Gracepoint PATH Intended Use Plan FY 2017-2018 PATH Intended Use Plan FY 2017-2018 Local Provider...

Gracepoint PATH Intended Use Plan

FY 2017-2018

Local Provider Gracepoint Wellness of 16

Intended Use Plan

C. Local Provider Intended Use Plan:

1. Local Provider Description:

Name of the Organization: Gracepoint (formerly Mental Health Care, Inc.)

Type of Organization: Private Not for Profit Community Behavioral Health Center

Address of Provider: 5707 North 22nd Street, Tampa, FL 33610

Local Continuum of Care Lead Agency: Tampa Hillsborough Homeless Initiative

PATH Contact Name/E-Mail/Phone #: Francisca Ortiz, [email protected],

(813) 239-8389.

Region Served: SunCoast/ Hillsborough County

Indicate the amount of federal, state and local PATH funds the organization will

receive.

Federal: $240,470

Match: $ 80,157

Total: $320,627

2. Collaboration with HUD Continuum of Care Program: Describe the organization’s

participation in the HUD Continuum of Care and any other local planning, coordinating or

assessing activities:

Gracepoint works closely with the Tampa Hillsborough Homeless Initiative, the lead agency

for the Tampa-Hillsborough Continuum of Care, to end homelessness in the area. Employees

of Gracepoint contribute their time through various activities that include, but are not limited

to: attending monthly general meetings and sub-committee meetings; chairing the UNITY

(HMIS) Advisory Group; and participating in the community-wide planning process to

develop and implement the Continuum of Care Strategic Plan along with other key

stakeholders in the community. Gracepoint also planned for and provided five staff who

participated in the Point In Time (PIT) Count, as well as serving as a deployment site for that

activity.

3. Collaboration with Local Community Organizations: Provide a brief description of

partnerships and activities with local community organizations that provide key services (i.e.,

outreach teams, primary health, mental health, substance abuse, housing, employment, etc.)

to PATH eligible consumers and describe coordination of activities with each of these

organizations (describe all that apply):

mailto:[email protected]


FY 2017-2018


Intended Use Plan

There is an extensive array of community services available for PATH-eligible individuals.

These programs have various sources of funding that include city, county, state, federal

government, and private trusts. Area organizations provide services including food, shelter,

vocational training, education, health care, housing assistance, income support,

detoxification, inpatient and outpatient mental health and substance abuse treatment, and

crisis intervention. Gracepoint’s case managers assist persons in accessing community

services and in completing applications for entitlement programs which include, but are not

limited to, Social Security Administration, Medicare, Medicaid, Hillsborough County Health

Care Plan, food stamps, and Veterans’ Benefits, to provide a means of financial support and

increased access to services.

Organizations in the area that provide services to individuals who are homeless include:

Homeless Helping Homeless, Mary & Martha House, Metropolitan Ministries,

ACTS, New Beginnings, the Salvation Army, and The Spring operate emergency

shelters.

ACTS, Alpha House, DACCO, Metropolitan Ministries, New Beginnings, the

Salvation Army, The Spring, Tampa Cross Road, and Volunteers of America provide

access to transitional housing.

Two housing authorities within Hillsborough County, the City of Tampa and the

Plant City Housing Authority, provide units of public housing and housing choice

vouchers (Section 8).

ACTS, Volunteers of America, Project Return, Northside Mental Health Center, and

Gracepoint operate Permanent Supported Housing.

Tampa Family Health Center (TFHC) provides primary health care services to low-

income families who are eligible for the Hillsborough County Healthcare Plan and for

Medicaid.

Northside Mental Health Center and Gracepoint offer inpatient and outpatient mental

health treatment services.

ACTS, DACCO, Tampa Crossroads, and the Center for Women provide outpatient,

detoxification, intervention, education, and residential substance abuse treatment

programs.

The State Division of Vocational Rehabilitation and Tampa Bay Workforce Alliance

assist individuals obtain and maintain jobs.

Hillsborough County Sunshine Line and MMG Transportation, Inc., provide

transportation to medical and therapy services.

Hillsborough Area Regional Transit Authority (HART) offers discount fares to

individuals with disabilities.


FY 2017-2018


Intended Use Plan

Metropolitan Ministries, Gracepoint, and Project Return make adult basic education

classes available.

Metropolitan Ministries provides assistance with obtaining birth certificates, IDs,

clothing, furniture, and household supplies.

Bay Area Legal Services provides legal counsel, advice, and representation in all

phases of the application for benefits process.

The Health Care for Homeless Veterans’ Program at James A. Haley VA Hospital has

over 20 years of experience in outreaching to veterans who are experiencing

homelessness.

4. Service Provision: Describe the organization’s plan to provide coordinated and

comprehensive services to eligible PATH consumers, including:

a) Describe how the services to be provided using PATH funds will align with

PATH goals to target street outreach and case management as priority services

and maximize serving the most vulnerable adults who are literally and chronically

homeless:

There are four designated PATH-funded Case Managers who are dedicated to

providing outreach and case management services. They are capable of conveying

these services in the field by using agency-owned vehicles, cell phones, and

laptops with internet access. This reduces the burden on enrolled participants to

travel to the office location. When in-office services are necessary participants are

given a bus pass.

Gracepoint’s outreach and case management effort is concentrated to serve

individuals who are homeless or chronically homeless. Each Case Manager

provides outreach on the street in Hillsborough County. The Case Manager looks

for people living on the street and tries to engage them in further services through

repeated contacts. Once an eligible participant is willing to receive further

services s/he is enrolled in the PATH Program and receives case management

services. Gracepoint maintains a list of encampment locations, shelters, and meal

sites and focuses outreach efforts around these locations.

According to the 2016 PIT count, there are more than 1,817 individuals who are

homeless reported to HUD, and over 691 of them are chronically homeless.

Gracepoint is dedicated to providing assistance to this population through its

PATH and housing services.


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Intended Use Plan

b) Provide specific examples of how the agency maximizes use of PATH funds by

leveraging use of other available funds for PATH client services:

Gracepoint also utilizes CoC funds to individuals eligible for the HOME 3

Permanent Supportive Housing Program who were outreached and assisted by

PATH Program staff. Gracepoint works closely with Metropolitan Ministries,

which assists PATH-funded participants attain food, clothing, incidentals,

furniture, and household supplies; Sunshine Line, which assists consumers with

31 day bus passes for transportation to appointments and employment search;

Bikes for Christ which assists with providing bicycles to individuals receiving

PATH-funded services; Hillsborough County Healthcare Plan which assists with

insurance so that consumers receiving PATH-funded services can seek medical

and mental health assistance if they are indigent; and Veteran’s Affairs, Tampa

Crossroads, and St Vincent de Paul, which assists veterans with housing through

VASH or SSVF programs

c) Describe any gaps that exist in the current service systems:

There are not sufficient emergency shelter beds, transitional housing beds, or

Permanent Supportive Housing units for individuals who are homeless and

families. According to 2016 FL-501 Tampa Hillsborough County CoC Housing

Inventory, there are 1,378 emergency shelter beds, 740 transitional housing beds,

and 1,415 Permanent Supportive Housing beds, 800 of which are solely for

veterans, while there are 1,817 persons who continue to experience homelessness

in the community, 181 of which were veterans. There is no local health care plan

for which low-income individuals and families qualify. In Hillsborough County

individuals with three felony charges are not eligible for Hillsborough County

Health Care Plan.

Services and/or housing options are very limited for violent felons and registered

sex offenders. Housing vouchers provided by Housing Authorities are not

available for recent violent felons or registered sex offenders. Many private

landlords in the community will not accept persons with extended criminal

histories.

Low-income housing, or housing for which rent is based on an individual’s

income, is very limited. Often individuals who obtain a fixed income, such as

Supplemental Security Income, have difficulty finding rental properties that fall

within their budgets.


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Intended Use Plan

d) Provide a brief description of the current services available to consumers who

have both a serious mental illness and a substance use disorder:

Gracepoint is a provider of mental health and substance abuse services:

Case Managers are required to complete co-occurring training modules

within 90 days of being hired.

Each individual enrolled in the PATH Program is assessed for co-occurring

disorders using the Minkoff Co-Occurring Screening form.

Program Participants’ current stage of change regarding mental health,

substance abuse, and co-occurring disorders are assessed and addressed in

intervention plans.

Case Managers are responsible for coordinating referrals, scheduling

appointments, and advocating for access to the most appropriate services to

meet the individuals’ identified needs.

e) Describe how the local provider agency pays for providers or otherwise supports

evidence-based practices, trainings for local PATH-funded staff, and trainings and

activities to support collection of PATH data in HMIS:

Gracepoint provides PATH-funded services that are person-centered, solution-

focused, and sensitive to co-occurring disorders and trauma. At new hire

orientation PATH staff members learn about role recovery, trauma informed care,

and co-occurring disorders. Staff receive continued education, through in-class

and online training, on these evidence-based practices, as well as on Motivational

Interviewing and Housing First. Staff also receive training in cultural diversity at

new hire orientation and through the use of videos, handouts, and web-based

programs in order to remain aware of personal attitudes, beliefs, biases, and

behaviors that may influence their assessments and actions. Staff attend multiple

Homeless Outreach events in the community where they can network with other

providers, engage individuals who are homeless who are eligible to receive

PATH-funded services, and utilize HMIS to gather further information on

consumers and to input newly gathered data. The data system, HMIS helps staff

identify agencies and programs that provide or have provided services to the

person, shows resources available such as shelter vacancies, and facilitates

communication with other case workers in the community who are also involved

in the care of the person.


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Intended Use Plan

f) Specific examples of how the agency serves to better link clients with criminal

justice histories to health services, housing programs, job opportunities and other

supports (e.g., jail diversion, active involvement in re-entry), OR specific efforts

to minimize the challenges and foster support for PATH clients with a criminal

history (e.g. jail diversion, active involvement in reentry).

When working with individuals who have involvement with the criminal justice

system, the staff at Gracepoint provide individualized treatment to ensure the

consumer is linked with appropriate services. Once enrolled, an intervention plan

is created and applied in a person-centered manner. Gracepoint makes sure that

eligible consumers with criminal backgrounds are referred to appropriate housing

programs, whether it is Permanent Supportive Housing, Rapid Rehousing,

Transitional Housing or Shelter. As new consumers are enrolled and in need of

health services, they are referred to the Tampa Family Health Center. Staff work

closely with consumers in order to complete health care applications and advocate

whenever criminal history becomes a barrier. During the time that applications are

being reviewed, the care managers refer consumers to various clinics and health

centers that accept those without health insurance with criminal backgrounds at

no cost to the consumers. The Gracepoint Main Center for psychiatric services

also serves as an avenue of linkage for those who are in need of mental health

services. Once consumers are engaged, staff advocate for the consumer and

explore the possibility of having initial appointment fees waived. Gracepoint staff

work with the consumers to refer to Vocational Rehabilitation programs, assist

with resumes, and job searches. Additionally, Gracepoint staff has access to

HMIS to assist with identifying and coordinating engagement with programs such

as the Jail Diversion Program that could be beneficial to consumers. Case

managers will coordinate referrals, schedule appointments, and advocate for

access to the most appropriate services to meet the individuals’ identified needs.


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Intended Use Plan

Please check all services to be provided using PATH funds:

Outreach Services

Screening and diagnostic treatment services

Habilitation and rehabilitation services

Recovery Support Services such as Peer Support/Recovery Coaching

Community Mental Health services

Alcohol and drug treatment services

Assisting individuals to connect with Community Mental Health Services and

alcohol or other drug treatment services

Staff training (including training of individuals who work in shelters, mental

health clinics and substance abuse programs and other sites where individuals

who are homeless require services)

Case management services (see PATH eligible services document)

Supportive and supervisory services in residential settings

Referral for Primary healthcare

Referral for job training

Referral for educational services

Referral for housing services

5. Data: a. Describe the provider’s status on the HMIS transition plan, with accompanying timeline,

to collect PATH data by fiscal year 2017:

Historically PATH data has been collected in HMIS as well as Excel spreadsheets. This

is the second year that reports have been prepared through HMIS. PATH assessment data

is collected on a paper form when HMIS is not available (i.e., when an assessment is

completed on the street), and the data is entered into HMIS when staff return to the

office.

b. If providers are fully utilizing HMIS for PATH services, please describe plans for

continued training and how providers will support new staff:

Gracepoint has fully utilized HMIS since the system was implemented in the

Hillsborough-Tampa Continuum of Care in 2005. Newly hired PATH staff receive day-

long HMIS training. The PATH Program Supervisor monitors data entered by PATH

staff members on a daily basis and provides feedback when a correction is necessary.

Follow-up training is scheduled as needed. PATH staff are encouraged to attend the


FY 2017-2018


Intended Use Plan

monthly UNITY/HMIS user group meeting of the CoC lead agency to obtain up-to-date

information, as well as to network with HMIS users from other agencies.

6. SSI/SSDI Outreach, Access, and Recovery (SOAR):

a. Describe the agencies plan to train PATH staff in SOAR:

Each staff is required to complete SOAR training online and obtain certification of

completion. Further training and assistance after the SOAR online course is

completed includes face-to-face trainings from supervisor and training/assistance

from other SOAR-trained staff. Staff are also trained and required to use the Online

Application Tracking (OAT).

b. Indicate the number of PATH staff trained in SOAR during the grant year ending in 2016

(2015- 2016):

There were four staff members trained in SOAR.

c. Indicate the number of PATH funded consumers assisted through SOAR (include all

distinct consumers whether approved, denied, or initiated on appeals):

Forty-two customers were assisted with applications for SSA entitlement benefits.

d. Indicate the number of PATH enrolled consumers your program proposes to assist with

SOAR applications in FY 16/17:

Gracepoint proposes to assist 50 customers with SOAR applications in FY 16/17.

e. Does the agency PATH program have a SOAR specialist who does all PATH SOAR

cases or does each PATH staff handle their own SOAR cases? Please describe the

rationale for this decision:

Each PATH staff handles his/her own SOAR cases. Most customers who require assistance

with SOAR applications have others needs to be addressed. By having each PATH staff

handle his/her own SOAR cases, that staff member can simultaneously work on all treatment

plan objectives.

f. If the provider does not use SOAR, describe the system used to improve accurate, timely

completion of mainstream benefit applications and timely determination of eligibility.

Also, describe efforts used to train staff on this system. Indicate the number of staff


FY 2017-2018


Intended Use Plan

trained, the number of PATH funded consumers assisted through this process, and

application eligibility results:

N/A

g. Application eligibility results (i.e., approval rate on initial application, average time to

approve the application).

During grant fiscal year 15-16, 42 individuals were assisted with applications for SSA

entitlement benefits. Out of these 42 individuals, five were approved, twelve were denied

and twenty-five individuals failed to follow through with SSA application due to lost

contact or continued application progress with assistance from a lawyer. Many of the 42

individuals had previously submitted preliminary applications and are in the waiting

period for decisions or hearings. The average time a decision was provided by SSA is

three months.

h. Describe how the providers plan to ensure that PATH staff have completed the SOAR

online course.

New staff are required to complete SOAR training online and obtain certification of

completion within 90 days of employment.

i. Describe which staff plan to assist consumers with SSI/SSDI application using the SOAR

model.

All four Network Project PATH Care Managers assist consumers with SSI/SSDI

application using the SOAR model.

j. Describe which staff plan to track the outcomes of those applications in the SOAR Online

Applications (OAT) system.

All four Network Project PATH Care Managers track the outcomes of SSI/SSDI

applications through SOAR OAT. Staff are trained and required to use OAT to track

changes in SSA to indicate the efficacy of SOAR implementation and case management

engagement for the approval of benefits.


FY 2017-2018


Intended Use Plan

k. The number of staff dedicated to implementing SOAR, Is SOAR their part-time or full-

time job duty?

Staff responsible for implementing SOAR include four Network Project PATH Care

Managers. Each Care Manager handles SOAR cases. Most customers who require

assistance with SOAR applications also have other needs to be addressed in their

treatment plan that are non-SOAR related. By having each PATH staff handle SOAR

cases, the staff member can simultaneously work on all treatment plan objectives;

therefore, SOAR is one of their part-time duties.

l. If the provider does not use SOAR, describe the system used to improve accurate and

timely completion of mainstream benefit applications (e.g. SSI/SSDI), timely

determination of eligibility, and the outcomes of those applications (i.e., approval rate on

initial application, average time to approve the application.)

N/A

m. Also describe the efforts used to train staff on this alternative system and what technical

assistance or support they receive to ensure quality applications if they do not use the

SAMHSA SOAR TA Center.

n. N/A

7. Housing:

a. Indicate what strategies are used for making suitable housing available for PATH

consumers (i.e., indicate the type(s) of housing provided and the name of the

agencies):

When deemed eligible, individuals are referred to Permanent Supportive Housing

programs. Such programs include:

Tampa Housing Authority.

Various Permanent Supportive Housing programs operated by ACTS and

Gracepoint

Friendship Palms operated by Project Return

Volunteers of America

Metropolitan Ministries

HOME 3 with the Tampa Hillsborough Homeless Initiative


FY 2017-2018


Intended Use Plan

Plant City Housing Authority

Catholic Charities

DACCO

St. Vincent de Paul

8. Staff Information:

a. Describe the demographics of the staff serving the consumers:

Demographics of the staff serving the population

Veterans 0%

Gender

Male 43%

Female 57%

Race

American Indian/Alaskan Native 0%

Asian 0%

Black/African American 14%

Caucasian 86%

Native Hawaiian/Pacific Islander 0%

Two or More Races 0%

Ethnicity

Hispanic/Latino 43%

b. Describe how staff providing services to the population of focus will be sensitive to

age, gender, disability, lesbian, gay, bisexual and transgender, racial/ethnic, and

differences of consumers; and the extent to which staff receive periodic training in

cultural competence and health disparities. A strategy for addressing health disparities

is use of the recently revised national Culturally and Linguistically Appropriate

Services (CLAS) standards: (http://www.ThinkCulturalHealth.hhs.gov).

Gracepoint ensures that staff members are sensitive to the diverse needs of the

population it serves, evidenced by demonstrated competency, including awareness of

stereotypes and projection. Recognizing diversity in age, gender, race, culture,

spiritual preferences and beliefs, sexual preferences, and gender orientation, staff

work closely with individuals to ensure interventions are individualized and applied

in a person-centered manner. Intervention plans are developed based on the

individuals’ expressed desires and strengths.

http://www.thinkculturalhealth.hhs.gov/


FY 2017-2018


Intended Use Plan

Staff receive training in cultural diversity at new hire orientation and through the use

of videos, handouts, and web-based programs in order to remain aware of personal

attitudes, beliefs, biases, and behaviors that may influence their assessments and

actions.

9. Client Information: Describe the following:

a. The demographics of the PATH client population

Demographics of the population to be served:

Gender

Male 28%

Female 72%

Race


Asian 0%


Caucasian 44%



Ethnicity

Hispanic/Latino 16%

Age

18-23 years 3%

24-30 years 10%

31-50 years 47%

51-61 years 33%

62 years and older 7%

b. The projected number of adult consumers to be contacted and PATH enrolled and rationale for

these numbers: The number of projected adult consumers to be contacted and PATH enrolled

was derived from combining previous year’s numbers of individuals contacted and PATH

enrolled. By combining results from previous years and taking into consideration program

changes, we were able to come up with an approximate number of individuals we project to

serve in FY 17-18.


