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MH Commission Packet October 24, 2013
Office: 3282 Adeline Street, Berkeley, CA 94703 • [email protected] (510) 981-7721 • (510) 981-5255 FAX
Health, Housing & Community Services Mental Health Commission
To: Mental Health Commissioners From: Carol Patterson, Commission Secretary Date: October 16, 2013 Documents Pertaining to 10/24/13 Agenda items: Agenda Item
Description Page
2.A. October 24, 2013 Agenda 1 2.C. September 26, 2013 Unadopted Minutes 3 3.A. Candidate Interview • Interview Guidelines 5 • Applicant Criteria Rating Form 7 5.B. Discuss and Comment on Alameda County Recommendations • Revised Recommendations for AB 1421from Behavioral Health 8 • Summary AB 1421 Recommendations 30 • Visual Summary of AB 1421 Recommendations 33 6. Assisting Albany Bulb mental health consumers • Article – Eviction Imminent – Contra Costa Times 34 • Article – Albany Bulb – Daily Planet 36 7. Impact of Tasers • Article – Suicide Attempt Could Have Been Prevented – Daily
Planet 38
• Article - Berkeley Union Makes case - Berkeleyside 39 • Article – City leaders Weigh in - Berkeleyside 42 • Article – Berkeley Association - Berkeleyside 45 10. December Agenda Item Tracking Form 47 Documents Pertaining Future Agenda Items
Description Page NAACP Town Hall Summary & Recommendations Report 50
Office: 3282 Adeline St. • Berkeley, CA 94703 • (510) 981-5217 • (510) 981-5255 FAX
Health, Housing & Community Services Department Mental Health Commission
Berkeley/Albany Mental Health Commission
Regular Meeting Thursday, October 24, 2013
Time: 7:00 p.m. – 9:00 p.m. North Berkeley Senior Center
1901 Hearst Ave., Classrooms A & B
AGENDA
All Agenda Items are for Discussion and Possible Action
Public Comment Policy: Members of the public may speak on any items on the Agenda and items not on the Agenda during the initial Public Comment period. Members of the public may also comment on any item listed on the agenda as the item is taken up. Members of the public may not speak more than once on any given item. The Chair may limit public comment to 3 minutes or less. Time Item 7:00 1. Roll Call 7:02 2. PRELIMINARY MATTERS
A. Agenda Approval B. Public Comment on items not on the agenda C. Approval of the Sep. 26, 2013 Meeting Minutes D. Staff Announcements/Updates
7:12 3. Recommendation for Appointment to Commission
A. Interview Neal Adams 7:25 4. Report from Mental Health Division (Kelly Wallace, Interim Division Manager)
A. Family, Youth and Children services 7:45 5. Recommendations for improving services to persons experiencing mental
health crises A. Establish a Subcommittee to propose recommendations to the Commission
to be sent to Council B. Discuss and provide comments on Alameda County Behavioral Health
recommendations on AB 1421 implementation 8:05 6. What can be done to assist in the transition of mental health consumers from
the Albany Bulb?
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3282 Adeline St. • Berkeley, CA 94703 • (510) 981-7721 • (510) 981-5255 FAX
8:25 7. The impact of Tasers on the Mental Health Community 8:45 8. Alameda County Mental Health Board (ACMHB) Liaison Report (Carole) 8:50 9. California Association of Local Mental Health Boards/Commissions (Carole) 8:55 10. Agenda Items for December meeting 9:00 11. Announcements 9:05 13. Adjournment Communications to Berkeley boards, commissions or committees are public record and will become part of the City’s electronic records, which are accessible through the City’s website. Please note: e-mail addresses, names, addresses, and other contact information are not required, but if included in any communication to a City board, commission or committee, will become part of the public record. If you do not want your e-mail address or any other contact information to be made public, you may deliver communications via U.S. Postal Service or in person to the secretary of the relevant board, commission or committee. If you do not want your contact information included in the public record, please do not include that information in your communication. Please contact the secretary to the relevant board, commission or committee for further information. The Health, Housing and Community Services Department does not take a position as to the content.
Contact person: Carol Patterson, Mental Health Commission Secretary at 981-7721 or [email protected].
Communication Access Information: This meeting is being held in a wheelchair accessible location. To request a disability-related accommodation(s) to participate in the meeting, including auxiliary aids or services, please contact the Disability Services specialist at 981-6342 (V) or 981-6345 (TDD) at least three business days before the meeting date. Please refrain from wearing scented products to this meeting. Attendees at trainings are reminded that other attendees may be sensitive to various scents, whether natural or manufactured, in products and materials. Please help the City respect these needs. Thank you. SB 343 Disclaimer Any writings or documents provided to a majority of the Commission regarding any item on this agenda will be made available for public inspection in the SB 343 Communications Binder located at the Family, Youth and Children’s Clinic at 3282 Adeline Street, Berkeley.
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3282 Adeline St. Berkeley, CA 94704 Tel: 510.981-7721 Fax: 510.981-5255 TDD: 510.981-6903
Department of Health Services Mental Health Commission
Berkeley/Albany Mental Health Commission Unadopted Minutes
North Berkeley Senior Center Regular Meeting 1901 Hearst Ave. September 26, 2013 at 7:00 pm Classrooms A & B Members of the Public Present: None. Staff Present: Dan Ezekiel, Oona Appel, Mitch Radin, Kelly Wallace, Tenli Yavneh 1. Call to Order at 7:08 pm
Commissioners Present: Charles Black (Acting Chair), Shelby Heda, Paul Kealoha-Blake, Carole Marasovic, Jean-Marie Herve Michel, Jr, Shirley Posey. Commissioners Absent: Jesse Arreguin, Jeffrey Davis, Anna Mae Stanley
2. Preliminary Matters
A. Approval of September 26, 2013 Agenda
M/S/C (Marasovic, Heda) Move to approve the September 26, 2013 Agenda, removing items 6.B. (Authorizing Carole Marasovic to communicate to the ACMHB…) and 7. (California Association of Local Mental Health Boards/Commissions.) Ayes: Black, Heda, Kealoha-Blake, Marasovic, Michel, Posey; Noes: None; Abstentions: None; Absent: Arreguin, Davis, Stanley.
B. Public Comment
C. Approval of the July 25, 2013 minutes
M/S/C (___________, Michel) To approve the July 25, 2013 minutes as written.
Ayes: Black, Heda, Kealoha-Blake, Marasovic, Michel, Posey; Noes: None; Abstentions: None; Absent: Arreguin, Davis, Stanley.
D. Staff Announcements
3. Report from the Mental Health Division – Kelly Wallace Tenli Yavneh and Dan Ezekiel spoke about the Crisis, Assessment and Triage (CAT) team which includes a phone line, mobile crisis and homeless outreach.
4. Referral from Council: Recommendations for improving services to persons
experiencing mental health crises No action taken.
5. Liaison Reports
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Mental Health Commission September 26, 2013
A. MHSA Advisory Committee – Chuck Black reported on the recent activities of the
Committee and plans for site visits. B. Safety Committee – no report C. City Council – no report
6. Alameda County Mental Health Board Liaison Report -
A. The recent EQRO Consumer Focus group at Berkeley Mental Health was discussed.
8. Review of Agenda Items Backlog The Commission reviewed the first part of the list of future agenda items and made
recommendations for removal of items. The second portion of the list will be revisited next month.
9. Prioritizing agenda Items for next month: How mental consumers can be helped to
transition from the Albany Bulb, the recent suicide attempt being used to justify the use of Tasers
Adjournment at 9:00 pm. Minutes submitted by: ____________________________________ Carol Patterson, Commission Secretary
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Mental Health Commission Interview Guidelines
The purpose of the Commission interview is to determine if the applicant meets the “General Commissioner Qualifications” as listed on the application. Listed below in bold are the General Qualifications, with suggested interview questions.
• Demonstrates interest in community mental health services o Ex. What is their interest in community mental health services?
• Ready to commit to Commission duties, including preparation for and
regular attendance at monthly Commission and Committee meetings, timely review of meeting materials and completion of Commission paperwork and training
o Ex. Are they willing and able to attend retreats, Commission and Committee meetings? (Hand them a list of regularly scheduled meetings for the year.)
o Ex. Are they able to commit 8 – 10 hours/month to prepare for and attend meetings?
• Willing and able to work alongside mental health consumers and members of diverse communities
o Ex. What is their experience working alongside consumers? Members of diverse communities?
• Able to constructively handle conflict and differences of opinion o Ex. What experience have you had working as a team? What role did
you have? o Ex. How have you dealt with differences of opinion and conflicts while
working in a group?
• Reflects the diversity of the Berkeley/Albany community o Currently the MH Commission is recruiting for members of the Latino and
Asian Pacific Islander communities. Are you a member of any of those communities?
o How could the MH Commission be more accessible to those communities?
o Do you speak any other languages besides English? o How could BMH better serve the diverse communities of Berkeley and
Albany?
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• Willing and able to work with City staff, Mental Health management, Albany and Berkeley City Councils
o What experience have you had working with City staff? Mental Health management? Albany City Council? Berkeley City Council?
Inappropriate questions:
o Asking about MH diagnosis of applicant or their family member o Asking about the specifics of applicant or applicants’ family MH
experience (The Secretary will verify whether Special Interest applicants or their family members have experience with public mental health services.)
o Asking about MH politics ie. Do you believe in medication? Do you believe in psychiatry as viable field?
o Asking about marital status or sexual orientation o Asking about religion or spiritual beliefs o Asking their age
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Applicant’s Name________________________________________________________
Mental Health Commissioner Applicant Criteria
Application
Interview
Interest - Demonstrates interest in community mental health services
Commitment - Ready to commit to Commission duties; preparation & attendance at meetings; timely paperwork
Diversity - Reflects the diversity of the community
Cooperation - Able to constructively handle conflict & differences of opinion
Welcoming - Willing and able to work alongside consumers , family members & diverse members
Effective - Able to work with City staff, management & Berkeley & Albany City Councils
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ALCOHOL, DRUG & MENTAL HEALTH SERVICES
2000 Embarcadero Cove, Suite 400 Oakland, California 94606
(510) 567-8100 / TTY (510) 533-5018
To: Supervisor Wilma Chan and Supervisor Keith Carson
From: Alex Briscoe, Agency Director, Health Care Services Agency
Aaron Chapman, MD, Interim Director, Behavioral Health Care Services
Toni Tullys, Deputy Director, Behavioral Health Care Services
Date: August 30, 2013
RE: Board of Supervisor Revised Recommendations for AB 1421
AB 1421 Summary
As requested at the March 18, 2013 Board of Supervisors Public Hearing on AB 1421 (also known as
Laura’s Law), HCSA/BHCS developed a set of recommendations focused on voluntary and assisted
outpatient treatment to meet the needs of mental health clients/consumers with history of non-
compliance with treatment, or those seriously mentally ill clients who our system has been unable to
reach and engage in ongoing treatment.
BHCS worked closely with our existing provider and stakeholder groups including multiple
consumer and families groups, the Mental Health Board, acute care clinical providers and our
Criminal Justice Mental Health program. We have had lengthy conversations with additional system
partners including Patient Rights Advocates and the Social Services Agency Public Guardian/LPS
Conservator. We have carefully and aggressively sought input from other jurisdictions that have
wrestled with this issue.
Specifically we reviewed 1421 and other AOT initiatives at our monthly Greater Bay Area Mental
Health Directors meeting, learning from our colleagues what they have put in place, what has worked
well and what has not. Throughout these conversations, we have identified gaps in our system,
clearly defined our needs, and considered many different service strategies.
To thoroughly understand the 1421 programs that are in place we worked directly with Michael
Heggarty, Nevada County’s Mental Health Director, about their 1421 program, which is the only
fully implemented program in California. We researched the details of voluntary AOT programs in
Los Angeles, San Diego and San Francisco Counties. We were impressed with San Diego’s new In
Home Outreach Team model and recommended it as a program we believe should be implemented in
Alameda County. We also included in our recommendations ongoing analysis and research on other
AOT models and expanded use of the LPS Conservatorship program.
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May 2013 - AB 1421 Recommendations
On May 1, 2013, following an extensive 45 day research process, HCSA/BHCS provided seven AB 1421
recommendations to the Board of Supervisors and opened a 45 day public comment period.
The recommendations focused on responding to the needs of clients/consumers that are not engaged in
services or are resistant to treatment and their family members. This includes individuals that “fall
through the cracks” of the system and may be in and out of psychiatric emergency rooms or on and off
5150’s. The needs of these clients/consumers are the same as those identified in the AB1421 legislation.
Outreach and engagement are critical components of this effort, since our goal is to connect with
individuals that have mental illness and are not involved in services. Outreach will be delivered
differently to clients/consumers, depending on their level of engagement and trust. Youth outreach will
be delivered at venues where youth gather. Adult consumer outreach may occur at their homes, in the
community or during an acute hospital stay or in a longer term, sub acute facility stay. Family members
will be able to receive support and assistance in their homes, in the community or within a hospital or
service setting.
We recognize that sometimes people are not ready for treatment, and as a result, may need repeated
attempts for engagement and treatment. We also recognize that families experience significant frustration
and disappointment at not being able to help their loved ones navigate the mental health system and get
the help they need. We believe that our recommendations will benefit clients/consumers and families and
fill the gaps identified in our system.
