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Backup Documents 09/08/2020 Item #16F1-f (08/25/2020 in Absentia)
ORIGINAL DOCUMENTS CHECKLIST & ROUTING SLIP TO ACCOMPANY ALL ORIGINAL DOCUMENTS SENT TO 1 6 F 1 F THE BOARD OF COUNTY COMMISSIONERS OFFICE FOR SIGNATURE Print on pink paper. Attach to original document. The completed routing slip and original documents are to be forwarded to the County Attorney Office at the time the item is placed on the agenda. All completed routing slips and original documents must be received in the County Attorney Office no later than Monday preceding the Board meeting. **NEW** ROUTING SLIP Complete routing lines#1 through#2 as appropriate for additional signatures,dates,and/or information needed. If the document is already complete with the exception of the Chairman's signature,draw a line through routing lines#1 through#2,complete the checklist,and forward to the County Attorney Office. Route to Addressee(s) (List in routing order) Office Initials Date 1. Rachel Brandhorst Community and Human RB 8/17/2020 Services 2. County Attorney Office—JAB County Attorney Office t a 0a6 3. BCC Office Board of County 43%64m Commissioners 4. Minutes and Records Clerk of Court's Office q/(y� �° frei PRIMARY CONTACT INFORMATION `� Normally the primary contact is the person who created/prepared the Executive Summary. Primary contact information is needed in the event one of the addressees above;may need to contact staff for additional or missing information. Name of Primary Staff Rachel Brandhorst,Grants Coordinator 239-398-8932 Contact/ Department Agenda Date Item was August 25,2020 Gia-v'<<(i C\ Agenda Item Number 4' Approved by the BCC 5 jper $ ` &Oen Type of Document FINAL PROGRAM AND FINANCIAL Number of Original 4 Attached REPORTS Documents Attached PO number or account Complete with PO#or Account#if there is FedEx: 8828-6443-0 number if document is an associated cost such as recording cost or to be recorded Fed EX Cost INSTRUCTIONS & CHECKLIST Initial the Yes column or mark"N/A"in the Not Applicable column,whichever is Yes N/A(Not appropriate. C�� -t-- (Initial) Applicable) 1. Does the document require the chairman's oritinal sign e STAMP OK RB 2. Does the document need to be sent to another agency f additional signatures? f yes, N/A provide the Contact Information(Name;Agency;Addres , one)on an attac d sheet. 3. Original document has been signed/initialed for legal sufficiency. If-do uments to be RB signed by the Chairman,with the exception of most letters,must be reviewed and signed by the Office of the County Attorney. 4. All handwritten strike-through and revisions have been initialed by the County Attorney's N/A Office and all other parties except the BCC Chairman and the Clerk to the Board 5. The Chairman's signature line date has been entered as the date of BCC approval of the RB document or the final negotiated contract date whichever is applicable. 6. "Sign here"tabs are placed on the appropriate pages indicating where the Chairman's RB signature and initials are required. 7. In most cases(some contracts are an exception),the original document and this routing slip N/A should be provided to the County Attorney Office at the time the item is input into SIRE. Some documents are time sensitive and require forwarding to Tallahassee within a certain time frame or the BCC's actions are nullified. Be aware of your deadlines! 8. The document was approved by the BCC on above date and all changes made during RB the meeting have been incorporated in the attached document. The County Attorney's Office has reviewed the changes, if applicable. 9. Initials of attorney verifying that the attached document is the version approved by the �R BCC,all changes directed by the BCC have been made, and the document is ready for the Chairman's signature. . 16 F 1 F MEMORANDUM Date: September 11, 2020 To: Rachel Brandhorst, Grant Coordinator Community & Human Services From: Teresa Cannon, Sr. Deputy Clerk Minutes & Records Department Re: Agreement w/The City of Naples — River Park Crosswalk Safety Project Enclosed please find one (1) fully executed original of each of the documents referenced above (Agenda Item #11J), approved by the Board of County Commissioners on Tuesday, June 23, 2020. The Minutes & Records Department has retained the original as part of the Board's Official Records. If you have any questions, please contact me at 239-252-8411. Thank you. Enclosure Enclosures (4) 16F1F MEMORANDUM Date: September 14, 2020 To: Blanca Aquino-Luque, Accounting Supervisor Community & Human Services From: Teresa Cannon, Sr. Deputy Clerk Minutes & Records Department Re: Final Program and Financial Reports — Florida Department of Children & Families Enclosed please find one (1) fully executed copy of each of the documents referenced above (Agenda Item #16F1f), approved by the Board of County Commissioners on Tuesday, September 8, 2020. The Minutes & Records Department has retained the original as part of the Board's Official Records. If you have any questions, please contact me at 239-252-8411. Thank you. Enclosure Enclosures (4) 16F1F MEMORANDUM Date: September 14, 2020 To: Jennifer Benghuzzi, Contract Manager Florida Department of Children & Families From: Teresa Cannon, Sr. Deputy Clerk Minutes & Records Department Re: Final Program and Financial Reports — Florida Department of Children & Families Enclosed please find one (1) fully executed copy of each of the documents referenced above (Agenda Item #16F1f), approved by the Board of County Commissioners on Tuesday, September 8, 2020. The Minutes & Records Department has retained the original as part of the Board's Official Records. If you have any questions, please contact me at 239-252-8411. Thank you. Enclosure Enclosures (4) 1 6FiF Florida Department of Children and Families Criminal Justice, Mental Health, and Substance Abuse Reinvestment Grant Program Program Status Report Implementation and Expansion Grants Do not type in green or shaded areas. Grantee Summary Grantee's Name Report Period Collier County Board of County Commissioners From: 71112017 To: 613012020 Grant Number: LHZ54 Report Prepared By Report Approved By DCF Preparer's Name: Rachel Brandhorst Approver's Name: Preparer's Title Grant Coordinator Approver's Title Preparer's Phone: 239-252-4230 Approver's Phone: Preparer's Email: Rachel.Brandhorstcolliercoun Approver's Email: tyfl.gov Date Prepared: 713012020 Date Approved: Grant Information Amount awarded $1,042,506 Amount of match provided $1,052,198 Award Period 07/01/2017 through 06/30/2020 Target Population Juveniles Adult Both (must select one:shade/bold one) ATTEST: COLLIE OUNTY CRYSTAL K. KIN L CLERK ca.._ -+r�+�- By: Burt L. Saunders, CHAIRMAN Attest asaf QltiliillnSi R K signature only. Date: 'i'010 Approval for form and legality: Approved in absentia per Resolution 200-149 on Aug st 25, 2020 Jennifer A. Belpedi�' O Assistant County Attorney ,h0 BY: �\ g Leo E. Ochs, Jr., Cou ty M nager Section 1. Detailed Progress Summary 1. Provide an overview of your organization's CJMHSA Reinvestment grant-funded program. 1 0 16F1F The DLC Centralized Assessment Center (CAC) has been in operation since the inception of the grant and all staff are trained in identifying and delivering services to clients. Clinicians must have a Master's degree and many staff at David Lawrence are Certified Addiction Professionals. Staff members receive advanced trauma training and can assess co-occurring mental health and substance abuse conditions. All staff members are trained in motivational interviewing and use several Evidence Based treatment modalities. Screenings are completed by triage clinicians as well as the assessing clinician and both can make referrals to the FIRST program. DLC is using four Evidence Based practice tools: the MHSF III which is a mental health screening form, the PCL-5 which is a trauma assessment, the TCUDS V which screens for substance abuse and the ORAS-RT, a tool to assess recidivism. The assessment center at David Lawrence Center has the capacity to provide clinical assessments within 24 hours or on a walk-in basis for FIRST clients. The clinicians at the assessment center work closely with the FIRST staff to assure appropriate referral and linking. Additionally, the FIRST Director attends staff meetings with various other programs at DLC to educate new staff on the benefits of this program and is a member of the Community Resource Panel for CIT Training where she can provide information to local deputies about the program. Assessments are provided at no charge for approved FIRST clients. Services are provided to clients as deemed appropriate after screening and clinical assessments are completed to identify areas that may require intervention. These services assist clients to remain in the community, improve their daily functioning and avoid