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Best Practices for State 

Behavioral Health Planning Councils: 

The Road to Planning Council Integration

February 12, 2014 

Advocates for Human Potential, Inc. for the 

Center for Mental Health Services
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TABLE OF CONTENTS 

Introduction................................................................................................................................ 1

Making the Transition to a Behavioral Health Planning Council.................................................. 2

The Health Care Environment ........................................................................................ 2

Your Council’s Behavioral Health IQ............................................................................... 4

The Status of Behavioral Health Councils....................................................................... 5

Best Practices...........................................................................................................................15

Overview .......................................................................................................................15

Getting Started and Building Support ............................................................................15

Integrating and Increasing Understanding .....................................................................18

Structure, Membership, and Defining Council Processes ..............................................20

Oregon: When Incremental Change is not Enough, Go Big...........................................25

Technical Assistance to Move to Behavioral Health ..................................................................28

TA Provided by State TA Project ...................................................................................29

TA Products and Services .............................................................................................30

Challenges in Providing TA to Councils.........................................................................30

TA Recommendations ...................................................................................................31

Conclusion ................................................................................................................................32

Appendices List.........................................................................................................................33

Appendix A: BHIQ Self-Assessment for Planning Councils ......................................................34

Appendix B: State Council Resource Materials .......................................................................41

Appendix C: Acronyms Used in the Manual .............................................................................57
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INTRODUCTION

Title XIX of the Public Health Service Act (42 U.S.C. 300x) mandates that all states establish a 

State Mental Health Planning Council (referred to as MHPC, council, or PC herein).1 The 

council is required to review the state Mental Health Block Grant (MHBG) application and

submit any recommendations it has regarding the state’s plan; serve as an advocate for adults 

with serious mental illness, children with serious emotional disturbance (SED), and other 

individuals with mental illness or emotional problems; and monitor, review, and evaluate the 

allocation and adequacy of mental health services in their state, at least annually. The 

Substance Abuse and Mental Health Services Administration (SAMHSA) administers two block 

grants: the MHBG and the Substance Abuse Prevention and Treatment Block Grant (SABG).

States are not required to establish a planning council under the SABG. 

In recent years, State Mental Health Agencies (SMHAs) and State Substance Abuse Agencies 

(SSAs) have increasingly been merging in order to better coordinate state behavioral health 

services. As states align programs to promote mental health with programs and services for 

substance abuse prevention, treatment, and recovery, it is logical for them to coordinate and 

align their system planning functions as well. Recent and anticipated changes in national and 

state healthcare environments, as well as the new option for states to submit joint MHBG/SABG

applications, have contributed to the growing trend toward creation of integrated Behavioral 

Health Planning Councils (BHPCs) that address both mental health and substance abuse 

issues. 

To facilitate this transition, SAMHSA’s Center for Mental Health Services (CMHS) initiated a 

State Technical Assistance (TA) project. Advocates for Human Potential, Inc. (AHP) manages 

TA to state planning councils (PCs) for this project as a subcontractor to Johnson, Bassin, and 

Shaw International, Inc. (JBS). The project supports delivery of both general as intensive TA to 

eight states per year. It also includes the development of a National Learning Community (NLC)

to help councils begin, continue, and/or sustain the transition from a MHPC to a BHPC. The 

eight states selected in 2012-2013 were Arkansas, Colorado, Idaho, Louisiana, Kentucky, 

Maryland, Rhode Island, and Utah. Planning councils in those states participated in the NLC 

and received intensive TA, working together to identify best and promising practices for making

and sustaining the transition to a BHPC. 

NLC members examined their level of mental health and substance abuse integration, helped to 

deliver general TA to non-NLC councils upon request, participated in a series of webinars to 

address planning council priority issues, and employed interactive technology to provide 

relevant information to one another and other PCs throughout the nation. 

1 42 USC CHAPTER 6A, SUBCHAPTER XVII, Part B, subpart I: block grants for community mental health services. 

Retrieved from: 

http://uscode.house.gov/view.xhtml?req=mental+health+planning+council&f=treesort&fq=true&num=27&hl=true

&edition=prelim&granuleId=USC-prelim-title42-section300x-3 
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The State TA Project was charged with documenting best practices, process improvements, 

and challenges related to the expansion of PCs into behavioral health-oriented entities. AHP 

collaborated with the National Association of State Mental Health Program Directors 

(NASMHPD) Research Institute (NRI) to identify these best practices. Key informant interviews 

were conducted with representatives from each of the eight NLC states’ planning councils as 

well as block grant planners from those states. The purpose of this manual is to suggest best 

practices for states at various stages of planning council integration based on those key 

informant interviews, reports from other PCs regarding their level of integration, and the 

Behavioral Health IQ Assessment (BHIQ) developed through this project and completed by 

each participating state (see Appendix A). 

MAKING THE TRANSITION TO A BEHAVIORAL HEALTH

PLANNING COUNCIL

THE HEALTH CARE ENVIRONMENT 

Planning councils that may have previously focused primarily on mental health issues and 

concerns continue to expand their focus to encompass a wider range of behavioral health 

issues, including preventing and treating substance use disorders (SUDs) and providing 

recovery-oriented services for persons with SUDs. Increasingly, they are planning to address 

the service needs of individuals with mental health, substance use, and/or co-occurring mental 

and substance use disorders (CODs) as well as other co-morbid conditions, including physical 

health conditions. 

Council members trying to integrate these functions while also preparing for possible shifts in 

the health care environment can benefit from learning more about how health care will be 

delivered and paid for in their state. Examining the level of council integration can help PCs set 

goals for their own strategic planning. Understanding how other states are responding to these 

same challenges can provide useful ideas, resources, and support. 

State agencies are under increased pressure to develop measurable service and program goals 

and to use data to determine how well those goals are being met. Since planning councils are 

charged with reviewing the allocation and adequacy of services within the state, council chairs, 

state planners, and consultants providing TA said it is especially important that council members 

understand who in their state is eligible to receive funded behavioral health services in order to 

identify service gaps. Some states have already identified gaps and are pursuing innovative 

demonstration projects to address them that will be of great interest and could benefit service 

users. PCs, with their diverse stakeholder representation, can provide advice and support to 

state agencies attempting to meet identified needs. 

Similarly, as changes in health care delivery systems are implemented, councils can expand 

this assessment of services to the substance abuse community. For example, they can

communicate with service users about whether consumers are experiencing delays in 
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accessing quality services or whether there are other issues to bring to the attention of the state

agency and advocates. Councils can also identify ways to encourage and support providers so 

they are able to offer high-quality care to people trying to access services, sometimes under 

difficult conditions. 

It will become critically important for councils to have access to and be able to assess data and 

information as they strive to assess the allocation and adequacy of services within states 

regarding: 

1. Service needs of individuals with mental health and substance use disorders,

issues, and concerns;

2. Services delivered to those individuals at the program, service, and client level;

3. Service gaps that must be filled to meet the needs of those who need behavioral

health care; and

4. The effectiveness and efficiency of all services, especially those funded by MHBG

and SABG programs.

SAMHSA, as part of its focus on the development of a “Good and Modern Addictions and 

Mental Health Service System,” supports an appropriately trained and credentialed behavioral 

health workforce. Councils can help ensure that mental health and substance abuse providers 

have enough qualified mental health and substance abuse staff, as well as the training and 

technical support needed to upgrade their clinical and business management practices and 

technology. Councils may also play a more general role by helping their states monitor and 

promote enrollment in behavioral health services.

Most state planners, TA consultants, and council chairs involved in the NLC project said they 

believe that over the next few years the changing health care environment will bring significant 

opportunities and challenges for planning councils to help improve the behavioral health care 

system. Some councils are seeking opportunities not only to enhance the coordination of 

substance abuse and mental health treatment, but also to provide better-integrated care for 

people who have co-occurring behavioral health and medical conditions. They are focused on 

the triple aim of: (1) improving the patient experience of care (including quality and satisfaction); 

(2) improving the health of populations; and, (3) reducing the per capita cost of health care.2

 

Numerous health care resources and web sites are available to planning councils seeking to 

expand and strengthen their role in supporting integration of the behavioral health system. One 

of those sources is the SAMHSA/Health Resources and Services Administration (HRSA) Center 

for Integrated Health Care Solutions. The Center for Integrated Health Care Solutions offers 

grants, webinars, and resources to help council members, state agency representatives, and 

2 For more on the triple aim and behavioral health integration see:

http://www.integration.samhsa.gov/workforce/care-coordination
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providers take advantage of the opportunities to deliver better integrated care that meets the 

needs of the whole person.

3

 

YOUR COUNCIL’S BEHAVIORAL HEALTH IQ 

The transformation from the single focus of mental health to include other behavioral health 

disorders such as SUDs and CODs adds layers of complexity to service planning, monitoring, 

and evaluation during an already challenging time. To respond to this need, during the fall of 

2012, AHP worked with states and territories to determine their level of integration of mental 

health and substance abuse issues and concerns into the work of the council. While some 

states believe that they are doing well and making progress in integrating across behavioral 

health, most continue to be challenged in important ways. 

States fell into three categories: 

1 Little or no Integration 12 States (25%)

2 Moderate Integration 23 States (48%)

3 Well Integrated 13 States (27%)

Behavioral Health IQ Assessment

The Behavioral Health IQ Assessment (BHIQ) (Appendix A) was developed by the State TA 

Project as a way to help councils assess how well integrated they are with respect to mental 

health and substance abuse issues, concerns, and expertise. It is designed to help councils 

develop well-informed plans as they make the transition to a BHPC capable of addressing

behavioral health issues and concerns effectively. The tool can be used by all state councils, 

allowing them to quickly and easily assess their behavioral health-related status and functions. 

Each area of the BHIQ Assessment represents an element of a council’s role, structure, and 

function. In addition to referring to the federal law noted in each section, persons completing the 

form should also include state law or executive directives that apply or are uniquely relevant to

each behavioral health element. Finally, as each council considers ways to strengthen and 

sustain its behavioral health competence, the BHIQ Assessment encourages councils to

consider the actions they could take to make each element more focused on behavioral health. 

These actions can serve as the core of each council’s behavioral health transition plan and be 

used as an annual planning tool. The self-administered tool is designed to help a state, territory, 

or jurisdiction to: 

3 For more about integration with primary care , see SAMHSA’s Primary and Behavioral Health Care Integration 

(PBHCI) program: http://www.integration.samhsa.gov/about-us/pbhci
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 Assess the extent to which a council has integrated mental health and substance

abuse issues and concerns into its work, and

 Identify practical strategies that a council can employ to make the transition to a

behavioral health planning council.

THE STATUS OF BEHAVIORAL HEALTH COUNCILS 

Early in 2013, AHP asked the eight councils that were selected for the NLC to pilot test the 

BHIQ Assessment tool. This section summarizes responses to questions in the BHIQ and cites 

selected state responses. It also highlights respondents’ suggestions and strategies that may 

support all councils as they move to maintain and strengthen their approach to behavioral 

health. 

Council Title

Does the title/name of the council refer to mental health only, or behavioral health, 

which would be inclusive of the prevention and treatment of substance use disorders 

and co-occurring disorders? 

States involved in this process reported that they believed it was important to change the name 

of the council from “mental health” to “behavioral health” to make a public commitment to 

integrating with prevention, treatment and recovery of substance use disorders. Of the eight 

NLC states, six states include “Behavioral Health” in the name of their councils, one state is in 

the process of changing its name and function to include behavioral health, and one state has 

two separate councils with two representatives from mental health and substance abuse on 

each council. In addition to name changes, councils may want to review how important 

concepts and functions are defined. For example, SAMHSA materials include the following key 

definitions:

Recovery — “A process of change through which individuals improve their health and 

wellness, live a self-directed life, and strive to reach their full potential.”4

Behavioral Health — “Behavioral health refers to a state of mental/emotional being 

and/or choices and actions that affect wellness. Behavioral health problems include 

substance abuse or misuse, alcohol and drug addiction, serious psychological distress, 

suicide, as well as mental and substance use disorders. This includes a range of problems 

from unhealthy stress to diagnosable and treatable diseases such as serious mental 

illnesses and substance use disorders, which are often chronic in nature but that people 

4 Substance Use and Mental Health Services Administration, Brief Overview of SAMHSA Recovery Definitions. 

Rockville, MD: author, 2012. Retrieved from 

http://dmh.mo.gov/docs/ada/TheRecoveryProcessDefinitions2005thru2012.pdf
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can and do recover from. The term is also used to describe the service systems 

encompassing the promotion of emotional health, the prevention of mental and substance 

use disorders, substance use, and related problems, treatments and services for mental 

and substance use disorders, and recovery support.” 5

Council Charge, Mission Statement, and Bylaws

Is the group officially charged to work on mental health or on behavioral health issues, 

including substance abuse and/or co-occurring disorders? 

