HUMAN SERVICES COMMITTEE Monday, November 2, :00 p.m. Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Evanston IL, Council Chambers AGENDA

HUMAN SERVICES COMMITTEE Monday, November 2, 2015 6:00 p.m. Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Evanston IL, Council Chambers AGENDA I. CALL TO ORDER / DECLARATION OF QUORUM II. APPROVAL OF MEETING MINUTES OF October 5, 2015 III. Citizen Comments ITEMS FOR CONSIDERATION (HH1) Police Complaints Reviews Staff recommends acceptance of the Evanston Police Department complaint reviews from October 2015. For Action (HH2) Mental Health Board Funding Allocations for 2016 Applicants The Mental Health Board recommends approval of the Mental Health Board proposed allocation of $767,055 in 2016 to social services agencies. For Action (HH3) Latino Resources Lease Staff recommends City Council adoption of Resolution 111-R-15 authorizing the City Manager to negotiate the lease of office space with Latino Resources at the rate of $125 per month for 18 months for 260 square feet of space on the ground floor of the Civic Center (Suite G203). IV. ITEMS FOR DISCUSSION (HH4) Health and Human Services Department Update of the General Assistance and Emergency Assistance Programs Quarterly update on the General Assistance and Emergency Assistance Programs V. ITEMS FOR COMMUNICATION VI. ADJOURMENT 1 of 89

HUMAN SERVICES COMMITTEE Monday October 5, 2015 7:00 p.m. Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Evanston IL, Council Chambers Members Present: Alderman Braithwaite, Alderman Holmes, Alderman Tendam, Alderman Grover, Alderman Miller Members Absent: Alderman Fiske Staff Present: Wally Bobkiewicz, Christina Ferraro, Henry Ford, Commander Diane Davis, Evonda Thomas-Smith, Nicola Whyte Presiding Member: Alderman Grover I. CALL TO ORDER / DECLARATION OF QUORUM Ald. Grover called the meeting to order at 7:05pm. II. APPROVAL OF MEETING MINUTES OF May 04, 2015 Ald. Braithwaite motioned for approval of the meeting minutes of September 8, 2015, Ald. Holmes seconded, with a voice vote the motion passed 5-0. Citizen Comments Willis Silverthorne is a beehive owner in Evanston who is sympathetic to his neighbor s fear of being stung by his bees. He stated honey bees are attracted to high nectar flowers and water sources and his neighbor s yard has low nectar flowers and a water source. If the water source was removed it is likely the bees would not be in his neighbor s yard. He has taken several pictures on various days and times to illustrate to his neighbor the rare and infrequent visits of bees to her yard. Paul Malone a member of the Illinois State Beekeepers Associations and Historic Home and Beekeepers Associations stated there are procedures in place to operate a beehive in the backyard; however, notification of neighbors is not included. Leslie Shad is a beekeeper and her beehives are located in Indiana she is a lawyer by trade. Ms Shad researched other cities that permit beehives and noted many of the bigger cities do not have neighbor notification. Skokie beehive ordinance has neighbor notification; however, currently there are no permitted beehives in Skokie. She stated honey bees are not aggressive and the most common way of being stung is by stepping on a bee. She further stated there is a decline in the bee s population and backyard beekeepers are critical to the survival of pollinating bees. 2 of 89

III. SPECIAL ORDER OF BUSINESS Gilo Kwesi Logan Ed.D. of Logan Consulting Services, LLC, a Diversity Consultant, Writer and Speaker Will Make a Presentation to the Committee Dr. Logan is currently coordinating diversity training for the Evanston Police Department. Dr. Logan presented to the committee a PowerPoint on his program while working with the Evanston Police Department: the PowerPoint is attached. Dr. Logan has over 20 year s interdisciplinary experience in Education An adjunct professor in the Social Justice Department at Northeastern University Has taught at both Districts 65 and 202 An adjunct professor at Harper Community College Has a Doctorate in Adult Continuing Education Has research expertise in ethnic identity development Founder and Executive Director of S.o.u.l Creations Inc. 5 th generation Evanstonian Ald. Holmes is impressed with the proposed plan and is looking forward to the results. She also noted Dr. Logan stated the communities within Evanston and was happy that he recognized there are many communities within Evanston. Ald. Braithwaite commented that the Evanston Police Department is the first to implement training such as this. Ald. Miller asked Dr. Logan what workshops has he lead in the past. Dr. Logan stated he has conducted a plethora of workshops dealing but not limited to bias, racial ethnic identity, and assumption and how it affects how we interact with each other. In reply to Ald. Grover s question on the community component Dr. Logan stated the community component will be determined with the help of the community at a later date. Ald. Tendam asked how much of the outcome will be shared; Dr. Logan stated that aspect has not been completely defined yet because the process has just begun. IV. ITEMS FOR CONSIDERATION (HH1) Police Complaints Reviews Staff recommends acceptance of the Evanston Police Department complaint reviews from September 2015. For Action The Police Complaints Review was accepted. Commander Davis commented Dr. Logan training has been well received by the officers; she is excited about the program and the community component. (HH2) Resolution 92-R-15 Authorizing the City Manager to Sign Contract With Hoffman House Catering for Senior Meal Food Programs Staff recommends approval of a new contract between the City of Evanston and Hoffman House Catering to provide a senior meal congregate program at the Levy Senior Center and Fleetwood- Jourdain Community Center for a period of October 1, 2015 through September 30, 2016 not toexceed amount of $4.44 per lunch meal. Total meal program contract value is projected at $41,205. For Action 3 of 89

Ald. Holmes motioned for approval of Resolution 92-R-15 Authorizing the City Manager to Sign Contract with Hoffman House Catering for Senior Meal Food Programs, Ald. Braithwaite seconded. With a voice vote the motion passed 5-0. (HH3) Resolution 90-R-15 Accepting Grant Awards In Order to Help Fund a Congregate Senior Meal Program at the Levy Senior Center and Fleetwood-Jourdain Community Center Staff recommends approval of Resolution 90-R-15 authorizing the City Manager to sign notification of grant awards to fund and operate a congregate senior meal program at the Levy Senor Center and Fleetwood-Jourdain Community Center. For Action Ald. Tendam motioned for approval of Resolution 90-R-15 Accepting Grant Awards In Order to Help Fund a Congregate Senior Meal Program at the Levy Senior Center and Fleetwood-Jourdain Community Center, Ald. Holmes seconded. With a voice vote the motion passed 5-0. (HH4) Resolution 97-R-15 Authorizing the City Manager to Negotiate and Execute a Grant Agreement with EASA to Fund Operations at the Evanston Animal Shelter It is recommended that the Human Services Committee: 1) receive this report; 2) authorize the City Manager to negotiate an agreement between the City of Evanston and the Evanston Animal Shelter Association (EASA) to staff two part-time positions for the operations of the Evanston Animal Shelter. Total cost of this agreement would be $65,000 per year and agreement would run concurrent with existing shelter operating agreement until May 31, 2017. For Action Ald. Holmes motioned for approval of Resolution 97-R-15 Authorizing the City Manager to Negotiate and Execute a Grant Agreement with EASA to Fund Operations at the Evanston Animal Shelter, Ald. Braithwaite seconded. With a voice vote the motion passed 5-0. (HH5) Resolution 59-R-15 Authorizing the Amendment to the Animal Welfare Policy to Establish Operational Guidelines at the Evanston Animal Shelter and Adoption Center The Animal Welfare Board and staff recommend the adoption of Resolution 59-R-15 Authorizing the Amendment to the Animal Welfare Policy to Establish Operational Guidelines at the Evanston Animal Shelter and Adoption Center. For Action With a voice vote the motion passed 5-0. V. ITEMS FOR DISCUSSION (HH6) Review of Title 9, Chapter 4, Section 19 of the City Code Establishing Regulations of the Keeping of Bees A request was made at the last Human Services Committee ( HSC ) meeting, dated September 8, 2015, for information concerning any notification provisions contained in the City s beekeeping regulations. Section 9-4-19 of the City Code contains the City s regulations for beekeeping. Specifically, the HSC wanted to know whether the City Code contained any notice provisions for neighbors of potential beekeepers. This brief memo looks into that issue and the City s history on the subject of beekeeping. Ald. Tendam does not believe a change in the ordinance is necessary because it sounds like the beekeepers are doing what they are supposed to do. Ald. Holmes encourages neighbor notification because it is a change in the neighborhood and she would like to see notification added to the ordinance. 4 of 89