FY 2017-2018


Intended Use Plan

Grant year 2016-2017 number or percentage of:

# of individuals contacted through outreach: 814

# of individuals enrolled: 288

% of individuals enrolled that were literally homeless:73%

% of individuals enrolled that were veterans: 6%

Grant year 2017-2018 projected number or percentage of:

# of individuals to be contacted through outreach: 500

# of individuals to be enrolled: 200

% of individuals enrolled that are literally homeless: 85%

% of individuals enrolled that are veterans: 5%

10. Consumer Involvement:

Describe how individuals who experience homelessness and have serious mental illnesses, and

family members will be involved at the organizational level in the planning, implementation, and

evaluation of PATH-funded services. For example, indicate whether individuals who are PATH-

eligible are employed as staff or volunteers or serve on governing or formal advisory boards.

Each individual enrolled in the PATH Program is encouraged to complete the satisfaction survey

that is used throughout the Agency. Participant input is also received through community

meetings with individuals at the homeless drop-in center operated by Gracepoint.

11. Budget: a. Provide a detailed budget that includes the agency’s use of PATH funds.

Gracepoint - 2017-2018 PATH Grant Budget

Personnel

Annual

Salary*

(total

number)

PATH-

funded

FTE

(%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars Comments

Administrative Assistant

$27,435 0.65 $ 17,833 $ 4,161 $ 21,994

Case Manager

$30,000 3.7 $111,000 $25,891 $136,891

Program Supervisor

$45,000 0.8 $ 36,000 $ 8,400 $ 44,400

Subtotal

$164,833 $38,452 $203,285


FY 2017-2018


Intended Use Plan

* Indicate "annualized salary for

positons."

Fringe Benefits (Max of 27%) $ 29,835 $ 6,960 $ 36,795

Subtotal

$ 29,835 $ 6,960 $36,795

Travel

Training -

Annual Conference or Meetings $ 500 $ 117 $ 617

SOAR,

UNITY,

Outreach

Committee,

etc.

Subtotal $ 500 $ 117 $ 617

Equipment

Vehicle repairs $ 1,000 $ 233 $1,233

Four

company

vehicles are

used to

perform

outreach

and to

transport

program

participants.

Equipment repairs $ 1,000 $ 233 $ 1,233

Computers,

telephones,

printers.

Subtotal $ 2,000 $ 466 $ 2,466

Supplies

Office supplies $ 1,750 $ 408 $ 2,158

Pens, paper,

binders,

dividers,

staples,

cleaning

supplies,

calendars,

etc.


FY 2017-2018


Intended Use Plan

Outreach Supplies/ Hygiene kits/Misc. $ 1,500 $ 350 $ 1,850

Hygiene

products

and survival

items

provided to

program

participants.

Software $ 500 $ 117 $ 617

AVATAR,

UNITY

Network

(HMIS);

KRONOS

to manage

employees'

information.

Subtotal $ 3,750 $ 875 $ 4,625

Contractual

Legal/contractual $ 500 $ 117 $ 617

Subtotal $ 500 $ 117 $ 617

Other

Insurance (property, vehicle,

malpractice, etc.) $ 4,600 $ 1,073 $ 5,673

Vehicle

insurance;

employee

health

insurance;

liability

insurance.

Office: Misc. (Copying, Courier,

Postage, etc.) $ 2,700 $ 630 $ 3,330

Printers,

postage.

Office: Security, Janitorial, Grounds

Maintenance $ 4,500 $ 1,050 $ 5,550

Jnaitorial

services.

Office: Utilities/Telephone/ Internet $ 7,500 $ 1,750 $ 9,250

Water,

electricity,

telephone

lines, and

wifi.

Office: rent $ 18,601 $ 4,340 $22,941 Rent.


FY 2017-2018


Intended Use Plan

Office: building maintenance $ 1,151 $ 280 $ 1,431

On call

maintenance

team.

Subtotal $39,152 $ 9,123 $48,175

Total Direct Charges (Sum of each

section) $240,470 $56,110 $296,580

Indirect Costs (Max of 10%)

(Administrative Costs) $24,047 $ 24,047

Grand Total (Total of "total direct" and

"indirect costs") 240,470 $80,157 $320,627

Florida PATH Intended Use Plan

FY 2017-2018

Local Provider Guidance/Care Center, Inc. Page 1 of 13

Intended Use Plan


1. Local Provider Description: Provide a brief description of the provider organization

receiving PATH funds:

Name of the Organization: Guidance Care Center, Inc.

Type of Organization: Community Mental Health Center

Address of Provider: 1205 4th Street, Key West, FL 33040

Local Continuum of Care Lead Agency: Monroe County Homeless Services Continuum

of Care (CoC)

PATH Contact Name/E-Mail/Phone #: Maureen Dunleavy, MA, NCC, LMHC

[email protected] / 305-434-7660 extension 31221

Region Served: Southern Region (Monroe County)


receive.

Federal: $ 90,000

Match: $ 30,000

Total: $120,000




The Guidance Care Center (GCC) is a participating member of the Monroe County Homeless

Services Continuum of Care (MCHSCOC) which serves as the lead agency for Monroe

County. GCC’s PATH Director serves on the Board of Directors and attends monthly

meetings to analyze housing utilization and other issues affecting homelessness. GCC served

as the lead agency in developing the Coordinated Assessment process for Monroe County

which was implemented in December 2013. GCC continues to be actively involved in

monitoring and revising the Coordinated Assessment process through monthly committee

meetings with feedback from implementing agencies. The agency also participates in the

annual Point in Time count.





FY 2017-2018


Intended Use Plan

to PATH eligible clients and describe coordination of activities with each of these


The MCHSCOC meetings include input from the majority of homeless services providers

who make up its membership. Meetings are monthly and focus on improving services and

cooperation between agencies to decrease homelessness risks. GCC partners with all

housing programs and shelters in Monroe County to offer coordinated assessment and

behavioral health consumer services designed to help participants attain or maintain housing.

Homeless populations and those in housing programs are given priority for services. GCC

staff assists in referrals to other agencies and community partners and are responsible for

service coordination and follow up. The agency is a receiving center for local and county

law enforcement for individuals brought in through Crisis Intervention Teams. Often

homeless, these individuals receive immediate intervention instead of jail placement. An

agreement with Rural Health Network strengthens the referral process and improves

communication on persons served between both agencies. Agency staff are available on a

walk-in basis to help individuals complete the application for the Loaves and Fishes food

pantry.

GCC maintains active partnerships with the following entities to offer services indicated:

Rural Health Network - medical services (Federally Qualified Health Center)

Florida Keys Outreach Coalition - housing and food

Key West Police Department Crises Intervention Team - receiving center

Monroe County Sheriff’s Crisis Intervention Team - receiving center

Lower Keys Medical Center - medical care

Womankind - screening and treatment of women’s health issues

Samuel’s House - transitional housing services

Peacock House - supportive living services

Robert Neese Center - transitional housing services

AIDS Help Inc. - transitional housing and Ryan White Services

Loaves and Fishes Food Pantry - application site for required forms

Salvation Army - clothing

Catholic Charities - rental assistance and soup kitchen

Southernmost Homeless Assistance League - shelter services for adults

Heron House - GCC affiliate that provides assisted living with a Limited Mental

Health License


comprehensive services to eligible PATH clients, including:


FY 2017-2018


Intended Use Plan

a. Describe how the services to be provided using PATH funds will align with PATH goals

to target street outreach and case management as priority services and maximize serving

the most vulnerable adults who are literally and chronically homeless:

Outreach services target such areas as homeless shelters, detention centers, and other

agencies. Additional outreach opportunities will be used as they are identified. Housing

partners and other agencies will receive training on PATH services and will be

encouraged to refer any resident or applicant with behavioral health needs to GCC.

Coordinated assessment for housing will be conducted on a walk-in basis regardless of

whether the individual enrolls in PATH. Coordinated assessment and monthly homeless

coalition meetings are the vehicle for coordination of housing services. Case management

is used to identify persons experiencing homelessness who are admitted to detox and

crisis stabilization units for PATH services including housing application and discharge

placement. Case management assists enrolled participants in accessing additional support

to improve housing readiness and housing retention. Eligible participants are assisted

with social security applications through SOAR. Referrals for primary care, dental care,

clothing, food, and other needs include follow-up. GCC will screen all adult persons

served for PATH eligibility.

b. Provide specific examples of how the agency maximizes use of PATH funds by


Monroe County provides match for PATH and other state-funded services. It is Monroe

County funds which provide the Adult Mental Health Medical and Therapy services for

PATH consumers.

c. Describe any gaps that exist in the current service systems:

According to the 2016 Point in Time (PIT) survey results, there are 741 homeless

individuals in Monroe County. 236 of these individuals are considered "unsheltered,”

with 118 in the Lower Keys, 67 in the Middle Keys, and 51 in the Upper Keys. 394 are

considered “sheltered” and 84 homeless individuals were incarcerated at the PIT date. 20

individuals experiencing homelessness refused the survey or responded “don’t know” to

most questions and 7 were hospitalized. Identified needs from the survey are as follows:

Available services differ in each region of the Keys

Need for additional housing opportunities

Lack of affordable housing


FY 2017-2018


Intended Use Plan

Restrictions on housing for those with battery charges, sex offenses, substance use,

mental health issues, etc.

Restrictive program rules for available housing, such as curfews, employment

requirements, and restrictions, drug testing, etc.

Limited housing options for families and children.

d. Provide a brief description of the current services available to clients who have both a

serious mental illness and a substance use disorder:

As a community behavioral health provider, GCC offers comprehensive services for

participants experiencing co-occurring disorders. These services include assessment,

counseling, case management, crisis stabilization (CSU), detoxification, and psychiatric

services based on current treatment needs of the participant. Among GCC physicians are

psychiatrists who have attained advanced training and credentialing in evaluating and

treating substance use disorders. All staff receive annual training on co-occurring issues.

e. Describe how the local provider agency pays for providers or otherwise supports



All GCC staff are continually trained and monitored through supervision in Trauma

Informed Care which is practiced in all aspects of the agency’s services. Outpatient

therapy services utilize Seeking Safety for trauma treatment and Relapse Prevention for

Substance Abuse. In addition, Wellness Recovery Action Plans are utilized to plan care

and monitor progress of persons served. All GCC staff are also trained in Motivational

Interviewing as the primary method of engagement with all persons served.

f. Specific examples of how the agency serves to better link clients with criminal justice

histories to health services, housing programs, job opportunities and other supports (e.g.,

jail diversion, active involvement in re-entry), OR specific efforts to minimize the

challenges and foster support for PATH clients with a criminal history (e.g. jail diversion,

active involvement in reentry).

Guidance/Care Center has a Forensic Case Manager located at the jail who assists

consumers with housing, benefits, or ancillary services needed. The Forensic Case

Manager is SOAR trained and has access to HMIS to complete coordinated assessments

for housing.


FY 2017-2018


Intended Use Plan


Outreach Services









health clinics and substance abuse programs and other sites where homeless

individuals require services)







5. Data:

a) Describe the provider’s status on the HMIS transition plan, with accompanying

timeline, to collect PATH data by fiscal year 2017:

PATH data is tracked using an HMIS Data Entry system. Service Activity logs that

record staff service provision are also used. Special modifiers have been developed to

identify PATH eligible individuals and services provided within the clinical database

system.

b) If providers are fully utilizing HMIS for PATH services, please describe plans for

continued training and how providers will support new staff.

The MCHSCOC provides ongoing training and support through the HMIS

Administrator to HMIS users and agencies. These trainings are mandatory. The

agency is also active in the HMIS user meetings held monthly.


FY 2017-2018


Intended Use Plan



All case managers and care coordinators are trained in SOAR. The on-line training is

accessed during the first 90 days to complete the required training and obtain

certification. In addition, SOAR is also covered in the targeted case management

training as required by Medicaid for all new hires. All Case Managers are trained and

required to use SOAR where applicable as part of their case management job.

b. Indicate the number of PATH staff trained in SOAR during the grant year ending in

2016 (2015- 2016):

Currently, there are nine trained GCC employees, and the agency expects to train

another seven in FY 17-18.



During the 15/16 FY there were 26 PATH funded consumers assisted through SOAR.

d. Indicate the number of PATH enrolled consumers your program proposes to assist

with SOAR applications in FY 16/17:

e.

GCC proposes to assist 15 enrolled PATH consumers in FY 16/17.

f. Does the agency PATH program have a SOAR specialist who does all PATH SOAR



SOAR is used to help expedite disability benefits for anyone who is homeless or at

risk of homeless. All outcome measures are entered into the Online Tracking System

(OAT). GCC does have a dedicated PATH case manager and discharge planner

providing PATH services, but all case managers are trained and required to use

SOAR where applicable as part of their case management job.

g. If the provider does not use SOAR, describe the system used to improve accurate,

timely completion of mainstream benefit applications and timely determination of


FY 2017-2018


Intended Use Plan

eligibility. Also, describe efforts used to train staff on this system. Indicate the

number of staff trained, the number of PATH funded consumers assisted through this

process, and application eligibility results:

GCC uses SOAR and OAT so this question is not applicable.

h. Application eligibility results (i.e., approval rate on initial application, average time to


Currently there is a 20% approval rate on applications with approval within 120 days.

i. Describe how the providers plan to ensure that PATH staff have completed the SOAR

online course.

All Case Management staff complete SOAR on-line training and certificates are kept

in personnel files.

j. Describe which staff plan to assist consumers with SSI/SSDI application using the

SOAR model.

All case managers and care coordinators are PATH specific case managers assist who

consumers with SSI/SSDI application using the SOAR model.

k. Describe which staff plan to track the outcomes of those applications in the SOAR

Online Applications (OAT) system.

All SOAR-trained staff enter data into the OAT system and track the applications.

l. The number of staff dedicated to implementing SOAR, Is SOAR their part-time or

full-time job duty?

All 12 case management/care coordination staff include the SOAR model as part of

the case management/care coordination duties. All are full-time staff, but SOAR is

only conducted part-time.

m. If the provider does not use SOAR, describe the system used to improve accurate and


determination of eligibility, and the outcomes of those applications (i.e., approval rate

on initial application, average time to approve the application.)


FY 2017-2018


Intended Use Plan

N/A

n. Also describe the efforts used to train staff on this alternative system and what

technical assistance or support they receive to ensure quality applications if they do

not use the SAMHSA SOAR TA Center.

N/A

7. Housing:


clients (i.e., indicate the type(s) of housing provided and the name of the agencies):

GCC is the only coordinated assessment site currently available for those applying for

housing in the Middle and Upper Keys. Coordinated assessment is a countywide one-

stop process to apply for housing and is designed to simplify and maximize housing

placement. Provider agencies include:

•Florida Keys Outreach Coalition (permanent and supportive housing, transitional

housing)

•Samuel’s House and Kathy’s Hope (permanent supportive housing for women

and their children)

•Robert Neese Center- Peacock House Apartments (supported living)

•Heron House (Assisted Living Facility- Limited Mental Health Living)

•AIDS Help (permanent supportive housing)

•MARC House (permanent supportive housing for those with developmental

disabilities)

•Keys Overnight Temporary Shelter (basic shelter)

•Catholic Charities (permanent supportive housing)

•Domestic Abuse Shelter (emergency shelter)

•Florida Keys Children’s Shelter (emergency shelter)




Veterans 3%

Gender

Male 18%


FY 2017-2018


Intended Use Plan

Female 82%

Race


Asian 0%


Caucasian 61%



Ethnicity

Hispanic/Latino 21%



differences of clients; and the extent to which staff receive periodic training in




GCC staff receive training in cultural competency at hire and through multiple web

based applications such as NetSmart. Staff are trained in the use of a telephone

interpreter’s service capable of interpretation of over 200 languages through Pacific

Interpreters. For individuals who communicate through the use of sign language,

interpretation services using video conferencing is available. Assistive

communication devices are available as required. A civil rights presentation is a

mandatory part of New Employee Orientation. The agency embraces the concept of

“One Human Family” with staff and persons served. GCC leadership promotes

cultural diversity in all aspects of its daily operations, as demonstrated through

supervision, diverse training, and personnel policies. Cultural diversity training is

required by the agency.




Gender

Male 72%


FY 2017-2018


Intended Use Plan

Female 28%

Race


Asian 1%


Caucasian 89%



Ethnicity

Hispanic/Latino 9%

Age

18-23 years 3%

24-30 years 14%

31-50 years 23%

51-61 years 52%


b. The projected number of adult clients to be contacted and PATH enrolled and

rationale for these numbers:




% of individuals enrolled that were literally homeless: 23%







Performance will be tracked through data entered into HMIS and GCC IT systems. The

above information will be captured on the GCC PATH Data Entry form and entered into

the HMIS system Client Track.

Screening and diagnostic services and outreach will improve identification of those who

are literally or chronically homeless. Mental health and substance abuse services address


FY 2017-2018


Intended Use Plan

significant factors contributing to homelessness. Case management provides continued

support, including physician appointments, and linkage to additional services designed to

increase wellbeing and decrease risk of homelessness. Supportive services in residential

settings such as crisis stabilization or detoxification units present an opportunity to apply

for housing before discharge.


a. Describe how individuals who experience homelessness and have serious mental

illnesses, and family members will be involved at the organizational level in the

planning, implementation, and evaluation of PATH-funded services. For example,

indicate whether individuals who are PATH-eligible are employed as staff or

volunteers or serve on governing or formal advisory boards.

The PATH participant identifies and prioritizes service needs and is empowered to

explore, select, and implement strategies to address those needs. Services are

completely voluntary, with individuals served being in control. The Discharge

Planner and Outreach Specialist also provide supportive services. Family members

are welcome to participate, at the discretion of the person served. GCC uses consumer

satisfaction surveys to encourage participants to evaluate services provided under

PATH.


Guidance Care Center - 2017-2018 PATH Grant Budget

Personnel

Annual

Salary*

(total

number)

PATH-

funded FTE

(%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars Comments

Project Director $ 60,000 0.05 $ 3,000 $ 3,000 $ 6,000

Outreach Specialist $ 37,502 1.00 $37,502 - $37,502

Discharge Planner $ 37,502 0.40 $ 15,001 $ 15,001

Case Manager $ 37,502 0.42 $ 15,751 $ 15,751

Other (describe)

Other (describe)

Subtotal $ 172,507 2 $ 71,254 $3,000 $74,254


FY 2017-2018


Intended Use Plan

* Indicate "annualized salary

for positons."

Fringe Benefits (21%)

Subtotal $ 14,963 $ 613 $15,576

Travel

Training

Annual Conference or

Meetings

Rental Car

Per Diem

Local Travel 30 miles per month X 12 months $160 $ 23 $ 183

Other (describe)

Subtotal $ 160 $ 23 $ 183

Equipment

Subtotal

Supplies

Office supplies ($20/month X 12 months) $ 124 $ 116 $ 240

Program supplies ($20/month X 12 months) $ 124 $116 $ 240

software

Other (describe)

Other (describe)

Subtotal $ 248 $ 232 $ 480

Contractual

MD Contract Hours (3.75 hours per month @

$484.75/Hour) $ 21,814 $21,814

OP Therapy Hours (3.00 hours per month @ $88.69/Hour) $ 3,193 $ 3,193

Subtotal $25,007 $ 25,007

Other

One-time housing rental

assistance


malpractice, etc.)


FY 2017-2018


Intended Use Plan

Office: Misc. (Copying,

Courier, Postage, etc.)

