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MHSA Successes in LA: Perspectives on Recovery and Resiliency. “Nurturing Hope, Promoting Wellness and Supporting Recovery”. Welcome. Catherine Bond, MFT Vice Chair, Los Angeles County Client Coalition Dennis Murata, MSW Deputy Director, Program Support Bureau. MHSA Overview. - PowerPoint PPT Presentation
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MHSA Successes in LA: Perspectives on Recovery and
Resiliency
“Nurturing Hope, Promoting Wellness and Supporting Recovery”
1
Welcome
Catherine Bond, MFTVice Chair, Los Angeles County Client Coalition
Dennis Murata, MSWDeputy Director, Program Support Bureau
2
MHSA Overview Proposition 63 – Mental Health Services Act
• California ballot proposition
• Passed November 2004
• Funding began January 1, 2005
How it is funded – 1% state tax on incomes of $1 million or more
What it funds – Expansion of mental health services and programs
Who it serves – All ages
• Children (0-15)
• Transitional Age Youths (16-25)
• Adults (26-59)
• Older Adults (60 and older)
3
MHSA Core Principles
• Client / family driven
• Cultural competence
• Community collaboration
• Service integration
• Focus on recovery, wellness, and resilience
4
MHSA Components
• Community Services and Support Plan February 14, 2006*
• Workforce Education and Training Plan April 8, 2009*
• Information Technology and Needs Plan May 8, 2009*
• Prevention and Early Intervention Plan September 27, 2009*
• Innovations Plan February 2, 2010*
• Capital Facilities Plan April 19, 2010 (Submitted)*
*Date of approval
5
IT/CFAd Hoc
Work Groups
PEIService Area LevelPlanning Process
SAAC 1
SAAC 2
SAAC 3
SAAC 4
SAAC 5
SAAC 6
SAAC 7
SAAC 8
WETAd Hoc
Work Groups
CSSAd Hoc
Work Groups
INNAd Hoc
Work Groups
Underrepresented Ethnic Populations
County of Los Angeles
MHSA Stakeholder Delegates
Service Area Advisory Committees (SAAC)
6
Department of Mental
Health
County Commissions &
Councils
Community and Faith Based
Organizations
Healthcare & Hospitals
Other Government
Agencies
Contract Providers
7
INFORMATION TECHNOLOGY
& CAPITALFACILITIES
WORFORCEEDUCATION &TRAINING
INNOVATIONS
PEI CSS
County of Los Angeles MHSA Stakeholder Process
MHSA Stakeholder Delegates
Develop, Deliberate and Recommend NEW MHSA Plans for Los Angeles County
System Leadership Team
Monitor Progress of MHSA Implementation
Support Transformation of Overall Public Mental Health System
WORFORCEEDUCATION &TRAINING
INNOVATIONS
8
MHSA Stakeholder Delegates
Comments:
“The process reinforced how important it is to have consumers and family members involved throughout the process.”
“It was amazing how people from very varied backgrounds were able to reach unanimous consensus on each plan.”
“All voices were heard, and they were heard equally.”
9
Making a Difference inConsumers’ Quality of Life: Full-Service Partnerships
Debbie Innes-Gomberg, Ph.D.District Chief, MHSA Implementation Unit
Kara Taguchi, Psy.D.Program Head, MHSA Implementation Unit
10
Data Collection of Full Service Partnership (FSP) Outcomes
in Los Angeles County
Size limitations resulted in LA County’s inability to enter data directly into State DMH Data Collection and Reporting System• Outcomes Measures Application (OMA) developed in late 2005
• Data elements include state mandated elements and additional outcomes based on stakeholder feedback
• Initiated provider training in September 2006
• Data entry initiated in November 2006
11
Outcomes Data Collection (continued)
Our OMA is now used for 3 distinct programs:
• Full Service Partnerships (2006)
• Specialized Foster Care Intensive (2007)
• Field Capable Clinical Services (FCCS) (2009)
12
Outcomes Data Collection (continued)
Current total of 63,927 FSP outcome assessments in the OMA
Data is also submitted electronically to LACDMH by third-party data collection systems (which yields an additional 10,835 outcome assessments)
FSP outcomes uploaded to State DMH: First Upload to the state was on 12/30/08 for 13,135
records (2 years worth of data) As of 4/1/2010 a total of 50,137 records have been