VI. Ald. Grover asked what affects the mosquito abatement has on pollinated bees. Ms. Shad replied abatement is usually done and night which would not affect bees pollinating. ITEMS FOR COMMUNICATION (HH7) Report of Cook County Sheriff s Department Recent Visit Ms. Ducre was not happy with the lack of information on how many Black young men were arrested in comparison to other racial categories in the report supplied in the meeting packet. Ald. Braithwaite offered to contact Police Chief Eddington to gather information on the racial breakdown of arrests. (HH8) Statistics on Cyclists Ticketed for not Properly Being Illuminated Ald. Miller agreed the respondent reactions to being stopped were inappropriate and he further stated he would have been upset if he were stopped for improper illumination. City Manager Bobkiewicz clarified that the police department has criteria for stopping an individual whether on foot, car or bicycle and the respondent met some of those criteria. Commander Davis stated the theft of bikes are increasing and in the area in which the respondent was stopped is noted as being a high theft area. Ald. Holmes is in favor of licensing bicycles and urges the committee to considerate it for the safety of the cyclists and residents. City Manager Bobkiewicz spoke on a new initiative which included hiring a Transportation Mobility Planner whose duties would include but are not limited to continuing the education of bicycle safety. VII. ADJOURMENT Ald. Grover motioned to adjourn seconded by Ald. Tendam. Approved unanimously, meeting adjourned at 8:19 p.m. Respectfully Submitted, Nicola Whyte Executive Secretary 5 of 89

Evanston Police Department in Partnership with Logan Consulting Services, LLC Diversity & Inclusion Program 2015-2016 6 of 89

Objectives 1. Develop awareness& knowledge of socio-historical and socioeconomic context of Evanston community 2. Explore potential personal bias, prejudice, stereotypes, etc. and its impact upon community policing 3. Develop understanding and impact of ethnic/racial identity development 4. Increase cultural awareness, knowledge and skills for strengthening community partnership 7 of 89

Metrics 1. Develop culturally relevant program specific to needs of EPD 2. Develop opportunities to gain cultural awareness, knowledge and skills 3. Increased understanding of impact of ethnic/racial identity development 4. Increased opportunity to develop, analyze, evaluate, tailor and employ community partnership strategies 8 of 89

Value 1. Promoting, broadening, increasing EPD commitment& values: a. Of Integrity, courtesy, and an organizational climate of trust and respect b. That serve a diverse population and its needs 2. Employing more inclusive and culturally relevant policing culture 3. Promoting open dialogue; maximizing lifelong learning opportunities 4. Enhanced& increased: a. Partnership with the Evanston community b. Community policing strategies c. Acceptance of diverse communities in Evanston 9 of 89

Method & Schedule (approximate) 1. Assessment& Analysis: a. Mid-August, 2015 Mid-December, 2015 b. Consisting of meetings, interviews, focus groups, and document analysis. 2. Design& Development: a. Mid-December, 2015 Mid-April, 2016 b. Content and process creation 18, 4-hour workshops; pilot 3. Implementation& Evaluation: a. Mid-April, 2016 Mid-August, 2016 b. Program roll-out and evaluation 10 of 89

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For Human Services Committee meeting of November 2, 2015 2016 Mental Health Board Funding Allocations For Action Item:HH2 Memorandum To: From: Subject: Human Services Committee Mark Muenzer, Director of Community Development Sarah Flax, Housing and Grants Administrator Jessica Wingader, Social Services - Grants & Compliance Specialist 2016 Mental Health Board Funding Allocations Date: October 26, 2015 Recommended Action The Mental Health Board (MHB) recommends approval by the Human Services Committee of the proposed allocation of $767,055 in 2016 to social services agencies to provide needed social services to Evanston residents. The allocation recommendations range in size from $7,850 to $92,655 to 16 different agencies for 21 individual programs. It is also requested that the Human Services Committee recommend approval of the proposed allocations to City Council at its November 23, 2015 meeting. Staff supports the recommended allocations with the exception of $30,000 to Trilogy, Inc. because the scope of services proposed for funding has been modified from the application during the review and allocation process. This is a change to, and departure from, the process followed by all other agencies, and would fund a scope of services different from the request. Funding Source $767,055 from the Human Services Fund has been proposed in the 2016 budget for allocation by the Mental Health Board from account 176.24.4651. Each agency has a separate account number to identify and disburse funds. Discussion The Mental Health Board makes recommendations regarding use of City funds for grants to social services agencies for programs that address priority needs of Evanston residents. The MHB defined three priority areas for funding in 2016, for programs and services to: Address and reduce Youth Violence 39 of 89

Address mental health needs and substance abuse of our residents with emphasis on youth and young adults Enable challenged adults to meet basic human needs including food, shelter and access to health care. New this year, the City combined the application process for 2016 Mental Health Board funding with 2016 CDBG Public Services using ZoomGrants, the online grant application and management system used for the CDBG program. This streamlined the application process for agencies, particularly those applying for MHB and CDBG funds for the same program. It also gave both the MHB and Housing and Community Development Act Committee information about the total funds requested from the City by agencies, whether for the same or different programs. The MHB considered the CDBG allocations made by the HCDA Committee in its meeting on September 29 in its funding decisions made on October 8. The goal of Board and Committee review is to ensure the services funded fill an unmet need in the community s network of care and are not duplicated by another organization also receiving City funds. Funding for Trilogy, Inc. is not recommended by staff. The application requested funds to address hoarding cases, a need that is already addressed. At the MHB funding allocation meeting on October 8, 2015, board members expressed concerns that the proposed program scope was limited and duplicated services. In the decision to award funds, the Board amended the Trilogy scope of services to include a psycho-social program. Trilogy was directed to provide more information about additional services and revise the program goals to include provision of additional services to Connections for the Homeless clients. The City currently has a contract with Presence Behavioral Health to provide crisis intervention services to people suffering from mental health afflictions including hoarding. The FY 2015 contract totals $73,333 and provides for a Community Support and Social Work Specialist who has served 302 new Evanston residents in the first three quarters of FY 2015. This equates to approximately $243 per client, if no new participants were to be identified in the last quarter of this year. Mental health services have been identified as a need in the City s 2015-2019 Consolidated Plan and as a topic in the Health and Human Services recently presented Community Health Assessment, the EPLAN. Currently, the barriers to accessing mental health services, gaps in availability of services and underserved groups have not been quantified. The State of Illinois freeze on human services spending pending a FY2016 budget is straining the capacity of health care providers across the state. Information from a recent presentation to Senator Biss and the Senate Human Services Committee showing the impact is attached. This has resulted in staff layoffs and overall cuts to services, impacting 94,000 people statewide. Some agencies are projecting that if the funding impasse continues they will be unable to operate by January 2016. Staff recommends consideration of allocating $30,000 in one of the following ways: Hold the funds until early 2016 or until the State of Illinois passes its 2016 budget and the impact to Evanston agencies can be determined. Funds could then be allocated to the area of greatest need at that time. Page 2 of 3 40 of 89

Following identification of specific barriers to accessing mental health services or underserved residents in the second phase of the EPLAN, issue an RFP to procure mental health services that would be paid for based on a contracted cost for specific services provided. Costs for each service could be evaluated using existing contracted cost schedules for the same services. Allocating the $30,000 to one or more of the other programs proposed for funding at a reduced level from 2015 levels. Attachments Spreadsheet with 2016 MHB recommended funding allocations to 16 agencies for 21 specific programs Trilogy application with revised Program Objectives and narrative attachment Staff summaries of 2016 MHB applications Community Behavioral Healthcare Association of Illinois FY 2016 State of Illinois Spending on Human Services, Including Areas Under Consent Decrees or Court Orders Page 3 of 3 41 of 89