Public Comment on the AB 1421 Recommendations
During the 45 day public comment period, BHCS utilized different outreach strategies to maximize public
awareness of the AB 1421 recommendations and to engage the community in meaningful discussions.
BHCS posted the recommendations on their website and asked the public to submit comments online via
a dedicated email address. Press releases and updates were distributed to all local, regional and online
media to inform the community that the recommendations were available for review. Links to the
recommendations were also sent to BHCS staff and contracted community-based organizations.
BHCS received a total of 28 written comments and letters, summarized below:
Twenty-two individuals from Alameda County provided written comments, 72% in support of
AB1421.
The BHCS Pool of Consumer Champions, representing Alameda County’s mental health
consumer movement, submitted a letter opposing AB1421 and commenting on each
recommendation.
Tri-Valley NAMI submitted a letter in support of AB1421.
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Two BHCS contracted, community-based agencies - the Mental Health Association of Alameda
County and San Francisco’s Family Services Agency - provided comments on the
recommendations.
Three out-of-county organizations strongly supported implementation of AB1421: Turning Point
in Sacramento, which manages Nevada County’s AOT program, the Treatment Advocacy Center
and Mental Illness Policy Organization.
Two out-of-county individuals submitted letters, one in support, one opposed to AB1421.
BHCS Leadership participated in a total of nine stakeholder meetings with over 150 participants,
including family members, consumers and providers. The Director’s monthly Family Dialogue
meetings, which include representatives from the Alameda County Family Coalition, NAMI East Bay,
NAMI Alameda County and NAMI Alameda South, expanded to include family members particularly
interested in AB 1421 and family members unaffiliated with any group. The Deputy Director met with
NAMI Tri-Valley members in Livermore to review the recommendations and listen to the group’s
feedback and concerns. In each of these meetings, family members voiced strong support for
implementation of AB1421.
The Deputy Director discussed the recommendations with the Consumer Empowerment Leadership
Group, which includes county and community-based consumer leaders. The group voiced strong
opposition to implementation of AB1421. The BHCS Pool of Consumer Champions, representing over
650 consumer members, provided formal comments as noted above.
BHCS Leadership also reviewed the recommendations with our BHCS Executive and Expanded
Administration teams, which include all BHCS senior managers. We shared the recommendations with
the Acute Care Coordination clinicians from acute settings and intensive case management programs and
the Criminal Justice Mental Health, Transition Age Youth Team and Adult System of Care Service Team
Directors. Towards the end of the public comment period, we held two provider stakeholder meetings, to
provide additional opportunities for feedback. In each of these meetings, we asked providers for their
comments and suggestions.
Throughout this process, BHCS Leadership has worked closely with the County’s Social Services
Agency Public Guardian/LPS Conservator’s Office. BHCS will collaborate with the Public Guardian/LPS
Conservator’s Office to provide training opportunities about private conservatorships for interested family
and community members. We have also continued discussions with our other system partners, including
the Patient Rights Advocate, John George Administrator and Board of Supervisor’s staff.
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The Revised AB1421 Recommendations
Expanding Peer Support
Throughout the AB 1421 process, the BHCS values of wellness and recovery, consumer choice and peer
and family support have guided our approach. If the primary goal in this effort is to engage and provide
hope to clients that are not engaged, not connected to or participating in services, often cycling through
acute care services and falling through the cracks, we know that peer support can make a difference.
Peers, given their own lived experience as mental health consumers, can connect with and support
individuals in the midst of these significant challenges. We have seen the strength of these connections
and the tremendous impact of peer support in many BHCS programs.
We expanded the role of peer support in the revised recommendations and included implementation of the
Mentors on Discharge Program and a Peer Navigators Program Pilot. Our intent is to create a pool of
peer mentors/navigators that can work with clients/consumers in the hospital, in acute settings or in the
community, providing hope, support and access to wellness and recovery resources and linking clients to
behavioral health and primary care services.
Analyzing San Francisco’s Voluntary AOT Program
One of the initial AB 1421 recommendations was to analyze local, voluntary AOT programs. In May,
BHCS Leadership and the Social Services Agency Public Guardian/LPS Conservator visited San
Francisco County’s voluntary Lanterman Petris Short Act Community Independence Pilot Project (LPS-
CIPP). We met with the LPS-CIPP judges and San Francisco’s Behavioral Health Director, Medical
Director and LPS Conservator to learn about the program design, participants and outcomes. LPS-CIPP
provides conservatorship, medication and case management to clients/consumers who have a history of
psychiatric hospitalizations and non-compliance with treatment, and who are at risk of re-hospitalization
or admittance to a longer-term locked psychiatric facility without proper care.
The goal of the LPS-CIPP is to assist participants in their goal to live independently and productively in
the community by maintaining their stability and mental health. The pilot’s outcome data demonstrated a
significant decrease in hospital recidivism among participants, coupled with improvement in their mental
health. BHCS has not included this program in the recommendations, as there is more for us to learn and
for our system partners to consider. We plan to invite consumers, family members, providers and County
partners to participate in exploratory discussions and to join us in future meetings with San Francisco
County.
Responding to Public Comment
Based on public feedback and AB1421 discussions with clients/consumers, families, providers and
county partners, BHCS also added intensive case management programs for Transition Age Youth and
clients/consumers in the criminal justice system experiencing early episodes of mental illness. While they
are not included in these recommendations, BHCS plans to explore the feasibility and development of a
voluntary peer respite center and the expansion of voluntary crisis residential beds in our system.
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After careful review of AB1421 and AOT models, the HCSA Director requested that BHCS include a
pilot AB 1421/AOT program in the revised recommendations and he further directed BHCS to develop
the pilot with careful coordination with consumer leadership and consumer participation in the design,
development, and evaluation of the pilot. The HCSA Director pointed out high rates of involuntary
treatment consumers already experience through over reliance on the 5150 and EMS system and the
effective use of the bench in other collaborative models of brining previously disconnected consumers
into treatment. The HCSA Director has specified that BHCS include consumers in outreach and
delivery of multiple models of voluntary treatment before referral to AOT would be considered.
Since the initial recommendations did not include an involuntary program, the consumer community was
surprised and disappointed that BHCS would be recommending an AOT pilot. The HCSA Director met
with consumer leadership and reviewed their questions and concerns and reiterated BHCS’s commitment
to voluntary treatment as the focus of our system---and he also reiterated the agency’s concern that a
small number of consumers continue to cycle through our system without connecting to care, and that the
agency must explore all models to more effectively reach this population.
As a follow up, the BHCS Interim Director and Deputy Director met with the Pool of Consumer
Champions, in which more than fifty consumers voiced their opposition to the inclusion of an involuntary
AB 1421/AOT program.
The following summarizes the goals of the ten revised recommendations to follow:
Implement new outreach and engagement initiatives targeted to meet the needs of youth, adult
consumers and family members.
Identify and deploy strategies to engage clients/consumers who are not compliant or engaged in
services with treatment and support designed to continue to engage them until they have an
ongoing source of care.
Address the special needs of families for support, information and assistance.
Offer individual peer support for clients/consumers who are in the hospital or transitioning among
different levels of care and into the community.
Expand intensive case management for clients/consumers as soon as they are discharged from the
emergency room, acute hospital or sub acute facilities to help them transition back into the
community and to better support therapeutic gains made after acute episodes.
Expand intensive case management services for clients/consumers who are incarcerated and
experiencing initial or early episodes of mental illness.
Consider referral to the AB 1421/AOT pilot only after clients/consumers have been unable to
engage in services through the new outreach and engagement strategies, with individual peer
support and participation in an intensive case management program.
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The revised recommendations will:
Offer an array of services that make it possible for clients/consumers to engage, whatever their
level of readiness;
Increase resources for clients/consumers and families, with an emphasis on youth, individuals
recently diagnosed with a mental illness and those that may “fall through the cracks”;
Increase choices for individuals to engage in services and treatment;
Provide peer support to assist clients/consumers when they are discharged from the hospital or
transition from acute levels of care to less intensive levels of care and into the community;
Utilize evidence-based and best practices that demonstrate improved client outcomes and
Include a one year pilot of an AB 1421/Assisted Outpatient Treatment program.
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The Revised Recommendations
Outreach and Engagement with Youth, Consumers and Families
1. Pilot San Diego County’s In Home Outreach Team (IHOT) to provide home or community-based
support and education to clients/consumers, family members and caregivers.
2. Pilot a Street Youth Outreach Team to meet and engage young people “where they’re at” in the
community and help link them to services and treatment.
3. Offer Multifamily Groups to support family members of youth who are not engaged or
participating in their treatment.
Utilize Peer Navigators to Provide Peer Support to Clients/Consumers Receiving Services
4. Implement the Mentors on Discharge Program to support clients/consumers following their
discharge from John George Psychiatric Pavilion and possibly other local psychiatric hospitals.
Funded by a BHCS MHSA Innovations Grant, this program demonstrated a 67% decrease in
hospital recidivism rates for clients/consumers that had a peer mentor upon their discharge. (New
recommendation)
5. Develop and pilot a Peer Navigators Program to offer individual peer support to clients/consumers
during care transitions and to provide linkages to primary and behavioral health care services and
community resources. (New recommendation)
Expand Hospital-Based Resources and Intensive Case Management Services
6. Hire an Acute Care Clinical Manager to work with staff at John George Psychiatric Pavilion and
to identify BHCS services and community resources for clients/consumers in the Psychiatric
Emergency Room or in the hospital. (Recruitment will open in September 2013)
7. Expand Intensive Case Management Services for Transition Age Youth who are difficult to
engage, require assistance with maintaining their activities of daily living and would benefit from
these services. (New recommendation)
8. Expand capacity of the STEPS Adult Intensive Case Management Program to address a broader
target population that includes clients/consumers experiencing early episodes of mental illness in
the hospital.
9. Expand capacity of the Forensic Assertive Community Treatment (FACT) Team to address a
broader target population that includes clients/consumers experiencing early episodes of mental
illness while incarcerated (New recommendation)
Pilot an AB1421/Assisted Outpatient Treatment Program
10. Through a stakeholder planning and evaluation process, develop a one year pilot of AB1421/
Assisted Outpatient Treatment that will serve a maximum of 5 clients/consumers. The planning
process will include defining eligibility criteria for Alameda County and identifying outcomes for
the pilot. (New recommendation)
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Additional Program Considerations
BHCS is considering three additional efforts that would expand services to meet the needs of the target
population:
1. A new collaboration between local law enforcement and the BHCS Crisis Response Program to
develop clinical “ride along” team. Police officers that have completed the BHCS Crisis
Intervention Training would partner with behavioral health clinicians and this team would respond
to police calls related to mental health needs. A pilot program is being considered for Winter 2014
through the BHCS MHSA Prevention and Early Intervention Program.
2. Explore the development of a voluntary, short stay, peer respite center, modeled after Second Story
in Santa Cruz, CA, which was funded by SAMHSA and serves as a national pilot program.
3. Expansion of crisis residential beds in Alameda County.
Recommended Programs: Performance Measures and Outcomes
The BHCS System of Care Directors will work with each of the recommended programs – pilots and
program expansions - to develop and integrate clearly defined performance measures that will be tracked
and evaluated quarterly. Program and client outcomes will be reviewed by the BHCS Executive Team,
program providers and consumer and family representatives every quarter. In addition to these groups,
the AB 1421/AOT Pilot Program outcomes will be shared and reviewed by the AB1421 Working Group.
Both program and client outcomes will inform each program’s operational efforts and serve as the
foundation for program evaluations and potential program expansion or implementation.
Recommended Programs: Funding
Each of the recommended voluntary programs can be supported by MHSA funding. The pilot programs -
In Home Outreach Team, the Street Youth Outreach Team and the Peer Navigator Program – will be
funded through the BHCS MHSA Innovations Grants process. The expansion of existing intensive case
management programs will be funded by MHSA. BHCS Leadership will follow our existing MHSA
process and bring all MHSA programs and funding requests to the MHSA Stakeholder Group for their
review and approval as a first step in the implementation process. The court-ordered IHOT pilot would
be funded through County General Funds because MHSA funding cannot be used for involuntary
services.
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Recommendations: Next Steps
BHCS Leadership is confident that these revised recommendations, when implemented as described, will
expand and improve services for the types of clients/consumers identified in AB 1421. Outreach
programs will assist clients and their families. Peer navigators will offer their lived experience and
support to clients/consumers across the systems of care. Family members will receive more direct
support and assistance. Clients/consumers that are experiencing early episodes of mental illness will
receive intensive case management and step down into community programs with peer support. A pilot
AB 1421/Assisted Outpatient Treatment program will be designed, implemented, and evaluated by a
diverse stakeholder body that will carefully honor and reflect the voice of consumers.
Most importantly, these recommendations will help to close the service gaps that stakeholders identified
at the March 2013 Board of Supervisor’s Health Committee public hearing and throughout the public
comment period. Given the complex challenges faced by those living with a mental illness, we know that
no single program or approach will meet the needs of every client. However, each of the program
recommendations are based on practices that have been successful in engaging clients/consumers and
family members and demonstrating improvement in client and family outcomes. We will continue to
research and analyze new and emerging programs that have the potential to meet client and family needs
in Alameda County, and that support the values of wellness and recovery, client/consumer choice and
peer and family support.