re-incarceration. A weekly spreadsheet of referrals is e-mailed to DLC and Armor. Armor updates referral statuses and so that the Pre-Trial team can see progress that has been made. The Pre-Release program identifies inmates that are due to be released within 45 days. They are screened by ARMOR and if appropriate, referred to DLC. This allows DLC staff to enter the jail and link the clients to services if they are willing. The team is cohesive and communicates weekly as well to discuss specific treatment goals and issues that may arise. The tele-assessment and tele-evaluation systems in place between CCSO and DLC allow assessments and evaluations to take place in the jail to better prepare for a FIRST Program participant's release from custody and into the program. This system has also been helpful during the COVID-19 pandemic. The FIRST case manager assumes responsibility for most incidental funds spent on behalf of the clients and assures eligibility and contractual guidelines are met. Receipts and an incidental request form are provided as pay request back- up documentation. Brochures are provided to inmates that are released, outlining the services available to them. The CAC enhances the efficiency and effectiveness of CIT officers seeking to divert individuals from arrest, incarceration, or prosecution. The CAC hosts a FIRST team that provides a coordinated jail reintegration team to arrestees with mental health and substance abuse problems, to decrease the likelihood of re-arrest. The Peer Specialist is providing services such as resource coordination, supported employment, motivational interviewing. supported housing. group counseling, and assistance with the attainment of disability benefits if eligible. The purpose and mission of designing coordinated strategies is to increase public safety. while decreasing criminal justice involvement of people with mental health and substance use disorders. Collier County citizens with serious mental illness and substance use disorders receive effective community-based treatment, and support, to avoid unnecessary jail admission or re-incarceration. The FIRST Program's primary goals include: (1) increase public safety. (2) avert increased spending on criminal justice systems, and (3) improve the accessibility and effectiveness of treatment services with mental health disorders, substance use disorders or co-occurring disorders, who are in, or at risk of entering the criminal justice system; and (4) reduce crime. recidivism and use of forensic institutions among the target population. Members of the FIRST team which includes DLC. Armor Correctional Health Services, and NAMI meet on a weekly 2 CA0 16F1F basis to discuss potential candidates for the program and address the needs and progress of current clients. The team schedules new client orientation meetings each month. Participants in the meetings include Armor Discharge Planners, DLC Case Manager, DLC Life Skills Coach, DLC Clinician and NAMI Peer Specialist. The DLC Program Supervisor and Director also attend as needed. The current priorities are to identify potential clients while they are still incarcerated, screen them. and be prepared to provide immediate access to services upon their release from jail. Additionally, monthly meetings for all case managers at DLC and staff are held at St. Matthew's House, our local homeless shelter. to staff cases and provide improved customer service for our clients. These meetings have been very helpful in improving the dialogue between the two agencies. CCSO/Armor staff are very connected to Veterans, Drug and Mental Health treatment courts and attend mental health court weekly staff meetings and court and are always available as needed for the other court activities. Armor staff meets monthly with other interested parties to discuss plans, as well as gaps in our present services. The team communicates weekly to discuss specific treatment goals and issues as they may arise. The FIRST team continues to work on establishing and increasing partnerships within the community. During Year 2, Quarter 4. the Shelter for Abused Women and Children began offering one-on-one counseling to all inmates (male & female) while incarcerated. All clients identified as the Target Population have access to mental health and substance abuse treatment, or both. The goal remains to screen and interview the entire jail population. Early identification of individuals with substance abuse, mental health issues or both will enable a service and treatment plan to be developed and available upon discharge. DCF also recommended we make sure the population we provide services to represent the severe. persistent mentally ill, rather than clients with severe substance use disorders. While this has decreased our admission rate, it has also ensured that clients are more successful in this program because they are more willing to accept treatment services. The discharge plan includes resources for mental health facilities and substance abuse treatment centers, available homeless shelters, available medical and dental clinics. employment assistance, clothing and food pantries. bus schedules and bicycle resources. The FIRST clinician offers individual and group therapy services using an Evidence Based model called Seeking Safety. The clinician is also available to provide therapy for clients if they return to jail for a brief period. In addition to individual and group therapy, various levels of substance abuse treatment are available to all FIRST clients if recommended. All potential FIRST program participants are screened for Project Recovery, a DCF-licensed outpatient substance abuse program. If the participant does not meet the criteria for admission. they will receive an informational packet on substance abuse treatment. NA/AA classes are conducted in the jail setting and it is recommended that those who meet criteria as a FIRST participant sign up for this alternative. Armor and the FIRST team staff work hand in hand inside the jail with licensed clinicians and psychiatric providers to ensure the FIRST participants become stabilized and prepared for reentry into the community. Armor and the FIRST staff work as a team to find out what motivates the participants to make positive changes loosely based on the stages of the Change model. meeting the population where they are and not forcing them where they should be. This evidence base practice has proven to be effective at motivating and bringing about more successes in the treatment area. 2. Provide a detailed report of the goals, objectives, services tasks and activities performed during the reporting period. 3 I6F1F a) For each reporting period, provide a detailed description of program achievements to-date and progress towards meeting goals and objectives identified in Section B-3. The FIRST grant initiative began July 1. 2017. 100% of the requirement to hire and train relevant staff was met. FIRST Program policies were reviewed and updated to ensure all performance measures and data reporting remained consistent with contract requirements. Referrals were received from a variety of sources including jail medical staff, and internally through David Lawrence Center providers. Case Managers visited potential clients in jail who were within 45 days of release. Additionally, Case Managers offered office hours Mondays and Fridays from 8:30-10:30 to screen walk-in individuals. FIRST staff did a presentation of resources and program highlights to each of the Project Recovery Program (PRP) units, male and female, once per month. They also met individually with each graduate of PRP for an exit survey. Therefore, each PRP participant who successfully completed the program will have contact with FIRST staff members 3 times, at a minimum. During the lifetime of the grant, a total of 248 clients received FIRST services and 83% of the lifetime target was met. 270 officers were trained. and 100% of the lifetime target was met and exceeded. The Project Recovery Program provided support to the following participants, both males and females. The lifetime totals are: • Number of inmates screened/tested: 352 • Number of participants: 616 • Number of graduates: 201 A long-term collaborative relationship between the Centralized Coordination Program and law enforcement, judicial personnel, families and consumers of substance abuse and mental health services and providers exists within the Planning Council. The Planning Council meets on a quarterly basis. The Planning Council is chaired by representatives from the Sheriff's Office and David Lawrence Center. The Planning Council met on a quarterly basis. The Co-chairs included a representative from law enforcement and a representative from the county's primary mental health agency. Meetings were held on: July 21, 2017, October 20, 2017, January 19. 