Do your council bylaws address mental health and substance abuse? 

Among NLC states, some councils have behavioral health mission statements. Others do not 

have separate mission statements, but rather fall under the mission statement of their affiliated 

state agency, which outlines the council’s purpose and charge. All of the councils with a 

behavioral health name and focus have changed (or are in the process of changing) their 

bylaws to reflect expanded membership, charge, and function. 

Both Louisiana and Oregon have developed a list of guiding principles to help guide their 

councils. Louisiana has 10 principles focused on prevention, treatment, and recovery including 

this one: “Through a cooperative spirit of partnerships and collaborations, the needs of 

individuals, families and communities will be met by a workforce that is ethical, competent and 

committed to the welfare of the people it serves.” Oregon’s 16 guiding philosophies include: “We 

honor every voice;” “Shake up the system, not the individual;” “Ensure that what’s supported 

here fits the triple aim of better care, better outcomes, less cost;” and “Ensure the system does 

not fall exclusively into the medical model.” 

The Oregon council also pledges to utilize Culturally and Linguistically Appropriate Services in 

Health and Health Care (i.e., National CLAS Standards) to ensure that their process is relevant 

and meaningful to a diverse set of members.6 CLAS Standards are intended to advance health 

equity, improve quality, and help eliminate health care disparities by providing a blueprint for 

individuals and health and health care organizations to implement culturally and linguistically

appropriate services.

Some councils have included a focus on other CODs such as problem gambling, tobacco, 

and other behavioral health issues. Councils that have effectively integrated often assign 

5 Substance Abuse and Mental Health Services Administration, Leading Change: A Plan for SAMHSA’s Roles and 

Actions 2011-201, Executive Summary and Introduction. HHS Publication No. (SMA) 11-4629 Summary. 

Rockville, MD: author, 2011. Retrieved from http://store.samhsa.gov/shin/content//SMA11-4629/02-

ExecutiveSummary.pdf 6 The National CLAS Standards can be found at the following U.S. Department of Health and Human Services web 

site: https://www.thinkculturalhealth.hhs.gov/Content/clas.asp 
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subcommittees or other smaller groups that include representatives from the substance abuse 

field and others to rewrite mission statements with a comprehensive, behavioral health 

perspective. (A reference file of individual council bylaws is located in the Planning Council 

group resource library at www.BHTalk.org.)

Membership

Does your council membership represent required and desired expertise and 

perspectives? 

This question asks councils to consider whether their members can provide the mental health,

substance abuse, and co-occurring disorders expertise needed to adequately represent the 

diverse interests, perspectives, and needs of stakeholders in the behavioral health field. 

Two NLC councils reported that they are working to increase the representation of substance 

abuse prevention/treatment providers and people in recovery from addiction.

A behavioral health approach suggests that councils should consider including consumers

and individuals with lived experience of recovery from both SUDs and CODs, as well as 

representatives from publicly-funded substance abuse treatment programs and provider 

organizations that demonstrate good understanding of co-occurring issues and disorders.

7

Results from the BHIQ Assessments and key informant interviews demonstrate that substance 

abuse consumers and professionals feel strongly that council representatives are needed who 

deal exclusively with SUDs. While SAMHSA data show that almost half of all adults with SUDs 

(42.8 percent or 8.9 million) have co-occurring mental illness,8 those in both the substance 

abuse and mental health communities point out that some in our systems of care have only one 

disorder. Including individuals to represent mental health disorders, substance abuse disorders, 

and co-occurring mental health and substance abuse disorders helps to guarantee a broad 

base of diverse perspectives. 

Some councils reach out to a variety of stakeholder groups that represent various populations 

and constituencies when considering who to include as members. The following chart provides 

guidance in this regard. Council membership can be based on the unique types and levels of 

behavioral health interests relevant in each state. Most of the states reported that behavioral 

health champions – those who are passionate about the topic of integration and can gain the 

attention of others in the community – can be found in surprisingly unlikely places. States that 

were able to use champions effectively either knew who those individuals were or were able to 

discover them relatively quickly. The champions were then invited to join planning councils and 

 7 SAMHSA has supported the development of two measures: Dual Diagnosis Capability in Addiction Treatment 

(DDCAT) Index and the Dual Diagnosis Capability in Mental Health Treatment (DDCMHT) Index. Retrieved from: 

http://www.samhsa.gov/co-occurring/ddcat/ and http://www.samhsa.gov/co-occurring/DDCMHT/index.html

8 SAMHSA website on co-occurring disorders. Retrieved from: http://www.samhsa.gov/cooccurring/topics/data/disorders.aspx
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use their leadership skills to benefit the council’s work. As an example, the Colorado council’s

membership application is included in Appendix B.

MEMBERSHIP ASSESSMENT* 

Demographics

Rural, suburban, and urban communities

Various racial/ethnic/linguistic groups present in your state, including tribal communities

Lifespan (e.g., family members of children, as well as young adults and elders)

Those who identify as Lesbian, Gay, Bisexual, or Transgendered (LGBT) 

Consumers/advocacy organizations

Individuals with lived experience of recovery from serious mental illness, other mental illness, or 

emotional problems

Individuals with experience as a family member and/or parent of a child with serious emotional 

disturbance 

Individuals with lived experience of addiction and recovery from substance use disorders

Individuals with experience as a family member and/or parent of a child/young adult with substance 

use disorders

Individuals with lived experience of co-occurring disorders

Provider representatives

Substance abuse treatment programs (from among publicly-funded and privately-funded programs, 

outpatient, Intensive Outpatient Programs [IOPs], and residential treatment)

Community-based substance abuse prevention programs and coalitions

Mental disorder treatment programs (publicly-funded and privately-funded programs, outpatient, IOP, 

residential treatment) 

Provider organizations that can demonstrate a high level of capability (and therefore understanding 

of) co-occurring disorders.

9

Providers from other behavioral health organizations as needed

State agency representatives 

Required: Mental Health, Education, Vocational Rehabilitation, Criminal Justice, Housing and Social 

Services 

Other: Substance Abuse, Child Welfare, Medical Assistance (Medicaid/Medicare), Elder Affairs, etc.

*This is a partial list designed to help consider possible council members.

 9 SAMHSA has supported the development of two measures: Dual Diagnosis Capability in Addiction Treatment 

(DDCAT) Index and the Dual Diagnosis Capability in Mental Health Treatment (DDCMHT) Index. Retrieved from:

http://www.samhsa.gov/co-occurring/ddcat/ and http://www.samhsa.gov/co-occurring/DDCMHT/index.html
9 | Page

Staffing

Is there a staff person assigned to support the council’s work on both mental health 

and substance abuse issues? Does that person have knowledge and/or experience in 

the prevention and treatment of substance abuse in addition to mental health? 

In key informant interviews and conversations with other states, council members noted that 

assigning sufficient state staff resources to assist the planning council in its work has been

instrumental in virtually every council’s success. Council members, including leaders, frequently 

have full-time employment and other obligations. Being able to depend on a state employee 

who is responsible for maintaining council records, managing meeting logistics, navigating the 

state system, and serving as a general sounding board for the council’s work is crucial to its 

success. Sufficient, strong, and well-placed staff can connect the council to the state executive 

office and help guarantee that its work is acknowledged and valued. Respondents who 

answered this question in the pilot BHIQ Assessment said staff members assigned to support 

the council were supportive of integration, even though the primary professional experience of 

most of them was in the mental health field. 

Meeting Agenda

Do your council meeting agendas cover mental health, substance abuse, and cooccurring issues? 

Behavioral health councils typically include both substance abuse and mental health issues in 

their agendas. Councils responding to the BHIQ assessment said that when they review 

service, financial, and evaluation data, they strive to address both mental health and substance 

abuse. Several councils acknowledged that there is still room to increase the level of integration 

of behavioral health topics addressed at regular meetings.

Workgroups and Subcommittees

Do workgroups and subcommittees address issues of mental health only or do they 

include substance abuse and co-occurring disorders? 

Almost all of the councils report that their subcommittees or workgroups focus both on mental 

health and substance abuse issues, as well as those related to as children, veterans’ affairs, 

criminal justice, and other areas regarded as high priority. In addition, councils report the

development of subcommittees or workgroups related to process and service issues such as

finance, data, strategic planning, membership, prevention programs, treatment services, 

recovery, advocacy and public relations, and the block grant. A number of councils use their 

Executive Committee to make decisions on the council’s behalf between scheduled meetings.

Block Grant Application

Was the last block grant application a combined plan? Do you expect the next block 

grant application and plan to be combined or separate? 
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Seven of the eight NLC states submitted combined block grants last year and plan to do the 

same going forward. The one NLC state that did not submit a joint block grant plans to submit a 

combined application for FY 2014-2015. States that submitted a combined block grant said that 

doing so helped their integration process by providing an incentive to develop a dialogue among 

representatives from all areas of behavioral health.

Review of Fiscal Information

Does your council review fiscal information for mental health, substance abuse, and 

co-occurring disorders? 

Planning councils vary on their approach and ability to review fiscal information for mental 

health and substance abuse revenue and expenditures. Four of the NLC BHPCs review both

mental health and substance abuse financial data and information. Another stated that it 

receives comparatively little information about funding for substance abuse. Overall, councils 

reported that they review some or all of the following:

 Community mental health center plans and budget allocations for mental health 

programs; 

 Fiscal information for mental health and substance abuse programs (although 

councils noted that they have little input into how the monies are allocated and 

distributed);

 MHBG and SABG reports; and

 Fiscal information on federal block grant expenditures, as well as expenditure data 

on service utilization in the public mental health system.

Needs Assessment

Does your council review service information for mental health, substance abuse, and 

co-occurring disorders? 

Councils reported that the value of a comprehensive needs assessment has increased and that 

they expect that trend to continue as states cope with changes in the health insurance 

marketplace and health delivery systems. According to SAMHSA’s Behavioral Health Treatment 

Needs Assessment Toolkit for States,

10 many low-income individuals with significant unmet 

behavioral health needs will be among the newly insured. Assessing and planning for the 

appropriate mix of services, developing the behavioral health workforce, and using data to 

improve health will ensure that their needs are met. The toolkit notes that there is a “significant 

 10 Substance Abuse and Mental Health Services Administration. Behavioral Health Treatment Needs Assessment 

Toolkit for States. HHS Publication No. SMA13-4757. Rockville, MD: Substance Abuse and Mental Health 

Services Administration, 2013. Retrieved from http://store.samhsa.gov/shin/content//SMA13-4757/SMA13-

4757.pdf 8/22/13.
 

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need for quantitative tools and data on which to base mental health and substance abuse 

system planning.” Several planning councils are attempting to develop a better understanding of 

how to use these tools and data.

Councils reported that they have conducted or participated in needs assessments in various 

ways. For example, council members are frequently polled by council leaders and state agency 

staff and, as key informants, provide their thoughts and ideas on what the highest priority 

services are and should be. State agencies often conduct periodic or ad hoc needs 

assessments as the need arises, sometimes using data available from existing systems or 

developing and analyzing data for the specific purpose. As a standard part of their 

responsibilities, state management information system staff often provide essential information 

and support to councils. Existing data collection and reporting systems that can provide 

comprehensive and valuable data on mental health and substance abuse service needs in the 

U.S. can be found in the following chart. 

