Grants Dashboard

Abstract FrontLine Service proposes the Follow-Up Expansion Program to expand access to follow up services for children and adults that are no longer in an active crisis but are at very high-risk of dying by suicide as they transition from a hospital setting to the community. The project’s goals are to: Reduce the suicide rate in Cuyahoga County by 10% for each year of the grant period and; Expand communication channels, enhance call oversight and provide immediate client feedback. Every day, people in our county who are struggling with suicidal thoughts are released from hospital inpatient units, emergency rooms and crisis stabilization units. We hope that they stay safe and are able to link with an on-going provider. We must do better. Research has clearly demonstrated that during these transitions individuals are at significantly greater risk of attempting suicide. Providing follow up care during times of care transition saves lives. As a part of the Follow-Up Expansion Program, Mental Health Services for Homeless Persons, Inc. dba FrontLine will achieve the following objectives: 1. Expand access to follow up care by providing trauma responsive follow up services for every child and adult discharged from inpatient behavioral health units at hospitals or crisis stabilization facilities, the state psychiatric hospital, or any of the 16 emergency departments following an evaluation of suicidal ideas and conduct, and those who may not receive immediate behavioral health treatment but were referred by members of law enforcement or the mobile crisis team for follow up services. 2. Establish MOUs with each of the 16 emergency departments and ten inpatient psychiatric units in the County. FrontLine will establish MOU’s with six hospitals in year one and five additional hospitals each year thereafter. FrontLine currently has three completed MOU’s. The goal is to have MOUs in place with all 16 hospitals in the county by the beginning of the third year of the grant period. 3. FrontLine will continue to collaborate with the local State Psychiatric Hospital, the Cleveland Division of Police, and the Ohio Suicide Prevention Foundation while adding in new stakeholders to ensure data sharing across all community partners. As the single point of contact for the county, FrontLine will facilitate opportunities for at least 25 local organizations in collaborating, coordinating, or sharing resources with other organizations as a result of this grant. 4. Install Twilio Phone System to follow up with suicidal persons through chat and text. This project proposes to serve 1,000 individuals in grant year one, 2,000 individuals in year two, and 3,000 individuals in year three for a total of 6,000 served throughout the project.

Common Ground will organize its entire crisis services continuum to implement the “Air Traffic Control” model in Oakland County of 1.2 million people accounting for 18% of the deaths by suicide in the state of Michigan. Funding from this grant, will centralize the identification, tracking, and follow-up for all who are at risk of suicide, working closely with our local Emergency Department, Certified Community Behavioral Health Clinic, and other agencies. Through funds from this grant, Common Ground will focus on children and adults at risk of suicide in Oakland County regardless of insurance type, with priority given to those who have Medicaid, or uninsured/underinsured. We will hire a Project Director, Crisis Traffic Coordinators (24/7), and a part-time Data Analyst to implement the “Air Traffic Control” (ATC) model. The Project Director will supervise the Crisis Traffic Coordinators (CTCs) and work closely with the emergency departments, starting with McLaren Hospital ED and Beaumont Hospital ED. Our goal is to have MOUs with each of the 15 EDs in our area. In real time, the Crisis Traffic Coordinator will track 3,500 high risk children and adults for the first two years of the grant. Our electronic system will be fully operational in the third year, which will allow us to utilize the ATC model with all 30,000 people per year thereafter who are identified as high risk (calls, texts, chat, walk-ins, mobile) tracking them through the crisis services continuum (including removing barriers to services) and arrange for follow up. The follow up may include calls/texts/chats from the Resource & Crisis Helpline, visits from the mobile team, and/or through the Certified Community Behavioral Health Clinic or other community provider. The Crisis Traffic Coordinators will arrange for 24/7 follow-up at 24 hours, 7 days, 15 days, 30 days, 60 days and 90 days, via chat, text phone, mobile team, letter, etc. We will also provide coordination of care within 24 hours linking them to service providers. We will use a manual system while we purchase/implement software (provided in-kind) that allows us to electronically collect SAFE-T scores and track those who have high risk factors through the continuum, follow up, and until securely connected to a community provider. However, we are not going to be able to do this without the funding to hire staff in order to address the gaps throughout the community.

Rocky Mountain Crisis Partners (RMCP) proposes Strengthening Colorado Crisis Follow-up Services (SCCFS) to enhance delivery of effective follow-up care for suicidal Coloradans. By improving our internal infrastructure and enhancing partnerships with other parts of the statewide Colorado crisis system, we plan to increase to 19,000 (in Year 3) the number of persons at high risk for suicide who receive follow-up services after they contact our crisis lines, hospital emergency departments (EDs), mobile crisis teams, and other crisis services across the state. SCCFS’s geographical catchment area will be the state of Colorado, which encompasses a wide range of urban, suburban, rural and frontier communities. Federal funding will help us build on a nationally-recognized state infrastructure for suicide prevention and crisis care. RMCP is the only NSPL Crisis Center in the state, and is the current contractor for the Statewide Crisis and Support Line, part of the state-funded Colorado Crisis Services system. This system is currently transitioning to an approach in which Administrative Services Organizations (ASOs) will manage delivery of behavioral health crisis services within seven catchment areas covering Colorado. As the only statewide service in this system, RMCP is well-positioned to be a hub, ensuring follow-up for persons who contact our center and working with the ASOs to coordinate intervention and treatment for suicidal people who contact any part of the crisis system. Through SCCFS, RMCP aims to: consolidate our existing follow-up services into one integrated unit; hire new staff to expand follow-up services with those who contact our crisis lines or are referred from EDs or other services; increase peer supported services; and add follow-up text and chat communications. We also plan to improve the infrastructure supporting this new unit by working with crisis system partners to explore the feasibility of implementing a data system that captures status and disposition of linkages and referrals for those who contact our system. Another project goal is to promote continuity of care for by increasing collaboration with other parts of the crisis system. RMCP currently has Memoranda of Understanding (MOUs) with two hospital EDs. Through SCCFS, we plan to negotiate MOUs with at least three more hospitals across the state to provide follow-up care for individuals at risk of suicide referred by these EDs. Further, once the seven ASOs are selected, we will develop agreements with these entities governing the coordination of mobile crisis, crisis stabilization, and respite services. In summary, federal funding will allow us to move existing programming to the next level, return important outcomes to the state, and produce information that can be used to improve services nationwide. Among SCCFS’s expected client-level outcomes are increased numbers of suicidal individuals who receive follow up contacts and are successfully referred to treatment, improved client satisfaction, and reduced risk of self-harm. Planned system-level outcomes will include improved collaboration and communications with other state crisis system entities through formal MOUs, collaborative working agreements and shared data systems.

