Berkeley City Council
June 16, 2026

55 Substance Use Disorder (SUD)
services only
1 Both MH and SUD services 0
Among the county's contracted BHSA provider locations, please identify the number of locations that also participate in the county's Medi-Cal Behavioral Health Delivery System (BHDS) (including SMHS and Drug MC/DMC-ODS) for SFY 2025-26.

Services Provided Number of Contracted BHSA Provider
Locations
SMHS only N/A
DMC/DMC-ODS only N/A
Both SMHS and DMC/DMC-ODS systems N/A

All BHSA Provider Locations
For related policy information, refer to B.2 Considerations of Other Local Program Planning Processes .

Among the county’s BHSA funded SMHS provider locations (county - operated and contracted) that offer services/Levels of Care that may be covered by Medi-Cal MCPs as non-specialty mental health services (NSMHS), what percentage of BHSA funded SMHS providers contract with at least one MCP in the county for the delivery of NSMHS? N/A

To maximize resource efficiency, counties must, as of July 1, 2027, require their BHSA providers to (subject to certain exceptions) a. Check whether an individual seeking services eligible for BHSA funding is enrolled in Medi-Cal and/or a commercial health plan, and if uninsured, refer the individual for eligibility screening
b. Bill the Medi-Cal Behavioral Health Delivery System for covered services for which the provider receives BHSA funding; and
c. Make a good faith effort to seek reimbursement from Medi-Cal Managed Care Plans

56 (MCPs) and commercial health plans for covered services for which the provider receives BHSA funding.

Does the county wish to describe implementation challenges or concerns with these requirements?
No

Counties must monitor BHSA-funded providers for compliance with applicable requirements under the Policy Manual, the county’s BHSA contract with DHCS, and state law and regulations. Effective SFY 2027-2028, counties must (1) adopt a monitoring schedule that includes periodic site visits and (2) preserve monitoring records, including monitoring reports, county-approved provider Corrective Action Plans (CAPs), and confirmations of CAP resolutions. Counties shall supply these records at any time upon DHCS’s request. DHCS encourages counties to adopt the same provider monitoring schedule as under Medi-Cal: annual monitoring with a site visit at least once every three years. For providers that participate in multiple counties’ BHSA programs, a county may rely on monitoring performed by another county.

Does the county intend to adopt this recommended monitoring schedule for BHSA-funded providers that:

Also participate in the county’s Medi-Cal Behavioral Health Delivery System? (Reminder: Counties may simultaneously monitor for compliance with Medi-Cal and BHSA requirements).

Yes

Do not participate in the county’s Medi-Cal Behavioral Health Delivery System? Yes

Behavioral Health Services Act/Fund Programs
Behavioral Health Services and Supports (BHSS)
For related policy information, refer to 7.A.1 Behavioral Health Services and Supports Expenditure Guidelines

Please select the specific Behavioral Health Services and Supports (BHSS) that are included in your plan
Adult and Older Adult System of Care (non-FSP)
Early Intervention Programs (EIP)
Outreach and Engagement ( O&E)

57 Workforce, Education and Training (WET)
Capital Facilities and Technological Needs (CFTN)

Adult and Older Adult System of Care (Non- Full Service Partnership (FSP)) Program
For each program or service type that is part of the county’s BHSS funded Adult and Older Adult System of Care (Non-FSP) program, provide the following information.

For related policy information, refer to 7.A.2 Children’s, Adult, and Older Adult Systems of Care

Adult and older Adult Non-FSP Program #1
Representative Payee Program

Please select the service types provided under Program.

Supportive services

Please describe the specific services provided.

This program provides services to individuals who are in need of a payee to assist with money management.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 66
FY 2027 – 2028 67
FY 2028 – 2029 68
Please describe any data or assumptions the county used to project the number of individuals served through the Adult and Older Adult System of Care.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

58 Adult and older Adult Non-FSP Program #2
Flexible Funding Services

Please select the service types provided under Program.

Supportive services

Please describe the specific services provided.

This program provides funding for clients across the system for supports such as housing, clothing assistance, food, transportation, etc. This use of 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.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 125
FY 2027 – 2028 127
FY 2028 – 2029 130
Please describe any data or assumptions the county used to project the number of individuals served through the Adult and Older Adult System of Care.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Adult and older Adult Non-FSP Program #3
Benefits Advocacy

Please select the service types provided under Program.

Supportive services.

Please describe the specific services provided.

Resources and supports to assist clients in obtaining public benefits.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

59 Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 <11*
FY 2027 – 2028 <11*
FY 2028 – 2029 <11*
* Values marked with "*" have been suppressed per DHCS de-identification standards. C ounts between 1–10 ar
e displayed as "<11”.

Please describe any data or assumptions the county used to project the number of individuals served through the Adult and Older Adult System of Care.

This program serves a fixed number of individuals a year.

Adult and older Adult Non-FSP Program #4
Substance Use Disorder (SUD) Services

Please select the service types provided.

Substance Use Disorder (SUD) treatment services
Supportive services

Please describe the specific services provided.

Substance Use Disorder (SUD) Services - Provides services, supports and referrals to BMH clients who experience SUD needs, and staff consultations on SUD services. The Adult and Older Adult clients being supported by this system of care will include eligible adults and older adults who meet SMHS access criteria and who have at least one diagnosis of a moderate or severe SUD. These eligible clients experience the criteria for priority populations as defined in the policy manual, including of at least one of:
chronic homelessness or experiencing homelessness or at risk of homelessness; are in, or at risk of being in, the justice system; are reentering the community from carceral systems; are at risk of conservatorship or institutionalization. These SUD services, supports will include but are not limited to: referral and linkage to SUD care; direct SUD clinical individual and group services; appropriate medical service or connection; clinical case management; navigation of available and needed collateral support (such as housing, legal, medical, income, vocational, and other resources).

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

60 Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 31
FY 2027 – 2028 32
FY 2028 – 2029 33
Please describe any data or assumptions the county used to project the number of individuals served through the Adult and Older Adult System of Care.

Data from previous services was reviewed to project the number of individuals served. Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Adult and older Adult Non-FSP Program #5
Encampment-based Mobile Wellness Center
Please select the service types provided under Program
Mental health services
Supportive services
Please describe the specific services provided
Encampment-Based Mobile Wellness Center - The Encampment-based Mobile Wellness Center is a previously approved MHSA Innovations encumbered project that provides on-site, customizable services, supports and referrals for 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.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 250
FY 2027 – 2028 250
FY 2028 – 2029 250

61 Please describe any data or assumptions the county used to project the number of individuals served through the Adult and Older Adult System of Care
This project has a fixed number of individuals to be served on an annual basis.

Early Intervention (EI) Programs

For each program or service type that is part of the county’s overall EI program, provide the following information. County EI programs must include all required components outlined in Po
licy Manual Chapter 7, Section A.7.3 , but counties
may develop multiple programs/interventions to meet all county EI requirements.

If the county provides more than one program or service type, use the “Add” button. For related policy information, refer to 7.A.7 Early Intervention Programs .

Early Intervention Program #1
High School Health Center Program

Pl
ease selec
t which of the three EI components are included as part of the program or service:

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Services that prevent, respond to, or treat a behavioral health crisis or decrease the impacts of suicide

Treatment Services and Supports: Services to address co-occurring mental health and substance use issues
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Short- and long-term individual therapy; group therapy; crisis follow up and re- entry planning; collateral/case management work with parents/caregivers, school staff, external providers; psychiatry and medication management

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased early identification of students experiencing early signs of mental health

62 conditions, including co-occurring behavioral health concerns, through integrated screening and outreach within the school setting.
-Reduced severity of mental health symptoms among adolescents receiving school-based early intervention services, as measured by validated clinical tools administered at intake and follow-up.
-Increased rates of timely access to and enrollment in behavioral health services for students from underserved populations, including students of color, LGBTQ+ youth, and students with limited English proficiency.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 210
FY 2027 – 2028 214
FY 2028 – 2029 218
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served. Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #2
Mental and Emotional Education Team

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Referrals

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs. No.

Please describe intended outcomes of the program or service.

63 -Increased knowledge and awareness of mental health resources and how to access them.
-Increased outreach and supports for youth in need.
-Reduced disparities in access to culturally relevant and linguistically appropriate care for youth.
-Increased mental health protective factors, and reduced risk factors, including the reduction of school failure and the removal of children from their homes.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No.

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 32
FY 2027 – 2028 33
FY 2028 – 2029 33
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served. Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #3
Supportive Schools Program

Please select which of the three EI components are included as part of the program.

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Services that prevent, respond to, or treat a behavioral health crisis or decrease the impacts of suicide Treatment Services and Supports: Other

64 Please specify “other” type of Treatment Services and Supports.

Mental Health Services and Supports for Children and Youth including Individual Counseling and Support Groups

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased identification and connection of students whose mental health symptoms are negatively impacting their academic progress, to culturally responsive individual/family therapy. This intervention will lead to a decrease in disruptive mental health symptoms and an increase in the ability to benefit from academic settings. -Increased access to information that support mental health awareness and supportive coaching sessions for onsite school teachers and administrators. This intervention will increase teacher/administrator sensitivity to the impact of mental health symptoms on students/families and facilitate referrals to appropriate care. --Increased mental health protective factors, well-being, and supports for students and families in need.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 436
FY 2027 – 2028 444
FY 2028 – 2029 453
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

65 Intervention Program #4
Substance Use Disorder Services for Youth - Provides Early Intervention services, supports a nd referrals to High School youth who experience SUD needs.

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Substance Use Disorder Services for Youth

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service.

-Reduced initiation, frequency, and severity of substance use among youth served. -Increased engagement and retention in evidence-based SUD treatment among adolescents, including those with co-occurring mental health disorders, with outcomes tracked at defined intervals.
-Reduced racial and socioeconomic disparities in access to and utilization of SUD services for youth, particularly for populations disproportionately impacted by substance use and historically underserved by behavioral health systems.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 110
FY 2027 – 2028 112

66 FY 2028 – 2029 114
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #5
Early Intervention Program for Lesbian, Gay, Bi-sexual. Transgender, Queer, Inter-sex, Agender Plus (LG BTQIA+)

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Early Intervention Behavioral Health Services and Supports such as Individual Counseling, and Support Groups.

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased early identification, engagement and linkages to culturally appropriate services and supports for LGBTQIA+ experiencing initial behavioral health needs. -Reduced isolation and stigma for LGBTQIA+ around accessing behavioral health services and supports.
-Reduced severity and duration of the early symptoms of depression, anxiety, trauma and/or other mental health concerns for LGBTQIA+.
-Increased well-being and peer supports for LGBTQIA+ experiencing behavioral health needs.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

67 Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 100
FY 2027 – 2028 102
FY 2028 – 2029 104
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #6
Early Intervention Program for African Americans

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Services that prevent, respond to, or treat a behavioral health crisis or decrease the impacts of suicide Treatment Services and Supports: Services to address co-occurring mental health and substance use issues
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Early Intervention Behavioral Health Services and Supports including Individual Counseling and Support Groups.

Please indicate if the program or service includes e vidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased early identification, engagement and linkages to culturally relevant and

68 linguistically appropriate services for African Americans experiencing initial behavioral health needs.
-Reduced disparities and stigma for African Americans around accessing behavioral health services.
-Reduced severity and duration of the early symptoms of depression, anxiety, trauma and/or other mental health concerns for African Americans. -Increased well-being and peer supports for African Americans experiencing behavioral health needs.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 100
FY 2027 – 2028 102
FY 2028 – 2029 104
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #7
Early Intervention Program for Latino/Latina/Latine

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Services that prevent, respond to, or treat a behavioral health crisis or decrease the impacts of suicide Treatment Services and Supports: Services to address co-occurring mental health and substance use issues

69 Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Early Intervention Behavioral Health Services and Supports such as Individual Counseling. and Support Groups

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased early identification, engagement and linkages to services for Latino/Latina/Latine experiencing initial behavioral health needs. -Reduced disparities and stigma for Latino/Latina/Latine around accessing culturally relevant and linguistically appropriate behavioral health services. -Increased well-being and peer supports for Latino/Latina/Latine experiencing behavioral health needs.
-Reduced severity and duration of the early symptoms of depression, anxiety, trauma and/or other mental health concerns for Latino/Latina/Latine.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond
those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 100
FY 2027 – 2028 102
FY 2028 – 2029 104
Please describe any data or assumptions the county used to project the number of individuals served through EI programs .

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

70 Early Intervention Program #8
Early Intervention Program for Transition Age Youth

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Referrals
Access and Linkage: Screenings
Access and Linkage: Assessments
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Early Intervention Behavioral Health Services, such as Individual Counseling, and Support Groups.

Please indicate if the program or service includes evidence -based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased early identification, engagement and linkages to services for Transition Age Youth experiencing initial behavioral health needs.
-Reduced likelihood of school failure, unemployment and justice involvement for Transition Age Youth experiencing behavioral health needs.
-Increased peer supports, well-being and mental health protective factors for Transition Age Youth experiencing behavioral health needs. -Reduced severity and duration of the early symptoms of depression, anxiety, trauma and/or other mental health needs for Transition Age Youth.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 100
FY 2027 – 2028 102

71 FY 2028 – 2029 104
Please describe any data or assumptions the county used to project the number of individuals served through EI programs .

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #9
Early Intervention Program for Older Adults

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Screenings
Access and Linkage: Assessments
Access and Linkage: Referrals
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Early Intervention Behavioral Health Services and Supports, such as Individual Counseling, and Support Groups.

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased early identification, engagement and linkages to services for Older Adults experiencing initial behavioral health needs.
-Reduced severity and duration of the early symptoms of depression, anxiety, trauma and/or other mental health concerns for Older Adults.
-Reduced isolation and increased supports for Older Adults experiencing behavioral health needs.
-Increased well-being and daily functioning for Older Adults experiencing behavioral health needs.

Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

72 Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 100
FY 2027 – 2028 102
FY 2028 – 2029 104
Please describe any data or assumptions the county used to project the number of individuals served through EI programs .

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Early Intervention Program #10
Hearing Voices Support Groups - Provides weekly drop-in Support Groups for in dividuals who experience voices, visions, special messages, unusual beliefs or extreme states of consciousness. 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.

Please select which of the three EI components are included as part of the program or service.

Outreach
Access and Linkage: Referrals
Treatment Services and Supports: Other

Please specify “other” type of Treatment Services and Supports.

Support Group Services

Please indicate if the program or service includes evidence-based practices (EBPs) or community-defined evidence practices (CDEPs) from the biennial list for EI programs.

No

Please describe intended outcomes of the program or service. -Increased protective factors and decrease risk factors. -Increased positive mental health outcomes and supports, and decreased isolation for individuals who are hearing voices, seeing visions, etc. -Increased knowledge of how to access services and supports that prevent, respond, and treat a behavioral health crisis.

73 Please indicate if the county identified additional priority uses of BHSS EI funds beyond those listed in the Policy Manual Chapter 7, Section A.7.2 No

Please provide the total projected number of individuals served for EI during the plan period by fiscal year (FY).

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 1783
FY 2027 – 2028 1818
FY 2028 – 2029 1855
Please describe any data or assumptions the county used to project the number of individuals served through EI programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Coordinated Specialty Care for First Episode Psychosis (CSC) program

For related policy information, refer to 7.A.7.5.1 Coordinated Specialty Care for First Episode Psychosis .

Per DHCS, Cities submitting their plans separate from the County who utilize the Counties Coordinated Specialty Care for First Psychosis Program, can use the counties program for this requirement. The City uses the Counties program for individuals in need of Coordinated Specialty Care for First Psychosis services.

As such, all information in this section is from the Alameda County BHSA Integrated Plan.

Please provide the following information on the county’s Coordinated Specialty Care for First Episode Psychosis (CSC) program:

CSC program name
Felton Institute: (re)MIND® and BEAM - Early Psychosis Programs (formerly PREP

74 Alameda)

CSC program description
The City of Berkeley utilizes the Alameda County Coordinated Specialty Care for First Episode (CSC) program to meet these program requirements. All information in this section, including the program description and estimates of eligible individuals, number of Teams and Practitioners, and funding used is from Alameda Counties description of the program.

Program Description: The Felton Early Psychosis Programs - (re)MIND® and BEAM – formerly known as PREP Alameda, provide evidence-based treatment and support for transition age youth (TAY) who are experiencing an initial episode of psychosis or severe mood disorder. The programs provide outreach and engagement, early intervention, and outpatient mental health services that include the following categories: mental health services, case management/brokerage, medication support, crisis intervention. In addition, (re)MIND® and BEAM Alameda also provide Individual Placement and Support (IPS) supported employment and education services. The program goals of (re)MIND® and BEAM Alameda are designed to delay or prevent the onset of chronic and disabling psychosis and mood disorders; reduce individuals’ hospitalizations and utilization of emergency services for mental health issues; improve the ability of program participants to achieve and maintain an optimal level of functioning and recovery as measured by functional assessment tools; connect participants with ongoing primary healthcare services and coordinate healthcare services with individuals' primary care providers; increase participants’ educational and/or employment success; increase meaningful activity as defined by the individual; decrease social isolation; and assist participants with advocating for adjustment of medications to the minimum amount necessary for effective symptom control.

Target Population: Transition Age Youth (TAY) ages 15-24, who are experiencing the onset of first episode psychosis associated with serious mental illness (SMI) and severe mood disorder.

DHCS will provide counties with information to complete the estimated fields for eligible population and practitioners/teams needed for CSC. The estimated numbers of teams/practitioners reflect the numbers needed to reach the entire eligible population (i.e., achieve a 100 percent penetration rate), and DHCS recognizes that counties will generally not be able to reach the entire eligible population. These projections are not binding and are for planning purposes. In future guidance, DHCS will provide more information on the number of teams counties must implement to demonstrate compliance with BHSA CSC requirements.

75 Please review the total estimated number of individuals who may be eligible for CSC (based on the Service Criteria in the Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH-CONNECT) Evidence Based Practice (EBP) Policy Guide and the Policy Manual Chapter 7, Section A.7.5 ). Please input the estimates provided to the county in the table below.

CSC Eligible Population Estimates
Number of Medi-Cal Enrolled Individuals 193
Number of Uninsured Individuals 15
Number of Practitioners Needed to Serve Total
Eligible Population
25 Number of Teams Needed to Serve Total Eligible
Population
6 Taking into account the total eligible population estimates, current and projected workforce capacity, and BHSA funding allocation for BHSS, please provide the total number of teams and Full-Time Equivalents (FTEs) (county and non-county contracted providers) the county behavioral health system plans to utilize (i.e., current and new FTE) to provide CSC over this Integrated Plan period, by fiscal year.

County Actuals FY 26-27 FY 27-28 FY 28-29
Total
Number of
Practitioners
8 8 8
Total
Number of
Teams
2 2 2
Will the county’s CSC program be supplemented with other (non-BHSA) funding source(s)?
Yes

Please list the other funding source(s).

Mental Health Block Grant, Medi-Cal

76 Outreach and Engagement (O&E) Program

For each program or activity that is part of the county’s standalone O&E programs provide the following information. For related policy information, refer to

7.A.3 Outreach and Engagement .

Outreach and Engagement Program #1
Family Support Services

Please describe the program or activity.

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 and group 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.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 88
FY 2027 – 2028 90
FY 2028 – 2029 91
Please describe any data or assumptions the county used to project the number of individuals served through Outreach & Engagement programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Outreach and Engagement Program #2
Wellness Recovery and Peer Support Services

Please describe the program or activity.

Wellness Recovery and Peer Support Services are designed to create a welcoming

77 experience for individuals accessing services at the Adult Clinic. Team members provide peer support to individuals waiting to be seen at the clinic with the goals of building warm relationships that will assist clients in becoming aware of and engaged in clinic services and supports, wellness group offerings, and other community resources.

Designed to promote self-care and independence, the Wellness Recovery Peer Support 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. In addition to support group activities one- on-one Peer Supports are provided to individuals in the waiting room of the Adult Clinic, as needed.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 52
FY 2027 – 2028 53
FY 2028 – 2029 54
Please describe any data or assumptions the county used to project the number of individuals served through Outreach & Engagement programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

Outreach & Engagement Program #3
Transitional Outreach Team

Please describe the program or activity
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.

Please provide the projected number of individuals served during the plan period by fiscal year (FY) in the table below.

78 Plan Period by FY Projected Number of Individuals Served FY 2026 – 2027 60
FY 2027 – 2028 61
FY 2028 – 2029 62
Please describe any data or assumptions the county used to project the number of individuals served through Outreach & Engagement programs.

Data from previous services was reviewed to project the number of individuals served.

Additional program adjustments to staff or caseloads shifted projected services in a proportional manner.

County Workforce, Education, and Training (WET) Program

As described in the Policy Manual, WET activities should supplement, but not duplicate, funding available through other state- administered workforce initiatives, including the Behavioral Health Community -Based Organized Networks of Equitable Care and Treatment (BH-CONNECT) workforce initiative administered by the Department of Health Care Access and Information (HCAI). Counties should prioritize available BH-CONNECT and other state-administered workforce programs whenever possible. Responses in this section should address the county’s WET program. Other workforce efforts should be addressed in the Workforce Strategy section of the Integrated Plan (IP).

For each program or activity that is part of the county’s overall WET program, provide the following information. If the county provides more than one program or activity type, use the “Add” button. For related policy information, refer to 7.A.4 Workforce Education and Training

Workforce Education and Training Program #1
Service name: Workforce Development Coordinator - As the City of Berkeley closes a structural budget deficit, this position is currently slated for a reduction in force in the budget process. The tasks necessary to be performed for workforce, education, and training will be assigned as needed to maintain necessary functions.

Please select which of the following categories the activity falls under Workforce Recruitment, Development, Training, and Retention

79 Workforce Education and Training Program #2
Program name: Workforce Development Training Program
Please select which of the following categories the ac
tivity falls under
Workforce Rec ruitment, Development, Training, and Ret ention
Capital Facilities and Te
chnological Needs (CFTN) Program
For each project that is part of the county’s CFTN project, provide the following information. If the county provides more than one project, use the “Add” button.

Additional information on CFTN policies can be found in Policy Manual Chapter 7, Section A.5 .

Project name
MHSA encumbered Capital Facilities and Technological Needs (CFTN) continuing Project - Berkeley Roots Project
If capital facilities project, please indicate which of the following categories the project falls under
Meeting match requirements for Behavioral Health Continuum Infrastructure Program (Bond BHCIP) award
Please describe the project
This project will expand outpatient behavioral health capacity by rebuilding an existing City-owned site into a Medi-Cal certifiable facility. The project will add eight treatment rooms and a group treatment and peer support space, increasing access to community- based services in the least restrictive setting for adults with serious mental illness and co-occurring substance use disorders, including individuals experiencing homelessness. This investment will support continuity of existing City -operated programs and co-located partners while helping to address documented local and statewide shortages of outpatient behavioral health care.

Full Service Partnership Program
DHCS will provide counties with information to complete the estimated fields for eligible population and practitioners/teams needed for each EBP. The estimated numbers of teams/practitioners reflect the numbers needed to reach the entire eligible population (i.e., achieve a 100 percent penetration rate), and DHCS recognizes that counties will generally not be able to reach the entire eligible population, in consideration of BHSA funding availability. These projections are not binding and are for planning purposes only. In future guidance, DHCS will provide more information on the number of teams counties must implement to demonstrate compliance with BHSA FSP requirements.

80 For related policy information, refer to 7.B.3 Full Service Partnership Pro gram
Requirements and 7.B.4 Full Service Partnership
Levels of Care
Please review the total estimated number of individuals who may be eligible for each of the following Full Service Partnership (FSP) services (consistent with the Service Criteria in the Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH-CONNECT) Evidence-Based Practice (EBP) Policy Guide , the Policy Manual Chapter 7, Section B , and forthcoming High Fidelity Wraparound (HFW) Medi-Cal Guidance): Assertive Community Treatment (ACT) and Forensic Assertive Community Treatment (FACT), Full Service Partnership (FSP) Intensive Case Management (ICM), HFW and Individual Placement and Support (IPS) Model of Supported Employment). Please input the estimates provided to the county in the table below:

Total Adult FSP Eligible Population Estimates
Number of Medi-Cal Enrolled Individuals 3133
Number of Uninsured Individuals 289
Number of Total FSP Eligible
Individuals with Some Justice-
System Involvement
855
Assertive Community Treatment (ACT) and Forensic Asse
rtive
Community Treatment (FACT) Eligible Population
Please input the estimates provided to the county in the table below.

