Managing Entity Annual Business Operations Plan FY 14

Transcription

Program Guidance for Contract Deliverables
Incorporated Document 3
T
F
A
R
D
Managing Entity Annual
Business Operations Plan FY 14-15
SUBMITTED AUGUST 1, 2014
Broward Behavioral Health Coalition
Prepared By: SAMH Program Office
Last Update: April 22, 2014
1
Instructions
This plan will provide:
 An outline of the system of care;
 An operational plan for the current state Fiscal Year; and
 An outline of the managing entity’s strategy for the current state Fiscal Year.
This plan will be approved by the Department, and will be subject to oversight throughout the life of the
contract. It shall be completed simultaneously with the “COST ALLOCATION PLAN,” which will provide
the basis for the Managing Entity’s strategy to report expenditures. The two plans are not intended to
be mutually exclusive, and each will inform the construction of the other. This plan will demonstrate the
methodology the Managing Entity will use to capture service level data, and the management strategy
for the system of care.
T
F
A
This plan consists of three parts that must be completed. The first section is the operational plan for the
fiscal year. The second section is the provider inventory. The third section is the future fiscal year
strategy. The Department will use this to assist in the development of the legislative budget request.
R
D
The plan shall be submitted electronically, and meet the following requirements:
 The narrative portions of the plan must be submitted as a Microsoft word document, formatted
with single spacing, and no more than 11 point font.
 Quantitative data included in the narrative portion of the plan must also be submitted as a
Microsoft Excel spreadsheet.
The Managing Entity has an obligation to ensure sufficient transparency to support ongoing verification
of adherence to the plan.
Prepared By: SAMH
Last Update: May 2, 2014
2
OPERATIONS PLAN
The annual Operations Plan shall contain the following minimum elements as discussed in detail below.
SECTION 1. GOVERNANCE AND ADMINISTRATION
SECTION 2. PROVIDER RELATIONS AND DEVELOPMENT
SECTION 3. SERVICE MANAGEMENT
SECTION 4. CUSTOMER SERVICE AND CONSUMER AFFAIRS
SECTION 5. PROJECTED COMMUNITY NEED, AND
SECTION 6. ANTICIPATED SERVICE TARGETS
T
F
A
SECTION 1. GOVERNANCE AND ADMINISTRATION –
This section shall address:
1.1 Mission
The managing entity shall include a statement regarding the development, implementation,
administration, and oversight for the behavioral health safety net system of care.
R
D
Broward Behavioral Health Coalition, Inc. (BBHC) was created in 2011 and was selected by the Florida
Department of Children and Families (DCF) as Broward County’s Managing Entity (ME) for mental health
and substance abuse services. BBHC enjoys a diverse, committed Board of Directors comprised of
community stakeholders, consumers, and a limited number of providers. BBHC contracts with Concordia
Behavioral Health Inc. (Concordia) to provide some of its contracted management functions.
BBHC works with providers, consumers, and community stakeholders and BBHC’s Board of Directors
towards the implementation of BBHC’s vision which is “to ensure a responsive and compassionate
behavioral healthcare experience for people in our (Broward’s) community”. Our mission is “to advocate
and ensure an effective and efficient behavioral health system of care is available in Broward County
that promotes improved access to care, service continuity and provide for more efficient and effective
delivery of behavioral health services”.
BBHC has adopted the following system of care values:
 Consumer driven,
 Cultural competence,
 Compassionate service,
 Efficient management,
 Innovative system, and
 Fiscal integrity.
BBHC conducted a SAMH needs assessment in collaboration with the provider network, FAME, FADAA,
FCCMH. This needs assessment identified a $111,325,201 need in additional behavioral health services
for the System of Care in Broward County. Additionally, BBHC was part of Broward County Needs
Assessment process where health and behavioral health needs were identified (document available
upon request).
Prepared By: SAMH
3
This organizational overview shall include service objectives, and anticipated outcomes from the
operation of the managing entity.
BBHC’s System of Care is comprised of the Children’s System of Care and the Adult System of Care. Each
of these systems provides behavioral health services to the individuals and families in need. BBHC works
to identify service needs and gaps, prioritize them in the system of care, and then together with the
Board of Directors, the provider network, and other community stakeholders and partners work on
solution focused approaches to address those needs and gaps.
CHILDREN’S SYSTEM OF CARE
Broward has benefitted from the experience and implementation of a System of Care SAMHSA Grant,
One Community Partnership that has enriched the children’s mental health system by a committed
partnership amongst Broward County, Children’s Services Council, DCF, and many other local
stakeholders. BBHC has sustained the gains from that grant including a well-funded wraparound
initiative for children and families in Broward County. The community has also maintained the Funders
Forum which is a group comprised of all of the local funders of the children’s system of care that
coordinates funding and the service array to ensure that the funding for prevention, intervention, and
treatment services are coordinated and maximized. Additionally, the Forum financially supports county
wide initiatives to improve the quality of service delivery. BBHC Board of Directors has a System of Care
Committee that includes community stakeholders and providers to oversee and receive feedback on
services needs and gaps.
T
F
A
R
D
In the BBHC behavioral health needs assessment there was $25,392,372 identified for the Children’s
System of Care in Broward County. This need was also substantiated by the County survey which
identified a variety to services and support needs for children from birth to 21. (The Broward County
Human Services Department Comprehensive Community Need Assessment is available upon request.)
Based on the identified needs from the above mentioned assessment, below are identified service
objectives and outcomes:
Transitioning Youth from the Children’s System of Care to the Adult System of Care: One of the
identified gaps is the services for youth transitioning from the children’s system to the adult system of
care. Often youth coming out of the children’s system fall through the cracks as each system has very
different array of services and requirements. To address these issues of transitional youth, BBHC
collaborated with Broward County and other community stakeholders and applied and was awarded
SAMHSA’s System of Care Expansion Planning Grant. This grant will begin on September 30, 2014. Our
objective is to complete the one year of planning for youth from 14 years old to age 21 and submit a
proposal to SAMHSA to fund the implementation of services for transitioning youth. The First Episode
Psychosis (FEP) Program just awarded to BBHC will be crucial to address the needs of youth and young
adults in this planning grant. The overall anticipated outcome is that transitioning youth will have the
consumer and family driven services and supports needed to successfully transition to adulthood.
To Obtain 20 SIPP beds and Facilitate Access to Care: There is a lack of SIPP beds for both Medicaid
eligible youth as well as for non-Medicaid eligible youth. BBHC has received a very limited allocation of
funds for non-Medicaid youth. As a result, community children in need of SIPP placements without
Medicaid or other insurance have limited access to this level of care. BBHC’s objective is to provide
immediate access to services to youth and families in need. BBHC funds the YES (Youth Emergency
Prepared By: SAMH
4
Services) Team that functions as a mobile crisis team for children and their families. BBHC has developed
an Expanded YES Team as a pilot that offers limited interim services. A special feature of the YES Team is
the incidental cost center that allows for the individualized treatment plan to be implemented in
accordance with each child and family’s needs. The Incidental cost center is flexible funds that are
essential in successfully supporting wraparound services. We will continue to advocate for increasing
the funding for SIPP placements so this will be available for youth in Broward County.
To Obtain a Children’s Assertive Treatment (CAT) Team for Broward County: The state has received
funding two years in a row to award and expand the CAT allocation. Given Broward County’s dense
population and the numerous children waiting for SIPP placements it is imperative that Circuit 17 be
funded for CAT Teams. If Broward County is allocated a CAT Team this will provide a more intensive
multidisciplinary community treatment alternative not currently available. In addition, the CAT Team
would serve to divert some of the SIPP placements which would be both cost-effective and reduce out
of home placements. BBHC is the only ME that has not been awarded a CAT Team.
T
F
A
Child Welfare/Behavioral Health Integration: BBHC implemented the Family Engagement Program, a
team of Peer Specialists housed at the Broward Sheriff’s Office (BSO) which provides Child Protective
Investigations (CPI) for Broward County. BSO CPIs refer cases where suspected parental substance
abuse and/or mental health issues may place children at risk of harm. The team engages families into
behavioral health treatment and eliminates barriers that keep families from getting services. This has
been a very successful initiative where the engagement of challenging parents to services has increased
diverting children from the Dependency system and protecting them from harm by immediately linking
them to services by a well-trained peer specialist team. This initiative, in collaboration with providers of
behavioral health services, closes the loop on non-compliant parents by reporting to the abuse hotline
and FSFN progress or lack thereof. The outcome form this initiative is to divert families from the
dependency system and to protect children from harm.
R
D
Recovery Group Homes
In addition, BBHC has begun to work closely with the local CBC, ChildNet to develop Recovery Group
Homes as it has been a challenge to meet the needs of the youth in the child welfare system while they
are using drugs and alcohol. It is critical to insure the staff in these group homes provide services and
support for recovery in order to sustain the benefits of treatment. The objective is to ensure services are
available to child welfare youth that have substance abuse/co-occurring needs. The outcome is that
more child welfare youth with benefit from living in drug-free environment that facilitates their
recovery.
The Pregnant Post-Partum Funding Allocation is supporting treatment for women with dependent
children identified in need of substance abuse services. The objective is to provide immediate access to
services. The outcome of this initiative is that we were able to expand the capacity of this service to
serve more pregnant and post-partum woman with their children in a comprehensive residential
program that serves the family.
Promoting Clinical Training in Evidence-Based Practices (EBPs) is another special feature of our system
of care. This is a cost center that focuses on ensuring that direct service staff have expertise and provide
state of the art treatment to our community. BBHC has an ongoing learning collaborative with the
Medical School at the University of South Carolina to provide formal training and coaching to enhance
the capacity of delivering Trauma Focused Cognitive Behavioral Therapy. BBHC has included the network
Prepared By: SAMH
5
providers and additional community partners in this evidence-based practice community based learning
collaborative. Additionally, BBHC has and will continue to provide various EBP training opportunities
that address the needs of our community. The outcome is an enhanced service delivery system that
includes a multitude of clinical strategies and experts.
Juvenile Addiction Receiving Facility (JARF) Service Needs: One of the needs identified during FY 13-14
was the lack of a JARF in Broward County. BBHC has successfully worked with one CSU provider and DCF
in designating the CSU as a JARF. The outcome is that this additional level of care has benefitted the
community youth, especially our CBC partner, as children identified in need of substance abuse
treatment or co-occurring disorders are now able to be Marchman Acted into a secure setting and be
protected from further deterioration.
T
F
A
Utilization Management (UM)
BBHC launched its Utilization Management Program in June 2013 for residential levels I and II, SIPP, and
Therapeutic Group Home levels of care. The objective is to ensure that individuals placed meet the
clinical criteria and receive the appropriate level of care. Placements occur according to a centralized
waiting list by level of care. The outcomes include the availability of UM reports to provide necessary
data and trends to identify community needs and better manage the system of care.
R
D
ADULT SYSTEM OF CARE
BBHC is working with community partners, stakeholders, providers, and consumers in developing a
System of Care as reflected in BBHC’s vision, mission, and values. To accomplish this BBHC has been
working to identify strengths, needs, and gaps in the system. Broward County Human Services has
completed a comprehensive needs assessment. Additionally BBHC conducted a SAMH needs assessment
identifying a need of $85,932,829 in the adult System of Care.
Based on the identified needs from the above mentioned assessment, below are identified service
objectives and outcomes:
Mental Health Court: Broward County benefits from having the first Mental Health Court in the United
States. The adult System of Care has the largest forensic commitment rate in the State of Florida. Many
of the mental health resources are focused on addressing the myriad of needs of the forensic
population. BBHC’s objective is to shift the focus of the System of Care from a crisis forensic mode to a
preventive civil one, ensuring that the adult System of Care prioritizes civil individuals’ access by
diverting them from the criminal justice/forensic system. The outcome is to provide easy access to
services to clients identified in the civil system.
Increase the Number of Law Enforcement Officers Trained in Crisis Intervention Team (CIT): Broward
has had a CIT Program for over eleven (11) years. During the past fiscal year BBHC provided a full time
CIT Coordinator to engage all law enforcement agencies to participate in the CIT Training and to have
their workforce trained. Currently, Broward has over 700 police officers trained. The outcome is to
train 150 additional officers in FY 14-15.
Diversion from the Criminal Justice System: BBHC’s objective is to facilitate collaboration between the
Broward County Court System (including Drug Court, Veterans Court, Misdemeanor Mental Health
Court, Felony Mental Health Court, Drug Court, Dependency Drug Court, and Misdemeanor Drug Court),
Prepared By: SAMH
6
the public defender’s office, the state attorney’s office, and the provider network. The outcome is to
divert individuals and families from the criminal justice system and into appropriate treatment services.
To obtain funding for a Short Term Residential Treatment (SRT) level of care not available at this time
in Broward County. The lack of a SRT creates a gridlock in our system of care. Individuals needing access
to this level of care are taking up limited beds in the CSUs and other receiving facilities waiting for
placement in state treatment facilities. In addition, the lack of a SRT results in an increase in our
forensic system due to individuals with SMI getting in trouble with the criminal justice system. The
objective is to continue to advocate for this level of care. The outcome is to eliminate system gridlock
and to obtain funding for a SRT.
Housing: There is a tremendous need to expand the availability of housing with supports and
wraparound services for the adult population. The objective is to collaborate with housing partners and
community providers to develop housing with supports. The outcome is to ensure that individuals being
discharged from higher levels of care have appropriate housing options.
T
F
A
R
D
Virtual Visitation Pilot: BBHC has submitted to Tallahassee a proposal for a Virtual Visitation Program.
This pilot project will allow forensic specialists to visit their clients and participate in treatment team
meetings to assist in expediting the discharges from the hospital, among other outcomes. This is a cost
effective innovative method that would benefit the consumer and the system of care. Pilot was just
approved in June of 2014. Implementation will begin this fiscal year.
Addiction Receiving Facility (ARF): became operational in April of 2014 as a result of BBHC’s successful
negotiation with one of the CSU providers to become dually designated to address this need. The
objective is that this service not only benefits adults needing secure detoxification and substance abuse
treatment, but also young adults in the child welfare system and parents in need of this level of care, as
well as young adults. The outcome is that individuals are no longer inappropriately utilizing the Baker
Act facilities for substance abuse treatment and people are receiving the services they need.
To Support and Grow the Consumer/Family Network: BBHC just negotiated a contract with South
Florida Wellness Network, a Consumer-Run Network where peers can address issues and offer training.
BBHC envisions having representatives from adults, youth, and parents of youth that are receiving
services through the system of care be part of the organization. The objective in FY 2014-15 is to hire an
executive director and staff and develop an inclusive network. The outcome is that this network will take
the lead for offering trainings, advocacy, and provide support services.
Restructure Competency Restoration Training Program: A review of the existing program was
conducted and identified improvement opportunities. This was negotiated with the provider. The
objective is an improved program that is more intensive and time limited. The outcome is an increase in
individuals being restored to competency and serving those individuals that clearly meet the criteria as
BBHC’s target population.
Prepared By: SAMH
7
1.2 Operations
The managing entity shall include a description of:
 The planning and development process for the system of care that assists provider infrastructure
to be prepared for the shifting funding environment and maximizing limited block grant dollars
for those individuals, services and activities not otherwise funded through other sources.
During FY 14-15, BBHC will adopt the Block Grant requirements by implementing the following process
in order to assist the provider network with their financial endeavors:

Continue to enhance our CBA application with Block Grant requirements in order to bring a
more efficient process to the networks billing cycles and to our provider network.

Incorporate all OCAs and Block Grant Requirements to the Provider Invoice Form and ensure
that totals are reconciled and supported by the data available in the Provider Portal.

Ensure that BBHC is able to utilize its contracted funding to the greatest extent possible.

Fully incorporate new OCAs into Billing and Financial Management Processes down to the level
of service specific to the Block Grant and Attachment 1 requirements.

Implement a measure within our CBA application which tracks matched, banked and utilized
units.

Support the BBHC invoice and financial management plans via the provider invoicing.

Continue to support Reconciliation of the CBA reports per funding, expenditures and lapsed
dollars by contract.

DVI enhancements taking into account OCA structure going down to the cost center level and
services with completed enrollment/admission record.

Establish more definitive monthly, quarterly, and annual timeline for deliverables of financial
reporting and reconciliation as per new Attachment 1 contract.

Electronic reconciliation of the Managing Entity’s audit report and data information system for
Individuals Served.

Automated processes for state and federal data analysis and reporting.

The implementation of BBHC’s Credentialing Program included the process this past year of
‘Pre-Qualifying’ its existing providers as part of the BBHC Provider Network. The PreQualification process includes assurance that providers conduct financial screening of all served
consumers to ensure third party payor sources, Medicaid, Medicare and other local resources
are utilized and for assurance that BBHC funds support individuals with no coverage, no benefits
and for services not covered.
T
F
A
R
D
Prepared By: SAMH
8
It is anticipated that Federal Block Grant and State of Florida funding for behavioral health treatment
services will be available for the portion of the population below 138 percent of the poverty level and
not insured. Estimates for Broward County of this population are from epidemiological data prepared
by the United Way of Broward County’s Commission on Substance Abuse and preliminary data
submitted to the Department of Children and Families’ Behavioral Health Advisory Work Group. These
calculations are based on Broward County data from the US Census estimates for 2013, the National
Survey on Drug Use and Health Substate Data for 2008-2010 (released in 2012), and estimates of the
population below 138 percent the poverty level and not insured from the Behavioral Health Advisory
Work Group for the Florida Department of Children and Families and the American Community Survey.
Among Broward County’s total population of 1,838,844 there are an estimated 138,555 (or 7.5
percent) who are below 138 percent of the poverty level and are uninsured including:
 4,574 person with a serious mental illness in the past year,
 6,510 persons needing but not receiving treatment for alcohol use in the past year, and
 2,201 persons needing but not receiving treatment for illicit drug use in the past year.
T
F
A
R
D
The implementation strategy for the business operations of the system of care to include:
 Development, redesign and/or implementation of improved provider billing practices,
including practice management and accounts receivable systems that address billings,
collections, risk management and compliance;
BBHC will continue to make efforts related to the new Attachment 1 along with any
Block Grant requirements within our CBA financial application. The system has already
reached high levels of success within the following areas:
 Timely tracking of invoice submission and accuracy.
 Track payments by Cost Center level, OCA level, and Federal and State Block
Grants.
 Our Data Versus Invoice (DVI) report captures utilized units, banked units and
will also track matched units as of this FY.
 Our DVI will be tracking mandatory admissions along with services events which
are utilized when validating all provider payment requests.
 Our CBA Application will continue to be enhanced as required by our
contractual agreement.

