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Presents MHB Training 101

Presents MHB Training 101. Why do MHB/Cs Exist?.

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Presents MHB Training 101

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  1. PresentsMHB Training 101

  2. Why do MHB/Cs Exist? In enacting this chapter, the Legislature finds and declares that the public commissions, boards, councils and other public agencies, in this state exist to aid in the conduct of the people’s business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly.

  3. Who do MHB/C serve? The people of this State do not yield their sovereignty to the agencies which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.

  4. Where do MHB/Cs fit in the MH structure California State Association Of Counties Local Board Of Supervisors Local Mental Health Department Local Mental Health Board

  5. Mental Health Boards Roles and Duties

  6. Purpose of Mental Health Boards & Commissions. • Oversight & monitoring of the local mental health system. • Advocacy for persons with serious mental illness. • Provide advice to the governing body (Board of Supervisors) and the local mental health director.

  7. Review & evaluate the community’s mental health needs, services, facilities and special problems. Review any county agreements entered into pursuant to section 5650. Advise the governing body (BOS) and the local mental health director as to any aspect of the local mental health program. Roles & Duties of Local Mental Health Boards & Commissions

  8. Roles & Duties cont. • Review & approve the procedures used to ensure citizen and professional involvement at all stages of the planning process. • Submit an annual report to the governing body (BOS) on the needs and performance of the county’s mental health system.

  9. Roles & Duties cont. • Review and make recommendations on applicants for the appointment of a local director of mental health services. The MHB shall be included in the selection process prior to the vote of the BOS. • Review and comment on the county’s performance outcome data and communicate its findings to the California Mental Health Planning Council (CMHPC)

  10. Roles & Duties cont. • Nothing in this part shall be construed to limit the ability of the governing body (BOS) to transfer additional duties or authority to the MHB. • It is the intent of the Legislature that, as part of its duties pursuant to subdivision (a) the MHB shall assess the impact of realignment of services from the state to the county, on services delivered to the clients and on the local community.

  11. Review & Evaluate • Have presentations. • Review facilities & services. • Hold public meetings on specific topics. • Establish committees to review issues. • Remember that all evaluations require objective criteria. Objective criteria is based on information gathered outside one’s own self or one’s own experiences. In contrast, subjective criteria focuses only on one’s own knowledge & experiences often resulting in inaccurate evaluations.

  12. Review any county agreements. • Review the county performance contract & approve procedures ensuring citizen & professional involvement at all stages of the planning process. • Review the mental health departments “County Plan” & other policies regarding those assurances.

  13. Review any county agreement • Review cultural competency of mental health services. • The budget is a contract that the MHB must review. • Review use of quality assurance techniques to improve mental health services.

  14. Advise the BOS as to any aspect of the local mental health program • Testify at the BOS’s meetings & workshops. • Advise the BOS in writing. • Meet with county supervisors individually.

  15. Advise the MHD as to any aspect of the local mental health program • Advise the director at regular monthly meetings. • Communicate directly with the MHD. • Review & comment on the director’s written correspondence. • Review the mental health budget.

  16. Review & approve the procedures used to ensure citizen & professional involvement at all stages of the planning process.

  17. Through community input at MHB meetings. • By conducting public meetings. • Through membership on department committees.

  18. Submit an annual report to the BOS on the needs & performance of the county’s mental health system • Provide a summary of the MHB’s major activities in the past year. • Provide a summary of the membership & it’s attendance. • Address the MHB’s goals for the next year. • Give comments on the planning process & citizen involvement.

  19. Annual report to BOS cont. • Provide an evaluation of the local mental health program, such as unmet needs, gaps in the service system, quality of services, and consumer satisfaction with the system. • Make recommendations to the BOS for improving the mental health system.

  20. Review & make recommendations on the applicants for the appointment of a MHD • The MHB shall be included in the selection process of a new Mental Health Director prior to the vote of the governing body (Board of Supervisors or City Council).

  21. Review & comment on the county’s performance outcome data. • Plan ahead. • Appoint a committee to review the data provided in the California Mental Health Planning Council’s workbook. • Review the process & criteria to complete the report. • Work with MH staff to research info needed to complete the report. • Seek input from providers & community to assess how programs & services are working.

  22. Performance outcome data cont. • Consult with the MHD at all stages in compiling the report. • Compile findings, documents, and report to the California Mental Health Planning Council, the Mental Health Department and the Board of Supervisors and/or City Council.

  23. W & I Code 5604.2 (a) • Nothing in this part shall be construed to limit the ability of the BOS to transfer additional duties or authority to a MHB. • The BOS may ask MHBs to take on additional duties which by law they would be required to perform.

  24. W & I Code 5604.2 (b) • Assess the impact of realignment of services from the state to the county, on services delivered to the clients and on the local community.

  25. Top 3 factors that MHBs believe contribute to their effectiveness. • Good working relationship with their director and their local mental health department. • Increased direct consumer and family representation on MHBs. • More community involvement.

  26. Top 3 factors mental health dept. believe contribute to the effectiveness of MHBs. • Members are hardworking, knowledgeable and interested in the mental health system. • Board members are very committed. • Adding more direct consumers and family members to the MHB increased its effectiveness.

  27. Top 3 factors MHBs believe contribute to their ineffectiveness. • Inexperience of newly appointed members. • No mandated or adequately funded statewide organization for MHBs. • Being overwhelmed by too many statutory duties and projects.

  28. Top 3 factors mental health dept. believe contribute to the ineffectiveness of the MHB. • Lack of knowledge about mental health issues and need for training. • Vacancies and difficulties recruiting board members, especially direct consumers. • Personality conflicts and members with personal agendas.

  29. The importance of mental health boards establishing goals each year. • When a MHB sets goals they have a focus of what they want to accomplish. • They can work in unity to develop innovative ways to meet their mandates in law. • The MHB develops a focus on problem areas & develops a plan to resolve those issues. • The MHB must review the needs, programs & services to identify & prioritize some of the prospective goals.

  30. Goals cont. • Each year the MHB can review the goals they have completed, the goals they still need to work on & new goals they identify. • A suggestion for the chair. At the beginning of each new term, or at the beginning of each new fiscal year, have the MHB members submit the goals they think the MHB should adopt for the year. Include unattained goals in the final compilation. Prioritize the goals. Establish a committee for each adopted goal.

  31. The MHB evaluates itself. Successful board teams pay attention to the process of how they operate. Just as they evaluate the progress of their mental health department they must also assess the operation of the board team & determine how they can do the job better.

  32. The MHB evaluates its meetings. The outcome of any meeting depends heavily on the process. A well organized and well-managed meeting produces good results. A disorganized meeting produces frustration and anger and does nothing for your mental health department or the goals of your board.

  33. Other organizations involved in the mental health system. • California Coalition for Mental Health. • California Alliance for the Mentally Ill. • California Network of Mental Health Clients. • California Mental Health Advocates for Children and Youth. • United Advocates for Children of California.

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