DRAFT. Managing Entity Annual Business Operations Plan FY SUBMITTED AUGUST 1, Broward Behavioral Health Coalition

Transcription

1 Program Guidance for Contract Deliverables Incorporated Document 3 Managing Entity Annual Business Operations Plan FY SUBMITTED AUGUST 1, 2014 Broward Behavioral Health Coalition Program Office Last Update: April 22,

2 Instructions This plan will provide: An outline of the system of care; An operational plan for the current state Fiscal Year; and An outline of the managing entity s strategy for the current state Fiscal Year. This plan will be approved by the Department, and will be subject to oversight throughout the life of the contract. It shall be completed simultaneously with the COST ALLOCATION PLAN, which will provide the basis for the Managing Entity s strategy to report expenditures. The two plans are not intended to be mutually exclusive, and each will inform the construction of the other. This plan will demonstrate the methodology the Managing Entity will use to capture service level data, and the management strategy for the system of care. This plan consists of three parts that must be completed. The first section is the operational plan for the fiscal year. The second section is the provider inventory. The third section is the future fiscal year strategy. The Department will use this to assist in the development of the legislative budget request. The plan shall be submitted electronically, and meet the following requirements: The narrative portions of the plan must be submitted as a Microsoft word document, formatted with single spacing, and no more than 11 point font. Quantitative data included in the narrative portion of the plan must also be submitted as a Microsoft Excel spreadsheet. The Managing Entity has an obligation to ensure sufficient transparency to support ongoing verification of adherence to the plan. 2

3 OPERATIONS PLAN The annual Operations Plan shall contain the following minimum elements as discussed in detail below. SECTION 1. GOVERNANCE AND ADMINISTRATION SECTION 2. PROVIDER RELATIONS AND DEVELOPMENT SECTION 3. SERVICE MANAGEMENT SECTION 4. CUSTOMER SERVICE AND CONSUMER AFFAIRS SECTION 5. PROJECTED COMMUNITY NEED, AND SECTION 6. ANTICIPATED SERVICE TARGETS SECTION 1. GOVERNANCE AND ADMINISTRATION This section shall address: 1.1 Mission The managing entity shall include a statement regarding the development, implementation, administration, and oversight for the behavioral health safety net system of care. Broward Behavioral Health Coalition, Inc. (BBHC) was created in 2011 and was selected by the Florida Department of Children and Families (DCF) as Broward County s Managing Entity (ME) for mental health and substance abuse services. BBHC enjoys a diverse, committed Board of Directors comprised of community stakeholders, consumers, and a limited number of providers. BBHC contracts with Concordia Behavioral Health Inc. (Concordia) to provide some of its contracted management functions. BBHC works with providers, consumers, and community stakeholders and BBHC s Board of Directors towards the implementation of BBHC s vision which is to ensure a responsive and compassionate behavioral healthcare experience for people in our (Broward s) community. Our mission is to advocate and ensure an effective and efficient behavioral health system of care is available in Broward County that promotes improved access to care, service continuity and provide for more efficient and effective delivery of behavioral health services. BBHC has adopted the following system of care values: Consumer driven, Cultural competence, Compassionate service, Efficient management, Innovative system, and Fiscal integrity. BBHC conducted a SAMH needs assessment in collaboration with the provider network, FAME, FADAA, FCCMH. This needs assessment identified a $111,325,201 need in additional behavioral health services for the System of Care in Broward County. Additionally, BBHC was part of Broward County Needs Assessment process where health and behavioral health needs were identified (document available upon request). 3

4 This organizational overview shall include service objectives, and anticipated outcomes from the operation of the managing entity. BBHC s System of Care is comprised of the Children s System of Care and the Adult System of Care. Each of these systems provides behavioral health services to the individuals and families in need. BBHC works to identify service needs and gaps, prioritize them in the system of care, and then together with the Board of Directors, the provider network, and other community stakeholders and partners work on solution focused approaches to address those needs and gaps. CHILDREN S SYSTEM OF CARE Broward has benefitted from the experience and implementation of a System of Care SAMHSA Grant, One Community Partnership that has enriched the children s mental health system by a committed partnership amongst Broward County, Children s Services Council, DCF, and many other local stakeholders. BBHC has sustained the gains from that grant including a well-funded wraparound initiative for children and families in Broward County. The community has also maintained the Funders Forum which is a group comprised of all of the local funders of the children s system of care that coordinates funding and the service array to ensure that the funding for prevention, intervention, and treatment services are coordinated and maximized. Additionally, the Forum financially supports county wide initiatives to improve the quality of service delivery. BBHC Board of Directors has a System of Care Committee that includes community stakeholders and providers to oversee and receive feedback on services needs and gaps. In the BBHC behavioral health needs assessment there was $25,392,372 identified for the Children s System of Care in Broward County. This need was also substantiated by the County survey which identified a variety to services and support needs for children from birth to 21. (The Broward County Human Services Department Comprehensive Community Need Assessment is available upon request.) Based on the identified needs from the above mentioned assessment, below are identified service objectives and outcomes: Transitioning Youth from the Children s System of Care to the Adult System of Care: One of the identified gaps is the services for youth transitioning from the children s system to the adult system of care. Often youth coming out of the children s system fall through the cracks as each system has very different array of services and requirements. To address these issues of transitional youth, BBHC collaborated with Broward County and other community stakeholders and applied and was awarded SAMHSA s System of Care Expansion Planning Grant. This grant will begin on September 30, Our objective is to complete the one year of planning for youth from 14 years old to age 21 and submit a proposal to SAMHSA to fund the implementation of services for transitioning youth. The First Episode Psychosis (FEP) Program just awarded to BBHC will be crucial to address the needs of youth and young adults in this planning grant. The overall anticipated outcome is that transitioning youth will have the consumer and family driven services and supports needed to successfully transition to adulthood. To Obtain 20 SIPP beds and Facilitate Access to Care: There is a lack of SIPP beds for both Medicaid eligible youth as well as for non-medicaid eligible youth. BBHC has received a very limited allocation of funds for non-medicaid youth. As a result, community children in need of SIPP placements without Medicaid or other insurance have limited access to this level of care. BBHC s objective is to provide immediate access to services to youth and families in need. BBHC funds the YES (Youth Emergency 4

5 Services) Team that functions as a mobile crisis team for children and their families. BBHC has developed an Expanded YES Team as a pilot that offers limited interim services. A special feature of the YES Team is the incidental cost center that allows for the individualized treatment plan to be implemented in accordance with each child and family s needs. The Incidental cost center is flexible funds that are essential in successfully supporting wraparound services. We will continue to advocate for increasing the funding for SIPP placements so this will be available for youth in Broward County. To Obtain a Children s Assertive Treatment (CAT) Team for Broward County: The state has received funding two years in a row to award and expand the CAT allocation. Given Broward County s dense population and the numerous children waiting for SIPP placements it is imperative that Circuit 17 be funded for CAT Teams. If Broward County is allocated a CAT Team this will provide a more intensive multidisciplinary community treatment alternative not currently available. In addition, the CAT Team would serve to divert some of the SIPP placements which would be both cost-effective and reduce out of home placements. BBHC is the only ME that has not been awarded a CAT Team. Child Welfare/Behavioral Health Integration: BBHC implemented the Family Engagement Program, a team of Peer Specialists housed at the Broward Sheriff s Office (BSO) which provides Child Protective Investigations (CPI) for Broward County. BSO CPIs refer cases where suspected parental substance abuse and/or mental health issues may place children at risk of harm. The team engages families into behavioral health treatment and eliminates barriers that keep families from getting services. This has been a very successful initiative where the engagement of challenging parents to services has increased diverting children from the Dependency system and protecting them from harm by immediately linking them to services by a well-trained peer specialist team. This initiative, in collaboration with providers of behavioral health services, closes the loop on non-compliant parents by reporting to the abuse hotline and FSFN progress or lack thereof. The outcome form this initiative is to divert families from the dependency system and to protect children from harm. Recovery Group Homes In addition, BBHC has begun to work closely with the local CBC, ChildNet to develop Recovery Group Homes as it has been a challenge to meet the needs of the youth in the child welfare system while they are using drugs and alcohol. It is critical to insure the staff in these group homes provide services and support for recovery in order to sustain the benefits of treatment. The objective is to ensure services are available to child welfare youth that have substance abuse/co-occurring needs. The outcome is that more child welfare youth with benefit from living in drug-free environment that facilitates their recovery. The Pregnant Post-Partum Funding Allocation is supporting treatment for women with dependent children identified in need of substance abuse services. The objective is to provide immediate access to services. The outcome of this initiative is that we were able to expand the capacity of this service to serve more pregnant and post-partum woman with their children in a comprehensive residential program that serves the family. Promoting Clinical Training in Evidence-Based Practices (EBPs) is another special feature of our system of care. This is a cost center that focuses on ensuring that direct service staff have expertise and provide state of the art treatment to our community. BBHC has an ongoing learning collaborative with the Medical School at the University of South Carolina to provide formal training and coaching to enhance the capacity of delivering Trauma Focused Cognitive Behavioral Therapy. BBHC has included the network 5

6 providers and additional community partners in this evidence-based practice community based learning collaborative. Additionally, BBHC has and will continue to provide various EBP training opportunities that address the needs of our community. The outcome is an enhanced service delivery system that includes a multitude of clinical strategies and experts. Juvenile Addiction Receiving Facility (JARF) Service Needs: One of the needs identified during FY was the lack of a JARF in Broward County. BBHC has successfully worked with one CSU provider and DCF in designating the CSU as a JARF. The outcome is that this additional level of care has benefitted the community youth, especially our CBC partner, as children identified in need of substance abuse treatment or co-occurring disorders are now able to be Marchman Acted into a secure setting and be protected from further deterioration. Utilization Management (UM) BBHC launched its Utilization Management Program in June 2013 for residential levels I and II, SIPP, and Therapeutic Group Home levels of care. The objective is to ensure that individuals placed meet the clinical criteria and receive the appropriate level of care. Placements occur according to a centralized waiting list by level of care. The outcomes include the availability of UM reports to provide necessary data and trends to identify community needs and better manage the system of care. ADULT SYSTEM OF CARE BBHC is working with community partners, stakeholders, providers, and consumers in developing a System of Care as reflected in BBHC s vision, mission, and values. To accomplish this BBHC has been working to identify strengths, needs, and gaps in the system. Broward County Human Services has completed a comprehensive needs assessment. Additionally BBHC conducted a SAMH needs assessment identifying a need of $85,932,829 in the adult System of Care. Based on the identified needs from the above mentioned assessment, below are identified service objectives and outcomes: Mental Health Court: Broward County benefits from having the first Mental Health Court in the United States. The adult System of Care has the largest forensic commitment rate in the State of Florida. Many of the mental health resources are focused on addressing the myriad of needs of the forensic population. BBHC s objective is to shift the focus of the System of Care from a crisis forensic mode to a preventive civil one, ensuring that the adult System of Care prioritizes civil individuals access by diverting them from the criminal justice/forensic system. The outcome is to provide easy access to services to clients identified in the civil system. Increase the Number of Law Enforcement Officers Trained in Crisis Intervention Team (CIT): Broward has had a CIT Program for over eleven (11) years. During the past fiscal year BBHC provided a full time CIT Coordinator to engage all law enforcement agencies to participate in the CIT Training and to have their workforce trained. Currently, Broward has over 700 police officers trained. The outcome is to train 150 additional officers in FY Diversion from the Criminal Justice System: BBHC s objective is to facilitate collaboration between the Broward County Court System (including Drug Court, Veterans Court, Misdemeanor Mental Health Court, Felony Mental Health Court, Drug Court, Dependency Drug Court, and Misdemeanor Drug Court), 6

7 the public defender s office, the state attorney s office, and the provider network. The outcome is to divert individuals and families from the criminal justice system and into appropriate treatment services. To obtain funding for a Short Term Residential Treatment (SRT) level of care not available at this time in Broward County. The lack of a SRT creates a gridlock in our system of care. Individuals needing access to this level of care are taking up limited beds in the CSUs and other receiving facilities waiting for placement in state treatment facilities. In addition, the lack of a SRT results in an increase in our forensic system due to individuals with SMI getting in trouble with the criminal justice system. The objective is to continue to advocate for this level of care. The outcome is to eliminate system gridlock and to obtain funding for a SRT. Housing: There is a tremendous need to expand the availability of housing with supports and wraparound services for the adult population. The objective is to collaborate with housing partners and community providers to develop housing with supports. The outcome is to ensure that individuals being discharged from higher levels of care have appropriate housing options. Virtual Visitation Pilot: BBHC has submitted to Tallahassee a proposal for a Virtual Visitation Program. This pilot project will allow forensic specialists to visit their clients and participate in treatment team meetings to assist in expediting the discharges from the hospital, among other outcomes. This is a cost effective innovative method that would benefit the consumer and the system of care. Pilot was just approved in June of Implementation will begin this fiscal year. Addiction Receiving Facility (ARF): became operational in April of 2014 as a result of BBHC s successful negotiation with one of the CSU providers to become dually designated to address this need. The objective is that this service not only benefits adults needing secure detoxification and substance abuse treatment, but also young adults in the child welfare system and parents in need of this level of care, as well as young adults. The outcome is that individuals are no longer inappropriately utilizing the Baker Act facilities for substance abuse treatment and people are receiving the services they need. To Support and Grow the Consumer/Family Network: BBHC just negotiated a contract with South Florida Wellness Network, a Consumer-Run Network where peers can address issues and offer training. BBHC envisions having representatives from adults, youth, and parents of youth that are receiving services through the system of care be part of the organization. The objective in FY is to hire an executive director and staff and develop an inclusive network. The outcome is that this network will take the lead for offering trainings, advocacy, and provide support services. Restructure Competency Restoration Training Program: A review of the existing program was conducted and identified improvement opportunities. This was negotiated with the provider. The objective is an improved program that is more intensive and time limited. The outcome is an increase in individuals being restored to competency and serving those individuals that clearly meet the criteria as BBHC s target population. 7

