BHPM · Public Record

Deliverable 03 · Activity 3.5

Technical Assistance Plan

Training, Technical Assistance, Coaching And Implementation Support For Six LEAs And Eighteen Schools.

The Technical Assistance Plan describes how the Santa Clara County Office of Education and project partners will provide ongoing training, technical assistance, coaching, and implementation support to the six participating local educational agencies (LEAs) and eighteen participating schools across the contract period.

Due
September 30, 2026
Term
July 1, 2026 to June 30, 2028
Elements
9
Lead
SCCOE · Impacter Pathway · DBG
Activity 3.3 · The CurriculumThe Plan As A PDF · 34 pp

Exhibit A Section VI, Deliverable 3 · Nine required elements · Implementation Workplan Activity 3.5

Activity 3.5 · Section 04

Initial Onsite And Implementation-Startup Support

The startup sequence at each site, from orientation through screening strategy and administration design to the first administration and the debrief that follows it.

Activity 3.5 · Due September 30, 2026SCCOE · Impacter Pathway · DBG

Scope This Section Answers

Develop and deliver capacity-building supports, including initial onsite or implementation-startup training for school counselors, administrators, wellness coordinators, behavioral health staff, and district leads.

Orientation

Startup support begins with orientation to the project for the staff who will run it. This element extends the audience of element 3 to district leads and covers the sequence each site works through before its first screening administration.

How an LEA entered the project affects what orientation is needed. Senior leadership took part in the initial commitment; the counselors, wellness coordinators, and site administrators who will carry implementation may have had less exposure. Early sessions therefore cover the purpose of BHPM, what behavioral health screening is and is not, and how results are intended to be used, before any discussion of logistics.

Developing A Screening Strategy

Once the information need is clear, the BHPM team supports the LEA and its schools to develop a screening strategy. That strategy identifies:

  • the student population to be screened;
  • developmental or educational transition points where the information would be most useful;
  • the timing of administration within the school year;
  • the role of the initial administration in establishing a baseline;
  • how subsequent administrations support review of change over time; and
  • which staff groups will use the resulting information.

Transition points a school might identify include third grade as academic expectations change, upper elementary as peer relationships become more complex, entry into middle school, and entry into high school. These are examples of the kind of point a school may select. The population and timing follow from the questions each LEA and school is trying to answer.

Designing The Administration

Administration is designed after purpose, population, and timing are settled. Impacter Pathway uses the Behavioral Health Screener Implementation Playbook ↗ for this work. The playbook carries a decision framework and seven administration models a school can select from and adapt.

ModelSuits A School That
1 · Class Period Block
Homeroom or advisory
Has a common period and wants the window completed in one focused session
2 · Mobile Assessment Cart
Indoor or outdoor
Has limited devices and can move a cart between classrooms across the day
3 · Small-Group Testing Center
Wellness center, library or lab
Wants a quieter, more private setting and can staff a dedicated space
4 · Push-In Classroom Mini-StationsWants students to remain with their class, and needs a setup that works alongside existing accommodations
5 · Pull-Out Targeted SessionsIs screening a defined group, or has students who need individual administration
6 · Family-Assisted RemoteNeeds a route for students who cannot participate on site
7 · Student-Guided Window
Self-paced
Cannot fix a single time and wants students to complete within a defined window

The decision framework works from a school's largest constraint to the model that answers it. A tight schedule points toward the class period block. Limited devices point toward the mobile cart. A need for privacy points toward the small-group center or pull-out sessions. A schedule that cannot be fixed points toward the student-guided window.

Impacter Pathway helps each school select and adapt a model against:

  • screening strategy;
  • schedule;
  • staffing;
  • available space;
  • device access;
  • privacy and noise;
  • accessibility needs;
  • administration roles;
  • make-ups and absences; and
  • other local conditions.

The questions that sharpen the choice are practical ones. Is there a common advisory or class period? How can screening occur without unnecessary disruption to instruction? Will students be comfortable giving spoken responses in the proposed setting? What level of physical privacy is appropriate, and would privacy dividers or smaller groups serve better? Is another school space available? What devices and audio equipment are required? Who will administer? How will make-up sessions run?

The Models Are Options

The seven models are starting points for local planning, not prescribed configurations. A school may combine them, adapt one, or arrive at something the playbook does not describe. The playbook ↗ also covers cadence and scheduling, accessibility and language supports, and how the screener is introduced to students.

Accessibility And Language

Implementation planning includes students with disabilities and linguistically diverse students. Local teams consider the accommodations and procedures already in place for each student, including those identified through an individualized education program or another established process. Depending on the student, that may mean small-group administration, individual administration, a different setting, or a modified presentation consistent with an existing accommodation. Models 3, 4 and 5 in the playbook are the usual starting points for these arrangements.

Family communication reflects the actual linguistic context of the community. Some participating communities include families who speak languages carried largely through speech rather than writing. Translating a written notice into such a language does not by itself give a family meaningful access to what is being proposed. Telephone interpretation, in-person interpretation, or another local communication practice may be the appropriate route. Each LEA determines what is appropriate for its families.

Communication Resources

Participating LEAs have already identified resources they want: brief student-facing presentations to run before screening, scripts for the teachers, counselors, or other staff administering it, frequently asked questions, family communication materials, privacy information, and consent resources. Impacter Pathway provides access to its Customer Success and Enablement library, including consent functionality where an LEA's consent model requires it.

Resources are selected or developed according to what a site needs. Schools do not all receive the same package, because they are not all answering the same questions or communicating with the same families.

The First Administration

Impacter Pathway provides onsite support for each site's first screening administration. That presence helps the administration run well and lets the local team see how the process works so they can take more of it on next time.

A debrief follows the first administration. The team reviews what worked, how students responded, where administration created friction, whether the setting gave adequate privacy, whether the schedule and staffing were right, whether communication to families and staff was sufficient, what should change before the next window, what site staff are ready to run themselves, and what support they still want.

What The Debrief Is For

Each administration should require less external support than the one before it. The debrief is where that transfer is planned, and what it agrees becomes the starting point for the next strategic planning conversation.

Activity 3.3 is the training and capacity-building curriculum this plan draws on. It is cited here rather than reproduced. · Exhibit A Section VI, Deliverable 3 · Nine required elements · Implementation Workplan Activity 3.5