stark county system of care expansion planning grant (samhsa) · stark county system of care...

StarkMHRSB.org/yourvoice

Stark County System of Care Expansion Planning Grant

KSU project web page


(SAMHSA)

July 30th, 2015

http://www.starkmhrsb.org/yourvoice

https://www.kent.edu/publichealth/stark-county-system-care-soc-planning-grant




A spectrum of effective, community-based services and supports for children and youth with or at-risk for mental health or other challenges and their families, that is • organized into a coordinated network, • builds meaningful partnerships with families and

youth, and • addresses their cultural and linguistic needs, in order to help them to function better at home, in school, in the community, and throughout life

A System of Care is…






• Family driven and youth guided, with the strengths and needs of the child and family determining the types and mix of services and supports provided

• Community based, with the locus of services as well as system management resting within a supportive, adaptive infrastructure of structures, processes, and relationships at the community level

• Culturally and linguistically competent, with agencies, programs, and services that reflect the cultural, racial, ethnic, and linguistic differences of the populations they serve to facilitate access to and utilization of appropriate services and supports and to eliminate disparities in care

System of Care Core Values






Core Strategies that are Essential for Expanding and Sustaining Systems of Care

1. Implementing policy, regulatory, and partnership changes

2. Developing or expanding services and supports based on system of care philosophy and approach

3. Creating and improving financing strategies

4. Providing training, technical assistance, and coaching

5. Generating support for system of care expansion through strategic communications






“Creating a strategic plan involves developing consensus among key constituents on a shared vision, shared values, and shared goals and outcomes and then applying specific core strategies/sub-strategies and action steps needed to carry them out. The resultant strategic plan will become a reliable blueprint to ensure the multi-level changes needed to accomplish successful system reform to expand the system of care approach.” (System of Care Expansion Planning Guide, Sept 2014)






Background






Who is participating?

• 52 Community Organizations • Schools and Educational Centers • Health Departments • Homelessness Representatives • Youth and Young Adults • Family Representatives • Criminal Justice System • Faith Based Organizations • Culturally Based Organizations • City Leaders

• 160 Participants throughout the Planning Process






How much time thus far?

• 24 Subcommittee Meetings (1.5 Hours Each)

• 36 hours

• 3 Larger Planning Meetings (2 Hours Each)

• 6 hours

• Total Community members’ time • ≈871 hours






Social Marketing






#yourvoice matters Recruitment Campaign

• National ECCO Recognition Finalist Award

• 2015 Bronze Recognition • Special Thanks to Video and Production Team*

• Sarah Hayden and Jessica Zavala (MHRSB)

• Joy Raub (Independent Young Adult MHRSB)

• Lauren Mitchell (Local College Student and Poet)

• Bumble Media LLC. – Joshua Clemence and Wade Carpenter






Subcommittee Relationship Diagram

• Four Primary Focus Areas






Communication/Marketing Barriers in Stark County’s System of Care

• Targeted Markets

• Treatment

• Prevention and Resiliency

• Cultural Competence

• Trauma-Informed Care






Building the Social Marketing Plan

• Next Steps:

• Collating Information – Minutes/Ambassadors

• Analyzing Data

• Establishing Goals

• Creating Messages

• Determining Marketing Channels






Cultural and Linguistic Competence







• Cultural Competence Updates • February 9th- Visioning and Action Planning Forum

• April 2nd- An Overview of the National CLAS Standards (Webinar)

• May 27th- Planning to Reduce Behavioral Health Disparities

• May 28th- Executive Leadership Discussion Forum

• July 14th- The Essential Role of an Organizational Self-Assessment

• Next Steps- Final Subcommittee meeting August 13th

• http://nccc.georgetown.edu/



http://nccc.georgetown.edu/




Cultural Competence Updates -SWOT Analysis

Strengths

• Opportunity to educate community as whole

• Develop plans for effective change

• Working across our silos at meeting level

• This committee will help to intentionally reach to outlying areas and populations

• Staff, personnel, demographics

Opportunities • Ability to increase partnerships

and collaborations between agencies

• Increased conversations

• Ability to put minds together from varied backgrounds and history

• Plan and strategy to recruit and retain a diverse staff






SWOT Analysis

Weaknesses

• Lack of faith based representation

• Departmental compartmentalizing

• Lack of funding to meet needs

Threats • Language of mental health

system can seem institutional

• Disconnect between Faith based, community, and business organizations

• Funding

• Regulations

• Family cultures







• Logic Model and Final Plan -”What would Cultural and Linguistic Competence look like for Stark County?