Dr. Aaron Chapman, the Interim Director, and Toni Tullys, Deputy Director, are available to meet with
the Board of Supervisors and their staff to discuss these recommendations and respond to any questions
or requests for additional information. As members of the BHCS Leadership Team, we are here to
support the Board and Alameda County’s residents.
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Recommended Programs: Summaries
1. Pilot San Diego County’s In Home Outreach Team to Support Clients and Families
BHCS Recommendation: Implement a pilot In Home Outreach Team (IHOT) to provide mobile
outreach to youth and adults with serious mental illness and to family members who are dealing with the
mental illness of loved ones. The IHOT program was developed by Telecare, Inc. for San Diego County,
as a voluntary alternative to AB1421. The pilot was launched in January 2012 and has demonstrated
effective outreach and engagement strategies with significant engagement outcomes. In July 2013, the
San Diego Board of Supervisors voted unanimously to expand the IHOT program, based on the
program’s outcomes and positive stakeholder feedback.
BHCS strongly recommends this new program, as it is designed to meet people in their homes, and in the
community, and to provide immediate support and assistance. This is an outreach and engagement
program, rather than a service program, and the team is trained on how to effectively reach out and
support individuals in need. BHCS has reviewed the IHOT program design and program outcomes and
discussed the IHOT Program in with the program developers, as well as the staff working directly with
clients and family members.
Program Description: IHOT uses mobile teams to provide outreach to adults with serious mental illness
who are reluctant or “resistant” to receiving mental health services. IHOT also provides extensive
support and education to family members who are dealing with the mental illness of a loved one. IHOT
uses a person-centered, non-coercive, non agenda setting approach to engage with participants. They
meet participants ‘where they are’ and work collaboratively with them to achieve their goals. Participants
may self refer or be referred by family members, clinicians, hospital clinicians and social workers, Social
Services Agency program staff, jail/corrections personnel and other community support providers.
Program Goals:
Connect participants and family members with education, support and community resources
Connect participants with appropriate medical and mental health care as is feasible
Collaborate with participants and their families to help them fulfill their hopes and dreams and go
on to lead meaningful lives
Proposed Eligibility Criteria:
18 years or older
Alameda County resident
Individual identified as having a mental health problem (may include a diagnosis of mental
illness) and declines mental health services and/or is an identified person with mental illness who
has had sporadic contact with mental health treatment and support, but is not currently engaged in
ongoing treatment or who has discontinued recommended treatment services.
Family members, defined as individuals who are dealing with the mental illness of a loved one or
are identified as a family member by the individual client/consumer.
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Services:
Outreach and engagement
Crisis management (non clinical) and support
Peer and family support
Linkage to community resources, such as primary care and behavioral health services, Family
Education Resource Center, NAMI, Pool of Consumer Champions
Staffing: The mobile team includes a peer specialist, family partner and team lead. Peer specialists and
family partners offer personal lived experience in their work with participants, family members and/or
caregivers.
Estimated Annual Costs: $275,000 (two teams) - $400,000 (three teams)
This pilot would be funded through a BHCS MHSA Innovations Grant.
Estimated Implementation Timeline: 6 months
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2. Pilot a Street Youth Outreach Team for youth (ages 18-24) with a mental illness who are
homeless or living on the street and are not engaged in mental health services or treatment.
BHCS Recommendation: Since 1996, the federal Health and Human Services Agency’s Administration
for Children and Families, Family and Youth Services Bureau (FYSB) has provided funding for Street
Outreach Programs. These programs serve and protect runaway and homeless youth and youth on the
streets who have been, or are at risk of being sexually exploited. Street Outreach Programs have been
implemented across the country and include outreach to homeless youth with mental illness.
The Street Youth Outreach Team is premised on the belief that youth can make positive changes in their
lives if presented with reasonable alternatives to street life. Services are offered on the youth’s home turf
in a manner that encourages trust and acceptance and delivered by staff who can relate to youth in a
culturally and age-appropriate way. A significant goal of the program is helping youth to identify positive
alternatives and make active, healthy choices for themselves.
Program Description: The Street Youth Outreach Team will search for runaway and homeless youth
who need help and are dealing with mental health issues. They will get to know some of the hardest-to-
reach young people and build relationships with them. They offer youth what they need to survive and
present positive choices and opportunities. The goal is to help these young people connect with resources
and leave the streets for good. Meeting youth “where they’re at” means more than meeting them “on their
turf.” Outreach workers say it means helping youth in their own time, when they’re ready.
Street outreach workers empower youth to make their own choices, and when youth are ready, staff helps
them explore the gap between where they are and where they want to be and links them to resources that
can bridge that gap. If a young person is not ready to explore these options, street outreach workers
simply remain available to them until they are.
Youth outreach workers in a particular city or area know the best places to find young people on the
streets. They often find youth in social spaces, such as coffee shops or 24-hour restaurants, in the parts of
town where services for homeless people cluster, at places that serve free meals, or in public parks and
basketball courts.
Program Goals: Engage with youth, establish trust, teach youth how to participate in their own planning
and goal setting, and create linkages to BHCS services and community resources.
Services:
Street-based outreach, education and prevention activities
Linkages and referrals to community resources and BHCS services
Mentoring and follow-up support
Individual assessments
Staffing: Two to three TAY Peer Navigators and a Licensed Clinical Supervisor
Estimated Annual Cost: $300,000
Funding Opportunities: The federal Family and Youth Services Bureau is currently accepting
applications for the Street Outreach Program. This pilot could also receive funding through a BHCS
MHSA Innovations Grant.
Implementation Timeline: 6 months
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3. Develop a Multifamily Group to Support Families and TAY Clients
ACBHCS Recommendation: Develop a Multifamily Group for family members that are affected by
young people (Transition Age Youth, ages 18-24) that have a mental illness, may have an alcohol and/or
drug issue, and are not connected to services or treatment.
Program Description: William R. McFarlane, MD, Chief of the Maine Medical Center Department of
Psychiatry, presented this model of Multiple Family Group Therapy in 1994. Psycho-educational
Multifamily Groups (PMFG) is a treatment modality designed to help individuals with mental illness
attain as rich and full participation in the usual life of the community as possible. Recognized as an
evidence-based practice, with thousands of programs across the country, the intervention focuses on
informing families and support people about mental illness, developing coping skills, solving problems,
creating social supports, and developing an alliance between consumers, practitioners, and their families
or other support people.
Program Goals: Increase social support for family members; decrease stress for family members;
improve family relationships; improve problem solving and coping skills for families and clients and
improve mental health recovery for clients.
Services: Practitioners invite five to six consumers and their families to participate in a psycho-education
group that typically meets every other week for at least 6 months. "Family" is defined as anyone
committed to the care and support of the person with mental illness. Clients often ask a close friend or
neighbor to be their support person in the group. Group meetings are structured to help people develop
the skills needed to handle problems posed by mental illness.
Staffing: BHCS intends to train a minimum of two teams of at least three people, including clinical
providers and a family partner and/or peer provider. The Multi Family Groups are reimbursable by
Medi-Cal and could be offered by staff at existing TAY or family program sites.
Estimated Cost: Training is in the range of $1200/person, which includes 12 months of monthly phone
supervision. For a three person team, the training cost would be approximately $3600. Training expenses
would be covered by the BHCS Training Budget.
Implementation Timeline: 3 months or less, depending on trainer availability
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4. Implement the Mentors on Discharge Program to support clients/consumers following their
discharge from John George Psychiatric Pavilion.
BHCS Recommendation: Funded by a BHCS MHSA Innovations Grant, this program demonstrated a
68% decrease in hospital recidivism rates for participating clients/consumers that had a peer mentor upon
their discharge. BHCS supports implementation of this grant-funded pilot because it supports our values,
including peer support; addresses an unmet need in our system; demonstrates positive client outcomes,
which are supported by data, and offers a program design that is feasible, sustainable and can be
expanded to meet demand.
Program Description: The Mentors on Discharge (MoD) program provided peer support to consumers
that had been discharged from the hospital and are transitioning back to day-to-day life. Mentors
provided assistance between acute care service transitions and linkages to community resources, an
essential role for peers and a critical service to mental health clients/consumers. The program provided
mentors to 60 people being discharged from John George Psychiatric Pavilion (JGPP), so that they might
reintegrate into their communities and discover successful recovery.
The program design included patient/client eligibility requirements, mentor requirements, mentor
reporting requirements, staff assignments and a procedure to select the program coordinator. In addition,
the pilot designed, tested and implemented a communication protocol between JGPP and PEERS, the
local, consumer-run organization and grant partner.
All prospective mentors completed a five day, 40 hour training called the “Art of Facilitating Self
Determination” by Stephen Pocklington. In addition, most of the mentors received facilitator certification
in Wellness Recovery Action Planning (WRAP). The mentors introduced the clients to WRAP and
provided support in the hospital and in the community.
At the end of the grant period, JGPP had experienced a 68% reduction in hospitalization for the
participant group. Average days between participant hospitalizations increased from 62 days before MoD
to 159 days after MoD.
Program Goals: Increase successful client/consumer transition to the community upon hospital
discharge, reduce hospital recidivism rates and provide peer support and linkages to wellness resources.
Proposed Eligibility Criteria: clients/consumers hospitalized in John George Psychiatric Pavilion and
preparing for discharge into the community. BHCS may also include other Alameda County acute
psychiatric hospitals in the procurement process.
Services: Individual peer support during client transition from hospital to the community
Staffing: Program Coordinator, Administrative and Technical Support Staff, Peer Mentors
Estimated Annual Cost: $187,500 – this program would be supported by MHSA funding
Implementation Timeline: This is a new program which will be contracted out to a community-based
provider through the BHCS Request for Proposal (RFP) process. The RFP process takes approximately
six months from posting the RFP to the execution of the contract.
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5. Develop and pilot a Peer Navigators Program to offer individual peer support to
clients/consumers during care transitions and to provide linkages to primary and behavioral health
care services and community resources. (New recommendation)
BHCS Recommendation: Train a cadre of “Peer Navigator” mental health consumer-providers with
different areas of specialties that can provide support to clients/consumers currently receiving services in
Alameda County in county-operated programs and contracted community-based organizations.
In December 2012, at the request of BHCS Leadership, consumer and workforce managers were asked to
develop a Peer Navigator Program Pilot that would align peer roles in BHCS with the emerging
development of a statewide peer specialist certification. The group researched nationally recognized
consumer trainings and peer specialist models, conducted in-depth reviews of training components and
program designs, and analyzed both the federal and state Peer Navigator Programs for the Affordable
Care Act. They sought information about other California programs and learned from the John George
Mentors on Discharge Program. Their findings were synthesized into a set of recommendations, which
serve as the basis for this pilot.
The pilot will be consumer-operated and the trained Peer Navigators will be mental health consumers
providing services to other mental health clients/consumers receiving BHCS services. Navigators can
offer their own lived experience to provide hope and support and they understand the need to meet
consumers where they are: in their lives, communities, cultures and health understanding. The pilot’s
intent is to connect peer navigators to clients/consumers in the new outreach and engagement programs
and/or with the expanded intensive case management programs. The navigators will be connected to
individuals, rather than programs, so that they can provide ongoing and familiar support to
clients/consumers as they identify their goals and manage care transitions.
Program Goals: to provide peer support clients/consumers to support their wellness and recovery, assist
with navigating complex service systems and make linkages to programs, services and community-based
resources.
Services:
Navigation among service settings and connections to behavioral health and primary care services
Assistance between service transitions and linkages, such as moving from acute into less
intensive services
Connections to a full spectrum of wellness services, which include the domains identified by the
Alameda County 10x10 Wellness Campaign (financial, social, spiritual, occupational, physical,
intellectual, environmental and emotional)
Assistance in enrollment in health insurance and other benefits
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Proposed Eligibility Criteria:
Priority for the pilot will be BHCS clients/consumers that are participating in the recommended
outreach and engagement programs who may want or need additional peer support and/or
clients/consumers participating in the expanded intensive case management programs.
BHCS clients/consumers that are moving from a higher level of care, such as a service team, to a
less intensive community-based program will also be eligible for these services.
BHCS clients/consumers receiving mental health care in integrated health care (primary health
and behavioral health) settings.
Staffing: Program Coordinator, Administrative and Technical Support Staff, Peer Navigators
Estimated Annual Cost: $200,000. This pilot would be funded by a BHCS MHSA Innovations Grant.
Implementation Timeline: 6 months
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6. Recruit an Acute Care Clinical Manager to work at John George Psychiatric Pavilion
BHCS is planning to recruit an Acute Care Clinical Manager, who will work at John George Psychiatric
Pavilion (JGPP) and identify BHCS services and community resources for clients/consumers at the
hospital. This position will partner with the JGPP staff, connect clients/consumers with BHCS programs
and community resources, collaborate with the Family Advocate stationed at JGPP, participate in
discharge planning and serve as a clinical liaison between BHCS and the hospital. This is an existing,
funded BHCS position and recruitment will open in September 2013.
7. Expand Intensive Case Management Services for Transition Age Youth who require assistance
with maintaining their activities of daily living and would benefit from these services.
BHCS Recommendation:
Develop an intensive case management program for Transition Age Youth with a serious mental illness as
described in the eligibility criteria.
