Central Kansas Mental Health Center (CKMHC) will expand and enhance our behavioral health crisis system within Saline County by developing a comprehensive array of intensive emergency responses and stabilization services that support continued CCBHC certification. CKMHC population of focus is youth and adults at high risk for state hospitalization, emergency room (ER) visits, incarceration and recidivism, and law enforcement intervention. The population served by CKMHC faces numerous roadblocks to services, often resulting in people waiting until a crisis arises to seek help. This results in a high percentage of people with a mental health crisis turning to ERs, experiencing intervention from law enforcement, or exacerbating substance use disorders (SUD). At 108.4 per 10,000, Saline County faces the 3rd highest BH hospital admission rate within the state, and CKMHCâ€™s catchment faces an overall higher BH hospital admission rate . Based on current prevalence rates, an estimated 27,000 individuals in this catchment area are currently experiencing a mental health challenge, including 11% of the population who struggle with frequent mental distress. CKMHC, the only Community Mental Health Center safety net serving the area, reached just 4,394 in 2021, or 16% of those in need. In order for CKMHC to decrease crisis service barriers for disparity populations and retain quality crisis staff, we will: engage community partners to establish an integrated and comprehensive crisis continuum of care, utilize strategic recruiting and retention efforts to actively seek, hire, and retain qualified candidates, and improve our behavioral health crisis system by enhancing mobile service capacities that support continued CCBHC certification. Proposed project objectives include, but are not limited to; (1) CKMHC will embed 2 co-responder clinicians within the Salina Police Department and Saline County Sheriffâ€™s Office, (2) CKMHC will have developed a multi-tiered and community supported mobile crisis team made up of 7 individuals, (3) CKMHC will provide 2 annual educational and outreach events to establish crisis competencies with 5 community partners, and (4) CKMHC will offer salary differential options for crisis clinical and community-based staff. Grant funds will serve 1,450 unduplicated individuals over the 4 year grant period, and will allow us to increase community access to crisis care and to create new referral workflows and procedures with key community partners to facilitate crisis intervention, care coordination, crisis discharge, and follow-up.
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KS Discretionary Funding Fiscal Year 2022
Utilizing outpatient services, case management, care coordination and extensive training COMCARE's CCBHC ICT-1 IA project aims to increase access to services through greater care transitions for those with severe emotional disturbance (SED), serious mental illness (SMI) and co-occurring disorders (COD) established in services, in crisis or new to services requiring higher levels of engagement and intervention as well as to impact staffing through addressing burnout and compassion fatigue. COMCARE serves the general population of Sedgwick County and focuses on those who present with high and/or complex levels of need and serve all individuals regardless of their ability to pay. The target populations for this grant are 1) adults with severe and persistent mental illness (SPMI) &/or co-occurring disorders (COD) 2) youth with severe emotional disturbance (SED) and 3) individuals in a mental health and/or substance use crisis. Goal 1: Over the grant period, COMCARE will increase access to services for unduplicated adults with SPMI, youth with SED and individuals with COD by 150 each year of the grant by 3/30/25 Expand workforce by adding two mobile crisis clinicians by 9/30/23. Implement a crisis chat feature to increase access for persons in crisis by 9/30/2023. Add two unarmed mobile crisis units through evaluation and best practices from other communities across the country, that focus on non-degreed staff by 04/01/2024. Goal 2: Improve and advance CCBHC culture through training and community engagement internal to COMCARE and external to broader community by 3/30/25. Increase the number of certified Medication Assisted Treatment (MAT) providers by 09/29/2025. Increase the number of employees trained to administer NARCAN by 30%. Train all law enforcement officers in the use of the Columbia Suicide Severity Rating Scale by 09/30/23. Participate in development of a Stepping Up strategic plan by 09/29/25. Implement competency-based trainings for the four-core evidence-based practices identified for CCBHCs by the Kansas Department of Aging and Disability Services by 12/31/24. Goal 3: Execute expansion of Zero Reasons Why (ZRW), a teen led suicide prevention program and social media campaign to more high schools to reduce mental health stigma by 3/30/25. Expand number of participating high schools by adding five schools by 08/01/2024. Teen Council develop strategies toward execution of ZRW strategic plan by 10/30/24. Train 25 teen ambassadors how to appropriately communicate to peers with mental health needs and media to deliver effective suicide prevention messages by 11/30/23. Goal 4: Improve and advance care coordination activities by growing our care coordination team by five staff during transitions of care by 3/30/25. Define and implement care coordination needs for medication only patients by 9/30/23. Increase the number of intakes completed prior to hospital discharges by 15% for persons in need of CMHC services by 09/29/24 Increase follow up by 50% with persons seen through crisis services by 09/29/25.