Contact Community Services, Inc., a 501(c)(3) in East Syracuse, NY is proposing the Crisis Center Follow-up Expansion Integrated with Liberty Resources, Inc. and St Joseph’s Hospital Health Center Comprehensive Psychiatric Emergency Program. This program will implement the Air Traffic Control Model (ATCM) to promote continuity of care and safeguard the well-being of individuals at risk of suicide in the Syracuse Metro Area. Implementing this model will: • Ensure systematic follow-up with suicidal persons who contact a National Suicide Prevention Lifeline (Lifeline) Crisis Center • Provide enhanced coordination of crisis stabilization, crisis respite, and hospital emergency department service • Enhance coordination with mobile onsite crisis response This project will support SAMHSA’s Strategic Plan Priority 2: Addressing Serious Mental Illness and Serious Emotional Disturbances, and specifically Core Principal 2: Increasing access to the full continuum of services for mental and substance use disorders. Data shows that close to half of initial mental health appointments made at time of discharge from a hospital stay related to suicide are not kept. Employing the ATCM, as required, provides individuals in the behavioral health system a standard of care that ensures that individual will not “fall through the cracks,” that providers will know where the individual in crisis is and verify that a warm hand-off has occurred. We will adhere to the Lifeline best practices including suicide risk assessment standards and policies and guidelines for helping callers at imminent risk of suicide and will implement the ATCM and serve as a hub for services for persons in suicidal crisis. The project meets these objectives: • Promote continuity of care and the safety and well-being of patients treated for suicide risk in an emergency department or inpatient unit • Coordinate services among suicide prevention/intervention programs, crisis centers and health care systems • Develop collaborations to provide alternatives to emergency department care and hospitalization when appropriate and promote rapid follow up after discharge Contact Community Services, Inc. anticipates contacting 1500 people in year one, 1750 in year 2, and 2000 in year 3. Anticipated outcomes include reduced psychiatric hospitalization, improved attendance to support or mental health services, reduced barriers to accessing services, and reduced suicide attempts and completions.

Project Name: DuPage County Health Department (DCHD) Crisis Center Follow-Up Program. DCHD, a public health department headquartered in Wheaton, IL, will develop a high-touch, high-tech countywide suicide prevention hub through expansion of its comprehensive Crisis Services follow-up program. DCHD will provide follow-up services to Nat’l Suicide Prevention Lifeline callers, DuPage County Crisis Line callers and suicidal persons evaluated in 6 countywide emergency departments or referrals from community partners using the ATC model. Population(s): The population of focus is passively suicidal, moderately depressed persons in DuPage County, including those who call the National Suicide Prevention Lifeline, present at the six emergency departments identified for this project, and/or present to the DCHD Crisis Center. As the second most populous county in Illinois, DuPage County is home to 931,826 people and spans 327.5 square miles. Approximately 67.9 percent of residents are White, non-Hispanic, 14.1 percent are Hispanic or Latino, 11.4 percent are Asian, 4.7 percent are black or African American and less than one percent are American Indian/Alaska Native or Native Hawaiian/Other Pacific Islander (American Community Survey 2013-2017 estimates). Strategies/Interventions: Building on grants awarded through the SAMHSA National Suicide Prevention Lifeline Crisis Center Follow-up program in 2013 and 2016, DCHD is well-positioned to (1) leverage the highly collaborative partnership model developed with Northwestern Medicine Central DuPage Hospital (CDH), (2) build out this model throughout the county and (3) strengthen the impact of its mobile crisis follow-up system, greatly widening the safety net for persons at risk for suicide across DuPage County (High Touch). At the same time, DCHD will build the technological infrastructure to engage and track at-risk individuals in real time throughout the process, capture real time performance outcomes and streamline critical communications with project stakeholders (High Tech). DCHD will partner with all six hospitals in DuPage County, law enforcement agencies and other community partners. Goal: The goal of the project is to build on the follow-up structure established through 2 rounds of previous SAMHSA Suicide Prevention Lifeline Crisis Center Follow-Up program funding to increase the number of suicidal persons receiving follow-up services on a countywide basis. Objectives/Numbers Served: (1) 900 individuals contacted annually through program outreach efforts. (2) 675 individuals screened annually for mental health or related interventions. (3) 45 suicidal persons referred to mental health services, or other appropriate referrals per month. (540 individuals referred annually). (4) 405 (75%) of individuals receive mental health or related services after referrals (enrolled in DCHD Crisis Center Follow-Up Program). (5) 15 organizations collaborating, coordinating, or sharing resources with other organizations as a result of this grant. (6) The number of suicide attempts and completed suicides at 6-month and 12-month follow-up will decrease by 50% annually.