True or False: Three out of four patients with schizophrenia report substance use.
True!
A review of electronic medical records of patients with schizophrenia spectrum disorders in a community teaching hospital’s psychiatric unit found that more than three-quarters used substances such as tobacco and cannabis. Researchers presented their findings in a poster at the virtual 2021 American Psychiatric Association Annual Meeting.
Among patients with schizophrenia, 62.3% used tobacco, 41.5% used cannabis, 40.2% used alcohol, and 27.4% used cocaine. In patients who reported using tobacco, unadjusted odds ratios were 7.24 for comorbid alcohol use, 5.00 for cocaine use, 4.62 for synthetic cannabis use, and 2.80 for cannabis use, according to the study. Multivariate analysis results supported the findings.
With that information, one would hope that the behavioral health providers would do a better job at treating dual diagnosis individuals. Often families of loved ones that have serious mental illness and substance use disorders hear that the person needs to get sober before mental health treatment can be effective. However, they are also then told that the person is too ill to be in the substance use treatment because of their serious mental illness. Kind of a Catch 22 situation. Treatment needs to address both illnesses.
On the first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have featured guests to discuss a relevant behavioral health topic; after the speaker, we will discuss current issues with the behavioral health system attendees. Come learn about the different services in BHRFs and ALTCS programs this month. I have already asked her to explain:
What services are delivered in a BHRF? And which ones are not offered in that setting?
If medical services are not provided in a BHRF, how are they coordinated, and can they be provided in the BHRF home setting?
What type of services does ATTCS provide?
What is the eligibility and screening process for ATTCS?
Our speakers:
Elizabeth Forsyth is a nationally certified counselor (NCC) and a licensed professional counselor (LPC) in Arizona and Colorado. She graduated Magna Cum Laude from Arizona State University with a Bachelor of Science degree in Psychology and with honors from the University of Phoenix with a Master of Science in Clinical Mental Health Counseling. Her past work experience includes working at Florence Crittenton and a therapist at St. Luke’s Behavioral Health Center, working in the intensive outpatient chemical dependency program and also on the inpatient unit for court-ordered patients, treating primarily members designated as Seriously Mentally Ill (SMI). Elizabeth works for Mercy Care as an Associate Manager in Clinical Health Services, supervising the adult behavioral health residential team, which oversees Behavioral Health Residential Facilities (BHRF), Adult Behavioral Health Therapeutic Homes (ABHTH), Substance Use Disorder Residential (SUDR), and Transitional Living Placements (TLP). She is also an adjunct faculty at Grand Canyon University, instructing master courses in tracks for counseling as well as mental health and wellness. Elizabeth has a strong history in legislative activism, previously serving as a registered lobbyist for the Arizona Counselors Association, during which time she arranged a Day at the Hill for counselors and spoke on multiple occasions to committee hearings at both the Arizona House of Representatives and Senate. In 2013, she played a key leadership role in changing counseling licensure in Arizona and participated in establishing rules for the new licensure statutes as a stakeholder in the Arizona Board of Behavioral Health Examiners. She is a former president of the Arizona Counselors Association and former chair of the Western Region of the American Counseling Association, which oversees the Philippines and 13 states, including Arizona. Since 2012, Elizabeth has actively volunteered to lobby for the American Counseling Association and has attended Counselor Day at the Hill in Washington, D.C., each year to speak on issues related to counselors in the V.A., school counselors, and Medicare coverage. For the past six years, Elizabeth has served as the Western Region Representative on the Governing Council of the American Counseling Association. She is a national speaker on issues of ethics, cultural diversity, self-care, legislative advocacy, and professional identity.
Daniel Johnson has worked with Mercy Care for 6 years and is a clinical manager within the utilization management department, overseeing a team of utilization management nurses. His team primarily works with our pediatric members and our members admitted on a skilled stay at a skilled nursing facility. Daniel is a registered nurse with 11 years of experience working in hospitals, predominantly emergency rooms, where he received his certified emergency nurse certification.
Cynthia J. Leach has been the Vice President of Long Term Care at Mercy Care since December 2020. She brings over 35 years’ experience in health care administration, financial management, executive leadership and program development to this role. Her responsibilities are to develop, implement, oversee, and evaluate the Mercy Care Arizona Long Term Care System (ALTCS) program while leading a large case management department. Cynthia ensures that appropriate and cost-effective medical and medically-related social and behavioral health services and supports are identified, planned, obtained, and monitored for individuals eligible for ALTCS services, families, and caregivers. In addition, she develops connections and partnerships within workforce development, home and community-based services (HCBS), and institutional programs. Prior to joining Mercy Care, for almost 25 years, Cynthia was the Owner/Chief Operations Officer at Coppersands, Inc., a senior healthcare management company. Cynthia’s responsibilities included overseeing the operations of post and sub-acute care, behavioral health, assisted living, and long-term care facilities. She holds a Bachelor of Science in Health Administration from the University of Arizona and an Associate’s Degree in Nursing from DMCC. She holds several licenses with the State of Arizona, including Licensed Nursing Home Administrator, Assisted Living Manager, and Registered Nurse.