Behavioral Health Data Sets

Treatment Episodes Data Set (TEDS)

CMHS Uniform Reporting System (URS)

Drug Abuse Warning Network (DAWN)

National Survey on Drug Use in Households (NSDUH) 

Youth Risk Behavior Surveillance System (YRBS)

National Survey of Substance Abuse Treatment Services (N-SSATS) 

Behavioral Risk Factor Surveillance System (BRFSS)

More information on data can be found at: http://www.samhsa.gov/data/ 

Although BHPCs review substance abuse and mental health service needs assessment 

information, most said they are still learning about needs assessments for the substance abuse 

field. One council reported that it is still new to reviewing substance abuse program and 

financial information. Another noted that the ability to conduct such needs assessments is “an 

evolution that has taken several years.” A third reviews mental health data and said it is

“working diligently to encompass substance abuse data from key people within the department” 

along with training its council regarding substance abuse data. Finally, one council said it 

reviews service information related to the block grant planning and implementation reports along 

with reviewing information from regional updates, hospitalization updates, and Division of 

Behavioral Health updates. 

The State TA Project will produce a brief guide to conducting a needs assessment for planning 

councils during the 2013-2014 project year.
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Block Grant Content Knowledge

How familiar are council members with the requirements of the Mental Health Block 

Grant (MHBG) and the Substance Abuse Prevention and Treatment Block Grant

(SABG)?

Most councils report that they are familiar with requirements of the MHBG but say that they 

need and want a better understanding of the SABG. Several noted that although councils have 

historically focused on mental health, some still need periodic “refreshers” on the MHBG, 

especially as states implement guidance in the FY 2014-2015 Block Grant Application. Councils 

reported that a member’s familiarity with the grants and their requirements increases with the 

length of their experience as a council member. 

Special Projects

Does your council complete special projects that address mental health, substance 

abuse, and co-occurring disorders?

Generally, councils did not report conducting joint substance abuse and mental health special 

projects – with the possible exception of limited program evaluations – although they expected 

this to change as they move further into integration. One state reported that a workgroup drafted 

“talking points” about the importance of integrated services for CODs, which may be a good 

topic for an integrated special project. Another council noted its existence as a BHPC is still too 

new to allow it to plan and execute such products but said it plans to engage in more integrated 

projects after submitting the joint block grant application. 

Block Grant Review Process

Describe the council’s process for reviewing block grant applications and reports. 

Councils employ various processes to review block grant applications and reports and to provide 

feedback related to the need for behavioral health services and programming in the state. State 

planners said it is important for council members to understand these because they provide 

detailed information about service needs and how the state is responding to them. In most

states, state agency staff members draft the block grant application, then solicit feedback from 

stakeholders through a variety of mechanisms, including the planning council. Some councils

have a subcommittee to review and provide recommendations on the block grant. Other councils 

have implemented a web-based planning process to help workgroups identify service priorities

from the many challenges facing the state. 

NLC members have requested that this area be explored in greater depth by the State TA 

Project so that more detailed guidance and examples can be provided to planning councils to 

helpful them fulfill their responsibilities to:

(1) review plans required to be provided to the Council by statute and recommend modifications;
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(2) serve as an advocate for adults with a serious mental illness, children with a severe emotional 

disturbance, and other individuals with mental illnesses or emotional problems; and

(3) monitor, review, and evaluate, not less than once each year, the allocation and adequacy of 

mental health services within the state.11

State Substance Abuse Council

Is there a State Substance Abuse Council or equivalent? If so, how does your council 

interact with that group? 

Several states have advisory councils that address the prevention of, and treatment and 

recovery from, substance abuse. NLC council chairs and state agency staff reported that they 

see state substance abuse councils as natural allies in the effort to better understand substance 

abuse concerns and perhaps even to integrate mental health councils, although success in 

those efforts has been mixed. For example, in one state there are Regional Advisory 

Committees (RACs) on substance abuse. In the past year, these groups have worked to merge 

with Regional Mental Health Boards and form a single, newly-integrated Behavioral Health 

Board. To date, the success of this approach varies by region. In another state the chair of the 

substance abuse council sits on the BHPC council, but that person does not attend meetings

regularly.

In some states, a mental health council and a substance abuse council exist independently of 

one another, though they may relate to each other on common planning interests. NLC 

members indicate that efforts to bring two such separately constituted and charged groups is a 

developing area of activity that would benefit from greater exploration by the State TA Project. 

Alternatively, some states have chosen to create an entirely new council that represents both 

mental health and substance abuse interests at equal and balanced levels. 

Strategic Planning

What’s the greatest challenge you face in integrating issues and concerns relating to 

mental health, substance abuse, and co-occurring disorders, or in maintaining and 

strengthening your current level of integration? 

Recurring themes include the lack of integration at all system levels, different language and 

funding sources, and challenges in developing a unified vision for behavioral health. Councils 

struggle to distinguish between areas in which it is possible to integrate substance abuse and 

mental health issues within the context of behavioral health and those in which the two areas 

 11

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&edition=prelim&granuleId=USC-prelim-title42-section300x-3
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represent real differences in population, etiology, and discipline. They also said there is a 

learning curve for all council members to “work outside of our funding silos.”

Council leaders completing the BHIQ Assessment raised questions they had heard from council 

members, stakeholder groups, and providers such as:

 Will the substance abuse community lose its ability to have input or influence on 

issues related to SUDs? 

 Will the voice of the addictive disorders community be diminished or overshadowed 

by that of the mental health community?

 Will the mental health community lose its focus?

 Will the council be able to determine and implement a meaningful and effective 

planning and monitoring process, given that the charge has expanded to address 

both mental health and SUDs? 

NLC states also expressed concern about how to manage integrated boards and councils that 

are large enough to include representatives from mental health and substance abuse, including 

peers and family members. Specifically, they wanted to ensure that the size is not too large to 

be able to focus on issues, to advocate, and to provide input into the behavioral health service 

delivery system. From a practical perspective, a few states wondered whether an expanded 

council would fit into its usual meeting room, noting that free space is hard to find in many state 

systems.

Councils also expressed the need for education on substance abuse disorders and addiction,

as well as on the SABG. Key strategic planning challenges in integrating substance abuse and 

mental health/behavioral health approaches included:

 Creating a balanced, representative membership without expanding its size 

significantly (due to facility restraints);

 Lack of integration at all system levels; and

 Different language and funding sources.

One council reported that its challenges included: 

 Developing a unified vision for behavioral health in its state;

 Determining where there is the possibility of integration within the context of 

behavioral health and where the two areas represent real differences in population, 

etiology, and discipline; and

 Determining and implementing a meaningful and effective planning and monitoring 

process to address the council’s expanded charge.
15 | Page

Assess areas that that need strengthening

What aspect(s) of your planning council role would you like to see strengthened? 

Councils reported a variety of areas they would like to strengthen, mostly involving improved 

collaboration and integration. These include: 

 Build relationships and increase collaboration with the SMHA and/or behavioral 

health authority;

 Build relationships and increase collaboration with the SSA and/or behavioral 

health authority;

 Increase legislative activities;

 Expand public advocacy and education;

 Enhance council involvement in planning, implementing, and monitoring block grant 

services;

 Integrate local, regional, and state planning council efforts more effectively; and

 Increase council involvement in developing and monitoring accountability 

measures.

BEST PRACTICES 

OVERVIEW

This section of the manual highlights “best practices” meant to serve as a resource for states

transitioning to a BHPC. As noted earlier in this manual, these suggestions are based on key 

informant interviews with the eight NLC states, as well as discussions with other states involved 

with the State TA Project. Because each council has different structures, opportunities, and 

constraints, every suggestion will not be applicable to every state. Authors believe that this 

section represents the “state of the art” at the present time.

GETTING STARTED AND BUILDING SUPPORT

Successful integration of a BHPC requires more than changing a name; the experience of the 

NLC councils and other planning councils suggests it will take time to implement fully. States

that were interviewed advised that councils attempting a transition be persistent in their efforts 

and expect that the transition will be ongoing, at least until an integrated approach to behavioral 
 

16 | Page

healthcare is the national standard. For instance, Rhode Island formally integrated its BHPC in 

2002 and is still experiencing challenges to full integration, largely due to separate federal

funding streams and mandates. Although the process evolves over time, taking certain steps 

can encourage and facilitate successful integration.

Identify a Champion(s) 

An advocate for an integrated BHPC can facilitate dialogue, answer questions that may arise 

about the transition, and articulate the importance of making the transition to a behavioral health 

focus. Champions can be drawn from and/or interact with the state legislature, state agencies, 

advocacy organizations, service providers, and other interested parties about the progress and 

benefits associated with integration. The role of champion may default to the state’s behavioral 

health commissioner, planning council chair, or block grant planner. 

Dedicating a position to this effort may be valuable. In some states, a dedicated employee is 

located in the Office of Consumer Affairs in order to ensure the neutrality of the position and to 

gain respect from consumers and family members. While he or she may assist in building trust 

with consumers and family members, the individual in the champion’s role need not necessarily 

be a consumer or family member. A savvy consumer or family member, behavioral health 

professional, or planner might all perform this function. Several NLC states commented that 

consumers and family members may be more likely to trust an integration champion if the 

position is relatively autonomous and has easy access to influential positions within the state, 

such as the Commissioner/Director of Behavioral Health, Substance Abuse Authority, 

Governor’s staff, and so on.

NLC members recommend that the state behavioral health authority and planning council work 

together to identify a person who has the interest, ability, and time available to dedicate efforts 

to the planning council and the integration effort. Council chairs interviewed – who were 

themselves often the behavioral health integration champion – said that keys to a champion’s 

success include the interest, ability, and availability to focus on the task. NLC states say that in 

their experience, support from the state’s department/division of mental health and substance 

abuse (or department/division of behavioral health, etc.) is important to bolster the champion’s 

efforts. The support of state behavioral health leaders is seen as playing an important role in 

moving integration forward, in that it sends an important message to planning council members 

that integration efforts are valued. Supportive state agency leaders can also provide the PC with 

needed administrative support as the council makes this transition. An abbreviated position 

description developed by Kentucky is included in Appendix B. 

Obtain Support from the State Legislature

Some state statutes mandate the membership composition of planning councils, above and 

beyond federal requirements. In such states, legislative support is crucial for effective 

integration to occur. NLC members suggested the most effective way to influence the legislature 
17 | Page

is to demonstrate how an integrated council and an integrated approach to behavioral 

healthcare will result in cost savings and more effective care in the state. Key informants also 

mentioned that it is critical to emphasize that the integration process will be inclusive and that no 

populations or stakeholders will be overlooked. 

Obtaining legislative support may involve inviting legislators to attend planning council meetings 

or regional board meetings. Their participation provides an opportunity to better understand the 

needs of constituents as well as the benefits of integration. It also gives council members the 

chance to ask questions and better understand the needs and goals of the state.

Louisiana has multiple regional boards that meet monthly and report to the planning council. 

One of the regions has consistent participation from their local state legislator. During these 

lunchtime meetings members of the regional board are able to direct questions to the 

representative about his/her past voting record and plans for future votes. The legislator has an 

opportunity to ask questions of council members to learn more about their efforts together and 

obtain information to take back to colleagues in the legislature. The representative’s presence at 

these meetings acknowledges the importance of the regional board’s efforts and empowers 

members to be proactive. A similar approach could be used for state-level planning council 

meetings. Building relationships with other stakeholder groups is also vital for gaining support 

from the state legislature, as these groups can join in advocacy initiatives related to integration 

efforts.

Build Relationships

Healthy relationships are essential to gain respect from and influence over the state’s public 

behavioral health system. States transitioning to a BHPC can make it a priority to engage state

agency directors, representatives from behavioral health advocacy organizations, and

representatives of the state substance abuse council (if one exists). Key informants from several 

state planning councils found it helpful to reach out to other states to learn from their peers’ 

experiences. 

