PROJECT LAULIMA’S STRATEGIC PLAN
As of September 28, 2012
Hawai`i’s System of Care Expansion Planning Grant
Funded by the Substance Abuse and Mental Health Services Administration (SAMHSA)
Contributing Organizations
Autism Society of Hawai`i
Catholic Charities Hawai`i
Child & Family Service
Consumer, family and youth representatives
Epic `Ohana Conferencing
Hawai`i Behavioral Health
Hawai`i Families as Allies
Learning Disabilities Association of Hawai`i
Special Parent Information Network
State of Hawai`i, Department of Health
Child and Adolescent Mental Health Division
Developmental Disabilities Division
Early Intervention Program
State of Hawai`i, Department of Human Services
Child Welfare Services Branch
Office of Youth Services
State of Hawai`i, Department of Education
School Based Behavioral Health Program
Special Education Program
Community Children’s Councils
University of Hawai`i, Mānoa
Center for Disability Studies
Clinical Psychology Department
Special Education Department
William S. Richardson School of Law
Executive Summary
Background
Hawai`i has been challenged by the need to serve youth across mental health, developmental disabilities,
child welfare, and educational systems. The need for coordinated efforts within a system of care
approach has been particularly evident in the area of youth with both emotional or behavioral difficulties
and cognitive impairment or other developmental disorders. Historically, there has been ambiguity
regarding the responsibilities of different parts of the child-serving system for serving these youth and a
lack of clinically appropriate services when they have been served.
Strategic Planning Process
In order to remedy this systemic gap, Hawai`i’s System of Care Expansion Planning Grant, called Project
Laulima, focused its efforts on expanding Hawai`i’s system of care to more effectively meet the needs of
children and youth with co-occurring mental health needs and developmental disabilities. The majority
of Project Laulima’s strategic planning was conducted through three working groups: The Expansion
Planning Team, The Workforce Development Workgroup, and the Strategic Planning Workgroup. Each of
these groups met two times per month over the course of the grant year. The Expansion Planning Team
served as the project’s management team and was comprised of high-level agency officials as well as
representatives from family organizations. The Workforce Development Workgroup and Strategic
Planning Workgroup were comprised of agency representatives, members of family organizations, and
representatives from provider groups.
Additional strategic planning was done through two interagency Summit Meetings hosted by Project
Laulima. The two meetings, held in April and September of 2012, brought together stakeholders from
across Hawaii’s child-serving system, including representatives from the Department of Health,
Department of Education and Department of Human Services, as well as representatives from family
organizations and provider groups. The two Summit Meetings allowed a broader group of stakeholders
to provide feedback on the strategic plan that was initially drafted by the three project workgroups.
Since family and youth involvement is an integral component of system of care philosophy and thus a
vital component of the strategic planning process, Project Laulima conducted family and youth “Talk
Story Sessions.” The sessions were a cross between traditional focus groups and informational sessions.
Two separate sessions were held, one with parents and one with youth, and each session focused on
gathering feedback on the project’s logic model and draft strategic plan and supporting family and youth
involvement on Project Laulima’s planning efforts.
Through the bi-weekly workgroup sessions, two interagency Summit Meetings and the family and youth
“Talk Story Sessions,” Project Laulima’s strategic plan was drafted. The main goals of the project
highlighted the need to: (1) expand the system of care to more effectively meet the needs of children
and youth with co-occurring mental health needs and developmental disabilities and (2) increase
interagency collaboration across Hawai`i’s child-serving system to provide seamless, individualized,
family-driven, and youth-guided services and supports to effectively serve children and youth with mental
health needs and developmental disabilities.
If Project Laulima is successful in accomplishing the goals set forth in its strategic plan, it is hoped that in
time, the infrastructure developed through this grant can address the needs of other multi-agency youth,
including those in state custody, in juvenile justice, and those of transition-age.
VISION, MISSION AND VALUES
VISION
We envision a Hawai`i community where all keiki and their `ohana have helpful, responsive and
sustainable youth-guided and family-driven supports to live meaningful and productive lives.
MISSION
To provide children and youth with co-occurring mental health needs and developmental disabilities
and their families in Hawai`i with accessible, effective and sustainable treatment options and
supports in their communities.
VALUES
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individualized, strengths-based, youth-guided, family-driven, and community-based care
an appreciation of diversity, and cultural and linguistic competency
promoting self-determination
assuring the safety and well-being of all children and youth
supporting the success of children and youth in school
a commitment to clinical excellence, evidence based practices, and community best practices for
mental health and well-being
supporting the complex needs of children and youth
working collaboratively, with both shared accountability and coordinated resource management
GOALS, OBJECTIVES, AND ACTION STEPS
GOAL 1: EXPAND THE SYSTEM OF CARE TO MORE EFFECTIVELY MEET THE NEEDS OF CHILDREN AND YOUTH
WITH CO-OCCURRING MENTAL HEALTH NEEDS AND DEVELOPMENTAL DISABILITIES (MH-DD).