2018, April 20, 2018, July 20, 2018, October 19, 2018. January 18, 2019, April 26. 2019, August 16. 2019, October 25, 2019. January 24. 2020 and April 24, 2020. b) For each reporting period, provide a detailed description of each task and associated activities delineated in Section C-1 of the grant agreement. For each task identified, include the completion date, or anticipated date of completion, and discuss any adjustments to timelines outlined in the original grant application. All staffing requirements outlined in sections C-1 and C-2 of the Grant Agreement were satisfied by the County as well as each sub-recipient. Collier County provided a Grant Coordinator responsible for the oversight and reporting of the program. Additionally, an Accountant and Operations Coordinator assist with financial matters and the Grant Manager oversees the program. David Lawrence Center assigned and maintained the following staff: 4 c 16F1F FIRST Clinical Director, FIRST Program Supervisor. Intake Clinician, Program Support Staff, Intake Clinical Director. Therapist Supervisor. Therapist, Case Manager. Grant Compliance Specialist/Accounting Clerk, Case Manager and Controller. The clinician saw clients both in the office and at the jail. The Collier County Sheriffs Office contributed 2 Discharge Planners, Discharge Planner Supervisor, Senior Grants Coordinator, Grants Fiscal Clerk. Reintegration Manager. Reintegration Program Supervisor and 2 Reintegration Specialists. NAMI contributed a Peer Specialist. Executive Director and Financial Assistant. As required. Collier County retained all financial records, supporting documents, statistical records and any other documents pertaining to the grant. All records and information will be available upon request. All client records are confidential in accordance with state and federal guidelines and are sent as an Encrypted message or password protected via e-mail. Additionally, our program created a secure system by which all our subrecipients can enter client data on a quarterly basis. Each sub-recipient submitted quarterly program reports as well as other deliverables outlined in the executed grant agreement. All back-up documents including but not limited to: timesheets. travel logs, cancelled checks. bank statements, lease agreements, invoices and other deliverables were provided as a requirement for reimbursement for those subrecipients with cost reimbursement contracts. Those subrecipients with fixed price/fixed fee contracts were reimbursed based on their performance and are required to submit grant deliverables. A checklist was developed to ensure back-up documents were included in each pay and match request which included the quarterly client services report/tracking report. quarterly program report, planning council meeting agendas. FIRST Oversight Committee activities, CIT sign-in sheets and TA agendas and sign in sheets. C-1.1.1 Legally binding agreements with all entities specified in Section C-2.3 were executed on July 1, 2017. C-1.1.2 The David Lawrence Center used the information system Credible, to track clients during their involvement with the program. and for a minimum of one year following discharge including but not limited to arrests, stable housing and employment status. Reports and data from Credible were entered on a shared site. All subrecipients used Microsoft Teams to enter their data onto a master spreadsheet. DLC and NAMI kept a monthly client tracking log to ensure ongoing communication was kept with discharged clients. Additionally. the County utilized the LexisNexis software system to further assist subrecipients in tracking clients that have been discharged from our program but who are unable to be reached. C-1.1.3 The David Lawrence Center filled all staff positions including FIRST Clinical Director, FIRST Program Supervisor, Intake Clinician, Program Support Staff, Intake Clinical Director, Therapist Supervisor, Therapist, Case Manager. Grant Compliance Specialist/Accounting Clerk, Case Manager and Controller. CCSO contributes 2 Discharge Planners, Discharge Planner Supervisor. Senior Grants Coordinator, Grants Fiscal Clerk. Reintegration Manager Reintegration Program Supervisor and 2 Reintegration Specialists. NAMI contributes a Peer Specialist, Executive Director and Financial Assistant. Additionally. the staff to participant ratio is 1:30 or lower. C-1.1.3.1 100% of all staffing requirements outlined in section C-2-1 of the Grant Agreement have been satisfied by the County as well as each sub-recipient. On June 26, 2018. the BCC approved Amendment No.1 to realign staff at CCSO and NAMI to effectively administer the program and meet the needs of the FIRST clients. Collier County staffs a Grant Coordinator responsible for the oversight and reporting of the program. Additionally, an Accountant and Operations Coordinator assist with financial matters and the Grant Manager oversees the 5 16F1F program. David Lawrence Center has assigned and maintained the following staff: FIRST Clinical Director. FIRST Program Supervisor, Intake Clinician, Program Support Staff. Intake Clinical Director, Therapist Supervisor. Therapist, Case Manager, Grant Compliance Specialist/Accounting Clerk, Case Manager and Controller. The clinician is seeing clients both in the office and at the jail. The Collier County Sheriff's Office contributes 2 Discharge Planners, Discharge Planner Supervisor, Senior Grants Coordinator. Grants Fiscal Clerk. Reintegration Manager, Reintegration Program Supervisor and 2 Reintegration Specialists. NAMI contributes a Peer Specialist, Executive Director and Financial Assistant. All staff have been adequately trained to perform their job requirements and continue to receive ongoing training, education and pursue certification opportunities throughout the year. C-1.1.3.2 On June 26. 2018. the Board approved Amendment #0001 to Collier County's agreement. One purpose of the amendment was to revise the staff to participant ratio to 1:30 or lower. C-1.1.4 Collier County partners provided 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 (CIT) and Forensic Intensive Reintegration Support Team (FIRST). C-1.1.5 Per Amendment No. 1. C-1.1.5 is reserved. C-1.1.6 Since the inception of the grant, 270 officers have been trained and the lifetime target has been met and exceeded. Due to COVID-19 and the CDC's social distancing recommendations, CIT training was cancelled during the fourth quarter. CHS requested the minimum service target number for Q4 to be waived and that no financial penalty be applied. DCF approved this request. C-1.2.1 The Planning Council met on a quarterly basis. The Co-chairs included a representative from law enforcement and a representative from the county's primary mental health agency. Meetings were held on: July 21. 2017, October 20. 2017, January 19. 2018. April 20, 2018. July 20, 2018, October 19, 2018. January 18, 2019, April 26, 2019, August 16, 2019, October 25, 2019, January 24. 2020 and April 24. 2020. C-1.2.2 Subrecipients participated in the evaluation of the FIRST program by offering data and assistance in the preparation of the Year 1 and Year 2 Process and Outcomes reports. The reports were presented during Planning Council meetings on October 19. 2018 and January 24. 2020. C-1.3.1. SOAR is only appropriate for people who are both homeless and have a severe mental illness. The population we served during this grant cycle was very different than what we used to serve during 2011-2013. SOAR was not appropriate for the clients we were presently serving. DLC FIRST Supervisor and one Case Manager are certified as SOAR trained. All four members of the CCSO FIRST team are now SOAR certified as well as NAMI Peer Specialist. C-1.3.2. A total of 248 clients were assisted through Motivational Interviewing to change problematic behavior throughout the lifetime of the grant. 6 16F1F C-1.3.3. A total of 84 clients have taken the QLA at admission. Of the 84 who have taken the QLA at admission. 