Topic: ACMI Stakeholder’s Meeting
Time: May 7th, 2024 Behavioral Health Residential Facilities (BHRF), Arizona Long Term Care System (ALTCS) program by Cynthia J. Leach, Elizabeth Forsyth, and Daniel Johnson
June 4th, 2024: Grace Secure Forensic Residential by Pythian Noah
July 2nd, 2024: Psychiatrist talking about dementia and Schizophrenia by Dr. Gopalajrishna and Kristi Leshinkie
August 6th, 2024: Genetic testing and medications
Every month on the First Tuesday until December 25th, 2025
Please download and import the following iCalendar (.ics) files to your calendar system.
On the first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have a featured guest who will discuss a relevant behavioral health topic; after the speaker, we will discuss current issues with the behavioral health system attendees. This month, hear about federal and state benefits eligibility and related issues from Jill Pulman of Bete. I have already asked her to explain benefits such as SSDI, DAC, ALTCS, and limits on earnings and assets for various programs. I also asked her to explain SMI housing, vouchers, and income.
Jill Pulman is the Founding Owner and CEO of BENEFITS RESULTS, LLC- a business focused on policy-based guidance and support for long-term care companies, health plans, and private clients to reduce the risk of benefit denials that negatively affect care, revenue, and cost-effective management. Benefit Results provides support regarding all government (federal and state) benefits that assist with the cost of care.
Jill created Benefit Results in 2015 after 28 years of assisting individuals navigate options to pay for care. Throughout her experience, she gained a unique perspective regarding how policy understanding, intricate knowledge of the health care delivery system, and compassion for families can be used to make a positive impact for both the resident and the facility.
Jill graduated from Willamette University in Salem, Oregon, with a bachelor’s degree in geriatric psychology and has been in the medical social work field for over thirty years. She has a reputation as an ethical and fierce advocate for the elderly, disabled, and the long-term care community. Her desire to create a better way to increase support and education that is needed to have success with benefits was her impetus in starting Benefit Results.
Topic: ACMI Stakeholder’s Meeting
Time: April 2nd, 2024, 4-6 pm. BETE (Benefits Eligibility Triage and Education) by Jill Pulman is the Founding Owner and CEO
May 7th, 2024 Grace Secure Forensic Residential by Pythian Noah
June 4th, 2024 TBD
July 2nd, 2024 Psychiatrist talking about dementia and Schizophrenia by Dr. Gopalajrishna and Kristi Leshinkie
Every month on the First Tuesday until December 25th, 2025
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The first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have a featured guest to discuss a relevant Behavioral Health topic; after the speaker, we will discuss current issues with the Behavioral Health System attendees. This month, hear about Arizona Behavioral Health Corporation (ABC) and Hom Inc., Arizona housing provider, by Director of Housing Vannessa Carthell and President Charles Sullivan.
Vanessa Carthell is currently the Director of Housing at Arizona Behavioral Health Corporation (ABC), also known as ABC, which provides quality and affordable housing for persons with behavioral health needs. In this role, Vanessa oversees both Continuum of Care permanent supportive housing grants and the statewide AHCCCS Housing Program. Previously, Vanessa was a Housing Manager with six years of experience at UMOM New Day Centers, where she managed the Rapid Re-Housing Program serving families, survivors of domestic violence, and single women experiencing homelessness. Vanessa is a returned Peace Corps Volunteer who served two years in Ukraine, specializing in youth development and leadership. She holds a Bachelor’s degree in Family and Human Development and a Master’s degree in Social Work from Arizona State University.
Charles Sullivan is the President and CEO of Arizona Behavioral Health Corporation (ABC), which provides quality, affordable housing for persons with behavioral health needs, since 2019. Prior to this role, Charles held the positions of Housing Programs Assistant, Housing Administrator I and II, and Director of Housing at ABC over the previous twelve years. Charles holds a Bachelor’s Degree in Computer Information Systems, and a Master’s Degree in Business Analytics from W.P. Carey School of Business at Arizona State University.
Topic: ACMI Stakeholder’s Meeting
Time: March 5th, 2024, 4-6 pm. Arizona Behavioral Health Corporation (ABC) & HOM Inc. by CEO Charles Sullivan and Director of Housing Vanessa Carthell
April 2nd, 2024 BETE (Benefits Eligibility Triage and Education) by Jill Pulliam, JD
May 7th, 2024 Grace Secure Forensic Residential by Pythian Noah
June 4th, 2024 Psychiatrist talking about demenia and Schzizophrenia
Every month on the First Tuesday until December 25th, 2025
Please download and import the following iCalendar (.ics) files to your calendar system.
The first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have a featured guest to discuss a relevant Behavioral Health topic; after the speaker, we will discuss current issues with the Behavioral Health System attendees. This month, hear about how Terros Programs and Services by CIO Jennifer Nye and CEO Karen Tepper.