Most importantly, planning councils should seek support from the directors of the SMHA and the 

SSA, or the director of behavioral health for states with integrated agencies. Key informants 

from every state said the involvement of these directors is critical to provide guidance and 

leadership to integration efforts. If possible, the directors should attend and participate in 

planning council meetings. For instance, Maryland’s mental health commissioner and Rhode 

Island’s behavioral health director report on mental health and substance abuse activities at 

every planning council meeting. The involvement of this executive and/or senior staff members 

– an approach adopted in many states – provides an additional incentive to strong participation 

from planning council members and is a tangible demonstration of the agency’s support. 

NLC members recommend that planning councils actively develop relationships with other state

agencies, many of which also have a stake in the delivery of public behavioral health services. 

State planning councils can have “seats” that are dedicated to representatives from the state
18 | Page

Medicaid agency, education, criminal justice, vocational rehabilitation, and health services, 

among others. Key “sister” state agency representatives who aren’t council members may 

attend planning council meetings and report on activities in their departments that are of interest 

to planning councils. In Rhode Island, for example, both the Medicaid authority and the Child 

Welfare/Children’s Behavioral Health authority make regular reports to the behavioral health 

planning council. However, it can be challenging to ensure that the participation of these 

agencies remains consistent and strong.

Planning councils can successfully engage representatives from other agencies by 

demonstrating how their budgets and resources are negatively impacted by a failure to address 

behavioral health needs. For example, Arkansas successfully engaged their Medicaid agency 

by demonstrating how much it cost the state not to support certain behavioral health services. 

Because of their relationship with the Medicaid agency, the planning council successfully 

advocated for Medicaid to pay for substance abuse services for pregnant women, youth, and 

special populations. In addition to these services, the planning council is also working with 

Medicaid to develop a Home and Community-Based Services 1915(i) Plan to fund behavioral 

health homes that will provide intensive outpatient substance abuse treatment. This 

collaboration allowed Arkansas not only to expand services, but also to demonstrate to 

consumers and family members how their efforts actually influence the system.

Planning councils in states that have a substance abuse council said it is imperative to engage 

that group in the process. If possible, a member of the mental health planning council or the 

designated BHPC champion can request an invitation to attend a substance abuse council 

meeting. At the council meeting, the BHPC representative can present their goals and vision for 

an integrated council. Key informants suggested that during their presentation, they were 

advised to make their intentions as transparent as possible and encourage active participation 

in future planning council meetings by members of the substance abuse council. State planning 

councils with vacant positions can advertise them and encourage substance abuse council 

members and other substance abuse experts to apply. Key informants emphasized that 

transparent communication is critical to gain support for the success of integration efforts.

States can also be proactive in collaborating with other states that have successfully integrated

planning councils. NLC representatives indicated that the most helpful resource during their 

integration efforts was learning about the experiences of other states. States may consider 

setting up a monthly conference call or listserv to discuss ideas, challenges, and opportunities 

for integration. Key informants suggested that participants for these discussions may be the 

state planner, another administrator championing integration, or the BHPC chair.

INTEGRATING AND INCREASING UNDERSTANDING

Councils noted how important it is for their members to be well educated about the differences 

in planning, overseeing, and administering the two block grants. That knowledge allows them to 
 

19 | Page

take the steps needed to bridge the cultural divide between the mental health and substance 

abuse fields by recognizing differences, acknowledging and affirming mutual strengths, and 

finding common ground in improving care. 

Improve Support for Integration 

The needs of individuals with behavioral health disorders and the importance of addressing 

them are increasingly well understood. A focus on open-mindedness, flexibility, and the desire 

to form new, well-integrated relationships can assist in shedding discrimination and bias, 

removing it as an obstacle to mental health and substance abuse communities working together

respectfully and collaborating on common goals. 

Planning councils can develop educational materials and dedicate meeting time to identify and 

address common misconceptions about mental illness, addiction, and co-occurring disorders. 

NLC members suggested that councils promote recovery and trauma-informed care as systemic

goals applicable to both mental health and substance abuse treatment services. 

Understand Differences in Cultures

Interviewees suggested that successful council integration begins by recognizing the differences 

in mental health and substance abuse cultures. 

For example, individuals receiving mental health services are often referred to as “consumers,” 

while recipients of substance abuse services are more likely to be referred to as “clients.” Many 

other differences in language exist. Several states have begun to develop a glossary of terms 

that can be used to inform planning council members about nuances in language between the 

two fields. Councils can collaborate with stakeholders from the mental health and substance 

abuse communities to identify terms for consideration. Once an extensive list is identified, these 

terms can be compiled into a glossary and distributed at new member orientation and other

trainings, as appropriate. These terms can be used during planning council meetings and 

considered when developing council documents, including bylaws, mission, vision, and 

membership applications. 

Planning councils that have educated their members on differences in language and 

terminology reported that their members feel more comfortable and able to engage in a 

meaningful dialogue. An Oregon council member recently suggested providing each member 

with a piece of paper that says “Acronym Alert” that can be held up during meetings as a gentle 

way to increase awareness. A list of acronyms developed by the Kentucky council is included in 

Appendix B. 

NLC members suggest assigning each council member a mentor from a different field (e.g., a 

mental health advocate with a substance abuse advocate). These “teams” could sit next to each 

other during planning council meetings so that whenever a question or confusion arises, they 
20 | Page

can be addressed immediately. Mentors in some NLC states also provide guidance and 

information outside of planning council meetings. 

An important step toward integration is to learn about members’ understanding of mental health

and substance abuse prevention, treatment, and recovery methods—i.e., their service cultures.

For example, SAMHSA developed two toolkits that enable practitioners to assess their 

knowledge and capability around providing co-occurring services to persons with a mental 

illness (i.e., Dual Diagnosis Capability in Mental Health Treatment [DDCMHT]) and those with 

SUDs (i.e., Dual Diagnosis Capability in Addiction Treatment [DDCAT]).These two useful tools 

measure aptitude around program structure, program milieu, assessment, treatment, continuity 

of care, staffing, and training.

12,13 Although the tools are commonly used to assess providers’ 

level of aptitude, BHPCs could consider administering the assessments to their members. This 

will enable BHPCs to identify their current level of understanding and identify areas they need to 

learn more about in order to more efficiently educate members on current practices.

The graphic below is based on a SAMHSA illustration which describes the mental health and 

substance abuse capacity of service agencies. It has been revised to illustrate the continuum of 

behavioral health planning council integration. Movement toward integration can come from 

both directions, with members from both the substance abuse/addictions and mental health 

communities moving toward one another to create a cohesive and integrated vision for 

behavioral health.

STRUCTURE, MEMBERSHIP, AND DEFINING COUNCIL PROCESSES

The way in which a BHPC organizes itself and operates contributes to its success. Key 

informants suggest that carefully analyzing and planning for membership composition can help 

foster collaboration and respect among members. Evaluating the council through a classic 

 12 SAMHSA (2013). The Dual Diagnosis Capability in Addiction Treatment (DDCAT) Toolkit. Retrieved from

http://www.samhsa.gov/co-occurring/ddcat/. 

13 SAMHSA (2013). The Dual Diagnosis Capability in Mental Health Treatment (DDMHT) Toolkit. Retrieved 

from http://www.samhsa.gov/co-occurring/DDCMHT/index.html .
 

21 | Page

“SWOT” Analysis (Strength, Weakness, Opportunity, and Threat)14 can provide strategic 

direction and allow councils to take advantage of opportunities that may arise in the health care 

environment. Key informants also suggested that thoughtful planning around meeting logistics 

encourages participation from all stakeholder groups. These ideas are discussed in detail

below. 

Structure and Membership Composition

Colorado and Oregon’s BHPCs each appointed co-chairs to lead their integrated planning 

councils. In Colorado, one co-chair is a professional with mental health expertise; the other cochair is a professional from the substance abuse community. In Oregon, one co-chair 

represents the professional perspective, while the other represents the consumer, family 

member, or advocate perspective. These NLC members noted that appointing two chairs with

different perspectives reassured council members and other stakeholders that diverse 

perspectives receive equal consideration. Such an arrangement also allows for sharing the 

burden of work and leadership and provides a broader network of contacts.

All key informants mentioned the importance of planning council members representing

stakeholders from both mental health and substance abuse fields. Several noted that is 

important to have members representing mental health, co-occurring disorders, and those with 

addictive disorders and their family members. Balanced membership representation is critical to 

ensuring that substance abuse prevention and treatment representatives feel welcomed, 

supported, and influential in decision-making. 

Council members from several states remarked on the challenges involved in identifying 

persons with a history of substance abuse diagnoses to participate in planning councils, 

perhaps due to the culture of anonymity related to substance abuse treatment and recovery. 

Working with advocates from SUDs prevention, treatment, and recovery organizations remains 

the best strategy to find people in recovery or family members who can be engaged in and 

passionate about the work of a planning council. 

Meeting Logistics Can Encourage Participation

States indicated that participation and attendance at planning council meetings can be 

challenging, for many reasons. The following strategies and tactics are used by NLC and other 

states to improve attendance and participation at planning council meetings:

 Provide a stipend for travel, hotels, child care, and meals, if possible. 

 Encourage participation of consumers and family members by hosting meetings 

during times that are considerate of working families’ schedules. Meetings held 

 

14 The Community Toolbox offers detailed information about how organizations can conduct a SWOT Analysis. 

http://ctb.ku.edu/en/tablecontents/sub_section_main_1049.aspx 
22 | Page

during a weekday in the afternoon are less likely to be well attended than those 

held in the evening or on a weekend. 

o For example: To encourage participation from state employee 

representatives and family members, Arkansas alternates council meetings 

between Thursdays and Saturdays. Attendance records reflect that 

federally mandated employees and a few family members/consumers 

attend on Thursdays, while the overwhelming population represented on 

Saturdays is consumers and family members. Voting and SWOT analyses 

take place on Saturdays to encourage consumer participation and 

engagement in the process. 

 Allow members to bring their children to the meetings. Not only does this 

encourage participation by members who cannot afford child care, but it also allows 

the youth population to be represented and to have a voice at the table. 

o For example: In 2006, Arkansas experienced a decline of participation by 

family members, including the caretaking grandparents of children with a 

mental illness or substance abuse diagnosis. The planning council began 

encouraging the grandparents to bring their grandchildren to the meetings

rather than not come at all. As a result, children and adolescents began 

actively participating in the meetings and lending their voices and 

experiences to the planning council. In Arkansas, many young adults have 

stayed on the council until they leave for college. 

 Since access to transportation is a commonly cited barrier to consistent attendance

at planning council meetings, BHPCs have identified where members live to 

encourage and support carpooling to meetings. Not only does this help people 

attend meetings, it also builds relationships among members, resulting in a more 

efficient council. 

o For example: Staff from Rhode Island’s behavioral health authority provide 

rides to consumers and family members who could otherwise not attend 

meetings. 

 Use teleconferencing as a way to include those who may be too far to come for 

regular meetings. 

Meeting Evaluations and SWOT Analyses Support Quality Improvement

Many successfully integrated BHPCs have developed and implemented an evaluation process 

to receive feedback from members on the quality and effectiveness of their planning council 

meetings. One council requests that members rank how well each agenda topic was covered 

using a Likert scale. It also asks stakeholders to identify which topics were the most and least 

useful and invites them to provide suggested subjects to address in future meetings. 
23 | Page

SWOT analyses can help planning councils better understand how history has influenced their 

current operating dynamic and to identify potential challenges and opportunities to success. 

Several councils conduct annual SWOT analyses to identify council strengths, weaknesses, 

opportunities, and threats. The majority of states that conduct SWOT analyses do so during 

planning council meetings through a simple but structured process. To the extent possible, all 

members should be strongly encouraged to participate in the SWOT analysis to ensure that all 

perspectives are represented. 

Councils can also use interactive strategies to engage members in setting priorities. For 

example, Kentucky conducts a brainstorming session, at the end of which each council member 

uses three green paper dots to vote for their top three priorities identified during brainstorming. 

Members may identify three different priorities or use all three of their three votes on a single 

priority that is especially important to them. The three priorities receiving the most votes become 

the planning council’s priorities for the coming year. 

Engaging Members beyond the Walls of the Planning Council Meetings 

Many online collaboration tools allow people located in different places to collaborate easily. 