Developing a CCBHC to Address Mental Health Disparities in Crawford County, Kansas Crawford County Mental Health Center (CCMHC) seeks grant funding to become a Certified Community Behavioral Health Clinic and expand integrated behavioral health care by enhancing care coordination, improving consumer experience by improving wait times, and providing culturally-competent care. Our CCBHC will address health disparities in the county, which has one of the highest poverty rates in the U.S. and marked disparities in behavioral health outcomes. Crawford County is a county of 38,972 (2020 census) in southeast Kansas. The collapse of mining in the area saw employment and population dwindling, leaving the county the stateâ€™s poorest, with 23% of households below the poverty line. Psychological conditions are more prevalent in low-income individuals, and for many behavioral health indicators (including percentages of individuals with frequent mental distress, percentages of adults who binge drink, and age-adjusted suicide mortality rates), Crawford County data are worse than the state and the U.S. County demographics are reflected in CCMHCâ€™s consumers, with 87% living in poverty. CCMHC serves over 800 adults and 360 children each year, of which 60% have Medicaid. Almost 90% of these consumers have been diagnosed with SED, 18% with SPMI. Given known health disparities in low-income and minority populations, CCMHC efforts will focus efforts on those Medicaid individuals living in poverty, people of color, and veterans by enhancing services to the target population of 700 clients annually, with a total of 2,927 over 4 years. African Americans represent 2.3% of county residents but 8.8% of current CCMHC clients. Conversely, the largest ethnic minority Hispanic/Latinos are 5.1% and veterans are 5.8% of the local population but only 2.5% of patients. CCMHC will apply for CCBHC certification under the state of Kansas, in accordance with state law by 2024, changing to a prospective payment system (PPS) with these four goals and their supporting measurable objectives: 1. Increase care coordination within CCMHC and with our community partners to reduce drop outs, increase engagement, and follow through with plans of treatment. We will measure the number of patients served with an increased number of Medicaid patients by 25% in year 1 with an annual increase of 3%, provide services to all African Americans, Hispanic/Latino, and veterans by year 2 and sustain that percentage throughout the grant, provide targeted case management services to 75% of incarcerated individuals with mental illness and 75% of patients seeking behavioral health services in hospital ER in the first year, with an annual increases of 3%, and through annual culturally competent staff training. 2. Reduce wait times for individuals seeking treatment for routine initial evaluations through implementation of a same day access model in year 1. CCMHC will reduce wait times from initial contact to initial evaluation to an average of 10 days within Year 1 and within 3 days by the end of the grant project in year 2. 3. Reduce the number of patients who attempt suicide and the suicide mortality rate through comprehensive treatment plans using targeted evidence-based practices by providing Zero Suicide Model services to 100% of population receiving crisis services within year 2. 4. Enhance treatment effectiveness through evidence-based practices for target population groups. Measures will include: providing DBT to 100% of SUD patients, providing ART to 75 patients, IPS to 25 patients, providing PCIT to 10 families, and providing RAISE to 100% of patients with schizophrenia under age 35, all within year 1. This goal is also measured through providing TLC to 125 patients annually by year 2 and MI to 100% of SUD patients in year 3, and providing TF-CBT to 25 patients in year 4.