submitted to the state Data clean-up to enhance data submission to the
state
13
Development of Reports
• Utilized AB2034 methodology for reports, including initial focus on living arrangements
• Data validity and reliability
14
Availability of Reports
• Reports are accessible to Providers via the Internet
• Reports are refreshed every Monday, so providers can view their own residential data on a regular basis without relying on DMH
• New reports continue to refine data quality and to include additional domains
15
Annualized Living Arrangement Data and Graphs
• Comparison of residential data for 12 months immediately prior to receiving FSP services and for 12 months of residential status while receiving FSP services
• Data is adjusted (annualized) by a percentage based on average length of stay in the FSP program
• Data must meet data quality standards to be included in the analysis
16
Annualized Living Arrangement Data and Graphs
• 41 Unique Residential Types listed across 4 age groups
• Residential types are grouped into 16 Living Arrangement Clusters:
Residential CareIndependent
Living
Psychiatric Institutional
SettingsAssisted Living
Board and CareGroup Home RCL-
011Group Home RCL
12-14, CTFJustice Facilities
Congregate Living HomelessEmergency
ShelterTemporary
Housing
Acute Psychiatric Hospital/
Psychiatric Health Facility
Living With Family Foster Homes Other/Unknown
17
Hospitalization Data (Measured by Number of Clients)
18
Older Adult Full Service Partnership Program 42% Reduction
N=367
6585
0
10
20
30
40
50
60
70
80
90
Pre-Partnership Clients Post-Partnership Clients
Adult Full Service Partnership Program 44% Reduction
N=4,280
910
1,204
0
200
400
600
800
1000
1200
1400
Pre-Partnership Clients Post-Partnership Clients
Transitional Age Youth Full Service Partnership Program 37% Reduction
N=1,214
257
1500
50
100
150
200
250
300
Pre-Partnership Clients Post-Partnership Clients
Child Full Service Partnership Program 40% Reduction
N=2,658
228
137
0
50
100
150
200
250
Pre-Partnership Clients Post-Partnership Clients
Hospitalization Data (Measured by Number of Days)
Adult Full Service Partnership Program 16% Reduction
N=4,280
60,489
50,868
46000
48000
50000
52000
54000
56000
58000
60000
62000
Pre-Partnership Days Post-Partnership Days
Older Adult Full Service Partnership Program 17% Reduction
N=367
7,552
6,251
0
1000
2000
3000
4000
5000
6000
7000
8000
Pre-Partnership Days Post-Partnership Days
19
Jail Data (Measured by Number of Clients)
Older Adult Full Service Partnership Program 26% Reduction
23
17
0
5
10
15
20
25
Pre-Partnership Clients Post-Partnership Clients
Adult Full Service Partnership Program 26% Reduction
710
524
0
100
200
300
400
500
600
700
800
Pre-Partnership Clients Post-Partnership Clients
Transitional Age Youth Full Service Partnership Program 20% Reduction
95
76
0
10
20
30
40
50
60
70
80
90
100
Pre-Partnership Clients Post-Partnership Clients 20
Jail Data (Measured by Number of Days)
Older Adult Full Service Partnership Program 30% Reduction
N=367
3,683
2,568
0
500
1000
1500
2000
2500
3000
3500
4000
Pre-Partnership Days Post-Partnership Days
Adult Full Service Partnership Program 38% Reduction
N=4,280
79,243
49,141
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
Pre-Partnership Days Post-Partnership Days 21
Decline in Homelessness(for All Age Groups)
Older Adult 58% Reduction
10,018
23,650
0
5000
10000
15000
20000
25000
Pre-Partnership Days Post-Partnership DaysN=367
Adult 64% Reduction
421,597
150,085
050000
100000150000200000250000300000350000400000450000
Pre-Partnership Days Post-Partnership Days
N=4,280
Child24% Reduction
1,4371,881
0
500
1000
1500
2000
Pre-Partnership Days Post-Partnership Days
N=2,658
22
Transitional Age Youth34% Reduction
30,22120,082
05000
10000150002000025000
3000035000
Pre-Partnership Days Post-Partnership Days
N=1,214
Homeless Data (Measured by Number of Clients)
Older Adult Full Service Partnership Program 42% Reduction
N=367
99
57
0
20
40
60
80
100
120
Pre-Partnership Clients Post-Partnership Clients
Adult Full Service Partnership Program 44% Reduction
N=4,280
1,705
951
0
200
400
600
800
1000
1200