64 have been successfully discharged. Of those, 26 were reached for a follow-up QLA and all 26 have shown improvement C-1.3.4. A total of 172 clients were assisted with enhanced funding throughout the lifetime of the grant. Enhanced funding provided the ability to support clients by assisting with groceries, medical bills, transportation, and other allowable purchases that are used for individual recovery supports to address barriers to treatment and community integration and has been used in previous quarters. c) List your program's MOUs or other legally binding agreements that were executed for this program (indicate the parties, when it was executed, purpose) and add to this list each reporting period as appropriate. a. An agreement to provide FIRST services between Collier County Sheriffs Office and Collier County Board of County Commissioners was executed on July 1, 2017. b. An agreement to provide FIRST services between NAMI of Collier County and Collier County Board of County Commissioners was executed on July 1, 2017. c. An agreement to provide FIRST services between David Lawrence Mental Health Center, Inc. and Collier County Board of County Commissioners was executed on July 1, 2017. List your program's partners and collaborators (add to the list each reporting period as new collaborators emerge). David Lawrence Mental Health Center. Inc.. NAMI of Collier County and Collier County Sheriff's Office ARMOR Department of Children and Families USF College of Behavioral & Community Sciences Collier County CJMHSA Planning Council 20th Judicial Circuit- Collier County Courthouse Health Care Network Flourish Now Safe Families Planned Parenthood FGCU Jewish Family Service Calgary 7 C 16F1F Project HELP Shelter for Abused Women and Children Career Source of Collier County Collier County Health Department Child Advocacy Center Wounded Warriors of Collier County Nextep LLC Back to Basics 3. Provide a detailed summary of the achievements to-date in meeting the Administrative Tasks identified in Section C-2 of the Grant Agreement. For all subcontractor(s) identified in Section C-2.3, provide an electronic copy of the executed subcontract(s). 100% of all staffing requirements outlined in section C-2-1 of the Grant Agreement was satisfied by the County as well as each sub-recipient. On June 26. 2018, the BCC approved Amendment No.1 which realigned staff at CCSO and NAMI to effectively administer the program and meet the needs of the FIRST clients. Collier County staffed a Grant Coordinator responsible for the oversight and reporting of the program. Additionally. an Accountant and Operations Coordinator assist with financial matters and the Grant Manager oversees the program. David Lawrence Center assigned and maintained the following staff: FIRST Clinical Director, FIRST Program Supervisor, Intake Clinician. Program Support Staff, Intake Clinical Director, Therapist Supervisor. Therapist. Case Manager, Grant Compliance Specialist/Accounting Clerk, Case Manager and Controller. The Collier County Sheriffs Office contributed 2 Discharge Planners, Discharge Planner Supervisor, Senior Grants Coordinator, Grants Fiscal Clerk. Reintegration Manager, Reintegration Program Supervisor and 2 Reintegration Specialists. NAMI contributed a Peer Specialist. Executive Director and Financial Assistant. All staff were adequately trained to perform their job requirements. Staff trainings along with executed subcontracts were provided as source documentation with each quarterly report. 4. Describe any barriers or challenges faced by your program during this reporting period and the strategies implemented to address them. Also, describe significant barriers that remain, if any. Our program consistently faced challenges with housing and employment. Most program participants are only involved for a few days or weeks prior to leaving which didn't allow enough time to connect individuals with housing. Collier's low-income housing stock is severely limited and worsened after Hurricane Irma in 2017. The average wait list at our local homeless shelter is approximately 30 clients per day and increases in peak season. Incidental funding covers shelter fees once a client is housed. DLC Case Managers attended monthly meetings 8 Cq0 I6F1F with the staff at St. Matthew's House to discuss priority populations of clients being released from jail. Collier County does not have any mental health group homes, ALF's or sober homes that accept our population, and a very limited HUD Section 8/voucher programs. Wait lists for housing that does not exist can far exceed one year. and many landlords won't accept people with a criminal history background. It wasn't uncommon for inmates who would have qualified for the FIRST program to move out of the county to find affordable housing. Halfway houses available in Collier County require income verification prior to move-in which created a housing barrier for the target population. Halfway houses in Collier County, who would otherwise consider accepting someone in the target population, turned away participants due to significant mental health issues. Lastly. our highly transient, extremely low-income program participants didn't keep the same address or phone number for long periods of time. thus making it extremely difficult if not impossible to collect data on a one-year post discharge. To try to improve our communication with discharged individuals. the county invested in LexisNexis, a software system to assist in locating clients who are unable to be reached by the Case Managers. To identify as many homeless individuals as possible. The Sheriff's Office Reentry team began entering data into the Homeless Management Information System (HMIS) database (in partnership with the Hunger & Homeless Coalition of Collier County) in January 2019. Since then, they have entered over 700 records. The program name was recently changed from HMIS to Community Resource Network (CRN) data system. CCSO Reentry Supervisor was appointed as the Collier County Hunger & Homeless Coalitions 'Sheriff's Office Reentry Admin' committee member. On January 15, 2020. the Wounded Warriors of Collier County opened the Alpha House as the first transitional Veteran home in Collier County. Unfortunately, due to COVID-19 many Veteran residents were laid off. No further developments on future homes has been reported. Secondly, employment remained a challenge for our target population. Besides living in a county with employment opportunities that are largely seasonal. it is difficult for our clients to gain employment due to their criminal history and low rate of local unemployment. Additionally, due to COVID-19. several clients who did secure jobs, faced loss of employment. Public transportation is very limited in our area, however incidental funding covered bus passes and Uber services when necessary for clients to maintain appointments. Employers in the area that will accept individuals with criminal histories were identified and clients were encouraged to go to the Career Center to seek employment, however many clients were referred to treatment services upon their release and were not able to work for a short time. A Monthly Client Tracking Report ensured our subrecipients were in regular and frequent contact with clients who have been discharged from the program. Clients who were unable to be reached by the Case Managers were referred to the County to be looked up through LexisNexis. Our subrecipients continued to provide services during the COVD-19 pandemic. David Lawrence Center used tele-health, Collier County Sheriff's Office continued doing interviews, packets and referrals even though the jail's population remained low and NAMI did phone check-ins and weekly group meetings and peer supports via zoom. Supportive housing services were still being provided as well as applications for emergency funds. 5. List evidence-based, best, and promising practices used in your program including assessment or screening instruments and tools. 9 C ) 16F1F a. Motivational Interviewing b. TCUDS: Evidence Based drug screen c. MHSFIII: Evidence Based mental health screening form d. PCL-5: Evidence Based trauma assessment e. ORAS-RT: Evidence Based tool to assess recidivism f. State Reporting Mental Health Outcome Forms g. Daily Living Activities (DLA 20) h. SOAR i. LSI-R: Level of Service Inventory-Revised j. Seeking Safety k. Supported Employment I. Supported Living m. Quality of Life Scale n. Consumer Operated Services and Programs 6. Describe the composition of your Planning Council membership, in compliance with F.S. 394.657(2) (a), and complete Appendix A, located at the end of this document. (Note: this form must be updated when there is a change in Planning Council members). An ongoing collaborative relationship between the Centralized Coordination Program and law enforcement, judicial personnel, families and consumers of substance abuse and mental health services and providers existed within the Planning Council. The Planning Council met on a quarterly basis. The council met quarterly on: July 21. 2017, October 20, 2017, January 19, 2018, April 20, 2018. July 20. 2018, October 19, 2018, January 18. 