Program Description: TAY intensive case management supports individuals and families utilizing a
“whatever it takes” approach, and assists them to rebuild, reconnect and reach identified goals. In-home
and community-based intensive case management services provide support and assistance in obtaining
benefits, health insurance, housing placements, parent education, tutoring, mentoring, youth recreation
and leadership development.
Program Goals: Engage young people in their own treatment; assist them to make decisions which will
be in their own best interest; help them identify their goals and remain connected to mental health
services.
Eligibility Criteria:
18 - 24 years of age
Person with serious mental illness; may be experiencing early episodes
Referred by BHCS Street Youth Outreach Team
Person is difficult to engage and is not connected to services
Person requires assistance with maintaining stability, such as housing
Would likely benefit from 6 months of intensive case management
Person provides voluntary consent to receive services
Services:
Work with youth to develop goals
Facilitate connections to medical and mental health services and to community-based services
and resources
Provide TAY peer support and connections to wellness and peer-run programs
Provide access to tutoring, mentoring, youth recreation and leadership development
Provide advocacy and linkage to housing, substance use interventions and counseling
Assists with entitlements, support and education with family and significant others
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Staffing: Licensed Clinical Supervisor, Licensed Clinicians, 1-2 TAY Peer Mentors
Estimated Annual Cost: $350,000 – the expansion would be funded through the MHSA
Implementation Timeline: This is a new program which will be contracted out to a community-based
provider through the BHCS Request for Proposal (RFP) process. The RFP process takes approximately
six months from posting the RFP to the execution of the contract.
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8. Expand the STEPS Adult Intensive Case Management Program to support a broader target
population that includes clients/consumers experiencing early episodes of mental illness in the
hospital.
BHCS Recommendation: Expand program capacity for up to 15 participants for a broader target
population as described in the eligibility criteria.
Program Description: The STEPS program provides community-based Intensive Case Management
(ICM) services and crisis intervention to clients in the first 60-90 day period following their discharge
from mental health rehabilitation centers and skilled nursing facilities. With the expanded eligibility
criteria, these services will also be provided to clients/consumers experiencing their first hospitalization
or early episodes of mental illness. The ICM model includes an average of two client visits per week, but
often includes daily visits and daily staff meetings to discuss client care plans. Clients are discharged
from the program when they have met their care plan and/or transitional goals, obtained significant
stabilization within 60 to 90 days of service or required a higher level of care to meet their current needs.
Program Goals: Reduce client/consumer utilization of psychiatric facilities; outreach and engage
clients/consumers and connect them to community-based resources and services; transition
clients/consumers successfully from acute care settings into the community.
Proposed Eligibility Criteria:
18 years of age or older
Authorization by BHCS based on a BHCS assessment, prioritization and referral
Person with hospitalization for first onset of mental illness or recent hospitalizations for early
episodes of mental illness
Person has been difficult to engage and is not connected to BHCS services
Person likely to benefit from short term, 60-90 day Intensive Case Management and are likely to
require assistance in obtaining and maintaining appointments, housing and medication regimes
Person provides voluntary consent to receive services
Services:
Assists with connections to medical and mental health services and to community-based services
and resources
Works with clients to develop a transition plan and serves as liaison to case management
programs
Provides advocacy and linkage to housing, substance use interventions and counseling
Assists with entitlements, support and education with family and significant others
Connects to wellness and peer run programs
Staff: Clinical Intensive Case Managers with expertise in engaging and working with individuals who
would otherwise require acute care services.
Estimated Annual Cost: $250,000 – the expansion would be supported by MHSA funding
Implementation Timeline: BHCS would seek to provide and implement services with an existing
provider, as soon as possible, through a contract augmentation.
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9. Expand capacity of the Forensic Assertive Community Treatment (FACT) Team to support a
broader target population that includes clients/consumers experiencing early episodes of mental
illness while incarcerated.
BHCS Recommendation: Expand program capacity up to 15 participants for a broader target population
as described in the eligibility criteria.
Program Description: The Forensic Assertive Community Treatment (FACT) Program is an MHSA
funded “Full Service Partnership” intended to comprehensively address the unmet needs of seriously
mentally ill clients/consumers who, because of their mental illness and minor criminal behaviors, are
frequently directed to and incarcerated in Alameda County’s Santa Rita Jail. The program is staffed by a
coordinated team of mental health professionals who meet daily and work together to outreach to and
serve the needs of these clients/consumers, whose behavior often directs them to the criminal justice
system. FACT serves a target population made up of individuals who demonstrate the highest levels of
unmet mental health needs in and frequent use of the criminal justice system.
Program Goals: To engage with clients/consumers who are incarcerated and experiencing early episodes
of mental illness; transition clients/consumers successfully from criminal justice/Santa Rita Jail into the
community and connect clients to services and community resources.
Proposed Eligibility Criteria:
18 years of age or older
Incarcerated and experiencing either initial onset or early episodes of a diagnosed mental illness
Difficult to engage and not connected to BHCS services or community supports
At least 2 incarcerations in current 12 month period
Person provides voluntary consent to services
Staffing: Mental health clinicians with expertise in forensic mental health services
Estimated Annual Cost: $350,000 – the expansion would be supported by MHSA funding
Implementation Timeline: BHCS would seek to provide and implement services with an existing
provider, as soon as possible, through a contract augmentation.
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10. Pilot an AB 1421/Assisted Outpatient Treatment Program
BHCS Recommendation: Develop an AB 1421 pilot that reflects Alameda County’s values of wellness
and recovery, consumer choice and peer support. BHCS/HCSA intends to expand the pilot’s eligibility
criteria to include: client/consumer participation in the proposed outreach programs and/or engagement
with a peer mentor and participation in one of the expanded intensive case management programs prior to
consideration for the AB 1421/AOT pilot program.
Program Description: Assisted outpatient treatment is court-ordered, community based treatment. The
program uses an Assertive Community Team model, which is an evidence-based practice, and the same
model used in Alameda County’s voluntary MHSA Full Service Partnerships (FSPs). AOT provides the
same wrap-round, “whatever it takes” community-based services that are offered in the FSPs. AB 1421
does not include mandatory medication.
AB 1421/AOT Eligibility Criteria (from the legislation):
A person may be placed in assisted outpatient treatment only if, after a hearing, a court finds that
all of the following have been met. The person must:
Be 18 years of age or older
Diagnosed with a mental illness and experiencing significant challenges
Be unlikely to survive safely in the community without supervision, based on a clinical
determination
Has a history of non-compliance with treatment that has either:
o Been a significant factor in his or her being in a hospital, prison or jail at least twice
within the last 36 months or
o Resulted in one or more acts, attempts or threats of serious violent behavior towards self
or others within the last 48 months
Has been offered an opportunity to voluntarily participate in a treatment plan by the local mental
health department but is not engaged in treatment
Is substantially deteriorating
Participation in AOT would be the least restrictive placement necessary to ensure the person’s
recovery and stability
In view of the person’s treatment history and current behavior, the person is in need of AOT in
order to prevent a relapse or deterioration that would likely result in the person meeting
California’s inpatient commitment standard, which is being:
o A serious risk of harm to harm to themselves or others or
o Gravely disabled (unable to meet basic needs for food, clothing and shelter)
Program Goals: Reduce client/consumer hospital utilization and prevent recidivism; reduce
incarceration; outreach and engage clients/consumers and connect them to community-based services and
resources.
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Services:
Assist with connections to medical and mental health services and to community-based services
and resources
Work with clients to develop a transition plan and serves as liaison to case management programs
Provide advocacy and linkage to housing, substance use interventions and counseling
Assist with entitlements, support and education with family and significant others
Connect to wellness and peer run programs
Planning and Implementation Process: If the Board of Supervisors approves the AB 1421/AOT pilot,
BHCS Leadership will convene an AB 1421 Planning Group that will include consumers; family
members; System of Care Directors; Criminal Justice and Crisis Response Directors; contracted,
community-based providers; County Counsel; the Patient Rights Advocate and representatives from the
Civil Court, District Attorney and Public Defender.
The planning process will be led by a professional facilitator and will be time limited. The group will:
review the legislation and Alameda County’s approach to the pilot;
develop eligibility criteria for Alameda County;
develop program design and processes;
identify outcome measures for the one year pilot and
develop an evaluation plan.
Program Outcomes and Evaluation: To track and review outcomes throughout the one year pilot,
BHCS Leadership will convene an AB 1421 Working Group that will include consumers, family
members, providers and County partners. The year-end outcomes will be reported to BHCS and Health
Care Agency Leadership and the Board of Supervisors Health Committee for review.
Estimated Cost: $300,000 (includes services and an estimate of court and legal costs, which will need to
be determined by Alameda County System Partners). This program will be funded by County General
Funds.
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AB 1421 Recommendations Summary 1
AB 1421 Proposed Program Summary
Program Name Type of Program Funding Implementation
Timeline
1. Pilot San Diego County’s In Home
Outreach Team (IHOT) to provide home or
community-based support and education to
clients/consumers, family members and
caregivers.
Outreach and Engagement with
Youth, Consumers and Families
$275,000 (two teams) - $400,000
(three teams)
This pilot would be funded through a
BHCS MHSA Innovations Grant.
6 months
2. Pilot a Street Youth Outreach Team to meet
and engage young people “where they’re at”
in the community and help link them to
services and treatment.
Outreach and Engagement with
Youth, Consumers and Families
$300,000
The federal Family and Youth
Services Bureau is currently
accepting applications for the Street
Outreach Program. This pilot could
also receive funding through a BHCS
MHSA Innovations Grant.
6 months
3. Offer Multifamily Groups to support family
members of youth who are not engaged or
participating in their treatment.
Outreach and Engagement with
Youth, Consumers and Families
Training is in the range of
$1200/person, which includes 12
months of monthly phone
supervision. For a three person team,
the training cost would be
approximately $3600. Training
expenses would be covered by the
BHCS Training Budget.
3 months or less, depending on
trainer availability
30
AB 1421 Recommendations Summary 2
Program Name Type of Program Funding Implementation
Timeline
4. Implement the Mentors on Discharge
Program to support clients/consumers
following their discharge from John George
Psychiatric Pavilion and possibly other local
psychiatric hospitals. Funded by a BHCS
MHSA Innovations Grant, this program
demonstrated a 67% decrease in hospital
recidivism rates for clients/consumers that
had a peer mentor upon their discharge.
(New recommendation)
Utilize Peer Navigators to
Provide Peer Support to
Clients/Consumers Receiving
Services
$187,500 – this program would be
supported by MHSA funding
This is a new program which
will be contracted out to a
community-based provider
through the BHCS Request for
Proposal (RFP) process. The
RFP process takes
approximately six months from
posting the RFP to the
execution of the contract.
5. Develop and pilot a Peer Navigators
Program to offer individual peer support to
clients/consumers during care transitions and
to provide linkages to primary and
behavioral health care services and
community resources.
(New recommendation)
Utilize Peer Navigators to
Provide Peer Support to
Clients/Consumers Receiving
Services
$200,000
This pilot would be funded by a
BHCS MHSA Innovations Grant.
6 months
6. Hire an Acute Care Clinical Manager to
work with staff at John George Psychiatric
Pavilion and to identify BHCS services and
community resources for clients/consumers
in the Psychiatric Emergency Room or in the
hospital.
Expand Hospital-Based
Resources and Intensive Case
Management Services
This BHCS position is vacant and
funded.
Recruitment will open in
September 2013.
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AB 1421 Recommendations Summary 3
Program Name Type of Program Funding Implementation
Timeline
7. Expand Intensive Case Management
Services for Transition Age Youth who are
difficult to engage, require assistance with
maintaining their activities of daily living
and would benefit from these services.
(New recommendation)
Expand Hospital-Based
Resources and Intensive Case
Management Services
$350,000 – the expansion would be
supported by MHSA funding
This is a new program which
will be contracted out to a
community-based provider
through the BHCS Request for
Proposal (RFP) process. The
RFP process takes
approximately six months from
posting the RFP to the
execution of the contract.
8. Expand capacity of the STEPS Adult
Intensive Case Management Program to
address a broader target population that
includes clients/consumers experiencing
early episodes of mental illness in the
hospital.
Expand Hospital-Based
Resources and Intensive Case
Management Services
$250,000 – the expansion would be
supported by MHSA funding
BHCS would seek to provide
and implement services with an
existing provider, as soon as
possible, through a contract
augmentation.
9. Expand capacity of the Forensic Assertive
Community Treatment (FACT) Team to
address a broader target population that
includes clients/consumers experiencing
early episodes of mental illness while
incarcerated. (New recommendation)
Expand Hospital-Based
Resources and Intensive Case
Management Services
$350,000 – the expansion would be
supported by MHSA funding
BHCS would seek to provide
and implement services with an
existing provider, as soon as
possible, through a contract
augmentation.
10. Develop an AB1421 Pilot that reflects BHCS
values of wellness and recovery, consumer
choice and peer support and expands
eligibility criteria to include client/consumer
participation in: a) outreach or engagement
programs and/or b) a peer mentor and c)
participation in intensive case management
prior to consideration for the pilot.
Pilot an AB1421/Assisted
Outpatient Treatment Program
$300,000 (includes services and an
estimate of court and legal costs,
which will need to be determined by
Alameda County System Partners).
This program will be funded by
County General Funds.
If approved by the Board of
Supervisors, BHCS will
convene a Planning Work
Group to develop eligibility
criteria, program design and
processes and to identify
outcome measures and an
evaluation plan.