8 1.2 Operations The managing entity shall include a description of: The planning and development process for the system of care that assists provider infrastructure to be prepared for the shifting funding environment and maximizing limited block grant dollars for those individuals, services and activities not otherwise funded through other sources. During FY 14-15, BBHC will adopt the Block Grant requirements by implementing the following process in order to assist the provider network with their financial endeavors: Continue to enhance our CBA application with Block Grant requirements in order to bring a more efficient process to the networks billing cycles and to our provider network. Incorporate all OCAs and Block Grant Requirements to the Provider Invoice Form and ensure that totals are reconciled and supported by the data available in the Provider Portal. Ensure that BBHC is able to utilize its contracted funding to the greatest extent possible. Fully incorporate new OCAs into Billing and Financial Management Processes down to the level of service specific to the Block Grant and Attachment 1 requirements. Implement a measure within our CBA application which tracks matched, banked and utilized units. Support the BBHC invoice and financial management plans via the provider invoicing. Continue to support Reconciliation of the CBA reports per funding, expenditures and lapsed dollars by contract. DVI enhancements taking into account OCA structure going down to the cost center level and services with completed enrollment/admission record. Establish more definitive monthly, quarterly, and annual timeline for deliverables of financial reporting and reconciliation as per new Attachment 1 contract. Electronic reconciliation of the Managing Entity s audit report and data information system for Individuals Served. Automated processes for state and federal data analysis and reporting. The implementation of BBHC s Credentialing Program included the process this past year of Pre-Qualifying its existing providers as part of the BBHC Provider Network. The Pre- Qualification process includes assurance that providers conduct financial screening of all served consumers to ensure third party payor sources, Medicaid, Medicare and other local resources are utilized and for assurance that BBHC funds support individuals with no coverage, no benefits and for services not covered. 8

9 It is anticipated that Federal Block Grant and State of Florida funding for behavioral health treatment services will be available for the portion of the population below 138 percent of the poverty level and not insured. Estimates for Broward County of this population are from epidemiological data prepared by the United Way of Broward County s Commission on Substance Abuse and preliminary data submitted to the Department of Children and Families Behavioral Health Advisory Work Group. These calculations are based on Broward County data from the US Census estimates for 2013, the National Survey on Drug Use and Health Substate Data for (released in 2012), and estimates of the population below 138 percent the poverty level and not insured from the Behavioral Health Advisory Work Group for the Florida Department of Children and Families and the American Community Survey. Among Broward County s total population of 1,838,844 there are an estimated 138,555 (or 7.5 percent) who are below 138 percent of the poverty level and are uninsured including: 4,574 person with a serious mental illness in the past year, 6,510 persons needing but not receiving treatment for alcohol use in the past year, and 2,201 persons needing but not receiving treatment for illicit drug use in the past year. The implementation strategy for the business operations of the system of care to include: Development, redesign and/or implementation of improved provider billing practices, including practice management and accounts receivable systems that address billings, collections, risk management and compliance; BBHC will continue to make efforts related to the new Attachment 1 along with any Block Grant requirements within our CBA financial application. The system has already reached high levels of success within the following areas: Timely tracking of invoice submission and accuracy. Track payments by Cost Center level, OCA level, and Federal and State Block Grants. Our Data Versus Invoice (DVI) report captures utilized units, banked units and will also track matched units as of this FY. Our DVI will be tracking mandatory admissions along with services events which are utilized when validating all provider payment requests. Our CBA Application will continue to be enhanced as required by our contractual agreement. Coordination of benefits among multiple funding sources, including insurance and MHBG/SABG funding; and Adoption of health information technology that meets meaningful use standards; and Ensure that BBHC complies with all DCF contractual agreements along with all Attachment 1 updated requirements. 9

10 Electronic reconciliation of invoices submitted to the Department, including reconciliation of the amount of funding and services specified in this contract. Continue work with DCF to obtain improved access to the AHCA Medicaid Enrollment database for eligibility verification. Concordia Behavioral Health (CBH) and BBHC will continue to work with our development partners in order to continue enhancing our provider portal taking into consideration Meaningful Use requirements. CBH will continue to work with our development partners in order to continue enhancing our provider portal taking into consideration Meaningful Use requirements IOS Health System which is our development partner is Meaningful Use compliant from an EHR stand point. Meaningful Use guidelines come into play on the EHR side. All BBHC providers should have a contract in place with an EHR vendor at this point. BBHC requires that all providers have an EHR agreement with a certified provider and this will be implemented by January The provider portal meets all standards for tracking outcomes and reporting. Implementation of clinical strategies, including standards for the system of care that provides a coordinated cross-sector approach to services, including primary care, and address the needs of youth with substance use problems. BBHC has required that all subcontracted network providers establish a formal Memorandum of Understanding with a Federally Qualified Health Center or local Hospital District for the provision of primary health care. BBHC provided Motivation Interviewing training which included a train-the-trainer track to increase capacity and set up the System of Care infrastructure to maintain this EBP for working with individuals challenged with behavioral health issues. BBHC has developed and rolled out a Credentialing Program which includes the credentialing of provider agencies and ensuring a minimum standard in regards to the professional qualifications of persons staffed at subcontracted network providers to conduct assessment services and case management services. The minimum requirements for BBHC funded assessment services ensures that assessors at all funded behavioral health provider agencies have basic knowledge of mental health, substance abuse, co-occurring disorders and trauma-informed care. This Credentialing Program has been developed to ensure that all children, adolescents and adults entering into the system of care be evaluated by assessment clinicians who are able to identify all clinical needs and make the appropriate treatment and service recommendations and linkages. Scheduled monitoring activities for the year. BBHC develops an annual Contract Accountability Review schedule. Based on an annual Risk Assessment completed for each subcontracted provider an annual monitoring schedule is developed. This schedule will be available after August 1 and is provided to the Department s assigned Contract Manager via . The Risk Assessment factors the services to be delivered; the value of the contract; history of compliance; financial 10

11 status; and history of complaints. The Assessment assists in determining the frequency of monitoring; the scope of future monitoring; and the type of monitoring (Administrative and/or Programmatic) needed. BBHC conducts monitoring via Desk and/or Onsite Visits. Upon completion of the monitoring, a Contract Accountability Review Report is prepared and sent to the provider within thirty (30) calendar days. The Report includes deficiencies, recommendations for improvement, and any corrective action required of the provider. While the Provider Relations Department retains responsibility for all monitoring activities, the process is collaborative and includes information and feedback on a provider s performance from the Billing, Quality, Utilization Management, and Data Departments. Implementation of statutory and regulatory requirements. BBHC adheres to, in part, the Department Operating Procedure 75-8; 65E-14, Florida Administrative Code; chapters 39; 394; 429; 435 Florida Statutes; 58A, Florida Administrative Code; Title XXI, Behavioral Health Network (B-Net); 65E-4, Florida Administrative Code; 65E-11, Florida Administrative Code;65E-14, Florida Administrative Code; 65E-15, Florida Administrative Code; and 65E-26, Florida Administrative Code in conducting monitoring activities. Monitoring tools reflect the requirements of applicable federal and state requirements and BBHC policies, procedures, and contract terms and conditions. BBHC subcontracts with its providers and incorporates by reference the requirements of its contract with the Department. Implementation of methodology for adoption of health information technology that meets meaningful use standards for the tracking of outcomes, and reporting progress. BBHC s provider portal includes the ability for providers and BBHC to produce reports that show each provider agency s performance for the performance outcomes as identified on the provider s contract Exhibit D. This enables provider agencies to track and monitor their performance on an ongoing basis. Additionally, BBHC developed a Performance Measures Workgroup that includes both clinical and data liaisons from provider agencies. This workgroup looks at system-wide barriers to performance as well as strategies for improvement. For FY14-15, BBHC is implementing a Provider Report Card. This will provide a concise and at a glimpse synopsis of providers performance overall with performance outcomes as well as other areas tracked, i.e. invoice submission & data integrity, participation in BBHC initiatives, i.e. SOAR, Co-Occurring. Additionally, Utilization Management reports are generated out of submitted provider data which includes highlighting high-cost and high-utilizer consumers for identifying opportunities to both reduce cost and improve outcomes for those individuals. BBHC meets with the systems each serving this target group in order to look at integrating and coordinating service efforts. 11

12 How outcomes will be realized. CBH s provider portal captures a wide range of different reports as required by the DCF. CBH and BBHC will capture outcomes within the following report: Provider Portal Outcome measure reports Utilization Management Reports These measures will also be communicated and reviewed with providers during Data/Performance Measurement Workgroups and Utilization Management Workgroup, as well as presented to BBHC s Board of Directors. Analysis of the strengths, weaknesses, opportunities, and constraints of the organization. Strengths: Current Reporting Capabilities Full network data accessing and uploading Error reduction within data upload Above 95% data submission Weakness Not all performance outcome measures are met Limited Housing Opportunities for Consumers Limited Funding Lack of Employment Opportunities for Consumers Lack of sufficient Substance Abuse treatment funds for parents Opportunities Continue to provide training and technical assistance to providers so they can meet their contractual agreements Constraints Changes to data OCA structure Change in performance measure algorithms DCF changing requirements 1.3 Strategic Objectives Specify the key objectives for the system of care. Include specifically in this system of care the following: Promoting the most effective prevention, treatment, and recovery practices for behavioral health disorders; BBHC supports the use of evidence-based practices (EBP); research-based practice with proven successful outcome(s), throughout its system of care service delivery. BBHC conducted an EBP survey in order to determine what EBP and best practice methods are utilized within our system of care. The survey results are utilized to identify training needs and interests. Based on the provider EBP survey completed in July 2014, the BBHC system of care includes the provision of fifty-five (55) different EBP models. The 55 evidence-based practice (EBP) models reflect a varied and diverse range of clinical and service strategies in working with a broad range of individuals. Included are EBPs to address substance abuse, 12

13 mental illness, co-occurring disorders, trauma, homelessness, consumer-driven care, and resiliency. Additionally, there are EBPs being used to increase and maximize the engagement of those resistant to change and strategies targeted for children and families. (Report available upon request) As part of BBHC s commitment to and support of the implementation of EBPs, since last year s survey, BBHC has provided various training opportunities including WRAP (Wellness Recovery Action Management), Motivational Interviewing, Motivational Interviewing Train-the-Trainer, Trauma Focused Cognitive Behavioral Therapy, SSI/SSDI Outreach, Access & Recovery (SOAR), WHAM (Whole Health Action Management). BBHC has established a cost center so that provider agencies may be reimbursed for time that direct care staff use for participating in EBP training. This reimbursement supports training initiatives. BBHC has supported the CIT (Crisis Intervention Team) Program through one of our contracted providers. Their full-time CIT Coordinator collaborates with all of the local law enforcement agencies and community partners to expand the CIT Program so that more officers/deputies will be trained in mental health and substance abuse issues, in addition to numerous other topics. Through this program, consumers will be diverted from the criminal justice system and have greater access to the treatment they need. CIT is a nationally recognized model program that incorporates a 40 hour training to insure that consumers are treated in a humane manner and the police are better equipped to deal with individuals experiencing a crisis. The CIT Coordinator organizes the CIT Training and is also available to provide consultation with law enforcement on crisis issues and available resources. BBHC has developed a Credentialing Program to ensure agencies professional staff have active licenses and certifications, as applicable, in good standing. BBHC has developed minimum criteria for case management and assessment staff to ensure relevant credentials, professional experience and training. In establishing a minimum standard of professional qualifications to deliver assessment services, BBHC ensures those assessment providers have basic understanding and knowledge of substance abuse, mental health, co-occurring clinical issues and trauma informed care to in turn ensure that the initial assessment process thoroughly identifies all clinical needs and makes appropriate treatment and service recommendations. Minimum standard for case managers also includes basic knowledge of mental health, substance abuse, trauma informed care and the SOAR process. BBHC has initiated and leads a system of care wide SOAR initiative. SOAR (SSI/SSDI Outreach, Access, and Recovery) is a best-practice method designed to increase access to the disability income benefit programs administered by the Social Security Administration (SSA) for eligible individuals who are homeless or at risk of homelessness and have a mental illness and/or a co-occurring substance use disorder. The SOAR initiative not only includes BBHC having previously provided SOAR live training but the commencement and ongoing work of the SOAR Steering Committee. The committee members include BBHC, provider agencies, the SOAR Technical Assistance Center supported by SAMHSA and the DCF State SOAR Lead. The Steering Committee meets approximately monthly to address barriers and identify strategies to optimize SOAR outcomes. BBHC has assisted the participating agencies in getting registered and utilizing the OAT (Online Application Tracking) system, funded by SAMHSA for tracking SOAR outcomes. This initiative is key in ensuring consumers access SSA benefits as eligible, and BBHC funding is reserved as last resort. 13