Coordination of benefits among multiple funding sources, including insurance and
MHBG/SABG funding; and Adoption of health information technology that meets
meaningful use standards; and

Ensure that BBHC complies with all DCF contractual agreements along with all
Attachment 1 updated requirements.
Prepared By: SAMH
9






Electronic reconciliation of invoices submitted to the Department, including
reconciliation of the amount of funding and services specified in this contract.
Continue work with DCF to obtain improved access to the AHCA Medicaid
Enrollment database for eligibility verification.
Concordia Behavioral Health (CBH) and BBHC will continue to work with our
development partners in order to continue enhancing our provider portal taking
into consideration Meaningful Use requirements.
CBH will continue to work with our development partners in order to continue
enhancing our provider portal taking into consideration Meaningful Use
requirements
IOS Health System which is our development partner is Meaningful Use
compliant from an EHR stand point. Meaningful Use guidelines come into play
on the EHR side. All BBHC providers should have a contract in place with an EHR
vendor at this point. BBHC requires that all providers have an EHR agreement
with a certified provider and this will be implemented by January 2015. The
provider portal meets all standards for tracking outcomes and reporting.
T
F
A
R
D
Implementation of clinical strategies, including standards for the system of care that
provides a coordinated cross-sector approach to services, including primary care, and
address the needs of youth with substance use problems.
BBHC has required that all subcontracted network providers establish a formal
Memorandum of Understanding with a Federally Qualified Health Center or local
Hospital District for the provision of primary health care.
BBHC provided Motivation Interviewing training which included a train-the-trainer track
to increase capacity and set up the System of Care infrastructure to maintain this EBP
for working with individuals challenged with behavioral health issues.
BBHC has developed and rolled out a Credentialing Program which includes the
credentialing of provider agencies and ensuring a minimum standard in regards to the
professional qualifications of persons staffed at subcontracted network providers to
conduct assessment services and case management services. The minimum
requirements for BBHC funded assessment services ensures that assessors at all funded
behavioral health provider agencies have basic knowledge of mental health, substance
abuse, co-occurring disorders and trauma-informed care. This Credentialing Program
has been developed to ensure that all children, adolescents and adults entering into the
system of care be evaluated by assessment clinicians who are able to identify all clinical
needs and make the appropriate treatment and service recommendations and linkages.

Scheduled monitoring activities for the year.
BBHC develops an annual Contract Accountability Review schedule. Based on an annual
Risk Assessment completed for each subcontracted provider an annual monitoring
schedule is developed. This schedule will be available after August 1 and is provided to
the Department’s assigned Contract Manager via email. The Risk Assessment factors
the services to be delivered; the value of the contract; history of compliance; financial
Prepared By: SAMH
10
status; and history of complaints. The Assessment assists in determining the frequency
of monitoring; the scope of future monitoring; and the type of monitoring
(Administrative and/or Programmatic) needed. BBHC conducts monitoring via Desk
and/or Onsite Visits. Upon completion of the monitoring, a Contract Accountability
Review Report is prepared and sent to the provider within thirty (30) calendar days. The
Report includes deficiencies, recommendations for improvement, and any corrective
action required of the provider. While the Provider Relations Department retains
responsibility for all monitoring activities, the process is collaborative and includes
information and feedback on a provider’s performance from the Billing, Quality,
Utilization Management, and Data Departments.

Implementation of statutory and regulatory requirements.
T
F
A
BBHC adheres to, in part, the Department Operating Procedure 75-8; 65E-14, Florida
Administrative Code; chapters 39; 394; 429; 435 Florida Statutes; 58A, Florida
Administrative Code; Title XXI, Behavioral Health Network (B-Net); 65E-4, Florida
Administrative Code; 65E-11, Florida Administrative Code;65E-14, Florida Administrative
Code; 65E-15, Florida Administrative Code; and 65E-26, Florida Administrative Code in
conducting monitoring activities. Monitoring tools reflect the requirements of
applicable federal and state requirements and BBHC policies, procedures, and contract
terms and conditions. BBHC subcontracts with its providers and incorporates by
reference the requirements of its contract with the Department.

R
D
Implementation of methodology for adoption of health information technology that
meets meaningful use standards for the tracking of outcomes, and reporting progress.
BBHC’s provider portal includes the ability for providers and BBHC to produce reports
that show each provider agency’s performance for the performance outcomes as
identified on the provider’s contract Exhibit D. This enables provider agencies to track
and monitor their performance on an ongoing basis. Additionally, BBHC developed a
Performance Measures Workgroup that includes both clinical and data liaisons from
provider agencies. This workgroup looks at system-wide barriers to performance as well
as strategies for improvement. For FY14-15, BBHC is implementing a Provider Report
Card. This will provide a concise and “at a glimpse” synopsis of providers’ performance
overall with performance outcomes as well as other areas tracked, i.e. invoice
submission & data integrity, participation in BBHC initiatives, i.e. SOAR, Co-Occurring.
Additionally, Utilization Management reports are generated out of submitted provider
data which includes highlighting high-cost and high-utilizer consumers for identifying
opportunities to both reduce cost and improve outcomes for those individuals. BBHC
meets with the systems each serving this target group in order to look at integrating and
coordinating service efforts.
Prepared By: SAMH
11

How outcomes will be realized.
CBH’s provider portal captures a wide range of different reports as required by the DCF.
CBH and BBHC will capture outcomes within the following report:
 Provider Portal Outcome measure reports
 Utilization Management Reports
These measures will also be communicated and reviewed with providers during
Data/Performance Measurement Workgroups and Utilization Management Workgroup,
as well as presented to BBHC’s Board of Directors.

Analysis of the strengths, weaknesses, opportunities, and constraints of the
organization.
T
F
A
Strengths:
 Current Reporting Capabilities
 Full network data accessing and uploading
 Error reduction within data upload
 Above 95% data submission
Weakness
 Not all performance outcome measures are met
 Limited Housing Opportunities for Consumers
 Limited Funding
 Lack of Employment Opportunities for Consumers
 Lack of sufficient Substance Abuse treatment funds for parents
Opportunities
 Continue to provide training and technical assistance to providers so they can
meet their contractual agreements
Constraints
 Changes to data OCA structure
 Change in performance measure algorithms
 DCF changing requirements
R
D
1.3 Strategic Objectives
Specify the key objectives for the system of care. Include specifically in this system of care the following:

Promoting the most effective prevention, treatment, and recovery practices for
behavioral health disorders;
BBHC supports the use of evidence-based practices (EBP); research-based practice with
proven successful outcome(s), throughout its system of care service delivery. BBHC
conducted an EBP survey in order to determine what EBP and best practice methods are
utilized within our system of care. The survey results are utilized to identify training needs
and interests. Based on the provider EBP survey completed in July 2014, the BBHC system of
care includes the provision of fifty-five (55) different EBP models. The 55 evidence-based
practice (EBP) models reflect a varied and diverse range of clinical and service strategies in
working with a broad range of individuals. Included are EBPs to address substance abuse,
Prepared By: SAMH
12
mental illness, co-occurring disorders, trauma, homelessness, consumer-driven care, and
resiliency. Additionally, there are EBPs being used to increase and maximize the
engagement of those “resistant” to change and strategies targeted for children and
families. (Report available upon request) As part of BBHC’s commitment to and support of
the implementation of EBPs, since last year’s survey, BBHC has provided various training
opportunities including WRAP (Wellness Recovery Action Management), Motivational
Interviewing, Motivational Interviewing Train-the-Trainer, Trauma Focused Cognitive
Behavioral Therapy, SSI/SSDI Outreach, Access & Recovery (SOAR), WHAM (Whole Health
Action Management). BBHC has established a cost center so that provider agencies may be
reimbursed for time that direct care staff use for participating in EBP training. This
reimbursement supports training initiatives.
T
F
A
BBHC has supported the CIT (Crisis Intervention Team) Program through one of our
contracted providers. Their full-time CIT Coordinator collaborates with all of the local law
enforcement agencies and community partners to expand the CIT Program so that more
officers/deputies will be trained in mental health and substance abuse issues, in addition to
numerous other topics. Through this program, consumers will be diverted from the criminal
justice system and have greater access to the treatment they need. CIT is a nationally
recognized model program that incorporates a 40 hour training to insure that consumers
are treated in a humane manner and the police are better equipped to deal with individuals
experiencing a crisis. The CIT Coordinator organizes the CIT Training and is also available to
provide consultation with law enforcement on crisis issues and available resources.
R
D
BBHC has developed a Credentialing Program to ensure agencies’ professional staff have
active licenses and certifications, as applicable, in good standing. BBHC has developed
minimum criteria for case management and assessment staff to ensure relevant credentials,
professional experience and training. In establishing a minimum standard of professional
qualifications to deliver assessment services, BBHC ensures those assessment providers
have basic understanding and knowledge of substance abuse, mental health, co-occurring
clinical issues and trauma informed care to in turn ensure that the initial assessment
process thoroughly identifies all clinical needs and makes appropriate treatment and service
recommendations. Minimum standard for case managers also includes basic knowledge of
mental health, substance abuse, trauma informed care and the SOAR process.
BBHC has initiated and leads a system of care wide SOAR initiative. SOAR (SSI/SSDI
Outreach, Access, and Recovery) is a best-practice method designed to increase access to
the disability income benefit programs administered by the Social Security Administration
(SSA) for eligible individuals who are homeless or at risk of homelessness and have a mental
illness and/or a co-occurring substance use disorder. The SOAR initiative not only includes
BBHC having previously provided SOAR live training but the commencement and ongoing
work of the SOAR Steering Committee. The committee members include BBHC, provider
agencies, the SOAR Technical Assistance Center supported by SAMHSA and the DCF State
SOAR Lead. The Steering Committee meets approximately monthly to address barriers and
identify strategies to optimize SOAR outcomes. BBHC has assisted the participating agencies
in getting registered and utilizing the OAT (Online Application Tracking) system, funded by
SAMHSA for tracking SOAR outcomes. This initiative is key in ensuring consumers access SSA
benefits as eligible, and BBHC funding is reserved as last resort.
Prepared By: SAMH
13
BBHC has also begun touring and visiting its residential providers. Program visits include
review of schedule of activities and staffing patterns to ensure that programs are optimally
co-occurring capable and competent, as is applicable, and to ensure program activities and
staff expertise support recovery, consumer-driven care and provide the necessary resources
to help each consumer achieve their optimal potential for independence and community
living.
As part of the system of care oversight, BBHC implements quality improvement initiatives to
ensure quality services that can best meet the needs of consumers served. One initiative is
a newly developed Secret Shopper CQI program in which individuals will call subcontracted
provider agencies, utilizing call templates, to inquire about services. The purpose of the
Secret Shopper initiative is to ensure provider agency staff who are typically those
consumers and families first come into contact with are knowledgeable about available
services, provide a welcoming environment and make appropriate effort to initiate services
as indicated, and ensure compliance with Federal Block Grant requirements.
T
F
A
R
D
For Prevention:
BBHC and the United Way of Broward County’s Commission on Substance Abuse
incorporate the steps of the SAMHSA Strategic Prevention Framework in the development
of the Comprehensive Community Prevention Action Plan(CCPAP) including:
 Needs and Resource Assessment
 Capacity Building
 Strategic Planning
 Implementation with community prevention providers and others
 Monitoring and Evaluation
Prevention providers will engage the CCPAP by identifying which Goals and Objectives of the
CCPAP they will address incorporating one of the five SAMHSA prevention strategies and
related evidenced-based programs and activities. This will link process evaluation for units
of services provided to short-term, intermediate, and long-term outcomes. Thus, Broward
County and the BBHC will be able to better demonstrate the impact of its funded prevention
services.

Assuring behavioral health care is person-, family-, and community-centered;
BBHC’s management team includes a Consumer Relations Specialist. This individual brings to
the team the viewpoint and expertise of the consumer experience. This staff member is also a
certified peer specialist who serves as the BBHC managing entity liaison for consumer run
programs and advocacy groups and local consumer councils. This staff person participates in the
local ADM Planning Council, the Florida Peer Support Coalition, and the newly developed
Consumer Advisory Council. BBHC assisted in the development of a Consumer Advisory Council
that includes consumer and family representation from the adult and children’s mental health
and substance abuse systems, child welfare, and forensic system. This Council includes a parent
of a child with special needs and a youth consumer. The Consumer Advisory Council of the
BBHC Board of Directors serves to provide information and direction to BBHC for ensuring
consumer and family driven service delivery.
Prepared By: SAMH
14
The BBHC Board of Directors includes consumer representation.
The award of the One Community Partnership2 Planning Grant will provide BBHC the
opportunity to build upon an already existing collaboration with system of care partners and
stakeholders in setting up additional systems to enhance and sustain person-centered, family
and consumer driven care. The population of focus will be youth 14-21 who are transitioning
from the children to adult system.
BBHC has also assisted in the development of a new organization, the South Florida Wellness
Network. This is a consumer-run organization that will house and provide advocacy, education/
training, and support services.
T
F
A
As part of the development of enhanced evidence-based practice (EBP) service delivery, BBHC
has provided WRAP (Wellness Recovery Action Plan) training including a train-the-trainer series
to enhance capacity and sustainability of this EBP. BBHC not only has trained consumers but
also program professional staff and case managers so that as consumers enter the system of
care, programs have the internal capacity to help all consumers develop an individualized WRAP
plan, a tool that the consumer owns, takes with them, and can utilize day to day to sustain and
build on recovery.
R
D
Prevention:
The CCPAP incorporates strategies for youth, adults and families, as well as Communities and
Municipalities for the Goals and Objectives of the community plan.

Ensuring the availability of HIV and TB services for individuals receiving substance use disorder
treatment services.
The availability of these services is monitored via annual Contract Accountability Reviews to
ensure each applicable provider within the BBHC Network: 1) gives priority consideration to
federally defined priority populations; 2) providers have developed and implemented policies,
procedures, and practices to identify client service needs and when appropriate, refer the client
to another service agency (this includes Federally Qualified Healthcare Centers (FQHCs), local
health department, and local hospitals); 3) development and execution of memoranda of
understanding/agreement formalizing partnership with healthcare providers to screen and test
clients; 4) outreach efforts that target high risk clients; and 5) training of provider staff in cooccurring needs and resources (internal and external to the provider).

Encouraging effective coordination within the behavioral health care field and between
behavioral health care providers and other health care, recovery, and social support services;
A major community prevention and intervention initiative has been the incorporation of the
evidence-based Screening, Brief Intervention, and Referral to Treatment (SBIRT) process for 1430 year olds linking prevention, treatment, and health care providers.
Prepared By: SAMH
15

Trauma-informed system of care supporting behavioral health consumers and survivors of
trauma;
BBHC recognizes the vital need for trauma informed and trauma focused services. Both BBHC
and DCF have facilitated Trauma-Informed Care (TIC) Training in partnership with SAMHSA being
brought to Broward County to expose provider agency staff, consumers, law enforcement, and
other stakeholders to this philosophy. As we are moving to a system-wide culture of traumainformed care, we have made this a priority. The likelihood of consumers involved in the
behavioral health system having experienced trauma has now become more of an expectation,
rather than an exception and staff need to embrace the TIC model.
BBHC has also facilitated the Trauma Focused Cognitive Behavioral Therapy (TF CBT) Community
Based Learning Collaborative in partnership with the Medical University of South Carolina. This
collaborative has trained clinicians, referral sources and agency senior leadership regarding best
use of this EBP. Clinicians trained are eligible for national certification. BBHC has partnered with
local community stakeholders to secure resources for continuing the TF CBT learning
collaborative for a second year towards building capacity. The BBHC system of care providers
also utilize additional Trauma Focused EBPs including Seeking Safety, Traumatic Incident
Resolution / Reduction, EMDR (Eye Movement Desensitization and Reprocessing), Trauma
Focused Coping – Multimodality Trauma Treatment, and the Trauma Recovery & Empowerment
Model (TREM). Provider agencies are able to utilize the EBP Training Cost Center to bill for the
time that direct service staff spends in EBP training.
T
F
A
R
D
The BBHC Credentialing Program, as previously described in this plan, includes assuring that
provider agency staff that conduct initial assessments have training in Trauma-Informed Care.

Assisting communities to utilize best practices to enable healthy living;
BBHC has required all subcontracted providers to establish collaborative relationships via a
Memorandum of Understanding with a Federally Qualified Health Center or a local Hospital
District to ensure consumers have access to primary health care.

Making behavioral health care safer by reducing harm caused in the delivery of care; and
BBHC tracks and monitors reported critical incidents and complaints for the purpose of ensuring
appropriate follow up activity and for mitigating risk. Additionally, BBHC conducts program
reviews based on critical incident report data and received complaints and grievances. Program
reviews may include on-site program visit, facility tour/inspection, review of policies and
procedures, client files, staff and client interviews in order to identify areas for improvement.

