Backup Documents 06/03/2025 PresentationCollier Coalition for Healthy Minds
Strategic Plan 2025-2029
Collier County Board of Commissioners
Workshop
June 3, 2025
Tonya Dedering, CFRE
•TL Dedering and Associates, LLC
•Nonprofit Advisor and Coach
•40 years of experience in both nonprofit and for-
profit sector
Workshop Agenda
•Introduction to the New Strategic Plan 2025-2029
•Priority Highlights and Community Impact
•Call to Action and Next Steps
•Commissioners Q&A / Public Comments
Strategic Planning Process
•At Kick-off, Coalition members identified three key areas of
focus that needed to be addressed to ensure the success of a
new strategic plan:
•Recruiting new members
•Coalition organizational structure inc. Mission and Vision
•Financial Sustainability
•11 All-Coalition Meetings August 2024 through April 2025
•20+ workgroup/priority drafting meetings
•17 new members recruited
•50+ research and reference documents reviewed
“Strategic Doing” Framework:
Strategic Doing, 10 Skills for Agile Leadership; Morrison, Hutcheson,
Nilsen, Fadden, Franklin
Acknowledgements
•Baker Senior Center
•Collier Community Foundation
•Collier County Government
•Collier County Judiciary
•Collier County Sheriff’s Office
•David Lawrence Centers for Behavioral Health
•Florida Center for Behavioral Health Workforce at USF
•Florida Department of Health in Collier County
•Florida Gulf Coast University
•Greater Naples Chamber
•Healthcare Network
•Home Base Florida
•NAMI Collier County
•NCH Healthcare System
•Regional Coalition to End Homelessness
•Southwest Florida
•St. Matthew’s House
•The Housing Alliance
•Warrior Homes of Collier
Mission:
•The Collier Coalition for Healthy Minds will collaboratively plan
for and support a coordinated effort for a full array of evidence-
informed services to improve the lives of adults with mental
health and substance use disorders and overall quality of life in
the Collier County community.
Vision:
•The vision of Collier Coalition for Healthy Minds is to
create a thriving community where every adult has
access to comprehensive, evidence-informed
mental health and substance use services, leading
to improved lives and overall wellbeing.
CCHM Strategic Plan 2025-2029 Priorities
1.Build and Operate a Central Receiving Facility/System for those in acute mental health or
substance use crisis; Revise and implement Collier County Transportation Plan to provide alternative methods for non-emergency transport of individuals under Baker Act or Marchman Act.
2.Maintain & Increase Housing and Supportive Services for individuals with serious mental illness or substance use disorders.
3.Strengthen the Behavioral Health Workforce.
4.Increase the Capacity and Effectiveness of the Justice System Response for persons experiencing serious mental illness and/or substance use disorders.
5.Enhance Access to Housing and Services for Veterans.
Special Consideration:
•Older Adults
Support Strategies:
•Prevention,
Education and
Advocacy
•Data Collaborative
Priority Highlights and
Community Impact
Priority #1:
•Build and Operate a Central Receiving
Facility/System for those in acute mental health
or substance use crisis;
•Revise and implement Collier County
Transportation Plan to provide alternative
methods for non-emergency transport of individuals
under Baker Act or Marchman Act.
Priority #2:
•Maintain and increase housing and supportive
services for individuals with mental health and/or
substance use challenges.
•Michael Overway, Southwest Florida Regional Coalition to End
Homelessness
•Beth Hatch, NAMI
Priority #3:
•Strengthen the Behavioral Health Workforce.
•Dr. Courtney Whitt
Florida Center for Behavioral Health Workforce at USF
Dr. Courtney Whitt
Priority #4:
•Increase the Capacity and Effectiveness of the Justice
System Response for persons experiencing serious
mental illness and/or substance use disorders.
•The Honorable Janeice T. Martin
The Honorable Janeice T. Martin
Priority #5:
•Enhance Access to Housing and Services for
Veterans
•Dale Mullin, Warrior Homes of Collier
Warrior Homes of Collier
Call to Action and Next Steps
Build and Operate a Central Receiving Facility (CRF);
•Continue financial support for operations of the CRF.
Revise and Implement Non-emergency Baker Act and
Marchman Act Transportation Plans.
•Fund non-emergency Baker Act and Marchman Act
Transportation services (estimated at approximately $400,000
annually). Currently, the Sheriff’s Office provides these
transports.
Call to Action: Priority #1
Call to Action: Priority #2
Maintain and increase housing and supportive services for
individuals with mental health and/or substance use
challenges (with special consideration for older adults).
•Support zoning variances and positions that support
expanding housing options such as certified recovery
residences.
•Advocate for financial resources at federal, state, and
local levels to expand the inventory of affordable housing
and support for individual residents.
Call to Action: Priority #3
Strengthen the Behavioral Health Workforce.
•Continue to expand the inventory of affordable workforce
housing which will assist with attracting and retaining needed
behavioral health workers.
•Ensure that behavioral health workers are included in lists of
professions prioritized for affordable workforce housing.
Call to Action: Priority #4
Increase the capacity and effectiveness of Justice System
response for persons experiencing serious mental illness
and/or substance use disorders.
•Continue to fund three full-time employees at a cost of
$202,000 annually to support problem solving courts by
gathering data and efficiencies needed for grant dollars.
This support helped to obtain $500,000 in grant funds
over a three-year period.
Call to Action: Priority #5
Improve and sustain services to Veterans experiencing mental
health and/or substance use disorders and lack of appropriate
housing (with special consideration for older adults).
•Annual funding of approximately $166,463 is needed for a
Veteran case management program (including two dedicated
case managers) to assist Veterans with housing and mental
health issues.
Call to Action: Supporting Strategies
Prevention/Education/Advocacy:
•Contribute support for the ongoing operations
of the Coalition, which are budgeted at $25,000
annually.
Data Collaborative:
•Continue to invest the necessary resources to
support procurement and implementation of
the Collier County Data Collaborative.
Next Steps:
•Receive and Incorporate Commissioner feedback into
the Strategic Plan
•Present the new Strategic Plan for formal approval
Commissioner Q&A / Public Comments