14 BBHC has also begun touring and visiting its residential providers. Program visits include review of schedule of activities and staffing patterns to ensure that programs are optimally co-occurring capable and competent, as is applicable, and to ensure program activities and staff expertise support recovery, consumer-driven care and provide the necessary resources to help each consumer achieve their optimal potential for independence and community living. As part of the system of care oversight, BBHC implements quality improvement initiatives to ensure quality services that can best meet the needs of consumers served. One initiative is a newly developed Secret Shopper CQI program in which individuals will call subcontracted provider agencies, utilizing call templates, to inquire about services. The purpose of the Secret Shopper initiative is to ensure provider agency staff who are typically those consumers and families first come into contact with are knowledgeable about available services, provide a welcoming environment and make appropriate effort to initiate services as indicated, and ensure compliance with Federal Block Grant requirements. For Prevention: BBHC and the United Way of Broward County s Commission on Substance Abuse incorporate the steps of the SAMHSA Strategic Prevention Framework in the development of the Comprehensive Community Prevention Action Plan(CCPAP) including: Needs and Resource Assessment Capacity Building Strategic Planning Implementation with community prevention providers and others Monitoring and Evaluation Prevention providers will engage the CCPAP by identifying which Goals and Objectives of the CCPAP they will address incorporating one of the five SAMHSA prevention strategies and related evidenced-based programs and activities. This will link process evaluation for units of services provided to short-term, intermediate, and long-term outcomes. Thus, Broward County and the BBHC will be able to better demonstrate the impact of its funded prevention services. Assuring behavioral health care is person-, family-, and community-centered; BBHC s management team includes a Consumer Relations Specialist. This individual brings to the team the viewpoint and expertise of the consumer experience. This staff member is also a certified peer specialist who serves as the BBHC managing entity liaison for consumer run programs and advocacy groups and local consumer councils. This staff person participates in the local ADM Planning Council, the Florida Peer Support Coalition, and the newly developed Consumer Advisory Council. BBHC assisted in the development of a Consumer Advisory Council that includes consumer and family representation from the adult and children s mental health and substance abuse systems, child welfare, and forensic system. This Council includes a parent of a child with special needs and a youth consumer. The Consumer Advisory Council of the BBHC Board of Directors serves to provide information and direction to BBHC for ensuring consumer and family driven service delivery. 14

15 The BBHC Board of Directors includes consumer representation. The award of the One Community Partnership 2 Planning Grant will provide BBHC the opportunity to build upon an already existing collaboration with system of care partners and stakeholders in setting up additional systems to enhance and sustain person-centered, family and consumer driven care. The population of focus will be youth who are transitioning from the children to adult system. BBHC has also assisted in the development of a new organization, the South Florida Wellness Network. This is a consumer-run organization that will house and provide advocacy, education/ training, and support services. As part of the development of enhanced evidence-based practice (EBP) service delivery, BBHC has provided WRAP (Wellness Recovery Action Plan) training including a train-the-trainer series to enhance capacity and sustainability of this EBP. BBHC not only has trained consumers but also program professional staff and case managers so that as consumers enter the system of care, programs have the internal capacity to help all consumers develop an individualized WRAP plan, a tool that the consumer owns, takes with them, and can utilize day to day to sustain and build on recovery. Prevention: The CCPAP incorporates strategies for youth, adults and families, as well as Communities and Municipalities for the Goals and Objectives of the community plan. Ensuring the availability of HIV and TB services for individuals receiving substance use disorder treatment services. The availability of these services is monitored via annual Contract Accountability Reviews to ensure each applicable provider within the BBHC Network: 1) gives priority consideration to federally defined priority populations; 2) providers have developed and implemented policies, procedures, and practices to identify client service needs and when appropriate, refer the client to another service agency (this includes Federally Qualified Healthcare Centers (FQHCs), local health department, and local hospitals); 3) development and execution of memoranda of understanding/agreement formalizing partnership with healthcare providers to screen and test clients; 4) outreach efforts that target high risk clients; and 5) training of provider staff in cooccurring needs and resources (internal and external to the provider). Encouraging effective coordination within the behavioral health care field and between behavioral health care providers and other health care, recovery, and social support services; A major community prevention and intervention initiative has been the incorporation of the evidence-based Screening, Brief Intervention, and Referral to Treatment (SBIRT) process for year olds linking prevention, treatment, and health care providers. 15

16 Trauma-informed system of care supporting behavioral health consumers and survivors of trauma; BBHC recognizes the vital need for trauma informed and trauma focused services. Both BBHC and DCF have facilitated Trauma-Informed Care (TIC) Training in partnership with SAMHSA being brought to Broward County to expose provider agency staff, consumers, law enforcement, and other stakeholders to this philosophy. As we are moving to a system-wide culture of traumainformed care, we have made this a priority. The likelihood of consumers involved in the behavioral health system having experienced trauma has now become more of an expectation, rather than an exception and staff need to embrace the TIC model. BBHC has also facilitated the Trauma Focused Cognitive Behavioral Therapy (TF CBT) Community Based Learning Collaborative in partnership with the Medical University of South Carolina. This collaborative has trained clinicians, referral sources and agency senior leadership regarding best use of this EBP. Clinicians trained are eligible for national certification. BBHC has partnered with local community stakeholders to secure resources for continuing the TF CBT learning collaborative for a second year towards building capacity. The BBHC system of care providers also utilize additional Trauma Focused EBPs including Seeking Safety, Traumatic Incident Resolution / Reduction, EMDR (Eye Movement Desensitization and Reprocessing), Trauma Focused Coping Multimodality Trauma Treatment, and the Trauma Recovery & Empowerment Model (TREM). Provider agencies are able to utilize the EBP Training Cost Center to bill for the time that direct service staff spends in EBP training. The BBHC Credentialing Program, as previously described in this plan, includes assuring that provider agency staff that conduct initial assessments have training in Trauma-Informed Care. Assisting communities to utilize best practices to enable healthy living; BBHC has required all subcontracted providers to establish collaborative relationships via a Memorandum of Understanding with a Federally Qualified Health Center or a local Hospital District to ensure consumers have access to primary health care. Making behavioral health care safer by reducing harm caused in the delivery of care; and BBHC tracks and monitors reported critical incidents and complaints for the purpose of ensuring appropriate follow up activity and for mitigating risk. Additionally, BBHC conducts program reviews based on critical incident report data and received complaints and grievances. Program reviews may include on-site program visit, facility tour/inspection, review of policies and procedures, client files, staff and client interviews in order to identify areas for improvement. Fostering affordable, high-quality behavioral health care for individuals, families, employers, and governments by developing and advancing new and recovery-oriented delivery models. Since its inception, BBHC has committed to increasing the quality of behavioral health services in Broward County. Not only offering trainings in Evidenced-Based Practices, but through the Credentialing Program, providing technical assistance, and supporting provider staff professional development. This fiscal year, BBHC is utilizing the set aside funds to support the 16

17 First Episode Psychosis Program that will provide cutting edge services to individuals in Broward County, but also train those in Palm Beach and Miami-Dade Counties. BBHC aims at developing its consumer/family network to be EBP trained and begin integrating in the formal behavioral health systems by the end of FY I4-15. This year the consumer network will develop the infrastructure to train network providers on EBPs to provide consumer driven care by using WRAP throughout the network. Additionally, building the peer specialist workforce will aid providers in hiring peer specialist into their professional services. There is research that shows that peer specialists have a great success rate in engaging difficult individuals into treatment compliance by using their experience as their strength for engagement Additionally, BBHC s network benefits from three (3) drop in centers that are consumer run. Broward also has one clubhouse to serve those interested in a work ordered day. These programs offer recovering individuals a place to go and receive support from peers, as well as share leisure time in a recovery focused venue. List and describe all the assumptions made, with the ability to address the key objectives, and the potential impact if not addressed. List and describe the specific constraints that place limits or conditions on operations. Limited funding places constraints in our capacity to implement services. In addition to the silo funding sources that required amendments to move funding from its initial allocation to where it is needed in the system of care causes constraints in managing the service delivery to community needs. The managing entity shall identify at least three areas for improvement, stated in measureable terms, with target dates or timelines for completion. Indicate stakeholders involved in the development of areas for improvement. Areas of improvement Stakeholders Target Dates Expansion of ASA Adult Prevention BBHC Procurement: End of FY service units for year olds and year olds from the Baby Boomer United Way Adult Providers, as Implementation: FY15-16 generation who are reporting the appropriate sharpest increase in illicit drug use in the most recent National Survey on Drug Use and Health. Increased collaboration with other system partners such as DCF/AS and AHCA to access nursing home placements as those with dementia and physical disabilities present serious challenges in acceptance in nursing homes throughout the state of Florida. Partnership with Agency for Persons with Disabilities (APD) as many consumers have cross system needs. Alliances need to be enhanced to expedite collaboration. BBHC DCF/AS AHCA BBHC APD End of FY End of FY

18 SECTION 2. PROVIDER RELATIONS AND DEVELOPMENT This section shall address: 2.1 Mission The managing entity shall include a statement regarding what they want to accomplish for the system of care. Our mission is to advocate and ensure an effective and efficient behavioral health system of care is available in Broward County that promotes improved access to care, service continuity and provide for more efficient and effective delivery of behavioral health services. This organizational overview shall include service objectives, and anticipated outcomes from the provider relations and development perspective of the managing entity. BBHC s objective is to advocate for a full continuum of care to be available in our community. This includes obtaining the needed resources to fill the gaps, which includes the following priorities: Short Term Residential Treatment (SRT 30 beds) SIPP (20 beds Non- Medicaid Youth) CSU - (Additional 30 beds) Family Intervention Team (FIT) Support parents in the Child Welfare System Children s Assertive Treatment (CAT) Team Assist in diverting children and families from SIPP Placements Criminal Justice Diversion Team Additional Funding for Peer Support Services Housing with wraparound support The outcomes for enhancing our system of care with the above services include: Less individuals requesting access to the state hospital Less individuals in the jails/forensic system Increase family reunification with better outcomes Less children revolving through CSU More individuals successfully transition from the state hospital and from the CSU to community settings 2.2 Operations Describe the clinical standards for operations, paying particular attention to the minimization of duplicative requirements with other public funding sources, systems and procedures. The billing department will part take in the following tasks in order to assure the reduction of duplicative requirements with other public funding sources, systems and procedures: Enhance our DVI in order to assure that that 95% of providers achieve a DVI of 95% or greater (October 2014) Run a DVI reports which tracks matched funds (On-going) 18

19 Evaluate instituting the requirement of Admission records prior to service record submission in the Provider Portal allowing a great view of dual admissions (August 2014) Ensure that Provider funding is managed to maximize the number of clients (On-going) Electronic reconciliation of the Managing Entity s audit report and data information system for Individuals Served (Monthly) Describe a plan to monitor the Marketplace to ensure that individuals with behavioral health conditions are aware of their eligibility, able to get enrolled, and able to stay enrolled. BBHC has initiated and leads a system wide SOAR initiative. SOAR (SSI/SSDI Outreach, Access, and Recovery) is a best-practice method designed to increase access to the disability income benefit programs administered by the Social Security Administration (SSA) for eligible individuals. The SOAR initiative not only includes BBHC having previously provided SOAR live training but the commencement and ongoing work of the SOAR Steering Committee. The committee members include BBHC, provider agencies, the SOAR Technical Assistance Center supported by SAMHSA and the DCF State SOAR Lead. The Steering Committee meets approximately monthly to address barriers and identify strategies to optimize SOAR outcomes. BBHC has also worked with provider agencies to ensure case management and other programs are structured to support the SOAR initiative and to ensure staff have the training and administrative support to be able to complete the SOAR application for all potentially eligible consumers. Programs work in collaboration with their agency billing teams to review cases being billed to BBHC towards identifying consumers who may be eligible for SSA program benefits, not currently enrolled. This initiative is critical in ensuring consumers access SSA benefits as eligible and ensures BBHC funding is reserved as last resort for those who are not eligible and for services not covered by SSA benefits and other available funding sources. Describe how clinical standards for operations will address particularly vulnerable populations with evolving needs. BBHC has developed and rolled out a Credentialing Program which includes the credentialing of provider agencies and ensuring a minimum standard in regards to the professional qualifications of persons staffed at subcontracted network providers to conduct assessment services and case management services. The minimum requirements for BBHC funded assessment services ensures that assessors at all funded behavioral health provider agencies have basic knowledge of mental health, substance abuse, co-occurring disorders and trauma informed care. The Credentialing Program has been developed to ensure that all children, adolescents and adults entering into the system of care be evaluated by assessment clinicians who are able to identify all clinical needs and make the appropriate treatment and service recommendations and linkages. The minimum professional qualifications for case management services funded by BBHC include training in trauma-informed care, SOAR and WRAP to ensure consumers are identified who are eligible for SSA program benefits and so the case managers are knowledgeable about WRAP so they can in turn help consumers develop and evolve their individual WRAP plans. Additionally, BBHC participates in the DCF Local/Regional Review Committees with community wide collaboration in which the primary children s funding sources come together to address system barriers to meet the needs of the most challenging cases that cross systems. 19

