february 11, 2020 amy hill, associate director rhianna ......executive director x x x 7. fy 2020 mid...

40 North Sandusky Street, Suite 301 | Delaware, OH 43015 | Office: 740.368.1740 | Fax: 740.368.1744 | www.dmmhrsb.org

February 11, 2020

To: Delaware-Morrow Mental Health & Recovery Services Board Joint Finance/Planning Committee Members

From: Deanna Brant, Executive Director

Amy Hill, Associate Director

Rhianna Mattix, Community Special Services Director

Kyle Lewis, Community Relations Coordinator

Karen Mohr, Finance Specialist

Re: Background and Recommendations for the February 13, 2020 Joint Finance/Planning Committee Meeting

The next Joint Finance Committee Meeting is Thursday, February 13, 2020 at 6:30 PM. The meeting will be

held at the DMMHRS Board Office, 40 North Sandusky Street, Suite 301, Delaware, Ohio 43015.

Enclosed are the following materials for this meeting:

• Agenda

• January 2020 Financial Reports

• FY 2020 Delaware County Specialized Dockets -- Additional Funding

o Proposed Funding Agreement

o Allowable Expenses

• FY2020-2021 Isaac Wiles Proposal for Legal Counsel -- David Moser, Esq.

• FY 2020 Mid-Year Reviews

• FY 2020 Outcomes

• FY2020 Del-Mor Dwellings Tenant Support Position

• School-Based Services for Out-of-County Youth -- Syntero

Board staff is providing the following background information and recommendations to be considered at the

February 13, 2020 Board Meeting.

of 3

FY 2020 Delaware County Specialized Dockets -- Additional Funding

Background: The Ohio Department of Mental Health and Addiction Services created the Specialized

Dockets Subsidy Project to assist drug courts and other specialized dockets with funding to

effectively manage addicted offenders in the community and to assist courts with their payroll

costs for specialized court docket staff. The Municipal Court of Delaware County, specifically

the OVI Docket and Veterans Treatment (Mission) Court is now eligible for funding under the

Project. OhioMHAS allocated $50,000 in additional funding to these dockets -- $30,000 to the

OVI Court and $20,000 to the Veterans’ Special Docket. See attached proposed Agreement.

Staff

Recommendation:

To approve the allocation of $50,000 in OhioMHAS Specialized Docket pass through funding

to the Delaware Municipal Court ($30,000 to the OVI Docket and $20,000 to the Veteran’s

Court) for the purposes described in the agreement.

FY2020-202 Isaac Wiles Proposal for Legal Counsel -- David Moser, Esq.

Background: The Board has contracted with Jon Lewis for legal counsel since 2011,and has a

current agreement in place that terminates on June 30, 2020. The Executive Director

has continued to explore options for local legal counsel to meet the expanding needs

of the Board. David Moser had indicated interest in serving in this capacity. See

attached proposal for board legal counsel submitted by David Moser, Esq. We plan

to have one month of concurrent representation with Jon Lewis to facilitate the

transition.

Staff

Recommendation: To approve an agreement with Isaac Wiles Burkholder and Teeter, LLC with David

Moser, Esq. as Board Counsel with a start date of June 1, 2020, terminating on June 30,

2021.

FY2020 Del-Mor Dwellings Tenant Support Position

Background: In FY2019, the need to dedicate a full time CPST position to assess and manage the

community support needs of the higher acuity and multi-system tenants of Del-Mor

Dwellings (DMD) housing was identified. To meet this service gap, the Board

allocated funding to Southeast Healthcare as part of their existing CPST Team to add

1.0 FTE CPST to solely address DMD tenant needs. Since that time, it has become

evident that the longstanding relationships and understanding that DMD staff have with

their tenants makes them uniquely qualified to meet those identified complex

community support needs. In addition, Del-Mor Dwellings is in preparation for the

opening of Courage Court, a 40 unit Permanent Supportive Housing project in

Delaware City. The addition of up to 40 residents in the fall of 2020 will expand the

need for on site Tenant Support significantly. Southeast Healthcare has not filled this

position. DMD has requested an additional $18,603. added to their FY2020 Provider

Allocation which is the total projected position costs of $49,609 annualized. If

approved, this will bring DMD’s total FY2020 Provider Allocation to $1,159,798.

Staff

Recommendation: To approve the additional FY2020 allocation of $18,603 to Del-Mor Dwellings for the

purposes of hiring a Tenant Support Position as described in the staff presentation.

of 3

FY2020 School Based Services for Out of County Youth - Syntero

Background: The FY2020 Provider Agreement defines a Covered Person: The following individuals

for whom MHSA Services are to be paid, in whole or part, by funds from the Board - (A) A

resident of either Delaware County or Morrow County, Ohio; (B) A resident of an Ohio

county, other than Delaware County or Morrow County for which the Board has agreed to pay

for MHSA Services because of conflicts of interest between the individual and the

Board/Provider of the individual’s county of residence; (C) A non-resident of the Board’s

primary service area for whom the Board has agreed to pay for MHSA Services and who is

presenting pursuant to Court Order; (D) An individual for whom the Board otherwise has

MHSA Services payment responsibility under applicable law; and (E) Any other individual for

whom payment of MHSA Services has been authorized by the Board in advance. Syntero

currently provides school based services in all 8 schools districts and at the Tomorrow Center,

a drop out prevention alternative school in Morrow County. These programs, especially in the

8 districts, receive referrals for students who reside in counties adjoining Delaware and

Morrow, although the school district is their “home school.” Syntero is unable to provide

reimbursed services for those students as part of the School Based Services grant without the

Board’s authorization in advance as described in (E) above. Attached are the FY2020 YTD

out of county student numbers. Syntero will continue to monitor the out of county student

numbers and will update the board in September 2020.

Staff

Recommendation: To approve allowing Syntero to provide School Based Services to out of county youth

whose home school is within Delaware or Morrow Counties under the FY2020 Provider

Agreement and School Based Services Grant.

Please feel free to contact Deanna Brant at 740.513.3001 should you have any questions regarding the February 13th

2020 Board meeting or would like any additional information prior to the meeting.

Joint Committee Meeting Agenda Thursday, February 13, 2020 6:30 p.m. DMMHRS Boardroom

Item Presenter Information Discussion Action

1. Introductions/Public Comments Kathleen Johnson Committee Chair

X

2. Resolution to Combine Committees

Kathleen Johnson Committee Chair

X

3. Approval of Agenda Kathleen Johnson Committee Chair

X

4. Financial Reports – January 2020 Deanna Brant Executive Director

X X X

5. FY 2020 Delaware County Specialized Dockets Additional Funding

Deanna Brant Executive Director

X X X

6. Isaac Wiles Proposal for Legal Counsel -- David Moser, Esq.


X X X

7. FY 2020 Mid-Year Reviews Amy Hill Associate Director

X X

8. FY 2020 Outcomes Amy Hill Associate Director

X X

9. Del-Mor Dwellings Tenant Support Position Jim Wilson Del-Mor Dwellings

X X X

10. School-Based Services for Out-of-County Youth - Syntero


X X X

11. Motion to Adjourn Kathleen Johnson Committee Chair

X

DELAWARE/MORROW MENTAL HEALTH AND RECOVERY SERVICES BOARDREPORT OF RECEIPTS AND DISBURSEMENTS

(YELLOW REPORT)Fiscal Year 2020 Report Month 1/2020

Balance to Begin the Year $12,613,375.26Balance to Begin the Month $9,271,951.22

------ REVENUE SOURCES ----- RECEIPTS DISBURSEMENTS BUDGET CALENDAR YEAR

Local Tax Levies Current Month Year to Date Current Month Year to Date Receipts Disbursements% Budget % Budget

0.00 3,474,793.53 790,489.06 4,258,495.81 790,489.06Delaware County Tax Levy 0.007,087,482.1549.03% 60.08%0.00 293,498.63 4,464.26 456,551.41 4,464.26Morrow County Tax Levy 0.00751,592.4839.05% 60.74%

TOTAL Local Tax Levies 0.00 3,768,292.16 794,953.32 4,715,047.22 794,953.320.007,839,074.6348.07% 60.15%

State Funds129,626.25 388,878.75 9,985.18 274,336.19 9,985.18State GRF 421 Continuum of Care 129,626.25518,505.0075.00% 52.91%