32
Community-Based Programs and AB 1421 Process
ThenWith continued involvement of peers, support the transition to:
TAY Intensive Case Management (18-24)Adult Intensive Case Management (18 +)Forensic Assertive Comm. Treatment (FACT) Team (18+ and incarcerated)
Expanded Intensive Short-Term Case Management Services
Outreach &Engagement
Peer Support
In Home Outreach Team PilotStreet Youth Outreach Team PilotMultifamily Group for Family of Youth
Individual peer support through:
Mentors on Discharge Program Peer Navigators Pilot
Who?Individuals who have behavioral health symptoms, are going in and out of psychiatric emergency rooms, and are refusing services
How?Connect them
through 2 strategies:
AB 1421 PilotAn AOT referral will only be considered after individuals have been unable to engage in services through the new outreach, peer support, and intensive case management programs
Community-BasedServices
Individuals are connected to voluntary services at the most appropriate level of care
Leading to:
Health Care Services Agency
HCSA/BHCS Sept 201333
ALBANY -- They have one of the finest panoramic views of the San Francisco Bay, but their home is a fragile shantytown built of tarp, pallets, rebar and
concrete blocks salvaged from the old junkyard beneath them.
Now, with their shoreline tent city threatened with expulsion, more than 60 homeless residents who live atop the former Albany Bulb landfill marched on
Tuesday evening from their camp to City Hall to protest a planned October eviction.
But their protest fell on deaf ears.
On a 4-1 vote, the Albany City Council reaffirmed its May 6 decision to enforce a no camping ordinance, spending nearly two hours on the subject. The
council chambers were overflowing, with many residents of the Bulb and their supporters speaking against enforcing the ordinance while others favored
moving forward with plans to turn the land into the McLaughlin Eastshore State Park.
"I think they should let us remain out here. We're not bothering anyone," said Stephanie Ringstad, who has lived for five years in a makeshift home
nestled under pine and juniper trees.
If forced out, "we wouldn't know what to do," Ringstad said. "We're as ingrained as a family."
A city that has long tolerated homeless on "The Bulb," which juts into the bay behind the Golden Gate Fields racetrack, is finally cracking down as it
prepares to transform the land into a centerpiece of the long-planned McLaughlin Eastshore State Park. Beginning in October, police are on orders to
enforce an overnight camping ban.
"The campers have to leave. It's supposed to be a public park," said Robert Cheasty, president of Citizens for East Shore Parks and a former Albany
mayor.
His group has been working since the 1980s to create a belt of open space along the East Bay shoreline.
"Now it's just overburdened. There's a ton of people" who have taken over the future parkland, Cheasty said. "Homeless people need to be re-integrated
into society, not be shunted off, even if it's of their own choice."
The Albany City Council voted unanimously in May to clear the park of its longtime inhabitants and transfer the land to the oversight of the East Bay
Regional Park District. At the same time, the city contracted with the nonprofit Berkeley Food and Housing Project to find the campers permanent housing
nearby. Months later, and with the eviction now imminent, only a handful have moved out.
For years, the remote Bulb was "where the homeless get told to go," said 32-year-old resident Amber Whitson, a fast-talking advocate who has schooled
herself in the minutiae of municipal government in a quest to let the campers stay.
"We have been exiled out here, and we've grown happy being exiles out here," she said.
Whitson was homeless in downtown Berkeley for many years before she discovered the Bulb in 2006 and found in it a peaceful refuge. There were 15
people then, following previous city attempts -- in 1999 and 2006 -- to clear out the settlement and a 2003 documentary, "Bums' Paradise," that made the
shantytown famous.
Now 62 people call The Bulb home, down from a high of 70, according to a survey the residents recently conducted on their own. Living with them are 25
dogs, nine cats and six kittens.
More than half The Bulb's residents have no income; others have jobs or some kind of cash assistance from the government or family members. The
youngest is 21 years old. Many are in their 50s or early 60s. More than 20 residents "are able-bodied and want to work," Whitson said.
Whitson and her boyfriend wake up to a gorgeous view of the Golden Gate Bridge, framed by San Francisco and Mt. Tamalpais. Their bedroom is
sheltered from the bay winds by a low-hanging tree canopy, and their backyard is a trove of salvaged keepsakes: World War II dog tags, marbles, and a
Buddha head.
Like many of the Bulb homes, theirs is hidden from view. Others are hard to miss. One multistoried encampment rising on a bluff overlooking a diked
lagoon is a mansion of pallets -- a display of ostentation that has annoyed the occupant's neighbors.
The elaborate shantytown and the art installations that surround it draw mixed feelings from nearby residents of what campers call "contiguous Albany,"
the compact and middle-class city of about 18,000 people on the other side of Interstate 80.
Alameda County Housing Director Linda Gardner calls the Albany Bulb one of the "more entrenched encampments" in a populous county where more
than 4,000 people are homeless on any given day, but said "there's also been a really heartwarming response from citizens of Albany. They acknowledge
that they're part of their community."
Berkeley couple Nate Brownlow and Andrea DeJarlais walk the Albany Bulb at least four times a week, often with their dog and two young children, and
say they have never had trouble with the people who live there.
"I like the Bulb. It should stay the way it is," Brownlow said. "It's a little wild and unkempt, ... but they have their own community there and disrupting them
will create a bigger problem."
Still, there is nothing romantic about The Bulb to longtime resident Robert Wharton, 55, a former auto mechanic and San Lorenzo native who first moved
into the wind-swept peninsula two decades ago after bouts with poverty and mental illness.
"A lot of people out here think this is going to last forever. I know it's not," he said.
With eviction imminent, Albany's shoreline shantytown residents plead to be left alone By Matt O'Brien [email protected] Contra Costa Times
Posted: ContraCostaTimes.com
Page 1 of 2With eviction imminent, Albany's shoreline shantytown residents plead to be left alone - ...
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34
Wharton would rather be living in an apartment that his 11-year-old daughter could visit. He is in talks with social workers looking to find him a new home.
"I am willing to take whatever I can get, but they're not offering very much," Wharton said. "If they kick me out of here, I guess I'll go to sleep in front of City
Hall."
Correspondent Damin Esper contributed to this story. Contact Matt O'Brien at 510-208-6429. Follow him at Twitter.com/Mattoyeah.
Page 2 of 2With eviction imminent, Albany's shoreline shantytown residents plead to be left alone - ...
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Friday September 27, 2013
FRONT PAGE COLUMNISTS ARTS & EVENTS THE WEEK FULL TEXT
Public Comment
Press Release: Berkeley Police Association President Says Community Member’s Near Suicide Could Have Been Prevented if Police Officers had Tasers
From the Berkeley Police Association Thursday September 26, 2013 - 03:10:00 PM
Victim Nearly Succumbs to Self Inflicted Knife WoundsBerkeley-Last Wednesday, Berkeley police officers answered a call to a home where a man suffering from a mental illness was threatening to slit his throat with a knife. Upon arriving to the property, the man had possession of at least two knives, threatening to end his life. Every attempt was made to negotiate with the community member to calm him down and to get him to release the knives. It became clear that the the suffering man was not going to release the knives, presenting a grave danger to himself, to members of the public at the scene, and to our police officers. If this had been been any one of the 100 cities in Northern California whose police officers are authorized to use tasers, this suffering community member would have been safely disarmed, taken out of harm's way and transported to a place where he could get help. That is not what happened. The man stabbed himself repeatedly causing massive trauma, and life threatening injuries. Police officers on the scene applied battlefield medicine techniques to stop the bleeding, ultimately saving the community member’'s life. "If Berkeley police had tasers, we could have safely disarmed this mentally ill man and prevented the multiple knife wounds he inflicted on himself," said Sergeant Chris Stines, President of the Berkeley Police Association. "Tasers save lives and would have allowed us to take this man into custody unharmed so he could get the help he needed."
Stines said that Berkeley Police Officers often find themselves on dangerous calls when a person is threatening to hurt him/herself, another person and other innocent victims. According to Stines, last week an officer received a broken hand as a result of a confrontation on a call and will be out for some time as a result of the injury. The use of a taser could have prevented this officer's injury and suffering, and in the process, saved the City money.
"Being able to use a taser as an alternative to physical force, saves injuries to both the subjects and the police officers on the call, on top of protecting the public," Stines added. "It also lowers the costs to the City for injuries and lawsuits."
Berkeley is one of only three law enforcement agencies out of 113 in the Bay Area that does not use tasers or is not currently investigating their use. In a survey of Berkeley citizens last March, 83% of the respondents indicated that they support the Berkeley Police Department investigating the use of tasers to deter and control violent individuals when negotiating will not work.
"If our officer at the scene had the use of a taser, this community member would be getting the help he needed right now instead of fighting for his life at a local hospital because of his knife wounds," Stines said. "I dread the day we say if only we had tasers we could have saved that person's life."
Links we like:www.BerkeleyArtsFestival.com/www.berkeleycouncilwatch.com/Richard Brenneman: Eats, Shoots 'n' LeavesThomas Lord: BerkeleyNativeSun.comJane Stillwater’s Web Log
Email to subscribe at berkeleydailyplanet.com. and get free email updates.
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berkeleyside.com http://www.berkeleyside.com/2013/05/29/berkeley-police-union-makes-case-for-tasers/
by Lance Knobel May 29, 2013 2:45 pm
Sgts Emily Murphy (left) and Chris Stines present the survey results at a press conference on Wed. morning. Photo: Lance Knobel
Berkeley police union makes the case for Tasers
The Berkeley Police Association (BPA) today released the results of an
email survey which it says show residents supporting the investigation of
the use of Tasers in Berkeley.
“We want Tasers now,” said Sgt. Emily Murphy, a board member of the
BPA, which represents 168 Berkeley officers. “Tasers save lives and reduce
injuries caused by physical force or firearm use.”
The Berkeley Police Department is one of only eight law enforcement agencies out of 113 in the Bay
Area that does not allow Tasers. Five of the others are currently investigating adopting the equipment
(including UC Police Department).
The BPA sent “several thousand” Berkeley residents a link to a seven-question email surveyon Taser use in
late March. Over 80% of the 598 respondents agreed that Berkeley police “should further investigate the
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39
Tasers send an electrical current through someone’s body to temporarily paralyze
their muscles
use of Tasers to deter and control violent individuals.” The emails came from a larger list of Berkeley voters
that the BPA purchased; many of the emails on that larger list, according to Stines, were inaccurate.
Tasers are electroshock weapons that
send an electrical current through
someone’s body to temporarily paralyze
their muscles. Many police departments
use Tasers because they provide another
way of subduing suspects other than
physical force or gunfire. Taser advocates
argue that the non-lethal weapons lead to
lower gun use and fewer police officer
injuries.
Critics of Tasers argue that the weapons
can be lethal and that their use can lead to
increased brutality to the mentally ill and
disabled. They also believe Tasers are
disproportionately used on minorities.
Murphy and Sgt. Chris Stines, president of the BPA, said they would advocate use of Tasers only when
officers believe there is a clear risk of violence.
“They would only be used on violent, armed individuals, or on violent individuals who pose a threat to
officers or the community,” Stines said.
Over 75% of survey respondents answered that they had never seen or come in contact with a Taser.
The survey then posed a question about Taser use: “Police officers are frequently coming in contact with
violent individuals who refuse to respond to rational requests to obey the law, and who oftentimes are
carrying knives, guns or other dangerous weapons. In your opinion, which is a more preferable and safe
method for police officers to ensure compliance of a potentially dangerous individual?”
Nearly 80% preferred Taser use in response to that question. 14% reponded batons/physical force, and 6%
opted for firearm/gun use.
Murphy cited a study by the federal Department of Justice in Miami-Dade county, FL, which showed 90%
fewer suspect injuries in 2011 when Taser use was compared to other force options. According to Murphy,
Hayward police did an analysis following their several years of Taser use. She said that Hayward’s statistics
showed use of force was down 50%, injuries to officers down 90%, and injuries to suspects down 50%.
(BPA’s summary sheet on why it supports Tasers can be read here.)
Stines said that the potential cost reductions for Berkeley from lowered worker’s compensation for injured
officers could be substantial. According to the BPA, the Houston Police Department has saved $2 million a
year in worker’s comp payments since it deployed Tasers in 2003.
Stines said that the survey results had been sent to the city manager, the police chief, the mayor and the
City Council. He hoped that it would spur discussion on the deployment of Tasers in Berkeley. The use has
been opposed in the past by the Police Review Commission. It has not come up at the City Council.
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40
“Berkeley citizens support our having Tasers because they understand the potential for tasers to save lives
and reduce injuries,” Murphy said. “If we can save one person’s life by deploying a Taser versus a firearm,
then Berkeley’s city leaders have a responsibility to at least look into Tasers for our police officers.”
Related:
Police union: Should Berkeley have Tasers?[04.02.13]
Would you like a digest of the day’s Berkeley news in your inbox? Click here to subscribe to
Berkeleyside’s free Daily Briefing.
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41
berkeleyside.com http://www.berkeleyside.com/2013/10/03/leaders-research-needed-before-tasers-come-to-berkeley/
by Emilie Raguso October 3, 2013 9:00 am
The Berkeley Police Association, the union for the rank and file, has been making
the case for officers to have Tasers. Photo: Creative Commons
City leaders weigh in on idea of Tasers in Berkeley
Last week the Berkeley Police Assocation put out a public demand for
Tasersfor local officers, and Berkeleyside followed up with several
questions to city leaders about the issue.