City of Evanston - Estimated 2016 MHB Funding Allocation Applicant Organization Public Services Program/Project Name Total Estimated Funds Available Estimated To Be Cut: 2015 Request 2015 Allocation % of Request Board Recommendation $ 767,055 $ 767,055 2016 Request $ Board Recommendation - % of Request Estimated CDBG Allocation Childcare Network of Evanston Learning Together $ 44,000 $ 39,900 91% $ 42,500 $ 39,900 94% Childcare Network of Evanston Scholarships $ 110,000 $ 93,850 85% $ 98,500 $ 83,855 85% Family Focus Pregnant and Parenting Teens $ 16,900 $ 12,100 72% $ - Family Focus Primary Prevention $ 27,000 $ 24,000 89% $ - Family Focus Afterschool Program $ - $ - $ 35,000 $ 29,895 85% $ 20,000 Housing Options for the Mentally Ill Mental Health Clinical Services $ 58,837 $ 58,900 100% $ 60,000 $ 58,900 98% Housing Options for the Mentally Ill I-WORK $ 15,000 LAF (Legal Assistance Foundation) Evanston Legal Services $ 20,000 $ 14,900 75% $ 20,000 $ 11,900 60% $ 7,250 Meals at Home Meals at Home $ 10,000 $ 8,000 80% $ 10,000 $ 7,850 79% $ 15,000 North Shore Senior Center Social Services for Seniors & Families $ 40,000 $ 40,000 100% $ 50,000 $ 27,000 54% North Shore Senior Center Grandparents Raising Grandchildren $ 13,000 Moran Center for Youth Advocacy Legal & Social Services $ 45,000 $ 41,500 92% $ 41,500 $ 41,500 100% $ 25,000 Child Care Center of Evanston Child Care Center of Evanston $ 26,100 $ 22,000 84% $ 22,500 $ 19,600 87% Connections for the Homeless Homeless Stabilization Services $ 60,000 $ 29,700 50% $ 60,000 $ 29,700 50% Infant Welfare Society Infant Welfare Society of Evanston $ 75,429 $ 74,500 99% $ 75,000 $ 74,500 99% Metropolitan Family Services Family Support and Prevention $ 63,300 $ 63,300 100% $ 80,000 $ 63,300 79% Northwest Center Against Sexual Assault Sexual Assault Intervention $ 15,000 $ 15,000 100% $ 18,000 $ 16,500 92% PEER Services Adolescent Substance Abuse Treatment $ 11,000 $ 11,000 100% $ 14,000 $ 12,100 86% PEER Services Adult Substance Abuse Treatment $ 34,000 $ 34,000 100% $ 36,400 $ 34,000 93% PEER Services DIMENSIONS - Dual Diagnosis Treatment $ 43,700 $ 43,700 100% $ 45,500 $ 43,700 96% PEER Services Youth Early Intervention $ 11,200 $ 11,200 100% $ 14,000 $ 11,200 80% Shore Community Services Lois Lloyd Center $ 19,000 $ 18,700 98% $ 19,000 $ 19,000 100% Shore Community Services Residential Services $ 23,000 $ 18,150 79% $ 21,000 $ 20,000 95% Trilogy Inc. Evanston Mental Health Care Coordinator $ - $ - $ 35,000 $ 30,000 86% Youth & Opportunity United Youth and Family Services $ 100,000 $ 92,655 93% $ 100,000 $ 92,655 93% Youth & Opportunity United YOU HQ and Youth Center $ 64,443 MHB Total $ 853,466 $ 767,055 $ 897,900 $ 767,055 Available funds $ 767,055 $ - Overage $ (130,845) $ - 42 of 89 sflax Page 1 10/9/2015

Email This Preview Save as PDF Print Close Window A Powered by ZoomGrants City of Evanston Community Development 2016 CDBG Public Services & Mental Health Board - City of Evanston 8/21/2015 deadline Trilogy Inc Evanston Mental Health Care Coordinator $ 35,000 Requested $ 35,000 If requesting only MHB funds, amount will be the same as Total; if requesting CDBG only, amount will be zero. Submitted: 8/21/2015 1:42:10 PM (Pacific) Project Contact Ruth McMahon rmcmahon@trilogyinc.org Tel: 773-382-4048 Additional Contacts sflavell@trilogyinc.org,jmayes@trilogyinc.org,sdoig@trilogyinc.org,shandley@trilogyinc.org Trilogy Inc 565 W. Howard Ave. Evanston, IL 60202 President and CEO John Mayes jmayes@trilogyinc.org Telephone773-382-4048 Fax 773-262-4841 Web www.trilogyinc.org Pre-Application (Letter of Intent) All Applicants Complete Questions 1-8 and attach Documents 1. Organization Name and Program for which you are requesting funding. Trilogy Behavioral Healthcare Evanston Mental Health Care Coordinator 2. Type of organization gfedcb Section 501(c)(3) Organization gfedc gfedc gfedc Government agency City of Evanston Department Other: 3. Is your organization an affiliate of a regional or statewide social service agency? gfedcb No gfedc Yes 4. If yes, provide the organization name and a brief explanation of the relationship. If there is a local board, describe its decisionmaking authority. If no, enter NA below. Attach the list of local board members as well as the parent organization board below. Not Applicable. 5. Is your organization accredited? gfedcb Yes gfedc No 6. If yes, provide the name of the accrediting body and the date of your most recent accreditation. If no, enter NA below. Commission on the Accreditation of Rehabilitation Facilities (CARF), 2014 7. People served: Check all that apply. gfedc Youth 0-15 years gfedcb gfedcb gfedcb Youth & young adults 16-24 years Adults 25-54 years Older adults/seniors 55+ years gfedc Other: 43 of 89

8. Funding request is: Programs funded in 2015 should be classified as renewal even if amount requested is different from 2015 grant. gfedc Renewal of 2015 CDBG funding gfedc gfedc gfedcb Renewal of 2015 MHB funding New request for CDBG New request for MHB New Applicants or Programs Complete Questions 9-10 (renewal applicants enter NA) 9. NEW APPLICANTS OR AGENCIES FUNDED IN 2015 APPLYING FOR A PROGRAM NOT FUNDED IN 2015 ONLY: Briefly describe your program and summarize its goals and accomplishments. IF CURRENTLY FUNDED, ENTER "NA." Include a description of program participants (age, gender, income level, family status, etc.) and the number of Evanston residents it serves annually. Trilogy, Inc., founded in 1971, is a private not-for-profit behavioral healthcare organization with 44 years of experience serving adults with serious mental illness in the City of Chicago, the City of Evanston, and surrounding suburbs. Trilogy's mission is to assist people in their recovery from serious mental illness by helping them discover and reclaim their own capabilities and life direction. We provide primary care and mental health care for more than 1900 clients each year, including more than 175 Evanston residents. In Fiscal Year 2015, 26% of the individuals presenting at Intake were homeless, 23% were in need of entitlements, 40% required linkage to medical care, and 75% required linkage to psychiatric care. Our client population is 61 % male and 39% female; 7% are 18-28 years of age, 11% are 29-35 years of age, 20% are 36-45 years of age and 62% are 46 years of age and older. Our current population is 52% white, 42% Black/African-American, 4% Hispanic, 1% Asian American, and 1% Unknown. We are requesting $35,000 in support of a full-time Evanston Mental Health Care Coordinator who will assist in providing better access to care for the most vulnerable residents of Evanston. The goal of the Evanston MH Care Coordinator will be to assist in a new initiative with the Evanston Health and Human Services (HHS) Department by providing access to comprehensive mental health and primary care services for at least ten Evanston residents per year who are struggling with behavioral issues such as hoarding. Trilogy s Evanston MH Care Coordinator will be trained and certified in Cognitive Behavioral Therapy (CBT) by the Depression and Anxiety Specialty Clinic of Chicago (DASC) in order to provide the best quality of care for these Evanston residents in need. Central to the philosophy of all Trilogy services is a belief in the possibility of long-term recovery from mental illness and mental illness with cooccurring substance use issues. We operate under the assumption that people can and do make good choices for themselves when offered accurate information, a wide array of recovery options, acceptance, and support. Our services are designed to maximize individuals' independence, selfsufficiency, and quality of life, by helping people identify their own strengths, talents and interests and to develop their own wellness recovery plans. Trilogy is a Trauma-Informed Care organization. We have an appreciation for the high prevalence of traumatic experiences in persons who receive mental health services. Every single client served by our organization experiences a safe and trusting physical and social environment that provides trauma-informed and trauma-specific services that are easily accessible; person-centered, competently delivered, culturally respectful and consistent with recovery-oriented principles of collaboration: shared decision making and self-direction. 10. NEW APPLICANTS OR CURRENTLY FUNDED AGENCIES APPLYING FOR A PROGRAM NOT CURRENTLY FUNDED ONLY: Explain what unmet need it addresses, how the need was identified, any alternatives considered to address it, and describe your capacity to implement it. If a new program launch, detail your organization's programmatic and funding capacity, including other funding that is committed or being sought for the program. Hoarding disorders can be overwhelming for the individual with the disorder, family, and the community. Trilogy will provide on site assessment and help the individual develop a treatment plan to address both the underlying psychological issues and a practical plan to manage living space. Hoarding is best treated by a larger team including: landlords, community supports, treatment providers, waste removal and city employees as needed. Trilogy will collaborate with other providers and the City of Evanston, as needed, to create, follow through, and maintain a safe living environment. Currently, Trilogy s Intake department provides in-home assessment services and links each person with a team of providers to meet the needs of the individual. Clinicians working with people who have hoarding disorder would receive more intensive training to address hoarding disorders through best practices. Trained employees will assist each individual in their home to create a safe environment. Linkage to medical providers, psychiatrists and other supports will be provided as needed as well as transportation to appointments. The City of Evanston is an incredibly diverse community with more than 74,000 residents. A representative of Trilogy has attended the Mental Health Board meetings in the past year to better understand the mental health needs of this diverse population. In a recent Board meeting, a representative from the Health and Human Services Department remarked on the growing concern around a number of Evanston residents who may have a hoarding disorder, defined by Mayo Clinic as a persistent difficulty discarding or parting with possessions because of a perceived need to save them. A person with hoarding disorder experiences distress at the thought of getting rid of the items. Excessive accumulation of items, regardless of actual value, occurs. Implementing this new initiative and partnering with the Evanston Health and Human Services Department would ensure that those residents who are struggling with behavioral issues such as hoarding disorder would receive intensive crisis services. Trilogy is licensed by the Illinois Department of Human Services Division of Mental Health (DMH) as a Medicaid provider. Government contracts and grants comprise 95% of Trilogy s funding. Through building strong relationships with a diverse range of funders including foundations, corporations, and a rich database of individual donors, Trilogy also works to strengthen and expand our current programming while developing innovative initiatives that further increase access to quality care for those we serve. For example, Trilogy secured philanthropic support from The Polk Bros Foundation, The Helen Brach Foundation, and the Thomas W. Dower Foundation in FY2015. Trilogy plans to build and sustain our Evanston Mental Health Care Coordinator position through a combination of third party funding, as well as seeking specialized grants. Documents Requested * Required? Attached Documents * Current year agency operating budget. (City of Evanston gfedcb Trilogy FY2016 Operating Budget applicants, please upload a blank page). Board of Directors, including professional affiliations and home addresses. If a regional organization with a local board of gfedcb 44 of 89 Trilogy Board of Directors