0.00 140,000.00 0.00 90,000.00 0.00Specialized Drug Court Docket Support 0.0090,000.00155.56% 100.00%ATP Court Docket Funds 175,000.00

20,833.25 62,499.75 4,292.78 42,064.77 4,292.78CJ BH Linkage State Grant 20,833.2583,333.0075.00% 50.48%11,475.00 34,425.00 0.00 45,000.00 0.00Recovery Housing 11,475.0045,000.0076.50% 100.00%

201,935.00 201,935.00K-12 Prevention Education 201,935.000.007,089.25 21,267.755JLO State Problem Gambling Treatme 7,089.2528,357.0075.00%

10,633.75 31,901.255JLO State Problem Gambling Preventi 10,633.7542,535.0075.00%25,013.00 75,039.00 27,642.40 40,550.07 27,642.40State GRF 421 AOD Treatment 25,013.00100,052.0075.00% 40.53%

0.00 8,966.00Prescription Drug Reimbursement Passt 0.0019,000.0047.19%0.00 30,529.30 0.00State GRF 421 Continuum of Care-Prior 0.000.00 3,388.52 0.00CJBH Linkage State Grant Prior Year 0.00

0.00 7,624.00 0.00 2,440.41 0.00Youth Crisis Services Grant Prior Year 0.000.004,063.25 12,189.75 0.00 8,126.00 0.00State GRF 406 AOD Prevention 4,063.2516,253.0075.00% 50.00%

0.00 134,982.00 0.00 33,874.66 0.00421 Community Investments 0.00269,964.0050.00% 12.55%0.00 24,800.00 0.00 24,800.00 0.00Expansion of EBP Prevention 0.0024,800.00100.00% 100.00%

2,500.00 27,500.00CTP Program 2,500.0022,500.00122.22%0.00 120,053.00Crisis Flex Funds 0.000.000.00 141,290.00Per County Continuum of Care Funding 0.000.000.00 27,500.00 0.00 27,500.00 0.00Ohio Department of Health - Prior Year 0.000.00

0.00 312,954.00 0.00Per County Continuum of Care Funding- 0.000.00 3,262.97 0.00Prescription Drug Reimbursement Pass 0.000.00 6,089.13 0.00State GRF 421 AOD Treatment-Prior Ye 0.00

2,184.75 6,554.25401 Forensic 2,184.758,739.0075.00%

TOTAL State Funds 415,353.50 1,467,405.50 41,920.36 944,916.02 41,920.36415,353.501,444,038.00101.62% 65.44%

Federal Funds0.00 55,387.33 2,651.04 71,083.38 2,651.04MAT-PDOA 0.00176,000.0031.47% 40.39%

0.00 -23,631.40 0.00MAT-PDOA Prior Year 0.000.00 20,000.00 0.00MH Block Grant Base Prior Year 0.000.00 583.96 0.00SAPT Prevention-Prior Year 0.00

0.00 118,763.00 19,583.96 237,526.00 19,583.96SAPT Treatment Block Grant 0.00237,526.0050.00% 100.00%0.00 90,528.50 0.00 113,704.50 0.00SAPT Prevention Block Grant 0.00181,057.0050.00% 62.80%

0.00 2,679.38 0.00Fed Women's 10% Set Aside - Prior Ye 0.000.00 23,007.00 7,365.64 56,705.48 7,365.64Title XX 0.0092,496.0024.87% 61.31%0.00 23,007.00 0.00 21,450.18 0.00Title XX - Prior Year 0.000.000.00 52,645.00 1,727.76 93,448.23 1,727.76MH Block Grant Base 0.00105,290.0050.00% 88.75%0.00 1,100.00 0.00 63.38 0.00MH Block Grant Forensic 0.002,200.0050.00% 2.88%

TOTAL Federal Funds 0.00 364,437.83 31,328.40 593,613.09 31,328.400.00794,569.0045.87% 74.71%

Other Funds152,954.27 3,394,774.49 152,954.27Carryover 0.00

51.46 94,465.07Other Funds 51.46284,821.0033.17%3,562.44 8,788.41 4,014.97 3,018.56 4,014.97Flowthrough 3,562.440.00

0.00 352.45IDAT Funds 0.000.00

TOTAL Other Funds 3,613.90 103,605.93 156,969.24 3,397,793.05 156,969.243,613.90284,821.0036.38% 1192.96%

GRAND TOTAL 418,967.40 5,703,741.42 1,025,171.32 9,651,369.38 1,025,171.32418,967.4010,362,502.6355.04% 93.14%

Ending Balance of: $8,665,747.30Year to Date Balance: $8,665,747.30

$9,271,951.22Total Receipts $418,967.40Total Disbursements $1,025,171.32ENDING BALANCE OF: $8,665,747.30

12/31/2019 Balance

No assurance provided. Substantially all disclosures omitted.

DELAWARE MORROW MENTAL HEALTH AND RECOVERY SERVICES BOARD Reporting 1/1/2020 to 1/31/2020

Current Month Fiscal Year to Date Cal Yr % Expenses (-)/+ % Budget Expenses Expenses

(GREEN REPORT)

Personnel Expenses$56,872.78 $527,000.00 $56,872.78Salaries $284,118.0110.79% $242,881.99 53.91%$8,827.81 $95,000.00 $8,827.81PERS $47,386.669.29% $47,613.34 49.88%

$853.40 $11,850.00 $853.40Medicare $4,345.327.20% $7,504.68 36.67%$4,937.41 $124,500.00 $4,937.41Insurance Employee Benefits $47,338.433.97% $77,161.57 38.02%

$0.00 $10,000.00 $0.00Training & Staff Development $2,463.740.00% $7,536.26 24.64%$0.00 $0.00Overtime Salaries 0.00% 0.00%

$504.02 $8,150.00 $504.02Workers Compensation $2,731.476.18% $5,418.53 33.51%$71,995.42 $776,500.00 $71,995.42$388,383.639.27% $388,116.37 50.02%Personnel Expenses Subtotal

Office Expenses$4,783.02 $50,000.00 $4,783.02Rent, Parking, Cleaning & Mainten $30,162.069.57% $19,837.94 60.32%

$324.57 $10,000.00 $324.57Telephone $3,733.533.25% $6,266.47 37.34%$0.00 $6,000.00 $0.00Office Equipment $1,635.000.00% $4,365.00 27.25%$0.00 $7,060.00 $0.00Computer Equipment $15,478.000.00% ($8,418.00) 219.24%

$5,107.59 $73,060.00 $5,107.59$51,008.596.99% $22,051.41 69.82%Office Expenses Subtotal

Operating Expenses$181.48 $5,000.00 $181.48Travel Expenses $4,412.683.63% $587.32 88.25%

$0.00 $3,000.00 $0.00Postage $0.000.00% $3,000.00 0.00%$270.51 $9,000.00 $270.51Supplies $4,408.223.01% $4,591.78 48.98%$375.00 $15,000.00 $375.00Printing & Advertising $13,811.352.50% $1,188.65 92.08%

$0.00 $70,000.00 $0.00Communications Budget/Events $25,581.140.00% $44,418.86 36.54%$305.00 $25,000.00 $305.00Publications & Dues $1,158.231.22% $23,841.77 4.63%

$0.00 $5,000.00 $0.00Equipment Maint. & Rental $0.000.00% $5,000.00 0.00%$0.00 $14,000.00 $0.00Insurance Liability $0.000.00% $14,000.00 0.00%

$49.56 $500.00 $49.56Misc. $84.569.91% $415.44 16.91%$0.00 $7,000.00 $0.00Board Audit $0.000.00% $7,000.00 0.00%

$250.00 $86,000.00 $250.00PPS IT/GOSH $13,319.160.29% $72,680.84 15.49%$0.00 $40,456.00 $0.00Legal & CCO $24,577.500.00% $15,878.50 60.75%

$1,431.55 $279,956.00 $1,431.55$87,352.840.51% $192,603.16 31.20%$78,534.56 $526,745.06 $1,129,516.00 $78,534.566.95% 46.63%$602,770.94

Operating Expenses SubtotalBoard Administrative ExpensesCapital & Services

$0.00 $25,000.00 $0.00Consulting $44,718.560.00% ($19,718.56) 178.87%$324.63 $25,242.00 $324.63Meadow Center Utilities $2,281.541.29% $22,960.46 9.04%$959.39 $100,000.00 $959.39Meadow Center Maintenance $3,683.650.96% $96,316.35 3.68%