Fostering affordable, high-quality behavioral health care for individuals, families, employers,
and governments by developing and advancing new—and recovery-oriented—delivery models.
Since its inception, BBHC has committed to increasing the quality of behavioral health services
in Broward County. Not only offering trainings in Evidenced-Based Practices, but through the
Credentialing Program, providing technical assistance, and supporting provider staff
professional development. This fiscal year, BBHC is utilizing the set aside funds to support the
Prepared By: SAMH
16
First Episode Psychosis Program that will provide cutting edge services to individuals in Broward
County, but also train those in Palm Beach and Miami-Dade Counties. BBHC aims at developing
its consumer/family network to be EBP trained and begin integrating in the formal behavioral
health systems by the end of FY I4-15. This year the consumer network will develop the
infrastructure to train network providers on EBPs to provide consumer driven care by using
WRAP throughout the network. Additionally, building the peer specialist workforce will aid
providers in hiring peer specialist into their professional services. There is research that shows
that peer specialists have a great success rate in engaging difficult individuals into treatment
compliance by using their experience as their strength for engagement Additionally, BBHC’s
network benefits from three (3) drop in centers that are consumer run. Broward also has one
clubhouse to serve those interested in a work ordered day. These programs offer recovering
individuals a place to go and receive support from peers, as well as share leisure time in a
recovery focused venue.
T
F
A
List and describe all the assumptions made, with the ability to address the key objectives, and the
potential impact if not addressed.
R
D
List and describe the specific constraints that place limits or conditions on operations.
Limited funding places constraints in our capacity to implement services. In addition to the silo funding
sources that required amendments to move funding from its initial allocation to where it is needed in
the system of care causes constraints in managing the service delivery to community needs.
The managing entity shall identify at least three areas for improvement, stated in measureable terms,
with target dates or timelines for completion. Indicate stakeholders involved in the development of areas
for improvement.
Areas of improvement
Stakeholders
Target Dates
Expansion of ASA Adult Prevention BBHC
Procurement: End of FY 14-15
service units for 18-30 year olds and 62- United Way
Implementation: FY15-16
70 year olds from the “Baby Boomer” Adult Providers, as
generation who are reporting the appropriate
sharpest increase in illicit drug use in the
most recent National Survey on Drug Use
and Health.
Increased collaboration with other
system partners such as DCF/AS and
AHCA to access nursing home placements
as those with dementia and physical
disabilities present serious challenges in
acceptance in nursing homes throughout
the state of Florida.
Partnership with Agency for Persons with
Disabilities (APD) as many consumers
have cross system needs. Alliances need
to be enhanced to expedite collaboration.
BBHC
DCF/AS
AHCA
End of FY 14-15
BBHC
APD
End of FY 14-15
Prepared By: SAMH
17
SECTION 2. PROVIDER RELATIONS AND DEVELOPMENT
2.1 Mission
The managing entity shall include a statement regarding what they want to accomplish for the system of
care.
Our mission is “to advocate and ensure an effective and efficient behavioral health system of care is
available in Broward County that promotes improved access to care, service continuity and provide for
more efficient and effective delivery of behavioral health services”.
This organizational overview shall include service objectives, and anticipated outcomes from the provider
relations and development perspective of the managing entity.
T
F
A
BBHC’s objective is to advocate for a full continuum of care to be available in our community. This
includes obtaining the needed resources to fill the gaps, which includes the following priorities:
R
D
Short Term Residential Treatment (SRT – 30 beds)
SIPP – (20 beds Non- Medicaid Youth)
CSU - (Additional 30 beds)
Family Intervention Team (FIT) – Support parents in the Child Welfare System
Children’s Assertive Treatment (CAT) Team – Assist in diverting children and families from SIPP
Placements
Criminal Justice Diversion Team
Additional Funding for Peer Support Services
Housing with wraparound support
The outcomes for enhancing our system of care with the above services include:
Less individuals requesting access to the state hospital
Less individuals in the jails/forensic system
Increase family reunification with better outcomes
Less children revolving through CSU
More individuals successfully transition from the state hospital and from the CSU to community settings
2.2 Operations
Describe the clinical standards for operations, paying particular attention to the minimization of
duplicative requirements with other public funding sources, systems and procedures.
The billing department will part take in the following tasks in order to assure the reduction of duplicative
requirements with other public funding sources, systems and procedures:

Enhance our DVI in order to assure that that 95% of providers achieve a DVI of 95% or greater
(October 2014)

Run a DVI reports which tracks matched funds (On-going)
Prepared By: SAMH
18

Evaluate instituting the requirement of Admission records prior to service record submission in
the Provider Portal allowing a great view of dual admissions (August 2014)

Ensure that Provider funding is managed to maximize the number of clients (On-going)

Electronic reconciliation of the Managing Entity’s audit report and data information system for
Individuals Served (Monthly)
Describe a plan to monitor the Marketplace to ensure that individuals with behavioral health conditions
are aware of their eligibility, able to get enrolled, and able to stay enrolled.
BBHC has initiated and leads a system wide SOAR initiative. SOAR (SSI/SSDI Outreach, Access, and
Recovery) is a best-practice method designed to increase access to the disability income benefit
programs administered by the Social Security Administration (SSA) for eligible individuals. The SOAR
initiative not only includes BBHC having previously provided SOAR live training but the commencement
and ongoing work of the SOAR Steering Committee. The committee members include BBHC, provider
agencies, the SOAR Technical Assistance Center supported by SAMHSA and the DCF State SOAR Lead.
The Steering Committee meets approximately monthly to address barriers and identify strategies to
optimize SOAR outcomes. BBHC has also worked with provider agencies to ensure case management
and other programs are structured to support the SOAR initiative and to ensure staff have the training
and administrative support to be able to complete the SOAR application for all potentially eligible
consumers. Programs work in collaboration with their agency billing teams to review cases being billed
to BBHC towards identifying consumers who may be eligible for SSA program benefits, not currently
enrolled. This initiative is critical in ensuring consumers access SSA benefits as eligible and ensures BBHC
funding is reserved as last resort for those who are not eligible and for services not covered by SSA
benefits and other available funding sources.
T
F
A
R
D
Describe how clinical standards for operations will address particularly vulnerable populations with
evolving needs.
BBHC has developed and rolled out a Credentialing Program which includes the credentialing of provider
agencies and ensuring a minimum standard in regards to the professional qualifications of persons
staffed at subcontracted network providers to conduct assessment services and case management
services. The minimum requirements for BBHC funded assessment services ensures that assessors at all
funded behavioral health provider agencies have basic knowledge of mental health, substance abuse,
co-occurring disorders and trauma informed care. The Credentialing Program has been developed to
ensure that all children, adolescents and adults entering into the system of care be evaluated by
assessment clinicians who are able to identify all clinical needs and make the appropriate treatment and
service recommendations and linkages. The minimum professional qualifications for case management
services funded by BBHC include training in trauma-informed care, SOAR and WRAP to ensure
consumers are identified who are eligible for SSA program benefits and so the case managers are
knowledgeable about WRAP so they can in turn help consumers develop and evolve their individual
WRAP plans.
Additionally, BBHC participates in the DCF Local/Regional Review Committees with community wide
collaboration in which the primary children’s funding sources come together to address system barriers
to meet the needs of the most challenging cases that cross systems.
Prepared By: SAMH
19
BBHC’s implementation of the Utilization Management (UM) Program ensures a system in which
individuals who are placed in the highest and most intense levels of care require such levels of care.
Additionally, those cases are staffed on a regular basis by the UM program and treatment provider to
ensure continued need for services and to identify most appropriate step down plan.
Describe the review strategy for Network Service Provider contracts, including performance measures
developed.
BBHC conducts regular monitoring of the provider network based on the risk assessment. These
monitoring are conducted by either a desk review or on-site monitoring depending of level of risk. BBHC
is implementing the provider Report Card for FY14-15. The Report Card will be completed quarterly and
provided to each subcontracted service provider. The Report Card will serve as an overview of the
provider’s performance including invoicing, data submission, meeting required performance measure
outcomes, utilization management of allocated funds, compliance with TANF certification, BBHC
utilization management program, consumer satisfaction surveys, and other contractual requirements.
The Report Card will serve as a tool for both provider agencies and BBHC to identify areas of needed
improvement and training and technical assistance needs.
T
F
A
R
D
Contract Accountability Reviews as well as program reviews as part of follow up activity in response to
reported critical incidents and complaints also serve to ensure network provider contract compliance
and quality of care service delivery. BBHC’s Performance Measures Workgroup meets to identify
barriers to achieving the outcomes and develops strategies for improvement.
Describe Network Service Provider engagement efforts, including how progress or change will be
communicated, opportunities for partnering with other public funding sources to reduce duplication and
overlapping of service, continuity of care, and integration activities.
BBHC holds quarterly provider meetings in order to ensure a formal venue for information
dissemination and to engage network providers in BBHC initiatives and operations. Network provider
suggestions and recommendations are utilized towards the development and enhancement of system
initiatives. Additionally, BBHC sends electronic provider updates approximately weekly that includes
reminders for upcoming meetings, trainings and community events, policy updates and other relevant
information that may impact system of care services.
Engagement of new network providers will take place through a prequalification process, credentialing
process and qualification of professionals for certain services. These processes will be advertised via
BBHC’s website as necessary and will be communicated to the existing network. Presently, BBHC
collaborates and partners with other community funders such as Broward County, the United Way, and
Broward’s Children Services Council to maximize resources and minimize duplication. Since AHCA just
finalized the implementations of the MMA’s BBHC plans to engage in negotiations to maximize their
resources and explain the needs of the SMI and SED population. Additionally, BBHC has successfully
engaged the two FQHCs in agreeing to sign MOU’s with all network providers. Also the two tax assisted
hospitals are part of the partnership. This effort has assisted in a better integration of behavioral and
primary health.
Prepared By: SAMH
20
BBHC participates in the Funders Forum of all children’s services funding entities. The Forum addresses
system needs, barriers and gaps as well as strategies to minimize service duplication and maximize
resources. For the adult population, BBHC leads the SOAR initiative, as previously described, to ensure
adult consumers are knowledgeable about and enrolled in applicable SSA program benefits so that BBHC
funds may be utilized for those ineligible and for services not covered by alternative funding sources.
Describe the provider dispute resolution process.
BBHC also has a formal process for addressing complaints and grievances. BBHC has subcontracted its
CQI systems to Concordia Behavioral Health (Concordia) which manages complaint and grievance
resolution. This process includes conducting program reviews, interviewing consumers and program
staff, towards identifying root cause and opportunities for service delivery improvement.
T
F
A
Describe how provider capacity will be built for third-party contract negotiations; e.g., negotiating
contracts for participation in a qualified health plan, or Medicaid managed care plan.
R
D
BBHC requires that all network providers obtain applicable Medicaid provider status and/or MMA plan
network status so that services covered by Medicaid MMA and other Medicaid plans are covered by
those respective Medicaid programs.
2.3 Strategic Objectives Specify the key objectives for the Network
BBHC’s key objectives for the service network include ensuring a complete continuum of care that
meets the community needs and provides quality of care evidence-based prevention, intervention and
treatment modalities. BBHC partners with community stakeholders in making system of care
adjustments to address identified needs, gaps and barriers. Additionally, BBHC has submitted Legislative
Budget Requests (LBR) in efforts to obtain needed funding to implement a Short Term (locked)
Residential (SRT) Treatment Program, not currently available in Broward as well as funds to address the
need for additional CSU and SIPP beds. BBHC participated in the statewide needs assessment process in
July 2014.
To ensure that existing services meet quality standard, BBHC conducts contract accountability reviews
and program reviews based on each network provider’s risk assessment. Program monitoring activity
looks at service delivery environment, clinical strategies, consumer satisfaction, and program outcomes.
Additionally, BBHC provides training to the system of care provider agencies to increase capacity of
evidence-based practices so that children, adolescents, adults and families can access treatment and
services best equipped to address their needs and facilitate resiliency and recovery while minimizing
continued system involvement
for improvement.
Prepared By: SAMH
21
Areas of improvement
Stakeholders
Open provider network to new BBHC
organizations through a pre- Concordia
qualification process
Interested community
provider agencies
Work in partnership with United
BBHC
Way to procure prevention services
United Way
that support the newly developed
comprehensive prevention strategic
plan
Select and pilot implementation of
BBHC
level of care assessment tool for
Concordia
SAMH
Selected Network Providers
Target Dates
End of FY 14-15
End of FY 14-15
End of FY 14-15
T
F
A
List and describe all the assumptions made, with the ability to address the key objectives, and the
potential impact if not addressed.



