporting activities:
Twenty-seven meetings were conducted for BMH staff including:
● 12 Turn the curve meetings for all programs in the division, ● 9 individual meetings with program managers to review data for the dashboard and provide technical support on data collection,
● 2 meetings with the Executive Leadership Team to review dashboards, ● 2 Feedback sessions with non-management and management staff, ● 1 Visioning and action planning session to support RBA sustainability of implementation,
● 1 Focus group training to implement at the client level.
Key Activities – Dashboard, Analysis and Reporting:
● C ompleted dashboards for Interval 2 and Fiscal Year 2023, ● Tracked 140 performance measures for data collection and reporting, ● Cleaned and analyzed raw data for internal reporting, ● Reviewed Dashboard data to prevent the identification of individuals for publicly released information,
● Created an external facing division level dashboard to be used to report out on the data for the division and 12 programs,
● Populated the remaining available FY24 data and annotated remaining measures with an asterisk if data was unavailable due to delays in the County reporting system,
● Revisited existing RBA measures to ensure continued relevance.
There were some challenges in FY2024 due to the County’s transition to a new client reporting and billing system which impacted the RBA data collection. The ongoing configuration process affected procedure codes, reporting tables, and service categories. These challenges were addressed, with a resolution anticipated in FY2025.
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 funding in the approved FY2020 MHSA Annual Update to support this population. MHSA funds are transferred to the Aging Services Division of HHCS, to implement various counseling services for older adults through the Wright Institute.
A total of 159 individuals received services in FY2024, demographics on individuals served are outlined below:
DEMOGRAPHICS N = 159*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
26 – 59 years – 18
60 years and older – 141
● Gender Identity
Male – 34
Female – 119
Another Gender Identity/Unknown - <11
● Race/Ethnicity
Asian or Asian Pacific Islander – <11
Black or African American – <11
White – <11
More than one Race – 24
Other – 12
Declined to Answer, or Unknown – <11
● Sexual Orientation
Heterosexual or Straight – 1130
Gay or Lesbian – 19
Bisexual – <11
Declined to Answer, or Unknown – <11
Program Successes:
● The partnership between the Aging Services Division and the Wright Institute continued to work well.
● Program contacts from the Wright Institute provided clear and timely communication via email and let the Aging Services Division staff know in advance of any mental health counseling program offerings and changes. ● Both the individual and group counseling sessions were well attended, as were the informal workshops that Wright Institute presented on various topics.
Workshops and sessions were offered at both senior centers, as well as at the Institute itself.
Program Challenges:
In FY2024, there were no notable program challenges reported.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 5; Older Adults (60+ years): 85.
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 FY2022 Annual Update for the Division to work with a local SUD provider to co-locate SUD services at the Mental Health Adult clinic. In FY2023 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 FY2024, 31 individuals received services. Demographics on individuals served are outlined below:
DEMOGRAPHICS N = 31*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
18 – 24 years – <11
25 – 44 years – <11
45 – 64 years – 13
65 years and older – <11
Declined to Answer, or Unknown – <11
● Gender Identity
Male – 16
Female – 11
Other/Declined to Answer, or Unknown – <11
● Race/Ethnicity
Asian or Asian Pacific Islander – <11
Black or African American – 13
Latino/a/x – <11
White – <11
Multi-racial – <11
Declined to Answer, or Unknown – <11
● Sexual Orientation
Heterosexual or Straight – 15
Lesbian or Gay – <11
Other – <11
Declined to Answer, or Unknown – <11
Program Successes:
In FY2024, individual counseling services were expanded, allowing a larger number of clients to be reached on a weekly basis. On average, individual counseling was provided to 10 clients each week, in addition to group counseling. These tailored sessions addressed specific needs related to mental health, and substance use challenges, and were designed to assist with coping strategies, the management of triggers, and to build resilience. By increasing the availability of individual counseling,
the program was better able to meet clients where they were in their recovery journey, providing more consistent and accessible support to foster long-term wellness.
The program continued to have close collaborations with community partners, such as CenterPoint, Lifelong, and others, to ensure that individuals received comprehensive care for their treatment needs beyond what was provided. These partnerships enabled better support for individuals who required specialized services that fell outside the scope of this program. As a result of these efforts, four individuals were placed in additional treatment programs tailored to their specific needs, ensuring that they had access to the right level of care and support. These placements were outside the BMH program, which allowed for more targeted interventions based on each individual’s circumstances. Two additional individuals were enrolled in the Options Recovery intensive outpatient treatment program, which was a higher level of care for their substance use issues. This program provided intensive, structured treatment while allowing participants to maintain a degree of independence as they worked toward their recovery goals. By continuing to work in partnership with these organizations and expanding the range of treatment options, the program was able to address the diverse and complex needs of the individuals served.
Program Challenges:
Some individuals in the program experienced severe mental health symptoms that created significant obstacles to their engagement in treatment. Some of the various symptoms included anxiety, depression, paranoia, and increased substance use, which impacted their motivation, energy levels, and ability to interact with others in a group setting. As a result, these individuals frequently missed scheduled group sessions.
These symptoms also often led individuals to cancel or reschedule individual counseling appointments, which interrupted the continuity of their care and hampered the therapeutic progress that may have otherwise been achieved through participation in regular sessions. This inconsistency posed a challenge, as it disrupted the structured support that the program is designed to offer, making it harder for counselors to maintain a therapeutic rapport and keep individuals on track with their treatment goals.
To address these challenges, a goal attainment treatment approach was implemented in FY2025 which will be evaluated over the next fiscal year. This treatment approach will focus on setting personalized, achievable goals that are broken down into manageable steps, making it easier for individuals to see progress and stay motivated even when symptoms interfere with their engagement.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 24; Older Adults (60+ years): 7.
Specialized Care Unit
Through the approved FY2022 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 FY2023, 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. In early FY2024, the SCU began providing services to the community.
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 FY2023 Annual Update, the Division allocated a portion of CSS System Development funds to provide on-site property management at this SRO for a short period of time. A contract was executed through the Housing and Community Services Division of HHCS with Resources for Community Development to provide management and oversight of this SRO, through December 2024.
Short-term housing for individuals on the Homeless FSP
Through the approved FY2023 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 FY2023 Annual Update, the Division learned that it will not be possible to utilize the Harrison Street trailers for this purpose. As such, the funding allocated for this purpose, will be re-purposed for other short-term housing sites for individuals in need.
PREVENTION & EARLY INTERVENTION (PEI)
The Prevention & Early Intervention (PEI) funding component is for strategies to recognize the early signs of mental illness and to improve early access to services and programs, including the reduction of stigma and discrimination, and for strategies to prevent mental illness from becoming severe and disabling.
The original City of Berkeley PEI was approved in April 2009. Since the approval of the original plan, Three-Year Plans or Annual Updates outlining proposed PEI funding and programming, have been approved on an annual basis. Through the original PEI Plan and/or subsequent plan updates, some of the many services the City of Berkeley has provided through this MHSA funding component have included:
● 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 2021- 2022 – 2023-2024 (FY2022-2024) Three-Year Evaluation Report.
Impact Berkeley
In FY2018, the City of Berkeley introduced a new initiative in the HHCS Department called “Impact Berkeley”. Central to this effort is using a highly regarded framework called Results Based Accountability (RBA) to account for the work of the Department.
RBA provides a new way of understanding the quality and impact of services provided by collecting data that answer three basic questions:
● How much did you do?
● How well did you do it?
● Is anyone better off?
RBA has been incorporated into selected programs within the Department. This has included community agency programs funded through the MHSA Prevention & Early Intervention
Community Education & Supports program. Through this initiative the Department worked with each contractor to envision, clarify and develop measures on the outcomes and results each program is seeking to achieve, and used a rigorous framework to begin measuring and enhancing progress towards these results. The results of this initiative are outlined in each of the projects funded through the PEI Community Education & Supports program.
Results Based Accountability Evaluation for all BMH Programs Through the approved FY2019 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. RDA worked with the Division from FY2021- FY2024 to implement the RBA research methodology. An update of the activities conducted by RDA in FY2024 on this evaluation is included in the CSS Section of this Three-Year Plan.
RBA outcomes in FY2024 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 MHSA 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 were funded through FY2024 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
• DM IND
• MEET
• African American Success
PEI Program
Type
Program Definition City of Berkeley PEI
Program(s)
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
• DM IND
• MEET
• African American Success
• S
upportive Schools
• Community Education and
Supports
Outreach for
Increasing
Recognition of Early
Signs of Mental
Illness
A process of engaging, encouraging,
educating, and/or training, and learning from
potential responders about ways to recognize
and respond effectively to early signs of
potentially severe and disabling mental
illness.
• Mental Health First Aid
(non-PEI funded program)
Stigma and
Discrimination
Direct activities to reduce negative feelings,
attitudes, beliefs, perceptions, stereotypes
and/or discrimination related to being
diagnosed with a mental illness, having a
mental illness, or to seeking mental health
services and to increase acceptance, dignity,
inclusion, and equity for individuals with
mental illness, and members of their families.
• Social Inclusion
Access and Linkage
to Treatment
Connecting children who are seriously
emotionally disturbed, and adults and seniors
with severe mental illness as early in the
onset of these conditions as practicable, to
medically necessary care and treatment,
including but not limited to care provided by
county mental health programs.
• High School Prevention
OPTIONAL
Suicide Prevention
Activities to prevent suicide as a
consequence of mental illness.
• CalMHSA PEI Statewide
Project
Beginning January 1, 2020, per Senate Bill (SB) 1004, Welfare and Institutions Code (WIC) 5840.7 (a) directed the Mental Health Oversight and Accountability Commission (MHSOAC) to establish priorities for the use of MHSA PEI funds. Section 5840.7 (d)(1) states that mental health jurisdictions shall, through their MHSA Three-Year Program and Expenditure Plans and Annual Updates, focus use of their PEI funds on the Commission-established priorities or other priorities as determined through their respective, local stakeholder processes. If a mental health jurisdiction chooses to focus on priorities other than, or in addition to those established by the Commission, “the plan shall include a description of why those programs are included and metrics by which the effectiveness of those programs is to be measured” (WIC Section 5840.7 (d)(1)).
Current MHSOAC priorities for the use of PEI funding are as follows:
● Childhood trauma prevention and early intervention to deal with the early origins of mental health needs,
● Early psychosis and mood disorder detection and intervention, and mood disorder and suicide prevention programming that occurs across the lifespan, ● Youth outreach and engagement strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college,
● Culturally competent and linguistically appropriate prevention and intervention, including community defined evidence practices (CDEPs), ● Strategies targeting the mental health needs of older adults, ● Early identification programming of mental health symptoms and disorder, including but not limited to, anxiety, depression, and psychosis.
In order to meet the requirements, each mental health jurisdiction is required to show in the PEI Component of the Three-Year Plan or Annual Update the following:
● Which specific PEI priorities the mental health jurisdictions plan addresses, an estimate of the share of PEI funding allocated to each priority, and an explanation of how stakeholder input contributed to those allocations, ● If the mental health jurisdiction has determined to pursue alternative or additional priorities to those listed in Section 5840.7(a), how the determinations were made through its stakeholder process,
● For any alternative or additional priority identified by the mental health jurisdiction, what metric or metrics relating to assessment of the effectiveness of programs intended to address that priority the county will measure, collect, analyze, and report to the Commission, in order to support statewide learning.
All MHSA programs and projected funding amounts were vetted through the Community Program Planning process for this Annual Update. Many PEI projects meet multiple established priorities. Per PEI regulations, outlined below are the City of Berkeley PEI programs, priorities, and FY2026 projected funding amounts:
CITY OF BERKELEY PEI
PROGRAMS
PEI
PRIORITIES
FY26
Projected Funding
Per Priority
• Mental Health
Promotion Campaign
Includes a set of related activities to reduce
risk factors for developing a potentially
serious mental illness and to build protective
factors.
$100,000
• Supportive Schools Childhood trauma prevention and early intervention to deal with the early origins of
mental health needs.
$110,000
CITY OF BERKELEY PEI
PROGRAMS
PEI
PRIORITIES
FY26
Projected Funding
Per Priority
• High School Youth
Prevention Project
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
$580,697
• Mental Health Peer
Mentor Program
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
$46,389
• Dynamic Mindfulness
Program
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
$95,000
• 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 including
community defined evidence practices (CDEPs)
$150,000
• Social inclusion Culturally competent and linguistically appropriate prevention and intervention,
including community defined evidence practices
(CDEPs)
$10,000
• Community Education
& Supports
(LGBTQIA+ Trauma
Support Project;
SoulSpace Project;
Latinx Trauma Support
Project)
Culturally competent and linguistically
appropriate prevention and intervention,
including community defined evidence practices
(CDEPs)
$300,000
• Community Education
& Supports
(TAY Trauma Support
Project)
Youth Engagement and Outreach Strategies that
target secondary school and transition age youth
not in college.
$32,046
• Community Education
& Supports
(Living Well Project)
Strategies targeting the mental health needs of
older adults.
$32,046
PEI Funded Children and Youth and TAY Services
Per MHSA regulations 51% of PEI funds are to be used on services and supports for Children, Youth, and TAY. Small counties, of which the City of Berkeley is considered, may elect to forego this regulation as long as a community vetted, locally approved justification is provided as to why children and youth services are funded at a lower level. Since the initial PEI Plan, the City of Berkeley has allocated more than 51% of PEI funds to services and supports for children, youth and TAY as the majority of PEI funds has been utilized to serving these populations. All City of Berkeley PEI programs in FY2026 will provide some level of 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 FY2026 through the previously approved Three-Year Plan, are outlined below by PEI Program type, along with FY2024 data. Throughout all PEI programs, demographic data representing numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
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 C
OVID-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 FY2026.