$0.00 $250,000.00 $0.00Capital Projects/Estate Donations $0.000.00% $250,000.00 0.00%$581.95 $40,000.00 $581.95Morrow County Drop in Maintenan $2,140.401.45% $37,859.60 5.35%

$0.00 $10,000.00 $0.00Family Children First Council/Shar $9,637.440.00% $362.56 96.37%$0.00 $275,000.00 $0.00Matching Funds for New Grants/S $147,591.000.00% $127,409.00 53.67%

$5,351.75 $35,000.00 $5,351.75Central Pharmacy $22,459.4315.29% $12,540.57 64.17%$0.00 ($35,000.00) $0.00Central Pharmacy Withheld $0.000.00% ($35,000.00) 0.00%

$239.96 $20,760.00 $239.96System Training $5,763.311.16% $14,996.69 27.76%$0.00 $15,000.00 $0.00Non-Medicaid Services $0.000.00% $15,000.00 0.00%

$28,384.00 $337,100.00 $28,384.00Special Services: Adult Care Facili $211,452.978.42% $125,647.03 62.73%$0.00 $2,200.00 $0.00Special Services: Adult Psych Ser $336.000.00% $1,864.00 15.27%

$4,800.00 $137,500.00 $4,800.00Special Services: Child Services $55,947.293.49% $81,552.71 40.69%$6,250.00 $6,300.00 $6,250.00Special Services: Private Hospital $21,875.0099.21% ($15,575.00) 347.22%

$51,428.42 $463,300.00 $51,428.42Special Services: Star Residential $297,680.0211.10% $165,619.98 64.25%$1,015.90 $3,600.00 $1,015.90Special Services: Client Transport $11,342.2728.22% ($7,742.27) 315.06%

$99,336.00 $1,711,002.00 $99,336.00$836,908.885.81% $874,093.12 48.91%Capital & Services Subtotal

$0.00 ($24,542.00) $0.00Meadow Center Withheld $0.000.00% ($24,542.00) 0.00%$0.00 ($10,000.00) $0.00Meadow Center Maintenance With $0.000.00% ($10,000.00) 0.00%$0.00 $150,000.00 $0.00Auditor/Treasurer Fees $46,625.700.00% $103,374.30 31.08%


DELAWARE MORROW MENTAL HEALTH AND RECOVERY SERVICES BOARD Reporting 1/1/2020 to 1/31/2020

Current Month Fiscal Year to Date Cal Yr % Expenses (-)/+ % Budget Expenses Expenses

(GREEN REPORT)

$0.00 $115,458.00 $0.00$46,625.700.00% $68,832.30 40.38%$177,870.56 $1,410,279.64 $2,955,976.00 $177,870.566.02% 47.71%$1,545,696.36

Other Capital & Services SubtotalTotal Admin/Capital & Svc ExpensesProvider Contracts

$762,498.33 $11,268,627.00 $762,498.33Provider Contracts $5,259,237.696.77% $6,009,389.31 46.67%$80,704.13 $1,117,928.19 $80,704.13Community Agreements $509,388.387.22% $608,539.81 45.57%

$843,202.46 $12,386,555.19 $843,202.46$5,768,626.076.81% $6,617,929.12 46.57%$1,021,073.02 $7,178,905.71 $15,342,531.19 $1,021,073.026.66% 46.79%$8,163,625.48

Provider Contracts Subtotal

$4,098.30 $0.00 $4,098.30Flow Through $3,464.450.00% ($3,464.45) 0.00%$0.00 $0.00 $0.00Prior Year Board Expenses $61,736.000.00% ($61,736.00) 0.00%$0.00 $0.00 $0.00Prior FY Agency Expenses $1,632,076.040.00% ($1,632,076.04) 0.00%$0.00 $0.00 $0.00Prior Year Recovery & Prevention $28,199.730.00% ($28,199.73) 0.00%$0.00 $0.00 $0.00Prior Year Juvenile Court $0.000.00% $0.00 0.00%$0.00 $0.00 $0.00Prior Year Del-Mor Dwellings, Inc. $103,752.140.00% ($103,752.14) 0.00%$0.00 $0.00 $0.00Prior Year HELPLINE $20,127.360.00% ($20,127.36) 0.00%$0.00 $0.00 $0.00Prior Year Turning Point $0.000.00% $0.00 0.00%$0.00 $0.00 $0.00Prior Year Himsworth Consulting $1,437.950.00% ($1,437.95) 0.00%$0.00 $0.00 $0.00Prior Year The Group of Delaware $39,274.710.00% ($39,274.71) 0.00%$0.00 $0.00 $0.00Prior Year COVA/Southeast $127,111.850.00% ($127,111.85) 0.00%$0.00 $0.00 $0.00Prior Year Maryhaven $121,190.360.00% ($121,190.36) 0.00%$0.00 $0.00 $0.00Prior Year West Central Correctio $779.640.00% ($779.64) 0.00%$0.00 $0.00 $0.00Prior Year Nationwid Childrens Ho $14,037.230.00% ($14,037.23) 0.00%$0.00 $0.00 $0.00Prior Year Syntero $319,276.210.00% ($319,276.21) 0.00%

$4,098.30 $0.00 $4,098.30$2,472,463.670.00% ($2,472,463.67) 0.00%Other Subtotal

$1,025,171.32 $15,342,531.19 $1,025,171.32$9,651,369.386.68% $5,691,161.81 62.91%TOTAL YTD EXPENSES

82.6%Provider Contract % 80.4%

17.4%Admin/Capital & Svc % 19.6%

7.7%Board Administration % 7.3%

92.3%Provider/Capital & Svc % 92.7%


Delaware Morrow Mental Health & Recovery Services Board: LIST OF BILLS for January, 2020

Check Date: Expense Category: Vendor Name: Voucher Amount:

(WHITE REPORT)

1/24/2020 PPS IT/GOSH Abila, Inc. $250.00

1/24/2020 Telephone Accent Communications, Inc. $324.57

1/24/2020 Special Services: Star Residential Access Ohio LLC $10,436.02





1/24/2020 Printing & Advertising AIM Media Midwest Operating LLC $375.00

1/24/2020 Special Services: Client Transportation Alpha Group of Delaware, Inc. $1,015.90

1/31/2020 Misc. Alpha Group of Delaware, Inc. $49.56

1/31/2020 Special Services: Adult Care Facilities ALS Millersburg Fairview, Inc $1,851.00



1/24/2020 Rent, Parking, Cleaning & Maintenance Arista Investments, Ltd. $3,345.00

1/31/2020 Special Services: Child Services Buckeye Ranch, Inc. $4,800.00

1/24/2020 Meadow Center Utilities Century Link $324.63

1/24/2020 Flow Through Columbia Gas of Ohio $107.69

1/24/2020 Flow Through Coverall North America, Inc. $250.00

1/24/2020 Rent, Parking, Cleaning & Maintenance Culligan, Inc. $39.99

1/24/2020 Rent, Parking, Cleaning & Maintenance Delaware Renaissance, LLC $858.71

1/24/2020 Publications & Dues Delaware Rotary Club $80.00

1/24/2020 Provider Contracts Del-Mor Dwellings Corp. $83,000.00

1/31/2020 Provider Contracts Del-Mor Dwellings Corp. $13,557.74

1/31/2020 Insurance Employee Benefits Delta Dental Plan of Ohio $381.82

1/31/2020 Flow Through Delta Dental Plan of Ohio $770.16

1/31/2020 Flow Through Delta Dental Plan of Ohio $580.42

1/24/2020 Supplies First Commonwealth Bank $53.72

1/15/2020 Community Agreements Group of Delaware County, The $26,000.00

1/31/2020 Community Agreements Group of Delaware County, The $5,541.78

1/31/2020 Provider Contracts HelpLine of Delaware & Morrow Counties $2,403.47



1/15/2020 Community Agreements Jacob Edward Walls Foundation $16,806.00

1/24/2020 Meadow Center Maintenance Koorsen Protection Service $67.00

1/24/2020 Morrow County Drop in Maintenance Koorsen Protection Service $168.95

1/24/2020 Meadow Center Maintenance Koorsen Protection Service $165.00



1/31/2020 Travel Expenses Lewis, Kyle $42.02

1/24/2020 Flow Through Lincoln National Life Insurance Company $41.05

1/24/2020 Flow Through Lincoln National Life Insurance Company $492.86

1/24/2020 Insurance Employee Benefits Lincoln National Life Insurance Company $425.69