Several leaders declined to comment. Others didn’t respond at all. Most of
those who did reply said more research would be needed, and an in-depth
conversation would need to take place before any action could be
considered.
The association said Berkeley is one of
just three Bay Area law enforcement
agencies — out of 113 — that isn’t already
armed with Tasers or considering their
use.
The group said a recent suicide attempt
could have been avoided if Berkeley
police had Tasers, and also cited a recent
officer injury that may well have been
avoided too. Not having the tool
decreases officer and public safety, said
the association, and ends up costing the
city money in worker’s comp claims and
associated costs.
Several council members said the city would need to study the issue and have an in-depth public discussion
on the possibility before any action could be taken.
Councilman Laurie Capitelli said he’d like to see more data about Taser use and safety before making any
decisions.
“I think it’s worth talking about if we can do it in kind of a sane fashion. And I know it’s a highly charged
issue,” he said. “The police have said a couple of times in the last month that Tasers would have been an
appropriate tool to have. I would like to see some reasonable discussion of it. And I’m not sure we can do
that.”
Councilwoman Susan Wengraf said she believes that Tasers can be effective tools, and added, if the city
does consider it, she’d want to see continuous training about when their use is appropriate.
“Not just one time. It has to be ongoing,” she said.
But she said it might be worth discussion.
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42
“Everything has its risks,” she said. “It can be abused and overused. Those concerns are very legit. On the
other hand, we’ve got to balance the risks and the benefits.”
Councilwoman Linda Maio said a “broad community discussion” would need to take place about Taser use
and protocols, ”including research on all facets of their use.” She added: “Misuse is a concern.”
Councilman Kriss Worthington said he doesn’t have a firm view on the issue, as other projects have taken
priority. He said there are many other public safety issues to think about, including assaults around campus.
“Having Tasers isn’t going to make us faster at responding to assaults or more effective at preventing
assaults,” he said. “It’s not in my first order of magnitude of priorities.”
He said, however, that he’s “always happy to read and learn about new things,” and that he would read any
information on the topic that’s submitted to his office.
Worthington said, generally speaking, items can come before the council in a range of ways. A council
member can introduce an item for discussion; a commission can make an advisory recommendation to
council; the city manager can place a proposal on the agenda; or the mayor or five council members can call
a special meeting. He said an issue like Taser use in Berkeley could easily take six months to a year to
reach a decision about.
Councilman Gordon Wozniak was the only person interviewed to take a stand on Taser use in Berkeley. He
said he was dismayed to hear that local officers did not believe they had the right tool to handle a recent
suicide attempt in Berkeley.
In that incident, which took place Sept. 18, police were called to the area of Roble and Tunnel roads for a
man who was threatening to hurt himself, according to Berkeley Police spokeswoman officer Jennifer Coats.
The man reportedly had two knives. Police responded to the area and found the man, who was indeed
armed. Officers told him to drop the knives, which didn’t work. They then used a “less-than-lethal force
option,” which also had no effect. The man ran from police while stabbing himself, and ultimately collapsed
from his injuries. Police were able to disarm him, then administered medical care. The police association
said the man nearly died as a result.
“It is very sad that an individual suffered grievous injuries because the Berkeley Police did not have the
proper tool to safely disarm an armed person who was threatening suicide,” said Wozniak.
He cited a 2010 audit of the Portland Police Department, which showed that, after Tasers were introduced,
use of force by Portland police decreased by 50%.
“Berkeley should join the overwhelming majority of Bay Area law enforcement agencies that allow the use of
Tasers to deter or control violent individuals, when negotiations have failed,” he said.
Councilman Darryl Moore did not respond to repeated requests for comment, but he recently told the Daily
Cal that “I’d rather be Tased than shot.” He too advocated for a “very clear policy on engagement of force.”
Some council members said the item would likely have to go before the Police Review Commission prior to
council consideration.
Critics of Tasers argue that the weapons can be lethal and that their use can lead to increased brutality to
the mentally ill and disabled. They also believe Tasers are disproportionately used on minorities.
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43
Berkeley Police Chief Michael Meehan declined to comment about the possibility of Tasers in Berkeley, as
did city manager Christine Daniel. Berkeley Mayor Tom Bates did not respond to repeated requests for
comments.
Related:
2 women charged after Berkeley stun gun robberies (09.30.13)
After suicide attempt, police union says Tasers needed (09.25.13)
Berkeley police union makes the case for Tasers (05.29.13)
Police union: Should Berkeley have Tasers? (04.02.13)
Berkeleyside’s Uncharted: The Berkeley Festival of Ideasis two days of provocative thinking,
inspiring speakers, workshops, and a big party — all in downtown Berkeley in October. Read all
about it, be part of it. Register on the Uncharted website.
Page 3 of 3City leaders weigh in on idea of Tasers in Berkeley | Berkeleyside
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44
BY GIACOMO TOGNINI | STAFF
RELATED POSTS
Berkeley Police
Association survey
finds Berkeley
residents favor taser
use Police find Kayla
Moore’s death due to
drug overdose
Berkeley Police Association renews
push to allow officers to carry tasers
LAST UPDATED SEPTEMBER
29, 2013
The Berkeley Police Association is once
again revisiting the debate over whether
tasers should be carried by city police,
following an incident involving a mentally ill
man on Sept. 18.
Police responded to reports that the man
was stabbing himself in an attempt to
commit suicide. While the attempt was
unsuccessful, the man sustained injuries
that police said could have been prevented
had they been equipped with tasers.
This is not the first time the association, a
labor organization that represents officers
and sergeants, has advocated allowing
Berkeley police to carry tasers. Earlier this
spring, they conducted a survey, which
showed that more than 80 percent of
Berkeley residents supported taser use by
police.
“None of us want to see a mentally ill person
suffering,” said the association’s president,
Sgt. Chris Stines. “A taser is not pleasant but
has an extremely low likelihood of causing
injury or death.”
Currently, the city of Berkeley does not
allow its police force to carry tasers. Police
instead are armed with batons, firearms and
pepper spray, Stines said.
The Alameda County Sheriff’s Office, whose
officers are equipped with tasers, has said
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45
Berkeley Police
Association sends out
survey on taser use
tools are effective as a nonlethal use of force
in dangerous situations.
While community members generally
support the use of the devices, Berkeley
Copwatch, a local organization that seeks to
hold city police accountable, has been vocal
about its opposition to the idea.
“There is a tendency to use tasers as a form
of punishment to people,” said Copwatch
volunteer Russell Bates. “Police officers are
too quick on the draw to use tasers.”
In its opposition, Berkeley Copwatch cites
an Amnesty International report showing
that between 2001 and 2012, there were
more than 500 taser-related deaths in the United States, at least 92
of which were in California.
Bates said that communication as well as mental-health teams from
the community would be far more successful in resolving delicate
situations that could otherwise result in injury or death. The
probability of death becomes higher if the victim is intoxicated, is on
drugs or has pre-existing cardiac conditions, he said.
When the Berkeley Police Association’s survey was sent out in the
spring, Berkeley City Councilmember Max Anderson expressed
opposition to the use of tasers in Berkeley on these same grounds.
Any change to the police department’s taser policy would need to
come before the City Council and be voted upon — although no item
has yet been introduced.
Councilmembers Gordon Wozniak and Darryl Moore said they are
moderately in favor of equipping police with tasers, although they
stressed the need for strict regulations and a lengthy discussion
before any policy change is implemented.
“I’d rather be tased than shot,” Moore said. “There needs to be very
clear policy on engagement of force.”
Contact Giacomo Toginini at [email protected] . THE DAILY CLOG
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46
Mental Health Commission Agenda Item Tracking Form Dec 2013
Agenda Item Who & When Proposed
Disposition
2 Rights and Mobile Crisis Kim 3 Mental Health needs of the
Latino, Pacific Islander and Native American communities
Staff Was placed on agenda but tabled due to lack of time.
Paul K-B to F/U
5 Emergency Preparedness Presentation
Commission We previously had Gil Dong present the City plan with understanding that we would have his program come again so Commission could give input on MH consumer emergency needs.
7 Presentation from Employment Law Center
Carole M Carole to F/U to see if they are still available to present
11 Invite Deborah Badhia to speak about chronic mental health problems in the street community/access to services
Kim Deborah is no longer at that org. Might still be good to have a presentation on this - find the contact for DBA. Chuck will F/U.
15 Pacific Center’s Invitation to Collaborate
Carole M 8/6/12
Presentation on the collaboration between Pacific Center and BMH deferred to January 2013 mtg. but the agenda was too full.
Shelby will f/u to see if they still want to present
16 Have a follow up report on how BMH has improved its MediCal billing
Jeffrey 8/21/12
To be included in a future Director’s Report
17 Develop Commission Workplan
Suggested at July 2012 retreat
21 Presentation by POCC Healing Trauma Committee on their visit to Second Story House
Staff 7/25/13 Want to arrange a visit to the respite center – can we get a vehicle to go?
47
Mental Health Commission Agenda Item Tracking Form Dec 2013
Agenda Item Who & When Proposed
Disposition
23 Consideration of NAACP Report and make recommendations to City Council
NAACP Berkeley 8/30/13
24 MHSA Update at December 2013 meeting
Staff 10/11/13
Completed Items – Staff has removed the items below because they appear to have been completed or were delegated to a Subcommittee. If the latter, once the committee is ready to report back to the Commission, the item can be placed on the agenda. This is an attempt to organize the Commission’s agenda prioritization process
A Presenting Howard King memorial board to Garry Bernhardt?
Staff 11/7/12
Memorial board presented to Garry Bernhardt on 5/31/13 by staff.
B Safety Standards Kim The new Safety Plan has been issued, incorporating recommendations from staff and the Commission.
C Re-opening the Drop-In Café Public Comment
Letter written to MH Manager – re-opening can be considered upon Completion of Safety Policy.
D Presentation on Due process, including a) Adequate and meaningful notice b) Rule/Standards as interpreted by BMH c) Fact finding d) Right to Confrontation e) Right to Appeal f) ADA rights
Kim 8/13/12
Staff suggestion that this be brought to the Safety Plan Subcommittee.
E Commission discussion on requirements of due process compared to existing safety policy.
Kim 8/13/12
Staff suggestion that this be brought to the Safety Plan Subcommittee.
F Recommending wording on Informing Materials/ Informed Consent
Kim
Staff suggestion that Kim bring this to the Informed Consent Subcommittee.
F1 a. Review of Informed Consent Principles
Kim 4/26/12
Staff suggestion that Kim bring this to the Informed Consent Subcommittee.
48
Mental Health Commission Agenda Item Tracking Form Dec 2013
Agenda Item Who & When Proposed
Disposition
F2 b. Review existing Informed Consent materials
Kim 4/26/12
Staff suggestion that Kim bring this to the Informed Consent Subcommittee.
F3 c. Review of materials that Kim has submitted
Kim 4/26/12
Staff suggestion that Kim bring this to the Informed Consent Subcommittee.
G Input into Medication Informed Consent Policy
Commission motion
Draft policy was presented at December 2012 Commission meeting. Informed Consent Subcommittee created at 1/24/13 meeting to gather additional input.
H MHSA Updates FY 2012-13 Update was presented at March 2013 meeting in public hearing format. Future updates will come to the Commission.
I Have a progress Report on the implementation of Management Partners’ recommendations
Jeffrey 9/27/12
Council Work session report 2/19/13 included in February 2013 packet
49
Berkeley NAACP Fighting for Civil & Human Rights for All!
Berkeley Branch NAACP
P.O. Box 613 Berkeley, CA, 94701
August 27, 2013 Dear Mental Health Commissioners, The Berkeley NAACP Branch, ACLU Berkeley North Eastbay, African American/Black Professionals and Community Network, Coalition for a Safe Berkeley, SEIU 1021 Berkeley Maintenance Chapter and the City of Berkeley Peace and Justice Commission hosted a Town Hall Meeting in July of 2013. The purpose of the Town Hall Meeting was to address inequities, disparities and discrimination in the areas of Employment, Education, Housing, Health Care, Mental Health and Criminal Justice in the City of Berkeley. We would like to elicit your support in eliminating inequities, disparities and discrimination, especially as they relate to African Americans, low-income families and other marginalized communities in the City of Berkeley. Attached is the Town Hall Meeting summary report with recommendations (the report summary also includes information from complaints that the Berkeley NAACP received.) We are requesting the Mental Health Commission to review the report, in particular the Health and Mental Health and Housing sections and develop Action Items that can be put forth to the Berkeley City Council that will be executed and result in resolutions being passed. The Berkeley NAACP looks forward to working with the Mental Health Commission on this worthwhile endeavor. Sincerely,
Mansour Id-Deen, President, Berkeley NAACP Branch [email protected] (510) 206-2129 Cc: Mayor Bates; Berkeley City Council Members; Berkeley City Commissions; Berkeley Unified School District Superintendent and School Board Directors; Supervisor Keith Carson; Loni Hancock; Nancy Skinner; Congressperson Barbara Lee and Alice Huffman
50
1) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
“The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
TOWN HALL MEETING
SUMMARY AND RECOMMENDATIONS
Members of the Berkeley NAACP Branch, ACLU Berkeley North Eastbay, African American/Black Professionals and Community Network, Coalition for a Safe Berkeley, SEIU 1021 Berkeley Maintenance Chapter and the City of Berkeley Peace and Justice Commission hosted a Town Hall Meeting on Saturday, July 13, 2013 at the South Berkeley Library. The purpose of the Town Hall Meeting was to address inequities, disparities and discrimination in the areas of Employment, Education, Housing, Health Care, Mental Health, and Criminal Justice in the City of Berkeley.
