Transcript Slide 1

Program History and RFA
General Information
Gary Blau, Ph.D.
Branch Chief, Child Adolescent and Family Branch,
Center for Mental Health Services, Substances Abuse
and Mental Health Services Administration
SAMHSA’s Strategic Initiatives
1. Prevention of Substance Abuse and Mental Illness
2. Trauma and Justice
3. Military Families—Active, Guard, Reserve, and
Veteran
4. Health Reform
5. Recovery Support
6. Health Information Technology for Behavioral
Health Providers
7. Data, Quality, and Outcomes—Demonstrating
Results
8. Public Education and Support
SAMHSA’s Theory of Change
Historical Perspective
• Child Adolescent Service System Program (CASSP) – 1984
• Comprehensive Community Mental Health Services Program
for Children and Their Families – 1993
• 173 Grants Since Program Inception
System of Care Communities of the Comprehensive
Community Mental Health Services for Children and Their
Families Program
Funded Communities
Date
Number
1993–1994
1997–1998
1999–2000
2002–2004
2005–2006
2008
2009–2010
22
23
22
29
30
18
29
CMHI Focus on Expansion and
Sustainability
Transformation Equation
Family Driven
Youth Guided
Cultural and
Linguistic
Competence
EBP’s and Clinical
Excellence
Continuous Quality
Improvement
Issues to Address

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



Justify geographic area and how this addresses expansion
Provide a rationale for budget amount being requested
Description of the System of Care Expansion Team
Demonstrate how youth and families are involved
Address sustainability issues and financing strategies
Explain if you choose to focus on a priority population and how
this will ultimately address expansion
 Document how you will meet match requirements
 Evidence of Commitment/Letter of Support from Governor (or
designee) or commensurate-level tribal or territorial
representative (or designee)
 Grants.gov
Questions?
For questions on the program and RFA:
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Strategic Framework for
Expanding the System of Care
Approach
Beth A. Stroul, M.Ed.
President, Management & Training Innovations
11
Expanding What?
Elements of Systems of Care
How?
Strategic Planning and Implementation
First:
• Identify and engage partners (SOC Planning Team)
• Identify your population of focus (children and youth with
serious mental health needs)
• Agree on underlying philosophy (SOC philosophy)
• Identify mental health and other services and supports
and service planning/delivery process to achieve
outcomes (service array/individualized approach)
• Determine how services will be organized
Adapted from Pires, S. 2006. Human Service Collaborative. Washington, D.C.
Strategic Planning and Implementation
Then:
• Establish short-term and long-term goals and intended
outcomes (logic model)
• Identify system change strategies needed to achieve
goals (use 5 core strategy areas)
• Establish priorities and develop action steps for
implementation
• Identify resources to obtain or redirect
for
system building
Now You Are Ready for a Blueprint
for Expanding SOCs
Adapted from Pires, S. 2006. Human Service Collaborative. Washington, D.C
What are Effective
Expansion Strategies?
• Goal of the federal SOC Program – Use timelimited demonstration grants to produce system
changes that are maintained after grants and
have a broader impact by expanding the SOC
approach statewide, in territories, and in tribes
• Consistent with SAMHSA’s theory of change – to move from
innovation to widespread adoption
• Study on sustainability of SOCs established the critical role of
states, territories, and tribes in sustaining and expanding SOCs
in partnership with communities
• Led to current study to identify effective state
strategies for expanding SOCs
Summary of
Study Method
1. Developed conceptual framework on strategies for SOC
expansion
2. Selected sample of 9 states with significant progress in
expanding SOCs
3. Interviewed multiple state, community, and family
informants in each state focusing on identifying effective
expansion strategies
4. Analyzed findings and currently developing TA resources
that can inform current SOC expansion efforts
Strategic Framework:
Roadmap for System Change
1. Implementing Policy, Administrative, Regulatory
Changes
2. Developing or Expanding Services