1/24/2020 Special Services: Private Hospitals Marion General Hospital $6,250.00

1/15/2020 Provider Contracts Maryhaven Inc. $12,529.26



1/31/2020 Travel Expenses Mattix, Rhianna $139.46

1/31/2020 Community Agreements Mental Health America of Franklin County $2,883.88

1/24/2020 Publications & Dues Morrow County Chamber of Commerce $100.00

1/24/2020 Community Agreements Morrow County Sheriff $2,651.04

1/31/2020 Morrow County Drop in Maintenance Morrow County Treasurer $25.00

1/31/2020 Meadow Center Maintenance Morrow County Treasurer $25.00

1/24/2020 Meadow Center Maintenance Morrow Telephone & Security, Inc. $204.00

1/15/2020 Community Agreements NAMI of Delaware & Morrow Counties $19,968.92

1/24/2020 Special Services: Adult Care Facilities Oasis Community Home, Inc. $1,688.00

Page 1 of 3 Tuesday, February 11, 2020



(WHITE REPORT)

1/24/2020 Special Services: Adult Care Facilities Oasis Community Home, Inc. $1,144.00

1/24/2020 Flow Through Ohio Edison $1,266.47

1/31/2020 Flow Through Ohio Edison $1,330.90

1/24/2020 Community Agreements Pace Mentoring Partners $3,500.00

1/31/2020 Community Agreements Pace Mentoring Partners $4.58

1/31/2020 Community Agreements Pace Mentoring Partners $3,347.93

1/24/2020 Publications & Dues Powell Area Chamber of Commerce $125.00

1/15/2020 Provider Contracts Recovery & Prevention Resources of Delaw $37,379.14




1/15/2020 Provider Contracts Southeast, Inc. $43,254.22

1/15/2020 Provider Contracts Syntero, Inc. $4,464.26

1/31/2020 Provider Contracts Syntero, Inc. $158,682.99

1/24/2020 Special Services: Adult Care Facilities Thatcher Establishments, Inc. $1,400.00

1/24/2020 Special Services: Adult Care Facilities Thatcher Establishments, Inc. $899.00











1/24/2020 System Training Time Warner Cable $239.96

1/24/2020 Central Pharmacy Treasurer, State of Ohio $1,545.96

1/24/2020 Central Pharmacy Treasurer, State of Ohio $863.40

1/24/2020 Central Pharmacy Treasurer, State of Ohio $2,780.34

1/24/2020 Central Pharmacy Treasurer, State of Ohio $162.05

1/24/2020 Meadow Center Maintenance Universal Enterprises $498.39

1/24/2020 Rent, Parking, Cleaning & Maintenance US Bank Equipment Finance $312.36

1/31/2020 Rent, Parking, Cleaning & Maintenance US Bank Equipment Finance $310.29

1/24/2020 Flow Through Village of Mt. Gilead $67.96

1/31/2020 Flow Through Village of Mt. Gilead $71.00

1/31/2020 Supplies Walmart $216.79

1/3/2020 Medicare Z- Auditors Transfer $324.24

1/3/2020 PERS Z- Auditors Transfer $3,231.10

1/3/2020 Insurance Employee Benefits Z- Auditors Transfer $2,795.69

1/3/2020 Salaries Z- Auditors Transfer $21,694.70

1/3/2020 Workers Compensation Z- Auditors Transfer $184.98

1/14/2020 Flow Through Z- Auditors Transfer ($314.18)



1/14/2020 Rent, Parking, Cleaning & Maintenance Z- Auditors Transfer ($83.33)





1/17/2020 Insurance Employee Benefits Z- Auditors Transfer $1,334.21








(WHITE REPORT)

$1,025,171.32Grand Total:

Zach Miller, Secretary Deanna Brant, Executive Director

$0.00Out of the Ordinary Total:

0.00%Out of the Ordinary %:


Bucket/Program Overbilled Funded Budget Balance Funded Budget BalanceCurrent Fiscal Year (2020) Previous Fiscal Year (2019)

% %

Budget Comparison FY2019 through 2020 as of 01/31/2020 (BLUE REPORT)

Crisis Grant $0 $108,335$0 $0 $0$0 $108,3350% 0%Grant for Consumer Transportation $10,000 $10,000$0 $5,278 $6,863$4,722 $3,13853% 69%Grant for Provider Services in Support $10,000 $10,000$0 $10,000 $0$0 $10,000100% 0%Staff Salary Increases/Workforce Deve $36,050 $35,000$0 $16,386 $35,000$19,664 $045% 100%

$949,949 $948,899$0 $410,666 $734,306$539,283 $214,59343% 77%

6723 Southeast, Inc.Community and Support Services $584,749 $375,120$0 $223,145 $291,921$361,604 $83,19938% 78%Treatment ‐ Assessment, Evaluation a $63,278 $141,306$0 $9,828 $19,832$53,450 $121,47416% 14%Treatment ‐ Coordination $143,705 $390,138$0 $23,932 $77,111$119,773 $313,02717% 20%Treatment ‐ Counseling and Therapy S $167,091 $346,289$0 $29,644 $57,510$137,447 $288,77918% 17%Treatment ‐ Crisis $35,000 $133,982$0 $2,657 $6,072$32,343 $127,9108% 5%Treatment ‐ Medical and Related Servi $145,625 $457,972$0 $8,990 $31,898$136,635 $426,0746% 7%ACT $200,000 $0$0 $0 $0$200,000 $00% 0%Capital Training Grant $50,000 $50,000$0 $0 $0$50,000 $50,0000% 0%CJ BH Linkage Grant (LINC) $0 $62,705$0 $0 $40,337$0 $22,3680% 64%Criminal Justice: Peer Mentoring Gran $0 $66,779$0 $0 $53,083$0 $13,6960% 79%Crisis Grant $321,578 $167,578$0 $0 $91,789$321,578 $75,7890% 55%CTP Program $15,000 $0$0 $0 $0$15,000 $00% 0%Grant for Consumer Transportation $15,000 $15,000$0 $0 $7,460$15,000 $7,5400% 50%Grant for Provider Services in Support $20,000 $20,000$0 $0 $12,748$20,000 $7,2520% 64%IPS Employment $73,550 $0$0 $0 $0$73,550 $00% 0%Peer Mentoring Grant (RecoveryWork $0 $150,000$0 $0 $116,092$0 $33,9080% 77%Staff Salary Increases/Workforce Deve $36,050 $35,000$0 $0 $27,694$36,050 $7,3060% 79%

$1,870,626 $2,411,869$0 $298,196 $833,546$1,572,430 $1,578,32316% 35%

1565 Syntero, Inc.Community and Support Services $0 $58,080$0 $4,548 $50,605($4,548) $7,4750% 87%Grants $4,548 $0$0 ($4,548) $0$9,096 $0‐100% 0%Treatment ‐ Assessment, Evaluation a $6,500 $17,145$0 $1,099 $2,971$5,401 $14,17417% 17%Treatment ‐ Coordination $4,500 $48,163$3,391 $4,500 $20,869$0 $27,294100% 43%Treatment ‐ Counseling and Therapy S $66,200 $52,432$0 $22,375 $50,872$43,825 $1,56034% 97%Treatment ‐ Crisis $80,515 $15,200$0 $0 $1,523$80,515 $13,6770% 10%Treatment ‐ Medical and Related Servi $59,800 $26,495$0 $8,754 $17,066$51,046 $9,42915% 64%Capital Training Grant $50,000 $50,000$0 $0 $43,318$50,000 $6,6820% 87%Columbus State College‐Delaware Ca $59,750 $0$0 $29,875 $0$29,875 $050% 0%Crisis Grant $264,000 $110,000$0 $132,000 $64,815$132,000 $45,18550% 59%Grant for BH Prof in Partnerrship with $234,000 $234,000$0 $117,000 $196,218$117,000 $37,78250% 84%Grant for BH Prof Services in Partners $71,428 $35,714$0 $35,714 $35,714$35,714 $050% 100%Grant for BH Services in Partnership w $160,000 $160,000$0 $80,000 $134,307$80,000 $25,69350% 84%Grant for Consumer Transportation $5,000 $5,000$0 $0 $0$5,000 $5,0000% 0%Grant for Provider Services in Support $5,000 $5,000$0 $0 $0$5,000 $5,0000% 0%IHBT $150,000 $100,000$0 $70,536 $53,621$79,464 $46,37947% 54%MC Start‐up Costs $75,000 $75,000$0 $0 $0$75,000 $75,0000% 0%School Based Program Grant $0 $968,589$0 $0 $922,594$0 $45,9950% 95%School Based Services Grant $1,018,589 $0$0 $509,295 $0$509,294 $050% 0%Staff Salary Increases/Workforce Deve $36,050 $35,000$0 $0 $35,000$36,050 $00% 100%

$2,350,880 $1,995,818$3,391 $1,011,147 $1,629,495$1,339,733 $366,32343% 82%

3395 Turning PointCommunity and Support Services $377,720 $355,000$150,752 $377,720 $355,000$0 $0100% 100%Capital Training Grant $30,000 $30,000$0 $19,469 $30,000$10,531 $065% 100%

$407,720 $385,000$150,752 $397,189 $385,000$10,531 $097% 100%

$11,354,448 $10,871,371$154,143 $4,713,612 $7,868,270$6,640,837 $3,003,10042% 72%GRAND TOTAL

Page 2 of 2 2/10/2020 4:28:50 PMNo assurance provided. Substantially all disclosures omitted.

