Agenda 10/25/2016 Item #16D11 16.D.11
10/25/2016
EXECUTIVE SUMMARY
Recommendation to approve a Victims Advocacy Organization (VAO) after-the-fact grant
application for a 3-year Florida Department of Children and Families Criminal Justice, Mental
Health and Substance Abuse Reinvestment Grant in the amount of$1,042,505.66.
OBJECTIVE: To continue and expand mental health, substance abuse, and criminal justice services for
members of the community.
CONSIDERATIONS: Collier County, in conjunction with multiple local non-profit partners, is
requesting permission to submit a Criminal Justice Mental Health and Substance Abuse grant application
to the Florida Department of Children and Families in order to expand and enhance substance abuse
treatment services in existing adult,juvenile and family "problem solving" courts which use the treatment
drug court model to provide alcohol and drug treatment to defendants and offenders. The Victims
Advocacy Organizations involved in this application are the David Lawrence Center,the Sheriffs Office,
and NAMI of Collier County. Collier County, through the Community and Human Services Division, is
the lead applicant. If awarded, the overall impact of this grant will be $2,094,805.53, including match
portions. The proposed grant application will continue this existing partnership to future years.
The purpose of this grant is to provide funding to plan, implement, and expand initiatives that increase
public safety, avert increased spending on criminal and juvenile justice systems, decrease admissions to
the state forensic hospital, and improve the accessibility and effectiveness of treatment services for adults
and juveniles who have a mental illness, substance abuse disorder, or a combination thereof and who are
in,or at risk of entering,the criminal or juvenile justice systems.
The grant application was due to the Department of Children and Families on September 21,2016. Due to
the unique nature of the grant and its collaborative application process between three partnering agencies,
time was needed to assemble the application. Collier County CMA#5330 authorizes the County manager
to approve the submittal of grant applications with subsequent Board action at the next regularly
scheduled board meeting to ratify the approval as an after-the-fact application. The County Manager
approved the grant application on September 16,2016.
If the grant is awarded, the grant agreement and associated subrecipient award(s) will be brought to the
Board of County Commissioners at a later date for final approval and execution. Also, it will be fully
vetted through the partner groups to confirm ability to execute. As fiscal agent of the grant, Collier
County will be responsible for ensuring compliance with the programmatic and financial reporting
requirements of the DCF Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant. The
sub award contracts will include requirements for the subrecipients to provide information as needed for
these reports.
FISCAL IMPACT: If the grant is awarded, state funds from DCF in the amount of$ 1,042,505.66 over
3 years will be appropriated into Community and Human Services Fund 707 and in Fund 708 for the cash
match portion in the amount of$47,995.31 via Budget Amendment at the time of Board acceptance of the
grant. The following table reflects the annual budget over the three year period and cash and in-kind
match as proposed in the grant application:
Grant Year Grant Amount Cash Match In-Kind Match
1 $345,743.63 $341,526.92 $5,917.20
2 $346,802.87 $344,612.55 $5,917.20
3 $349,959.16 $348,408.80 $5,917.20
Packet Pg. 1570
16.D.11
10/25/2016
Totals $1,042,505.66 $1,034,548.27 $17,751.60
The grant requires match on an overall one-to-one basis. Match is proposed to be provided by DLC,
CCSO, NAMI and Collier County in a combined total of $1,052,299.87 for a total impact of
$2,094,805.53. The Collier County match portion will be in the amount of$47,995.31. The table below
reflects the match totals contributed to the grant from each participating agency.
Agency Cash Match In-Kind Match Total
Collier County $47,995.31 $0 $47,995.31
David Lawrence Center $349,736.92 $0 $349,736.92
Sheriff's Office $552,140.14 $0 $552,140.14
NAMI $84,675.90 $17,751.60 $102,427.50
Totals $1,034,548.27 $17,751.60 $1,052,299.87
LEGAL CONSIDERATIONS: The Board will have the opportunity to accept or reject the funds if the
grant is approved. Accordingly, this Office has no issue with respect to the legal sufficiency of this
request,which is appropriate for Board action. This is item requires a majority vote for Board approval. -
JAB
GROWTH MANAGEMENT IMPACT: There is no growth management impact due to this request.
RECOMMENDATION: Approve a Victims Advocacy Organization (VAO) after-the-fact grant
application for a 3-year Florida Department of Children and Families Criminal Justice, Mental Health and
Substance Abuse Reinvestment Grant in the amount of$1,042,505.66.
Prepared By: Cormac Giblin, Senior Housing and Grants Coordinator, Community and Human Services
Division
ATTACHMENT(S)
1.After the fact approval CM MEMO 2016 09-16 FY16 CJMHSA APP (PDF)
2. [Linked] ApplicationFinal-Collier County CJMHSA Grant 2017-RFAO6H 16GS 1 (PDF)
Packet Pg. 1571
16.D.11
10/25/2016
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.D.11
Item Summary: Recommendation to approve a Victims Advocacy Organization(VAO) after-the-
fact grant application for a 3-year Florida Department of Children and Families Criminal Justice, Mental
Health and Substance Abuse Reinvestment Grant in the amount of$1,042,505.66.
Meeting Date: 10/25/2016
Prepared by:
Title:—Community&Human Services
Name: Cormac Giblin
10/05/2016 11:22 AM
Submitted by:
Title: Division Director-Cmnty&Human Svc—Public Services Department
Name: Kimberley Grant
10/05/2016 11:22 AM
Approved By:
Review:
Public Services Department Amanda O.Townsend Additional Reviewer Completed 10/11/2016 4:10 PM
Community&Human Services Blanca Aquino Luque Additional Reviewer Completed 10/11/2016 4:19 PM
Community&Human Services Maggie Lopez Additional Reviewer Completed 10/11/2016 4:44 PM
Public Services Department Kimberley Grant Additional Reviewer Completed 10/11/2016 5:27 PM
Community&Human Services Kristi Sonntag Additional Reviewer Completed 10/11/2016 5:50 PM
Public Services Department Hailey Margarita Alonso Level 1 Division Reviewer Completed 10/12/2016 11:17 AM
Grants Joshua Thomas Level 2 Grants Review Completed 10/12/2016 1:41 PM
County Attorneys Office Jennifer Belpedio Level 2 Attorney of Record Review Completed 10/13/2016 10:35 AM
Public Services Department Steve Carnell Level 2 Division Administrator Review Completed 10/13/2016 2:05 PM
Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 10/13/2016 2:11 PM
County Attorney's Office Jeffrey A.Klatzkow Level 3 County Attorney's Office Review Completed 10/13/2016 4:08 PM
Grants Therese Stanley Additional Reviewer Completed 10/14/2016 8:38 AM
County Manager's Office Leo E.Ochs Level 4 County Manager Review Completed 10/14/2016 12:57 PM
Board of County Commissioners MaryJo Brock Meeting Pending 10/25/2016 9:00 AM
Packet Pg. 1572
•
16.D.11.a
Co ler County
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Office of Management& Budget
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Grant Application Reviewed and Approved by County U
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After-the-Fact Approval by the BCC is required at the
October 25,2016 BCC meeting u
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TO: Leo Ochs, County Manager r¢
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CC: Kim Grant,Director,CHS 2
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FR: Joshua Thomas, Grants Support Specialist---\\4* CO
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RE: County Manger review and approval of a Criminal Justice Mental Health and Substance Abuse ce
Reinvestment Grant application sponsored by the Florida Department of Children and Families in the o
amount of$2,094,805.53
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September 16,2016 0
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The Community and Human Services Division(CHS)in conjunction with multiple local non-profit 5
partners is requesting permission to submit a Criminal Justice Mental Health and Substance Abuse grant v
application to the Florida Department of Children and Families in order to expand and enhance substance
abuse treatment services in existing adult,juvenile and family"problem solving"courts which uses the 2
treatment drug court model to provide alcohol and drug treatment to defendants and offenders. a
U
The purpose of this grant is to provide funding to plan, implement,and expand initiatives that increase
public safety,avert increased spending on criminal and juvenile justice systems,decrease admissions to
the state forensic hospital and improve the accessibility and effectiveness of treatment services for adults 2
and juveniles who have a mental illness, substance abuse disorder, or a combination thereof and who are d
in,or at risk of entering the criminal or juvenile justice systems.
CDE
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3299 Taniiarni Trail East,Suite 201 ,Naples,Florida 34112-5748.239.252.8973,FAX 239-252-8828
Packet Pg. 1573
16.D.11.a
This application will allow for a 3-year funding cycle. Collier County and its collaborative partners are a)
requesting the following amounts by years: cn
Grant Year Grant Amount Cash Match In-Kind Match j
1 $345,743.63 $341,526.92 $5,917.20
2 $346,802.87 $344,612.55 $ 5,917.20
3 $349,959.16 $348,408.80 $5,917.20
Totals $1,042,505.66 $ 1,034,548.27 $ 17,751.60
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If awarded, the overall impact on this grant will be $1,042,505.66. CHS is currently implementing the
program in conjunction with partners: David Lawrence Center (DLC), Collier County Sheriff's Office
(CCSO), and the National Alliance on Mental Illness of Collier County (NAMI). The proposed grant
application will continue this existing partnership.
Match is being provided by DLC, CCSO, NAMI and CHS in a combined total of$1,052,299.87 for aa.
total impact of$2,094,805.53 CHS match portion will be in the amount of$47,995.31. T he following aa..
table reflects the annual budget over the three year period and cash and in-kind match as proposed in the
grant application:
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Agency Cash Match In-Kind Match Total
cc
Collier County $47,995.31 $0 $47,995.31
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David Lawrence Center $349,736.92 $0 $349,736.92
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Sheriff's Office $552,140,14 $0 $552,140.14 o
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NAMI $84,675.90 $ 17,751.60 102,427.50
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Totals $1,034,548.27 $17,751.60 $1,052,299.87
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Packet Pg. 1574
16.D.11.a
The grant application is due September 21,2016. Due to the unique nature of the grant, it is a
collaborative application process between three partnering agencies;more time was needed to assemble
the application. We are requesting that you approve the application for submittal followed by after the -'
fact approval by the Board of County Commissioners at the October 25,2016 BCC meeting.
Once you have reviewed the grant application,please call me at 239-252-8989 for pickup. Thank you, U
and please let me know if you have any questions regarding this request.
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COLLIER COUNTY
Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant
TABLE of CONTENTS
COLLIER COUNTY
Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant
PROPOSAL • •
Project Title I Collier FIRST forensic Intensive
Reintegration Support Team
GRANT Count ies Collier
POINTOF CONTACT
Contact Name: Kimberley Grant
Department: Collier County Government
Address Line 1: 3339 Tamiami Trail East
Address Line 2: Community and Human Services Division
City: Naples I State:
FL
Zi : 34112
Email: Kim berle Grant collier ov.net
Phone: 239-252-4228
ADDITIONAL CONTACTS
Fax:
239-252-2638
Contact Name:
Department:
Address Line 1:
Address Line 2:
citLF--I State:
Zip:
Email:
Phone:
FUNDINGO
Fax:
Grant Select: Select One
Plannin Grant ❑
Implementation
and Expansion Grant
Total Amount of Grant Funds
Requested
Total Matching Funds
(Provided by Applicant and
partners)
SFY 16-17
$0
$0
SFY 17-18
$345,743.63
$347,444.12
SFY 18-19
$346,802.87
$350,529.75
SFY 19-20
$349,959.16
1 $354,326.00
Total Project Cost
OFFICIALCERTIFYING
Certifying Official's Signature:
$2.094.805.53
Certifying Official's Name (printed): •,
�,
Title:
Date:
APPENDIX D - STATEMENT OF MANDATORY ASSURANCES
RFA06H16GS1
Initial
A
Infrastructure: The Applicant shall possess equipment and Internet access necessary to participate fully in this
solicitation.
B
Site Visits: The Applicant will cooperate fully with the Department in coordinating site visits, if desired by the
G'
Department.
Non-discrimination: The Applicant agrees that no person will, on the basis of race, color, national origin, creed or
religion be excluded from participation in, be refused the benefits of, or be otherwise subjected to discrimination
pursuant to the Act governing these funds or any project, program, activityor sub -grant supported by the requirements
of, (a) Title VI of the Civil Rights Act of 1964 which prohibits discrimination on the basis of race, calor or national origin;
C.
(b) Title IX of the Education Amendments of 1972, as amended which prohibits discrimination the basis of sex; (c)
Section 504 of the Rehabilitation Act of 1973, as amended which prohibits discrimination in employment or any
program or activity that receives or benefits from federal financial assistance on the basis of handicaps; (d) Age
Discrimination Act 1975, as amended which prohibits discrimination on the basis of age, (e) Equal Employment
Opportunity Program (EEOP) must meets the requirements of 28 CFR 42.301.
Lobbying: The Applicant is prohibited by Title 31, USC, Section 1352, entitled "Limitation on use of appropriated
funds to influence certain Federal contracting and financial transactions," from using Federal funds for lobbying the
Executive or Legislative Branches of the federal government in connection with a specific grant or cooperative
D
;
agreement. Section 1352 also requires that each person who requests or receives a Federal grant or cooperative
agreement must disclose lobbying undertaken with non -Federal funds if grants and/or cooperative agreements exceed
$100,000 in total costs (45 CFR Part 93).
E
Drug -Free Workplace Requirements: The Applicant agrees that it will, or will continue to, provide a drug-free,
workplace in accordance with 45 CFR Part 76.
_
Smoke -Free Workplace Requirements: Public Law 103-227, Part C -Environmental Tobacco Smoke, also known
as the Pro -Children Act of 1994 (Act), requires that smoking not be permitted in any portion of any indoor facility owned
or leased or contracted for by an entity and used routinely or regularly for the provision of health, day care, education,
or library projects to children under the age of 18, if the projects are funded by Federal programs either directly or
* l
F.
through State or local governments, by Federal grant, contract, loan, or loan guarantee. The law does not apply to
"
children's projects provided in private residences, facilities funded solely by Medicare or Medicaid funds, and portions
of facilities used for Inpatient drug or alcohol treatment. Failure to comply with the provisions of the law may result in
the imposition of a civil monetary penalty of up to $1,000 per day and/or the imposition of an administrative compliance
order on the responsible entity.
Compliance and Performance: The Applicant understands that grant funds in Years 2 and 3 are contingent upon
G.
compliance with the requirements of this grant program and demonstration of performance towards completing the
(/
`�
grant key activities and meeting the grant objectives, as well as availability of funds.
H
Certification of Non -supplanting: The Applicant certifies that funds awarded under this solicitation will not be used
for programs currently being paid for by other funds or programs where the funding has been committed.
Submission of Data: The Applicant agrees to provide data and other information requested by the Criminal Justice,
I.
Mental Health, and Substance Abuse Technical Assistance Center at the Florida Mental Health Institute to enable the
Center to perform the statutory duties established in the authorizing legislation.
J
Submission of Reports: The Applicant agrees to submit quarterly progress reports and quarterly fiscal reports,
C�
signed by the County Administrator, to the Department.
C
Appendix I -MATCH SUMMARY
(for the entire -grant period)
Date - 9/14/16
County - Collier
Type of Grant - Expanslon/Enhancement
Match Requirement Percentage -100%
Total Match Required for the Grant $47,995,31
Match Committed:
Cash $47,995.31
In -Kind $ 0
Total $47,995,31
Comments:
Prepared By: Blanca Aquino Luque
Approved By l'>
[Ki11101M
Revised August 3, 2016
3
SHERIFF
RFA06H16GS1
APPENDIX H — COMMITMENT OF MATCH DONATION FORMS
(FOR THE ENTIRE GRANT PERIOD)
TO: (name of county) Collier County
FROM: (donor name) Collier County Sheriff's Office
ADDRESS: 3319 E. Tamiami Trail
Naples, FL 34112
The following _ space, _ equipment, _ goods or supplies, and _X_ services, are donated to the County
7/1/2017
permanently
ane tly (title passes
a � 3 0 o 2 0 County) ___-_ temporarily (title is retained by The donor), for the period
Descdpffon and Basis for Valuation (See next page)
DescriDUon
(1)Personnel Services
(2)Other—Crisis Intervention Team
(3) Training
Value
$__123 r 147. 13
$ 228,993.00
TOTAL VALUE $ 552,140.13
The above donation Is not currently included as a cost (either direct or matching) of any state or federal contract or
grant, nor has ri been previously purchased from or used as match for any state or federal contract.
f
( or a ure) (Dale) (County Designee Sign( ure) (Date)
n J. Rambosk,sheriff
36
Appendix I -MATCH SUMMARY
(for the entire arant period)
Date -
9/1/16
County- Collier
SHERIFF
TypeofGrant- Criminal Justice MEntal Health and Substance Abuse
Reinvestment Grant
Match Requirement Percentage- 1008
Total Match Required for the Grant$ 552,140.13
Match Committed:
Cash $ 552,140.13
In -Kind $ 0.00
Total $ 552, 140.13
Comments:
Andrea MArsh, Finance Director, Collier County Sheriff's Office
Approved By
Kevi ambosk, Sheriff, Collier County
Revised August 3, 2016 5
TO: (name of county)
FROM: (donor name)
ADDRESS:
APPENDIX H — COMMITMENT OF MATCH DONATION FORMS
(FOR THE ENTIRE GRANT PERIOD)
Collier County
David Lawrence Center
6075 Bathey Lane
FL 34116
RFA06H16GS1
The following —space, —equipment, X goods or supplies, and X services, are donated to the County
permanently (title passes to the County) _ temporarily (title is retained by the donor), for the period
7/1/2017 to 6/3012020 ,
Description and Basis for Valuation (See next page)
Description
(1) Personnel Services
171 Client Incidentals
Value
$ 331,736.92
$ 1J000.00
TOTAL VALUE $.L49,736.92
The above donation is not currently included as a cost (either direct or matching) of any state or federal contract or
grant, nor has it been previously purchased from or used as match for any state or federal contract.
p
(Donor Signature) (Date) (County Designee ature) (Date)
36 6
Appendix ) -MATCH SUMMARY
(for the entire arant period)
Date- 9/14/16
County- Collier County
Type of Grant- Criminal Justice Mental Health Substance Abuse Reinvestment Grant
Match Requirement Percentage- l00%
Total Match Required forthe Grant $ 349,736.92
Match Committed:
Cash $ 349,736.92
In -Kind $
Total $ 349,736.92
Comments. David Lawrence Center's shortfall in match to be made up by other agencies
participating in the grant.