Supports, Care Management, and
Individualized Approach
3. Creating or Improving Financing Strategies
4. Providing Training, TA, and Coaching
5. Generating Support and an Advocacy Base
and
Implementing Policy and
Regulatory Changes
Strategies
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•
•
•
•
•
•
Infusing and “Institutionalizing” SOC Approach
Creating an ongoing focal point of accountability at
state and local levels
Developing and implementing strategic plans
Strengthening interagency partnerships for
coordination and financing
Enacting legislation
Promulgating rules, regulations, standards
Incorporating in RFPs and contracts
Incorporating in monitoring protocols
Findings
Most Effective Strategies
• Creating a locus of accountability for SOCs at state
and local levels
• Developing a strategic plan – formal or informal
• Requiring SOC approach in RFPs, contracts,
regulations, and standards
• Interagency coordination and financing
Examples
Establish Locus of Accountability and Management
Maryland:
• State – Children’s Cabinet Governor’s Level and
Office of Child and Adolescent Services,
Mental Hygiene Administration
• Local – Local Management Boards and Regional Care
Management Entities for high-need children
Develop and Implement a Strategic Plan
Maryland:
• Blueprint for Children’s Mental Health,
Children’s Cabinet
Examples
Incorporate SOC Approach in Contracts, Rules, Regulations
Maryland:
• SOC approach reflected in contracts with CMEs
• SOC language is in Medicaid and Mental Hygiene
Administration regulations
Cultivate Interagency Partnerships for
Coordination and Financing
Michigan:
• Joint initiative with child welfare blending with behavioral
health, redirecting funds to home and community-based
services for children needing intensive services
(8 pilots, then statewide)
Developing or Expanding
Services and Supports
Strategies
Creating a Broad Array of Effective, Individualized, Coordinated
Home- and Community-Based Services and Supports
• Creating or expanding array of services and supports
• Creating or expanding care management
• Creating or expanding individualized approach
• Expanding family and youth involvement in services
• Creating or expanding evidence-informed services
• Creating or expanding provider network
• Improving cultural/linguistic competence of services
• Reducing disparities
Findings
Most Effective Strategies
• Creating a broad array of services and supports –
adding nontraditional home- and community-based
services and supports
• Implementing an individualized, “wraparound”
approach to service delivery – operationalizes SOC
approach at service level
• Creating or expanding care management and care
management entities
• Expanding family and youth involvement in services
Example – Create or Expand Service Array, Individualized
Approach, Care Management
New Jersey:
• Expanded array to include mobile crisis response, inhome, behavioral supports, TFC, mentoring, flex
funds, family support, etc.
• Care Management Organization
(CMO) in each area
• All CMOs use wraparound approach
to engage, plan, and deliver services
Example
Expand Family and Youth Involvement in Services
Maryland:
• Family navigators at each local management board
• Family peer-to-peer support
• Families and youth drivers of Child and Family Team
process in the wraparound approach
Developing or Improving
Financing Strategies
Strategies
Creating Long-Term Financing Mechanisms for SOC
Infrastructure, Services, and Supports
• Increasing ability to use Medicaid financing
• Obtaining new or increased state mental health funds
• Obtaining new or increased funds from other child-serving
systems
• Blending or braiding funds across systems
• Redeploying funds
• Obtaining new or increased local funds
• Increasing use of other Federal entitlements
• Obtaining Federal grants
Findings
Most Effective Strategies
• Increasing ability to obtain Medicaid financing –
waivers, adding new services, changing existing
definitions, using rehab option, etc.
• Using federal grants (primarily SOC grants)
strategically
Underutilized or Emerging Strategies
• Redeploying funds from higher cost to lower cost
services
Examples
Increase the Use of Medicaid
Approaches
• Cover an extensive array of services and
supports in state Medicaid plans (new
services, revised definitions, etc.)