R
D
BBHC recognizes that open competition provides an opportunity to improve quality and service
array to best meet the needs of consumers.
It is critical that the comprehensive strategic plan be supported by providers offering EBPs to
successfully achieve the prevention outcomes for mental health and substance use
The BBHC System of Care needs to implement a tool that can assess both mental health and
substance abuse needs to determine appropriate levels of care
List and describe the specific constraints that place limits or conditions on operations.
Limited funding is the major constraint on operations.
Prepared By: SAMH
22
SECTION 3. SERVICE MANAGEMENT
3.1 Operations
Describe network capacity, by program, service type, and an estimate of clients.
Describe plans for network modification, including justification and implementation timelines.
During FY 13-14, we served the number of clients mentioned below. During FY 14-15 we anticipate
serving the same number of clients:
 Adult Substance Abuse – 9,851
 Children Substance Abuse – 3,062
 Adult Mental Health - 15,846
 Children Mental Health – 4,967
Please see Cost Allocation Plan for FY 14-15 that describes BBHC purchase of services and see below:
T
F
A
The Array of Services Offered
BBHC purchases the following array of services for the Children’s System of Care:
Children’s System of Care
Cost Center
Aftercare/Follow-up
Assessment (Will fully implement the credentialing program during FY 14-15)
Level of Care Placement Tool Pilot will be implemented FY 14-15
Case Management (Will fully implement the credentialing program during FY 14-15)
Community Support
Crisis Stabilization
Crisis Support/Emergency
Day/Night
Incidental Expenses
Information and Referral
In-Home and On-Site Services
Inpatient
Intervention
Medical Services
MH Comprehensive - Individual
Outpatient - Group
Outpatient - Individual
Outreach
Prevention
Residential Level 1
SA Recovery Support - Individual
Substance Abuse Detoxification
Clinical Supervision
Juvenile Addiction Receiving Facility (JARF) (Services added during FY 13-14)
Consumer Network/Consumer/Family Run (Services FY 14-15)
First Episode Team (Services FY 14-15)
R
D
MH
SA
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Prepared By: SAMH
23
BBHC purchases the following array of services for the Adult System of Care:
Adult System of Care
Cost Center
Aftercare - Group
Aftercare/Follow-up
Assessment (Will fully implement the credentialing program during FY 14-15)
Level of Care Placement Tool Pilot will be implemented FY 14-15
Case Management (Will fully implement the credentialing program during FY 14-15)
Forensic Virtual Visitation Pilot scheduled to start FY14-15
Crisis Stabilization
Crisis Support/Emergency
Day/Night
Drop In/Self-Help Centers
FACT Team
Incidental Expenses
Information and Referral
In-Home and On-Site Services
Intervention
Intervention - Group
Medical Services
Outpatient - Group
Outpatient - Individual
Outreach
Prevention
Residential Level 1 (Increase bed capacity by 2 in FY 14-15)
Residential Level 2
Residential Level 3
Residential Level 4
Room & Board Level 2
SA Recovery Support - Individual
Substance Abuse Detoxification
Supported Employment
Supported Housing/Living
Clinical Supervision
ARF (Services added during FY 13-14)
Consumer Network/Consumer Run (Services FY 14-15)
First Episode Team (Services FY 14-15)
R
D
T
F
A
MH SA
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Prepared By: SAMH
24
for improvement.
1.
Contract Compliance – To improve Provider self-sufficiency in managing contracts, BBHC will
facilitate Contract Manager training in August 2014. Attendance from each provider is
mandatory.
2.
Focus on individualized and consumer-driven services to ensure goals are appropriate,
achievable, and realistic. This is assessed through monitoring and quality reviews.
3.
Fully incorporate new OCAs into Billing and Financial Management Processes
4.
To provide the necessary technical support to ensure that 95% of provider network is
achieving at least 85% contract Performance Outcome measures (tentatively October 2014).
T
F
A
3.3 Network Service Provider Inventory
Provider Inventory: The Provider Inventory will serve as a catalog of behavioral health services offered in
Florida for the current State Fiscal Year. A provider inventory shall be completed for each Provider
contracted with a Managing Entity.
(See attached)
Data Elements
Data Element Description
Managing Entity Title
The title of the Managing Entity.
Total Contract Amount
The total amount of the contract between the Provider and
the Managing Entity for the current state Fiscal Year.
Program Contract Amount
The amounts allocated by program area: Adult Mental Health,
Children’s Mental Health, Adult Substance Abuse, and
Children’s Substance Abuse. The total of these amounts
should equal the amount provided for the total contract
value.
Provider
The title of the Provider.
Provider Contract Number
The contract number used to identify the contract between
the Managing Entity and the Provider.
Medicaid Provider
Is the Provider an enrolled Medicaid Provider?
Able to Bill Health Insurance
Is the Provider able to bill health insurance plans?
Site Address
Location by address.
County
Location by County.
Program
Indicate the program area(s) in which services are provided
(Adult Mental Health, Children’s Mental Health, Adult
Substance Abuse, and Children’s Substance Abuse).
Service
By location, Indicate the services provided for each program.
Unit Rate
Provide the rate for the service that the Provider has been
contracted with the Managing Entity to provide.
Unit of Measure
Indicate the unit of measure of the service listed.
Total Units Based on Allocated Funding Indicate the units that the Provider has been contracted to
provide by the Managing Entity.
Extended Amount
Multiply the unit rate by the total units. The sum of the
extended amounts for each program should equal the
program contract amounts.
Type
Indicate either 24-hour care, non-24 hour care (group), non-
R
D
Prepared By: SAMH
25
Data Elements
Capacity
DCF Funded
Clinical Staff
Medical Staff
Non-Clinical Staff
Non-Client Staff
Data Element Description
24 hour care (individual), or non-client specific services.
For 24-hour care, this will be the total number of licensed
beds.
For non-24 hour care (group and individual services), this will
be the total site caseload. This assumes the site is at full
capacity. This is not intended to mean how many people can
the site serve in one day, this is how many individuals can the
staffing pattern support. If the facility staffs 20 people who all
have a caseload of 50, the facility caseload would be
20x50=1,000.
Of the total number of licensed beds, how many are funded
by DCF. Of the total caseload, how many would be DCFfunded.
Indicate the number of clinical staff that supports the licensed
beds/caseload.
Indicate the number of medical staff that supports the
licensed beds/caseload (e.g., MD, DO, ARNP, PA, RN, LPN).
Indicate how many non-clinical staff supports the licensed
beds/caseload.
Indicate the number of staff that supports these services.
T
F
A
R
D
Prepared By: SAMH
26
Network Service Provider Inventory
14/15
Contract #
34342
34343
34344
34345
34346
34347
34348
34349
34350
34351
34352
34353
Provider
Organizational
Status
400 NW 21st St.
Wilton Manors, FL
33311
South FLA Wellness
Network, Inc.
Achievement and
Rehabilitation Center (ARC)
Archways, Inc.
Non-Profit
Non-Profit
Broward County- Elderly and
Veterans Services Division
Public Entity
Broward County - Broward
Addiction Recovery Center
(BARC)
Broward County Community
Development Corporation
dba Broward Housing
Solutions
Broward House, Inc.
Broward Partnership for the
Homeless, Inc.
Broward Regional Health
Planning Council
Camelot Community Care,
Inc.
Broward Sheriff's Office
Covenant House of Florida,
Inc.
Corp Address
Public Entity
Non-Profit
Non-Profit
Non-Profit
Non-Profit
Non-Profit
Public Entity
Non-Profit
10250 NW 53rd Street,
Sunrise FL 33351
919 NE 13TH Street,
Ft. Lauderdale FL
33304
Provider Main Phone
Website
CEO
Contacts
954-802-0022 www.SOCpartners.net
Rhonda Bohs, Ph.D. - CEO 954-802-0033
[email protected]
Rhonda Bohs, 954-802-0022
954-746-9400 www.arcbroward.com
Dennis Haas - CEO/Executive Director
[email protected], 954-746-9400
ADMIN ASST Jeanette Taylor Smith 954-7469400 X1111 jtaylorsmith@
Data - Jeanette Taylor Smith, Admin Asst 954-746-9400
X1111 jtaylorsmith@ Shawn Preston, Director, X1106
spreston@, Julie Price, VP 954-746-9400, jprice
@arcbroward.com, Danielle Johnson, Invoices, djohnson@
954-746-9400 x2217 Accts Rec Sup
954-763-2030 www.archways.org
Andrea Katz, 954-763-2030
[email protected]
Data- Rene Lopez, X223 [email protected], Aileen
Turner-Nestor, Contracts X221, Barbara Ferry, CFO X228
[email protected], Marie Fairchild, Clinical Dir,
[email protected], Adrian Trager, COO,
[email protected]
Medicaid ID
30-Jun
360366100
060497600
2995 N Dixie Highway
Oakland Park, FL
33334-2640
Wiliam Card QA Coord [email protected] 954-357-6622
X0053 Andrea Busada Div Dir, Chevella Williams (Data)
Behavioral Health Section Mgr. 954-357-6622 x0042 Joseph
Ciarmataro, Asst Div Dir.,(305-282-7729) Francisco Munoz,
Andrea Busada, 954-357-8818
CONTRACTS/Grants 954-357-6622, [email protected],
[email protected]
http://www.broward.org/HumanS Sr. Office Support Specialist, Gwen McRay 954- Verol Collins Admin Mgr., 954-357-6622 X0059 Jennifer
ervices/ElderlyAndVeterans/Page 357-6622, [email protected]
Brown, Accts. Specialist. Moises Ramy, Case Mgmt Super.
954-357-6622 s/Default.aspx
Raul Gordillo SA Super.
99082501
1011 SW 2ND Court,
Ft. Lauderdale FL
33301
Polly Cacurak Bus. OPS Mgr., [email protected]
Karen Smith, Contracts/Grants Admin
[email protected], 954-357-4887
Data Contact - Daryl Vorce [email protected] Kay
Tatum, Prog Perf Analy. Andrea Pollack, Human Serv
Section Mgr. 954-357-4805 apollack@ Jasmine Bascombe
Clinical Dir Richard Mentzer Human Serv Section Mgr,
rmentzer@ 954-357-7942, Mary Ann Merola, Dir of Nursing 60455100
305 S.E. 18th Court,
Ft. Lauderdale FL
33316
1726 SE 3rd Ave, Ft.
Lauderdale, FL 33316
920 NW 7 Ave.
Ft. Lauderdale, FL
33311
200 Oakwood Lane Suite 100, Hollywood,
FL 33020
1925 South Perimeter
Road - #120, Ft.
Lauderdale FL 33309
2600 SW 4th Avenue,
Ft. Lauderdale, FL
33067
733 Breakers Avenue,
Ft. Lauderdale, FL
33304
954-357-4887 www.broward.org
Paul Faulk, 954-357-4860,
[email protected], Div. Director
ASST Patricia Bailey Division Admin Asst
[email protected] 954-357-4860
Lisa Vecchi - CEO, 954-764-2800 (cell 954554-0474)
[email protected]
954-764-2800 www.browardhousingsolutions.org CEO ASST Eileen Pinzas
954-522-4749 www.browardhouse.org
Stacy Hyde - CEO, 954-522-4749,
[email protected]
CEO ASST Mary Schuch 954-522-4749,
[email protected]
954-779-3990 www.bphi.org
Ms. Frances Esposito, 954-779-3990 X1313,
[email protected]
Exec. Asst Thrudy Hamilton 954-779-3990
X1317
954-561-9681 www.brhpc.org
Mike DeLucca - CEO, 954-561-9681,
[email protected]
Yolanda Falcone, Mgr., Admin Serv 954-5619681, [email protected]
Michael DiBrizzi - CEO, 727-369-0380 X1127
[email protected]
CEO ADMIN ASST Denise Schobel
954-958-0988 www.camelotcommunitycare.org mschobel@, 727-369-0380
954- 761-2641 www.sheriff.org
954-568-7937 www.covenanthousefl.org
R
D
include on all correspondence:
Eileen Pinzas Director of Housing Admin
[email protected] Javier Lazo, Data
Contact (Housing Coordinator)
[email protected]
Data, Stephanie Ryan X3234 [email protected]
Gary Sullivan Dir of Contracts X1211,
[email protected], Steve Nolte VP & COO X1203
snolte@, Paula Simmonds, Dir of Finance psimmonds@,
Anya Thornberry, Dir of Client Serv X2202 athornberry@,
Edwige Jacques-Parent, DIr of Resid/Clin Serv X3212,
ejacques-parent@, Mary Schuch, CEO Asst. mschuch@
alternate to CEO - COO Michael Calderin
[email protected] 954-779-3990x1301
Contracting/Compliance Laura Turk, Contract Mgr
ljturk@bphi Jo-Ann Anstett, Dir of Program Svs,
[email protected], Director of Operations: Erika Laverde:
[email protected]
Billing Sue Ellen Boatright, controller [email protected]
X1325 data/IT Barbara Brooks Records Clerk
[email protected] X1129
Mia McNerney, Dir Finance/Contracts
954.561.9681 X 1248
[email protected] Contract Mgr., Delfern Stevenson,
Forsenic Team Sup/Contracts, dstevenson@ Kay Dodrill,
Forsenic Specialist/Clinician 954-561-9681,
[email protected] Data - Jonathan Hill [email protected]
Michele Disorbo [email protected]
954-958-0988 x3002 Data Sandra Bowman
[email protected]
727-593-0003 X1219
N/A
670189200
NA
pending
70592600
Drug Court - Abbey Hand 954-535-2390 x-369
Dwight Stephens - 954-410-1969
JAT - Sarah Cummings - 954-562-0003
Data - Dwight and Sarah
Scott Russell, Captain
[email protected]
Only Contact: Norma McGraw 954-321-4473, [email protected]
Carla Taylor-Bennett 954-321-4369 Carla_Taylor-Bennett@ NA
[email protected]
James M. Gress - Exec. Dir., 954-568-7925
[email protected]
Cathy Branch, 954-568-7939
[email protected]
Data Patricia Jones [email protected]
Number of
Employees
FYE
NA
30-Sep
Service(s)
Deaf or Hard of
Hearing Single
Point of Contact
Data Security
AMH - Case Mgmt; Med Svc.; Outpatient (I
7 and G)
T
F
A
30-Jun
30-Sep
AMH - Assessments; Case Mgmt.; Recovery
Support (I); ASA - Outpatient (I) Outreach (I);
Aftercare (I and G)
ASA - Day/Night; Medical Svc.; Outpatient (I
153 and G); Res II, III; IV; SA Detox
EBP
HIPAA Privacy
AMH -
AMH - Assessments; Case Mgmt.; Med Svc;
Outpatient (I and G); Outreach; Prevention;
Supported Employ; Room & Board (II and III)
ASA - Case Mgmt.; Outreacu; Outpatient (G);
Intervention (G)
30-Sep
Service Delivery Location
AMH Outreach
Frank Morales
fmorales@arcbrowar Julie Price, VP
d.com
jprice@arcbroward
954.746.9400
.com
Cognitive Behavioral Therapy, Dialectical Behavioral
Therapy, Family Behavior Therapy, Motivational
Enhancement Therapy, Motivational Interviewing, Trauma
Focused Cognitive Behavioral Therapy, Comprehensive
Continuousd Integrated System of Care, Brief Strategic
Family, Wrap Around Case Management
10250 NW 53 St
Sunrise 33351
Desiré Hill
[email protected]
m
954.746.9400 X1113
919 NE 13th St
FTL 33304; Res II 1142 NE 5th Ave
FTL 33304; ATAP
2617 NW 9th Lane
Wilton Manors 33311; Bennett Apartments
1133 NE 5th Terrace
FTL 33304; Sunshine Apartments
1720 NE 11th St
FTL 33304
Marie Fairchild,
Clinical DIrector
Rene Lopez, IT/MIS
Mfairchild@archway Specialist
s.org
[email protected]
2995 N Dixie Highway, Oakland Park, FL
33334
Chevella Williams,
Behavioral Health
Sect Mgr.,
954-357-6622 x0042 Carol Wheat
Carol Wheat
chewilliams@browar [email protected]
[email protected] d.org
None
rg
Admissions - 1011 SW 2 Court, Ft.
Lauderdale FL 33312 (954-357-4851); NR
and Detox - 1000 SW 2 Street, Ft.
Lauderdale, FL 33312 (954-357-4880); Res
- 3275 NW 99th Way, Coral Springs, FL
33065 (954-357-7940); Outpatient - 900
NW 31 Avenue, Ft. Lauderdale, FL 33311
(954-357-5080); 4733 SW 18th St
Hollywood 33023
Andrea Pollack,
LMHC, CAP,Human
Serv Section
Manager
954-357-4805,
[email protected]
g
Mary Malatesta,
Housing Coordinator Lisa Vecchi
marym@browardhou lisav@browardhousin
singsolutions.org
gsolutions.org
David Optikar,
COO
davido@browardho
usingsolutions.org Housing First Model
Patrick Francois
954-357-4807
[email protected]
rg
Aileen TurnerNestor, Prog
Support Specialist,
Quality Mgr
[email protected]
Patrick Francois,
Medical Records
Sup
954-357-4807
pfrancois@browar
d.org
Cognitive Behavioral Therapy, Motivational Interviewing,
Wellness Recovery Action Plan, Comprehensive Continuous
Integrated System of Care, Solution Focused Brief Therapy,
Seeking Safety, Stages of Change, Guiding Good Choices,
Parent to Parent, Active Parenting, Integrating MH &
Primary Care
Trama Focused Cognitive Behavioral Therapy,
Comprehensive Continuous Integrated System of Care,
Stages of Change, Brief Strategic Family, Seeking Safety
30-Sep
AMH - Supported Housing
305 SE 18 CT
FTL 33316
30-Jun
ASA - Day/Night; Intervention (I and G) and
Outreach
1726 SE 3rd Ave
FTL 33316; 501 SE 18 Ct
FTL 33316; 2800 N Andrews Ave
Wilton Manors 33311
Darius Charlton, QA
Mgr.,
Dcharlton@browardh
ouse.org
Tony Cabreja, 954522-4749,
tony@browardhouse.
org
Mary Schuch,
mschuch@browar
dhouse.org, 954522-4749
Cognitive Behavioral Therapy, Eye Movement
Desensitization & Reprocessing, Motivational Interviewing,
Trauma Focused Cognitive Behavioral Therapy, Trauma
Recovery & Empowerment Model, Brief Strategic Family
920 NW 7th Ave
FTL 33311
Jo-Ann Anstett,
Director of Program
Services
[email protected]
X1112
Erika Laverde,
Director of
Operations
[email protected]
X1111
Jo-Ann Anstett,
Director of
Program Services
X1112
[email protected]
Motivational Interviewing
200 Oakwood Lane, Suite 100
Hollywood 33020
Delfan Stevenson,
Forsenic Reint Team
Sup.
Dstevenson@BRHP
C.org
Jonathan Hill, IT/MIS
System Administrator
[email protected]
954-615-2810
Sharon
Dodrill,Forsenic
Specialist QA/QI
sdodrill@
BRHPC.org 954561-9681
Motivational Interviewing and Wellness Recovery Action Plan
Steve Tuttle
[email protected]
m
Jennifer
Cooperman
jcooperman@cam Cognitive Behavioral Therapy, Motivational Interviewing,
elotcommunitycare Trauma Focused Cobnitive Behavioral Therapy, Infant MH
.org
Assessment & Treatment
30-Sep
30-Jun
30-Jun
30-Sep
30-Jun
AMH - Med Svc.; ASA - Assessments;
Outpatient (I and G); Supported Employ
AMH - Outreach; CMH - Outreach; ASA Outreach
CMH - Assessments; In-Home/Onsite; Med
Svc.
CMH - Assessments; ASA - Assessments;
14 Outpatient (I); CSA - Assessments
CMH - Assessments; ASA - Intervention; Res
70 II; CSA - Intervention (I); Outreach
1925 S. Perimeter Road
Suite 120
FTL 33309
Michelle DiSorbo
mdisorbo@camelot
communitycare.org
Drug Court (ASA) 4200 NW 16 St (2nd floor)
Lauderhill 33313;
2201 W Sample Rd
Bldg 8, Ste 1-4A
Pompano 33073; CMH - 2600 SW 4th
Avenue, Ft. Lauderdale, FL 33315
Cognitive Behavioral Therapy, Dialectical Behavioral
Therapy, Family Behavior Therapy, Motivational
Enhancement Therapy, Motivational Interviewing,
Multidimentional Family Therapy, Trauma Focused
Cognitive Behavioral Therapy, Traumatic Incident
Reduction, Tobacco Cessation CTTS, Double Trouble in
Sarah GillespieRecovery, Multisystemic Therapy, Trauma Focused Coping,
Cummings
Seeking Safety, Wrap Around CM, MH 1st Aid, Functional
Sarah_GillespieJohn Murphy
[email protected] John_Murphy@sheri David_Erdman@she Family Therapy, Hazelton Minnesota Model, 10-Key
rg
ff.org
Components of Drug Court
riff.org
733 Breakers Ave
FTL 33304
James Gress Executive Director
jgress@covenanthou
se.org
Carl Acker - Director
of Business
Management
Services
cacker@covenantho
use.org
Laurie Noel-Leon Director of HR
lnoel@covenantho
use.org
Cognitive Behavioral Therapy and Motivational Interviewing
27
14/15
Contract #
34354
34355
34356
34357
34358
34359
Provider
Foot Print to Success
Clubhouse, Inc.
Ft. Lauderdale Hospital, Inc.
Gulf Coast Jewish Family
and Community Services,
Inc.
Organizational
Status
Non-Prodit
Private
Non-Profit
Henderson Behavioral Health
, Inc.
Non-Profit
House of Hope, Inc.
Non-Profit
National Mentor Holdings, Inc
dba Institute for Children and
Private
Family Centered Services
Corp Address
