Historical Review. Since the formalization of the CCWPP in 2014, city, county, civic organizations, and citizens of the Wimberley Valley have actively collaborated towards conservation and preservation efforts for the Cypress Creek watershed. The community-led, EPA approved Watershed Protection Plan is a valuable tool used to help guide efforts to effectively manage the Cypress Creek Watershed by utilizing Best Management Practices (BMPs) designed to mitigate nonpoint source pollution, anticipate future water quality impairments, and protect groundwater resources. The partnership has celebrated significant improvements in incorporating stormwater controls into site planning, implementing numerous best management practices, and enthusiastic participation in workshops and meetings. To compile feedback from stakeholders for the sustainability plan, the core team developed an extensive survey soliciting input from each section of the CCWPP in June 2022. There were 36 participants from 10 participating organizations. When polled, stakeholders identified CCWPP accomplishments as important in helping support the mission of their agency or organization (listed in ranked order):
Historical Review. The first six SME reports document the following points of consideration and progress. Building the Assessment Pathway. DHHR created the Pathway to Children’s Mental Health Services (Assessment Pathway), which according to the Year 4 Imp Plan, “streamlines access points for assessment of children’s mental or behavioral health service needs and provides assistance in linking children and families to services while the assessment process is being completed”. DHHR has put in place the necessary policies and procedures regarding the Assessment Pathway, and the Assessment Pathway is being rolled out in phases: Phase 1 started with a focus on direct referrals from children, youth and families, PCP referrals, and CMCRS provider referrals; Phase 2 focused on BSS staff. DHHR has determined key performance indicators for the Assessment Pathway such as referral rate and timeliness and has begun reporting and reviewing that data on a quarterly and monthly basis. One of the challenges with the Assessment Pathway is the lack of availability of data aggregated across sources and providers that would show the whole pathway of services. Another challenge is that children need to be assigned an interim WF who provides support while the CSEDW application is being processed, but there is a waitlist for that service and limited information regarding the funding source and the amount/duration of the interim service. XXXX is working on collecting this data and hopes to include it in future reports. Utilizing the CANS. Prior to the Agreement, BSS was using the CANS in its Title IV-E Waiver program, SAH, and has a CANS Automated System for entering CANS data. Now, CANS is being used in WV Wraparound services, and MU has trained and certified Wraparound staff in using the CANS. Additionally, DHHR has had ongoing conversations with MU and WVU to develop CANS data reports and discuss meaningful use of CANS data. DHHR has also developed a CANS decision support model for use in the QIA process. Utilizing additional assessments. DHHR is using the CAFAS and PECFAS to determine CSEDW eligibility. These assessment tools are also used by DHHR to help define the target population for the Agreement.
Historical Review. The Contractor must conduct a historical evaluation of the subject property and adjacent sites to identify conditions associated with prior usage which may indicate a potential for contamination, including, but not limited to, the following tasks: • Conduct an examination of publicly available documents in order to ascertain whether the site has been under public ownership since at least 1940, as well as to identify any prior use of the site and adjacent sites; • Examine any aerial photographs of the property that are accessible; • Review of available building and utility permits for the subject property; • Review of County/city directories and other available published information identifying former occupants/tenants of the site; • Conducting interviews with present and former owners and tenants, whenever possible, to obtain information regarding the site’s utilization; • Evaluation of published hydro-geological and geological data for the site and vicinity; • Examination of Arlington County Public Works, Zoning, Building Inspections, Health Department, Fire Department, and other available records for the site.
Historical Review. This provides an overview of findings and observations from the previous six SME reports.
Historical Review. The first six SME reports document the following points of consideration and progress. Initial ACT implementation. ACT was included in 2003 in WV’s SPA and operates out of BMS to provide an array of inclusive community-based mental health services for young adults 18 to 20 with serious and persistent mental illness. The inclusion of ACT in the SPA predates the Agreement. Statewide expansion. WV has been working over the last two years towards statewide implementation. ACT was expanded in November 2021 through a BMS contract with Mountaineer Behavioral Health to provide services in regions two and four. Reach to transition-aged youth population. Under the Agreement, DHHR included ACT for young adults, as an alternative to Wrap, with the belief this age group may benefit from either service. There was concern in the last SME reports that youth need to “fail up” to access ACT services, suggesting this service is potentially only being offered to youth aging out of residential placements.
Historical Review. A culture of data-driven decision making is clearly implied in nearly every aspect of DHHR’s objectives. Consistent with this vision, the previous SME team provided substantial TA to DHHR on the development of the infrastructure that promotes this culture. DHHR is to be commended for generally following through on these recommendations in a timely manner, involving interested/affected members at numerous points in this process; developing new data sources to improve timeliness; establishing and growing a data store and an internal data dashboard; undertaking evaluation tasks specifically mentioned in the Agreement; improving the documentation and transparency of KPIs; and disaggregating these KPIs on key demographics. The OQA has been established and staffed to help institute roles and responsibilities and to ensure an infrastructure that supports all bureaus and service aims.
Historical Review. Over the course of the SME reports so far, there has been substantial progress in determining and documenting which screening tools are being used by various agencies, as well as in expanding and supporting the use of HealthCheck (WV’s EPSDT1 program) among Medicaid MCO and other primary care providers. As in other agreement areas, there are acknowledgements throughout the reports of the impact of the COVID-19 pandemic and the need to continuously adjust timelines in terms of goals for assessing gaps in screening and putting new policies and practices into place. The first six SME reports document the following points of consideration and progress. Screening protocols. Throughout the course of the Agreement, WV has made great progress in establishing screening protocols across agencies. The following protocols are in place: • DHHR policy requires that all children placed in DHHR custody via the child welfare system, including Youth Services and CPS, receive an EPSDT screening, which includes mental health screening, within 30 days of placement (as documented in the Xxxxxx Care Policy Manual, updated June 2023). • BSS uses the FAST (Youth Services) and the Ongoing Assessment (Child Protective Services) as an early screening opportunity in addition to the EPSDT screening. • BJS and Probation Services use the MAYSI-2. This process is in early implementation. Tracking screening. There are two primary avenues for tracking screening rates: 1. assessing EPSDT behavioral health screening rates among primary care doctors for Medicaid-eligible youth via an MOU with the OMCFH, and 2. reviewing policies and data on tracking behavioral health screening performed by BJS and Probation Services. Tracking and monitoring is clearly outlined. In some cases, DHHR is working with relevant entities to address data quality issues. Overall screening rates are included in the data store build out.
Historical Review. The first six SME reports document the following points of consideration and progress.
Historical Review. Over the course of the SME reports so far, the two largest accomplishments have been the creation of the Positive Behavior Support (PBS) Program at WVU CED, along with contracting with CU to provide PBS training, with the former more responsible for direct service and the latter addressing workforce capacity building. Also, while not discussed originally in the agreement, there has been the emergence of a discussion of Behavioral Support Services both as a service to be delivered and as a philosophy. The first six SME reports document the following points of consideration and progress.
Historical Review. The first six SME reports document the following points of consideration and progress. Physician outreach regarding screening. Outreach to physicians has been covered in the Screening section of previous SME reports. To better understand needs and gaps around mental health screening by county, WV developed a heat map to track the percentage of EPSDT exams that include mental health screenings. This tool has since been used as a communication tool with providers and regional leadership to identify opportunities for improvement and to educate PCPs about regional differences with mental health screenings. Outreach tools for medical professionals. No activity has been noted for this category.