directors, attach listings of both boards REQUIRED FOR ALL EXTERNAL APPLICANTS. Agency Organization Chart that identifies reporting relationship between staff implementing program for which funding is requested and senior management. gfedcb Trilogy Intake Org Chart Application Questions 1. Provide a summary of your program, including the need(s) that it addresses. How long has your program existed and how has it grown or changed? How long do you expect to continue providing this service? If applying for CDBG funds, describe the need(s) identified in the 2015-2019 Consolidated Plan that your program addresses. We are requesting $35,000 in support of a full-time Evanston Mental Health Care Coordinator (MHCC) who will assist in providing better access to care for the most vulnerable residents of Evanston. The goal of the Evanston MHCC will be to assist in a new initiative with the Evanston Health and Human Services Department by providing access to comprehensive mental health and primary care services for at least ten Evanston residents per year who are struggling with behavioral issues such as hoarding. Trilogy s Evanston MHCC will be trained and certified in Cognitive Behavioral Therapy (CBT) by the Depression and Anxiety Specialty Clinic of Chicago (DASC) in order to provide the best quality of care for Evanston residents in need. Trilogy, Inc. was founded in 1971 and is a private not-for-profit behavioral healthcare organization with 44 years of experience serving adults with serious mental illness in the City of Chicago, the City of Evanston, and surrounding suburbs. The Evanston MHCC will work as a member of Trilogy s Intake team. The Intake Program is a part of our Intensive Crisis Services program which provides Linkage, assertive Outreach, and Triage Services for residents, other service providers, law enforcement, communities of faith, business associations, and elected officials. Our Intensive Crisis Services programs are structured and operate according to the Illinois Department of Human Services Division of Mental Health guidelines and employ the Best Practices Assertive Community Treatment (ACT) and Community Support Team (CST) treatment models. Clients enter through a centralized point of intake and are assessed in order to determine which path of support would best suit their needs and preferences. Both teams are instrumental in helping clients gain insight into their illnesses and reducing symptoms, such as hoarding. In a recent Evanston Mental Health Board meeting, a representative from the Evanston Health and Human Services Department remarked on the growing concern around Evanston residents who may have a hoarding disorder, which is described by Mayo Clinic as, a persistent difficulty discarding or parting with possessions because of a perceived need to save them. A person with hoarding disorder experiences distress at the thought of getting rid of the items. Excessive accumulation of items, regardless of actual value, occurs. Implementing this new initiative and partnering with the Evanston Health and Human Services Department would ensure that those residents who are struggling with behavioral issues, such as hoarding disorder, receive the treatment they need for as long as is necessary. 2. Who participates in or benefits from your program or services? Describe them in terms of age, gender, race/ethnicity, family status, income level and other relevant or defining characteristics. Detail any eligibility requirements. Trilogy provides primary care and mental health care for more than 1900 clients each year, including more than 175 Evanston residents. In Fiscal Year 2015, 26% of the individuals presenting at Intake were homeless, 23% were in need of entitlements, 40% required linkage to medical care, and 75% required linkage to psychiatric care. Our client population is 61 % male and 39% female; 7% are 18-28 years of age, 11% are 29-35 years of age, 20% are 36-45 years of age and 62% are 46 years of age and older. Our current population is 52% white, 42% Black/African-American, 4% Hispanic, 1% Asian American, and 1% Unknown. Of our client population, 1455 have self-identified as being divorced, separated, widowed or never been married and 112 have self-identified as being married. The average income of our client population is $6,477.00, which is drastically lower than the 2013 estimated per capita income of $40,248 for the City of Evanston. Many individuals living with serious mental illness and/or co-occurring substance use disorders who live at or below the poverty level experience more difficulty accessing primary and behavioral healthcare. Trilogy is committed to providing access to quality behavioral and primary health care for the most vulnerable populations in our community, regardless of a person s ability to pay. It is one of Trilogy s goals to bridge the existing funding gap by leveraging as much of our revenue as we can safely do. Trilogy maintains a Client Assistance Fund which is dedicated to helping individuals with mental illness in purchasing food and medicine and securing safe and affordable housing until they are able to access entitlements. Persons referred for intake to Trilogy programs must be at least 18 years old and have a severe mental illness, such as schizophrenia or other psychotic spectrum disorders, bi-polar disorder, major depression or other mental illnesses which do or may lead to limitations in the person s capacity to manage activities of daily living, interpersonal relationships, housekeeping, self care, education, employment or leisure time. Their illness may also limit their ability to seek or obtain local, state or federal assistance such as housing, medical and dental care, rehabilitation services, income assistance, food stamps or protective services. Priority for services is given to clients who meet the Target population criteria as defined by the Department of Mental Health, persons who meet Target Eligible Criteria are also able to receive services. There are no geographical restrictions for admission to Trilogy. 3. What other agencies address this need, how do you collaborate with them to avoid duplication of services, and what successes and challenges have you experienced? What sets your services apart from others? Include agencies that serve Evanston residents but are not located here. While the Evanston Mental Health Board funds organizations which provide case management services to individuals living with mental illness and behavioral disorders in the City of Evanston, including Housing Options and North Shore Senior Center, these organizations do not provide one-on-one Cognitive Behavioral Therapy (CBT), Intensive Crisis Services or offer access to primary healthcare. The outreach services and long-term mental health services which Trilogy is proposing to provide to residents of Evanston who are dealing with symptoms of a hoarding disorder, are paramount to diagnoses and continued treatment. Many individuals living with mental illness and mental disorders experience difficulty accessing primary and behavioral healthcare. This may be due to symptoms of their illness, the poverty associated with debilitating mental illnesses, stigma related to such illnesses and their treatment, or obstacles endemic to the healthcare and public entitlement systems. Negative symptoms associated with serious mental illness such as fear or suspicion, confusion, loss of interest in usual pleasures, lack of motivation, and difficulty concentrating may also create barriers to accessing healthcare and in maintaining treatment compliance. This barrier to care is best overcome by meeting individuals in settings where they are most comfortable. Trilogy s Evanston MHCC would meet clients in their homes, perform an in-home mental health assessment, and engage them in Cognitive Behavioral Therapy to 45 of 89