3511 NW 8th Avenue
Suite 7, Pompano
Beach, FL 33064
1601 East Las Olas
Blvd, Ft. Lauderdale FL
33301
14014 Icot Blvd,
Clearwater, FL 33760
4740 N. State Road 7,
Suite 201, Ft.
908 SW 1ST Street, Ft.
4101 Ravenswood
Road - Suite 323,
Dania Beach, FL
33312
34360
Kids In Distress, Inc.
Non-Prodit
819 NE 26th Street,
Wilton Manros, FL
33305
34361
Mental Health Association of
Broward County, Inc.
Non-Profit
7145 W. Oakland Park
Blvd, Lauderhill, FL
33313
34362
34363
34364
34365
NAMI of Broward County,
Inc.
New Direction Institute, Inc.
North Broward Hospital
District
Non-Profit
Non-Profit
Non-Profit
Our Children Our Future, Inc. Non-Profit
34366
Silver Impact, Inc.
34367
Smith Mental Health
Associates, Inc.
4161 NW 5th Street,
Suite 203
Plantation, FL 33317
6730 West
Commercial Blvd,
Lauderhill, FL 33319
1600 South Andrews
Ave, Ft. Lauderdale, FL
33316
2835 Hollywood Blvd.,
4th Floor, Hollywood,
FL 33020
Non-Prodit
7155 West Oakland
Park Blvd, Lauderhill
FL 33313
Non-Profit
601 South State Road
7, Plantation FL 33317
Provider Main Phone
Website
954-657-8010 www.footprintsuccess.org
(954) 463-4321
CEO
Contacts
Medicaid ID
Barbara Harmon - CEO, 954-657-8010
[email protected]
Data - Barbara Harmon [email protected]
Manuel Llano - CEO, 954-463-2962
[email protected]
CEO ASST Nanette Lopez, 954-463-4321,
[email protected]
Data, Maggie Dante, High Point 5960 SW 106 Ave, Cooper
City [email protected], 954-680-3997 Data, Kathy
Leonard 954-463-4321. [email protected], Elissa
Leatherman, data input,elissa.leatherman@, Kathy McBrien,
PI Director x690 Varonica Oehl, CFO-(ATL SHORES 954771-2711) Contract Mgr,& Manny Llano ONLY for contract
documents [email protected] Nanette Lopez
Controller, (if VOehl unavail) [email protected],
CREDENTIALS -James Hurley, Dir, Admin, jim.hurley@,
Carlos Gato, HR, carlos.gateo@
N/A
Rochelle Tatrai Ray - President/CEO, 727-4791845
http://gulfcoastjewishfamilyandco [email protected], EXEC ASST Robin
727-479-1800 mmunityservices.org/
Barnhart 727-479-1864 [email protected]
Steve Ronik, Ed.D. - CEO, 954-777-1626,
Administration # [email protected]
4005 www.hendersonbehavioralhealth.o Renee Burkel, Exec Asst to CEO 954-777954-777-1622 rg
1640 [email protected]
Michael Moskal 727-479-1827 [email protected]
invoice/budget; Kris Loomis kloomis@, 727-450-7262
data/IT; Tania Hamilton 954-829-7453 thamilton@ Program
Dir; CFO Carla Washinko notify for all provider mtgs 727479-1861 cwashinko@; Carolyn Yandek 727-450-7269
cyandek@ billing/credentialing
NA
60569703
R
D
Lee Wein
[email protected]
954-777-1673, Pamela Galan, COO
Data Luis Quicano [email protected]
& rebecca smith rsmith@, Invoice Erica Ricketts CFO
ericketts@ 954-777-1622 & Jonathan Gogolen Sr. Acct, 95460338400
777-1667 jgogolen@
Number of
Employees
FYE
Service(s)
3511 NW 8 Ave
Suite 7
Pompano Bch 33064
30-Sep
AMH - Clubhouse
30-Dec
1601 E Las Olas Blvd
FTL 33301; Atlantic Shores
4545 North Federal Highway, Ft.
Lauderdale, FL 33308 (954-771-2711)
COO-Roland Peltier, Chief Nursing OfficerDonna Linette, Therapist-Bella Small; High
Point Treatment Center
AMH - Res I; CMH - Crisis Stab.; Res I; ASA - 5960 SW 106 Ave
Cooper City 33328
SA Detox; CSA - Res I
T
F
A
30-Jun
AMH - Assessments; Crisis Support;
Intervention (I); Res I; Res IV; Supp Employ;
Supp Housing; Room & Board I; ASA 201 - 206 and 208 - 209 NE 40th Court,
Recovery Support (I); CMH - Recovery Support Oakland Park FL 33334; 5400 University
(I)
Drive Suite 507, Davie FL 33328
30-Jun
2900 W Prospect Rd
FTL 33309; 330 SW 27 Ave
FTL 33312; 4700 N State Rd 7
FTL 33319; 2900 W Prospect Rd
FTL 33309; 330 SW 27 Ave
FTL 33312; 2677 NW 19th Street, Fort
Lauderdale 33311; 5800-5810 N.W. 27th
AMH - FACT; AMH - Case Mgmt.; Crisis Stab; Court, Lauderhill, FL 33313; 5700 N.W.
Crisis Support; In-Home/Onsite; Medical Svc.; 27th Court, Lauderhill, FL 33313; 868 S.W.
Outpatient; Outreach; Res I, II, and III; Room & 10th Street, Pompano Beach, FL 33360;
Board I, II, and III; CMH - Crisis Support; In330 S.W. 27th Avenue, Fort Lauderdale, FL
Home/Onsite; Intervention (I); Medical Svc.;
33312; 1957 Jackson Street, Hollywood, FL
and Outpatient (I); ASA - Day/Night;
33020; 3501 South University Drive, Suite
Intervention (I); Outpatient (I); and Outreach;
6
Davie, FL
CMH - BNet
33328
908 SW 1st St
FTL (Men's Residential and Admin office);
AMH - Res II and III; ASA - Assessments;
901 NE 17th St
Case Mgmt.; Intervention (I and G); Outpatient FTL (Stepping Stones - Women's
42 (I and G); Res II and III; Aftercare (I and G);
Residential)
Deaf or Hard of
Hearing Single
Point of Contact
Data Security
EBP
HIPAA Privacy
ICCD (International Center for Clubhouse Development)
Barbara Harmon
Barbara Harmon
Barbara Harmon
BH_2603@bellsouth BH_2603@bellsouth. BH_2603@bellsou Clubhouse Model, Motivational Interviewing, Wellness
.net
net
th.net
Recovery Action Plan
Maribel Quiala,
Clinical DIrector
maribel.quiala@uhsi
nc.com
Rene RobinsonFlowers Interim QI
Dir/Corp 727-4791800
[email protected]
Cognitive Behavioral Therapy, Double Trouble in Recovery,
Eye Movement Desensitization & Reprocessing, Family
Behavior Therapy, Child Parent Psychotherapy,
Motivational Enhancement Therapy, Motivational
Interviewing, Seeking Safety, Wellness Recovery Action Plan,
Comprehensive Continuous Integrated System of Care
Maribel Quiala,
Clinical DIrector
maribel.quiala@uhsi
nc.com
Kathy Leonard, Dir
HIMS
kathy.leonard@uh
sinc.com
Laurence Roberts,
CIO 727-479-1869
lroberts@#gcjfs.org
Brief Strategic Family Therapy, Cognitive Behavioral
Therapy, Family Behavior Therapy, The Nurturing Parent
Program, Child Parent Psychotherapy, Motivational
Focused Cognitive Behavioral Therapy, Seeking Safety,
Rene RobinsonFlowers Interim QI Wellness Recovery Action Plan, Wrap Around Case
Dir/Corp 727-479- Management, Comprehensive Continuous Integrated
System of Care, Second Step, Transition to Independence
1800
[email protected] Model, MH First Aid
Therapy, Dialectical Behavior Therapy, Double Trouble in
Recovery, Multisystemic Therapy, Motivational
Focused Cognitive Behavioral Therapy, Seeking Safety,
Amy Schimelfenyg
Amy Schimelfenyg Wellness Recovery Action Plan, Wrap Around Case
aschimelfenyg@hen Rebecca Smith
aschimelfenyg@he Management, Comprehensive Continuous Integrated
dersonbehavioralheal rsmith@hendersonbe ndersonbehavioral System of Care, Homebuilders, Assertive Community,
havioralhealth.org
th.org
health.org
Supported Employment
Janet McCulloh
Janet McCulloh Admin
Admin Dir 954-524- Deep Trouble in Recovery, Motivational Enhancement
Therapy, Motivational Interviewing, Seeking Safety, MH
Dir 954-524-8989,
8989,
janet@houseofhopeo wendi@houseofhopeo janet@houseofhope First Aid, Living In Balance, A New Direction: A Cognitive
Behavioral Curriculum
nline.org
nline.org
online.org
Wendi Rabucha, LCSW
Interim Executive Director/Clinical Director
954-524-8989 X104,
[email protected]
DATA: Joe Soler [email protected]; Yuri Alejaldre 954524-8989 (cell 954-803-1537) [email protected] invoices Janet McCulloh Admin Dir., janet@ 954-524-8989(cell
3994100
954-816-8052)
Brianne Smith - VP Clinical Prod Dev,
954-367-9200,
[email protected]
Tami Donovan, Exec Asst 919-367-9200
[email protected]
Beverly Bain, Contract Mgr.,
Data Cherrie Camper
[email protected]. Exec Asst, Brad
Clowney, Bus. Mgr., Finance, brad.clowney@, 813-2810123 X17
954-390-7654 www.kidinc.org
Mark Dhooge, 954-390-7654 X 1302
[email protected] (cell 954-242-2885)
ASST Beverly Bryant X1139
[email protected]
Kevin Bochenek, Clin Dir & Aftercare Coord, 954-390-7654
X1257, [email protected] Data Lisa Bayne, VP
Programs
[email protected] Monica Navarro COO/VP of
Social Enterprise (data) X1226 monica [email protected]
Elisha Majeed, invoice [email protected]
7654 X1356
30-Jun
CMH - Intervention (I) (Prevention)
819 NE 26 St
Wilton Manors 33305
Larry Puebla
Lisa Bayne
larry puebla@[email protected] corp.com
954-746-2055 www.mhasefl.org
Paul Jaquith, 954-746-2055
[email protected]
Data LARRY COHEN X103 INCLUDE ON ALL
CONTRACT DOCUMENT REQUESTS W/PAUL JAQUITH
[email protected]
N/A
30-Jun
AMH - Drop In Center; Outreach; Prevention
7145 W Oakland Park Blvd
Lauderhill 33313
Paul F. Jaquith
Paul F. Jaquith
Paul F. Jaquith
Paul@MHASEFL.
[email protected] [email protected] org
Edna Einhorn - President, 954-739-1888 cell
954-258-3990
[email protected]
Rhoda Sokoloff, vice president
[email protected] copy on corres to Edna
954-471-7779
Data Shelby Decker, Exec Dir
30-Dec
AMH - Outreach
3500 N State Rd 7
Suite 214-4
Lauderdale Lks 33319
[email protected] [email protected] unicornfl@bellsouth
None
et
et
.com
954-524-8989 houseofhopeonline.org
954-316-4926 www.ifcsinc.com
954-316-9907 www.NAMIBrowardInc.org
NA
NA
Dr. Grace Brooks, 954-748-8444 X208
[email protected] (cell 954-805-4674)
EXEC ASST Althea Bristol
Data Althea Bristol, X207, (954-708-3782 cell)Exec Admin
[email protected], Steve Gardner, Accountant,
954-355-4400 Browardhealth.org
Frank Nask, 954-355-5610
[email protected]
ASST Tamika Jones, t4jones@
Carlton Mills, Director Behavioral Health Service 954-7123995 (beeper: 954-528-2983)
[email protected]
Data Pamela Hendricks [email protected],
Tamika Jones, Contract Administration 954-831-2708,
[email protected]
954-929-7515 www.ourchildrenourfuturefl.org
Veronica V. James, Executive Director
954-929-7515
[email protected]
([email protected])
954-572-0444 NA
Ilene G. Greenberg, Exec Dir
cell 954-205-1039, [email protected]
Ilene Greenberg [email protected]
954-321-2296 www.SmithCMH.com
Joanne Correia-Kent, 954-321-2296 X202
[email protected]
Data Arlene Ramariz [email protected], Donna
Lavalle Co-Director, [email protected]
70164500
954-748-8444 www.newdirectioninstitute.org
Miami Office - 305-892-6161
NA
10012901
0709212 00
NA
30-Jun
30-Jun
30-Mar
30-Jun
31-Dec
30-Sep
31-Dec
CMH - In-Home/Onsite; ASA - In7 Home/Onsite; Recovery Suport (I and G)
4101 Ravenswood Rd Suite 323
Dania Bch 33312
AMH - Assessments; Day/Night; Med
Services; Outpatient (I); CMH - InHome/Onsite; Medical Svc.; ASA - Intervention 6730 W Commercial Blvd
25 (I) and Outpatient (I)
Lauderhill 33319
3107 AMH - Crisis Support/Emergency
1600 S Andrews
FTL 33316
CMH - Assessments; In-Home/Onsite; Medical 2835 Hollywood Blvd, 4th Floor
Svc.; Outpatient (I); Recovery Support (I)
Hollywood 33020
AMH - Drop-In Center; Outreach
7155 W Oakland Pk Blvd
Lauderhill33313
AMH - Assessments; In-Home/Onsite; Medical
Svc.; CMH - Assessments; In-Home/Onsite;
601 S State Rd 7
Medical Svc.; Outpatient (I and G); Recovery
Plantation 33317; 4265 N Pine Island Rd
99 Support (I)
Sunrise 33317
Amber Thomassen
Infant Mental Health Assessment and Treatment,
Cherrie Camper
Amber.Thomassen@ Bill Painter
Cherri.Camper@The TheMentor
Bill.Painter@TheM Comprehensive Continuous Integrated System of Care,
Mentor Network.com Network.com
entorNetwork.com Family Centered Treatment
Althea Bristol
Larry Puebla
larry [email protected]
Therapy, The Nurturing Parent Program, Motivational
Interviewing, Trauma Focused Cognitive Behavioral Therapy,
Infant Mental Health Assessment and Treatment,
Homebuilders, Functional Family Therapy, Solution Focused
Brief Therapy, Stregthening Families, Adoption Competency
Certification
None
Althea Bristol
Dr. Grace Brooks
[email protected]
m
altheagodsimage@ao altheagodsimage@ Cognitive Behavioral Therapy, Motivational Interviewing,
l.com
aol.com
Guiding Good Choices
Jenny Macky
954-355-5555
Pamela Hendricks
Phendricks@broward Jenny Macky
health.org
954-555-5555
Rosa Sandoval
Veronica James
rsandoval@our
vjames@ourchildren children
ourfuturefl.org
outfuturefl.org
Cognitive Behavioral Therapy, Family Behavior Therapy,
Motivational Interviewing, Wrap Around Case
Management, Comprehensive Continuous Integrated System
of Care, Solution Focused Brief Therapy
Veronica James
vjames@ourchildre Cognitive Behavioral Therapy, Motivational Interviewing,
MH First Aid
nourfuturefl.org
Illene G.
Greenberg
Illene G. Greenberg Illene G. Greenberg [email protected]
[email protected] [email protected] et
Wellness Recovery Action Plan (WRAP)
Michael
Michael Houghtaling
Houghtaling@smithC michael.houghtaling
MH.com 219
@smithCMH.com
Michael
Houghtaling
michael.houghtalin Cognitive Behavioral Therapy, Motivational Interviewing,
Trauma Focused Cogtnitive Behavioral Therapy, Alternatives
g
@smithCMH.com for Famillies
28
14/15
Contract #
34368
34369
Provider
South Broward Hospital
District d/b/a Memorial
Healthcare System
Spectrum
Organizational
Status
Non-Profit
Non-Profit
Corp Address
3501 Johnson Street,
Hollywood, FL 33021
6100 Blue Lagoon
Drive, Suite 400,
Miami, FLA 33126
34370
Susan B. Anthony Center,
Inc.
Non-Profit
1633 Poinciana Drive,
Pembroke Pines, FL
33025
34371
Task Force for Ending
Homelessness, Inc.
Non-Profit
915 NE 3rd Avenue,
Suite 3, Ft. Lauderdale,
FL 33304
34372
34373
34374
The Chrysalis Center, Inc.
The Starting Place, Inc.
United Way of Broward
County
For Profit
Non-Profit
Non-Profit
3800 W. Broward
Blvd., Suite 100, Ft.
351 N. State Road 7,
Suite 200, Plantation
FL 33317
Ansin Building, 1300
South Andrews
Avenue, Ft. Lauderdale
FL 33316
34375
Volunteers of America
Non-Profit
405 Central Avenue,
Suite 100, St.
Petersburg, FL 337013866
NA
Peer Partners, Inc.
Non-Profit
400 NW 21st St.
Wilton Manors, FL
33311
Provider Main Phone
Website
CEO
Contacts
Medicaid ID
Frank V. Sacco, FACHE, 954-987-2000
[email protected]
Tammy Tucker, Administrator (contact person)
[email protected] Tim Curtin Admin Dir., TCurtin @mhs.net,
954-985-7004 Signatory authority Zeff Ross, SR VP & CEO
DATA Jennifer Benson 954-985-7000 x259 & Johany
Caban, 954-276-3419. Invoice, P Gayle-Jones 954-2872000, Clinical Claudia Lifland, 954-276-3403, clifland@
360345801 CMH
Barbara Levy, Dir of Nursing, blevy@ 954-265-4293
010020000 hospital
Bruce Hayden - CEO, 305-398-6128
[email protected]
ASST Caroline Boyette 305-398-6128
[email protected]
CONTRACTS Ileana Garcia, COO & EXEC VP
[email protected], Julio Ruiz, SR CONTRACT MGR
305-643-7800 X4713, [email protected], Patricia
Flores, Contract Specialist, pflores@305-398-6141
Data Caridad Dominguez
[email protected]/Angel Robaina, 305398-6171, [email protected] Oscar Garcia GM of
Technology 305-398-6123, [email protected];
Exec VP of Finance Jorge Balcazar
029594906
954-733-6068 www.susanbanthonycenter.org
Dean Dalberry, Interim CEO
954-733-6068 X2013
[email protected]
ASST Gillian Steadman X2014 gsteadman@
Deon Pottinger Groves FOO X2010, dgroves@, Vanessa
Major, (vmajor cell 305-338-1574) Program Director X2024,
vmajor@ Dean Dalberry, Contracts, Susan Nyamora, Prog
Sup/Prog X2002 snyamora@, Krista Bloom, Clinical Dir.,
070669800
X2008, kbloom@
954-525-3494 NA
Lorraine Wilby, 954-525-3494
[email protected]
Lorraine Wilby [email protected]
954-587-1008 chrysalishealth.com
Manuel Mendez - Pres/CEO, 954-587-1008
[email protected]
[email protected] Data CONTRACT POC
Elida Segrera [email protected] 954-587-1008
X 1076 Catherine Roogow (cell 954-464-4650)
[email protected], INVOICE Mario Toulon
m.toulon@, Vivian Demille, VP vdemille@, Joe Monastra,
075982100
CTO, jmonastra@
954-327-4060 startingplace.org
Data CONTRACT POC [email protected] Elida
Segrera [email protected] X
Marsha Currant, Exec Dir, 954-327-4060, cell 1076 Catherine Roogow (cell 954-464954-4 64-6650
4650)[email protected], INVOICE Mario Toulon
[email protected]
m.toulon@, Vivian Demille, VP vdemille@, Joe Monastra,
060045801
Tammy Tucker - Board Chair, [email protected] CTO, jmonastra@
954-987-2000 www.mhs.net
305-398-6100 www.miamibehavioral.com
954-760-7007(110) www.drugfreebroward.org
Kathleen Cannon - CEO, 954-462-4850
[email protected]
ASST Chanale Baldwin 954-308-3721
cbladwin@
727-369-8500 www.voa-fla.org
Janet M. Stringfellow - Pres/CEO
727-369-8500
[email protected]
EXEC ASST Susan Tracy 727-369-8486 stracy
@
954-882-5103 [email protected]
Ilisa Smukler - CEO, 954-882-5103
[email protected]
R
D
Kathy Gent, Director Contract Admin.
[email protected] 954-308-9262 Gonzalo
Cadima Senior Director (Contracts corres)
Maria Hernandez, (notify for all provider meetings)VP
Program Operations, 954-453-3763,
[email protected]
NA
NA
Number of
Employees
FYE
30-Apr same as below
Service(s)
30-Jun
30-Sep
AMH - Res III; ASA - Assessments; Case
Mgmt.; Outpatient (I and G); Outreach;
Aftercare (I and G)
ASA - Assessments; Outpatient (I and G);
Outreach; Res II and III; Recovery Support
6 AMH - Outreach; ASA - Outreach
Katherine Campbell, Clinical/Progrmatic 954-790-7926
30-Jun
AMH - Res IV; Supported Employment
NA
31-Dec
2 AMH - Peer Support Services Network
Denise Dicesare
[email protected]
et
954-265-1875
Oscar Garcia GM
of Technology 305398-6123,
OscarGarcia@ban
yanhealth.org
Seeking Safety, Wellness Recovery Action Plan,
Comprehensive Continuous Integrated System of Care,
Solution Focused Brief Therapy
1633 Poinciana Dr
Pembroke Pines 33025
Vanessa Major,
Program Director
X2024
vmajor@susanbanth
onycenter.org
Deon Pottinger
Groves, FOO
dgroves@susanbant
honycenter.org
Barbara Edwards,
PQI Director
bedwards@susanb
anthonycenter.org
Cognitive Behavioral Therapy, Dialectical Behavior
Therapy, Motivational Enhancement Therapy, Motivational
Interviewing, Traumatic Incident Reduction, Wellness
Recovery Action Plan, Comprehensiuve Continuous
Integrated System of Care, MH First Aid
N/A
Lorraine D. Wilby
Lorraine D. Wilby
Lorraine D. Wilby
lorrainetfeh@bellsout lorrainetfeh@bellsout lorrainetfeh@bells
h.net
h.net
outh.net
Motivational Interviewing, MH First Aid, QPR Gatekeeper
Training for Suicide Prevention, Housing First Model
3800 West Broward Blve
Suite 200
FTL 33312
Betiana Literas,
Contract Specialist
Alex Blanco, IT
bliteras@chrysalishe ablanco@chrysalishe
alth.com
alth.com
Cognitive Behavioral Therapy, Motivational Enhancement
Therapy, Motivational Interviewing, Trauma Focused
Cognitive Behavioral Therapy, Seeking Safety,
Comprehensive Continuous Integrated System of Care
30-Jun
NA
Johany Caban
[email protected]
954-276-3419
Cognitive Behavioral Therapy, Family Behavioral Therapy,
Child Parent Psychotherapy, Motivational Interviewing,
Trauma Focused Cognitive Behavioral Therapy, Wellness
Recovery Action Plan, Comprehensive Continuous
Integrated System of Care, Solution Focused Brief
Therapy, Brief Strategic Family Therapy, Double Trouble in
Recovery, Nurturing Parent Program, Seeking Safety, Wrap
Around CM, MH 1st Aid, STEPS Parent Training, Too Good
For Drugs, Living in Balance, Guiding Good Choices,
Staying Connected With Your Teen, Matrix Model for Teens
& Adolescents
Caridad Dominguez
cdominguez@spectr
umprograms.org, cell
786-514-4149
CMH - Assessments; Case Mgmt.; InHome/Onsite; ASA - Assessments; Case
Mgmt.; Medical Svc.; Outpatient (I); Outreach;
Recovery Support (I); CSA - Assessments;
Case Mgmt.; In-Home/Oniste; Medical Svc.;
351 N State Rd 7
Outpatient (I); Outreach; Recovery Support (I) Plantation 33317
Danielle DiVittorio, Regional Dir/Comm Ser [email protected] 786-369-1875 (cell 703-965-2217)
Data Francisco Fermin, 2713 N. Andrews, Wilton Manors,
33311 ffermin@ cell 954-205-3373, Cindy Lawson,
Contract Mgr, 727-369-8500, [email protected] Suliany
Klingler, Senior Financial Analyst
727- 369 8500 [email protected] susan tracy St. petes
stracy@ 727-369-8483