20 BBHC s implementation of the Utilization Management (UM) Program ensures a system in which individuals who are placed in the highest and most intense levels of care require such levels of care. Additionally, those cases are staffed on a regular basis by the UM program and treatment provider to ensure continued need for services and to identify most appropriate step down plan. Describe the review strategy for Network Service Provider contracts, including performance measures developed. BBHC conducts regular monitoring of the provider network based on the risk assessment. These monitoring are conducted by either a desk review or on-site monitoring depending of level of risk. BBHC is implementing the provider Report Card for FY The Report Card will be completed quarterly and provided to each subcontracted service provider. The Report Card will serve as an overview of the provider s performance including invoicing, data submission, meeting required performance measure outcomes, utilization management of allocated funds, compliance with TANF certification, BBHC utilization management program, consumer satisfaction surveys, and other contractual requirements. The Report Card will serve as a tool for both provider agencies and BBHC to identify areas of needed improvement and training and technical assistance needs. Contract Accountability Reviews as well as program reviews as part of follow up activity in response to reported critical incidents and complaints also serve to ensure network provider contract compliance and quality of care service delivery. BBHC s Performance Measures Workgroup meets to identify barriers to achieving the outcomes and develops strategies for improvement. Describe Network Service Provider engagement efforts, including how progress or change will be communicated, opportunities for partnering with other public funding sources to reduce duplication and overlapping of service, continuity of care, and integration activities. BBHC holds quarterly provider meetings in order to ensure a formal venue for information dissemination and to engage network providers in BBHC initiatives and operations. Network provider suggestions and recommendations are utilized towards the development and enhancement of system initiatives. Additionally, BBHC sends electronic provider updates approximately weekly that includes reminders for upcoming meetings, trainings and community events, policy updates and other relevant information that may impact system of care services. Engagement of new network providers will take place through a prequalification process, credentialing process and qualification of professionals for certain services. These processes will be advertised via BBHC s website as necessary and will be communicated to the existing network. Presently, BBHC collaborates and partners with other community funders such as Broward County, the United Way, and Broward s Children Services Council to maximize resources and minimize duplication. Since AHCA just finalized the implementations of the MMA s BBHC plans to engage in negotiations to maximize their resources and explain the needs of the SMI and SED population. Additionally, BBHC has successfully engaged the two FQHCs in agreeing to sign MOU s with all network providers. Also the two tax assisted hospitals are part of the partnership. This effort has assisted in a better integration of behavioral and primary health. 20

21 BBHC participates in the Funders Forum of all children s services funding entities. The Forum addresses system needs, barriers and gaps as well as strategies to minimize service duplication and maximize resources. For the adult population, BBHC leads the SOAR initiative, as previously described, to ensure adult consumers are knowledgeable about and enrolled in applicable SSA program benefits so that BBHC funds may be utilized for those ineligible and for services not covered by alternative funding sources. Describe the provider dispute resolution process. BBHC also has a formal process for addressing complaints and grievances. BBHC has subcontracted its CQI systems to Concordia Behavioral Health (Concordia) which manages complaint and grievance resolution. This process includes conducting program reviews, interviewing consumers and program staff, towards identifying root cause and opportunities for service delivery improvement. Describe how provider capacity will be built for third-party contract negotiations; e.g., negotiating contracts for participation in a qualified health plan, or Medicaid managed care plan. BBHC requires that all network providers obtain applicable Medicaid provider status and/or MMA plan network status so that services covered by Medicaid MMA and other Medicaid plans are covered by those respective Medicaid programs. 2.3 Strategic Objectives Specify the key objectives for the Network BBHC s key objectives for the service network include ensuring a complete continuum of care that meets the community needs and provides quality of care evidence-based prevention, intervention and treatment modalities. BBHC partners with community stakeholders in making system of care adjustments to address identified needs, gaps and barriers. Additionally, BBHC has submitted Legislative Budget Requests (LBR) in efforts to obtain needed funding to implement a Short Term (locked) Residential (SRT) Treatment Program, not currently available in Broward as well as funds to address the need for additional CSU and SIPP beds. BBHC participated in the statewide needs assessment process in July To ensure that existing services meet quality standard, BBHC conducts contract accountability reviews and program reviews based on each network provider s risk assessment. Program monitoring activity looks at service delivery environment, clinical strategies, consumer satisfaction, and program outcomes. Additionally, BBHC provides training to the system of care provider agencies to increase capacity of evidence-based practices so that children, adolescents, adults and families can access treatment and services best equipped to address their needs and facilitate resiliency and recovery while minimizing continued system involvement The managing entity shall identify at least three areas for improvement, stated in measureable terms, with target dates or timelines for completion. Indicate stakeholders involved in the development of areas for improvement. 21

22 Areas of improvement Stakeholders Target Dates Open provider network to new BBHC End of FY organizations through a prequalification Concordia process Interested community Work in partnership with United Way to procure prevention services that support the newly developed comprehensive prevention strategic plan Select and pilot implementation of level of care assessment tool for SAMH provider agencies BBHC United Way BBHC Concordia Selected Network Providers End of FY End of FY List and describe all the assumptions made, with the ability to address the key objectives, and the potential impact if not addressed. BBHC recognizes that open competition provides an opportunity to improve quality and service array to best meet the needs of consumers. It is critical that the comprehensive strategic plan be supported by providers offering EBPs to successfully achieve the prevention outcomes for mental health and substance use The BBHC System of Care needs to implement a tool that can assess both mental health and substance abuse needs to determine appropriate levels of care List and describe the specific constraints that place limits or conditions on operations. Limited funding is the major constraint on operations. 22

23 SECTION 3. SERVICE MANAGEMENT This section shall address: 3.1 Operations Describe network capacity, by program, service type, and an estimate of clients. Describe plans for network modification, including justification and implementation timelines. During FY 13-14, we served the number of clients mentioned below. During FY we anticipate serving the same number of clients: Adult Substance Abuse 9,851 Children Substance Abuse 3,062 Adult Mental Health - 15,846 Children Mental Health 4,967 Please see Cost Allocation Plan for FY that describes BBHC purchase of services and see below: The Array of Services Offered BBHC purchases the following array of services for the Children s System of Care: Children s System of Care Cost Center MH SA Aftercare/Follow-up X Assessment (Will fully implement the credentialing program during FY 14-15) Level of Care Placement Tool Pilot will be implemented FY X X Case Management (Will fully implement the credentialing program during FY 14-15) X X Community Support Crisis Stabilization X Crisis Support/Emergency X Day/Night Incidental Expenses X X Information and Referral X X In-Home and On-Site Services X X Inpatient X Intervention X X Medical Services X X MH Comprehensive - Individual Outpatient - Group X X Outpatient - Individual X X Outreach X X Prevention X X Residential Level 1 X X SA Recovery Support - Individual X Substance Abuse Detoxification X Clinical Supervision X Juvenile Addiction Receiving Facility (JARF) (Services added during FY 13-14) X Consumer Network/Consumer/Family Run (Services FY 14-15) X X First Episode Team (Services FY 14-15) X 23

24 BBHC purchases the following array of services for the Adult System of Care: Adult System of Care Cost Center MH SA Aftercare - Group X Aftercare/Follow-up X Assessment (Will fully implement the credentialing program during FY 14-15) Level of Care Placement Tool Pilot will be implemented FY X X Case Management (Will fully implement the credentialing program during FY 14-15) Forensic Virtual Visitation Pilot scheduled to start FY14-15 X X Crisis Stabilization X Crisis Support/Emergency X Day/Night X X Drop In/Self-Help Centers X FACT Team X Incidental Expenses X X Information and Referral X X In-Home and On-Site Services X X Intervention X X Intervention - Group X Medical Services X X Outpatient - Group X X Outpatient - Individual X X Outreach X X Prevention X X Residential Level 1 (Increase bed capacity by 2 in FY 14-15) X Residential Level 2 X X Residential Level 3 X Residential Level 4 X Room & Board Level 2 X SA Recovery Support - Individual X Substance Abuse Detoxification X Supported Employment X X Supported Housing/Living X Clinical Supervision X ARF (Services added during FY 13-14) X Consumer Network/Consumer Run (Services FY 14-15) X X First Episode Team (Services FY 14-15) X 24

25 3.2 Strategic Objectives The managing entity shall identify at least three areas for improvement, stated in measureable terms, with target dates or timelines for completion. Indicate stakeholders involved in the development of areas for improvement. 1. Contract Compliance To improve Provider self-sufficiency in managing contracts, BBHC will facilitate Contract Manager training in August Attendance from each provider is mandatory. 2. Focus on individualized and consumer-driven services to ensure goals are appropriate, achievable, and realistic. This is assessed through monitoring and quality reviews. 3. Fully incorporate new OCAs into Billing and Financial Management Processes 4. To provide the necessary technical support to ensure that 95% of provider network is achieving at least 85% contract Performance Outcome measures (tentatively October 2014). 3.3 Network Service Provider Inventory Provider Inventory: The Provider Inventory will serve as a catalog of behavioral health services offered in Florida for the current State Fiscal Year. A provider inventory shall be completed for each Provider contracted with a Managing Entity. (See attached) Data Elements Data Element Description Managing Entity Title The title of the Managing Entity. Total Contract Amount The total amount of the contract between the Provider and the Managing Entity for the current state Fiscal Year. Program Contract Amount The amounts allocated by program area: Adult Mental Health, Children s Mental Health, Adult Substance Abuse, and Children s Substance Abuse. The total of these amounts should equal the amount provided for the total contract value. Provider The title of the Provider. Provider Contract Number The contract number used to identify the contract between the Managing Entity and the Provider. Medicaid Provider Is the Provider an enrolled Medicaid Provider? Able to Bill Health Insurance Is the Provider able to bill health insurance plans? Site Address Location by address. County Program Service Unit Rate Unit of Measure Total Units Based on Allocated Funding Extended Amount Type Location by County. Indicate the program area(s) in which services are provided (Adult Mental Health, Children s Mental Health, Adult Substance Abuse, and Children s Substance Abuse). By location, Indicate the services provided for each program. Provide the rate for the service that the Provider has been contracted with the Managing Entity to provide. Indicate the unit of measure of the service listed. Indicate the units that the Provider has been contracted to provide by the Managing Entity. Multiply the unit rate by the total units. The sum of the extended amounts for each program should equal the program contract amounts. Indicate either 24-hour care, non-24 hour care (group), non- 25

26 Data Elements Capacity DCF Funded Clinical Staff Medical Staff Non-Clinical Staff Non-Client Staff Data Element Description 24 hour care (individual), or non-client specific services. For 24-hour care, this will be the total number of licensed beds. For non-24 hour care (group and individual services), this will be the total site caseload. This assumes the site is at full capacity. This is not intended to mean how many people can the site serve in one day, this is how many individuals can the staffing pattern support. If the facility staffs 20 people who all have a caseload of 50, the facility caseload would be 20x50=1,000. Of the total number of licensed beds, how many are funded by DCF. Of the total caseload, how many would be DCFfunded. Indicate the number of clinical staff that supports the licensed beds/caseload. Indicate the number of medical staff that supports the licensed beds/caseload (e.g., MD, DO, ARNP, PA, RN, LPN). Indicate how many non-clinical staff supports the licensed beds/caseload. Indicate the number of staff that supports these services. 26