ACT Eligible Population Estimates
Number of Medi-Cal Enrolled Individuals 369
Number of Uninsured Individuals 34

81 FACT Eligible Population (ACT
with Justice-System
Involvement)
Estimates
Number of Medi-Cal Enrolled Individuals 184
Number of Uninsured Individuals 17
ACT/FACT Practitioners and Teams
Needed
Estimates
Number of Practitioners Needed to Serve
Total Eligible Population
70 Number of Teams Needed to Serve Total
Eligible Population
<11*
Taking into account the total eligible population estimates, current and projected workforce capacity, and BHSA funding allocation for FSP, please provide the total number of teams and Full-Time Equivalents (FTEs) (county and non-county contracted providers) the county behavioral health system plans to utilize (i.e., current and new FTEs) to provide ACT and FACT over this Integrated Plan period, by fiscal year. DHCS will provide further guidance and Technical Assistance (TA) to assist counties with completing these fields.

County Actuals FY 26-27 FY 27-28 FY 28-29
Total
Number of
Practitioners
000 000 000
Total
Number of
Teams
000 000 000

82 Full Service Partnership (FSP) Intensive Case Management (ICM) Eligible Population
Please input the estimates provided to the county in the table below.

FSP ICM Eligible Population Estimates
Number of Medi-Cal Enrolled Individuals 2580
Number of Uninsured Individuals 238
FSP ICM Practitioners and Teams Needed Estimates
Number of Practitioners Needed to
Serve Total Eligible Population
115
Number of Teams Needed to
Serve Total Eligible Population
23 Taking into account the total eligible population estimates, current and projected workforce capacity, and BHSA funding allocation for FSP, please provide the total number of teams and FTEs (county and non-county contracted providers) the county behavioral health system plans to utilize (i.e., current and new FTEs) to provide FSP ICM over this Integrated Plan period, by fiscal year. DHCS will provide further guidance and TA to assist counties with completing these fields
County Actuals FY 26-27 FY 27-28 FY 28-29
Total
Number of
Practitioners
24 24 24
Total
Number of
Teams
3 3 3

83 High Fidelity Wraparound (HF
W) Eligible Population
Please input the estimates provided to the county in the table below HFW Eligible Population Estimates
Number of Medi-Cal Enrolled Individuals 1006
Number of Uninsured Individuals 135
HFW Practitioners and Teams Needed Estimates
Number of Practitioners Needed to
Serve Total Eligible Population
377
Number of Teams Needed to
Serve Total Eligible Population
8 Taking int
o account the total eligible population estimates, current and projected workforce capacity, and BHSA funding allocation for FSP, please provide the total number of teams and FTEs (county and non-county contracted providers) the county behavioral health system plans to utilize (i.e., current and new FTE) to provide HFW over this Integrated Plan period, by fiscal year. DHCS will provide further guidance and TA to assist counties with completing these fields.

County Actuals FY 26-27 FY 27-28 FY 28-29
Total
Number of
Practitioners
5 5 5

84 Total
Number of
Teams
1 1 1
Individual Pla
cement and Support (IPS) Eligible Population
Please input the estimates provided to the county in the table below IPS Eligible Population Estimates
Number of Medi-Cal Enrolled Individuals 4979
Number of Uninsured Individuals 477
IPS Practitioners and Teams Needed Estimates
Number of Practitioners Needed to Serve
Total Eligible Population
342
Number of Teams Needed to Serve Total
Eligible Population
137
Taking into account the total eligible population estimates, current and projected workforce capacity, and BHSA funding allocation for FSP, please provide the total number of teams and FTEs (county and non-county contracted providers) the county behavioral health system plans to utilize (i.e., current and new FTE) to provide IPS over this Integrated Plan period, by fiscal year
County Actuals FY 26-27 FY 27-28 FY 28-29
Total
Number of
Practitioners
000 000 000

85 Total
Number of
Teams
000 000 000
Full Service Partnership (FSP) Program Overview
Please provide the following information about the county’s BHSA FSP Program.

Will any of the estimated number of practitioners the county plans to utilize (provided above) be responsible for providing more than one EBP? No
Please describe how the county is employing a whole-person, trauma- informed approach, in partnership with families or an individual’s natural supports.

The City of Berkeley has three Full Service Partnership (FSP) programs: Children and Youth FSP; Transition Age Youth, Adult & Older Adult FSP (Adult FSP); and a Homeless FSP.

The Children and Youth FSP uses a trauma informed approach by assessing the trauma histories of the clients who are enrolled in the program. The team provides referrals to services that address trauma and provide pycho-education and therapeutic interventions to support reductions in traumatic symptoms.

The Adult FSP provides intensive, whole -person, trauma-informed services using an Assertive Community Treatment (ACT) model. The program serves adults 18 and older with serious mental illness who experience high system utilization, including frequent psychiatric hospitalizations or emergency department use, justice system involvement, homelessness or housing instability, complex medical needs, co- occurring substance use disorders, and safety concerns.

The program operates with a Housing First mindset and maintains contracts with multiple housing providers, allowing the team to subsidize housing across a range of settings. Staff provide outreach and support to assist participants with obtaining and maintaining housing while addressing co-occurring mental health, substance use, medical, and functional needs.

Connection to physical health care is a core component of service delivery. FSP staff encourage all participants to engage with primary care and actively support this connection by helping participants enroll in care, schedule appointments, assisting with

86 transportation and attendance, coordinating follow -up visits, and supporting treatment for chronic medical conditions. Approximately 88% of FSP participants had at least one primary care visit in the past year.

Trauma-inf
ormed care is embedded throughout the program. Many team staff have completed Adverse Childhood Experiences (ACEs) training, trauma-informed care training, Motivational Interviewing training, and Dialectical Behavioral Therapy (DBT) training. Staff apply a strengths-based, recovery-oriented approach that emphasizes understanding “what happened to you” rather than “what is wrong with you.” With client consent, staff partner with families and natural supports by maintaining communication, incorporating family input into treatment planning, and providing education and support. Berkeley Mental Health employs a Family Advocate who regularly attends Adult FSP and Comprehensive Community Treatment (CCT) team meetings to support coordination with families and caregivers.

Peer support is integrated into service delivery. Berkeley Mental Health has a Peer Support Team that provides daily wellness groups and services. A Peer Support Team representative regularly attends FSP and CCT team meetings and collaborates with clinical staff to support engagement, recovery, and shared decisiThe Mental Health Division also contracts with a nonprofit provider to offer on-site Substance Use Disorder (SUD) specialty services. FSP staff support clients with co-occurring substance use disorders using an integrated, recovery-oriented approach. Many staff are trained in Motivational Interviewing and support participants in accessing community-based substance use services when appropriate and of interest to the client, including 12-step meetings, sobering center services, detoxification, and residential treatment programs as part of a broader continuum of care. SUD clinicians provide direct services and at times conduct joint field-based work with the team.

The Homeless FSP Staff meet in
dividuals where they are in their recovery process and utilize person-centered, non-judgmental, and exploratory language to provide support during the provision of services. Staff also maintain a welcoming environment, both when seeing clients in the clinic setting and during field-based services, by creating safety and encouraging the individual to take a role in their care.

Please describe the cou
nty’s efforts to reduce disparities among FSP participants The Adult FSP actively works to reduce disparities in health, housing, and socioeconomic outcomes for individuals with serious mental illness who experience high utilization of hospitals, emergency departments, and the justice system, as well as housing instability and unmet medical needs.

87 A primary focus is addressing disparities in physical health and life expectancy.

Research shows that individuals with serious mental illness die approximately 10–20 years earlier than the general population, largely due to preventable and untreated medical conditions. To address this disparity, the FSP prioritizes connection to primary care and ongoing medical follow-up for participants whenever possible.

Staff suppor
t clients with connecting to medical providers, scheduling and attending medical appointments, managing follow-up care, coordinating treatment for chronic health conditions, and navigating specialty care when needed. This integrated approach to physical and behavioral health care is intended to improve long-term health outcomes, reduce emergency and inpatient utilization, and prevent premature death.

The program also addresses disparities related to poverty and housing instability by assisting participants with accessing public benefits such as SSI, General Assistance, and Medi-Cal, and by supporting connections to housing subsidies, supportive housing, and In-Home Supportive Services (IHSS). Berkeley Mental Health further works to reduce disparities by maintaining a workforce that reflects the diversity of the communities served, supporting engagement among historically underserved populations.

The Homeless FSP Homeless FSP staff routinely meet with individuals in the community and support them in accessing primary and specialty medical care. Clients are connected to low- to no-cost transportation services so that they can attend support groups, employment sites, and volunteer opportunities.

Select which goals the county is hoping to support based on the county’s allocation of FSP funding.

Access to ca re
Homelessness
Institutionalization
Justice involvement

Untreated behavioral health conditions
Overdoses
Please describe what actions or activities the county behavioral health system is doing to provide ongoing engagement services to individuals receiving FSP ICM.

The Children and Youth FSP team conducts weekly meetings with involved stakeholders to review case needs, potential referrals, and to coordinate on the care of clients and families.

88 At the Adult Clinic case management services are provided through the Berkeley Mental Health Comprehensive Community Treatment (CCT) teams, which aligns with the BHSA Intensive Case Management (ICM) service level. These teams serve adults with serious mental illness who experience moderate to high system utilization, housing instability, co-occurring substance use, and functional impairment, but who do not meet admission criteria for, or require the intensity of, the Adult Full Service Partnership.

CCT also serves as a step-down level of care for individuals graduating from the Adult FSP, and as a step-up option for individuals whose needs increase, allowing participants to move fluidly between service levels based on clinical acuity, safety, housing stability, and engagement needs.

CCT teams are multidisciplinary and mai
ntain manageable caseloads, generally serving
20–25 clients per clinician. Services are delivered both in the field and in clinic settings, based on client needs, safety considerations, and engagement preferences.

Services focus on stabilizing mental health symptoms, supporting housing retention, addressing co-occurring substance use, reducing hospitalizations and emergency department use, connecting individuals to primary care, and assisting with benefits acquisition. A Family Services staff and a Peer Support Team representative regularly attend CCT team meetings to support coordinated, whole-person engagement.

Ongoing engagement services is a required component of ACT, FACT, IPS, and HFW.

Please describe any ongoing engagement services the county behavioral health system will provide beyond what is required of the EBP.

The Adult FSP incorporates core Assertive Community Treatment (ACT) practices to support high-acuity participants. These include daily team roll call to review client contact and whereabouts, access to countywide Community Health Record system for alerts when there is contact at psychiatric emergency, inpatient, medical emergency department, and jail contacts, and weekly Level of Care (LOC) meetings to guide assignment and ongoing service intensity.

Level of Care decisions are informed by written criteria and made through multidisciplinary discussion and clinical ju
dgment. Participants in LOC meetings include
Mental Health Division leadership, the Adult Mental Health Program Supervisor, the Intake Program Supervisor, the Supervising Psychiatrist, the Compliance Officer, and Adult Team Supervisors. This structure supports consistent decision -making while allowing flexibility to account for individual clinical complexity, safety considerations, and system utilization patterns.

89 Services are adjusted over time, allowing participants to graduate from Adult FSP to lower levels of care when stability improves, or move up to Adult FSP from other service teams when clinical acuity, safety, housing instability, or system utilization increases.

While both the Adult FSP and the Homeless FSP teams can serve individuals who are unhoused, the Homeless FSP's primary focus is to work with individuals who are currently unhoused and/or have a history of being unhoused/unstably housed.

Please describe how the county will comply with the required FSP levels of care (e.g., transition FSP ICM teams to ACT, stand up new ACT teams and/or stand up new FSP ICM teams, etc.)
Per DHCS, s mall counties including Ber
keley are automatically exempt from these
Evidence Based Practices (EBP’s) within this first BHSA Integrated Plan (IP). However, Berkeley Mental Health provides ongoing case management services through its Comprehensive Community Treatment (CCT) teams, which align with the BHSA Intensive Case Management (ICM) service level. These teams serve adults with serious mental illness who experience moderate to high system utilization, housing instability, co-occurring substance use, and functional impairment, but who do not meet admission criteria for, or require the intensity of, the Adult FSP.

CCT also serves as a step-down
level of care for individuals graduating from the Adult FSP, and as a step-up option for individuals whose needs increase, allowing participants to move fluidly between service levels based on clinical acuity, safety, housing stability, and engagement needs. CCT teams are multidisciplinary and maintain manageable caseloads, generally serving 20–25 clients per clinician. Services are delivered both in the field and in clinic settings, based on client needs, safety considerations, and engagement preferences.

Services focus on stabilizing mental health symptoms, supporting housing retention, addressing co-occ
urring substance use, reducing hospitalizations and
emergency department use, connecting individuals to primary care, and assisting with benefits acquisition. The Family Advocate and a Peer Support Team representative regularly attend CCT team meetings to support coordinated, whole-person engagement.

Both of the Adult FSP and the Homeless FSP incorporate core Assertive Community Treatment (ACT) practices to support high-acuity participants. The City of Berkeley will not be adding new ACT or ICM FSP’s in this BHSA Integrated Plan.

Please indicate whether the county FSP program will include any of the following optional and allowable services.

The City of Berkeley will include the following optional and allowable services outlined below in the FSP program.

90 Primary substance use disorder (SUD) FSPs
No
Outreach activities related to enrolling in
dividuals living with significant behavioral
health needs in an FSP (activities that fall under assertive field- based initiation of substance use disorder treatment services will be captured separately in the next section).

Yes
Please describe the outreach activities the county will engage in to enroll individuals living with significant behavioral health needs into the county’s FSP program.

Berkeley Mental Health identifies potential Adult FSP participants through multiple referral pathways, including internal referrals from clinic teams, the county ACCESS line, hospitals, crisis services, and community partners such as shelters and supportive housing providers. The program prioritizes individuals with serious mental illness who experience high system utilization, including frequent psychiatric hospitalizations or emergency department visits, justice system involvement, homelessness or housing instability, and complex medical or co-occur ring substance use needs. Initial enrollment into services occurs through our Crisis, Assessment, and Triage (CAT) team, with final determination of team assignment made during our Level of Care meeting. The CAT team conducts intakes in the clinic and can also complete assessments in field or hospital settings depending on the needs of the individual.

Once an indi
vidual is determined to be appropriate for Adult FSP, the team engages in ongoing outreach and engagement activities. These often include field-based work in shelters, housing sites, hospitals, and other community settings. Staff collaborate closely with inpatient units, emergency departments, and county partners to identify individuals who may benefit from the intensive services provided through FSP. The program also participates in countywide Level of Care discussions and referral processes to support appropriate placement into FSP services.

Other recovery-oriented services
Yes
Please describe the other recovery -oriented services the county’s FSP program will inclu
de.

Through this BHSA IP the City will add a new "Guided Peer Support Program" to support TAY in the Adult FSP. FSP/ACT modeled teams employ a "whatever it takes" ethos to engage and support participants in their recovery journey. TAY and youth often fall through the cracks due to stigma, distrust of the institutions, and bureaucracies that do not match with the needs of individuals who are still developing skills and

91 resources to help them navigate these complex systems. This program will leverage FSP/ACT ethos with harm reduction, system fluency, lived experience coaching, and meeting the participants where they're at to support their transformation, empowerment and wellness.

The Adult FSP program also provides a range of recovery-oriented services informed by Assertive Community Treatment (ACT) principles, including team -based care, field- based services, and intensive outreach and engagement for individuals with complex behavioral health needs. As a smaller municipal behavioral health system, Berkeley Mental Health utilizes a generalist team model rather than maintaining dedicated specialty positions such as employment specialists, housing specialists, or substance use counselors that are sometimes included in larger ACT teams. Instead, clinicians provide integrated services across domains while coordinating with other resources within the Mental Health Division and the broader community. Participants benefit from additional supports including a Peer Support Team that offers wellness groups and peer engagement activities, a Family Advocate who supports communication and coordination with families and natural supports, and contracted on- site Substance Use Disorder (SUD) services that provide specialized treatment and consultation to the team.

Services also include intensive case management, field-based mental health services, medication support, assistance with housing placement and retention, benefits acquisition, connection to primary medical care, and support addressing co-occurring substance use disorders. Staff also assist participants with daily living skills,
transportation to appointments, connection to community resources, and developing meaningful social and community connections. The program emphasizes a trauma- informed, strengths-based approach and prioritizes housing stability, physical health care access, and community integration as core elements of recovery.

If there are other services not described above that the county FSP program will include, please list them here. For team-based services, please include number of teams. If no additional FSP services, use “N/A”.

There are two FSP-level teams at the Berkeley Mental Health Adult clinic, the Adult FSP and the Homeless FSP. While both teams can serve individuals who are unhoused, the primary focus of the Homeless is to work with individuals who are currently unhoused and/or have a history of being unhoused/ unstably housed.

The Adult Full Service Partnership (FSP) incorporates core Assertive Community Treatment (ACT) practices to support high-acuity participants. These include daily team roll call to review client contact and whereabouts, access to countywide Community Health Record system for alerts when there is contact at psychiatric

92 emergency, inpatient, medical emergency department, and jail contacts, and weekly Level of Care (LOC) meetings to guide assignment and ongoing service intensity.

Level of Care decisions are informed by written criteria and made through multidisciplinary discussion and clinical ju
dgment. Participants in LOC meetings include
Mental Health Division leadership, the Adult Mental Health Program Supervisor, the Intake Program Supervisor, the Supervising Psychiatrist, the Compliance Officer, and Adult Team Supervisors. This structure supports consistent decision -making while allowing flexibility to account for individual clinical complexity, safety considerations, and system utilization patterns.

Services are adjusted over time, allowing participants to graduate from Adult FSP to lower levels of care when stability improves, or move up to Adult FSP from other service teams when clinical acuity, safety, housing instability, or system utilization increases.

What actions or activities did the county behavioral health system engage in to consider the unique needs of eligible children and youth in the development of the county’s FSP program (e.g., review data, engage with stakeholders, analyze research, etc.) who are:

In, or at-risk of being in, the juvenile justice system To consider the unique needs of eligible children and youth including individuals who may be at risk of being or are involved with the juvenile justice system in the development of the FSP Program, the City of Berkeley has reviewed data and area resources, conducted research and engaged with stakeholders. Since the initial planning for the Children and Youth FSP in the first MHSA Plan, to the Community Program Planning Process for this BHSA Integrated Plan, the City of Berkeley has outreached to, engaged and included input from Community -based organization's and City Staff providing services to children and youth, Transition Age Youth (TAY), individuals from unserved, underserved and inappropriately served populations, Lesbian,
Gay, Bisexual, Transgender, Queer, Intersex, Agender Plus (LGBTQIA+) individuals, Parents, representatives from Berkeley Unified School District, and community advocates. Input received from the current Community Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email was used to inform this BHSA Integrated Plan.

Lesbian, Gay, Bisexual, Transgender, Queer, Plus (LGBTQ+) In considering the FSP/ACT Program needs for LGBTQIA+ youth, the City of Berkeley reviewed data regarding the specific mental health disparities and barriers to care faced by this population. The planning process included, wherever possible, outreach to LGBTQIA+ individuals, advocates, and specialized service providers to ensure their

93 perspectives were heard. Feedback received through individual meetings and the BHSA Survey emphasized the need for gender-affirming, culturally responsive care.

This input was used to inform the BHSA Integrated Plan, equipping FSP/ACT staff to support the specific identity-based needs of LGBTQIA+ community members.

In the child welfare system
To consider the needs of children and youth in the child welfare system, in the development of the Children/Youth FSP City reviewed child welfare placement data and area resources focused on foster youth and those at risk of out-of-home placement wherever possible. The City engaged with representatives from the Berkeley Unified School District (BUSD), child welfare advocates, and parents to identify critical transition points where FSP/ACT services could provide stability. Input from the current CPPP—including Community Input Meetings and individual disc ussions—highlighted the "whatever it takes" approach to prevent placement disruptions and support reunification. This stakeholder feedback was directly integrated into the BHSA plan to ensure the FSP/ACT model provides intensive wraparound support for system- involved youth.

What actions or activities did the county behavioral health system engage in to consider the unique needs of eligible adults in the development of the county’s FSP (e.g., review data, engage with stakeholders, analyze research, etc.) who are

Older adults
To consider the unique needs of older adults in the development of the Adult FSP, the City of Berkeley reviewed data and area resources, conducted data review, and engaged with stakeholders. Program development has been informed by analysis of medical complexity, hospitalization, and other data specifically across older adult age groups. Since the initial planning for the Adult FSP to the current BHSA Community Program Planning Process (CPPP), the City has whenever possible outreached to and included input from older adults, consumers of mental health and substance use services, and the
community-based organizations that provide specialized services to this population. This reflects the long-standing practice of seeking and incorporating community feedback to ensure FSP services address the unmet needs and service gaps unique to the aging population.

The history of community engagement for this type of Adult services dates back to 1999 when the City of Berkeley received a grant from SAMHSA to develop the first iteration of
an ACT Team. Program development at that time included multiple community meetings to identify unmet needs and service gaps, as well as consultation with early ACT pioneers from Wisconsin. With the start of the Mental Health Services Act (MHSA),

94 Berkeley Mental Health again engaged in broad community input through meetings and stakeholder discussions to inform service planning and program design. This included a broad range of outreach and incorporating input across the City including but not limited to individuals from unserved, underserved and inappropriately served cultural and ethnic populations, LGBTQIA, Veterans, individuals who have experienced homelessness, representatives from community -based organizations, community advocates, etc. This practice of incorporating community feedback has continued with each MHSA plan update and was a part of the Community Planning process for this first Behavioral Health Services Act (BHSA) Integrated Plan as described above.

Lesbian, Gay, Bisexual, Transgender, Queer, Plus (LGBTQ+) To consider the unique needs of LGBTQ+ individuals in the development of the Adult FSP, the City of Berkeley reviewed data and engaged in targeted outreach through the BHSA CPPP. This included wherever possible collecting input from Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Agender Plus (LGBTQIA+) individuals, community advocates, and specialized community -based organizations. Input received through Community Input Meetings, Individual Meetings, and the BHSA Survey was used to inform this BHSA Integrated Plan, ensuring that FSP services are culturally responsive to the specific challenges faced by the LGBTQIA+ community. By utilizing staff expertise and evidence-informed ACT/FSP practices, the City continues to assess and modify programs to better serve individuals from these underserved, inappropriately served, and vulnerable populations.

In, or are at risk of being in, the justice system
To consider the unique needs of adults who are involved with or at risk of involvement with the justice system the City of Berkeley reviewed program data and outcomes related to incarceration and safety concerns. This planning process built upon Berkeley’s history of developing ACT/FSP-style teams to identify service gaps for high- risk individuals. During the current BHSA CPPP, the City engaged with peers who received mental health and substance use services, individuals experiencing homelessness, and the community-based organizations that serve justice-involved populations. Feedback gathered via email, surveys, and stakeholder discussions was integrated into the BHSA Plan to ensure the FSP provides the intensive, evidence- informed support to reduce justice involvement and improve outcomes for this priority group.

Assertive Field-Based Substance Use Disorder (SUD) Questions

For related policy information, refer to 7.B.6 Assertive Field-Based Initiation for Substance Use Disorder Treatment Services
Please describe the county behavioral health system’s approach and timeline(s) to

95 support and implement assertive field-based initiation for SUD treatment services program requirements by listing the existing and new programs (as applicable) that the county will leverage to support the assertive field-based SUD program requirements and provide the current funding source, BHSA service expansion, and the expected timeline for meeting programmatic requirements to expand existing programs and/or stand up new initiatives before July 1, 2029.