Bucket/Program Overbilled Funded Budget Balance Funded Budget BalanceCurrent Fiscal Year (2020) Previous Fiscal Year (2019)

% %

Budget Comparison FY2019 through 2020 as of 01/31/2020 (BLUE REPORT)

10185 Del‐Mor Dwellings, Inc.Community and Support Services $559,253 $586,653$0 $262,227 $579,857$297,026 $6,79647% 99%Capital Training Grant $30,000 $30,000$0 $30,000 $30,000$0 $0100% 100%Housing $533,342 $451,430$0 $208,220 $443,669$325,122 $7,76139% 98%Recovery Housing $0 $18,000$0 $0 $17,400$0 $6000% 97%Recovery Housing Grant $18,600 $0$0 $9,000 $0$9,600 $048% 0%

$1,141,195 $1,086,083$0 $509,447 $1,070,926$631,749 $15,15745% 99%

DM004 Group of DelawareCommunity and Support Services $372,332 $322,942$0 $166,123 $306,211$206,209 $16,73145% 95%Capital Training Grant $30,000 $30,000$0 $2,965 $12,536$27,035 $17,46410% 42%

$402,332 $352,942$0 $169,088 $318,747$233,244 $34,19542% 90%

3118 Helpline of Delaware & Morrow Counties, IncCommunity and Support Services $1,147,000 $694,719$0 $935,607 $782,596$211,393 ($87,877)82% 113%Prevention Services $585,000 $490,919$0 $282,733 $403,042$302,267 $87,87748% 82%Capital Training Grant $100,000 $30,000$0 $51,245 $30,000$48,755 $051% 100%Crisis Grant $0 $218,050$0 $0 $218,050$0 $00% 100%Youth Crisis Services Grant $0 $10,216$0 $0 $10,216$0 $00% 100%

$1,832,000 $1,443,904$0 $1,269,586 $1,443,904$562,414 $069% 100%

DM005 Himsworth ConsultingCJ BH Linkage Grant (LINC) $40,018 $20,628$0 $19,955 $20,628$20,062 $050% 100%Criminal Justice: Peer Mentoring Gran $41,256 $38,000$0 $17,478 $36,899$23,778 $1,10142% 97%

$81,274 $58,628$0 $37,434 $57,527$43,840 $1,10146% 98%

1183 Maryhaven, Inc.Community and Support Services $696,200 $17,737$0 $246,380 $2,679$449,820 $15,05835% 15%Prevention Services $165,475 $165,475$0 $22,939 $90,663$142,536 $74,81214% 55%Treatment ‐ Assessment, Evaluation a $75,711 $78,000$0 $10,370 $19,035$65,342 $58,96514% 24%Treatment ‐ Coordination $16,795 $18,000$0 $7,925 $18,000$8,870 $047% 100%Treatment ‐ Counseling and Therapy S $390,736 $425,000$0 $113,292 $254,793$277,444 $170,20729% 60%Treatment ‐ Crisis $4,616 $8,000$0 $146 $112$4,470 $7,8883% 1%Treatment ‐ Medical and Related Servi $366,277 $400,000$0 $80,103 $135,050$286,174 $264,95022% 34%Treatment ‐ SUD Residential $21,864 $27,000$0 $7,770 $18,103$14,094 $8,89736% 67% DC Stable Cradle Mentor Services Gra $0 $70,000$0 $0 $50,386$0 $19,6140% 72%ATP Program $100,000 $0$0 $0 $0$100,000 $00% 0%Capital Training Grant $50,000 $50,000$0 $0 $50,000$50,000 $00% 100%Criminal Justice: Other Grant $0 $175,000$0 $0 $173,569$0 $1,4310% 99%Crisis Grant $0 $77,000$0 $0 $77,000$0 $00% 100%CTP Program $15,000 $0$0 $0 $0$15,000 $00% 0%Family Counselor/Educator Position G $0 $70,000$0 $0 $70,000$0 $00% 100%General: Ohio Start Program‐Family P $139,643 $35,911$0 $34,911 $1,528$104,732 $34,38325% 4%Grant for BH Prof Services Support the $0 $140,000$0 $0 $139,280$0 $7200% 99%Grant for Consumer Transportation $10,000 $10,000$0 $0 $0$10,000 $10,0000% 0%Grant for MH Prof at DC Jail $0 $80,000$0 $0 $80,000$0 $00% 100%Grant for MH Prof at MC Jail $0 $80,000$0 $0 $28,367$0 $51,6330% 35%Grant for Provider Services in Support $40,000 $36,000$0 $7,814 $35,045$32,186 $95520% 97%MAT‐PDOA Grant: Peer Mentoring $62,705 $62,705$0 $26,127 $12,211$36,578 $50,49442% 19%MAT‐PDOA Grant: Rapid Engagement $77,000 $77,000$0 $32,083 $75,285$44,917 $1,71542% 98%MC Lease Subsidy $50,400 $50,400$0 $21,000 $50,400$29,400 $042% 100%Staff Salary Increases/Workforce Deve $36,050 $35,000$0 $0 $13,312$36,050 $21,6880% 38%

$2,318,473 $2,188,228$0 $610,860 $1,394,818$1,707,613 $793,40926% 64%

1144 Recovery & Prevention Resources of Delaware & MorrPrevention Services $507,437 $507,437$0 $248,587 $458,566$258,850 $48,87149% 90%Treatment ‐ Assessment, Evaluation a $22,554 $20,791$0 $7,095 $13,050$15,459 $7,74131% 63%Treatment ‐ Coordination $20,806 $11,049$0 $6,490 $10,942$14,316 $10731% 99%Treatment ‐ Counseling and Therapy S $265,909 $170,692$0 $90,194 $143,186$175,715 $27,50634% 84%Treatment ‐ Crisis $337 $205$0 $337 $112$0 $93100% 55%Treatment ‐ Medical and Related Servi $26,856 $25,389$0 $14,238 $16,587$12,619 $8,80253% 65%Capital Training Grant $50,000 $50,000$0 $12,062 $50,000$37,938 $024% 100%Page 1 of 2 2/10/2020 4:28:48 PM


MEMORANDUM OF UNDERSTANDING BETWEEN DELAWARE-MORROW

MENTAL HEALTH & RECOVERY SERVICES BOARD AND

THE MUNICIPAL COURT OF DELAWARE COUNTY, OHIO

SPECIALIZED DOCKET SUBSIDY PROJECT

FY 2020

Background:

The Ohio Department of Mental Health and Addiction Services (“OhioMHAS”)

has created the Specialized Dockets Subsidy Project (the “Project”) to assist drug

courts and other specialized dockets with funding to effectively manage addicted

offenders in the community and to assist courts with their payroll costs for specialized

court docket staff.

The Municipal Court of Delaware County, Ohio, (OVI Docket and Veterans

Treatment Court) (collectively, “the Court”) is eligible for funding under the Project. The

Delaware-Morrow Mental Health & Recovery Services Board (“Board”) has received

funding for the Project from ODMHAS via State General Revenue Fund #336425 and

will be responsible for distributing funding to the participating Court on the basis of

criteria adopted by OhioMHAS.