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
From the first PEI Plan through FY2024 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. It has provided a c oordinated 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 targeted low income families, including those with teen parents, who were experiencing homelessness, substance use disorders, or were in danger of foster care. Services include triage, assessment, treatment and referrals to appropriate community-based or specialist services as needed. Children and families were 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 were to identify, screen and assess families early, and connect them with services and supports as needed.
The program utilized 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 contained simple questions for parents to answer that reflected developmental milestones for each age group. Answers were scored and helped to determine whether the child's development was on schedule or whether the child should be referred for a developmental checkup with a professional.
Over 400 children were 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 FY2024, a total of 2,596 children were screened through this program (207 at BUSD, and 2,389 at the Help Me Grow sites) however data was not collected on all individuals screened. Although all 2,389 of the individuals that were either screened or were screened and received services, were aged 0-15, the data elements listed below show the demographics of the 207 children screened at BUSD as follows:
DEMOGRAPHICS N = 207*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0 – 15 (Children/Youth) – 207
● Race/Ethnicity
Asian or Asian Pacific Islander – 40
Black or African American – 57
White – 37
More than one Race– 20
● Ethnicity: Hispanic or Latino/Latina/Latinx
Other (Hispanic or Latino/a/x not specified on ethnicity) – 53 ● Ethnicity: Non-Hispanic or Latino/Latina/Latinx
Declined to Answer (or Unknown) – 154
● Primary Language
English – 99
Spanish – 40
Declined to Answer, or Unknown – 68
● Disability
Declined to Answer (or Unknown) - 207
● Gender: Assigned Sex at Birth
Male – 68
Female – 119
Program Successes:
● A new Public Health Nurse (PHN) started in October 2023, coming with many years of experience working with young children and families, school nurse experience, and PHN case management for children ages 0-3 years old in foster care. The PHN quickly connected with the Alameda County Help Me Grow Collaborative and the Medical Home Project’s Special Needs Committee and became an active representative for Berkeley in the Help Me Grow Collaborative and the Special Needs Committee. Her experience in early childhood and resource navigation were assets in her prevention and early intervention work with providers and families with young children.
● On-site technical assistance visits to all Berkeley Help Me Grow providers continued into this year and went well.
● Conducted 2,596 developmental screenings through the Ages and Stages Questionnaire (ASQ) and the Modified Checklist for Autism in Toddlers (MCHAT) in Berkeley, including BUSD preschools and Berkeley Help Me Grow pediatric provider sites combined.
● A total of 150 referrals were made for resources to support following areas identified from the screenings:
o Communication
o Community resources, basic needs, childcare
o Parent Support/ Parent/Child Relationship
o General Developmental Guidance
o Fine and Gross Motor Skills
o Sensory Skills
o Autism/ADHD Diagnosis
o Behavioral Concerns
o Trauma/Childhood Event
o Mental Health
Program Challenges:
● The Help Me Grow Collaborative collected and analyzed the data from all HMG sites in Alameda County, not just Berkeley, so it took time to collect and synthesize the data and to receive the Berkeley specific data.
● Help Me Grow sites did not collect race/ethnicity, language spoken data, or gender; BUSD did not collect specific ethnicity data, gender identity, sexual orientation for this age group, nor all languages spoken.
Beginning in FY2025, the MHSA PEI funding for this program was discontinued, as the Public Health Division transitioned these program activities to the Maternal, Child and Adolescent (MCAH) Program.
Supportive Schools Program
Through this program leveraged MHSA PEI funds support the provision of mental health prevention and early intervention services at each of the Elementary Schools in Berkeley. Services include: outreach; mental health programming; classroom, group, and one-on-one psycho-social education and support; and consultation with parents and/or teachers.
PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.
PEI Priority: Childhood trauma prevention and early intervention to deal with the early origins of mental health needs.
In FY2024 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 FY2024 were as follows:
Elementary School Agency/Provider Number of Students Served • Cragmont
• Emerson
• J ohn Muir
• Malcolm X
• Oxford
• Ruth Acty
• Sylvia Mendez
• Thousand Oaks
Bay Area Community Resources
(BACR) 331
• Bay Area Arts Magnet (BAM)
• Washington Child Therapy Institute 65
• Rosa Parks Lifelong Medical Care 40
Total 436
Information on services provided, successes, and challenges with each sub-contractor are outlined below:
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. BACR also provided referrals and care coordination to outside providers, parenting classes/support groups, crisis hotlines, and other programs.
Program Successes:
In FY2024 BACR provided the following services:
● Trauma-Informed individual and group therapy, family and school support ● Groups of social skills and coping with issues such as grief and parental separation
● Crisis support and mental health check-ins
● Targeted support to students with school refusal and attendance issues ● C lassroom presentations on socio-emotional topics, identity, empathy, accepting differences conflict resolution, skill-building in class and on the yard ● P arent coaching, consultation and community resources, including pediatricians and outside providers
● C ollaborative coaching with teachers to enhance the positive learning environment
● R estorative Justice sessions
● C oordinated services with school staff and external providers ● Established linkages to vital community resources.
In addition, BACR provided Classroom/School-wide Presentations to 503 attendees, and 642 individuals received small group services around the subject matters of:
● Social skills
● Coping with parental separation
● Anxiety
● Empathy
● Identification of feelings
Program Challenges:
The biggest challenge continued to be 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.
Child Therapy Institute (CTI): Provides services and supports for students and supports at Berkeley Arts Magnet (BAM) and Washington Elementary School.
Program Successes:
CTI staff continued to meet with students individually and in groups.
Program Challenges:
There were few direct challenges, however, a significant challenge continued to be 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 Licensed Clinical Social Worker (LCSW), two Master of Social Work (MSW) interns, and one Marriage and Family Therapist (MFT) trainee provided individual counseling to students, family counseling, and mental health consultation to caregivers and school staff. Several Social Skills groups were run by the LCSW, interns, and in collaboration with a learning specialist. These groups were tailored to the needs of the individuals in each group and provided community building, social skills practice, regulation strategies, and support to many students across all grade levels. Full-class support was provided in several classrooms. School staff and students were also supported with crisis support/suicide assessment and consultation as needed throughout the year. The LCSW provided consultations with caregivers and referrals to mental health services in the community.
The Family Resource Center (FRC) Supervisor regularly attended COST meetings at Rosa Parks. The FRC Supervisor and interns attended staff meetings, SST and IEP meetings. All counselors regularly collaborated with teachers, families, classroom aides and staff in the afterschool program. One of the FRC interns participated and re-started a Rainbow Families group (for families who identify as LBGTQ and allies). FRC staff are integrated into the school community.
Program Successes:
This was a successful year which included building relationships and fostering a sense of belonging and community. The LCSW, Clinical Director, and other Lifelong staff provided training to the MSW interns and MFT trainee. Trainings including trauma responsive care, child therapy models, regulation strategies including Zones of Regulation, Cognitive-Behavioral Therapy, grief, working with teachers and caregivers, and many other topics. There was a particular focus on training in anti-racist practice.
Lifelong hired a consultant who specialized in cross-cultural clinical practice and anti- racist counseling practice that provided multiple trainings and staff consultation. This
support was particularly important and helped FRC staff intervene when there were multiple incidents of racism that impacted students and school staff.
The LCSW and counseling interns worked hard to be a visible and integrated part of the community. FRC staff identified a need for kids to have safe, supportive environments to practice social skills and work on connections with each other. Gaps in social- emotional learning were identified as a result of the pandemic. Groups were prioritized this year in order to meet that need. FRC staff worked thoughtfully and collaboratively with teachers to think about how to configure groups where students could feel seen and heard. Staff considered many factors including race, culture, gender expression, and temperament in creating these groups.
The FRC staff continued to provide more intensive support to some students through individual counseling and collaboration with teachers and caregivers. The interns and trainee were able to refine their skills in comprehensive assessment, treatment planning, and implementation of age appropriate and culturally appropriate interventions. Many students made significant progress this year, and FRC staff were an integral part of the support team that helped guide them. During the reporting timeframe, 140 students participated in group sessions and 28 staff members received information or training.
Program Challenges:
There were few direct challenges, however, a significant challenge continued to be 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 436 students that were served through this project in FY2024, is outlined below:
DEMOGRAPHICS N = 436*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0 – 15 (Children/Youth) – 436
● Race/Ethnicity
American Indian or Alaska Native - 13
Asian – 22
Black or African American – 93
Native Hawaiian/Pacific Islander - <11
White – 137
More than one Race– 61
Other – 16
Declined to Answer (or Unknown) – 92
● Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican American – Chicano - <11
Other – 60
Declined to Answer (or Unknown) - <11
● Ethnicity: Non-Hispanic or Latino/Latina/Latinx
African – 12
Chinese - <11
European – 28
Filipino - <11
Japanese - <11
Korean - <11
Vietnamese - <11
Other - <11
Declined to Answer (or Unknown) – 316
● Primary Language
Spanish – 16
English/Declined to Answer, or Unknown – 420
● Sexual Orientation
Declined to Answer, or Unknown – 436
● Disability
Mental domain not including a mental illness/Physical mobility/domain/Other – 15 Chronic health condition (including but not limited to chronic pain) – 31 Declined to Answer (or Unknown) – 390
● Veteran Status
No– 43
● Gender: Assigned Sex at Birth
Male – 38
Female – 52
Declined to Answer or Unknown – 346
● Current Gender Identity
Male – 173
Female – 150
Transgender or Another Gender Identity - <11
Genderqueer - 12
Declined to Answer or Unknown – 92
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 480; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 0; Older Adults (60+ years): 0.
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 FY2024 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: 397 Support Groups/Workshops; 822 Support Group/Workshop encounters; 31 Outreach activities; 2,120 Outreach Contacts; and 296 Referrals.
Descriptions of the five projects within the Community Education & Supports program along with FY2024 data and RBA evaluation results, are outlined below:
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 FY2024, 52 youth participated in one or more program services. Demographics on youth served were as follows:
DEMOGRAPHICS N = 52*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
16 - 25 (Transition Age Youth) – 52
● Race/Ethnicity
Asian – <11
Black or African American – 18
White – <11
More than one Race – <11
Other – 11
● Ethnicity: Latino/Latina/Latinx
Mexican/Mexican American – Chicano – 12
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African – 18
Asian Indian/South Asian - <11
Middle Eastern - <11
More than one ethnicity - <11
Declined to Answer (or Unknown) - <11
● Primary Language
English – 52
● Sexual Orientation
Heterosexual or Straight – 22
Lesbian or Gay – <11
Bisexual – <11
Queer - <11
Questioning or Unsure of sexual orientation - <11
Another sexual orientation - <11
Declined to Answer, or Unknown – <11
● Disability
Mental domain not including a mental illness (including but not limited to a learning disability, developmental disability or dementia) - <11 Chronic health condition (including but not limited to chronic pain) - <11 Declined to Answer or Unknown – 47
● Veteran Status
No – 52
● Gender: Assigned Sex at Birth
Male – 37
Female – 15
● Current Gender Identity
Male – 12
Female – 30
Transgender or Another Gender Identity - <11
Genderqueer – <11
Another Gender Identity – <11
Program Successes:
Some of the successes experienced in the reporting timeframe were aligned with changes to make the program more youth centered and informed. The Out of the Binary Fashion Show was the first event done in several years that was 100% facilitated, planned, and executed by participants in the program. Although time was spent training youth on all of these areas, youth were able to take those skills and develop something that was completely their own. The same followed into the Mural Workshop in which youth created their own ideas for the mural. They drew and designed the mural and painted on their own. This allowed the youth to feel a sense of autonomy and independence to create their own pieces and to work alongside individuals with experience in the community. This resulted in more youth coming into the program.
Another success was the change in focus to offering intergenerational events that brings individuals from the Adeline community together to celebrate art, history, and community. A community brunch at the studio was held that included several Adeline community members and youth including renowned artist Edyth Boone. This event was the first to bring community members together to discuss upcoming programs and projects. At the end of the Mural Workshop, there was a Mural Reveal engagement that brought artists, Adeline community members, and youth together to celebrate the Mural created by the youth. The program successfully created safety, dignity and belonging that brought more youth to the space and gave them the freedom to participate in services and creatively express themselves.
Project Challenges:
The main challenges during the reporting timeframe was around a loss of some of the overall funding to the agency. Loosing funding caused the agency to cut stipends and some of the positions. The loss in funding pushed the agency to align in a different more efficient positive direction.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 85; Adults (26-59 years): 0; Older Adults (60+ years): 0.