Prepared By Robert Wilkinson
Approved By
Revised August 3, 2016 7
TO: (name of county)
FROM: (donor name)
ADDRESS:
APPENDIX H — COMMITMENT OF MATCH DONATION FORMS
(FOR THE ENTIRE GRANT PERIOD)
Collier
NAM of Collier County
6216 Trail Boulevard
Naples, FL 34108
RFA06H16GS1
The following _L space, _ equipment, -L goods or supplies, and x services, are donated to the County
permanently (title passes to the County) _temporarily (title is retained by the donor), for the period
7101117 to 6/30/2020
Description and Basis for Valuation (See next page)
Description
Value
(1)
Staff salaries
$_119,250
(2)
Trainer/Consultant
$--L.600
(3)
Offic Supplies
$_&421.90
(4)
Office Space
$
17,751.60
TOTAL VALUE $_150.428
The above donation is not currently included as a cost (either direct or matching) of any state or federal contract or
grant, nor has it been previously purchased from or used as match for any state or federal contract.
(Donor Sign ure) (Date) (County Designee 51 ure) (Date)
Em
Appendix I -MATCH COLLECTION SUMMARY REPORT
(for the entire grant Period)
DATE- 9/12/16
County -
Type of Grant- Enhancement/Expansion
Match Requirement Percentage- 100%
Total Match Required for the Grant $ 93,000
Match Reported this Period:
Cash $ 94,675.9D
In -Kind $ 17,751.6D
Total $ 102,427.54
Comments:
10
Prepared By __ - i8
Approved By
36
RFA06H16GS1
i7 _)
RFAOSH1aGS1
Appendix H (cont)
BASIS OF VALUATION NAMI
Bulf&dSaaa
1. Dow retains Ilk
a. Falrcanmercial rental value-Substantlaled In pmvhter s records by ve len rsmRnnation(s) ot fair
commercial rental value by qualifiedinf hats, eq, Reallws,property managers,ata.
b, (1) EsWkW monthly rental of space S_493.10
(2) Numbardmanthsdonaleddwingthe contract $v-
-Value to the project (b,(1)Xb.(2)) $ 17761. BO
2. Th passes to One County:
peousclag
a. Cost of Fair MWKMValue (FMV)atacWWWn(excludktgWW) $
b. FsWnaled useful fife at dale of aagahidon yrs,
c. Annual depreciatlon(afb.) $
d. Total square foulage sq, ft.
a. Numberof square feel to be used on the grant program sq. R.
C Pen:enlageofgmedumg contract perlodthe prefect will
occupy The budding or spare %
Vaiva to pm)ecl (eJd. X f. Xc,) S
Use Allowance
a. To be used In the absence ardepreciation scheduleQ,e., when the kemm is nol nomnallydepreciated In the
County's acmw ft recalls).
b. May IncNde an allowance for spare as wet as the normal cost of upkeep. wch as repairs enol mainlertgoce,
hnwrm, etc.
Eaulomeal
1. Donafretairnstide:FalrRenlalValae
2. TAIe passes to Cowk.
a FMVallimeoldonetian S
or
b. Annual value to project (not to exceedit M%X a.) • S
Goods orSuooltes
FMV al lime ddonallon
Personnel Services
1. Staff danolheragency ororgenh*n:
Annual Salary Numberofhours2r180 X tobeproMed m
2 Volunteer — CampsuablaamoralsalaryS
AwW Salary Number of hours 2080 X10 be pmvlded = S
F-7
10
COLLIER FIRST
3.8.4.1 Statement of the Problem
Geographic Environment. Located in Southwest Florida, Collier is the largest county
in Florida geographically with 2,305 square miles, and is the 17th most populous
county. The population estimate in 2015 was 357,305, with most concentrated along the
Gulf Coast. In the span of 30 years Collier County grew from 85,000 permanent
residents in 1980 to an estimated more than 357,300 in 2015.
Collier County includes the incorporated cities of Naples and Marco Island as well as
the agricultural and fishing communities of Immokalee and Everglades City. A sharp
contrast in population characteristics exists between the city of
Naples, on the Gulf Coast, and Immokalee, a largely migrant farm
worker community located inland. In Immokalee, 43% of residents
below the poverty level, while in Naples the poverty level is 8.7%.
Collier County overall has a high number of uninsured adults at 35
% compared to the state population of 27%1.
Analysis of the current population of the jail in Collier County. The jail population
demographics do not mirror those of the general population in the County. Table 1
includes demographics of both Collier County and Collier County jail.
Table 1. Collier County Population U. S. Census Estimates and Collier County Jail
census 2016.
Though the general Collier County population has grown significantly over the last 36
years, the jail population has been decreasing (Table 2). Between 2010 and 2015,
Collier County experienced a 7.9% increase in the overall population, while the jail
population decreased by 21 %. However, the percentage of inmates with mental health
1 US Census Estimates, 2012
11
Collier County
2015
Collier County Jail
April 2016'
All Races
357,305
797
White
84%
9%
Black
6%
19%
Hispanic/Latino (any race)
26%
72%
American Indian
.5%
0%
Asian
1%
0%
Other
6%
0%
Gender
Male
49.4%
85%
Female
50.6%
15%
Table 1. Collier County Population U. S. Census Estimates and Collier County Jail
census 2016.
Though the general Collier County population has grown significantly over the last 36
years, the jail population has been decreasing (Table 2). Between 2010 and 2015,
Collier County experienced a 7.9% increase in the overall population, while the jail
population decreased by 21 %. However, the percentage of inmates with mental health
1 US Census Estimates, 2012
11
COLLIER FIRST
problems has significantly increased. In 2008, the jail estimated that 28% of its inmates
had mental health issues. In August 2016, the jail estimate of the average number of
persons with mental health issues had increased to 50%, or 396 inmates.
Table 2 includes demographics of recent arrestees by race, gender and age.
Race
Male
Female
Asian/Pacific Islander
15
3
Black
751
169
American Indian
4
7
White
3920
1110
Other
3
0
Age Range
Male
Female
18/19
313
80
20/24
832
218
25/29
734
188
30/34
612
163
35/39
470
136
40/44
351
107
45/49
279
95
50/54
245
78
55/59
196
46
60/64
87
17
>65
77
30
Table 2. Persons arrested by race and age range (juveniles excluded) Jan 2016-Julyl
2016
The combined capacity of the two jail centers is 1,304. The Average Daily Population
(ADP) and costs are shown in Table 3. The cost per day is inversely related to the
inmate count—the per -person cost goes up as the population goes down. According to
CCSO, local costs to house persons with mental illnesses in the jail tend to average
more than 2 Y2 to 3 times more than those for a non- mentally ill inmate. This is
generally due to longer stays, heightened supervision requirements, medical/psychiatric
costs, and one-to-one staffing needs (LPN, RN, OT) to maintain safety. The overall
average length of stay for local jail inmates is 33 days, while the average length of stay
for a person with a mental illness is usually much longer. The jail does not currently
track these stays specifically, but the FIRST team estimates that it is two to three times
as long as others. The one-month cost of housing a person with mental illness in jail has
been calculated at over $8,000 in some instances.
12
COLLIER FIRST
Year
Collier County
Total
Population
ADP
Jail
Average Cost Per
Inmate Per Day
Average Cost Per
Mentally III
Inmate per day
2009
318,537
1004
$110
$330
2010
321,520
893
$117
$351
2011
327,712
875
$111
$333
2012
1332,528
988
$94
$282
2013
339,642
910
$98
$294
2014
348,777
872
$107
$321
2015
357,305
797
$132
$396
2016
Partial
793
$138
$350*
Table 3. Collier County population and average daily jail costs 2009-
2016. *new Medical Contractor
Screening and assessment process used to identify the target population.
Reintegration Specialists at Collier County Jail, a member of the FIRST team, screens
potential persons for inclusion in the FIRST program. If deemed appropriate, the
persons are then referred by Armor Discharge Planners for additional screening and
eligibility. Armor completes the appropriate screening tool: MHSF III, PCL -5 Trauma
Assessment, or TCUDS-IV Substance Abuse Assessment. Referrals are made to DLC
for further assessment and to the FIRST team for consideration if deemed appropriate.
Contributing factors/ why the target population is at risk of re-entering the
criminal justice system. People with mental illnesses and co-occurring substance use
disorders have complex and challenging needs. Inmates with mental illness were 2.5
times more likely to have experienced homelessness in the year prior to arrest than
inmates not diagnosed with mental illness. Nearly half of the inmates with a mental
illness in jail were incarcerated for committing a nonviolent crime. Inmates with mental
illnesses tend to serve longer sentences than inmates without mental illness; they are
on average three times as likely to serve their maximum sentence." 2
Inadequate transition planning causes people with mental illnesses and co-occurring
disorders who enter jail in a state of crisis to return to the streets still in crisis. People
with serious mental illnesses, many of whom have a history of trauma, poor community
support systems, and experience chronic unemployment, have specific needs that, if
unaddressed, lead to re -arrest and multiple community -wide problems. They soon end
up in emergency rooms, back in jail, or in psychiatric inpatient or detox units—all with
major financial costs for the community.
Compounding the problem, many people with mental illnesses have no health insurance
and cannot or do not access community mental health services. In Collier County, more
than 28% of the population are uninsured, the highest percentage in the state of Florida.
z The Criminal Justice and Mental Health Consensus Project. (2002). Jails and mental illness.[Fact Sheet].
www.consensusnroiect.ore/infocenter/factsheets/factJails
13
COLLIER FIRST
The percentage of uninsured in the Immokalee zip code is a staggering 44.6%.3 Over
70% of those incarcerated in the Collier County jail do not have any type of insurance at
the time of their arrest, and female inmates comprise the majority of the incarcerated
who are uninsured.
A significant problem and factor that puts the target population at risk of entering, or
reentering the criminal justice system, is the extremely high cost of living in Collier
County. As shown in Table 4, the overall cost of living and housing exceed the Florida
average by 5 points and 48 points respectively. The cost of housing in Collier county is
a primary cause of homelessness, which also contributes to arrests such as loitering or
trespassing.
Item
Collier
Florida
us
Overall
114
99
100
Grocery
106
104
100
Health
100
101
100
Housing
140
92
100
Utilities
99
97
100
Transportation
104
104
100
Table 4. Best Places. http://www.bestplaces.net/cost of living/county/florida/collier
Priority as a Community Concern. The Collier County Needs Assessment4 relies on
demographic, economic, and housing data to identify top needs in Collier County. It also
draws heavily upon substantial community input collected through public meetings,
focus groups, interviews, and a survey. The report identified several issues relevant to
the target population. To afford a one -bedroom rental unit at the Collier County FMR of
$795, without being cost burdened, would require an annual income of at least $31,800.
This amount translates to a 40 -hour work week at an hourly wage of $15, a 76 -hour
work week at the minimum wage of $8.05, or a 4- hour work week at the average renter
wage of $13.88. For disabled persons on SSI the 2016 monthly maximum Federal
amounts are $733, or $8,796 per year. e This is not even enough to share household
expenses with several other disabled persons. Landlords participate in predatory
lending practices with source of income discrimination for residents with SSI or Social
Security income. Also, there are higher costs of applying for rentals and high deposits
for rent and utilities which complicate renting properties for lower income households.
Securing affordable housing for people with convictions and substance abuse issues is
even more difficult due to increased use of background checks.
The Hunger and Homeless Coalition of Collier County's input from service providers in
Collier County identified some top needs including: 1) Supportive housing for persons
with physical and/or mental disabilities; 2) access to substance abuse and mental health
3 Florida Health Insurance Study, August, 2015.
4 Collier County Needs Assessment For Program Years 2016-2020, Mosaic Community Planning, 2016.
5 National Low Income Housing Coalition Out of Reach 2015, Accessed from
http://n I i h c. org/sites/d efa u It/f i I es/oo r/fi les/re ports/state/00 R_2015_F L. p df
14
COLLIER FIRST
programs; 3) assistance navigating social services network; and 4) transportation
assistance.
Over the past five years, the Collier County Forensic Intensive Reintegration Support
Team (FIRST) has provided services to persons with mental illnesses re-entering the
community from jail. Among the 600+ persons screened for admission to the team,
there were on average, six previous arrests per person. The number of previous arrests
for individuals screened was as high as 50, and several had 30 or more previous
arrests. The reasons for their current arrests were widely varied, but most were non-
violent in nature, including drug-related charges, theft, trespassing, and violation of
probation. In the past, their complex and serious mental health and substance abuse
problems were complicated even further by a lack of basic personal and community
resources and supports, making it difficult to make it in the community. The FIRST
team has been able to help stop this cycle of re -arrest by providing essential treatment,
housing, employment, benefits and social supports. To date over 79% of participants
have not been re -arrested, a recidivism rate of just 21%.
This space intentionally left blank.
15
COLLIER FIRST
Tab 5: 3.8.5. Project Design and Implementation
3.8.5.1.1 Composition of the Planning Council
Current members of the Collier County CJMHSA Planning Council, created in 2010,
are listed in Table 5.
Collier County Criminal Justice Substance Abuse & Mental Health Planning Council
Name
Agency ;
Scott Burgess, Co -Chair
David Lawrence Center CEO
Sheriff Rambosk, Co -Chair
Collier County Sheriff's Office
Beverly Belli: Co Chair
David Lawrence Center, Director Adult Community
Services
-Designee
Lt. George Welch: Co Chair
Collier County Sheriffs Office CIT Coordinator
-Designee
Honorable Janeice Martin
Mental Health, Drug, and Veteran's Treatment Court
Judge
Charles Crews
Collier County Probation
Chief Chris Roberts
Collier County Sheriff's Office, Chief Correctional Officer
Connie Kelley
Public Defender's Office/Mental Health Court
Jay Freshwater
State Probation Officer/Drug Court
Amanda Stokes
Public Defender's Office/Mental Health Court
Christine Welton
Collier Hunger & Homeless Coalition Executive Director
Jay Freshwater
State Probation
James Garnett
Veteran's Administration
Jeff Nichols
County Probation/Court Administration
Juan Ramos
County Probation/Court Administration
Jennifer Toussaint
State Attorney's Office
Katie Burrows
David Lawrence Center/Forensics Supervisor
Katina Bouza
Collier County Sheriffs Office
Kim Grant
Collier Community & Human Services- Director
Dawn Clark
Armor Correctional Director of Mental Health Recovery
Kristi Sonntag
Collier Human and Community Services - Grants Mgr.
Domenic Lucarelli
Family Member / Private Law Firm
Leslie Weidenhammer
Collier County Sheriff's Office Mental Health Unit
Michael Sheffield
Collier County Administration
Pamela Baker
NAMI of Collier County Executive Director
Cormac Giblin
Collier Community & Human Services- Grant Coordinator
Eileen Streight, CRPS
MH Consumer/NAM[ Director of Peer Initiatives
TBD
SA Consumer
Jeannette Morales
Armor Correctional Discharge Planner
Sara Miller
State Attorney's Office Supervisor
Traci Foss
Department of Juvenile Justice
Sgt. Bill Gonsalves
Naples Police Department
Table 5. Collier CJMHSA Members
16
COLLIER FIRST
Planning Council Activities
Collier County Criminal Justice, Mental Health and Substance Abuse Planning Council
(CJMHSA Planning Council) was formed in 2010. Guided by the Sequential Intercept
Model and facilitated by the Florida Criminal Justice, Mental Health and Substance Abuse
Technical Assistance Center at Florida Mental Health Institute (FMHI), the group created
its first three-year strategic plan that year. The group also developed its Vision, Mission
and Values statements for inclusion in the plan. The initial strategic plan drove the
implementation of the Forensic Intensive Reintegration Support Team (FIRST) intensive
case management team as a response to the plan. The CJMHSA Planning Council and
FIRST Oversight Committee met each month for the first three years, and both now meet
quarterly. The CJMHSA Planning Council completed a review and update of the Strategic
Plan each year including 2011, 2012, 2013 and 2014.
Vision: Collier County citizens with serious mental illnesses and substance use
disorders receive effective community-based treatment and supports to avoid
unnecessary jail admissions.
Mission: To implement coordinated and effective services for people with mental
health and substance abuse problems who have contact with the criminal justice
system.
Values: Effective treatment, not jail; minimal use of coercion ;or sanctions, earliest
possible intervention/intercept; and full community integration.