1400
1600
1800
Pre-Partnership Clients Post-Partnership Clients
Transitional Age Youth Full Service Partnership Program 37% Reduction
N=1,214
153
970
20
40
60
80
100
120
140
160
180
Pre-Partnership Clients Post-Partnership Clients
23
What does the data tell us? Fewer clients are hospitalized in an acute psychiatric
hospital while in FSP when compared to the 12 months immediately prior to FSP for all age groups
40% of Adult FSP clients experienced homelessness in the 12 months immediately prior to FSP, and on average, these clients were homeless for 8 out of those 12 months
Transitional Age Youth, Adult, & Older Adult FSPs show reductions in the number of clients in jail when helped by FSP, compared to 12-month baseline data
24
What else does the data tell us? There is also a reduction in the number of jail days for
Adults and Older Adults experienced while in FSP compared to the year prior
The majority of Adult and Older Adult FSP clients are currently living independently in either an apartment or house where they pay rent, hold a lease, or pay mortgage, or in a Single Room Occupancy (SRO) where they hold the lease
The majority of Child and TAY FSP clients are currently living with their families
25
Current Living Arrangement (by Cluster)
Looks at last reported/current residential type status
LACDMH can see this data broken down by provider site or FSP program
At a quick glance you can see the distribution of where currently enrolled clients are living
26
Child Full Service Partnership Current Residential Status
N= 1,629
Acute Psychiatric Hospital/PHF, 0.0147
Emergency Shelter, 0.0012Living with Family, 0.8281
Medical/ Physical Health Settings, 0.0018
No Cluster, 0.0141
Psychiatric Institutional Settings, 0.0012
Residential Care, 0.0061
Temporary Housing, 0.0043
Foster Homes, 0.0933
Independent Living, 0.019
Justice Facilities, 0.0074
Homeless, 0.0012
Group Home RCL 0-11, 0.0037Group Home RCL 12-14, CTF,
0.0037
27
Transitional Age Youth Full Service Partnership Current Residential Status
N= 847
Acute Psychiatric Hospital/PHF, 4%
Board and Care, 4%
Congregate Living, 2%
Living with Family, 53%
Medical/ Physical Health Settings, 0%
No Cluster, 3%
Residential Care, 6%
Temporary Housing, 3%
Group Home RCL 0-11, 1%
Homeless, 4% Group Home RCL 12-14, CTF, 0%
Assisted Living, 0%
Emergency Shelter, 2%Foster Homes, 3%
Independent Living, 9.28%
Justice Facilities, 3%
28
Adult Full Service Partnership Current Residential Status
N= 3,111
Acute Psychiatric Hospital/PHF, 3%
Assisted Living, 1%
Board and Care, 17%
Congregate Living, 6%Homeless, 7%
Independent Living, 27%
Justice Facilities, 3%
Living with Family, 16%
Medical/ Physical Health Settings, 2%
No Cluster, 3%
Psychiatric Institutional Settings, 1%
Residential Care, 8%
Temporary Housing, 4%
Emergency Shelter, 4% 29
Older Adult Full Service Partnership Current Residential Status
N= 284
Acute Psychiatric Hospital/PHF, 3.87%
Assisted Living, 5.28%
Board and Care, 12.32%
Independent Living, 37.32%
Justice Facilities, 2.46%
Living with Family, 7.04%
Medical/ Physical Health Settings, 7.04%
No Cluster, 5.28%
Psychiatric Institutional Settings, 1.06%
Residential Care, 6.69%
Temporary Housing, 2.82%
Congregate Living, 2.82%
Homeless, 4.58% Emergency Shelter, 1.41%
30
Adult FSP Program Cost Avoidance
Hospitalizations ($523/day)• Pre-Partnership Days – 60,489• Post-Partnership Days – 50,868• Cost Avoidance of $5,031,783
Incarcerations ($1,093/day)• Pre-Partnership Days – 79,243• Post-Partnership Days – 49,141• Cost Avoidance of $32,901,486
31
Older Adult FSP Program Cost Avoidance
Hospitalizations ($523/day)• Pre-Partnership Days – 7,552• Post-Partnership Days – 6,251• Cost Avoidance of $680,423
Incarcerations ($1,093/day)• Pre-Partnership Days – 3,683• Post-Partnership Days – 2,568• Cost Avoidance of $1,218,695
32
Roybal Mental Health Center Young Mothers & Babies FSP Program
Using a “Whatever it Takes” Approach
• Priority population is transition aged mothers ages 16 to 25 with children ages 0 to 5 years old