2019, April 26, 2019. August 16, 2019, October 25, 2019, January 24, 2020 and April 24, 2020. a) Describe any difficulties you have had in filling these membership positions. The Planning Council continuously worked on recruitment and retention of members. Board members were encouraged to become involved in the recruitment process of new members. There are several other community partner agencies that hold meetings similar to the Planning Council. which may have contributed to the decrease in regular participation, however we remain committed to continuously recruiting members that can contribute to our goals and objectives. b) Describe the activities of the Planning Council, such as meeting frequency and types of collaboration efforts. The mission of the Collier County CJMHSA Planning Council is to implement a coordinated and effective series for people with mental health and substance abuse problems who have contact with the criminal justice system. Collaborative members of the council include law enforcement, judicial personnel, families and consumers of substance abuse and mental health services and providers. State Attorney, Public Defender's Office. housing providers. and advocacy organizations. The Planning Council met on a quarterly basis. Co-chairs included a representative from law enforcement and a representative from the mental health and substance abuse center. 10 0 16F1F c) Provide the date that your planning council met during this reporting period and brief description of the agenda. The Planning Council met quarterly on: July 21, 2017, October 20, 2017, January 19, 2018, April 20, 2018, July 20, 2018. October 19. 2018, January 18, 2019, April 26. 2019, August 16, 2019, October 25, 2019, January 24, 2020 and April 24. 2020. Meeting agenda and minutes were provided as source documentation with each quarterly report. Section 2. Deliverables 1. Provide a detailed summary of the progress achieved in meeting the deliverable requirements outlined in Exhibit D of the Grant Agreement. D-2.1. 248 clients received FIRST services and 83% of the lifetime target was met. D-2.2 270 officers were trained. and the lifetime target was met and exceeded. Due to the COVID-19 pandemic, and the CDC's social distancing recommendations, the Collier County Sheriff's Office cancelled all CIT trainings during Quarter 4. Since our lifetime target had already been met and due to the current circumstances. CHS requested the minimum service target number for Q4 to be waived and that no penalty be applied. DCF approved this request. 2. 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Describe the methodology(ies) used to collect data and track progress on admissions, completions, discharge, assessments, services received, and outcomes of individuals being served. Reportable outcomes include but are not limited to arrests, rearrests, services, program completion, receipt of benefits, employment, housing, etc. Data anomalies and additional methodology information can be noted directly into the Excel spreadsheet, Appendix B, Reinvestment Grant Performance Measure Data Table. All three agencies were required to track and report quarterly data relevant to the performance measures. DLC used an EMR system called -Credible" to track admissions. discharges, client services and who provided them. and other demographic information. CCSO assisted by providing all arrest and re-arrest verifications and research. Beginning in Year 3, CCSO was only able to access and provide arrest history for Collier County, instead of on a national level. NAMI's Peer Specialist tracks interventions with the participants served, including one-on-one meetings, SOAR applications, support groups. and scores on the Quality of Life scales. Follow up calls are completed with persons discharged from the program to track long-term housing and employment outcomes. To work more cohesively, the subrecipients created a shared site in Microsoft Teams that houses the performance measure spreadsheet where they input their data. This system has assisted in ensuring the accuracy of our data as well. All discharged clients are entered into HMIS and a monthly client tracking sheet is required to be completed. Additionally, the County used LexisNexis. a software system to assist in locating discharged clients whom are unable to be reached. The Grants Coordinator used the information from the monthly client tracking sheet to attempt to locate clients who are otherwise unable to be reached. The information was then provided to the Case Manager to try and make contact. 2. Complete the Reinvestment Grant Performance Measure Data Table (Appendix B). 3. Using the Performance Evaluation Methodology in Section E-2. of the grant agreement, provide the actual percentage for the Performance Measures specified in Section E-1. In addition, provide the actual numbers used in the Performance Evaluation Methodology to derive at the performance measure percentages. Performance Program Goal Q4 Report ' Year to Date % of Goal Measure I Period , Completed YTD I, S 16F1F E-1.1 50% reduction in I Q4 Arrests Lifetime Year to i 81% reduction . the total number of accumulated by Date Base Line: YTD. arrests or re- participants 1 422 arrests arrests among year prior to accumulated prior Participants while program to program enrolled in the admission: N/A, Lifetime Year to Program DLC stopped Date Actual number compared to the accepting new of arrests among one-year period referrals to the participants enrolled prior to program program as of in the program: 82 admission April 1, 2020 to focus on 82/422=19 transitioning 100-19=81% the clients in the program at that time to a "post-FIRST" environment. Q4 Actual number of arrests among participants enrolled in the program: N/A E-1.2 50% reduction in Q4 Arrests Lifetime Year to 58% reduction the total number of accumulated by Date: 422 arrests Program arrests or re- participants 1 prior to program Lifetime YTD arrests among year prior to admission program program participants within admission: N/A Lifetime Year to Date Actual the one-year period following Q4 Actual Number of program discharge number of Discharges: 248 compared to the participants Lifetime Year to one-year period who have been Date Actual prior to program discharged for Number of Arrests admission 12 months or within the one-year less: N/A period following Q4 Number of program discharge: arrests within 176 the one-year 176/422=42 period following program 100-42=58% discharge: N/A E-1.3 40% of program Q4: Actual Program Lifetime 59% Program participants not Number not in j YTD: 27 Lifetime YTD residing in stable stable housing Participants w/out housing_ at program stable housing at J 16 C 16F1F environment at admission: N/A I admission program but report living Program Lifetime admission will in stable YTD: 16 living in report living in housing within stable housing w/in stable housing 90 days of 90 days environment within admission: N/A 90 day of program 16/27=59% admission E-1.4 10% of program Q4: N/A. Program Lifetime 20% YTD participants not program YTD: 27 residing in a stable participants not housing residing in Of the 27 environment at stable housing participants without program at admission - stable housing at admission will DLC stopped time of program report living in a accepting new admission, 15 have stable housing referrals to the been discharged for environment one program as of one year. 3 live in year following April 1, 2020 stable housing, 1 does not live in program discharge stable housing and 11 could not be reached. 3/15= 20% E-1.5 40% of program Q4: Actual Program Lifetime 60% Program participants not Number not YTD not employed Lifetime employed at employed at at Admission: 170 program time of Program Lifetime admission who are admission: N/A, YTD who were not employed full or no new clients employed and have part-time within were admitted been in the program 180 days of to the FIRST for at least 180 program program during days: 35 admission Q4. Q4: Actual Program Lifetime number of YTD who were not participants employed at time of employed full admission, and or part time have been in the within 180 days program for at least of admission: 180 days. and N/A Employed FT/PT within 180 days of admission: 21 21/35=60% E- 1.6 10% of program Q4: N/A Program Lifetime 15% Program participants not program YTD: 170 program Lifetime employed at participants not participants not program employed at employed at 17 1 6F1F T -- admission who are admission. admission employed full or DLC stopped Program Lifetime part-time one year accepting new I YTD: 117 program following program clients to the discharge FIRST program participants who in Q4. were not employed at time of admission have been discharged for one year Of the 117 participants who were not employed and have been discharged for one year, 17 are employed,12 do not have employment, 86 are unable to be reached and 2 are deceased. 