Planning Council Meetings Previous 12 Months
Friday, July 15th2016 11:30-12:30
Friday, April 29th 2016 11:30-12:30
Friday, December 181h 2015 11:30-12:30
Thursday, November 12th 2015 10:00-1:00 (TA)
Friday, September 25, 2015 11:30-12:30
Planning Council Meetings Future Schedule
Friday, October 14th 2016 11:30-12:30
Friday, January 12th 2017 11:30-12:30
Friday, April 13th 2017 11:30-12:30
Friday, July 13th 2017 11:30-12
17
16161111 IN"I
3.8.5.3.1; 3.8.5.3.2 Strategic Plan and Description
Collier County Criminal Justice, Mental Health & Substance Abuse (CJMHSA)
Planning Council
Strategic Plan 2015 - 2019
Overview and Purpose
Criminal justice diversion programs have become a viable and humane alternative to
the over-criminalization and inappropriate criminal detention of individuals with mental
and substance use disorders.
In 2007, the Florida Legislature created the Criminal Justice, Mental Health, Substance
Abuse (CJMHSA) Reinvestment Act and Grant Program within the Department of
Children & Families (Ch. 394.658 F.S.). The purpose of the program is to provide
funding to counties for initiatives that increase public safety, avert increased spending
on criminal justice, and improve the accessibility and effectiveness of treatment for
people with mental illnesses and substance abuse problems who are in, or at risk of
involvement in the criminal justice system. The goal of the program is to demonstrate
that an investment in diversion and treatment strategies will result in reduced demand
on the local criminal justice resources while producing better outcomes for the target
population. Grant funding is provided directly to counties via an MOU with the state. An
important, innovative component of the reinvestment grant is that counties must
demonstrate full commitment by providing 100% local match for the state grant funds.
Strategic Planning Partners and Process
To oversee planning and grant activities, Florida's Reinvestment Act legislation requires
either the Public Safety Coordinating Council or another local planning council to
oversee grant activities. Members must include the judiciary, State's Attorney and
Public Defenders' Offices, mental health and substance abuse treatment providers,
housing providers, advocacy organizations, family members, and behavioral health
consumers. The Collier County Criminal Justice, Mental Health and Substance Abuse
Planning Council (Planning Council) was formed for this purpose in 2010, and created
its first strategic plan that year. A list of Planning Council members is included at the
end of this report.
18
COLLIER FIRST
The current strategic plan was completed using information from several sources,
including CJMHSA Planning Council partner input, best practices in criminal justice,
mental health and substance abuse fields, and relevant aspects of partners' agency -
specific strategic plans to ensure cohesion among plans and coordinated community
planning efforts.
Target Population and Rationalization
The local Planning Council chose to focus on the adult population for CJMHSA
Reinvestment grant for several reasons. The first reason was the overrepresentation in
numbers of and costs related to adults with mental illnesses in the local jail. Secondly,
partnerships necessary to implement programs for adults were already forged through
the implementation and operation of adult mental health and drug courts. Thirdly, Crisis
Intervention Team (CIT) trained officers cited a greater need for adult diversions versus
those for juveniles. And, finally, the Youth Resource Coalition, chaired by the Sheriff's
Office, provides coordinated planning for youth with mental health and substance abuse
problems at risk of involvement in the juvenile justice system.
Sequential Intercept Model
The Planning Council uses the Sequential Intercept Model (Munetz & Griffin, 2006) as a
`cross system map' and conceptual tool for planning purposes. The model (Figure 1)
depicts the five primary points or intercepts where an individual would typically progress
through the criminal justice system. At each of these points are opportunities to
intervene and "intercept" the person, moving or diverting them from the justice system to
the treatment system. The following discussion considers each intercept with respect to
related local resources and gaps in the system.
Intercept 1: Law Enforcement and Emergency Services
Intercept 2: Initial Detention / Court Hearings
Intercept 3: Jails and Courts
Intercept 4: Community Reentry
Intercept 5: Community Corrections / Community Support
19
COLLIER FIRST
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iC..irRW.Pt6
t w unwa�aarannone .i.msc.«nuc rzec-nuy. c- E
n(4PLQmon3 _ tnitlLl court (� JY[ AJ9IY3
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Figure 1. Sequential Intercept Model. Source: http://gainscenter.samhsa.gov
Resources and Challenges by Sequential Intercept
Intercept 1: Law Enforcement and Emergency Services
Collier County has a robust Crisis Intervention Team (CIT) training program. CIT is a
central part of the Collier County system, with a goal of training 100% of all law
enforcement, including state and county probation. As of September 2015, a total of 877
law enforcement officers had completed CIT training. This includes 578 members of the
Collier County Sheriff's Office (CCSO). Seven CIT classes (as opposed to the usual
four) are scheduled during 2015 to maximize the number of CIT trained officers.
The Collier County Sheriff's Office 2014-2017 strategic plan has a goal to: "Expand
CCSO's commitment to mental health matters through increased services to individuals
suffering from mental illness and their families". CCSO Strategic Plan Objectives
include:
1) Adopt a formal Crisis Intervention Team model in which there is a CIT trained
officer for each patrol and corrections shift designated as team leader by January
2016.
2) Formally create the Mental Health Unit (MHU) within the CCSO and assigning
a full time supervisor. This position was (at least temporarily) filled in 2015.
3) Expand services under the corrections' health care provider Members
Assistance Program to increase the number of covered mental health
practitioners. This was completed in 2015.
4) Expand the MHU to include two full-time CIT deputies, one in each of the two
regions, to provide enhanced response to consumers identified as high risk by
CIT team members by December of 2016.
David Lawrence Center's Community Assessment Center can provide assessments on
a walk-in basis, 24 hours a day 7 days a week. The CIT officers use the CAC when
mental health concerns are suspected by the officer. However, if a criminal offense is
committed, charges are usually filed.
20
COLLIER FIRST
Intercept 2: Initial Detention /Initial Court Appearance
As part of the CJMHSA 2014-2017 grant, CCSO-now screens all inmates for potential
mental health and substance abuse problems, and are screened by CCSO's Pretrial
Supervision Program using a risk assessment tool. Those who are being assessed for
the Forensic Intensive Reintegration Support Team (FIRST) are screened using the
LSI -CM. The tool helps facilitate access to services and identify appropriate levels of
need, including criminogenic risk, and resources. The jail's new Mental Health Unit also
helps to ensure that persons needing specialized care are able to receive that care
early and all the while they are incarcerated. The Medical Housing Unit holds up to 26
inmates which is not sufficient for the needs of persons with mental illnesses. In
addition to the Medical Housing Unit, the Jail has Medical Stepdown blocks which can
hold an additional 52 male inmates and 52 female inmates who have special medical
needs or mental illnesses.
First appearances generally occur as a video hearing with a judge and public defenders
are always present. Collier County recently implemented a Pre -Trial Supervision
program. The core functions/roles of the Pretrial Supervision Program are to:
1) Collect, verify and investigate demographic and criminal history information.
2) Perform assessment of eligibility for every booked defendant.
3) Present information to the First Appearance Judge to aid in release decisions.
4) Early identification of defendants with substance abuse or mental health
needs.
5) Supervision of defendants released on pretrial supervision to reduce
recidivism and ensure all court appearances.
The program helps to accelerate access to mental health court or drug court for eligible
individuals. Pretrial Supervision can also make direct referrals to the FIRST team.
Intercept 3: Jails and Courts
Psychiatric care is provided in the jail by the Sheriffs contracted comprehensive
healthcare provider. The jail has a strong CIT presence. Collier County has an in -jail
substance abuse treatment program, called the Project Recovery Program (PRP). The
program has been in operation since the late 1990's, and is licensed by the state
substance abuse office. PRP provides treatment in jail and can help facilitate early
release of successful program graduates.
Collier County's Mental Health Court, which includes a docket for Veterans, and Adult
Felony Drug Court are each at full capacity with significant wait lists. The programs,
which attain meaningful outcomes for the participants and the community, are meeting
only about 60% of the current demand.
David Lawrence Center's 2015-2017 Strategic Plan identified a goal of increasing
access to care, in part by expanding the substance abuse continuum of care, including
expansion of services for the Drug Court to meet the growing need.
21
Intercept 4: Community Reentry
The FIRST team is the only reentry / reintegration service specifically targeting persons
with mental illness and substance use disorders. The team can serve up to 60 persons
at a given time, with a goal of serving 180 by June of 2016. The FIRST program has
been successful in reducing recidivism among participants. In 2014/2015, FIRST served
119 individuals with 13 re -arrests post admission, an 11% recidivism rate. Many of the
119 participants had three or more arrests during the year prior to admission to FIRST.
The CJMHSA grant provides funding for 2.65 FTE Reintegration Specialists in the Jail.
Discharge planning uses the LSI -CM to determine each person's needs, predict
potential for future recidivism or probation violations, and to inform case management
activities.
As part of its strategic plan, the Sheriff's Office has instituted several Re-entry strategies
that benefit all inmates, including persons with mental health and substance abuse
problems. These include culinary ServSafe certification, GED and workforce classes,
and a 2nd Chance Cell Dog Program; all geared toward improving job opportunities for
inmates after release.
Challenges: Persons with substance use disorders were added in 2014 as an eligibility
category for FIRST. However, the FIRST team has had difficulty convincing eligible
persons with substance use disorders to commit to the program. And, persons in this
category who do choose to work with the FIRST team make up the majority of program
participants who are eventually re -arrested.
Intercept 5: Community Corrections / Community Support
The FIRST program assists with immediate reentry for participants, then provides
intensive case management services as needed, generally for less than one year. For
those needing longer-term support, FIRST provides links to mainstream programs
including case management, supported employment and supported housing. NAMI of
Collier County operates a busy Drop In Center, providing socialization, support groups,
educational programs, transportation if needed, and hot meals some days.
Challenges: For people with a criminal background and mental health or substance
abuse problems, safe, affordable housing with benevolent landlords and opportunities
for competitive employment remain the biggest barriers to successful, long-term
community integration.
Ultimate Intercept and Essential System of Care Recommendations:
In addition to the five intercepts illustrated by the Sequential Intercept Model, local
planning efforts also focus on what has been called the ultimate intercept. An
accessible, comprehensive mental health system focused on the needs of individuals
with mental health and substance use disorders is considered the ultimate intercept --
and the most effective means of preventing criminalization of people with mental
illnesses. Treatment needs to be integrated in multiple areas, including mental illness,
0%
COLLIER FIRST
substance dependence, trauma, situation stress, social disadvantages, and
criminogenic risks (Epperson et al, 2011; Morgan et al., 2010).
The National Leadership Forum for Behavioral Health and Criminal Justice Services, a
group made up of national behavioral health experts, compiled its recommendations for
what would be considered ultimate intercept services (2009). They recommended eight
evidence -based components of an "essential system of care", organized into two
phases, for implementation by local jurisdictions. Phase 1 includes less expensive,
"easier to mount" services that are considered minimally necessary to break the cycle of
arrest, incarceration and recidivism. Phase 2 includes more expensive, difficult to
implement practices, but those that are considered critical for obtaining the best
possible outcomes. As shown below, all of Phase I practices, and the majority of Phase
2 practices are currently in place in Collier County. Below are the recommended
practices and a brief discussion of their current local operation.
System of Care Recommendations and Level of Local Implementation
Phase 1
• Forensic Intensive Case Management
✓Collier County's Forensic Intensive Reintegration Support Team (FIRST) is a
forensic intensive case management team for persons with mental illnesses and
substance abuse problems re-entering the community post -arrest. The
multidisciplinary team consists of in -jail screeners, a case manager, therapist,
and a basic living skills coach. Expansion and enhancement of the FIRST team
is a local priority for the system of care.
Supportive Housing
✓David Lawrence Center provides supportive housing through all of its Adult
Community Services programs, including FIRST. They also operate HUD
housing for 30 individuals in Collier County. Community Assisted Supported
Living (CASL) has a total of 22 units. Each of the housing programs specializes
in housing for persons with disabilities, including mental illnesses. A
Memorandum of Understanding with the Homeless Coalition outlines planning
strategies and (the few) available housing alternatives for the population and
requires that partners ensure community inclusion and non-discrimination with
regards to housing for persons with mental health and substance abuse
problems. The FIRST team provides supportive housing for the population of
persons with mental illnesses and co-occurring substance use disorders who are
in or at risk of coming into contact with the criminal justice system.
Challenges include a dearth of affordable housing, individuals' lack of sufficient
financial resources, and lack of benevolent landlords willing to rent to persons
with a criminal background. Much of the target population's members are
disabled, and either receiving disability income or are eligible for disability
income. SOAR, a best practice for disability applications, is employed locally to
obtain benefits for the latter group. However, many of the persons served by
23
COLLIER FIRST
FIRST, and often those involved in the Adult Drug Court, are able to work but
unable to find employment; particularly employment that pays them enough to
cover even modest living expenses. The Enhancement component of the FIRST
team is essential to addressing these financial barriers to housing.
Peer Support
✓NAMI of Collier County and the David Lawrence Center employ the use of peer
supports in various programs. Many of these peers are certified through the
Florida Certification Board as Certified Peer Specialists. The FIRST employs a
peer specialist as an essential member of the team.
Accessible and Appropriate Medication
✓ David Lawrence Center provides psychiatric care for persons regardless of
their ability to pay, and has some dedicated funding for psychotropic medications
for indigent persons. FIRST participants may access funds for medications via
the CJMHSA Reinvestment grant enhancement funding. Medicaid and Medicare
help fund the cost of medications and psychiatric /medical care for disabled
persons. For persons not eligible for disability, case managers can connect them
with resources to enroll in a plan from the Affordable Care Act marketplace,
however paying the premiums is often cost prohibitive.
Phase 2
• Integrated Dual Disorders Treatment (IDDT)
❑x While David Lawrence Center's programs are considered co-occurring
capable, there is no formal IDDT program in Collier County. IDDT uses a
manualized approach to comprehensively and simultaneously address an
individual's co-occurring mental illness and substance use disorder in a single
setting. IDDT's focus is to reduce hospitalizations, incarcerations, and detox
admissions for those served. Challenges include the cost and time to implement
the practice.
Supported Employment
✓David Lawrence Center employs a Supported Employment Specialist who
adheres to the standards of the evidence -based practice, and has been
successful building relationships with employers and getting people placed in
competitive employment.
The FIRST team employs the use of supported employment.
Challenges: Similar to housing, employment challenges include the lack of jobs
that accept persons with criminal backgrounds.
• Assertive Community Treatment
,/Mental Health Resource Center operates a Florida Assertive Community
Treatment (FACT) Team in Collier County that can serve 100 persons with
serious mental illnesses and those with co-occurring substance use disorders.
This intensive supported housing model includes substantial 'enhancement'
24
COLLIER FIRST
funds that may be used for rent, medications, transportation and other essentials
for successful community living. The FACT team is usually at capacity and not
able to take more than a few new admissions each year.
Cognitive Behavioral Interventions Targeted to Risk Factors
,/David Lawrence Center's clinicians are trained in Moral Reconation Therapy
(MRT), a cognitive behavioral treatment strategy that seeks to decrease
recidivism among criminal offenders by increasing moral reasoning skills. David
Lawrence Center's clinicians also employ the use of Seeking Safety, a cognitive
behavioral group therapy that specifically targets problems resulting from the
struggle with drug/alcohol use and post-traumatic stress disorder (PTSD).
Goals from Strategic Plan 2010-2014: Updated 2011/2012
The following goals outlined in the most recent strategic plan update have each been
met, but they are considered ongoing needs/priorities among partners. Since these are
ongoing needs they will continue as priorities for the current 2015- 2019 strategic plan:
• Maintain effective inter -organizational communication and information sharing.
• Maintain coordinated supported housing and homeless plans.
• Enhance and expand the local acute care behavioral health system.
• Maintain an annual cross -training plan for criminal justice and behavioral health
care.
• Maintain a funding/sustainability plan to enhance and expand service delivery.
2015 — 2019 Strategic Plan Priorities
The following are Collier County priorities for 2015-2019:
❖ Expand / enhance the FIRST team to improve identification and serve more
individuals.
❖ Increase capacity for Mental Health Court and Veteran's Court by 30%.
Expand and enhance the substance abuse treatment continuum, including Adult
Drug Court and Integrated Dual Disorders Treatment.
•S Improve local options for integrated, low income supported housing
Streamline the process for referral and admission to treatment courts and FIRST
for incarcerated individuals. Ensure that persons admitted to programs are those
with greatest risk for recidivism.
❖ Expand access to trauma -specific counseling including prompt, thorough and
appropriate screening of all treatment court and FIRST participants.
25
10141MIUM-11
Goal 1: Improve the local response for people with mental health and substance abuse
problems in or at risk of involvement in the criminal justice system.
Objective #1
Increase capacity for Mental Health Court and
Veteran's Court b 30%
Task
Performance
Lead Person or
Projected
Measure
Organization
Completion
1.1
Work with local legislators
Capacity for 10
Judge Martin
April 2016
to obtain designated state
additional
David Lawrence
7/01/16
funds for veteran's
persons in VTC
Center
treatment courts.
1.2
Provide increased outreach
Maintain VTC at
David Lawrence
2.2
to veterans in jail
full capacity
Center Forensic
1/01/17
tools for use in jail
screening
Services, CCSO
1.3
Seek federal and
Capacity for 20
David Lawrence
7/01/18
2.3
foundation grants for mental
additional
Center
July 2016
health court case
persons in MHC
management and treatment
materials. Revise
services.
procedures.