Dr. Karen Hoffman Tepper, President and CEO of Terros Health, is a visionary, problem-solver, and team-builder. She is one of those leaders who can see the big picture and knows how to implement big ideas.
She assumed the helm of Terros Health in May 2022. With 20 years of behavioral health experience, including eight years as chief operations officer of Terros Health, she has a proven track record of driving positive outcomes for patients and the community.
She led Terros Health’s work in becoming a Federally Qualified Health Center (FQHC), securing millions of dollars to ensure the provision of primary care and behavioral health services to underserved populations regardless of their ability to pay. She also helped launch, with the Maricopa County Adult Probation Department (MCAPD) and Arizona Health Care Cost Containment System (AHCCCS), a first-in-the-nation program to integrate justice services that improved access to care for individuals on probation. In 2021, she spearheaded efforts to help Terros Health win one of 100 federal grants to adopt a Certified Community Behavioral Health Clinic model of care with comprehensive wraparound services for children, veterans, and other special populations.
Building and growing effective teams is one of her greatest strengths and highest priorities. She knows how to empower strong leaders and looks for every chance to help them take their skills to the next level and advance in their careers. She has been instrumental in building Terros Health’s culture of care, embracing the company’s core values of integrity, compassion, and empowerment, with diversity woven throughout.
Before joining Terros Health, she served as chief executive officer of Acumen Fiscal Agent, one of the nation’s largest fiscal agents serving self-directed individuals and their families in more than two dozen states.
She earned a bachelor’s degree from Lafayette College and master’s and doctorate degrees from the University of Arizona.
Jennifer (Jenni) Nye, LAC, Chief Operations Officer of Terros Health has a passion for improving the well-being of individuals, families, and communities, Jenni has dedicated over 17 years of her professional life to the field of mental health and integrated healthcare. Currently serving as the chief operations officer for Terros Health, a leading healthcare organization, Jenni is at the forefront of innovative strategies to enhance the delivery of fully integrated health services.
Jenni earned a Master’s degree in professional counseling, gaining a deep understanding of the complexities of mental health and its integral role in the overall healthcare landscape. Jenni advocates for patient-centric care, continuously working to ensure that individuals in need of support receive comprehensive, integrated care that meets their unique needs. Her work reflects her unwavering commitment to making a positive difference in the lives of individuals and communities. In addition, Jenni is a graduate of the American Express Leadership Academy, which offers professional and leadership development for nonprofit leaders. This prestigious program has given her a unique perspective on nonprofit leadership, further enhancing her ability to drive positive change in the healthcare sector.
Topic: ACMI Stakeholder’s Meeting
Time: February 6th, 2024, Terros Program and Offerings by COO Jennifer Nye and CEO Karen Hoffman Tepper
March 5th, 2024 Home Inc. by Charles Sullivan
April 2nd, 2024 BETE (Benefits Eligibility Triage and Education) by Jill Pulliam, JD
May 7th, 2024 Grace Secure Forensic Residential by Pythian Noah
Every month on the First Tuesday until December 25th, 2025
Please download and import the following iCalendar (.ics) files to your calendar system.
The first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have a featured guest to discuss a relevant Behavioral Health topic; after the speaker, we will discuss current issues with the Behavioral Health System attendees. This month, hear about how about. the Schizophrenia & Psychosis Action Alliance by CEO Gordon Lavigne and Linda Mimms.
Gordon joined Schizophrenia & Psychosis Action Alliance as CEO in November 2020. He previously served as Executive Vice President of Operations since September 2018. Before joining the organization, Gordon held executive management positions with leading nonprofits, including the Alzheimer’s Association, the ALS Association, and the Autism Society of America, coordinating and executing strategies to accelerate organizational growth. Gordon earned a B.S. in Psychology from Lewis & Clark College and a Master of Education degree from the University of Vermont.
Linda Mimms has been an advocate for reform in public policy, law, insurance, and treatment protocols for people living with serious neurobiological brain disorders for over 12 years. She began her career as a lobbyist on Capitol Hill for Xerox Corporation, moved on to working for the U.S. State Department in Boston, and then as U.S. Senator Alan J. Dixon’s Government Affairs/Legislative Analyst Assistant in Chicago and Washington, D.C. As the creator and manager of the Public Relations and Employee Communications Department for Quill Corporation, Linda authored and edited seven informational books and manuals on business productivity, with over 100 articles and business tips published nationally in newspapers, magazines, newsletters, and catalogs. She has been a featured speaker at several national meetings, including the Capitol Hill Briefing on “People With Schizophrenia Face Severe Treatment Barriers: Regulatory, Policy Solutions Urgently Needed To Address Inequity,” May 2023, the Public Policy Panel at the Schizophrenia & Psychosis Action Alliance 2020 symposium, The Hill 2021 national event “The New Role of Telehealth” and Center Forward’s 2022 Capitol Hill Healthcare Summit. Linda’s podcasts, commentaries, and editorials addressing the current lack of the continuum of care and criminalization of those with serious brain disorders, one of the greatest injustices of our time, have been published nationally, statewide, and locally.