Office: Security, Janitorial,

Grounds Maintenance

Office occupancy costs PATH staff @ Key West Site $ 1,500 $ 500 $ 2,000

Office occupancy costs PATH staff @ Marathon Site $ 1,125 $ 375 $ 1,500

Office occupancy costs PATH staff @ Key Largo Site $ 750 $ 250 $ 1,000

Staffing (Not Salary or

Benefits):

Training/Education/Conference

Fees


Benefits): Other (describe)

Audit

Subtotal $ 3,375 $ 1,125 $ 4,500

Total Direct Charges (Sum of

each section) $ 90,000 $ 30,000

$

120,000


(Administrative Costs)

Grand Total (Total of "total

direct" and "indirect costs") $ 90,000 $ 30,000 $120,000


FY 2017-2018

Local Provider Henderson Behavioral Health Page 1 of 20

Intended Use Plan




Name of the Organization: Henderson Behavioral Health, Inc.

Type of Organization: Not-for-profit community behavioral healthcare organization

Address of Provider: 4740 N. State Rd. 7, Lauderdale Lakes, FL 33319

Local Continuum of Care Lead Agency: Broward County Homeless Initiative Partnership

PATH Contact Name/E-Mail/Phone #: Debbie Perry

[email protected] (954)735-4331

Region Served: Southeast Region/Broward County


receive.

Federal: $248,110

Match: $ 83,113

Total: $331,223




Broward County’s Homeless Initiative Partnership is the lead organization for the community’s

Continuum of Care. The County has developed a Continuum of Care designed to address the

needs of persons experiencing homelessness in the community. The Continuum takes advantage

of every funding opportunity to enhance, improve, strengthen, augment, and increase the

availability of safe and affordable permanent housing.

Through funding provided by Broward County’s Homeless Initiative Partnership, Henderson

Behavioral Health (Henderson) operates a mental health Emergency Shelter Safe Haven, the

HHOPE project, serving individuals experiencing chronic homelessness; and the COURT project

for individuals who are homeless and recently incarcerated or involved with the Mental Health

Court. Henderson operates a 40-unit permanent housing program, Chalet Apartments, funded by

the U.S. Department of Housing and Urban Development. Chalet provides Section 8 assistance

to eligible tenants, as well as supportive services including on-site staff support and case

management. This project targets individuals who are homeless and diagnosed with a serious

mental illness, and those with co-occurring disorders. It is the first and only Single Room



FY 2017-2018


Intended Use Plan

Occupancy (SRO) project in Broward County. These services are an integral part of the local

Continuum of Care. In order to strengthen this continuum in Broward County, Henderson

continuously seeks to enhance and expand partnerships through project and service

collaborations with other providers of services for individuals who are homeless. Henderson

maintains strong partnerships with Broward Health, the Salvation Army, Broward Outreach,

Broward Partnership for the Homeless, Inc. (BPHI), Broward Housing Solutions, and HOPE

South Florida.

Henderson’s Housing Administrator chairs the Homeless Providers and Stakeholders Committee,

and sits on Broward County’s Homeless Continuum of Care Advisory Board. Henderson staff

participates on the HMIS Data committee, the Performance & Outcomes & Needs & Gaps

(PONG) committee, and the Coordinated Entry and Assessment committee. All Henderson

supervisors managing programs that offer services to individuals experiencing homelessness

participate on at least one Continuum of Care committee.




to PATH eligible individuals and describe coordination of activities with each of these


Henderson works closely with the Broward County Housing Authority (BCHA) and Broward

Housing Solutions in developing temporary subsidy programs, as well as long-term rental and

lease-to-purchase options. Project-based vouchers for Henderson’s SRO project are managed by

the Hollywood Housing Authority, and the organizations work closely together to provide

excellent service to Chalet tenants.

Henderson has assisted PATH participants in becoming self-sufficient, productive members of

the community for over 20 years. Henderson is a front-door service provider through the Mobile

and Walk-In Crisis Center. The organization works closely with other organizations and local

entities to strengthen the system of care for individuals experiencing homelessness and who may

also have diagnoses of serious mental illnesses. These organizations include:

Broward Health – Healthcare for the Homeless

Broward County Homeless Initiative Partnership

Broward County Housing Authority

Broward County Housing Finance and Community Development

Hollywood Housing Authority

TaskForce Fore Ending Homelessness, Inc.


FY 2017-2018


Intended Use Plan

First Call For Help

Broward Housing Solutions

Hope South Florida


comprehensive services to eligible PATH persons, including:




In Broward County, PATH-funded outreach services are provided by the TaskForce Fore Ending

Homelessness (TFEH). TFEH refers individuals to Henderson for psychiatric and case

management services. The organizations have worked closely together for many years to serve

individuals who are homeless. All persons experiencing homelessness served by Henderson’s

Housing Services receive services from a case manager who plays a critical role in the person’s

transition to permanent housing. The organization assesses the needs of the person served,

coordinates the delivery of services and ensures that services are delivered in accordance with

the person’s service plan. Henderson also provides assistance in obtaining mainstream resources

such as Social Security Administration benefits, food stamps, and Medicaid. All Henderson case

managers are SOAR (SSI/SSDI Outreach, Access, and Recovery) trained in order to help

persons served correctly complete their initial SSI/SSDI benefits applications. Henderson also

coordinates transportation and arranges for healthcare and other necessary services. Most

importantly, staff assists in the transition to permanent supportive housing and the retention of

that housing.


leveraging use of other available funds for PATH participant services:

Henderson maximizes the use of PATH funds with a variety of leverage sources. These include

the Safe Haven Homeless Emergency Shelter, where many individuals are first connected with

PATH case management services. While in shelter, linkage to psychiatric services and the

securing of medication is provided through services funded by Broward Behavioral Health

Coalition. Henderson assists persons transitioning out of the shelter into permanent supportive

housing with security and utility deposits, moving costs, and furniture purchase through the

Simple Dream Endowment fund.


FY 2017-2018


Intended Use Plan


In 2013 Broward County hired the National Alliance to End Homelessness (the Alliance) to

assess the current Continuum of Care (CoC) system, and make recommendations to enhance

its efficiency and capacity, as well as prepare the CoC to implement the new HEARTH Act.

The subsequent report recommended reducing the amount of transitional housing,

establishing a Coordinated Entry and Assessment process, and increasing the amount of

available permanent housing.

The CoC has made significant progress in many areas, including implementation of a

Coordinated Entry and Assessment process, prioritization process for services, and expansion

of permanent supportive housing opportunities. The Continuum’s Performance & Outcomes

& Needs & Gaps (PONG) committee identified permanent supportive housing opportunities

for individuals who are homeless as a need in the community.

Although the 2015 Point-In-Time (PIT) Count reported that there were 2,615 individuals

experiencing homelessness in Broward County, the TaskForce outreach team touched 4,441

unduplicated individuals experiencing homelessness between July 1, 2015-June 30, 2016.

The discrepancy between the PIT Count versus the number documented in HMIS by the

TaskForce may be due to the decrease of PIT Count volunteers throughout the years, the time

of year the PIT Count takes place, and the fact that many individuals receive their tax returns

by the end of January. As an example, this year’s PIT Count (January 2017) totaled 123

volunteers, while last year’s PIT Count (January 2016) registered 180 volunteers. Being as

that funding is distributed according to the need verified by assessments like the PIT Count,

Broward County’s funding needs far exceed the funding actually being received. Of the

4,441 identified outreached individuals, only 353 (8%) are enrolled in PATH services with

TaskForce, and only 159 (4%) individuals receive HBH PATH case management services.

The limited dollars allocated toward PATH are restricting the number of people that can be

served in this program.



At first contact, most PATH recipients are living in Henderson’s Safe Haven emergency

shelter. The Program connects recipients with behavioral health services, both mental

health and substance use. Psychiatric services are provided at the Housing Services

administrative location. The Safe Haven offers two tiers of recovery support groups run

by a PATH-funded licensed clinician. The tiers are based on length of recovery time.

The clinician also provides onsite individual and group therapy. HBH operates a co-


FY 2017-2018


Intended Use Plan

occurring disorder outpatient program at its New Vistas location. Services are available

to PATH recipients.




All direct service staff are trained in the theory and techniques of Motivational

Interviewing, an evidence-based practice. Ongoing trainings are provided to train new

staff and support the knowledge and skill of staff already trained.

Henderson provides training throughout the year on topics relevant to different

disciplines. Some of the topics PATH staff participate in may include Working with

Service Resistant Individuals, Treatment of Co-occurring Disorders, Trauma Informed

Care, and Psychopharmacology. Trainings are provided by both in-house staff and

experts in the community.

HMIS data is entered by administrative support staff at Henderson. They received

training from the Continuum of Care HMIS training staff.

f. Specific examples of how the agency serves to better link consumers with criminal

justice histories to health services, housing programs, job opportunities and other

supports (e.g., jail diversion, active involvement in re-entry), OR specific efforts to

minimize the challenges and foster support for PATH consumers with a criminal history

(e.g. jail diversion, active involvement in reentry).

Henderson recognizes that homelessness contributes to the risk of incarceration, and

incarceration contributes to higher risks of homelessness. Those who are homeless and

have behavioral health disorders are overrepresented in the criminal justice system.

Henderson offers housing and supportive services to support this high-risk population.

Henderson offers programs and housing options to participants involved with Broward

County’s Mental Health Court. Upon admission to the residential facility, a case manager

works with the individual to identify needs in areas such as employment, health care,

needed mainstream resources, and identification of future housing options. The case

manager provides progress updates to the Court and attends hearings with the individual.

The objective is to keep the person in compliance with Court requirements and provide

the necessary support services to lessen the chance of reoffending.


FY 2017-2018


Intended Use Plan


Outreach Services

















5. Data: a) Describe the provider’s status on the HMIS transition plan, with accompanying


Data on all PATH participants is entered into the HMIS system.



HMIS data is entered by administrative support staff at Henderson. They received training

from the Continuum of Care HMIS training staff.


a) Describe the agencies plan to train PATH staff in SOAR:

Henderson has SOAR trainers on staff and all PATH case managers are trained on SOAR

techniques. BBHC is working with Henderson to identify SOAR case managers for the


FY 2017-2018


Intended Use Plan

PATH program, and to ensuring that they are fully trained through the on-line SOAR

training.

b) Indicate the number of PATH staff trained in SOAR during the grant year ending in

2016 (2015- 2016):

Two.

*Numbers are provided by PATH program, but are not verifiable through OAT system.

c) Indicate the number of PATH funded consumers assisted through SOAR (include all


Seventy-four.


d) Indicate the number of PATH enrolled consumers your program proposes to assist


Seventy.


e) Does the agency PATH program have a SOAR specialist who does all PATH SOAR



Henderson employs one SOAR dedicated staff for the agency who assists several PATH

recipients living in Henderson’s Homeless Safe Haven shelter. Otherwise, PATH case

managers manage their own SOAR cases, as able. The rationale for this decision is

financial. The organization would need to secure funding to hire a fully dedicated SOAR

specialist for PATH. If PATH funds were expanded, Henderson would be interested in

hiring a case manager to work solely on SOAR applications.

f) If the provider does not use SOAR, describe the system used to improve accurate,






FY 2017-2018


Intended Use Plan

N/A

g) Application eligibility results (i.e., approval rate on initial application, average time to


Many of the applications received by Henderson’s PATH case managers are on

appeal or reconsideration. Henderson employs the SOAR method when working on

these pending cases, as the denials are often a result of a previously submitted

incomplete applications prior to PATH engagement. The initial applications are

handled collaboratively by Henderson’s SOAR Designated Representative and PATH

case managers. The current approval rate is 96%, with an average of 39 days to a

decision. There is a total of 26 decisions; 25 approvals and one denial. There is a

100% approval rate for reconsiderations.

h) Describe how the providers plan to ensure that PATH staff has completed the SOAR

online course.

All newly hired PATH and non-PATH Henderson case managers are required to

complete the SOAR online course. Upon completion, staff must submit the required

training sample application to the SOAR TA Center within 180 days from date of

hire. All certificates related to this, in addition to all other required case management

trainings, are tracked by Henderson Behavioral Health’s Quality Improvement

Coordinator. Staff are also offered training and technical assistance from BBHC’s

SOAR/Entitlements Coordinator.

i) Describe which staff plan to assist consumers with SSI/SSDI application using the

SOAR model.

PATH-funded case managers assist individuals with SSI/SSDI applications using the

SOAR model. Henderson also has a designated SOAR Representative that is

available to assist agency-wide case managers with processing, completing, and

tracking applications in the OAT system. Henderson also utilizes the services of

Legal Aid Homeless Assistance Attorney to assist consumers who have previously

submitted applications, have been denied, or have pending applications.

j) Describe which staff plan to track the outcomes of those applications in the SOAR



FY 2017-2018


Intended Use Plan

The Henderson SOAR Designated Representative is the primary point of contact and

is responsible for is tracking outcomes of applications in the OAT system. The

SOAR Representative coordinates with all the agencies adult case management

supervisors to obtain the necessary information for input into the OAT system.

k) The number of staff dedicated to implementing SOAR, Is SOAR their part-time or

full-time job duty?

BBHC has one full-time SOAR Designated Representative for the agency who is

solely responsible for overseeing SOAR. Additionally, Henderson has two PATH-

funded case managers, both of whom are trained in the SOAR process. As an agency,

all Henderson’s adult case managers are trained in the SOAR approach and utilize

said method for the individuals assigned to their caseloads.

l) If the provider does not use SOAR, describe the system used to improve accurate and




N/A

m) Also describe the efforts used to train staff on this alternative system and what



N/A

7. Housing:



Henderson provides a variety of housing options for PATH recipients. Most connect with PATH

services while in Henderson’s Homeless Safe Haven shelter. The program prepares individuals

for permanent housing through the provision of services such as skills teaching, medication

management, and case management. Permanent housing options available for PATH recipients

include Henderson’s Chalet Apartments, a 40-unit apartment complex with onsite supportive

services, and Henderson’s HHOPE team, a multi-disciplinary team assisting individuals who are

homeless. Other options include a voucher-based program operated by Broward Housing


FY 2017-2018


Intended Use Plan

Solutions. In all options, ongoing case management services are provided for the duration of and

at the intensity needed by the recipient.




Veterans 0%

Gender

Male 40%

Female 60%

Race


Asian 0%


Caucasian 60%



Ethnicity

Hispanic/Latino 40%







Henderson Behavioral Health has developed and implemented a formal cultural competency

plan. This plan designates cultural competence as an essential characteristic and defining quality

that is embedded in all aspects of its service system. Since its implementation, Henderson has

been committed to providing a culturally competent system of care that responds effectively to

the needs and differences of all individuals, based on their race, gender, age, physical or mental

status, sexual orientation, and ethnic or cultural heritage. In keeping with this commitment,

Henderson’s plan clearly addresses the importance of culturally sensitive outreach efforts and

human resource development. Henderson accepts and respects differences among and within


FY 2017-2018


Intended Use Plan

different groups; continually assesses policies and practices regarding culture, and adapts

services in order to better meet the needs of different racial and/or ethnic groups. Throughout the

years, it has expanded its outreach/off-site efforts to ensure that benefits and services are

available to individuals who may have difficulty seeking out these resources on their own.

Henderson takes pride and places emphasis on hiring staff who are unbiased, and those who

represent the racial and ethnic communities being served. Henderson seeks the advice and

counsel from individuals and families it serves.

Henderson Behavioral Health works on the guiding principle that every individual served will

have access to a clinician that is knowledgeable and sensitive to his/her customs, beliefs, values

and language. Hence, staff is representative of the population served, coming from a diversity of

cultures and speaking over fifteen different dialects or languages.

Cultural Competency is a major focus for Henderson Behavioral Health. There is ongoing

training throughout the year ensuring that staff are culturally aware and competent. Training

begins at New Employee Orientation, where new staff are introduced to Henderson's policies.

One segment of Orientation specifically covers Cultural Competency. It outlines differences and

how staff respect and embrace them at Henderson. Through the provision of culturally and

linguistically appropriate services, the quality of services provided can be improved, ultimately

helping to reduce health disparities and achieve health equity.

The training department also provides an annual mandatory Cultural Competency training at all

of its branches. During this training, staff discuss diversity and how to effectively serve

individuals. Henderson supervisors must attend the Clinical Supervision Training, which

prepares them to supervise others. This training has a section on Contextual Variables that

explores diversity and the importance of being sensitive these differences. Henderson staff

members also participate in cultural diversity workshops in the community that focus on training

the clinician to be aware of the impact of various cultures on the therapeutic relationship.

Broward Behavioral Health Coalition, the Managing Entity, has reviewed Henderson’s CLC plan

to ensure adherence to national CLAS standards. Henderson is in process of updating the plan to

meet competency standards and accessibility to the diverse populations served


FY 2017-2018


Intended Use Plan




Gender

Male 56%

Female 44%

Race


Asian 0%


Caucasian 56%



Ethnicity

Hispanic/Latino 2%

Age

18-23 years 1%

24-30 years 9%

31-50 years 40%

51-61 years 43%





# of individuals contacted through outreach: 0%





# of individuals to be contacted through outreach: 0%



FY 2017-2018


Intended Use Plan



Because the majority of PATH funding is allocated to case management and there is a caseload

capacity of approximately 25 participants, Henderson is unable to increase the anticipated

number of persons served.







PATH participants residing in Henderson’s Homeless Safe Haven program are encouraged to

attend weekly Community Meetings. During these meetings, individuals are encouraged to

provide and give input regarding program policies, both existing and proposed. Residents assist

in the running of this weekly activity.

For evaluation purposes, Henderson uses the following three types of consumer satisfaction

surveys to obtain input from persons served or parents/guardians of persons served: 1) a

consumer report card for adult consumers and parent/guardians of children served; 2) a

children’s report card; and 3) a satisfaction survey for persons who receive Walk-In or Inpatient

Crisis services. The results from these surveys provide the framework for improving service

delivery. Recommendations pertaining to any area of concern are reviewed by Henderson’s

Leadership Team and are assigned to the appropriate personnel and/or improvement team for the

development of corrective actions.


Henderson Behavioral Health - 2017-2018 PATH Grant Budget

Personnel Annual

Salary*

(total

number)

PATH-

funded

FTE

(%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars

Comments

Entitlement Specialist $32,300 1 $32,300 $32,300


FY 2017-2018


Intended Use Plan

Housing Services Coordinator $53,000 0.35 $18,550 $11,000 $29,550 Dollars to

offset the costs

of Matching

Funds are

derived from

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.

Case Manager $36,000 1 $36,000 $36,000

Case Manager $36,000 1 $36,000 $36,000

Case Manager $36,000 1 $36,000 $36,000

Therapist $41,600 0.5 $20,800 $20,800

Administrative Support $26,000 $26,000 Dollars to

offset the costs

of Matching

Funds are

derived from

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.

Subtotal $234,900 4.85 $179,650 $37,000 $216,650 Dollars to

offset the costs

of Matching

Funds are

derived from

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.


FY 2017-2018


Intended Use Plan


for positons."

Fringe Benefits (Max of 27%) $63,243 $48,505 $9,990 $58,495

Subtotal $298,143 $228,155 $46,990 $275,145

Travel

Training $7,231 $7,231 Provide

ongoing

trainings to

PATH staff on

relevant topics

including

Crisis

Intervention,

Trauma

Informed Care,

Motivational

Interviewing,

Medication

Education,

PSY, and other

applicable

trainings

regarding

service

provision to

persons

experiencing

homelessness.