Goal # 2: Streamline the process for referral and admission to treatment courts and
FIRST program for incarcerated individuals.
Objective #2
Provide evidence based screening and
assessment of the target population
Task
Performance
Lead
Projected
Measure
Organization
Completion
2.1
Obtain technical assistance
Partners attend /
DLC, CCSO,
April 2016
from FMHI regarding best
complete two
FMHI
fit for screening and
trainings
assessment for the target
population
2.2
Identify best screening
Partners choose
DLC, CCSO,
May 2016
tools for use in jail
screening
screening
instruments.
2.3
Implement use of new
Staff are trained
DLC, CCSO
July 2016
screening tools
and have needed
materials. Revise
procedures.
26
COLLIER FIRST
Goal 3: Reduce the risk of incarceration and recidivism for persons with mental health
and co-occurring substance use disorders.
Objective #3 Improve supportilve housing option
Task
Performance
Lead Person
Projected
Measure
or
Completion_
Organization
Date
3.1
Facilitate the development of
Partners attend /
DLC, CCSO,
April 2016
affordable rental housing,
complete two
FMHI
trainings
3.2
Identify and eliminate
Reach
DLC, CCSO,
July 2018
barriers to the development
consensus
and use of existing
among partners
affordable housing.
re best screening
instruments.
3.3
Cultivate benevolent
Participants with
DLC, NAMI
December
landlords willing to lease to
felony history are
2018
the target population.
able to obtain
leases.
3.4
Increase supportive housing
Implement use of
NAM], DLC
December
services to the target
Peer Supported
2018
population.
Housing
Specialists
3.8.5.3.2. Description of the Strategic Plan.
The current Collier CJMHSA 2015-2019 strategic plan was completed after reviewing
and updating the local Sequential Intercept Map, and including relevant aspects of
partners' agency -specific strategic plans (CCSO, DLC and NAMI CC) to ensure
cohesion among plans and coordinated community planning efforts. Since inception in
2010, the strategic plan is reviewed annually and updated as needed. Barriers to
implementation of past plan priorities are described individually within the body of the
2015-2019 strategic plan.
This section left intentionally blank.
27
COLLIER FIRST
3.8.5.3.3. Project Design and Implementation:
The Collier County partners will provide three primary projects for the target population
of adults with serious mental illnesses or co-occurring mental health and substance use
disorders who are in, or at risk of entering, the criminal justice system. The components
include: Centralized Access Center (CAC); Crisis Intervention Team (CIT) and Forensic
Intensive Reintegration Support Team (FIRST). Interventions for each population are
discussed below.
Community -Based Screening/Centralized Assessment Center. Pre -booking
diversion seeks to divert the individual from booking and arrest altogether. The focus is
on early diversion to treatment in order to address the root cause of the criminal
behavior, eliminating virtually all subsequent contacts with the criminal system. The
Collier FIRST project will facilitate criminal justice diversion in part through its
Centralized Assessment Center (CAC). The CAC will provide direct linkage for the CIT
officers and to the FIRST as a community-based alternative to arrest, incarceration, and
/or forensic hospitalization. David Lawrence Center (DLC) is the de facto Centralized
Receiving Facility in Collier. DLC provides the only designated Baker Act Receiving
Facility/Crisis Stabilization Unit and the only detox unit in the county, and as such, all
acute care admissions currently occur at a single site.
David Lawrence Center's Centralized Assessment Center (CAC), is located at the DLC
main campus. The CAC changes the way, and reduces the timeframe, in which
individuals with mental health and substance abuse problems gain access to care.
The CAC follows the promising practices of centralized appointment scheduling. The
centralized system allows counselors to focus on seeing clients instead of scheduling,
making phone calls, and other logistical tasks. Shared electronic calendars will help to
facilitate the process. The CAC workflow handles all walk-ins, call -ins and referrals to
the David Lawrence Center in a timely manner. Facilitating swift and appropriate
referrals, the CAC staff members are highly skilled in DLC programs, DLC staff
expertise and local community resources. The CAC's behavioral healthcare
professionals gather information, make initial clinical decisions and schedule a first
appointment within three days of first contact. Program staff include:
➢ Three paraprofessional (Bachelor's level with experience) triage clinicians
➢ Practice manager who oversees three support staff
➢ Switchboard operator
➢ Six Master's level assessors
➢ A Service Director who manages the overall program
An important element of the program is a 'state of the art' Call Center. Through the Call
Center, DLC' CAC staff will assure all calls are answered within three rings, twenty-four
hours a day, seven days a week. Doing so ensures that callers gain swift access to
needed mental health and substance abuse services.
E_
COLLIER FIRST
The CAC will use a process for information gathering after which 90% of required
paperwork is completed (eventually electronically) prior to the first appointment. This
allows clinicians to spend all of their time providing face-to-face treatment and
intervention.
Reintegration: Forensic Intensive Reintegration Support Team. Intensive
community reentry/reintegration services are provided through an enhanced Forensic
Intensive Reintegration Support Team (FIRST). FIRST provides reintegration services
via a Forensic Intensive Case Management model, including individual and group
therapy, supported housing, supported employment, peer supports, and access to
benefits via SOAR. The program capacity will increase from 60 to 70 at any given time,
with an expected average length of stay of six to twelve months. The projected number
served by the program is 100 persons.
Collaboration Structure and Successful Project Implementation. The members of
the Planning Council, including each of the agencies discussed above, has
demonstrated its long-term commitment to the project. This commitment is
demonstrated through completion of an interagency Memorandum of Understanding
(MOU), participation in the CJMHSA Planning Council and strategic planning, and
through its ongoing operations of several local centralized coordination projects: CIT,
Mental Health Court, Drug Court, FIRST, and HUGS. Additionally, the partners have
committed to providing 100% match, including cash match in excess of the required
amounts. The CJMHSA Planning Council and subcommittees will facilitate improved
coordination of the current criminal justice, mental health and substance abuse
programs and provide direction for future development and sustainability. Council
member input is essential to ensure the programs are meeting the needs and
expectations at both the policy-making and service delivery levels. The Council, (see
Table 3) meets quarterly, and will continue to complete an annual strategic plan review
and revision.
Screening and Assessments. The Reintegration Specialists at Collier County jail
screen potential persons for inclusion in the FIRST program. If deemed appropriate,
the persons are then referred by Armor Discharge Planners for additional screening
and eligibility. Armor completes the appropriate screening tool. Based upon two FMHI
technical assistance center trainings/meetings, the collaborative partners have
changed from the use of the LSI -R to three screening tools more suited to the
program's needs. These include the MHSF III, PCL -5 Trauma Assessment, TCUDS-/V
Substance Abuse Assessment. Each is described in Table 6.
29
COLLIER FIRST
Screening Tool 'r
Purpose
Description / & Validity for Target `Population
Mental Health
Mental
Short, understandable, inexpensive, and easy
Screening Form III 6
Illnesses
to use. The tool is not meant to be diagnostic
but rather one which can better screen for
possible mental health problems. Valid and
reliable for use in jails.
PCL -5 Trauma
Trauma
20 -item self-report measure that assesses the
Assessment?
20 DSM -5 symptoms of PTSD. 25 years of
research have supported the validity of the PCL
to assess PTSD in a wide range of populations,
including jails.
TCUDS IV Substance
Substance
Based on the DSM -5. The TCUDS V screens for
Abuse Assessment$
Abuse
mild to severe substance use disorder, and is
particularly useful when determining placement
and level of care in treatment. Valid for use in
jails,
Table 6. Screening Tools to identify the target population.
Screening and Assessment Process. Armor Correctional notifies the FIRST
Supervisor within 30 days of release for FIRST case managers to complete their triage
in the jail. FIRST Case Managers provide in -jail triage two days each week as well as
at the David Lawrence Center case management offices. If the person is appropriate
they then become active in the FIRST program. Referrals may also be received from
the CAC as or other professional staff at DLC or community partner agencies. The DLC
supervisor assigns each person to a case manager who then assists the person with
linkage to complete his clinical assessment at the Centralized Assessment Center.
DLC's Centralized Assessment Center consists of trained and skillful professionals who
facilitate clinical triage for all individuals/ages and determine the immediate needs of the
individual. Services can be accessed 24 hours a day, 7 days a week via a centralized
access number or by walk-in. The role of the CAC includes, but is not limited to,
ensuring that the person's needs are assessed and addressed promptly and
appropriately via an individualized, client -centered approach.
The clinical triage and service access delivery systems are provided under the
supervision of Licensed Independent Practitioners with the skills, experience, and
credentials to meet the needs of the individuals served, as indicated and appropriate.
6 Ruiz, Peters, Sanchez, Bates. (2009). Psychometric Properties of the Mental Health Screening Form Iii Within a
Metropolitan Jail. Criminal Justice and Behavior, 36, 6 607-619.
Weathers, F.W., Litz, B.T., Keane, T.M., Palmieri, P.A., Marx, B.P., & Schnurr, P.P. (2013). The PTSD
Checklist for DSM -5 (PCL -5). Scale available from the National Center for PTSD at www.ptsd.va.clov.
8 Institute of Behavioral Research. (2014). TCU Drug Screen V (TCUDS V). Fort Worth:
Texas Christian University, Institute of Behavioral Research. Available at ibr.tcu.edu
30
COLLIER FIRST
The model of care is based on best practice principles which incorporate the
client/family/referral source involvement, initial assessment of needs, and immediate
determination of medical necessity criteria with the appropriate response and plan of
action.
The clinical assessment initiates the therapeutic process by the systematic collection of
data, based on Clinical Practice Standards which may include: identification of the
individual's presenting problems; family/social environment; spirituality/religious beliefs;
possible barriers to treatment; personal history; strengths and weaknesses; potential
speech and language issues; educational/vocational history; learning styles and needs;
legal history; medical/physical history; nutritional issues; substance use/abuse history;
history of psychiatric problems/treatment; risk assessment; mental status; functional
status; diagnostic impressions; a summary, analysis and interpretation of the
assessment data that supports the diagnosis; treatment recommendations; and a list of
assessed needs not to be addressed in treatment.
Additional assessments are determined by care setting, the client's need and desire for
care (significant changes occur in client's condition or diagnosis), as well as the
individual's response to previous care and treatment. The clinical assessment is
routinely updated annually for clients who remain active in a treatment program.
However, the assessment of an individual is an ongoing process throughout treatment,
for the purpose of continually identifying and prioritizing client needs.
A medical profile is completed during the assessment process, which provides a
physical status/medical screening to identify need for further education, referral and
testing in these areas.
Specialty assessments/evaluations may be completed by staff specially trained and
certified in specific areas (e.g., psychiatric examinations.).
Education is an integral part of the assessment process. When appropriate,
educational materials that are suitable to the client and family's learning abilities,
language, and other specific needs are distributed and explained to clients and families.
These materials encompass a holistic approach, addressing the client's physical,
mental, nutritional, cultural, and spiritual needs, and can include information about the
diagnosis, nature of the illness, and both agency and community resources available.
Individuals routinely receive orientation on how to access services, information on rules
specific to each program/service, and education on the treatment process. Individuals
are encouraged to take an active role in the treatment planning process and family
members are encouraged to become involved when appropriate, and the person has
given consent.
FIRST participants' goals and objectives are developed in an intervention plan with
input from the client. Case Managers and Peer Specialist assist participants in reaching
their goals.
31
COLLIER FIRST
Law Enforcement. Each year, the CJMHSA Planning Council, including the Collier
County Sheriff's Office (CCSO), reviews its strategic plan along with the sequential
intercept map and adjusts objectives and targets accordingly. CCSO maintains its own
strategic plan which includes several goals for implementation and expansion of
diversion initiatives (see Strategic Plan).
Crisis Intervention Teams (CIT) facilitate interagency collaboration and increased
access to mental health treatment. CIT helps to ensure improved early intervention for
multi -system involved individuals, promotes cross -training forjustice and treatment
professionals. Continuation of CIT training is the central foundation of the overall local
CIT program. As an ongoing partnership between law enforcement agencies, the David
Lawrence Center, and NAM[ will continue to conduct a minimum of four, 40 -hour CIT
training events each year. These events are hosted by NAMI of Collier County and
include significant participation of consumers and families. Training participants include
not only CCSO officers, but all pertinent jurisdictions to the extent possible, including
City of Naples and Marco Island Police Departments, jail personnel, Florida Fish and
Wildlife, and the local Port Authority.
The goal for the training is to saturate the entire community with CIT -trained law
enforcement personnel. Training enhances understanding of mental illnesses, improves
the community's responses in crisis communication skills, knowledge of resources and
help to ensure officers are confident in their ability to employ non-physical interventions.
While training is essential, it is not sufficient to comprise a CIT program, which is more
than just a 40 -hour training for a group of officers. Therefore, another goal for local law
enforcement is to adopt a formal CIT model by 1) expanding the Sheriff's CIT Unit by
adding a CIT Sergeant; 2) designating a CIT Leader for each patrol and corrections
shift; and 3) fully implementing Computer Aided Dispatch (CAD) tracking and monitoring
for CIT calls.
Goals/Outcomes
Expand local initiatives to increase public safety, avert increased spending on
criminal justice systems, and improve the accessibility and effectiveness of
treatment services for adults with mental illnesses and co-occurring mental
health and substance abuse disorders, who are in, or at risk of entering, the
criminal justice system
Reduction in crime/recidivism/use of forensic institutions
Objective 1: Establish programs and Diversion Initiatives
• Expand the FIRST team to serve up to 100 persons over the course of the three-
year project.
• Enhance the FIRST program to focus on serious mental illnesses and co-
occurring substance abuse disorders.
• Maintain a FIRST: staff to participant ratio of 1:20 or lower.
• Provide evidence -based practices according to each model as demonstrated by
% degree of adherence on fidelity scales.
• 52 CCSO Deputies will be CIT trained annually, 156 throughout the 3 years.
32
611111Ty"M
Objective 2: Collaboration
Participate in planning council meetings,
Oversight Committee meetings.
Evaluation team completes process and
strategic planning process, FIRST
outcome evaluations annually.
Objective 3: Improved Quality of Life
• Obtain disability benefits for 80% eligible program participants within one year of
application.
• Improve participants' motivation to change problematic behaviors
• Demonstrate improvement in each participant on the Quality of Life self-report
scale.
• FIRST enhancement funds are used for individualized recovery supports to
address barriers to treatment and community integration.
Key Activities and Responsible Agency. The Collier FIRST project includes
collaboration of several local partners to complete activities under the grant. These
activities are listed below for each partner agency:
Collier County Housing and Community Services (CHCS) is the primary contracted
entity with DCF, and is responsible for ensuring all partners adhere to the DCF MOU.
CCHVS will execute contracts with each partner for services described below, and will
provide general oversight and grant payments in accordance with applicable OMB
Circulars A-87 and A-122, including the upcoming OMB `Super Circular'.
The David Lawrence Center (DLC) provides a full range of mental health and substance
abuse (MHSA) services in Collier County accessible to program participants. DLC's
Centralized Assessment Center (CAC) will improve access to mental health screening
and assessment for CIT officers, families and individuals in need. The CAC will also
help to divert individuals from jail and into MHSA services through the FIRST team. The
diverted individuals may include those who would otherwise have entered a forensic
institution.
DLC also conducts activities for the FIRST team, including case management, mental
health counseling, employment and living skills coaching, and clinical supervision for
integrated mental health and substance abuse services. The FIRST program operated
under the Adult Community Services department, along with the DLC Forensic program
umbrella, which includes mental health court, drug court, Veteran's treatment court,
forensic case management and a community-based competency restoration program.
With advance notice, DLC will facilitate scheduling outpatient psychiatric appointments
for participants within one day of discharge from the jail. The case managers will assist
with SOAR application processes, and will ensure linkage to primary care and medical
follow up for each participant. All of the DLC programs are available to FIRST
participants who, in case of any wait lists, will have priority. DLC will bill Medicaid,
Medicare, and the state contract for community-based treatment costs for individuals
when possible. The intensive case management model includes 'enhancement funds'
33
COLLIER FIRST
which help pay for items that are necessary to facilitate community integration, including
housing, transportation and medications.
NAMI of Collier County provides mental health and substance abuse strategies by
employing a Florida Certified Peer Recovery Specialist (CPRS) on FIRST to provide
support, information, and assistance with access to community resources. The Peer
Specialist is trained in SOAR, (SSI/SSDI Outreach, Access and Recovery) a promising
practice that provides a specialized means of facilitating attainment of disability benefits
for eligible participants. The Peer Specialist ensures participants are linked to various
support systems in the community including affordable housing, education/employment,
the NAMI Sarah Ann Drop in Center, families and support groups. NAM[ will continue to
facilitate a 40 -hour CIT training four times per year. NAMI's Peer Specialist and will
provide the follow up with FIRST program participants after discharge and gather data
required to determine attainment of long term performance measures including housing
and employment.
Collier County Sheriffs Office (CCSO). CCSO will provide law enforcement strategies
by training 100% of its officers in CIT, including patrol, corrections, and 911/dispatch
deputies. CIT training takes place every other month in the NAM] of Collier County
training room, with 20 attendees at each. CCSO will also provide substance abuse
treatment strategies by continuing its Project Recovery program in the jail.
