Council on Criminal Justice and Behavioral Health 2020 WorkplanUpdated April 24, 2020PolicyIssueMedi-Cal Healthierfor AllActivitiesCCJBH staff will participate in the behavioralhealth workgroup of the Medi-Cal Healthier forAll Initiative and monitor other relevantworkgroupsTimelineContinuingfrom late2019 andon-goingCCJBH will participate or aid in identifying keysubject matter experts for sub-workgroups forkey proposals such as Medi-Cal Enrollment,Warm Hand-Off, and Behavioral HealthIntegrationHomelessnessMonitor DHCS guidance related to COVID-19and CalAIMCCJBH is collaborating with the Council of StateGovernments (CSG) Justice Center and theMelville Charitable Trust to further efforts tostudy strategies and develop policyrecommendations to improve housingoutcomes for individuals in the intersection ofcriminal justice and behavioral health systems.This effort will build off work already completedin 2019.Widely disseminate the housing policy brieffrom 2019, including developing more user-Provide analysis,feedback and commentsas needed as proposalsevolve – focus commentson what is most criticalto accomplish in a postCOVID-19 recession.DevelopSOW ch1Output/OutcomeSubmit written 2/5workgrouprecommendations byend of MarchWritten policyrecommendations byCSG focused CaliforniaStatus/UpdateComments submitted inMarchCalAIM workgroups areon holdWill review and respondto CalAIM issues as theyresume, especiallyissues submitted as partof the Medi-Cal WaiverRenewalSOW completed,revised to includeflexibility to address andassess the impact ofCOVID-19 and therecession on housingservices

friendly products to convene the information tostakeholders and policy-makersFact sheet(s),Executive SummaryRoll into policy work with Housing Fact Sheet isCSG and Melville TrustcompleteContinue to analyze and provide feedback, asOn-goingappropriate, on various administrative,legislative, and/or stakeholder driven proposalsto address homelessness and housing insecurityamong individuals who are justice-involved andexperiencing behavioral health challenges suchas: California Access to Housing and ServicesFund in the Department of SocialServices (DSS) Community Care Collaborative Pilot tobe implemented with 3 counties inpartnership with the Department ofState Hospitals (DSH) Multi-Agency State Crisis Response Teamcomprised of the Homeless Coordinatingand Financing Council, the Business,Consumer Services, and Housing Agency;the Government Operations Agency; theHealth and Human Services Agency; theLabor and Workforce DevelopmentAgency; and the State TransportationAgency.On-goingContinue to approach solutions tohomelessness with strategies that address thedrivers of the crisis such as poverty,2Fact Sheets,Presentations, etc.Address/Re-assess asimpacted by COVID-19and budget cutsRoll into policy work withCSG and the MelvilleTrust

marginalization and discrimination by focusingon policies that, Improve SSI/SSDI access and rates, Increase opportunities to employmentand educational services, and, Address barriers to access due tocriminal justice status.Behavioral HealthTransformationMonitor and better understand how moneyprovided to local and regional entities in FY 1819 and FY 19-20 is being usedCCJBH staff to participate on the DHCSStakeholder Advisory Committee andBehavioral Health subcommittee of theAdvisory CommitteeOn-goingApply for participation on the Governor’sBehavioral Health Task Force to address theurgent mental health and substance usedisorder needs across California. The panel willadvise the Administration’s efforts to advancestatewide behavioral health services,prevention, and early intervention to stabilizeconditions before they become severe. Themission of the task force is to developrecommendations for the Governor about howCalifornia can provide timely access to highquality behavioral health care for all of itsresidents.Quarterly3QuarterlyPotential writtensummaries or reportingfeedback from varioussubject matter experts/stakeholderCCJBH was selected andis represented on theAdvisory Committee. Itis unclear if thisinitiative will continuethis year due to COVID19/ recession

Anticipate and actively participate in discussions Unknownabout revisions to the Lanterman-Petris-Short(LPS) Act and the Mental Health Services Act(MHSA)Potential writtensummaries or reportingfeedback from varioussubject matter experts/stakeholderSeveral organizationshave maderecommendationsregarding how theMHSA can betemporarily changed tosupport addressingurgent COVID-19induced issuesProjectsProject AreaMaking the Case forDiversion andSupporting theImplementation ofPre-Trial DiversionActivitiesDevelop a request for proposal (RFP) toexpend the remaining FY 20-21 TA funds tosupport Diversion Implementation.TimelineRFP released inspring withcontractawarded for FY20-21Output/OutcomePolicyrecommendations withidentified next steps tosupport expandedmental healthdiversion bestpractices statewide.Status/UpdateRFP revised to reflectchanged deliverablesthat will supportsuccessful diversionwith COVID-19 andbudget cutsMaking the Case for Diversion TA contractwith partners in critical roles and leadershipsuch as District Attorneys, Judges, and otherlocal elected officials.Summer/ FallDevelop trainings,toolkits, webinarsContracts wereamended to focus ondistance learning,incorporate COVID-19impact, activitiespushed into fall and willbe on-going through FY20-21.4