Core Strategy: I m plem enting policy, adm inistrative and regulatory changes to assure that
the Departm ent of Health, and all other current and future partners (DOE, DHS, Vocational
Rehabilitation, prim ary health, housing, and law enforcem ent) addresses the needs of all
children and youth w ith M H-DD
Objective 1.1: Expand the eligibility criteria between the Developmental Disabilities Division (DDD) and
the Child and Adolescent Mental Health Division (CAMHD).
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Action Step 1: In coordination with DOE, determine how to expand eligibility to
population of focus by making changes to the CAMHD and DDD statutes and/or
administrative rules and/or policies, including family focused Medicaid-funded supports.
Responsible Parties: Dr. David Fray, Dr. Jeff Okamoto, Dr. Stanton Michels, Lynn
Fallin, Dr. Lesley Slavin, Dr. Susan Narwicz-Sherwood, Kelly Stern, Linda Machado,
Waynette Cabral, Theresa Minami
Level 1: 1
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Action Step 2: Develop joint screening process and planning for services across
agencies.
Responsible Parties: Dr. David Fray, Dr. Jeff Okamoto, Dr. Stanton Michels, Lynn
Fallin, Dr. Lesley Slavin, Dr. Susan Narwicz-Sherwood, Kelly Stern, Linda Machado,
Waynette Cabral, Theresa Minami
Level: 3
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Action Step 3: Develop a matrix that details the MH/DD (or MH and DD) eligibility
criteria from other states.
Responsible Parties: System Spanners
Level: 1
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Action Step 4: Assemble and convene interagency task force to review Support for
Emotional and Behavioral Development (SEBD) policies and to develop clearer guidelines
on serving youth in the population of focus.
a) Assemble CAMHD internal group to review SEBD guidelines
b) Create interagency task force to review SEBD guidelines
c) Conduct Spanner-specific meetings on SEBD with DOE, DHS, and families
and youth
d) Vet SEBD policy changes through Medicaid
e) Explore the use of private insurance to fund the intensive service array for
non-Medicaid eligible youth
Responsible Parties: Dr. Stanton Michels, Dr. Lesley Slavin, Linda Machado, Waynette
Cabral, Theresa Minami
Level: 1
Level 1: Foundational or Infrastructure building step
Level 2: Intermediate/ “Building Block” step
Level 3: Step to be taken once foundation/infrastructure is in place.
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Action Step 5: Develop joint policies and procedures (P&Ps) regarding how CAMHD,
DDD, DHS and DOE will jointly serve youth.
Responsible Parties: Dr. David Fray, Dr. Jeff Okamoto, Dr. Stanton Michels, Waynette
Cabral, Linda Machado, Kelly Stern
Level: 1
Core Strategy: Developing services and supports based on the System of Care approach
Objective 1.2: Expand the existing service array through new contracts, including respite, and ensure
new services are culturally and linguistically competent.
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Action Step 1: Create a catalog of existing services of each participating government
agency (DOE, DHS, and DOH).
Responsible Parties: System Spanners
Level: 1
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Action Step 2: Identify and prioritize programming needs for children and youth
through collecting data and information on youth with multi-agency needs.
Responsible Parties: Expansion Planning Team, Family Organizations, System
Spanners, Evaluation Associate
Level: 1
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Action Step 3: Conduct focus groups with family and youth partners, as well as agency
line staff, to identify needed services and supports.
Responsible Parties: System Spanners, Evaluation Associate, Youth and Family
Organizations
Level: 1
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Action Step 4: Look at other states for examples of desired programming.
Responsible Parties: System Spanners and Family Organizations
Level: 1
Core Strategy: Creating or im proving financing strategies by creating joint RFP s for joint
program m ing
Objective 1.3: Create joint Requests for Proposals (RFPs) to fund joint programming.
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Action Step 1: Explore various financing mechanisms to finance joint programming
including Medicaid expansion, provisions of the ACA and the DD waiver.
Responsible Parties: Dr. Stanton Michels, Dr. David Fray, Dr. Jeff Okamoto, Linda
Machado, System Spanners, DD Council, and Family and Youth Representatives
Level: 1
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Action Step 2: Obtain financial commitments from partner agencies.
Responsible Parties: Expansion Planning Team
Level: 1
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Action Step 3: Choose a particular service need, based on data collected in Objective
1.2: Action Step 2, and design a treatment program that can meet that need.
a) Hold “Request for Information” sessions with prospective providers.
b) Consider the option of contracting initially for a “pilot program” in a limited
geographic area.
c) Work with fiscal staff of each agency to determine how billing and reimbursement
will be handled.