Counties should include programs not funded directly or exclusively by BHSA dollars. Additional information regarding assertive field-based initiation for SUD treatment services can be found in the BHSA Policy Manual Chapter 7, Section B.6.

Existing Programs for Assertive Field-Based SUD Treatment Services Targeted outreach

Existing programs
Options Recovery Center - Encampment-based Mobile Wellness Services Homeless Response Team (HRT)

Program descriptions
Options Recovery Center, Encampment-based Mobile Wellness Services: This an innovative, peer-led mobile wellness outreach model that provides onsite mental health and SUD supports to encampment areas. It is a low barrier service aimed at chronically unhoused individuals that uses motivational interviewing and rapport building to engage individuals who may avoid or have challenges with traditional clinical or engagement strategies.

Homeless Response Team (HRT): This is a multidisciplinary outreach team designed as an interdepartmental collaboration to support encampment resolution, outreach to chronically unhoused individuals, and promote linkage to the regional Continuum of Care, treatment services, and other
resources in the community.

Current funding source
Options Encampment -Based Mobile Wellness Services is funded through MHSA encumbered INN Funds.

HRT is funded through General Fund, Measure P, Encampment Resolution Funding, Measure W, Medi-Cal Administrative Activities.

BHSA changes to existing programs to meet BHSA requirements Encampment-based Mobile Wellness Services: Yes; ensure connections to open access clinic models, clarify MAT protocols for existing MAT resources; make good faith efforts to integrate any possible Medi-Cal billing into service delivery.

96 HRT: Yes; ensure connections to open access clinic models, clarify MAT protocols for existing MAT resources; good faith efforts to integrate any possible Medi-Cal billing into service delivery; explicitly integrate SUD services into model.

Expected timeline of operation
Encampment -based Mobile Wellness Services: 7/1/26 - 6/30/29

HRT: These are existing programs, not expected to end, and will be operational 7/1/26- 6/30/29 for the purposes of the three-year plan.

Mobile-field based programs

Existing programs
Lifelong Medical Care - Street Medicines Teams

Program descriptions
Provides acute and chronic disease care, behavioral healthcare, dentistry, case management, medication management, housing assessment, and substance use disorder services. Services are accessed by encountering one of our many Street Medicine Teams who have regular scheduled visits to encampments and other sites where chronically unhoused folks are living. Their multidisciplinary team includes medical practitioners who provide MAT on the street.

Current funding source
Medi-Cal, HRSA/HHS/SAMHSA Federal Grants, Alameda County Measure A, 2011 Realignment

BHSA changes to existing programs to meet BHSA requirements No

Expected timeline of operation
7/1/26-6/30/29

Open-access clinics

Existing programs
New Bridge Foundation Rehabilitation Center; Berkeley Addiction Treatment Services (BATS); Options Recovery Services Clinics

Program descriptions
New Bridge Foundation Rehabilitation Center is an addiction treatment center specializing in detox, short and long-term residential treatment, intensive outpatient

97 SUD programs. Services include addiction treatment for methamphetamines, opioids, alcohol, heroin, and other drugs.

Berkeley Addiction Treatment Services (BATS) is a non-profit open access clinic specializing in detox and opiate dependence. Services include medically supervised withdrawal or medically assisted maintenance therapy utilizing screening, methadone treatment, counseling, harm reduction, medically -assisted withdrawal and maintenance, as well as linkages to related services.

Options Recovery Services has a local SUD outpatient clinic that provides low barrier, walk-in access for integrated services, including counseling, treatment, MAT assessment/referral/linkage, intensive outpatient services. Population of focus is individuals experiencing homelessness, justice involved, and

co-occurring disorders.

Current funding source
New Bridge Foundation Rehabilitation Center: Medi-Cal, government grants (SUBG), private insurance, 2011 Realignment, private pay.

Berkeley Addiction Treatment Services (BATS): Medi-Cal, government grants (SUBG), private insurance, 2011 Realignment, private pay.

Options Recovery Services Clinics: Medi-Cal.

BHSA changes to existing programs to meet BHSA requirements New Bridge Foundation Rehabilitation Center: Yes; This is a traditional outpatient treatment model. Need to ensure that low barrier and rapid access to MAT treatment is available, dynamic problem lists are adopted, integrated co-occurring disorder care is available, ensure coordination with assertive field-based teams (Lifelong Street Medicine), and ensure that non-Medi-Cal individuals with eligible SUD needs are served, despite insurance gaps.

Berkeley Addiction Treatment Services (BATS): Yes; This is a traditional outpatient treatment model. Need to ensure that low barrier and rapid access to MAT treatment is available, dynamic problem lists are adopted, integrated co-occurring disorder care is available, ensure coordination with assertive field-based teams (Lifelong Street Medicine), and ensure that non-Medi-Cal individuals with eligible SUD needs are served, despite insurance gaps.

Options Recovery Services Clinics: No.

98 Expected timeline of operation
New Bridge Foundation Rehabilitation Center: These are existing programs, not expected to end. They will be operational 7/1/26-6/30/29 for the purposes of the three year plan.

Berkeley Addiction Treatment Services (BATS): These are existing programs, not expected to end. They will be operational 7/1/26-6/30/29 for the purposes of the three year plan.

Options Recovery Services Clinics: These are existing programs, not expected to end. They will be operational 7/1/26-6/30/29 for the purposes of the three-year plan.

New Programs for Assertive Field-Based SUD Treatment Services

Targeted outreach

New programs
Integrated Mobile Peer and Crisis Team

Program descriptions
This is a high intensity, integrated crisis team designed to provide clinical mental health and SUD services in the field. By integrating SUD-trained peers with Berkeley's seasoned local mental health crisis team, this program will provide a comprehensive, field-based response that addresses behavioral health emergencies with any mental health and SUD components. Community crises can be addressed with rapid intervention in the field including assessment, triage, linkage, and 5150 evaluation capabilities.

Planned funding
FSP Funding

Planned operations
The City will execute an Request for Proposal (RFP) process to contract with a community-based Peer Support provider for this work. The City has identified the existing program, which was to be augmented by this plan, for reduction in force. If the City eliminates the existing program in the biennial FY28 budget, there will be no Integrated Mobile Peer and Crisis Team as of July 1, 2026. If the City removes the existing program from the reduction in force plan, then the timeline will be as follows:
-City to negotiate the AB339 process with labor, then complete RFP process: 9/30/27. -Require that the RFP contract will include engagement, harm reduction support, trust building, motivational interviewing, and directly provide or facilitate rapid access to MAT

99 and other SUD services, as described in the Policy Manual.

Required data from the contractor will necessarily include mandates to outreach to priority populations (including chronic homelessness or experiencing homelessness or at risk of homelessness; are in, or at risk of being in, the justice system; are reentering the community from carceral systems; are at risk of conservatorship or institutionalization), and best practices in engagement, service, and outcomes.

Expected timeline of implementation
7/2/27

Mobile-field based programs

New programs
N/A

Program descriptions
N/A

Planned funding
N/A

Planned operations
N/A

Expected timeline of implementation
N/A

Open-access clinics

New programs
N/A

Program descriptions
N/A

Planned funding
N/A

Planned operations

N/A

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Medications for Addiction Treatment (MAT)
Please describe the county’s approach to enabling access to same-day medications for addiction treatment (MAT) to meet the estimated population needs before July 1, 2029.

Describe how the county will assess the gap between current county MAT resources (including programs and providers) and MAT resources that can meet estimated needs.

Berkeley partners with Alameda County in their regional Alameda Health Systems regional hub. Highland Hospital operates a Bridge Program with high- acuity medical stabilization and MAT initiation that can handle complex co-occurring medical conditions. Services are available 24/7, and include MAT, inpatient stabilization, and specialized outpatient clinic services. Care is coordinated with other partners such as Options Recovery Services and Lifelong Street Medicine Teams.

Berkeley will work with regional and local partners (including Alameda County) to parse the prevalence and utilization data to assess the current baseline needs. Local provider capacity can be assessed, including access and time constraints. Community engagement and feedback will also be key to aligning with community needs. This should help finally determine the gap between the actual capacity of local and regional providers as compared to the estimated or projected need of the community.

Select the following practices the county will implement to ensure same day access to MAT.
-Contract directly with MAT providers in the County.
-Enter into referral agreements with other MAT providers including providers whose services are covered by Medi-Cal MCPs and/or Fee-For-Service (FFS) Medi-Cal -Partner with neighboring counties

Please provide the names of the neighboring counties the county will partner with.

Alameda County

What forms of MAT will the county provide utilizing the strategies selected above? Naltrexone
Methadone
Buprenorphine

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Housing Interventions

Planning

For related policy information, refer to 7.C.3 Program priorities and 7.C.4 Eligible and priority populations

System Gaps
Please identify the biggest gaps facing individuals experiencing homelessness and at risk of homelessness with a behavioral health condition who are Behavioral Health Services Act (BHSA) eligible in the county. Please use the following definitions to inform your response: No gap – resources and connectivity available; Small gap – some resources available but limited connectivity; Medium gap – minimal resources and limited connectivity available; Large gap – limited or no resources and connectivity available; Not applicable – county does not have setting and does not consider there to be a gap.

Counties should refer to their local Continuum of
Care (CoC) Housing Inventory Count
(HIC) to inform responses to this question.

Supportive housing
Large gap

Apartments, including master-lease apartments
Small gap

Single and multi-family homes
Medium gap

Housing in mobile home communities
Not applicable

(Permanent) Single room occupancy units
Large gap

(Interim) Single room occupancy units
Large gap

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Accessory dwelling units, including junior accessory dwelling units Small gap

(Permanent) Tiny homes
Not applicable

Shared housing
Large gap

(Permanent) Recovery/sober living housing, including recovery-oriented housing Not applicable

(Interim) Recovery/sober living housing, including recovery-oriented housing No gap

Assisted living facilities (adult residential facilities, residential facilities for the elderly, and licensed board and care)
Large gap

License-exempt room and board
Large gap

Hotel and Motel stays
Medium gap

Non-congregate interim housing models
Large gap

Congregate settings that have only a small number of individuals per room and sufficient common space (does not include behavioral health residential treatment settings)

Small gap

Recuperative Care
Large gap

Short-Term Post-Hospitalization housing
Large gap

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(Interim) Tiny homes, emergency sleeping cabins, emergency stabilization units Small gap

Peer Respite
Large gap

Permanent rental subsidies
Large gap

Housing supportive services
Large gap

What additional non-BHSA resources (e.g., county partnerships, vouchers, data sharing agreements) or funding sources will the county behavioral health system utilize (local, state, and federal) to expand supply and/or increase access to housing for BHSA eligible individuals?

The City of Berkeley offers a robust portfolio of interim and permanent housing for people experiencing homelessness. Since 2018, more than 790 interim housing beds and permanent housing units have been funded and leased up in Berkeley and have served over 2,100 residents. The City has committed funding to build over 1,050 new units, of which 327 units (+44 shelter beds) have been constructed.

Since 2021, Berkeley has more than tripled the number of beds in noncongregate interim housing units, drawing down over $15M in all three rounds of State Encampment Resolution Funding grants. Berkeley has also drawn down over $30M in Homekey funding to create 87 new units of permanent supportive housing for PEH. The City will continue to leverage these resources to serve BHSA-eligible homeless individuals.

Moving forward, City leadership sits on the Task Force for Alameda County's Home Together 2030 stratregic plan creation, the adoption of which will guide the expenditure of an additonal ~$1.4B in local County sales tax (Measure W) funding towards homelessness. In 2024, Berkeley's Homeless Response Team – which directly engages
BHSA eligible people living in encampments - became a Coordinated Entry Access Point, meaning the City can directly assist people with assessments for permanent supportive

housing, bringing the front door of accessing the City's and County's homeless system directly to the street.

How will BHSA Housing Interventions intersect with those other resources and supports to strengthen or expand the continuum of housing supports available to BHSA eligible individuals?

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The City of Berkeley has developed a proven strategy for measurably reducing the unsheltered population, coupling targeted, housing-focused outreach to encampments with offers of low-barrier. noncongregate interim housing. This strategy, when funded, is measurably successful, accounting for a 45% drop in unsheltered homelessness in the City between the 2022 and 2024 PIT Counts. BHSA Housing Intervention funding will be used as a last resort option to bridge gaps in regional Continuum of Care resources when BHSA eligible people living in the City’s encampments cannot access or cannot access quickly enough the tenancy sustaining and housing resources support that they require.

The City Homeless Response Team's encampment outreach data indicate that more than half the homeless population in Berkeley is BHSA eligible, with 56% having a mental health disorder and nearly 90% reporting a substance abuse disorder --meaning this funding can be integrated seamlessly into the team's existing workflow.

What is the county behavioral health system’s overall strategy to promote permanent housing placement and retention for individuals receiving BHSA Housing Interventions?
The City's strategy to promote access to and retention within permanent housing is to actively promote and support the following:

1.) Coordination and information-sharing: The City regularly hosts inter-departmental and inter-agency case conferences to discuss, on a minimum necessary and need-to-know basis, individuals needing wraparound supports and to assign action steps to providers to ensure they have everything they need to be assessed, eligible for, and referred into permanent housing resources.

2.) the City of Berkeley administers a HUD CoC Shelter Plus Care grant in an amount of over $7.3M providing tenant-based permanent supportive housing subsidies to just under 300 individuals and matches this with roughly $385,000 in General Funds to support tenancy sustaining case management services for these individuals.

3.) Since 2021 the City has used roughly $37.5M in local funding to leverage over $45M in state ERF and Homekey funding to rapidly create over 160 new units of interim and permanent housing, focused especially on people living unsheltered and in encampments.

The City of Berkeley's Inter-departmental Homeless Response Team directly navigates individuals living in encampments to referral pathways for these programs.

4.) Berkeley funds a robust homelessness prevention portfolio that, since the pandemic, has served more than 940 rental households with emergency rental assistance, as well as a pilot rental assistance program that provides up to $1,800 a month for up to 3 years to some of our most at-risk residents and some unhoused people who are ineligible for permanent supportive housing. The pilot has served over 50 households and has helped them remain stable.

What actions or activities is the county behavioral health system engaging in to connect BHSA eligible individuals to and support permanent

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supportive housing (PSH) (e.g., rental subsidies for individuals residing in PSH projects, operating subsidies for PSH projects, providing supportive services to individuals in other permanent housing settings, capital development funding for PSH)?
The City of Berkeley administers a HUD CoC Shelter Plus Care grant in an amount of over $7.3M providing tenant-based permanent supportive housing subsidies to just under 300 individuals, and matches this with roughly $385,000 in General Funds to support tenancy sustaining case management services for these individuals. As mentioned, Since 2018 more than 790 interim housing beds and permanent housing units have been funded and leased up and have served over 2,100 residents. Roughly 700 additional units of permanent affordable housing are in the pipeline. The City's Homeless Response team coordinates the various city departments and partner CBOs who provide homeless services on a weekly basis to ensure priority BHSA eligible, vulnerable people living unsheltered, with a special focus on those living in dangerous encampments, are receiving targeted and coordinated care focused on ensuring documents readiness for permanent housing referrals and direct linkages to congregate and nonongregate interim housing.

Please describe how the county behavioral health system will ensure all Housing Interventions settings provide access to clinical and supportive behavioral health care and housing services.

In partnership with Alameda County and CBO Bay Area Community Services, the City of Berkeley hosts and partially funds a Housing Resource Center (HRC) that serves as a Coordinated Entry Access Point for Northern Alameda County. At this HRC, housing navigation services for currently homeless and tenancy sustaining services for formerly homeless individuals is provided and assigned to prioritized vulnerable people in need.

These resources span the City's portfolio and ensure that BHSA and CalAIM eligible households are quickly linked to an array of clinical and behavioral supports, including mental health and subs tance abuse treatment resources. Moreover, the City's rapidly growing portfolio of interim noncongregate housing funds robust onsite case management services, the primary focus of which is connecting people to a variety of supports, including behavioral health supports, as 'barrier busters' to accessing permanent housing.

Eligible Populations

Please describe how the county behavioral health system will identify, screen, and refer individuals eligible for BHSA Housing Interventions.

As part of the larger regional Alameda County Medi-Cal system, all individuals go through the same screening/referral, assessment, and assignment pathway. Individuals eligible for or assigned to FSP teams in this process will be considered. Next, the FSP client's housing situation and needs will be assessed and considered. These individuals should be entered into all priority lists (CES, S+C, other subsidy options);

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all non-BHSA housing resources must be exhausted first. The clinical team will help identify the housing needs/gaps that cannot be filled by other means, and these housing interventions will be applied to help stabilize and support the individual.

Will the county behavioral health system provide BHSA -funded Housing Interventions to in
dividuals l
iving with a substance use disorder (SUD) only ?
Yes

What actions or activities did the county behavioral health system engage in to consider the unique needs of eligible children and youth in the development of the county’s Housing Interventions services (e.g., review data, engage with stakeholders, analyze research, etc.) who are :

In, or at-risk of being in, the juvenile justice system To consider the unique needs of eligible children and youth who may be at -risk of being or are involved with the juvenile justice system in the development of Housing Interventions services in this BHSA Integrated Plan, the City of Berkeley reviewed area housing resources, projected needs, and researched best practices for justice- involved youth housing stability. During the Community Program Planning Process (CPPP), the City of Berkeley outreached to, engaged, and included input from Community-based organizations and City Staff providing services to justice-involved youth, Transition Age Youth (TAY), and individuals from unserved, underserved, and inappropriately served populations. This engagement focused on identifying the specific barriers to stable housing that contribute to system involvement and recidivism. Input received from the current Community Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email —including specific feedback from parents, community advocates, and representatives from the Berkeley Unified School District—was used to inform the Housing Interventions component of this BHSA Integrated Plan.

Lesbian, Gay, Bisexual, Transgender, Queer, Plus (LGBTQ+) To consider the unique needs of eligible children and youth who identify as Lesbian, Gay, Bisexual, Transgender, Plus (LGBTQ+) in the development of Housing Interventions services in this BHSA Integrated Plan, the City of Berkeley reviewed area housing resources, projected needs, and reviewed the specific risks of homelessness and housing instability within the LGBTQ+ youth population. During the Community Program Planning Process, the City of Berkeley, wherever possible, outreached to, engaged, and included
input from Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Agender Plus (LGBTQIA+) individuals, advocates, and the community-based organizations that provide specialized housing and behavioral health services to this population. This engagement focused on identifying the need for safe, inclusive, and affirming housing environments for youth. Input received from the current Community

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Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email was used to inform the Housing Interventions component of this BHSA Integrated Plan.

In the child welfare system
To consider the unique needs of eligible children and youth including individuals who may be involved with the child welfare system in the development of Housing Interventions services in this BHSA Integrated Plan, the City of Berkeley reviewed area housing resources, projected needs, and researched the specific housing stability challenges faced by foster and system -involved youth. During the Community Program Planning Process, the City outreached to, engaged, and included input from Community-based organizations and City Staff providing services to children and youth, Transition Age Youth (TAY), and individuals from unserved, underserved, and inappropriately served populations. This engagement was intended to identify the housing gaps that lead to housing instability or homelessness for youth transitioning out of the child welfare system. Input received from the current Community Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email—including perspectives from Parents, representatives from Berkeley Unified School District, and community advocates —was used to inform the Housing Interventions component of this BHSA Integrated Plan.

What actions or activities did the county behavioral health system engage in to consider the unique needs of eligible adults in the development of the county’s Housing Interventions services (e.g., review data, engage with stakeholders, analyze research, etc.) who are

Older adults
To consider the unique needs of eligible adults, including older adults, in the development of Housing Interventions services in this BHSA Integrated Plan, the City of Berkeley reviewed area housing resources, projected needs, and researched the specific accessibility and medical characteristics of older adults. During the Community Program Planning Process, the City outreached to, engaged, and included input from Transition Age Youth (TAY), adults, and older adult consumers of mental health services. This engagement specifically targeted individuals experiencing homelessness, consumers of substance use disorder services, and individuals from unserved, underserved, and inappropriately served cultural and ethnic populations. The City also gathered input from Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Agender Plus (LGBTQIA+) individuals, Veterans, community advocates, and the community-based organizations that provide specialized older adult and housing services to these populations. Input received from the current Community Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email—particularly regarding the need for permanent supportive housing

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and supportive medical services—was used to inform the Housing Interventions component of this BHSA Integrated Plan.

In, or are at risk of being in, the justice system
To consider the unique needs of eligible adults, including individuals who may be at risk of or have involvement with the justice system, in the development of Housing Interventions services in this BHSA Integrated Plan, the City of Berkeley reviewed area housing resources, projected needs, and researched best practices for reducing recidivism through stable housing. During the Community Program Planning Process, the City outreached to, engaged, and included input from Transition Age Youth (TAY), adults, and older adult consumers of mental health services. This process sought out individuals experiencing homelessness, consumers of substance use disorder services, and individuals from unserved, underserved, and inappropriately served cultural and ethnic populations. The City also gathered feedback from Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Agender Plus (LGBTQIA+), Veterans, community advocates, and the community-based organizations that provide re-entry and housing services to these populations. Input received from the current Community Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email—particularly regarding the need for low-barrier housing and supportive services for justice-involved individuals—was used to inform the Housing Interventions component of this BHSA Integrated Plan.

In underserved communities
To consider the unique needs of eligible adults, including individuals in unserved, underserved, and inappropriately served cultural and ethnic communities, in the development of Housing Interventions services in this BHSA Integrated Plan, the City of Berkeley reviewed area housing resources, projected needs, and researched the specific socioeconomic and systemic barriers to housing equity. During the Community Program Planning Process, the City outreached to, engaged, and included input from Transition Age Youth (TAY), adults, and older adult consumers of mental health services. This engagement focused specifically on individuals from historically marginalized populations, individuals experiencing homelessness, and consumers of substance use disorder services. The City also gathered insights from Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Agender Plus (LGBTQIA+), Veterans, community advocates, and the community-based organizations that provide culturally and linguistically specific housing services to these populations. Input received from the current Community Program Planning Process through Community Input Meetings, Individual Meetings, the BHSA Survey, and email—particularly regarding the need for outreach with cultural humility and low-barrier housing access—was used to inform the Housing Interventions component of this BHSA Integrated Plan.

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Local Housing System Engagement

How will the county behavioral health system coordinate with the Continuum of Care (CoC) and receive referrals for Housing Interventions services? The City of Berkeley is deeply connected as a partner in the Alameda County Continuum of Care. The coordination strategy utilizes the Coordinated Entry System as the primary holder for all regional housing referrals in our area. By directing all eligible individuals (including clients from our FSP teams) into this system, we ensure that all are identifi ed, assessed, and prioritized for vulnerability in the same framework and then matched accordingly to regional options for housing resources. This also means that we prioritize local housing resources and subsidies (such as Shelter Plus Care, Housing Choice, and project based) before using flexible BHSA housing intervention dollars as a last resort.

Please describe the county behavioral health system’s approach to collaborating with the local CoC, Public Housing Agencies, Medi -Cal managed care plans (MCPs), Enhanced Care Management (ECM) and Community Supports providers, as well as other housing partners, including existing and prospective PSH developers and providers in your community in the implementation of the county’s Housing Interventions.

Local CoC
The City of Berkeley is a part of the local Alameda County Continuum of Care. A "no wrong door" policy is utilized along with a Coordinated Entry System that serves as the main identifying, assessing, and prioritizing process for individuals. BHSA eligible residents are entered into the Homeless Management Information System, and this ensures that all are eligible for regional housing resources, including clients who may benefit from housing outside of Berkeley funded resources. Regular meetings in this system ensure that the highest acuity/vulnerability level clients are prioritized and matched with permanent supportive housing options in the system.

Public Housing Agency
The City of Berkeley closely coordinates with both the Berkeley and Alameda County Housing Authorities. Vouchers are prioritized for stable high needs FSP clients (Move-On, Special Purpose vouchers), and project-based units are also prioritized to individuals who meet the vulnerable and service needs criteria to ensure long term affordability of units to the appropriate clients. BHSA can be used to fund clinical and operating needs gaps.