27 Network Service Provider Inventory 14/15 Contract # Provider Organizational Status Corp Address Provider Main Phone Website CEO Contacts Medicaid ID FYE Number of Employees Service(s) Service Delivery Location Deaf or Hard of Hearing Single Point of Contact Data Security HIPAA Privacy EBP South FLA Wellness Network, Inc. 400 NW 21st St. Wilton Manors, FL Rhonda Bohs, Ph.D. - CEO Rhonda@SOCpartners.net Rhonda Bohs, Jun AMH - AMH Outreach Cognitive Behavioral Therapy, Dialectical Behavioral Achievement and Rehabilitation Center (ARC) Non-Profit NW 53rd Street, Sunrise FL Dennis Haas - CEO/Executive Director dhaas@arcbroward.com, ADMIN ASST Jeanette Taylor Smith X1111 jtaylorsmith@ Data - Jeanette Taylor Smith, Admin Asst X1111 jtaylorsmith@ Shawn Preston, Director, X1106 spreston@, Julie Price, VP , Danielle Johnson, Invoices, djohnson@ AMH - Case Mgmt; Med Svc.; Outpatient (I x2217 Accts Rec Sup Sep 7 and G) NW 53 St Sunrise Therapy, Family Behavior Therapy, Motivational Desiré Hill Frank Morales Enhancement Therapy, Motivational Interviewing, Trauma dhill@arcbroward.co fmorales@arcbrowar Julie Price, VP Focused Cognitive Behavioral Therapy, Comprehensive m d.com jprice@arcbroward Continuousd Integrated System of Care, Brief Strategic X com Family, Wrap Around Case Management Archways, Inc. Non-Profit Broward County- Elderly and Veterans Services Division Public Entity Broward County - Broward Addiction Recovery Center (BARC) Public Entity Broward County Community Development Corporation dba Broward Housing Solutions Non-Profit 919 NE 13TH Street, Ft. Lauderdale FL Andrea Katz, akatz@archways.org Andrea Busada, abusada@broward.org 2995 N Dixie Highway Sr. Office Support Specialist, Gwen McRay 954- Oakland Park, FL ervices/elderlyandveterans/page , gmcray@broward.org s/default.aspx Paul Faulk, , 1011 SW 2ND Court, pfaulk@broward.org, Div. Director Ft. Lauderdale FL ASST Patricia Bailey Division Admin Asst pbailey@broward.org Lisa Vecchi - CEO, (cell S.E. 18th Court, ) Ft. Lauderdale FL lisav@browardhousingsolutions.org CEO ASST Eileen Pinzas Data- Rene Lopez, X223 rlopez@archways.org, Aileen Turner-Nestor, Contracts X221, Barbara Ferry, CFO X228 fiscal@archways.org, Marie Fairchild, Clinical Dir, mfairchild@archways.org, Adrian Trager, COO, atrager@archways.org Jun Wiliam Card QA Coord wcard@broward.org X0053 Andrea Busada Div Dir, Chevella Williams (Data) Behavioral Health Section Mgr x0042 Joseph Ciarmataro, Asst Div Dir.,( ) Francisco Munoz, CONTRACTS/Grants , fmunoz@broward.org, Verol Collins Admin Mgr., X0059 Jennifer Brown, Accts. Specialist. Moises Ramy, Case Mgmt Super. Raul Gordillo SA Super Sep Polly Cacurak Bus. OPS Mgr., pcacurak@broward.org Karen Smith, Contracts/Grants Admin kasmith@broward.org, Data Contact - Daryl Vorce DVORCE@broward.org Kay Tatum, Prog Perf Analy. Andrea Pollack, Human Serv Section Mgr apollack@ Jasmine Bascombe Clinical Dir Richard Mentzer Human Serv Section Mgr, rmentzer@ , Mary Ann Merola, Dir of Nursing Sep 153 AMH - Assessments; Case Mgmt.; Med Svc; Outpatient (I and G); Outreach; Prevention; Supported Employ; Room & Board (II and III) ASA - Case Mgmt.; Outreacu; Outpatient (G); Intervention (G) AMH - Assessments; Case Mgmt.; Recovery Support (I); ASA - Outpatient (I) Outreach (I); Aftercare (I and G) ASA - Day/Night; Medical Svc.; Outpatient (I and G); Res II, III; IV; SA Detox include on all correspondence: Eileen Pinzas Director of Housing Admin eileenp@browardhousingsolutions.org Javier Lazo, Data Contact (Housing Coordinator) javierl@browardhousingsolutions.org N/A 30-Sep AMH - Supported Housing 919 NE 13th St FTL 33304; Res II NE 5th Ave FTL 33304; ATAP 2617 NW 9th Lane Cognitive Behavioral Therapy, Motivational Interviewing, Wilton Manors 33311; Bennett Apartments Aileen Turner- Wellness Recovery Action Plan, Comprehensive Continuous 1133 NE 5th Terrace Marie Fairchild, Nestor, Prog Integrated System of Care, Solution Focused Brief Therapy, FTL 33304; Sunshine Apartments Clinical DIrector Rene Lopez, IT/MIS Support Specialist, Seeking Safety, Stages of Change, Guiding Good Choices, 1720 NE 11th St Mfairchild@archway Specialist Quality Mgr Parent to Parent, Active Parenting, Integrating MH & FTL s.org rlopez@archways.org atn@archways.org Primary Care Chevella Williams, Behavioral Health Sect Mgr., x0042 Carol Wheat 2995 N Dixie Highway, Oakland Park, FL Carol Wheat chewilliams@browar cwheat@broward.o cwheat@broward.org d.org rg None Admissions SW 2 Court, Ft. Lauderdale FL ( ); NR and Detox SW 2 Street, Ft. Andrea Pollack, Lauderdale, FL ( ); Res LMHC, CAP,Human Patrick Francois, NW 99th Way, Coral Springs, FL Serv Section Medical Records ( ); Outpatient Manager Patrick Francois Sup Cognitive Behavioral Therapy, Motivational Interviewing, NW 31 Avenue, Ft. Lauderdale, FL , Trama Focused Cognitive Behavioral Therapy, ( ); 4733 SW 18th St apollack@broward.or pfrancois@broward.o pfrancois@browar Comprehensive Continuous Integrated System of Care, Hollywood g rg d.org Stages of Change, Brief Strategic Family, Seeking Safety Mary Malatesta, David Optikar, Housing Coordinator Lisa Vecchi COO 305 SE 18 CT marym@browardhou lisav@browardhousin davido@browardho FTL singsolutions.org gsolutions.org usingsolutions.org Housing First Model Broward House, Inc. Non-Profit 1726 SE 3rd Ave, Ft. Lauderdale, FL Stacy Hyde - CEO, , shyde@browardhouse.org CEO ASST Mary Schuch , mschuch@browardhouse.org Data, Stephanie Ryan X3234 Sryan@browardhouse.org Gary Sullivan Dir of Contracts X1211, gsullivan@browardhouse.org, Steve Nolte VP & COO X1203 snolte@, Paula Simmonds, Dir of Finance psimmonds@, Anya Thornberry, Dir of Client Serv X2202 athornberry@, Edwige Jacques-Parent, DIr of Resid/Clin Serv X3212, ejacques-parent@, Mary Schuch, CEO Asst. mschuch@ Jun ASA - Day/Night; Intervention (I and G) and Outreach 1726 SE 3rd Ave FTL 33316; 501 SE 18 Ct FTL 33316; 2800 N Andrews Ave Wilton Manors Darius Charlton, QA Tony Cabreja, 954- Mary Schuch, Cognitive Behavioral Therapy, Eye Movement Mgr., , mschuch@browar Desensitization & Reprocessing, Motivational Interviewing, Dcharlton@browardh tony@browardhouse. dhouse.org, 954- Trauma Focused Cognitive Behavioral Therapy, Trauma ouse.org org Recovery & Empowerment Model, Brief Strategic Family Broward Partnership for the Homeless, Inc. Non-Profit 920 NW 7 Ave. Ft. Lauderdale, FL Ms. Frances Esposito, X1313, fesposito@bphi.org Exec. Asst Thrudy Hamilton X1317 alternate to CEO - COO Michael Calderin mcalderin@bphi.org x1301 Contracting/Compliance Laura Turk, Contract Mgr ljturk@bphi Jo-Ann Anstett, Dir of Program Svs, janstett@bphi.org, Director of Operations: Erika Laverde: elaverde@bphi.org Billing Sue Ellen Boatright, controller sboatright@bphi.org X1325 data/it Barbara Brooks Records Clerk bbrooks@bphi.org X1129 NA 30-Sep AMH - Med Svc.; ASA - Assessments; Outpatient (I and G); Supported Employ 920 NW 7th Ave FTL Jo-Ann Anstett, Director of Program Services janstett@bphi.org X1112 Erika Laverde, Director of Operations elaverde@bphi.org X1111 Jo-Ann Anstett, Director of Program Services X1112 janstett@bphi.org Motivational Interviewing Broward Regional Health Planning Council Non-Profit 200 Oakwood Lane - Suite 100, Hollywood, FL Mike DeLucca - CEO, , mdelucca@brhpc.org Yolanda Falcone, Mgr., Admin Serv , yfalcone@brhpc.org Mia McNerney, Dir Finance/Contracts X 1248 mmcnerney@brhpc.org Contract Mgr., Delfern Stevenson, Forsenic Team Sup/Contracts, dstevenson@ Kay Dodrill, Forsenic Specialist/Clinician , kdodrill@brhpc.org Data - Jonathan Hill jhill@brhpc.org pending 30-Jun AMH - Outreach; CMH - Outreach; ASA - Outreach 200 Oakwood Lane, Suite 100 Hollywood Sharon Delfan Stevenson, Dodrill,Forsenic Forsenic Reint Team Jonathan Hill, IT/MIS Specialist QA/QI Sup. System Administrator sdodrill@ Dstevenson@BRHP Jhill@BRHPC.org BRHPC.org 954- C.org Motivational Interviewing and Wellness Recovery Action Plan Camelot Community Care, Inc. Non-Profit 1925 South Perimeter Road - #120, Ft. Lauderdale FL Michael DiBrizzi - CEO, X1127 mdibrizzi@camelotcommunitycare.org CEO ADMIN ASST Denise Schobel mschobel@, Michele Disorbo mdisorbo@camelotcommunitycare.org x3002 Data Sandra Bowman sbowman@camelotcommunitycare.org X Jun CMH - Assessments; In-Home/Onsite; Med Svc S. Perimeter Road Suite 120 FTL Michelle DiSorbo mdisorbo@camelot communitycare.org Steve Tuttle stuttle@provcorp.co m Jennifer Cooperman jcooperman@cam Cognitive Behavioral Therapy, Motivational Interviewing, elotcommunitycare Trauma Focused Cobnitive Behavioral Therapy, Infant MH.org Assessment & Treatment Cognitive Behavioral Therapy, Dialectical Behavioral Therapy, Family Behavior Therapy, Motivational Enhancement Therapy, Motivational Interviewing, Broward Sheriff's Office Public Entity 2600 SW 4 th Avenue, Ft. Lauderdale, FL Drug Court - Abbey Hand x-369 Dwight Stephens JAT - Sarah Cummings Data - Dwight and Sarah Scott Russell, Captain Dwight_Stephens@sheriff.org Only Contact: Norma McGraw , Sarah_Gillespie-Cummings@sheriff.org CMH - Assessments; ASA - Assessments; Norma_Mcgraw@sherriff.org Carla Taylor-Bennett Carla_Taylor-Bennett@ NA 30-Sep 14 Outpatient (I); CSA - Assessments Drug Court (ASA) NW 16 St (2nd floor) Lauderhill 33313; 2201 W Sample Rd Bldg 8, Ste 1-4A Pompano 33073; CMH SW 4th Avenue, Ft. Lauderdale, FL Multidimentional Family Therapy, Trauma Focused Cognitive Behavioral Therapy, Traumatic Incident Sarah Gillespie- Reduction, Tobacco Cessation CTTS, Double Trouble in Cummings Recovery, Multisystemic Therapy, Trauma Focused Coping, Sarah_Gillespie- John Murphy Seeking Safety, Wrap Around CM, MH 1st Aid, Functional Cummings@sheriff.o John_Murphy@sheri David_Erdman@she Family Therapy, Hazelton Minnesota Model, 10-Key rg ff.org riff.org Components of Drug Court Covenant House of Florida, Inc. Non-Profit 733 Breakers Avenue, Ft. Lauderdale, FL James M. Gress - Exec. Dir., lgress@convenanthousefl.org Cathy Branch, Cbranch@covenanthousefl.org CMH - Assessments; ASA - Intervention; Res Data Patricia Jones pjones@covenanthousefl.org NA 30-Jun 70 II; CSA - Intervention (I); Outreach 733 Breakers Ave FTL James Gress - Executive Director jgress@covenanthou se.org Carl Acker - Director of Business Management Services cacker@covenantho use.org Laurie Noel-Leon - Director of HR lnoel@covenantho use.org Cognitive Behavioral Therapy and Motivational 27Interviewing