Elizabeth Layton Center (ELC) is a community mental health center (CMHC) in eastern Kansas that proposes to pursue certification as a community behavioral health clinic (CCBHC). This will allow the agency to expand and enhance access to comprehensive, coordinated behavioral health services for individuals with serious mental illness (SMI), serious emotional disturbance (SED), substance use disorder (SUD), or a co-occurring disorder (COD) in and around Franklin and Miami counties. This project also seeks to address health disparities experienced by individuals who are uninsured and under-insured. As a licensed CMHC and outpatient SUD service provider in the state of Kansas, ELC provides many of the required CCBHC services, though there is a need to expand these services to more individuals and provide whole-person integrated and coordinated care. ELC proposes to enhance existing services and add additional services to meet CCBHC criteria by focusing on workforce development, by training staff on and implementing evidence-based practices (EBPs) relevant to the target population, and by expanding access to intakes and mobile crisis response. Population to Be Served: ELC serves individuals with SMI, SED, SUD, and COD in two counties in eastern Kansas. While both Franklin and Miami counties post poverty rates that are less than the state average (10.6%), a far greater proportion of our clients experience poverty. Among Franklin County residents, nearly half (48%) of clients reported incomes below the federal poverty level (FPL) last year. For Miami County clients, this rate was 42%. These clients experience significant barriers to accessing the services they need. This project will emphasize reaching and serving individuals who are uninsured or underinsured, a growing subpopulation among ELC clients that includes individuals from low-income households, those experiencing homelessness, and those returning from incarceration. Serving these clients often results in a financial burden that challenges organizational capacity, including ELC's ability to recruit and maintain high-quality staff. Strategies/Interventions: This funding will support the expansion of services offered and the use of evidence-based practices, such as Assertive Community Treatment (ACT), Medication-Assisted Treatment (MAT), and Individual Placement and Support (IPS). Most significantly, ELC will expand and enhance its existing crisis services and increase access to individuals regardless of their place of residence. ELC will build staff teams that enable an enhanced, multidisciplinary approach to crisis response. This will also improve service accessibility, creating a bridge for individuals who need entry into ELC's community-based services. Goals and Objectives: The goals of the ELC CCBHC project are to increase workforce and organizational capacity to deliver and track high-quality CCBHC services; to increase CCBHC service penetration into the population of focus and provide high-quality, targeted services for individuals who are uninsured or underinsured; and to enhance access to care through expanded access to intakes and enhanced mobile crisis response services to individuals in our geographic area of focus. ELC proposes to serve a total of 4,002 unduplicated individuals throughout the four-year period of performance.
The Family Services and Guidance Center (FSGC) of Topeka's proposed project, CCBHC Transformation, seeks to expand access to comprehensive, evidence-based, trauma-informed and person and family centered care among an underserved population of focus: children, youth and young adults with serious emotional disturbance(SED), serious mental illness(SMI), substance use disorders (SUD) and co-occurring disorders (COD) in Shawnee County, KS. Nationally, only 40% of youth < 18 and 33% of young adults 18-25 who need behavioral health care receive it (SAMHSA.gov), and FSGC is the only certified community mental health center that provides psychiatry and certain other BH services to youth under 18 in the catchment area (CA) of Shawnee County. The CA has higher rates of poverty than state averages, with 53% of students qualifying for free/reduced lunch (Kids Count). Nearly 25% of KS young adults aged 18-25 reported illicit drug use in the past 30 days (2019-20 NSDUH). COVID has amplified existing BH professional shortages (pre-COVID: 1.7 per 100,000 residents) while greatly increasing need. Transition aged youth (TAY) aged 16-25 are at particular risk of becoming lost to care, despite high rates of BH need and risk, including likelihood of 1st episode psychosis. FSGC's proposed project will hire and retain clinical staff, in order to decrease wait times from intake to first outpatient appointment to 10 days or less, improving access to MH, SUD and COD care to meeting growing need in the CA. Hiring will increase access to targeted case management (TCM) to 80% of consumers who enter care through or frequently use crisis services in year 1, and to 80% of consumers with COD and of TAYs in year 2. FSGC is expanding access to integrated SUD and MH care, an evidence based practice, with 100 additional treatment hours provided to consumers with COD in year 1, as well as other recovery oriented services and treatment planning. We will train staff in the unique needs of TAYS, including recognizing and responding to first episode psychosis, building skills for independent living, and transition planning. Expansions to the TAY program will include: hiring a TAY Peer Specialist, increase access to TCM and ensure person-identified goals are included in TAY treatment plans, including goals for adult/independent living. We will implement onsite health screenings by training outpatient clinicians and direct service staff to collect and monitor key health indicators, with oversight provided by an advanced practice nurse practitioner (APRN). These service improvements will be supported by implementing a new electronic health record (EHR), designed to enhance care coordination and transition planning by providing point of service access to consumer records, treatments and transition plans, and facilitate collection of encounter, outcome and quality data on the back end. We will implement a Youth, Family and Community Advisory Board, including at least two TAYs, to guide project and other FSGC activities. Supervision will ensure fidelity to the many evidence-based practices selected for use at FSGC. The transition to a CCBHC structure will be overseen by a Project Director with over 20 years' experience in community mental health quality improvement, who will lead an internal CCBHC Working Group to ensure compliance with all state and CCBHC certification criteria. We will serve a total of at least 625 unduplicated consumers with 125 served in year 1; 150 in year 2; 175 in year 3; and 200 in year 4.