MCPs
The City of Berkeley continues to maintain a close partnership with Alameda County, and participates in
their MOU's with Alameda Alliance and Kaiser, our two MCP's for Medi-Cal. Care is coordinated with MCP's and clinical teams, looking to reduce high cost and unnecessary care where lower levels can be more appropriate and accessible.

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ECM and Community Supports Providers
The City of Berkeley clinical teams coordinate closely with ECM providers, enabling appropriate prioritization of resources and funding to be applied to client needs, including housing navigation, housing deposits, Housing tenancy sustaining services, etc. This allows BHSA funding to remain the payer of last resort for any gaps that may arise in the process.

Other (e.g., CalWORKS/TANF housing programs, child welfare housing programs, PSH developers and providers, etc.)
The City of Berkeley continues to support and build relationships with non-profit organizations and developers to continue building and managing these resources.

Developers such as SAHA, RCD, Jon Stewart continue to build and maintain projects in our community, and Berkeley provides strong support and partnership to ensure that the needs of the vulnerable, prioritized residents are met and the resources can continue operating in challenging environments.

How will the county behavioral health system work with Homekey+ and supportive housing sites to provide services, funding, and referrals that support and house BHSA eligible individuals?
The City of Berkeley acts as a partner co-applicant for non-profit developers to apply for and receive funding from state funding sources such as Homekey+. The City provides local support and matching to enable these resources to be brought into our community.

City clinical teams and non-profit CBO partners provide case management and wraparound care to lower barriers and make these opportunities viable. The coordinated entry system keeps the referred populations prioritized as the most vulnerable individuals in the area, ensuring that the resources and referrals support and house the BHSA eligible individuals.

Did the county behavioral health system receive Homeless Housing Assistance and Prevention Grant Program (HHAP) Round 6 funding?
No

BHSA Housing Interventions Implementation
The following questions are specific to BHSA Housing Interventions funding (no action needed). For more information, please see 7.C.9 Allowable expenditures and related requirements

Rental Subsidies (Chapter 7. Section C.9.1)
The intent of Housing Interventions is to provide rental subsidies in permanent settings to eligible individuals for as long as needed, or until the individual can be transitioned

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to an alternative permanent housing situation or rental subsidy source. (no action needed)

Is the county providing this intervention?
Yes

Is the county providing this intervention to chronically homeless individuals? Yes

How many individuals does the county behavioral health system expect to serve with rental subsidies under BHSA Housing Interventions on an annual basis?
25 How many of these individuals will receive rental subsidies for permanent housing on an annual basis?
21 How many of these individuals will receive rental subsidies for interim housing on an annual basis?
50 What is the county’s methodology for estimating total rental subsidies and total number of individuals served in interim and permanent settings on an annual basis?
Berkeley primarily utilizes its regional partnership with Alameda County's Continuum of Care for permanent, interim, and temporary rental subsidies as well as general housing services. Shelter Plus Care also supplements these needs with permanent subsidies.

The Homeless Response Team utilizes separate funds for temporary and interim shelter. The remaining temporary or interim subsidy needs are based on the annual needs of the FSP teams whose clients may need resources supplemental to all of the other resources cited previously.

For which setting types will the county provide rental subsidies? Time Limited Interim Settings: Hotel and motel stays
Time Limited Interim Settings: Non-congregate interim housing models Non-Time-Limited Permanent Settings: Supportive housing Non-Time-Limited Permanent Settings: Apartments, including master-lease apartments Non-Time-Limited Permanent Settings: Assisted living (adult residential facilities, residential facilities for the elderly, and licensed board and care)

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Will this Housing Intervention accommodate family housing? Yes

Please provide a brief description of the intervention, including specific uses of BHSA Housing Interventions funding.

BHSA Housing Intervention funding will be utilized for permanent supportive housing for 21 individuals currently housed through MHSA funds, and as a targeted, flexible intervention for all individuals who are eligible for BHSA housing interventions. This will include specifically FSP clients who have exhausted or do not qualify for broader community resources. As previously mentioned, City of Berkeley participates as a member of the regional Continuum of Care with Alameda County and first leverages these resources like the Coordinated Entry System, Housing Resource Center, and Shelter Plus Care. These resources can have extensive waiting lists or challenging eligibility criteria for some clients, so by prioritizing BHSA Housing Intervention funds as a flexible resource it will allow those vulnerable individuals with the most significant behavioral health needs to be stabilized more quickly to better support their clinical care. These housing interventions will also include residents of Berkeley who meet BHSA criteria and who are not currently enrolled in services, but who are also eligible for BHSA housing interventions and are experiencing gaps in the services provided by the regional CoC.

Will the county behavioral health system provide rental assistance through project-based (tied to a particular unit) or tenant- based (tied to the individual) subsidies?
Project-based
Tenant-based

How will the county behavioral health system identify a portfolio of available units for placing BHSA eligible individuals, including in collaboration with other county partners and as applicable, Flex Pools (e.g., Master Leasing)? Please include partnerships and collaborative efforts your county behavioral health system will engage in.

City of Berkeley will use multiple strategies to help identify a portfolio of available and appropriate units for BHSA eligible individuals. Primarily, Berkeley will continue to participate as a partner in the regional collaborative with Alameda County, including the Alameda County Housing subsidy flex pool. A county contractor operates the flex pool and regional partners are able to gain access to these vetted units for supporting housing. Through this flex pool, master leasing allows barriers to be overcome for clients (such as those in FSP's) that may otherwise not be able to rent in traditional housing.

Berkeley continues to partner with affordable housing developers to include affordable/supportive housing units in their developments such as the completed Hope Center and the upcoming People's Park project. Berkeley also utilizes some BHSA funds for its own master lease of a property (McKinley House) in Berkeley for exclusive use by

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FSP clients. Insight Housing is also funded with BHSA funds to run a licensed board and care home for Berkeley Mental Health clients.

Total number of units funded with BHSA Housing Interventions per year 21 Please provide additional details to explain if the county is funding rental subsidies with BHSA Housing Interventions that are not tied to a specific number of units.

Berkeley will continue to keep BHSA funding available for FSP clients who may need temporary or interim housing subsidy options to bridge the gap that may exist between permanent supportive housing resources. For example, the contract Berkeley keeps with Lakehurst Manor helps keep a flexible, gap-filling option on the table for clients who may need an interim or short term resource. As mentioned before, BHSA housing intervention dollars will remain a flexible option to ensure that targeted housing interventions can be applied to FSP clients in order to stabilize their housing needs to better support clinical care while continuing to access long term resources.

Operating Subsidies (Chapter 7, Section C.9.2)

Is the county providing this intervention?
Yes

Is the county providing this intervention to chronically homeless individuals? Yes

Anticipated number of individuals served per year.
<11

Please provide a brief description of the intervention, including specific uses of BHSA Housing Interventions funding.

Berkeley utilizes BHSA Operating Subsidies to assist in bridging gaps between projected rental income and a building's true realized costs. Such costs may and have included: utility funding, repairs, cleaning, appliance replacement, or pest control to maintain housing standards for the building. Property management, administrative costs, and housing incidentals are also supported for management of complex behavioral health challenges. These operating subsidies specifically cannot and will not be used to top off Transitional Rent rental costs for clients who are awarded Transitional Rent assistance. These interventions are only for gaps and situations where BHSA eligible individuals are not able to participate in Transitional Rent or other

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subsidies that cover the entire cost of housing, such as when the Transitional Rent benefit is exhausted.

For which setting types will the county provide operating subsidies? Non-Time-Limited Permanent Settings: Supportive housing Non-Time-Limited Permanent Settings: Apartments, including master- lease apartments
Non-Time-Limited Permanent Settings: Assisted living (adult residential facilities, residential facilities for the elderly, and licensed board and care)

Will this be a scattered site initiative?
Yes

Will this Housing Intervention accommodate family housing? Yes

Total number of units funded with BHSA Housing Interventions per year 21 Please provide additional details to explain if the county is funding operating subsidies with BHSA Housing Interventions that are not tied to a specific number of units.

Berkeley will utilize BHSA funding to stabilize properties that may need temporary or interim support to stay solvent, despite challenging behavioral health barriers. Some properties in scattered sites may occasionally require operational support and while they may not be a fixed property normally funded with BHSA dollars, the flexible nature of this program will continue to be available to maintain their solvency and ability to serve the vulnerable community. For example, if a communal water heater needs replacement or there is a bedbug infestation in the building, operating funding may not be regularly tied to specific units but could enable the property to continue without risk to their vulnerable clients.

Landlord Outreach and Mitigation Funds (Chapter 7, Section C.9.4.1)

Is the county providing this intervention?
Yes

Is the county providing this intervention to chronically homeless individuals? Yes

Anticipated number of individuals served per year
12

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Please provide a brief description of the intervention, including specific uses of BHSA Housing Interventions funding
Berkeley participates as a member of the regional Alameda County Continuum of Care, and as such, employs a coordinated regional services approach. While the City of Berkeley does not directly manage these funds or services, we are part of the larger comprehensive Alameda County service collaborative that ensures that funds are used to incentivize property owners to rent to eligible individuals and to offset potential damages. While the county level directs the aforementioned regional services, Berkeley provides local services through the Berkeley Rent Board to educate, refer, and support property owners about these county resources, including other specialized local ones like the Berkeley Property Owners Association. City of Berkeley staff in programs such as Shelter Plus Care and FSP teams also serve as community connectors between local landlords and these regional supports. Again, this regional collaborative model enables Berkeley to not utilize its BHSA funds for these services, and direct its funds instead to maximize direct impact to the most vulnerable populations.

Total number of units funded with BHSA Housing Interventions per year 0 Please provide additional details to explain if the county is providing landlord outreach and mitigation funds with BHSA Housing Interventions that are not tied to a specific number of units.

As mentioned previously, City of Berkeley ensures access to landlord mitigation funds through its participation in the Alameda County regional housing collaborative services.

These funds are not tied to a specific number of units since they are similarly tied to a flexible mitigation pool, available to any private landlord within the jurisdiction who rents to an eligible individual. This allows Berkeley to support targeted, scattered site housing needs across the jurisdiction without the constraints of specific project-based units.

Participant Assistance Funds (Chapter 7, Section C.9.4.2)

Is the county providing this intervention?
Yes

Is the county providing this intervention to chronically homeless individuals? Yes

Anticipated number of individuals served per year
60

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Please provide a brief description of the intervention, including specific uses of BHSA Housing Interventions funding.

Berkeley utilizes Participant Assistance Funds as targeted interventions to overcome immediate barriers to vulnerable clients/populations with significant behavioral health needs. These funds are primarily used in Full Service Partnership or Intensive Case Management Team models where clinical staff can take a "whatever it takes" approach.

This integrates with the Alameda County CoC resources (such as rental assistance) to support the most vulnerable populations, and also allows other funding streams and programs to be braided together to ensure more robust and comprehensive housing services for clients (by leveraging other programs such as federally funded Shelter Plus Care). This also enables participants to overcome barriers quickly to access supportive housing services more effectively and transition from homelessness to permanent housing.

Housing Transition Navigation Services and Tenancy Sustaining Services (Chapter 7, Section C.9.4.3)

Pursuant to Welfare and Institutions (W&I) Code section 5830, subdivision (c)(2) , BHSA Housing Interventions may not be used for housing services covered by Medi-Cal MCP.

Please select Yes only if the county is providing these services to individuals who are not eligible to receive the services through their Medi-Cal MCP (no action needed).

Is the county providing this intervention?
Yes

Is the county providing this intervention to chronically homeless individuals? Yes

Anticipated number of individuals served per year
177

Please provide a brief description of the intervention, including specific uses of BHSA Housing Interventions Funding
Berkeley participates as a member of the regional Alameda County Continuum of Care, and ensures access to Housing Navigation and TSS through regional Continuum of Care (CoC) efforts to serve these individuals who are not eligible to receive services through their Medi-Cal MCP. While the City's Homeless Response Team (HRT) provides street level navigation and outreach services through separate local funding, the regional CoC, its coordinated entry system, and network of specialized providers primarily serves this population. This regional approach prevents duplication of services and directs Berkeley

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residents into the appropriate Coordinated Entry System (CES) for various levels of needed housing support.

Additionally, COB clinical staff have been providing these housing navigation and tenancy sustaining services to clients prior to having a housing category from which the funds could be drawn. This is the other source of these services in our system for BHSA eligible individuals.

Housing Interventions Outreach and Engagement (Chapter 7, Section C.9.4.4)

Is the county providing this intervention?
Yes

Is the county providing this intervention to chronically homeless individuals? Yes

Anticipated number of individuals served per year.
240

Please provide a brief description of the intervention, including specific uses of BHSA Housing Interventions funding.

City of Berkeley provides comprehensive outreach and engagement for housing interventions through a coordinated regional service model. Berkeley's Homeless Response Team (HRT) serves primarily to reach unsheltered individuals, primarily

chronically homeless, particularly in encampments. They build trust, address immediate safety needs, provide referrals to service/care, and warm hand- offs to Coordinated Entry System and other service providers. The HRT provides initial engagement and referral, and long-term housing navigation and tenancy supports are primarily served by Alameda County Continuum of Care's network of contracted providers. To maximize BHSA Housing fund impact, HRT is funded by braided local general funds and state grants, enabling BHSA dollars for direct housing costs when possible.

Capital Development Projects (Chapter 7, Section C.10)

Counties may spend up to 25 percent of BHSA Housing Interventions on capital development projects. Will the county behavioral health system use BHSA Housing Interventions for capital development projects?
No

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Please explain why the county is not providing this intervention.

Berkeley is in a unique position as a small BHSA jurisdiction within a larger county, that is also one of the most expensive housing markets in the country. The BHSA housing intervention allocation results in a small amount of total funds able to be used for capital development projects, significantly smaller than that which would be required for any single project of any significance. Utilizing these funds as part of a larger project is complex and takes significant planning and time. There are other, significantly larger funding pools available in the region that can lend to coordination and resource pooling in a highly effective manner for capital projects, so smaller amounts of BHSA funding will be more effectively used for immediate direct client services.

Other Housing Interventions

If the county is providing another type of Housing Interventions not listed above, please describe the intervention
N/A

Is the county providing this intervention to chronically homeless individuals? No

Anticipated number of individuals served per year
0 Continuation of Existing Housing Programs

Please describe if any BHSA Housing Interventions funding will be used to support the continuation of housing programs that are ending (e.g., Behavioral Health Bridge housing)
Berkeley's non-congregate interim housing portfolio, largely funded with one-time State ERF grants, faces a significant fiscal cliff of $6.85M across three programs by 2028.

BHSA Housing Intervention funding will be used as a last resort option to bridge gaps in regional interim housing resources as these one- time state funded programs expire and new resources are developed. These housing interventions funds specifically cannot and will not be used to top off Transitional Rent rental costs for clients who are awarded Transitional Rent assistance. These interventions are only for gaps and situations where BHSA eligible individuals are not able to participate in Transitional Rent or other subsidies that cover the entire cost of housing, such as when the Transitional Rent benefit is exhausted.

119

Relationship to Housing Services Funded by Medi-Cal Managed Care Plans

For more information, please see 7.C.7 Relationship to Medi-Cal Funded Housing Services

Which of the following housing-related Community Supports is the county behavioral health system an MCP-contracted provider of? None of the Above

For which of the following services does the county behavioral health system plan to become an MCP-contracted provider of?

Housing Transition Navigation Services
Yes

When does the county behavioral health system plan to become an MCP- contracted provider?
7/1/2027

Housing Deposits
Yes

When does the county behavioral health system plan to become an MCP- contracted provider?
7/1/2027

Housing Tenancy and Sustaining Services
Yes

When does the county behavioral health system plan to become an MCP- contracted provider?
7/1/2027

Short-Term Post-Hospitalization Housing
No

Recuperative Care
No

Day Habilitation
No

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Transitional Rent
Yes

When does the county behavioral health system plan to become an MCP- contracted provider?
7/1/2027

How will the county behavioral health system identify, confirm eligibility, and refer Medi-Cal members to housing-related Community Supports covered by MCPs (including Transitional Rent)?
Alameda County is the Mental Health Plan and as such, holds the agreement with the Managed Care Plans. The City holds a Memorandum of Understanding (MOU) with the County. The City will negotiate with Alameda County on the process which will become a part of the MOU with Alameda County. As a contracted Medi-Cal provider with Alameda County, there are processes already in place for coordination to identify, confirm eligibility, and refer members to these appropriate housing- related Community Supports covered by MCP's.

Berkeley’s timeline for the process for identifying, confirming eligibility, and referring individuals will move forward when Alameda County and our MCP’s finalize the regional MOU. Berkeley’s provider contract with Alameda County is currently under revision, and when the MCP MOU process is completed, the City and County have agreed to align the contract language to support the new processes outlined. Then Berkeley will update and realign, within 90 days of the new County agreement, the current identification, eligibility, and referral processes.

Please describe coordination efforts and ongoing processes to ensure the county behavioral health contracted provider network for Housing Interventions is known and shared with MCPs serving your county.

City of Berkeley will continue to coordinate and negotiate regarding the City of Berkeley MOU with Alameda County. Berkeley’s timeline for the process for coordinating efforts and ongoing processes to ensure the county behavioral health contracted provider network for Housing Interventions is known and shared with MCPs serving your county will move forward when Alameda County and our MCP’s finalize the regional MOU.

Berkeley’s provider contract with Alameda County is currently under revision, and when the MCP MOU process is completed, the City and County have agreed to align the contract language to support the new processes outlined. Then Berkeley will update and realign, within 90 days of the new County agreement, the current housing interventions information that is utilized with all other providers within the Alameda County CoC.

121

Does the county behavioral health system track which of its contracted housing Providers are also contracted by MCPs for housing-related Community Supports (provided in questions #1 and #2 above)?
No

What processes does the county behavioral health system have in place to ensure Medi-Cal members living with significant behavioral health conditions do not experience gaps service once any of the MCP housing services are exhausted, to the extent resources are available?
As a contractor of Alameda County's Medi-Cal services, Berkeley utilizes a Medi-Cal resources for eligible clients first, referring to MCP partners for eligible care. Once these caps are reached, additional funding can be used (such as BHSA) to cover needed extensions as resources are available. Berkeley utilizes strategic regional partnerships with CoC, CES, and other local entities to ensure coordination of services and preventing individuals from falling into service gaps. The most vulnerable clients with the highest needs (including chronically homeless) are prioritized into appropriately high level care teams (such as FSPs) to ensure gaps are covered quickly and that the safety net services are quickly brought to bear. The different levels of housing in the continuum of services are utilized to support clients being met at their level of readiness and progress can be made towards the ultimate goal of permanent supportive housing.

Flexible Housing Subsidy Pools

Flexible Housing Subsidy Pools (“Flex Pools”) are an effective model to streamline and simplify administering rental assistance and related housing supports. DHCS released the Flex Pools TA Resource Guide that describes this model in more detail linked here:

Flexible Housing Subsidy Pools - Technical Assistance Resource . Please reference the TA Resource Guide for descriptions of the Flex Pool model and roles referenced below including the Lead Entity, Operator, and Funder.

For related policy information, refer to 7.C.8 Flexible Housing Subsidy Pools .

Is there an operating Flex Pool (or elements of a Flex Pool, which includes (1) coordinating and braiding funding streams, (2) serving as a fiscal intermediary, (3) identifying, securing, and supporting a portfolio of units for participants, and/or (4) coordinating with providers of housing supportive services) in the county (please refer to DHCS’ Flex Pools TA Resource Guide)?

Yes

Is the county behavioral health system participating in or planning to participate in the Flex Pool?
Yes

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What role does the county behavioral health system have or plan to have in the Flex Pool?
Funder

What organization is serving as the Operator?
Abode Services serves as the operator of the Alameda County flexible housing subsidy pool.

Does the county plan to administer some or all Housing Interventions funds through or in coordination with the Flex Pool?
No

Please describe any other roles and functions the County Behavioral Health system plans to take to support the operations or launch and scaling of a Flex Pool in addition to those described above.

Berkeley can function as a flexible bridge funder for FSP clients who experience gaps in the other housing streams (MCP Transitional rent, interim housing) that do not mitigate all barriers. It can also continue its assessment/vetting function of ensuring that BHSA housing interventions are directed to the highest level of FSP needs/services, and filling in gaps when authorization or other processes during which the client experiences gaps in services. FSP team clinical staff also provide tenancy sustaining services (including crisis and landlord response, housing support services) for their clients as the provide wraparound service to ensure all client needs are met.

Behavioral Health Services Fund: Innovative Behavioral Health Pilot and Projects

For each innovative program or pilot provide the following information. If the county provides more than one program, use the “Add additional program” button. For related policy information, refer to 7.A.6 Innovative Behavioral Health Pilots and Projects .

Does the county’s plan include the development of innovative programs or pilots? No

123

Workforce Strategy
Maintain an Adequate Network of Qualified and Culturally Responsive Providers

The county must ensure its county-operated and county-contracted behavioral health workforce is well-supported and culturally and linguistically responsive with the population to be served. Through existing Medi-Cal oversight processes, the Department of Health Care Services (DHCS) will assess whether the county:

Maintains and monitors a network of providers that is sufficient to provide adequate access to services and supports for individuals with behavioral health needs; and

Meets federal and state standards for timely access to care and services, considering the urgency of the need for services.

The county must ensure that Behavioral Health Se
rvices Act (BHSA)-funded providers are
qualified to deliver services, comply with nondiscrimination requirements, and deliver services in a culturally competent manner. Effective FY 2027-2028, DHCS encourages counties to require their BHSA providers to comply with the same standards as Medi- Cal providers in these areas (i.e. requiring the same standards regardless of whether a given service is reimbursed under BHSA or Medi-Cal), as described in the Policy Manual.

Does the county intend to adopt this recommended approach for BHSA- funded providers that also participate in the county’s Medi -Cal Behavioral Health Delivery System?
Yes

Does the county intend to adopt this recommended approach for BHSA- funded providers that do not participate in the county’s Medi -Cal Behavioral Health Delivery System?
No

If not, please describe how the county will ensure that BHSA-funded providers are qualified to deliver services, comply with nondiscrimination requirements, and deliver services in a culturally competent manner.

The City will include requirements in contracts to ensure BHSA-funded Contractors that do not yet participate in the county's Medi-Cal Behavioral Health Delivery System

124

are qualified to deliver services, comply with nondiscrimination requirements, and deliver services in a culturally competent manner. Additionally, contract monitors will do Site Visits to ensure compliance with City and with State requirements.

Build Workforce to Address Statewide Behavioral Health Goals For related policy information, refer to 3.A.2 Contents of Integrated Plan and 7.A.4 Workforce Education and Training

Assess Workforce Gaps

What is the overall vacancy rate for permanent clinical/direct service behavioral health positions in the county (including county -operated providers)?
24%

For county behavioral health (including county -operated providers), please select the five positions with the greatest vacancy rates Substance Use Disorder Counselor
Licensed Clinical Social Worker
Licensed Marriage and Family
Therapist Registered nurse
Psychiatrist

Please describe any other key workforce gaps in the county.

Psychiatric nurses and psychiatrists/prescribers with necessary experience/skills are added by contract due to chronic shortages. SUD certified providers and peers with lived experience are also challenging to recruit and bring onboard to a municipal workforce, particularly with anti -discrimination laws.

How does the county expect workforce needs to shift over the next three fiscal Years given new and forthcoming requirements, including implementation of new evidence-based practices under Behavioral Health Transformation (BHT) and Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH-CONNECT)?

The need for medical staff (both psychiatric nurses and prescribers) will continue to grow, as their skills with MDT's will be more in demand. SUD roles will increase, and this training/provider will become increasingly important, even though the workforce is nascent in its growth. Lived experience will also continue to be sought and integrated, though this is challenging to grow in a municipal workforce with HR constraints about

125

how a job classification cannot discriminate without violating federal/state laws.

Address Workforce Gaps

If the county is planning to leverage the Behavioral Health Community-Based Organized Networks of Equitable Care and Treatment (BH-CONNECT) workforce initiative to address workforce gaps including for FSP and CSC for FEP, such as through applying for and/or encouraging providers to apply for the following BH- CONNECT workforce programs, please specify below.