Responsible Parties: Expansion Planning Team, Family Organizations, Provider Groups
Level: 2
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Action Step 4: Draft a RFP for the specified service (see Action Step 3), including
detailed performance standards, and circulate it for comment by clinical and
administrative staff in each agency and by family and youth advisors.
Responsible Parties: Workforce Development Team, Expansion Planning Team, Family
Organizations, Family and Youth Representatives
Level: 2
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Action Step 5: Develop a joint RFP review process including staff from the
collaborating agencies. Review applications and make contract awards.
Responsible Parties: Expansion Planning Team, Family Organizations
Level: 2
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Action Step 6: Explore private funding, grant-based and foundation-based funding
sources.
Responsible Parties: Project Director, System Spanners, Expansion Planning Team
Level: 3
Core Strategy: P roviding technical assistance, training and coaching on evidence-based
approaches, system s of care, and M H-DD and traum a-inform ed curricula, to ensure providers
are w ell-equipped to m eet the needs of the population of focus w ith understanding,
com passion and cultural sensitivity
Objective 1.4: Collaborate with families to develop and implement evidence-based, systems of care and
MH-DD informed curricula for families, state agencies (including CAMHD, DDD, DHS & DOE), primary
care, crisis services, and intake workers. Conduct trainings across agencies.
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Action Step 1: Assemble team of local experts/stakeholders to research, and if
necessary, develop culturally competent, MH-DD informed curricula.
Responsible Parties: Dr. David Roth, Workforce Development Group, Family
Organizations, Family and Youth Representatives
Level: 1
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Action Step 2: Organize training partnership committee to share information, optimize
use of training resources (including Title IV-E funding, block grants, etc.) and develop a
joint training schedule (“hot topics” discussed by local experts and families). Find ways
to disseminate and access training resources across agencies.
Responsible Parties: Workforce Development Workgroup, Family Organizations
Level: 1
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Action Step 3: Conduct orientation for agency representatives and families and youth
and discuss system of care values.
Responsible Parties: Workforce Development Workgroup, Family Organizations
Level: 1
Objective 1.5: Partner with families and youth organizations to conduct youth skill-building workshops.
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Action Step 1: Explore the curricula that currently exist and determine which would be
applicable to youth in our population of focus, i.e. skill streaming curriculum, Achieve My
Plan (AMP), money management, planning for the future.
Responsible Parties: Dr. David Roth, Family Organizations
Level: 1
Core Strategy: Generating support am ong fam ily m em bers, youth, agency representatives
and the public
Objective 1.6: Support families as they exercise their voice and choice regarding the services and
supports offered across Hawai`i’s child-serving system.
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Action Step 1: Organize information about existing services and supports in a userfriendly and culturally-competent format. Create pamphlets, newsletters, etc. and
distribute them in a variety of languages spoken in Hawai`i.
Responsible Parties: System Spanners
Level: 2
Objective 1.7: Develop social inclusion and anti-stigma campaigns in order to increase public awareness
about MH-DD issues.
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Action Step 1: Partner with HFAA’s Make a Friend, Be a Friend campaign.
Responsible Parties: System Spanners, HFAA
Level: 2
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Action Step 2: Youth advocates create Public Service Announcement and work with
contact at `Ōlelo about airing the PSA.
Responsible Parties: System Spanners and Youth Representatives
Level: 2
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Action Step 3: Give presentations to students at local schools (i.e. bullying).
Responsible Parties: DOE, CAMHD, DDD, System Spanners, Family and Youth
Representatives
Level: 2
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Action Step 4: Develop a narrative of the unique value, contribution and needs that
children and youth with co-occurring MH/DD have in order to foster understanding of
youth with complex needs. Identify key individuals and families as spokespersons to
exemplify and disseminate this narrative.
Responsible Parties: Expansion Planning Team, Workgroups, Family Organizations,
Family and Youth Representatives.
Level: 1
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Action Step 5: Create project website and link to other child-serving agencies and
consumer, family and youth organizations.
Responsible Parties: Project Director, System Spanners
Level: 2
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Action Step 6: Decide what additional media platforms to use to reach public (websites,
social media, newsletters, multilingual pamphlets, advertisements).
Responsible Parties: Project Director, System Spanners, Family and Youth
Representatives
Level: 2
Core Strategy: Generating organization to organization support by creating a coalition of
fam ily organizations that serve both m ental health and developm ental disability populations
Objective 1.8: Facilitate the development of existing Special Needs Coalition that serves both mental
health and developmental disability populations.
