Over the past year, BHRS has moved from vision to action—turning our Transformation Journey into tangible progress across the system. Grounded in statewide and federal priorities around outcomes, equity, and transparency, this work is positioning us to lead with intention and deliver meaningful, measurable improvements. 

In just 12 months since launching the Transformation Journey in June 2025, we have built a strong foundation for change: 

• Established clear priorities, milestones, performance outcomes and key performance indicators to guide and track our progress. 
• Equipped staff with practical tools to connect their daily work to our broader Transformation Journey. 
• Launched four major initiatives—BH-CONNECT, PIVOT, the CalAIM Incentive Program, and the Revenue Maximization Project—to strengthen community infrastructure and expand Medi-Cal billing capacity. 
• Expanded our data capabilities through the Office of Innovation and Improvement and the Data Dream Team, a cross-functional group driving smarter, more coordinated use of data across our system of care. 
• Invested in workforce capacity by hiring staff to support core functions including data, contracting, fiscal reporting, billing, evidence-based practices, whole-person care, policy, housing interventions, and strategic initiatives. 
• Initiated planning for a Transformation Academy to equip BHRS leaders for a rapidly evolving behavioral health landscape. 
• Engaged clients, families, community partners, and staff to shape the Prop. 1 Three-Year Integrated Plan, ensuring alignment between community voice, state requirements, and local priorities. 

While this progress is significant, transformation is ongoing. Many efforts are still unfolding, and we remain focused on carrying this work forward with urgency and care. 

Reaffirming Our Mission, Vision, and Values 

As part of developing our Transformation Journey 5-Year Roadmap, we took time to listen—deeply and intentionally—to those we serve and those who deliver care. Clients, families, communities, providers, and staff helped us reflect on who we are and who we aspire to be. These conversations led to a refreshed mission, vision, and values, published in February 2026, that now anchor our work. 

Our Vision 
Everyone in our communities lives a meaningful life, where the challenges of mental health and/or substance use are met with respect and compassion, in a trauma-informed and equitable manner, to the betterment of all.

Our Mission 
At every stage of treatment and recovery, we inspire hope, resiliency and connection to help people in our community address mental health and/or substance use challenges. We are dedicated to advancing equity for everybody who lives, works and plays in San Mateo County.

Our Values 

• Person and Family Centered: The people, families, and communities we serve drive the care we provide and shape our policies and practices.
• Responsive Care: We are committed to providing equitable and trauma-informed services for all to meet the needs of our community.
• Inspired Potential: The individuals and families we serve inspire us with their achievements and potential for wellness and recovery.
• Collaboration: We can achieve our mission and progress towards our vision only through mutual and respectful partnerships that enhance our capabilities and build our capacity. 
• Results Driven: We use evidence-based practices to prevent and/or reduce the impacts of mental health and/or substance use conditions to promote the health of all we serve.

These are not just guiding statements—they are the standard for how we show up, make decisions, and hold ourselves accountable every day. 

Areas of Ongoing Focus 

Building a stronger behavioral health system requires sustained effort and continuous learning. As we modernize our data systems—including implementing a new electronic health record—we are investing in real-time dashboards and training so teams can make informed, timely decisions that improve care. 

We are also strengthening staff development in trauma-informed and equitable practices, refining performance management, and simplifying policies and workflows. By standardizing best practices, we are working toward a system where every person receives consistent, high-quality care, regardless of where they enter. 

Expanding access remains central to this work. Through “No Wrong Door” approaches, greater transparency, and deeper community engagement, we are making it easier for people to get the care they need when they need it. 

Audits and Accountability as Drivers of Improvement 

External audits and reviews are an expected part of public behavioral health and we use them as catalysts for growth. Findings related to compliance, documentation and outcomes help us strengthen consistency, improve quality and reduce variation across the system. 

Our approach goes beyond meeting requirements. We use these insights to refine workflows, reinforce best practices, and proactively identify opportunities for improvement. Data is not just for reporting, it is a tool for learning, prevention and better care. 

Continuing the Journey, Together 

The Transformation Journey is well underway, but far from complete. In the coming year, we will implement the Integrated Plan, expand key initiatives, and remain responsive to community feedback and emerging needs. 

By centering community voice and living our mission, vision and values, we are building a behavioral health system that is more responsive, more equitable, and more effective. 

This work belongs to all of us. Together, we will continue to learn, adapt, and deliver on our shared commitment to the people of San Mateo County.