CCSO will provide in -jail screening and employ Reintegration Specialists through
contract with Armor to facilitate further screening, assessment, and referral of jail
inmates to the FIRST program and/or Project Recovery. Armor will take the lead in
assertive and focused individualize discharge planning for FIRST participants. These
activities will guide FIRST activities and help facilitate access to an array of
individualized community services and supports to support optimal reintegration into the
community.
Ancillary Social Services: A number of social service agencies will also provide supports
for participants through referral and coordination of FIRST members. These include but
are not limited to: The Agency for Persons with Disabilities; St. Matthews House;
Salvation Army; Collier Hunger & Homeless Coalition; Collier Housing and Community
Services; Vocational Rehabilitation; Department of Children & Families' ACCESS
Florida (food stamps, Medicaid); Collier County Housing Authority (rent and utilities
assistance); and various faith- based supports and food pantries.
3.8.5.3.4 Strategies
Forensic Intensive Case Management (FICM). The FIRST follows an intensive case
management model. In the FICM model, individuals receive supports of an
interdisciplinary, community-based team with a staff to participant ratio of 1:20 or lowers.
9 National GAINS Center
Eli
COLLIER FIRST
Supported Housing. SAMHSA's Supported Housing Toolkit10 will direct the FIRST
efforts to provide supported housing services for program participants. Principles
include: flexible, individualized recovery support services; community integration
through affordable, scattered site housing; choice of housing based on individual needs
and preferences; and peer supports. All FIRST team members will receive training in
the model.
Supported Employment. FIRST will follow the SAMHSA evidence based Supported
Employment Toolkit11 to guide efforts to help participants choose, get, and keep
competitive employment. The NAMI CRPS will be trained in the use of the model.
Disability Benefits. SOAR, (SSI/SSDI Outreach, Assessment and Recovery) is a best
practice model aimed at facilitating attainment of disability benefits for people with
serious mental illnesses. FIRST staff is trained and receives ongoing supervision in the
practice, and will employ SOAR practices for all eligible participants, with the goal of
obtaining benefits for 80% of them.
Peer Support. Peer support is a best practice and an essential component of recovery
programs for adults with serious mental illnesses. A Florida Certified Peer Specialist will
provide recovery supports including linkage to support groups and the NAMI-based,
consumer -run Sarah Ann Drop In Center and Clubhouse. The Peer Specialist will be
supervised by the NAMI Director of Peer Initiatives, CRPS.
Moral Reconation Therapy (MRT). DLC therapists provide specialized group or
individual counseling to meet the diverse and complex needs of the population,
including trauma informed treatment, cognitive behavior therapy for co-occurring
substance abuse and mental health problems, and Moral Reconation Therapy (MRT)
MRT is a systematic cognitive behavioral treatment strategy that seeks to decrease
recidivism among criminal offenders by increasing moral reasoning. MRT has been
shown to reduce recidivism. MRT graduates had significantly fewer re -arrests than their
counterparts who did not successfully complete the program12.
Motivational interviewing (MI). All FIRST staff members are trained in motivational
interviewing techniques. MI techniques help to engage and retain participants in
treatment, supports self-efficacy, and uses shared decision-making to identify goals.
MI is an evidence -based, client -centered style of counseling. Based on the assumption
that an ambivalent attitude is an obstacle to behavior change, motivational interviewing
helps clients explore and resolve ambivalence to improve their motivation to change
their behavior13 Key features of motivational interviewing include nonjudgmental
reflective listening on the part of the counselor, with the client doing much of the work
° SAMHSA Publications SMA08-4365
" SAMHSA Publications SMA10-4510
1zByrnes, Kirchner & Heckert, 2007.
73 (Miller and Rolnick. 1991; Resnicow and McMaster, 2012;Substance Abuse and Mental Health Services
Administration, 2015).
35
COLLIER FIRST
him- or herself. A concrete action plan for behavior change with measurable goals is
developed, and sources of support are identified.
Drop In Center. NAMI's Sarah Ann Drop In Center (SAC) provides a welcoming and
supportive place to socialize and participate in life -enriching activities. The SAC is open
six days a week, serving lunch daily. Many current regular SAC members are past
participants in the FIRST program. NAMI is currently transitioning to include a
Clubhouse component so that members who want to may participate in a work ordered
day.
3.8.5.4.1 Data Collection. A description of the process for collecting performance
measurement data and any other state or local outcome data to measure project
effectiveness;
Standards. The FIRST Case Manager will keep ongoing documentation of program
data on a participant roster. Information will also The FIRST Oversight committee will
gather data from the FIRST team members and document progress for each of the
performance measures listed below in Table 7.
Process for collecting performance measure data. The FIRST program includes
elements and interventions specifically designed to target each of the required
performance measures. This includes supported living and supported employment
services; counseling focused on remediating individual criminogenic risk factors,
mental health and substance abuse issues; case management ensures individuals are
connected to needed resources and that individuals are diverted from state treatment
facilities whenever possible; and peer supports ensure each participant receives
recovery -oriented services, is connected to natural supports, and enjoys the best
possible quality of life.
Both process and outcome data, in addition to the performance measures cited in
Table 7, data will be collected and reviewed/analyzed monthly by the FIRST Oversight
Committee. The FIRST program includes elements and interventions specifically
designed to target each of the performance measures listed. Process and output data
includes but is not limited to:
• Number of screenings completed.
• Referrals made to FIRST including source, timeframe, level of need/risk,
barriers.
• Attendance at and results of meetings conducted including weekly FIRST team
meetings; monthly Oversight Committee, Quarterly CJMHSA Planning Council
meetings, and FMHI technical assistance trainings.
36
COLLIER FIRST
Number served / encountered in case management, supported employment,
CIT, DLC assessment center, peer supports, SOAR.
Responsible staff. The DLC Program Assistant/Case manager will collect the raw
data for the performance measures for enrollees, except Quality of Life data which will
be collected and reported by the NAMI Peer Specialist. The NAMI Peer Specialist will
be responsible for contacting discharged participants for the long-term performance
measure data. CCSO jail personnel will collect and track data regarding total number
of persons with mental illnesses or co-occurring substance use disorders in the jail;
and screenings and referrals to FIRST. DLC case manager maintains a participant
roster within which detailed data is kept regarding each person referred and admitted
to the program. This includes number of previous arrests, dates of referral, admission,
and discharge, as well as demographic information. David Lawrence Center maintains
an electronic medical record for each enrolled FIRST participant which includes
individual progress notes including case management, psychiatric or counseling
encounters, and any residential or acute care admissions.
The FIRST Oversight Committee, comprised of supervisors of direct care staff, will
collectively and cross -agency review and revise each data element for accuracy and
quality assurance purposes. In addition, each partner agencies' own Quality
Improvement (or equivalent) committee will review its own internal data for accuracy
and quality.
Results of the data analysis will be compiled by the FIRST Oversight Committee and
distributed to the CJMHSA Planning Council each quarter. Upon review, Council
members may suggest additions or changes to the program activities to improve
performance.
3.8.5.4.2. Proposed targets and methodologies to address the measures specified
in Section 2.4.2.
Section
Performance Measure: % of Participants
Methodology
% r
2.4.2.1
Arrests or re -arrests while enrolled
Review arrest
50
database month)
2.4.2.2
Arrests or re -arrests among participants within
Review arrest
one year following program discharge
database monthly
50
2.4.2.3
Not residing in stable housing environment at
Case manager home
60
Program admission who reside in stable housing
visit or participant
within 90 days post admission.
report
2.4.2.4
Reside in a stable housing environment one
Case manager home
60
year following program discharge.
visit or participant
report
2.4.2.5
Not employed at admission who are employed
Verification of
60
full or part time within 180 days of admission
employment
2.4.2.6
Employed full or part time one year following
Participant report at
60
program discharge.
I time of follow up call
37
COLLIER FIRST
2.4.2.7
Assisted by the program to obtain benefits for
Evidence of benefit
80
which they are eligible but not receiving at
attainment (SSI/SSD)
admission.
2.4.2.8
Diverted from State Mental Health Treatment
Receiving facility
50
Facility.
DLC records
2.4.2.9
Exhibit improvement in a Quality of Life Self-
QLSA written reports
90
Assessment
Table 7. List of performance measures and methodology
3.8.5.4.3. Additional proposed performance measure unique to the tasks outlined in
the application, including proposed targets and methodologies.
Quality of Life Self -Assessment Rating Scale. The scale is currently used by the Sarah
Ann Drop in Center as required by contract with the local managing entity. It provides a
meaningful, individualized measure of variables related to a person's quality of life as
personally experienced. Participants are asked to rate how things are going in different
areas of their lives:
On a scale of 1 to 10, overall, how would you rate your...?
• Involvement in work, employment
• Social life
• Participation in community activities (Leisure, sports, spiritual, volunteer work)
• Ability to have fun and relax.
• Physical health.
• Level of independence
• Ability to take care of yourself (staying healthy, eating right, avoiding danger).
• Self-esteem (how you feel about yourself).
• Overall, how are things going in your life?
In addition to providing a measure of program success, the peer specialist can use the
scale as a discussion point and to help target recovery supports and interventions.
Collaborative Partners. The key project partners have a proven history of
collaboratively developing and managing criminal justice diversion programs in Collier
County. These include: 1) An adult mental health court in operation since 2007; 2) an
Adult felony drug court, active since 2000; 3) a Veteran's Treatment Court, active since
2015, the FIRST reintegration case management program, active since 2010; and 5)
Crisis Intervention Team (CIT) training since 2008.
The primary grantee partners are all members of the Collier CJMHSA Planning Council.
The group has collaborated on CJMHSA strategic plans together since 2010. The
Planning Council and subcommittees will facilitate improved coordination of all of the
current diversion programs and provide direction for future development and
W
COLLIER FIRST
sustainability. The collaborative partners have consistently used the CJMHSA Technical
Assistance Center throughout the past several years to provide expert consultation and
training to improve the local response to the target population.
Collier County Community and Human Services (CCHS). The Collier County Board
of County Commissioners (BoCC) will act as the applicant, primary grantee, and fiscal
agent for the collaborative project. CCHS, a department of the BoCC, is an
experienced grantee for criminal justice and behavioral health programs. The CCHS is a
past recipient of the Bureau of Justice Assistance Drug Court Enhancement grant 2011-
2013. CCHHVS is a current grantee for the Florida Department of Children & Families'
Criminal Justice Mental Health & Substance Abuse Reintegration grant since 2010. The
County Community and Human Services (CCHS) office will: 1) Provide continued
oversight of the CJMHSA Grant program; 2) continue to convene the partners for
regular collaboration meetings (CJMHSA Planning Council); 3) collect and compile data
from partner agencies as required by the grant; and 4) submit required programmatic
and financial reports to DCF. The coordinator will ensure compliance with the statutory
and mandatory requirements of the grant program requirements and serve as the
primary point of contact with DCF.
Collier County Sheriff's Office (CCSO). The Collier County Sheriff's Office has been
providing CIT training for the past eight years, for a minimum of four trainings per year.
This is not only for CCSO staff, but includes other local jurisdictions including Naples
and Marco Island Police Departments; Hendry and Highlands County Sheriffs Offices;
and non -LEO participants such as mental health and criminal justice staff such as
Public Defenders, Judges and State Attorney's office representatives.
David Lawrence Center (DLC). DLC provides comprehensive mental health and
substance abuse services for all of Collier County, including inpatient, outpatient,
residential and community-based prevention and treatment services. Evidence -based
programs include supported employment, supported housing, and homeless services
through the Project in Transition from Homelessness (PATH). DLC's organization
follows the trauma informed care principles. Forensic services department includes
Drug Court, Mental Health Court, community-based competency restoration and the jail
community reintegration program (FIRST). David Lawrence Center also helps sponsor
the CIT training courses.
David Lawrence Center is accredited by the Joint Commission on Accreditation of
Healthcare Organizations (JCAHO) and has decades of experience administering
millions of dollars in annual federal, state, and local government grants and contracts.
The Center maintains an exemplary record of meeting or exceeding expectations of
each of its grantor and contractor organizations. The DLC Adult Community Services
Department (CSD) Director serves as the Co -Chair of the CJMHSA Planning Council.
The CSD works closely with the CCSO CIT Unit, providing on-call assistance as needed
for CIT calls. David Lawrence Center's Community Assessment Center (CAC) provides
assessments on a walk-in basis, 24 hours a day 7 days a week. DLC is the sole Baker
39
COLLIER FIRST
Act receiving facility in Collier County which helps to facilitate a swift drop off point for
CIT officers when diverting individuals from arrest.
NAMI of Collier County (NAMI CC) NAM] CC is a member of the Collier CJMHSA
Planning Council and ensures active, meaningful participation of consumers and family
members. Since 2005, NAMI has provided one of the two adult mental health Self -
Directed Care projects in Florida, assisting up to 100 persons per year with person -
centered, recovery -oriented service planning.
NAMI CC has been a collaborative partner for the Collier County CIT training for the
past eight years. NAMI CC assists with coordination of schedules and provides a large
training room for CIT Training, including facilitation of a celebratory luncheon for CIT
graduation. In 2014, NAMI Collier was awarded a competitive contract for the Florida
Statewide Behavioral Health Training and Information and Referral Line. The contract is
in its second three-year cycle and not includes a statewide peer -run warm line and the
Born Drug Free Information and Referral line. NAMI also employs Certified Recovery
Peer Specialists in several other programs, including the Sarah Ann Drop In Center,
outreach within the David Lawrence Center's Crisis Stabilization Unit, various support
groups, and administrative support positions. NAMI CPRS staff may assist individuals
successfully transition back into the community following discharge from a SMHTF,
CSU or Detox or jail facility. The CRPS participate in discharge planning and assist the
person in identifying community-based service and support needs and build self-
directed recovery tools, such as a Wellness Recovery Action Plan (WRAP). The CRPS
then supports the individual as they transition to the community.
3.8.5.5.2. Availability of Resources.
Local Resources for the Target Population. There are several features of the current
systems for adults in Collier County that are particularly noteworthy. These include but
are not limited to:
➢ Immersion in Crisis Intervention Teams (CIT). Four local trainings per year.
➢ National Alliance on Mental Illnesses (NAMI) Collier and consumer involvement
➢ Mental Health Court, Veteran's Treatment Court and Adult Drug Court
➢ Judicial leadership: Same Judge for all specialty courts
➢ Interagency relationships
➢ Integrated, co-occurring capable and specific provider (David Lawrence Center)
➢ Collaborative interagency pursuit of multiple grants: BJA, DCF, SAMHSA
➢ In Jail substance abuse treatment services: Project Recovery
➢ Forensic Intensive Reintegration Support Team (FIRST)
➢ SOAR (SSI/SSD Outreach, Advocacy, and Recovery)
➢ Supported Employment and Supported Housing via DLC, FACT, NAMI
➢ Support from broad community —Homeless services/shelters
➢ NAMI Collier consumer run Drop In Center and Clubhouse
➢ Certified Peer Recovery Specialists (CPRS) at NAMI and partner organizations
40
COLLIER FIRST
➢ Florida Assertive Community Treatment (FACT) Team
➢ Florida Self Directed Care operated by NAMI Collier
➢ The Willough at Naples treatment for co-occurring disorders
➢ PATH (Projects for Assistance in Transition to Homelessness) program at DLC
➢ HUD Housing 24 units operated by David Lawrence Center
3.8.5.5.3. Role of advocates, family members, and responsible partners.
NAMI of Collier County is an integral partner in all aspects of the local project. NAMI
employs consumers or family members in over 80% of its positions. NAMI operates a
consumer -run drop in center, the statewide peer -run behavioral health training and
warm line, and Florida Self -Directed Care. NAMI takes the local lead in facilitating 40 -
hour CIT training four times per year. Through NAMI, the FIRST program employs a
Certified Peer Recovery Specialist (CPRS). NAMI's CPRS staff participates in the
weekly client staffing and the quarterly FIRST Oversight and/or CJMHSA Planning
Council meetings. Several other consumers and some additional CPRS attend the
Planning Council meetings and provide regular and direct feedback on the project to
each of the partner organizations. Consumer participation and input is essential to
continuous quality improvement of the FIRST program.
3.8.5.5.4. Proposed staff
Agency
Position (Level of Effort)
Activities
Collier County
Grant Coordinator (.11)
Grant Oversight,
Accountant (.11)
6) Grant Support (.25)
Collier County
1)Reintegration (2.15)
1-2) Jail -Based screening referral,
Sheriff's
2) Discharge Plan Supervisor (.20)*
APIC, LSIR risk assessment.
Office/Armor
3) Supervisory
3) Grant Coordination
3) Grant Support .27
David Lawrence
1) Case Manager (2.0)*
1-4) FIRST: SOAR, psychiatric
Center
2) MH Counselor(. 125)*
and primary care referral,
3)Supervisor (.40)*
competency restoration, housing,
5) CAC Clinician/Evaluation 1.05)*
employment. Group, family
6) Grant Support (.675)
counseling.
5) Centralized Assessments
6 Grant Coordination
NAMI of Collier
1) Certified Peer Recovery
1-2) CPRS Recovery supports,
County
Specialist (.75)*
supported housing, supported
2) CIT Coordinator (.30)
employment, SOAR.
3) Executive Director (.15)
2) CIT support
3 Oversi ht/ Pro ram Evaluation
Table 8. List of proposed staff.