17/117=15% E-1.7 60% of program Quarter 4: Program Lifetime i 71% Program participants will be YTD: 97 Lifetime 0 participants assisted in admitted who participants were applying or be were not not receiving linked to Social benefits at program receiving Security or other benefits. DLC admission benefits which stopped Program Lifetime they may have accepting YTD: 89 been eligible but clients into the participants who were not receiving FIRST program were not receiving at program in Q4 benefits at program admission w/in admission were 180 days Q4: actual number of assessed to participants not determine eligibility receiving Program Lifetime benefits at the Year to Date: 70 time of who were not admission who receiving benefits were assessed and were assessed to determine as eligible to eligibility: N/A receive benefits Q4: actual Program Lifetime number of YTD: 50 participants participants who were not receiving benefits receiving 15 C 16FiF benefits at time within 180 days of admission 50/70=71 who were assessed as eligible to receive benefits: N/A Q4: Actual number of participants who were not receiving benefits at time of admission and who were found to be eligible to receive benefits and who were receiving benefits subsequent to enrollment: N/A E-1.8 50% of Program J N/A N/A No individuals participants will be screened for diverted from a program i State Mental eligibility met Health Treatment the criteria for Facility enrollment into a State MH Treatment Facility E-1.9 90% of Q4: 4 total QLA Program Lifetime 100% of successfully administered (1 YTD 84 have taken successfully discharged intake. 3 QLA at admission. discharged individuals discharge) individuals participating in the Of the 84 who have participating in Q4: 7 clients taken QLA at Peer Specialist referred to admission. 64 have the Peer facilitated QLA NAMI were been successfully Specialist shall have an facilitated successfully discharged. Of improvement discharged those. 26 were QLA shall score from have an admission to Q4: 3/7 reached for a improvement discharge. successfully follow-up QLA and score from discharged all 26 have shown admission to participants improvement discharge. were able to be YTD Shown reached for a Improvement: 26 19 CAO 16FiF follow-up QLA. 26/26=100% 3/3 showed improvement = 100% Section 4. Technical Assistance Explain what collaboration, if any, you have had with the Florida Mental Health Institute's Technical Assistance Center (TAC). In accordance with Section C-2.4, Technical Assistance Requirements, of the Grant Agreement, provide a summary and documentation, if applicable, demonstrating that the following requirements were met: 1. Primary contact information for the Grantee and each of its subcontracted or subgrant award partners was provided to the TAG within 10 business days after execution of the Grant Agreement; Primary contact information for Collier County and our subrecipients was provided to the TAC prior to the inception of the grant. Additionally, effective 4/1/2019, Amendment No. 2 revised primary contact information for Collier County. 2. Participation in one annual county level technical assistance needs assessments conducted by the TAG and list the three priority areas that you identified in the in the survey. Annual technical needs assessments were conducted by the TAC. The most recent was completed and submitted in August of 2019. Despite having completed two on-site TA sessions (Strategic Planning Nov 2017, Strategic Planning April 2018) for this grant as required by our contract, the TAC still asked us to complete the survey to assist with understanding any remaining needs we may have. The three priorities Collier chose are: 1. Permanent Supportive Housing/Housing First (SAMHSA Toolkit) 2. Forensic Intensive Case Management (FICM) 3. Motivational Interviewing 3. Participation in one annual on-site technical assistance visit conducted by the TAC and submit a sign in-sheet for all participating individuals. Collier County completed two on-site visits taking place on November 30. 2017 and April 16. 2018. Collier requested an on-site visit during FY19-20, however was advised we had already met the conditions of the grant. 4. Participation in quarterly program-wide conference calls scheduled by the TAC for all Grantees under the Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant Program. Submit a list of individuals who participated in the quarterly conference call; and 20 0 16F1F The TAC hosted quarterly program-wide conference calls. and grant staff were required to participate. During the grant cycle the TAC hosted calls on October 24, 2017, February 27, 2018, June 12, 2018, December 13. 2018, March 26, 2019, June 28, 2019 and March 11, 2020. 5. Provided program reports and summary service data as requested by the TAC. The TAC did not request any program reports or summary service data. 21 CAO 16F1F Section 5. Sustainability Describe actions and/or steps taken that will lead to sustainability upon the completion of the grant funding. Collier County has successfully managed the Criminal Justice Mental Health Substance Abuse program for the past nine years. This was our third grant award. If funding had been terminated, the CJMHSA Planning Council would look for financial support through the Board of Collier County Commissioners and community agency partners. DLC is committed to providing affordable treatment services and would switch clients to a sliding fee scale and link with other community resources to access benefits or employment to support client integration into the community: CCSO would absorb the cost of the program into their regular operating budget: NAMI continues to pursue other funding sources for Peer Specialist Services, including possibly moving funds to the Peer Support Cost Center in the primary contract for state dollars. Additionally, all three subrecipients have detailed internal sustainability plans that could enable the continuation of the program. Beginning in 2017. a group of community stakeholders started to meet with the goal of improving the continuum of care around mental health and addiction services in Collier County. The group identified many strengths within the community including agencies and partners dedicated to supporting each other. In 2018. the Mental Illness and Addition Ad Hoc Advisory Committee was established. During the November 2018 ballot, Collier County community showed their support for increased access to treatment for substance abuse disorders and mental illness as evidenced by the approved one (1) penny tax. Part of the money will go towards expanding the David Lawrence Center. The new 50,000 square foot Central Receiving Facility will operate to serve persons experiencing an acute mental health or substance abuse crisis. The expansion will enable DLC to function as the largest mental health and substance abuse treatment center in the county, thus alleviating the jail population and providing much needed services from trained professionals. In early 2020. the BCC voted 5-0 on the county's first mental health strategic plan. The five-year plan. developed by the Mental Illness and Addiction Ad Hoc Advisory Committee, maps out a recovery plan consisting of six priority areas for people struggling with mental illness. The plan also includes special consideration to Collier's Veteran and senior population, both with unique needs and challenges that need support. Section 6. Additional Information 1. Describe the effect the grant-funded initiatives have had on meeting the needs of adults and/or juveniles who have a mental illness, substance abuse disorder, or co- occurring disorder and include a discussion of the following: a) The impact of the grant-funded program on expenditures of the jail,juvenile detention center, and prison (e.g., decreased numbers, fiscal estimates); The overall goal of the Centralized Coordination Program is to divert individuals from arrest, incarceration or prosecution. A steady increase in the number of individuals screened for mental health or substance abuse concerns continued throughout most of the grant cycle. A decrease CAo 1 6F1F in these numbers occurred at the on-set of COVID-19 lowering the number of individuals screened and referred. Funds allowed more individuals to be screened for eligibility. b) The impact of the grant-funded program on the reduction of forensic commitments to state mental health treatment hospitals or children's state hospitals/treatment centers (if population served includes juveniles); During the lifetime of the grant. there were not any clients that were screened for program eligibility that met the criteria for enrollment into a State Mental Health Treatment Center. This was impacted largely by our immediate access to treatment and resources and caseloads limited to no more than 30 clients per case manager. All cases were reviewed for possible discharge to ensure those clients have no delay in access to services. Additionally, our Mental Health Treatment Court served many of our more persistent, mentally ill clients. c) The impact the grant-funded program has had on the number and type of individuals detained (detention and/or jail) and incarcerated (prison) (e.g., change in numbers detained, change in types of charges of detainees). The average daily jail population remained steady at around 800, until Y2Q4 when jail population started to see a decrease into the 700's. Y3Q3 brought new challenges with the onset of the Coronavirus pandemic, which reduced the population to 678. and then eventually during our last quarter (Y3Q4) down to 546. Once clients are discharged, our program intervenes to link them with needed services to prevent recidivism. Services provided by NAMI's Peer Specialist as part of a coordinated. multidisciplinary intensive case management team. may help to: a) reduce recidivism among participants, thereby potentially reducing the expenditures for persons with serious mental illnesses in the jail; b) assist people with basic living skills, attendance at psychiatric appointments. coping skills. medication adherence, all of which may help keep participants stable and in the community as opposed to state mental hospitals and treatment centers'; and c) reduce numbers of people with serious mental illnesses who are arrested or detained by ensuring they are engaged in meaningful, productive activity and not at risk of arrest. 