28 14/15 Contract # Provider Organizational Status Corp Address Provider Main Phone Website CEO Contacts Medicaid ID FYE Number of Employees Service(s) Service Delivery Location Deaf or Hard of Hearing Single Point of Contact Data Security HIPAA Privacy EBP Foot Print to Success Clubhouse, Inc. Non-Prodit 3511 NW 8th Avenue Suite 7, Pompano Beach, FL Barbara Harmon - CEO, bh_2603@bellsouth.net Data - Barbara Harmon Bh_2603@bellsouth.net NA 30-Sep AMH - Clubhouse 3511 NW 8 Ave Suite 7 Pompano Bch Barbara Harmon Barbara Harmon Barbara Harmon ICCD (International Center for Clubhouse Development) BH_2603@bellsouth BH_2603@bellsouth. BH_2603@bellsou Clubhouse Model, Motivational Interviewing, Wellness.net net th.net Recovery Action Plan Ft. Lauderdale Hospital, Inc. Private 1601 East Las Olas Blvd, Ft. Lauderdale FL (954) Manuel Llano - CEO, manny.llano@uhsinc.com CEO ASST Nanette Lopez, , nanette.lopez@uhsinc.com Data, Maggie Dante, High Point 5960 SW 106 Ave, Cooper City maggie.dante@uhsinc.com, Data, Kathy Leonard kathy.leonard@uhsinc.com, Elissa Leatherman, data input,elissa.leatherman@, Kathy McBrien, PI Director x690 Varonica Oehl, CFO-(ATL SHORES ) Contract Mgr,& Manny Llano ONLY for contract documents manny.llano@uhsinc.com Nanette Lopez Controller, (if VOehl unavail) Nanette.Lopez@uhsinc.com, CREDENTIALS -James Hurley, Dir, Admin, jim.hurley@, Carlos Gato, HR, carlos.gateo@ N/A 30-Dec 1601 E Las Olas Blvd FTL 33301; Atlantic Shores 4545 North Federal Highway, Ft. Lauderdale, FL ( ) Cognitive Behavioral Therapy, Double Trouble in Recovery, COO-Roland Peltier, Chief Nursing Officer- Eye Movement Desensitization & Reprocessing, Family Donna Linette, Therapist-Bella Small; High Maribel Quiala, Maribel Quiala, Kathy Leonard, Dir Behavior Therapy, Child Parent Psychotherapy, Point Treatment Center Clinical DIrector Clinical DIrector HIMS Motivational Enhancement Therapy, Motivational AMH - Res I; CMH - Crisis Stab.; Res I; ASA SW 106 Ave maribel.quiala@uhsi maribel.quiala@uhsi kathy.leonard@uh Interviewing, Seeking Safety, Wellness Recovery Action Plan, SA Detox; CSA - Res I Cooper City nc.com nc.com sinc.com Comprehensive Continuous Integrated System of Care Gulf Coast Jewish Family and Community Services, Inc. Non-Profit Henderson Behavioral Health 34357, Inc. Non-Profit House of Hope, Inc. Non-Profit National Mentor Holdings, Inc dba Institute for Children and Family Centered Services Private Rochelle Tatrai Ray - President/CEO, Icot Blvd, rtatrai-ray@gcjfcs.org, EXEC ASST Robin Clearwater, FL mmunityservices.org/ Barnhart rbarnhard@gcjfcs.org Steve Ronik, Ed.D. - CEO, , 4740 N. State Road 7, Administration # sronik@hendersonbehavioralhealth.org Suite 201, Ft Renee Burkel, Exec Asst to CEO Lauderdale, FL rg 1640 rburkel@hendersonbehavioralhealth.org Wendi Rabucha, LCSW Interim Executive Director/Clinical Director 908 SW 1ST Street, Ft X104, Lauderdale, FL houseofhopeonline.org wendi@houseofhopeonline.org Brianne Smith - VP Clinical Prod Dev, 4101 Ravenswood , Road - Suite 323, brianne.smith@thementornetwork.com Dania Beach, FL Tami Donovan, Exec Asst tami.donovan@themnetornetwork.com Michael Moskal mmoskal@gcjfcs.org invoice/budget; Kris Loomis kloomis@, data/it; Tania Hamilton thamilton@ Program Dir; CFO Carla Washinko notify for all provider mtgs cwashinko@; Carolyn Yandek cyandek@ billing/credentialing Jun Lee Wein lwein@hendersonbehavioralhealth.org , Pamela Galan, COO Data Luis Quicano lquicano@hendersonbehavioralhealth.org & rebecca smith rsmith@, Invoice Erica Ricketts CFO ericketts@ & Jonathan Gogolen Sr. Acct, jgogolen@ Jun DATA: Joe Soler joe@houseofhopeonline.org; Yuri Alejaldre (cell ) yuri@houseofhopeonline.org - invoices Janet McCulloh Admin Dir., janet@ (cell ) Jun 42 Beverly Bain, Contract Mgr., beverly.bain@thementornetwork.com Data Cherrie Camper Cherrie.Camper@TheMentorNetwork.com. Exec Asst, Brad Clowney, Bus. Mgr., Finance, brad.clowney@, X17 NA 30-Jun 7 AMH - Assessments; Crisis Support; Intervention (I); Res I; Res IV; Supp Employ; Supp Housing; Room & Board I; ASA - Recovery Support (I); CMH - Recovery Support (I) AMH - FACT; AMH - Case Mgmt.; Crisis Stab; Crisis Support; In-Home/Onsite; Medical Svc.; Outpatient; Outreach; Res I, II, and III; Room & Board I, II, and III; CMH - Crisis Support; In- Home/Onsite; Intervention (I); Medical Svc.; and Outpatient (I); ASA - Day/Night; Intervention (I); Outpatient (I); and Outreach; CMH - BNet AMH - Res II and III; ASA - Assessments; Case Mgmt.; Intervention (I and G); Outpatient (I and G); Res II and III; Aftercare (I and G); CMH - In-Home/Onsite; ASA - In- Home/Onsite; Recovery Suport (I and G) Brief Strategic Family Therapy, Cognitive Behavioral Therapy, Family Behavior Therapy, The Nurturing Parent Program, Child Parent Psychotherapy, Motivational Enhancement Therapy, Motivational Interviewing, Trauma Rene Robinson- Rene Robinson- Focused Cognitive Behavioral Therapy, Seeking Safety, Flowers Interim QI Flowers Interim QI Wellness Recovery Action Plan, Wrap Around Case and NE 40th Court, Dir/Corp Laurence Roberts, Dir/Corp Management, Comprehensive Continuous Integrated Oakland Park FL 33334; 5400 University 1800 CIO System of Care, Second Step, Transition to Independence Drive Suite 507, Davie FL rflowers@gcjfs.org lroberts@#gcjfs.org rflowers@gcjfs.org Model, MH First Aid 2900 W Prospect Rd FTL 33309; 330 SW 27 Ave FTL 33312; 4700 N State Rd 7 FTL 33319; 2900 W Prospect Rd FTL 33309; 330 SW 27 Ave FTL 33312; 2677 NW 19th Street, Fort Brief Strategic Family Therapy, Cognitive Behavioral Lauderdale 33311; N.W. 27th Court, Lauderhill, FL 33313; 5700 N.W. Therapy, Dialectical Behavior Therapy, Double Trouble in 27th Court, Lauderhill, FL 33313; 868 S.W. Recovery, Multisystemic Therapy, Motivational 10th Street, Pompano Beach, FL 33360; Enhancement Therapy, Motivational Interviewing, Trauma 330 S.W. 27th Avenue, Fort Lauderdale, FL Focused Cognitive Behavioral Therapy, Seeking Safety, 33312; 1957 Jackson Street, Hollywood, FL Amy Schimelfenyg Amy Schimelfenyg Wellness Recovery Action Plan, Wrap Around Case 33020; 3501 South University Drive, Suite aschimelfenyg@hen Rebecca Smith aschimelfenyg@he Management, Comprehensive Continuous Integrated 6 Davie, FL dersonbehavioralheal rsmith@hendersonbe ndersonbehavioral System of Care, Homebuilders, Assertive Community, th.org havioralhealth.org health.org Supported Employment 908 SW 1st St Janet McCulloh FTL (Men's Residential and Admin office); Janet McCulloh Admin Admin Dir Deep Trouble in Recovery, Motivational Enhancement 901 NE 17th St Dir , 8989, Therapy, Motivational Interviewing, Seeking Safety, MH FTL (Stepping Stones - Women's janet@houseofhopeo wendi@houseofhopeo janet@houseofhope First Aid, Living In Balance, A New Direction: A Cognitive Residential) nline.org nline.org online.org Behavioral Curriculum Amber Thomassen Cherrie Camper Amber.Thomassen@ Bill Painter Infant Mental Health Assessment and Treatment, 4101 Ravenswood Rd Suite 323 Cherri.Camper@The TheMentor Bill.Painter@TheM Comprehensive Continuous Integrated System of Care, Dania Bch Mentor Network.com Network.com entornetwork.com Family Centered Treatment Kids In Distress, Inc. Non-Prodit 819 NE 26th Street, Wilton Manros, FL Mark Dhooge, X 1302 markdhooge@kidinc.org (cell ) ASST Beverly Bryant X1139 beverlybryant@kidinc.org Kevin Bochenek, Clin Dir & Aftercare Coord, X1257, kevinbochenek@kidinc.org Data Lisa Bayne, VP Programs lisabayne@kidsindistress.org Monica Navarro COO/VP of Social Enterprise (data) X1226 monica navarro@kidinc.org Elisha Majeed, invoice elishmajeed@kidsinc.org X Jun CMH - Intervention (I) (Prevention) 819 NE 26 St Wilton Manors Larry Puebla Lisa Bayne larry puebla@tcqcorp.com lisabayne@kidinc.org Larry Puebla larry puebla@tcqcorp.com Brief Strategic Family Therapy, Cognitive Behavioral Therapy, The Nurturing Parent Program, Motivational Interviewing, Trauma Focused Cognitive Behavioral Therapy, Infant Mental Health Assessment and Treatment, Homebuilders, Functional Family Therapy, Solution Focused Brief Therapy, Stregthening Families, Adoption Competency Certification Mental Health Association of Broward County, Inc. Non-Profit 7145 W. Oakland Park Blvd, Lauderhill, FL Paul Jaquith, paul@mhabroward.org Data LARRY COHEN X103 INCLUDE ON ALL CONTRACT DOCUMENT REQUESTS W/PAUL JAQUITH larrymha@live.com N/A 30-Jun AMH - Drop In Center; Outreach; Prevention 7145 W Oakland Park Blvd Lauderhill Paul F. Jaquith Paul F. Jaquith Paul F. Jaquith Paul@MHASEFL. Paul@MHASEFL.org Paul@MHASEFL.org org None NAMI of Broward County, Inc. Non-Profit 4161 NW 5th Street, Suite 203 Plantation, FL Edna Einhorn - President, cell unicornfl@bellsouth.net Rhoda Sokoloff, vice president SUNRHO@aol.com copy on corres to Edna Data Shelby Decker, Exec Dir shelbynamibroward@yahoo.com NA 30-Dec AMH - Outreach 3500 N State Rd 7 Suite Lauderdale Lks unicornfl@bellsouth.n unicornfl@bellsouth.n unicornfl@bellsouth et et.com None New Direction Institute, Inc. Non-Profit 6730 West Commercial Blvd, Lauderhill, FL Dr. Grace Brooks, X208 missgraceb@aol.com (cell ) EXEC ASST Althea Bristol AMH - Assessments; Day/Night; Med Data Althea Bristol, X207, ( cell)exec Admin Services; Outpatient (I); CMH - Inaltheagodsimage@aol.com, Steve Gardner, Accountant, Home/Onsite; Medical Svc.; ASA - Intervention 6730 W Commercial Blvd sgardner01@aol.com NA 30-Mar 25 (I) and Outpatient (I) Lauderhill Dr. Grace Brooks missgraceb@aol.co m Althea Bristol Althea Bristol altheagodsimage@ao altheagodsimage@ Cognitive Behavioral Therapy, Motivational Interviewing, l.com aol.com Guiding Good Choices North Broward Hospital District Non-Profit 1600 South Andrews Ave, Ft. Lauderdale, FL Browardhealth.org Frank Nask, fnask@browardhealth.org ASST Tamika Jones, t4jones@ Carlton Mills, Director Behavioral Health Service (beeper: ) C1mills@browardhealth.org Data Pamela Hendricks Phendricks@browardhealth.org, Tamika Jones, Contract Administration , t4jones@browardhealth.org Jun 3107 AMH - Crisis Support/Emergency 1600 S Andrews FTL Jenny Macky Pamela Hendricks Phendricks@broward Jenny Macky health.org Cognitive Behavioral Therapy, Family Behavior Therapy, Motivational Interviewing, Wrap Around Case Management, Comprehensive Continuous Integrated System of Care, Solution Focused Brief Therapy Our Children Our Future, Inc. Non-Profit 2835 Hollywood Blvd., 4th Floor, Hollywood, FL Veronica V. James, Executive Director vjames@ourchildrenourfuturefl.org (vvjames545@gmail.com) Miami Office Dec CMH - Assessments; In-Home/Onsite; Medical 2835 Hollywood Blvd, 4th Floor Svc.; Outpatient (I); Recovery Support (I) Hollywood Rosa Sandoval Veronica James rsandoval@our vjames@ourchildren children ourfuturefl.org outfuturefl.org Veronica James vjames@ourchildre Cognitive Behavioral Therapy, Motivational Interviewing, nourfuturefl.org MH First Aid Silver Impact, Inc. Non-Prodit 7155 West Oakland Park Blvd, Lauderhill FL NA Ilene G. Greenberg, Exec Dir cell , silverr@bellsouth.net Ilene Greenberg silverr@bellsouth.net NA 30-Sep AMH - Drop-In Center; Outreach 7155 W Oakland Pk Blvd Lauderhill33313 Illene G. Greenberg Illene G. Greenberg Illene G. Greenberg silverr@bellsouth.n silverr@bellsouth.net silverr@bellsouth.net et Wellness Recovery Action Plan (WRAP) Smith Mental Health Associates, Inc. Non-Profit 601 South State Road 7, Plantation FL Joanne Correia-Kent, X202 joanne.correia-kent@smithcmh.com AMH - Assessments; In-Home/Onsite; Medical Svc.; CMH - Assessments; In-Home/Onsite; 601 S State Rd 7 Data Arlene Ramariz arlene.ramirez@smithcmh.com, Donna Medical Svc.; Outpatient (I and G); Recovery Plantation 33317; 4265 N Pine Island Rd Lavalle Co-Director, Donna.Lavalle@SmithCMH.com Dec 99 Support (I) Sunrise Michael Houghtaling Michael Michael Houghtaling michael.houghtalin Cognitive Behavioral Therapy, Motivational Interviewing, Houghtaling@smithC michael.houghtaling g Trauma Focused Cogtnitive Behavioral Therapy, Alternatives for Famillies 28

