1. MAY 12, 2015 PROPOSED CONTRACT WITH EFFECTIVE SCHOOL SOLUTIONS

2. TIERED TIMELINE April 21-May1 BOE Meeting Contract Review, References, SAMHSA approval March 16-April 20 ESS Meetings w/Stakeholders Research, References, Site Visit Fiscal Planning Fall 2014-March 11 DMHAS/UConn presentation, Info. brought to Superintendent, ESS planning, SAMHSA discussion

3. EXISTING SYSTEMS OF SUPPORT Community coalition-building Emergency Mobile Psychiatric Services (EMPS) Care Coordination Family members and students Local police department Juvenile Probation officers Youth Service Bureaus Community Collaborative (System of Care) Juvenile Review Boards Local Interagency Service Teams (LISTs)-Family Advocacy, CHC Special Education and 504 plans

4. 4 KEY POINTS TO SUPPORT ESS 1. FUNDING SAMHSA specifies that the State Management Team and Community Management Team are key in stakeholders in supporting our efforts The Community Management Team approved the use of SS/HS funds to support ESS at the March 12 meeting. Currently, we have community partners such as SBHC and Family Advocacy working with us

5. 2. IF THE $500,000 IN FUNDING IS NOT APPROVED FOR EFFECTIVE SCHOOL SOLUTIONS What would this funding be used for instead? This would mean more than $500,000 in additional funds for the select items allowed through the SS/HS grant. This would likely be evidence-based programs and practices implemented by current staff. SS/HS funds cannot be used for general staffing. How would the alternative be decided? This is what our Community Management Team is tasked with doing and requires knowledge of the SS/HS framework, strategic approaches, and evidence- based practices With the delay in spending we will have to revise the comprehensive plan, state approval, and federal approval, which will delay approval of spending. The district risks our relationship with David Nyman, who has put in a significant amount of time, effort, and travel to work with Middletown.

6. 3. DMHAS AND SAMHSA HAVE APPROVED OF THIS ESS ESS is consistent with our comprehensive plan Program need is demonstrated in our Needs Assessment and Environmental Scan.

7. 4. THIRD PARTY EVALUATION The UCONN Evaluation Team will conduct an in- kind third party evaluation of ESS for our district, and possibly the state, to assess the program process and outcomes.

8. CURRENT FISCAL PICTURE Tuition is based on 5% increase Anticipate a possible 3 returns from Middle School Anticipate 4 returns from High School 1 high risk middle school student for next year 14 high risk students at MHS

9. CURRENT FISCAL PICTURE The following chart does not include factors that are unknown: Currently identified high risk at MHS = 15 that are in school refusal situations at $5,000 per student per month Diagnostic placements up to $25,000 per student Wrap around services for parents and students before and after school

10. POTENTIAL FISCAL IMPACT IN DOLLARS Students Cost 2014- 2015 Anticipated Cost 2015- 2016 Potential to Return to MPS Potential Savings to Pending Placements Current High Risk Students & Possible Out of District Placements Grades 5-8345,356362,623166,79955,593 Grades 9- 125,561,6225,839,703222,372166,797778,302 Total Tuition5,906,9786,202,326 389,171222,390833,895 611,561

11. RESEARCH 12% and 22% of all youngsters under age 18 - need of services for mental, emotional, or behavioral problem 20% of children meet criteria for MH diagnosis (160,000 youth in CT) Over 50% of the students manifest significant learning, behavior, and emotional problems

12. RESEARCH Requires well designed collaboration between mental health providers and school systems to effect change ESS -collaborative model merging clinical and school practices ESS - proven track record of preventing OOD placements & returning students from OOD placements

13. CONCLUSION Middletown's Goal for Effective School Solutions: To provide a quality clinical program that meets the need of the diverse student body while fostering a culture of inclusion rather than one that relied upon out of-district placements. ESS has developed a model of treatment, supervision and organizational structure that cannot be found elsewhere.