Transcript Slide 1

MHSA Successes in LA: Perspectives
on Recovery and Resiliency
“Nurturing Hope, Promoting Wellness and Supporting Recovery”
1
Welcome
Catherine Bond, MFT
Vice Chair, Los Angeles County Client Coalition
Dennis Murata, MSW
Deputy 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
County of Los Angeles
MHSA Stakeholder Delegates
CSS
INN
Ad Hoc
Work Groups
Ad Hoc
Work Groups
IT/CF
WET
Ad Hoc
Work Groups
Ad Hoc
Work Groups
PEI
Service Area Level
Planning Process
Underrepresented Ethnic
Populations
Service Area Advisory Committees (SAAC)
SAAC
1
SAAC
2
SAAC
3
SAAC
4
SAAC
5
SAAC
6
SAAC
7
SAAC
8
6
Contract
Providers
County
Commissions &
Councils
Department
of Mental
Health
System
Leadership
Team
Other
Government
Agencies
Advocacy
Groups:
Consumers, Family
Member, Caregivers
Community and
Faith Based
Organizations
Healthcare
& Hospitals
Underrepresented
Ethnic
Populations
7
County of Los Angeles
MHSA Stakeholder Process
MHSA Stakeholder
Delegates
System Leadership
Team
Support Transformation of Overall
Public Mental Health System
Monitor Progress of
MHSA Implementation
Develop, Deliberate
and Recommend
NEW MHSA Plans
for Los Angeles
County
CSS
PEI
INFORMATION
WORFORCE
TECHNOLOGY
EDUCATION
& CAPITAL
&TRAINING
FACILITIES
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 in
Consumers’ 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 Care
Independent Living
Psychiatric
Institutional Settings
Assisted Living
Board and Care
Group Home RCL011
Group Home RCL
12-14, CTF
Justice Facilities
Congregate Living
Homeless
Emergency Shelter
Temporary Housing
Acute Psychiatric
Hospital/ Psychiatric
Health Facility
Living With Family
Foster Homes
Other/Unknown
17
Hospitalization Data
(Measured by Number of Clients)
Child Full Service Partnership Program
40% Reduction
N=2,658
Transitional Age Youth Full Service Partnership Program
37% Reduction
N=1,214
250
300
200
250
200
150
228
150
100
257
100
137
50
50
150
0
0
Pre-Partnership Clients
Post-Partnership Clients
Pre-Partnership Clients
Adult Full Service Partnership Program
44% Reduction
N=4,280
Post-Partnership Clients
Older Adult Full Service Partnership Program
42% Reduction
N=367
1400
90
1200
80
70
1000
60
800
600
50
1,204
910
400
85
65
40
30
20
200
10
0
0
Pre-Partnership Clients
Post-Partnership Clients
Pre-Partnership Clients
Post-Partnership Clients
18
Hospitalization Data
(Measured by Number of Days)
Adult Full Service Partnership Program
16% Reduction
N=4,280
62000
60000
58000
56000
60,489
54000
52000
50000
50,868
48000
46000
Pre-Partnership Days
Post-Partnership Days
Older Adult Full Service Partnership Program
17% Reduction
N=367
8000
7000
6000
7,552
5000
6,251
4000
3000
2000
1000
0
Pre-Partnership Days
Post-Partnership Days
19
Jail Data
(Measured by Number of Clients)
Older Adult Full Service Partnership Program
26% Reduction
25
Adult Full Service Partnership Program
26% Reduction
800
700
20
600
15
500
23
400
10
17
710
524
300
200
5
100
0
0
Pre-Partnership Clients
Post-Partnership Clients
Pre-Partnership Clients
Post-Partnership Clients
Transitional Age Youth Full Service Partnership Program
20% Reduction
100
90
80
70
60
95
50
40
76
30
20
10
0
Pre-Partnership Clients
Post-Partnership Clients
20
Jail Data
(Measured by Number of Days)
Older Adult Full Service Partnership Program
30% Reduction
N=367
4000
3500
3000
2500
2000
3,683
2,568
1500
1000
500
0