Colorado’s planning council uses a web-based system for simultaneous group collaboration, 

sharing all agendas, notes, and documents that are relevant to planning council efforts. By 

engaging members outside of planning council meetings, Colorado reported that the council is 

better able to focus its meetings on the areas and tasks that benefit most from face-to-face 

communication. For example, the state council conducts a SWOT analyses on line, voting on 

priority areas. Once the top three areas are identified, members then use an online 

communication tool to focus conversations on block grant planning. Colorado has seen 

improvements in efficiency and participation by using this system. The Colorado BHPC can be 

contacted directly for further information about their experience with the online system.15

Developing the BHPC’s Mission, Vision, and Bylaws

Most NLC states are in the process of developing mission and vision statements and bylaws

and made the following recommendations to facilitate the process for other states:

 Bylaws: The very act of creating bylaws or other group process documents 

supports membership development. 

o Several councils use a generic template to save time (such as the one 

provided in the National Association of Mental Health Planning and 

Advisory Councils (NAMHPAC) Promising Practices Manual). 16 Key 

informants noted that BHPCs can customize the template to ensure 

 15 Contact James Carr at: (303) 884-1260 16 The manual can be retrieved from: http://www.namhpac.org/PDFs/PPhandbook.pdf
24 | Page

language in the bylaws is sensitive to, and inclusive of, the substance 

abuse prevention and treatment community. 

o One successful strategy reported is for an executive committee or a bylaws 

committee to develop the bylaws/processes and allow the full planning 

council to vote on it. A bylaws committee can then meet periodically to 

determine whether the by-laws are current or if revisions are needed. 

o The Resource Library at www.BHTalk.org contains an extensive collection of 

state planning council by-laws that are available to all BHTalk Planning 

Council group members. To join the Planning Council Group at BHTalk:

1) Go to www.BHTalk.org and register to gain access to the site; 

2) Request membership in the Planning Council Group by clicking on 

the “View all Groups” link at the bottom of the Latest Groups box on 

the left; 

3) Enter the user name and password chosen at registration; and 

4) Request membership in the planning council group by clicking on the 

link in the message displayed. Speedy approval provides immediate 

access to the Planning Council Resource Library and other BHTalk 

services.

 Mission and Vision: Members of planning councils said they believed it was 

important that BHPCs have mission and vision statements. As with SWOT 

analyses, it is critical that all stakeholders be represented in the process of 

developing these guidance documents. A number of states were successful in 

revising the MHPC’s original mission and vision statements to incorporate 

language that is more inclusive of the substance abuse and behavioral health 

community as a whole.

Governance

In 2013-2014, NLC Council membership size ranged from 17 to 50 members as follows:

 Idaho: 17

 Rhode Island: 26

 Utah: 29

 Kentucky: 35

 Louisiana: 40

 Colorado and Maryland: 47

 Arkansas: 50
25 | Page

Key informants reported that the work of a large group can be challenging to manage and focus 

during brief planning council meetings. To provide order to these meetings, Kentucky relies on 

Robert’s Rules of Order and has a parliamentarian present at each meeting to ensure that time

is efficiently used and agenda goals are achieved. A copy of The Basics of Robert’s Rules of 

Order can be found on BHTalk in the Planning Council Group Resource Library file on “Council 

Purpose, Policies and Procedures.” 

OREGON: WHEN INCREMENTAL CHANGE IS NOT ENOUGH, GO BIG

Former MHPCs may move toward BHPC integration with relatively small changes such as 

adding a few new members to represent the substance use disorder community, revising 

bylaws over time, or changing the council’s name. Oregon’s council took the position that 

incremental change would not work for them. Instead, the Oregon council was completely 

dismantled and reconvened into what they believe is a more powerful and well-integrated 

planning body.

17

The decision to integrate the council came late in 2011 when leaders in the Oregon Addictions 

and Mental Health Division (AMH) received SAMHSA guidance on the possibility of submitting a 

combined block grant application. At the same time, they recognized that changes in the health 

care environment would alter the council’s operating environment. According to Marisha 

Johnson, Oregon’s Adult Planner, the council initially added representatives with experience 

with co-occurring disorders and changed its name. Ms. Johnson explained that “the mental 

health people felt that COD covered it, but it didn’t. The alcohol and drug perspective was still 

missing.” Adding people to the existing council also brought out issues of turf ownership.

The turf issues and the lack of engagement from the SUDs prevention and treatment community 

resulted in the council floundering and struggling to fill seats, problems with attendance, and an 

overall lack of active engagement, according to Matt Holland, council co-chair. Ms. Johnson 

observed, “We got stuck in this cycle...we couldn’t get people on the council, so we couldn’t get 

work done. We couldn’t get work done because we didn’t have the right people, and people 

didn’t want to be on it, because we didn’t get anything done.” Ms. Johnson and Mr. Holland 

noted that the executive leadership team in the Oregon Addiction and Mental Health Services 

department wanted to see the council become more effective and more meaningful and so gave 

the go-ahead to dismantle it. Mr. Holland and Ms. Johnson report that the structure and buy-in is 

much better, attendance is no longer a problem, and “so many people are interested in joining 

the council that they are turning people away.”

Oregon leaders note several key steps that they believe supported the success of the new 

Addictions and Mental Health Planning and Advisory Committee (AMHPAC). First, they made a 

commitment to develop a truly integrated council that would not only include SUDs, but also 

 17 More information about the OR planning council can be found at

http://www.oregon.gov/oha/amh/Pages/amhpac.aspx
26 | Page

problem gambling. Next, they developed a strategy for the various categories of representatives 

they wanted to be on the council and made a decision to expand the size of the council. They 

created a new membership application, conducted a thorough and flexible recruitment 

campaign, developed a two-day training program for new members, and created a new member 

handbook.

Minimizing resistance to the transition 

Mr. Holland noted that “sunsetting” the former council was facilitated by a ceremony developed 

by Ms. Johnson, which honored members’ past contributions and allowed everyone to say 

goodbye. Most members who had a very strong interest in working on the newly integrated 

council remained involved, although membership reapplication was required. Ms. Johnson 

noted that former council members who had expressed frustration with the previous council 

experience “really had to trust that it wasn’t going to be the same.”

Membership 

The council committed to find provider and consumer representatives from both mental health 

and SUDs, as well as those who could represent these issues across the lifespan, various 

ethnic/racial and geographic groups, and those who identify as Lesbian, Gay, Bisexual, 

Transgendered and Questioning (LGBTQ), as well as other types of diversity, such as those 

who self-identified as formerly experiencing homelessness. As a result, the Oregon council 

increased from 30 to 43 members. Fifty-eight percent of council members are family members, 

consumers, and advocates. In addition, the new council has service providers and state

agencies, including a representative of the state’s Coordinated Care Organizations and (for the 

first time) a tribal representative.

To transform the membership of their council, key council members and state agency staff

conducted a massive e-mail and networking campaign. The new membership application –

issued in November 2012 – made it clear that this was a large time commitment. AMH staff 

selected members in December, conducted a two-day orientation in January 2013, and held 

their first meeting shortly afterward. Marisha Johnson notes the timing of their restructuring with 

planning for state health reform helped generate great interest in council membership.

Organizational Process 

The full council meets from 9:00 a.m. to 12:00 p.m. every other month; subcommittees meet for 

two to three hours once a month. The executive committee meets every month with e-mail and 

phone communications in between. The council provides call-in options for members who live at 

a distance but notes that this can be a difficult solution, in terms of acoustics. They are currently

exploring video conferencing options. The member handbook has basic information, including a 

copy of the PC roster, SAMHSA guidance on the block grant application, background 

information on planning councils, and a 10-page list of acronyms. 

Council Structure 

The AMHPAC bylaws call for two co-chairs. One represents a service provider while the other is 

a consumer/family member/advocate. Mr. Holland said that this approach helps divide 
27 | Page

responsibility and ensures that families and consumers and provider perspectives are 

represented in leading the council. 

One condition of membership on the council is that members have to participate on at least one 

subcommittee because much work is accomplished through subcommittees. In addition to the 

Executive Committee, the council developed subcommittees based on the Institute of 

Medicine’s (IOM’s) spectrum of interventions: Behavioral Health Promotion and Prevention, 

Treatment, Recovery Support Services, and Olmstead/Housing. The Executive Committee 

doubles as a Metrics and Data subcommittee. A private consultant serves as a neutral convener

and works with each subcommittee to define its work plan. Each subcommittee is also 

supported by an AMH employee. 

State Resource Allocation

AMH officials reviewed the effectiveness of a number of agency advisory councils and identified 

redundancy within councils. The new AMHPAC replaced at least one committee but has not 

reduced the administrative or staffing load, since these have increased under the new structure. 

In addition to taking meeting minutes, state agency administrative assistants arrange for 

meetings, provide phone access, and send e-mails and agendas, among other tasks. 

AMH created an internal group within the agency to support staff members who work on 

consumer advisory councils. Staff involved with these groups meet once a month and focus on 

how they can be more collaborative, avoid duplication, and support one another. They created 

this in-house support group because, Ms. Johnson comments, “it’s a lot of work to support an 

advisory council and often it is an add-on to other work.” 

Moving from “Listen Only” to Action-Oriented Mode

Oregon asks its council to take action. “We learned a lesson about using an advisory group to 

just listen to presentations. It doesn’t work,” Ms. Johnson notes. Now, she said, “we give them 

something to do. We report back about what action we have taken.” 

According to Mr. Holland, now that AMH has a new and more effective council, state agency 

staff members are using the council as an ongoing “focus group,” whereas in the past they 

spent a great deal of time bringing various groups of stakeholders together. For example, state 

agencies often try to find consumer, family members, and providers to score grants or contracts 

to ensure community input into decision-making. Ms. Johnson noted that the council and its 

subcommittee members have participated in funding application reviews for the Mental Health 

Block Grant and new investments. She said: “Before we would be scrambling to get consumers 

and providers to participate – now we have an active group to call on.”
 

28 | Page

“We learned a lesson about using an advisory group to

just listen to presentations. It doesn’t work. We give them 

something to do. We report back about what action 

we have taken. We are carrying that forward.” 

 ― Marisha Johnson, OR

The Oregon BHPC and department representatives note that one reason the new council 

integration works is because the state has a joint behavioral health department that includes 

both addictions and mental health. Although they acknowledge that there is still a great deal of 

work to do on integration in the department itself and in state services, Mr. Holland and Ms. 

Johnson said they believe the combined department created a supportive environment for a 

collaborative and integrated council.

Both Mr. Holland and Ms. Johnson believe that the careful recruitment, selection, training, and 

other processes help the behavioral health community and state department see the Addictions 

and Mental Health Planning and Advisory Committee in a new light, which makes people want 

to be involved. Ms. Johnson notes, “It’s a powerful group; they really will have an impact.” 

TECHNICAL ASSISTANCE TO MOVE TO BEHAVIORAL 

HEALTH 

This section provides information regarding the technical assistance needs of planning councils 

as they transition to, strengthen and sustain a behavioral health orientation, including:

 A description of the types of TA offered through the State TA Project;

 Products developed and delivered through TA;

 The challenges inherent in providing TA to planning councils as they transition from 

mental health to behavioral health, and the strategies recommended by planning 

councils; and

 TA needs of planning councils that relate to council process and structure at each 

level of behavioral health integration. 
29 | Page

TA PROVIDED BY STATE TA PROJECT

The following TA has been made available on topics related to planning council efforts to begin, 

continue, and/or sustain the transition to a BHPC. 

Individual state general technical assistance

Project TA staff review specific requests and needs and provide resource information in real 

time. Planning councils are also referred to additional sources of information and assistance. 

Multi-state consultation

TA is arranged that connects state and territorial councils facing similar issues and concerns 

through multi-state videoconferences and teleconferences. Peers share experiences and help 

one another consider innovative problem resolution and program improvements. Project staff 

members facilitate discussions and call on additional experts as needed. 

Webinars on cutting-edge topics

Specialized, state-specific webinars are delivered as real-time opportunities to help councils 

accomplish their work. Topics encompass broad considerations in understanding council 

membership, roles, and functions, as well as issues related to the process of transitioning to a 

behavioral health council. 