• Multiple options and waivers
• Generating match with funds from mental
health and partner child-serving systems
Redeploy Resources
New Jersey:
• Residential and group home resources from mental health
and child welfare redirected to support new services and
statewide SOC infrastructure
Providing Training, TA,
and Coaching
Strategies
Preparing Skilled Workforce to Provide Effective
Services and Supports in SOCs
• Providing training and TA on SOC philosophy and
approach
• Providing training, TA, and
coaching on effective services
• Creating the capacity for
training and TA on SOCs and
effective services
ongoing
Findings
Most Effective Strategies
• Providing training, TA, and coaching on SOC approach
• Creating the capacity for ongoing training and TA on SOC
approach
Example
Preparing Skilled Workforce to Provide Effective Services
and Supports in SOCs
Maryland:
• Innovations Institute at Univ. of Maryland
• Virtual website training center
• Training and coaching statewide
• Wraparound certification program
Generating Support and
an Advocacy Base
Strategies
Generating Support from Key Stakeholders and HighLevel Decision Makers
• Establishing strong family and youth organizations
• Cultivating partnerships with key stakeholders
(e.g., provider agencies, MCOs)
• Generating support among high-level administrators and
policy makers
• Using data on outcomes and cost avoidance to “make
the case” for expanding SOCs
• Creating an advocacy base through social marketing
• Cultivating leaders
Findings
Most Effective Strategies
• Establishing a strong family organization to
advocate, support, and be involved in expanding
SOCs
• Generating policy-level support among high-level
administrators and decision makers at the state
level
• Using outcome data to “make the case” for
expansion
Underutilized or Emerging Strategies
• Using data on cost avoidance
Examples
Establish a Strong Family Organization
Maryland:
• Contract with Maryland Coalition of Families for Children’s
Mental Health which has been critical to survive changes in
administration
New Jersey:
• Contract with NJ Alliance of Family Organizations
• Family Support Organizations (FSOs) in counties
• Each FSO houses a youth partnership
Examples – Generate Support Among High-Level
Decision Makers, Use Outcome Data
Maryland:
• Work with agency executives through Children’s Cabinet
Michigan:
• Outcome data available by individual children, caseloads,
agencies, statewide
• Web-based CAFAS used by all community mental health
agencies – used for management, QI, and to support expansion
Use Cost Avoidance Data
Oklahoma:
• Uses data showing reductions in out-of-home
care and translates into financial implications
General Observations
Observations
• Importance of foundation in SOC
philosophy that is broadly accepted
• Need a plan (whether called “strategic plan” or not)
– expansion doesn’t just happen
• No results from just a few strategies – synergistic
impact of multiple strategies over time
• Combined with leveraging opportunities that
emerge
Observations
Progress
•
•
•
•
•
Most states in the sample are continuing progress in SOC
expansion even with fiscal crises and budget cuts – seen as a
barrier and an opportunity
No state is all the way there
Planning and resources through this new initiative
can be the “tipping point” to progress
Links to Block Grant, Medicaid, other system
initiatives are essential to continue progress
Importance of health care reform – essential
to
link with implementation of ACA and parity
System of Care Expansion:
The Oklahoma Experience
Jackie Shipp
Director, Community Based Services, Oklahoma Department
of Mental Health and Substance Abuse Treatment
Oklahoma’s Goals
•
Local systems of care statewide built upon our core
values and principles
•
Wraparound statewide for all children and youth with
complex mental health needs and their families
•
Oklahoma Systems of Care as the catalyst for integration
and change
•
Improved outcomes for children, youth, and families
Oklahoma’s Heart
• The Core Values and Principles of Systems of Care
–
–
–
–
Community-based
Culturally competent
Family driven and youth guided
Strengths-based
Twelve Values of Oklahoma Systems of Care
Originally Adopted April 2, 2004 by State Team
Adopted by Partnership for Children’s Behavioral Health in 2004
Revised in 2008 (Handout Available)
When you’ve seen one state…
you’ve seen one state
Governor – less power than many states
• Presents an annual budget, negotiates with Legislature
• Appoints a Cabinet (also little power)
• Can veto legislation
State Agencies – Directors not appointed by Governor
• Governed by Boards
• Only informal relationship to Cabinet members
Counties
• Services in counties funded largely through state agencies
• Counties have little say in services available
Milestones
• 1999 - Oklahoma Legislature almost passed a bill to place
children needing mental health care in state custody so that
they could receive them
• 1999 – Oklahoma did not receive a SAMHSA SOC grant
• 1999 - First Local System of Care was funded through
blended state funding in Kay County, closely followed by
another in Tulsa
• 2002 - SAMHSA federal grant received to cover five counties
• 2003 - Oklahoma Systems of Care began building a state
level infrastructure for training, coaching, and ensuring high
fidelity Wraparound (free of charge to providers)
Milestones
• 2004 - Partnership for Children’s Behavioral Health was
formed through MOU
• 2007 - Mental health and substance abuse services merged
for children, youth, and families within ODMHSAS, paving the
way for integrated SOC’s
• 2008 - 35 Local Systems of Care covering 40 counties
• 2008 - Second SAMHSA grant received for statewide
expansion of SOC – emphasis on decreasing disparity
• 2010 - 40 Local Systems of Care covering 46 counties
• 2011 – 9 additional counties soon to be funded!