EBP
Don Sinclair 305-3986147 cell 954-829-4060
donsinclair@banyanhe
alth.org
31-Dec
6 ASA - Prevention; CSA - Prevention
HIPAA Privacy
Data Security
790 E Broward Blvd, Fort Lauderdale
33301; 220 SW 2nd Street, Pompano
Beach
AMH - Assessments; Case Mgmt.; Medical
Svc.; Outpatient (I); Outreach; Recovery
Support (I)
30-Jun
Deaf or Hard of
Hearing Single
Point of Contact
AMH - Drop In Center; Outreach; CMH - Crisis
Support; Inpatient; ASA - Outpatient (I and G);
Aftercare (I); Recovery Support (I and G);
Outpatient Detox; CSA - In-Home/Onsite;
7031 Taft Street, Hollywood, Fl 33024;
Tonya Fox Shaw
Intervention (I); Outpatient (I and G);
3501 Johnson Street, Hollywood, Fl 33021; [email protected]
Outreach; SA Detox; Aftercare (I)
3400 N. 29 Ave, Hollywood, Fl 33020
954-276-5293
T
F
A
30-Jun
Elida Segrera,
CQA Director
esegrera@chrysali
shealth.com
Cognitive Behavioral Therapy, Motivational Enhancement
Therapy, Motivational Interviewing, Trauma Focused
Cognitive Behavioral Therapy, Seeking Safety,
Betiana Literas
Alex Blanco
Elida Segrera
bliteras@chrysalishe ablanco@chrysalishe esegrera@chrysali Comprehensive Continuous Integrated System of Care,
alth.com
alth.com
shealth.com
Functional Family Therapy
N/A
Kathy Gent
kgent@unitedwaybro
ward.org
954-308-9262
Kathy Gent
kgent@unitedwaybro
ward.org
954-308-9262
1001 NW 6 Avenue, Pompano Beach,
Florida 33060; 1011 NW 6 Avenue,
Pompano Beach, Florida 33060; 2713
North Andrews Ave, Wilton Manors,
Fl 33311
Francisco Fermin
Martha Pedro
[email protected]
[email protected]
Kathy Gent
kgent@unitedwayb
Project Northland, ATLAS, ATHENA, Active Parenting,
roward.org
Alcohol Education
954-308-9262
Jennifer Fissette
[email protected]
Cognitive Behavioral Therapy, Motivational Intrerviewing,
Wellness Recovery Action Plan
Ilisa Smukler Ilisa Smukler Ilisa Smukler [email protected] [email protected] smukler@comcast.
et
et
net
AMH Outreach
29
SECTION 4. CUSTOMER SERVICE AND CONSUMER AFFAIRS
4.1 Operations
Describe how the managing entity will be responsive to consumers – of behavioral health services.
Include a description of how dispute resolution, complaint management, and requests for information
will be handled.
The Broward Behavioral Health Coalition (BBHC) is highly committed to being responsive to the needs
and feedback of consumers. BBHC’s four person management team includes a consumer on staff as the
managing entity (ME) Consumer Relations Specialist. The BBHC Consumer Relations Specialist
participates in the local Consumer Planning Council as well as the newly developed Consumer Advisory
Council of the BBHC Board. The Consumer Advisory Council includes consumers in recovery with mental
illness, substance abuse as well as forensic and child welfare system involvement. Additionally, the
Consumer Relations Specialist visits programs and interviews consumers to help in identifying consumer
needs and interests. BBHC program development and system of care strategies take into account issues,
barriers and interests of consumers.
T
F
A
R
D
The BBHC Consumer Relations Specialist participates in the statewide Florida Peer Support Coalition
towards ensuring local representation for statewide consumer voice and advocacy. One of the goals of
this coalition is to bring issues of concern to the Florida Legislature. Additionally, this coalition is looking
at solutions to problems identified by consumer groups and to facilitate formalized communication
among peers throughout the state to share ideas and strategies to enhance consumer driven care. The
BBHC Consumer Relations Specialist participated in the recent Leadership Summit, organized by the
Peer Support Coalition.
The BBHC Consumer Relations Specialist also serves as a resource to provide information to consumers
and families regarding service types and how to access various services based on need. This key
consumer staff member provides a peer to peer support for navigating the system of care.
BBHC also has a formal process for addressing complaints and grievances. BBHC has subcontracted its
CQI systems to Concordia Behavioral Health (Concordia) which manages complaint and grievance
resolution. This process includes conducting program reviews, interviewing consumers and program
staff, towards identifying root cause and opportunities for service delivery improvement.
As part of implementing consumer-driven care using an evidence-based practice, BBHC has provided
Wellness Recovery Action Plan (WRAP) training for consumers and program staff throughout the system
of care. The goal is to set up infrastructure so that treatment programs help consumers develop
individual WRAP plans which the consumers take with them throughout the continuum of care. The
training has included a facilitator training so that more Broward consumers are now trained as WRAP
facilitators and may in turn conduct WRAP training. Consumers’ individual WRAP plans include a crisis
plan component which contains critical individualized information such as emergency contacts,
medications, preferred interventions to de-escalate, etc. WRAP plans also include a daily maintenance
list which serves as a reminder of what tasks need to be completed to maintain wellness.
BBHC has facilitated the development of the South Florida Wellness Network, a consumer-run
organization that will house advocacy, training and peer support services.
Prepared By: SAMH
30
The BBHC Consumer Handbook is available on the website at www.bbhcflorida.org which provides
information about our service array and contact numbers. All BBHC staff is responsive to requests for
information and referral which come from consumers, family members, professionals, and the general
public. BBHC has also funded the well-known First Call for Help Information and Referral Line (2-1-1)
which operates twenty-four (24) hours a day, seven (7) days a week.
Include a description of how consumers will access behavioral health services. Include access to
emergency services, continuity of care, and community-based, consumer-driven services in a manner
that is consistent with statutory and regulatory requirements.
BBHC’s service delivery network includes the availability of 24/7 emergency and crisis stabilization
services. 24/7 available services include designated crisis stabilization units, hospital district treatment
services as well as mobile crisis teams for adults and children. The mobile crisis teams may be accessed
24/7, 365 days per year and will conduct in-home evaluation to determine need. Additionally, BBHC has
provided for the establishment of a full-time CIT (Crisis Intervention Team) Coordinator to enhance
capacity of the CIT training so law enforcement is well versed in how to access behavioral health services
for those with whom they come in contact.
T
F
A
R
D
BBHC has provided funding to develop and disseminate a local ‘Connections’ resource book. The
Connections guide book includes the names, addresses, phone numbers and contact information for all
local behavioral health and emergency service, as well as other resources. Although this book was
designed for consumers and family members, the professional community utilizes it on a regular basis.
Additionally, the BBHC Consumer Handbook includes a listing of local behavioral health services.
BBHC promotes a ‘No Wrong Door’ policy so that as consumers, children and families seek services via
various potential system entry points, providers and systems are equipped to provide evaluation,
determination of need and appropriate service linkage(s). BBHC’s Credentialing Program ensures that all
provider agency assessment staff have professional qualifications and training in mental health,
substance abuse, co-occurring disorders and trauma so that assessments conducted at any provider,
despite specialty, can identify all behavioral health and clinical needs and make the appropriate service
linkages.
Additionally, BBHC has initiated training and system collaboration initiatives to ensure those children
and families’ needs are identified and addressed. BBHC’s funded Family Engagement Program is colocated at the Broward Sheriff’s Office (BSO) which houses the Child Protective Investigations (CPI) for
Broward. All families in which substance abuse and/or mental health issues are identified to be putting
children at risk are referred for services. Additionally, the CPI units have the current list of providers
participating in the BBHC Trauma Focused Cognitive Behavioral Therapy (TF CBT) Community Based
Learning Collaborative so that the CPIs can direct referrals to those behavioral health agencies, where
necessary, that have in house TF CBT evidenced based therapy to address and resolve trauma.
Additionally, all BBHC providers and BBHC management participates in the Broward CARES (Community
for Access to Recovery, Empowerment and Support) which is a formal workgroup that also includes
community partners which provides an opportunity to network and conduct cross system referrals.
BBHC’s Utilization Management (UM) Program receives referrals from the community for those levels of
care managed by BBHC, i.e. residential levels I, II, SIPP, and Therapeutic Group Care.
Prepared By: SAMH
31
Concordia’s utilization review (UR) incorporates the use of level of care criteria and guidelines to make
determinations about clients’ appropriateness for managed services upon admission, throughout
treatment and at discharge. This process includes monitoring that key individuals such as case managers
participate in reviews and staffings, as necessary. Discharge planning is addressed early in treatment to
allow ample time for the coordination of services and to facilitate a smooth transition to the next
appropriate level of care.
Describe the methodology for adjustment for constraints. Include a description of communicating the
adjustment to stakeholders.
Consumers with co-morbid conditions present challenges in placement for appropriate care. Particularly
those will low functioning levels, intellectual disabilities, dementia as a primary diagnosis, physical
impairments requiring nursing home care, and those with sex offense charges are of major concern.
Efforts are made with other service systems to coordinate care to meet the needs.
T
F
A
R
D
Prepared By: SAMH
32
SECTION 5. PROJECTED COMMUNITY NEED, AND ANTICIPATED SERVICE TARGETS
5.1 Need
Describe how the managing entity will support the reduction of disparities in access, services provided,
and behavioral health outcomes among its diverse subpopulations. Include a plan to collect and utilize
data for identifying subpopulations and implementing strategies to decrease the disparities in access,
service use, and outcomes both within those subpopulations and in comparison to the general
population.
Access to care is available for consumers of all ethnic and cultural backgrounds, in addition to those with
disabilities. Providers are required to offer translation services for those languages that are not available
at their agency.
T
F
A
BBHC monitors disparities in access through ongoing communication with stakeholders in the Broward
System of Care, the complaint process and through analysis of UM data and trends. When disparities in
access are identified and access standards are not met, BBHC intervenes directly with the
providers/community stakeholder to identify strategies to resolve the disparities. UM reports provide
detailed information about service use and outcomes thus allowing for in depth comparisons both
within subpopulations and across populations.
R
D
BBHC participated in the Broward County Needs Assessment, a comprehensive analysis of all Broward
County funded systems and services in order to identify needs, gaps and barriers. BBHC’s System of Care
Committee of the Board of Directors has received a summary report of the completed County-wide
needs assessment for review, discussion and consideration in relation to making system of care
adjustments. Additionally, BBHC participated in the Statewide needs assessment process in
collaboration with DCF, FADAA and the Florida Council. To address identified needs, BBHC has met with
all subcontracted network providers to determine appropriate funds allocation to ensure service
availability best meets community needs.
One of the services provided by the United Way of Broward County’s Commission on Substance Abuse
funded by BBHC in co-operation with Nova Southeastern University is the ongoing epidemiological
tracking of patterns and trends of substance abuse in Broward County. In addition to monitoring public
health, criminal justice data, and various surveys, the Commission on Substance Abuse’s Surveillance
Committee meets monthly to report emerging issues including changing patterns of abuse, the arrival of
new synthetic drugs, and populations at risk.
A major community prevention and intervention initiative has been the incorporation of the evidencebased Screening, Brief Intervention, and Referral to Treatment (SBIRT) process for 14-30 year olds
linking prevention, treatment, and health care providers.
For substance use disorder treatment:
 Submit to the department an assessment of the need in the region for authorized activities, both
by locality and by the region in general. This shall which include the following:
 Data which shows the incidence and prevalence in the region of drug abuse and
dependency, substance misuse and alcohol abuse and dependency.
Prepared By: SAMH
33
Needs Assessment
The nonmedical use of prescription opioids continues as Florida’s and Broward County’s most
deadly and addictive drug problem. While there has been significant progress in reducing
prescription drug diversion across Florida along with moderate declines in consequences related
to the nonmedical use of pharmaceuticals in Broward County, deaths and treatment admissions
for prescription opioids still remain at high levels. There were 101 cases involving one or more of
four different prescription opioids during the first 6 months of 2013 in Broward County. Among
the reports for these four narcotic analgesics in the first half of 2013, 71 percent were
considered to be a “cause of death.” There were 1,030 primary treatment admissions for
“opiates other than heroin” (prescription opioids) in Broward County during 2013. These cases
accounted for 29 percent of the 3,611 publicly funded treatment admissions in which a primary
drug was cited (including 1,104 for alcohol). This total is an increase in the proportion of primary
prescription opioid admissions compared to 2012 when the drug accounted for 23 percent of all
admissions. Males accounted for 59 percent of the 2013 opioid treatment clients, and 58
percent (n=593) reported injecting as their primary route of administration. Nearly 3 out of 4
occurrences of prescription opioids detected in deceased persons were found in those aged 35
or older while nearly 2 out of 3 addiction treatment admissions for prescription opioids were for
those below age 35.
T
F
A
R
D
The former “bath salt” and synthetic cathinone, Methylone, along with other hallucinogens are
the fastest rising drugs analyzed by South Florida crime labs. There were 1,194 methylone crime
lab items, mostly sold as “Mollys,” compared to only 54 MDMA reports in 2013. In all there,
were 36 different emerging synthetic drugs analyzed in South Florida crime labs in 2013 for a
total of 1,540 such items seized in drug arrests.
Deaths in which cocaine was found to be present declined sharply in Broward County during the
first half of 2013. Cocaine treatment admissions also continued to decline in 2013. Cocaine
crime lab cases continue to outnumber all other substances while declining 11-percent between
2012 and 2013. The majority of cocaine-related deaths and addiction treatment admissions
were among those older than 35. Projections from the National Survey on Drug Use and Health
(NSDUH) Substate Data estimate that there were 22,710 users of cocaine in the past year aged
12 and above living in Broward County
Heroin indicators remain at relative low levels and stable although heroin crime labs cases
increased 33-percent locally between 2012 and 2013. There were 224 primary admissions for
heroin in Broward County during 2013 or 6 percent of the 3,611 treatment admissions to
programs receiving any public funding and for which a primary drug was cited.
Consequences of marijuana use and addiction continued at high levels particularly among
adolescents and young adults. However primary marijuana treatment admissions declined
sharply both locally and nationally in 2013 and particularly among youth in Broward County. The
increasing uses of civil citations in lieu of criminal charges for juveniles have reduced the high
level of adolescents as marijuana treatment clients. Eleven different synthetic cannabinoids
were detected in South Florida crime labs during 2013 for a total of 145 items including 68 for
XLR-1. Production of marijuana “Wax” or “Budder” is increasingly found in seized local grow
house operations.
Prepared By: SAMH
34
While methamphetamine consequences are at low levels compared to other substances, crime
lab cases increased 24-percent in 2013 compared to 2012 as deaths statewide increased 11percent from 146 in 2012 to an estimated 162 for 2013 based on cases in the first half of the
year.
T
F
A
R
D
Prepared By: SAMH
35
Prevalence Rates of illicit drug Use and Binge Alcohol Use in the Past 30 days
Broward County, Florida
T
F
A
R
D
Prepared By: SAMH
36
Primary Drug Treatment Admissions
Broward County, Florida Jan-Dec 2013
Alcohol Crack
Other
Cocaine
AtMethamNull/SA
Risk
Other
Mari- phetAmphet Other Prob not No SA
Heroin Opiates juana amine
amine
Drug Confirmed Subst. Total
774
330
1,104
194
91
285
59
26
85
154
70
224
608
422
1,030
Admission Age
17
and
Under
9
18-25
54
26-34
180
35 and Up 861
Total
1,104
1
26
62
196
285
0
14
21
50
85
0
36
84
104
224
1
210
458
361
1,030
CY 2013
Gender
Male
Female
Total
573
175
748
14
3
17
4
5
9
37
54
91
74
24
98
12
6
18
2,503
1,206
3,709
0
4
3
2
9
2
24
34
31
91
1
12
12
73
98
15
2
0
1
18
292
637
1,002
1,778
3,709
Route of Drug
Smoking
3
226
9
3
42
723
10
1
Sniffing
1
45
69
25
136
4
1
0
Injection
1
6
0
195
593
0
3
0
Oral
1,099
7
4
1
259
20
3
8
Other
0
1
3
0
0
1
0
0
Null
0
0
0
0
0
0
0
0
Total
1,104
285
85
224
1,030
748
17
9
Source: Florida Department of Children and Families as of May 21, 2014
3
9
1
75
3
0
91
0
0
0
0
0
98
98
0
0
0
0
1
17
18
1,020
290
799
1,476
9
115
3,709
R
D
T
F
A
262
254
141
91
748
1
1
7
8
17
Prepared By: SAMH
37
Primary Drug Treatment Admissions
Broward County, Florida Jan-Dec 2013
By Gender, Race, and Ethnicity
Jan - Dec 2013
Total Count
3,709
Distinct SSNs = 2,978
M = 2,030 F = 948
Gender
Male
2,503
Race
White
Black
American Indian/Alaskan Native
Asian
Native Hawaiian/Pacific Islander
Multi-Racial
Ethnic
Puerto Rican
Mexican
Cuban
Other Hispanic
Haitian
None of the Above
Mexican American
Spanish/Latino
Female
1,206
T
F
A
1,738
607
10
11
3
134
2,503
R
D
956
197
3
3
0
47
1,206
64
28
9
3
27
8
148
71
34
15
2,166
1,067
2
2
53
12
2,503
1,206
Source: Florida Department of Children and Families as of May 21, 2014
Prepared By: SAMH
38
T
F
A
R
D