BHTALK 

The BHTalk.org online forum offers planning councils the opportunity to reach out to colleagues

and access diverse reference and resource materials that are maintained and regularly updated 

on the site.

Manual of best and promising practices 

TA staff collect and assess information on best and promising practices that councils identify as 

useful in their work. These are included in a regularly updated manual that is posted on the 

BHTalk.org site. 

Intensive TA

Intensive TA is delivered to state planning councils individually and through membership in the 

National Learning Community. Members must be committed to integrating, strengthening, and 

expanding their behavioral health planning council; express a clear TA need that is supported 

by a proposed TA Plan; and be willing to mentor and support their colleagues in other councils 

throughout the country. NLC members receive on-site assistance and other TA from expert 

consultants. They participate in monthly teleconference sessions to build mutual support and 

assistance and acquire important education and skills through periodic special topic webinars. 

Each state completed the BHIQ Assessment to use as the basis for its planning activities. 
30 | Page

TA PRODUCTS AND SERVICES 

Expert consultation has been provided to state planning councils to support their efforts to 

integrate mental health, substance abuse, and co-occurring disorders into their work. TA has 

identified strategies to broaden and diversify membership, manage large meetings of diverse 

constituents, and plan strategically to set and achieve council priorities in a changing health 

care environment. 

The State TA Project has developed the Behavioral Health IQ assessment instrument to help 

councils in their integration planning and a Best Practices Manual for State Planning Councils to 

communicate effective state council activities. The project also collects and disseminates 

numerous resources that span the full spectrum of issues and concerns that arise for planning 

councils, including: by-laws; committee structure, membership and operations; health care 

legislation impacting planning council work; developing strong partnerships with state 

departments; and evaluation and outcome measures. 

CHALLENGES IN PROVIDING TA TO COUNCILS

Key questions and challenges for councils that emerged through the TA process include: 

 Deciding whether to expand the existing mental health planning council or sunset 

that group and create an entirely new behavioral health planning council.

 Identifying effective strategies to balance strong voices and diverse perspectives in 

the council’s work so that the group’s priorities can be accomplished.

 Creating council-specific solutions that are responsive to unique state 

environments.

 Completing and monitoring block grant applications and reports. TA can be 

structured to optimally support this high-priority task by being offered relative to 

block grant deadlines and extended over the longest possible period of time. 

 Maintaining continuity despite turnover among state agency staff and council 

personnel. Both state agencies and councils are challenged to maintain the 

knowledge and relationships needed to conduct council operations and achieve 

planning council goals in an efficient and effective manner. 

 Responding to the impact of the changing health care environment on behavioral 

health systems. Councils see both challenges and opportunities as they monitor 

these changes through block grant applications and reports, choose their action 

priorities, and contribute their knowledge and expertise to building effective 

systems of care. 
 

31 | Page

TA RECOMMENDATIONS 

The State TA Project has monitored PC activities throughout the year, responding as quickly as 

possible to expressed and emerging TA needs. The following chart lists TA Topics and TA 

Process recommendations that have been identified by planning councils. 

MAKING THE TRANSITION TO, STRENGTHENING AND SUSTAINING A 

BEHAVIORAL HEALTH PLANNING COUNCIL

TA PRIORITIES – FY 2012-2013

TA TOPIC RECOMMENDATIONS TA PROCESS RECOMMENDATIONS

Council Membership, Recruitment, and Representation

• SAPT and COD provider representatives 

• Collaboration with SA councils 

• Consumers and family members

• Dealing with turnover and maintaining focus

• New member orientation

• Expanding people skills (e.g., dealing with resistance) 

• Engaging young people 

• Outreach to GLBTQ communities

1. Create diverse and multiple opportunities for 

dialogue and information exchange at every 

opportunity. 

2. Build strong PAC foundations by offering basic 

information and education early in the TA 

process and follow with more extensive and indepth consultation. 

3. Extend TA over as long a period as possible to 

support PAC change. 

4. Use technological platforms that support 

interaction: polls, shared screens, multiple 

document editing, etc.

5. Expand on-site TA capacity. 

6. Focus on strengths-based system change. 

Council Infrastructure and Operations

• Bylaws and budgets 

• Committees/subcommittee role and function

• Agenda setting and meeting management

• Assessing PC effectiveness

• Influencing state decision-makers

• Managing the “culture shift” to behavioral health

Advocacy and Outreach

• Direct action organizing

• Developing agency, legislative, media partnerships

• Strategies to advocate with behavioral health authorities 

Using Data for Decision-Making

• Understanding MH and SA data and information 

• Needs assessment

• Outcome measurement

Topic Education

• Understanding the BG application

• Role of peers

• Recovery-oriented systems

• Prevention and promotion

• Cultural competence

• Integrating MH and SA systems 

• Legislative process

• Health reform
32 | Page

CONCLUSION

This manual presents current and emerging best practices in successfully making the transition 

from a Mental Health Planning Council to a Behavioral Health Planning Council. These 

recommendations were taken from guidance provided by the states in the NLC who received 

intensive TA, along with other states that requested TA or shared their experience or materials 

with AHP. This document will be periodically supplemented by additional materials that are 

developed or identified that represent good practice in moving to, maintaining, and 

strengthening the behavioral health integration of state planning councils. 

Expanding a council’s vision to focus on behavioral health can be complicated and challenging, 

but the experience of the councils highlighted in this document demonstrates how much can be 

accomplished with thoughtful planning, open communication, and focused implementation of top 

priorities. 
33 | Page

APPENDICES LIST 

 Appendix A: Behavioral Health IQ (BHIQ) Assessment 

 Appendix B: State Council Resource Materials

 Appendix C: Acronyms Used in the Manual
34 | Page

APPENDIX A:

BHIQ SELF-ASSESSMENT

FOR PLANNING COUNCILS
35 | Page

SAMHSA Center for Mental Health Services

TA for State Planning Councils 

Assessing Your Behavioral Health IQ: 

The Road to Planning Council Integration

As national and state health reform evolves, state planning councils are challenged to adjust their structure, operations and work in ways that 

allow them to more comprehensively address mental health and substance abuse (i.e., “behavioral health”) issues and concerns. This selfadministered instrument can help a State, Territory or Jurisdiction to: 

1. assess the extent to which a State Planning Council (PC) has integrated mental health and substance abuse issues and 

concerns into its work; and, 

2. identify practical strategies that a PC can employ to make the transition to, strengthen and sustain itself as a Behavioral Health 

Planning Council.

Instructions: Each element represents an area of Council role, structure and function and includes three sections: 

• Federal law or guidance related to that element, when available and applicable. The link to access federal law regarding planning 

councils is noted here. 

• State law and/or executive guidance that relates or applies to the behavioral health element. This may be as a result of legislative or 

executive action related either to mental health, substance abuse, or both.

• Activities a state council might consider in order to expand its behavioral health capacity. These actions can become the basis of your 

Council’s behavioral health “Strategic Plan” or “Transition to BH Plan.” 

 Notes: (1) The instrument and process can be used as often as desired;

(2) Revised versions of the instrument and process will be disseminated on BHTalk.org as they are developed.

(3) Please review SAMHSA’s guidance included in the FY 2014-2015 Block Grant Application Instructions as you consider 

“What a behavioral health approach suggests that you do next” for each element. The application can be located at 

samhsa.gov.

If you have questions, suggestions or recommendations about this self-assessment guide, please contact BEmery@ahpnet.com).
 

36 | Page

State: ________ Person Completing Form: _________________ Date: __________ 

Contact Information: ___________________________________________________________

COUNCIL ROLE,

STRUCTURE &

FUNCTION DESCRIPTION/QUESTION RESPONSE

COUNCIL NAME Does the name of the council refer to mental health only, to substance abuse only 

or to behavioral health, incorporating both mental health and substance abuse?

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-

chap6A-subchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next (e.g., rename to State Behavioral Health PC). 

COUNCIL CHARGE Is (Are) the group(s) officially charged to work on mental health, on substance 

abuse or on behavioral health issues, including mental health, substance abuse 

and/or co-occurring disorders? 

Who gave the Council its charge? 

____ Governor ____ Legislature ____ State MH Executive ____ Other 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-

chap6A-subchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next

MISSION

STATEMENT

Does the Council’s Mission Statement address mental health, substance abuse or

both? 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next
 

37 | Page

COUNCIL ROLE,

STRUCTURE &

FUNCTION DESCRIPTION/QUESTION RESPONSE

BY-LAWS Do your Council’s By-laws address mental health and substance abuse?

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next (e.g., review and revise by-laws to be behavioral

health focused)

MEMBERSHIP Does your Council membership represent required & desired expertise and

perspectives? (e.g. members who can provide mental health and substance abuse 

expertise and perspective, in addition to co-occurring perspective, as well as other

diversity such as rural/urban, Tribal, racial/ethnic/linguistic, life span, LGBT, and other

diverse communities.)

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next

STAFFING Is (Are) there a staff person(s) assigned to support the Council’s work on both 

mental health and substance abuse issues? Does that person (they) have 

knowledge/experience in mental health and substance abuse prevention, treatment and 

recovery services?

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-

chap6A-subchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next
 

38 | Page

COUNCIL ROLE, 

STRUCTURE & 

FUNCTION DESCRIPTION/QUESTION RESPONSE

MEETING 

AGENDA

Do your Council meeting agendas cover mental health, substance abuse and cooccurring issues? 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next 

WORK GROUPS & 

SUBCOMMITTEES

Do workgroups and subcommittees address issues of mental health only, 

substance abuse only or do they include mental health, substance abuse and cooccurring disorders? 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-

chap6A-subchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next 

BLOCK GRANT 

APPLICATION

Was the last block grant application a combined plan? Do you expect the next block 

grant application and plan to be combined or separate? 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next 

FISCAL 

INFORMATION 

Does your Council review fiscal information for mental health, substance abuse and 

co-occurring disorders?

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-

chap6A-subchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 
 

39 | Page

What a behavioral health approach suggests that you do next

NEEDS 

ASSESSMENT

Does your Council review service information for mental health, substance abuse 

and co-occurring disorders?

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next

BG CONTENT

KNOWLEDGE

On a scale of 1 to 5 (5 being very familiar), how familiar are Council members with

Mental Health Block Grant requirements? 

On a scale of 1 to 5, how familiar are Council members with Substance Abuse 

Prevention and Treatment Block Grant requirements?

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance

What a behavioral health approach suggests that you do next

SPECIAL

PROJECTS

Does your Council complete special projects that address mental health, substance 

abuse and co-occurring disorders? 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next

BLOCK GRANT

REVIEW

PROCESS

Describe the Council’s review of the Mental Health Block Grant Application AND 

Block Grant Report.

Describe the Council’s review of the Substance Abuse Prevention and Treatment

Block Grant Application and Block Grant Report. 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6A-
 

40 | Page

subchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next 

STATE 

SUBSTANCE 

ABUSE COUNCIL

Is there a State Substance Abuse Council or equivalent? 

If so, how do the Mental Health and Substance Abuse Councils interact? 

Federal law or guidance http://www.gpo.gov/fdsys/pkg/USCODE-2010-title42/html/USCODE-2010-title42-chap6AsubchapXVII-partB-subparti-sec300x-3.htm

State law or executive guidance 

What a behavioral health approach suggests that you do next 

Strategic 

Planning 

What are the greatest challenges you face in integrating issues and concerns 

relating to mental health, substance abuse and co-occurring disorders, or in 

maintaining and strengthening your current level of integration? 

What aspect(s) of your Planning Council role would you like to see strengthened? 