help manage their symptoms of anxiety. The Evanston MHCC would provide care coordination for any mental health or primary care services needed and would work to ensure that the individual follows through on appointments related to their treatment. 4. Complete the chart below with the unduplicated total of people you expect to serve in 2016, number that are low/moderate income, and the number of them that are Evanston residents. If an existing program, provide the same numbers for 2015. Federal regulations do not allow CDBG funds to replace existing program funding. Programs funded in 2015 must show an increase in people served if applying for an increase in CDBG funding. 2370 Unduplicated people to be served in 2016 200 Unduplicated Evanston residents to be served in 2016 2370 Unduplicated low/moderate income people to be served in 2016 200 Unduplicated low/moderate income Evanston residents to be served in 2016 1970 Unduplicated people to be served in 2015 180 Unduplicated Evanston residents to be served in 2015 1970 Unduplicated low/moderate income people to be served in 2015 180 Unduplicated low/moderate Evanston residents to be served in 2015 9,440.00 TOTAL 5. Describe your program. Be specific about the activities/services provided, days/times of services and the frequency/duration of service for the average participant. Is there a wait list? If yes, explain its size and the length of wait time. Hoarding disorders can be overwhelming for the individual with the disorder, family, and the community. Trilogy will provide onsite assessments and help the individual develop a treatment plan to address both the underlying psychological issues and a practical plan to manage his or her living space. Hoarding is best treated by a larger team including: landlords, community supports, treatment providers, waste removal and city employees as needed. Trilogy will collaborate with other providers and the City of Evanston Health and Human Services Department, as needed, to create, follow through, and maintain a safe living environment. Currently, Trilogy s Intake program provides in-home assessment services and links each person with a team of providers to meet the needs of the individual. The Evanston MHCC, who would be working with each individual who has a hoarding disorder three hours per week, would receive more intensive training to address hoarding disorders through best practices, include Cognitive-Behavioral Therapy (CBT) which incorporates assessment and goal setting, organizing and problem-solving skills training, methods to reduce acquiring and remove clutter, and motivational interviewing to address patient resistance when it arises during treatment. The Evanston MHCC would continue to work with the individual long-term to provide the intensive services necessary to assist the patient in clearing out their belongings and to treat the underlying cause of hoarding. Trilogy s hours of operation are 8:00 a.m. to 4:30 p.m. Monday thru Friday. We also have a 24-hour crisis line and additional Intake and CST hours later in the evening and on weekends. These expanded hours allow us to offer better access to services such as therapy, groups, and Integrated Dual Disorders Treatment for the people we serve. We provide all clients access to our peer-led Beacon drop-in center located at 1400 W. Greenleaf Avenue in Chicago, which is open 365 days a year and is one of few places where individuals from Evanston, the City of Chicago, and its surrounding areas who self-identify as having a mental illness are able to come together to support one another through social and leadership opportunities. The Evanston MHCC would be a new position therefore there would be no waiting time for in-home mental health assessments for Evanston residents. 6. Describe the number, qualifications and experience of program staff. Will new staff be hired and is this dependent on City funding? Will the staff be retained if City funding is not received in future years? Provide your staff to participant ratio and any requirements for program licensing or accreditation. The Evanston MHCC will be a member of the four person Intake staff and will link with other departments and programs within Trilogy depending on each assessed individual s recovery needs. This full time employee will be a Mental Health Professional and will receive intensive training in Cognitive Behavioral Therapy. This new position has been created to address a steady increase in the number of calls to the Evanston Health and Human Services Department requesting assistance with hoarding. Each Evanston resident who has been identified by Evanston s Health and Human Services Department as having hoarding issues and who has been assessed by Trilogy s Evanston MHCC would receive individualized mental health services. This new position is dependent on Evanston Mental Health Board funding during the 2015-2016 grant cycle because it has been created specifically to provide services for Evanston residents living with hoarding disorders. Trilogy plans to build and sustain our Evanston MHCC position through a combination of third party funding as well as seeking specialized grants. Trilogy is accredited by the internationally recognized Commission on Accreditation of Rehabilitation Facilities (CARF). Accreditation involves an indepth review of services and agency structure. Organizations must employ best practices and demonstrate clearly defined mechanisms for quality improvement and consumer satisfaction. 7. Describe program goals and outcomes you anticipate in 2016, including any change from 2015. What data are collected and used to analyze your program and measure success? Who is responsible for ensuring the program is implemented as planned? The Evanston MHCC will complete an initial in-home mental health assessment of each Evanston resident identified as having a hoarding disorder and link to appropriate mental health services within Trilogy. The Evanston MHCC will collect data using the Saving Inventory-Revised (SI-R) a 23-item self-report questionnaire that assesses difficulty with discarding, clutter, and excessive acquisition and the Hoarding Rating Scale-Interview (HRS-I). A score of 41 or higher on the SI-R typically indicates a clinical hoarding problem. The HRS-I helps clinicians make a diagnostic assessment of the 5 main features of hoarding (clutter, acquisition, difficulty with discarding, distress, impairment), each rated on a 0 to 8 scale. Over the course of the first year of working with Evanston residents, it is our goal that 60% of patients will show clinically significant improvement of hoarding symptoms following 26 sessions of individual Cognitive Behavioral Therapy that included monthly in-home visits. Several assessments and instruments are used to gather participant data for the purpose of measuring our program outcomes. Our Intake staff gathers monthly statistics which track the number of crisis contacts received, intake assessments completed, and clients who enroll in Trilogy s services. Staff also track the number of individuals living with serious mental illness who are engaged through community outreach efforts. 46 of 89