Is the county planning to leverage the BH -CONNECT workforce initiative by applying for the Behavioral Health Scholarship Program? Yes

Please explain any actions or activities the county is engaging in to leverage the program
Berkeley will promote/encourage current and prospective staff hires to apply for the Medi-Cal Behavioral Health Scholarship Program; Berkeley will promote and fund training and certification of current workforce (particularly peer specialists and SUD counselors).

Is the county planning to leverage the BH -CONNECT workforce initiative by applying for the Behavioral Health Student Loan Payment Program? Yes

Please explain any actions or activities the county is engaging in to leverage the Program.

Berkeley will continue to promote/encourage current and prospective staff hires to apply for the student loan repayment program participation for current staff, as its behavioral health sites far exceed the Medi-Cal safety net criteria. Medical practitioners reap the greatest rewards for these programs, and thus can be supported in the low end salaries that this jurisdiction provides.

Is the county planning to leverage the BH -CONNECT workforce initiative by applying for the Behavioral Health Recruitment and Retention Program? Yes

Please explain any actions or activities the county is engaging in to leverage the Program.

Berkeley’s Behavioral Health Division will plan to apply directly to the Behavioral Health Recruitment and Retention Program for program funding and continue to

126
promote/encourage current and prospective staff hires to apply for our internal Recruitment and Retention program, as its behavioral health sites far exceed the Medi- Cal safety net criteria. Staff rewards for these programs can support the low-end salaries that this jurisdiction provides.

Is the county planning to leverage the BH -CONNECT workforce initiative by applying for the Behavioral Health Community -Based Provider Training Program?
Yes
Please explain any actions or activities the county is engaging in to leverage the program.

Berkeley will continue to promote/encourage current and prospective staff hires to apply for the Behavioral Health Community-Based provider training program participation for current staff, as its behavioral health sites far exceed the Medi-Cal safety net criteria. Peer Support and SUD counselor certifications are highly desired and challenging to acquire without additional support. Staff rewards for these programs can support the low end salaries that this jurisdiction provides and provide breadth to the training and skills that the staff can offer to the community.

Is the county planning to leverage the BH -CONNECT workforce initiative by applying for the Behavioral Health Residency Program?
No
Please describe any other efforts underway or planned in the county to address workforce gaps aside from those already described above under Behavioral Health Services Act Workforce, Education, and Training
More paid training to keep staff current on evidence-based practices that are culturally appropriate for clients. Planned SUD certification training for existing staff to bridge the SUD services gap. Partnership with SUD and peer agencies who can also shore up the current gaps while the municipal workforce continues to shift and develop.

Budget and Prudent Reserve
For more information on this section, please see 6.B.3 Local P rudent Reserve .

Budget and Prudent Reserve
Please upload the completed budget template
The following pages contain budget questions and the completed budget template. Note: The Budget Template didn't enable accessibility modifications to be made. As such, please contact
BHSA Coordinator, Karen Klatt, [email protected], for a hard copy version of the budget.

127
Please indicate how the county plans to spend the amount over the maximum allowed prudent reserve limit for each component if the county indicated they would allocate excess prudent reserve fu nds to a given Behavioral Health Services Ac t component in Table Ni ne of the budget template.

Behavioral Health Services and Supports (BHSS)
N/A
Full S
ervice Partnership (FSP)
N/A
Housing Inter
ventions
N/A
Enter date of last prudent reserve
assessment 4/29/26
Please describe how the use of excess prudent reserve funds drawn down from the local prudent reserve aligns with the goals of the Integrated Plan.

BHSS
N/A
FSP
N/A
Housing Interventions
N/A

blank
Services Are
Provided in
County
Total Projected
Expenditures On
Adults and Older
Adults
(Year One)
Total Projected
Expenditures On
Adults and Older
Adults
(Year Two)
Total Projected
Expenditures On
Adults and Older
Adults
(Year Three)
Total Projected
Expenditures on
Children/Youth
(under 21)
(Year One)
Total Projected
Expenditures on
Children/Youth
(under 21)
(Year Two)
Total Projected
Expenditures on
Children/Youth
(under 21)
(Year Three)
Projected Individuals
to be Served
Annually (May be
duplicated) Eligible
Adults and Older
Adults
Projected Individuals
to be Served
Annually (May be
duplicated) Eligible
Children/Youth
(under 21)
Substance Use Disorder (SUD) Services blank blank blank blank blank blank blank blank blank Primary Prevention Services $ - $ - $ - $ - $ - $ - 0.00 0.00 Early Intervention Services $ - $ - $ - $ 395,976.00 $ 243,618.64 $ 239,954.98 0 420.00 Outpatient Services $ 743,227.00 $ 754,425.59 $ 765,960.17 $ - $ - $ - 745 0.00 Intensive Outpatient Services $ - $ - $ - $ - $ - $ - 0 0.00 Crisis and Field-Based Services $ 607,241.56 $ 616,378.48 $ 625,789.50 $ 108,847.00 $ 108,290.14 $ 107,927.75 2679 238.00 Residential Treatment Services $ - $ - $ - $ - $ - $ - 0 0.00 Inpatient Services $ - $ - $ - $ - $ - $ - 0 0.00 Mental Health (MH) Services blank blank blank blank blank blank blank blank blank Primary Prevention Services $ - $ - $ - $ - $ - $ - 0 0 Early Intervention Services $ 5,570,602.00 $ 5,654,484.82 $ 5,740,884.21 $ 993,730.60 $ 1,009,416.45 $ 1,025,529.48 1616 420 Outpatient and Intensive Outpatient Services
$ 11,979,192.38 $ 12,161,739.31 $ 12,349,762.96 $ 2,162,571.00 $ 2,196,707.15 $ 2,231,772.57 745 238 Crisis Services $ 606,776.00 $ 615,912.82 $ 625,323.84 $ 108,241.87 $ 109,950.34 $ 111,705.45 2679 238 Residential Treatment Services $ - $ - $ - $ - $ - $ - 0 0 Hospital and Acute Services $ - $ - $ - $ - $ - $ - 0 0 Subacute and Long-Term Care Services
$ - $ - $ - $ - $ - $ - 0 0
Housing Services (MH + SUD) blank blank blank blank blank blank blank blank blank Housing Services
$ 3,066,349.04 $ 3,262,516.44 $ 3,461,408.23 $ 584,066.48 $ 621,431.70 $ 659,315.85 204 11 Table One: Behavioral Health Care Continuum Projected Expenditures

Other Expenditures
Total Projected
Expenditures
(Year One)
Total Projected
Expenditures
(Year Two)
Total Projected
Expenditures
(Year Three)
Capital Infrastructure Activities $ 695,658.00 $ 695,658.00 $ 420,657.67 Workforce Investment Activities $ 143,635.00 $ 143,635.00 $ 143,635.00 Quality & Accountability, Data Analytics, and Plan Management & Administrative Activities (including indirect administrative activities) $ 463,654.00 $ 477,563.89 $ 491,890.80 Other County Behavioral Health Agency Services/Activities (e.g., Public Guardian, CARE Act, LPS Conservatorships, DSH for Housing, Court Diversion Programs) $ - $ - $ -
Total Projected Expenditures blank blank blank
Total Projected Expenditures (auto-populated) $ 1,302,947.00 $ 1,316,856.89 $ 1,056,183.47 Table Two: Other County Expenditures

blank Total Annual Projected Expenditures
(Year One)
Total Annual Projected Expenditures
(Year Two)
Total Annual Projected Expenditures
(Year Three)
BHSA $ 12,723,319.55 $ 13,088,090.36 $ 13,463,804.29 1991 Realignment (Bronzan-McCorquodale Act) $ 6,610,087.38 $ 6,709,238.69 $ 6,809,877.27 2011 Realignment (Public Safety Realignment) $ - $ - $ - State General Fund $ - $ - $ - FFP (SMHS, DMC/DMC-ODS, NSMHS) $ 7,283,928.00 $ 7,393,186.78 $ 7,504,084.58 Projects for Assistance in Transition from Homelessness (PATH) $ - $ - $ - Community Mental Health Block Grant (MHBG) $ - $ - $ - Substance Use Block Grant (SUBG) $ - $ - $ - Commercial Insurance $ - $ - $ - County General Fund $ 1,188,925.00 $ 1,206,212.94 $ 1,223,752.32 Opioid Settlement Funds $ 275,000.00 $ 275,000.00 $ - Other Funding Sources Total Annual Projected Expenditures (Year One)
Total Annual Projected Expenditures
(Year Two)
Total Annual Projected Expenditures
(Year Three)
Other federal grants $ - $ - $ - Other state funding (including DSH funding) $ 148,508.00 $ - $ - Other county mental health or SUD funding $ - $ - $ - Other foundation funding
$ - $ - $ - Summary Total Annual Projection (Year One) Total Annual Projection (Year Two) Total Annual Projection (Year Three) Total projected expenditures (all BH funding
streams/ programs) (auto-populated)
$ 28,229,767.93 $ 28,671,728.77 $ 29,001,518.46 Total Projected Expenditure Variance $ (0.00) $ - $ - Auto-validation: Table 1: Behavioral Health Care
Continuum Projected Expenditures 26,926,820.93$ 27,354,871.88$ 27,945,334.99$ Auto-validation: Table 2: Other County
Expenditures $ 1,302,947.00 $ 1,316,856.89 $ 1,056,183.47 Table Three: Projected Annual Expenditures by County BH Funding Source

blank County Base BHSA Funding Allocations
Housing Intervention
County Base BHSA Funding Allocations
Full-Service Partnership
County Base BHSA Funding Allocations
Behavioral Health Services and Support
County Base BHSA Funding Allocations
Total
Year One Component Allocation (dollars) $ 3,508,611.79 $ 4,093,380.42 $ 4,093,380.42 $ 11,695,372.63 Year Two Component Allocation (dollars) $ 3,613,870.14 $ 4,216,181.83 $ 4,216,181.83 $ 12,046,233.80 Year Three Component Allocation (dollars) $ 3,722,286.25 $ 4,342,667.29 $ 4,342,667.29 $ 12,407,620.82 blank Housing Intervention Fu ll-Service Partnership Behavioral Health Services and Support Totals Adjusted Total Allocation Percentages (Exemptions and
Transfers) 30% 35% 35% 100%
Projected Component Allocation (Based on Adjusted
Allocation Percentages) 3,508,611.79$ 4,093,380.42$ 4,093,380.42$ 11,695,372.63$ Unspent Mental Health Services Act (MHSA) to BHSA 4,469,442.55$ 5,214,349.65$ 8,509,627.65$ 18,193,419.85$ Excess Prudent Reserve (PR) to BHSA -$ -$ -$ -$ blank Housing Intervention Fu ll-Service Partnership Behavioral Health Services and Support Totals Adjusted Total Allocation Percentages (Exemptions and
Transfers) 30% 35% 35% 100%
Projected Component Allocation (Based on Adjusted
Allocation Percentages) 3,613,870.14$ 4,216,181.83$ 4,216,181.83$ 12,046,233.80$ blank Housing Intervention Full-Service Partnership Behavioral Health Services and Support Totals Adjusted Total Allocation Percentages (Exemptions and
Transfers) 30% 35% 35% 100%
Projected Component Allocation (Based on Adjusted
Allocation Percentages) 3,722,286.25$ 4,342,667.29$ 4,342,667.29$ 12,407,620.82$ Table Four: BHSA Transfers
BHSA Transfers
Year One Summary (auto-populated)
BHSA Transfers
Year Two Summary (auto-populated)
BHSA Transfers
Year Three Summary (auto-populated)

Base Component (Year One) Housing Intervention Percentage (Year One)
Housing Intervention Funds
(Year One)
Base Percentage and Funding 30% 3,508,611.79$
Percentage Reduced 0% -$
Percentage Added 0% -$
New Housing Interventions Base Percentage (auto-
populated) 30% 3,508,611.79$
Transferred To/From Full Service Partnership Percentage (Year One)
Full Service Partnership Funds
(Year One)
Base Percentage and Funding 35% 4,093,380.42$
Percentage Reduced 0% -$
Percentage Added 0% -$
New FSP Base Percentage (auto-populated) 35% 4,093,380.42$ Transferred To/From
Behavioral Health Services and Support
Percentage
(Year One)
Behavioral Health Services and Support
Funding
(Year One)
Base Percentage and Funding 35% 4,093,380.42$
Percentage Reduced 0% -$
Percentage Added 0% -$
New BHSS Base Percentage (auto-populated) 35% 4,093,380.42$ Behavioral Health Services Fund (BHSF) Housing Intervention Component Exemption (Ability to change component's overall percentage) (Year One)

blank Housing Intervention (Year One) (1) Full-Service Partnership (Year One) Behavioral Health Services and Support (Year One) Validation
Base Percentage after Housing Intervention Component
Exemption (auto-populated) 30% 35% 35% Row Equals 100% Amount Transferring Out 0% 0% 0% Row Does Not Exceed 14% Amount Transferring In 0% 0% 0% Transfers Out and In Equal New Base Percentage after Funding Transfer Request (auto- populated) 30% 35% 35% Row Equals 100%
Funding Transfers (Year One)

Base Component (Year Two) Housing Intervention Percentage (Year Two)
Housing Intervention Funds
(Year Two)
Base Percentage and Funding 30% 3,613,870.14$
Percentage Reduced 0% -$
Percentage Added 0% -$
New Housing Interventions Base Percentage (auto-
populated) 30% 3,613,870.14$
Transferred To/From Full Service Partnership Percentage (Year Two)
Full Service Partnership Funds
(Year Two)
Base Percentage and Funding 35% 4,216,181.83$
Percentage Reduced 0% -$
Percentage Added 0% -$
New FSP Base Percentage (auto-populated) 35% 4,216,181.83$ Transferred To/From
Behavioral Health Services and Support
Percentage
(Year Two)
Behavioral Health Services and Support
Funding
(Year Two)
Base Percentage and Funding 35% 4,216,181.83$
Percentage Reduced 0% -$
Percentage Added 0% -$
New BHSS Base Percentage (auto-populated) 35% 4,216,181.83$ Behavioral Health Services Fund (BHSF) Housing Intervention Component Exemption (Ability to change component's overall percentage) (Year Two)

blank Housing Intervention (Year Two) (1) Full-Service Partnership (Year Two) Behavioral Health Services and Support (Year Two) Validation
Base Percentage after Housing Intervention Component
Exemption (auto-populated) 30% 35% 35% Row Equals 100% Amount Transferring Out 0% 0% 0% Row Does Not Exceed 14% Amount Transferring In 0% 0% 0% Transfers Out and In Equal New Base Percentage after Funding Transfer Request (auto- populated) 30% 35% 35% Row Equals 100%
Funding Transfers (Year Two)

Base Component Housing Intervention Percentage
(Year Three)
Housing Intervention Funds
(Year Three)
Base Percentage and Funding 30% 3,722,286.25$
Percentage Reduced 0% -$
Percentage Added 0% -$
New Housing Interventions Base Percentage (auto-
populated) 30% 3,722,286.25$
Transferred To/From Full Service Partnership Percentage (Year Three)
Full Service Partnership Funds
(Year Three)
Base Percentage and Funding 35% 4,342,667.29$
Percentage Reduced 0% -$
Percentage Added 0% -$
New FSP Base Percentage (auto-populated) 35% 4,342,667.29$ Transferred To/From
Behavioral Health Services and Support
Percentage
(Year Three)
Behavioral Health Services and Support
Funding
(Year Three)
Base Percentage and Funding 35% 4,342,667.29$
Percentage Reduced 0% -$
Percentage Added 0% -$
New BHSS Base Percentage (auto-populated) 35% 4,342,667.29$ Behavioral Health Services Fund (BHSF) Housing Intervention Component Exemption (Ability to change component's overall percentage) (Year Three)

blank Housing Intervention (Year Three) (1) Full-Service Partnership (Year Three) Behavioral Health Services and Support (Year Three) Validation
Base Percentage after Housing Intervention Component
Exemption (auto-populated) 30% 35% 35% Row Equals 100% Amount Transferring Out 0% 0% 0% Row Does Not Exceed 14% Amount Transferring In 0% 0% 0% Transfers Out and In Equal New Base Percentage after Funding Transfer Request (auto- populated) 30% 35% 35% Row Equals 100%
MHSA Component Available Unspent BHSA Funds Transferred to Housing Intervention Transferred to Full-Service Partnership Transferred to Behavioral Health Services and Support
CSS 11,688,571.31$ 3,506,571.39$ 4,090,999.96$ 4,090,999.96$ PEI 3,209,570.54$ 962,871.16$ 1,123,349.69$ 1,123,349.69$ Encumbered INN 1,602,400.00$ -$ -$ 1,602,400.00$ Unencumbered INN -$ -$ -$ -$ WET 430,905.00$ 430,905.00$ CFTN 1,261,973.00$ 1,261,973.00$ Total (auto-populated) 18,193,419.85$ 4,469,442.55$ 5,214,349.65$ 8,509,627.65$ MHSA Transfers to BHSA
Funding Transfers (Year Three)

Transfer from Prudent Reserve to BHSA Component
Allocation Amount
Estimated Local Prudent Reserve Balance At End of Previous Fiscal Year $ 1,233,738.00 Local Prudent Reserve Maximum (2) $ 2,372,255.68 Excess Prudent Reserve Funding that must be transferred $ (1,138,517.68) Housing Intervention (3) $ - FSP $ - BHSS (4) $ - Total Transferred Excess Prudent Reserve (auto-populated) $ - Ex
cess Prudent Reserve to BHSA Components

blank
Total Housing Interventions
Funding (Year One)
Total Housing Interventions
Funding (Year Two)
Total Housing Interventions
Funding (Year Three)
Total Estimated Housing Intervention
Funding Received
(BHSA Funds) $ 3,508,611.00 $ 3,613,870.00 $ 3,722,286.00 Transfers into Housing Intervention
component from Local Prudent Reserve $ - $ - $ - Total Estimated Housing Intervention
Funding Allocated
(MHSA - Unspent Carryover Funds) $ - Total Estimated Housing Intervention
Funding
(BHSA + MHSA Funds) $ 3,508,611.00 $ 3,613,870.00 $ 3,722,286.00

Type of Service Projected Expenditures -
Unspent MHSA and BHSA
Funding Only
(Year One)
Projected Expenditures -
Unspent MHSA and BHSA
Funding Only
(Year Two)
Projected Expenditures -
Unspent MHSA and BHSA
Funding Only
(Year Three)
Projected Expenditures - All
Other Funding Sources
(Year One)
Projected Expenditures - All
Other Funding Sources
(Year Two)
Projected Expenditures - All
Other Funding Sources
(Year Three)
Housing Interventions Component
Programs/Services blank blank blank blank blank blank
Non-Time Limited Permanent Settings
(e.g., supportive housing, apartments,
single and multi-family homes, shared
housing) (2) blank blank blank blank blank blank
Rental Subsidies $ - $ - $ - $ - $ - $ - Operating Subsidies $ - $ - $ - $ - $ - $ - Bundled Rental and Operating Subsidies
$ 250,000.00 $ 260,000.00 $ 270,000.00 $ - $ - $ - % of Rental and Operating Subsidies
Administered through Flex Pools
0% 0% 0% 0% 0% 0%
Time Limited Interim Settings (e.g., hotel
and motel stays, non-congregate interim
housing models, recuperative care) (2)
blank blank blank blank blank blank
Rental Subsidies $ 400,000.00 $ 450,000.00 $ 500,000.00 $ - $ - $ - Operating Subsidies $ - $ - $ - $ - $ - $ - Bundled Rental and Operating Subsidies
$ - $ - $ - $ - $ - $ - % of Rental and Operating Subsidies
Administered through Flex Pools
0% 0% 0% 0% 0% 0%
Other Housing Interventions blank blank blank blank blank blank Other Housing Supports: Landlord
Outreach and Mitigation Funds (2)
$ - $ - $ - $ - $ - $ - Other Housing Supports: Participant
Assistant Funds (2)
$ 80,000.00 $ 85,000.00 $ 90,000.00 $ - $ - $ - Other Housing Supports: Housing
Transition Navigation Services and
Housing Tenancy Sustaining Services (2)
$ 2,230,783.00 $ 2,251,857.00 $ 2,275,844.00 $ - $ - $ - Other Housing Supports: Outreach and
Engagement (2)
$ 25,000.00 $ 26,000.00 $ 27,000.00 $ - $ - $ - Capital Development Projects $ - $ - $ - $ - $ - $ - Housing Flex Pool Expenditures (start-up
expenditures)
$ 250,000.00 $ 260,000.00 $ 270,000.00 $ - $ - $ - BHSA Innovative Housing Intervention
Pilots and Projects
$ - $ - $ - $ - $ - $ - MHSA INN Projects $ - $ - $ - $ - $ - $ - Subtotal (auto-populated) $ 3,235,783.00 $ 3,332,857.00 $ 3,432,844.00 $ - $ - $ - Housing Interventions Category

Housing Interventions Transfer
Information Year One Year Two Year Three
Transfers out of Housing Intervention
component into Local Prudent Reserve (6) $ - $ - $ - Housing Interventions Component
Administrative Information
Year One Year Two Yea r Three
Housing Interventions Component Admin
Expenses
$ 272,828.00 $ 281,013.00 $ 289,442.00 Total Housing Interventions
Expenditures (auto-populated)
$ 3,508,611.00 $ 3,613,870.00 $ 3,722,286.00 Housing Interventions Populations to
be Served
Year One Year Two Year Three
Total Housing Interventions Component
Funds Dedicated to Chronically Homeless
Population (5) $ 1,886,770.00 $ 1,902,130.87 $ 1,933,484.04 Total Housing Interventions Component
Funds Dedicated to Serving Individuals
with a SUD only (5)
$ 20,000.00 $ 21,000.00 $ 22,050.00 Housing Interventions Component
Funds Validation (auto-populated
based on inputs above)
Year One Year Two Year Three
Housing Intervention Component Funds
Dedicated to Capital Development/Total
Housing Interventions Funding (7) (auto-
populated)

0.0% 0.0% 0.0%
Housing Interventions Component Funds
Dedicated to Chronically Homeless
Population/Total Housing Intervention
Component Funding (8) (auto-populated)

53.8% 52.6% 51.9%
Housing Interventions Component Funds
Used for Outreach and Engagement (2)
(auto-populated) 0.7% 0.7% 0.7%
Projected Individuals to be Served
(Unduplicated)
Year One Year Two Yea r Three
Eligible Children/TAY (25 years and
younger)
11 12 13
Eligible Adults/Older Adults 204 206 208
Projected MHSA-Origin Encumbered
INN Funds Available (exempt from
suballocation requirements)
Year One Year Two Year Three

blank Total Full Service
Partnership (FSP)
Funding
(Year One)
Total Full Service
Partnership (FSP)
Funding
(Year Two)
Total Full Service
Partnership (FSP)
Funding
(Year Three)
Total Estimated Full Service Partnership
Funding Received
(BHSA Funds) $ 4,093,381.00 $ 4,216,181.00 $ 4,342,667.00 Transfers into Full Service Partnership
component from Local Prudent Reserve $ - $ - $ - Total Estimated Full Service Partnership
Funding Allocated
(MHSA - Unspent Carryover Funds) $ - $ - $ - Total Estimated Full Service Partnership
Funding
(BHSA + MHSA Funds) $ 4,093,381.00 $ 4,216,181.00 $ 4,342,667.00

