1. Mission: Protect the Vulnerable, Promote Strong and Economically Self- Sufficient Families, and Advance Personal and Family Recovery and Resiliency. Rick Scott, Governor David Wilkins, Secretary Substance Abuse and Mental Health Presentation to the FADAA/Florida Council 2011 Annual Conference August 25, 2011 David A. Sofferin Assistant Secretary Substance Abuse and Mental Health

2. 2 Department Strategic Vision Department Strategic Vision

3. SAMH Program Office Vision SAMH Program Office Vision  Implement 3 Managing Entities (MEs) Statewide by December 1, 2011  Implement SAMH Finance and Service Accountability Management System  Redirect Services Funding Toward Evidence-based Practice By July 1, 2013 (SA, MH, and Co-occurring)  Metrics And Performance Driven Decision-making  Reduce Duplicative Administrative Structure  Mental Health Redesign  Continue Integration with Primary Health Care  Continue Integration with Child Welfare 3

4. Assistant Secretary for SAMH David Sofferin Performance Support Services Tom Lewis Facilities Sally Cunningham SAMH Services (Program Office) Stephenie Colston Contracts Finance Data Performance Improv./CQI (metrics, data decision making) Policy (integrated, policy decisions) Substance Abuse Services (Science to Services – EBPs, Standards) Mental Health Services State Operated State Mental Health Treatment Facilities Privatized State Mental Health Treatment Facilities Sexually Violent Predator Program Senta Goudy Suicide Prevention Clint Rayner Consumer & Stakeholder Reorganization of the Substance Abuse and Mental Health Office 4

5. SAMH Reorganizaton SAMH Reorganizaton  Goal: Increase quality of care for individuals and families with substance abuse and mental health disorders while addressing budget cuts  Began July 2011  Staff cut by more than 50%  Required comprehensive review of SAMH roles and responsibilities  Created six (6) regional systems of care-closed circuit SAMH offices 5

6. SAMH Alignment with Healthcare Marketplace SAMH Alignment with Healthcare Marketplace  Implementation Of Managing Entities (MEs) Statewide  Redirect Services Funding Toward Evidence-based Practice  Increased Focus on Metrics and Performance Driven Decision- making  Integrated SAMH Headquarters Program Consistent with Co-Occuring Model  Increased Use of Technology – E Therapy, Telehealth Technology 6

7. SAMH Challenges SAMH Challenges  Prescription drug abuse continues to increase in Florida – an average of 7 persons die every day  There remains great unmet needs for SAMH Services  The rate of adverse childhood experiences is high – Family Safety served 36,000 (of those, 18,700 in out of home care)  State economic concerns is expected to impact numbers of persons needing services and our ability to help them  Siloed funding 7

8. Importance of Metrics Importance of Metrics Individual Level Florida uses SAMH Information System (SAMH) to collect, maintain, and report client-level data on approximately 400,000 persons State Level SAMHIS database provided info on performance outcome data, as required for Legislative funding. Federal Level SAMHIS database major source for integrated SAMH Block Grant 8

9. Core Questions SAMHIS Data System  Who Receives  What Services  From Whom  Where  At What Costs  To Achieve What  Outcomes? 9

10. Managing Entity Background In the past, DCF has managed as many as 535 Community Provider Contracts In 2008, the Legislature passed a law (394.9082, F.S.) authorizing DCF to implement Managing Entities (MEs) Today, there are three MEs operating –Suncoast - 1 contract / $138M –Southern - 1 contract / $77M –Circuit 1 - 1 contract / $27M –DCF manages three (3) contracts instead of 172 There are four (4) Regions without MEs totaling 254 contracts / $296.6M Procurement / Contracting process complicated and confusing –Prescriptive not Outcomes / Results Focused –High administrative fees 10

11. Mental Health Redesign Civil Forensic 11