Strategic Plan Discussion 2024-2027 | Draft for Inclusive Engagement

Draft: Pre-decisional and for discussion only 2024-2027 Strategic Plan Discussion materials AUGUST 24TH, 2023

Internal draft for discussion Draft pre-decisional for discussion only designed to be an inclusive and collaborative process Recall | 2024-2027 Strategic Plan effort Commission seeks to meaningfully engage community partners, experts and the public throughout The Commission is in the early stages of developing the Strategic Plan for the coming years (2024-2027) As part of this effort, we aim to Diverse opportunities for input (e.g., interviews, listening sessions, public forums) will continue through the rest of 2023 30+ engagements to date with community partners, CBOs, counties, providers, academic inst., gov't leaders, staff etc. Public input sessions June - Nov Reflect on the Commission's work to dateand lessons learned from the last three years Understand and articulate how our work fits into context amid an evolving mental health landscape Surface and evaluate opportunities to catalyze transformational change Today represents one of many opportunities to engage Complete draft plan will be publicly released by November 30th 1

Internal draft for discussion Draft pre-decisional for discussion only Building blocks of Commission's strategic direction & change model Mission Guiding Principles Roles Capabilities Strategic Priorities Initiatives Why do we exist? What do we stand for? How do we contribute to the landscape? What differentiated skills, tools and expertise do we bring? What issues do we address? What projects will we pursue to deliver on our mission? What impact are we trying to achieve? What beliefs drive our actions? What outcomes are we seeking? What is our unique function? Informed by interviews; plan to evolve with input from Commission & community partners 2

Internal draft for discussion Draft pre-decisional for discussion only Mission Guiding Principles Roles Capabilities Strategic Priorities Initiatives For discussion | Commission Mission & Guiding Principles Mission Guiding Principles No change Updated & refined Basic right to consumer-centered, whole-person well-being Improved outcomes through prevention & early intervention Innovation and integration in treatment & service delivery Health equity, reduction of disparities & protection of vulnerable communities Transparent, data-driven decision-making Agility and responsiveness to community needs The Commission works through partnerships to catalyze transformational changes across service systems so that everyone who needs mental health care has access to and receives effective and culturally competent care Appetite for updates to the mission? Do these resonate? What would you add or update? 3

Internal draft for discussion Draft pre-decisional for discussion only Mission Guiding Principles Roles Capabilities Strategic Priorities Initiatives The Commission's innovation work has given counties the confidence to think differently about the challenges they face, to try and bring something new to their context At best, the Commission is a repository for best practices in clinical innovation that can be scaled statewide Roles | Excerpts from community partner input The OAC could benefit from not just gathering partners' and community knowledge but systematically sharing it out, integrating into their work The OAC crucially brings discussions on mental health topics to the public, providing an opportunity for them to engage in the system design process Want OAC review / approval to share The Commission should celebrate the wins. They should be a storyteller and champion for proven approaches That's how they can be most useful, demonstrating the success of community-based, alternative strategies 4

Internal draft for discussion Draft pre-decisional for discussion only For consideration | Commission roles Mission Guiding Principles Roles Capabilities Strategic Priorities Initiatives Role What it looks like Support and incentivize partners to generate, test, and scale novel ideas and to adopt a culture of innovation in their approach to mental health policy and practice, within and beyond allocated funding for innovation projects Catalyze innovation across the landscape Accelerate adoption of best practices in service delivery Identify and showcase the most effective and available evidence-driven and community-defined practices statewide; disseminate learnings and provide technical assistance to tailor and improve delivery in local contexts Create opportunities to improve system design & delivery through coordinated action. Elevate community voices advocacy and education for target populations. Promote collaboration and enable partnership to break silos and integrate mental health across systems, agencies and localities Convene and influence partners to mobilize action Build public trust and ownership in the behavioral health system Educate external audiences and strengthen public understanding and commitment to mental health by increasing transparency, reducing complexity, and communicating challenges, opportunities and progress of the system 5

Internal draft for discussion Draft pre-decisional for discussion only Mission Guiding Principles Roles Capabilities Strategic Priorities Initiatives Does this resonate and reflect the Commission's unique contributions to the landscape? Commission's role Questions for discussion How should the Commission think generally about its role in innovation over the coming years? 6

Internal draft for discussion Draft pre-decisional for discussion only Recall | The OAC is building a decision-making framework to guide our opportunity assessment which can be utilized across its portfolio of activities This tool will be designed to help us: Policy projects Strategic partnerships Data and analytics Standardize our approach to collect data and assess the potential impact of an initiative Grant programs Innovation projects Prioritize across initiatives to maximize impact with available time and resources Clarify focus across our portfolio and understand opportunities for impact and collaboration A Evaluate opportunity: What should the OAC focus on? Consider tradeoffs between addressing current challenges and new, emerging threats B Design initiative: How should the OAC deliver? Design and monitor programs in a way that maximizes outcomes for target populations 7

Internal draft for discussion Draft pre-decisional for discussion only Mission Guiding Principles Roles Roles Capabilities Strategic Priorities Priorities Initiatives Initiatives Strategic They should focus on the things they do well; be more like a laser beam than a lightbulb. On FSPs, kids and schools, the early psychosis work they can be transformative If they're not integrated into the system, with a clear focus, then every nail is one they need to hammer.They should pick their four things & stick with them for a long time Strategic priorities & initiatives | Community partner input Need to think about where to focus efforts along the lifespan. Youth mental health, early psychosis could just work on one issue and have our plate full Want OAC review / approval to share Voice over The decision-making approach you all are working to is something that will help guide the commission's focus, which is something we heard from input to date: across partners & staff oppty to focus recognition limited capacity, desire to maximize impact to be transformative; increase clarity When we try to tackle everything, our partners, legislators, and the public don't understand what we do. We need a set of clear, actionable issues that we focus on 8

Internal draft for discussion Draft pre-decisional for discussion only Decision-making framework | Criteria identified to guide opportunity assessment Need Impact Fit Feasibility Does this address a growing or emerging mental health need? What is the program's expected reach? Will it help reduce disparities? Does this advance our mission, guiding principles, and strategic priorities? What is the definition of success? Are there metrics to track progress? Does this target a high- risk or underserved population? Is this a proven model? What evidence tells us that this will have the desired impact? What is the level of effort required to deliver? Do we have available resources? Does this align with our existing capabilities? Has this need been identified and elevated by the community? Is this a role we are uniquely positioned to play? What is the plan to sustain the initiative after support ends? What is the expected cost to implement? Does this address an underfunded issue? What is the expected benefit per individual, over what timeline? Is there an existing owner or champion? How will our efforts complement or advance existing work? What trade-offs are we willing to make to invest in this effort? Do these categories resonate? What would you add or update? 9 Note: Designed to support leadership discussion on discretionary areas of engagement; Detailed companion tool for initiative-level design in development

Internal draft for discussion Draft pre-decisional for discussion only Illustrative example | Framework can be used to take a portfolio view of investments Criteria can be applied to a selection of new opportunities . and support the Commission to define level of focus and effort across the portfolio Level of effort Need Impact Fit Feasibility Oppty Rationale e.g., High-priority areas to plan engagement Oppty 1 High Oppty 1 Oppty 2 High touch Oppty 2 Oppty 3 Oppty 3 Fit & Feasibility Oppty 5 Oppty 4 Medium touch Oppty 4 e.g., Indication of potential areas to review or reduce focus Oppty 6 Oppty 5 Low touch Low Oppty 6 Low High Need & Impact Key High Medium Low 10

Internal draft for discussion Draft pre-decisional for discussion only