Type of Service
Projected
Expenditures -
Unspent MHSA and
BHSA Funding Only
(Year One)
Projected
Expenditures -
Unspent MHSA and
BHSA Funding Only
(Year Two)
Projected
Expenditures -
Unspent MHSA and
BHSA Funding Only
(Year Three)
Projected
Expenditures -
Federal Financial
Participation
(Year One)
Projected
Expenditures -
Federal Financial
Participation
(Year Two)
Projected
Expenditures -
Federal Financial
Participation
(Year Three)
Projected
Expenditures - All
Other Funding
Sources
(Year One)
Projected
Expenditures - All
Other Funding
Sources
(Year Two)
Projected
Expenditures - All
Other Funding
Sources
(Year Three)
FSP Programs/Services blank blank blank blank blank blank blank blank blank Assertive Community Treatment (ACT)(2) $ - $ - $ - $ - $ - $ - $ - $ - $ - Forensic Assertive Community Treatment
(FACT) Fidelity (2) $ - $ - $ - $ - $ - $ - FSP Intensive Case Management $ 1,833,828.00 $ 1,888,843.00 $ 1,945,508.35 $ 1,102,747.01 $ 1,102,747.01 $ 1,102,747.01 $ 449,019.19 $ 449,019.19 $ 449,019.19 High Fidelity Wraparound $ 420,211.00 $ 432,816.00 $ 445,800.64 $ 227,367.57 $ 227,367.57 $ 227,367.57 $ 207,813.18 $ 207,813.18 $ 207,813.18 Individual Placement and Support (IPS)
Model of Supported Employment (2) $ - $ - $ - $ - $ - $ - Assertive Field-Based Initiation for SUD
Treatment Services $ 221,856.00 $ 227,023.00 $ 235,367.00 $ - $ - $ - Other mental health or supportive services
not already captured above (e.g., outreach,
other recovery-oriented services, peers,
etc.): Please define TAY Peer RFP for support
to high intensity teams TAY needs
$ 1,124,646.00 $ 1,158,385.00 $ 1,193,136.87 $ 375,620.38 $ 375,620.38 $ 375,620.38 $ 557,279.44 $ 557,279.44 $ 557,279.44 Other substance use disorder treatment
services not already captured above
(primary SUD FSP programs, innovation,
etc.): Please define SUD Targeted Outreach
and Open Access Clinic services support to
$ 221,856.00 $ 230,000.00 $ 235,367.00 $ - $ - $ - $ - $ - $ - BHSA Innovative FSP Pilots and Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - MHSA INN Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - Subtotal (auto-populated) $ 3,822,397.00 $ 3,937,067.00 $ 4,055,179.85 $ 1,705,734.96 $ 1,705,734.96 $ 1,705,734.96 $ 1,214,111.81 $ 1,214,111.81 $ 1,214,111.81 Full Service Partnership Category (1)

FSP Transfer Information Year One Year Two Year Three
Transfers out of FSP component into Local
Prudent Reserve $ - $ - $ - FSP Administrative Information Year One Year Two Year Three FSP Component Admin Expenses $ 270,984.00 $ 279,114.00 $ 287,487.07 Total Full Service Partnership
Expenditures (auto-populated) $ 4,093,381.00 $ 4,216,181.00 $ 4,342,666.93 Projected Individuals to be Served
(Unduplicated) Year One Year Two Ye ar Three
Eligible Children/TAY (25 years and younger) 20 20 20
Eligible Adults/Older Adults 267 267 267
Projected MHSA-Origin Encumbered INN
Funds Available (exempt from
suballocation requirements)
Year One Year Two Year Three

blank Total Behavioral
Health Services and
Supports (BHSS)
Funding (Year One)
Total Behavioral
Health Services and
Supports (BHSS)
Funding (Year Two)
Total Behavioral
Health Services and
Supports (BHSS)
Funding (Year Three)
Total Estimated Behavioral Health Services
and Support Funding Received
(BHSA Funds) $ 4,093,380.00 $ 4,216,181.00 $ 4,342,667.00 Transfers into Behavioral Health Services and
Support component from Local Prudent
Reserve $ - $ - $ - Total Estimated Behavioral Health Services
and Support Funding Allocated
(MHSA - Unspent Carryover Funds) $ 564,292.00 $ 564,292.00 $ 361,182.00 Total Estimated Behavioral Health Services
and Support Funding
(BHSA + MHSA Funds) $ 4,657,672.00 $ 4,780,473.00 $ 4,703,849.00

Type of Service
Projected
Expenditures -
Unspent MHSA and
BHSA Funding Only
(Year One)
Projected
Expenditures -
Unspent MHSA and
BHSA Funding Only
(Year Two)
Projected
Expenditures -
Unspent MHSA and
BHSA Funding Only
(Year Three)
Projected
Expenditures -
Federal Financial
Participation (Year
One)
Projected
Expenditures -
Federal Financial
Participation (Year
Two)
Projected
Expenditures -
Federal Financial
Participation (Year
Three)
Projected
Expenditures - All
Other Funding
Sources (Year One)
Projected
Expenditures - All
Other Funding
Sources (Year Two)
Projected
Expenditures - All
Other Funding
Sources (Year Three)
BHSS Programs/Services blank blank blank blank blank blank blank blank blank Children's System of Care-Non FSP (25 years
and younger)
$ - $ - $ - $ - $ - $ - Adult and Older Adult System of Care,
Excluding Populations Identified in 5892(a)(1)
and 5892(a)(2)-Non FSP
$ 483,381.16 $ 497,882.60 $ 512,819.08 $ 449,864.79 $ 449,864.79 $ 449,864.79 $ 307,345.20 $ 307,345.20 $ 307,345.20 Early Intervention Expenditures $ 1,985,757.30 $ 2,063,328.80 $ 2,137,719.18 $ 283,082.73 $ 283,082.73 $ 283,082.73 $ 182,853.00 $ 34,345.26 $ 34,345.26 Coordinated Specialty Care for First
Episode Psychosis
$ - $ - $ - $ - $ - $ - $ - $ - $ - All Other EI Expenditures $ 1,985,757.30 $ 2,063,328.80 $ 2,137,719.18 $ 283,082.73 $ 283,082.73 $ 283,082.73 $ 182,853.00 $ 34,345.26 $ 34,345.26 Outreach and Engagement $ 744,127.00 $ 766,450.81 $ 789,444.33 $ - $ - $ - $ - $ - $ - Workforce Education and Training (WET) $ 143,635.00 $ 143,635.00 $ 143,635.00 $ - $ - $ - $ - $ - $ - Dedicated BHSA WET funds $ - $ - $ - $ - $ - $ - $ - $ - $ - Dedicated MHSA WET funds $ 143,635.00 $ 143,635.00 $ 143,635.00 $ - $ - $ - $ - $ - $ - Capital Facilities and Technological Needs
(CFTN)
$ 420,657.00 $ 420,657.00 $ 420,657.00 $ - $ - $ - $ - $ - $ - Dedicated BHSA CF/TN funds $ - $ - $ - $ - $ - $ - $ - $ - $ - Dedicated MHSA CF/TN funds $ 420,657.00 $ 420,657.00 $ 420,657.00 $ - $ - $ - $ - $ - $ - BHSA Innovative BHSS Pilots and Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - MHSA INN Projects $ 600,000.00 $ 600,000.00 $ 402,400.00 $ - $ - $ - $ - $ - $ - Subtotal (auto-populated) $ 4,377,557.47 $ 4,491,954.21 $ 4,406,674.59 $ 732,947.52 $ 732,947.52 $ 732,947.52 $ 490,198.20 $ 341,690.46 $ 341,690.46 Behavioral Health Services and Supports Category (1)

BHSS Prudent Reserve Transfer
Information Year One Year Two Year Three
Transfers out of BHSS component into Local
Prudent Reserve $ - $ - $ - BHSS Administrative Information Year One Year Two Year Three BHSS Component Admin Expenses $ 280,114.87 $ 288,518.32 $ 297,173.87 Total Behavioral Health Services and Supports
Expenditures (auto-populated)
$ 4,657,672.34 $ 4,780,472.53 $ 4,703,848.45 Youth-Focused Early Intervention
Expenditures
Year One Year Two Yea r Three
Total Youth-Focused (25 years and younger)
Early Intervention Expenditures
$ 1,209,322.98 $ 1,263,601.44 $ 1,314,000.00 Behavioral Health Services and Supports
Validation (auto-populated based on
inputs above)
Year One Year Two Year Three
BHSS Funds Early Intervention
Expenditures/Total BHSS Funding (2)
145.8% 77.9% 57.2%
Youth-Focused (25 years and younger) Early
Intervention Expenditures/Total Allocated
Early Intervention Funds (3) 60.9% 61.2% 61.5%
Projected Individuals to be Served
(Unduplicated)
Year One Year Two Yea r Three
Eligible Children/TAY (25 years and younger) 669 669 669 Eligible Adults/Older Adults 1457 1457 1457
Projected BHSS Funds transferred to WET
or CF/TN
Year One Year Two Year Three
BHSS transfer to WET $ - $ - $ - BHSS transfer to CF/TN $ - $ - $ - Projected MHSA-Origin WET, CF/TN and
Encumbered INN Funds Available (exempt
from suballocation requirements)
Year One Year Two Year Three
Estimated MHSA WET Funds $ 430,905.00 $ 287,270.00 $ 143,635.00 Estimated MHSA CF/TN Funds $ 1,261,973.00 $ 841,316.00 $ 420,659.00 MHSA "Encumbered" INN $ 1,602,400.00 $ 1,002,400.00 $ 402,400.00

INTEGRATED PLAN ADMINISTRATION AND MONITORING Year One Year Two Year Three Total Projected Improvement and Monitoring Expenditures -$ -$ -$ Total Projected County Integrated Plan Annual Planning Expenditures -$ -$ -$ New and Ongoing Administrative Costs 463,654.26$ 477,563.89$ 491,890.80$ Table Eight: BHSA Plan Administration

Administrative Information Validation blank blank blank Total Projected Annual Revenues of Local Behavioral Health Services Fund $ 11,695,372.63 $ 12,046,233.80 $ 12,407,620.82 Improvement and Monitoring Expenditures/Total Annual Revenues of Local Behavioral Health Services Fund (auto-populated) 0.0% 0.0% 0.0% Total Projected Planning Expenditures/Total Projected Annual Revenues for Local Behavioral Health Services Fund (auto-populated) 0.0% 0.0% 0.0%

Estimated Local Prudent Reserve Balance At End of Previous Fiscal Year $ 1,233,738.00
Local Prudent Reserve Maximum (1)
$ 2,372,255.68
Excess Prudent Reserve Funds (auto-populated) $ (1,138,517.68) Total prudent reserve funds above prudent reserve maximum allocated to Housing Interventions $ -
Total prudent reserve funds above maximum allocated to Full Service Partnerships $ - Total prudent reserve funds above maximum allocated to Behavioral Health Services and Supports $ -
Total Excess Prudent Reserve Funds allocated to BHSA Component Allocations (auto- populated) $ -
Auto-validation: allocation of all excess Prudent Reserve Funds NO EXCESS To
tal Contributions Into the Local Prudent Reserve (auto-populated) $ - Total Distributions From the Local Prudent Reserve (auto-populated) $ - Table Nine: Estimated Local Prudent Reserve Balance

blank Housing Interventions Full-Service Partnerships Behavioral Health Services and Supports Total
Year One blank blank blank blank
Allocation Percentage, with Transfers 30% 35% 35% 100%
Component Allocations $ 3,508,611.00 $ 4,093,381.00 $ 4,093,380.00 $ 11,695,372.00 Year Two blank blank blank blank
Allocation Percentage, with Transfers 30% 35% 35% 100%
Component Allocations $ 3,613,870.00 $ 4,216,181.00 $ 4,216,181.00 $ 12,046,232.00 Year Three blank blank blank blank
Allocation Percentage, with Transfers 30% 35% 35% 100%
Component Allocations $ 3,722,286.00 $ 4,342,667.00 $ 4,342,667.00 $ 12,407,620.00 blank Housing Interventions
(Year One)
Full Service Partnerships (Year
One)
Behavioral Health Services and
Supports
(Year One)
Year One Totals
Estimated Year One Component Allocations
(BHSA Funding Only)
3,508,611.00$ 4,093,381.00$ 4,093,380.00$ 11,695,372.00$ Transfers From PR Into Component -$ -$ -$ -$ Estimated Unspent Funds From Prior Fiscal Years
(Including MHSA Funds)
(Unspent Carryover MHSA Funds)
-$ -$ 564,292.00$ 564,292.00$ Estimated Total Available Funding for Year One 3,508,611.00$ 4,093,381.00$ 4,657,672.00$ 12,259,664.00$ Transfers from Component Into PR -$ -$ -$ -$ Estimated Total Year One Expenditures 3,508,611.00$ 4,093,381.00$ 4,657,672.34$ 12,259,664.34$ blank Housing Interventions
(Year Two)
Full Service Partnerships (Year
Two)
Behavioral Health Services and
Supports
(Year Two)
Year Two Totals
Estimated New Year Two Component Allocations
(BHSA Funding Only)
3,613,870.00$ 4,216,181.00$ 4,216,181.00$ 12,046,232.00$ Transfers From PR Into Component -$ -$ -$ -$ Estimated Unspent Funds From Prior Fiscal Years
(Including MHSA Funds)
-$ -$ 564,291.66$ 564,291.66$ Estimated Total Available Funding for Year Two 3,613,870.00$ 4,216,181.00$ 4,780,472.66$ 12,610,523.66$ Transfers from Component Into PR -$ -$ -$ -$ Estimated Total Year Two Expenditures 3,613,870.00$ 4,216,181.00$ 4,780,472.53$ 12,610,523.53$ blank Housing Interventions
(Year Three)
Full Service Partnerships (Year
Three)
Behavioral Health Services and
Supports
(Year Three)
Year Three Totals
Estimated New Year Three Component
Allocations (BHSA Funding Only)
3,722,286.00$ 4,342,667.00$ 4,342,667.00$ 12,407,620.00$ Transfers From PR Into Component -$ -$ -$ -$ Estimated Unspent Funds From Prior Fiscal Years
(Including MHSA Funds)
-$ -$ 361,182.14$ 361,182.14$ Estimated Total Available Funding for Year Three 3,722,286.00$ 4,342,667.00$ 4,703,849.14$ 12,768,802.14$ Transfers from Component Into PR -$ -$ -$ -$ Estimated Total Year Three Expenditures 3,722,286.00$ 4,342,666.93$ 4,703,848.45$ 12,768,801.38$ Plan Admin Category Year One Year Two Year Three Total
Total Projected Improvement and Monitoring
Expenditures -$ -$ -$ -$ Total Projected County Integrated Plan Annual
Planning Expenditures -$ -$ -$ -$ Total Projected New and Ongoing
Administrative Expenditures
463,654.26$ 477,563.89$ 491,890.80$ 1,433,108.95$ BHSA Funding Summary (Year One)
BHSA Funding Summary (Year Two)
Table Ten: BHSA Funding Summary (auto-populated)
BHSA Plan Admin Expenses
BHSA Funding Summary (Year Three)

152

Plan Approval and Compliance

All fields must be completed unless marked as optional. You don’t need to finish everything at once–your progress will be saved automatically as you go. Use “Return to plan” to navigate between sections and track overall progress. For more information on this section, please see 3.A.1 Reporting Period Behavioral Health Director certification

Please upload the completed Behavioral health director certification template Behavioral Health Director Certification Template draft JB signed.pdf

County administrator or designee certification

Please upload the completed County administrator or designee certification template CountyAdministratorOrDesigneeCertification.pdf

Board of Supervisor certification

For final submission, download and complete the board of supervisor certification template

Following City Council approval of the Final BHSA Integrated Plan in June, the Board of Supervisor Certification will be signed and added to the Final BHSA Integrated Plan.

Behavioral Health Director Certification
Certification

1. I h e reby c ertify t hat has c omplied with all s tatuses, r egulations, and guidelines in preparing and submitting this Three-Y ear Plan (IP) for Behavioral Health Services and Outcomes, including all fiscal accountability and stakeholder participation requirements. I further certify that:

The information, statements, and attachments included in the Three- Year IP are, to the best of my knowledge and belief, true and correct
I unders tand and agree that the Department of Health Care Services (DHCS) reserves the right to request clarification regarding unclear or ambiguous statements made in the IP and other supporting documents submitted in the IP The Count y will use Behavioral Health Services Act (BHSA) funds to serve the targeted population(s) as described in statute, regulations, and guidance Behavioral Health funding from all sources will be spent only on allowable uses as stated in statute, statute, regulations, and guidance
BHSA funding will supplement, and not supplant, other funding available from existing state or county funds utilized to provide mental health services or substance use disorder treatment services (except that this non-supplant rule does not apply to the use of 2011 realignment funds provided to counties from the Behavioral Health Subaccount or Behavioral Health Services Growth Special Account) The IP was submitted to the local behavioral health board

2. Does the county wish to disclose any implementation challenges or concerns with these requirements?
Yes
No

a. Please describe any implementation challenges or concerns with the BHSA fiscal accountability and stakeholder participation requirements County Behavioral Health Agency Director contact information

3. County Name

4. Certification for
Three-Year Integrated Plan
Annual Update
............ 8pdate

5. County Behavioral Health Agency Director name

6. County Behavioral Health Agency Director phone number

7. County Behavioral Health Agency Director email
Additional contact information for counties with separate MH and SUD directors (optional)

8. Name

9. Title
4D.6XEPLVVLRQW\SH
Draft
)inal

10. Phone

11. (mail
County Behavioral Health Agency Director signature

12. Print name

13. Title

14. Date

15. Signature
Additional signature for counties with separate MH and SUD directors (optional)

16. Print name

17. Title

18. Date

19. Signature

P a g e1 | 2
County Administrator or Designee Certification
The County Administrator may be known by other titles such as Chief Executive, County Manager, or Chief Administrative Officer. The County Administrator must be the individual who serves as the top staff member in county government and hold the highest level of administrative authority in the county or be the designee of that individual. This individual or their designee must work within the executive office of county government, and they may not be the county behavioral health director.

Certification

1. I hereby certify that:

The County will use Behavioral Health Services Act (BHSA) funds to serve the targeted population(s) as described in statute
Behavioral Health funding from all sources will be spent only on allowable uses as stated in statute
BHSA funding will supplement, and not supplant, other funding available from existing state or county funds utilized to provide mental health services or substance use disorder treatment services (except that this non-supplant rule does not apply to the use of 2011 realignment funds provided to counties from the Behavioral Health Subaccount or Behavioral Health Services Growth Special Account)

2. Does the county wish to disclose any implementation challenges or concerns with these requirements?
Yes
No
a. If answered yes above, please describe any implementation challenges or concerns with the BHSA fiscal accountability and stakeholder participation requirements

P a g e2 | 2
Signature

3. Print name

4. Date

5. Signature
Contact information
County Name
Certification for

8. County Chief Administration Officer Name

9. County Chief Administration Officer Phone number

10.County Chief Administration Officer Email
Scott Gilman
3/23/2026
City of Berkeley
Scott Gilman
(510) 981-5404
[email protected]

158

Full Services Partnership Evidence Based Practices Exemption Requests

Assertive Community Treatment (ACT) Evidence-Based Practice (EBP) Exemption Request
For counties seeking an exemption to the requirement to include ACT in the county’s FSP program.

Please select which FSP exemptions criteria the county meets Limited workforce (e.g. qualified providers)
Other hardships

Please provide justification for this FSP exemption request The City of Berkeley is currently in a hiring freeze and will be facing staff reductions to offset a Budget Deficit.

Supporting Data
Please upload supporting data
City of Berkeley EBP Exemption Justification.pdf

Please select the data source
Other
Please describe
EBP Exemption Justification Document

Forensic Assertive Community Treatment (FACT) Evidence-Based Practice (EBP) Exemption Request
For counties seeking an exemption to the requirement to include FACT in the county’s FSP program.

Please select which FSP exemptions criteria the county meets Limited workforce (e.g. qualified
providers) Other hardships

Please provide justification for this FSP exemption request The City of Berkeley is currently in a hiring freeze and will be facing staff reductions to offset a Budget Deficit.

159

Supporting Data

Please upload supporting data
City of Berkeley EBP Exemption Justification.pdf

Please select the data source
Other

Please describe
EBP Exemption Justification Document

Individual Placement and Support (IPS) Supported Employment Evidence-Based Practice (EBP) Exemption Request
For counties seeking an exemption to the requirement to include IPS in the county’s FSP program

Please select which FSP exemptions criteria the county meets Limited workforce (e.g. qualified providers)
Other hardships

Please provide justification for this FSP exemption request The City of Berkeley is currently in a hiring freeze and will be facing staff reductions to offset a Budget Deficit.

Supporting Data

Please upload supporting data
City of Berkeley EBP Exemption Justification.pdf

Please describe
EBP Exemption Justification Document

160

City of Berkeley Evidence-Based Practice (EBP)
Exemption Justification

The City of Berkeley is experiencing a structural budget deficit of up to $32 million annually and is currently facing layoffs and a hiring freeze. While final decisions on how the City will address the deficit will not be made until April (which is past the due date of this Draft BHSA Integrated Plan), vacant positions at Berkeley Mental Health cannot be filled, and are likely to be cut for this coming fiscal year. A finding in a recent City of Berkeley audit revealed that services are already constrained by challenges with staff recruitment and retention.

EBP’s and fidelity to these models requires specialized roles and functions that Berkeley is currently unable to fund or recruit for, due to the current fiscal crisis and BHSA shift of treatment funds into housing interventions. Fidelity to EBP’s requires strict multidisciplinary team compositions and ratios that Berkeley cannot currently attain without compromising core services to its most vulnerable residents.

Berkeley has submitted the Engagement Information Form (EIF) to consult with the Centers of Excellence (COE) to see how services can be aligned as closely to fidelity as possible despite constrained service and staffing options. The City will utilize COE technical assistance to develop capacity and staffing projections that are realistic in relation to Berkeley’s constrained resources and most vulnerable population needs.

161

Attachment A
Public Input

BHSA Community Input Priorities
During the City of Berkeley’s BHSA Community Program Planning Process the p riorities that
were most commonly mentioned, and ratings of preferences and needs for the BHSA Integrated Plan, were as follows:

Funding Component Allocation Priorities: Input received on the BIHSA Community Input Survey, regarding which BHSA component should be the largest, indicated that the Behavioral Health Services and Supports component should receive the largest amount of funds, with Housing Interventions rated as a close second. Simultaneously, input on which category should be the smallest, showed that a predominant number of responders indicated that they wouldn’t make any changes to the funding in any of the components.

Input received through Community Meetings or email regarding housing and the FSP components focused on: the need for additional housing; supporting homeless individuals in housing; converting motels into housing and include a care worker at the dwelling to provide supports; engaging the homeless community in building Tiny Homes, and focusing a portion of housing intervention funds on Transition Age Youth and the LGBTQIA+ population; and concerns there will be a cut to the FSP program as there are a lot of people out there who need that level of help.

Berkeley BHSA Integrated Plan (IP): In order to best align with this diverse community input, Berkeley will not be requesting to transfer funds from one component to another in this BHSA IP.

Mental Health/Behavioral Health Needs and Priorities: While the areas of needs listed below are all vulnerable populations, input received from the BHSA Community Input Survey ranked the needs below (listed in order of rated importance) as follows:
• Transition Age Youth (TAY - Aged 16-25) experiencing mental health needs. • Children/Youth experiencing mental health needs.
• Adults experiencing mental health needs.
• Older Adults experiencing mental health needs.
• Individuals experiencing behavioral health and housing needs. • Individuals experiencing substance use disorders or overdoses. • Individuals from underserved cultural/ethnic populations experiencing mental health needs.
• Veterans experiencing behavioral health needs.
• Family Members of individuals experiencing behavioral health needs.

Input received during Community Input Meetings that was relevant to the Mental Health/Behavioral Health needs listed above focused on: Implementing more prevention 1

and early intervention services for children; creating more appropriate Behavioral Health services and supports for TAY , and all
ocating a percentage of funding across each BHSA
funding component for services/supports for TAY; Ensuring Older Adults are involved in informing the process and that they are provided with services as their physical and mental health concerns can be forgotten; the need for integrated treatment for co-occurring disorders.