(check all that apply) 

__ relationship/collaboration with state mental health/behavioral health authority (SMHA) 

__ relationship/collaboration with single state agency for substance abuse (SSA) 

__ legislative activities

__ public advocacy and education 

__ involvement in planning, implementing and monitoring Block Grant services 

__ knowledge of issues and trends (e.g., outcome measures, Affordable Care Act) 

__ Other (please describe) 

 This form revised 1/28/14
41 | Page

APPENDIX B:

STATE COUNCIL 

RESOURCE MATERIALS
 

42 | Page

Colorado Behavioral Health Planning and Advisory Council 

Prospective Board Member Information Sheet

Name Date of Birth

Home Address

City State Zip Code

Telephone E-mail

Agency Name

Agency Address

City State Zip Code

Telephone E-mail

Ethnicity African American Hispanic

Asian Native American 

Caucasian Other 

For electronic submission: You may click and type in each white space, to select a check box, right click on box, drop 

down menu will appear click on “properties” on “default value” item click the “checked” circle, then click “ok” 

Why are you interested in serving on the Colorado Behavioral Health Planning and Advisory Council 

(BHPAC)?

Identify skills, strengths and interests that you would bring to the BHPAC

The BHPAC is eager to recruit a diverse membership. Explain how you might contribute to that goal.

Core Principles for BHPAC Membership (Goal for representation on BHPAC)

 51% of Membership will be Consumer/Client, Family Member, and Advocacy Organization

 Equal Representation of Substance Abuse and Mental Health

 Balanced Representation or Prevention, Treatment, and Recovery

 Balanced Representation of Gender, Race, Ethnicity, and Age 

 Balanced Representation Across Urban, Suburban, Rural, and Frontier Communities

 Balanced Representation Across Children, Adolescents, Transitional Youth, Adults, and Older 

Adults
 

43 | Page

List your involvement with behavioral health issues, groups and/or organizations, including your 

experience, training and past/present involvement with underrepresented communities and groups.

Identify any current work regularly performed for pay as, or for, a provider of behavioral health services 

please indicate the organization, the position you hold, and whether the position is half time or less.

 

Please check first column one category that you intend to primarily represent on the BHPAC (You can 

only apply for one category in this column) 

Second column check all other categories you also represent (as many that apply to you in this 

column)

For Consumer/Family/Advocacy (51% or more of the BHPAC Membership)

Primary 

(Select one that you will primarily 

represent)

Secondary 

(Select all that you can also represent)

Consumer/Client/Person in Recovery Mental 

Health

Youth

Adult

Older Adult

Consumer/Client/Person in Recovery

Substance Abuse

Youth

Adult

Older Adult

Family Member of an Adult/Older Adult 

Mental Health

Family Member of a Child/Adolescent/Transition 

Youth

Mental Health

Family Member of an Adult/Older Adult

Substance Abuse

Family Member of a Child/Adolescent/Transition 

Youth

Substance Abuse

Mental Health Advocacy

Substance Abuse Advocacy

Disabilities Advocacy

Veterans Advocacy

Community Prevention Coalition/Advocacy

Legal Advocacy

Youth Advocacy

Other Explain 
 

44 | Page

For Provider Agency and State Agency (49% or less of the BHPAC Membership)

Primary 

(Select one that you will primarily 

represent)

Secondary 

(Select all that you can also represent)

Mental Health Treatment Provider

(including Managed Care ACO, BHO)

Substance Abuse Treatment Provider 

(including Managed Care MSO)

Hospital

Private Practice Provider

Mental Health

Substance Abuse

Recovery Provider

Consumer Provider - Employed over 50% of time 

by provider organization

Crisis Center (27-65/Detoxification)

Federally Qualified Health Center/Clinic

Prevention Provider

Residential Treatment Provider

Mental Health

Substance Abuse

Alternative Care Provider

Homeless Service Provider

Faith Based Provider

LGBTQ Provider

Nursing Home/Assisted Living Provider

Other Explain 

Community

Family Resource Center

Legal/Court 

Suicide Prevention

Centers for Independent Living

Community/Neighborhood Organizations

Sheriff/Police

Jail

Other Explain 

State Agency/Employee

Behavioral Health

Social Services

Child Welfare

Youth Corrections

Adult Protective Services

Public Health

Medicaid

Education

Veteran/Military Affairs

Criminal Justice

Probation

Prison

Housing
 

45 | Page

Do you affirm that you understand that submitting an application does not guarantee being selected for a 

seat on Council? Selection to Council positions will be recommended by an Advisory Group and 

appointment is made by the State Behavioral Health Commissioner. I further understand that terms on 

council will be rotating and there will be an equal representation by persons, families, providers and 

advocates of individuals with mental health, substance use disorders. 

I agree with the above statement

I disagree with the above statement

Please sign:

RETURN TO: BHPAC, Division of Behavioral Health, 3824 West Princeton Circle, Denver, CO 80236, 

Attention: Gloria Avitia or FAX to 303.866.7481.

Will you commit to attend monthly meeting?

Will you commit to join a Sub-Committee?
46 | Page

Kentucky Behavioral Health Planning and Advisory Council 

Membership Application Information

Overview:

The Kentucky Behavioral Health Planning and Advisory Council is seeking applications of individuals to serve 

as voting members of the Council. The Council represents and makes recommendations regarding issues 

and services for persons with or at risk of substance abuse, substance use disorders, mental health 

disorders and co-occurring mental health and substance use disorders.

The 35-member Council is made up of representatives from state agencies, providers, individuals in 

recovery from mental health and/or substance use disorders, family members of individuals in recovery, 

parents and guardians of a child with behavioral health challenges and one young adult in recovery. The 

individuals in recovery, parents and family members make up the majority of the membership. New 

members will be given an orientation and may be linked with a mentor to provide greater understanding of 

Council activities.

Mission: The Council is the active voice promoting awareness of and access to effective, affordable, 

recovery-oriented and resiliency-based services in all communities.

Vision: All children, adolescents, and adults in the Commonwealth have the right to excellent, recoveryoriented behavioral health services that are affordable, consumer driven, value their individuality, assists 

them to achieve their fullest potential, and enables them to live and thrive in their community.

Eligibility Criteria:

Applicants must be a representative of one of the following groups:

1.An Individual in Recovery (from mental health and/or substance use disorders)*

2.A Young Adult in Recovery (from mental health and/or substance use disorders) - age 18-25 years only

3.A Parent/Guardian of a Child with Behavioral Health Challenges (serious emotional disturbance 

(SED)**, substance use disorder, or co-occurring SED and substance use disorder)

4.A Family Member of an Individual in Recovery (from mental health and/or substance use disorders)

*Recovery is an on-going, non-linear process that may include relapse.

**Definition of a Child or Adolescent with Serious Emotional Disturbance (SED)

Children with “serious emotional disturbance” are persons: (1) from birth up to age 18; (2) who currently or at any time during the past year have 

had a diagnosable mental, behavioral, or emotional disorder of sufficient duration to meet diagnostic criteria specified within DSM-III-R; (3) that 

resulted in functional impairment, which substantially interferes with or limits the child’s role or functioning in family, school, or community 

activities. The definition goes on to indicate that “these disorders include any mental disorder (including those of biological etiology) listed in DSMIII-R or their ICD-9-CM equivalent (and subsequent revisions) with the exception of DSM-III-R ‘V’ codes, substance use, and developmental 

disorders, which are excluded, unless they co-occur with another diagnosable serious emotional disturbance....”. Functional impairment is defined 
47 | Page

as difficulties that substantially interfere with or limit a child or adolescent from achieving or maintaining one or more developmentally-appropriate

social, behavioral, cognitive, communicative, or adaptive skills. Functional impairments of episodic, recurrent, and continuous duration are included 

unless they are temporary and expected responses to stressful events in their environment. Children who would have met functional impairment 

criteria during the referenced year without the benefit of treatment or other support services are included in this definition....”. (Federal Register: 

May 20, 1993, Vol. 58, No. 96, pg. 29422-29425.)

A full-time employee of a state agency is only eligible to serve on the Council as a representative of his/her 

respective agency. A full-time employee of a provider of mental health services (e.g., community mental 

health center, IMPACT Plus provider, school, advocacy organization, etc.) is not eligible to serve on this 

Council.

The Membership Committee solicits widely for potential members of the Council. Membership applications 

are distributed to contacts at the community mental health centers, advocacy organizations, and state 

agencies. The Committee reviews all completed applications and makes a recommendation to the Council. 

Per the Council’s Bylaws, members of the Council shall be appointed, upon the Council’s recommendation, 

by the Commissioner of the Department for Behavioral Health, Developmental and Intellectual Disabilities 

(DBHDID). If an application is not selected for a current Council seat, it will be retained for one year from 

date of application. The Membership Committee reserves the right to contact applicants for additional 

information.

Things to Know:

As an appointed member of the Council, your name and representation will be posted to the DBHDID 

webpage. Your contact information (telephone number, mailing address, and email address) will only be 

included on the Council roster and the Unified Mental Health and Substance Abuse Prevention and 

Treatment Block Grant application and reporting.

Per federal mandate and the Council Bylaws, the Scope of Duties Include:

A. To serve as advocates for adults and children with behavioral health disorders and their families.

B. To report directly to the Commissioner of the Department for Behavioral Health, Developmental 

and Intellectual Disabilities.

C. To review the Unified Mental Health and Substance Abuse Prevention and Treatment Block Grant 

application which serves as Kentucky’s plan for community-based behavioral health services for 

adults and children. The plan is provided to the Council pursuant to Public Law 102-321, Section 

1915 (a) and the Council is required to submit any recommendations for modification to the plan. 

Subsequently, the Council is required to review the annual Implementation Report for the prior 

year and submit any comments desired.

D. To monitor, review, and evaluate, not less than once a year, the allocation and adequacy of 

behavioral health services within the Commonwealth.

E. To serve a minimum of a two-year term and attend at least four meetings per year in Frankfort, 

Kentucky. Expenses are reimbursed and a modest stipend is provided for the individual’s time.

For more information about the Kentucky Behavioral Health Planning and Advisory Council, visit its website 

at http://dbhdid.ky.gov/dbh/kbhpac-about.aspx.
48 | Page

Kentucky Behavioral Health Planning and Advisory Council 

Membership Application

A completed membership application must be submitted via email, fax or mail (email is preferred). Any 

interested applicant may also be asked to briefly meet with the KBHPAC Membership Committee.

Please type or print clearly.

Name of Applicant

Email

Address

Telephone Number(s)

CMHC Region

Date Submitted

Per federal mandate, full-time employees of a state agency or provider of mental health services are not 

eligible to serve as an appointed member of this Council.

□ I affirm that I am not a full-time employee of a state agency.

□ I affirm that I am not a full-time employee of a provider of mental health or substance use services 

(e.g., community mental health center, IMPACT Plus provider, school, advocacy organization, etc.).

Representative Group (please check one):

□ Individual in Recovery (from mental health and/or substance use disorders)

“I am willing to be identified as an individual in recovery from mental health and/or substance use 

disorders.”

□ Young Adult in Recovery (age 18-25 years only)

“I am willing to be identified as a young adult in recovery from mental health and/or substance use 

disorders.”

□ Family Member of an Adult in Recovery (from mental health and/or substance use disorders)

“I am willing to be identified as a family member of an individual in recovery from mental health 

and/or substance use disorders.”

□ Parent/Guardian of a Child with Behavioral Health Challenges

“I am willing to be identified as a parent/guardian of a child with behavioral health challenges.”

Please state the age of your child: ________

• Please state why you would like to become a member of the Kentucky Behavioral Health Planning and 

Advisory Council.
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• Please provide a description of the condition or situation that qualifies you as a representative of one 

of the above representative groups (e.g., diagnosis). Please include information about services you or 

your family member has received from the publicly-funded behavioral health system, such as a 

comprehensive care center.

• What are your specific interests and concerns regarding Kentucky’s publicly-funded behavioral health 

system?

• Please identify skills, knowledge and strengths that you would bring to the Kentucky Behavioral Health 

Planning and Advisory Council.

The Kentucky Behavioral Health Planning and Advisory Council has an ongoing commitment to advancing 

diversity within its membership. We acknowledge that diversity includes any aspect of an individual that 

makes him or her unique. Our Council values and actively promotes diverse and inclusive participation by 

its officers, members, and staff. We recognize that diversity is vital to all elements of our mission. At your 

option, you may state how you would contribute to the diversity of the Council.

Please list three character references (other than a relative or a current member of the Kentucky Behavioral 

Health Planning and Advisory Council).