FY 2017-2018


Intended Use Plan

Other: $5,000 $5,000 Mileage-local

travel to

support PATH

eligible

individuals and

other

supportive

services. The

figure is

calculated

based on

approximately

11,364 miles

driven annually

by 3 case

managers,

reimbursed at

$.445/mile.

Other: $2,724 $3,704 $6,428 Vehicle gas.

Match:

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.

Other: $2,000 $2,000 Vehicle repair

and

maintenance.

Match:

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.


FY 2017-2018


Intended Use Plan

Subtotal $14,955 $5,704 $20,659

Equipment

Subtotal

Supplies

Office supplies $2,000 $1,863 $3,863 Copy paper,

business cards,

pens and

pencils,

binders and

clips, misc

items. Match:

Donations,

Fund Raising,

Interest Income

and Investment

Income.

Client: Outreach Supplies/

Hygiene kits/Misc.

software

Other (describe)

Other (describe)

Subtotal $2,000 $1,863 $3,863

Contractual

Subtotal

Other


FY 2017-2018


Intended Use Plan


assistance

$3,000 $3,000 Dollars to

offset the costs

of Matching

Funds are

derived from

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.


malpractice, etc.)




Grounds Maintenance

Office: Utilities/Telephone/

Internet.

$3,000 $3,000 Projected

annual costs,

based on

historical data.

Utilities

(electric, water,

etc.) used by

PATH-funded

staff. $100 per

month X 12

months=$1200.

Cell phone

service for case

managers: $50

per month x 12

months=$1800.

Match:

Donations,

Fund Raising,

Interest

Income, and


FY 2017-2018


Intended Use Plan

Investment

Income.

Office: $18,000 $18,000 Office space

cost. Match:

Donations,

Fund Raising,

Interest

Income, and

Investment

Income.

Office: Other (describe)


Benefits):


Fees



Audit

Subtotal $3,000 $21,000 $24,000


FY 2017-2018


Intended Use Plan


each section)

$298,143 $248,110 $75,557 $323,667



0 $7,556 $7,556


direct" and "indirect costs")

$298,143 $248,110 $83,113 $331,223

Jerome Golden Center for Behavioral Health, Inc.

PATH Intended Use Plan

FY 2017-2018

Local Provider Jerome Golden Center Page 1 of 20

Intended Use Plan




Name of the Organization: Jerome Golden Center for Behavioral Health, Inc. (JGC)

Type of Organization: Private, Not-for-Profit, Community Mental Health Center

Address of Provider: 1041 45th Street, West Palm Beach, FL 33407-2415

Local Continuum of Care Lead Agency: Division of Human Services of Palm Beach

County

PATH Contact Name/E-Mail/Phone #: Renan Steele, LMHC. / [email protected];

(561) 993-8058

Region Served: Southeast/Palm Beach County


receive.

Federal: $180,000

Match: $ 60,000

Total: $240,000




PATH providers at the Jerome Golden Center (JGC) assist in the community coordination of

homeless services through active participation in the Palm Beach County Continuum of Care

(CoC) and through partnerships with other agencies within the CoC, as well as in the private

sector. The Agency is also a recipient of U.S. Department of Housing and Urban

Development (HUD) funds, supervises fifty-six apartments under the Housing First Model,

and contributes to projects related to homelessness. As members with full voting rights, PATH staff attend monthly CoC planning meetings, take part in a variety of its sub-

committees, and contribute to the CoC’s annual grant writing to develop the HUD Super

NOFA application. Staff are directly involved with performance measures, discharge

planning, Homeless Management Information System (HMIS), the Homeless Coalition of

Palm Beach County, and the Ten Year Plan to End Homelessness directive. PATH staff also

contribute to the planning of and participate in the local Point-in-Time Counts.




FY 2017-2018


Intended Use Plan




to PATH eligible consumers and describe coordination of activities with each of these


JGC collaborates with many agencies in Palm Beach County to provide comprehensive

services and supports that enable PATH participants to access mainstream resources.

Partner organizations include:

The Drug Abuse Foundation of Palm Beach County, Inc. (DAF) – provides services

for substance abuse issues

The Salvation Army – provider agency of the Center of Hope Residential Program;

also provides housing placement assistance

The Lord’s Place – provides employment training and residential substance abuse

housing programs

St. Ann Place – outreach center for men and women who are homeless; provides

hygiene and laundry assistance; a food program; health care advocacy; a job support

program; and various other forms of special assistance and services

Local food pantries and soup kitchens – distribute free meals to individuals in need

o St. George’s Center

o The Caring Kitchen

o Boca Helping Hands

o First Baptist Church of Lake Worth

Peer Place Support Center – connects individuals to relevant community resources

and support services; offers mental health and peer mentoring services

Palm Tran Public Transportation – offers discounted public transportation services for

active PATH participants

The Lewis Center Homeless Resource Center – single point of access for all homeless

services in Palm Beach County, including coordination of housing placements

Department of Education Division of Vocational Rehabilitation – offers employment

services, including supported employment, to individuals who have significant mental

and/or physical disabilities



FY 2017-2018


Intended Use Plan


comprehensive services to eligible PATH consumers, including:




JGC’s PATH-funded outreach and case management services will continue to be

conducted with a focus on serving adults in the community who are literally and

chronically homeless or at risk of homelessness. These individuals also have diagnosed

severe mental illnesses and may also be diagnosed with a co-occurring disorder. As such,

eighty percent of the outreach time that the Agency’s PATH staff members conduct will

be geared toward identifying and working with these individuals within the community

setting. To maximize serving literally and chronically individuals who are experiencing

homelessness, PATH outreach staff will drive by parks, homeless encampments, and

traffic intersections to identify individuals that may be experiencing homelessness,

engage them, and meet them at designated in-reach sites. According to Agency staff, the

utilization of peer counselors has been the most successful outreach and engagement

strategy; thus peer counselors will continue to work alongside PATH case managers to

provide in-reach at community programs within Palm Beach County that are frequented

by individuals who are experiencing homelessness, such as shelters, soup kitchens, food

banks, homeless camps, and other service providers.

Once an individual experiencing homelessness is enrolled in PATH as a participant,

he/she will be linked to case management services through a two-step process:

1. Each PATH participant will be assessed by an outreach worker;

2. If the outreach worker determines that case management is needed, they will

refer the PATH participant to a Case Manager who will then contact the

participant to arrange a meeting to organize the provision of needed services.



The PATH Program has a HUD-funded Housing First permanent residential program that

provides housing. The PATH Program is linked with the local emergency shelter

program, which is the single point of entry for housing. Full case management services

are provided. Additionally, mental health technicians and peer counselors assist with



FY 2017-2018


Intended Use Plan

wrap around services to reduce episodes of homelessness. A dedicated psychiatrist, who

is familiar with challenges faced by people experiencing homelessness provides

medication management, psychiatric evaluation, and in-patient and out-patient treatment

services is on staff.

PATH outreach staff dedicate six hours a day to outreach services, visiting designated

sites to assist individuals experiencing homelessness. The team provides up-to-date

referrals and transportation to the referral sources when needed. To encourage the

individual to use treatment services, PATH outreach staff also attend intake appointments

with outreach clients.


Gaps in Palm Beach County’s homeless services system currently exist in the following

areas, many of which were originally identified in the County’s Ten-Year Plan to End

Homelessness:

Inadequate number of beds in locations designated for housing individuals

experiencing homelessness, as indicated by current waitlists and the most recent

Point-In-Time Count reports

Insufficient housing for couples and married persons experiencing homelessness

Insufficient housing for individuals who do not have disabilities

Lack of specialized services for individuals who do not have health insurance

Need for twenty-four-hour medical respite and recuperative care programs for

medical and mental health recovery

Lack of damp shelters where intoxicated individuals experiencing homelessness who

have been turned away from other emergency shelters can temporarily take refuge for

a night while “sobering up”

Lack of counseling services for individuals who do not have health insurance

Lack of services for specific underserved sub-populations of individuals who are

homeless and at-risk, as identified by the Plan, including:

o Seniors

o Prisoners exiting jail

o Persons with disabilities

o Pregnant women

o Single women who do not have children

o Veterans

o Undocumented individuals

o People with co-occurring or dual needs



FY 2017-2018


Intended Use Plan

Lack of supportive services specifically designed to address the challenges that face

individuals who are homeless as they attempt to live independently in housing

settings that are integrated into the community



JGC provides mental health and substance abuse services though the following programs:

Synergy Modified Intensive Community Treatment Team – outpatient intensive case

management and substance abuse counseling services indicated for individuals

identified as having co-occurring mental health and substance abuse disorders

Detox Unit – substance abuse detoxification services are offered in a safe, secure, and

structured environment at the Center’s Belle Glade location.

PANDA – residential substance abuse treatment facility that specifically serves

women who meet the criteria for substance abuse or dependence and are pregnant or

have children between the ages of 0-5.

Outpatient Psychiatric Services: these services are also available specifically for

individuals who are dually-diagnosed.

Supportive Housing – programs that provide housing services to individuals who are

actively using alcohol or other drugs

Residential Integrated Treatment for Co-occurring Disorders – this evidence-based

program takes on the complex task of addressing co-occurring psychiatric and

substance abuse concerns simultaneously in a 16-bed Residential Treatment Facility.




f.

JGC’s PATH Program employs several evidence-based practices originating from the

person-centered and flexible design of the Assertive Community Treatment (ACT)

model. Such evidence-based practices are a key component of the Agency’s PATH

outreach process, and are implemented as follows:

Peer Counselors who have personal experience related to homelessness, substance

use, and mental health diagnosis are employed to provide outreach. Due to this first-

hand experience, peer counselors effectively interact with and advocate for PATH-

served participants.



FY 2017-2018


Intended Use Plan

PATH case managers offer flexible schedules and options for meeting places to

accommodate PATH participants’ needs in locations where they feel comfortable,

with most appointments taking place in community settings. Such mobility is applied

to all aspects of the Agency’s outreach process, and staff members are trained to be

accommodating and non-threatening in order to develop healthy working

relationships with PATH participants.

Front-line PATH staff members are trained to develop adequate assessment skills for

identifying mental health issues and recognizing patterns of behavior requiring

clinical intervention. These skills are particularly useful during the outreach

interview and referral processes.

Nonviolent crisis prevention and intervention techniques based upon current Crisis

Prevention Institute (CPI) standards are utilized when necessary to de-escalate a

crisis- situation. These CPI-based interventions are used to stabilize an environment

to ensure the health and physical safety of individuals living in that environment.

Motivational Interviewing techniques are used by PATH staff members when

interacting with PATH participants and engaging them during the PATH Program

application process. These methods assist participants in developing a plan of action

that are suitable, effective, and based on their unique needs.

Therapeutic groups for co-occurring disorders with evidence-based curriculum for

Integrated Combined Therapies (ICT), which includes aspects of Motivational

Enhancement Therapy (MET), Cognitive Behavioral Therapy (CBT), and Twelve

Step Facilitation (TSF)

Data Collection: PATH staff members currently manually collect and tabulate PATH

data, which are recorded in monthly reports, HMIS, and Excel spreadsheets accessible to all staff members, to ensure consistency of reports and prevent

accidental duplication of demographic information. The PATH Program has developed a system of submitting data to HMIS, (Client Management Information

System) and reports can now be generated to address the data needed for the PATH

Annual Report.

g. Specific examples of how the agency serves to better link clients with criminal justice





PATH consumers often have criminal histories which can pose additional challenges for

support. JGC has added a corporate strategic goal to its five-year plan to further develop



FY 2017-2018


Intended Use Plan

services for individuals with mental health diagnoses who are in the criminal justice

system. The goal is to explore opportunities to intervene at multiple points of criminal

justice service involvement to assist consumers with criminal history in accessing

housing programs, health services, jail diversion, and community reintegration. The Path

program is a key point of entry, as this is often one of the first points of contact with

consumers who have these challenges. Path staff often coordinate with the legal system

on behalf of consumers.


Outreach Services

















5. Data:



JGC’s PATH Program has assigned one PATH case manager and one additional

PATH staff member to submit data to CMIS. Staff designate one day per week to

complete entries for the entire week, and full implementation of the HMIS data

system has been implemented. As a system of checks and balances, logs and

spreadsheets are also generated and can be made available for monthly review.



FY 2017-2018


Intended Use Plan



Palm Beach County utilizes the CMIS as HMIS. CMIS is a locally administered,

HUD-required electronic data collection system. Palm Beach County’s CoC

designated staff to provide technical support, system performance, outcome reporting,

intensive training, and data quality monitoring.



Trainings will be coordinated with South East Florida Behavioral Health Network

(SEFBHN) to train new staff as needed.


2016 (2015- 2016):

One PATH case manager, one Residential/PATH case manager and two outreach

staff were trained in the SOAR process in 2015-2016.



Nine SOAR applications were completed during the 2015-2016 reporting year. Four

applications are pending for 2016-2017.



JGC’s Path Program proposes to assist 12 consumers with SOAR applications in FY

16/17.



FY 2017-2018


Intended Use Plan




Each PATH staff is trained and able to handle his/her own SOAR cases. Cases are

assigned to another team member only if necessary due to urgency or availability of

staff.

f. If the provider does not use SOAR, describe the system used to improve accurate,


eligibility. Also describe efforts used to train staff on this system. Indicate the number

of staff trained, the number of PATH funded consumers assisted through this process,

and application eligibility results:

g.

SOAR is used to assist eligible PATH participants who are in need of assistance in

completing SSI/SSDI applications.

h. Application eligibility results (i.e., approval rate on initial application, average time to


The Path program currently has an approval rate of 50% with an average of 183 days

to approval. There were five submitted applications, one approved, one denial, two

pending, and one archived to date. Training and monitoring to improve both

efficiency and quality are being implemented. A new supervisor of Homeless

Services will provide ongoing supervision.

i. Describe how the providers plan to ensure that PATH staff have completed the SOAR

online course.

The Path staff have been SOAR trained via face-to-face training. Any new Path staff

will have to complete the SOAR online training course. Verification of training will

be monitored by the program supervisor.

j. Describe which staff plan to assist consumers with SSI/SSDI application using the

SOAR model.

Path staff consisting of two outreach workers and one path case manager are trained

to assist consumers using the SOAR model.



FY 2017-2018


Intended Use Plan

k. Additional targeted case managers across the organization are also SOAR-trained to

assist consumers.

l. Describe which staff plan to track the outcomes of those applications in the SOAR


The Path staff and supervisor of Homeless Services will track the outcome of

applications in OAT.

m. The number of staff dedicated to implementing SOAR, Is SOAR their part-time or

full-time job duty?

The supervisor of Homeless Services spends time planning, training, scheduling, and

providing support for and supervision of case management and peer counselor staff.

SOAR monitoring is part of those duties. The Path team of two outreach workers and

one Path case manager provide ongoing services to Path consumers. Outreach staff

dedicate 20% of their time for SOAR and 80% providing outreach services. The Path

case manager provides SOAR services as needed.

n. If the provider does not use SOAR, describe the system used to improve accurate and




N/A

o. Also describe the efforts used to train staff on this alternative system and what



N/A



FY 2017-2018


Intended Use Plan

7. Housing:

a) Indicate what strategies are used for making suitable housing available for PATH clients

(i.e., indicate the type(s) of housing provided and the name of the agencies)

The following strategies are used to ensure that suitable housing is available:

The Lewis Center Homeless Resource Center – single point of access for all homeless

services in Palm Beach County, including emergency housing services and

coordination of transitional housing services

The Lord’s Place – directs individuals experiencing homelessness to housing

resources; also offers training programs and case managers who provide advocacy

and social service linkage

Joshua House – HUD-funded residential substance abuse treatment program for

males

JGC’s Homeless Assertive Community Treatment Team – works with individuals

experiencing homelessness who have severe mental illnesses and/or co-occurring

disorders, connecting them to relevant community services, including housing

programs

JGC’s HUD-funded housing programs – the Center’s Supported Housing programs

provide housing and supportive services for individuals with disabilities experiencing

homelessness, on a long-term basis

Project Home IV – supportive housing for individuals with mental health issues

requiring staff supervision

Emergency Shelters – overnight sleeping accommodations and safe, short-term

shelter as an alternative to living on the streets:

o Casa Vegso (Aid to Victims of Domestic Abuse (AVDA))

o Families First’s

o Family Interim Program’s (The Lord’s Place, Inc.)

o Family Promise of North Central Palm Beach County’s

o Florida Resource Center for Women and Children’s emergency shelter

o Harmony House (YWCA of Palm Beach County)

o J.A.Y. Outreach Ministries, Inc.’s Emergency Housing for Men

o Palm Beach County Human Services’

o Safe Harbor (Children’s Home Society of Florida, Inc.)

o Senator Philip D. Lewis Center’s transitional and residential beds (Gulfstream

Goodwill Industries, Inc.)

o Stand Down House



FY 2017-2018


Intended Use Plan

Transitional Housing facilities – provide temporary housing linked with supportive

services to help individuals develop the necessary skills for successful independent

living:

o Casa Vegso Transitional Housing (AVDA)

o Center of Hope (Salvation Army)

o Florida Resource Center for Women and Children’s transitional housing

o Family Interim Program (The Lord’s Place, Inc.)

o Harmony House West (YWCA of Palm Beach County)

o First Stop Housing

o J.A.Y. Outreach Ministries, Inc.’s Transitional Housing for Men

o Project Success (Gulfstream Goodwill’s Homeless Residential Programs)

o Recovery Center (The Lord’s Place, Inc.)

o Stand Down House

o Transitions Home (Children’s Home Society of Florida, Inc.)

o Villages of Hope (Christ Fellowship Church)

o Vita Nova Village transitional housing (Vita Nova, Inc.)

Permanent Supportive Housing facilities –long-term, community-based housing, for

those who have first completed supportive services programs in preparation for

permanent housing placement:

o Flagler Project (Jerome Golden Center for Behavioral Health, Inc.)

o Project Home IV (Jerome Golden Center for Behavioral Health, Inc.)

o Section 8 Housing Choice Voucher Program (HUD VA Supportive Housing

(HUD-VASH))

o Joshua House (The Lord’s Place, Inc.)

o New Avenues (Gulfstream Goodwill Industries, Inc.)

o Phoenix, UMI Village, and scattered-site housing options (Jerome Golden Center

for Behavioral Health, Inc.)

o Project Family Care (The Lord’s Place, Inc.)

o Project Home III (Jerome Golden Center for Behavioral Health, Inc.)

o Project Northside (Jerome Golden Center for Behavioral Health, Inc.)

o Project Safe (Adopt-A-Family of the Palm Beaches, Inc.)

o Project Succeed I (Gulfstream Goodwill Industries, Inc.)

o Project Succeed II (Gulfstream Goodwill Industries, Inc.)

o Project Succeed III (Gulfstream Goodwill Industries, Inc.)

o Project Succeed IV (Gulfstream Goodwill Industries, Inc.)

o Vita Nova Village (Vita Nova, Inc.)