2. Describe the impact the grant-funded program has had on the availability and accessibility of effective community-based services. Availability and accessibility of effective community-based services have increased due to the number of staff available to focus and serve the target population. Without the grant funding, Collier County would not have been able to help incarcerated individuals with mental illnesses and substance abuse to successfully reintegrate into the community. Trained staff established new partnerships to assist inmates with co-occurring disorders upon their release from jail. The program contributed to reducing recidivism, and related criminal justice costs to the county. Staff facilitated appropriate interventions for identified inmates prior to their release. This was successful as this population is very vulnerable at the time of their discharge. Incidental funding and sliding fees allowed clients to receive the support and guidance they need by providing temporary assistance with food. clothing. and transportation. In addition, these funds helped to link clients to medical services and prescriptions as well. making it possible for early intervention and treatment, in the hope of reducing recidivistic behavior. Clients would have been greatly impacted without the availability of incidental funding. -, 16F1F 3. Describe the impact that your local matching funds has had on meeting and furthering the goals and objectives of your CJMHSA Reinvestment grant program (level of additional services and capacity served as a result of local matching funds). Collier County matching funds provided administrative support to assist with the facilitation of the grant. The matching staff provided clerical support. and grant management. David Lawrence Center matching funds were used to provide case management services, therapists, support staff, accounting. grant compliance, intake and supervision and travel to participate in two MAT initiative meetings. The Collier County Sheriff's Office matching funds were used for salaries, benefits and CIT Training expenses. NAMI matching funds were used for office space. CIT Training space, supplies, and administrative support. Matching funds were leveraged to provide additional resources to this much needed program. Without the additional staff, the program would not be as successful as it has been. Matching funds doubled the services for clients, and capacity of clients served. Section 7. Source Documentation Attach an appendix of the source documentation, described in Section C-2.5.3. of the Grant Agreement, documenting the tasks and associated activities performed during the report period. Label the source documentation to easily identify the related task and activity (For example, label the MOUs as "C-2.5.3.1. for task C-1.1.1."). All source documentation demonstrating the tasks and associated activities performed during the grant period were included with each quarterly report. 24 16F1F APPENDIX A CRIMINAL JUSTICE, MENTAL HEALTH & SUBSTANCE ABUSE REINVESTMENT GRANT PLANNING COUNCIL PLEASE PRINT Jennifer Toussant Beverly Belli STATE ATTORNEY OR DESIGNEE LOCAL SUBSTANCE ABUSE TREATMENT DIRECTOR Eric Townsend Beverly Belli PUBLIC DEFENDER OR DESIGNEE COMMUNITY MENTAL HEALTH AGENCY DIRECTOR Honorable Janeice Martin CIRCUIT COURT JUDGE DCF - SUBSTANCE ABUSE PROGRAM OFFICE REPRESENATIVE Honorable Janeice Martin Cindy Highsmith, CRPS COUNTY COURT JUDGE PRIMARY CONSUMER OF MENTAL HEALTH Tyrone Davis SERVICES POLICE CHIEF OR DESIGNEE Jonathon Belyea PRIMARY CONSUMER OF SUBSTANCE ABUSE Sheriff Kevin Rambosk SERVICES Leslie Weidenhammer(designee) PRIMARY CONSUMER OF COMMUNITY-BASED SHERIFF OR DESIGNEE TREATMENT FAMILY MEMBER Peter Arvin Michael Overway AREA HOMELESS PROGRAM REPRENSTATIVE STATE PROBATION CIRCUIT ADMINISTRATOR Traci Foss Jeff Nichols DJJ - DIRECTOR OF DENTENTION FACILITY LOCAL COURT ADMINISTRATOR Penny Taylor DJJ—CHIEF OF PROBATION OFFICER COUNTY COMMISSION CHAIR Jeff Nichols COUNTY DIRECTOR OF PROBATION 2, CAO 16F1F Belpedioiennifer From: Benghuzzi,Jennifer <Jennifer.Benghuzzi@myflfamilies.com> Sent: Monday, July 20, 2020 2:20 PM To: BrandhorstRachel Cc: BaileyTami; RobinsonErica;AquinoLuqueBlanca Subject: RE: Collier CJMHSA Y3Q4 Program Report Follow Up Flag: Follow up Flag Status: Flagged EXTERNAL EMAIL:This email is from an external source. Confirm this is a`trusted sender and use extreme caution when opening attachments or clicking links. Rachel, The Department has reviewed and approved the YR3/Q4 financial and programmatic reports. Financial consequences will be applied to the FINAL invoice for the deliverable in Section D-2.1 since the 80%target by the end of Program YR3/Q4 was not achieved. As previously agreed upon, the Department will waive the financial consequences for the deliverable in Section D-2.2 since the CIT training was cancelled due to COVID-19. Please retain a copy of this e-mail for inclusion with submission of the FINAL Invoice and FINAL Financial and Programmatic Reports. Just as a reminder, Final Invoice/Reports are due no later than 60 days following LHZ54's ending date. Thanks, Jennifer Benghuzzi Contract Mananger, Business Operations Unit Florida Department of Children and Families Office of Substance Abuse and Mental Health 1317 Winewood Blvd., Bldg. 6, Room 235 Tallahassee, FL 32399-0700 Office Phone (850) 717-4348 Jennifer.benghuzzi@mvflfamilies.com From: BrandhorstRachel<Rachel.Brandhorst@colliercountyfl.gov> Sent: Monday,July 13, 2020 2:25 PM To: Benghuzzi,Jennifer<Jennifer.Benghuzzi@myfifamilies.com> Cc: BaileyTami<Tami.Bailey@colliercountyfl.gov>; RobinsonErica <Erica.Robinson@colliercountyfl.gov> Subject: Collier CJM HSA Y3Q4 Program Report CAUTION:This email originated from outside of the.Department of Children and Families.Whether you know the sender or not,do not click links or open attachments you were not expecting. Hi Jennifer, Attached please find Collier's Y3Q4 Program Report. Supporting documentation to follow. Respectfully, 1 16F1F Rachel Brandhorst Grants Coordinator Community and Human Services 3339 Tamiami Trail E Suite 211 Naples, Fl 34112-5361 239-398-8932 rachel.brandhorst@colliercountyfl.gov Making Our Community Stronger: One life, one home, one project at a time. To improve our services and technical assistance to our clients,vendors or subrecipients,we ask that you provide us feedback on our services to your organization by completing the short survey contained at the following links: How was our service? Click here to take the survey: Grants Internal Partners, Vendors and Subrecipients: Under Florida Law, e-mail addresses are public records. If you do not want your e-mail address released in response to a public records request, do not send electronic mail to this entity. Instead, contact this office by telephone or in writing. C21) • 16F1F CRIMINAL JUSTICE MENTAL HEALTH AND SUBSTANCE ABUSE REINVESTMENT GRANT PROGRAM Grantee's Name Collier County Grant Agreements LHZ54 County Collier Grant Agreement Begin Date 7/1/2017 End Date 6/30/2020 Grantee's Grant Manager Kristi Sonntag Title and Agency Director,Community&Human Services Grantee's Lead Agency Community and Human Services Report Prepared By Blanca Aquino Luque Report Date 8/30/2020 FINAL Report Period:From 4/1/2020 To: 6/30/2020 CJMHSA Expense Category Total CJMHSA Approved Budget r Grant Award In•Kind Match Cash Match I Total Match Total GRANTEE EXPENSES Salaries. $36,856 $41,580 $41,580 $78,436 Fringe Benefits: $5,686 $6,415 56,415 $12,101 Equipment: $2,054 S0 $2,054 Traver S2,700 S0 $2,700 Supplies: $300 $0 $300 Rent/Utilities: _ S0 $0 Other Expenses: $400 SO $400 Administrative: SO $0 SUBTOTAL GRANTEE _ $47,996 So $47,995 $47,995 $95,991 SUBGRANTEE EXPENSES Consultant Fees: $825,425 $625,728 $625,728 $1,451,153 Fringe Benefits: $37,527 $81,328 S81,328 $118,855 Equipment. $2,000 $600 $600 $2,600 Travel: $30,240 $18,934 $18,934 $49,174 - Supplies: $4,500 $382 $382 $4,882 Rent/Utilities: $17,741 $17,741 S17,741 Other Expenses: $94,818 S259,491` $259,491 $354,309 Administrative: SO SO SUBTOTAL SUBGRANTEE $994,610 S17,741 $986,4631 51,004,203 $1,998,714 TOTAL ALL COSTS TOTAL ALL COSIS $1,042,6051 517,741 $1,034,458 S1,052,198 $2,094,705 MAT Cl i e4 100.9% TOTAL ADMINISTRATIVE COSTS GRANTEE'S ADMINISTRATIVE°,'' - 0.00% SUBGRANTEE'S ADMINISTRATIVE% 0.0% r As approved in the county original CJMHSA application or as revised with written approval of the Department of Children and Families. i6F1F County Ce I:rr Grant Atireemur.l# Li1754 f Report Date IU3:N2020 CJMHSA Expenses This Period' CJMHSA Expense Category -- - From ._ _ __. To __ . ..