• Program targets young mothers with mental illness• At risk of losing custody of their children• With a history or at risk of psychiatric hospitalization• Who are homeless or are about to become homeless
33
Young Mothers & Babies FSP ProgramUsing a “Whatever it Takes” Approach
The program addresses a comprehensive list of needs:• Educates the entire family on reasonable developmental
expectations
• Provides education and role modeling for the mother and extended family
• Gives flex-funding to help with financial emergencies, including: food, housing and educational expenses
• Connects families to critical resources
• Staff available 24/7
34
Young Mothers & Babies FSP ProgramUsing a “Whatever it Takes” Approach
(continued)
• In the past 28 months, the program has opened 67 cases
• The program has reached more than 300 people by providing services to family members of enrolled clients
• 12 mothers who enrolled in the program with existing Department of Children & Family Services cases, successfully saw their cases closed
35
Project 50
Mary Marx, LCSW
District Chief, Countywide Resource Management
36
Project 50 Overview
As a result of a motion introduced by Supervisor Zev Yaroslavsky, the Board of Supervisors committed to funding a pilot project to house and provide integrated supportive services for 50 most vulnerable chronically homeless people on Skid Row on November 20, 2007
Modeled on an approach used by Common Ground to dramatically reduce the number of people living on the streets in New York City’s Times Square
The Board also specified that Project 50 should begin housing people within 100 days
37
Project 50
Project 50 Early Timeline:
October 2007 February 2008
11/20/2007Board of Supervisors pass Motion
to Implement Project 50 within 100 days
10/4/2007Los Angeles County hosts
Common Ground and US Interagency Council
12/7/2007Project 50 launches with Skid Row Street Count
12/10/2007 - 12/18/2007Registry Creation
12/20/2007Presentation on
Registry Creation
1/17/2008Outreach Begins
1/28/2008First Participant is Housed!
38
Project 50Participating Partners:
• Board of Supervisors
• Chief Executive Office
• Department of Mental Health
• Department of Health Services
• Department of Public Health
• Department of Public Social Services
• Sheriff’s Department
• Probation Department
• Alcohol Drug Program Administration
• Housing Authority City of Los Angeles
• Los Angeles Homeless Services Authority
• CDC
• Los Angeles Mayor’s Office
• Los Angeles Police Department
• Skid Row Housing Trust
• Didi Hirsch
• JWCH
• Volunteers of America
• Courts
• Public Defender
• Public Counsel
• Los Angeles City Attorney’s Office
• US Veteran’s Affairs Administration
• Common Ground
39
Project 50Phase I: Registry Creation
40
Project 50Phase I: Registry Creation
• Counted 471 homeless individuals (surveyed 350)
• Identified the 50 most vulnerable persons who had a 40% likelihood of dying within the next seven years unless they could be successfully placed in housing and provided appropriate medical care
• 25 Outreach personnel (with assistance from the Los Angeles Police Department)
• 250 of the 350 allowed Outreach personnel to photograph them (used later during Phase II to identify prospective participants
• Average length of homelessness: 9.6 years
• 76% reported having Mental Health issues; 90% reported having Substance Abuse issues
41
Project 50
Phase II: Outreach Team
• Maintain regular contact with identified individuals in efforts of establishing rapport and the goal of engaging these individuals in the services including transitional and permanent housing
• Establish a trusting therapeutic relationship with identified individuals
• Assess needs, define service goals, and reach agreement with the individual on a plan for service delivery
• Connect and/or reconnect individuals to appropriate services and supports
• Registry list was expanded to the top 140 individuals and was refreshed during the project
42
Project 50Phase III: Integrated Supportive Services Team
• Multi-disciplinary team (from different agencies) to provide housing, integrated health, mental health, and substance abuse services, and benefits establishment.