FY 2017-2018


Intended Use Plan




Veterans 0%

Gender

Male 17%

Female 83%

Race


Asian 0%


Caucasian 50%



Ethnicity

Hispanic/Latino 0%







JGC recognizes that cultural competence is an important goal when delivering mental

health services, and thus strives to remain current by providing several training

opportunities. The Behavioral Health Learning Center operated by the JGC is

designed to meet the training needs of all employees and volunteers, and frequently

hosts relevant trainings. Many of these trainings are specifically developed to

enhance and strengthen Center staff members’ understanding of behavioral health

treatment and issues as they pertain to the various cultures represented in Palm Beach

County. PATH staff members attend trainings from other local agencies, as well as

State of Florida mandated trainings, to enhance staff effectiveness in serving

particular populations, and in assisting these individuals in accessing appropriate

support services. All services are purposefully provided in an appropriate cultural

context and without discrimination to race, culture, national origin, language, income

http://www.thinkculturalhealth.hhs.gov)/



FY 2017-2018


Intended Use Plan

level, physical disability, religion, gender, sexual preferences, gender orientation, or

age. The Agency constantly adapts its choices of intervention and treatment to best

accommodate the needs, values, and customs expressed by PATH participants and

their families. Pertinent cases and scenarios are reviewed during weekly center staff

meetings, ensuring that cultural competence is also reviewed. The Center strives to maintain a staff population that is representative of the various

populations it serves in the areas of age, gender, and racial/ethnic characteristics, as

well as sensitive to the diverse needs of the population being served, especially

concerns such as the unique challenges homelessness presents. This sensitivity is

always considered when staffing programs and has been a priority within the PATH

program since the onset of its funding. The PATH Homeless Community Treatment

Team Program staff reflect the population JGC serves, with regard to in age, gender,

and racial/ethnic background. In fact, some current PATH staff members are or have

been homeless and/or served by the PATH program. To address issues related to

language barriers, JGC has developed a roster of staff members who speak other

languages. This roster can easily be accessed by other staff members in order to

readily assist any participants in the PATH Program who have identified English as

their second language This staff foreign language roster currently includes members

who speak Spanish, Hindi/Gujarati, Urdu, French/Creole, and Vietnamese.




Gender

Male 60%

Female 40%

Race


Asian 1%


Caucasian 54%



Ethnicity



FY 2017-2018


Intended Use Plan

Hispanic/Latino 4%

Age

18-23 years 1%

24-30 years 29%

31-50 years 35%

51-61 years 30%







% of individuals enrolled that were literally homeless:88%

% of individuals enrolled that were veterans: .08%












JGC continually strives to involve participants in the PATH Program at different levels of

involvement such as advisory committees for the various group therapy programs,

residential programs, and monthly group meetings. Family members are also an integral

part of these advisory boards. PATH-eligible individuals are encouraged to participate

on several boards at the state and local level, including the CoC, the Homeless Advisory

Board, and the Jerome Golden Center Advisory Board. JGC has PATH participants

actively involved in committees such as the Committee on Rights, Responsibilities, and



FY 2017-2018


Intended Use Plan

Ethics, and the JGC Board/Staff Committee, which includes representatives who have

family members in treatment, and are an integral part of the Agency’s program reviews.

The Consumer Advisory Board is comprised of individuals from throughout the Agency,

and provides feedback regarding how to improve Agency services and supports. JGC

also continuously looks for opportunities for betterment through its quality improvement

teams, and administers quality satisfaction surveys to participants in the PATH Program

Recommendations received from the Consumer Advisory Board and satisfaction surveys

are submitted to the Performance Improvement Council for review. The Agency hires a significant number of peer counselors to work in the PATH Program. These individuals

who help shape and guide the program from the perspective of lived experience.

11. Budget:

a. Provide a detailed budget that includes the agency’s use of PATH funds.

Jerome Golden Center - 2017-2018 PATH Grant Budget

Personnel

Annual

Salary*

(total

number)

PATH-

funded

FTE

(%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars Comments

Supervisor $45,445 0.7 $31,812 $

31,812

Provides program

oversight of grant

compliance, planning,

training, and support to

staff and participants.

Case Manager $32,523 1 $32,523 $32,523

Provides screening and

needs assessments;

psycho-social

evaluations; treatment

plans; advocacy; case

management services;

counseling; home

visits; food/park site

visits; and referrals to

appropriate agencies

based on PATH

participants’ individual

needs



FY 2017-2018


Intended Use Plan

Outreach Worker $19,282 2 $38,564 $38,564

Provides outreach and

assessment services, as

well as advocacy and

emotional support, for

individuals who are

homeless and need

assistance.

Licensed Practical Nurse $35,350 0.2 $7,070 $ 7,070

Monitors PATH

participants’

medication and vital

signs ; reviews doctors’

orders and

prescriptions.

Psychiatrist/Nurse Practitioner $77,250 0.1 $7,725 $ 7,725

Oversees

psychopharmacological

and medical treatment.

Secretary $30,900 0.1 $ 3,090 $ 3,090

Assists with phone

messages; schedules

initial psychiatric

evaluations and

monthly visits.

MATCH (2) FTE outreach

peer /(.5) Case manager $60,000 $60,000

Engaging and

educating homeless

individuals about

mental health,

substance abuse, and

social services

available locally as

well as advocacy and

emotional support for

homeless individuals.

Subtotal $120,784 $180,784


for positons."

Fringe Benefits (Max of 27%) $ 32,612 $ 32,612

Subtotal $ 32,612 $32,612



FY 2017-2018


Intended Use Plan

Travel $ 1,492 $ 1,492

($124.33 per month x

12 months). Staff

mileage to food sites,

parks, medical/social

service appointments,

home visits, and

trainings.

Training $ 1,000 $ 1,000

Participation in

trainings in relevant

evidence-based

practices such as

Motivational

Interviewing, Trauma

Informed Care, SOAR,

Housing First, and

Conflict Resolution.


Meetings

Rental Car

Per Diem

Other (describe)

Other (describe)

Subtotal $ 2,492 $ 2,492

Equipment

Subtotal

Supplies

Office supplies $ 877 $ 877

Pens, pads, calendars,

printer cartridges,

staples, and related

materials.


Hygiene kits/Misc.

software

Air Card (2) computers $ 1,860 $ 1,860 Internet Access for 2



FY 2017-2018


Intended Use Plan

computers.

Other (describe)

Subtotal $ 2,737 $ 2,737

Contractual

Subtotal

Other


assistance


malpractice, etc.) $ 6,355 $ 6,355

Liability Insurance

provides coverage for

staff.




Grounds Maintenance


Internet incl. Cell Phone $4,000 $ 4,000

Projected annual cost

of utility services for

the two offices for Path

staff; cell phones used

to make appointments

and referrals for PATH

participants while on-

site in community.

Contingency Fund $1,020 $1,020

Bus passes,

replacement

identification cards,

replacement birth

certificates, gift cards

for PATH participants

enrolled in case

management services.

Center Vehicle $ 5,000 $ 5,000

Vehicle lease,

insurance, registration,

tag, maintenance, and



FY 2017-2018


Intended Use Plan

gasoline.

Office: Space Rental $ 5,000 $ 5,000

Office space for

Supervisor, Case

Manager, and Peer

Counselors.


Benefits):


Fees

Audit

Subtotal $ 21,375 $ 21,375


each section) $180,000 $60,000 $240,000




direct" and "indirect costs") $180,000 $60,000 $240,000


FY 2017-2018

Local Provider Mental Health Resource Center, Inc. Page 1 of 18

Intended Use Plan




Name of the Organization: Mental Health Resource Center, Inc. (MHRC)

Type of Organization: Private, not-for-profit 501(c)(3) community mental health center

Address of Provider: 10550 Deerwood Park Boulevard, Suite 600, Jacksonville, FL 32256

Local Continuum of Care Lead Agency: Changing Homelessness Inc.

PATH Contact Name/E-Mail/Phone #: Robert Sommers, Ph.D./ [email protected]/ (904)743-1883 Ext. 7103 or Jill Speiser, Executive Office

Manager/[email protected]/(904)743-1883 Ext. 7103

Region Served: Northeast/Duval County


receive.

Federal: $243,091

Match: $218,772

Total: $461,863




Since 1988, MHRC has been a participating member in the Continuum of Care (CoC)in

Duval County. MHRC LINK staff attend monthly CoC meetings to explore ways to better

advocate for and serve those who are homeless and provide MHRC LINK with ongoing

networking opportunities. MHRC LINK staff participate on several standing and ad hoc

committees. Mental Health Resource Center’s Program Manager-Homeless Services, serves

as a member of the CoC Data Committee local SOAR Steering Committee, and

Universal/Coordinated Intake Board. Staff assist with past data collection and writing of the

Continuum of Care; participate in the annual memorial service for people experiencing

homelessness who pass away every year, and continually work with the local drop-in center

on McDuff Avenue that serves PATH eligible individuals. The MHRC LINK Team Leader

participates as a member of Jacksonville Area Discharge Enhancement (JADE), which assists

ex-offenders in their process of reintegrating into the community. Staff participate in the

collection of data for the Homeless Coalition's Annual Census and Survey, which is an

invaluable measurement tool for the homeless community and area service providers. Each

mailto:[email protected]/


FY 2017-2018


Intended Use Plan

year, MHRC LINK sends representatives to the Florida Coalition for the Homeless' Annual

Conference.






MHRC LINK staff work closely with several non-PATH funded housing and service

providers and other community organizations to ensure that individuals receive all the

services for which they are eligible, including referrals and linkage to services and

coordination with local clinics to determine risk for chronic medical conditions, infectious

diseases, and/or life-threatening illnesses. Through coordination with psychiatric hospitals,

substance abuse centers, crisis stabilization units, homeless shelters, and anyone who calls to

report an individual who appears to be homeless and may have a mental illness or substance

abuse disorder, MHRC LINK staff provide individuals who are reluctant to seek help with

outreach, screening, and engagement into services. MHRC LINK also conducts outreach to

screen individuals in local correctional facilities who will become homeless after their

release. The Veterans Administration (VA) provides weekly services to all PATH eligible

veterans at the MHRC LINK service center. Staff also participate in the Annual Point-In-

Time Count.

The MHRC LINK program works closely with the following organizations:

Ability Housing

Baptist Hospital

Catholic Charities

Changing Homelessness (Formerly: Jacksonville Emergency Services Homeless

Coalition)

Clara White Mission

City of Jacksonville, Behavioral and Human Services Division

City Rescue Mission

Trinity Rescue Mission

Department of Corrections

Downtown Ecumenical Services

Duval County Public Health Department

First Call/United Way

Gateway Community Services


FY 2017-2018


Intended Use Plan

Jacksonville Area Legal Aid

Jacksonville Re-Entry Center

Jacksonville Sheriff’s Office

Liberty Center Single Room Occupancy facility

Memorial Hospital

Mental Health Court

New Outlook, Inc. and New Outlook II, Inc. apartments

River Region Human Services

Salvation Army

State Licensed Assisted Living Facilities

The Sulzbacher Center

UF-Health, Shands Jacksonville Medical Center

Veterans Administration

Victim’s Services

Volunteers of American of Northeast Florida, Inc.

We Care Clinics






The MHRC LINK program will align with PATH goals by coordinating screening and outreach

dates to assess those hard to reach individuals in the community. Staff also coordinate and

communicate with organizations like psychiatric hospitals, substance abuse centers, crisis

stabilization units, homeless shelters, local businesses, and anyone who calls to report an

individual who appears to be homeless and may have a mental illness or substance abuse

disorder. MHRC LINK staff will provide individuals help through outreach, screening, and

engagement into services. Outreach is provided to screen individuals in local correctional

facilities, crisis stabilization units, local hospitals, and other facilities that serve individuals who

are homeless. In addition, outreach is also conducted in areas around homeless shelters and on

the streets. Staff will provide case management services to the individuals seeking assistance

until they are able to meet their goals and are connected to long-term services.


FY 2017-2018


Intended Use Plan



The MHRC LINK Program maximizes the use of PATH funds by leveraging resources from

multiple sources. For example, the program receives donated bus tickets, with an approximate

value of $4,800 from the local transportation authority. In addition, prescribed psychotropic

medication is available to eligible participants through MHRC's participation in the Department

of Children and Families’ (DCF) Indigent Drug Program. The estimated value of the medication

available to PATH-funded program participants in FY 16-17 is $64,000. Finally, due to funder

limits for indirect cost reimbursement, agency-provided resources will fund approximately

$25,000 of the administrative cost during FY 16-17.


Many individuals MHRC LINK screens and assists are reluctant to seek help and do

not formally enroll. Counting only enrolled individuals discounts the importance of

the outreach effort and those services provided on an informal, as-needed, basis.

Availability of affordable permanent housing options are very limited for PATH-

eligible individuals.

Many individuals with chronic mental illnesses or histories of substance abuse lack

the income needed to obtain housing. Due to a lack of needed treatment history,

often times, the application process for entitlement benefits can be lengthy and leave

the individual without needed income for a substantial amount of time.

Many individuals who are homeless do not have legal identification (e.g. driver’s

license, birth certification, immigration papers, etc.) or the resources to obtain

identification.

Duval County’s case management services to individuals who have serious mental

illnesses or substance abuse disorder are structurally fragmented. Due to the large

number of individuals requiring services, along with high caseload sizes, DCF has

implemented more restrictive guidelines based on regional funding capabilities.

Many individuals who are homeless and have mental illnesses or experiencing

substance abuse disorders do not meet the restricted criteria.

Local case management agencies are unable to devote the intensive services needed

to meet the special and varied needs of the individuals who are homeless and have

mental illnesses or co-occurring disorders.

Medication management services continue to be extremely difficult to access for

individuals who are homeless and have mental health diagnoses. Many of these


FY 2017-2018


Intended Use Plan

individuals may not have current psychiatric diagnoses or documented histories, lack

insurance, and they are not able to provide sufficient information to be considered a

priority individual. When medication management services are able to be accessed,

often times due to their diagnoses, individuals are unable to maintain scheduled

appointments required to maintain ongoing services.



MHRC LINK’s PATH-funded program provides mental health and substance abuse

services for individuals who have serious mental illnesses and may have co-occurring

substance abuse disorders:

• Homeless Specialists, in consultation with the ARNP and Medical Case Manager,

identify individuals who are experiencing co-occurring disorders.

• Upon identification as having a co-occurring disorder, the staff works with local

substance abuse providers to ensure continuity of care for individuals.

• Close monitoring is provided to ensure the appropriate treatment modality can be

identified and adjusted to meet the individual’s need.

• Staff screen individuals at local treatment centers and make recommendations for

services upon discharge.

• Staff collaborates with detoxification facilities, correctional institutions, inpatient

and outpatient substance abuse treatment facilities, and area halfway houses.

• Individuals are linked with recovery groups such as Alcoholics Anonymous and

Narcotics Anonymous.




MHRC has a System of Care Committee that meets on a monthly basis and includes

discussion of Evidence-Based Practices. The MHRC Program Manager-Homeless

Services is an active member on this committee. MHRC LINK staff receives training

and provide services using evidence-based practices such as Outreach and Engagement,

Housing with Appropriate Supports, and Income Support and Entitlement Assistance.

Staff also participate in Motivational Interviewing workshops to assist its individuals in

various situations.


FY 2017-2018


Intended Use Plan






Meridian has received several grants and other funding to provide services to those

individuals who are involved with the criminal justice system. The criminal justice

diversion department at Meridian has developed jail diversion programs and mental

health courts in the state of Florida by providing mentoring, advocacy, training, and

education. These programs support PATH initiatives and are used as referral mechanism

for PATH participants. Because of its robust criminal justice program, the Agency can

assist PATH consumers with reentry through its specialized reentry program, and use jail

diversion services to assist PATH participants.

Meridian was awarded the Criminal Justice Mental Health and Substance Abuse grant

through the Department of Children and Families and Alachua County. The funds are

used to plan, implement, and expand initiatives that improve the accessibility and

effectiveness of treatment services for adults and juveniles who might be homeless and

have a mental illness, a substance use disorder, or a combination thereof, with a focus on

those who are in, or at risk of entering, the criminal or juvenile justice systems.

Meridian was awarded the Substance Abuse and Mental Health Services Administration

(SAMHSA), Center for Substance Abuse Treatment (CSAT) Offender Reentry Program

(ORP) grant. The funds are used to provide treatment and wraparound reentry services to

individuals with substance abuse disorders or co-occurring substance abuse/mental health

disorders who are re-entering the community from local jails.

For health issues, The Agency links PATH served consumers to Meridian’s Primary Care

unit. Many times the participants do not have transportation to get to the clinic. When this

occurs, the agency provides bus passes to use for transportation. It also refers these

consumers to the mobile outreach clinic that travels around the community providing

health services. The county health department is also a place to refer PATH program

participants.

Currently, Meridian has 72 permanent supportive housing (PSH) units designated

specifically for the use of individuals with chronic behavioral health disorders, and an

additional five rental homes for very low income persons or households. In addition,

Meridian is an active participant in both the FL-508 and FL-518 Continuums of Care

(CoC). Meridian was awarded PSH funding for victims of domestic violence through the


FY 2017-2018


Intended Use Plan

CoC. Meridian was also awarded the PSH bonus through the CoC. Additionally, in

partnership with LSF and the CoC, Meridian offers housing stipends using PATH funds.

These funds link all enrolled individuals/families to permanent housing as appropriate

and available, or use the local HUD Coordinated Entry Process to assist with securing

permanent housing. The CoC has decided to use the Vulnerability Index Service

Prioritization Decision Assistance Tool (VI-SPDAT) as the triage tool. This evidence-

based survey tool provides a base number predicating vulnerability and is the basis for

beginning the prioritization process for permanent housing. In addition to the VI-SPDAT,

the prioritization process also includes the score from a SPDAT assessment, which is

completed prior to a housing offer, and any other factors to determine priority housing

needs. The process also promotes a Housing First philosophy with the aim of focusing on

and removing the barriers to immediate permanent housing.

Meridian is an active participant the local CoCs. The CoC Lead Agency operates the

one-stop homeless assistance center (HAC). At the HAC, they regularly provide

assistance with resume building, how to complete job applications online, provide job

listings, and provide space for community groups to offer classes. Staff are developing an

education center and curriculum where Meridian will be able to provide not only hard job

skills but also training in soft skills and entrepreneurship training. The HAC regularly

works with Action Labor, a local labor pool, to provide employment to persons

experiencing homelessness while they seek more permanent employment. Meridian

refers consumers to CareerSource, the one-stop workforce center. In addition,

community job listings (compiled and distributed by the CoC weekly) are displayed and

distributed to consumers in outpatient counseling areas.


Outreach Services













FY 2017-2018


Intended Use Plan








MHRC enters PATH data into HMIS.



The local HMIS administrator distributes monthly report cards to participating service agencies

in an effort to improve data quality. MHRC uses the report card to identify staff training needs.

MHRC’s Homeless Services Program Manager participates on the Data Committee facilitated by

the local HMIS administrator. The Data Committee is used to disseminate HMIS information

and plan local HMIS strategies.



• The MHRC LINK Team Leader participates in the Train the Trainer training

by SAMHSA to be able to train staff and local organizations in the

community about the SOAR process. The staff participate in SOAR training

and are currently assisting PATH participants in the process of obtaining their

disability benefits. All case managers are currently trained in SOAR.

• MHRC LINK staff collaborate and regularly refer individuals to dedicated

SOAR processors who work in the local community.

• MHRC LINK staff participate in a local SOAR steering committee that works

to expand SOAR resources in the community.


2016 (2015- 2016):

MHRC PATH had two new staff members trained in SOAR during the 2015-2016

fiscal year.


FY 2017-2018


Intended Use Plan

Seven MHRC PATH direct care staff are currently trained in SOAR.



MHRC provided SOAR application assistance to three consumers during the 2015-

2016 fiscal year.



MHRC proposes to assist eight PATH consumers with SOAR applications in the

2016-2017 fiscal year.




The Program doesn’t have a SOAR specialist. Each PATH staff handles his/her own

SOAR cases. The PATH staff have caseloads assigned that they work with. Eligible

SOAR consumers are assisted individually by the PATH staff.






