Strategic Plan
Vision
Jefferson Parish Human Services Authority (JPHSA) envisions a Jefferson Parish in which individuals and families affected by mental illness, addictive disorders or developmental disabilities will live full, independent and productive lives to the greatest extent possible with available resources.
Mission
Jefferson Parish Human Services Authority’s mission is to minimize the existence and disabling effects of mental illness, substance abuse, and developmental disabilities and to maximize opportunities for individuals and families affected by those conditions to achieve a better quality of life and to participate more fully within our community.
Philosophy
Jefferson Parish Human Services Authority has embraced shared philosophies of person-centered and recovery-oriented service planning and delivery within a culture committed:
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To assist each individual served with overcoming barriers to achieving his or her full potential;
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To offer relevant and integrated services representative of best and evidence-based practices with a focus on positive outcomes;
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To maintain service delivery environments that are both welcoming and safe; and,
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To practice the Authority’s Service Statement – we promise courtesy, empathy, and respect in meeting the expectations of those we serve and each other – during daily interpersonal interactions.
Jefferson Parish Human Services Authority operates within a context of performance and continuous quality improvement and practices data-based decision-making to assure effective and efficient use of available resources and to best position the Authority for long-term sustainability
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Executive Summary
In 1989, the Louisiana State Legislature passed RS 28:831, the enabling legislation that established Jefferson Parish Human Services Authority as a Local Governing Entity responsible for the administration, management and operation of mental health, addictive disorders, and developmental disabilities services for the residents of Jefferson Parish, Louisiana. JPHSA is now a model for other regions in Louisiana who also provide these services. Previously, direct provision of these services was through the Department of Health and Hospitals (DHH).
Governance of JPHSA is by a 12-member Board of Directors with nine members appointed by the Jefferson Parish Council and the remaining three members appointed by the Governor of Louisiana. Each Board member must possess experience in the areas of mental health, addictive disorders, or developmental disabilities and represent parents, consumers, advocacy groups, or serve as a professional in one of the areas. All members serve without compensation.
Administration of JPHSA is by an Executive Director, who is selected by the Board of Directors and is supported in administration and day-to-day operations by an Executive Management Team. This leadership strives to foster a culture of accountability and collaboration in an environment focused on evidence-based and best practices and the ongoing assessment of needs and monitoring of quality and efficacy. Success is defined by positive outcomes and customer satisfaction along with maximized efficiency and cost-effectiveness in the provision of services and supports.
As mandated by the Board of Directors, JPHSA allocates its resources according to the following priorities:
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First Priority. Persons and families in crisis related to mental illness, addictive disorders or developmental disabilities shall have their crisis resolved and a safe environment restored.
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Second Priority. Persons with serious and disabling mental illness, addictive disorders or developmental disabilities shall make use of natural supports and community resources and shall participate in the community.
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Third Priority. Persons with mild to moderate needs related to mental illness, addictive disorders or developmental disabilities shall make use of natural supports and community resources and shall participate in the community.
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Fourth Priority. Persons not yet identified with specific serious or moderate mental illness, addictive disorders, or developmental disabilities, but who are at significant risk of such disorders due to the presence of empirically established risk factors or the absence of the empirically protective factors do not develop the problems for which they are at risk.
State Outcome Goal: Better Health
Jefferson Parish Human Services Authority (JPHSA) supports and advances the State Outcome Goal: Better Health through Program Activities.
Access/Behavioral Healthcare Center: reduces and/or prevents emergency room presentation, hospitalization, institutionalization, and incarceration for individuals facing immediate risk to health, independence and safety by providing a single point of entry for ready access to Behavioral Health and Developmental Disabilities assessments, crisis stabilization and appropriate referral to treatment and/or community support.
Adult Clinic-based Behavioral Health Services: provides individuals with inter- and outer-agency coordinated care through collaborations that aid in the provision of Behavioral Health services. Clinic-based care for individuals discharged from hospitals is facilitated by a Transitional Care Team; follow-up services are determined by a best practice Level of Care Utilization System, and, services are individualized by a multidisciplinary treatment team that includes the individual served.