Data- DrivenStrategiesContinue to conduct and share findings fromdata analysis in the CDCR-DHCS Medi-CalUtilization Project. Access data regardingpeople released from CDCR facilities in 2018.Examine utilization of community-basedbehavioral health services as a means ofachieving desired outcomes.OngoingQuarterly policy briefsPolicy brief on ReducingPreventable Emergencyand Inpatient Utilizationis in the review processand once approved willbe wildly disseminatedIncrease staff capacity to develop andimplement an evaluation framework byreleasing an RFP and executing a contract.Access data from multiple sources, includingdata that are not currently available, andconduct original data analysis to informpolicies about criminal justice and behavioralhealth. Identify publicly available, statewidedata that could be fruitfully analyzed andanalyze these data as needed.RFP ReleasedMarch,contractexecuted byJuneReports on availabledata sources andpotential frameworkmodelsOn-time for contractexecution by JuneParticipate in open data initiatives torepresent interest in furthering our efforts towork with fellow departments and systemsshare data to improve data-driven decisionmaking. CHHS is establishing a Center forData Insights and Innovation by integratingthe Office of Innovation, the Office of thePatient Advocate and the Office of HealthInformation Integrity. The goal of thisconsolidation includes but is not limited to,improving the use and quality of data forprogram planning, policy development andHPS II position unfilledeven after a specialrecruiting process, willcontinue to seekstrategies to fill positionContinue as appropriatebut unclear if and towhat extent initiativeslike this will continueduring the fiscaldownturn/ COVID-195

Lived ExperienceContractsenhancing the capacity of the state to linkdata to inform policy and decision-making.Disseminate findings from statewidecommunity engagement process whichincludes regional forum listening sessions,focus groups, key informant interviews,published data and existingknowledge/community practices.SpringDevelop RFP using information learnedthrough community engagement process andcomplete a competitive bid process to awardcontracts.Spring/Summer This will give CCJBH anopportunity toincorporate the voiceand perspective ofSummer/Fallindividuals with livedexperience into thework the CCJBH does.Initiate and facilitate a collaborative workingrelationship among contractors to engage onsimilar issues to make a collective impact.Juvenile JusticeManage state and local On-time for contracts tolevel contractorsbe executed by Juneconducting a variety ofactivities that elevatethe perspective ofindividuals with livedexperience.Develop contract monitoring tools (i.e.progress report) and project evaluationprotocols.SummerMonitor contracts for compliance.On-goingIdentify baseline data of the prevalence ofyouth with behavioral health needs in thelocal juvenile detention centers / juvenilejustice systemsSpring/Summer FactsheetDevelop a survey distributed statewide, toassess what factors local implementers andSpring/Summer Policy Brief/Factsheet6On-time, in queue forapproval

stakeholders attribute to the decline andconcentration of the populationFocus investments on rehabilitation throughchild and parent or family member visitation Research state correctional facilityprotocols for children and familymember visitationsSummer/FallFocus investments on youth under the age of Spring/Ongoing13 years old that are at risk of justiceinvolvement and or have behavioral healthneeds Seek to support the work of theCalifornia Surgeon General and theCalifornia Department of Educationregarding ACEs and preventativeprograms to mitigate or divert youthwith high ACEs from becoming justiceinvolved by collaborating on a youthprevention forum. Addressprevalence rates, youthprevention/diversion programs,probation youth and crossover youthbenefits. Educate Legislature on emergingjuvenile justice issues.7Research/ MonitorCurrently assessing theimpact of COVID-19 onpriority projects in thisareaConsult with JJWorkgroup advisors todetermine appropriateoutcomeHOLD: Consider revisingto focus on key impactsof COVID-19/new fiscalrestraints