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 FY2024, a total of 94 individuals were served. Demographics on individuals served include the following:
DEMOGRAPHICS N = 94*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
16 - 25 (Transition Age Youth) – <11
25 – 59 (Adult) – 71
Ages 60+ (Older Adult) - <11
Declined to Answer (or Unknown) - <11
● Race
Asian – <11
Black or African American – <11
White – 62
More than one Race – <11
Other – 11
Declined to Answer (or Unknown) - <11
● Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican American – Chicano – <11
South American - <11
Other - <11
Declined to Answer (or Unknown) - <11
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African – <11
Asian Indian/South Asian - <11
Chinese - <11
Eastern European - <11
European – 20
Filipino - <11
Japanese - <11
Other - <11
Declined to Answer (or Unknown) - 24
● Primary Language
English – 93
Other/Declined to Answer (or Unknown) - <11
● Sexual Orientation
Heterosexual or Straight – <11
Lesbian or Gay – 14
Bisexual – <11
Queer - <11
Questioning or Unsure of sexual orientation - <11
Another sexual orientation - 41
Declined to Answer, or Unknown – <11
● Disability
Difficulty Hearing or Having Speech Understood - <11
Mental Domain not including a mental illness (including but not limited to a learning disability, developmental disability or dementia) - <11 Physical/mobility domain - <11
Chronic health condition (including but not limited to chronic pain) - <11 Other (Specify) - <11
No Disability - <11
Declined to Answer or Unknown – 68
● Veteran Status
Yes – <11
No – 92
Declined to Answer (or Unknown) - <11
● Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) - 94
● Current Gender Identity
Male – 19
Female – 16
Transgender – 16
Genderqueer – <11
Questioning or Unsure - <11
Another Gender Identity – 34
RBA Outcomes during the reporting timeframe were as follows: 261 Support Groups were conducted reaching 143 individuals; 26 Outreach activities were conducted reaching approximately1,780 individuals; 13 individuals attended Train the Trainer sessions to become Peer Support Group Facilitators; and 38 Peer Support Group Facilitators attended Skill Building Workshops. There were 71 referrals for additional services and supports. The number and type of referrals included: 28 Mental Health; 16 Physical Health; 3 Social Services; 1 Housing; 23 Other unspecified services. To assess the project services, a self-administered Peer Support Group Survey was distributed to all peer group members. Survey results were as follows:
● 92 % indicated they would recommend the organization to a friend or family member
● 92 % felt like staff and facilitators were sensitive to their cultural background ● 88% reported they deal more effectively with daily problems ● 79% indicated they have trusted people they can turn to for help ● 81 % felt like they belong in their community.
Program Successes:
The monthly consultation meetings for Peer Group facilitators was moved to Saturdays with the hope of gaining more attendance. With the move to the new location, facilitators were invited to return to the building and we staff worked on the hybridization of the new space. The move also provided the opportunity to renew outreach efforts. New location announcements were created and distributed.
With feedback from facilitators, the scope of the diversity, equity, and inclusion trainings and this year’s DEI offerings were Power & Positionality, Supporting Neurodivergence, Mediating Conflict, and Accessibility in Support Spaces. There was strong attendance for these training sessions with an average of 7 facilitators in attendance per session.
There were 14 new facilitators onboarded, and facilitation training for 2 facilitators from Asian Health Services was provided.
Program Challenges:
A few groups h
ad to e
nd due to a lack of facilitators. Another big challenge was that more community members wanted in-person groups but facilitators were still working on adjusting back to in-person groups. There was attrition in attendance during the reporting timeframe, and hybrid meetings were implemented in the next fiscal year to address this issue. The program continued to work on ways to utilize the new space as much as possible and in various ways to offer more avenues for individuals to access resources.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 27; Adults (26-59 years): 141; Older Adults (60+ years): 40.
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). ● Strategies targeting the mental health needs of older adults.
In FY2024, a total of 38 individuals participated in the Living Well Workshop Series program. Demographics of Workshop participants are outlined below:
DEMOGRAPHICS N = 38*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
Ages 60+ (Older Adult) – 17
Declined to Answer (or Unknown) – 21
● Race
Asian – <11
Black or African American – <11
Native Hawaiian or other Pacific Islander - <11
White – <11
Other – <11
Declined to Answer or Unknown – 18
● Ethnicity: Hispanic or Latino/Latina/Latinx
Declined to Answer or Unknown – 38
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer or Unknown – 38
● Primary Language
English/Other – <11
Declined to Answer or Unknown – 33
● Sexual Orientation
Declined to Answer, or Unknown – 38
● Disability
Difficulty Seeing - <11
Difficulty Hearing or Having Speech Understood - <11
Mental (not mental health) - <11
Physical/mobility disability - <11
Other Disability – <11
Declined to Answer or Unknown – 26
● Veteran Status
Declined to Answer or Unknown – 38
● Gender: Assigned Sex at Birth
Declined to Answer or Unknown – 38
● Current Gender Identity
Male – <11
Female – 14
Declined to Answer or Unknown – 14
RBA Outcomes during the reporting timeframe were as follows: 4 outreach and informational events were conducted reaching 111 individuals. A total of 78 individuals participated in the Living Well Workshop series and 99 received engagement services.
There were 11 referrals for additional services and supports. The number and type of referrals included: 1 Mental Health; 2 Physical Health; 1 Social Services; 2 Housing; 5 other unspecified services.
Project Successes:
The Center for Independent Living’s “Living Well with a Disability” workshop series and the PEERS support group were both well-attended and impactful, reaching 78 older adults in Berkeley during the reporting timeframe. Outside of the workshops, 99 older adults in Berkeley received 1-on-1 supports, services, and referrals with a total of 612 hours spent providing these individual services and referrals in the reporting period.
The Senior and Aging Engagement Coordinator witnessed increased mental, physical, and emotional health issues with attendees of the group, and worked to adapt
programming to meet the needs and concerns of attendees. The Coordinator also increased the 1-on-1 services and referrals in order to provide additional support to individuals in need, especially in the realm of mental health, legal advocacy, referrals for assistive technology and residential access supports, general technology assistance, and more.
Other highlights from the reporting period included diverse outreach in the community by the Senior and Aging Engagement Coordinator, including attending a day-long conference on Elder Abuse held by Legal Assistance for Seniors, where the Coordinator was able to meet other service providers and legal advocates that work with older adults, and collaborate on challenges, resources, and referrals. The Coordinator also tabled at the annual Berkeley Juneteenth Festival, at the GoldenReady Emergency Preparedness event, and more.
Project Challenges:
The greatest challenge related to comprehensive data tracking and gathering demographic and survey information from Living Well and PEERS attendees. For a time, the Senior and Aging Engagement Coordinator was not comprehensively tracking the referrals made as part of the 1-on-1 services, and then departed the organization before the Program Director could work closely with her to try to trace back some of those supports and services offered; thus, the referral numbers looked artificially low, even though the Coordinator was visiting multiple seniors at their homes or at the senior centers to work with them 1-on-1, several times per week. The Senior and Aging Coordinator shared that workshop attendees were often reticent to provide the in-depth demographic information requests. Once hired, the new Senior and Aging Engagement Coordinator will be supported in developing strategies to confidentially and comprehensively gather required data and demographics.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 30; Older Adults (60+ years): 130.
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 FY2024, 7 individuals were served. Demographics on individuals served are as follows:
DEMOGRAPHICS N = 7*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
26 – 59 Adults – <11
65 years and older – Older Adults – <11
● Race/Ethnicity
Black or African American – <11
Declined to Answer or Unknown – – <11
● Ethnicity: Non-Hispanic or Latino/Latina/Latinx
Declined to Answer or Unknown – 7
● Primary Language
English – 7
● Sexual Orientation
Heterosexual or Straight – 7
● Disability
Mental (not mental health) – <11
Chronic Health Condition - <11
No Disability – <11
● Veteran Status
Declined to Answer or Unknown – 7
● Gender: Assigned Sex at Birth
Male – <11
Female – <11
● Current Gender Identity
Male – <11
Female – <11
RBA Outcomes during the reporting timeframe were as follows: 2 Community Education Trainings were conducted to 43 attendees, and 229 individuals were reached through outreach and engagement services. A total of 7 individuals received case management and/or participated in Support Groups. There were 7 referrals for additional services and supports.
Project Successes:
● A support group for Black men, “Black Men Alive and Well,” aimed at building participants’ resilience and well-being was conducted.
● Two community education workshops with Deanna Robinson were held:
“Creating a Culture of Healing: Black Mental Health Wellness Strategies” and “Processing Pain While Building a Healing Culture: Black Mental Health Wellness Strategies”.
● A two-part provider education training with Roland Williams was held, “Medication-Assisted Treatment for Black Populations” in June. ● After exhaustive searches, ONTRACK hired 2 case managers for Soul Space and placed a project manager onsite in Berkeley.
● Soul Space leased office and program space in South Berkeley, in the historical heart of Berkeley’s African America/Black community and hired two well-qualified empowerment advocates. The increased capacity enabled the program to ramp up the outreach and direct service activities.
Project Challenges:
● Early in the fiscal year, the case manager resigned. The program support team worked diligently to move clients through their empowerment plans and transition them to other community resources or close out their cases. Recruitment began immediately for the vacant position but there was difficulty finding applicants who brought the required combination of skillsets: case management expertise, deep understanding of African American/Black communities particular needs for mental health support, and experience working with African American/Black communities. The search process involved reviewing 40 resumes submitted in response to initial posts, numerous hours revising the recruitment strategy and outreach, and interviewing more than 28 candidates before finding qualified individuals aligned with Soul Space’s values and approach to case management. ● The original North Berkeley office space was unsuitable to the program needs, so the program moved to a new space in South Berkeley that was closer to public transportation and more accessible to African American communities.
Unforeseen flooding and mildew rendered the office space permanently unusable, necessitating a time-consuming search for another space. Finding an affordable and culturally appropriate space proved more difficult than anticipated, but the program was able to acquire access, and relocate to another space in South Berkeley that proved to be appropriate for the program needs.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 2; Adults (26-59 years): 21; Older Adults (60+ years): 2.
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 FY2024, this project served 653 individuals. Demographics on individuals served were as follows:
DEMOGRAPHICS N = 653*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0 – 15 – Children and Youth or Unknown – 28
16 - 25 (Transition Age Youth) – 148
25 – 59 (Adult) – 442
60+ - Older Adults – 35
● Race
Asian – <11
Black or African American – 17
White – <11
Other – 601
More than one Race – <11
Declined to Answer (or Unknown) - <11
● Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican American – Chicano – 127
Central American - 345
South American – 43
Other – 29
Declined to Answer or Unknown – 49
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African – 12
Asian Indian/South Asian - <11
European – <11
Filipino - <11
Middle Eastern - <11
Vietnamese - <11
Other - <11
More than one ethnicity – <11
Declined to Answer (or Unknown) - 12
● Primary Language
English – 56
Spanish – 533
● Sexual Orientation
Heterosexual or Straight – 308
Gay or Lesbian – 86
Bisexual – <11
Questioning or Unsure of sexual orientation - <11
Queer - <11
Another sexual orientation – <11
Declined to Answer, or Unknown – 243
● Disability
Difficulty Seeing – <11
Other - <11
No Disability – 614
Declined to Answer or Unknown – 26
● Veteran Status
No – 630
Declined to Answer (or Unknown) - 23
● Gender: Assigned Sex at Birth
Male – 327
Female - 326
● Current Gender Identity
Male – 321
Female – 318
Transgender/Genderqueer/Another Gender Identity – 14
RBA Outcomes during the reporting timeframe were as follows: 9 Support Group sessions were conducted reaching 75 individuals, and 247 individuals received One-on- One Supports. A total of 7 Trainings were conducted, reaching 91 individuals. There were 207 warm referrals for additional services and supports. The number and type of referrals included: 29 Mental Health; 12 Physical Health; 75 Social Services; 91 other unspecified services.
Support Group feedback per participant self-report was as follows:
● 100% reported they liked participating in the Support Group; ● 100% indicated they would recommend the organization to a friend or family member;
● 100% indicated they felt safe, included and respected; ● 100% reported that they were able to deal more effectively with daily problems; ● 100% reported increased feelings of supports after participating in the support group.
Training feedback per participant self-report was as follows:
● 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.
● S uccessfully initiated contact with Berkeley High School newcomer program to share resources with families, and continued to provide one-on-one support for Latinx and Mam asylum seekers, including wraparound services for unaccompanied minors and warm referrals to mental health and other services. ● Provided 6 trauma-informed trainings for 66 unique participants. These included an annual training for the incoming cohort of law students interns who directly assisted with the clients’ asylum cases during the school year. These trainings made it much more likely for the law students to identify their clients’ need for mental health services and reach out to the Support Services team to make these connections.
● E xpanded one-on-one services to include assistance with obtaining public benefits. Program staff developed sufficient expertise on this topic to train student interns to screen clients for eligibility for benefits such as Medi-Cal and CalFresh, help them apply, and, crucially, help them overcome barriers like inadequate documentation if their applications were rejected. ● The OLAS LGBTQ Sanctuary Project held a support group weekend retreat with 16 LGBTQ participants. Participants felt empowered to share their accomplishments as immigrants in the U.S., including learning English, opening their own businesses, pursuing higher education, and obtaining asylum or residency status. Additionally, the OLAS Sanctuary Project held a one-day retreat in Berkeley for 24 participants, 6 of whom were new to the program. Many participants expressed feelings of trust, safety, and comfort with expressing themselves through the group activities. This provided safe spaces for participants to rest, share their experiences as LGBTQ immigrants, and practice different forms of art expression. Activities were led by trained facilitators, including licensed therapists. Participants walked away from these experiences having felt seen and heard and part of a community. As LGBTQ immigrants, many of the participants have experienced hate incidents in both their home countries and the U.S. They unanimously feel that OLAS provides a safe space for healing and processing these experiences among their peers, and shared that each retreat built their self-confidence and their connections with other participants.