The Program utilizes the SOAR process to assist eligible consumers.

The Agency does not fund a PATH Dedicated SOAR Processor. The agency refers

individuals in need to the nearest providers who have dedicated SOAR processors.



N/A


FY 2017-2018


Intended Use Plan


online course.

N/A

i. Describe which staff plan to assist consumers with SSI/SSDI application using the

SOAR model.

N/A

j. Describe which staff plan to track the outcomes of those applications in the SOAR


N/A

k. The number of staff dedicated to implementing SOAR, Is SOAR their part-time or

full-time job duty?

N/A





N/A

m. Also describe the efforts used to train staff on this alternative system and what



N/A


FY 2017-2018


Intended Use Plan

7. Housing:



The MHRC PATH program works with the local Coordinated Intake Program to refer consumers

to housing programs. Coordinated Intake connects consumers to permanent supportive housing,

rapid rehousing, transitional housing, and other low income permanent housing options. Some

agencies Coordinated Intake often refers consumers to are; Ability Housing, Sulzbacher Center,

Presbyterian Social Ministries, Catholic Charities, and Salvation Army. The MHRC PATH

program also utilizes PATH funding to assist with deposits and first month rent payments, as

necessary.




Veterans 29%

Gender

Male 86%

Female 14%

Race


Asian 0%


Caucasian 43%



Ethnicity

Hispanic/Latino 14%






FY 2017-2018


Intended Use Plan



MHRC is committed to cultural competency and sensitivity to age, gender, and racial/ethnic

differences of individuals and adopts a written plan for Cultural Diversity and an

Organization Commitment to Accessibility Plan. Mandatory orientation training for new

employees and annual training for current employees include modules addressing cultural

diversity, gender and age, equal employment opportunity, civil rights, the Americans with

Disabilities Act and the Rehabilitation Act, of 1973 policy and practice. Office of Civil

Rights FACT Sheets, notices regarding Interpreter Services for the Hearing-Impaired and

Limited English Proficient, and a Non-Discrimination Policy are reviewed with staff and

posters are visible within staff areas at all MHRC facilities.




Gender

Male 60%

Female 40%

Race


Asian 1%


Caucasian 40%



Ethnicity

Hispanic/Latino 1%

Age

18-23 years 21%

24-30 years 37%

31-50 years 40%

51-61 years 1%




FY 2017-2018


Intended Use Plan



















Each individual collaborates in the planning and implementation of services provided

and also is given the opportunity for ongoing evaluation of the services received. At

both intake and on an ongoing basis individuals served and, if applicable, their

family, are asked to provide input regarding their care and services. An annual

assessment of the MHRC LINK program is completed using individual comments

and satisfaction surveys to determine areas for improvement.

A comment box is prominently placed in the office lobby to solicit suggestions,

concerns or complaints, which are reviewed by the Program Manager-Homeless

Services, who is responsible for follow-up in a timely manner.


FY 2017-2018


Intended Use Plan

11. Budget:

a. Provide a detailed budget that includes the agency’s use of PATH funds.

Mental Health Resource Center, Inc. - 2017-2018 PATH Grant Budget

Personnel

Annual Salary* (total

number)

PATH-funded

FTE (%)

PATH-funded Salary

Matched Dollars

Total Dollars

Comments

Dept. Secretary/Security $ 23,340 0.35 $ 8,169 $ 1,866 $10,035 Match Source - LSF General Revenue

Case Manager $ 28,450 0.68 $ 19,346 $ 9,104 $28,450 Match Source - Local Government




Medical Case Manager $ 38,950 0.7 $ 27,265 $ 11,685 $38,950 Match Source - Local Government

LINK Program Manager $ 40,140 0.7 $ 28,098 $ 12,042 $40,140 Match Source - Local Government

Homeless Program Manager $ 53,060 0.45 $ 23,877 $ 531 $24,408 Match Source - LSF General Revenue

ARNP $104,000 0.1 $ 10,400

$10,400


FY 2017-2018


Intended Use Plan

Subtotal $369,440 5.02 $172,575 $ 61,308 $233,883

* Indicate "annualized salary for positons."

Fringe Benefits (Max of 27%)

Subtotal $ 41,418 $ 50,156 $ 91,574 Match Source - LSF General Revenue and Local Government

Travel

Training

Annual Conference or Meetings

Rental Car

Per Diem

Local Mileage Reimbursement $ 1,300 $ 60 $ 1,360 3,400 miles @ .40 per mile. Match Source - LSF General Revenue

Subtotal $ 1,300 $ 60 $ 1,360

Equipment

Vehicle Lease $ 2,954 $ 2,954

Vehicle used for participant transportation. Match Source - LSF General Revenue

Vehicle Operating Expenses $ 1,875 $ 1,875

Vehicle gas and oil; maintenance; repair. Match Source - LSF General Revenue

Equipment Rental and Lease $ 600 $ 600 Copier Rental Match Source - LSF General Revenue

Equipment Repairs and Maintenance

$ 850 $ 850

Copier Maintenance/Use Agreement Match Source - LSF General


FY 2017-2018


Intended Use Plan

Revenue

Depreciation $ 1,166 $ 1,166

Vehicle and Computer Depreciation Match Source - LSF General Revenue

Subtotal - $ 7,445 $ 7,445

Supplies

Office supplies $ 1,220 $ 1,220

General Supplies, such as paper, pens, and medical record folders. Match Source - LSF General Revenue

Client: Outreach Supplies/ Hygiene kits/Misc.

$ 5,455 $ 5,455 Clothing and hygiene kits. Match Source - LSF General Revenue

Software $ 402 $ 402 EHR Expense Match Source - LSF General Revenue

Emergency food for participants

$ 675 $ 675 Match Source - LSF General Revenue

Other (describe)

Subtotal

$ 7,752 $ 7,752

Contractual

Transcription Expense $ 367 $ 1,803 $ 2,170 For ARNP Services. Match Source - LSF General Revenue

Subtotal $ 367 $ 1,803 $ 2,170

Other

One-time housing rental assistance

$ 36,325 $ 36,325 Match Source - Local Government

Pharmacy and lab fees $ 2,743 $ 2,743

Fees charged for prescriptions written by ARNP. Match Source - LSF General Revenue


FY 2017-2018


Intended Use Plan

Insurance (property, vehicle, malpractice, etc.)

$ 5,724 $ 5,724 Insurance as required by contract. Match Source - LSF General Revenue

Office: Misc. (Copying, Courier, Postage, etc.)

$ 153 $ 153 Forms, brochures, and postage. Match Source - LSF General Revenue

Office: Security, Janitorial, Grounds Maintenance

$ 1,900 $ 2,056 $ 3,956 Janitorial for Office. Match Source - LSF General Revenue

Office: Utilities/Telephone/ Internet

$ 3,300 $ 5,765 $ 9,065

Electricity, Water, Telephone, Refuse Service, Pest Control, and Maintenance. Match Source - LSF General Revenue

Office: Other (Rent) $ 16,254 $16,254 Office Rent. Match Source - LSF General Revenue

Bus Tickets/Taxi for Participants

$ 1,300 $ 1,300

Transportation assistance for participants. Match Source - LSF General Revenue

Staffing (Not Salary or Benefits): Training/Education/Conference Fees

$ 140

$ 140

CPR Training 4 sessions @ $35.00 each. Match Source - LSF General Revenue

Staffing (Not Salary or Benefits): Other (Screening)

$ 40 $ 40

Annual Background Screening. Match Source - LSF General Revenue

Audit

Subtotal $ 5,340 $ 70,360 $ 75,700


FY 2017-2018


Intended Use Plan

Total Direct Charges (Sum of each section)

$221,000 $198,884 $419,884

This budget is prepared to support the program as presented in the LIUP. In the event that Mental Health Resource Center, Inc.'s general revenue allocation from LSF Health Systems does not include the approximately $100,000 necessary to operate the program as designed, the program will be modified accordingly.

Indirect Costs (Max of 10%) (Administrative Costs)

$22,091 $19,888 $ 41,979

Match Source - Local Government, LSF General Revenue, and agency-provided funding

Grand Total (Total of "total direct" and "indirect costs")

$243,091 $218,772 $461,863

The Match column includes all non-PATH funding used to support the program. The budgeted amounts from the other sources are $100,000 of General Revenue from LSF Health Systems; $113,819 from the City of Jacksonville; and $4,953 of agency-provided funding.


FY 2017-2018

Local Provider Meridian Behavioral Healthcare, Inc. Page 1 of 17

Intended Use Plan


1. Local Provider Description:

Name of the Organization: Meridian Behavioral Healthcare, Inc.

Type of Organization: Community Behavioral Health, non-profit 501(c)(3)

Address of Provider: 4300 SW 13th St., Gainesville, FL 32608

Local Continuum of Care Lead Agency: Alachua County Coalition for the Homeless

Hungry (ACCHH), (FL-508) and the Suwannee Valley Homeless Coalition (FL-518)

PATH Contact Name/E-Mail/Phone #: Richard V. Anderson/[email protected]/352-283-

1566

Region Served: Northeast/Alachua, Bradford, Columbia, Dixie, Gilchrist, Hamilton,

Lafayette, Levy, Suwannee, and Union Counties


receive.

Federal: $116,972

Match: $ 38,993

Total: $155,965




Meridian is an active participant in the North Central Florida Alliance Continuum of Care

(CoC) and the Homeless Services Network of Suwannee Valley CoC. These are the lead

agencies for the local continuums. Meridian staff participates in all aspects of the CoC

planning process including the annual Point-In-Time census, inventory of current services,

gap analysis, coordination of local services, and short and long-term planning. Meridian’s

president/CEO (or her designee) serves on the steering committee of the Alachua/Gainesville

10-Year Plan to End Homelessness. Meridian staff are also active in regional events that seek

to raise community awareness about homelessness such as the “Annual Breakfast on the

Plaza” and the “Stand Down for Homeless Veterans.”





FY 2017-2018


Intended Use Plan



Meridian has strong working relationships with area providers to ensure that PATH

participants receive person-focused assistance. Partnerships with community providers assist

care managers and outreach staff in accessing services and providing a referral system for

PATH participants. Meridian staff provides services in many of these venues and have

written agreements for vouchers where immediate services to participants can be provided.

Meridian works with the North Central Florida Alliance and other community partners to

secure funding and a location for an 80-bed homeless facility in Gainesville, FL. Meridian

partners with the Gainesville Housing Authority and Alachua County Housing Authority to

implement Shelter Plus Care and permanent housing for individuals experiencing

homelessness with mental illnesses. Meridian has a direct allocation of funding for over 18

placements for PATH-eligible participants. Other partnership organizations at which

Meridian provides outreach and referrals services for PATH participants include: Malcolm

Randall VA Medical Center for healthcare for Homeless Veterans; St. Francis House and

Salvation Army for Emergency Homeless Shelter; Bread of the Mighty Food Bank, Catholic

Charities and Gainesville Community Ministry for food, financial assistance and budgeting;

Peaceful Paths Network for domestic abuse services; Shands Hospital, Mobile Outreach

Clinic, Shands Eastside Health Clinic, Palms Medical, Helping Hands Clinic, County Health

Departments for primary healthcare; Alachua County Community Support Services for

various benefit services; and FloridaWorks for employment and employability skill

development.






Meridian’s outreach and case management efforts concentrate on serving individuals

experiencing chronic homelessness. Meridian’s staff provide outreach services to homeless

individuals living on the street, in homeless camps, and/or in shelters. These outreach efforts are

provided throughout Meridian’s service area in an attempt to engage individuals experiencing

homelessness into services by repeated contact. Outreach staff maintain lists of homeless camp

locations and other areas throughout the counties it serves where there are concentrations of

persons experiencing homelessness. Outreach services are targeted in the areas that have the

highest rates of literal persons experiencing homelessness, such as shelters, outreach service


FY 2017-2018


Intended Use Plan

centers, food banks, and homeless camps. Case management services are provided to participants

that move into housing to help them maintain their housing.



Meridian’s core PATH funding is utilized to provide case management and outreach

services. Staff will provide ongoing outreach services in camps, Gainesville Downtown

Plaza, Empowerment Center (Grace Marketplace), meal sites, and other places where the

homeless congregate. This will be essential in engaging individuals who have experienced

long-term homelessness. When PATH staff are able to engage this targeted population, they

will then help participants navigate the system of care (mental health treatment, economic

assistance, SOAR, primary care, etc.) with the goal of getting enrollees into safe, appropriate

housing. Staff will also provide continual case management services to participants that are

placed into housing to help them maintain their housing.


Gaps in Meridian’s current service system have been identified through the Continuum of Care

(CoC), homeless coalitions, planning councils, city and county government, and the 10-year plan

to end homelessness committees. Without these needs being addressed in the service area, people

experiencing homelessness can be expected to remain in a revolving door cycle between the

street, jails, meal sites, and emergency shelters. These gaps include:

Emergency and Transitional Housing (identified through homeless planning council)

Permanent Housing for individuals and families (identified through the 10-year plan to

end homeless committees)

Permanent supportive housing with a Housing First approach (identified through the CoC

gap analysis)

Long-term case management to prevent homelessness (identified through the homeless

planning council)

Homeless One-Stop Center with coordinated intake system (identified through city and

county government)

Jail diversion and reentry services (not enough services to meet the needs) identified

through the Criminal Justice Planning Council).

These were all identified as high priority needs in the community. The Alachua County Board of

County Commission and the Board of City of Gainesville Commission continues to fund a

homeless one-stop center and seek funding to expand service and housing capacity.


FY 2017-2018


Intended Use Plan



Meridian is a CARF accredited licensed provider of both mental health and substance use

disorders services. Meridian provides a full continuum of behavioral health services for

individuals who have serious mental illnesses and co-occurring substance use disorders.

Meridian provides detoxification facilities, inpatient and outpatient mental health and

substance use disorders treatment facilities, group homes, and transitional living

facilities. Meridian’s PATH staff have been trained to identify the needs of PATH

participants and make referrals for assessment and treatment when it is determined to be

necessary. PATH staff can make direct referrals for PATH participants to programs and

services of their choice and for which they meet criteria within Meridian. Meridian

maintains a clinical best practice for the treatment of people with co-occurring disorders

that embodies the Comprehensive, Continuous, Integrated System of Care (CCISC)

model. All services provided by Meridian staff meet the criteria as co-occurring

enhanced based on the commitment to continuous training and practice of the CCISC

model.




The Vice President of Forensics at Meridian is a trainer for SSI/SSDI Outreach, Access

and Recovery (SOAR). She will continue to provide trainings to community stakeholders

at least twice annually. Meridian has already implemented this practice with all PATH

staff as they have all been trained in SOAR. Meridian staff continues to provide refresher

courses and monitoring through staff supervision to ensure that fidelity is maintained.

Meridian uses Motivational Interviewing (MI) to increase treatment readiness and

motivation to change. Motivational Interviewing is one of the most frequently used

strategies for enhancing motivation. The operational assumption in MI is that ambivalent

attitudes or lack of resolve is the primary obstacle to behavioral change. Establishing the

PATH participant’s motivation to change is an essential first step in fostering program

continuation from outreach to follow-up and completion. All PATH staff have been

trained in this model. This is documented in their Human Resource records. Oversight

to ensure continuous fidelity of the model is achieved through supervision,

documentation, and re-training.


FY 2017-2018


Intended Use Plan






Meridian has received several grants and other funding to provide services to those

individuals who are involved with the criminal justice system. The criminal justice

diversion department at Meridian has developed jail diversion programs and mental

health courts in the state of Florida by providing mentoring, advocacy, training, and

education. These programs support PATH initiatives and are used as referral mechanism

for PATH participants. Because of its robust criminal justice program, the Agency can

assist PATH consumers with reentry through its specialized reentry program, and use jail

diversion services to assist PATH participants.

Meridian was awarded the Criminal Justice Mental Health and Substance Abuse grant

through the Department of Children and Families and Alachua County. The funds are

used to plan, implement, and expand initiatives that improve the accessibility and

effectiveness of treatment services for adults and juveniles who might be homeless and

have a mental illness, a substance use disorder, or a combination thereof, with a focus on

those who are in, or at risk of entering, the criminal or juvenile justice systems.

Meridian was awarded the Substance Abuse and Mental Health Services Administration

(SAMHSA), Center for Substance Abuse Treatment (CSAT) Offender Reentry Program

(ORP) grant. The funds are used to provide treatment and wraparound reentry services to

individuals with substance abuse disorders or co-occurring substance abuse/mental health

disorders who are re-entering the community from local jails.

For health issues, The Agency links PATH served consumers to Meridian’s Primary Care

unit. Many times the participants do not have transportation to get to the clinic. When this

occurs, the agency provides bus passes to use for transportation. It also refers these

consumers to the mobile outreach clinic that travels around the community providing

health services. The county health department is also a place to refer PATH program

participants.

Currently, Meridian has 72 permanent supportive housing (PSH) units designated

specifically for the use of individuals with chronic behavioral health disorders, and an

additional five rental homes for very low income persons or households. In addition,

Meridian is an active participant in both the FL-508 and FL-518 CoC. Meridian was


FY 2017-2018


Intended Use Plan

awarded PSH funding for victims of domestic violence through the CoC. Meridian was

also awarded the PSH bonus through the CoC. Additionally, in partnership with LSF and

the CoC, Meridian offers housing stipends using PATH funds. These funds link all

enrolled individuals/families to permanent housing as appropriate and available, or use

the local HUD Coordinated Entry Process to assist with securing permanent housing.

The CoC has decided to use the Vulnerability Index Service Prioritization Decision

Assistance Tool (VI-SPDAT) as the triage tool. This evidence-based survey tool provides

a base number predicating vulnerability and is the basis for beginning the prioritization

process for permanent housing. In addition to the VI-SPDAT, the prioritization process

also includes the score from a SPDAT assessment, which is completed prior to a housing

offer, and any other factors to determine priority housing needs. The process also

promotes a Housing First philosophy with the aim of focusing on and removing the

barriers to immediate permanent housing.

Meridian is an active participant the local CoCs. The CoC Lead Agency operates the

one-stop homeless assistance center (HAC). At the HAC, they regularly provide

assistance with resume building, how to complete job applications online, provide job

listings, and provide space for community groups to offer classes. Staff are developing an

education center and curriculum where Meridian will be able to provide not only hard job

skills but also training in soft skills and entrepreneurship training. The HAC regularly

works with Action Labor, a local labor pool, to provide employment to persons

experiencing homelessness while they seek more permanent employment. Meridian

refers consumers to CareerSource, the one-stop workforce center. In addition,

community job listings (compiled and distributed by the CoC weekly) are displayed and

distributed to consumers in outpatient counseling areas.


Outreach Services












FY 2017-2018


Intended Use Plan









Meridian is currently using HMIS (Servicepoint) to collect information for

participants in the Continuum of Care transitional and supportive housing programs.

Full implementation of HMIS utilization has been ongoing. Care Managers enter

basic demographics and service data into the HMIS.



The Program Manager and HMIS /CoC Coordinator work to develop and provide

training to staff, oversee data quality, and develop protocols for monthly transmission

of HMIS data. The HMIS lead agency has scheduled basic Servicepoint trainings on

an on-going basis. Meridian’s HMIS staff and the COC liaison have developed HMIS

procedures for PATH staff providers.



Meridian completes an evaluation on all PATH participants including their eligibility

and status of benefits when they enter the program. Meridian partners with Three

Rivers Legal Services attorney/advocate who assisted thirty-five homeless individuals

seeking SSI/SSDI benefits to navigate the denial process when necessary.