Osage
Noble
Mayes
Garfield
Major
Rogers
Pawnee
Ellis
Payne
Started
2004
Started
2008
Started
2009
Started
2010
Roger
Mills
Beckham
Lincoln
Custer
Canadian
Oklahoma
Washita
Caddo
Grady
Greer
Kiowa
Okfuskee
Adair
Muskogee
Sequoyah
McIntosh
Haskell
Hughes
Pittsburg
McClain
Latimer
Leflore
Pontotoc
Garvin
Comanche
Jackson
Wagoner
Creek
Logan
Seminole
Started
2003
Started
2007
Blaine
Pottawatomie
Started
2002
Started
2006
Kingfisher
Cleveland
Started
2001
Dewey
Cherokee
Woodward
Ottawa
Craig
Delaware
Kay
Grant
Nowata
Washington
Woods
Tulsa
Started
2005
Harper
Okmulgee
Started
2000
Beaver
Alfalfa
Texas
Harmon
Cimarron
Coal
Stephens
Tillman
Murray
Carter
Cotton
Pushmataha
Johnston
Atoka
Jefferson
McCurtain
Marshall
Love
Bryan
Choctaw
Financial Viability
SAMHSA grant invaluable for everything accomplished!
• Legislative Appropriations - Infrastructure
• Creation of Medicaid Billing Options for Wraparound
– Family support provider
– Behavioral Health Aid
– Wraparound facilitation
Next Steps:
• Move into deeper partnerships and blended/braided funding
with child welfare and juvenile justice
• Local SOC’s:
• Public/private partnerships
• Establishing 501©(3)’s
Oklahoma’s System of Care Structure
Governor’s Transformation Advisory
Board (GTAB)
Partnership for Children’s Behavioral
Health (PCBH)
Quality Assurance
Behavioral Health Development
Team (BHDT)
Statewide Expansion
State
Advisory
Team
Transition Workgroup
Barrier Busting
Financing and Sustainability
Infant & Early Childhood
Infrastructure Development
Workforce Development
Children, Youth and Family Services
Family
Involvement
Youth
Involvement
Cultural &
Linguistic
Competency
Substance
Abuse & CoOccurring
Community Teams
Tribal
Relations
Social
Marketing
Training &
Technical
Assistance
State/Community Partnership
Formalized Process
Technical
assistance by
Oklahoma
Federation of
Families and the
Local interest ODMHSAS
in SOC
Access to
Community
Toolkit
Application for
funding in
response to
request for
proposals
Community is
funded and
receives ongoing
TA, training and
coaching
Local SOC
evolves, develops
strategic plan,
oversees host
agency
Wraparound
development,
and takes
responsibility for
children’s mental
health
Evolution Foundation
Oklahoma Federation of Families
• Consultation with State
Agencies
Partnership in Grant & Projects
Representing Family Voice
• Coalition of Advocates
Participation on Boards
Media Representatives
• Local Federation Chapters
Family Leadership Academies
Advocacy for Families
State Level
Advocacy
State Level TA
and
Consultation
Community
Level
Advocacy
Community
Level TA and
Consultation
• Community Readiness
Strategic Planning
Trouble Shooting
Consultation
Oklahoma Systems of Care Statewide
Target Date 2014
Celebration
Time
System of Care Expansion:
Tribal Considerations
R. Andrew Hunt, L.I.C.S.W.
Captain, U.S. Public Health Service; Government
Project Officer, Child, Adolescent and Family
Branch, Center for Mental Health Services,
SAMHSA
Background
• There are over 560 federally recognized tribes in the U.S. and each of
those tribes are their own governmental entity. As such, tribes and tribal
organizations are eligible to apply for this grant directly.
• According to census data, there are American Indian and Alaska Native
(AI/AN) children and families living in every state. Over 60% do not live
on reservations, but are in urban and sub-urban communities.