● T wo storytelling workshops were held for Indigenous Mam, Latinx, and LGBTQ asylum seekers that focused on finding and expressing their voice. One workshop was in collaboration with teaching artists at Berkeley Repertory Theatre (BRT). Participants were guided to create poetry and performances based on their stories and share them in classrooms and at community events, which helped to build empathy in the broader community. The experience was cathartic, with strengthened connections, community, and confidence, along with opportunities to share one’s journey and give/receive support. ● The Amplifying Sanctuary Voices (ASV) team held a storytelling performance event in partnership with Berkeley Repertory Theater - In Dialogue. The performance featured four Latinx and immigrant community members who shared their stories with over 50 attendees. The event was incredibly moving and a great success; the performers shared that they felt proud of their bravery to stand up and share their story and audience members reflected on the power of hearing personal narratives in a performance setting. ASV is excited to continue supporting community storytelling in a setting that promotes participants’ healing and empowerment.
Project Challenges:
While there were no significant program challenges in FY24, the Support Services team was hoping to host three student interns over the summer, however two withdrew for personal reasons at the last minute. Staff was able to cover, but this was still a disappointment and prompted thinking and planning on how to get firmer intern commitments going forward.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 10; Transition Age Youth (16-25 years): 150; Adults (26-59 years): 400; Older Adults (60+ years): 35.
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)
D
ynamic Mindfulness (DMind) is an evidence-based trauma-informed program implemented in BUSD middle and high schools. Validated by independent researchers as a transformative program for teaching children and youth, skills for optimal stress resilience and healing from trauma, the DMind program integrates mindful action, breathing, and centering into an intervention that is implemented in the classroom in 5- 15 minute sessions, 3 to 5 times a week. This program has proven to be successful with vulnerable students who are exhibiting signs of chronic stress, trauma, and Post Traumatic Stress Disorder (PTSD) from Adverse Childhood Experiences (ACEs), and/or disengagement from school, chronic absences, and significant behavioral challenges, including emotion regulation, impulse control, anger management, and/or getting frequent referrals, or suspensions and at high risk of school failure. DMind also enables teacher and staff well-being, which has been shown to enhance student learning.
Program components include in-class and after-school DMind sessions for students, student peer leadership development, and training and coaching of school staff.
PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.
PEI Priorities:
● Youth engagement and outreach strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college.
● Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.
During the reporting timeframe, data on numbers served and demographics was not provided.
Program Successes:
In FY2024, DMIND was provided in three middle schools and two high schools within the Berkeley Unified School District. Over 300 students and a dozen staff to submitted their feedback on the program. The results were inspiring with over 90% of students indicating that as a result of participating in the program they were able to consistently and effectively manage their stress, anger, and anxiety; focus and concentrate; be self- aware; make responsible decisions; have healthy relationships with peers and staff; and be ready and motivated to learn. Additionally, 100% of teachers indicated that they were able to consistently and effectively manage their stress, anger, and anxiety; focus and concentrate; be self-aware; make responsible decisions; have healthy relationships with students and colleagues; have a positive classroom climate; and sustain their well-being as educators. Those same teachers also indicated that their students were able to consistently and effectively manage their stress, anger, and anxiety; focus and concentrate; be self-aware; make responsible decisions; have healthy relationships with peers and staff; and be ready and motivated to learn.
Many of the staff and students surveyed also made sure to include some notes of appreciation and gratitude for providing this program to their school communities. A teacher from Martin Luther King Jr. Middle School noted, “my students have really benefited from this practice.” Another teacher at that school echoed these remarks and added, “the kids [were] able to focus a lot better on the day they participated in the program and they were more productive!” A Counselor from Willard Middle School expressed her thanks as well, sharing, “Students have really enjoyed having a space to practice Mindfulness!” The Vice Principal of School Climate & Student Wellness at Berkeley High School made sure to include a note acknowledging the inclusivity of the practice adding, “this program directly impacts Black students who choose to access the services in lieu of other staff or programs.” The Mindful Yoga program at Berkeley Technology Academy and Berkeley Independent Study also received high praise from teachers who shared “students are all reflecting positive things and noticing their growth. All are really appreciative of the space the program holds for them to slow down and get in tune with their bodies.”
Students added their notes of appreciation as well expressing how impactful this program has been for them. A Berkeley Independent Study student shared, “I especially enjoyed yoga class this week. I tried a lot of new poses and I could feel my balance improving throughout the week…I can’t wait for next week’s class!” A 7th grade student at Willard Middle School shared that she “loved Mindfulness Group a lot! I hope the instructor loved teaching us because I loved and was grateful to have her.” Program Challenges:
There were no program challenges submitted during the reporting timeframe.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 517; Transition Age Youth (16-25 years): 31; Adults (26-59 years): 68; Older Adults (60+ years): 0.
Mental and Emotional Education Team (MEET)
The Mental and Emotional Education Team (MEET) also referred to as the Mental Health Peer Education (MHPE) 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.
Peer relationships are a primary component of adolescent development, including placing higher value on social influence, learning to navigate interpersonal communication and conflict, exploring personal and community identities, and learning how to foster healthy relationships. This is especially significant for students from marginalized communities, who have fewer teachers, counselors, clinicians, and role models at school who share their identities. For many students who are impacted by systemic racism, economic stress, and/or are living in immigrant or mixed status families, it can be difficult to speak about these experiences with adult school staff who may have vastly different life experiences. When young people have the opportunity to speak with peers who have had similar experiences and can relate to their circumstances, they are less isolated, more connected to school, identify as more hopeful and empowered, and act as change agents in their school and communities.
In additional to providing student peer educators with the opportunity to develop relational and emotional skills, a peer-to-peer program also serves as a workforce development program in which students learn concrete skills and can explore possible future careers in the mental health field. Peer-to-peer program grant students the opportunity to learn job skills, while simultaneously developing school-based relationships and connections which has been shown to increase attendance, grades, and self-esteem.
During the fall of FY2024, the MEET program supervisor led 20 mental health peer educators in 28 weekly trainings and one full day training for the purpose of developing leadership skills, learning and practicing communication skills, learning about mental health needs and resources, and providing mental health education and support for their peers. Many of the peer educators also participated in the City of Berkeley Youthworks program, where they participated in weekly meetings to learn and develop job readiness skills. In addition to the weekly training sessions, the peer educators also participated in one or more internship projects, including creating mental health presentations for Freshman classes, developing multilingual presentations for ELL English classes, creating videos and posters to spread information about mental health, creating and disseminating information about tobacco and marijuana prevention, and hosting or participating in events to spread awareness about mental health and the BHS Wellness Center. All peer educators had the opportunity to provide one-on-one mentorship to other students, either on a one-time basis or through weekly or biweekly meetings.
In the Spring of FY2024 a second cohort of 12 mental health peer educators participated in 8 weekly trainings and one full day training for the purpose of building community, exploring their own values and biases, learning and practicing communication skills, and learning about mental health needs and resources. After completing their training, this cohort of peer educators were prepared to begin in FY2025, with mentoring and engaging in internship projects.
In FY2024, 32 individuals were served through this program. Demographics on individuals served were as follows:
DEMOGRAPHICS N = 32*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0 – 15 – Children and Youth – 32
● Race
Asian – <11
Black or African American – 14
White – <11
Other – <11
More than one Race – <11
Declined to Answer (or Unknown) - <11
● Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican American – Chicano – <11
Central American – <11
South American – <11
Other – <11
Declined to Answer or Unknown – <11
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African – <11
Asian Indian/South Asian - <11
Eastern European – <11
Middle Eastern - <11
Vietnamese - <11
Other - <11
Declined to Answer or Unknown – <11
● Primary Language
English – 19
Spanish – <11
Declined to Answer or Unknown – <11
● Sexual Orientation
Heterosexual or Straight – 17
Gay or Lesbian – <11
Bisexual – <11
Questioning or Unsure of sexual orientation - <11
Queer - <11
Another sexual orientation – <11
Declined to Answer, or Unknown – <11
● Disability
Difficulty Seeing – <11
Difficulty Hearing or having speech understood - <11
Mental domain not including a mental illness (including but not limited to a learning disability, developmental disability or dementia) - <11 No Disability – 22
● Veteran Status
No – 32
● Gender: Assigned Sex at Birth
Declined to Answer, or Unknown – 32
● Current Gender Identity
Male – <11
Female – 23
Genderqueer – <11
Questioning or unsure of gender identity - <11
Another Gender Identity – <11
Declined to Answer, or Unknown – <11
Program Successes:
Accomplishments of MEET Students
● Completed semester long training in order to learn the skills to be peer mentors; ● Developed informational and interactive presentation for U-9 Freshman Seminar classes. The students facilitated 28 educational presentations, which reached over 750 students. The presentations aimed to support freshman students to foster greater comfort in discussing mental health, recognize and practice positive coping skills, and learn about how to access mental health resources in and outside of BHS;
● Created and led informational presentations in English and Spanish for all four levels of ELL English, which included information about mental health, addressed the connection between mental health and migration, and shared resources about how to access mental health support at BHS;
● Provided at least 65 one-on-one or small group mentoring sessions to approximately 27 students;
● Served almost 100 shifts in the Wellness Center, during which they were available for drop-in mentorship support, introduced new students to the offerings of the Wellness Center, and helped with the daily maintenance of the Wellness Center;
● Developed, filmed, and edited 9 informational videos about a variety of mental health topics to spread awareness about mental health to other BHS students.
Five films were submitted to the Directing Change film competition, three of which were formally recognized (2nd place in Suicide Prevention category, Honorable Mention in Suicide prevention category, and Special Recognition in Athletics & Mental Health);
● Planned and hosted three school-wide events to provide information and support for stress reduction and mental health awareness;
● Provided information and tours of the new BHS Wellness Center for the Wellness Center Grand Opening (December 2023) & BHS Open House (March 2024).
Number of BHS students served by MEET students:
● 32 students participated as peer educators in the MEET program; ● 750+ Freshman students received classroom presentations; ● 50+ students in the Multilingual Program received classroom presentations; ● 35+ students received one-on-one mentorship from a mental health peer educator;
● All 3200 BHS students viewed MEET videos through the Student Bulletin
Program Challenges:
A significant challenge continued to be 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.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 35; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 0; Older Adults (60+ years): 0.
African American Success Project
The African American Success Project (AASP) implements “Umoja” - a daily elective class offered at Longfellow Middle School, that serves approximately 40% of the African American students at that location. Umoja provides African American students a safe affinity space to explore their cultural heritage and identity, while building positive peer relationships 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.
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 FY2024 46 students participated in this project. Outlined below are demographics on individuals served through this project:
DEMOGRAPHICS N = 46*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0 – 15 – Children and Youth – 46
● Race
Asian – <11
Black or African American – 35
More than one Race – <11
● Ethnicity: Hispanic or Latino/Latina/Latinx
Other – <11
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer or Unknown – 46
● Primary Language
English – 46
● Sexual Orientation
Declined to Answer, or Unknown – 46
● Disability
Other – <11
● Veteran Status
No – 46
● Gender: Assigned Sex at Birth
Male – 28
Female – 18
● Current Gender Identity
Declined to Answer, or Unknown – 46
Program Successes:
There were no program successes submitted during the reporting timeframe.
Program Challenges:
During the fiscal year, the program did not serve 8th-grade students as in past years.
This caused a reduction in the number of participants served.
Based on previous years, in FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 55; Transition Age Youth (16-25 years): 0; Adults (26-59 years): 0; Older Adults (60+ years): 0.
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 s
et of related activities to reduce risk factors for
developing a potentially serious mental illness and to build protective factors.
Early Intervention Program – Provides treatment and other services and interventions, including relapse prevention, to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the applicable negative outcomes that may result from untreated mental illness.
The City of Berkeley has one Prevention & Early Intervention combined program that also has an Access a
nd Linkage 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 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.
● 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 had the following positions: a full-time Mental Health Program Supervisor, a full-time Mental Health Clinical Supervisor (vacant), four full-time Behavioral Health Clinicians, and a cohort of three part-time graduate-level trainees. One Behavioral Health Clinician II was on administrative leave from January through June 2024. Two graduate-level trainees concluded their respective traineeships in January 2024 and February 2024. One Behavioral Health Clinician II promoted into the vacant Mental Health Clinical Supervisor position in May 2024.
In FY2024, approximately 210 students received services through this project.
Demographics on youth served are outlined below:
DEMOGRAPHICS N = 210*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
0 – 15 – Children and Youth – 52
16 – 25 Years – 158
● Race
Asian – 21
Black or African American – 44
White – 42
More than one Race – 57
● Ethnicity: Hispanic or Latino/Latina/Latinx
Other – 46
● Primary Language
English – 178
Spanish – 22
Other/Declined to Answer, or Unknown – <11
● Sexual Orientation
Heterosexual or Straight - 116
Gay/Lesbian/Bisexual/Questioning/Another Sexual Orientation/Declined to Answer or Unknown – 94
● Disability
Declined to Answer, or Unknown – 210
● Veteran Status
No – 210
● Gender: Assigned Sex at Birth
Declined to Answer, or Unknown – 210
● Current Gender Identity
Male – 61
Female - 113
Other – 36
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. ● The Mental Health (MH) team was able to resume its graduate-level training program and provided an array of multi-tiered individual, group and crisis services.
● 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. ● Continued to build strong working relationships with BHS Administration, especially the Principal, Vice Principal of Climate & Wellness, and MH & Well- Being Coordinator.
● BHS Leadership, along with Health Center leadership and City of Berkeley HHCS Departmental leadership, were able to successfully implement and open a differentiated Wellness Center space at BHS along with a continuum of tiered wellness support services in December 2023.