• Inputs, Activities & Interventions, Outputs, Short Tem and Long Term Outcomes

• Board of Directors (Public) • Executive Management • Program Coordinator • Direct Healthcare Provider • Intake/Secretarial • Youth/Family/Community






Trauma-Informed Care Learning Community






Trauma-Informed Care

• Twelve Stark County organizations participating in the National Council for Behavioral Health Trauma-Informed Care Learning Community:

1. Child & Adolescent Behavioral Health 2. Coleman Behavioral Health 3. Community Services of Stark County 4. Crisis Intervention and Recovery Center 5. Domestic Violence Project, Inc. 6. The Mental Health and Recovery Services Board of Stark County 7. Phoenix Rising Behavioral Health & Recovery 8. Stark County Board of Developmental Disabilities 9. Stark County Family Court 10. Stark County Job and Family Services 11. Stark County TASC 12. Stark Social Workers Network







• These organizations are working on making improvements internally on the National Council’s seven domains of Trauma-Informed Care:

1. Early Screening & Assessment

2. Consumer Driven Care and Services

3. Trauma-Informed, Educated and Responsive Workforce

4. Trauma-Informed, Evidence-Based and Emerging Best Practices

5. Safe and Secure Environments

6. Community Outreach and Partnership Building

7. Ongoing Performance Improvement and Evaluation







• Essential Components for Trauma Informed Juvenile Courts:

1. Learning to Identify/Recognize Trauma in Juvenile Justice Involved Youth

2. Early Screening

3. Youth Care and Services

4. Partnering with Youth and Families

5. Youth, Family and Provider Education and Training

6. Addressing Disparities/Specific Needs of Different Groups of Youth

7. Ensure Safety for Youth and Adults

8. Secondary Traumatic Stress (STS)

9. Cross System Collaboration

10. Ongoing Performance Improvement and Evaluation







• The Learning Community attended a Midyear meeting on June 2, 2015 with Cheryl Sharp and Karen Johnson from the National Council for Behavioral Health

• Successes:

• Bringing diversity of service lines together as a team and getting buy-in

• Making changes to physical environment • Identifying what they are already doing within their

organization that is trauma-informed • Developing a solid Core Implementation Team within

organization







• Opportunities to improve/challenges: • Incorporating the voice of lived experience to the

Core Implementation Team, including Youth/Young Adult

• Staff turnover • Coordinating amongst other initiatives • Capabilities of forms to remain trauma-informed as

organizations transition to electronic health record (EHR)

• Identifying staff training needs across organization and getting all staff on board (not just clinical)

• Looking at Post-Traumatic Stress Disorder (PTSD) versus Conduct Disorder diagnoses assigned to clients







• Discussions of what would be considered a “wild success” in the system of care:

• Becoming certified in mental health and alcohol/drug treatment • Focus on increased resilience • Use common language – bind trauma and resilience • Resilience as a prevention tool – promote it • Making processes more fluid, coordinated, and less duplicative • Increase in electronic health records (EHR) capabilities • Wrap services around any person who needs them • Streamline access and marketing to intercommunity

partners/hotlines • Early intervention • Same-day access (“just in time”) • Peers at front door • Coordination with primary care







• Developing recommendations from the National Council for Behavioral Health include: • Resource organizations in the Learning Community

• Possibly mini-grants to support trauma-informed organizations and community-based strategies

• Continue technical assistance (TA) for the Learning Community • Continue use of the Performance Monitoring Tool (PMT) • Integration into policies and procedures • Consider action strategies to keep this work “front and center” • Add new agencies to the Learning Community • Consider inviting possible new organizations to the September

final Summit Meeting to hear the Learning Community presentations






Youth and Young Adult Leadership






Youth and Young Adult

• Youth Engagement Strategies

• #yourvoice matters youth video, invite cards, and social media toolkit

• Emails to youth leaders

• Marketing materials

• Meetings changed to the Stark County Library, Main Branch







• SWOT Analysis • Strengths: Accessibility of services to youth

in schools; willingness of System partners to help

• Weaknesses: Lack of funding; lack of cross-cultural training; lack of cohesion and communication

• Opportunities: Creating a “connecting point”; flexible funds

• Threats: Poor identification of youth, funding; silos; training requirements







• Key Topics of Discussion

• Communication

• Identification

• Support






Family Support and Empowerment






Family Engagement

• The Family Engagement Committee (FEC) of the Stark County Family Council is a collaborative network of family representatives and family support advocates

• Focus of work is to improve family engagement and empowerment efforts in all sectors of the community

• Its 30+ membership is diverse and represents families accessing services from many community systems






Family Engagement

• FEC offers an on-going mechanism for systems to obtain input from a broad representation of families receiving services within the county’s system of care

• Healthy and robust SOC discussions took place with FEC members and additional family/youth voices

• Identified what’s working and opportunities for system improvements






Family Engagement

• What’s working/strengths?

• Awareness of challenges

• Parent advocates/liaisons

•Services and supports available

• Family Council’s Family Engagement Committee (FEC)






Family Engagement

• What’s not working/weaknesses? • Communication about services & how to access them

(amongst agencies and with the general public) • No centralized and/or well known “go-to” place for

information • Diagnostic process (takes too long; need a system

navigator during this process!) • Providers sharing information (too many

constraints/fear of confidentiality; providers need to be able to share timely info for the purpose of care coordination; also need to share more information with parents)

• Transportation (more public transportation stop locations and more frequent stops)






Family Engagement

• Most “Important and Changeable” opportunities ranked by the group is:

- Improved communication about agencies, services offered and points of access; and

- Having a well-publicized, updated and centralized location for information

• FEC is committed to continue supporting SOC Expansion Planning and future implementation efforts






Treatment






Treatment

• Three themes for action

• Communicating about treatment

• Treatment gaps and resource utilization

• Training of providers






Treatment

• Strategies to address communication within the system

• Ongoing process needed to update Help Guide

• Create a system-wide Facebook effort for all agencies to have access to posts related to important treatment information

• Host an annual open forum “providers service fair”

• Strategic effort to allow public community providers to interact and exchange program and services information on a quarterly basis






Treatment

• Strategies to address communicating with family and youth

• Effort to increase use of social media such as Facebook and Twitter/Instagram for younger audiences

• Maintain more traditional approaches such as billboards and user-friendly websites

• How can we utilize our community’s 211 line more effectively?






