Moving Forward

On September 8, 2011, leaders representing consumers of mental health services and consumer run organizations gathered to discuss the environment and challenges in building, expanding, and sustaining a consumer driven movement across the state.


Reflections

Throughout the day, participants contributed to a snapshot of the landscape and the environment that must support the evolution of a sustainable and successful consumer run movement and system transformation.This paper reflects the impressions, ideas, and strategic directions identified to harness a collective energy toward this common goal.

Positive Organizational Outcomes over the Past year

Participants reported that the following are examples of the good things happening for LA that will have a positive impact on consumers and their mental health services across the state:

Impact of consumer presence at the Capital

Formation of new MMLA Chapters

Development of the Peer Specialist Association

Greater LA Mental Health Organizations collaboration

New MMLA Vice President

A new facility opened in Slidell (Florida parishes’ mental health facility)

2011 great graduation rate

Partnership between MYF and MM of LA

Number of mental health beds increased in New Orleans

More people taking interest in mental health

Local institutions combining to be a force in the community

MMLA new board members

New partnership with the USA NFL football

Substance Abuse counselor training programs

PEER Specialist and WRAP training

¾ of MYF’s pillars are operational

Great MMLA conference

A drop in center in Ruston was re-opened after being closed for a year (Closed from lack of funding)

Consumer/Family run organizations raising monies nationally

More peers advocating training in the state

Avoiding Legislation for MHC cuts (Legislation as of today has not cut funding to MHC)

Potential Challenges

Participants also expressed concern about the following and the impact on consumers of mental health services and programs that serve them:

Youth’s outlook on life is dim

Too much red tape to solve problems

School systems are still failing with increased budgets

Denial of service from state run institutions if you switch to the private sector

MH is still swept under the rug in communities

Loss of BHCU at Lafayette general

UMC had increase in MH clients

There is no increase in salaries for state run facilities

Individually run institutions had to combine forces to continue to exist

We still have trouble stomping the stigma

Cuts to adult services

Stigma in Louisiana is high in the work place

Increase in homeless population for those with MH issues

State Office of Behavioral Health trying to dictate who can use the title “Peer Support Specialist”

Reduction of services for families

Statewide cuts to programs

More children entering mental health services

There is employment instability for in-house facilities

Mental health clinic hospital closing

Lack of respect for mental health

People in need still being allowed to fall through the cracks (ripple effect)

A “so called” (mental health organization) consumer’s nonprofit misuse of federal dollars

Poverty cycle is increasing

Legislation made an attempt to cut MHC funding

The Critical Issues

There were also multiple issues related to the most critical challenges that could have a serious impact on the transformation of mental health services, including:

Exploiting OUR children

Talk of more cuts

Lack of information

Decreased quality of life

Continued closings of clinics and drop-in centers

Annihilating peer run organizations (not succeeding at this point)

Politics

Things not yet realized and continued manifestations from Katrina

More tragedies in mental health and cities in Louisiana

Budget cuts to mental health services

Poverty increases

High rate of people entering mental health services

Stigma never changes

Complete control from Office of Behavioral Health

Employment instability-increase and decrease in census

Next Steps

The following areas of focus emerged as necessary as they move forward toward a common goal of developing and sustaining the consumer movement and their role in system transformation.

Financial Security : Diverse funding streams, unencumbered funds, multiple funding streams of varying amounts, no funder greater than 50% of total budget, financial strategy or business plan

Accountability: Nonprofit rules and regulations, governance, contractual obligations, grant requirements, state and federal reports, mission driven

Relationships: Diverse partners, partner roles, defined relationships, outreach, population based representation

Organizational Operations: Personnel, staff, organizational policies, office management, building, equipment, volunteers

COLLECTIVE STRATEGIES

Financial Security
  • Acquire more contracts and grants

  • Develop a strategy for budget of staff using volunteers

  • Apply for foundation support

  • Request donations-office equipment, TA assistant

  • Request Family Café TA Center Sponsorship

  • Partner with a lawyer

  • Partner with grocery stores

  • Work with Ticket to Work Providers

  • Ensure that no more than 50% of total budget comes from one source

  • Engage in fundraising

  • Ask for donations

  • Hold a Pre-conference training for consumers-Peer Logic

  • Hold training focused on consumers

  • Look for grants outside of LA

  • Seek more diversified grants

  • Locate more sponsors and partners

  • Package and sell our super powers

  • Ensure the conference advisory committee 60% consumers and 40% behavioral health

  • Develop a conference driven committee

Accountability
  • Acquire more Peer Specialist advanced training

  • Develop and distribute surveys for consumers of services

  • Develop improved labor practices for Peer Specialist Association

  • Increase resources and services for peers

  • Secure grants and contracts

  • Promote a mission driven management

  • Get additional training as necessary to preserve the organization

  • Increase membership

  • Complete 990’s and other required forms

  • Review mission statement every six months

  • Meet deliverables in a timely and responsible manner

  • Use funds appropriately

  • Review bylaws once a year

  • Complete monthly reporting

  • Measure outcomes

  • Establish a midway measuring process

  • Ensure goals have been met

  • Start new chapters

  • Develop and implement an evaluation process

  • Enhance credibility with consumers

  • Ensure appropriate staffing

  • Staff meet expectations of those they serve

Relationships
  • Outreach to community leaders

  • Outreach to the community

  • Start new networking through website social group

  • Develop relations with different faith based communities

  • Build relationships with youth through new technology “Texting”

  • Expand outreach through media/productions

  • Partnerships with lawyers

  • Work with hospitals

  • Increase relationships with professionals

  • Facilitate home community outreach

  • Build opportunities of staff to be friendly and greet consumers

  • Diversity relationships between cultures

  • Improve relationships with Government officials

  • Strengthen existing relationships

  • Explore partner mapping

Organizational Operations
  • Build staffing capacity

  • Build management team capacity

  • Ensure adequate office space

  • Ensure adequate office equipment and supplies

  • Secure additional volunteers

  • Locate and secure CPA

  • Develop and approve policies and procedures

  • Begin operation like a business

  • Take the Mental Health First Aid class

  • Become CPI certified

  • Develop orientation for new employees and volunteers

  • Develop a process for better use of volunteers

  • Increase membership

  • Implement a HIPAA training

Café TAC, September 8, 2011Page 1 of 7