Supportive Services include:
1. Physical health care, mental health and substance abuse treatment
2. Money management
3. 24 Hour/7 day crisis services
4. Recovery-based self-help and support groups
5. Employment services
6. Transportation services
7. Education opportunities
8. Community Reintegration services (museums, fishing trips, Dodgers game, etc.)
9. Medication management
10. Benefits establishment
43
Project 50Phase III: Integrated Supportive Services Team (ISST)
• Mental health services provided through a DMH Medi-Cal certified outpatient clinic and a contracted outpatient clinic
• Physical health services provided through a Federally Qualified Health Center
– One record
– Daily team meetings
– Regular consultation
– Visits conducted together
– Shared office space
– Non-traditional contacts
44
Project 50 Data• Housed 67 participants since inception
• 42 participants are currently housed with Project 50
• 11 participants are alternatively housed (appropriate levels of care – SNF; reunited/living with family)
• Of the 42 participants currently housed:
• 67% recognized an increase in benefits since enrollment
• 33 successfully applied for and are currently receiving SSI benefits
• 100% are receiving benefits (77% receiving SSI)
• 100% are diagnosed with Mental Illness
– 95% are participating with Mental Health treatment
• 83% report a history of Substance Abuse
– 80% of those reporting are participating with Substance Abuse treatment
• 100% have Medical issues
– 100% are participating with Physical Health treatment
45
Project 50 Data(continued)
• Hospital Days:– Year prior to enrollment: approximately 750 hospital days at an
estimated cost of $677,000– Year after enrollment: less than 100 hospital days at an estimated
cost of $185,000
• Incarceration:– Year prior to enrollment: approximately 750 jail days at an
estimated cost of $79,000– Year after enrollment: approximately 150 jail days at an estimated
cost of $15,000
46
Project 50 Progression and Replication
• Project 50 participants and the ISST are moving into the newly developed Cobb Apartment building. Project 50 is planning to expand services to 24 additional participants.
• Project 50 replications in downtown: Cobb, Carver, Venice, Santa Monica, San Fernando Valley, Long Beach, and Hollywood (under development)
• 1 participant moved into an independent apartment in Crenshaw with supportive services
• 1 participant is actively seeking re-employment; recently passed his Merchant Marine examination
47
Project 50
Before: After:
48
Westside Urgent Care Center
Karen J. Williams, PhD
District Chief, Service Area 5
Mary Marx, LCSW
District Chief, Countywide Resource Management
Luana Murphy, CEO
Exodus Recovery, Inc.
49
Alternative Crisis Services
• Alternate Crisis Services (ACS) provides a comprehensive range of services and supports for mentally ill individuals that are designed to provide alternatives to emergency room care, acute inpatient hospitalization and institutional care, reduce homelessness, and prevent incarceration
• ACS programs are funded by the Mental Health Services Act (MHSA) and operate in conjunction with MHSA’s recovery-based model of service delivery
• Urgent Care Centers (UCCs) are a component of ACS
50
Westside UCC
• Operated by Exodus Recovery, Inc.
• Opened in December 2006
• Located in the 1st Supervisorial District – Service Area 5 (3828 Hughes Avenue, Culver City, CA 90232)
• Open 365 days/year, 24 hours/day
• Lanterman Petris-Short Designated (February 2007)
• Located near Brotman Medical Center
• Provide intensive crisis services to individuals who otherwise would be brought to emergency rooms
• Provide up to 23 hours of immediate care and linkage to community-based solutions
• Provide crisis intervention services, including integrated services for co-occurring substance abuse disorders
• Focus on recovery and linkage to ongoing community services and supports that are designed to impact unnecessary and lengthy involuntary inpatient treatment 51
Westside UCCThree (3) Service Components:
1) Mental Health Crisis Program
1) Emergency Shelter Bed Program, providing short-term residential services to homeless individuals receiving services from the Mental Health Crisis Program (through partnership with Ocean Park Community center)
2) Transitional Residential Services Program, providing longer-term housing for individuals in need of ongoing support to live independently in the community (through partnership with Alcott)
52
Westside UCCAdmission Source
WestsideUCC
OlympiaMedicalCenter
LAPDCulver City PD
Santa Monica PD(in lieu of Harbor/
UCLA)
Santa MonicaMedical Center