trengthenPartnershipsActivitiesAssess capacity and value of attending at least oneboard meeting/ conference or committeemeetings of key stakeholders, especially partnersin the Stepping Up Statewide Steering Committeeincluding CSAC, BSCC, CSSA, CPOC, CBHDA,MHSOAC, FMHAC/W2D, and Judicial Council. Seekto include council members in these opportunitiesTimelineOn-goingActive participation in current commitments –DHCS Stakeholder Advisory Committee, HomelessCoordinating and Financing Council, BehavioralHealth Action, California Coalition for MentalHealth, and the National Association of CountyBehavioral Health and Developmental DisabilitiesDirectorsOn-goingSupport CDCR, through participation on Integrated On-goingSubstance Use Disorder Treatment Program(ISUDT) Executive Steering Committee, ISUDTTransition Services Business Team to supportprogram development and implementation. ISUDTis a top initiative of the Department, implementingan enhanced program to better treat substanceuse disorder in all state institutions.Continue facilitation of quarterly TransitionsWorkgroup between CCJBH, CDCR and CountyOn-going8Output/OutcomeIncreased collaboration,knowledge, andincorporation of theperspectives of thesepartners in CCJBH’s workStatus/UpdateCOVID-19 makes itcritical to trackpartners work andneedsMost of theorganizations andassociations arestill meeting andwill be critical totrack COVID-19issues and impactSupport the goal toensure access toresources in successfultransition into prison,between prison and backinto the community.Improve communicationbetween systemsOn HoldOn Hold but in theinterim created a

Behavioral Health Directors Association. Throughthis group we will explore topics such as: Supporting a warm handoff for individualstransitioning between state and countieswho have an identified behavioral healthneeds Implementation of MHSA - SB 389(Hertzberg) Coordination of existing CDCR services withCounty Behavioral HealthEncourage interest in policy-relevant, actionablecriminal justice and behavioral health researchamong academic and policy researchers and shareresults from CCJBH’s original data analysis broadlyfact sheet toclarify that theMHSA can now beused to serveparoleesOnce approvedwill widelydisseminate factsheetFallParticipate in AmericanSociological AssociationSociology in PracticeSettings Symposium&Association for PublicPolicy Analysis andManagement e9Output/OutcomeStatus/Update

Create functionalorganization andoperationalprocedures for thecouncil and staffDevelop mechanisms to better solicit memberinput and participation in a timely manner andcapitalize on expertise, knowledge and peerrelationshipsSpringSupport members tochampion issues in theirnetworksUnderway butneeds revision dueto COVID-19Improve generalmanagement andrelieve programand policy stafffrom unnecessaryadministrativedutiesWith new administrative staff complete thefollowing Clean out files, update contact lists andmailing groups, archive files as needed Organize personnel files includingcouncil member files (reimbursements,700 forms, etc.) Create supervision, mentoring, team,project, and Master calendar Create a mechanism to ensure staffkeep up on required training and areselecting training opportunities to buildskills, strengthen partnerships, andsupport the success of CCJBH projectsOn-goingStaff will work to the topof their skillset and haveopportunities to furtherbuild skillsetsUnderway butdelayed due tounfilled staffpositionsComplete hiring of new staff, onboard and trainstaff, revise duty statements and update jobdescriptions to reflect new staff and responsibilitiesSummerInternal documents onstaffing and workloadassignmentsUpdate the CCJBH Communication Plan to bealigned with current activities and to leverage in-SummerIncrease CCJBH’s profileand recognition andgrow participation inUnderway butdelayed due tounfilled staffpositionsDelayed due tounfilled staff andneeds revision andImprovecommunicationstrategies by10

strengthening the house capacity as well the dissemination channelsproducts andof CCJBH partners and stakeholdersactivities thatwork best to reachpriority audiencesmeetings and events,especially by policy andthought leaders.due to COVID-19.Complete bySummerOn-goingKeep timely informationaccessibleLaunch in SummerOn-goingRaise awareness ofcommunity andindividual successesLaunch revisedand improvednewsletter by endof SummerOn-goingInform legislation,budget andpolicy/program issueswith subject matterexpertise of Councilmembers and staffWill be impactedby COVID-19 andthe fiscal outlook,budget cycle willchange (anotherrevision in August)and only criticallegislation andpolicy to supportCOVID-19 andrecessionresponsesUpdate the website and maintain current withCCJBH activities.Continue to explore efficient and effective ways todevelop and dissemination a useful, timely andrelevant E-Newsletter within the capacity of thestaffMonitor, assess,and informlegislative,budget, program,and other policyissues of crucialrelevance to themission of CCJBHCreate and manage the CCJBH bill list, share keybills of interest with partners and stakeholders,provide consultant or linkage to Subject MatterExperts (SME) as requestedMaintain general awareness of key legislative,budget, and program issues that emerge and couldbenefit from the expertise of CCJBH or from CCJBHproviding a link to local, state, or national SMEs11