Consumer SOAR SSI/SSDI applications and supporting documents are maintained in

individual consumer files. The information includes initial or subsequent applications,

appeals, medical records, correspondence with the Social Security Administration,

consumer communication logs and any other relevant information. SOAR Online

Application Tracking System Language needed. Summary data is collected annually


FY 2017-2018


Intended Use Plan

and includes the number of initial applications, progress towards determination, and

final determination notices.


2016 (2015- 2016):

Zero.



Sixty.



Seventy.




Yes. Forensics program has its own SOAR specialist as does the PATH program.






N/A

The Agency does not fund a PATH Dedicated SOAR Processor. The agency refers

individuals in need to the nearest providers who have dedicated SOAR processors.



N/A


FY 2017-2018


Intended Use Plan


online course.

N/A


SOAR model.

N/A



N/A


full-time job duty?

N/A





N/A




N/A


FY 2017-2018


Intended Use Plan

7. Housing:



• Alachua County Housing Authority – subsidized low-income housing

• Gainesville Housing Authority – Section 8 housing vouchers (waiting list)

• Habitat for Humanity – home ownership

• CHOICE – HUD permanent supportive housing

• Satellite Apartments – HUD permanent supportive housing

• Neighborhood Stabilization Project – permanent supportive housing

• Joyce House – permanent supportive housing for mental health/co-occurring women

• Meridian CoC – permanent supportive housing allocation for ten individuals and

families experiencing homelessness with mental illnesses or co-occurring disorders

• St. Francis House and Salvation Army – emergency shelters

• Honor Center – transitional housing for veterans

• HELP – Shelter Plus Care for permanent supportive housing

• Arbor House – domestic violence shelter




Veterans 0%

Gender

Male 43%

Female 57%

Race


Asian 0%


Caucasian 42%



Ethnicity

Hispanic/Latino 0%


FY 2017-2018


Intended Use Plan







Meridian is committed to cultural competency. Staff receive training in cultural

diversity at the new hire orientation and through the use of videos, handouts, and

web-based programs in order to remain aware of personal attitudes, beliefs, biases,

and behaviors that may influence their assessments and actions. Meridian ensures

that staff is sensitive to the diverse needs of the population served, specifically the

unique challenges that accompany homelessness. Recognizing diversity in age,

gender, race, culture, spiritual preferences and beliefs, sexual preferences, and gender

orientation, staff works closely with the individual to ensure interventions are

individualized and applied in a person-centered manner. Service plans are developed

based on the PATH participants’ expressed desires and strengths. The agency

maintains a cultural competence plan that is reviewed annually to address staff

competency, as well as the organizational framework.




Gender

Male 45%

Female 55%

Race


Asian 1%


Caucasian 33%



Ethnicity



FY 2017-2018


Intended Use Plan

Hispanic/Latino 1%

Age

18-23 years 14%

24-30 years 22%

31-50 years 51%

51-61 years 13%




















PATH staff provide opportunities for participants and family involvement in planning

for the services they receive. The participants are the primary focus of Meridian’s

PATH program. Staff seek directions from participants on services and community

needs. Meridian surveys program participants on an annual basis (more frequently

for some programs) to determine participant satisfaction. Survey results are used in

evaluating services and making programmatic changes where necessary.


FY 2017-2018


Intended Use Plan


Meridian Behavioral Healthcare, Inc. - 2017-2018 PATH Grant Budget

Personnel

Annual

Salary*

(total

number)

PATH-

funded

FTE

(%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars Comments

Executive Assistant $ 27,500 0.15 $ 4,125 $ 1,375 $ 5,500

Cash match

through county

funds

Case Manager/Outreach

Specialist $ 36,400 0.75 $ 27,300 $ 9,100 $ 36,400

Cash match

through county

funds

Outreach Specialist $ 32,100 0.37 $ 12,037 $ 4,013 $ 16,050

Cash match

through county

funds

Vice President Housing $ 70,000 0.15 $ 10,500 $ 3,500 $ 14,000

Cash match

through county

funds

Other (describe)

Other (describe)

Subtotal $166,000 1.43 $ 53,962 $ 17,988 $ 71,950


for positons."


Meridian (22.00)

Subtotal $ 11,872 $ 3,957 $ 15,829

Cash match

through county

funds

Travel

Training


FY 2017-2018


Intended Use Plan


Meetings $ 2,363 $788

$

3,150

Expenses for

Outreach

Specialists to

attend Florida

Housing

conference;

Expenses for

Outreach

Specialists to

attend Florida

Supportive

Housing;

Expenses for

Outreach

Specialists to

attend Florida

Institute for

Homeless -

Cash match

through county

funds

Rental Car

Per Diem $ 354 $ 118 $

472

Meals for staff

while attending

conferences -

Cash match

through county

funds

Other (local travel): $ 794 $ 265 $

1,059

2,379 miles at

$0.445 per mile

- Cash match

through county

funds

Other (describe)

Subtotal $ 3,511 $ 1,171 $

4,681

Equipment

$ - $


FY 2017-2018


Intended Use Plan

-

Subtotal - $

-

Supplies

Office supplies $ 330 $ 110 $

440

Supplies:

Folders, pens,

staples, etc. -

Cash match

through county

funds

Outreach Supplies/ Hygiene

kits/Misc. $ 5,250 $ 1,750

$

7,000

Hygiene

supplies and

other

miscellaneous

items for

participants -

Cash match

through county

funds

software $

-

Other (Brochures) $ 120 $ 40 $

160

Brochures

describing

PATH services

- Cash match

through county

funds

Other (Educational Supplies) $ 90 $ 30 $

120

Educational

Supplies for

PATH

participants -

Cash match

through county

funds

Subtotal $ 5,790 $ 1,930 $

7,720

Contractual


FY 2017-2018


Intended Use Plan

-

Subtotal

-

Other


assistance $ 9,829 $ 3,276 $ 13,105

Provides for

needed housing

assistance such

as deposits and

first month rent

- Cash match

through county

funds


malpractice, etc.) $ 5,337 $ 1,779 $ 7116

Property,

Professional

Liability - Cash

match through

county funds




Grounds Maintenance $ 2,399 $ 800 $ 3,199

Facility

Allocation for

PATH staff -

Cash match

through county

funds


Internet $ 9,044 $ 3,015 $ 12,059

Telephone,

utilities,

internet and

other IT and

Information

services

functions -

Cash match

through county

funds

Office: Other (describe) -



FY 2017-2018


Intended Use Plan


Benefits):


Fees

$ 2,006 $ 669 $ 2,675

MBH Related

training

expenses for

SOAR, Mental

Health First

AID, etc. -

Cash match

through county

funds


Benefits): Other (describe) $ -

Audit $ 2,588 $ 863 $ 3,450

Analysis of data

and expenses

for PATH

related services

- Cash match

through county

funds

Subtotal $ 31,203 $ 10,402 $ 41,604


each section) $106,338 $ 35,448 $141,787


(Administrative Costs) $ 10,634 $3,545 $ 14,179




FY 2017-2018

Local Provider Mid Florida Homeless Coalition, Inc. Page 1 of 14

Intended Use Plan




Name of the Organization: Mid Florida Homeless Coalition, Inc.

Type of Organization: Not-for-Profit

Address of Provider: 104 E Dampier Street, Inverness, FL 34452

Local Continuum of Care Lead Agency: Mid Florida Homeless Coalition, Inc.

PATH Contact Name/E-Mail/Phone #: Barbara Wheeler/[email protected] /352-860-

2308

Region Served: Northeast/Citrus, Hernando, Lake and Sumter Counties


receive.

Federal: $113,475

Match: $ 37,825

Total: $151,300




Mid Florida Homeless Coalition, Inc. (MFHC) is the designated lead agency for the homeless

continuum of care for a four-county service area. After the initiation of the local homeless

coalition by Mid Florida Homeless Coalition, the agency continues to execute the homeless

coalition responsibilities as set forth in the HEARTH Act and Florida Statutes. MFHC became

incorporated in 2000, was established as a 501(c)(3) in 2001, and became the local homeless

coalition. In 2004, MFHC became recognized by the U.S. Department of Housing and Urban

Development (HUD) and by the State of Florida Office on Homelessness as the Continuum of

Care (CoC) upon applying for its first HUD CoC grant. As a result of the recognition of the

organization as the homeless coalition lead agency, MFHC benefits from the coalition staffing

grant through the Department of Children and Families.

In 2005, Mid Florida Homeless Coalition received funds to start the Homeless Management

Information System (HMIS). MFHC became the Lead Agency for the HMIS and continues to

administer the system throughout the CoC.


FY 2017-2018


Intended Use Plan






MFHC, due to its roles as the homeless coalition lead agency and as the HMIS lead agency,

maintains partnerships with each of the provider agencies who are members of the local

homeless coalition. This relationship extends to agency staff who are responsible for the entry of

HMIS data, as HMIS training is made available as needed by homeless coalition staff member

who also has coalition staffing responsibilities. Our four staff members assume responsibility for

facilitating meetings of the HMIS Users Group and HMIS Data Quality Committee, Coordinated

Entry and meetings in all four counties.

MFHC interacts significantly with those coalition agencies which receive coalition-related

funding, but also works with organizations throughout the CoC. All but two shelters enter data

into HMIS, funded and non-funded organizations participate in meetings and the Governing

Board in growing in its diversity. MFHC is part of two Public Safety Committee Boards that

have oversight over Criminal Justice Mental Health and Substance Abuse Reinvestment

(CJMHSR) Grants as well as serving on Affordable Housing Advisory Committee in Citrus

County.






The intent of the PATH funded services is to conduct street outreach and case management.

Adults who are literally and chronically homeless may be hard to reach and may not access

services on their own; therefore, these individuals will be assisted through these services.



MFHC currently has a three-year Emergency Solutions Grant (ESG) contract. MFHC can

leverage 40% of these funds as they are currently targeted to outreach. MFHC is currently under


FY 2017-2018


Intended Use Plan

contract for $200,000 for Challenge Grant funds. These funds are used for Rapid Re-housing.

MFHC submitted a Letter of Intent to the Citrus County Community Charitable Foundation for

funds to provide medical services to the Citrus population. MFHC has a $30,000 3-year contract

for TANF funds which are being used in Lake and Citrus Counties to keep people from losing

their housing. MFHC’s current HUD HMIS grant of $75,000, plus its 25% match, can be

leveraged for the services needed via HMIS.

In addition, MFHC will be applying for funds through other foundations to support this and other

services that are being identified as gaps in the CoC.


Gaps in the current service system include the absence of effective street outreach throughout the

four counties serviced. Knowing those who are homeless, their conditions, and needs will help

MFHC better plan for those needs.

While the CoC has improved its funding towards Rapid Re-housing, it recognizes that there is

still not information known about those on the street to be able to identify the funding needed for

long-term, short-term, or prevention services. Obtaining that information can help the Agency

speak to local County government, as well as the State, regarding newly identified gaps or better

expounding on current gaps; e.g., medical needs, mental health needs, and affordable housing.



The local homeless coalition includes agencies through which services are available to

individuals with co-occurring mental health and substance use disorders. These include:

Mid Florida Homeless Coalition (MFHC) which is currently the recipient of ESG funds of which

some are being used for outreach. Mid Florida Homeless Coalition’s plan is to use the PATH

funds to provide targeted outreach and case management to those who are identified through

current outreach services as having mental health and/or substance abuse disorders. As the

CoC’s Lead Agency for the Centralized Intake, MFHC conducts the VI-SPDAT and SPDAT for

all people experiencing homelessness who are seeing housing. Thus, the Agency maintains not

only the CoC’s Homeless By Name List, it monitors who is most vulnerable and works with

local organizations to get them into housing. With limited Case Management services in the

CoC, the PATH funds will provide needed services to those most vulnerable to meet their needs;

e.g., connection to SOAR, Housing Locator, medication, and a plethora of other needs.


FY 2017-2018


Intended Use Plan

LifeStream Behavioral Center, The Centers, and Baycare Behavioral Health all have contracts

for services for those with mental health, substance abuse and co-occurring disorders. These

services include operating a CSU, in patient, outpatient, groups, case management, and more.

LifeStream operates a HUD CoC permanent supportive housing program for chronically

homeless, as well as providing case management for a HUD CoC permanent supportive housing

program that is operated by Lake County. LifeStream is also working with those who are

experiencing homelessness and have interactions with the local jail through the CJMHSA grant.

While all three organizations are serving some people who are homeless, all of these

organizations have waiting lists due to the need in the community versus funding available. Two

of the three organizations provide SOAR services to people within the CoC.




Mid Florida Homeless Coalition, in its role as the lead agency for the local homeless coalition,

seeks to implement evidence-based best practices including the implementation of a coordinated

assessment and entry process. MFHC is helping to steer its CoC in the direction of serving

individuals who are most vulnerable, and using the Housing First model to do so.






Citrus County – MFHC has a relationship with the Citrus County Jail staff. If an individual

identifies as homeless and is interesting in a housing assessment, the Agency is contacted and the

Coordinated Entry Navigator who will go to the jail to conduct the assessment.

Lake County – MFHC has operated a CJMHSA Grant for several years, and Mid Florida

Homeless Coalition’s Executive Director serves on Lake County’s Public Safety Council as the

Homelessness representative. The Agency has developed relationships with the Correctional

Facilities in the Lake County to ensure the steps outlined in the grant are accomplished. In

addition, Mid Florida Homeless Coalition (MFHC) collaborates with LifeStream, which runs the

program under this grant.

Sumter County – The Refuge at Jumper Creek, the organization that receives funds through

MFHC to conduct outreach in all four counties, has developed a relationship with the local jail,


FY 2017-2018


Intended Use Plan

and those who identify themselves as being homeless will soon be able to request to have the

Coordinated Entry staff come to the jail to complete housing assessments.

Hernando County – Career Source of Pasco/Hernando has been awarded a grant from which it

will provide training to people while they are in the county jail. MFHC has been asked to go to

the jail to conduct housing assessments on some of the people participating in this program. The

County has recently been awarded a CJMHSA Grant. MFHC’s Executive Director serves on the

Hernando County Public Safety Council.

The Coordinated Entry Navigator learns about all possible needs of the individuals incarcerated,

provides a Quick Resource Card pointing out potential resources, and assists the participant in

understanding how to connect to services.


Outreach Services


















FY 2017-2018


Intended Use Plan

5. Data:



The PATH program has been fully implemented into the CoC HMIS system, and all training

and monitoring of data quality and performance will continue to be done by the HMIS

Administrator.



MFHC not only utilizes HMIS, but is the HMIS lead agency. MFHC staff already has the

responsibility to train those utilizing the PATH funding, as well as monitoring this program.

As changes are made to this or any other program required to be entered into HMIS, the

vendor providing the database system makes all necessary updates to the software.



Mid Florida Homeless Coalition has one staff member previously trained in SOAR and all

staff has a general knowledge of SOAR. MFHC currently funds some outreach through ESG,

which includes funding a position to complete SOAR applications.


2016 (2015- 2016):

Two.



None.



Thirteen


FY 2017-2018


Intended Use Plan




The agency has a SOAR specialist who does all PATH SOAR cases.






N/A

The Agency does not fund a PATH Dedicated SOAR Processor.

The agency refers individuals in need to the nearest providers who have dedicated SOAR

processors.



N/A


online course.

N/A


SOAR model.

N/A



N/A


FY 2017-2018


Intended Use Plan


full-time job duty?

N/A





N/A




N/A

7. Housing:



Through the coordinated entry process, a housing assessment will determine the type of

housing needed.

Rapid Rehousing – Refuge at Jumper Creek, Lake Community Action Agency, and

Catholic Charities

Permanent Supportive Housing – LifeStream, Citrus County Housing, and Lake

County Housing


FY 2017-2018


Intended Use Plan




Veterans 1%

Gender

Male 0%

Female 100%

Race


Asian 0%


Caucasian 100%



Ethnicity

Hispanic/Latino 0%







MFHC sends its staff to trainings that are held throughout the CoC service area to be kept up-

to-date on cultural competence, as well as mental health first aid. Current staff has been

working in the homeless system for a period of years, and are advocates regardless of age,

gender, disability, sexual orientation and racial/ethnicity.



FY 2017-2018


Intended Use Plan




Gender

Male 61%

Female 39%

Race


Asian 0%


Caucasian 80%



Ethnicity

Hispanic/Latino 8%

Age

18-23 years 8%

24-30 years 26%

31-50 years 20%

51-61 years 44%





● # of individuals contacted through outreach: 0

● # of individuals enrolled: 0

● % of individuals enrolled that were literally homeless: N/A

● % of individuals enrolled that were veterans: N/A


● # of individuals to be contacted through outreach: 180

● # of individuals to be enrolled: 110


FY 2017-2018


Intended Use Plan

● % of individuals enrolled that are literally homeless: 97%

● % of individuals enrolled that are veterans: 7%







With the current ESG-funded outreach, which these funds will expand upon, those who are

being served are encouraged to volunteer to help the outreach team. Through this involvement,

those individuals can help identify and locate other individuals who are homeless. Those who

volunteer is usually forthcoming about what they feel is working effectively and what can be

changed to help themselves or others. A person formerly experiencing homelessness currently

sits on the Mid Florida Homeless Coalition’s Governing Board. These practices will continue

with the expansion allowed by the addition of PATH funds.


Mid-Florida Homeless Coalition - 2017-2018 PATH Grant Budget

Personnel

Annual

Salary*

(total

number)

PATH-

funded

FTE

(%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars Comments

Administrative Assistant $

-

Case Manager $35,360 1 $ 35,360 $ 35,360

Outreach Worker $35,360 1 $ 35,360 $ 35,360

Other (Data Entry) $10,400 0.79 $ 8,216 $ 2,184 $ 10,400 Cash match

Other (describe) -

Other (describe) -

Subtotal $81,120 2.79 $ 78,936 $ 2,184 $ 81,120 Cash match


for positons."


FY 2017-2018


Intended Use Plan


Subtotal $5,337 $ 869 $ 6,206 Cash match

Travel

Training -


Meetings -

Rental Car -

Per Diem -

Other (mileage) $ 6,500 $ 6,500

Travel

reimbursement

for outreach &

case

management -

Cash match

Other (describe) -

Subtotal $ 6,500 $ - $ 6,500

Equipment

Laptop computers $1,500

$ 1,500 2 laptop

computers

-

Subtotal $1,500 - $ 1,500

Supplies

Office supplies $ 200 $ 200

Folders, pens,

etc. - Cash

match


Hygiene kits/Misc. $ 686 $ 4,000 $ 4,686

Hygiene &

food items -

In-Kind match

software - $ 1,606 $ 1,606

2 copies of

Microsoft

Office - Cash

match


FY 2017-2018


Intended Use Plan

Other (HMIS user access) $ 1,032 $ 1,032 HMIS 2 users

- Cash match

Other (Prescription costs) - $ 1,163 $ 1,163

Cost of

prescriptions -

Cash match

Subtotal $ 686 $ 8,001 $ 8,687

Contractual

-

-

Subtotal - - -

Other


assistance -


malpractice, etc.) $ 732 $732

Liability,

worker's comp

& non-owned

auto - Cash

match


Courier, Postage, etc.) $ 1,000 $ 1,000

Copying &

Postage - Cash

match


Grounds Maintenance $ 500 $ 500

Security -

Cash match


Internet $ 4,200 $ 4,200 $8,400

Mobile Phone

& Internet -

Cash match

Office: Other (Rent) $10,200 $10,200



Benefits):


Fees

- $ 700 $ 700 FCH Institute

- Cash match


FY 2017-2018


Intended Use Plan



Audit $ 6,000 $ 6,000 $ 12,000 Cash match

Subtotal $10,200 $23,332 $ 33,532


each section) $103,159 $34,386 $137,545


(Administrative Costs) $10,316 $ 3,439 $13,755




FY 2017-2018

Local Provider New Horizons CMHC Page 1 of 18

Intended Use Plan




Name of the Organization: New Horizons Community Mental Health Center, Inc.