At the Town Hall Meeting we heard from Berkeley residents, city workers, commissioners, council members and other political figures. The participants agreed that there are significant problems in the City of Berkeley in relationship to inequities, disparities and discrimination in the areas of employment, education, housing, health care, mental health, and criminal justice as they relate to African Americans, Low-income Families and Marginalized Communities in the City of Berkeley. For the most part, people are unaware that numerous African Americans employed by the City of Berkeley have lodged discrimination complaints; the privatization of public housing has displaced African Americans and low-income families from their homes in Berkeley; Berkeley Unified School District has one of the largest achievement gaps between Black and Brown students and White students in the state; Berkeley’s African American/Black population has declined from over 30% of the city’s population to less than 8%; African Americans have the poorest health outcomes in Berkeley; most mental health services are not provided in a culturally responsive manner; and racial profiling of African American young men is an escalating problem in Berkeley. The Berkeley NAACP has received many complaints from African American city workers, low-income and marginalized residents regarding discrimination within the past two years. Throughout this period we attempted to collaborate with various city entities and individuals, including the City Manager and Deputy City Manager, Berkeley Unified School District Board members and Berkeley’s Police Chief. The Berkeley NAACP feels that there is unwillingness by some in positions of power to address the numerous concerns that were brought forth to the City of Berkeley. Therefore, in order to shed light on these issues, the Berkeley NAACP collaborated with other community partners and hosted this Town Hall Meeting. The Town Hall Meeting provided the opportunity for those experiencing perceived discrimination, inequities, disparities and injustices a safe place to discuss these issues and provide suggestions and recommendations for solutions to the problems identified. The goal of the Berkeley NAACP is to assist with the elimination of
The City of Berkeley’s historical reputation is one of diversity, inclusion, and free speech. In fact, the City’s logo depicts an array of colorful human faces, as it pledge’s of diversity and inclusion within its borders. The City of Berkeley is a Sanctuary City providing safety, shelter and rest to all who enter into its boundaries. Therefore it is imperative that African Americans, Low-income Families and other Marginalized Communities continue to be an integral part of this great City. (Town Hall Press Release)
51
2) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
discrimination in education, law enforcement, health care, mental health, housing and employment in the City of Berkeley.
Employment
Numerous employees from different City departments met with the Berkeley NAACP and lodged complaints concerning what they perceived to be discriminatory employment practices by the City of Berkeley. Most of the complaints came from employees that work or worked in three departments: Health, Housing and Community Services; Parks, Recreation and Waterfront and Public Works (Zero Waste.) There were complaints from a few other departments as well. The complaints alleged unfair hiring and promotional practices, favoritism, cronyism and unfair treatment of African Americans within the City of Berkeley. The city was accused of manipulating practices and protocols for hiring, firing, promotional and job reclassification processes in order to put friends and individuals of their selection in various city positions. There are other city employees who are afraid to speak out, because they are fearful of retaliation, such as losing their jobs, being demoted, having their work hours cut, being reduced to part-time status and/or not being able to obtain promotional opportunities. Some city staff who have spoken up and/or are perceived to ask too many questions about divisional, departmental and/or city issues reported that they are ignored and/or they have been retaliated against in various ways, such as job relocation, demotion, isolation, being left out of the information loop, cuts to program budgets, denied office equipment, write ups, receiving bad evaluations, having their work hours cut, not being granted overtime and even being terminated. The Glass Ceiling is still a problem for African Americans in their professional careers, including in the City of Berkeley. There are few African Americans in Senior Management positions in the City of Berkeley, BUSD and community-based agencies. Deserving Black staff members are constantly over-looked for promotions and upward mobility on the job. It was reported that within the past year more than eight senior management positions within the City went to White employees that were pre-selected for the positions. Concerns were also expressed about the lack of Black men in management and/or supervisory roles in some city departments and divisions. The hiring of most Black employees, especially in senior management and mid-level management positions in city government are usually as replacements for African Americans that have left the City of Berkeley employment; not resulting in an increase of African American employees. High unemployment rates for African Americans in Berkeley, especially among Black males, are also a major concern that was expressed at the Town Hall Meeting. This includes black professionals, youth, unemployed and underemployed individuals and blue-collar workers. It was stated that Black construction workers are noticeably missing from construction sites throughout the City of Berkeley. And, given the imminent release of a massive number of incarcerated individuals back into society and the job market, it is essential that employment solutions are developed and fair employment practices be upheld in the City of Berkeley.
City Manager Christine Daniel was present for the four-hour meeting, as was Police Capt. Cynthia Harris. Daniel told this newspaper she was not prepared to comment on questions raised about city employment practices, other than to say the city continues to meet with SEIU on labor issues. * (City of Berkeley)
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3) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
Priority Recommendations: Put in place a City Council Oversight Body to monitor unfair employment hiring, promotional practices,
favoritism, cronyism and unfair treatment of city employees Monitor the increased use of “Contracting Out” (Outsourcing) of city employee jobs Institute “Mandatory Cultural Competency” training for all City staff – 16 hours per year Provide for oversight and accountability of the City of Berkeley Human Resource Department by City
Council Require “Equal Work for Equal Pay” (Salaries based on actual job duties not City classifications) Provide long-time hourly city employees with full-time benefited positions; especially in the Park,
Recreation and Waterfront Department Put in place an Oversight Committee for the City of Berkeley Labor MOU process Employ the 360 Performance Evaluation process for all city staff, including Department Directors,
Deputy Directors, Managers and Supervisors Institute an annual evaluation for the City Manager by the Berkeley City Council Employ an external comprehensive city audit to review city staff personnel matters every three years.
Other Recommendations: Reinstate all part-time employees to full-time status (some positions were downgraded to half-time due
to budgetary issues; however, numerous full-time staff have been hired) Use the City of Berkeley First Source Compliance Agreements and Contract Monitoring Provide the Labor Commission with some authority to address fair and equal employment practices of
city personnel Increase city staff diversity at the Senior Management level throughout the city Offer incentives in addition to punitive measures to encourage contractors to hire low-income South
Berkeley residents Improve definitions of city job classifications (most are too vague) Increase the salary for living wages Provide more funding for employment and training programs and services for low-income residents Direct the City to increase its hiring and/or contracting with firms and agencies that have a diverse
workforce Increase construction jobs for African Americans on Roads, Streets and Buildings Implement annual training for All City Senior Management staff for Employee Relations and Effective
Team Building.
Housing
The City of Berkeley is a very unique place to live, and for more than fifty years African Americans and low-income people were able to call Berkeley home; however, that is changing. The City of Berkeley has an international reputation and longstanding dedication to diversity, inclusion and equality. However, there is a massive push-out of African Americans and low-income families happening in the city. The declining numbers of African Americans and low-income residents in Berkeley should be of concern to the Berkeley City Council and other political figures that represent this great city.
"We're losing families, low income people, working people," Arreguin said. "Rent continues to increase. It's almost virtually impossible if you're a working class person to buy a single-family home in Berkeley. Unless we stand up and fight for affordable housing, and we fight to protect our diversity, what we love about our community may be gone." * (City of Berkeley Councilperson)
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4) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
The Berkeley Branch of the NAACP has been working on a number of issues affecting residents in the city, including the privatization of public housing and the lack of affordable housing. Numerous African American and low-income Berkeley residents have voiced concerns about their inability to continue to live in the City of Berkeley, due to the lack of affordable housing. Therefore, securing and maintaining housing in Berkeley has become increasingly problematic for African Americans and low-income families and individuals. Affordable housing and the issue of Berkeley Housing Authority’s (BHA) privatization of public housing were among the topics addressed at the Town Hall Meeting. Concerns were expressed at the Town Hall Meeting and to the Berkeley NAACP about the lack of assistance and support that residents are receiving from the Berkeley Housing Authority. Some families that are being displaced by the privatization of Berkeley Public Housing discussed the lack of support they are getting from BHA. The Berkeley NAACP was informed that the housing assistance that was promised to BHA residents who are being displaced from their homes, including relocation assistance and financial compensation was not provided to all tenants and in the process many residents were constantly disrespected and treated very badly. Although some residents attempted to stand up for themselves, it was stated that people were harassed and intimidated by BHA representatives. It was reported to the Berkeley NAACP that some tenants moved out of fear; others were evicted unfairly, and some of the tenants that are left live in fear of eviction every day. In most communities there is resistance to subsidized affordable housing and providing assistance to low-income citizens, especially African Americans. However, if policies are not implemented to maintain the current level of diversity of Berkeley residents, then the city will soon resemble cities like Piedmont and counties like Marin, which lacks real diversity of residents, especially African Americans. Other urban cities, such as San Francisco are putting policies and projects in place to increase affordable housing in order to enhance the diversity of their residents. If the City of Berkeley wants to maintain its inclusion of African Americans and low-income residents, it too has to create policies, projects and programs that will add affordable housing stock in the City of Berkeley.
Priority Recommendations: Demolition Ordinance will include the replacement of all affordable housing that is demolished Obtain more oversight and accountability for Berkeley Housing Authority Pass new regulations and/or incentivize housing developers to offer more housing at below-market
rates Increase development of affordable housing in Berkeley by putting policies, projects and programs in
place Implement the adopted 1990 South Berkeley Area Plan.
Other Recommendations: Increase the number of African American and low-income residents on the Berkeley Rent Board,
Housing Advisory Commission (HAC), Affordable Housing Associates (AHA), and California Housing and Land Trust and Zoning Adjustment Board
Increase investigations into fair housing complaints in Berkeley, especially as it relates to African Americans and other marginalized groups
Develop a Community Housing Advisory Group (consisting of BHA tenants and low-income residents) City Council members should host a Housing Workshop with a focus on Affordable Housing Reestablish the section 8 home ownership program for low-income families living in Berkeley Increase incentives for landlords that accept Section 8 Vouchers.
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5) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
Education
The "Achievement GAP" is the disparity of educational performances among groups of students that are identified by gender, race, ethnicity, disability, language and socioeconomics. Berkeley Unified School District (BUSD) is not the only school district in the nation that is struggling to address educational achievement gaps among their different student populations. However, the achievement gap between Black and White students has existed in the district for a long time and at this point it is unacceptable and must be fixed. It is easy to label children as “At Risk” and then make them responsible for their own academic failure and not that of an educational system that has been unwilling to invest in the necessary methods, techniques and funding that are required to address the numerous problems related to poor educational outcomes for African American students in BUSD. Special Education classes are where most African American children that present with different learning styles are “Warehoused.” The report Black Boys and Special Education – Change Is Needed!, states that “special education in this country has reached a state of national crisis. This $60 billion industry is impacting the lives of many American children – disproportionately black boys.” Black parents and community members expressed concerns about the Achievement GAP problem at the Town Hall Meeting. The NAACP has also received complaints from parents and family members about the problems they face with student registration, BUSD’s extremely low acceptance of Inter-District Permits for African American students and high rates of suspensions and expulsions of Black students in the school district, especially males. Additionally, African American students are involuntarily transferred to other educational settings that lack sufficient support and assistance with their educational goals and they are also abruptly dis-enrolled. BUSD also lacks diversity among its teachers; there are an inadequate number of African American teachers employed at BUSD. It was stated that the school district hires African American teachers, but they don’t stay around long. This comment should be a red flag of sorts, because if educated Black professionals find it hard to flourish in Berkeley Unified School District, it only makes sense that African American students would find it difficult to successfully navigate the BUSD educational system too. Priority Recommendations:
Reform BUSD disciplinary procedures, including expulsions and suspensions, especially as they relate to African American males
Develop clear registration guidelines and protocols and eliminate the practice of home visits as part of BUSD student registration process
Increase funding to implement Specialized culturally effective curriculum and learning interventions and tools for Black students, in order to address educational deficiencies
Increase support and funding for homeless students and families in BUSD Hire and maintain more African American teachers and staff; especially males Institute “Mandatory Cultural Competency” training for all district staff – 12 hours per year.
Other Recommendations: Hire a consultant to assist with the development of a “Welcoming Environment” for students, parents
and staff of color, especially African Americans
School district data shows, for example, that on standardized test in language arts, just 23 percent of African Americans were proficient, while 84 percent of whites were proficient. Daniels said that schools are addressing the problem and the gap is narrowing, but it won't close by the district's target date of 2020. * (BUSD School Board Director)
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6) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
Employ more full-time permanent Parent Liaisons positions within BUSD and increase funding for the program
Work with UC Berkeley Black Student Union in order to implement a Mentoring program Develop “Safe Black Spaces” for students and teachers Increase quality academic student support and tutoring for African Americans Develop effective culturally congruent academic programs for African American preschool children Create an African American Parent Educational Oversight Committee. Create an annual public report with disenrollment and inter-district permit status of all students.