● For Q3 and Q4, the Wellness Center provided a differentiated universal (Tier 1) and targeted (Tier 2) support space for students that did not previously exist. ● 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:
● The MH Team experienced multiple vacancies in the supervisor, clinician, and trainee classifications. These vacancies impacted the team’s overall capacity,
including individual and group service provision as well as on call crisis coverage.
Furthermore, staffing shortages across the Health Center’s Public Health Team, both administrative and clinical, impacted service provision, operational capacity, and integration across Divisions.
● The Health Center’s Electronic Health Record (EHR), NextGen, provided limited functionality. This contributed to delays with data collection, analysis, and reporting. These challenges 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 and do not interface with one another. This made clinical documentation more cumbersome and time-consuming for all staff and also made data collection and analysis more laborious.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 139; Transition Age Youth (16-25 years): 209; Adults (26-59 years): 0; Older Adults (60+ years): 0.
The RBA Measures that were established for this program were as follows:
Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of clients served
• # of clients opened for
ongoing services
• # of services provided
by service type
• # of clients screened for
depression, trauma, and
substance use
• # of clients contacted within
a week following a referral
to the High School Health
Center (HSHC)
• %
of school population
served
• % 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 RBA Outcomes in FY2024 for this program are outlined on the following pages.
210
Clients Served
BMH RBA Report FY 2024
Reporting Period: July 2023 - June 2024
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.
25%
75%
0 -15 Years 16- 25 Years
Demographics
(Age)
Jul '23 - Jun '24 (n=210)
26%
22% 2 1% 20%
10%
More than
one race/
Unknown
Hispanic or
Latino
Black or
African
American
White Asian or
Pacific
Islander
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=210)
29%
54%
20 %
Male
Female
Other*
Demographics (Gender
Identity)
Jul '23 - Jun '24 (n=210)
55%
22%
H
eterosexual
LGBQ+ or Other*
Demographics (Sexual
Orientation)
Jul '23 - Jun '24 (n=210)
*Other includes any identity that doesn't
fit within the traditional male/female
binary.
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, or other diverse sexual orientations.
Other includes prefer not to answer or unknown.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 116
1%
3%
3%
5%
6%
9%
71%
AOD counseling/info
Case management
Crisis intervention
Academic counseling
Group therapy
Intake assessment
Individual therapy
Services Provided by Service Type
Jul '23 - Jun '24 (n=1320)
Note: Multiple services could be provided in one visit (e.g. crisis assessment and referral) so total services by type is greater than total encounters.
70%
68%
7 0%
Depression Trauma Substance use
Clients screened for depression, trauma, and
substance use
Jul '23 - Jun '24 (n=210)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 117
Quality Outcomes ("How well did we do it?")
1 in 17 Students received services
6.43% of the School Population (3,267 students)
96% n=126
Students felt
treated with
respect
98% n=118
Students felt
heard about
what they
have to say
96% n=105
Students felt
like there's an
adult who
cares about
Service Consistency
96% n=129
Report Easy
Access to
Needed Care
97% n=113
Able to Get Help
When Needed
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 118
Data SourceMeasure Definition
# 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
% 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
Not presented due
to delays in the
reporting system
% of school population served Unique clients served by HSHC divided by total student population of BHS and BTA. 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
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 119
STIGMA AND DISCRIMINATION PROGRAM
Stigma and Discrimination Program - Directs activities to reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to being diagnosed with a mental illness, having a mental illness, or to seeking mental health services and to increase acceptance, dignity, inclusion, and equity for individuals with mental illness, and members of their families.
The City of Berkeley Stigma and Discrimination program is as follows:
Social Inclusion Program
PEI Goals: To reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination r
elated 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 FY2024, 20 unduplicated individuals participated in the program. Demographics on program participants served were as follows:
DEMOGRAPHICS N = 20*
*Numbers that are 11 or less are displayed as <11 and/or have been combined or masked to protect the privacy and confidentiality of individual participants.
● Age Category
26 – 59 Adults – 15
Ages 60+ - Older Adult/Decline to Answer or Unknown – <11 ● Race
American Indian or Alaskan Native – <11
Asian – <11
Black or African American – <11
White – 42
More than one Race – <11
● Ethnicity: Hispanic or Latino/Latina/Latinx
Declined to Answer, or Unknown – 20
● Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer, or Unknown – 20
● Primary Language
English – 20
● Sexual Orientation
Heterosexual or Straight - <11
Bisexual – <11
Queer – <11
Declined to Answer or Unknown – 15
● Disability
Declined to Answer, or Unknown – 20
● Veteran Status
No – 20
● Gender: Assigned Sex at Birth
Male – 12
Female or Unknown – <11
● Current Gender Identity
Male – 12
Female/Declined to Answer, or Unknown – <11
Program Successes:
The Telling Your Story group has grown to having more consistent attendees in person and calling in to the zoom platform then all other BMH groups. The group continued to be conducted by having the structure of a brainstorming session and a sharing component. 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. The topics of the month went beyond the SAMHSA Eight Dimensions of Wellness to include areas of interest. Some participants enjoyed having the group virtually in the comfort of their home, as they felt safe and the hassle of commuting was eliminated. Other participants enjoyed connecting with others in-person and more individuals attended when they dropped in at the clinic. According to staff, participants were more prepared during their shares and they enjoyed the support they received from their peers.
Program Challenges:
In FY2024, the Telling Your Story group had a few challenges, which 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. The structure is for people to attend both, the first is a brainstorming group to be prepared for the second group with sharing.
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 came 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.
In FY2026 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 1; Adults (26-59 years): 5; Older Adults (60+ years): 5.
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.
Through FY202 4, the City of Berkeley had one Suicide Prevention Program that was a partnership with the California Mental Health Services Authority as follows:
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 FY2011 through FY2015, 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 varied from year to year depending on the amount of PEI revenue received.
In FY2024, through this initiative resources on Suicide Prevention, Student Mental Health and Stigma and Discrimination reached approximately 1,520 individuals.
Additionally, resources were distributed via email to local schools, community agencies and community members.
Through the approved FY2025 Annual Update the Division eliminated the annual allocation of local PEI funding for this initiative.
INNOVATION (INN)
The MHSA Innovation (INN) funding component is for short-term pilot projects that increase new learning in the mental health field.
The C ity of Berkeley’s initial INN Plan was approved in February 2012. Subsequent updates to the initial plan were approved in May 2013, January 2014, June 2014 and January 2015. Per the initial INN Plan and/or through Plan Updates the following seven pilot projects were implemented from June 2012 –
June 2015 through this funding
component:
● A Community Empowerment project for African Americans ● Services and supports for Ex-offenders re-entering the community, Veterans returning home from being deployed or at war, and their families ● Cultural Wellness strategies for Asian Pacific Islanders ● A Holistic Health care project for TAY
● Technology Support Groups for senior citizens
● Nutrition, Healthy Meal Preparation, and Exercise classes for Board and Care residents
● Mental Health services and supports for LGBTQI located in community agencies.
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. Although there were not any INN Programs in operation in FY2024, in order to comply with state regulations, an Innovation Fiscal Year 2023/2024 Annual Evaluation Report has been included in Appendix D of this Annual Update.
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 f
or students, educators, and
school staff. A contract was executed with Hatchuel, Tabernik & Associates (HTA) as the evaluator on the project. HTA created the Trauma Informed Systems Evaluation Report for this project. In December 2018, a Trauma Informed Care Plan Update was subsequently approved by the MHSOAC which added funds to this project and switched the initial target population from BUSD students and staff, to children, teachers and parents at YMCA Head Start sites in Berkeley. As with the initial project, HTA conducted the evaluation and provided the Early Childhood Trauma and Resiliency Project – Final 3-Year Evaluation Report, for this project.
In September 2018, the Division received approval from the MHSOAC for a third INN project to allocate funds to join the Technology Suite Project (later re-named
Help@Hand Project). This project operated through September 2023 providing access to free mental health applications to individuals who lived, worked or attended school in Berkeley. The Division participated in a State Evaluation with other counties in this project. The evaluation was conducted by the University of California at Irvine, (UCI) who created the Help@Hand Final Report. Additionally, following a competitive recruitment process, the Division entered into a contract with Hatchuel, Tabernik & Associates who conducted the City of Berkeley Help@Hand Evaluation.
Encampment-based Mobile Wellness Center Project
In April 2022, the Division received approval to implement an E ncampment-Based Mobile Wellness Center Project from the Berkeley City Council and the State Mental Health Oversight and Accountability Commission (MHSOAC). This project pilots a Mobile Wellness Center at Homeless encampments in Berkeley. The Mobile Wellness Center project provides an on-site, customizable menu of services that are chosen by individuals who reside at the encampments. The project is led by peers with lived experience of homelessness, and includes partners from encampment communities to encourage participation, help define service needs, and support service provision at the site. The project was implemented in FY2025 through Options Recovery Services who was chosen through a competitive Request for Proposal (RFP) process.
The project seeks 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. It will also assess the impact of how having individuals from the community help to provide services, shapes service delivery, and the participant satisfaction with services. The program will include an evaluation.
In FY202
6 the projected number of individuals to be served per each age category is as follows: Children/Youth (0-15 years): 0; Transition Age Youth (16-25 years): 36; Adults (26-59 years): 480; Older Adults (60+ years): 96.
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:
● P
eer Leadership Coordination;
● Staff Development and MHSA Training;
● High School Career Pathways Program;
● Graduate Level Training Stipend Program;
● Peer Leader Stipend Program.
WET programs were funded for an initial period through FY18 and FY19, and per the local MHSA AB114 Reversion Expenditure Plan (which is posted on the City of Berkeley MHSA Webpage) the Graduate Level Training Stipend Program was extended through FY20. Since the end of the WET Plan and the Reversion Expenditure Plan, in order to fund new programs and services out of the WET component, the state requires that funds are transferred to WET from the CSS funding component, through an approved MHSA Plan or Annual Update.
Outlined below is a description of the Loan Repayment Program that the Division is proposing to continue in this A
nnual Update, and the continued annual transfer of funds from CSS to WET to fund the Workforce Development Coordinator position.
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 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.
Since inception, 15 BMH staff have participated in the Loan Repayment Program, which will be in operation until January 2026.
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 FY2024, supports staff recruitment and retention for the Division; oversees Intern recruitment; and coordinates training and support for graduate level interns.
Through this Annual Update the Division is proposing to transfer $344,426 of unspent CSS Funds to the WET Component. Once transferred, approximately $167,116 of funds will be used to support the Workforce Development Coordinator position. The remainder of funds, approximately $177,310, are being proposed to be utilized in the upcoming years on a Stipend Program to incentivize Student Interns to provide Clinical or Administrative work within the Division over a given period of time.
CAPITAL FACILITIES AND TECHNOLOGICAL NEEDS (CFTN)
The Capital Facilities and Technological Needs (CFTN) funding component is for capital projects on owned buildings and on mental health technology projects.
The City of Berkeley CFTN Plan was approved in April 2011, with updates to the plan in May 2015, June 2016, and January 2017. Through previously approved MHSA Plans and/or Annual Updates, BMH allocated a total of $3,773,811 towards the renovation of the Adult Mental Health Clinic. The Adult Clinic serves Berkeley’s most at-risk and fragile population through crisis intervention, case management, individual/or group supports, psychiatric medication support, Full Services Partnership Intensive Case Management Teams, Clinical services, Mobile Crisis, and Transitional Outreach Services. Construction on the Adult Clinic began in FY2019, and in June 2021, the renovation was completed, staff moved back into the building, and the clinic was re- opened for services.
Through this Annual Update, the Division is proposing to transfer $1,300,000 of unspent CSS Funds to the CFTN component through the following process:
Per MHSA Statute, (Welfare and Institutions Code, Section 5892 (b)): “In any year after 2007 -08, programs for services pursuant to Part 3 (commencing with Section 5800), and Part 4 (commencing with Section 5850) of this division may include funds for technological needs and capital facilities, human resource needs, and a prudent reserve to ensure services do not have to be significantly reduced in years in which revenues are below average of previous years. The total allocation for purposes authorized by this subdivision shall not exceed 20 percent of the average amount of funds allocated to that county for the previous five years pursuant to this section.” Funds will be utilized in the upcoming years to support various BMH facility needs, and/or as a match for the Department of Healthcare Services, Behavioral Health Continuum Infrastructure Program (BHCIP) should the City choose to apply. Uses of funds for facility needs may include but not be limited to the following: acquiring a new building, remodeling or renovating existing structures, and/or repairs, among other allowable CFTN related expenditures.
