Established in 1999, members of the Co-Occurring Steering Committee include key stakeholders across the system committed to the utilization of the CCISC model and ensuring that Anne Arundel County provides an accessible, comprehensive behavioral health system for all residents.
Participants on the Steering Committee are representatives from Anne Arundel County Department of Health and Anne Arundel County Mental Health Agency, mental-health and substance-use providers, hospital representatives, community, cultural-organization representatives, and more.
Their goal is to ensure providers and referring agencies can successfully identify, refer and treat individuals with Co-Occurring issues. They provide input, direction, and influence on behavioral-health action planning in the county. Meetings are held via Zoom on the third Tuesday of every month at 9:00 AM ET.
Addressing co-occurring issues and promoting behavioral health requires partnerships with other systems.
Multiple groups, committees and task forces work together to address the health and wellbeing of Anne Arundel County residents.
Established in 2008 under the auspice of the Anne Arundel County Department of Health, Recovery Anne Arundel started as a small group of those interested in becoming change agents for individuals in or seeking recovery.
Now its own nonprofit, this team of committed people educate and empower others on the experience and process of recovery through advocacy and special events. Group meets monthly.
These are eight Core Competencies for Effective Co-Occurring Care, developed by the Workforce Development Workgroup under the Anne Arundel County Steering and Change Agent Committees.
Contributors to the development of these competencies have included representatives from the Anne Arundel County Health Department, Core Service Agency, mental-health agencies, child-service agencies, and substance-use-disorder agencies, along with private consultants and other stakeholders within the county service system.
Various research articles, federal publications, and other state publications across the country are acknowledged as an important part of this effort. The workgroup sought to identify core workforce competencies universal for the entire system, and to identify resources that were readily available, cost-effective, and time-efficient.
These documents do not replace face-to-face dialogue, supervision, training, and hands-on experience, but offer a starting point for further exploration.