211
COLLIER FIRST
3:8.5.6. Evaluation and Sustainability
3.8.5.6.1. Evaluation
The Collier FIRST program evaluation will be conducted by a team of individuals from
each of the partner agencies. NAMI's Executive Director will provide the primary
evaluation function, along with evaluation team members from David Lawrence Center,
Armor Correctional, and the Collier County Sheriff's Office. The evaluation team will
develop a plan for data collection and analysis, including stakeholder input, within the
first quarter. The evaluation will include using jail, court, arrest, program, referral data
as well as secondary administrative data. Questions to for the evaluation to examine
include. but will not be limited to:
• What are profiles of people and patterns of service for the program?
• Who is getting what referred and who is not?
• What is the average number of arrests prior to entering the program?
• How many received mental health and/or substance abuse services prior to
entering the program?
• Who is successfully completing the program?
• Do the recidivism rates improve for those who complete the program compared
to those who do not enter or do not complete the program?
• Does previous arrest history impact recidivism?
• Does previous type of charges impact recidivism?
• Does intensity of service received impact recidivism?
• Does demographic, behavioral diagnosis impact recidivism?
The internal collaborative evaluation will include a process evaluation to examine the
extent to which the project was implemented according to the proposed elements
including implementation timeframes, agency involvement and staffing/qualifications.
The outcome evaluation will examine the extent to which the goals and objectives and
performance measures were met, including the extent to which recovery -oriented
behavioral health services, such as supported housing and peer supports, have
increased through the FIRST team. The process and outcome evaluations will each use
qualitative data such as participant and partner surveys, along with the qualitative
objective and performance measure data. Semi-annual progress reports and annual
fiscal reports will be completed by the contracted agencies, approved by the Planning
Council and submitted to DCF by the CCHS Grant Coordinator.
Cost Savings/Averted Costs
Central Assessment Center and CIT. CCSO patrol officers (nearly 100% are CIT
trained) will have a direct means of diverting individuals from arrest with the
implementation of the CAC. If the CAC diverts 20% of persons accessing its services
away from incarceration and into community based programs, it will possibly divert 400
42
COLLIER FIRST
persons over the course of the 3 year CJMHSA project, based on an estimated 2,000
served at the CAC over 3 years. Given the average daily cost of person (not with a
serious mental illness) in jail of $138 (See Table 1), and using a conservative average
length of stay of 90 days, the CAC pre -booking diversions alone could provide a
potential savings in jail costs to the local community of $4,968,000 over 3 years, or
$1,656,000 per year.
FIRST Forensic Intensive Case Management (FICM). The use of the intensive case
management model with separate evidence -based components, Moral Reconation
Therapy, Supported Housing, Supported Employment, and Peer Supports, has been
shown to reduce recidivism in adults with mental illness and substance abuse
problems". The rate of reduction can vary but a 50% reduction in recidivism is a
conservative estimate given the chronicity of participants' arrest histories. If 50% of the
proposed 300 served over three years, or 150 people are not rearrested, given an
average jail stay of 90 days and cost of $350/day, the three-year savings would be
$4,725,000, or $1,575,000 per year.
Reduced use of State treatment facilities. CIT reduces arrests. According the CCSO
CIT Coordinator, CIT training has directly contributed to a 142% increase in CCSO-
initiated Baker Acts (involuntary mental health commitments) from 2008 to 2015
(n=502 - 1226). This represents a significant improvement diverting individuals from
law enforcement to the mental health system. In addition, individuals are less likely to
have legal charges that may have led to forensic commitments. Over the past 5 years,
only 21% of previous FIRST participants were rearrested. In addition to FIRST, other
resources are available to avert forensic admissions including a community-based
competency restoration program and mental health court. Many previous forensic
hospital admissions were for those persons found Incompetent to Proceed with legal
processes after a felony arrest. The state forensic institution was the only place for
them to receive competency restoration, which is now available in the community. As a
result, the persons admitted to the forensic institution recently were those few who
were deemed not capable of being safely housed in the community.
3.8.5.6.2. Sustainability
The Collier CJMHSA Planning Council will continue to use the Sequential Intercept
Model as a conceptual framework to organize targeted strategies for justice -involved
individuals with serious mental illness. Planning and evaluation efforts will also continue
use of the Collaboration Assessment Tool (CAT)15 to depict strengths and weakness
and to chart a course for improving collaboration between mental health and criminal
justice partners. The CJMHSA will use the CAT at baseline and annually to assess the
degree to which collaboration levels increased during the grant period. Worksheets will
be completed by both criminal justice and mental health representatives at the CJMHSA
Planning Council meeting, with answers representing a consensus. The worksheets
14 GAINS Center. Gainscenter.samhsa.gov
ss Criminal Justice Consensus Project. http://consensusproject.org/assessment
43
COLLIER FIRST
help to assess four categories: 1) Knowledge Base; 2) System Collaboration; 3) Service
Coordination; and 4) Resources.
The Collier County CJMHSA Strategic Plan will be revised to include an in-depth 3 -year
funding and sustainability plan for all of the current and proposed local diversion
programs by the end of year one of the grant. The use of evidence -based practices and
an evaluation demonstrating evidence of effectiveness will each impart marketability of
the program to future funders and secure support from stakeholders.
Many of the services provided by the team are eligible costs under other funding
sources including Medicaid and state mental health contracts. Positive, documented
outcomes of the grant will provide agency partners with compelling justification to
modify existing programs and redirect resources to support the FIRST model or a
similar program. While the partners will aggressively pursue funding from state and
federal sources, the importance of continued local support cannot be understated. The
Collier FIRST project partners have prioritized local funding for justice and mental health
collaboration/diversion programs for many years, and have done so with very little state
or federal assistance, demonstrating a likelihood of continuing to do so in the future
The project evaluation will include an analysis of the progress toward sustainability,
including effectiveness of strategies to enhance or expand the local mental health and
substance abuse system.
This space left intentionally blank.
44
COLLIER FIRST
KEY I TASKS, RESPONSIBILITIES
Year9
Year 2
Year 3
MILESTONES'
Project
Person(s)
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Milestones/Tasks
Responsible
Hire and Orient
CCHS/ DLC/
V
New Staff
NAM I/ CCSO/
Armor
Quarterly
CJMHSAPC
v
v
v
V
V
V
V
V
V
V
v
v
CJMHSAPC
Meetings
FIRST, CAC, CIT
NAMI, DLC,
v
v
v
v
v
v
v
v
V
V
V
v
services
CCSO
Weekly FIRST
FIRST Team
v
v
V
V
v
V
V
V
V
V
V
v
Meetings
Members
Consultation &
CJMHSAPC
V
V
v
v
v
v
Training
FMHI
Data Collection
Evaluation Team
V
Plan Completed
Data Collection
Evaluation Team
v
v
v
v
v
v
v
v
v
v
v
v
/Analyzed
Review/Revise
CJMHSAPC
V
v
v
Strategic Plan
Conduct CIT
NAMI/CCSO/DLC
V
r
V
V
V
V
V
V
v
v
v
V
Training
In Jail Screening
CCSO/Armor
v
v
v
v
v
v
v
v
v
v
v
Meet target for #
FIRST Team
v
individuals served
Members
Quarterly Program
CCHS/CCBCC
V
V
V
V
Status Report
Quarterly
CCHS/County
V
V
V
v
Financial Report
Administrator
Final Program
CCHS/CCBCC
V
Status Report
Final Financial
CCHS/County
v
Report
Administrator
Project Evaluation
Evaluation Team
v
V
V
Completed
Table 9. Project Timeline
45
COLLIER FIRST
List of Organizations
Collier County Human and Community Services
Collier County Sheriff's Office
David Lawrence Center
NAMI of Collier County
46
Office of the County Manager
Leo E. Ochs, Jr.
Q 3299 Tamiami Trail East, Suite 202 • Naples Florida 34112-5746 • (239) 252-8383 • FAX: (239) 252-4010
September 14, 2016
Ms. Michelle Staffieri, Procurement Manager
Department of Children & Families
1317 Winewood Blvd,
Bldg. 6 Room 231
Tallahassee, FL 32399-0700
Re: Collier County Support for Criminal Justice, Mental Health and Substance Abuse
Reinvestment Grant
Dear Ms. Staffieri:
Collier County Government is in full support of this collaborative application for a three
year expansion for the Criminal Justice, Mental Health and Substance Abuse
Reinvestment Grant.
We look forward to continuing the availability of services to clients suffering from
mental illness and / or substance abuse issues who are being released from
incarceration. These services include providing assessments and case
management services which will include advocacy, linking with identified needs,
life skills assessment and coaching, assistance with the cost of medications, food,
housing, clothing and other resources as needed to decrease recidivism of this
population.
Collier County is a full partner in CJMHSA Planning Council meetings, data
collection, grants reporting, strategic planning and grant evaluation activities.
Furthermore, members of our team meet on a weekly basis to review potential
clients and program effectiveness.
A three year expansion of the Criminal Justice, Mental Health and Substance
Abuse Reinvestment Grant will greatly assist the citizens of Collier County.
Sincerely,
Leo Ochs
County Manager
DAVID LAWRENCE CENTER
Restoring & .Rebuilding Lives
September 9, 2016
Ms. Michelle Staff ieri, Procurement Manager
Department of Children & Families
1317 Winewood Blvd.
Bldg. 6 Room 231
Tallahassee, FL 32399-0700
Dear Ms. Staffieri:
The David Lawrence Center (DLC) is in full support of Collier County's application for a three year
expansion for the Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant.
DLC is fully committed to providing services to clients suffering from mental illness and / or
substance abuse issues who are being released from incarceration intothe FIRST program. These
services include providing assessments and case management services which will include
advocacy, linking with identified needs, life skills assessment and coaching, assistance with the
cost of medications, food, housing, clothing and other resources as needed to decrease
recidivism of this population.
The David Lawrence Center is also an active participant in the CJMHSA Planning Council meetings,
data collection, grant reporting, strategic planning and grant evaluation activities. Furthermore,
DLC and Collier County jail staff, including a DLC clinician and case managers and Collier County
Sheriffs Office discharge planners, meet on a weekly basis to review potential clients.
The David Lawrence Center is the leading provider of behavioral health solutions in Collier
County. A three year expansion of the Criminal Justice, Mental Health and Substance Abuse
Reinvestment Grant will greatly assist us in providing established and crucial services to inmates
as they transition back into the Community.
Sincerely, c
441-4'�—
Scott Burgess `
President/CEO
DAVID LAWRENCE CENTER
6075 Barhey Lane, Naples, Florida 34116 • voice (239) 455-5500 • fax (239) 455-6561 • www.DavidLawrenceCenrer.org
48
September 2, 2016
Ms. Michelle StafBeri
Procurement Manager
Department of Children & Families
1317 Winewood Blvd., Building 6, Room 231
Tallahassee, FL 32399-0700
Dear Ms. Staffied:
Collier County is applying for a three year expansion for the Criminal Justice, Mental Health
and Substance Abuse Reinvestment Grant. The Collier County Sheriffs Office is committed to
Integrating inmates back into the community.
Reintegration is a collaborative effort with Armor Health Services for two contracted Discharge
Planners, jail staff, and community partners who facilitate the screening, assessment, and
referral of jail inmates to the FIRST program and/or Project Recovery. Discharge planning
includes assistance to inmates to facilitate access town array if individualized community
services and supports to provide optimal reintegration into the community. Substance abuse
treatment is also provided through the jail based Project Recovery program.
The Collier County Sheriffs Office will participate in the CJMHSA Planning Council meetings,
strategic planning, and grant evaluation activities, and provide any required data collection,
and grant reporting.
The Collier County Sheriffs Office hopes to have the opportunity to continue to provide these
established and necessary reintegration services to inmates as they transition back into the
community upon their release from jail. A three year expansion of the Criminal Justice, Mental
Health and Substance Abuse Reinvestment Grant will greatly assist with these efforts. Thank
you.
Sincerely,
Ke mbosk
eriff, 011ier County
M
}�r�i nflM
NnUcml Alilanae an Mental Ulna
September 12, 2016
Collier County
Ms. MichelleStaffieri
Florida Department of Children & Families
Office of Substance Abuse and Mental Health
1317 Winewood Blvd. Buld, 6, Room 231
Tallahassee, FL 32399
Dear Ms. Staffieri:
I am writing to convey NAMI of Collier County's full support in the enhancement and expansion of
Collier County's Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant, Collier FIRST.
Specifically, NAMI Collier will provide a Certified Recovery Peer Specialist (CRPS) to act as an integral
member of the Forensic Intensive Reintegration Support Team (FIRST). This peer will help engage
program participants, assist with jail discharge planning, and provide a wide range of individualized,
community-based recovery supports.
NAMI Collier will also participate, and take the lead in the local evaluation of the grant project. Our
intention is to conduct the local evaluation via a five -member team comprised of primary project
partners including NAMI of Collier County, David Lawrence Center, Collier County Sheriffs Office, Armor
Correctional, and Collier County Community and Human Services. This collaborative model of evaluation
will help ensure that each partner agency is directly involved and invested in project outcomes, and
helps to make identified program improvements.
NAMI Collier will also provide support groups, help facilitate CIT; participate in quarterly CIMHSA
Planning Council meetings; monthly FIRST Oversight meetings; and weekly FIRST team meetings.
We look forward to our continued collaboration your office and the local partners to ensure people
receive effective treatment, and avoid unnecessary jail admissions.
Sincerely Yours, `
Pamela Bake dD
Executive Director/ CEO
50
3 Year Totals
Per Organization
Total Grant Funded: $ 1,042,505.66
Total Match (Cash + In -Kind): $ 1,052,299.88
Match Over/(Short): $ ....9,794.22
51
Grant
Cash Match
In -Kind Match
Total
CHS $
47,995.31
$ 47,995.31
$ -
$ 95,990.62
DLC; $
377,421.00
$ 349,736.92
$ -
$ 727,157.92
CCSO: $
524,089.35
$ 552,140.14
$ -
$ 1,076,229.49
NAM]: $
93,000.00
$ 84,675.90
$ 17,751.60
$ 195,427.50
$
1,042,505.66
$ 1,034,548.28
$ 17,751.60
$ 2,094,805.54
Total Grant Funded: $ 1,042,505.66
Total Match (Cash + In -Kind): $ 1,052,299.88
Match Over/(Short): $ ....9,794.22
51
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aLLSal HartaMa
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AwaunIng Olredor(AM FTE 03) Annual Salary)
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9u IlealMalerlala:
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YurOneONer EA en 9ubmlal:
$ 1.600.00 $
18,]31.00 $
$ ]]BN.00
YearOne euhmlal CCeO:
1 114.00.46 j
134.04611 1
$ ]60,]41.16
CbntieeH. NAMI
:: ':' _„ „
vrypt -I.Cnx
Ma+@ 1 1p Mnd M..
'',,I - '
A.—Old:
FTE Annual Salary
1
CeNfiad Remvery Pee.padne,
0]6 320..[0
$ 31.Aaa. 5
".Q, 5
1 %,OAAO
]
Exee.tiv. Ob.cn
oi5 es.Om.00
$ 5
12.150.00 5
$ n.]Sxao
4
Oindw Oufly ingavemanteM Camp'hmre
O2A,tlO. W
5 5
I...O] $
$ IQ..
$
$
$
YearOne 811,61. q Fdn e8u41ahl:
1 31,000.0 $
26,]60.00 $
$ N.7..00
anal— /Consulhnl:
1
IiM —8Asaaf..."ata.deSakesImpM1bq.vic.pa.an atCRde-
C.. .1. 4 to eas. ryeIDr=52QU.1.1®1Ax 5=4.
5
BAA.
5 2,630.03
ONe
1
PMm.QO Lann.Mpees6 oapa[$NMwnlhxlT-
S 5
480.03 $
$ iSOW
2
I
Ie m.eerB fH
5
M3O3 $
J
OMm6 flea. Pees6ptlafsl
$ 5
12]33 $
V.5VO]
$ 1TI33
Oma --Pace:
t
+.p..rsp.tiaE-c izvw.lwlx+Mmta1 eµ mdolfiw. +.ae C.. ne nn
Rw,rt=5?],S%x.2)dere urd=55,912. InkM mal..
3 5
5 581]M
3 5,91 ].M
Glaar rso."eums, M-, ..r., NUMPuhxurca Mux. PabirexhrexM Ora.
lsf.u.-.
..Cashirloma 21.MMdMa[ch
-F Spiel v -Y
salads.:
-
FTE
An ... IS.la
1
Gsanls (CARS $55.375 annual salary)
O.t1
55,3]5
6,20125 $
$
S 6.20125
2
Lead Accountant(0.11FTE 0$65,2]]ann.1 celery)
011
55.2]]
6,0504] $
$
$ 6,06047
3
MetahOperators Coordlnalor(0,15 FTE 111$39.074 annual salary)
015
39.074
$
5,851.11 $
$ r..Lli
4
Mach GsanR Manager (0,10 FTE ®$]9.951 annual salary)
O.ID
79,951
$
].9950]
$ 7.99507
Tear TWOSaltal-Surmbil:
S
12,281.72 S
13,656.18 $
$ 26137.90
FICA
Radiogram
Fit n...... ft:
].650%
1.71%
1
Gromb COmtllmbr (FICA @.0765, Settlement 40.07]])
474.40
48227
955.67 $
$
$ 956.87
2
Lead AccOUMan1 FICA®.0165, Retirement 40.0777
M5,16
47268
ARIM $
S
$ 93803
3
Operations Commalar(FMA 40U165 Ratmomrl 400711)
448.38
455.82
$
904.19 S
5 904.19
4
Mrsh Gran6 Manager (FICA 49.075. Retirement @.0777)
ett fit
621,78
$-I
M 40
$ 1.233.40
Year TWO FIIn eSubtotal:
S
1,894,]0 S
2,137.59 $
$ 4,03228
Other Ea
n ea
1
Olfces Suppllas
$
low
S 107.00
2
P.RS.