The parties to this Memorandum of Understanding (“MOU”) wish to set forth their

mutual understandings and respective obligations with respect to the Project.

Therefore, Board and the Court agree as follows:

1. Precondition to Receipt of Funding - Certification as Specialized Court Dockets.

As a condition to receiving grant funding from Board, the Court agree that each

respective court docket will maintain certification as a specialized docket from the

Supreme Court of Ohio during the term of this MOU.

2. Court Obligations.

a. The Court will comply with all requirements established by the OhioMHAS for

the receipt and expenditure of Project funding.

b. The Court will request funding from Board for “allowable expenses” as

defined by OhioMHAS, on “Specialized Dockets Subsidy Project- Allowable

Expenses”, form attached hereto as Exhibit “A”. For expenses other than

payroll costs for specialized docket staff members, funds can only be used for

individuals who are under the jurisdiction of the court and have been admitted

to the specialized docket, with the exception that funds may be used for

2

diagnostic testing to determine program eligibility.

c. If funds are to be used to pay for clinical services, including medication-

assisted treatment (“MAT”) such services must be delivered by community

addiction service providers and/or community mental health service providers

certified by OhioMHAS. Court may inquire of Board if any agency meets

these criteria.

d. The Court is required to complete and submit required fiscal and outcome

reports to OhioMHAS by required deadline as established by OhioMHAS

using the Specialized Dockets Subsidy Project Report form attached hereto

as Exhibit “B”. Copies of each report shall be submitted by Court to Board

following submission to OhioMHAS.

e. The Court will submit an invoice to Board for the total reimbursement amount

allowed by ODMHAS for each specialized docket. OhioMHAS has made

available $50,000 to the Court; $30,000 designated for support of the OVI

Court and $20,000 designated for support of the Veterans Court.

f. Questions regarding allowable expenses, reporting process and grant

amounts should be directed to OhioMHAS.

3. Board Obligations.

a. Board will draw-down funds once available for Project from OhioMHAS

and will notify Court that funds are being processed.

b. Board will make payment to the Court for the applicable docket expenses

after funds are received from OhioMHAS.

c. Board will not be responsible for any payments under this MOU other than

amounts made available to Board by OhioMHAS for payment to the Court

under the Project.

4. Memorandum Term.

This Memorandum of Understanding shall be effective on the ____ day of

January, 2020 and shall continue until June 30, 2020.

3

5. Information and Audits.

Both parties shall retain all documentation and public records pursuant to the

laws of the State of Ohio related to the provision of funding under this MOU and make

such documentation available to the other party upon request as necessary for the

requesting party to fulfill its administrative and legal requirements.

6. Relationship of the Parties.

The parties are fully autonomous and neither party is an agent, representative,

employee or partner of the other. This MOU shall not be interpreted or construed to

create an association, agency, employment, joint venture or partnership between the

parties or to impose any liability attributable to such a relationship upon either party.

7. Compliance with Legal Requirements.

The parties agree to perform their respective obligations under this MOU in

accordance with all applicable federal, state and local laws and requirements.

8. Entire Agreement.

It is acknowledged by the parties that this MOU represents the entire agreement

between the parties and supersedes any and all previous written or oral agreements

between the parties concerning the subject matter of this MOU.

9. Amendment.

No change, amendment or modification of any provision of this MOU shall be

valid unless set forth in a written instrument and signed by the parties.

The undersigned agree to this Memorandum of Understanding evidenced by the

signatures of their duly authorized representatives.

DELAWARE-MORROW MENTAL

HEALTH & RECOVERY SERVICES BOARD

__________________________________

By: Deanna Brant,

Its: Executive Director

Dated: _____________________

4

Municipal Court of Delaware County, Ohio

___________________________________

Marianne T. Hemmeter, Judge

Dated: _______________________

Approved as to form on behalf of Board

__________________________________

Jonathan C. Lewis, its counsel (#0012481)

Approved as to form on behalf of the Municipal Court

__________________________________

Darren Shulman, Delaware City Attorney (#_____)

AUDITOR’S CERTIFICATION (ORC SECTION 5705.41(D))

The Delaware County Auditor hereby certifies that the funds required to meet the obligation set forth in this Agreement have been lawfully appropriated for such purpose and are in the county treasury or in the process of collection, free from any other encumbrances. The Delaware County Auditor also certifies that it has confirmed with the State of Ohio Auditor that the Municipal Court of Delaware, Ohio has no outstanding findings for recovery issued by the State of Ohio against it. ____________________________ PR# ______________________ George Kaitsa, County Auditor Contract # __________________

1

Specialized Dockets Subsidy Project – Allowable Expenses

• Payroll costs for specialized dockets staff

• Behavioral health treatment services: addiction and mental health. Please note: this does not include: domestic

violence assessment/treatment, sex offender assessment/treatment and driver intervention programs (DIPs).

Pursuant to O.R.C 5119.36(B), the allowable behavioral health services must be delivered by community

addiction service providers and/or community mental health service providers certified by Ohio MHAS.

Addiction Treatment Services

- Assessments

- Outpatient and intensive outpatient treatment

- Residential treatment

- Case management

- Detoxification services

- Integrated treatment for co-occurring mental health and substance use disorders

Mental Health Treatment Services

- Assessments

- Community Psychiatric Supportive Treatment (CPST)

- Crisis intervention

- Individual and group counseling

- Injections (long-acting antipsychotic medications)

- Psychological testing

- Psychiatric diagnostic interview

- Partial hospitalization

- Pharmacological management

• Medication assisted treatment (MAT) medications

• Urinalysis

- Drug testing supplies: instant tests, reagents, rubber gloves, etc.

- Payments to laboratories

• Recovery Supports

- Housing

- Recovery housing

- Rent deposits

- Short-term housing

- Utilities

- Transportation

- Bus passes

- Gas cards

- Cab/Uber fare

- Automotive maintenance (i.e. tires, brakes, etc.) auto insurance and outstanding traffic ticket/court costs

are not allowable

2

- Emergency basic needs

- Food vouchers

- Clothing vouchers

- Hygiene products

- Peer support/recovery coaching

- Childcare

- Employment

- Job training/educational services

- Job uniform/attire

- Interview attire

- Vocational certifications

- Supportive employment

- License reinstatement fees

- Private insurance co-pays

- Identification

- Driver license

- Social Security card

- Birth certificate

Please be advised that that the expenses listed in this document are general in nature and are not exclusive. Provided are some examples:

1. Urinalysis - only drug testing supplies (instant tests, reagents, rubber gloves, etc.) and payments to laboratories are allowable. Your court could use the funds to pay for hair tests, blood tests, saliva tests and any other means to determine the presence of illegal substance use and/or the presence of required MAT medications, i.e. buprenorphine. However, SCRAM, interlock devices and eye scan/pupillometry equipment are not allowable expenditures for this project.

2. Medication Assisted Treatment (MAT) medications – This includes not only all Mat medications, but also the

medical expenses involved including: physical exam and diagnosis, lab work associated with the physical exam, and injection administration (Vivatrol©). These funds cannot be used to pay the monthly $200 to $300 some medical practitioners charge patients to obtain monthly Suboxone© prescriptions.

3. Recovery Supports – Emergency basic needs – The word “emergency” is not to be taken literally such as in the event of a flood or fire. The intent of recovery supports is to remove barriers to treatment and self-help support group meeting attendance and achieving abstinence/maintaining sobriety/sustaining recovery. Many participants are living in shelters, recovery housing or residential treatment while others are in need of leaving their current environment and need to establish a sober residence. Some participants are in a suitable residence but are unable to work or only work part-time due to treatment and court schedules. Any of the emergency basic need items can be purchased as incentives/rewards as well. Furthermore, in addition to vouchers, food items can be obtained through direct purchase by the court, purchase orders and grocery store gift cards.