Linda earned an M.A. in Public Policy from Duke University and a B.A. in Anthropology from Lawrence University. She is Vice Chair of the Schizophrenia & Psychosis Action Alliance, a member of the National Alliance on Mental Illness (NAMI), the California Coalition for CARE/Grave Disability Workgroup, and the National Shattering Silence Coalition (NSSC). She serves on Lawrence University’s President’s Advisory Council. In 2020, she established the Lawrence Fund for Serious Mental Illness Advocacy Internships to allow students to learn about serious brain diseases, their criminalization, and how to build solutions for better access to medical treatment with supportive care and housing.
Topic: ACMI Stakeholder’s Meeting
Time: January 9th, 2024, Schizophrenia & Psychosis Action Alliance by CEO Gordon Lavigne and Linda Mimms.
February 6th, 2024, Terros Program and Offerings by COO Jennifer Nye and CEO Karen Hoffman Tepper
March 5th, 2024 Home Inc. by Charles Sullivan
Every month on the First Tuesday until December 25th, 2025
Please download and import the following iCalendar (.ics) files to your calendar system.
This report identifies all of the dialogue with respect to the need for coalitions regarding behavioral health.
Jim McDougall
ACMI Board Member
State Courts’ Responsibility to Convene, Collaborate, and Identify Individuals Across Systems
Issued September 25, 2023 in NCSC Trends in State Courts
By Jacquelyn Gilbreath Court Research Analyst, National Center for State Courts Susanne Mitchell Court Research Associate, National Center for State Courts Nicole L. Waters Director, Research Services, National Center for State Courts
Collaborative efforts among justice, mental-health, and public-health systems are essential to respond to individuals who frequently cycle through systems. Court leaders are well positioned to convene stakeholders to implement effective responses to reduce the negative impacts on the nation’s courts.
*Promising practices included in this article were informed by interviews with jurisdictions in six states, as well as from workshops and webinars highlighting current efforts in responding to the needs of individuals with serious mental illnesses (SMIs) and substance use disorders (SUDs) in their jurisdictions.
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TRENDS IN STATE COURTS State Courts’ Responsibility to Convene, Collaborate, and Identify Individuals Across Systems Who Frequently Cycles Through Systems? Across the country, there have been systemic failures in how communities and the justice system respond to those with serious mental illness (SMI), creating a revolving door through which vulnerable individuals cycle continuously (Fuller, Sinclair, and Snook, 2017). Examples include rigid legal standards for involuntary commitment (Conference of Chief Justices, 2006) and gaps in competency evaluation and restoration services, producing unethical delays that have led to litigation against various government entities across the United States (Fuller et al., 2017). Community members who cycle through jails, hospitals, mental- and behavioral health facilities, and other social-service programs strain community resources (National Association of Counties, 2016). In Miami-Dade County, Florida, deplorable conditions for those with SMI involved in the justice system led the Honorable Steve Leifman to work with community stakeholders to implement solutions through the Eleventh Judicial Circuit Criminal Mental Health Project (for more information, see https://tinyurl.com/snuess7). Data-collection and data-matching efforts there showed that 97 high service- utilizing-individuals with SMI cost taxpayers $13 million in criminal justice costs over a five-year period (Mental Health Institute, 2010). The health-care field has offered early efforts to identify individuals who cycle through various social systems, focusing primarily on medical services and emergency departments. However, research has indicated that community leaders overlook the role of SMI when examining frequent utilization of services (Fuller, Sinclair, and Snook, 2017). The intersection of SMI and the justice system has brought the issue of frequent utilization to the forefront for many judges and jurisdictions. To examine the issue, some jurisdictions focus on frequent utilization of multiple social systems within their jurisdiction. Examining data from multiple sources, such as behavioral-health services, homeless services, and jail or court records, creates a robust profile of individuals cycling through these systems. While many jurisdictions focus mainly on the criminal justice system (CJS), there are civil justice issues as well, including involuntary civil commitments or orders for assisted outpatient treatment (AOT). Initiatives to share and examine data to identify and respond to frequent utilization begin for various reasons but should center on better serving individuals who cycle through various social systems. The figure below depicts the Sequential Intercept Model (SIM; available at https://www.prainc.com/sim/) and additional areas of focus, a conceptual model to inform community-based responses to system use by individuals with SMI, substance use disorders (SUDs), or both. This model highlights points of contact as intercepts, which are intervention points to keep an individual from further penetrating the CJS. The Sequential Intercept Model (SIM) and Additional Areas of Focus for Coordinated Court and Community Responses. http://apps.ncsc.org/MHBB
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Managing Frequent Utilization Through Data Data and information sharing span all the SIM intercepts, which inform a range of efforts, including pre- or post booking diversion, services provided in custody, creative sentencing options, and reentry efforts emphasizing referrals and warm handoffs to community-based services. The ways in which communities define and identify an individual who cycles through various social systems vary greatly and often relate to which entity is inquiring about utilization. For example, jurisdictions may define this population as the top 100, or 5 to 10 percent of individuals who utilize services the most, or those who were arrested more than four times in 12 months. The first step is for the community to agree upon the criteria for identification. The community should regularly reevaluate these criteria to ensure relevance to the shifts in the population served across mental- and public-health systems over time. Screening for SMI and SUDs in the custody of law enforcement is a best practice to identify individual needs and provide appropriate services. Data-sharing and data-matching efforts between jails and community based behavioral-health providers are useful in coordinating and providing continuity of care when individuals are in custody and upon their release into the community. Ultimately, these efforts can facilitate a move upstream to incorporate proactive approaches offering outreach and providing services, rather than reactive responses, after a crisis or an interaction with the CJS. Some examples of efforts to address the needs of individuals who cycle through various services are outlined below:
Lake County, Illinois identifies frequent utilizes of the jail (individuals who were booked three or more times over 12 months), screens for SMI, and connects individuals to community service providers for intensive case management and to a peer specialist, who assists with individual needs.