Adult Community-based Behavioral Health Services: prevents hospitalization and institutionalization; facilitates independence; and, maximizes individual recovery. JPHSA works with area hospitals and local law enforcement to decrease Behavioral Health admissions and arrests. Collaboration focuses on recovery and stabilization of individuals served.
Child & Youth Clinic- and Community-based Behavioral Health Services: utilize multi-agency input to streamline planning to provide evidence-based and best practices that improve health outcomes, reduce costly and restrictive out-of-home placement of youth, and address key health factors such as self-care and reduction of unhealthy behaviors, e.g. substance/tobacco use and risky sexual behaviors. Utilizing a best practice level of care system, appropriate services are delivered to address both social and physical environmental issues, which assist in keeping youth and their families intact.
Developmental Disabilities Community Services: provides a single point of entry for individuals with Developmental Disabilities, offering ease of access to needed services that are person- and family-centered and planned to assist with outcomes of independence, participation in community life, and prevention of institutionalization and unnecessary hospitalization. Services provide a safety net for individuals and their families.
Administration: provides leadership within a culture of strategic thinking, information seeking, data-based decision-making, flexibility, and empathy. Focus on performance and continuous quality improvement is ongoing; priorities are set, regularly reviewed, and consistently communicated: provision of high quality, effective, and cost efficient community- and clinic-based services and supports; full implementation of an electronic health record to achieve concurrent and holistic documentation as well as to gain expansive data to mine; and, increase direct service time and engagement of individuals served by providing an environment that maximizes workflow and emphasizes customer service meeting or exceeding expectations.
Strategic Links
Brazelon Center for Mental Health Law
“Adequate stable housing is a prerequisite for improved functioning for people with mental disabilities and a powerful motivator for people to seek and sustain treatment.”
“Assertive Community Treatment (ACT) teams serve the clients with the greatest challenges, including individuals with serious mental illness who have co-occurring problems, such as homelessness, substance abuse or involvement with the judicial system.”
“ACT teams have been widely recognized as one of the most effective ways to provide services to individuals with mental illness.”
Healthy People 2020
Objective MHMD HP 2020-6: Increase the proportion of children with mental problems who receive treatment.
Objective MHMD HP 2020-12: Increase the proportion of persons with serious mental illness who are employed.
Objective MHMD HP 2020-13: Increase the proportion of adults with mental disorder who receive treatment.
Institute of Medicine Report
Goal 1: Assuring the system is patient centered.
Goal 2: Enhancing measurement and quality improvements in infrastructure.
Goal 3: Improving linkages across the systems of care.
Goal 4: Increasing involvement in National Health Information Infrastructure.
National Alliance for the Mentally Ill (NAMI)
“75% of the most frequent users of health and criminal justice services were diagnosed with a mental illness or substance abuse problem.”
“Lack of housing causes people with severe mental illness to cycle among hospitals, shelters or jails at very high costs.”
“Investments in supportive housing and mental health services also save money: a New York study of 10,000 people with mental illness showed that after supportive housing and services,
there was a 60% drop in state hospital use and an 80% drop in the number of public hospital
in-patient days.”
Parish Children and Youth Services Planning Boards Act (Act 555)
For the purposes of encouraging positive youth development, diversion of youth from the criminal justice system, reduction in commitments of youth to state institutions, promoting efficiency and economy in the delivery of youth services, and providing community response to the growing rate of juvenile delinquency, the legislature authorizes a program of state subsidies to assist parishes, on a voluntary basis, in the development, implementation, and operation of comprehensive, community-based youth service programs.