Berkeley BHSA IP: Each area of need will be addressed within the BHSA IP as follows:
 Children, Youth and Transition Age Youth (TAY): The largest number of service programs within this BHSA Integrated Plan will either primarily focus on Children, Youth and TAY or have a component within them that serves the TAY population. The City will also be re-positioning some staff to build additional capacity within the Children’s and Youth Full-Service Partnership, and to begin to prepare for the implementation of the required High Fidelity Wraparound Evidence Based Practice (EBP) within the program. The BHSA IP will include a new program that will provide a variety of Peer Supports for TAY within the Adult Full Services Partnership.
 Adults and Older Adults: Berkeley will continue to provide services within this BHSA IP to adults and older adults at the same high rate.
 Housing and Homelessness: By utilizing the full 30% allotment of funds for Housing Interventions, Berkeley will seek to supplement other initiatives that are currently underway in the City in an effort to support more individuals in obtaining housing supports.
 Substance Use Disorder Services: Berkeley will continue its collaboration with Substance Use Disorder community partners who serve individuals at the Adult Clinic and youth in the Berkeley High Schools. An additional focus in this area will be on increasing capacity in the three-year timeframe within Field-Based Substance Use Disorder service programs.
 Underserved Cultural/Ethnic populations: Services specific to the needs of underserved cultural and ethnic populations that were previously funded through Mental Health Services Act (MHSA) Prevention and Early Intervention will transition to Early Intervention in the Behavioral Health Services and Supports funding component of the BHSA IP. The Wellness Team will provide engagement and peer services to individuals across the system, as well as offer opportunities for individuals to participate in affirming groups and activities to increase self-care, and reduce barriers in accessing and staying connected to services. Programs across the system will continue to have a focus on providing services and supports to underserved cultural populations. The efforts through the Multicultural Outreach and Engagement program will also continue in this BHSA IP , to increase community knowledge and awareness of 2

City services for underserved cultural and ethnic populations and staff trainings to increase knowledge and skillsets around cultural appropriate practices will also continue to be provided.
 Ve
terans: Although there is not a specific program within this current BHSA IP that solely focuses on the needs of veterans, (as has happened in the past) individuals who identify as a Veteran and meet the eligibility of a given program will qualify to receive services. Berkeley may also refer to a community partner that has expertise in serving Veterans, as needed and appropriate.
 Family Members: This BHSA IP will continue to implement the Family Services program which provides services and supports to Family Members of individuals who have Behavioral Health needs.

Service Priorities: The top six service priorities that were repeatedly mentioned in the Survey and during Community Meetings focused on the following:
• Mental Health Services
• Housing and Homelessness Services
• Transition Age Youth and Youth Mental Health Services • Peer Support and Wellness Services
• Substance Use Disorder and Co-Morbidity Services
• Prevention and Early Intervention Services
*See Appendix A for all comments received on the Survey and during Community Meetings.

Berkeley BHSA IP : Each service area will be addressed within the BHSA IP as follows:
 Mental Health Services: The Berkeley BHSA IP will enable mental health Early Intervention, Outpatient, Crisis and Treatment services to be implemented or continue for Children, Youth, Transition Age Youth, Adults and Older Adults through Berkeley Mental Health, Berkeley Unified School District, and multiple community partners.  Housing and Homelessness: By utilizing the full 30% allotment of funds for Housing Interventions, Berkeley will be able to supplement initiatives that are currently underway in the City in an effort to support more individuals in obtaining housing supports.
 Youth and Transition Age Youth Services: The largest number of service programs within this BHSA Integrated Plan will either primarily focus on Youth and Transition Age Youth or have a component within them that serves the TAY population. The City will also be re-positioning staff to build additional capacity within the Children’s and Youth Full- Service Partnership, and to begin to prepare for the implementation of the required High Fidelity Wraparound Evidence Based Practice (EBP) within the program. 3

 Peer and Wellness Services: The City will continue off ering Peer and Wellness Services
through this BHSA IP . The Wellness Team provides warm welcoming peer engagement to individuals across the system. Team members also offer opportunities for clients to participate in affirming groups and activities to increase their well-being and to reduce barriers in accessing and staying connected to services.  Substance Use Disorder and Co-Morbidity Services: Berkeley will continue its collaboration with our community partner who provides Substance Use Disorder services to individuals who receive services at the Adult Clinic and to youth in the Berkeley High Schools. Berkeley will also explore an SUD training and certification program for existing staff members to enhance services offered in existing behavioral health teams and settings. An additional focus in this area will be on increasing capacity in the three-year timeframe within Field-Based Substance Use Disorder service programs.
 Prevention and Early Intervention Services: The largest area of programming in Berkeley’s BHSA IP is in Early Intervention services. Programs will be implemented for, Children, Youth, Transition Age Youth, Adults, Older Adults and specific programs will focus on individuals in underserved cultural and ethnic populations including LGBTQIA+. Services will be implemented through Berkeley Mental Health, Berkeley Unified School District, and multiple community-based organizations. 4

BHSA Community Meeting Input
Community Input collected during 12 Community Input Meetings is organized into 6 main themes outlined below:

Housing and Homeless Services
• “It’s great to have money for housing, because there are a lot of housing needs.” • “You need t o be working with unhoused people that have skills who can build Tiny Homes and have City owned land where unhoused people can use their skills to build Tiny Homes.

It could generate income for this population and get them using their skills and working.

The
City could supply the lumber and building materials and the skilled unhoused individuals could build it which would be way less costly than a big corporation building them.” • “Adopt a homeless person and check in on them and help them out.” • “How can you do housing in a community that creates structure for people who don’t work well within a structure?”
• “How do you respect an individual’s dignity around the imminent needs that come up when they are unhoused, without institutionalizing them?”
• “Convert motels into housing and have a care worker there who can provide support, help with Medications, etc.”
Mental Health Services and Other Supports
• “Need more resources for mental health in Berkeley. Also, need other resources for individuals who have mental health needs such as food pantries. The current food pantries have long lines and are not open every day.”
• “Need m ore prevention and more early intervention services for children.” • “Having housing isn’t going to solve the problem, mental health services are a lot more important.”
• “I’m concerned if
there will be a cut to the FSP program as there are a lot of people out there who need that level of help.”
• “Develop mental health services with Trauma-informed and compassionate care approaches.”
• “Implement Support Groups for individuals in need and possibly bill Medicare for the support group services.”
• “There needs to be more outreach strategies for individuals resistant to services.” • A community member who was a care giver for a friend described difficulty helping them receive services for schizophrenia. Despite multiple attempts, he experienced many challenges in obtaining immediate access to mental health services. Expressed concern that individuals experiencing severe symptoms (e.g., hallucinations/delusions) are not receiving prompt care.

Services for Transition Age Youth
• “For TAY FSP Services, youth are often not “held” in the same way with supports after they reach adult age. It’s like services become a “check-off” instead of a “check in”. The way of serving TAY should be elongated to the age of 33 to ensure they are not dropped or treated differently when they become an adult.”
5

• “ Youth/TAY are never chosen for housing, first in the City. Youth/TAY are not as important for being provided with housing as someone who has been on the street for 50 years.” • “ The City should allocate a percentage of funding across each BHSA funding component for services/supports for TAY .”
• “ Some funding should be used through Workforce Development and Training, to support TAY in this area of their lives.”
Wellness Services
• “ Berkeley Wellness Center will be closing, it has been a valuable service and a lot of people will continue to need services when it closes and there needs to be a plan for where these individuals will be provided with services when the center closes.” • In reference to the closing of the Berkeley Wellness Center a couple of ad ditional community members wanted to know where individuals will be served once the Center closes. They talked about previous models that
worked well for a long time in Berkeley, such as the
“Creative Learning Center” which they indicated was in operation for 42 years and worked well in Berkeley, as individuals could access a variety of wellness activities and obtain other services and supports. They indicated that Berkeley needs to find something like that where individuals of all ages and demographics can access Art, Drama, Dance, etc., and other supports such as one-on-one counseling, NA, AA, and hot lunches. • One of the community members who talked about the Creative Learning Center shared about her experiences helping students in Arts programs and how the programs are beneficial for self-expression and emotional support. She indicated that Art classes are so important, and they can’t all be done by Zoom, and shared that people need support as a community in an in-person environment, so that they can see they are not the only ones with a mental illness, and that there are different ways of dealing with mental illness. She shared that some people need strong support or they will fall through the wayside. She expressed her concerns about the closing of the Berkeley Wellness Center and other programs across Alameda County and brought an article from the San Francisco Chronicle regarding some services that are closing. She also shared an email from a friend and regarding the value of these services. She reiterated the need for there to be a place where individuals can go to participate in art and wellness type activities and where simultaneously they can receive food, and multiple mental health supports, NA, AA etc., to keep individuals stabilized and promote wellness.
• A community member shared their experience of how the Berkeley Mental Health Wellness Services have been very beneficial to them.

Substance Abuse and Co-Occurring Needs
• “ Drugs and alcohol are terrible and can make people act in violent ways and exacerbate the issues for individuals who have mental health needs.”
• ” Ther e is a need for integrated treatment for co-oc curring disorders.”
• One Community member talked about his observations of individuals experiencing homelessness who are using methamphetamine and showing severe mental health symptoms. He voiced concerns and observations about people who live with trauma and expressed that he helped people who have experienced mental health issues, and had 6

difficulty engaging individuals who may not want to seek help or who did not have peer support.

Other
• One community member said that the City should consider using the “Sequential Intercept Model” to assess where to place resources. This model focuses on the points of people’s lives where things go “south”, whether losing housing, being arrested, etc., and places resources to prevent these occurrences and assist people accordingly. This community member also sent information on this model by email.
• “Workforce training in engagement strategies and models to help people who are t
ransitioning from prison back into society.”
• “Make sure Seniors are involved in informing the process and that they are provided with services as their physical and mental health concerns can be forgotten.” • “I called the “hotline” and got really good services for my friend. Being able to call someone was very helpful.”
7

City of Berkeley Behavioral Health Services Act Community Input Survey The City of Berkeley, Health, Housing & Community Services, Mental Health Division invites your input on local Behavioral Health (mental health and substance use disorder) priority needs.

Since 2006, the City of Berkeley Mental Health Division has received State funding through the Mental Health Services Act (MHSA) to implement local mental health pr ograms and services.

Beginning, July 1, 2026 the MHSA will be replaced by the new Behavioral Health Services Act (BHSA). Passed in 2024, the purpose of the BHSA is to reform the current MHSA funding components and program allowances to among other things: Prioritize services for individuals with the most significant mental health needs; add services for individuals experiencing substance use disorders; and expand housing interventions.

As with MHSA, in order to utilize BHSA funds, community informed, Three Year Integrated Plans and Annual Updates outlining the use of funds and programming are required to be developed and approved by Berkeley City Council. An added requirement in BHSA is to obtain approval from the California Department of Health Care Services (DHCS).

Berkeley is in the process of transitioning from MHSA to BHSA which will begin with Community Input and the creation of the first Draft BHSA FY2027-2029 Three Year Integrated Plan. Input from the Berkeley community on this survey will inform the decisions that will be made on how
to prioritize programs and allocate funds in the first BHSA Three Year Integrated Plan. The survey should take less than 10 minutes and will be open until 5:00pm, Wednesday, March 4th.

1. How informed do you feel about the Behavioral Health Services Act (BHSA) that was passed by voters in March 2024, which will make changes to local mental health funding and program allowances beginning July 1, 2026?
___Ve
ry Informed
___Somewhat Informed
___I know a little information
___Not really informed
___Unsure
8

2. Proposition 1, which implements the BHSA changes requires that the California tax collected for this purpose, to be spent on three different categories, according to the descriptions and funding percentages outlined below:
-Full Services Partnership (FSP) - 35%: Intense, wrap-around programs for individuals who experience severe mental illness or serious behavioral health issues, with the care and supports needed to promote better health and well-being.
-Behavioral Health Services & Supports (BHSS) - 35%: Community services for individuals experiencing serious mental health and/or substance use disorder needs. The programs include early intervention services and can be used on outpatient services & supports. Funds may also be utilized on outreach & engagement; staff support & training; major building and technology needs; and on innovative or creative projects.
-Housing Interventions (HI) - 30%: Primarily supports individuals who are experiencing mental health needs and/or substance use disorders and homelessness.

If you could shift 7% of BHSA funds from one category to another (so that one category has a larger amount than the others), which category is most important to you and would you make the largest?:
___Full Services Partnership Category
___Behavioral Health Services and Supports Category
___Housing Interventions Category
___I wouldn’t make any changes.

3. Which category is least important to you and would you make the smallest? __Full Services Partnership C ategory
__Behavioral Health Services and Supports Category
__Ho
using Interventions Category
__I wouldn’t make any changes.
9

4. Please rank the following 9 areas of needs in Berkeley in order of importance (1 most important - 9 least important) from your perspective:
___Children/Youth experiencing mental health needs.
___Transition Age Youth (aged 16-25 years) experiencing mental health needs. ___Adults experiencing mental health needs.
___Older adults experiencing mental health needs.
___Individuals experiencing substance use disorders or overdoses. ___Veterans experiencing behavioral health needs.
___Family members of individuals experiencing behavioral health needs. ___Individuals experiencing behavioral health and housing needs. ___Individuals from cultural/ethnic populations who experience behavioral health needs.

5. In the previous question, for the area of need that you ranked #1 as most important, please share any ideas, strategies and solutions you may have to help us improve in this area.

6. Is there an area of behavioral health need (i.e. mental health or substance use) in Berkeley that was not mentioned in question #5 above? If so please describe, and share any ideas, strategies and solutions to help us improve in this area. 10

7. What barriers make it harder for individuals and family members with behavioral health challenges to access needed services. Select all that apply. ___Hard to find information on where to go for help.
___Do not want help right now.
___Embarrassed to ask for help and/or stigma around seeking help. ___Services are not close to my home.
___Isolated or unable to leave home.
___Limited resources (financial, transportation, etc.).
___Safety concerns.
___Lack of providers who represent my culture, and/or speak in my preferred language. ___Providers don’t offer the services that are needed.
___Long wait to get an appointment.
___Other (please specify).

8. Did we miss anything? Please share other behavioral health needs, concerns, or solutions that yo
u may have that haven't been mentioned.

9. If you would like to receive information in the future on BHSA Meetings, Integrated Plans and other related documents, please provide your name, how you would like to be contacted (i.e. email, mail, phone), and your contact information. 11

Demographic Information
Any demographic information shared in the questions below will be anonymous and helpful to the Mental Health Division in determining which members of our community have engaged with this process, and whose priorities are being highlighted.

10. What is your age?
___Un
der 16 years of age
___16-25 years of age
___26-59 years of age
___60+ years of age
___Prefer not to answer

11. What is your ethnicity/race?
___American Indian or Alaska Native
_
__Asian or Asian American
___Black or African American
___Native Hawaiian or other Pacific Islander
___Wh
ite
___More than one race
___Prefer not to answer
___Other (please specify)

12. Are you of Hispanic, Latino/Latina/Latinx origin?
___Yes
___
No
___Prefer not to answer
12

13. Are you a veteran (of the US Armed Forces)?
___Yes
___
No
___Prefer not to answer

14. Which of the following best represents how you identify? ___St
raight/Heterosexual
___Gay or Lesbian
___Bisexual
___Queer
___Questioning or Unsure
___Another sexual orientation
___Prefer not to answer

15. What is your Gender Identity?
___Ma
le
___Female
___Transgender
___Genderqueer
___Questioning or Unsure of Gender Identity
___Other Gender Identity
___Prefer not to answer

16. Do you identify as having any type of disability?
___Yes
___No
___Prefer not to answer
13

17. Which of the following categories do you primarily represent? Please select all that apply ___Me
ntal Health Consumer
___Substance Use Disorder Services Consumer
___Family Member of Mental Health or Substance Use Disorder Services Consumer ___Veteran
___Homeless Services advocate
___Individual who has experienced homelessness
___Representative of a Mental Health or Social Services Agency ___Representative of Substance Use Disorder Services Agency ___Representative of a HealthCare organization
___Community Member
___Representative of City of Berkeley Commission
___City of Berkeley Staff
___Student, Parent, Staff or representative of Berkeley Unified School District ___ Student, Parent, Staff or representative of UC Berkeley or Berkeley College ___Representative of Law Enforcement
___Faith-based organization representative
___Prefer not to answer
___Other (please specify)

Thank you for providing input into this process!

14

Survey Results

1.) How informed do you feel about the Behavioral Health Services Act (BHSA) that was passed by voters in March 2024, which will make changes to local mental health funding and program allowances beginning July 1, 2026? (226 of 228 answered this question) • 10.62% - Very Informed
• 45.58% - Know a little information, or Somewhat Informed • 43.80% - Not really Informed, or Unsure

2.) Proposition 1, which implements the BHSA changes requires that the California tax collected for this purpose, to be spent on three different categories, according to the descriptions and funding percentages outlined below:
-Full Services Partnership (FSP) - 35%: Intense, wraparound programs for individuals who experience severe mental illness or serious behavioral health issues, with the care and supports needed to promote better health and well-being -Behavioral Health Services & Supports (BHSS) - 35%: Community services for individuals experiencing serious mental health and/or substance use disorder needs. The programs include early intervention services and can be used on outpatient services & supports.

Funds may also be utilized on outreach & engagement; staff support & training; major building and technology needs; and on innovative or creative projects. -Housing Interventions (HI) - 30%: Primarily supports individuals who are experiencing mental health needs and/or substance use disorders and homelessness.

If you could shift 7% of BHSA funds from one category to another (so that one category has a larger amount than the others), which category is most important to you and would you make the largest?: (224 of 228 answered this question). • 38.39% chose Behavioral Health Services & Supports to be the largest category. • 34.38% chose Housing Interventions to b
e the largest category.
• 18.75% chose Full Services Partnership to be the largest category. • 8.48% -indicated they wouldn’t make any changes.

3.) Which category is least important to you and would you make the smallest?: ( 215 of 228
answered this question). Results were as follows:
• 20.00% chose Full Services Partnership to be the smallest category. • 19.53% chose Housing Interventions to be the smallest category. • 15.81% chose Behavioral Health Services & Supports to be the smallest category. 15

• 44.65% indicated they wouldn’t make any changes.

4.) Please rank the following 9 areas of needs in Berkeley in order of importance (1 most important - 9 least important) from your perspective:
(223 of 228 answered this question)
Results are outlined below from the highest to the lowest ranked needs (with weighted average scores):
• Transition Age Youth (Aged 16-25) experiencing mental health needs. (6.82) • Children/Youth experiencing mental health needs. (6.72) • Adults experiencing mental health needs. (6.13)
• Older Adults experiencing mental health needs. (5.53) • Individuals experiencing behavioral health and housing needs. (4.91) • Individuals experiencing substance use disorders or overdoses. (4.62) • Individuals from underserved cultural/ethnic populations experiencing mental health needs. (3.77)
• Veterans experiencing behavioral health needs. (3.71) • Family Members of individuals experiencing behavioral health needs. (2.66)

5.) In the previous question, for the area of need that you ranked #1 as most important, please share any ideas, strategies and solutions you may have to help us improve in this area. (172 of 228 answered this question) Responses are outlined below by ranked categories:

Responses that ranked Transition Age Youth (aged 16-25 years) experiencing mental health needs as most important (31 responses):
• Support the African American Holistic Resource Center (AAHRC) and AAHRC's Project Sankofa for the Transition Age Youth (TAY).
• There should be increased focus on Transition Age Youth (TAY) to reduce needs later in adu
lts. Be proactive by addressing TAY because it is a critical age that impacts the future.
• I feel like children's mental health doesn't get represented enough and is ignored "because kids/youth don't have real problems" . I think further studies and care could really help.
• Free/low-cost Mental Health Services that are accessible to youth and their families. A day/early evening program to engage in activities for mental health. • Transition Age Youth is the fastest growing demographic that I feel needs help. 16

• The City should continue and expand funding for Youth Spirit Artworks' Vocational Arts as a proven model for the 51% youth funding mandate.
• Non-ju
dgmental safe spaces to spend time and get resources for free, no questions asked. Unconditional acceptance and holistic support.
• More community spaces and resources for TAY ages to navigate learning to pay rent, hold work/jobs, develop the skills needed for jobs (without huge upfront costs for training) *Also therapy services that are accessible for all TAY (minimal to no cost) to prevent them from turning to drugs/alcohol/other substances to process and handle their traumas and emotions.
• More theatre programs and Big Brother/Sister mentorship type programs that connect young people and professionals in the community.
• Programs for coping skills; Support Groups; Outreach Programs; Informational Groups about Mental Health.
• I don't have a solution I just know that these kids need help. They are the future. • Catching and helping youth before they get into adulthood is very important. By dealing with these children before the problem settles in and becomes a habit, they will have a chance to get tools to deal with life.
• The Independent Living Skills Program and Alameda County is(was?) a great program to help the transition process for teens. Learn from them and expand the program. • Youth, particularly those 16-25, are in need of early intervention and preventive opportunities due to their specific socio-emotional and life skill needs. These youth are still willing to learn/adapt more so than their fellow older adults, but are also at a daily risk of making life altering choices for themselves/community if not addressed sooner.

Most importantly these youth will be the next adults, older adults, & veterans etc., and will engage with the world based on what they learned in their transition from teenage to young adult years.
• Invest in TAY organizations like Youth Spirit Artworks. Helping transitional youth helps bring forth healthy adults that can contribute into the economy. • Veterans should be served with FEDERAL money. Children should be served with USD money. There is never enough to serve anywhere near all of the people who need it.

Mental health support needs to be accessible, consistent and known in the community.

Outreach! Crisis counselors and therapists should do both jobs so that a person can see and become familiar with the person they will continue to see in office. Hire stable, well-tr
ained, well-paid staff and let them do their thing without too much bureaucracy.

Have a goal of keeping clinicians for at least 5 years. The longer they stay, the more familiar they are to residents, and the more trusted they become. I have NEVER managed to get anyone services through Access. It is too indirect and unknown. 17

• Hire peers.
• Outreach. Seek or inform these community members of the service at high school events, community colleges, trade schools, hiring events, etc. Make people aware of the resource.
• Community programs such as Youth Spirit Artworks really help young adults and teens find community in their struggle, so I think holding space and funding for programs like such would be an effective way to help.
• From 1-9 al
l Questions are #1.
• Partner with employment training programs.
• Severe mental health needs often become obvious in late teens. Families need to be able to stabilize their family members. Problems with HIPAA and with being able to pay for treatment result in life-long problems.
• More funding for treatment programs and ways of identifying at risk youth, and letting family know (if they would be helpful)
• This is impossible to be asked to rate which is more important! They are all equally important!
• Work with BUSD and BCC to structure help for youth.
• Expand the transition age to 35. When young people first start exhibiting mental health problems, help them with jobs, housing, therapy. Involve the family in the care so the individual can be wrapped in support. People DIE from mental health issues. My beautiful son needed help and all the help available was inadequate. We did everything we could. It was not enough. Emergency rooms, 5150s with Fremont hospital, bright lights, etc., these did not help.
• This is very difficult to complete due to the ranking. • In a life where being successful is looked upon, it’s important to realize that people of all ages need a break from any mental stressful situations or the ability to adjust to time altering tasks as well as making sure to be respectful of each others environment. • Early intervention. Mobile crisis team was great and should be brought back. • C
atch issues now as a child, fix it build strong adults as it is harder to fix broken adults. • The earlier you get a person services the better the outcome can be for the future. TAY is a challenging age and there can be many factors happening for youth and normalizing and understanding mental health needs can help a person navigate and get support before it gets worst.