Fairfax County, Virginia examines 9-1-1 and call-for-service data to identify which individuals use first-responder systems the most and to identify individuals who can be provided with community outreach, including a peer specialist on the outreach team.
Johnson County, Kansas uses outreach efforts and referrals based on screenings conducted at the jail, as well as previous use of county services. Additionally, a collaboration with Carnegie Mellon University uses predictive analytics to determine which individuals may have an adverse interaction with law enforcement. This list is sent to the mental health center every month for outreach efforts.
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What Is the Role of the Courts? While the Conference of Chief Justices passed a resolution in 2006 outlining the need for court leadership to address the impact of mental illness on the court system, much work still needs to be done. A recent policy paper from the Conference of State Court Administrators calls on judges to collaborate within their communities, engage with policymakers to correct problems, and develop better tools for addressing mental-health issues (Mack, 2016). Be advocates and leaders of change: Judges are in a unique position to gather stakeholders and facilitate cross-system change.
A common notion expressed across jurisdictions was that addressing frequent utilization would not be possible without the support of judicial leadership and, in some cases, the initiation of change efforts by judges. Court leaders have a responsibility to reduce the reach of the CJS to individuals with SMI, SUD, and co-occurring disorders (CODs). The National Center for State Courts (NCSC) has created a national guide (2019) to help judges and judicial officers cultivate community change in addressing mental-health issues. The national guide lays out steps for beginning the movement toward change in the court and community’s response to mental health and CODs, by inviting stakeholders (see table below) to participate in commencing and sustaining responses for long-term impact. An additional NCSC resource is the “Data Governance Policy Guide” (Robinson and Gibson, 2019), which provides guidance for courts on how to convene stakeholders to discuss storing, sharing, and managing data.
61 Recognize opportunities for growth and improvement: While no jurisdiction wants a systematic failure to be publicly highlighted in their community, these events provide an opportunity to reexamine how various systems address the needs of vulnerable community members. Communities that identify individuals who cycle through various social systems and target responses across the justice system not only can stop a vicious cycle for individuals and affected families, but also save resources significantly across these systems. Be receptive to innovation and change: Court leaders should embrace data, listen to stakeholders who outline issues that may need to be addressed, and be open to the interpretation of data that uncovers issues. Data, information from programs and stakeholders, and feedback loops should spur innovation. Court leaders should empower system actors to innovate, rather than become embattled in adversarial approaches. For example, in Milwaukee County, judges received trauma-informed training as part of their dedication to determine better solutions to serve justice-involved individuals with mental illness. Court leaders should use data strategically to effect meaningful change. Court leaders can begin by tracking and extracting data to enable the community to understand the current system within their jurisdiction. An example of innovation is the Jail Diversion Program in Miami-Dade County, where individuals are diverted from the justice system into treatment, and their legal charges may be dismissed in accordance with treatment engagement. These approaches not only provide connections to services but also reduce the negative impact of the justice system on those suffering from SMIs, SUDs, and CODs. Establish relationships with service providers in the jurisdiction: Court leaders can collaborate across their jurisdictions. For example, problem-solving courts recognize that there are treatment aspects to individuals who appear in court and whose cases involve multiple social determinants of poor health. Many individuals need flexible, person-centered care to effectively address their complex circumstances. Judges have become more creative in approaches to populations with complex needs and have embraced therapeutic justice versus adversarial approaches. Judges in many jurisdictions consider leveraging treatment options rather than incarceration if an individual fails to comply with a court order due to symptoms of SMI, SUD, or COD. Judges have become more creative in approaches to populations with complex needs and have embraced therapeutic justice versus adversarial approaches. 62 What Advice Can Jurisdictions from Around the Country Share with Court Leaders? Begin change efforts: Some jurisdictions suggest starting with large, inclusive efforts inviting various stakeholders to collaborate and creating topic-specific workgroups. Conversely, some jurisdictions suggest starting with available data to demonstrate the ability to answer programmatic questions with data, and then utilize that success to fuel further efforts. Where and how a jurisdiction begins their efforts will likely depend on resources and existing partnerships within a community. Whether efforts begin with a large group or a small task force, it is crucial to gather data, agree on the definitions, and create meaningful responses. Additionally, it is essential to include community members to create awareness of the issues, obtain community buy-in, and create mutual accountability among stakeholders. As leaders of their courts and communities, judges are in a unique position to begin, expand, and improve these efforts. Break down silos: Judges should move away from siloed, adversarial approaches to seek collaborative solutions. Organizations should understand that there is no specific entity overseeing comprehensive services and continuity of care for individuals. In fact, many individuals use several services simultaneously, underscoring the need to coordinate responses. Working groups should create data-sharing and data-privacy agreements and memorandums of understandings (MOUs) to outline the expectations of involved organizations. Stakeholders should share their knowledge, listen and compromise when faced with opposing viewpoints, and propose solutions to multi-system issues. While stakeholders may disagree on some topics, it is valuable to reinforce the message that everyone is working toward common goals to address issues that impact community systems and, most importantly, individuals and their families. Establish support from leadership: It is imperative during reform to secure the support of leaders across systems. By engaging cross-system leadership, a culture of change can flow downstream through organizations. A successful model for innovative problem-solving communities is through a champion of the effort who commits to finding solutions addressing the root causes of problems. A champion such as a judge can convene stakeholders, overcome barriers, and maintain a sustained level of dedication among stakeholders. 