The purpose of the children and youth planning boards is to assist in the assessment, alignment, coordination, prioritization, and measurement of all available services and programs that address the needs of children and youth. This includes children and youth at risk for, or identified with, social, emotional, or developmental problems, including, but not limited to educational failure, abuse, neglect, exposure to violence, juvenile or parental mental illness, juvenile or parental substance abuse, poverty, developmental disabilities and delinquency. The boards are intended to encourage collaborative efforts among local stakeholders for assessing the physical, social, behavioral, and educational needs of children and youth in their respective communities and for assisting in the development of comprehensive plans to address such needs.
Substance Abuse and Mental Health Services Administration
Assertive Community Treatment has been endorsed as an essential treatment for severe mental illness in the Surgeon General’s Report on Mental Health.
In the new federal performance indicators system developed by the Substance Abuse and Mental Health Services Administration, accessibility to Assertive Community Treatment services is one of the three best practice measures of the quality of a state’s mental health system.
Substance Abuse and Mental Health Services Administration’s Center for Substance Abuse Prevention (CSAP)
CSAP promotes the use of data-driven decision-making in determining which evidence-based programs, practices, and policies work best to keep citizens healthy. The goal of the CSAP initiative is to create prevention prepared communities where individuals, families, schools, workplaces, and communities take action to promote emotional health and prevent and reduce mental illness, substance abuse including tobacco, and suicide across the lifespan.
Substance Abuse and Mental Health Services Administration’s Center for Substance Abuse Treatment (CSAT)
CSAT promotes the quality and availability of community-based substance abuse treatment services to improve lives of individuals and families affected by alcohol and drug abuse by ensuring access to clinically sound, cost-effective addiction treatment. Because no single treatment approach is effective for all persons, CSAT supports the effort to provide multiple treatment modalities, to evaluate effectiveness, and to use evaluation results to enhance treatment and recovery approaches.
American Association on Intellectual and Developmental Disabilities (AAIDD)
People with intellectual and/or developmental disabilities must be able to live the lives they choose and have a good quality of life.
A good quality of life exists for individuals with intellectual and developmental disabilities when they:
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Receive the support, encouragement, opportunity and resources to explore and define how they want to live their lives;
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Choose and receive the services and supports that will help them live meaningful lives;
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Direct the services and supports they receive;
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Lead a life rich with friendships;
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Have their rights, dignity and privacy protected;
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Are allowed to take risks in their choices; and,
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Are assured of health and safety.
Public agencies, private organizations, and individuals providing services and supports must:
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Be responsible and accountable to individuals and their families;
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Continuously improve their efforts to support individuals in leading meaningful lives;
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Be recognized when they make meaningful contributions to the quality of life for individuals;
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Be replaced when they fail to make meaningful contributions to quality of life for individuals; and,
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Be part of a program of ongoing monitoring, independent of the service provider, to ensure desired outcomes and the satisfaction of the people served and their families.
Developmental Disabilities Council
The Developmental Disabilities Council ensures that all individuals with disabilities benefit from supports and opportunities in their communities so they can achieve quality of live in conformance with their wishes.
Individuals with Disabilities Education Act (IDEA)
Ensuring
educational and related services to children with disabilities from birth to 21 years of age,
IDEA states that disability is a natural part of the human experience and in no way diminishes the right of individuals to participate in or contribute to society. The IDEA makes certain that educational services result in equality of opportunity, full participation, independent living, and economic self-sufficiency for individuals with disabilities.
Louisiana Act 378, Family Support Act of 1989
Individuals and families with developmental disabilities need supports and services which are person- and family-centered, flexible, and determined by their preferences, goals and priorities. No matter the severity of the disability or degree of support needed, supports and services must be provided so the individual may live in a stable family environment within the community. Services and supports must be responsive to individuals and families, and result in individuals having greater independence, community participation, and productivity similar to other citizens without disabilities in community domains such as employment, volunteer service, participation in neighborhood activities, home ownership, and education.