Trilogy actively recognizes the importance of data collection and analysis for the purpose of program development, enhancement, and evaluation of program objectives outcomes to ensure participant access to quality services. On July 1, 2012 Trilogy went live with CareLogic, an electronic medical record system developed by Qualifacts. The use of CareLogic improves the quality of care, improves consumer safety, and eliminates inefficiencies in order to reduce the cost of care. In addition, this EHR allows us to quickly and accurately report on an extensive variety of program demographics and outcomes. Trilogy is highly committed to evaluating the performance of all clinical programs. Trilogy employs a full-time Program Evaluation Coordinator whose job description entails evaluating all of Trilogy s programs, including developing evaluation designs and instrumentation; collecting, coding, analyzing and interpreting quantitative and qualitative data; conducting interviews, focus groups and systematic observations as directed; and reporting evaluation findings. In addition, the Board of Directors has a Program Quality Committee which meets quarterly to review and evaluate Trilogy s programs. 8. Where (address/location) does your program take place and how will clients get to the location or facility? Trilogy specializes in delivering mental health services in the community not in the office. At least 80% of all services take place in the community and are designed to meet the individualized educational, vocational, residential, mental health, co-occurring disorders, financial, social and other treatment support needs of each person served. The goal is to provide assessment and engagement services in natural settings and to help clients access services as they are needed. The philosophy is that people who are well linked and have established relationships with providers in the community will be better able to meet their recovery goals. Trilogy is headquartered at 1400 W. Greenleaf Avenue in Chicago, but our Evanston MHCC will work out of our 565 W. Howard Street, Evanston, IL, 60202 location which is accessible by the #215 Pace bus or the Chicago Transit Authority Purple Line. In addition to providing community outreach, he or she will provide linkage to medical providers, psychiatrists and other supports as needed, as well as transportation to appointments both within our organization and with outside service providers. In the event that the Evanston MHCC is unavailable to transport a person to an appointment, transit passes for the Pace Suburban bus or the CTA will be provided on an as-needed basis. 9. Is the facility and program in compliance with the Americans with Disabilities Act? gfedcb Yes gfedc No 10. If "no," explain what areas are not compliant and what accommodations are made for individuals with disabilities. Describe your organization's experience making such accommodations. IF "YES," ENTER "NA." NA 11. If applying for CDBG funds, how will the program's eligibility for CDBG funding be established? All recipients of CDBG or MHB funds are required to report the income levels and race/ethnicity of participants. MHB funding is not contingent on serving primarily low/moderate income residents. gfedc Limited Clientele (include form used to document income in document upload section) gfedc gfedcb Presumed eligible (severely disabled adults, abused children, battered spouses or homeless) NA (applying for MHB only) 12. Describe your agency's capacity to undertake the proposed program, including policies and procedures for managing finances and procurement. CDBG applicants, include experience with federal record keeping, eligible uses of federal funds, procurement and other requirements per "Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards." Trilogy is well established to support the financial roles needed to carry out the proposed program. Trilogy s Financial Department operates our finances through Sage MIP Fund Accounting and manages our purchases with Sage s Account Receivable module. The department is overseen by our Chief Financial Officer, who has 12 years of executive non-profit financial experience. He supervises an Accounting Manager, who has 10 years of successful experience operating MIP; an Accounts Payable Clerk; and a Staff Accountant. Trilogy s financial policies lay out an authorization matrix and require proper authorizations and documentation to complete any transaction. The policies also cover 14 areas, including: document retention, conflict of interest, whistleblower, governance, information technology, budgeting and financial reporting, grants and contracts, personnel and payroll, accounts payable and cash disbursements, purchasing, the control environment, and the accounting system. Additionally, Trilogy s Board Finance Committee is comprised of six finance experts, including staff from GE Capital and Global Financial Consulting, who meet once a month to review the previous month s financial results. Trilogy Annual Audits are completed within four months of year-end and are all unqualified. Trilogy is licensed by the Illinois Department of Human Services Division of Mental Health (DMH) as a Medicaid provider. Trilogy staff continues to assist clients with enrolling in healthcare plans made available through the Affordable Care Act. Trilogy has provider contracts signed with twelve Managed Care Organizations (MCO). We continue to develop workflows and procedures to efficiently and accurately bill through these new contracts. Our Director of Managed Care and our Insurance and Authorization Specialist oversee administrative needs of this area. Government contracts and grants comprise 95% of Trilogy s funding. Through building strong relationships with a diverse range of funders including foundations, corporations, and a rich database of individual donors, Trilogy works to strengthen and expand our current programming while developing innovative initiatives that further increase access to quality care for those we serve. Trilogy receives philanthropic support from foundations such as the Helen Brach Foundation, the Polk Bros Foundation, the GE Foundation, and the PepsiCo Foundation. Trilogy also works to strengthen and expand our current programming while developing innovative initiatives that further increase access to quality care for those we serve. For example, Trilogy plans to build and sustain our Evanston Mental Health Care Coordinator through a combination of third party funding as well as seeking specialized grants. 13. Provide the name, email and phone number of the individual who attended the pre-application meeting. Ruth McMahon, rmcmahon@trilogyinc.org, 773-382-4048 14. Provide a summary of your organization's mission and work including services, organizational structure, size and functions of the board, and any significant changes in the last year. Attach current Strategic Plan on the Documents tab. City of Evanston applicants, enter "NA." Trilogy, Inc. is a private not-for-profit behavioral healthcare organization. Trilogy's mission is to assist people in their recovery from serious mental illness by helping them discover and reclaim their own capabilities 47 and of life direction. 89 Central to the philosophy of all Trilogy services is a belief in the

possibility of long-term recovery from mental illness and mental illness with co-occurring substance use issues. We operate under the assumption that people can and do make good choices for themselves when offered accurate information, a wide array of recovery options, acceptance, and support. Our services are designed to maximize individuals' independence, self-sufficiency, and quality of life by helping people identify their own strengths, talents and interests and to develop their own wellness recovery plans. Trilogy s strategic planning process includes ensuring peers are well-represented throughout the organization. We have 16 individuals on our Board of Directors of which 25% percent can be described as primary or secondary consumers. One Board member self-identifies as a peer, which helps ensure that the consumer viewpoint is well represented. We also currently employ 25 primary consumers. All 25 are service providers and several of them frequently speak at presentations and on panels across the country about the impact that working as peer specialists at Trilogy has on them and the people we serve. Trilogy s services are comprehensive and include such programs as: Trilogy s Integrated Healthcare Program ensures access to primary care services for those in need of urgent care. In 2010, Trilogy was one of 45 mental health organizations across the United States that was awarded a competitive multimillion dollar four-year federal grant from the Substance Abuse and Mental Health Services Administration (SAMHSA). Through our partnerships with Heartland Health Centers and Rush University College of Nursing, Trilogy s Integrated Healthcare Program helps improve the overall quality of life for more than 1,500 adults with serious mental illness each year. The goal of Trilogy s IHC Program is to ensure access to care, identification of at-risk persons through aggressive assessments, tracking with follow-up monitoring, health education, collaboration with community resources, and a personalized plan of care for each individual to eliminate or reduce the core barriers that fuel inequalities in health care. Trilogy s Psychiatric Services Program provides initial diagnostic evaluations, medication management and psychotherapy for clients in urgent need of care and on an on-going basis. Trilogy is committed to providing access to quality psychiatric care, regardless of a person s ability to pay. For example, Trilogy maintains an inventory of donated sample medications to ensure that all clients have access to newer and more effective psychotropic medications. In order to ensure that people have the skills they need for their path to recovery, we offer Occupational Therapy (OT) to all of our clients. A large number of individuals who live with mental illness and disorders need individualized supports to address deficits in their day-to-day living skills. As a part of our Occupational Therapy program, Trilogy OTs assess clients on strengths and weaknesses they may have to living alone and work with individuals to develop plans and routines designed to help them de-clutter and organize their homes. 15. All organizations receiving CDBG funds are required to have a DUNS number. Please enter your organization's DUNS number in the space below. If you do not already have a DUNS number, enter "NA." (City of Evanston applicants, enter 074390907) NA 16. Certification: I certify that I am authorized by the Board of Directors or governing body to submit this application for 2016 CDBG and/or MHB funding and that, to the best of my knowledge, the information in this application is true and correct. Enter the name and title of the individual submitting this application. Ruth McMahon, Chief Development Officer Budget Funding Sources/Revenues 2015 2016 2016 Committed City of Evanston Mental Health Board Funds $ 35,000.00 Trilogy Client Assistance Funds $ 14,400.00 $ 0.00 Total $ 0.00 $ 49,400.00 $ 0.00 Funding Uses/Expenses 2015 2016 Total 2016 CDBG 2016 MHB Evanston MH Care Coordinator Salary $ 35,000.00 $ 35,000.00 Fringe Benefits at 18% $ 6,300.00 Equipment - laptop, desk, chair, etc. $ 1,030.00 Supplies $ 300.00 Occupancy - 565 Howard Ave. $ 2,720.00 Training $ 1,000.00 Mileage Reimbursement $ 1,300.00 Administration Costs @ 5% $ 1,750.00 Total $ 0.00 $ 49,400.00 $ 0.00 $ 35,000.00 Budget Narrative Trilogy's fiscal year is from July 1 until June 31. Trilogy is licensed by the Illinois Department of Human Services Division of Mental Health (DMH) as a Medicaid provider. Trilogy staff continues to assist clients with enrolling in healthcare plans made available through the Affordable Care Act. Trilogy has provider contracts signed with twelve Managed Care Organizations (MCO). We continue to develop workflows and procedures to efficiently and accurately bill through these new contracts. Our Director of Managed Care and our Insurance and Authorization Specialist oversee administrative needs of this area. Government contracts and grants comprise 95% of Trilogy s funding. Through building strong relationships with a diverse range of funders including foundations, corporations, and a rich database of individual donors, Trilogy works to strengthen and expand our current programming while developing innovative initiatives that further increase access to quality care for those we serve. Trilogy receives philanthropic support from foundations such as the Helen Brach Foundation, the Polk Bros Foundation, the GE Foundation, and the PepsiCo Foundation. Trilogy also works to strengthen and expand our current programming while developing innovative initiatives that further increase access to quality care for those we serve. For example, Trilogy plans to build and sustain our Evanston Mental 48 of 89