FY2026 PROJECTED NUMBERS TO BE SERVED AND ESTIMATED
COST PER PERSON*
*(Includes estimated FY26 costs attributed to the MHSA Funding component)
COMMUNITY SERVICES & SUPPORTS PROGRAMS
Program/Estimated Program Costs* Projected Numbers to Be Served Per Each Age Group
Estimated Cost Per
Person*
Children & Youth
Full Services Partnership
$398,593
Children/Youth (0-15 years): 12
Transition Age Youth (16-25 years): 9
Adults (26-59 years): 0
Older Adults (60+ years): 0
$18,981
Adult Full Services Partnership
$843,307
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 3
Adults (26-59 years): 12
Older Adults (60+ years): 41
$15,059
Homeless Full Services Partnership
$843,781
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 2
Adults (26-59 years): 43
Older Adults (60+ years): 6
$16,545
Wellness Recovery Services
$730,206
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 3
Adults (26-59 years): 30
Older Adults (60+ years): 29
$11,778
Family Services
$105,914
**Doesn’t include $24,879 of costs in the
Full Services Partnership programs
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 2
Adults (26-59 years): 28
Older Adults (60+ years): 42
$1,471
Benefits Advocacy Services
$20,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 4
Adults (26-59 years): 6
Older Adults (60+ years): 0
$2,000
Transitional Outreach Team
$515,871
Children/Youth (0-15 years): 6
Transition Age Youth (16-25 years): 12
Adults (26-59 years): 38
Older Adults (60+ years): 9
$7,936
Sub-Representative Payee Services
$100,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 4
Adults (26-59 years): 80
Older Adults (60+ years): 75
$629
Hearing Voices Support Groups
$46,941
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 89
Adults (26-59 years): 1,052
Older Adults (60+ years): 64
$39
Berkeley Wellness Center
$437,500
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 0
Adults (26-59 years): 175
Older Adults (60+ years): 50
$1,944
Case Management Services for Transition
Age Youth
$100,000
Children/Youth (0-15 years): 15
Transition Age Youth (16-25 years): 50
Adults (26-59 years): 0
Older Adults (60+ years): 0
$1,538
COMMUNITY SERVICES & SUPPORTS PROGRAMS
Program/Estimated Program Costs* Projected Numbers to Be Served Per Each Age Group
Estimated Cost Per
Person*
Counseling Services for Older Adults
$100,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 0
Adults (26-59 years): 5
Older Adults (60+ years): 85
$1,111
Substance Use Disorder Services
$250,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 0
Adults (26-59 years): 24
Older Adults (60+ years): 7
$8,064
PREVENTION & EARLY INTERVENTION PROGRAMS
Program/Estimated Program Costs* Projected Numbers To Be Served Per Each Age Group
Estimated Cost Per
Person*
Supportive Schools Program
$110,000
Children/Youth (0-15 years): 480
Transition Age Youth (16-25 years): 0
Adults (26-59 years): 0
Older Adults (60+ years): 0
$229
Community Education/Support Program
Transition Age Youth Trauma Support
Project
$32,046
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 85
Adults (26-59 years): 0
Older Adults (60+ years): 0
$377
Community Education/Support Program
Trauma Support Project for LGBTQIA
Population
$100,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 27
Adults (26-59 years): 141
Older Adults (60+ years): 40
$481
Program/Estimated Program Costs* Projected Numbers To Be Served Per Each Age Group
Estimated Cost Per
Person*
Community Education/Support Program
Living Well Project
$32,046
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 0
Adults (26-59 years): 30
Older Adults (60+ years): 130
$200
Community Education/Support Program
SoulSpace Project
$100,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 2
Adults (26-59 years): 21
Older Adults (60+ years): 2
$4,000
Community Education/Support Program
Latinx Trauma Support Project
$100,000
Children/Youth (0-15 years): 10
Transition Age Youth (16-25 years): 150
Adults (26-59 years): 400
Older Adults (60+ years): 35
$168
Dynamic Mindfulness (DMIND) Program
$95,000
Children/Youth (0-15 years): 517
Transition Age Youth (16-25 years): 31
Adults (26-59 years): 68
Older Adults (60+ years): 0
$154
Mental and Emotional Education Team
$46,389
Children/Youth (0-15 years): 35
Transition Age Youth (16-25 years): 0
Adults (26-59 years): 0
Older Adults (60+ years): 0
$1,325
African American Success Project
$150,000
Children/Youth (0-15 years): 55
Transition Age Youth (16-25 years): 0
$2,727
PREVENTION & EARLY INTERVENTION PROGRAMS
Program/Estimated Program Costs* Projected Numbers To Be Served Per Each Age Group
Estimated Cost Per
Person*
Adults (26-59 years): 0
Older Adults (60+ years): 0
High School Youth Prevention Program
$580,697
Children/Youth (0-15 years): 139
Transition Age Youth (16-25 years): 209
Adults (26-59 years): 0
Older Adults (60+ years): 0
$1,669
Social Inclusion Program
$10,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 1
Adults (26-59 years): 5
Older Adults (60+ years): 5
$909
INNOVATION PROGRAMS
Program/Estimated Program Costs* Projected Numbers To Be Served Per Each Age Group
Estimated Cost Per
Person*
Encampment-based Mobile Wellness
Project
$600,000
Children/Youth (0-15 years): 0
Transition Age Youth (16-25 years): 36
Adults (26-59 years): 480
Older Adults (60+ years): 96
$980
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 FY26 Annual Update reflect a decrease in MHSA funds, to what was previously estimated in the approved FY2024-2026 Three-Year Plan.
In this FY26 Annual Update, due to changes in the projected revenue/budget in the 5- year forecast, the Division proactively paused the hiring for some previously approved staff positions out of caution, so that funds would not be expended as quickly.
Departmental Fiscal staff were able to run revenue analyses earlier than in previous years, resulting in the ability to shift some personnel costs to other mental health funding sources. These shifts will enable the Division to use all of its appropriate revenue sources more evenly and prevent any funds from running out too soon.
Beginning in FY27, MHSA will shift to the new BHSA fiscal and program requirements.
MHSA unspent funding amounts at the end of FY26, will be utilized in future years to transition to BHSA.
APPENDIX A
PROGRAM BUDGETS
County: City of Berkeley Date: 5/9/25
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 FY25/26 Funding
1. Estimated Unspent Funds from Prior Fiscal Years 14,683,671 3,072,640 2,336,621 253,073 0
2. Estimated New FY2025/26 Funding 4,371,317 1,092,829 287,587
3. Transfer in FY 2025/26 (1,644,426) 344,426 1,300,000
4. Transfer Local Prudent Reserve in FY 2025/26
5. Estimated Available Funding for FY 2025/26 19,186,128 4,198,254 2,632,835 597,499 1,300,000 B. Estimated FY25/26 Expenditures 8,025,495 1,903,291 600,000 167,209 0 G. Estimated FY25/26 Unspent Fund Balance 11,160,633 2,294,963 2,032,835 430,289 1,300,000 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 FY2025/26 0
3. Distributions from the Local Prudent Reserve in FY2025/26 0
4. Estimated Local Prudent Reserve balance on June 30, 2025 1,233,738 FY 2025/26 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: 5/9/25
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 2,015,704 843,307 707,829 464,567
2. Children's FSP 826,465 398,593 330,521 97,351
3. Homeless FSP 1,736,908 843,781 411,749 481,379
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 230,457 139,434 91,024
2. CSS System Development 3,609,129 2,763,567 390,629 454,933
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 1,885,016 1,392,388 229,973 262,656
CSS MHSA Housing Program Assigned Funds
Total CSS Program Estimated Expenditures 10,303,679 6,381,070 2,070,700 1,851,909 0 0 FSP Programs as Percent of Total 71.8%
FY 2025/26 Mental Health Services Act Annual Update
Community Services and Supports (CSS) Funding
Fiscal Year 2025/26
2
County: City of Berkeley Date: 5/9/25
A B C D E F
Estimated Total
Mental Health
Expenditures
Estimated PEI
F
unding
Estimated Medi-
Cal FFP
Estimated 1991
Realignment
Estimated
Behavioral
Health
Subaccount
Estimated
Other Funding
PEI Programs - Prevention
1. High School Prevention Program 408,805 290,349 30,371 88,086
2. African American Success Project 37,500 37,500
3. Dynamic Mindfullness 71,250 71,250
4. Mental Health Peer Education Program (MEET) 34,792 34,792
5. Mental Health Promotion Campaign 100,000 100,000
6. 7.
8. 9.
10. PEI Programs - Early Intervention
11. Community Education & Supports 364,092 364,092
12. High School Prevention Program 408,805 290,349 30,371 88,086
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. Social Inclusion 10,000 10,000
PEI Programs - Outreach for Incr. Recog. Of Mental Illness
21. PEI Administration 619,686 447,113 43,787 128,786
PEI Assigned Funds
Total PEI Program Estimated Expenditures 2,312,776 1,903,291 104,528 304,957 0 0 FY 2025/26 Mental Health Services Act Annual Update
Prevention and Early Intervention (PEI) Funding
Fiscal Year 2025/26
3
County: City of Berkeley Date: 5/9/25
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 2025/26 Mental Health Services Act Annual Update
Innovations (INN) Funding
Fiscal Year 2025/26
4
County: City of Berkeley Date: 5/9/25
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 167,116 167,116
2. Intern Stipends 177,310 177,310
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
WET Administration 0
Total WET Program Estimated Expenditures 344,426 344,426 0 0 0 0 FY 2025/26 Mental Health Services Act Annual Update
Workforce, Education and Training (WET) Funding
Fiscal Year 2025/26
5
County: City of Berkeley Date: 5/9/25
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. Mental Health facility purchases, remodels, renovations, and/or repairs 1,300,000 1,300,000
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 1,300,000 1,300,000 FY 2025/26 Mental Health Services Act Annual Update
Capital Facilities/Technological Needs (CFTN) Funding
Fiscal Year 2025/26
6
APPENDIX B
RESULTS BASED
ACCOUNTABILITY (RBA)
FY2024 BERKELEY MENTAL
HEALTH DIVISION
MEASURES AND OUTCOMES
710
BMH RBA Report FY 2024
Reporting Period July 2023- June 2024
Berkeley Mental Health - Division-Level
Unduplicated Clients Served (includes FSPs, CCT, FIT,
ERMHS, EPSDT, HSHC, Medical Services, and Wellness)
Process Outcomes ("How much did we do?")
14 52
47 76
66 91
18 0
210
379
632
588
Child FSP
Wellness Recovery
Homeless FSP
EPSDT
Adult FSP
FIT
CCT
BHSHC
Med Services
CAT & TOT**
MCT**
Clients Served, by Program
Jul '23 - Jun '24 (n=710)
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.
*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.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 1
5%
11%
6%
4%
14%
16% 16%
19%
9%
6-12 13-17 18-25 26-29 30-39 40-49 50-59 60-69 70+
BMH Demographics (Age)
Jul '23 - Jun '24 (n=448)
21%
65%
14 %
19%
64%
17%
0-20 21-64 65+
Berkeley Medi-Cal Eligible and BMH Clients
(Age Demographics)
Jul '23 - Jun '24
Medi-Cal BMH
*All but MCT and CAT & TOT ,Wellness Recovery, and Berkeley High Health Center NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 2
36%
22%
16% 16%
10%
0.2%
5%
38%
43%
6% 6%
<11
Other/ Unknown White Black or African
American
Hispanic or
Latino
Asian or Pacific
Islander
Alaska Native or
American Indian
Berkeley Medi-Cal Eligible and BMH Clients
(Ethnicity)
Jul '23 - Jun '24
Medi-Cal BMH
51% 49%5 1%
41%
7%
Male Female Other*
Berkeley Medi-Cal Eligible and BMH Clients
(Gender Identity)
Jul '23 - Jun '24
Medi-Cal BMH
*Other includes any identity that doesn't fit within the traditional male/female binary. (Other orientation data is not available for Medi-Cal)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 3
Quality Outcomes ("How well did we do it?")
60%
29%
All FSP's, 7 days (n=20) CAT & TOT, 24 hrs (n=56)
Discharges from hospitalization or subacute who
had a follow up visit within 7 calendar days
Jul '23 - Jun '24
72%
28%
H
ETEROSEXUAL
LGBQ+ OR OTHER*
BMH Demographics (Sexual Orientation)
Jul '23 - Jun '24 (n=448)
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, or other diverse sexual orientations. Other includes prefer not to answer or unknown. (Sexual orientation data is not available for Medi-Cal) *To ensure data privacy,all Full Service Partnership (FSP) programs were combined into a single "All FSPs, 7 days" category. Data for CCT has been suppressed due to having fewer than 11 clients.The FIT program data was not available.
Responsiveness of Service
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 4
56%
83%
92%
30 days 60 days 90 days
Adult FSP (n=59)
70-
80%
90-
100%
90-
100%
30 days 60 days 90 days
Child FSP (<11)
32%
52%
70%
30 days 60 days 90 days
Homeless FSP (n=50)
37%
75%
84%
30 days 60 days 90 days
CCT (n=164)
14%
61%
84%
30 days 60 days 90 days
FIT (n=88)
Clients with no service gap over 30, 60, or 90 days
Jul '23 - Jun '24
Consistency of Service
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 5
Impact Outcomes ("Is anyone better off?")
77%
100%
All FSP's (n=22) CCT & FIT (n=14)
Clients with a reduction in psychiatric
emergency/inpatient/crisis stabilization
Jul '23 - Jun '24
70% <11
A
ll FSP's (n=26) CCT & FIT (<11)
Clients with a decrease
in incarceration days
Jul '23 - Jun '24
75%
87% 88%
A
ll FSP's (n=90) FIT (n=84) CCT (n=137)
Clients who had a
primary care visit
Jul '23 - Jun '24
*To ensure data privacy,all Full Service Partnership (FSP) programs were combined into a single "All FSPs, category. Some data for CCT and FIT has been suppressed due to having fewer than 11 clients or program data was not available.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 6
Data Source
Yellowfin, NextGen,
Wellness Recovery
Group Attendance
Yellowfin, CAT
Contact Log
Yellowfin
Yellowfin
Yellowfin
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.
Available for:
Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.
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.
% 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.
