Respite Partnership Collaborative (RPC) Innovation Project Evaluation Mental Health Services Act (MHSA) Steering Committee meeting Grace Wang, PhD Principal Researcher

September 17, 2015

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Overview    

Three evaluation objectives Data and Methods Findings Next steps

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Evaluation Objectives  Assess the extent to which the RPC Innovation Project: 1. Promotes successful collaboration between public and private organizations (Division of Behavioral Health Services and the Center for Health Program Management) in Sacramento County. 2. Demonstrates a community-driven process. 3. Improves the quality and outcomes of respite services in Sacramento County.

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Data and Methods

40 Interviews (11/2013 to 2/2015)  Partners • 3 people representing DBHS • 4 people representing Sierra Health Foundation Center for Health Program Management

 RPC members • 3 past RPC members • 8 current RPC members

 Grantees • 2 staff and 4 clients from Capitol Adoptive Families Alliance • 2 staff and 3 clients from Iu-Mien Community Services • 3 staff and 3 clients from Turning Point Community Programs, in partnership with Welcome Home Housing3 staff and 2 clients from Saint John’s Program for Real Change • 4 staff and 2 clients from TLCS, Inc.

 Other • Facilitator • 3 community members

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4 Surveys Survey

Dates

Perspective

RPC Member

11/1312/13

Partners, RPC members

38

31 (82%)

10/1411/14

Past and present RPC members

41

23 (56%)

1/142/14

Providers of adult mental health services, Mental Health Board and MHSA Steering Committee members/alternates

89

28 (31%)

3/154/15

Providers of adult and child mental health services, Mental Health Board, and MHSA Steering Committee members/alternates

148

43 (29%)

Community

Number Completed invited n (%)

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Document Review      

RPC meetings Planning committee meetings Committee meetings Grantee applications Grantee progress reports and site visit reports Client satisfaction surveys

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Promotes successful collaboration between public and private organizations in Sacramento County

Public-Private Partnerships need… To facilitate partnership

To maintain partnership

• Vision and goals

• Leadership

• Unique contributions and culture

• Processes

• Roles

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Demonstrates a communitydriven process

Community-Driven Process  Over 90 percent of current RPC members responding to the survey agreed that the RPC Innovation Project is community-driven.

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What Does Community-Driven Mean to You? Being included in the process

Generating ideas and identifying priorities

All members of the community work toward a common goal

Ideas should be started at the community level and brought forward from there, and be the basis for the way the system is operating

Leading and making decisions

Working on behalf of the community

That we fight to meet the The community needs of community is in the driver's members and not our seat own.

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Top Activities Reported as a Very Important Part of a Community-Driven Process Make decisions in response to options

87%

Make recommendations to the RPC

87%

Attend full RPC meetings

87%

Develop options for the full RPC to consider

80%

Attend committee meetings

80%

75%

data collected in October to November 2014 (n=15)

100%

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Have you heard of the Respite Partnership Collaborative, or RPC? 100% 77% 75%

68%

50% 25% 0% data collected in 2014 (n=28)

data collected in 2015 (n=43)

Note: 2014 survey includes adult mental health services providers, Mental Health Board and MHSA Steering Committee members/alternates. 2015 survey includes adult and child mental health services providers, Mental Health Board and MHSA Steering Committee members/alternates.

Has the RPC helped you learn more about mental health respite care services? (among those who have heard of the RPC and answered item) 100% 75%

65% 53%

50% 25% 0% data collected in 2014 (n=17)

data collected in 2015 (n=26)

Note: 2014 survey includes adult mental health services providers, Mental Health Board and MHSA Steering Committee members/alternates. 2015 survey includes adult and child mental health services providers, Mental Health Board and MHSA Steering Committee members/alternates.

Percent of respondents who have heard of the RPC and agree or strongly agree that… 100% 81% 75%

69%

50% 25% 0% The RPC is making progress in implementing the activities that have potential to improve respite services data collected in 2014 (n=16)

data collected in 2015 (n=26)

Improves the quality and outcomes of respite services in Sacramento County

Key Informant Interviews and Populations Served Round 1 (3/14)

Round 2 (1/15-2/15)

Capital Adoptive Families Alliance

--

Specialized Cultural or Ethnic Populations

Iu-Mien Community Services

--

Adults/Older Adults in Crisis

Turning Point Community Programs / Welcome Home Housing

TLCS, Inc.

Adults/Adults in Crisis who have Dependent Children

--

Saint John’s Program for Real Change

Teens/TAY in Crisis

--

--

MHSA Innovation Plan Populations Children with Complex Mental Health Needs in Crisis/Parents Need a Break

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Implementing Respite Services  Need to extensively train staff before delivering respite services. Trainings may include: • Mental health 101

Train Staff

• Motivational interviewing • Harm reduction • Suicide assessment • Working knowledge of community resources • CPR and first aid

 Some skills can only be learned through direct experience; support is required

Determine client services Network and conduct outreach

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Implementing Respite Services  Grantees put into place strategies for how to assess clients for respite, what services to offer, and the amount of staff time needed  With diverse clients needs, it is important to establish standards for what is and is not respite • “probably one of our biggest challenges was not becoming a shelter.”

Train Staff

Determine client services Network and conduct outreach

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Implementing Respite Services  Referrals, community outreach, and networking is vital at the start of the program • “…The greatest challenge in the beginning was getting our name out in the community -- getting people to rely on us, getting agencies, hospitals, police to rely on us. Now we get a lot of calls from hospitals, from everywhere pretty much…I remember at the beginning, it was empty, it was hard. Oh, goodness, it was so quiet. Now, there's days when the phone is ringing and ringing and ringing and ringing.”

 Ongoing outreach is necessary

Train Staff

Determine client services Network and conduct outreach

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Dimensions of Respite Mental & physical break

Not alone/ Trust

Respite

Safe place

Looking forward

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Client Experience        

“Rejuvenating” “A sense of peace” “Lighter” “Calm” “Breathing space” “Don’t have to worry” “Step away, get away” “Rest, rest my heart”

   

“Relief” “Distraction” “Time off” “Stop thinking, take your mind away”  “Relax”  “Healing time”  “Clarity”

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Client Experience  “…I was suicidal when I got here. Between one and a five and five being way off the Richter scale, when I came here, it was like about between a three and four going to a five. And then when I got here, it went down to about a two and a three. By the time I left here, it was about a one and a two…. I was able to regroup and refocus. I was able to get centered. I needed just to get away. And that's what I like about this, it's a respite..”

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Next Steps

Future Data Collection in 2015 and 2016  Interviews with RPC partners, RPC members, and grantees  RPC member survey  Document reviews

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Grace Wang, Ph.D., M.P.H. 650-843-8191 [email protected] 2800 Campus Drive, Suite 200 San Mateo, CA 94403 General Information: 650-843-8100 TTY: 650-493-2209 www.air.org