Health Care Coordinator through a combination of third party funding as well as seeking specialized grants. The Evanston Mental Health Care Coordinator is a new position and will focus on serving Evanston residents. The $35,000 in funding from the Evanston Mental Health Board would represent 71% of the total cost of hiring a new employee. Other expenses include fringe benefits, administrative costs, equipment costs, supplies, training, mileage reimbursement, and occupancy costs. Program Outcomes Program Outcomes Outcome 1 Engaging 10 residents who are identified by the City of Evanston with hoarding disorders in mental health services 2 Engaging identified individuals with hoarding disorders in Cognitive Behavioral Therapy (CBT) 3 Management of anxiety symptoms Indicator (How was success measured?) Goal # (G): Jan-Mar Completed 10 In-Home MH Mental Health Assessments Assessment and linked to Trilogy mental health services Completed In- Home CBT sessions Reduction in hoarding measured by selfassessment survey and clinician assessment 4 Trilogy will 50-60 provide 4 hours Evanston of weekly residents access to a linked to mental Licensed Clinical health services Social Worker at Connections for the Homeless in Evanston and provide access to all Trilogy services as well as The Trilogy Beacon, a 7 day a week peer led drop in center. 3 hours a week per person or 30 hours a week of CBT sessions per week 2-7 mental health assessments per week G: Apr-Jun G: Jul-Sep G: Oct-Dec Goal Total 0-2 In-Home MH Assessments 3 hours a week per person or 30 hours of CBT sessions per week 0 1 person reduces his or her hoarding 2-7 mental health assessments per week 0-2 In-Home MH Assessments 3 hours a week per person or 30 hours of CBT sessions per week 2 additional people reduce their hoarding 2-7 mental health assessments per week 0-2 In-Home MH Assessments 3 hours a week per person or 30 hours of CBT sessions per week 4 additional people reduce their hoarding 2-7 mental health assessments per week Actual # (A): Jan- Mar A: Apr- Jun A: Jul- Sep A: Actual Oct- Total Dec 0 0 0 0 0 0 0 0 5 0 0 Total 0 0 0 0 0 0 0 0 0 0 Documents Documents Requested * Required? Attached Documents * REQUIRED FOR ALL EXTERNAL APPLICANTS. Audited financial gfedc Trilogy FY13 Audited Financials statement and Form 990 for the most recent completed fiscal year. Trilogy Form 990 REQUIRED FOR ALL EXTERNAL APPLICANTS. Most recent annual report or a summary of the organization's prior year's activities and accomplishments. Federal 501(c)(3) letter of determination verifying tax-exempt status (NEW APPLICANTS and agencies that have not received CDBG in the last two years). gfedc gfedc 49 of 89 Trilogy FY14 Annual Report Trilogy 501(c)(3) Determination Letter

Non-discrimination & equal employment opportunity policies, and Affirmative Action Plan (NEW APPLICANTS or organizations funded in 2015 only if changed). Articles of incorporation/bylaws (NEW APPLICANTS or organizations funded in 2015 only if changed). Brief biographies of key staff (NEW APPLICANTS and funded agencies with staff changes in 2015). Plan to address accessibility issues, including who to contact with questions/issues, policies for responding to grievances/complaints and the time period for providing a written response (new applicants or previously funded agencies if changed). Supplemental information relating to your program or agency, as applicable. Form used to document income of participants to establish CDBG eligibility if Limited Clientele indicated in Question 11. HUD Family income limits used to determine eligibility for CDBG funding and for reporting demographic characteristics of participants. download template 2016 CDBG-MHB Application review Meeting Schedule. Please note that the order in which applications will be reviewed is not finalized. download template REQUIRED FOR ALL EXTERNAL APPLICANTS: Conflict of Interest Disclosure. Evanston and Federal policies require the disclosure of any possible conflict of interest in the provision of funding. Download and complete the attached form, then upload here. download template REQUIRED FOR ALL EXTERNAL APPLICANTS. Chart of Accounts used to define each class of items for which money or the equivalent is spent or received, and to organize and segregate expenditures, revenue, assets and liabilities. Budget detail - if the form on the budget tab does not have enough lines to break out each funding source of $20,000 or more, attach detail for categories such as Foundation Grants here. gfedc gfedc gfedc gfedc gfedc gfedc gfedc gfedc gfedc gfedc gfedc Trilogy Hiring Policy Trilogy Articles of Incorporation Trilogy Key Program Staff Trilogy Accessibility Plan Trilogy Strategic Plan FY14-FY17 Trilogy Conflict of Interest Form Trilogy Chart of Accounts Extra At the request of the MHB, based on their discussion on 10.8.15, please clarify the types of services the Mental Health Care Coordinator would provide in addition to hoarding cases. -no answer- * ZoomGrants is not responsible for the content of uploaded documents. Application ID: 41309 Become a fan of ZoomGrants on Facebook Problems? Contact us at Questions@ZoomGrants.com 2007-2015 GrantAnalyst.com. All rights reserved. "ZoomGrants" and the ZoomGrants logo are trademarks of GrantAnalyst.com, LLC. Logout 50 of 89

Trilogy Behavioral Healthcare is a private not-for-profit community mental health organization with more than 44 years of experience serving people with serious mental illness in Evanston, the City of Chicago, and its surrounding suburbs. Trilogy's mission is to assist people in their recovery from serious mental illness by helping them discover and reclaim their own capabilities and life direction. The City of Evanston s Mental Health Board recently approved $30,000 in funding in support of Trilogy s proposal for an Evanston Mental Health Coordinator. The Evanston MH Coordinator will be responsible for assisting the City of Evanston s Health and Human Services Department with up to ten Evanston residents who are experiencing hoarding disorders within the 2016 grant cycle. During this grant cycle, Trilogy will also perform bi-weekly intake assessments at Connections for the Homeless in Evanston. Any Evanston resident who is assessed as having a serious mental illness will be opened to Trilogy s wide array of primary and mental health care services. Central to the philosophy of all Trilogy services is a belief in the possibility of long-term recovery from mental illness and mental illness with cooccurring substance use disorders. Our treatment methodologies are Recovery-focused, Trauma-informed, and incorporate Evidence-based practices which help to maximize individuals independence, selfsufficiency, and quality of life. Some of our wide-array of services include: Trilogy s Integrated Healthcare Program ensures access to primary care services for those in need of urgent care. In 2010, Trilogy was one of 45 mental health organizations across the United States that was awarded a competitive multimillion dollar four-year federal grant from the Substance Abuse and Mental Health Services Administration (SAMHSA). Through our partnerships with Heartland Health Centers and Rush University College of Nursing, Trilogy s Integrated Healthcare Program helps improve the overall quality of life for more than 1,500 adults with serious mental illness each year. The goal of Trilogy s IHC Program is to ensure access to care, identification of atrisk persons through aggressive assessments, tracking with follow-up monitoring, health education, collaboration with community resources, and a personalized plan of care for each individual to eliminate or reduce the core barriers that fuel inequalities in health care. Trilogy s Psychiatric Services Program provides initial diagnostic evaluations, medication management and psychotherapy for clients in urgent need of care and on an on-going basis. Trilogy is committed to providing access to quality psychiatric care for the most vulnerable populations in our community, regardless of a person s ability to pay. For example, Trilogy maintains an inventory of donated sample medications to ensure that all clients have access to newer and more effective psychotropic medications. 51 of 89

In order to ensure that people have the skills they need for their path to recovery, we widened our array of services by offering Occupational Therapy (OT) to all of our clients in Fiscal Year 2014. As a result of the 2010 Williams vs. Quinn class action lawsuit settlement, the State of Illinois had to contract with community mental health providers to ensure that all residents of nursing facilities classified as Institutions for Mental Disease received information and assistance with transition into the community. Many of these individuals had lived in a nursing home for large portions of their lives. As a part of our Occupational Therapy program, Trilogy leased and created a practice apartment where clients can practice their independent living skills in a real life setting and preview some of the daily activities associated with successfully living on their own. In FY14, Trilogy s Supported Employment Program was invited to become a learning partner in the internationally-recognized Johnson & Johnson Dartmouth Community Mental Health Program. The IPS model for supported employment is the most progressive, evidence-based model offered to individuals with serious and persistent mental illness. By adhering to the Individual Placement and Support (IPS) model, Trilogy s Supported Employment program provides any Trilogy client who is looking to enter or re-enter the work force, with the tools and support he or she needs to gain competitive employment. Peer Certified Recovery Support Specialists and Peer Support Specialists are involved in every part of our organization and are employed on every team. Peer facilitators co-lead evidence based Wellness Recovery Action Plan (WRAP) groups that focus on creating individual action plans involving advocacy, support, hope, personal responsibility, and education for specific life situations. In FY14, we expanded of our peer-led Trilogy Beacon Drop-In Center one of few places where individuals who selfidentify as having a mental illness, but who otherwise may not be engaged in services are able to come together to support one another through social and leadership opportunities. Additional Outcome to be included in ZoomGrants: Trilogy will provide 4 hours of weekly access to a Licensed Clinical Social Worker at Connections for the Homeless in Evanston and provide access to all Trilogy services as well as The Trilogy Beacon, a 7 day a week peer led drop-in center. 52 of 89