Certified Community Behavioral Health Clinic (CCBHC) â€“ Planning, Development, and Implementation Grant program at The Guidance Center (TGC) is crafted to ensure a comprehensive range of evidence based behavioral health services and programs are made available to citizens of our service area. With a focus on immediate accessibility, high quality, and outcome-based solutions, our clients achieve and sustain overall improved mental wellness. In addition, we seek to provide appropriate health screening and early intervention to ensure coordination with other health providers in the community. TGC's CCBHC expansion grant will serve the populations of Leavenworth, Atchison, and Jefferson counties in Kansas. We plan to serve approximately 4,000 unduplicated clients annually. TGC's patient population includes children who experience Serious Emotional Disturbance (SED), Adults with Severe and Persistent Mental Illness (SPMI), and clients with Substance Use Disorder (SUD). We have an access clinic available five days a week for walk-in clients. TGC is the primary behavioral health provider in the region and we see all clients regardless of their ability to pay. TGC's Medical Services provide psychiatric medication management, psychotropic injections, and clinical monitoring for adverse effects through on-site and telehealth providers. Our Leavenworth location has an on-site pharmacy. TGC provides 24/7 crisis response, stabilization, and crisis planning services. QMHPs provide screening, assessment, including risk assessment and crisis planning, diagnosis services and patient-centered and family-centered treatment planning. TGC has robust programming for children and adults including case management, targeted case management, education services, care coordination services, psychosocial programming, peer support services, parent support, respite care, and recovery services. TGC has three goals for this grant. First, we will increase population penetration for integrated healthcare services through the CCBHC model of care which involves service expansion, including the development of Assertive Community Treatment (ACT) and Medication Assisted Therapy (MAT) services. Second, we will increase human resource capacities to promote the attraction and retention of Qualified Mental Health Professionals (QMHPs) through increased wages and strategic recruiting efforts. Our third and final goal is to will promote positive behavioral health through training in the CCBHC model of care. TGC will train all staff during Year 1 in the following trainings: trauma-informed care, recovery-oriented care, client-centered care, diversity training, and military culture training. Ultimately, transitioning to the CCBHC care model will allow TGC to become the premier provider of mental health and wellness services in northeast Kansas, built upon scientifically sound practices and sustainable State and federal funding.
Iroquois is a community mental health center (CMHC) that seeks CCBHC status to expand behavioral healthcare in four southwest Kansas counties. This area is under-resourced; all counties are Frontier, HPSAs, and MUAs/MUPs. Iroquois will increase the number of persons accessing, engaging in, and remaining in comprehensive mental health services (2,750 in the 4-year grant period), especially among vulnerable farmers, the elderly, and veterans. Population to Be Served: Iroquois is a nonprofit CMHC that is the primary provider of comprehensive behavioral health services in Clark, Comanche, Edwards, and Kiowa Counties in southwest Kansas. The area is characterized by limited resources, provider shortages, and high rates of persons who are uninsured or in poverty with serious mental illness, substance use disorders, suicides, and incarcerations. With mental health concerns on the rise, only 48% of Kansans with a mental health concern receive treatment. Iroquois seeks support from SAMHSA to position itself as a CCBHC to fill the gaps in behavioral health services and improve the mental health status in the targeted area. Iroquois serves any adult and child regardless of ability to pay. In 2021, Iroquois served 497 clients. Based on demographics of those served, persons to be served under the CCBHC are expected to be: 49% male, 50% female, and 1% transgender; 85% white, 5% black, and 10% other races/mixed race; 15% Latinx; 25% under the age of 18, 50% between the ages of 19 and 64; and 25% age 65 and over; and 75% uninsured and/or of low income. Iroquois will increase staff and expand outreach and interventions that will better engage and retain vulnerable populations in mental health services, especially those who typically under-utilize such services, such as farmers, veterans/military and their families, and the elderly. Strategies/Interventions: Iroquois will directly provide crisis mental health services; screening, assessment, and diagnosis; patient-centered treatment planning; comprehensive and evidence-based outpatient mental health and substance use services; targeted case management; psychiatric rehabilitation services; peer support, counselor services, and family supports; screening and monitoring of key health indicators and health risks; and services for veterans and active military and their families. Goals and Objectives: To increase the number of persons accessing behavioral health services, and to increase the intensity of interventions to better outreach, educate, engage, and retain persons in treatment, Iroquois plans to: 1) strengthen its workforce by adding new staff, by improving its compensation strategies to be more competitive in the market, and by providing clinical training; 2) increase substance use disorder (SUD) services; 3) improve care coordination across behavioral health and primary care, especially for persons with co-occurring medical conditions; and 4) expand outreach, engagement, and retention interventions, especially among vulnerable populations such as farmers, veterans, and the elderly. Under the CCBHC, Iroquois will serve 575 persons in Y1; 650 in Y2; 725 in Y3; and 800 in Y4, for a total of 2,750 persons in the 4-year grant period.
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