Treatment

• Enhanced strategies to accurately assess the capacity needs and improve access and coordination of care:

• Data Management System (Cross System, level of care, geographic access, culturally specific needs)

• System Navigation • Electronic Health Record • HIPAA/ 42 CFR/ Confidentiality/ ROI • Training






Prevention & Resiliency







• Top 5 Priority Areas • Add prevention strategies into our strategic plan and the

SOC implementation grant

• Brain research should be applied to our prevention efforts

• Create crossover funding opportunities.

• Have Strategic Conversations about Root Causes

• Family Council Meetings







• Priority Area #1: • Add prevention strategies into our strategic plan

and the SOC implementation grant • Goal #1:

• Evidence-based research will inform the development of prevention strategies aimed and trauma and adverse childhood experiences (ACE)






Prevention & Resiliency • Priority Area #1:

• Add prevention strategies into our strategic plan and the SOC implementation grant

• Goal #2: • Evidence-based strategies to reduce negative impacts and increase

resiliency for clients that have experienced trauma and ACE will be integrated into the strategic plan and the SOC implementation grant

• Objectives: • The following specific issues should be addressed in the objectives related

to these goals:

• Should be a strong focus on resiliency and be built on 40 Developmental Assets.

• Target population = 0-21 years old; located in hi-risk areas; include hi-risk groups.

• Needs to be based on data.

• Should include community-wide strategies







• Priority Area #2:

• Brain research should be applied to our prevention efforts

• Goal #1: • Brain research insights will be used to identify and implement

system improvement related to prevention activities and programs







• Priority #2 Objectives: • The following specific issues should be addressed in the

objectives related to this goal • Variety of audiences will be educated about brain research

including – medical providers, mental health and substance abuse providers, parents, funders, schools/educators, early childhood providers, community-based organizations, law enforcement, policymakers, business leaders, arts & recreation, DJFS

• Brain research should result in changes including: • Less behavior modification in schools. • Increase in positive behavior support & sensory assessments. • More appropriate referrals. • Improved diagnosis and treatment







• Priority Area #3: • Create crossover funding opportunities

• Goal #1: • Identify and implement opportunities for shared

funding and shared resources between organizations

• Objectives: • The following specific issues should be addressed

in the objectives related to this goal • Will need to identify synergies between prevention

and treatment organizations • Increase awareness of the importance and value of

prevention among funders, treatment providers, etc. • Should focus on tangible/measurable outcomes






Common Threads






Emerging Common Threads

1. Coordination of Funding • Creating new funding opportunities for organizations

• Applying for shared funding opportunities

2. The need for a centralized communication

• Need for a centralized place to find up to date location information

• 211 Updates

• Strategy to provide information for those looking






3. Improved Cultural and Linguistic Competence (CLC) for organizations

• Providing CLC services for youth and their families

• Recruiting and maintaining Spanish Speaking providers

4. Enhancing Collaboration between organizations

• Understanding HIPPA laws

• Need to know what other services are provided by other organizations do

• Strategies to share protected client information between providers







5. Increased Training • Electronic Health Records Training • CLC Training

6. Peer Support • Having a peer counselor for youth and young

adults

7. Inpatient Center • Having an inpatient center in Stark County so

families do not have to go to Akron, Youngstown, or Cleveland







Next Steps






August 2015 Aug 6

• Treatment Aug 13

• Cultural Competence • Social Marketing

Aug 20 • Prevention and Resiliency • Core Expansion Leadership

Aug 27 • Youth and Young Adult

• Survey 3 will be distributed at each meeting

September 2015 Sept 1 - 23

• Drafting of Master Subcommittee Report

• Drafting Implementation and task plan

Sept 17 • Core Expansion Leadership

Sept 24 • SOC Expansion Planning

Team Meeting






October 2015 • Strategic Planning Group Meetings

• Drafting of Implementation and Task Plan

November 2015

• Community Review of Implementation and Task Plan • Survey 4 – Final questionnaire

December 2015

• Final Implementation and Task Plan (Strategic Plan) • Final Evaluation Report






• Questions & Answers

• Reminder: Please take a moment to complete the evaluation form found in your packet

THANK YOU!






References:

• Stroul, B., Blau, G., & Friedman, R. (2010). Updating the system of care concept and philosophy. Washington, DC: Georgetown University Center for Child and Human Development National Technical Assistance Center for Children’s Mental Health.



stark county system of care expansion planning grant (samhsa) · stark county system of care...

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