S
150.
$ 150w
3
T2mng and never
$
960.00
5 900.90
Year Two OlM1er Ex enes.8
$
1150.00 S
5
$ 1,150.00
Year Two Subtotal CM
S
ISa.A2 S
15,903.", $
$ 31,320.19
RST
Salaries(FIRST Team):
FTE
Mnuel9ala
1
FuI1Tlo Case ManagerlWieach6Pocolist(lFTEQ$370SOMnualSalaqI
LOW
$ 3].080.00
$
31,OBOCO $
S
S 31,080 C0
2
FuI1TIme Case ManagerlOWeach S"clfisl(l FTEC$3TOBOMnual Sala
LWo
$ 3].060.00
Is
31.08000 $
$
$ 37,08000
3
Themplsl(0,125 FTE 49544290 Annual Salary)
CASE
$ 44.290 DO
S
S
5,638.26 $
$ 5.53825
4
Therapist $uperAsar0.025 FTE a SE4650 Annual Salary)
0025
$ 55.650.03
$
$
1,41625 $
$ 1,41625
6
FIRST Program Suswisor 0.375 FIE ®$44290 Armal Salary
0.315
S 49.29000
S
$
16.600]5 $
$ 46,60875
6
FIRSTCMaeal Ohecbr(01 FTE 6096280 MoutBalary)
SAW
$ 79.280.00
S
$
7,820.00 5
S 7...
Saledes(Cenlrallaed Assessment Center):
FTE
Annual Balary
1
Imake Clinician i FTE 40$45320 Parini Salary)
1.000
$ 45,32007
1
S
45,32007 $
$ 45,Y20.W
2
mania Clinical Leader(OOS FTE ®96220 Sulam Salary)
00EO
S ]8,22000
$
S
3,81107 $
$ 3,81100
$alef/ea ($upp0d):
FTE
Annual Sala
I
I.m. Complemse S1cie0st JOE FTE Q$3108o Are -I Salary
OSW
$ 31.000.
$
18,54000 S
S
S 18,540.
2
Pmgmrrmppait Carl -FIRST Grant (0.1 FTE 49535020 Mnuel Salary)
0,10
$ 35,02000
$
S
3.502...5
$ 3.502.
3
A..unting OiredOr(OIISFTEQ9$74180Mnual$alary)
0050
$ T4, 00
$
S
3,]08.07 $
$ 3.]08.07
4
be ... .n Clerk 025 FTE a 3339. Mnual Salary)
0250
S 33.990.
$
$
S,E17. $
$ 8,491.50
Year Two Salaries Subtotal:
$
WJOOAO S
96,23].)6 S
$ 189,9",.76
FICA
Nude:
1.650%
Caller Cwrry or. Gama. scom.-Ishasse.- Lrsa nalmcrsasuMuanl
1
Full Time Case Meneger/ONmach 3pectatlat FICA@]65%)
S 2836.62
1.000 $
37.080.00
E $
2.036.62 S
S
283662
2
Full Time Case ManagetlGobeach Specialist FICA 6165%)
$ ?B36.62
1.000 $
3],0806
E $
?036.62 S
S
?83862
3
Thempleat FICA0 T65%)
$ 42352
Ot25 $
44.29000
$ S
42352 3
S
423.52
4
Thema iii SupeMwa(FICA 6]65%)
$ 100.34
0.025 $
59.650.00
E $
10634 S
S
100.39
5
FIRST Pragram Summers, F tCA 6265%)
5 1,27057
0.376 $
44.29000
e
FI RST CIInIwl Director FICA 07SS%
$ 59884
0.100 $
]8,2806
$ $
59884 S
S
59004
]
]make Chide.(F.A@255%)
$ 3,46.98
TWO 3
45.32000
$ §
3.486.98 S
S
3,466.98
0
Intake Clinical Fender (FICA @]65%)
S 29L54
0,050 $
]6.22000
$ $
291.54 $
$
291.54
e
Grant COm IlaresS edallst lFlCA 07.65%)
$ L418.31
OWo $
3],0006
$ $
1,41831 S
5
1,41031
10
Program SuppstS1e0-FIRST Gram (FICA @ 7 65%)
$ 13395
006 $
35.02000
$ S
133.95 S
S
13395
11
Axcun6ng Carrier (FICA @ 7,65%)
3 2rs)W
0,050 $
74,160.6
$ $
26366 $
$
MASS
12
AttouMnt, Clerk - Pay Requests (FICA @ 7.65%)
$ BSO.W
0250 S
33,990.6
$ $
606 $
$
fia..
Year wo Future Subtotal:
$ $
14.319.02 5
$
14.319.02
TnveVMlleage:
2Ca1m,flI
$
0,65000
$ 68006 $
5
5
6,280.00
2
2
IRSTIOReaM1per-Sms
Gasoline br FIRSTTeam vepkYes-5900 perroar per year
g
1,26.6
y 1,266 1 g
g
§
126.6
Other Ez n e9
1
Clianl ln,matels Includin ireaMent ONSNe of FIRST Pro rem
$ 23.000.00 $
6,06.6 $
$
29.06.6
Year Two
Ot at Ez en¢e¢SubWml:
5 33.06.00 $
6,090.6 $
$
39,060.00
it
Year Two Subtotal DLC:
$ 125.780.00 $
118.546.]] $
$
242.326.77
------Garr$GiilMgtp IO91ndMM9h'.'�.-TOUla:.cc
Salaries:
FTE Annual Sala
1
OleCberge Planner 11 FTE 6556,264.00 annual salary)
T.b 3
5826400
$ 6.264.6 $
$
$
5826400
2
(AmharaPlanner 2(t FTE 656,264.00 annual salary)
TOW $
58.264.00
$ 502646 S
$
$
58,2"
3
O/C Plan &upoMmr?ri Evaluation Team (.20 FTE 6$]2.363.6 annual
¢clary
020 5
]2.363.6
$ S
14.4726 3
3
14.4726
4
Mea191 bounces Adarirralreor(.14 FTE 6316.81]6 annual salary)
0.14 5
16,61].00
$ S
14.114.38 $
S
14.11438
5
Grams Coordlnalcr (07 FTE@ 59,46.6 annual selary)lor memcl and
cwrdlnation wM munty and required grantre oln 9
OS7 5
5446A0
$ $
3,808.6 $
3
3.666
6
Gants Fbcal Clerk (.6 FTE @$35,755.00 annual salary) for processing
nevolres
0.6 3
35,7556
$ $
2,14530 $
$
2,145,30
]
Reintegration Manager (35 FTE @$9],63500 annual salary)
035 5
97,6356
$ 5
3417225 $
$
34.17225
8
Relnk9m9on Flotsam Suprvescr TW FTE@ S50.273.00annaal salary)
050 $
60,27300
$ $
25,136.50 $
$
25,1366
9
Reinterpret S soleus[91 .15 FTE 6$43,613.6 anmal¢ala
0.15 g
43,51300
$ 6,52695 $
$
S
8,52895
1B
Reintegration Speciapst 62.15 FTE 6$43,513.00 annual salary)
0.15 $
43,51300
$ 6.52695 $
$
$
6.52695
it
Relnbgmeon Spaclairt.(.15 FTE 6 N3,513.II0 annual Sala,)
0.163
43.51300
$ 6.526.95 $
S
$
6,52605
12
Relnle9rstion3 edellstW(.20 FTE @$43,613.00 summit salary
020 $
43,51300
5 8,702.60 $
$
$
8]026
13
Remtegratlon8 edaAst aS 1F $32,3$5.00 annual gala
1.00 $
3?30500
$ 323856 $
S
S
32,3056
Two 3alaBes Subtotal:
Tear77T77#
$ 1]3.198,45 S
93,849.03 5
5
28],045,42
B....a¢:
FICA I Retirement
1
Relaro,al.. Manager. Reinle9atan P..am........ (FlCA@]85%)
$ 4,53]12 $
$ $
4E37A2 $
S
4,537.12
2
Petrograd- Me ..... mNamenl350$21.255.00)
$ $]439.30
$ S
],439.30$
$
7,43830
3
Rahn""`Program Supenlsor(aHmment50®$3,]8000)
5 $ 1,60026
S $
1,890.26 $
$
1,09026
Yana Two Ed,
soSubtotal:
5 $
13,066.0 5
$
13,066.60
OhpdleslMatetlal
a.
Office SupP06a-Call far level of 6emce Inventory Farmswh.h are
N
no_ssaryeNaluak paNClpanl palbnllel llsk factor, potenllel farrecitlMsm
1 and anyetfice su fes needed by Ne Oiscbarge PUnners
$ 1,50600
3
1,50000
Olber: Code lntervenllon Team Training
Salary expenses paid by CCS0 for CIT belong. On average approximately 13
..O members paXkl ous In each Mining. Avenge hourly salary
$31.891hour x 40 hour class x 13 padkipanls x4 clunes per year
1 $66.33100
$ 5
dd.331o0 5
$
66.33100
2 Rlinson.hont. NAMI for Cff Taming Casts
$ 5
10.060.00 S
$
10.00600
Year Twa Other Expenses Subtotal:
$ 1500.00 5
76,331.00 $
1 $
7],031.0
Year Two subtotal CCS.:
$ 174,898.45 5
1841046.71 $
$
350]43.16
CoiNp[tS.NAM1
Snot '
'Csadh Match InKaradMatch
Total <
Personnel:
FTE M ... ISala
1 Peer Specialist
e]5 32,000.00
5 3100300 $
100100 $
$
32000M
KCeMederovery
3 0ltactor
0.15 85000.00
5 S
12]50.110 $
$
127MM
4 uailly Improvement and Compliance
01 50,000.00
$ $
10,OP1W $
$
10.000.00
6
$
$
Year TWo sdiddlesB For E,Suhtotni:
$ 31,000,00 $
20760.00 5
$
54750.0.
T,aneal Cansullanl:
Lindeman BAssoc... Sfatevnde Baker Act extent to p,.W. potion aMIT
class. Casts am$500lclass x 4 dealer poryoun, $2.W1 Hotel 0120 x 6=
1 Mo.
s
2.M..ao
s
2.600.00
Other.
1 Phone. Cell h.r.N,Nc,8 ..WHO140lmonNxl2=
$ $
48600 13
$
480.00
2 La hu.PeerS eNaiisl
S
$
$ ..b. .."Res, Peers egafisl
$ $
12].30 $
$
127.
Oth«Space:
1.Peingpar =$tt,58Ex otx1441olel= U.91oPore«12006FCIT
t Training Raam.=52B,58fix 20 dme usetl=05,9t]20.Inkind melts.
$ $
$
5.91]20 $
5,91]30
Travel:
. ��..,at 6�....11111s.�u..
Net, ,
Intlu6es bcal0.1far Peer Speelalist I.IMa.to peRann NnNons d—fl,
t related to FIRST actmtles. 2W mileslmontbx12 mantra 995/rase.
$ 1,069.00 $ 1,W&W
Year Two
OtMr Expenses
Subtotal:
$ S 4,275.30 $ call O S 10,192.50
Tear Teo SuMotal NAMI:
$ 31,00coo S 10.025.30 $ 5.017R0 S 64,94210
Year Two Total All Agencies:
$ 346,802.87 $ 344,612.55 $ 5,917.20 $ 697,332.63
G6,c^urYCdrJelMha.IMas, a... SvIwm AMiu n.amaNntlMoxtl
a9an......
WM11nv'-= Butlge{. aU1Wa1 Y8sMMeCflS' .. v_I „,,,,
„_ -
...
Salefl¢s
FTE
seaual Shca.
1
Gan. Com6na10t(0.11a2359,036 annual salary)
O.tt
55,Wfi
6.306.29 $
y
5
6,38].29
2
L¢atlA¢ounlany011FTE�S58.935 annual salary)
O.ft
56,935
6,26288 $
$
S
6,262.58
J
OpemSanz Coo�mnalm(0.15 FTE �j40,206 annual salary)
0.15
40246
$
8,03893 5
$
6,036.06
4
Ma1cM1 Canls Manager (O.tO FTE�E82,349 annual salary)
0,10
82,350
$
8,23095
$
8234.95
Year Three Salatles Subb
y
12.650.ti ii
14,2]1.89 y
$
28822A6
FICA R¢n1
Flinga BeMfi.:
1650% TT?7]A]%
1
48563
2
LeaEgaaunbnl (FICA�.O]65 Rah�ement�.OT/]I
B9.1t 66]06
eis W
..18 S
$
$
988.18
3
Opaagona CeOanatOgFa A Q.W65, Retirement pj.077])
46949
5
931.32 $
$
931.32
4
Malch Gans Manager( FICA 1$.4]85, ReHmmenl@.077]1
S
1,270.41
$
1.27041
Year The. Fri.. SublObl:
S
1,981.54 3
2.201.72 $
$
4.1$3.27
OIM1er Er e nse
1
offices suvaes
S
(00.00
5
IDo00
2
Postage
fC0.00
5
10000
J
Talning anJTavel
s
j
9M.00
$
Bo800
TeaeTMee Other Es n e5
y
1100.00 $
y
S
1.10.00
Year M1rao Subtotal CHS:
S
15,]01.]1 3
16.473.61 f
j
32.176.32
S. " c JiAYytAtiG4
Salatles (FIRSTTeam):
_..-->�vc _zE......, - ,•
� FTE
Mnuel Salcey
- m. n4%aWl&
'4
i
Full➢me Casa ManagerlOWeach Spedagal (1 FlE p$E38192.d Mnval
Salary)
1CPo
8 38.192.40
$
38,192.40 S
5
S
30.192.40
2
Poi Tme Case ManaOel/OulaecM1 Spedallat (1 FTE1$ E35te24 Annual
Sala
1060
j 30.192.70
$
30.192.40 3
- 5
5
]6,19240
J
TM1emgst(0.125 FTE10515514]gnnual Salary)
0.125
$ 45,610]0
$
i
5,]0236 5
5
5,]0234
d
TM1emgs[Sucen'isar(0 @5 FTE�S50349.5 MnmlSalary)
0025
S 54349.50
S
$
1,455.]4 $
$
1.458]4
5
FIRST PIogam Sucen'.ar(0,375 FTE 0545618.] Mnual Salary)
0375
S 45,818.70
$
y
1],10]01 $
$
1],06].01
G
FIRST CIiniW Ureclar(01FTE�$"284 Mnual Salary)
0.1.0
S 00.828.40
$
$
8,06284 $
$
6,062.04
Seal..(CentraOaetl Assessment Center):
FTE
Mnual Salar
1
1 Intake COnldan(i FTE 0$4116]9.6 Mnual Salary)
1.000
$ 45670.80
3
$
46.679.60 $
S48,8]9.00
2
]make Cwrai gredm(O..1 FTE®$]6$066 Mnual Salaryj
8050
$ 785WAW
S
E
J,g25.33 $
$
3,92533
Salaries(Supporl):
FTE
Maua1 Sellary
1
G.nt Cc.0i.n, ry)
8500
$ 35,192.40
$
16,09520 $
E
5
19,006.20
2Pmgam
Surs—Slag- FIRST Grant (0,1 M
1 FTE®$36070.6 nual Salary)
0.100
5 340]860
$
$
3,607W $
3
3,801.06
3
Aaountlng l3i�edogll.111 11]8306.8 Mnusl Salary)
p050
$ ]6,384.80
$
j
3,01924 $
5
3,619.24
4
gwuntlng Clerk(¢25 FTE�535W4]Mnvel Salary)
0250
$ 35,009.70
$
$
8,75243
Year Three Salatles S.isttsl:
$
95,d0to0 $
99,114.59 3
f
194,59$06
FICA
G[ar Gury Crin1cl Juro-a, HeNi NaaN SJa W m Obrn PaYma4nX M faaX
BG7e1HamWa
Fainge:
]650%
i
FUII iIma Case ManagedOu4each SpeaafsyFlCq Q2a5%)
$2,921.]2
1.000 $
38.193.40
$ S
2.92ll2 5
S
2.9218
R
FUII 11.0 .,r. Manager/OWeacM1 SpenagsyFlG@7.65%)
42.921.]2
LWO S
39.19240
S $
2,92132 $
S
2.9I.n
3
1hafalsl(FlC @765%)
3 43833
0.125 S
45.610.]0
S 3
13623 S
5
436.23
d
Theregal3uparvlaw (FICA�765%)
3 111.59
0025 S
56.349.50
$ $
itt59 3
S
11159
5
FIRST Pr09ram 3ugrvimr(RCA x 2651A)
31,30669
03]5 $
45.618]0
$ $
1.30069 $
S
1.300.69
6
FIR3TCBnloalgmctar IF'. a].65%)
$ .1681
0,100 $
80fi2840
$ $
616.81 $
$
61091
T
Intake Cllnitlan (FlCA♦$285%)
$3,5]099
LWO E
d6fi71W
S $
3,57099$
$
3,5]099
a
Intake Cllnlwl OireMr(FlCA 8265%)
$ 3..211
0050 $
70,505..7
S $
3¢029 $
$
30029
9
Gmnt Compgar. Spetlal t(FI A@7,65%)
$ 1.460.86
O5. $
38,16240
g g
1,46086 $
$
1.4M.po
30
Pragnm 8u d ma0- FIRST Grant (FICA @).85%)
$ 137W
0.050 $
360IO60
$ $
13].9] $
$
132.7
11
Aaounrng Oimdw(FIFA @265%)
$ 292P
0.050 $
76,38400
$ $
2921] $
$
2921]
iR
Acmunting Our -Pay Requests(FICA@7.85%)
$ 86958
0250 $
35,009]0
$ S
65956 $
$
689.56
Year hrea Frin e3ublvW:
$ S
14.88.59 $
S
i 748 IS
TravellMikage:
1
2Cen- L.IM@$3l@eacb cer monN
S
9.80000
3 0,880. $
$
3
B.BBO.W
R
Gaaogne Mr FIRST Team veM1idea-$SOO per.... ..