29 14/15 Contract # Provider Organizational Status Corp Address Provider Main Phone Website CEO Contacts Medicaid ID FYE Number of Employees Service(s) Service Delivery Location Deaf or Hard of Hearing Single Point of Contact Data Security HIPAA Privacy EBP Cognitive Behavioral Therapy, Family Behavioral Therapy, Child Parent Psychotherapy, Motivational Interviewing, Trauma Focused Cognitive Behavioral Therapy, Wellness Recovery Action Plan, Comprehensive Continuous South Broward Hospital District d/b/a Memorial Healthcare System Non-Profit 3501 Johnson Street, Hollywood, FL Frank V. Sacco, FACHE, fsacco@mhs.net Tammy Tucker, Administrator (contact person) ttucker@mhs.net Tim Curtin Admin Dir., Signatory authority Zeff Ross, SR VP & CEO DATA Jennifer Benson x259 & Johany Caban, Invoice, P Gayle-Jones , Clinical Claudia Lifland, , clifland@ CMH Barbara Levy, Dir of Nursing, blevy@ hospital 30-Apr same as below AMH - Drop In Center; Outreach; CMH - Crisis Support; Inpatient; ASA - Outpatient (I and G); Aftercare (I); Recovery Support (I and G); Outpatient Detox; CSA - In-Home/Onsite; 7031 Taft Street, Hollywood, Fl 33024; Tonya Fox Shaw Intervention (I); Outpatient (I and G); 3501 Johnson Street, Hollywood, Fl 33021; tshaw@mhs.net Outreach; SA Detox; Aftercare (I) 3400 N. 29 Ave, Hollywood, Fl Johany Caban jcaban@mhs.net Integrated System of Care, Solution Focused Brief Therapy, Brief Strategic Family Therapy, Double Trouble in Recovery, Nurturing Parent Program, Seeking Safety, Wrap Denise Dicesare Around CM, MH 1st Aid, STEPS Parent Training, Too Good ddicesare@mhs.n For Drugs, Living in Balance, Guiding Good Choices, et Staying Connected With Your Teen, Matrix Model for Teens & Adolescents Spectrum Non-Profit Susan B. Anthony Center, Inc. Non-Profit Task Force for Ending Homelessness, Inc. Non-Profit The Chrysalis Center, Inc. For Profit The Starting Place, Inc. Non-Profit 6100 Blue Lagoon Drive, Suite 400, Miami, FLA Poinciana Drive, Pembroke Pines, FL NE 3rd Avenue, Suite 3, Ft. Lauderdale, FL NA 3800 W. Broward Blvd., Suite 100, Ft. Lauderdale, FL chrysalishealth.com 351 N. State Road 7, Suite 200, Plantation FL startingplace.org CONTRACTS Ileana Garcia, COO & EXEC VP Igarcia@banyanhealth.org, Julio Ruiz, SR CONTRACT MGR X4713, jruiz@banyanhealth.org, Patricia Flores, Contract Specialist, pflores@ Data Caridad Dominguez cdominguez@spectrumprograms.org/angel Robaina, 305- Bruce Hayden - CEO, , Arobaina@banyanhealth.org Oscar Garcia GM of bhayden@spectrumprograms.org Technology , OscarGarcia@banyanhealth.org; AMH - Res III; ASA - Assessments; Case 790 E Broward Blvd, Fort Lauderdale ASST Caroline Boyette Exec VP of Finance Jorge Balcazar Mgmt.; Outpatient (I and G); Outreach; 33301; 220 SW 2nd Street, Pompano cboyette@spectrumprograms.org jbalcazar@banyanhealth.org Jun Aftercare (I and G) Beach Deon Pottinger Groves FOO X2010, dgroves@, Vanessa Dean Dalberry, Interim CEO Major, (vmajor cell ) Program Director X2024, X2013 vmajor@ Dean Dalberry, Contracts, Susan Nyamora, Prog ddalberry@susanbanthonycenter.org Sup/Prog X2002 snyamora@, Krista Bloom, Clinical Dir., ASA - Assessments; Outpatient (I and G); 1633 Poinciana Dr ASST Gillian Steadman X2014 gsteadman@ X2008, kbloom@ Jun Outreach; Res II and III; Recovery Support Pembroke Pines Lorraine Wilby, lorrainetfeh@bellsouth.net Lorraine Wilby lorrainetfeh@bellsouth.net NA 30-Sep 6 AMH - Outreach; ASA - Outreach N/A Manuel Mendez - Pres/CEO, mmenendez@chrysalishealth.com Marsha Currant, Exec Dir, , cell mcurrant@startingplace.org Tammy Tucker - Board Chair, ttucker@mhs.net contractmgr@chrysalishealth.com Data CONTRACT POC Elida Segrera esegrera@chrysalishealth.com X 1076 Catherine Roogow (cell ) croogow@chrysalishealth.com, INVOICE Mario Toulon m.toulon@, Vivian Demille, VP vdemille@, Joe Monastra, CTO, jmonastra@ Dec Data CONTRACT POC contractmgr@startingplace.org Elida Segrera esegrera@chrysalishealth.com X 1076 Catherine Roogow (cell )croogow@chrysalishealth.com, INVOICE Mario Toulon m.toulon@, Vivian Demille, VP vdemille@, Joe Monastra, CTO, jmonastra@ Jun AMH - Assessments; Case Mgmt.; Medical 3800 West Broward Blve Svc.; Outpatient (I); Outreach; Recovery Suite 200 Support (I) FTL CMH - Assessments; Case Mgmt.; In- Home/Onsite; ASA - Assessments; Case Mgmt.; Medical Svc.; Outpatient (I); Outreach; Recovery Support (I); CSA - Assessments; Case Mgmt.; In-Home/Oniste; Medical Svc.; 351 N State Rd 7 Outpatient (I); Outreach; Recovery Support (I) Plantation Oscar Garcia GM Don Sinclair Caridad Dominguez of Technology 305- Cognitive Behavioral Therapy, Motivational Interviewing, 6147 cell cdominguez@spectr , Seeking Safety, Wellness Recovery Action Plan, donsinclair@banyanhe umprograms.org, cell OscarGarcia@ban Comprehensive Continuous Integrated System of Care, alth.org yanhealth.org Solution Focused Brief Therapy Vanessa Major, Cognitive Behavioral Therapy, Dialectical Behavior Program Director Deon Pottinger Barbara Edwards, Therapy, Motivational Enhancement Therapy, Motivational X2024 Groves, FOO PQI Director Interviewing, Traumatic Incident Reduction, Wellness vmajor@susanbanth dgroves@susanbant bedwards@susanb Recovery Action Plan, Comprehensiuve Continuous onycenter.org honycenter.org anthonycenter.org Integrated System of Care, MH First Aid Lorraine D. Wilby Lorraine D. Wilby Lorraine D. Wilby lorrainetfeh@bellsout lorrainetfeh@bellsout lorrainetfeh@bells Motivational Interviewing, MH First Aid, QPR Gatekeeper h.net h.net outh.net Training for Suicide Prevention, Housing First Model Betiana Literas, Elida Segrera, Cognitive Behavioral Therapy, Motivational Enhancement Contract Specialist Alex Blanco, IT CQA Director Therapy, Motivational Interviewing, Trauma Focused bliteras@chrysalishe ablanco@chrysalishe esegrera@chrysali Cognitive Behavioral Therapy, Seeking Safety, alth.com alth.com shealth.com Comprehensive Continuous Integrated System of Care Cognitive Behavioral Therapy, Motivational Enhancement Therapy, Motivational Interviewing, Trauma Focused Betiana Literas Alex Blanco Elida Segrera Cognitive Behavioral Therapy, Seeking Safety, bliteras@chrysalishe ablanco@chrysalishe esegrera@chrysali Comprehensive Continuous Integrated System of Care, alth.com alth.com shealth.com Functional Family Therapy United Way of Broward County Non-Profit Ansin Building, 1300 South Andrews Avenue, Ft. Lauderdale FL (110) Kathleen Cannon - CEO, kcannon@unitedwaybroward.org ASST Chanale Baldwin cbladwin@ Kathy Gent, Director Contract Admin. kgent@unitedwaybroward.org Gonzalo Cadima Senior Director (Contracts corres) Gcadima@UnitedWayBroward.org Maria Hernandez, (notify for all provider meetings)vp Program Operations, , mhernandez@unitedwaybroward.org NA 30-Jun 6 ASA - Prevention; CSA - Prevention N/A Kathy Gent Kathy Gent Kathy Gent kgent@unitedwaybro kgent@unitedwaybro kgent@unitedwayb ward.org ward.org roward.org Project Northland, ATLAS, ATHENA, Active Parenting, Alcohol Education Volunteers of America Non-Profit 405 Central Avenue, Suite 100, St. Petersburg, FL Danielle DiVittorio, Regional Dir/Comm Ser ddivittorio@voafla.org (cell ) Data Francisco Fermin, 2713 N. Andrews, Wilton Manors, ffermin@ cell , Cindy Lawson, Contract Mgr, , clawson@voa-fla.org Suliany Janet M. Stringfellow - Pres/CEO Klingler, Senior Financial Analyst sklingler@voa-fla.org susan tracy St. petes jstringfellow@voa-fla.org stracy@ EXEC ASST Susan Tracy NA 30-Jun AMH - Res IV; Supported Employment 1001 NW 6 Avenue, Pompano Beach, Florida 33060; 1011 NW 6 Avenue, Pompano Beach, Florida 33060; 2713 North Andrews Ave, Wilton Manors, Fl Francisco Fermin Martha Pedro ffermin@voa-fla.org mpedro@voa-fla.org Jennifer Fissette jfissette@voafla.org Cognitive Behavioral Therapy, Motivational Intrerviewing, Wellness Recovery Action Plan NA Peer Partners, Inc. Non-Profit 400 NW 21st St. Wilton Manors, FL smukler@comcast.net Ilisa Smukler - CEO, smukler@comcast.net Katherine Campbell, Clinical/Progrmatic NA 31-Dec 2 AMH - Peer Support Services Network Ilisa Smukler - Ilisa Smukler - Ilisa Smukler - smukler@comcast.n smukler@comcast.n smukler@comcast. et et net AMH Outreach 29