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
those who were lost to follow up (e.g. not
contactable, not responsive)
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)
Measure
# clients served
Definition
% of clients with a decrease
in incarcerations
% of clients who had a
reduction in days in
psychiatric emergency
services/inpatient/crisis
stabilization units
Consistency of service (% of
clients with no service gap
over 30/60/90 days)
Responsiveness of service (%
of discharges from
hospitalization or subacute
who had a follow up visit
within specified time period)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 7
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, mental health hospital,
and/or jail).
Available for:
Adult FSP, Children's FSP, Homeless FSP,
CCT, FIT.
% clients who had a primary
care visit in the last year
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 8
379
Clients Served
BMH RBA Report FY 2024
Reporting Period: June 2023 - July 2024
Medical Services
Process Outcomes ("How much did we do?")
Impact Outcomes
("Is anyone better off?")
Quality Outcomes
(
"How well did we do it?")
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.
4%
62%
34 %
Transition age
youth (16-25)
Adult (26-59) Older Adult (60+)
Demographics (Age)
Jul '23 - Jun '24 (n=379)
150-170 140-160 20-30 <11 <11 30-40
Black or
African
American
White Asian or
Pacific
Islander
Hispanic
or Latino
Alaska
Native or
American
Indian
Other
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=379)
56% n=379
Appointments kept
43% n=379
Clients connected to a
primary care provider
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 9
% 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: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 10
91 Clients Served
1 New Clients
Process Outcomes ("How much did we do?")
BMH RBA Report FY 2024
Reporting Period: July 2023 - June 2024
Focus on Independence Team (FIT)
<11 30-40 50-60
Transition Age
Youth (16-25)
Adult (26-59) Older Adult
(60+)
Demographics (Age)
Jul '23 - Jun '24 (n=91)
45-50 30-35 < 11 <11
White Black or
African
American
Asian or
Pacific
Islander
Hispanic or
Latino
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=91)
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.
50-60 35-45 < 11
Male Female Other*
Demographics
(Gender Identity)
Jul '23 - Jun '24 (n=91)
85-95%
0-15%
Heterosexual
LGBQ+ or Other*
Demographics
(Sexual Orientation)
Jul '23 - Jun '24 (n=91)
*Other includes any identity that doesn't
fit within the traditional male/female
binary.
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, or other diverse sexual orientations.
Other includes prefer not to answer or unknown.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 11
Quality Outcomes ("How well did we do it?")
Service Consistency
61% n=88
Clients with no
service gap of
over 60 days
1 2
A
verage # of service hours per client
per month
Average # of services per client per
month
Average Monthly Services per Client
Jul '23 - Jun '24 (n=91)
Retention and Stability
Clients spend
8 Years in FIT on average
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 12
Impact Outcomes ("Is anyone better off?")
100% 100%
Hospitalizations Hospitalization days
Clients with a decrease
in hospitalizations/hospital days
Jul '23 - Jun '24 (n<11)
Client Outcome Improvements
87%n=84
Clients with a
Primary care
visit
100% n<11
Client reduction in
psychiatric emergency
services/inpatient/
crisis stabilization units
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 13
#/% of clients closed, by reason closed Discharge reason for clients discharged during the reporting period
Yellowfin
Not presented due
to delays in the
reporting system
#/% 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 Suppressed
(n<11)
% of clients with no service gap of over
60 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 who were lost to follow up (e.g. not
contactable, not responsive)
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 receive follow-up care
after a mental health hospitalization or
crisis
% of clients who receive a follow-up appointment
with a partner provider after being discharged from
a mental health hospitalization, crisis stabilization
unit, psychiatric health facility, or justice system.
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
Measure Definition Data Source
# clients served Total clients served Yellowfin
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 14
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: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 15
180
Clients Served
28 New Clients
Process Outcomes ("How much did we do?")
BMH RBA Report FY 2024
Reporting Period: July 2023 - June 2024
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.
<11 110-12 0 50-60
T
ransition Age
Youth (16-25)
Adult (26-59) Older Adult
(60+)
Demographics
(Age)
Jul '23 - Jun '24 (n=180) 75-85 60-70 10-15 < 11 <11 <11 <11 White Black or
African
American
Asian or
Pacific
Islander
Hispanic
or Latino
Alaska
Native or
American
Indian
Other Unknown
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=180)
*Other includes any identity that doesn't
fit within the traditional male/female
binary.
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, or other diverse sexual orientations.
Other includes prefer not to answer or unknown.
85-95 80-90 < 11
Male Female Other*
Demographics
(Gender Identity)
Jul '23 - Jun '24 (n=180)
69%
31%
H
eterosexual
LGBQ+ or Other*
Demographics
(Sexual Orientation)
Jul '23 - Jun '24 (n=180)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 16
Quality Outcomes ("How well did we do it?")
90-100% 90-100%
7 days follow up 30 days follow up
Discharges from
hospitalization or subacute
who received follow up
within 7 and 30 days
Jul '23 - Jun '24 (n<11)
Clients spend
4 Years in CCT on average
75% n=164
Clients with
no service
gap of over
Retention and Stability
3 3
A
verage # of service hours
per client per month
Average # of services per
client per month
Average Monthly
Services per Client
Jul '23 - Jun '24 (n=180)
Service Consistency
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 17
Impact Outcomes ("Is anyone better off?")
87% 87%
Hospitalizations Hospitalization days
Clients with a decrease in
hospitalizations/hospital days
Jul '23 - Jun '24 (n=23)
Client Outcome Improvements
100% n<11
Clients who had a
reduction in jail days
88%n=137
Clients with a
Primary care visit
100% n<11
Client reduction
in psychiatric
emergency
services/inpatient
/crisis stabilization
units
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 18
Yellowfin
Not presented
due to delays in
the reporting
system
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 Suppressed
(n<11)
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 closed, by
reason closed
#/% of clients transferred to
another level of care
% of clients who had a
reduction in psychiatric
emergency
services/inpatient/crisis
stabilization units
% 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.
Discharge reason for clients discharged during the
reporting period
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)
Yellowfin
% of clients with no service
gap of over 60 days
% of discharges from
hospitalization or subacute
who had a follow up visit with
staff within 7 and within 30
calendar days
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
YellowfinAverage # of services per
client per month
Clients who were not served by the program in the
previous fiscal year Yellowfin
Total clients served Yellowfin
Measure
# clients served
# of new clients
Definition Data Source
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 19
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
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 decrease in
jail days
% of clients with a primary care
visit
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 decrease in
hospitalizations/hospitalization
days
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 20
588
Clients Served
863
Responses to Incidents
BMH RBA Report FY 2024
Reporting Period: June 2023 - July 2024
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. It provides crisis interventions, including but not limited to 5150 evaluations, consultations, and
referrals/linkages.
2%
10%
2 9%
10%
48%
Children/Youth
(0-15)
Transition Age
Youth (16 -25)
Adult (26 -59) Older Adult (60+) Unknown
Demographics (Age)
Jul '23 - Jun '24 (n=588)
53%
23%
16%
5% 3%
More than one
race/Unknown
White Black or African
American
Asian or Pacific
Islander
Hispanic or Latino
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=588)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 21
63%
29%
8%
1%
Phone
Field
BMH Clinic Sites
Home
Client Contacts Made by Contact Type
Jul '23 - Jun '24 (n=863)
34%
22%
14 %
16%
5%
8%
1%
Berkeley Police
Department
Other*
Family
Self
Berkeley Mental
Health
Citizen
City of Berkeley
Referrals by Referring Party
Jul '23 - Jun '24 (n=863)
42% 47%
11%
Male Female Other*
Demographics (Gender Identity)
Jul '23 - Jun '24 (n=588)
*Other includes 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. It also includes any identity that doesn't fit within the traditional male/female binary. Sexual orientation data not available. *Other includes responses involving Albany PD, UC PD, Berkeley Fire, Homeless Outreach, Neighborhood Services, Merchants, and follow-ups.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 22
Quality Outcomes ("How well did we do it?")
Impact Outcomes ("Is anyone better off?")
72% n=198
5150
Evaluations did
Not Lead to
Transport to a
facility
Service Consistency
79%
13% 8%
Clie
nts with 1 intervention Clients with 2 interventions Clients with >2 interventions Number of Interventions per Client
Jul '23 - Jun '24 (n=588)
The MCT
program
performed
198
5150
Evaluations
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 23
Total number of incidents with 5150
Evaluations of any sort
% of 5150 evaluations that did or did not
result in transportation to a receiving facility
for further evaluation
% of clients who had one, two, or more than
two interventions on separate dates requiring
service
MCT Incident Log
MCT Incident Log
MCT Incident Log
MCT Incident Log
MCT Incident Log
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.)
Definition
Total unique clients served
# of client contacts made, by
a. Field contacts
b. Phone contacts
c. Other
Measure
# clients served
Data Source
Number of interventions per client
# of client contacts made
# of referrals by referring party
# of 5150 evaluations conducted
Results of 5150 Evaluations
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 24
632
Clients Served
1282
Contacts
BMH RBA Report FY 2024
Reporting Period July 2023- June 2024
Process Outcomes ("How much did we do?")
Crisis, Assessment, and Triage/Transitional Outreach Team (CAT/TOT) 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.
8%
37%
11%
44%
Transition Age Youth
(0-25)
Adult (26-59) Older Adult (60+) Unknown
Demographics (Age)
Jul '23 - Jun '24 (n=632)
57%
17% 19%
4% 3%
More than one
race/Unknown
White Black or African
American
Hispanic or Latino Asian or Pacific
Islander
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=632)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 25
Quality Outcomes ("How well did we do it?")
29% 30%
41%
Clients who received visit within 24
hours
Clients who received visit after 24
hours
No follow up
Follow-up after hospitalization
Jul '23 - Jun '24 (n=56)
36% 34%
29%
Male Female Other*
Demographics (Gender Identity)
Jul '23 - Jun '24 (n=632)
*Other includes 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. It also includes any identity that doesn't fit within the traditional male/female binary. Sexual orientation data not available.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 26
32%
68%
Recorded contact No recorded contact
MCT contacts who had a CAT attempt to
contact
Jul '23 - Jun '24 (n=1282)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 27
MCT & CAT Incident
Log
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. 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
# of documented contacts
% of clients who receive a
visit (phone contact with
client or hospital service
provider) in the 24 hours
after hospitalization
% of MCT contacts who had
a CAT attempt to contact
Definition Data Source
Total clients served MCT & CAT Incident
Log
Measure
# clients served
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.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 28
14 Clients Served
New Clients
Process Outcomes ("How much did we do?")
BMH RBA Report FY 2024
Reporting Period July 2023 - June 2024
Child Full Service Partnership (CFSP)
*De-identified
(n<11)
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.100%
6-25
Demographics (Age)
Jul '23 - Jun '24 (n=14)
<11 <11 <11 <11
Black or
African
American
Hispanic or
Latino
Asian or
Pacific
Islander
Unknown
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=14)
<11 <11 <11
Female Male Other*
Demographics
(Gender Identity )
Jul '23 - Jun '24 (n=14)
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual,questioning, or other diverse sexual orientations.
Other includes prefer not to answer or
<11
<11
Heterosexual
LGBQ+ or
Other*
Demographics
(Sexual Orientation)
Jul '23 - Jun '24 (n=14)
*Other includes any identity that doesn't fit within
the traditional male/female binary.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 29
Quality Outcomes ("How well did we do it?")
Service Consistency
Clients Spend 300 days
in FSP on average
5 7
A
verage # of service hours per
client per month
Average # of services per client
per month
Average Monthly Services per
Client
Jul '23 - Jun '24 (n=14)
Retention and Stability
90-100% n<15
Clients with at least
one completed
CANS assessment
every six months
while in the program
60-70% n<15
Clients receive an
average of 4+
face-to-face visits
per month
90-100% n<15
Discharges from
hospitalization or
subacute who had a
follow up visit with
within 7 days
70-80% n<15
Clients with no
service gap of over
30 days
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 30
Impact Outcomes ("Is anyone better off?")
Client Outcome Improvements
50-60% n<15
Clients with a Primary
care visit
90-100% n<15
Client reduction in
psychiatric
emergency
services/inpatient/
crisis stabilization
units
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 31
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
% 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
*Not presented
due to delays in
the reporting
system
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 32
% 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: Data
Suppressed (<11
clients)
Average # of days in FSP per client The average number of days a client remains enrolled in the Full-Service Partnership (FSP) program. Yellowfin NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 33
66 Clients Served
17 New Clients
Adult Full Service Partnership (AFSP)
BMH RBA Report FY 2024
Reporting Period July 2023 - June 2024
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.
<11 40-45 15-25
Transition Age
Youth (16-25)
Adult (26-59) Older Adult (60+)
Demographics (Age)
Jul '23- Jun '24 (n=66)
30-40 20-30 <11 <11 <11
Black or
African
American
White Asian or
Pacific
Islander
Hispanic
or Latino
Other
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=66)
61%
39%
Ma
le Female
Demographics
(Gender Identity)
Jul '23 - Jun '24 (n=66)
82%
1 8%
Heterosexual
LGBQ+ or Other*
Demographic
(Sexual Orientation)
Jul '23 - Jun '24 (n=66)
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, o
r other diverse sexual orientations.
Other includes prefer not to answer, or unknown.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 34
Quality Outcomes ("How well did we do it?")