63 Ensure the right people are in the right roles: Cross-system data are messy and often dissimilar by definition and format. Such data are best understood by individuals with intimate knowledge of the community, its history, and services. Therefore, many jurisdictions voiced the importance of having dedicated individuals who are familiar with data as point people. Moreover, information technology staff play an important part in collecting, integrating, housing, and extracting data from various systems in a sustainable, secure, and accessible way. It may be beneficial to house these data experts centrally in the courts. Create a coordinating council: A coordinating council, oversight committee, or similar working group dedicated to convening stakeholders and outlining avenues of future work is important for the success, sustainability, and collaborative nature of efforts. A coordinating council can serve as a neutral group where stakeholders collaborate and share ideas related to the development and implementation of effective policies and practices. Additionally, existing councils and committees that judges may already lead can be a starting point and backbone support for efforts. Anticipate challenges: The issues leading to change are multifaceted; therefore, sustained efforts to implement meaningful changes will not occur overnight. Common hurdles that jurisdictions face when sharing data across systems are the Health Insurance Portability and Accountability Act (HIPAA; for more information, please visit https://www.hhs.gov/hipaa/index.html), which outlines what personal health information can be shared and under what circumstances, as well as Title 42 of the Code of Federal Regulations (42 CFR), part 2 of which relates to personal SUD information (for more information, please visit https://tinyurl.com/ybl9vz72). While questions and common misconceptions regarding HIPAA and 42 CFR 2 pose challenges to data sharing, it should not deter jurisdictions from understanding how data can be used to better serve individuals. Jurisdictions should work closely with legal counsel and HIPAA compliance officers to understand the intricacies of sharing individual-level data across systems. In some cases, an MOU or data-sharing agreement may not be sufficient, and jurisdictions will need to consider obtaining individual consent for the release of information. Make data-driven decisions: Data can inform how to save, reinvest, and target resources to reach people more effectively. Data should be utilized to educate individuals, inform programs and policies, and serve as neutral evidence of the need for the creation or expansion of services. For example, data matching regarding those with SMI and individuals who engage with other community systems will help courts understand if specialized dockets are being utilized by their target populations. In Seattle, for example, data revealed that treatment courts were only serving about 8 percent of frequent utilizers. Seek academic or research partnerships: There are limitations in what judges or organizations have the capacity to do on their own. Recognizing these limitations and calling on various organizations, such as local research or academic institutions, can bridge the gap between internal capacities and project goals. These can be low- or no-cost partnerships that create a synergy around problem solving, research, data analysis, and program evaluation. Jurisdictions may also consider partnering with the National Association of Counties through the Data Driven Justice Initiative, which assists communities in addressing the needs of individuals who cycle through various social systems (National Association of Counties, 2016), and partnering with agencies to conduct Sequential Intercept Mapping workshops (Policy Research Associates, 2017). … data matching regarding those with SMI and frequent utilizers of other community systems will help courts understand if specialized dockets are being utilized by their target populations. 64 Incorporate peer services and supports: Jurisdictions around the country, including Miami-Dade County and Lake County, embrace the idea of using services that connect individuals to peer specialists. Peer specialists have lived experiences, which make them uniquely qualified to assist individuals with community reentry and engagement in treatment and services. Peer services are not detrimental to care quality and result in at least equivalent clinical outcomes to usual care or services by non-peer staff, as well as positive impacts on clients’ levels of hope, empowerment, and quality of life (Bellamy, Schmutte, and Davidson, 2017). Conclusion The need to better identify and effectively serve individuals who frequently access and engage with various social systems relates not only to the justice system but also to important issues concerning public health and social justice. Courts have a duty not only to focus on the cost of addressing the needs of individuals who cycle through various community systems but also to respond to the core issues contributing to frequent utilizers. Judges have an important role in leading change in the justice system and identifying effective community responses to individuals with behavioral health needs. An example of this judicial leadership is how the Honorable Steve Liefman spearheaded efforts in Miami-Dade County. Enhancing the justice system and community solutions for individuals with SMI, SUDs, and CODs can seem like a lofty goal, but efforts around the country have shown that these endeavors are not only necessary but also achievable and sustainable. References Bellamy, C., T. Schmutte, and L. Davidson (2017). “An Update on the Growing Evidence Base for Peer Support.” 21 Mental Health and Social Inclusion 161.