(NHCMHC)

Type of Organization: Community Mental Health Center

Address of Provider: 1469 NW Northwest 36th Street, Miami, FL 33142

Local Continuum of Care Lead Agency: Miami-Dade County Homeless Trust

PATH Contact Name/E-Mail/Phone #: Jean Eveillard / [email protected] /

(305) 759-5262

Region Served: Southern Region (Miami-Dade County)


receive.

Federal: $465,000

Match: $155,000

Total: $620,000




NHCMHC is a participating member of the Miami-Dade County Homeless Trust Continuum

of Care. The local homeless continuum of care and its providers exist as a formal countywide

partnership for service providers, consumers, and stakeholders. This working group is

responsible for developing standards of care, shaping public policy, distribution of funding,

monitoring, and quality improvement efforts in the homeless service delivery system for

individuals and families experiencing homelessness in Miami-Dade County. NHCMHC staff

attends monthly Homeless Trust Board meetings, participate in standing committees, and

assist in writing the Continuum of Care HUD grant applications. Staff also participates in the

Point-in-Time (PIT) census count, which is a measure of individuals experiencing

homelessness on a specific day. The PIT Count is one of the best methods of determining

progress towards eradicating homelessness.



FY 2017-2018


Intended Use Plan



outreach teams, primary health, mental health, substance use, housing, employment, etc.) to

PATH eligible consumers and describe coordination of activities with each of these


New Horizons is a provider partner to the Miami-Dade County Continuum of Care (CoC); as

such, the Agency has collaborative work relationships with its provider members New

Horizons’ PATH staff work closely with the CoC coordinated outreach team for assessment

and placement process. Individuals and families experiencing homelessness are placed based

on level of vulnerability, availability of beds, and/or housing. In turn, the coordinated

outreach team may refer individuals that have mental health conditions and who are

experiencing homelessness to New Horizons for mental health services and/or co-occurring

services.

New Horizons has a Memorandum of Understanding (MOU) with Jessie Trice Community

Health Center and collaborative relationships with Camillus Health Concern and Jackson

Memorial Hospital for the provision of primary health care and medical services.

In addition to collaborative efforts in increasing the County’s housing inventory for

individuals and families experiencing homelessness, the Agency is part of a community

partnership designed to improve the delivery of services to persons experiencing

homelessness who are involved in multiple systems. These organizations include:

Miami-Dade County Homeless Trust

Miami-Dade County Public Housing and Development

Miami Dade Community Action and Human Services

City of Miami

City of Miami Beach

Social Security Administration

DCF Southern Region SAMH Program Office

South Florida Behavioral Health Network (SFBHN)

Miami-Dade County Public Transportation

South Florida Workforce Chapman Partnership

Miami-Dade Safe Space

Jackson Behavioral Health Hospital

Veterans Administration Hospital

Jessie Trice Family Health Center


FY 2017-2018


Intended Use Plan

Miami Rescue Mission

Salvation Army

New Hope Corps.

Camillus House/Camillus Health Concern

Citrus Health Network, Inc.

Douglas Gardens CMHC

Banyan Health Systems

Catholic Charities of the Archdiocese of Miami, Inc.

Carrfour Supportive Housing

Fellowship House

Lotus House

Lutheran Services

Legal Services of Greater Miami

Betterway of Miami, Inc.

New Hope Drop-In Center

Jewish Community Services of South Florida, Inc.

Goodwill Industries

Volunteers of America

Fresh Start Consumer Network

Agape






The focus of PATH services is on outreach and case management services to persons

who are chronically and literally homeless in need of mental health or co-occurring

mental health and substance abuse services and who do not receive such services from

mainstream mental health or substance use programs. Outreach services occur in the

street, homeless shelters, and other target areas where individuals experiencing

homelessness may congregate. “In-Reach”, contact within the agency initiated by an

individual who is homeless, is also conducted by PATH staff. Outreach staff is trained in

the engagement process including the use of reflective listening, brief and consistent

interactions, as well as allowing the participant to exercise control in the interaction.


FY 2017-2018


Intended Use Plan

These strategies are guided towards building relationships so acceptance of and

connection with services is maximized. Case management services are designed to assist

PATH participants to access health care, income through employment or social security

utilizing the SOAR model, and mental health services or co-occurring services. In

addition, case managers provide linkage and referral services to other community

resources and supportive services and help PATH participants in the acquisition and

maintenance of adequate and stable housing.



In addition to working relationships with the CoC member organizations to create

housing and implement needed services for individuals experiencing homelessness, the

Agency has formal Memorandum of Agreement(s) with Jessie Trice Family Health

Center and collaborative relationships with other community organization such as

Jackson Memorial Hospital and Camillus Health Concern for primary care and medical

services; Miami-Dade County Public Transportation for free bus passes for individuals

experiencing homelessness; Miami-Dade County Meals Program; Camillus House and

the Miami Rescue Mission for hot meals and showers; South Florida Workforce; and

Elder Affairs meals program to ensure maximization of resources and to reduce

overlapping and duplication of services.


The Miami-Dade County Homeless Trust’s gaps analysis reveals a continued need for the

creation of new permanent housing for individuals experiencing chronic homelessness

(preferably Housing First models) and veterans experiencing homelessness. On January

21, 2016, as revealed by the PIT Homeless count, there were 982 unsheltered persons and

3,253 sheltered individuals. On this date, 1,306 persons experiencing homelessness were

surveyed. The data collected suggests the following needs:

Housing

Transportation

Employment

Case management

Health Care

Food

Mental Health Services

Rapid Rehousing


FY 2017-2018


Intended Use Plan

Vocational Training

Substance Abuse Counseling



Outreach - identification and engagement of persons who are chronically and literally

homeless in need of mental health or co-occurring mental health and substance use

services and who do not receive such services from mainstream mental health or

substance abuse programs.

Psychiatric services - psychiatric evaluation, follow-up, and medication

management.

Crisis support - this service aims at reducing stress and helps the individual’s

ability to cope with the current situation.

Case management - these services include assessment, planning, referral,

consumer and program related record keeping; assisting those consumers

engaged through outreach services into linkage with mainstream resources,

including community mental health services, housing options, and income

support services.

Psychosocial rehabilitation services - services designed to enable consumers

to function in the community in the least restrictive environment and restore

or enhance social and prevocational life management services. Help

consumers assume responsibility over their lives and improve general well-

being.

Mental health services - include assessment, diagnosis, and treatment or counseling to

assist a consumer in alleviating or recovering from mental illness.

Outpatient substance use counseling—this service includes education,

prevention, drug screening, treatment, and counseling for individuals at

different stages of recovery.

Permanent Supportive Housing—tenant-based rental assistance with

supportive services for individuals experiencing homelessness and chronic

homelessness and who have been impacted by mental illnesses.

SSI/SSDI Outreach, Access and Recovery (SOAR)—this service is designed

to increase access to SSI/SSDI for eligible individuals experiencing

homelessness or at risk of homelessness and having mental illnesses.

Transitional housing—Temporary housing with supportive services.

Screening and diagnostic services.


FY 2017-2018


Intended Use Plan




Miami-Dade County Homeless Trust and South Florida Behavioral Health Network

(SFBHN) provide ongoing trainings and support. New Horizons’ HMIS administrator,

together with homeless service providers within the Continuum of Care, attend

mandatory monthly group meetings scheduled by the lead Agency, Miami-Dade County

Homeless Trust. Technical assistance is provided as needed.






New Horizons has collaborative relationships with Jessie Trice, Camillus Health

Concern, and Jackson Memorial Hospital. All consumers in need of health services are

referred to the aforementioned entities. The Agency has 120 units of permanent

supportive housing using the Housing First model for homeless and chronically homeless

persons with mental illnesses. There are no preconditions such as sobriety, participation

in treatment, or minimum income threshold for program entry. Criminal background is

not a disqualifying criterion for admission. Other housing arrangements are explored for

consumers, including reunification with family members or placement in transitional

housing programs. In addition, the Agency is involved in housing and employment

initiatives with South Florida Behavioral Health Network, the Managing Entity, with the

goal of improving housing and employment outcomes for consumers.

The Agency provides an array of supportive services including: outreach, medication

management, residential services, case management, psychosocial rehabilitation, mental

health, substance abuse counseling and other services designed to help consumers

transition from the criminal justice system into the community.


Outreach Services






FY 2017-2018


Intended Use Plan















The HMIS transition plan is fully completed. PATH data for fiscal year 2017 is

collected accordingly.



Miami-Dade County Homeless Trust and SFBHN provide ongoing trainings and

support. Presently, the Agency’s PATH program has three (3) HMIS administrators.

New Horizons’ HMIS administrators, together with homeless service providers

within the Continuum of Care, attend mandatory monthly group meetings scheduled

by the lead Agency, Miami-Dade County Homeless Trust. Technical assistance is

provided as needed.


a. Describe the agencies plan to train PATH staff in SOAR.

The Agency presently has a certified SOAR trainer, two SOAR trained case

managers, and one dedicated SOAR specialist. During this fiscal year the Agency

plans to add one more dedicated SOAR specialist. SOAR training are conducted

online and are supervised by the Agency’s SOAR trainer.


FY 2017-2018


Intended Use Plan


2016 (2015- 2016):

During the grant year ending in 2016 one PATH staff was trained in SOAR.



During the FY 15/16 one consumer was assisted through SOAR.



The PATH program intends to assists a minimum of thirty-five consumers with

SOAR applications in FY 16/17.




The PATH program has a full time dedicated SOAR specialist. Without access to

benefits PATH enrolled consumers find it difficult to access housing, medical

services, and related services. Therefore, it makes sense that the Agency and the

Managing Entity allocate its funds where it makes the greater impact as expeditiously

as possible.






The PATH program uses the SOAR process to improve timely completion of

mainstream benefit applications and timely determination of eligibility.



The approval rate is 57% and average time for approval is 51 days.


FY 2017-2018


Intended Use Plan


online course.

All identified SOAR staff complete the online training and submit a copy of the

SAMHSA certificate of completion to the Agency’s Human Resources Department.


SOAR model.

Presently, the Agency has two full-time SOAR dedicated staff that assist consumers

with SSI/SSDI applications using the SOAR model.



The program director is responsible for tracking the outcomes of applications in the

online Applications (OAT) system.


full-time job duty?

Presently, the Agency has two full-time SOAR dedicated staff.





N/A




N/A


FY 2017-2018


Intended Use Plan

7. Housing:



New Horizons has been successfully operating tenant-based, scattered site housing

for over twenty years. The Agency is a current sponsor of the following projects: two

supportive services only programs to individuals and families formerly experiencing

homelessness who also are diagnosed with disabilities residing in permanent

supportive housing and four Permanent Supportive Housing (PSH) programs to

provide 120 units of rental assistance for individuals and families experiencing

homelessness with serious mental illness, substance abuse, and/or co-occurring

disorders and HIV-related illnesses. The PSH programs provide housing to

approximately 230 persons. During the most recent CoC NOFA cycle New Horizons

applied and was awarded a new tenant-based PSH program with 20 units of rental

assistance. This will add 20 more housing units to the 120 units, increasing the

agency’s inventory to 140 PSH rental assistance housing units. The following is a list

of resources utilized to connect PATH participants with Permanent Housing:

Active partner of the local Homeless Miami-Dade County Continuum of Care.

Active participant in Homeless Trust sub-committees (Homeless Providers Forum,

Services Development Committee) and assist in writing Continuum of Care HUD

grant applications.

Active partner in the coordination of Homeless services through the Management

Information Systems (HMIS).

Provider of Homeless Outreach and Wrap-Around Supported Services.

Provider of transitional housing beds for individuals experiencing homelessness and

mental illness.

Active participation in training and follow-up in the implementation of Permanent

Supportive Housing, one of SAMHSA’s Evidence-Based Practices, and the use of

that Tool Kit.

Miami-Dade County Public Housing and Development- Section 8.

Active participant in SFBHN Housing and Employment Initiatives.


FY 2017-2018


Intended Use Plan




Veterans 0%

Gender

Male 53%

Female 47%

Race


Asian 0%


Caucasian 35%



Ethnicity

Hispanic/Latino 35%



differences of consumers; and the extent to which staff receive periodic training in




New Horizons employs PATH staff with ethnic and racial backgrounds that correlate

to that of the target population it serves. New Horizons’ staff receive training in

cultural competence through scheduled in-service trainings. In addition to in-house

trainings the CoC and SFBHN schedule cultural, gender sensitivity, and other

relevant trainings throughout the fiscal year. These trainings are ongoing and allow

for staffs’ identification of their own culture, bias, and values as well as the cultures

of those the Agency serves. This process prepares staff to adequately assess and

respond to the unique needs of the population they serve and ensures sensitivity in

responding to factors that influence the consumer’s response to treatment outcomes

including family, ethnicity, language, belief system, age, gender, and sexual



FY 2017-2018


Intended Use Plan

preference. Similarly, it allows for the creation of interventions that are strength-

based and person-centered.




Gender

Male 62%

Female 38%

Race

American Indian/Alaskan Native 0.3%

Asian

Black/African American 60.2%

Caucasian 39.3%

Native Hawaiian/Pacific Islander 0.2%

Two or More Races

Ethnicity

Hispanic/Latino 33%

Age

18-23 years 7%

24-30 years 15%

31-50 years 46%

51-61 years 28%








% of individuals enrolled that were veterans: 2.9%


FY 2017-2018


Intended Use Plan












PATH consumers are actively involved in their recovery process from admission to

discharge. Consumers are encouraged to define their own goals and exercise control

over their path to recovery. PATH staff encourage family involvement and, at the

discretion and consumer’s request, may reconnect with the family of origin. New

Horizons consumers are involved in evaluating PATH-funded services through

consumer evaluation surveys, which are completed on a quarterly basis. New

Horizons’ Quality Improvement Committee reviews the surveys and makes

recommendations for continual improvement of services, service delivery approaches,

staff skills, competencies, and clinical treatment approaches. Ongoing consumer input

is a valuable contribution to the continued work of improving services and program

outcomes within New Horizons CMHC. In addition, New Horizons will reassemble

its consumer advisory group. This group of current and former consumers has

experiential knowledge that is instrumental in the planning, implementation, and

evaluation of program services.


FY 2017-2018


Intended Use Plan


New Horizons Community Mental Health Center, Inc. - 2017-2018 PATH Grant Budget

Personnel

Annual

Salary*

(total

number)

PATH-funded

FTE (%)

PATH-

funded

Salary

Matched

Dollars

Total

Dollars Comments

Program Director $ 52,000 0.50 $ 26,000 $ 26,000

Outreach Worker $ 20,800 1 $ 20,800 $ 20,800

Psychosocial Rehab

Technician $ 31,200 1 $ 31,200 $31,200

Case Manager Director $ 65,000 0.20 $ 13,000 $13,000

SOAR Case Manager $ 42,807 1 $ 42,807 $ 42,807

Case Manager $ 42,807 1 $ 42,807 $ 42,807

Case Manager $ 42,807 1 $ 42,807 $ 42,807

Case Manager $ 42,807 0.50 $ 21,404 $ 21,404

Therapist $ 48,700 0.50 $ 24,350 $ 24,350

Psychiatrist $ 225,000 0.1 $ 22,500 $22,500

Registered Nurse $ 41,600 0.23 $ 9,568 $ 9,568

Administrative

Assistant $ 24,960 1 $ 24,960 $ 24,960

Driver $ 19,240 0.20 $ 3,848 $ 3,848

Psychosocial Rehab

Technician $ 24,960 0.40 $ 9,984 $ 9,984

Patient Care

Coordinator $ 35,152 0.10 $ 3,515 $ 3,515

Clinical Director $80,000 0.05 $ 4,000 $ 4,000

Medical Record Clerk $ 21,840 0.30 $ 6,552 $ 6,552

Data Entry Assistant $ 24,960 0.40 $ 9,984 $ 9,984

Quality/Compliance $ 72,000 0.05 $ 3,600 $ 3,600

Therapist $ 48,700 0.40 $ 19,480 $ 19,480

Cost of Custodian $ 16,203 0.20 $ 3,241 $ 3,241


FY 2017-2018


Intended Use Plan

Psychiatrist $ 176,800 0.15 $ 26,520 $ 26,520

Subtotal $

1,200,343 10.28 $ 326,051 $ 86,876

$412,927

Fringe Benefits (16%) $ 52,168 $13,900 $ 66,068

Subtotal $ 52,168 $ 13,900 $ 66,068

Travel


Meetings $ 1,000

$ 1,000

Registration

fee, hotel

expenses

for Program

Director

Travel Expenses $ 600 $ 600

Rental

Car@500,

Per diem @

$100 for

two staff

Field Trips $ 2,462 $ 2,462

Field trips

for

consumers

to various

educational

sites

Subtotal $ 4,062 $ 4,062

Equipment

Subtotal

Supplies

Office supplies $ 2,160 $ 2,160

Folders,

markers,

papers,

notebooks,

etc., for

Therapist

and Case

Managers


FY 2017-2018


Intended Use Plan

Program Participants:

Outreach Supplies $ 2,800 $ 2,800

Hygiene

kits/Misc.

Program Supplies $2,600 $ 2,600

Educational

recreational

and first aid

kits

Subtotal $ 7,560 $ 7,560

Contractual

Subtotal

Other


assistance $ 10,000 $10,000

One time

rental and

security

deposits for

program

participants

Insurance (property,

vehicle, malpractice,

etc.)

$ 1,750 $ 7,767 $ 9,517

Expenses

for liability

and

property

insurance


Courier, Postage, etc.) $ 4,200 $ 900 $ 5,100

Leasing

expense for

copier,

cartridge

etc.

Office: Security,

Grounds Maintenance/

Repairs

$ 5,476 $ 3,400 $ 8,876

Security,

repairs for

the program

building.


FY 2017-2018


Intended Use Plan

Office: Telephone/

Internet $ 5,160 $ 5,160

Telephone,

Internet

monthly

allocation

$430

Lab tests $ 6,788 $ 6,788

Monthly

allocation

for lab

works

@$565

Utilities $ 5,211 $ 5,211

Electricity

and Water

monthly

@$434

Networks/EHR/IT $ 9,456 $ 11,705 $ 21,161

Allocated

on the basis

of number

of users

Transportation $ 4,818 $ 2,000 $ 6,818 Van leasing

Gas for motor vehicle $ 1,800 $ 2,452 $ 4,252

Monthly

gas

expenses

for van

@$351

Subtotal $ 54,659 $28,224 $82,883

Total Direct Charges

(Sum of each section) $444,500 $129,000 $573,500

Indirect Costs (Max of

10%) (Administrative

Costs)

$20,500 $26,000 $46,500

4.4%

allocated as

indirect

cost


FY 2017-2018


Intended Use Plan

Grand Total (Total of

"total direct" and

"indirect costs")

$465,000 $155,000 $620,000

The sources

of cash

match are

investment

income and

donations

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