For primary prevention activities, the activities must be broken down by strategies used, and the
specific activities conducted1. This shall include the following:

Specific risk factors being addressed by activity;
The Problem Statement Logic Models of the Comprehensive Community Prevention Action
Plan (CCPAP) identify the following risk factors from the needs assessment process that are
targeted in the plan’s Goals and Objectives:
 Parental and Adult attitudes permitting consumption of alcohol by minors
 Low perception of harm among adults regarding underage drinking
 Low perception of harm among youth regarding alcohol use by someone their age
 Social acceptance among youth of alcohol use
 Social Access to alcohol from family and friends among 12-17 year olds
 Retail Access to alcohol among 18-20 year olds
 Low perception of risk among adults about marijuana use particularly among youth
 Social acceptance of marijuana use by adults and youth
 High prevalence and perceived prevalence of marijuana use by youth and adults
 Low perception of harm among youth about marijuana use for someone their age
1
As specified in 45 C.F.R. 96.125(b), states shall use a variety of evidence-based programs, policies, and practices that include information
dissemination, education, alternatives, problem identification and referral, community-based processes, and environmental strategies.
Prepared By: SAMH
39







Easy access and availability of marijuana and other drugs from friends and illicit sales
Easy availability of prescription drugs through illegal medical diversion
Low perception of risk and addiction of medications
Belief that misuse of medications is not illegal
Easy social access to medications for abuse for all age groups from family and friends
Illicit drug sales of medications and emerging synthetic new drugs
Wide spread myths about what is contained in new synthetic drugs
The Broward County CCPAP incorporates all five SAMHSA strategies including:
 The Community Prevention Process
 Information Dissemination
 Education and Training
 Environmental Strategies, and
 Alternative Drug-Free Activities

T
F
A
Age, race/ethnicity and gender of the population being targeted by the prevention
activity; and
R
D
Youth aged 12-17 years and Young Adults 18-30 followed by those Seniors aged 62 to 70
and above are targets for generational specific prevention activities and strategies.
Males are generally more likely to experiment with drug use as youth yet adolescent
girls have higher rates of alcohol use. Males and females also have similar rates of
addiction related to the non-medical misuse of pharmaceuticals.
Among youth non-Hispanic, Whites and Hispanics have higher rates of alcohol and other
drugs use than non-Hispanic, Blacks in Broward County according to the 2013 Youth Risk
Behavioral Surveillance System (YRBS) survey. Differences among Hispanics by national
origin are reflected in the ethnicity data of Broward County treatment admissions as
seen in the Needs Assessment data presented in the previous topic.
Among adults there are fewer demographic differences in risk of substance abuse and
related problems, yet all groups are at risk.

Community size and type where the activity is carried out.
While different communities in Broward County require culturally different approaches
based as much on socio-economic status as gender, age, race or ethnicity, all geographic
areas of the County are at risk.

For all treatment and prevention activities, including primary prevention, include the provider of
the services, and describe the services provided. Services provided should be the most effective
evidence-based prevention and treatment approaches, focusing on promotion, prevention and
early intervention. This service delivery environment should have the most positive impact on the
health and well-being of the persons and communities served.
Prepared By: SAMH
40
Substance Abuse Prevention
Legal Name of Provider Agency
Archways, Inc.
ME/DCF Funded Program
Aspira of Florida, Inc.
Too Good for Drugs, Get Real About Violence, Families That Care,
Guiding Good Choices, Parent to Parent. 24/7 Dad-Fatherhood
Initiative, and Active Parenting Now Programs and Prevention
Services
Too Good for Drugs
Broward County Elderly & Veterans
Substance Abuse Prevention for Older Adults
School Board of Broward County,
Florida
Broward House, Inc.
Hanley Center, Inc.
Project BRAIN - Social Norms Prevention Services
T
F
A
SISTA
Roots and Wings: Active Parenting Now, Athena, ATLAS, Project
Northland, Teen Intervene and Alcohol Literacy Challenge
R
D
New Direction Institute, Inc.
Guiding Good Choices
PACE Center for Girls, Inc.
Getting to the Heart of the Matter
South Broward Hospital District d/b/a
Memorial Healthcare System
Families That Care - Guiding Good Choices, Too Good for Drugs, and
Active Parenting Now Programs and Prevention Services
Urban League of Broward County
Life Skills Training
Submit information on treatment utilization to describe the type of care and the utilization
according to primary diagnosis of alcohol or drug abuse, or a dual diagnosis of drug and alcohol
abuse.

Submit a detailed description on the extent to which the availability of prevention and treatment
activities is insufficient to meet the need for the activities, the interim services made available
and the manner in which such services are to be so available. Special attention should be
provided to the following groups:
 Pregnant women;
Goal One, Objective 5 of the new CCPAP states:
Objective 5: Reduce the prevalence of Neonatal Abstinence Syndrome in Broward
County by 5-% by June 30, 2016
Objective 5 A - By 2016 more Broward County students will receive education
regarding the high risks of alcohol and other drug use during pregnancy. (BCPS)
Objective 5 B - By 2016 reduce by 5-% the number of infants born with Neonatal
Abstinence Syndrome in Broward County. (FL-Office of the Attorney General)

Women who are addicted and who have dependent children;

Injecting drug users; and
Fifty-eight percent (58%) of primary Prescription Opioid treatment admissions in
Broward County reported injecting as their primary route of administration in 2013
Prepared By: SAMH
41

Substance abusers infected with HIV.
Include Meth and Men and the NO More Meth Campaign
Submit documentation describing the results of the management information system pertaining to
capacity and waiting lists. This shall include a summary of such information for admissions and, when
available, discharges.
(See Attached Utilization Management Dashboard)
For mental health:
 Submit to the department an assessment of the need in the region for authorized activities, both
by locality and by the region in general. This shall which include the following:

T
F
A
Data which shows the incidence and prevalence in the region of mental health issues.
This should include an estimate of serious mental illness among the adult population,
and serious emotional disturbance among children.
R
D
It is anticipated that Federal Block Grant and State of Florida funding for behavioral
health treatment services will be available for the portion of the population below 138
percent of the poverty level and not insured. Estimates for Broward County of this
population are from epidemiological data prepared by the United Way of Broward
County’s Commission on Substance Abuse and preliminary data submitted to the
Department of Children and Families’ Behavioral Health Advisory Work Group. These
calculations are based on Broward County data from the US Census estimates for 2013,
the National Survey on Drug Use and Health Substate Data for 2008-2010 (released in
2012), and estimates of the population below 138 percent the poverty level and not
insured from the Behavioral Health Advisory Work Group for the Florida Department of
Children and Families and the American Community Survey.
Among Broward County’s total population of 1,838,844 there are an estimated 138,555
(or 7.5 percent) who are below 138 percent of the poverty level and are uninsured
including:
 4,574 people with a serious mental illness in the past year.


An estimate of Medicaid, or other publically funded premium assistance program
expenditures in the region. This should include the number of providers in the
system of care that bill Medicaid, or other publically funded premium assistance
programs.
Coordinated and targeted prevention programs should be offered in a range of settings coupled
with research-supported environmental strategies. These activities must be broken down by
strategies used, and the specific activities conducted. Using the findings from public health
research along with evidence-based prevention programs include the following:
 Specific risk factors being addressed by activity;
 Age, race/ethnicity and gender of the population being targeted by the prevention
activity; and
Prepared By: SAMH
42


 Community size and type where the activity is carried out.
Submit information on treatment utilization to describe the type of care and the utilization
according to primary Mental Health diagnosis, or a dual diagnosis of substance use.
Provide a narrative of the institutional transition strategy, to ensure that consumers are not kept
at a level of care that is not clinically indicated to be necessary (This should include identification,
referral, continuity of care, etc.).
BBHC has a centralized referral process for all Residential Level I and II services. There is a
monthly ongoing concurrent review to ensure that individuals continue to meet the level of care
where they are placed. Once individuals no longer meet that level of care the UM Department
works with the providers to discharge to lower levels of care.