Conference of Chief Justices (2006). “Resolution 11: In Support of the Criminal Justice/Mental Health Leadership Initiative.” Adopted as proposed by the Court Management Committee, 29th Midyear Meeting, January 18. Online at https://tinyurl.com/yxywv6e9.
Fuller, D. A., E. Sinclair, H. R. Lamb, J. D. Cayce, and J. Snook (2017). “Emptying the ‘New Asylums’: A Beds Capacity Model to Reduce Mental Illness Behind Bars.” Report, Treatment Advocacy Center, Arlington, Virginia, January.
Fuller, D. A., E. Sinclair, and J. Snook (2017). “A Crisis in Search of Data: The Revolving Door of Serious Illness in Super Utilization.” Report, Treatment Advocacy Center, Arlington, Virginia, April.
Mack, M., Jr. (2016). “Decriminalization of Mental Illness: Fixing a Broken System.” 2016-17 policy paper, Conference of State Court Administrators. Online at https://tinyurl.com/y9qgcx5s.
Mental Health Institute (2010). “Miami-Dade County Heavy User Data Analysis.” Unpublished raw data.
National Association of Counties (2016). “Data-Driven Justice Playbook: How to Develop a System of Diversion.” Discussion draft, ver. 1.0, Data-Driven Justice Initiative, December. Online at https://tinyurl.com/trxu2fn.
National Center for State Courts (2019). “Leading Change: Improving the Court and Community’s Response to Mental Health and Co-Occurring Disorders.” Project report, National Initiative to Improve the Justice System Response to Mental Illness, Williamsburg, Virginia. Online at https://tinyurl.com/ycz9ajn5.
Policy Research Associates (2017). “Sequential Intercept Mapping Workshops.” Information sheet, Delmar, New York. Online at https://tinyurl.com/tvqmzam.
Robinson, D., and S. Gibson (2019). “Data Governance Policy Guide.” Project report, Conference of State Court Administrators Court Statistics Committee and National Center for State Courts Court Statistics Project, Williamsburg, Virginia. Online at https://tinyurl.com/ycra9l5c.
Since its inception in 2012, Giving Tuesday has grown into a global movement dedicated to the spirit of generosity. It’s a day when we come together to make a positive impact on the lives of others.
This year, we invite you to join us in advocating for a cause that truly matters – supporting individuals with serious mental illness. ACMI (Advocates for People with Serious Mental Illness) is Arizona’s most influential advocacy organization, working tirelessly to improve the lives of those affected by serious mental health challenges.
Your support has been instrumental in helping ACMI achieve its previous goals, and now, we need your help more than ever. Every dollar you contribute can make a significant difference in the lives of those who rely on our services and advocacy.
But here’s the exciting news – today only, a generous donor has stepped forward to match all gifts made, dollar-for-dollar, up to $5,000! Your contribution will have twice the impact, allowing us to reach even more individuals and families in need.
Together, we can make a profound difference in the lives of those battling serious mental illness. Your support means the world to us, and it brings hope and healing to so many in our community.
Thank you for being a part of this incredible day of giving. Let’s come together and show our support for people with serious mental illness. Every dollar counts, and together, we can create a brighter future for all.
The first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have a featured guest to discuss a relevant Behavioral Health topic; after the speaker, we will discuss current issues with the Behavioral Health System attendees. This month, hear about how and why San Mateo County is creating a healing campus with homelike buildings to provide housing and cutting-edge treatment (secure residential treatment facilities) from Terry Rittgers and Scott Gurley.
Terry Rittgers, M.S., M.F.T., is the Special Projects Coordinator for Behavioral Health and Recovery Services in San Mateo County, California. He has been employed by San Mateo County since 1987 in various capacities, with his last full-time position being Clinical Services Manager II prior to his retirement in 2020. Terry is the clinical oversight for the development and building of a new behavioral health campus that is scheduled to be fully completed in 2024. In addition, Terry is a licensed psychotherapist with an active private practice in California. He enjoys photography, hiking, golf, and time on and by the water.
Scott Gurley is the Project Manager at San Mateo County for five years. San Mateo County is part of the Government industry and is located in California, United States. He is excited to bring his expertise in the development of community treatment to the Cordilleras mental health campus.