• There is a high level of need for mental health services in AI/AN
communities - both on and off reservation.
• Urban Indian Programs are non-profit organizations that are not
governmental entities and are therefore not eligible to apply directly for
this grant program, but they can contract with an eligible entity who
could be the grantee.
• Partnerships can be formed at the city, county, or state level through
memorandum of agreements or inter-governmental agreements.
Tribal Partnership Issues:
For Counties and States
• Approach potential tribal partners with concept of tribal selfdetermination as the primary goal and work with people in the
tribe who have decision-making authority.
• In part, self-determination means that tribes know what is best
for their community. But, they often lack access to resources.
Your job is to help provide them with resources that they may
need.
• Respect tribal government sovereignty and never ask a tribe to
give up or waive any sovereign rights in order to contract or
partner with you in any way.
• Build relationships with tribal leaders and community members
and look for “win-win” situations.
• Seek to learn…
Cultural Considerations:
• Definition and concepts of “family” in AI/AN communities may be
different than mainstream (more emphasis on the role of extended
family, intergenerational ties, clanship, and non-kin relatives).
• Youth involvement looks different in AI/AN communities - talk about
how you will include tribal youth in a culturally respectful way.
• There is an incredible diversity in AI/AN communities so it is critical
that the specifics of a particular community are taken into account
when seeking partnership with a tribe or tribal organization.
• Seek guidance and consultation from local tribal leaders and
community members and follow their lead – do not force anything.
• It takes time to build trust and you have to work hard to overcome
mistrust based on historical policies or practices of previous
administrations.
Tribal Partnership Issues:
For Tribes and Tribal Organizations
• Seek partnership with city, county, or state governments to
help with the non-federal match requirements and to maximize
available non-tribal resources in your area.
• Develop a partnership with your state to increase access to
Medicaid funding. It is in both parties best interest to help tribal
programs build this capacity.
• Consider providing cultural training to non-tribal service
providers in order to improve the quality of services to the
community.
• Utilize tribal sovereignty and self-determination principles to
stay in the “driver’s seat” for any partnership initiative with
your state.
• Use tribal resolutions to clarify the community’s official position
in any partnership with a county or state organization.
Tips for Tribes
• In this grant, “expanding” your system of care means a tribalwide approach to serving all children and families on your
entire reservation or service area.
• Use this 1-year grant opportunity to bring everyone from
different tribal child-serving agencies together.
• Be sure to include motivated partners and also agencies or
individuals who may not have historically worked together, but
serve the same population.
• Involve Indian Health Service (IHS) in your system of care
expansion. No matter what the relationship is with the tribe,
IHS has a role in the service system.
• Make sure your tribal-elected officials are on board.
A Few More Tips…
• Your goal is to create a collaborative system of care approach
that will not let children and families “fall between the cracks.”
• Build opportunities and structure to support the voice of
youth, elders, and family members who are not part of the
formal service system. Their guidance is critical to keeping the
effort grounded in reality and the culture of the community.
• Use the system of care principles as the primary foundation,
and adapt them to fit your local culture.
• Build on YOUR community’s strengths and don’t allow
yourselves to be demoralized by the historical barriers you are
tying to break through.
Questions?
For questions on the strategic framework,
Oklahoma experience, or tribal
considerations:
Please press *7 on your phone to
unmute your line.
When you are finished, please press
*6 to remute.
Key Components to System of
Care Expansion
Ensuring a Place for Families
and Youth
Making it Work
Marlene Penn
Family Assistance Technical Consultant
Context of Expansion in NJ
1999 CMHS-SOC grant in a single county
1999 Participation in Georgetown University Center for
Child and Human Development Policy Academy
New Jersey Children’s Initiative was established
2001 – 2006 system of care expansion to 21 counties
(merger of smaller counties) throughout entire
state ; 15 local systems of care
New Jersey
CHILD
Child
Welfare
Other
Juvenile
Justice/
Court
School
Referral
Family
& Self
Community
Agencies
Screening with Uniform Protocols
Care Management
Organizations
•Children with multi-system
involvement
•ISP developed
•Full plan of care
authorized
Contracted
Systems
Administrator CSA
•Registration
•Screening for self-referrals
•Tracking
•Assessment of service intensity needed
•Care coordination
•Authorization of services
Family Support Orgs.