Pre-Partnership Days
Post-Partnership Days
Adult Full Service Partnership Program
38% Reduction
N=4,280
90000
80000
70000
60000
50000
40000
79,243
30000
49,141
20000
10000
0
Pre-Partnership Days
Post-Partnership Days
21
Decline in Homelessness
(for All Age Groups)
Transitional Age Youth
34% Reduction
Child
24% Reduction
2000
1500
1,881
1,437
1000
500
0
Pre-Partnership Days
35000
30000
25000
20000
15000
10000
5000
0
30,221
20,082
Post-Partnership Days
Pre-Partnership Days
N=2,658
N=1,214
Adult
64% Reduction
450000
400000
350000
300000
250000
200000
150000
100000
50000
0
Post-Partnership Days
Older Adult
58% Reduction
25000
20000
421,597
15000
23,650
10000
150,085
10,018
5000
0
Pre-Partnership Days
Post-Partnership Days
N=4,280
Pre-Partnership Days
Post-Partnership Days
N=367
22
Homeless Data
(Measured by Number of Clients)
Transitional Age Youth Full Service Partnership Program
37% Reduction
N=1,214
Older Adult Full Service Partnership Program
42% Reduction
N=367
180
120
160
100
140
120
80
100
60
99
153
80
60
40
57
20
40
97
20
0
0
Pre-Partnership Clients
Post-Partnership Clients
Pre-Partnership Clients
Post-Partnership Clients
Adult Full Service Partnership Program
44% Reduction
N=4,280
1800
1600
1400
1200
1000
1,705
800
600
951
400
200
0
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
Medical/ Physical Health Settings,
0.0018
No Cluster, 0.0141
Psychiatric Institutional Settings,
0.0012
Residential Care, 0.0061
Temporary Housing, 0.0043
Living with Family, 0.8281
Acute Psychiatric Hospital/PHF,
0.0147
Emergency Shelter, 0.0012
Foster Homes, 0.0933
Group Home RCL 0-11, 0.0037
Group Home RCL 12-14, CTF,
0.0037
Homeless, 0.0012
Independent Living, 0.019
Justice Facilities, 0.0074
27
Transitional Age Youth Full Service
Partnership Current Residential Status
N= 847
Medical/ Physical Health Settings,
0%
No Cluster, 3%
Residential Care, 6%
Living with Family, 53%
Temporary Housing, 3%
Acute Psychiatric Hospital/PHF,
4%
Assisted Living, 0%
Board and Care, 4%
Congregate Living, 2%
Emergency Shelter, 2%
Foster Homes, 3%
Group Home RCL 0-11, 1%
Justice Facilities, 3%
Homeless, 4%
Group Home RCL 12-14, CTF,
0%
Independent Living, 9.28%
28
Adult Full Service Partnership
Current Residential Status
N= 3,111
Medical/ Physical Health Settings,
2%
No Cluster, 3%
Living with Family, 16%
Psychiatric Institutional Settings,
1%
Justice Facilities, 3%
Residential Care, 8%
Temporary Housing, 4%
Acute Psychiatric Hospital/PHF,
3%
Assisted Living, 1%
Independent Living, 27%
Board and Care, 17%
Homeless, 7%
Congregate Living, 6%
Emergency Shelter, 4%
29
Older Adult Full Service Partnership
Current Residential Status
N= 284
Medical/ Physical Health Settings,
7.04%
Living with Family, 7.04%
Justice Facilities, 2.46%
No Cluster, 5.28%
Psychiatric Institutional Settings,
1.06%
Residential Care, 6.69%
Temporary Housing, 2.82%
Acute Psychiatric Hospital/PHF,
3.87%
Independent Living, 37.32%
Assisted Living, 5.28%
Board and Care, 12.32%
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 Program
Using 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 Program
Using 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:
12/7/2007
Project 50 launches with
Skid Row Street Count
10/4/2007
Los Angeles County hosts
Common Ground and
US Interagency Council
12/20/2007
Presentation on
Registry Creation
October 2007
1/28/2008
First Participant is Housed!