4. Recovery Supports – Employment – This includes fees or equipment/supplies needed for a job training program and/or apprenticeship program offered through a Workforce Innovation and Opportunities ACT (WIOA) program that is provided by a county Job and Family Services Department’s Office of Workforce Development, or Veterans Opportunities to Work (VOW) administered by the Veterans Administration. The following are also allowable expenses:

a. Educational services such as GED testing (now High School Equivalency Test). This fee is approximately $120.00. Voucher codes (voucher is worth $80 for first-time test takers) are available by contacting one of your local Career Technical Planning Districts Offices http://education.ohio.gov/Topics/Career-Tech/HSE-CTPD . Your

http://education.ohio.gov/Topics/Career-Tech/HSE-CTPD

3

court’s allocation funding can pay for all or part of the cost of the GED test. These funds can also pay for the cost of SAT and/or ACT tests for participants who wish to attend college. Unallowable expenses include: college and trade school tuition, computer devices such as lap tops and tablets, room and board, activity/lab fees as well as parking tickets and outstanding balances with a college or trade school.

b. Clothing vouchers – in addition to vouchers, clothing can be purchased through the same means as explained above for food (under emergency basic needs). Other allowable clothing expenditures include uniforms, attire (i.e. “scrubs”, steel-toed boots, position-appropriate apparel and interview attire).

5. Recovery Supports – Child Care – These funds can be used to pay for child care when the person is attending treatment and self-help groups. These funds cannot be used to pay for employment-related child-care needs.

www.isaacwiles.com

Email: [email protected] Fax: 614.365.9516Tel: 614.221.2121Columbus, Ohio 43215-1173Two Miranova Place, Suite 700 Isaac Wiles Burkholder & Teetor, LLC David C. Moser, Esq.

Submitted by:

Services January 8, 2020

Isaac Wiles's Proposal for Legal

Recovery Services BoardDelaware-Morrow Mental Health &

PROPOSAL FOR LEGAL SERVICES: DELAWARE-MORROW MHRSB |

TABLE OF CONTENTS

EXECUTIVE SUMMARY ........................................................................................................... 1

MEET OUR TEAM ................................................................................................................... 2

OVERALL CAPABILITIES .......................................................................................................... 3

GENERAL LEGAL SERVICES ................................................................................................ 3

PUBLIC EMPLOYMENT LABOR ISSUES ............................................................................................. 3

CIVIL LITIGATION AND RISK MANAGEMENT .................................................................................. 4

PROPOSED HOURLY RATES .................................................................................................... 5

CONCLUSION ......................................................................................................................... 5

Appendix A – Representation Appendix B – Attorney Bios Appendix C – Sample Contract

PROPOSAL FOR LEGAL SERVICES: DELAWARE-MORROW MHRSB |1

EXECUTIVE SUMMARY

Isaac Wiles is a full-service law firm with a practice group emphasizing and focusing on political subdivisions, their elected and appointed officials, employees, police officers, and firefighters.

Our Public Law Group has strong connections to Delaware and Morrow Counties. In Delaware County, we have served as village solicitor to one village and special counsel to one township and one joint fire district. We also serve as assigned litigation counsel to Delaware County, represent the judges of both counties through the Department of Administrative Services, and one of our attorneys previously served as an assistant prosecutor with both Delaware County and the City of Delaware. We routinely handle civil matters in the Delaware County and Morrow County Courts of Common Pleas, and prosecute traffic/criminal matters in the Delaware County Municipal Court. Several of our attorneys also reside in, sit on boards, and work independently with many political subdivisions in Delaware County. Our knowledge of Delaware and Morrow Counties only increases our ability to successfully advise and represent the Delaware-Morrow Mental Health & Recovery Services Board (the “Board”).

We represent clients like you. Our Public Law and Labor and Employment Groups share extensive experience representing joint districts and boards, counties, state departments, municipal subdivisions, and each of their respective officials and employees. Right now, our attorneys serve as law director for one city, solicitor for eleven villages (including the Village of Shawnee Hills), and special counsel for five cities, five townships (including Orange Township), and two villages; advise a regional water and sewer district, a joint fire district, a joint detention center, and three transit boards; are retained as general labor counsel for seven county sheriff departments, three county children/job and family services departments, seven county commissioner boards; and, work as litigation/insurance defense counsel for eleven cities (including the Cities of Delaware and Powell), seven villages, and many of the political subdivisions previously referenced. We work closely with, and provide defense for, eight municipal risk sharing pools and nearly every major carrier for public sector risk. Our attorneys travel throughout the State of Ohio providing legal services to approximately 66 of Ohio's 88 counties as well as 114 of its local school districts. Additionally, we were chosen to represent, after a competitive process, judges in the Fifth and Tenth Districts through a program with the Ohio Department of Administrative Services.

Our experience is what the Board needs. Our attorneys have significant experience in: public law; the Open Meetings Act; public records; public sector labor and employment law; mediation and arbitration; collective bargaining; land use, including zoning, annexation, and eminent domain; litigation and appeals; and real estate and construction law. The firm’s attorneys are active in numerous bar associations, including the Ohio Municipal League, the Ohio Municipal Attorneys Association, the Ohio Township Association, the Ohio Chapter of the Public Risk Management Association, International Association of Defense Counsel, the Ohio Association of Civil Trial Attorneys, the Defense Research

Institute, and the Risk Management Society.

As an industry leader in public law, Isaac Wiles knows the world in which the Board operates. Our attorneys have proven records of dealing with issues the Board is facing today and will confront tomorrow. We try hard to offer a fresh perspective and innovative suggestions. Our experience will help solve these problems and alert the Board to unforeseen consequences.


MEET OUR TEAM While the Board will have the full Isaac Wiles team and resources available to it, three Isaac

Wiles attorneys within our firm’s Public Law and Labor and Employment practice groups will primarily assist the Board. These attorneys are leaders within the firm, and leaders within the public sector legal community. Individual attorney bios are appended hereto.

David Moser will be the main point of contact for the Board. David is an associate attorney with several years’ experience working for Delaware County and the City of Delaware. He serves as assistant solicitor and assistant law director for many municipalities, often covering council meetings, zoning meetings, and mayor’s courts. Outside of the office, David is a board member for the Delaware County Board of Developmental Disabilities. In addition to his first-hand knowledge of how these types of boards operate, David has broad knowledge of public contracts, public employees, drafting legislation, zoning, police matters, and municipal prosecution (both civil and criminal). David’s excellent writing skills and analysis of the Ohio Revised Code, current case law, and other statutes make him a valuable part of the attorney team. David will work closely with Attorneys Zets and Stankunas as he continues building his knowledge and experience in public law.

Brian Zets is the Public Law Group chair. Brian has devoted most of his career to working with political subdivisions. He currently serves as Law Director for one city, special counsel for two townships, eight villages, two cities, and one regional water and sewer district. He serves as Solicitor for nine villages, including Shawnee Hills. When not working as part of the administration, Brian works hard as litigation/insurance counsel to more than fifteen Ohio political subdivisions. He has great experience working with public officials (elected and appointed), staff, and the public. He understands the Ohio Public Records Act, the Ohio Open Meetings Act, and Robert’s Rules of Order. In fact, he frequently presents on these issues.

Jeffrey Stankunas is the Labor and Employment Practice Group chair. He spends a significant part of his time advising county governments with respect to a broad range of employment issues. Jeff previously served in the Employment Law Section of the Ohio Attorney General’s Office, provides employment law training to managers and human resource professionals, and has written and revised numerous employee manuals.


OVERALL CAPABILITIES

➢ General Legal Services

Isaac Wiles often is asked to establish and help implement legally defensible municipal policies, practices, and procedures. We negotiate and draft municipal contracts. We draft and review ordinances, resolutions, agreements, and contracts. We interpret, and when necessary revise, general ordinances, codes, and municipal employee/personnel manuals. We have assisted with creations of sign codes or updated existing sign codes, and blight ordinances. We previously have assisted our clients with annexations, and are currently assisting the Village of Shawnee Hills with the Evans Farm JEDD. We routinely prepare legal opinions and help navigate complex issues as they relate to the Board’s operations. Our Public Law attorneys are well-versed in the Ohio Open Meetings Act and the Ohio Public Records Act.

We counsel and attend regular and special meetings for Boards of Zoning Appeals, Planning & Zoning Commissions, Boards of Trustees, and Boards of Public Affairs, to name a few. We often present on issues regarding competitive bidding, public records, the Open Meetings Act, and other local government issues. Our Public Law Group takes pride in working directly and collaboratively with law enforcement, elected and appointed government officials, zoning administrators, and all other public employees.

Isaac Wiles’s Public Law Group is unique because it serves as Law Director, Village Solicitor, or special counsel for numerous political subdivisions, and acts as special counsel and litigation counsel for many others. Because of the Public Law Group’s focus, our attorneys always are up-to-date on Ohio and federal judicial decisions as well as statutory changes that impact political subdivisions.