5 5
Average # of service hours
per client per month
Average # of services per
client per month
Average Monthly Services
per Client
Jul '23 - Jun '24 (n=66)
56% n=66
Clients with no
service gap of
over 30 days
67% n=66
Clients receive an
average of 4+
face-to-face
outpatient visits
per month
Clients Spend 4 years in
FSP on average
Service Consistency
63%
88%
7 days follow up 30 days follow up
Discharges from
hospitalization or subacute
who received FSP follow up
within 7 and 30 days
Jul '23 - Jun '24 (n=20)
Retention and Stability
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 35
Impact Outcomes ("Is anyone better off?")
Client Outcome Improvements
81%
86%
Hos
pitalizations Hospitalization days
Clients with a decrease in
hospitalizations/hospital days
Jul '23 - Jun '24 (n=20)
80-90% n<11
Clients who
had a
reduction in jail
83%n=48
Clients with a
Primary care visit
100% n<11
Client reduction in
psychiatric
emergency
services/inpatient/
crisis stabilization
units
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 36
Yellowfin
Yellowfin
Yellowfin
Yellowfin
Data Source
# 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.
Measure
# clients served Total clients served
Definition
Yellowfin
Not presented due to
delays in the reporting
system
Yellowfin
Data Suppressed (n<11)
Yellowfin
Yellowfin
Yellowfin
# of new clients Clients who were not served by the program in the previous fiscal year
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.
% 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.
% of clients with no service gap of
over 30 days
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)
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
% 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)
#/% of clients closed, by reason
closed
Discharge reason for clients discharged during the
reporting period
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 37
% 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?
% 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.
% 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).
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.
% 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.
% of clients who had a reduction in
psychiatric emergency
services/inpatient/crisis stabilization
units
Yellowfin
Yellowfin
Yellowfin
Yellowfin
No ANSA data is
available for FY24
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 38
47 Clients Served
13 New Clients
BMH RBA Report FY 2024
Reporting Period July 2023 - June 2024
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. 35-45 <11
A
dult (26-59) Older Adult (60+)
Demographics (Age)
Jul '23 - Jun '24 (n=47)
25-30 15-20 < 11 <11 <11
Black or
African
American
White Asian or
Pacific
Islander
Hispanic or
Latino
Other
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=47)
72%
28%
Ma
le Female
Demographics
(Gender Identity)
Jul '23 - Jun '24 (n=47)
72%
28%
H
eterosexual
LGBQ+ or Other*
Demographics
(Sexual Orientation)
Jul '23 - Jun '24 (n=47)
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, or other diverse sexual orientations.
Other includes prefer not to answer or
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 39
Quality Outcomes ("How well did we do it?")
Service Consistency
Clients spend 1.9 years
in FSP on average
6 5
A
verage # of service hours
per client per month
Average # of services per
client per month
Average Monthly Services
per Client
Jul '23 - Jun '24 (n=47)
51% n=47
Clients receive an
average of 4+
face-to-face
outpatient visits per
month
32% n=47
Clients with no
service gap of
over 30 days
40-60% 40-60%
7 days follow up 30 days follow up
Discharges from
hospitalization or
subacute who received
FSP follow up within 7 and
30 days
Jul '23 - Jun '24 (n<11)
Retention and Stability
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 40
Impact Outcomes ("Is anyone better off?")
Client Outcome Improvements
60-70%
80-90 %
Hospitalizations Hospitalization days
Clients with a decrease in
hospitalizations/hospital days
Jul '23 - Jun '24 (n<11)
63% n<11
Clients who had a
reduction in jail days
68%n=38
Clients with a Primary
care visit
71% n<11
Client reduction in
psychiatric
emergency
services/inpatient/
crisis stabilization
units
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 41
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
Discharge reason for clients discharged during the
reporting period
Yellowfin
*Not presented
due to delays in
the reporting
system
% 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
# 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
# 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: Data
Suppressed (<11
clients)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 42
% 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?
No data
available; ANSA
discontinued in
Alameda County
in FY24
% 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 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 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: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted, and may not visually reflect actual counts. 43
BMH RBA Report FY 2024
Reporting Period July 2023 - June 2024
Process Outcomes ("How much did we do?")
Wellness & Recovery Services
Participants who meet
requirements for
"
Telling Your Story"
Participants
served
52 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 Wellness Mixers. 12 23
24 24
16 22
3 8
B -POCC
CARD GROUP
MOOD GROUP
TELLING YOUR STORY
WALKING GROUP
WELLNESS RECOVERY
ACTIVITIES
SPECIAL EVENTS
CINEMA THERAPY
WELLNESS GROUP
MEETINGS
JUL '23 - JUN '24 (N=132)
Groups
8 20
Group
Events
132
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts.
44
Quality Outcomes ("How well did we do it?")
94%
74%
67 %
84%
77% 75%
65%
19%
B-POCC Card Group Mood Group Telling Your
Story
Wellness
Recovery
Activities
Cinema
Therapy
Walking
Group
Special
Events*
Overall Group Engagement (Repeat Visits)
Jul '23 - Jun '24 (n=224)
71% n=52
Unduplicated
participants who
return for group
events
*Special events, like socialwellness mixers with different themes, attract a diverse mix of new attendees, which may result in lower level of returnees.
Excellent
10-15
Good/Fair
<
11 Interaction with a Wellness
Team member in the
Clinic Lobby
Jul '23 - Jun '24 (n=18)
Over 80% n=18
Participants rated the Lobby as
Welcoming
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts.
45
% Participants Rated the Lobby as
Welcoming
Consumer perceptions of feeling welcomed
entering the Clinic Lobby Clinic Lobby Survey
Wellness Recovery Group
Attendance Tracker
# of Telling Your Story Participants 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
% Overall Group Engagement
(Repeat Visits)
Of total number of participants, % who
returned for more than one event or meeting
Wellness Recovery Group
Attendance Tracker
Measure Definition
# of Particpants Served Total # of participants served
Data Source
Wellness Recovery Group
Attendance Tracker
Wellness Group Event Breakdown
Number of different types of groups (i.e.
walking group, mood group, Telling Your Story
group) convened
Wellness Recovery Group
Attendance Tracker
# Group Events Total number of meetings held
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts.
46
210
Clients Served
BMH RBA Report FY 2024
Reporting Period: July 2023 - June 2024
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.
25%
75%
0 -15 Years 16- 25 Years
Demographics
(Age)
Jul '23 - Jun '24 (n=210)
26%
22% 2 1% 20%
10%
More than
one race/
Unknown
Hispanic or
Latino
Black or
African
American
White Asian or
Pacific
Islander
Demographics (Ethnicity)
Jul '23 - Jun '24 (n=210)
29%
54%
20 %
Male
Female
Other*
Demographics (Gender
Identity)
Jul '23 - Jun '24 (n=210)
55%
22%
H
eterosexual
LGBQ+ or Other*
Demographics (Sexual
Orientation)
Jul '23 - Jun '24 (n=210)
*Other includes any identity that doesn't
fit within the traditional male/female
binary.
*LGBQ+ includes individuals who identify as lesbian, gay, bisexual, questioning, or other diverse sexual orientations.
Other includes prefer not to answer or unknown.
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 47
1%
3%
3%
5%
6%
9%
71%
AOD counseling/info
Case management
Crisis intervention
Academic counseling
Group therapy
Intake assessment
Individual therapy
Services Provided by Service Type
Jul '23 - Jun '24 (n=1320)
Note: Multiple services could be provided in one visit (e.g. crisis assessment and referral) so total services by type is greater than total encounters.
70%
68%
7 0%
Depression Trauma Substance use
Clients screened for depression, trauma, and
substance use
Jul '23 - Jun '24 (n=210)
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 48
Quality Outcomes ("How well did we do it?")
1 in 17 Students received services
6.43% of the School Population (3,267 students)
96% n=126
Students felt
treated with
respect
98% n=118
Students felt
heard about
what they
have to say
96% n=105
Students felt
like there's an
adult who
cares about
Service Consistency
96% n=129
Report Easy
Access to
Needed Care
97% n=113
Able to Get Help
When Needed
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 49
Data SourceMeasure Definition
# 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
% 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
Not presented due
to delays in the
reporting system
% of school population served Unique clients served by HSHC divided by total student population of BHS and BTA. 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
NOTE: Due to privacy protections, data representing fewer than 11 individuals have been combined, masked, suppressed, or reported in ranges. The graphs have been adjusted and may not visually reflect actual counts. 50
APPENDIX C
PREVENTION AND EARLY
INTERVENTION
FY2021-2022 – FY2023-2024
THREE YEAR EVALUATION
REPORT
INTRODUCTION
Mental Health Services Act (MHSA) Prevention and Early Intervention (PEI) funds are used to prevent mental illnesses from becoming severe and disabling. Programs funded under the MHSA PEI component are focused on individuals across the life span and should emphasize improving timely access to services for underserved populations.
Programs shall also include the following:
Outreach to increase knowledge and recognition of the early signs of mental health c
hallenges or potentially severe and disabling mental illnesses. • R
eduction in stigma associated with either having or being diagnosed with a mental illness or seeking mental health services.
• Reduction in discrimination against people with mental health challenges or mental illness.
• Access and linkages to necessary medical care for those in need of additional services.
• Emphasis on strategies to reduce the following negative outcomes that may result from untreated mental health challenges and mental illness: Suicide; Incarcerations; School failure or dropout; Unemployment; Prolonged suffering; Homelessness; Removal of children from their homes.
Per MHSA State requirements, mental health jurisdictions are required to submit a PEI Evaluation Report to the Mental Health Services Oversight and Accountability Commission (MHSOAC) on an annual basis. Additionally, a Three-Year PEI Evaluation Report is due to the MHSOAC every three years. Regulations also require mental health jurisdictions to submit PEI Evaluation Reports to the State Department of Healthcare Services (DHCS). The PEI Evaluation Report is to be included with the MHSA Annual Update or Three-Year Program and Expenditure Plan and undergo a 30- Day Public Comment period and approval from the local governing board. In the MHSA Fiscal Year 2026 (FY2026) Annual Update, the Prevention and Early Intervention (PEI) Fiscal Years 2021-2022, 2022-2023, and 2023-2024 Three-Year Evaluation Report is due.
This Three-Year PEI Evaluation Report provides descriptions of currently funded MHSA services, and reports on program and demographic data during the reporting timeframe.
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, and will soon be integrated into the remainder. This has included community agency programs funded through the MHSA Prevention & Early Intervention Community Education & Supports program. Through this initiative the Department worked with each contractor to envision, clarify and develop measures on the outcomes and results each program is seeking to achieve, and used a rigorous framework to begin measuring and enhancing progress towards these results. RBA outcomes during the reporting timeframe for the Community Education & Supports program are outlined in this report.
Results Based Accountability Evaluation for all BMH Programs Through the FY19 MHSA Annual Update the Division hired Resource Development Associates (RDA) to conduct a Results Based Accountability (RBA) Evaluation for all programs across the Division. RDA worked with the Division from FY2021-FY2024 to implement the RBA research methodology, and evaluate program results. RBA outcomes during the reporting period are outlined in this report for the following MHSA PEI funded programs: Social Inclusion Project, and the High School Prevention Project.
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:
• D isparities 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
– Reduce the negative psycho-social impact of
trauma on all ages.
• At-Risk Children, Youth and Young Adult Populations – Increase prevention efforts and response to early signs of emotional and behavioral health problems among specific at-risk populations.
• Stigma and Discrimination – Reduce stigma and discrimination affecting individuals with mental illness and mental health problems. • Suicide Risk – Increase public knowledge of the signs o f suicide risk and appropriate actions to prevent suicide.
PEI Priority Populations:
• U nderserved Cultural Populations – Projects that address individuals who are unlikely to seek help from any traditional mental health services whether because of stigma, lack of knowledge, or other barriers (such as members of ethnically/racially diverse communities, members of gay, lesbian, bisexual, transgender communities, etc.) and would benefit from PEI programs and interventions.
• Individuals Experiencing Onset of Serious Psychiatric Illness – Individuals identified by providers, including but not limited to primary health care, as presenting signs of mental illness first break, including individuals who are unlikely to seek help from any traditional mental health service. • Children and Youth in Stressed Families – Children and youth placed out-of- home or individuals in families where there is substance abuse or violence, depression or other mental illnesses or lack of caregiving adults (e.g., as a result of a serious health condition or incarceration), rendering the children and youth at high risk of behavioral and emotional problems.
• Trauma-Exposed
– Individuals who are exposed to traumatic events or
prolonged traumatic conditions including grief, loss and isolation, including individuals who are unlikely to seek help from any traditional mental health service.
• Children and Youth at Risk for School Failure – Due to unaddressed emotional and behavioral problems.
• Children and Youth at Risk of or Experiencing Juvenile Justice Involvement – Individuals with signs of behavioral/emotional problems who are at risk of or have had any contact with any part of the juvenile justice system, and who cannot be appropriately served through MHSA Community Services and Supports funded services.
In April 2009, following a nine-month long Community Planning Process, the original City of Berkeley PEI
plan 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 DMH Regulations, through the original PEI Plan (or subsequent updates) programs were created to address Key Community Mental Health Needs and PEI Priority Populations as follows:
PEI Programs Key Community Mental Health
Needs
PEI Priority Populations
Behavioral-Emotional
Assessment, Screening,
Treatment and Referral –
(BE A STAR) Program
At-Risk Children, Youth and
Young Adult Populations
• Children and Youth in
Stressed Families
• Children and Youth at Risk
for School Failure
• Underserved Cultural
Populations