Youth Partnerships
Community
Agencies
•Uncomplicated care
•Service authorized
•Service delivered
FSO Roles and Responsibilities
Contract Deliverables
501(c)3 Locally Based Family Led Organizations
Peer-to-Peer Support
Strategic Partnership (with local care mgt. org.)
Education and Advocacy
Community Outreach
Youth Partnership
Expansion Throughout the System:
NJ Family Support Organization Evolution
POLICY
Members of Statewide system
design workgroups and advisory
boards
Clinical Advisory Committee
MANAGEMENT
Statewide Management Team
Family Professional Partnership
Committee
Peer to Peer Support
Quality Assurance and
Performance Improvement
Committee
Policies and Procedures
Committee
Implementation and Advisory
Committee
SERVICES
Family creation of own team
Training and technical assistance
to entire system
Board members of local
agencies– select personnel
Support and Information
Groups
68
Penn, M (2010) Sustainability and Growth of Family-Run Organizations. FFCMH Annual Conference:
Family Professional Partnership
Committee
Charged with:
• Examining system level family involvement for all agencies
• Supporting growth of partnerships and family/youth participation.
Initially local SOC practice, adopted as statewide entity
Burlington
Interagency
council
Mental
Health
Board
SOC
Planning
Susan Blue
Janet
Green
Bill
Yellow
Camden
Essex
Mercer
Lily Red
Family
Services
James Black
Heather Azul
Frank
Purple
Marcie
Blanca
Stu Rojo
Preparing the Community
Family/Professional Partnership Training
• Sensitizing families and providers to the benefits and
challenges of working in partnership.
• Initial training with ongoing local coaching and technical
assistance. Training was tailored to meet the needs of the
community.
• Ranged from annual full-day session with minimal ongoing
support to more intensive partnership building as needed.
• Other states have expanded to Family/Youth/Professional
Partnership training.
• It is always an evolution – this is a paradigm shift for
professionals and for families and youth.
Infusing Cultural and Linguistic
Competence within Service Planning
and Delivery
Vivian H. Jackson, Ph.D.
National Center for Cultural Competence
National Technical Assistance Center for Children’s Mental Health
Georgetown University Center for Child and Human Development
System of Care Expansion Planning Grants
RFA Guidance
• CLC social marketing
• CLC incorporated into services and systems
• CLC in the narrative linked to SAMHSA Guidelines for Cultural
Competence
–
–
–
–
–
–
–
Experience and Track Record
Training and Staffing
Language
Materials
Evaluation
Community Representation
RFA No. SM-11-008, April 6, 2011
Implementation
Slide Source: National Center for Cultural Competence, 2011
System of Care Expansion Planning Grant
RFA Guidance
• Narrative Sections
–
–
–
–
Statement of Readiness
Proposed Approach
Staff Management and Relevant Experience
Performance Assessment and Data
RFA No. SM-11-008, April 6, 2011
Slide Source: National Center for Cultural Competence, 2011
Cultural Competence
behaviors
practices
attitudes
policies
structures
requires that organizations have a clearly defined, congruent
set of values and principles, and demonstrate behaviors,
attitudes, policies, structures, and practices that enable them
to work effectively cross-culturally
Adapted from from Cross, Bazron, Dennis and Isaacs, 1989)
Slide Source: National Center for Cultural Competence,2008
What are the implications for cultural
and linguistic in …
 CORE FUNCTIONS
What we do …..
 HUMAN RESOURCES AND STAFF DEVELOPMENT
Who we are …
 FISCAL RESOURCES AND ALLOCATION
Where the money goes …
 COLLABORATION AND COMMUNITY ENGAGEMENT
Who our partners are …
 CONTRACTS
Whom do we entrust to deliver services and supports …
National Center for Cultural Competence, 2004
Slide Source: National Center for Cultural Competence, 2011
Slide Source: National Center for Cultural Competence, 2007
Linguistic Competence
 The capacity of an organization and its personnel to
communicate effectively and convey information in a manner
that is easily understood by diverse audiences including
persons of limited English proficiency, those who have low
literacy skills or are not literate, individuals with disabilities,
and those who are deaf or hard of hearing.