___ _ 4r112020 I 8/30/2020 Grant Award In-Kind Match I Cash Match I Total Match I Tom GRANTEE EXPENSES So'ales: $365 47 $304 99 S364.99 $730.46 Fringe Benefits $64.76 $0287 S02.87 S127.13 Equipment $0.00 $0 CO Trove.• $0.00 SO 06 Supplies. $2 99 $2.99 $2.$9 Rent71161.0es: $0.00 $0.I OtherExpenscs• $0.00 SO CO Adm'n.slralive $0.00 $0.F0 SUBTOTAL.GRANTEE $429.73 $0.00 $430 85 $430,05 $860.50 SLIBGRANTEE(S)EXPENSES ConsultantFeec $51.22185 S10,169.16 $10,169.16 $61,301.00 Fringe Benefits $10.1 76 SC 51.016 61 $1,016.81 $11,193.11 Equipment: -$22.07 $0.00 -522 07 Travel' -S460.71 53.5:r 95 $3,526.05 $3,030 24 St.ppl.es. $1.106.23 $0,00 S1,105.23 Rent/Utilities' 5941122 5040.22 5940.22 Cher Expenses .$1032.18 -52.327.70 -$2,327.76 -$3,959.64 Adrrir•stralive $0.00 $0.C•0 SUBTOTAL SUBGRANTEEIS) $60,359.62 $940.22 $12,354 95 $13,326.17 $73,684.79 TOTAL ALL COSTS TOTAL ALL COSTS I S60,789.36 $9.40.221 $12,816.80 $13,766.02 $74,645.37 MATCH!: 23'.: TOTAL ADMINISTRATIVE COSTS GRANTEESAUMIN:STRATIVE % 0.03`,', SUOGRANTEE(S)ADMINISTRATIVE L, I 0.(IS} Current reportirn perod costs only. CAO 16FiF Cryn ly Cc,::•cr Grant Agreement 0 L117.51 I l Report Date 13/300020 CJMI'ISA Expenses Prior Period 3 CJMHSA Expense Category from To 7/U2011 0/30/2020 Grant Award I In.Hlnd Match I Cash Match Total Match I Total GRANTEE EXPENSES Salaries. 552,011.99 $31.263.11 $31,263.11 563,675.1C I rings Benefits' $9.2/8.42 54.781133 $4,780.33 S13,060.75 Lqu:p'ren" $000 $0.00 Travel: $003.00 $2.60 $2.00 $965.98 Supplies' 5314.50 611520 $115.29 8420.07 IIm1JUti'ilics: $0.00 50.00 Other Expenses. $47E 63 $0 00 $470.63 Adrrinislralive, $0.00 $0.00 SUBTOTAL GRANTEE 562,646.62 $0.00 $36,169.61 $36,169,61 598,716.23 SUOGRANTF.E(S)EXPENSES Cursultenl Fees $751,439.55 5721,792 35 5721,79236 51.473.231 91 fringeEanofts: 522,273.76 537,591.31J $37,591.30 559,00',.IS I q(.Ipmenl. 51,30390 52,00795 $2,007.90 $3.371.55 Travel. $29,031.83 $13.177.08 513,177.03 $42.209.91 Supplies $1,696.39 $0.0.3 $1,089.39 RenL'Utiahos: 515.53211 $19,532.17 S15,532.17 Other Expenses: 598,84.1.9n $212,95/.6; 5212,957.80 5311 502.18 Administrative: $0.00 50 00 SUBTOTAL SURGRANTEE 5904,282.50 $15,532.17 5587,500.59 51,033,118.76 $1,907,401.26 TOTAL ALL COSTS TOTAL AL.l.COSTS I $966,629.121 $15,532 171 51,023,766,201 81,039,269.37 52,006,117.49 MATCR!i. 107$ TOTAL ADMINISTRATIVE COSTS GRANTEE-S ADMINISTRATIVE!: OCv`r; SUOGRANTEE'S ADMINISTRATIVE% 0 0% 16F1F County Cc..c' Grant Agreement M I L11254 I Report Date 8730R020 CJMIISA Total Expenses to Date CJMNSA Expense Category From 'To 7/172017 W?On020 Grant Award I In.Klnd Match I Cash Match 1 Total Match I Total GRANTEE EXPENSES Saleuies 557.977.46 WOO $2..1 628.1G 531,620.10 584,605`w, fringe1461181111 $8,342.68 $0.00 $4,851.20 54,051.20 513,103.6 Equipment 50.00 $0.00 SO 00 $0.00 SO C0 travel 5883.00 $0.00 52 BB 52.85 $66583 SuppEes $314.68 50.00 511828 5118,28 5432811 RenWWtLes: 5000 SO 00 SO 00 $0.00 5303 Ogler Expenses' $476.63 S0.00 SO00 $9 00 5479G3 Adm'r1i6Vahve: 50.03 50.00 SO 00 $003 $3.03 SUBTOTAL GRANTEE 502,876.35 $0.00 $38.600.46 536;600,46 599,676,81 SUBGRANTECIS)EXPENSES Consultant Fees 5802,661.40 50.00 5731,061.51 $731,681.50 $1,534622.90 RingoBeneTIo: 532450.26 $0.00 538.608.00 $38,808.00 $71,05826 Equlpmert $1,281,92 $0 00 $2.067.06 $2.037.06 63.349.88 Travel: 528,641.12 5000 516,704.03 $16,704.03 $45.245.15 Suppler $2,794.82 S0.(0 $0.00 S0.00 62.794.62 Rent& '.Sal. $0.00 5'6 472.39 5000 516472.311 516,472.39 Otaer Expenses 558,912.80 50.00 521063001 5210.630.04 5307,642.84 Adndnistra0ve: $0.00 SOLO $000 SD 00 $0.00 SUBTOTAL SUN3RANTEE 5964,642.12 516,472.39 5993,971.64 51016,443.92 $1,981,086.04 TOTAL ALL COSTS TOTAL ALL COSTS 1 51,027,610 471 516 477.391 51,036,6721 51,053,044.38 S2,080,662.86 MATCRI 5'. 102.7. TOTAL ACMIN;STRATIVE COSTS GRANTEE'S AU!4INISTRATIVE 5'. 0 COSS SU83RANTEE.'S ADMINISTRATIVE 1'. !I Oi',1 C i6F1F County Cr.•ei Grant Agreement a 111.'5: I Report Date 8/302020 CJ"IISA Available Fund balance C.NLHSA Expense Category From To 4l171U20 6/302020 Grant Award I In-Kind],latch I Cash Klatch I Total Match I Total GRANTEE EXPENSES Sala:los -518,121.4E 5000 $9,951.90 53.951.9E 48.169.50 Fringe Benefits -52,66669 5000 31,583.00 $1.55383 41.092.85 Egllpmcnl: 52.054 03 SO.DO Sri 00 50.00 52,054.00 Travel. $1,837 G3 SO.0o -57 88 42.88 $1,834.12 Supplies 414.68 50.00 -5118.28 •5110.28 4132.88 RentrUebtes. $3 00 $0.0O $0.00 50.00 $0.00 Other Expenses: -$78.63 50.00 $0.00 SOOT -$7083 Ac'rtsnisOatvu 30.03 $0.00 $0.00 $000 $0.00 SUBTOTAL GRANTEE 414,980.35 $0.00 $11,394.54 S11,394.64 $3,615.81 SUOGRANTEE(S)EXPENSES ConsultantFess. S22,763.77 50.00 -$10623382 -5106,233.81 -583,470.04 Fringe0e011$' $5,078.92 3000 S42,72000 542,720.0E 347,706.02 Equlprnent $71808 $000 -$1487.96 .S1,467.96 -5740.89 Tsavel. $1698.88 $0.00 S2.229.97 5222997 $3,028.65 Stipples S1.70538 $0.00 5381.90 5301.90 S2,087.28 NentAlhWes. $000 51.260.41 $0.00 51,268.41 51,26841 Other Expenses- 42,094.80 $0.00 S48,860.90 540,860.90 546.766.1E Adrninistralve 570C $3.00 50 P) 500E $000 SUBTOTAL SUOGRANTEE S29,855.73 $1,268.41 -$13,508 95 412,240.53 $17,827.70 10TAL All COSTS TOTAL All COSTS I $14,887.881 $1,289.411 -$2,114.41I -$845.09 $14,041.89 MA ICH V. -6.89% TOTAL ADMINISTRATIVE COSTS GRANTEE'S ADMINISTRATIVE'. 0 00i', SUDGRAIITEE'S ADMINISTRATIVE V. 0 0't S 16F1F Co.n ly C::I�n Ca..rtr Grans...groan:cia a i li?h4 I Repsrl Data 8/30.20i0 CJAIHSA Projected Achntlonal Expenses CJIdHSA Expense Catet orj From To Grant Avnr,l I to.Km0 Matc II I Cash!Acct. I Total Match I Total GRANTEE EXPENSES Sa'orlos' $000 SO PP Erma Berets. S000 50Cc Eq.ipnreni $000 50.00 Traver $0.00 so.PU Supp!es 50.00 SO.BO Ren)Vt trios. SO 00 $0.00 CJ,-,Expeo,us. SON SO OC Ad-n'as tratve. $0 CO 50.0C SUBTOTAL DIRECT $0.00 $0.00 $4.00 $0.00 $0.00 SUBGRANTEE(51 EXPENSES Cunsultanl Fees SO OD 50 00 Fringe Rcnorls• $0.00 $0.00 Fgmler+ent $0.00 $0.30 Travel $000 $000 Suppbes $000 S000 Harhhti..es: 5000 5000 Other Expanses $000 S000 AomrlieVetive. $000 $0.00 SUBTOTAL CO41RAG 1UAL S0.00 $0.00 $100 $0.00 $0.00 TOTAL AL COSTS 10TAI.ALL COSTS I $0.001 $C.00I 50.00I 50.00 50.0C MATCH`/. ADIVi Ot TOTAL ADMINISTRATIVL COSTS GRANTEE'S ADh1:NISTRATIVE Sr. oDIV:'0' SIIBGRANTEE'S AOM.NISTRATIVE Y. itOIV!0' ID 16F1F County Collier Grant LHZS4 Agreement i/ Report Date 8/30/2020 From 7/1/2017 To 6/30/2020 CJMHSA Cash Match Summary Cash Match % Required Cash Match Reported (dollar Cash Match per RFA amount) Achieved Qtr 1 $14,691.98 Program Year 1 Qtr 2 $81,847.00 5°,4 Qtr 3 S98.516.12 Qtr 4 $137,645.28 Total $332,700.38 31.91% Cash Match % Required Cash Match Reported (dollar Cash Match % per RFA amount) Achieved Qtr 1 $134,544.43 Program Year 2 Qtr 2 $64,706.13 10% Qtr 3 $93,582.47 Qtr 4 $64,796.33 Total $357,629.36 34.30% Cash Match % Required Cash Match Reported (dollar Cash Match % per RFA amount) Achieved Qtr 1 $92,286.00 Program Year 3 Qtr 2 $69,841.99 15% Qtr 3 $130.458.17 Qtr 4 $53,656.10 Total $346,242.26 33.21% 16F1F Cotter County Public Services Division Community & Human Services Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant Program Certification for Progress Report for April 15", 2020 through June 30th, 2020-FINAL REPORT Collier County I, Leo E. Ochs Jr., hereby certify the above to be accurate and in agreement with the records on file and the terms and conditions of the Grant Agreement for the Criminal Justice, Mental Health and Substance Abuse Reinvestment Grant awarded to Collier County. Signed: Cr2C-).;- � , 119 Printed Name: Leo E. Ochs Jr., Count, .ger, Collier County Date: �J • 46-fl . CID3339 Tamiami Trail East,Suite 211 •Naples,FL 34112-5361 239.252-CARE(2273).239-252 CAFE(2233)•239-252-4230(RSVP) • wAv.cotliergov.netUhumanservices i6F1F ATTEST: _ COLLIER COUNTY CRYSTAL K. KINZEL C tRK BY Leojimia— u .Sau der , AIRMAN C4?A.L°14t' Attest Wtill's q-$- 20 ++((fi�np ��iirrpp��nn��,, � Date: Approv�Tfotigic Y�hd legality: D Approved in absentia per Resolution 200-149 O'}. on August 25, 2020 Jenni A.Belpedio a` Assistant County Atto ey �' � By: Leo E. chs,Jr., Cou ty Man er r