Responses that ranked Children/Youth experiencing mental health needs as most important (39 responses):
• To develop programs to create early intervention, which I believe will create a greater opportunity for early diagnosis, early treatment and better solutions or progress. 18

• Don't know right now.
• We need to have facilities open to help them. We need to have people willing to help in every area.
• Children/Older Adults very important.
• N/A
• I would have more classes and be willing to work with the children around the clock. • More child and parent extracurricular events so the parents are more involved with child's needs.
• Having a sign-i
n when you enter the program. You are signed in with a Job Placement group, that way when you do leave the program you're leaving the program with a job and longer classes during your job to learn.
• You gotta help the kids.
• I'm not familiar with Berkeley so I think they are all great ideas. • Listen to children when they say something is wrong.
• Additional funding at sites that promote easy access to services: schools and pediatric practices.
• Provide more positive role models. Provide more afterschool opportunities, sports, school activities.
• Help support kids in foster care and affected by inequities in having better starts to school. A foster child in our TK was the only child without a grown up with him in line to go into the new class in the mornings. He was then the only child with time-outs the first day (and inequities thereafter). Can we set up kids and communities for success? • Funding to support systems outside of the psychiatric complex should be maintained and increased for non-medical interventions, such as the Hearing Voices Network. • Early prevention through 3rd spaces, spaces where they are able to have community without a price tag.
• Youth leadership opportunities, Parent classes, Teacher supports based on cultural needs that are non-tra
ditional.
• Continue the funding necessary to keep Youth Spirit Artworks going. • Early Intervention is absolutely key.
• Perinatal mental health and post partum mental health should be the top focus.

I
ncluding parent and child interactive therapy.
• I believe more could be done with children and family's partnerships with Mental Health. I think a collaboration with all of the city services-parks and rec; public health, day cares; the Y , including the school district should be a fully wrapped service. It would be important to include all the line staff in and have full community participation rather than management just making decisions.
19

• I feel that if more funds were given to prevention and awareness that would help. • Di
rect involvement with those in most need for severe brain illnesses, such as schizophrenia, bipolar, etc. Have the emphasis be predominately patient focused, rather than systemic focused.
• Holistic wellness curriculum, normalizing therapy for children, age-appropriate services, providing peer supports as they become adults. • Work with peoples needs is a good way to improve care. • Best serve the children by also serving their caregiving adults. • Early Intervention. safe sustainable housing. prevent multifactorial decompensation with substance abuse AND homelessness.
• More support in our school system for all students experiencing mental health needs even if they are doing well academically.
• I would involve the school system. I know that teachers are very overworked, but I believe they are at the frontline of seeing children who need mental health intervention.

I would partner BHSA with teachers. If we can reach kids and their families at a young age, we can perhaps curb issues at the teenage level.
• Take care of children first.
• In school resources; parenting psychoeducation (Mental Health First Aid) to identify symptoms and supportive options. Resource directories.
• Increase pay for trained, experienced, mature professionals. • I would add “Disabled Individuals experiencing mental health needs and housing insecurity” to Top 3.
• Getting the pre-school a more integrated vetting system. • Work with individuals from underserved communities and their families to support the children with MH needs. School assessment with weekly therapy available in the community and on site support. $$ for therapists to work with children in private practice. Not another institution but subsidies to support children in need of expert care. Eliminate institutional care as it is filled with political and institutional barriers and future uncertainties. Funnel the $$ into private pay subsidies providing therapy based on MH standards of care and eliminates the poor outcomes we see institutionally based on care disparities.
• There is a huge housing need, but I also hope that early intervention can prevent folks from entering homelessness.
• I do not know much about the current services available, but seems like we could always use more support for our youth, especially as the world becomes harder for kids to live in. Ensuring all who want access to therapy and mental health care - both 20

behavioral and medical - is essential. I hope that it is integrated in schools and readily available in many languages.
• Queer youth are especially at risk.
• Children and young adults are living in a very challenging time, lack of time with parents, over dependence on technology, confusing news, lack of experience in teachers to recognize the difference between mental health /illness and odd behavior..its a fine li
ne. between the two. Put more resources in early intervention, use a wholistic approach with appropriate medication.

Responses that ranked Adults experiencing Mental Health needs as most important (23 responses):
• We should find more funding to help support this population, along with making funding and resources not so hard to obtain for our clientele.
• Adults are more likely responsible to have children and others come to them. If you tr
eat them, they won't spread the challenge (trauma) and they can help others first. • I would separate (adults experiencing mental health needs) into: Individual high risk and Mid-rang
e community/support. I don't now enough about programs in place for high- risk individuals but I have found that community classes/support/multi-use space seem to have a good "financial/effect" ratio.
• To expand resources for adults including housing, work and financial support. • Provide more comprehensive care and resources for adults living with mental illness. • Mental Health is the beginning.
• Giving Gift Cards for people with mental disorders.
• I feel there is a lack of services for families with low incomes. As far as housing and receiving the care needed, housing, medication and treatment programs. I also see in geographical areas resources and treatment are far much different when it comes to lower income families. I also see people of color receive far less. • Make it easier for people to know about and access.
• The city needs 24/7 mental health services to respond to real time mental health crisis, with an easy way for residents to call for help.
• It’s important to keep mental health Access services available to prevent massive incarceration and continued homelessness.
• The City of Berkeley can strengthen long-term community ownership and housing stability by partnering with community land trusts (CLTs) such as the Supportive Housing Community Land Alliance (SHCLA), which was formed in partnership with Alameda County Behavioral Health to preserve and steward housing for residents with serious mental illness (SMI). Through a CLT structure, land is held in trust permanently for community benefit while homes remain affordable and protected from speculative 21

market pressures. Berkeley could collaborate with organizations like SHCLA to acquire licensed board-and
-care homes and transition them into community-owned assets, creating pathways for SMI residents—particularly those supported by family members—to live independently in stable, supportive environments. This model also improves fiscal efficiency: by retaining public subsidies within community-owned assets rather than allowing subsidy leakage to private landlords, the City can ensure that public investments generate long-term affordability and reinvestment in housing infrastructure.
• While BHSA specifically has funding that's been identified for clients with the highest level of needs (e.g. FSP category), the funding for those who have mental health needs that don't fall into that category fall into the general BHSS category. I would advocate for the focus on those monies to be for adults, older adults, and TAY. • Adults are the individuals you see the most in the community that is causing residence and businesses issues.
• Our Adult population has the greatest need because they represent the largest group.

Staffing is always a need in order to have manageable client/staff ratios. • Please keep services funded at least as before.
• More housing for all with mental illness.
• Community education about FSP and wraparound programs and how they prioritize the individuals with the highest needs that don't fit into traditional treatment; consider specialized programs to address specific needs (like borderline personality disorder) so that these clients have more appropriate treatment alternatives to FSP's. • People with severe mental illness must be in an institution/or some sort of respite care and given medication if necessary to deal with their issues. In cases where the person has harmed others they must leave the city and live elsewhere. • More street outreach and support to get people who are unsafe to themselves and others off the street. It's sad when residents can't feel safe walking around or safe about their teenaged children walking around ... I did not feel this way when I moved to Berkeley back in 2010 but do now after being threatened and accosted multiple times in parks, downtown, etc.
• Online support groups for the outreach.
• Funding for peer support groups and drop- in c
enter type services. They can easily
infuse these services with linkage to housing services. It can be difficult for people to make genuine connections with providers but peers can provide that rapport building. • It seems to me that priority should be given to in-h
ome support services for families and
those experiencing mental health challenges to avoid more expensive hospitalization and visits to emergency rooms. This would include long-term in-home services with 22

mental health workers similar to the Open Dialogue process that has successfully kept pe
ople out of mental hospitals. For people released from mental hospitals, follow up with a long-term peer-run buddy system to avoid reentry into the mental health system.

Responses that ranked Older Adults experiencing Mental Health needs as most important (13 responses):
• No comment.
• Keep Wellness Centers open for resources and support with actual people (Therapists, C
ounselors to help) for both mental illness and Drug Addiction. • Effective support for individuals facing addiction and housing instability requires combining stable, long-term housing with integrated, voluntary and trauma-i nformed
services.
• Glad to see it as a separate area of need. Older adults are often marginalized in this society.
• Berkeley’s population is aging - low income, older people with mental health and aging related concerns need more support.
• More boomers need grief counseling.
• This is a very small box. Do outreach, work with the senior centers, work with families.

These are the forgotten people in our city. Give them the support they need so they can retain their dignity.
• Traveling Mental Health Specialist who can come do in home assessments and set up wrap-around services for the aging community. Often left to family and service providers scrambling to support older adults - with little to no guidance which significantly increase the older adults chances of destabilizing and impact community. • Seek information and input from neighbors.
• Many serious mental conditions only require consistent medication to keep the client stable and capable of self-care and employment. Berkeley should definitely keep enough doctors and nurse practitioners to supply these folk, which only requires about an hour of work every 6 months or so. If they are over 65, the city can collect the cost from Medicare. The older lady killed in her house fire, whose neighbors kept contacting the county about, should at least have gotten a visit from a social worker. Medicare and MediCal would have paid for home nurse visits. Chips and MediCal pay for the treatment of children and teens, TriCare for the treatment of Vets, it's merely a case of hooking them up. Then you can move on to the more difficult situations of care for the unhoused mentally ill and substance abusers which may require residential care. • I would hope Berkeley’s well-funded “experts” have plans and ideas. • It is impossible to rank the most important- the
y are equally important however, many
categories have other funding and service opportunities (currently) i.e. TAY , Veteran, 23

Children etc. Currently there are no real and tangible homeless services specific to seniors- a fast growing homeless population.
• Older adults tend to be overlooked and isolated.

Responses that ranked Individuals experiencing Behavioral Health and Housing needs as most important (35 responses):
• Access to supportive stable housing allows those experiencing any mental and substance disorders to feel secure enough to do the work; housing counselors and advisors; steps support to maintain housing (check-ins). • It's important to make the process of obtaining housing as simple as possible. People wi
th behavioral health needs cannot deal with complicated processes and get overwhelmed easily and thus give up. Allow for a case manager to do a lot of the foot work if need be.
• Community focused housing like Tiny Village Spirit so that individuals have that support system.
• Adults with serious mental illness (SMI) cycles repeatedly through psychiatric emergency services, acute inpatient hospitalization, county jails, and emergency shelters — not because treatment is unavailable, but because stable housing is unavailable. Research is unambiguous: housing instability is the primary driver of psychiatric decompensation for people with SMI. Without stable housing, even the most effective psychiatric treatment cannot maintain gains. SHCLA, the Supportive Housing Community Land Alliance, is a community land trust operating, founded in collaboration between supportive service organizations, members living with serious mental illness and their families, and Alameda County Behavioral Health. SHCLA acquires residential properties, removing them from the speculative real estate market permanently, and master-lea
ses them to licensed adult residential facility (ARF)
operators at below-market rates. ARF operators house adults with serious mental illness in stable, supported homes with access to mental health services, medication management, and case coordination. SHCLA also acquires multifamily residential properties and offers shared ownership opportunities for SMI adult residents financially supported by their families. SHCLA's models are grounded in the community land trust (CLT) principle: the land trust holds the property in perpetuity, guaranteeing permanent affordability regardless of market conditions. Unlike conventional subsidy-dependent housing that reverts to market rates when subsidies expire, SHCLA properties are permanently affordable — a public asset that compounds in value over time. • I believe there is a lack of housing support for homeless individuals and mental health. I believe having more housing for people that do not have an income. I think having more 24

resources would help. I also believe having more support groups and Drop In Centers would really help individuals.
• Individuals experiencing Behavioral Health and Housing needs. There is an epidemic of homelessness on the streets that needs to be addressed. • Everyone needs support and I feel the cuts will make things worse. • Homelessness has become an epidemic and Behavioral Health needs, need to be addressed.
• The people in the program need help with housing really bad. • Offer support with housing and mental health.
• Housing is a definite need. People need to know how and what to do. Places don't even let you know everything they offer.
• Housing, because it is hard to stay sober without housing. • Immediate housing placement for people with disability and mental health needs. • No.
• Housing First. Keep at risk folks housed. Connect then with Mental Health and Substance Abuse Prevention services.
• Anything that gets more people into long-term housing. • Keep offering hotels as transitional housing.
• More robust case management services are needed. I am most familiar with case management through the senior centers. While the case managers do a great job they can only help those who can follow through on referrals themselves. We really need case managers who can provide a higher level of support for people who can't follow through on their own.
• Unhoused people experiencing behavioral health needs have nowhere to experience them but in public, which is degrading to them and also affects the broader community. • Housing and regular continuous services to maintain them in housing. • B
uilding supportive housing or other housing/support options (such as protected RV parking) for Berkeley residents experiencing homelessness and mental health issues). • Without a home, the rest are just band aids.
• Public- pri
vate partnerships.
• Homeless people with mental health problems need to be taken care of with mental health care and housing. It is unacceptable to have involuntary homelessness and involuntary need to live in encampments. Housing and transition to jobs need to be provided. Substance abuse in this population should be addressed at the same time.

People with substance abuse find it very hard to transition until the substance abuse is addressed. I think it is more important to treat homeless individuals for substance abuse than the general population.
25

• More services for people who do not want to connect with formal behavioral health, whose housing is at risk due to their unmanaged mental health. • More housing that includes wraparound services.
• More community-oriented support and preventative care. • Most bang for the buck is outward facing solutions that help those that need services AND provide "solutions" for (tax payers/funders/voters) make feel like "something in it" for them, which is safety vis a vis programs for those with behavioral challenges. My rankings above apply when "mental health needs" refers to severe mental health issues that prevent an individual from engaging in regular activities: school, work, job, EXCEPT for children/youth whose mental health should be supported as early as possible, before it interferes with regular functioning.
• We need enhanced direct mental health services. The budget has been incrementally slashed over 4 decades, we need to restore adequate funding for all the programs rather than choose which to prioritize and which to cut. That said, it's quite wonderful that in California taxes are being tailored to fill some of the gaps in services, to make up for federal cuts to all social welfare safety net programs -- we need to find even more sources of funding for wrap-around mental health services as well as the excellent preventive programs (mental health services in public schools, early intervention, public education, etc).
• Comparable to assisted living facilities for the elderly, there should be a housing complex with single rooms and onsite services to reduce behavioral as well as mental health issues and substance abuse. There also would be onsite activities for residents to develop useful skills that eventually might lead to job placements. All nine categories above would benefit from that.
• There ought to be more resources to provide both housing and mental health resources to those experiencing homelessness; the City of Austin, for instance, has a Homeless Strategy Office that streamlines and coordinates all programs related to helping people get the help they need, using innovative strategies for engaging with homeless members of the communities.
• More housing with supportive services.
• Nutrition
• Affordable low income and moderate income housing. Housing first programs plus wrap around behavioral health care and substance use services with linkage to employment and academic services with Affordable low income and moderate income housing after Transitional programs. Women and children and (Family including father's and single fathers ) 24 hours shelters and transitional housing with behavioral health and substance use services. Children and TAY youth outreach and drop-in centers and 26

24 hour shelters and transitional housing with behavioral health substance use and academic and employment support. A Return to 2004 where there were services for every age group and family constellation and there were not older unhoused people living on the streets. Berkeley had some of the best homeless and mental health services and now is sub-par due to choices of how money is spent. • Housing is essential, but it should not be funded at the expense of mental health services. Full-Se
rvice Partnerships provide the intensive mental health and case management supports needed for people with severe mental illness to maintain housing and stability. BHSA should preserve strong funding for FSPs and integrated services for the highest-need populations.

Responses that ranked individuals experiencing substance use disorders or overdoses as most important (5 responses):
• Open an all Female Facility.
• More outreach programs to help those out on the streets in need of programs. • I
ndividuals with substance use disorders which often are a consequence of mental health issues should not excluded fro
m any services.
• There is an unacceptable number of people on the streets of Berkeley who are either high or mentally disturbed, begging or wandering around out of their minds. The majority of whom are Black. I don't know if they suffer substance addiction or mental illness or both, and whether or not they are housed at night. I don't know why so many people sleep on Berkeley streets in doorways. How would I know, or answer intelligently, which should be the priority? There is special funding from other sources for veterans and youth. We should focus on those falling through the cracks. When Berkeley counts the number of unhoused people you ought to determine why. • Aggressive low-barrier buprenorphine access. Rapid emergency dept and jail linkage.

Housing stabilization. Contingency management for stimulant use. Integrated mental health care.

Responses that ranked Individuals from cultural/ethnic populations who experience behavioral health needs as most important: (18 responses):
• Individuals coming from underserved ethnic/cultural populations experiencing increasing concerning mental health needs due with recent political climate changes (race, LGBTQIA+, etc).
• Number one f
or individuals from cultural/ethnic populations experiencing behavioral health needs and because trauma can be passed through diverse generations of family.

We all heal collectively. More events, community engagement to celebrate cultures. 27

Open talks, film screening, books. More funding for programs. Safe open spaces to talk.

Holistic, Psychologists and Psychiatrists.
• Have a Food Drive or something to have an invitation to, so you feel like a special guest, not just another customer.
• I wish there were more services and opportunities for people in recovery to obtain housing.
• LGBTQIA+ populations are facing an increasingly hostile social and political environment. This being the case, our LGBTQIA+ community members need competent and affirming behavioral health support and care. Services oriented towards this population are essential, and they are underfunded. Funding LGBTQIA+ specific care is essential.
• I would continue to fund the programs who are helping the communities. • Expand culturally competent services, stop gap services that are already overburdened, and services that prioritize holistic wellness rather than medical model. • Decrease bureaucracy and gate keeping for mental and behavioral services access for minorities. Coordinate with organizations to provide services in the schools. • More outreach.
• Outreach to institutions where cultural groups frequent such as churches, schools, reentry programs, hospitals and clinics to promote services. • I hated having to do this but I thought that underserved populations would probably encompass individuals from all other groups.
• They have less resources and their needs have been invisible before MHSA their social locations made more difficult to access services and treatment. • People from underserved cultural/ethnic populations are not able to access existing programs due to language and cultural barriers. We need navigators who come from that specific community to help community members to understand resources and actively help them to access those services; more support groups led by people from that community; more peer counselors from that community; more pipelines to help people from underserved communities to access existing services. • Language access, peer counseling, more support for providers from marginalized groups to get training, more group therapy/support for individuals who can't access individual therapy.
• To increase the number of individuals from underserved backgrounds to access mental health services, there needs to be a greater emphasis on language access (including indigenous languages) and more providers from these populations. Case navigators from trusted community organizations are also critical in supporting folks to access existing supports and navigate available resources. Support groups and peer 28

counselors are also great ways to provide support outside of the traditional mental/behavioral health setting as they are less intimidating and have lower barriers to entry as well as they facilitate community building which increases retention and long- term participation. This also applies to substance use support groups. • Lower barriers for people from ethnic/language communities that have a hard time learning about and accessing these services More peer counselors and support groups, which are cost-effective and easier to make culturally relevant. • Active outreach into the community to reach underserved populations that are hesitant to receive help.
• Meeting their basic needs.

Responses that ranked veterans experiencing mental health needs as most important (2 responses):
• I don't feel that veterans get the rightful benefits due them. • People who served in the military from Vietnam to the present day are not getting support they need; many of the people I met on Harrison St in the camps were veterans without food, water or adequate shelter. I'm 76 years old; the VA didn't tell Vietnam-era veterans they were eligible for Agent Orange benefits. Many people I know have died from cancer due to their exposure, including my brother-in-law; others have had cancer removed but were sickened by radiation-therapy. All of Southeast Asia was affected by Agent Orange; not only Americans who were "in country. " Berkeley needs to stop criminalizing homelessness, provide water, food, clothing and shelter until people can be housed. Tiny Houses, shelters with on-site supervision, group homes: whatever it takes. I used to bring what I could to the camps on Harrison between 6th & 8th streets until I too became homeless in October 2025. Until that time, I saw individuals, church groups and others try to help, we can't do it ourselves. Berkeley needs to prioritize people; it's why I loved living in Berkeley. I will be okay someday, but people are dying of exposure and I could have been one of them.

Responses that ranked family members of individuals experiencing behavioral health needs as most important (4 responses):
• I feel we should request more funding to support these families. • I'm not sure.
• Cause family going through a lot.
• I think it is very important for children and families to have help. Children are our future and families are a major support for those with mental health needs. 29

Responses that skipped the question ranking areas of importance. (3 Responses):
• Children/Youth need help with things going on in their lives and they need help talking about what's going on.
• I earnestly believe institutions to fundamentally approach this arena in bad footing.

Mental health services and the broader industries of psychology/psychiatry are rooted in eugenics theory. Nationwide I see organizations hobbled by fear of lost funding, erring on the side of paternalism. For instance the CTHVN just recently was called out and corrected their internal edict to not share resources that are not under their dominion. The Wildflower Alliance has been notified of online DIY spaces that would enable more grass roots community but has refused to share these free and eager advertising spaces to their newly trained facilitators. It's all rather venial in my eyes.

HVN organizations across the world set up spaces online for a few years before needing to shudder their services. I am bothered that these organizations have little desire to cast into motion resources/mechanisms that could outlive themselves. We all ought to seek the means to empower the disenfranchised, I believe the methods to forever push the HVN into a growing grass roots movement that is open source and incapable of answering to any other authority is available to anyone who can use Google or talk to ChatGPT. This is still a project on my horizon, all in due time. The desire for paid leadership to change the world simply is not in the cards in my eyes. Obviously more power to all of you for doing what you can, I and many others stand upon the shoulders of giants who stood in the face of centuries of societal prejudice to make what exists today. Still, it is beyond me that the 3 largest players in the international HVN game will not capitalize off what is by all accounts a "free lunch" that continues to give back. No words for the UK network that actually hides its virtual connections behind email requests and screenings out of fear of being "hacked. " Perhaps I can offer the words luddite or deliberate stymie.
• Public help - Public Health all important.

6.) Is there an area of behavioral health need (ie mental health or substance use) in Berkeley that was not mentioned in question #5 above? If so please describe, and share any ideas, strategies and solutions to help us improve in this area. (113 of 228 answered this question).

Responses included one each of: “I believe most situations have been covered”; “I can’t think of any”; “I don’t think so”; “0”; “I Don’t live in Berkeley”; “See above answer”; two “Not Sure”; three “None” or “I have none”; three “not to my knowledge”; sev en “No”;
thirteen “N/A”. Other responses:
• LGBTQIA+ mental health.
• More focus on harm reduction and trauma related disorders (PTSD and C-PTSD). 30

• In our growing political situation, I think there needs to be more support for Transgender people and immigrants (particularly those without citizenship). • Drug prevention in youth, more education, access to narcan and other od preventors, focus on education just as much as drug restriction, because when the substances are accessed anyway (which always happens), what the youth knows and has learned about them will affect how or if they use them.
• The City of Berkeley should consider deploying housing intervention funds as soft or forgivable debt for nonprofit housing developers (CLTs), paired with targeted operating subsidies, to ensure supportive and deeply affordable housing projects can financially pe
ncil and secure additional capital. Early-stage subordinate financing, structured as low-interest, deferred, or forgivable loans, can reduce the overall capital stack burden and enable developers to leverage private debt, or low-interest public financing. In addition, operating subsidies tied to supportive housing or behavioral health services can stabilize long-term project performance, particularly for housing serving residents with extremely low incomes or complex health needs. This strategy allows nonprofit developers to move projects forward more quickly, reduces risk for lenders, and ensures that Berkeley’s housing investments unlock additional external capital while preserving long-term affordability and service capacity. • I believe having more mental health support groups, resources, resource centers, case management, would greatly help.
• Medi-Cal ineligible youth.
• To recognize abuse cases as work related cases. Veterans VFW. • Program partnerships for seniors, older adults and youth connect to share experiences.

Address root cause of Behavioral Health intergenerational programs. • One-on-One and Group Therapy. More accessible therapists for all ages in this City (minimal to no cost). More accessible Art Therapy Groups. More affordable housing scholarships/support/measures for TAY aged youth who need help paying rent as they transition to adulthood jobs.
• Volunteer opportunities.
• Sound, Meditation, Support Groups.
• No, all needed.
• Wellness and Recovery programs, the psychology of wellness to help with emotional healing.
• Activities for the mentally stressed and group efforts. • The use of "mental health" seems perhaps, overly broad and not defined. I know that depression is a "slippery" issue and that making low-risk options (that don't have "emotional heavy-lifting" commitment required) available can have positive results.

Question: Was nothing done about housing before? Or are the funds for them are now gone (federal?) and so now a chunk of mental health/support funds have to make up the deficit?
• More mental health services.
• I believe that these solutions would greatly help people in Behavioral Health, especially training for counseling and working in Behavioral Health. 31