S
1.2000
$ 1,2... $
$
$
1.200..
Other Eq naos
1
Client lnddenlals lntlu fn Irealment ouMd. o1 FIRST Pr ra
S 23..0.00 $
6,0..00 $
$
29,.OW
Year Three Oftr Ea n¢es Sublolal:
S 33,00.00 S
elm" $
$
39,0-0.00
Yr.r TblaSubblal DLC:
$ 18001.00 S
1191-..1- 3
3
MAWS
a w w rOfI1Po 0084..2 _._..:.. .�.. ..
Salarles:
FTE Mnual Saler
I
gaMarge Flannarl(I FTE Q$W,2fi493 annual salary)
1.pp g
55,264.
$ W264W $
S
$
16,261,W
R
MO.Ije%anner 3(1 FTE $5626400 annual IMIII)
1.00 $
56264.
3 56264W $
S
$
%264,W
3
OIC Plan $uparvlearRragnm Evaluation Team (20 F F @ $72333 W
nual calary)
020 $
I2..fi
3 $
14.47280 $
$
14'..
d
HeaM6emicee Adminls0alor FI4FTE@S10.81200annualaalary)
0.14 $
1W,81].
$ $
14,ti438 S
1$
14.114.38
5
G rdr nat ardnalm(WxiN WE SSd,40000 annual salary)!w mee0n9s. end
saorLonmunryand M requhed Orenl repoNng
OM $
Sd,dWW
$ $
3,006. $
$
3,000.
7
Granle Final CIeM(.. FTE 4$$3$,7$666 annual salary) for gOcaaYng
lnvuces
006 $
W
$ $
2145.30 $
$
2145.30
T
Manager k35 FTE salary)
035$
7,63S
92636.
$
341.25 S
$
36,1]225
-
116Elgatlno
F.11t5.Wannual
FTE Q350273.0Bannea)calary)
Reinlagratlon Pmgraml.
050$
50,2730
$
$ S
2613050 S
$
25,136.50
e
lIS FTE
FTE 4$ $43,51300 annual salary)
Relnlegraton Spadalirt%Z
0.15$
43,5130
$ 6,526.95 $
10
F15
RolnlagraEon3pedalist#2 (.15 FTE 4PS43,51300 anr,uel ¢elary)
0.15$
43,513..
$ 6,52695 5
$
$
6,52695
11
Ralnlsgration 3petlalisl W3 (.15 FTE 4PS43,St300 annualselary)
0.15 $
43,513.w
$ 6,526.95 $
S
$
6,52695
12
RelnlegraEon 3putlalisl4d (.20 FTE $43,51300 annualae1.,)
020 $
43,513.w
S 8,]0260 $
S
$
8,702.W13
RBlnlagra4on 3potla1181K5 (1 FTE X533,385.. 8...958...
1.W $
32385..
S 32385. $
$
$
32385.W
Year
TM1ree Salarles 3ublo.1:
S 173,195.45 3
93.049.. S
Is
287,045,46
......
I I
FICA I Rellrement
..'r .up.1 Ja.. WMI.... rW— Pfau r...one . M ban
Blgn 6arn..
1
Rein@115o1 Manager B Relnlegmtlon Neater $ucervlaor(FICA 0].65%) $ 4,537.12 $
$
1
fteintgra50n Manage!(Ietllemenl 35 X321,255.0) $ $],43830
3
Reintegra0on Pra0iam 5upen'Isot(ratmo l @$3,]80.0) $ $ 1,890.26
j $
1llw i6 $
S
1,69028
Year Tbree Name SubtoWl:
S f
10566.65 S
S
13,066.96
SupsIi Was alerlals:
i
OMw $u pglas - Cost for Lwel of Service t W armory Forms wMch are
ssaryloevlaluafepaNdpantpatenOal tlsk laHot (utentisl louedtlivism
antl eny office aupglea needed lythe Matheson From—
$ 1,500.0
$
1.50.0
Olhec plate lnbrvenllon Team Tromor
1
Salary expenses p ort by CCS. far CIT Velning. On aye rage appnum ate e
13 CCSO memlem partltlpaR in each tralMng. Averagehatm,em.,
$31891M1Ouix40 hourdassx 13 pa&dpantsx 4 wumes Poryear=
466,331.0
S $
60331.0 $
$
05.331.00
2
ReimWmementbN lfor CITTralning Co$b
$ $
10,00.00 $
$
10,000
Year Tmee OHPrEx nsrs Subtam,
$ 1600.0 $
76.331.0 $
$
71,531.00
Year TM1see Sobbbl CC$O:
S 170.696A5 $
184.046.74 $
$
a.743.16
Oran[ :::Gsh
MewF :, ingM MaloM1 :
-i02a1 '
Personnel
FTE Mnual Salary
1
CeNfieJ Recovery Peer tend...
0,75 32.nWP0
$ 31.00.00 $
I'M .0 $
$
32,00.0
$
Execu5ee 0irentor
0.15 eS,OWPO
$ $
12.]50.0 $
$
12,7W.W
4
tAmcbr Ouafiry Improvement and camgian.
a2j
j $
10.0000 3
$
10,600.0
5
FJnge(,15)
1$
3
tf
Year Three Fair ..t..I:
$ 311000.00 $
23pW.00 $
$
54,760.00
Trainers)Canzu0anl:
1
INdeman 8 Waotlelea. $IatovAtle BakerAG expemb pmvitle ceNOn of CIT
da -Cost are$W kmax 4 dasses par year=$2000. Rotel@120x5=
$660
$
2.80.00
$
?600.60
.the,.
1
Phone. Cell plione for Peer Scedalia4$40/months 12=
$ $
480.0 $
$
460 .60
2
to .
b Peers edagal
$
$
3
Office Bu Ies. Peer$ dons)
$ $
12 ]30 $
$
127.30
ORca$Wca:
1
1. Pear$petlafat$=2 fool s 144 total ap. feel 0rWW t 1200 SF CIT
Trammn Room .=$29,586 x.20tore used =$5,91720. In Bnd match.
$ S
$
5.91.2) $
5,91]20
Tonal:
COPorCeury CImYUIJu,rce, NnXaI HaaN S2Wrce Adrta 0.aFrerMnrib maK
BdJat NuratNa
Wades local navel for Pear SNdalbl oemon to pedo,m ftjuv aeR-4
1 retateE to FIRST acEviffes. 2W mlleshrenth A2 mo,se A4Wmla. S 1.1`b8.00 5 1,958W
Year Three OlMr Exeenses Subtotal: S 5 L.2]6.JD 5 Q9t].RO S 10,182.W
TearTM¢a eubloml NPMI: f Jt,000.00 f 25p35.]0 $ Q9PR0$ 84.942.60
Year Three Total All Agencies: $349,859.16 $ 348,408.80 $ 5,917.20 1 $ 704,285.17
. ...
Bud tt3Sanalive Summa' IJnaltcm ?; : ' `
—
:.n
r: "` (,'rent_-�=
Cash:hfatch-'In3{iud31atc7Y.
CAS
Salaries:
1 Grants Coordinator
$
18,609.!7
S 18,609.17
2 Lead Accountant
$
18,246.73
$ 18,246.73
3 Match Operations Coordinator
$ 17,588.45
$ 17,588.45
4 Match Grams Manager
$ 23,992.22
$ 23,992.22
Subtotal Salaries
$
36,855.89
S 41,580.66
$
$ 78,436.56
Fran 0 eaef182
1 Grants Coordinator
$
2,870.84
$ 2,870.84
2 Lead Accountant
S
2,814.92
$ 2,814.92
3 Mafch Operations Coordinator
$ 2,713 37
$ 2,713 37
4 klatch Grants Manager
$ 3,701.28
$ 3,701.28
Subtotal Fringes
$
5,685.76
$ 6,414.65
1 $
$ 12,100.41
Equipment:
1 I La to cora uter
$
1,200.00
$
$
$ 1,200.00
2 1 Dockin stations
$
100.00
$
$
$ 100.00
3 12 Monitors
$
400.00
$
$
$ 400.00
4 1 Printer
$
353.66
$
$
$ 353.66
Subtotal E in went
$
2,053.66
$
$
$ 2,053.66
Other Expenses
1 Offices Supplies
$
300.00
$ 300.00
2 Postage
$
400.00
$ 400.00
3 Tmvtin and Travel
$
2,700.00
$ 2,700.00
Subtotal Other Ex meas $
3,400.00
$
$
$ 3,400.00
TOTAL, CBS
$
47,995.31
S 47,995.31
$
$ 95,990.62
ConxreztY.11avad Lawt2uceienier
^Grants;- '
CasffFfatch_,.
IU Mabw,
Tomt
Salaries MTT..):
1 Pull Time Case ManagerlOutreach S oculist
$
111,272.40
$
$
$ 111 272.40
2 Fu 11 Time Case Manger/Outeach Specialist
S
111,272.40
$
$ $
111,272.40
3 Them 1st
$
$ 16,613.59
$ $
16613.59
4 Them ist Supervisor
$
$ 4,249.99
$ $
4,249.99
5 FIRST Program Supervisor
$
$ 49,840.76
$ $
49,840.76
6 FIRST Clinical Director
$
$ 23,490.84
$ $
23,490.84
Salaries (Centralized Assessment Canter):
1 Intake Clmiciw
$
$ 135,999.60
$ $
135,999.60
2 Intake Clinical Director
$
$ 11,436.33
$ $
11436.33
Salnries Su art:
1 Gmnt Compliance Specialist
$
55,636.20
$
$ $
55,636.20
mgam Smff-FIRST Grant
2 !=in.
SUM
$
$ 10,509.06
$ $
10,509.06
3 Accowtin D IS!
$
$ 11,12724
$ $
11,127.24
4 Accowtin Clerk
$
$ 25,499.93
$ $
25,499.93
Fringe:
1 Full Time Case Manager/Outreach Specialist FICA @ 7.65%)
$
$ 8,512.34
$ S
8,51234
2 Full Time Case Manager/Outreach Specialist(FICA @ 7.65%)
$
S 8,572.34
$ S
8,512.34
3 Thempist(FICA @ 7.65%)
$
$ 1,270.94
$ $
1,270.94
4 Them ist Su ervisor(FICA @ 7.65%)
$
$ 325.13
$ $
325.13
5 FIRST Program Su ervisor FICA @ 7.65%)
$
$ 3,812.82
$ $
3,812.82
6 FIRST Clinical Director (FICA @ 7.65%)
$
$ 1,79205
$ $
1,797.05
7 Intake Clinician FICA@ 265%)
$
$ 10,403.97
$ $
10,403.97
8 Intake Clinical Director (FICA 2 7.65%)
$
$ 874.88
$ $
874.88
9 Grant Compliance Specialist FICA 7.65%
$
$ 4,256.17
$ $
4,256.17
10 Pro am Support Staff- FIRST Grant (FICA @ 7.65%)
$
$ 40197
$ $
40197
11 Accounting Drector FICA 7,65%
$
$ 851.23
S S
851.23
12 Accowtin, Clerk - Pay Requests FICA @ 265%
S
$ 1,950.75
$ $
195075
TraveMIReage:
1 2C. -Leased Q, $370/each per month
$
26,640.00
$
$ $
26,640.00
2 Gasoline for FIRST Team vehicles -$600 per car per year
S
3,600.00
$
$ §
3,600.00
Other Expenses•
1 Clientlacidentals IncludingtreatmentoutsideofFIRST Pro
$
69,000.00
$ 18,000.00
$
$ 87,000.00
TOTAL DLC $
377,421.00
$ 349,736.92
$
$ 727,157.92
ConiraN2, C01TieeCiii n ty, $her1HN 0Pfr co CCSO
hiafth
X. ' : T t I' .�
Salaries:
1 Discharge Planner 1 I FTE $56,264.00 annual sal )
$
168,792.00
$
$
$ 168,792.00
2 Discharge Planner 2 (1 PPE $56,264.00 annual salary
$
168,792.00
$
$
$ 168,792.00
3 D/C Plan Supervisor/Pregram Evaluation Team .20 FTE @ $72,363.00 annual salary
$
$ 43,417.80
$
$ 43,417.80
4 Health Services Administrator. 14 FTE @ $10,817.00 annual salary
$
$ 42,343.14
$
$ 42,343.14
5 coordination with county and required gnntreporting
$
$ 11,424.00
$
$ 11,424.00
6 Grants Fiscal Clerk (.06 FTE @ $35,755.00 annual salary) for processing invoices
$
$ 6,435.90
$
$ 6,435.90
7 Reintegration Manager (.35 FTE @ $97,635.00 annual salary)
$
$ 102,51695
$
$ 102,516.75
8 Reintegration Pro Supervisor (.50 FTE @ $50,273.00 annual salary)
$
$ 75,409.50
$
$ 75,409.50
9 Rcinte moon Specialist MI (.15 FTE @ $43,513.00 annual salary)
$
19,580.85
$
$
$ 19,580 85
10 ReintegationS mialist 92 .15 FTE $43,513.00 annual salary
$
19,580.85
$
$
$ 19,580.85
11 Reintegation S ecialist k3 .IS FTE $43,513.00 annual sal
$
19,580.85
$ I
$
$ 19,580.85
12 Reintegmtion Specialist 94 (.20 FTE @ $43,513.00 annual Sala
$
26,107.80
$
$
$ 26,107.80
13 Reintegration Specialist 95 H FTE @ $32,385.00 annual salary
$
97,155.00
$
$
$ 97,155.00
Benefits
1 Reintegration Manager & Rointegration Progam Supervisor FICA 7.65%)
$
$ 13,611.36
$
$ 13,611.36
2 Reintegration Manager(retirement.35 $21,255.00
$
$ 22,317.90
$
$ 22,317.90
3 Reintegration Program Su ervisor (retirement 50 $3,780.00)
$
$ 5,670.79
$
$ 5,670.79
Supplies/Materials
1
Office Supplies -Coat for Level of Service Inventory Fonns which are necessary to
evlaluate participant potential risk factor, potential for recidivism and any office
supplies needed by the Discharge Planners
$
4,500.00
$
$ $
4,500.00
Other. Crisis Intervention Team Training
Salary expenses paid by CCSO for CIT training. On average approximately 13 CCSO
members participate m each training. Avemge hourly salary $31 89/hourx 40 hour
I class x 13 participants x 4 courses per year = $66,33 1.00
$
$ 198,993.00
$ $
198,993.00
2 Reirebmsemeatto NAMI for CIT Training Costs
$
$ 30,000.00
$ $
30,000.00
TOTAL CCSO $
524,089.35
$ 552,140.14
$ $
1,076,22949
Con lrad 3. NAM _ Na_ .''Ormt
'-
Gasbs618Mh ._
Tn ltindlUstch -
.Total "
Personnel:
Certified Recovery Peer Sarni sist
$
90
$ 00
$
96,00001
3
Executive Director
$
$ 38,250.00
$ $
38,250.00
4
DveMor Quali Ira ru cancetand Compliance
$
$ 30,000.00
$ $
30,000.00
$
$
Trainers
/ Consultant:
1
Lindeman & Associates. Statewide Baker Act expert to provide portion of CIT class.
Costs am $500/clues x 4 closes per your= $2,000. Rotel @ 120 x 5 = $600.
$
7,800A0
$ 7,800.00
Other:
1 Phone. Cell plan. for Peer Specialist. $40/mouthx 12=
$ $
1440.00
$
$ 1,440.00 \
2 La to . PeerSpecialist
$
600.00
$
$ 600.00
3 Office Su Iles. Peers ecialist
$ $
381.90
$
$ 381.90
offices ace:
t
1. Peer Specialise $22/sq. foot x 144 total sq, feet office+ 1200 SF CIT Training
Room.=$29,586x.20 time used =$5,91220. in kind match.
$ $
$ 17,751.60
$ 17,751.60
Travel:
Includes local travel for Peer Specialist position to perforin functions directly related to
1 FIRST activities_ 200 miles/month x12 months x.445/mile.
$
3,204.00
$ 3,204.00
TOTAL NAMI
S 93,000.00 $
84675.90
$ 17,751.60
S 195,427.50
TOTAL CJMHSA:
$ 1,042,505.66 $
1,034,548.28
$ 17,751.60
$ 2,094,805.54