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Action Step 1: Support the strengthening of the Special Needs Coalition and ensure
upfront commitments from all organizations that will be a part of the coalition.
Responsible Parties: Project Staff, Family Organizations
Level: 1
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Action Step 2: Partner with DD family groups and organizations that have been
participating on or would like to be involved with Project Laulima.
Responsible Parties: Project Director, Expansion Planning Team, Workgroups, HFAA,
SPIN, DD Council
Level: 1
Objective 1.9: Explore the process of certifying HFAA Parent Partners in order to support their
professional development, increase their credibility among state child-serving agencies, and to allow their
services to be Medicaid billable.
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Action Step: Conduct a cost-savings analysis based on data from other states.
Responsible Parties: System Spanners, HFAA
Level: 2
Objective 1.10: Create an efficient process for families and youth to receive stipends for participation
on system of care activities, focus groups and workgroups.
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Action Step: Explore alternatives so that state procurement process can be simplified.
Responsible Parties: Project Director, System Spanners, HFAA
Level: 1
GOAL 2: INCREASE INTERAGENCY COLLABORATION ACROSS HAWAI`I’S CHILD-SERVING SYSTEM TO PROVIDE
SEAMLESS, INDIVIDUALIZED, FAMILY-DRIVEN, AND YOUTH-GUIDED SERVICES AND SUPPORTS TO EFFECTIVELY
PARTNER WITH CHILDREN AND YOUTH WITH MH-DD AND THEIR FAMILIES.
Core Strategy: I m plem enting policy, adm inistrative and regulatory changes to create a
sustainable, interagency architecture
Objective 2.1: Develop collaborative partnership structure that focuses on more effectively meeting the
needs of families and youth with MH-DD. Partnership team will include representatives from CAMHD,
DDD, DOE, DHS, CCCs, HFAA, DD Council, SPIN, LDAH, families and youth.
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Action Step 1: Assimilate and compile published research on interagency teaming
practices from other states.
Responsible Parties: System Spanners
Level: 1
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Action Step 2: Determine the structure’s function (problem-solving team for system and
child-specific concerns, case management team, or wraparound team).
Responsible Parties: Workgroups and Expansion Planning Team
Level: 1
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Action Step 3: Determine where the structure would be housed within state
government and what responsibility/authority it is given and by whom.
Responsible Parties: Workgroups and Expansion Planning Team
Level: 1
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Action Step 4: Define and operationalize “family-driven” and “youth-guided,” and make
sure definitions and strategies are placed in interagency glossary and well understood by
those on partnership team.
Responsible Parties: Workgroups and Expansion Planning Team
Level: 1
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Action Step 5: Collaborate with families to create family engagement plans to support
family participation in teaming process.
Responsible Parties: Expansion Planning Team, Family Organizations, Family and
Youth Representatives
Level: 1
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Action Step 6: Consider piloting the interagency teaming process based upon strategies
gleaned from existing programs in other states (see Action Step 1), and by using family
empowerment to decrease service fragmentation and to improve assessment, planning
and service provision.
Responsible Parties: System Spanners, DDD and CAMHD Clinicians, Dr. Stanton
Michels, Dr. David Fray, Family Representatives
Level: 1
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Action Step 7: Utilize surveys created by families to evaluate partnership teaming
process quality assurance and accountability.
Responsible Parties: Evaluation Associate, Family Organizations, Family
Representatives
Level: 1
Core Strategy: Generating support and facilitating interagency partnerships through
strategic com m unication
Objective 2.2: Facilitate understanding of agency-specific and organization-specific language and terms
amongst stakeholders.
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Action Step 1: Partner with Lesley Slavin and Kelly Stern on interagency glossary. Add
terms from DDD and the Special Parent Information Network (SPIN), and determine best
means of distributing list (i.e. shared work website, handouts).
Responsible Parties: Dr. Lesley Slavin, Kelly Stern, System Spanners
Level: 1
Objective 2.3: Improve communication flow across Hawaii’s child-serving system.
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Action Step 1: Collect organizational charts of all participating child-serving agencies
and investigate actual organizational structure of each in order to develop an accurate
overview of the whole system.
Responsible Parties: System Spanners
Level: 1
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Action Step 2: Create catalog of interagency MOAs/MOUs to facilitate understanding of
existing agreements between agencies.
Responsible Parties: System Spanners
Level: 1
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Action Step 3: Explore feasibility of developing a single point of entry system.
Responsible Parties: Expansion Planning Team, System Spanners, Workgroups, HFAA,
SPIN, DD Council
Level: 3
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Action Step 4: Determine what progress has been made on the existing interagency
information-sharing consent form.
Responsible Parties: Kelly Stern, Dr. Stanton Michels, Statewide Interagency Quality
Assurance team
Level: 1