 Linguistic competency requires organizational and provider
capacity to respond effectively to the health and mental
health literacy needs of populations served.
 The organization must have policy, structures, practices,
procedures, and dedicated resources to support this capacity.
Goode & Jones (modified 2009). National Center for Cultural Competence, Georgetown University
Center for Child & Human Development
Slide Source: National Center for Cultural Competence, 2011
Potential Planning Partners





State Offices on Multicultural Affairs
State Mental Health Authority
Office of Minority Health
Juvenile Justice: Disproportionate Minority Contact
Child Welfare: Projects on Disproportionality, Disparities, AntiRacism
 Culture-specific service and advocacy organizations
 Representatives from cultural communities
Slide Source: National Center for Cultural Competence, 2011
Bringing It All Together:
Social Marketing
and
System of Care Expansion
Jane Tobler
Caring for Every Child’s Mental Health Team
Social Marketing is a Process…
• …that applies marketing principles and techniques to
create, communicate, and deliver value in order to
influence behaviors that benefit society as well as
the audience (Kotler, Lee, and Rothschild).
• …for creating, communicating, and delivering
benefits that an audience(s) wants in exchange for
audience behavior that benefits society without
financial profit to the marketer (Smith).
Strategies for Sustaining Systems of Care
• Sustainability strategies* that benefit from social
marketing for success include:
− Cultivating strong interagency relationships
− Involving stakeholders
− Establishing a strong family organization
− Using evaluation results
*Source: The system of care handbook: Transforming mental health services for children, youth,
and families. (Beth A. Stroul, Gary M. Blau - Paul H. Brookes Pub. Co., 2008)
System of Care Expansion
•
•
•
•
Who will help you expand?
What do they need to know?
Why should they partner for expansion?
How will you ensure that when leadership changes,
the partnership remains strong and sustained?
System of Care Expansion Values and
Principles
Unaware
Basic
understanding
Interested
Want to learn
more
82
Fully
supportive
Social Marketing Facilitates
• Partnership Development
– Leaders
– Staff
– Volunteers
• Audience Engagement
• Awareness Building
– Systems of care meet the needs of children with serious
mental health challenges and their families
– Mental health is fundamental to children’s overall health
and well-being
Caring for Every Child’s Mental Health
Team
• National Association of State Mental
Health Program Directors
• National Federation of Families for
Children’s Mental Health
• Vanguard Communications
Questions?
For questions on family and youth
partnerships, cultural and linguistic
competence, or social marketing:
Please press *7 on your phone to
unmute your line.
When you are finished, please press
*6 to remute.
Additional Resources
Leading Change: A Plan for SAMHSA’s Roles and Actions 2011–2014
http://store.samhsa.gov/shin/content/SMA11-4629/01-FullDocument.pdf
Definition of Family Driven
http://www.ffcmh.org/r2/publications2/family-driven-defined/
The National Traumatic Stress Network Website
www.nctsn.org
TA Partnership System of Care Implementation Self Assessment
http://www.tapartnership.org/docs/taPartnershipSelfAssessment.pdf
Georgetown University Public Health Approach
http://gucchdtacenter.georgetown.edu/publications/PublicHealthApproach.
pdf?CFID=4532457&CFTOKEN=79870231
Additional Resources
Getting Started and Moving On: Planning, Implementing and Evaluating Cultural and
Linguistic Competency for Comprehensive Community Mental Health Services for
Children and Families
http://www11.georgetown.edu/research/gucchd/nccc/documents/Getting_Started_SA
MHSA.pdf
Planning for Cultural and Linguistic Competence in Systems of Care: for children &
youth with social-emotional and behavioral disorders and their families
http://www11.georgetown.edu/research/gucchd/nccc/documents/SOC_Checklist.pdf
Presenter Contact Information
Gary Blau
[email protected]
(240) 276-1921
Beth Stroul
[email protected]
(703) 448-7570
Jackie Shipp
[email protected]
(405) 522-4142
Andy Hunt
[email protected]
(240) 276-1926
Presenter Contact Information
Marlene Penn
[email protected]
(609) 234-5065
Vivian Jackson
[email protected]
(202) 687-5389
Jane Tobler
[email protected]
(202) 248-5452