City of Evanston 2100 Ridge Avenue Evanston, IL 60201 2016 MHB Allocation Review Meeting October 8, 2015 Public Services Agency Request Notes Proposed CDBG Allocation Childcare Network of Evanston: Learning Together Childcare Network of Evanston: Scholarships Family Focus: Afterschool Program Housing Options for the Mentally Ill: Mental Health Clinical Services LAF: Evanston Legal Services $42,500 Agency has diverse funding sources; program is not directly affected by State cuts to child care funding. Request is 37% of program budget and a 7% increase from previous year s allocation. 95% of participants served are Evanston residents. Program provides supports to 3-5 year olds in full day child care programs, primarily in Evanston, to reduce suspension or expulsion due to behavioral and mental health issues. $98,500 95% of request used for Evanston children attending Evanston-based child care centers. Percent allocated to administrative costs consistent with prior years. Child care funding has been dramatically impacted by State and Federal funding cuts and reduction in income eligibility from 185% of federal poverty level to 50%. $35,000 Combined 2016 program is not solely dependent on CDBG/MHB funding. Agency projects a 5% decrease in total youth served. Combined (MHB and CDBG) request is 30% program budget. Agency serves Evanston residents exclusively. $60,000 Request is 8% of program budget and a 2% increase from previous year s allocation. 96% of participants served are Evanston residents. Agency is stable and has the capacity to administer program. $20,000 Agency addressed audit issues; hired a Comptroller and outside organization to prepare for future audits. Additionally, organization has provided staff training and improved internal controls. Combined CDBG & MHB request is 68% of program budget; serves Evanston residents only. No other agency provides free legal advice for Civil matters. MHB request is 34% increase for same number of people served. Meals at Home $10,000 Agency is not affected by State/Federal funding. Agency is expanding outreach to serve more Evanston residents. Differentiated from other meals on wheels programs by providing specialized diets for individuals with diabetes and other health issues. 53 of 89 Page 1 of 3 $20,000 $15,000* for I- WORK Program $7,250 $15,000

City of Evanston 2100 Ridge Avenue Evanston, IL 60201 North Shore Senior Center: Social Services for Seniors & Families James B. Moran Center: Legal & Social Services Child Care Center of Evanston Connections for the Homeless: Homeless Stabilization Services $50,000 Request is 2% of program budget and is a 25% increase in funds to serve 137 more Evanston residents. Agency is capable and program designated a Care Coordination Unit by IL Dept. on Aging. $41,500 Agency is stable with diverse funding. Level funding request with agency projecting increase of at least 10 more Evanston residents. Request is 10% of program budget; combined (MHB and CDBG) request is 16% of program budget. Reducing funds would directly impact staff serving Evanston residents. $22,500 Agency eliminated Child Development Specialist duties now performed by the Family Child Care Connections Case Manager. Request would provide 50% of Manager s salary and benefits. Agency has been affected by State cuts but has strong administrative capacity. Loss of funding would directly impact staff. $60,000 Request is 25% of program budget. Agency has been directly affected by cuts in State and Federal funding (including the discontinuation of HUD funding that was 53% of program budget as of 1/1/2015). Agency working to increase grants/contributions. Connections is the primary agency in Evanston that provides outreach and stabilization services for homeless people. Infant Welfare Society $75,000 Agency recently lost funding for 5 center-based spots and 50 home based spots for Evanston families and reduced staff by 3 due to recent cuts in State funding and changes in Early Head Start funding. Request is 3% of agency budget. Agency is not requesting CDBG funds. 83% of clientele are Evanston residents. Metropolitan Family Services: Family Support and Prevention Northwest CASA: Sexual Assault Intervention PEER Services: Adolescent Substance Abuse Treatment PEER Services: Adult Substance Abuse $80,000 Request is 54% of program budget and allows for the expansion of Parenting Fundamentals classes a program that serves Evanston residents exclusively. Request is 26% increase from previous year s allocation. $18,000 Request is 3% of agency budget used to support salaries for 2 case managers, one of whom works exclusively with Evanston residents. $14,000 Long time recipient of MHB funds, agency has capacity to provide services and meet reporting requirements. Funding request is 5% of program budget and a 27% increase to serve 10 more residents. $36,400 Request is 12% of program budget and a 7% increase from prior year allocation to serve 10 new Evanston residents. A loss in funding would directly affect a 54 of 89 Page 2 of 3 $13,000* For Grandparents Raising Grandchildren Program $25,000

City of Evanston 2100 Ridge Avenue Evanston, IL 60201 Treatment PEER Services: DIMENSIONS Dual Diagnosis Treatment PEER Services: Youth Early Intervention Shore Community Services: Lois Lloyd Center Shore Community Services: Residential Services Trilogy, Inc.: Evanston Mental Health Care Coordinator YOU: Youth and Family Services counseling position. Evanston residents comprise 60% of caseload. $45,500 Request is 42% of program budget; this is consistent with past funding allocations. Program works with people with mental illness and substance abuse through integrated programming. PEER Services collaborates with Connections, Albany Care, Greenwood Care, the YWCA and the YMCA to provide services based on need identified by MHB in 1999. $14,000 Request is 26% of program budget. Program serves Evanston residents exclusively. Program projects increase in services to 10 more residents. $19,000 Evanston residents comprise 12% of population; request is 2% of program budget. Request is up slightly from last year s allocation for stable service level. $21,000 Agency has strong administrative and programmatic capacity. Request directly impacts staff salaries and would provide for extended support from the Program Manager for Respite Care and Home-Based Service Facilitation. State funding held due to budget impasse, requiring Shore to rely on line of credit to pay staff and continue services. $35,000 Request is 71% of program budget, over twice the guideline of no more than 30% of budget. Application focuses on renters with hoarding issues, though services for renters who are hoarders have not been identified as an unmet need. The City s Health & Human Services department contracts with Presence Behavioral Health to provide crisis services to residents with mental health issues, including hoarding. Trilogy s proposed services seem to duplicate those provided by Presence and agency does not have a partnership agreement with Health & Human Services department. Agency would hire and train staff specifically for this program. Trilogy is well managed with strong programming and capable staff. $100,000 Agency is stable and growing, with diverse and robust funding. Request is 5% of program budget and 79% of participants are Evanston residents. $64,443* capital grant to construct new YOU HQ and Youth Center 55 of 89 Page 3 of 3

Community Behavioral Healthcare Association of Illinois Marvin Lindsey, MSW, CADC Chief Executive Officer 3085 Stevenson Drive, Suite 203 Springfield, Illinois 62703 Phone: 217/585-1600 Fax: 217/585-1601 www.cbha.net Senate Human Services Committee Michael A. Bilandic Building, Room C600 160 N. LaSalle St. Chicago, IL September 9, 2015, 10:30 a.m. Subject Matter: FY16 Spending on Human Services, Including Areas Under Consent Decrees or Court Orders The Community Behavioral Healthcare Association (CBHA), representing community health care providers throughout the state who provide prevention and care for children and adults with substance use and mental disorders, would like to thank Chairperson Biss and the members of the Senate Human Services Committee for the opportunity to submit written testimony on the lack of FY 16 spending on human services. The lack of FY 16 spending is causing the elimination of community mental and substance use disorder care, treatment and services for thousands of our most vulnerable children, mothers, men and families, and communities across the state. $288,000,000 Not Appropriated ------ 94,000 People Affected In July 2015, community substance use and mental health providers were required to sign Department of Human Services contracts for certain mental health and substance use services. The letter that accompanied the contacts stated that providers would receive payment for the contracted services only after a resolution of the current budget impasse. There was also a list of services that providers did not receive a contract for and, according to DHS, those services were eliminated. Some of the services eliminated were psychiatric services, services for the uninsured, transitional crisis services and funds for transitional residential services. After analyzing the current consent decrees, court rulings, state agreements and SB 2042, HAM # 3; what is at risk is $288,000,000 in GRF that has not been appropriated for the community mental health and substance use system. These dollars cover a variety of essential services that have been put in place over the years because they have been proven to be effective in treating mental health and substance use conditions. We estimate that 94,000 children and adults will be affected. One significant service not appropriated is for psychiatric services ($27 million), which include conducting necessary evaluations of mental status, addressing clinical emergencies, the prescribing of medications, perform care coordination with other healthcare providers and monitoring of medications. These funds are important in helping Medicaid Managed Care organizations offer psychiatric care and in helping the state reduce healthcare cost. 56 of 89