The Greater Bay Area Mental Health Education Workforce Collaborative (the Collaborative) is a project of the Greater Bay Area Mental Health Directors (GBAMHD), a sub-group of the California Mental Health Directors Association. The Collaborative consists of members from county mental health, education, community-based providers, consumers, family members, statewide organizations, and other interested parties. The Chair of the Collaborative Steering Committee reports to the GBAMHDA for review of the annual work plan and consensus on project direction.
The mission of the Greater Bay Area Mental Health & Education Collaborative is to promote the growth and support of a public mental health workforce in the Bay Area that:
- Is wellness, recovery and resiliency -oriented and culturally and linguistically competent.
- Employs consumers, family members, and people of ethnic and cultural diversity at all levels of the mental health system.
The goal of the Collaborative is to create, develop, and coordinate employment and education “pipeline” strategies and serve as a resource for sustaining and expanding the public mental health workforce in the Greater San Francisco Bay Area region. Our efforts represent a long-term investment in creating a recovery-oriented, linguistically and culturally competent and diverse workforce, including consumers and family members, which can respond to the challenges facing California’s community mental health system. Statewide, the Collaborative serves as a model of partnership amongst mental health organizations, consumers and family members, educational institutions, and other interested stakeholders.
Participation is open to partners who have an interest in furthering the mission and goal of the Collaborative.
Under the auspices of the GBAMHD, the Collaborative is a voluntary convening of interested partners, dedicated to furthering the mission and goals of the group. The Collaborative has a project manager who administrates and coordinates the Collaborative’s activities and also facilitates monthly meetings. In addition, there is a chairperson, a local mental health director appointed by the GBAMHD, who works closely with the project manager and serves as liaison to the mental health directors.
There is also a Vice-Chair, appointed by the Collaborative’s Steering Committee. The Vice Chair is appointed for a 12-month term. The Collaborative has a Steering Committee, convened by the chair, composed of 12 volunteers that reflect the Collaborative’s stakeholder framework (attached) and report to the GBAMHD through the Chair.
- Staff /Project Manager
The staff person for the Collaborative is hired by the California Institute for Mental Health (CIMH) and supervised by the CiMH Director of Adult Services, in consultation with the Chair. CIMH acts as fiscal agent for the Collaborative. For State Department of Mental Health Regional Partnership funding, Alameda County serves as the host county and contracts with CiMH. The staff person serves as support to the chairperson, provides leadership and administrative support for the Collaborative, coordinates with Collaborative participants to advance the work plan, monitors the budget and submits all grants and budget reports. In addition, the staff person is responsible for establishing meeting agendas, communicating information to Collaborative participants, and facilitating the meetings. The staff person works with the Steering Committee for the establishment of job priorities, project, budget and grant review and approval, and oversight.
- Staff /Project Manager
- STEERING COMMITTEE
The Steering Committee serves under the auspices of the GBAMHD (reporting through the Chair) and is composed of volunteers from the larger Collaborative group. There is a maximum of thirteen members on the committee. Six members are required for a quorum. Members serve three-year terms (staggered)—which may be renewed—and are recruited by the Nominating Committee. Since the selection of Steering Committee members is based on representation of the larger Collaborative as designated in the Stakeholder Framework, members may not designate substitutes for participation in any Steering Committee meetings or activities.
Roles and Responsibilities
The Steering Committee meets at least once per quarter. Meetings may be conducted in person and/or via telephone/video conferencing. The Steering Committee provides the following functions:
- Oversight of work plan activities and priorities.
- Approval of changes to the work plan.
- Review of outcomes tracking for work plan projects.
- Review of all grants and funded projects, via in person or written reports.
- Assists in providing direction to the Collaborative’s staff person.
- EXECUTIVE COMMITTEE
The Executive Committee membership is composed of the Chairperson, Vice Chair, CiMH Director of Adult Services and the Project Manager.
Roles and Responsibilities
The Executive Committee meets by phone or in person, on an as-needed basis. The Executive Committee provides the following functions:
- Direct oversight of staff, including providing operational direction and assisting with problem solving and priority setting
- Participates in monthly staff updates on initiatives and projects and provide feedback to staff.
- Decision-making authority for operational decisions requiring quick responses, which will be shared with the Steering Committee, as appropriate.
- Conduct the staff person’s personnel evaluation—within the framework of CiMH’s human resources guidelines—with feedback from the Steering Committee.
- NOMINATING COMMITTEE
The Nominating Committee includes the Chair, Project Manager and one other Steering Committee member. The Steering Committee designate is appointed for a 12-month term in January (appointed by the Steering Committee).
Roles and Responsibilities
The Nominating Committee meets at least once annually. The Nominating Committee provides the following functions:
- Using the Stakeholder Framework as a guide, recruits Steering Committee members for three-year terms. Depending on Steering Committee configuration, the Nominating Committee may assign initial terms of less than thee years so that no more than one-third of the Steering Committee members’ terms expire simultaneously.
- Makes recommendations to the Steering Committee on term renewals and or other changes in membership.
- WORK PLAN
The work plan is the document that outlines the work-in-progress for the Collaborative. It is developed through discussion in the larger group and refined in the Steering Committee and approved by the GBAMHD. This document is used as the basis for grant funding and is also an overview of the activities that the Collaborative wishes to concentrate their efforts on for the coming year. The Steering Committee, in conjunction with the staff person, will review and assess the work plan on a regular basis and will recommend—with consultation from the GBAMHD—and approve changes, i.e. priorities, activities, timelines, as necessary. Work plan outcomes and any recommended changes will be shared with the Collaborative on a quarterly basis. The work plan will be posted on the website.
The Steering Committee will approve submission of grant applications and review operational budgets (consulting with the GBAMHD as appropriate). This may also be delegated to the Executive Committee. CiMH will serve as fiscal sponsor for all Collaborative funding including grant applications and funding from the regional mental health directors and state contracts and will be responsible for developing and managing the Collaborative’s operational budget. For DMH Regional Partnership funding, Alameda County serves as the host county for fiscal purposes, contracting with CiMH to carry out the activities.
Collaborative meetings are held once per month and are open to new participants and guests. These meetings are held on the fourth Wednesday of the month, from 10:00 am to noon, unless otherwise stated.
- AD HOC WORK GROUPS
The Collaborative may establish ad hoc work groups and advisory committees to develop and implement projects and provide technical assistance for specific work plan activities. These work groups must have a clearly defined purpose and be approved by and report to the Steering Committee.