Topic: ACMI Stakeholder’s Meeting
Time: December 5th, 2023, Secure Residential Treatment in San Mateo County by Terry Rittgers and Scott Gurley
January 9th, 2024, Schizophrenia & Psychosis Action Alliance by Linda Mimms
February 6th, 2024, Terros Program and Offerings by COO Jennifer Nye and CEO Karen Hoffman Tepper
March 5th, 2024 Home Inc. by Charles Sullivan
Every month on the First Tuesday until December 25th, 2025
Please download and import the following iCalendar (.ics) files to your calendar system.
Since its inception in 2012, Giving Tuesday has grown into a global movement dedicated to the spirit of generosity. It’s a day when we come together to make a positive impact on the lives of others.
This year, we invite you to join us in advocating for a cause that truly matters – supporting individuals with serious mental illness. ACMI (Advocates for People with Serious Mental Illness) is Arizona’s most influential advocacy organization, working tirelessly to improve the lives of those affected by serious mental health challenges.
Your support has been instrumental in helping ACMI achieve its previous goals, and now, we need your help more than ever. Every dollar you contribute can make a significant difference in the lives of those who rely on our services and advocacy.
But here’s the exciting news – today only, a generous donor has stepped forward to match all gifts made, dollar-for-dollar, up to $5,000! Your contribution will have twice the impact, allowing us to reach even more individuals and families in need.
Together, we can make a profound difference in the lives of those battling serious mental illness. Your support means the world to us, and it brings hope and healing to so many in our community.
Thank you for being a part of this incredible day of giving. Let’s come together and show our support for people with serious mental illness. Every dollar counts, and together, we can create a brighter future for all.
The first Tuesday of each month from 4-6 pm Arizona time, except for holiday weekends, ACMI will have a featured guest to discuss a relevant Behavioral Health topic; after the speaker, we will discuss current issues with the Behavioral Health System attendees. This month, hear about secure residential from Cheryl Roberts, Executive Director of The Greenburger Center for Social & Criminal Justice, which is opening a secure residential in NYC; learn about Hope House, the vision, and the challenges getting to groundbreaking. We hope to learn from their lessons of the past six years.
Hope House on Crotona Park, anticipated to open in early 2025, will be an Alternative to Incarceration (ATI) for those with serious mental illness accused of a felony-level crime(s). Admission to Hope House will be dependent upon an eligible defendant knowingly entering into a voluntary plea agreement to reside at Hope House as an Alternative to Incarceration. Thereafter, the plea agreement is mandated by the judge presiding over the felony case.
Cheryl Roberts, Esq., is Executive Director of the Greenburger Center for Social and Criminal Justice, a nonprofit she founded with Francis Greenburger in 2014 to advocate for the decriminalization of people living with serious mental illness. Roberts is also a part-time City Court Judge in Hudson, New York, the first woman appointed to that role, where she presides over a misdemeanor mental health court. Prior to appointment as Judge, Ms. Roberts had the privilege of serving four Mayors as City Attorney in Hudson, New York, and 8 years as a Town Judge in Columbia County, New York. In addition to being a licensed bond agent for a nonprofit bail fund, earlier in her career, Roberts practiced environmental and land use law and served as a counsel to committees in both the U.S. House of Representatives and the U.S. Senate.
Topic: ACMI Stakeholder’s Meeting
Time: November 7th, 2023, Greenbuurger’s Hope House, a secure treatment facility by ED Cheryl Roberts
December 5th, 2023, Secure Residential Treatment in San Mateo County by Terry Rittgers, Yessa Calderon, and Louise Rogers
January 9th, 2024, Schizophrenia & Psychosis Action Alliance by Linda Mimms
February 6th, 2024, Terros Program and Offerings by COO Jennifer Nye and CEO Karen Hoffman Tepper
March 5th, 2024 Home Inc. by Charles Sullivan
Every month on the First Tuesday until December 25th, 2025
Please download and import the following iCalendar (.ics) files to your calendar system.
Arizona State University Watts College of Public Service and Community Solutions and its Morrison Institute for Public Policy proposes a new approach to describing the costs associated with chronic mental illness. Rather than a top-down analysis that estimates the overall cost of CMI across the state, this analysis will utilize a bottom-up approach that will examine the costs associated with the individuals with a CMI as they move through Arizona's criminal, public benefit, and physical and behavioral health systems. This approach lends itself to a highly-graphic system map and/or flow charts that could be enhanced with animation for use in PowerPoint display. For this study's purposes, chronic mental illness will be defined as a subset of the population with serious mental illness that is unable to settle into a stable living arrangement. The symptoms and behaviors exhibited by people with CMI make it difficult for them to remain either in an independent household or group housing for an extended period. This instability leads to the frequent use of high-cost services from various medical, behavioral, and criminal justice resources. The total costs of CMI are challenging to calculate because they are spread over an extensive network of services, and the nature of CMI means that these services are repeatedly accessed. Recognizing that each individual will process through this system in a slightly different matter, we will take a bottom-up approach to estimate these costs, focusing on the values of an individual at each node of the system.
We will hold a meeting to reveal the study findings. Subscribe to our newsletter for notification.
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