1. Name: ____________________________ Phone and/or Email: ________________________________

• Relationship to Applicant: ______________________________________________________________

2. Name: ____________________________ Phone and/or Email: ________________________________

• Relationship to Applicant: ______________________________________________________________

3. Name: ____________________________ Phone and/or Email: ________________________________

• Relationship to Applicant: ______________________________________________________________

□ I am available to briefly meet (if needed) with the Membership Committee of the Council. I 

understand that I will not be reimbursed for my travel expenses on this day. 

Council members are expected to treat other members, officers, and staff with respect and dignity at all 

times. Any threatening or offensive behavior may be cause for dismissal from the Council, at the discretion 

of the Council and Department staff. Each member shall use good judgment to keep confidential all 

sensitive information pertaining to Council members and applicants, both during and after serving on the 

Council.

Thank you for your interest in becoming a member of the Kentucky Behavioral Health Planning and 

Advisory Council. You will be contacted regarding the outcome of your application.
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By my signature, I confirm that the above information is accurate and reflects my interest and commitment 

to serve on the Kentucky Behavioral Health Planning and Advisory Council.

Signature: _______________________________________ Date: 

A completed membership application must be submitted via email, fax or mail to Mark Hertweck. 

Mark Hertweck

Mark.Hertweck@ky.gov

DBHDID/Division of Behavioral Health

100 Fair Oaks Lane, 4E-D, Frankfort, Kentucky 40601

Telephone (502) 564-4456 ext. 4449 or Fax (502) 564-9010

Revised 3-4-2013
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Job Title : 7583 PROGRAM COORDINATOR

Title Code : 9615

Minimum Requirement - Primary 

Education :

Graduate of a college or university with bachelor's 

degree.

Minimum Requirement - Primary 

Experience :

Must have three years of professional experience in 

management or administration.

Education Substitution : A master's degree will substitute for one year of the 

required experience.

Experience Substitution : Administrative or business experience will substitute 

for the required education on a year-for-year basis.

Special Requirements : None

Agency : 53 - Cabinet for Health and Family Serv.

Department/Division/Branch/Address Department for Behavioral Health Developmental and 

Intellectual Disabilities/Location: Franklin.

Agency Contact :

# of Vacancies : 1

Position Type : Full-time Merit (18A)

Work Schedule : 1st Shift

Vacancy Type : Promotional - Open Only To State Merit Employees

Work Week : 37.5 hr/wk

Pay Grade : 13 (Salary Range: $32,042.40 - $42,656.40 yearly)

Special Entrance Rate : No

Description of Job Duties This position provides administrative program coordination 

for behavioral health programs that includes: monitoring and 

providing contract oversight for 14 regional mental health 

centers, monitor and assure accurate and up to date 

information is on the website. Collect, coordinate and 

analyze data generating programmatic data. Prefer a 

candidate with strong organization background, 

administrative skills and knowledge of behavioral health 

programs and contract monitoring.

Selection Method : Qualifying: All candidates who apply and meet the minimum 

requirements are eligible for placement on the register for 

hiring consideration.

Group : GENERAL ADMINISTRATION

Characteristics of the Class : Coordinates all inter- or intra-unit administrative functions of 

a specific program(s) on a statewide basis; and performs 

other duties as required.

Typical Working Conditions and 

Unique Physical Requirements :

Work is primarily performed in an office setting. Minimal 

travel may be required.

Additional Requirements : Applicants and employees in this classification may be 

required to submit to a drug screening test and background 

check.

Post Date : 06/14/2011

Post Ending Date : 06/23/2011

COPYRIGHT 2007 Commonwealth of Kentucky. All rights reserved.
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Acronym List for

Kentucky Behavioral Health Planning and Advisory Council 

Orientation

A&FM Division of Administrative and Financial Management, part of the Department 

for Behavioral Health, Developmental and Intellectual Disabilities.

ADHD Attention Deficit Hyperactivity Disorder

AOC Administrative Office of the Courts

ARH Appalachian Regional Hospital 

ARNP Advanced Registered Nurse Practitioner

BPCH Bluegrass Personal Care Home-1 of 3 statewide specialized personal care 

homes serving adults with psychiatric issues.

BRFSS Behavioral Risk Factor Surveillance System-Ongoing, nationwide 

surveillance system supported by the Centers for Disease Control and 

Prevention.

CDC Centers for Disease Control and Prevention

CCRC Caney Creek Rehabilitation Complex-1 of 3 statewide specialized personal 

care homes serving adults with psychiatric issues.

CCSHCN Commission for Children with Special Health Care Needs

CDAR University of Kentucky Center for Drug and Alcohol Research

CDW Court Designated Worker

CEU Continuing Education Unit 

CHFS Cabinet for Health and Family Services 

Children's 

Directors 

Directors of the children's mental health programs at the CMHCs 

CMHC Community Mental Health Center 

CMHS Center for Mental Health Services (within SAMHSA)

CMS Center for Medicaid and Medicare Services 

CRR Center for Rehab and Recovery- 1 of 3 statewide specialized personal care 

homes serving adults with psychiatric issues.

CSH Central State Hospital (State operated psychiatric hospital)

CSP Directors Community Support Program Directors (oversee the Therapeutic 

Rehabilitation Programs and other programs). 

CSU Crisis Stabilization Unit

DBHDID Department for Behavioral Health, Developmental and Intellectual Disabilities

DCBS Department for Community Based Services Kentucky's adult and child 

protection agency.

DD Developmentally Disabled (or Delayed)

DHHS US Department for Health and Human Services

DJJ Department of Juvenile Justice

DMR Division of Mental Retardation

DOC Department of Corrections
 

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DOE Department of Education

DOJ Department of Justice

DMS Department of Medicaid Services 

DPH Department for Public Health 

DSM-IV Diagnostic and Statistical Manual of Mental Disorders, 4th Revision

EBD Emotional-Behavioral Disability (Education designation for children)

EBP Evidence Based Practice

ECMH Early Childhood Mental Health 

EPSDT Early Periodic Screening, Diagnosis & Treatment (Medicaid)

ESH Eastern State Hospital 

Executive 

Directors 

Executive Directors of the CMHC's 

FAS, FASD Fetal Alcohol Syndrome; Fetal Alcohol Spectrum Disorders

FFY Federal Fiscal Year (October 1-September 30)

FRYSC Family Resource and Youth Service Center (pronounced Frisky)

FY Fiscal Year (usually refers to state fiscal year, July 1-June 30)

HANDS The Health Access Nurturing Development Services (HANDS) program is a 

voluntary home visitation program for new and expectant parents.

HB 144 Kentucky Commission on Services and Supports for Individuals with Mental 

Retardation and Other Developmental Disabilities

HB 843 Kentucky Commission on Services and Supports for Individuals with Mental 

Illness, Alcohol and Other Drug Abuse Disorders, and Dual Diagnosis

HIPAA Health Insurance Portability and Accountability Act of 1996

IDEA Individuals with Disabilities Education Act

IEP Individual Education Program 

IMPACT Targeted case management for children with severe emotional disabilities. 

Provider network limited to CMHCs and open to children regardless of ability 

to pay

IMPACT Plus A behavioral health program for Medicaid-eligible children. IMPACT Plus was 

developed to increase the variety and availability of community-based service 

options and to decrease the need for impatient care. Provider network is 

broader than the CMHCs. 

IPOP University of Kentucky, College of Pharmacy, Institute for Pharmaceutical 

Outcomes and Policy

KAR Kentucky Administrative Regulations

KARP Kentucky Association of Regional MHMR Programs (CMHCs trade org)

KCHIP Kentucky Children's Health Insurance Program

KCPC Kentucky Correctional Psychiatric Center

KERA Kentucky Education Reform Act

KBHPAC Kentucky Behavioral Health Planning and Advisory Council

KPFC Kentucky Partnership for Families and Children

KRS Kentucky Revised Statutes

KYCAN Kentucky Consumer Advocates Network
 

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KYSEED System to Enhance Early Development (state's 3rd SOC grant)

LCSW Licensed Clinical Social Worker

LD Learning Disabled

LIAC Local Interagency Council (IMPACT Program)

LRC Local Research Committee

LRCs Local Resource Coordinators (IMPACT Program)

MHA Mental Health Association 

MHSA KY Division of Mental Health and Substance Abuse

MOA Memorandum of Agreement 

MOU Memorandum of Understanding

MR Mental Retardation 

MRDD Mental Retardation/Developmental Disability

MSW Master’s Degree in Social Work 

NAMHPAC National Association of Mental Health Planning & Advisory Councils 

NAMI National Alliance for Mental Illness

NCLB No Child Left Behind 

NIMH National Institute of Mental Health 

NMHA National Mental Health Association 

NOM/NOMs National Outcome Measures

OFL Opportunities for Family Leadership

OIG Office of Inspector General 

OT Occupational Therapy 

OVR Office of Vocational Rehabilitation 

PAR People Advocating Recovery

PCH Personal Care Home 

Ph.D. A Doctoral Degree 

PDD Pervasive Developmental Disorder 

P & A Protection and Advocacy 

P & B Plan and Budget 

P & P Protection and Permanency (Child Welfare and Adult Protection)

PRTF Psychiatric Residential Treatment Facility 

PT Physical Therapy 

PTSD Post-Traumatic Stress Disorder 

QPR Question, Persuade, and Refer-a suicide prevention curriculum 

RFP Request for Proposals 

RIAC Regional Interagency Council (IMPACT Program)

SA Substance Abuse 

SAMHSA Substance Abuse and Mental Health Services Administration (within DHHS)

SCL Supports for Community Living 

SED Severe Emotional Disturbance

SEED System to Enhance Early Development (state's 3rd SOC grant)

SFY State Fiscal Year (July 1-June 30)
 

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SIAC State Interagency Council 

SMI Severe Mental Illness 

SPCH Specialized Personal Care Home

SPMI Serious and Persistent Mental Illness

SSA Social Security Administration 

SSDI Social Security Disability Insurance 

SSI Supplemental Security Income 

SSN Social Security Number 

TA Technical Assistance 

TCM Targeted Case Management 

TFC Therapeutic Foster Care

TOT Training of Trainers 

WSH Western State Hospital 
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APPENDIX C:

ACRONYMS USED IN THE MANUAL
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Acronyms Used in the Manual

ACO – Accountable Care Organization

AHP – Advocates for Human Potential, Inc. (contractor)

AMH - Addiction and Mental Health

AMHPAC - Addictions and Mental Health Planning and Advisory Committee (Oregon)

BG – Block Grant

BHIQ - Behavioral Health IQ Assessment 

BHPCs - Behavioral Health Planning Councils

CLAS Standards - Culturally and Linguistically Appropriate Services in Health and Health Care

CMHS - SAMHSA’s Center for Mental Health Services 

CODs - co-occurring mental and substance use disorders

DBHDID - Department for Behavioral Health, Developmental and Intellectual Disabilities

DDCAT - Dual Diagnosis Capability in Addiction Treatment 

DDCMHT - Dual Diagnosis Capability in Mental Health Treatment 

HRSA - SAMHSA/Health Resources and Services Administration 

IOM - Institute of Medicine

LGBTQ - Lesbian, Gay, Bisexual, Transgendered and Questioning 

MH – Mental Health

MHBG - Mental Health Block Grant

MHPC - Mental Health Planning Council

MSO – Management Service Organization

NAMHPAC - National Association of Mental Health Planning and Advisory Councils 

NASMHPD - National Association of State Mental Health Program Directors 

NLC - National Learning Community
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NRI - National Association of State Mental Health Program Directors Research Institute

PAC – Planning and Advisory Council

PC – Planning Council 

PBHCI – Primary and Behavioral Health Care Integration 

SABG - Substance Abuse Prevention and Treatment Block Grant 

SAMHSA - Substance Abuse and Mental Health Services Administration 

SAPT – Substance Abuse Prevention and Treatment

SED - serious emotional disturbance 

SMHAs - State Mental Health Agencies 

SMI – serious mental illness

SSAs - State Substance Abuse Agencies

SUDs - substance use disorders

SWOT Analysis - Strength, Weakness, Opportunity, and Threat

TA - Technical Assistance