Public Health and Mental Health
It is reported that African Americans live approximately 10 years less than other racial groups. Health inequities and disparities have been caused by institutionalized racism in every system in American life. The City of Berkeley’s 2007, Health Status report states that African Americans have far higher rates of illness and deaths from hypertension, heart disease, and stroke, compared to White residents of Berkeley. There is research to support that Black mental health consumers are over represented in the mental health system and they receive inappropriate treatment, such as being commonly misdiagnosed, prescribed unsuitable medications for their ethnic composition and they remain in treatment for lengthy durations. Inappropriate mental health services are mainly due to the lack of inclusion of best practices and community defined approaches for African Americans and the employment of licensed African American mental health professions. Providing culturally responsive services to all mental health clients in the City of Berkeley is essential in order to improve mental health outcomes for consumers, family members, and communities. In order to eliminate health inequities and disparities and notably decrease poor health outcomes for Black people, adequate funding must be established to serve the community in ways that provide quality services. A number of programs and services are not funded appropriately in order to provide the service levels that are required to effectively address health and mental health inequities and disparities in the Black community in the City of Berkeley. The Affordable Health Care Act is a funding resource that can be used to address health and mental health inequities and disparities. However, getting the best results from the Affordable Health Care Act will require having seasoned senior management professionals in place who know what they are doing in the health and mental health fields. The NAACP received complaints that cited some serious alleged discriminatory practices within the Health Housing and Community Services Department, into which the divisions of Mental Health, Public Health and Environmental Health were merged in order to save money. Some staff members believe that the merger of the Health Department into the Housing Department (HHCS) was a mistake. It is believed that Health and Mental Health focuses on the quality of people’s lives, and Housing mostly focuses on paper and money. Some staff persons have stated that the difference in philosophy and ideology for service delivery has impacted the quality of health and mental health services for Berkeley residents. Some city staff at the Town Hall Meeting discussed their fears and concerns about being employed in a work environment that is hierarchical in nature (Top-Down Structure), where it is common for staff to be
Dr. Vicki Alexander, who worked in the city's health department for more than a dozen years, addressed the high rate of low birth-weight babies among Berkeley's black population, arguing that health issues and education levels are only part of the problem. She placed much of the blame squarely "on stress related to racism, stress walking down the street as a black person." *(Retired City Employee)
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7) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
micromanaged, disrespected and intimidated by supervisors. Employees stated that they are not included in departmental and divisional decisions and only a small handful of selected management staff and a few other employees that are shown favoritism are involved in decision-making. Staff input is mostly frowned upon by Management and Directors, especially in the HHCS Department, except in the area of Employee Safety, where a Suggestion Box is available for staff to provide input. A lot of staff members, especially African Americans, believe they are not respected or treated like professionals in the Health, Housing and Community Services Department. Some employees have complained that there has not been an all-staff divisional meeting to discuss transformation and changes in the Mental Health Division; therefore, staff members are left to listen to rumors about their jobs. Management personnel in the Divisions and the Health, Housing and Community Services Department share very little information with staff. Overcrowding of staff at clinic sites is another tactic that is being used to create dissension among staff members in the Mental Health Division and this has lead to the loss of service space for clients and family members at clinics. The Berkeley NAACP was informed by city staff members that they are usually ignored, emails go unanswered, phone calls are not returned by some senior management staff in the Health Housing and Community Services Department and there is NO transparency whatsoever in the HHCS Department, despite the fact that the Mental Health Services Act (MHSA) calls for transparency in all areas of mental health services. Some staff members feel they are not allowed to freely provide input or suggestions or make comments about the divisional and/or departmental work. Some stated that prior to the past several years all staff was viewed as an integral part of the decision-making process within the Health Services Department. We were informed that the Public Health Division used to provide innovative and cutting-edge services for African Americans and low-income families in the City of Berkeley. The division worked from a social justice framework and promoted culturally congruent programs and services, such as the Community Action Team (CAT) and there was a real investment in the Black Infant Health Program. However, due to new leadership and funding concerns, the focus to improve the health and welfare of African Americans and low-income families seems to have taken a back seat, especially given the appalling health outcomes for African Americans in the city. Another problem that was identified at the Town Hall Meeting and received in complaints to the Berkeley NAACP was in regard to the lack of appropriate leadership for Mental Health services in the City of Berkeley. Staff commented on the dismantling of the Mental Health Administration Office and the relocation of Administrative staff to clinic sites. Individuals stated that Berkeley Mental Health is the only mental health jurisdiction that does not have an Administrative Unit. The Mental Health Division has not had a Mental Health Manager for almost a year and a half, thereby leaving the direction of Mental Health services mostly in the hands of novices. The division lacks real diversity of staff, has very few professional people of color and has extremely limited language capacity, which impacts the quality of mental health services. Because of these factors, some staff members of color are being overworked and required to perform work related duties and tasks for which other staff are being compensated at a higher rate of pay. And, in fact some of these same employees are required to work with some of the more severe clients and take on more difficult responsibilities and assignments for which they are being paid less than their counter-parts (usually a non person of color.) Equal Work for Equal Pay is a major problem that was cited by numerous city employees at the Town Hall Meeting and in complaints that were made to the Berkeley NAACP. Due to a Top Down Management style that has been instituted in the city and the HHCS Department, some professional employees that were part of the Mental Health Administration and employed to assist with the transformation of Berkeley’s Mental Health System of Care (per the Mental Health Service Act requirements)
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8) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
stated that their Divisional Leadership Positions have been diminished, thereby not fully being utilized to transform services for Berkeley Mental Health consumers, family members, staff and the community-at-large. At the time of the city’s decision to merge the Health Services Department with the Housing Department, it may have seemed to be the right thing to do. However, given the immediate future increase in the demand for health and mental health services, there is currently a need to restructure a separate Health Services Department with senior leadership from a polished and innovative health and/or mental health professional who is a visionary. Priority Recommendations:
Re-create a Health Services Department for Berkeley Mental Health, Public Health and Environmental Health Divisions with seasoned senior professional Mental Health and Public Health leadership and oversight
Increase Mental Health Services Act funding and services for low-income residents in South and West Berkeley
Implement a policy of non-Police involvement with Mental Health Services (BPD to have backup role for life-threatening matters)
Secure annual funding of $350,000 from Alta Bates Summit Medical Center for the operations of the Black Infant Health Program
Implement the operations of the Mental Health Mobile Crisis Unit to operate 24 hours, 7 days a week Require annual all-Staff Divisional Meetings Hire more African American and Latino mental health professionals (Currently there are only three
African Americans and one Latino licensed clinician employed at Berkeley Mental Health clinics.) Other Recommendations:
Implement culturally responsive services in the Mental and Public Health service delivery systems, using welcoming, respectful, practices and models that are designed to be culturally and ethnically congruent
Permanently invest in a Mental Health Crisis Support System for Black youth and their families Develop accountability standards for place-based Health Equity Work in the African American
community Develop mechanisms for on-going staff input at the Senior Management level in the HHCS Department Develop standards to address Violence as a mental health and public health condition Increase resources in order to eradicate violence; especially as it affects youth Create a Mental Health and Public Health oversight advisory committee comprised of African
Americans, Low-income individuals and people from marginalized communities Mental Health and Health Commissions need to provide more Oversight to Mental and Public Health
Divisions.
Criminal Justice
Although illegal, "Racial Profiling" still very much exists in the United States, as evidenced by the recent case against the New York Police Department’s "Stop and Frisk" program. Studies have shown that African
Id-Deen talked about racial profiling in Berkeley…"Three officers got out of the car," he said. "They approached the young man and he's looking at them, like, 'What's going on?'" Id-Deen said it brings to mind the killing of Oscar Grant and Trayvon Martin. "You have officers walking toward you -- you don't know what they want," he said. "You haven't done anything." The officers asked the young man for identification and where he was going. "He politely refused to give it to them and said he was waiting for the bus," Id-Deen said. The officers said they'd wait with him. At that point the young man walked away, Id-Deen said. *(President of the Berkeley NAACP)
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9) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
American men are more likely to be racially profiled than other groups and they are more frequently stopped and searched by law enforcement. Profiling of individuals based solely upon their race, ethnicity, or national origin is illegal and yet it still occurs quite frequently in communities of color. Some Blacks are even profiled because of the way they are dressed. Most African Americans feel they are being treated like common criminals when they are racially profiled by the police, and African American residents in Berkeley have expressed these same sentiments. The Berkeley NAACP has received numerous complaints from African Americans in regards to “Racial Profiling” and this issue was also discussed at the Town Hall Meeting. Some attribute this problem to “Over Policing” in South Berkeley and this tactic is being carried out by the Berkeley Police Department’s Drug Task Force (DTF). Use of the DTF and “Over Policing” has lead to an increase in racial profiling of African Americans, especially young Black men in Berkeley. Police Officers must have a "Reasonable Suspicion" that an individual they want to stop is armed or is a danger and they must be able to communicate why they believed the individual that they stopped was suspicious. Statistics indicate that African Americans are much more likely to be arrested and imprisoned than White Americans and in a majority of these cases the black people are innocent of the crime; however most are not fully afforded the opportunity to prove their innocence. Historical police brutality and racial profiling by police officers in the United States against African Americans, especially against African American males has lead to Mass Incarceration (Black men are about five times more likely than white men to be incarcerated during their lifetime) and the Death of numerous African American men at the hands of the police. Documented cases have proven that some White Police Officers have demonstrated their prejudice against African American males by stopping them on the street, pulling them over on state highways and roads for no reason and using excessive force. A lot of traffic stops that are made by Police Officers that involve African American men are made because they are driving expensive vehicles or because of the color of their skin. “Driving While Black or “DWB” and “Walking While Black” “or “WWB” are major problems for African Americans in most places, including the City of Berkeley. The presence of Berkeley Police Departments’ Drug Task Force Officers driving around in dark cars and dressed in dark clothes (usually non-Black Officers) presents to most in the Black community as menacing, threatening and dangerous. The Black community-at-large feels “unsafe and threatened” by these Officers who are charged with protecting and improving the quality of their lives. Some African Americans even draw a correlation between these Berkeley Police Officers’ (especially, Drug Task Force Officers) behaviors that are reminiscent of the Bull Connor era of the Deep South, given the actions that are exhibited towards many people in the Black community. There is fear and mistrust of Berkeley Police Officers by many African Americans and other people of color that reside in the City of Berkeley and this should be alarming to those in positions of power within the city, because these are the very people that Berkeley Police Officers are sworn to serve and protect. Priority Recommendations:
Abolish the Berkeley Police Department’s Drug Task Force (DTF) Stop unmarked police cars from making ordinary traffic stops Implement mandatory reporting of aggregated data, collection and analyzing of ALL police stops with
information and demographics of person stopped (including race) – Annual public report to be made available
Implement a policy of non-Police involvement with Mental Health Services (BPD to have backup role for life-threatening matters)
End the use of the “Stop and Frisk” approach, especially in South Berkeley.
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10) “The Status of African Americans, Low-income Families and Marginalized Communities in the City of Berkeley”
Berkeley NAACP Fighting for Civil & Human Rights for All!
*Quotes taken from the Inside Bay Area/Oakland Tribune newspaper article - Berkeley NAACP focuses on discrimination, July 17, 2013
Other Recommendations: Hire more African American and Latino Police Officers Implement Community Policing Model in South Berkeley Provide on-going mandatory cultural competency training for all Berkeley Police Department employees
in order to address racism and racial profiling Institute “Mandatory Cultural Competency” training for all BPD staff – 16 hours per year Hold all Officers accountable and require them to operate according to constitutional standards of the
law.
Conclusion Superficial resolutions provide great sound bites, but seldom offer effective solutions that permanently address poverty, substandard education, affordable housing, high unemployment rates, and injustices in the criminal justice system and numerous other institutionalized inequities that primarily affect African Americans, low-income families and other marginalized communities in America and in the City of Berkeley. The Berkeley NAACP is providing this summary report with recommendations that we believe will actually address some of the problems identified at the Town Hall Meeting and complaints received by the Berkeley NAACP. We believe Berkeley City Commissions such as Peace and Justice, Rent Stabilization, Mental Health, Health, Labor, Police Review and Homeless to name a few, have the ability to craft Action Items from the recommendations in this report and present them to the Berkeley City Council and Berkeley Unified School District Board of Directors in order to implement substantial changes in the lives of African Americans, Low-income Families and Marginalized communities in the City of Berkeley. The Berkeley NAACP wants to work with the City of Berkeley, Berkeley Unified School District, community organizations and other public officials in order to eliminate inequities, disparities and injustices in the areas of employment, education, housing, mental health and health and law enforcement. Therefore, the Berkeley NAACP plans to work with City Commissions, residents and other stakeholders in order to ensure that the recommendations in this report are successfully implemented into City and District resolutions. We plan to host another Town Hall Meeting in December of 2013 in order to assess the progress of these recommendations. The Berkeley NAACP is committed to fighting for civil and human rights for all people.
In the book The New Jim Crow, it states, “While many successful blacks from earlier generations remained aware of their unique status by virtue of the blatant nature of Jim Crow, contemporary African-American elites are increasingly far removed from visible signs of racial discrimination. On this score, rather than focusing on the "New Jim Crow" of mass incarceration, horrendous public schools, residential segregation and massive unemployment and gun violence that plague too many black communities, the focus becomes the easy target of individual behavior.” (Author, Michelle Alexander)
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