St. John’sMedicalCenter
Board & Cares
Mental HealthClinics
Cedars Sinai
Medical Center
CentinelaHospital
FromHome
BrotmanMedicalCenter
PMRT(in lieu of Harbor/UCLA)
Daniel FreemanMarina
Jail Release
5150
5150
5150
51505150
5150
5150
5150
5150
53
Mission
Staffing
Setting
Target Population
Psychiatric Evaluation
Medication for stabilization
Crisis Counseling
Medication support for clients unable
to access outpatient care
Community Integration/Linkage
Activity
Decrease acute symptoms
Prevent acute hospitalization
Establish/Reestablish MH
treatment in community
Client linked with substance abuse
treatment, as applicable
Client linked with housing, as applicable
Client linked with Wellness/Recovery
Center, as applicable
Decrease ER Census
Decrease System Costs of
Hospitalization
Increase Community Tenure
of Client
INPUTSProcess/
InterventionImmediate Outcomes
Intermediate/Long Term Outcomes
UCC Data ReportingUCC Logic Model
54
Westside UCC Data
Other Demographic Data:
Since inception the Westside UCC has 13,198 unique monthly episodes of service (Average of 401 unique episodes per month during current Fiscal Year)
Of the 13,198 Unique Episodes of Service:
• 52.7% were male (n = 6,952); 47.3% were female (n = 6,246)
• 46.2% reported having Substance Abuse issues (n = 6,101)
• 14.5% reported being Homeless (n = 1,908)
Age Group:
• 0.4% ages 0-15 (n = 49)
• 13.7% ages 16-25 (n = 1,816)
• 78.9% ages 26-59 (n = 10,410)
• 7.0% ages 60+ (n = 923)
55
Westside UCC DataOutcome Data
Consumers with PMRT, Psychiatric ER, Inpatient Hospitalization, and Jail Mental Health episodes 30 days after receiving services from Westside UCC:
*Westside UCC is able to admit consumers on involuntary holds (5150s). 56
Westside UCC Data
Fiscal Year2007-2008
Fiscal Year2009-2010
Variance
Cost/day/client $690 $574 ($116)
Cost Avoidance Analysis
The cost per day per client at Westside UCC has decreased from Fiscal Year 2007-2008 to Fiscal Year 2009-2010
Average Cost of a Psychiatric Inpatient Hospitalization (with a length of stay of 3 days – 5150)
Fiscal Year2009-2010
County Hospital $3,390
Short-Doyle/Medi-Cal Hospital $1,725
Fee-for-Service Hospital $1,569
57
Westside UCC Data
Cost Avoidance Analysis
Cost avoidance of utilizing Westside UCC services to manage clients and preventing involuntary inpatient psychiatric hospitalization:
Cost Avoidance
County Hospital $2,816
Short-Doyle/Medi-Cal Hospital $1,151
Fee-for-Service Hospital $995
58
UCC Expansion
• DMH and Exodus Recovery, Inc. partnered to open a new psychiatric UCC in Los Angeles County
• The new UCC is located on 1920 Marengo Street, directly across the street from LAC+USC Medical Center
• Opened on April 15, 2010 and was LPS designated on 4/29/10
• The new UCC has the ability to provide Transitional Residential Services for consumers at Gateways Percy Village
• Ability to provide consumers (up to 30 daily) with access to UCC services directly from LAC+USC Medical Center
59
Transformative Approaches
Terri Boykins, LCSW
District Chief, Transitional Age Youth
60
Drop-In Centers
• Provide temporary safety & basic supports for seriously emotionally disturbed and severe and persistently mentally ill youth 16 – 25.
• Low-demand, high-tolerance environments.
• Served 4,405 clients from March 2008-2010
• Gender: 64% male, 29% female
• Ethnicity: 33% African American
22% White 16% Other
25% Latino3% Native American
1% Asian
61
Transformative Approaches
Pacific Clinics
TAY Drop-In Center
Video
62
Transformative Approaches
Northeast Wellness Center
Maria Aguilar, MD
Psychiatrist, Northeast Wellness Center
63
Northeast Wellness Center
“Our dream is to help others achieve their dreams.”
• Consumers created vision and mission
• Vision: “Help consumers reach their hopes, dreams and goals.”
• Mission: “Everybody working together for one purpose: to assist consumers to realize their skills, gifts and talents, and to support their brilliance as they find their place in the world.”
64
Northeast Wellness Center
Person-Centered Approach
• Social (family, community, friends)
• Physical (medical, nutrition, exercise)
• Basic needs (food, clothing, shelter)
• Vocational (job, school, volunteering)
• Psychological (emotional coping skills, harm reduction)
• Spiritual (sense of purpose and belonging)
65
Northeast Wellness Center
1,800 Contact Services (FY July 2009-April 2010)
Links to Services:
• Vocational/Employment
• Housing
• Primary care health
• Jail transition
66
Northeast Wellness Center
67
Prescription for the Whole Person
68
Lives Touched
Kathleen Piché, LCSW
Public Information Officer, LACDMH
69
Lives Touched
Gary Gougis, Peer Advocate
Video
70
Question & Answer
71