This post describes some of the elements that could be included in the Community Program Planning (CPP) processes as well as the plan the Behavioral Health Services will deploy to develop the CPP itself. Here are descriptions of some key components of the CPP:
Stakeholders and Community:
In the MHSA code, outlined in BHAB bylaws in ARTICLE III – Duties and Responsibilities of Advisory Board Members. Section A: Duties (6): Stakeholders are defined as:
“Involvement shall include individuals with lived experience of mental illness or substance use disorders and their families, community members, advocacy organizations, and mental health professionals. It shall also include other professionals that interact with individuals living with mental illnesses or substance use disorders on a daily basis, such as education, emergency services, employment, health care, housing, law enforcement, local business owners, social services, seniors, transportation, and veterans.”
Community Program Planning (CPP) processes: The BHAB has a duty to ‘Review and approve the procedures used to ensure citizen and professional involvement at all stages of the planning process.’
- Communicating with stakeholders not reached by the Community Engagement initiatives or events.
- ‘Review and approve the processes…’ includes the BHS working with the BHAB to develop an annual CPP plan, distinct from the MHSA Three-Year Plan and annual update, that details the means and methods it will use to collaborate with all stakeholders, including identifying and communicating with those who have been traditionally marginalized or otherwise not aware of the opportunities.
In addition to the objectives stated, part of the process includes building out the CPP planning development process framework itself. That is, what will the BHS and BHAB do to develop and sustain what practices to provide each the ability to achieve their duties and objectives?- When referring to the ‘Planning processes’, I understand them to be defined as the systematic opportunity to:
- Review existing BHS contracts, including their objectives, Statement of Work, and deliverables.
- That BHAB is systematically included in the internal planning processes including:
- Evaluating community needs and demand.
- Developing strategies and tactics to overcome challenges and achieve objectives.
- Determining quantifiable metrics that indicate outcomes plainly.
- Monitoring and evaluating programs and outcomes throughout the year. This includes being present in provider and contract reviews, and during processes that modify contracts.
- To ensure information needed by stakeholders is provided in a timely manner through consistent delivery vehicles such as reports, visualizations, dashboards, and alerts.
- Participating in the budgeting processes for all MHSA and BHS programs, services, and activities.
- A distinct budget should be developed for the annual CPP plan and include:
- Costs to engage stakeholders through community engagement initiatives.
- Costs to train stakeholders, from BHS staff to BHAB, external provider and organization staff, and individual advocates or advocacy organizations that will consistently participate in the BHS planning processes as a relative subject matter expert (SME) on a long-term basis.
- A distinct budget should be developed for the annual CPP plan and include:
- When referring to the ‘Planning processes’, I understand them to be defined as the systematic opportunity to:
- Issue Resolution Process – ensuring the BHAB is aware of MHSA-related complaints through the process described in the MHSA 3-Year Plan which includes reporting elements by the BHS to the BHAB not yet implemented. See page 297 Issue Resolution Process in the FY2023-24 MHSA Three-Year Programs and Expenditure Plan
- Gap Analysis – ensuring the BHAB is knowledgeable about gaps in services and any efforts made by BHS to address or remedy.