30 SECTION 4. CUSTOMER SERVICE AND CONSUMER AFFAIRS This section shall address: 4.1 Operations Describe how the managing entity will be responsive to consumers of behavioral health services. Include a description of how dispute resolution, complaint management, and requests for information will be handled. The Broward Behavioral Health Coalition (BBHC) is highly committed to being responsive to the needs and feedback of consumers. BBHC s four person management team includes a consumer on staff as the managing entity (ME) Consumer Relations Specialist. The BBHC Consumer Relations Specialist participates in the local Consumer Planning Council as well as the newly developed Consumer Advisory Council of the BBHC Board. The Consumer Advisory Council includes consumers in recovery with mental illness, substance abuse as well as forensic and child welfare system involvement. Additionally, the Consumer Relations Specialist visits programs and interviews consumers to help in identifying consumer needs and interests. BBHC program development and system of care strategies take into account issues, barriers and interests of consumers. The BBHC Consumer Relations Specialist participates in the statewide Florida Peer Support Coalition towards ensuring local representation for statewide consumer voice and advocacy. One of the goals of this coalition is to bring issues of concern to the Florida Legislature. Additionally, this coalition is looking at solutions to problems identified by consumer groups and to facilitate formalized communication among peers throughout the state to share ideas and strategies to enhance consumer driven care. The BBHC Consumer Relations Specialist participated in the recent Leadership Summit, organized by the Peer Support Coalition. The BBHC Consumer Relations Specialist also serves as a resource to provide information to consumers and families regarding service types and how to access various services based on need. This key consumer staff member provides a peer to peer support for navigating the system of care. BBHC also has a formal process for addressing complaints and grievances. BBHC has subcontracted its CQI systems to Concordia Behavioral Health (Concordia) which manages complaint and grievance resolution. This process includes conducting program reviews, interviewing consumers and program staff, towards identifying root cause and opportunities for service delivery improvement. As part of implementing consumer-driven care using an evidence-based practice, BBHC has provided Wellness Recovery Action Plan (WRAP) training for consumers and program staff throughout the system of care. The goal is to set up infrastructure so that treatment programs help consumers develop individual WRAP plans which the consumers take with them throughout the continuum of care. The training has included a facilitator training so that more Broward consumers are now trained as WRAP facilitators and may in turn conduct WRAP training. Consumers individual WRAP plans include a crisis plan component which contains critical individualized information such as emergency contacts, medications, preferred interventions to de-escalate, etc. WRAP plans also include a daily maintenance list which serves as a reminder of what tasks need to be completed to maintain wellness. BBHC has facilitated the development of the South Florida Wellness Network, a consumer-run organization that will house advocacy, training and peer support services. 30

31 The BBHC Consumer Handbook is available on the website at which provides information about our service array and contact numbers. All BBHC staff is responsive to requests for information and referral which come from consumers, family members, professionals, and the general public. BBHC has also funded the well-known First Call for Help Information and Referral Line (2-1-1) which operates twenty-four (24) hours a day, seven (7) days a week. Include a description of how consumers will access behavioral health services. Include access to emergency services, continuity of care, and community-based, consumer-driven services in a manner that is consistent with statutory and regulatory requirements. BBHC s service delivery network includes the availability of 24/7 emergency and crisis stabilization services. 24/7 available services include designated crisis stabilization units, hospital district treatment services as well as mobile crisis teams for adults and children. The mobile crisis teams may be accessed 24/7, 365 days per year and will conduct in-home evaluation to determine need. Additionally, BBHC has provided for the establishment of a full-time CIT (Crisis Intervention Team) Coordinator to enhance capacity of the CIT training so law enforcement is well versed in how to access behavioral health services for those with whom they come in contact. BBHC has provided funding to develop and disseminate a local Connections resource book. The Connections guide book includes the names, addresses, phone numbers and contact information for all local behavioral health and emergency service, as well as other resources. Although this book was designed for consumers and family members, the professional community utilizes it on a regular basis. Additionally, the BBHC Consumer Handbook includes a listing of local behavioral health services. BBHC promotes a No Wrong Door policy so that as consumers, children and families seek services via various potential system entry points, providers and systems are equipped to provide evaluation, determination of need and appropriate service linkage(s). BBHC s Credentialing Program ensures that all provider agency assessment staff have professional qualifications and training in mental health, substance abuse, co-occurring disorders and trauma so that assessments conducted at any provider, despite specialty, can identify all behavioral health and clinical needs and make the appropriate service linkages. Additionally, BBHC has initiated training and system collaboration initiatives to ensure those children and families needs are identified and addressed. BBHC s funded Family Engagement Program is colocated at the Broward Sheriff s Office (BSO) which houses the Child Protective Investigations (CPI) for Broward. All families in which substance abuse and/or mental health issues are identified to be putting children at risk are referred for services. Additionally, the CPI units have the current list of providers participating in the BBHC Trauma Focused Cognitive Behavioral Therapy (TF CBT) Community Based Learning Collaborative so that the CPIs can direct referrals to those behavioral health agencies, where necessary, that have in house TF CBT evidenced based therapy to address and resolve trauma. Additionally, all BBHC providers and BBHC management participates in the Broward CARES (Community for Access to Recovery, Empowerment and Support) which is a formal workgroup that also includes community partners which provides an opportunity to network and conduct cross system referrals. BBHC s Utilization Management (UM) Program receives referrals from the community for those levels of care managed by BBHC, i.e. residential levels I, II, SIPP, and Therapeutic Group Care. 31

32 Concordia s utilization review (UR) incorporates the use of level of care criteria and guidelines to make determinations about clients appropriateness for managed services upon admission, throughout treatment and at discharge. This process includes monitoring that key individuals such as case managers participate in reviews and staffings, as necessary. Discharge planning is addressed early in treatment to allow ample time for the coordination of services and to facilitate a smooth transition to the next appropriate level of care. 4.2 Strategic Objectives Describe the methodology for adjustment for constraints. Include a description of communicating the adjustment to stakeholders. Consumers with co-morbid conditions present challenges in placement for appropriate care. Particularly those will low functioning levels, intellectual disabilities, dementia as a primary diagnosis, physical impairments requiring nursing home care, and those with sex offense charges are of major concern. Efforts are made with other service systems to coordinate care to meet the needs. 32

33 SECTION 5. PROJECTED COMMUNITY NEED, AND ANTICIPATED SERVICE TARGETS This section shall address: 5.1 Need Describe how the managing entity will support the reduction of disparities in access, services provided, and behavioral health outcomes among its diverse subpopulations. Include a plan to collect and utilize data for identifying subpopulations and implementing strategies to decrease the disparities in access, service use, and outcomes both within those subpopulations and in comparison to the general population. Access to care is available for consumers of all ethnic and cultural backgrounds, in addition to those with disabilities. Providers are required to offer translation services for those languages that are not available at their agency. BBHC monitors disparities in access through ongoing communication with stakeholders in the Broward System of Care, the complaint process and through analysis of UM data and trends. When disparities in access are identified and access standards are not met, BBHC intervenes directly with the providers/community stakeholder to identify strategies to resolve the disparities. UM reports provide detailed information about service use and outcomes thus allowing for in depth comparisons both within subpopulations and across populations. BBHC participated in the Broward County Needs Assessment, a comprehensive analysis of all Broward County funded systems and services in order to identify needs, gaps and barriers. BBHC s System of Care Committee of the Board of Directors has received a summary report of the completed County-wide needs assessment for review, discussion and consideration in relation to making system of care adjustments. Additionally, BBHC participated in the Statewide needs assessment process in collaboration with DCF, FADAA and the Florida Council. To address identified needs, BBHC has met with all subcontracted network providers to determine appropriate funds allocation to ensure service availability best meets community needs. One of the services provided by the United Way of Broward County s Commission on Substance Abuse funded by BBHC in co-operation with Nova Southeastern University is the ongoing epidemiological tracking of patterns and trends of substance abuse in Broward County. In addition to monitoring public health, criminal justice data, and various surveys, the Commission on Substance Abuse s Surveillance Committee meets monthly to report emerging issues including changing patterns of abuse, the arrival of new synthetic drugs, and populations at risk. A major community prevention and intervention initiative has been the incorporation of the evidencebased Screening, Brief Intervention, and Referral to Treatment (SBIRT) process for year olds linking prevention, treatment, and health care providers. For substance use disorder treatment: Submit to the department an assessment of the need in the region for authorized activities, both by locality and by the region in general. This shall which include the following: Data which shows the incidence and prevalence in the region of drug abuse and dependency, substance misuse and alcohol abuse and dependency. 33

34 Needs Assessment The nonmedical use of prescription opioids continues as Florida s and Broward County s most deadly and addictive drug problem. While there has been significant progress in reducing prescription drug diversion across Florida along with moderate declines in consequences related to the nonmedical use of pharmaceuticals in Broward County, deaths and treatment admissions for prescription opioids still remain at high levels. There were 101 cases involving one or more of four different prescription opioids during the first 6 months of 2013 in Broward County. Among the reports for these four narcotic analgesics in the first half of 2013, 71 percent were considered to be a cause of death. There were 1,030 primary treatment admissions for opiates other than heroin (prescription opioids) in Broward County during These cases accounted for 29 percent of the 3,611 publicly funded treatment admissions in which a primary drug was cited (including 1,104 for alcohol). This total is an increase in the proportion of primary prescription opioid admissions compared to 2012 when the drug accounted for 23 percent of all admissions. Males accounted for 59 percent of the 2013 opioid treatment clients, and 58 percent (n=593) reported injecting as their primary route of administration. Nearly 3 out of 4 occurrences of prescription opioids detected in deceased persons were found in those aged 35 or older while nearly 2 out of 3 addiction treatment admissions for prescription opioids were for those below age 35. The former bath salt and synthetic cathinone, Methylone, along with other hallucinogens are the fastest rising drugs analyzed by South Florida crime labs. There were 1,194 methylone crime lab items, mostly sold as Mollys, compared to only 54 MDMA reports in In all there, were 36 different emerging synthetic drugs analyzed in South Florida crime labs in 2013 for a total of 1,540 such items seized in drug arrests. Deaths in which cocaine was found to be present declined sharply in Broward County during the first half of Cocaine treatment admissions also continued to decline in Cocaine crime lab cases continue to outnumber all other substances while declining 11-percent between 2012 and The majority of cocaine-related deaths and addiction treatment admissions were among those older than 35. Projections from the National Survey on Drug Use and Health (NSDUH) Substate Data estimate that there were 22,710 users of cocaine in the past year aged 12 and above living in Broward County Heroin indicators remain at relative low levels and stable although heroin crime labs cases increased 33-percent locally between 2012 and There were 224 primary admissions for heroin in Broward County during 2013 or 6 percent of the 3,611 treatment admissions to programs receiving any public funding and for which a primary drug was cited. Consequences of marijuana use and addiction continued at high levels particularly among adolescents and young adults. However primary marijuana treatment admissions declined sharply both locally and nationally in 2013 and particularly among youth in Broward County. The increasing uses of civil citations in lieu of criminal charges for juveniles have reduced the high level of adolescents as marijuana treatment clients. Eleven different synthetic cannabinoids were detected in South Florida crime labs during 2013 for a total of 145 items including 68 for XLR-1. Production of marijuana Wax or Budder is increasingly found in seized local grow house operations. 34

35 While methamphetamine consequences are at low levels compared to other substances, crime lab cases increased 24-percent in 2013 compared to 2012 as deaths statewide increased 11- percent from 146 in 2012 to an estimated 162 for 2013 based on cases in the first half of the year. 35

36 Prevalence Rates of illicit drug Use and Binge Alcohol Use in the Past 30 days Broward County, Florida 36

37 Primary Drug Treatment Admissions Broward County, Florida Jan-Dec 2013 Metham- Null/SA At- Risk Other Other Mari- phet- Amphet Other Prob not No SA CY 2013 Alcohol Crack Cocaine Heroin Opiates juana amine amine Drug Confirmed Subst. Total Gender Male ,503 Female ,206 Total 1, , ,709 Admission Age 17 and Under , and Up ,778 Total 1, , ,709 Route of Drug Smoking ,020 Sniffing Injection Oral 1, ,476 Other Null Total 1, , ,709 Source: Florida Department of Children and Families as of May 21,

38 Primary Drug Treatment Admissions Broward County, Florida Jan-Dec 2013 By Gender, Race, and Ethnicity Jan - Dec 2013 Total Count Distinct SSNs = 2,978 3,709 M = 2,030 F = 948 Gender Male Female 2,503 1,206 Race White 1, Black American Indian/Alaskan Native 10 3 Asian 11 3 Native Hawaiian/Pacific Islander 3 0 Multi-Racial ,503 1,206 Ethnic Puerto Rican Mexican 9 3 Cuban 27 8 Other Hispanic Haitian None of the Above 2,166 1,067 Mexican American 2 2 Spanish/Latino ,503 1,206 Source: Florida Department of Children and Families as of May 21,

39 For primary prevention activities, the activities must be broken down by strategies used, and the specific activities conducted 1. This shall include the following: Specific risk factors being addressed by activity; The Problem Statement Logic Models of the Comprehensive Community Prevention Action Plan (CCPAP) identify the following risk factors from the needs assessment process that are targeted in the plan s Goals and Objectives: Parental and Adult attitudes permitting consumption of alcohol by minors Low perception of harm among adults regarding underage drinking Low perception of harm among youth regarding alcohol use by someone their age Social acceptance among youth of alcohol use Social Access to alcohol from family and friends among year olds Retail Access to alcohol among year olds Low perception of risk among adults about marijuana use particularly among youth Social acceptance of marijuana use by adults and youth High prevalence and perceived prevalence of marijuana use by youth and adults Low perception of harm among youth about marijuana use for someone their age 1 As specified in 45 C.F.R (b), states shall use a variety of evidence-based programs, policies, and practices that include information dissemination, education, alternatives, problem identification and referral, community-based processes, and environmental strategies. 39