Human Resources Policies Benefiting Women and Families, Act 1078
With regard to employees who provide services and to support staff, JPHSA has an array of authority-wide Human Resources policies that support female employees, and hence, their families. All policies are reviewed on a regular basis and updated as needed. Additionally, the Human Resources Director monitors state and federal guidelines/ mandates as well as internal feedback from front-line staff and management to assure compliance and to stimulate process improvement.
With regard to individuals served, as reflected in this strategic plan, JPHSA utilizes a person- and family-centered approach to the provision of services and supports; and, recognizes 1) families as the foundation of lifelong love and care and 2) the need for families to be supported and strengthened. Evidence, too, the operation of activities within the JPHSA program – Child & Youth Clinic- and Community-based Behavioral Health Services – with focus on children, infancy through adolescence, and the family unit; and, including services specifically geared to benefit women in the parent role.
The Jefferson Parish Human Services Authority has one Program: Jefferson Parish Human Services Authority.
The Jefferson Parish Human Services Authority program includes the following activities: Access/Urgent Behavioral Healthcare Center; Adult Clinic-based Behavioral Health Services; Adult Community-based Behavioral Health Services; Child & Youth Clinic-based Behavioral Health Services; Child & Youth Community-based Behavioral Health Services; Developmental Disabilities Community-based Services; and, Administration.
Authority Goals
Goal I
Provide comprehensive services and supports which improve the quality of life and community participation for persons in crisis and/or with serious and persistent mental illness, emotional and behavioral disorders, addictive disorders, and/or developmental disabilities, while providing appropriate and best practices to individuals with less severe needs.
Goal II
Improve personal outcomes
through effective implementation of best practices and data-driven
decision-making.
Objective I:
Through the Access/Urgent Behavioral
Healthcare Center serving as a single point of entry, provide increased access
to Behavioral Health and Developmental Disabilities services by 15% by the end
of FY 2015-2016 with FY 2009-2010 used as the baseline measure, thereby
preventing emergency room presentations, hospitalizations, and/or
incarceration.
Strategies:
1.1 Expand eligibility
criteria to provide services to a broader population.
1.2 Strengthen
collaboration with community stakeholders to expand the referral base and to
provide integrated services.
Performance Indicator:
Percent increase in community access to mental health, addictive disorders, and/or developmental disabilities services (Key)
Objective II:
Through Adult Clinic-based Behavioral Health Services, promote independence, foster recovery, enhance employment and productivity, facilitate personal responsibility, and ensure that at least 50% of adults with depression report a reduction in symptoms by the end of FY 2015-2016.
Strategies:
2.1 Increase use of treatment modalities shown to be effective.
2.2 Increase access to and participation in social support systems.
Performance Indicators:
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Percent of adults with an Addictive Disorder who successfully complete treatment (Key)
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Percent of adults with Mental Illness employed in community-based employment (Key)
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Percent of adults with depression who report they feel better/are less depressed (Key)
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Percent of adults with an Addictive Disorder who report improvement in family/social relationships (Key)
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Number of adults with Mental Illness served in Adult Clinic-based Behavioral Health Services (Key)
Objective III:
Through Adult Community-based Behavioral Health Services, provide evidence-based practices to decrease utilization of hospital/institutional settings while promoting independence, fostering recovery, enhancing productivity, facilitating personal responsibility, and improving quality of life as evidenced by 90% of individuals receiving Assertive Community Treatment (ACT) remaining housed for at least seven months and 90% of individuals receiving ACT remaining in the community without a hospitalization by the end of FY 2015-2016.
Strategies:
3.1 Monitor providers to assure fidelity to the ACT evidence-based model.
3.2 Provide intensive technical assistance to maximize agency effectiveness
and best practices.
3.3 Insure providers implement internal continuous quality improvement
(CQI) plans.