T
F
A
Submit a detailed description on the extent to which the availability of services may be
insufficient to meet the need, the interim services made available and the manner in which such
services are to be so available. This should include a detailed description of the methodology
used to reach this conclusion.
R
D
Residential Services are managed via a centralized referral and wait list process. This includes
the collection of provider census’ and permits real time information on daily bed availability.
Through this process, it has become clear that there is a current need for more Level I locked
Unit beds for Forensic clients. Another identified need is increased Housing Alternatives for
levels III, and IV.
6. Anticipated Service Targets
Describe the methodology used to compute the service targets for the fiscal year. This shall include
milestones to measure success, and an adjustment strategy for changes that may be required
throughout the implementation of the business plan.
Based on the County’s Needs Assessment and the recently completed Needs Assessment we have
adjusted our contract process so that funds can be based on identified needs within state and federal
guidelines.
These targets shall be reported on the Monthly Progress Report, which is incorporated by reference in
Attachment I.
6.1. Adult Mental Health
Service
Current Year Utilization Projected Target
Anticipated Challenges
Residential Care
$3,753,774.00
$3,753,774.00
Insufficient beds
Outpatient Care
$1,210,015.07
$1,210,015.07
Insufficient house and
waiting lists to be
served
Crisis Care
$3,955,587.80
$3,955,587.80
Insufficient beds
State Hospital
NA
NA
Lack of appropriate
Discharges
placements
6.b. Children’s Mental Health
Prepared By: SAMH
43
Service
Residential Care
Outpatient Care
Crisis Care
Current Year Utilization
$284,027.30
$207,198.76
$727,868.00
Projected Target
$284,027.30
$207,198.76
$727,868.00
Insufficient SIPP beds
Waiting list
Insufficient beds
Projected Target
$4,499,501.56
$681,028.70
$1,582,215.30
Insufficient beds
Waiting list
Insufficient beds for
ARF
Insufficient secure beds
6.c. Adult Substance Abuse
Service
Residential Care
Outpatient Care
Detoxification
$4,499,501.56
$681,028.70
$1,582,215.30
T
F
A
6.d. Children’s Substance Abuse
R
D
Service
Residential Care
Outpatient Care
Detoxification
$1,049,267.00
$279,908.64
$615,000
Projected Target
$1,049,267.00
$279,908.64
$615,000
Prevention Services
$1,039,907.42
$1,039,907.42
Prepared By: SAMH
44
Program Guidance for Contract Deliverables
Incorporated Document 3
FUTURE FISCAL YEAR PLAN
FY 14-15 Behavioral Health Planning Tool
Managing Entity: Broward Behavioral Health Coalition
Direct Service Expenditures
Table 1 quantifies the direct service expenditures by program, for BBHC in FY 13-14
Table 1
Program
Adult MH
Child MH
Adult SA
Child SA
Direct Service Expenditures FY 13- 14
$21,934,265
$5,108,837
$10,153,133
$4,836,112
T
F
A
R
D
Successes and Challenges
Table 2 describes the successes and challenges that were encountered by BBHC in FY 13-14
Successes
Challenges
Table 2
Two (2) additional levels of care were added to the substance abuse continuum of care
~ JARF and ARF. A pilot program for child welfare/behavioral health integration was
implemented as described.
Funding has been the primary challenge for the system of care. Lack of flexibility in
funding by program silos required DCF amendments to meet the needs of individuals
which caused delay in providing critical services. The service array does not include all
levels of care such as the SRT and limited number of crisis beds. Lack of housing
continues to pose a problem and a number of ALFs have been closed. Cities continue to
oppose housing for consumers of mental health services.
Strategy
Table 3 describes the overall strategy used to conduct the future fiscal year needs assessment for
SAMPLE MANAGING ENTITY:
Table 3
Describe the methodology the Managing Entity
To calculate the needs of the community the
used to assess the needs of the individuals served, Service Inventory Needs Report and the DCF
providers, and the community, as required by
Services Inventory Forms were sent to the
Section 5 of this document.
providers. To calculate the overall needs all the
totals submitted by the providers for each
Service/Program in the areas of Adult Mental
Health, Children Mental Health, Adult Substance
Abuse and Children Substance Abuse was added.
Prepared By: SAMH Program Office
Last Update: April 22, 2014
45
Provide a description of the Managing Entity’s
planning efforts and describe how the community
was engaged this process.
Provide a description of the behavioral health
service gaps, and how these priorities were
chosen.
In order to ensure all the providers had a good
understanding of the requirements of the
assignment a conference call was held. Providers
were given an opportunity to ask questions during
the conference call and they were encouraged to
call the Program Contract Manager if they had any
additional questions. Thirty-one (31) of the thirtyseven (37) providers responded.
Numerous service gaps were identified; however,
our priority service needs are:
1. A specialty Statewide Inpatient Psychiatric
(SIPP) program to address the needs of
children that are not Medicaid eligible and
have complex needs.
2. A
statewide
Short-term
Residential
Treatment (SRT) level of care in Broward
County. Broward County with a population of
1.8 million does not have an SRT.
3. Additional Crisis Stabilization Unit (CSU) Beds.
Broward County with a population of 1.8
million does not have sufficient CSU beds to
address its needs, specifically for the indigent
population.
T
F
A
R
D
Describe the anticipated outcomes of action and
inaction.
1. SIPP program
Outcome of action: Creating a specialty
statewide SIPP program to address the special
needs of youths will allow for appropriate
youth treatment within the State. Timely
access to this specialty SIPP program is
essential to the safety and well-being of the
child/youth, family, and the community. This
SIPP is necessary to meet the treatment needs
of the youth in our communities. This need
can be filled by the establishment of one
additional specialty SIPP facility located in
Broward County.
Outcome of Inaction: Not funding this program
will result in the continued long wait times for
SIPP placement which results in exacerbation
of symptoms which negatively impacts longterm prognosis and creates an increasingly
severely ill population at risk of suicidal and
violent behavior. This in turn will require
longer-term high-cost treatment. Children
waiting for SIPP placement increase the
utilization of crisis stabilization services.
Prepared By: SAMH
46
2. SRT Level of Care
Outcome of action: Funding this SRT program
will result in the reduction of inappropriate
and indefinite use of jail beds for persons
requiring the SRT level of care needed to treat
their severe mental illness. At any given time,
including currently, there averages 50 persons
in jail needing this treatment. Additionally,
funding this program will reduce the number
of individuals waiting for State Hospital
placement by diverting them into the SRT.
Additionally, bringing this level of care to
Broward County will provide the needed
treatment for individuals who require this
setting to receive the treatment needed to
stabilize them so that they can be successfully
integrated into the community.
R
D
T
F
A
Outcome of Inaction: Without these services
an individual experiencing acute or sub-acute
crisis would require psychiatric hospitalization
in a Crisis Stabilization Unit (CSU) or in jail.
3. CSU Beds
Outcome of action: Establishing an additional
30 CSU beds for indigent consumers in
Broward County will provide appropriate
treatment settings for individuals needing this
service and go a long way toward alleviating
the overcrowding of the jails by supporting the
diversion initiative in Broward County.
Outcome of Inaction: Without these services
an individual experiencing acute or sub-acute
crisis would endanger his/her life and /or the
community. Often these individuals end up in
jail.
Prepared By: SAMH
47
Table 4 quantifies the behavioral health expenditures by program and service type, for SAMPLE
MANAGING ENTITY in [current Fiscal Year].
Table 4
Service Type
Adult MH
Behavioral Health Network
(BNet)
Crisis
Detoxification
Florida Assertive Community
Treatment (FACT) Team
Projects
$5,475,935
$1,683,178
N/A
N/A
Residential
Temporary Assistance for
Needy Families (TANF)
Child SA
N/A
N/A
N/A
$1,582,215
$615,000
T
F
A
$1,254,399.92
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$207,199
$652,954
$279,909
$105,529
$420,151
$1,039,907
N/A
N/A
N/A
$405,000.01
$3,702,970
$284,027
$4,351,846
$1,049,267
$365,391.88
$7,749.96
R
D
Indigent Drug Program (IDP)
Prevention
N/A
$672,881.00
Forensics
Outpatient
Expenditures FY 13-14
Child MH
Adult SA
$942,000.00
N/A
$74,817.00
$1,195,698
$37,983.99
$363,269.06
N/A
Table 5 quantifies the unduplicated number of people that were served by program and service type, for
SAMPLE MANAGING ENTITY in [current Fiscal Year].
Service Type
Behavioral Health Network
(BNet)(fund B)
Table 5
Unduplicated Number of People Served FY 13-14
Adult MH
Child MH
Adult SA
Child SA
N/A
11
N/A
N/A
7,346
1,209
N/A
N/A
Detoxification
N/A
N/A
981
1
Florida Assertive Community
Treatment (FACT) Team
103
N/A
N/A
N/A
Crisis
Prepared By: SAMH
48
Table 5
Unduplicated Number of People Served FY 13-14
Adult MH
Child MH
Adult SA
Child SA
Service Type
Forensics
Indigent Drug Program (IDP)
Outpatient
Prevention (need data from
KITS)
1016
N/A
N/A
N/A
17
N/A
N/A
N/A
7,229
1,693
2,009
406
6
5
679,055
732,768
NA
NA
86
18
882
61
N/A
221
6
Projects (total number
served of Starting Place 40%
AMH)
NA
Residential
281
Temporary Assistance for
Needy Families (TANF)
R
D
T
F
A
118
Table 6 identifies the priorities for investment by service type for Adult Mental Health, for SAMPLE
MANAGING ENTITY.
Table 6
Description of Need to Fill
Description of Service Gap
Projected Outcome
Service Gap
1. Reduction of individuals that
1. 30 Beds SRT needed for Civil
are mentally ill in Jails. Provide
and Forensic clients
1Broward does not have this
adequate transitions from CSU
2. Additional 30 CSU Beds.
level of care needs $3.6 million
reducing civil hospital waiting list
Broward has only 36 funded CSU 2Not sufficient funded CSU beds
2. Reduce overflow of indigent
beds
Receiving facilities on overflow
individuals reduction of out of
3. Housing to discharge
3. permanent housing for
county transfer
individuals to less restrictive
individuals with wraparound
3. Individual would be stable in
settings with wraparound
supports (Res 3 or Res 4)
permanent housing and
supports
compliant with medication
Table 7 identifies the priorities for investment by service type for Children’s Mental Health, for SAMPLE
MANAGING ENTITY. See LBRs attached
SIPP programs for non-Medicaid
Eligible youth
Table 7
Service Gap
20 bed residential SIPP
Projected Outcome
Additional funding and eliminate
waiting list
Prepared By: SAMH
49
Table 8 identifies the priorities for investment by service type for Adult Substance Abuse, for SAMPLE
MANAGING ENTITY.
Pregnant addicted women
residential
Table 8
Service Gap
Pregnant addicted women
residential that are no able to be
detoxified or medicated during
gestation need a safe secure
place to be until detoxification
can be accomplished.
Projected Outcome
More funding needed to target
this medically behaviorally
complex target group. Children
will be delivered in a healthier
environment.
T
F
A
Table 9 identifies the priorities for investment by service type for Children’s Substance Abuse, for
SAMPLE MANAGING ENTITY.
R
D
Residential secure treatment
program
Table 9
Service Gap
Many youth involved in drugs
need to be Marchman Acted into
a secure facility to be able to be
treated properly. Human
trafficking and threats in a
treatment program that is not
secure is not conducive to
recovery.
Projected Outcome
Revise 397 to include secure
treatment component for this
population under the Marchman
Act.
Prepared By: SAMH
50
UTILIZATION MANAGEMENT
DASHBOARD
BBHC
Reporting Period
Jul-13
Aug-13
Sep-13
1st Q
Oct-13
Nov-13
Dec-13
2nd Q
Jan-14
Feb-14
Mar-14
3rd Q
Apr-14
May-14
Jun-14
4th Q
YTD Totals
Avg. TAT Referrals
1.7
3.1
3.2
2.7
7.9
2.9
4.1
5.0
3.5
3.7
3.6
3.6
2.4
1.7
1.5
1.9
3.3
Authorizations - Residential Services
Adults and Children
Total # Approvals
Total # Denials
Total # Other Status
Total # Auths Requested
128
0
32
160
112
4
37
153
84
7
28
119
324
11
97
432
122
2
31
155
84
1
31
116
108
0
26
134
314
3
88
405
111
0
16
127
64
0
28
92
115
0
37
152
290
0
81
371
96
1
33
130
102
0
70
172
49
0
80
129
247
1
183
431
1175
15
449
1639
Adult Referral Types
Total Forensic Auths Requested
Total Civil Auths Requested
61
85
50
93
47
70
158
248
53
100
46
68
32
97
131
265
26
93
22
62
39
104
87
259
28
97
29
136
32
88
89
321
465
1093
Total Auths Requested
146
143
117
406
153
114
129
396
119
84
143
346
125
165
120
410
1558
New Beginnings
1
1
3
5
4
4
4
12
2
2
8
12
3
9
6
18
47
ARTS
0
0
0
0
0
0
0
0
0
0
0
0
0
1
4
5
5
HBH Parkside
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
4
4
HBH Rainbow
0
0
0
0
0
0
0
0
0
0
0
0
1
2
0
3
3
Avon
0
0
0
0
0
0
0
0
0
0
0
0
1
1
3
3
Spectrum
0
0
0
0
0
0
0
0
0
0
3
3
2
4
1
7
10
BARC
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
HOH
0
0
0
0
0
0
0
0
0
0
1
1
5
2
1
8
9
SBA
0
0
0
0
0
0
0
0
0
0
1
1
1
11
10
22
23
STAR
0
0
0
0
0
0
0
0
0
1
1
2
0
0
0
0
2
Passageways
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total on Wait List all Res Programs
1
1
3
5
4
4
4
12
2
3
14
19
13
31
25
70
106
New Beginnings
46
174
49
90
109
75
42
59
18
18
68.8
ARTS
HBH Parkside
HBH Rainbow
Avon
Spectrum
BARC
HOH
SBA
ALOS Wait List - PENDING
80
555
238
261
67
125
99
171
62
19
53
8
74
288
169
216
58
40
70
65
81
81
2
21
60.4
207.7
107.8
95.9
56.0
39.5
47.1
35.9
CBH TAT
Total Wait List Adult Residential
Programs
R
D
T
F
A
Adult Residential Programs ALOS
86
93
185
54
16
63
122
109
24
58
157
104
59
49
43
22
108
196
86
29
45
36
52
63
64
43
34
50
66
127
122
67
56
43
43
45
53
34
91
41
69
40
46
64
45
35
9
14
61
38
31
34
34
47
64
39
46
25
40
54
36
22
9
39
52
38
29
#DIV/0!
54
46
36
30
9
51
DASHBOARD
BBHC
Reporting Period
Jul-13
Aug-13
Sep-13
1st Q
Oct-13
Nov-13
Dec-13
2nd Q
Jan-14
Feb-14
Mar-14
3rd Q
Apr-14
May-14
Jun-14
4th Q
YTD Totals
1.7
3.1
3.2
2.7
7.9
2.9
4.1
5.0
3.5
3.7
3.6
3.6
2.4
1.7
1.5
1.9
3.3
CBH TAT
Avg. TAT Referrals
ALOS Wait List - Adults
New Beginnings
115.2
ARTS
13.7
HBH Parkside
36.2
HBH Rainbow
Avon
Spectrum
BARC
HOH
Passageways
STAR
SBA
Additional Information
# Screened & Rejected by Providers
5
18
6
29
19
Referrals Homeless
2
9
31
42
32
6
21
0
0
0
0
0
SIPPS Medicaid Placed
0
7
1
1
2
2
Total Medicaid SIPP Requests
7
2
SIPPS PRTS Waiting
SIPPS PRTS Placed
Total PRTS SIPP Requests
1
1
2
SIPP Readmissions
SIPPS Medicaid Readmissions
SIPPS PRTS Readmissions
FACT Referrals
FACT Referrals
Wait List Children SIPP Medicaid
SIPPS Medicaid Received
SIPPS Medicaid Waiting
3
10
4
1
1
2
0
0
0
45.7
71.4
48.1
90.4
40.1
39
6
10
8
24
13
19
16
48
140
39
92
25
6
27
58
22
30
21
73
265
0
0
0
0
0
0
0
1
1
7
9
9
1
3
1
2
2
9
2
6
1
1
1
1
4
8
4
6
6
3
0
6
0
4
13
4
4
3
11
8
2
2
12
10
3
4
1
5
0
0
0
2
2
4
0
0
0
0
0
0
0
2
2
0
2
2
0
0
0
0
0
0
1
0
1
1
0
1
0
0
0
0
0
0
4
1
3
4
7
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
2
0
0
3
3
0
1
1
5
Wait List Children SA Residential
Services
Total Wait List Res I
R
D
14
T
F
A
41.6
16
33
1
49
Wait List Children PRTS (DCF Funded)
SIPPS PRTS Received
JITP Referrals
52
DASHBOARD
BBHC
Reporting Period
Jul-13
Aug-13
Sep-13
1st Q
Oct-13
Nov-13
Dec-13
2nd Q
Jan-14
Feb-14
Mar-14
3rd Q
Apr-14
May-14
Jun-14
4th Q
YTD Totals
1.7
3.1
3.2
2.7
7.9
2.9
4.1
5.0
3.5
3.7
3.6
3.6
2.4
1.7
1.5
1.9
3.3
0
0
0
0
0
0
0
0
0
1
1
2
0
1
1
7838
7737
7559
23134
7820
7094
6920
21834
6841
Cost of Services
Cost AMH
Cost ASA
COST CMH
Cost CSA
Total Cost All Programs
Cost of Top 100 Costing Clients
Highest Utilizers % of Total Cost
$1,952,935
$729,308
$441,872
$336,274
$3,460,389
$383,828
11%
$1,983,143
$826,716
$409,192
$263,176
$3,482,227
$414,909
12%
$1,909,915
$805,900
$391,183
$271,161
$3,378,159
$446,717
13%
$5,845,994
$2,361,924
$1,242,246
$870,611
$10,320,775
$1,245,454
12%
$2,010,343
$896,518
$375,057
$265,711
$3,547,628
$493,940
14%
$1,848,101
$707,150
$328,644
$225,469
$3,109,364
$467,645
15%
$1,903,994
$792,984
$257,686
$206,461
$3,161,126
$445,360.4
14%
$5,762,438
$2,396,653
$961,387
$697,640
$9,818,118.0
$1,406,945
14%
$1,897,325
$930,846
$325,865
$225,963
$3,379,998
$413,438
12%
$1,718,039
$816,966
$269,005
$193,684
$2,977,483
$313,098
11%
Inpatient Utilization
Adults
Total D/C's CSU, Inpt, Detox
287
332
339
958
336
299
311
946
293
Total D/C's Res I & II Adults
79
99
129
307
127
130
132
389
Readmissions CSU, Inpt, Detox
Readmissions Res I & II
64
63
106
74
96
84
266
221
115
81
112
74
118
71
Readmission Rate CSU, Inpt, Detox
22%
32%
28%
28%
34%
37%
38%
Readmission Rate Res I & II
80%
75%
65%
72%
64%
57%
ALOS CSU, Inpatient, Detox
ALOS Res I & II MH
ALOS Res II SA
ALOS Res I & II Total
Children
Total D/C's Res I CSA
Readmissions Res I CSA
Readmission Rate Res I CSA
ALOS Res I CSA
5.4
12.1
22.8
17.6
6.2
29.2
24.6
26.6
6.6
62.2
34.9
43.8
6.0
34.5
27.4
29.3
6.3
31.9
37.9
35.6
6.9
39.8
29.9
33.9
12
7
58%
43.2
10
7
70%
36.6
4
2
50%
51.5
26
16
62%
43.8
8
7
88%
51.5
10
8
80%
59.1
CBH TAT
Avg. TAT Referrals
JITP Referrals
UM Reports - Data Submission
Clients Served
Unique Clients Served
2
6841
51809
$1,694,298
$876,804
$236,761
$169,619
$2,997,693
$271,399
9%
$5,309,662
$2,624,615
$831,631
$589,267
$9,355,174
$997,936
11%
$16,918,094
$7,383,192
$3,035,264
$2,157,518
$29,494,067
$3,650,335
12%
308
458
1059
2963
129
132
250
511
1207
345
226
120
76
103
77
181
104
404
257
1015
704
36%
41%
33%
40%
38%
34%
54%
58%
59%
58%
42%
50%
58%
6.6
49.8
30.1
38.2
6.61
40.5
32.7
35.9
6.3
61.2
32.9
41.9
6.7
67.7
28.0
44.2
6.6
84.9
33.7
53.4
6.52
71.27
31.5
46.5
6.39
48.75
30.5
37.2
9
6
67%
37.4
27
21
78%
49.3
11
3
27%
64.8
7
2
29%
17.0
6
1
17%
31.3
24
6
25%
37.7
77
43
56%
43.6
R
D
T
F
A
53
DASHBOARD
Reporting Period
BBHC
Jul-13
Aug-13
Sep-13
1st Q
Oct-13
Nov-13
Dec-13
2nd Q
Jan-14
Feb-14
Mar-14
3rd Q
Apr-14
May-14
Jun-14
4th Q
YTD Totals
1.7
3.1
3.2
2.7
7.9
2.9
4.1
5.0
3.5
3.7
3.6
3.6
2.4
1.7
1.5
1.9
3.3
CBH TAT
Avg. TAT Referrals
Legend
ALOS – Average Length of Stay
AMH – Adult Mental Health
ASA – Adult Substance Abuse
CMH – Children’s Mental Health
CSA – Children’s Substance Abuse
D/C - Discharge
TAT – Turn around Time
FACT – Florida Assertive Community Treatment
JITP – Juvenile Incompetent to Proceed
Below is Thru 4/30/14
Separate Readmissions and Rate by L 1 Locked, L1, L2
Additional Outcomes
Population
Most Clients Served
Adults: Children
MH:SA
HBH
Bwd House
17460:4913
15864:7601
11,000
2271
Outpt Ind
Med Services
Most Used Services
Most $ Spent on
AMH
ASA
CSU
CM
Med Serv
Res I
Res II
Detox
Most Common Reason Clients Rejected
by Programs
3,934,164
2,323,881
1,967,648
1,671,353
3,317,095
1,189,554
Tx Non Compliance
Hx of Violence
Main Barriers to D/C
Census At Onset UM vs. Present
Archways
ARTS
HBH I
HBH II
Spectrum
New Beginnings
HOH
SBA
BARC
Recidivism
$
$
$
$
$
$
R
D
T
F
A
High
Placements N/A
No Benefits
# Forensic / Civil
Onset
2/12
0/10
4/9
5/11
0/9
10/0
11/13
0/15
4/18
# Forensic /
Wait List
Empty Beds
# Original
Civil Current Onset/Curren Onset/Now Clients Still in
Comment
5/5
3/1
0/6
3
6/4
0
6/6
1
7/3
3/3
0/2
2
8/6
4/2
0/2
0
3 clients from original Level I census are now in Level II
7/8
11/21
0
0
15/0
30/38
0
0
12/23
0/6
n/a
0
3/31
15/6
2
0
4/55
n/a
n/a
0
54
DASHBOARD
BBHC
Reporting Period
Jul-13
Aug-13
Sep-13
1st Q
Oct-13
Nov-13
Dec-13
2nd Q
Jan-14
Feb-14
Mar-14
3rd Q
Apr-14
May-14
Jun-14
4th Q
YTD Totals
1.7
3.1
3.2
2.7
7.9
2.9
4.1
5.0
3.5
3.7
3.6
3.6
2.4
1.7
1.5
1.9
3.3
CBH TAT
Avg. TAT Referrals
Recommendations
Increase Level I Locked until fewer MH Court Clients
Increase Housing Alternatives Level III's, IV's, ALF's
Find long term solutions for forensic clients vs. recycling through programs
Increase WRAP Around Services, Use of Monitors
Increase use EBP's for Forensic Population to Reduce Recidivism
Determine if there truly are access issues vs. Another cause
Collaborate when cases do not meet criteria
Increase Cases Management particpation in concurrent reviews
R
D
T
F
A
55

Managing Entity Annual Business Operations Plan FY 14

Transcription

Similar documents

PDF Flyer - Friends of the Fort Lauderdale Libraries

Broward County Mummers String Band, Inc.

Newsletter - Broward County Retired Educators Association

Ecuador - Broward College

Broward Teachers Showcase innovative Curriculum at 15th Annual

view a pdf - Digital Risk

Beach Link Las Olas Link

Your Behavioral Health Benefit How Much Will This Benefit Cost? Is