February 2008
12/10/2007 - 12/18/2007
Registry Creation
11/20/2007
Board of Supervisors pass Motion
to Implement Project 50
within 100 days
1/17/2008
Outreach Begins
38
Project 50
Participating Partners:
•
Board of Supervisors
•
Los Angeles Mayor’s Office
•
Chief Executive Office
•
Los Angeles Police Department
•
Department of Mental Health
•
Skid Row Housing Trust
•
Department of Health Services
•
Didi Hirsch
•
Department of Public Health
•
JWCH
•
Department of Public Social Services
•
Volunteers of America
•
Sheriff’s Department
•
Courts
•
Probation Department
•
Public Defender
•
Alcohol Drug Program Administration
•
Public Counsel
•
Housing Authority City of Los Angeles
•
Los Angeles City Attorney’s Office
•
Los Angeles Homeless Services Authority
•
US Veteran’s Affairs Administration
•
CDC
•
Common Ground
39
Project 50
Phase I: Registry Creation
40
Project 50
Phase 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 50
Phase 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
6. Transportation services
substance abuse treatment
7. Education opportunities
2. Money management
8. Community Reintegration services (museums,
3. 24 Hour/7 day crisis services
4. Recovery-based self-help and support
fishing trips, Dodgers game, etc.)
9. Medication management
groups
10. Benefits establishment
5. Employment services
43
Project 50
Phase 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 UCC
Three (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 UCC
Admission Source
Centinela
Hospital
From
Home
5150
Olympia
Medical
Center
St. John’s
Medical
Center
5150
5150
Daniel
Freeman
Marina
Brotman
Medical
Center
Board &
Cares
5150
Westside
UCC
5150
5150
5150
PMRT
(in lieu of
Harbor/
UCLA)
5150
5150
LAPD
Culver City PD
Santa Monica PD
(in lieu of Harbor/
UCLA)
Jail
Release
Cedars
Sinai
Medical
Center
Santa
Monica
Medical
Center
Mental
Health
Clinics
53
UCC Data Reporting
UCC Logic Model
INPUTS
Process/
Intervention
Immediate
Outcomes
Intermediate/
Long Term
Outcomes
Decrease acute
symptoms
Mission
Psychiatric
Evaluation
Prevent acute
hospitalization
Decrease ER
Census
Medication for
stabilization
Staffing
Establish/
Reestablish MH
treatment in
community
Decrease System
Costs of
Hospitalization
Crisis Counseling
Setting
Medication support
for clients unable
to access
outpatient care
Client linked with
substance abuse
treatment, as
applicable
Client linked with
housing, as
applicable
Target Population
Community
Integration/Linkage
Activity
Client linked with
Wellness/Recovery
Center, as
applicable
Increase
Community Tenure
of Client
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 Data
Outcome 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
Cost Avoidance Analysis
The cost per day per client at Westside UCC has decreased from Fiscal Year 20072008 to Fiscal Year 2009-2010
Fiscal Year
2007-2008
Fiscal Year
2009-2010
Variance
$690
$574
($116)
Cost/day/client
Average Cost of a Psychiatric Inpatient Hospitalization (with a length of stay of 3
days – 5150)
Fiscal Year
2009-2010
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% Latino
3% 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
Specific programs:
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•
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Case management
Individual medication support
Housing
Art groups
Cooking class
Daily Living Skills (balancing
checkbooks)
• Angels on call (peer to peer)
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Anger management
Writing
Healthy living class
12-Step Programs
Tai Chi
Family Education / Support
Group
Employment Support Group
Empowerment (WRAP)
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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