Performance Indicators:
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Percent of adults receiving Assertive Community Treatment (ACT) services who remain in the community without a hospitalization (Key)
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Percent of adults receiving Assertive Community Treatment (ACT) services who remain housed for seven months or longer (Key)
Objective IV:
Through Child & Youth Clinic-based Behavioral Health Services, deliver a continuum of best and evidence-based practices, decreasing the disabling effects of behavioral health illness while assisting individuals to live productive lives in the community, and ensure at least 80% of youth served display a decrease in mental health symptoms or continued stability by the end of FY 2015-2016.
Strategies:
4.1 Deliver evidence-based and best practice behavioral health clinic-based
services for children and adolescents.
4.2 Measure functional and symptom improvements of children and adolescents
who have received services.
4.3 Collaborate with child-serving agencies to enhance availability of resources
to serve youth, while decreasing duplication of funding efforts.
Performance Indicators:
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Percent of youth whose mental health symptoms improve or remain stable after six month of treatment (Key)
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Percent of youth whose substance abuse decreased or remained stable at completion of treatment (Key)
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Number of youth with a Behavioral Health illness served in Child & Youth Clinic-based Behavioral Health Services (Key)
Objective V:
Through Child & Youth Community-based Behavioral Health Services, provide a continuum of best and evidence-based practices to minimize the disabling effects of Behavioral Health illnesses (mental illness and addictive disorders) while assisting individuals served to live productive lives in the community and to reduce utilization of institutions and the juvenile justice system, and ensure at least 80% of youth who complete Multi-Systemic Therapy are free from arrests and 80% remain in school or are employed by the end of FY 2015-2016.
Strategies:
5.1 Deliver evidence-based and best practice behavioral health community-
based services for children and adolescents.
5.2 Measure functional and symptom improvements of children and adolescents
who have received services.
5.3 Collaborate with child-serving agencies to enhance availability of resources
to serve youth, while decreasing duplication of funding efforts.
Performance Indicators:
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Percent of individuals completing Multi-Systemic Therapy (MST) free from arrests (Key)
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Percent of individuals completing Multi-Systemic Therapy (MST) in school or employed (Key)
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Percent of youth served in the School Therapeutic Enhancement Program (STEP) whose mental health symptoms improved or remained stable after six months of treatment (Key)
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Percent of youth who completed Functional Family Therapy (FFT) to show improvement in behavioral problems (Key)
Objective VI:
Through comprehensive Developmental Disabilities Community Services, promote independence, participation, employment and productivity, personal responsibility, and quality of life in the community, thus preventing institutionalization and assuring at least 95% of individuals and families receiving family and support services remain in their communities by the end of FY 2015-2016.
Strategies:
6.1
Implement best practices for person/family-centered planning, team
functioning and leadership for person/family-centered planning and team
functioning at all levels of the service delivery community.
6.2 Increase the number of vocational services staff who complete the job coach
training program sponsored by the Office for Citizens with Developmental
Disabilities (OCDD), State Employment Leadership Network.
6.3 Improve the development, implementation and quality of individuals’
comprehensive plans of supports via effective service monitoring and
ongoing plan evaluation.
Performance Indicators:
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Percent of Cash Subsidy recipients who remain in the community vs. institution (Key)
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Percent of Individual and Family Support recipients who remain in the community vs. institution (Key)
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Percent of persons with a developmental disability employed in community-based employment (Key)
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Number of children with developmental disabilities and their families who were assisted in the development of their Individual Education Plans including Individual Transition Plans (Key)
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Number of people (unduplicated) receiving state-funded developmental disabilities community-based services. (Key)
Objective VII:
Through Administration effectively and efficiently managing Jefferson Parish Human Services Authority and utilizing an Electronic Health Record for data analysis to assure continuous quality improvement of workforce performance inclusive of client engagement and retention, 85% of clients will keep intake and ongoing clinic-based appointments by the end of FY 2015-2016.
Strategies:
7.1 Monitor and track time from first contact to intake.
7.2 Monitor and track time from intake to first clinic-based appointment.
7.3 Initiate and implement ongoing engagement tactics
Performance Indicator:
Percent of appointments kept for intake and ongoing clinic-based appointments (Key)
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