A list of our public law representation is appended hereto. ➢ Public Employment Labor Issues

Isaac Wiles has a team of attorneys dedicated to representing employers, including political subdivisions. Because of this focus, we do not represent individual employees. With respect to our public sector employment practice, we have defended sexual harassment claims, age discrimination claims, and alleged violations of the FMLA. Not only do we advise civil service commissions, but our attorneys have successfully defended employment terminations in civil service hearings.

In addition to all of Ohio’s federal and state courts, we represent employers before the State Personnel Board of Review, the State Employee Relations Board (SERB), the Ohio Civil Rights Commission (OCRC), and the United States Equal Employment Opportunity Commission (EEOC).

We also assist employers with internal investigations and work with them through the entire process, from the initial interviewing stages, to writing reports and recommendations, and attending disciplinary hearings and executive sessions.


Many of our attorneys have notable employment and labor law experience. Currently, our attorneys provide employment law training to managers and human resource professionals, and have written and revised numerous employee manuals. Mark Landes served as Chair of the Employment Law Committee of the Columbus Bar Association. He also serves on the Drafting Committee of Ohio Jury Instructions for employment discrimination cases. Maribeth Meluch co-authored the legal treatise Civil Service Law in Ohio, published by the former Banks-Baldwin Publishing Company. She also served as labor attorney for the Central Ohio Transit Authority, where she helped negotiate the Transit Workers’ Union CBA.

Additionally, a list of municipal subdivisions to which we routinely provide labor and

employment advice is appended hereto. ➢ Civil Litigation and Risk Management

U.S. News & World ranked our municipal litigation services as a Tier 1 firm in Columbus. We have successfully represented numerous political subdivisions in various lawsuits, involving a wide spectrum of issues, including Section 1983 litigation, police use of force, state and federal malicious prosecution, sexual harassment, employee discrimination, wrongful termination, Open Meeting violations, Fourth Amendment claims, Fifth Amendment claims, state and federal challenges to local ordinances, personal injury, automobile accidents, property damage, defamation, wrongful death, and other state torts. Because we understand R.C. Chapter 2744 and its immunity provisions, as well as federal qualified immunity, we understand municipal risk and how best to avoid it.

Our Public Law and Labor and Employment attorneys routinely work with, and defend cases on behalf of, several well-known municipal risk sharing pools, such as:

• OML (Ohio Municipal League Joint Self-Insurance Pool)

• CORSA (County Risk Sharing Authority)

• SORSA (Schools of Ohio Risk Sharing Authority)

• CORMA (Central Ohio Risk Management Association)

• PERSO (Public Entity Risk Services of Ohio, Inc.)

• Summit Risk Services

• Hylant Administrative Group

• Tokio Marine

• Travelers

• BRIT Global Specialty

• OneBeacon Professional Insurance

• Ohio Judges’ Professional Liability Self-Insurance Program In fact, these municipal insurance carriers request our representation in all types of civil litigation, in state and federal court. Many of our clients to whom we provide general counsel even request we be retained as their litigation counsel through their insurance carriers. Since 2008, we have represented various county agencies and employees in over 500 lawsuits. A sample of cases is appended hereto.


When not defending lawsuits, we run a legal helpdesk for approximately one-half of the 66 counties of CORSA and 114 school districts in SORSA. We also run a helpdesk for the Fifth and Tenth District Courts of Appeals and their respective Judges providing employment, ethical, disciplinary, and professional liability counsel. Consequently, we appreciate the need to give prompt and accurate advice to help avoid claims.

A brief sample of our representation is appended hereto.

PROPOSED HOURLY RATES

Fees: We will perform all legal services on an hourly basis. Attorneys will bill at $150/hour, paralegals at $95/hour, and law clerks at $65/hour. Our attorneys and staff bill in .10/hour increments. A sample hourly contract is appended hereto.

If the Board would like to discuss a monthly flat fee or even an annual cap, that can be accomplished. We are open to discussing a fee schedule that meets the Board’s needs and budgetary concerns.

Expenses: Unlike many law firms, Isaac Wiles will not charge the Board for general office costs and common overhead expenses, such as routine copying; administrative/secretarial services; postage; mileage; and faxes (sending or receiving). The Board will be invoiced only for expenses incurred by us that are above and beyond our general office related expenses, such as express delivery and large copy projects at $0.10/copy. Any third-party costs, such as transcripts or court costs can be advanced, and will be invoiced at the actual cost. There never will be an additional surcharge.

CONCLUSION

David Moser and the attorneys at Isaac Wiles thank you for the opportunity to submit this proposal to the Delaware-Morrow Mental Health & Rehabilitation Services Board. We recognize the Board has a very important decision to make. We will listen closely and work hard to become and remain a trusted advisor to the Board. Our team of experienced attorneys understand public law, labor, and public contracts, and are confident we can meet your high standards. We look forward to speaking with you in further detail about our proposal.

LIST OF REPRESENTATION

PROPOSAL FOR LEGAL SERVICES: DELAWARE – MORROW MHRSB |

MUNICIPALITY SCOPE OF SERVICES LENGTH OF SERVICE

5th District Courts Legal Advisor, including Labor &

Employment 3 years

5th District State Judges Special / Litigation Counsel

Legal Advisor, including Labor & Employment

3 years

10th District Courts Legal Advisor, including Labor & Employment

3 years

10th District State Judges Special / Litigation Counsel


3 years

Ohio Attorney General (and its departments)

Special / Litigation Counsel 20+ years

66 of Ohio’s 88 Counties (including Delaware and

Morrow Counties)

Special / Litigation Counsel, including Labor & Employment

30+ years

114 of Ohio’s School Districts Special / Litigation Counsel 17 years

COTA Litigation Counsel 3 years

NEORide Special / Litigation Counsel 1 year

Ohio Transit Risk Pool Special Counsel 10 years

Athens County Board of Commissioners

Labor & Employment Advisor 6 years

Brown County Board of Commissioners


Clark County Board of Commissioners


Clinton County Board of Commissioners


Licking County Board of Commissioners





Monroe County Board of Commissioners


Muskingum County Board of Commissioners


Richland County Children Services Board


Athens County DJFS Labor & Employment Advisor 4 years

Belmont County DJFS Labor & Employment Advisor 7 years

Multi-County Juvenile Detention Center


Athens County Sheriff Labor & Employment Advisor 4 years

Belmont County Sheriff Labor & Employment Advisor 7 years

Clark County Sheriff Labor & Employment Advisor 8 years

Clinton County Sheriff Labor & Employment Advisor 15 years

Coshocton County Sheriff Labor & Employment Advisor 5 years

Madison County Sheriff Labor & Employment Advisor 4 years

Muskingum County Sheriff Labor & Employment Advisor 10 years

Franklin County Veterans Service Commission


4 years

City of Bexley Special Counsel 11 years

City of Dublin Litigation Counsel 10 years

City of Canal Winchester Litigation Counsel 10 years

City of Gahanna Special / Litigation Counsel 18 years

City of Grandview Special Counsel 10 years

City of Grove City Litigation Counsel 10 years

City of Groveport Special / Litigation Counsel 18 years




City of Hilliard Special Counsel 13 years

City of Newark Special / Litigation Counsel 18 years

City of Pataskala Law Director, Prosecutor, Labor,

and Litigation Counsel 3 years

City of Pickerington Litigation Counsel 14 years

City of Powell Litigation Counsel 10 years

City of Upper Arlington Special / Litigation Counsel 17 years

City of Westerville Special / Litigation Counsel 11 years

City of Wilmington Special Counsel 6 years

Village of Ashville Solicitor 30+ years

Village of Bremen Solicitor 4 years

Village of Brice Solicitor, Prosecutor, and

Litigation Counsel 6 years

Village of Butler Special Counsel 5 years

Village of Glenford Solicitor 5 years

Village of Greenfield Solicitor 10 years

Village of Hebron Special Counsel 1 year

Village of Kirkersville Solicitor, Prosecutor, and

Litigation Counsel 10 years

Village of Shawnee Hills Solicitor and Prosecutor 12 years

Village of South Salem Solicitor 5 years

Village of Thornville Solicitor 8 years

Village of Thurston Solicitor 12 years

Village of West Alexandria Solicitor 1 year

Berne Township Special / Labor Counsel 6 years




Jefferson Township Special / Labor Counsel 3 years

Orange Township Legal Advisor, including Labor &

Employment 2 years

Thorn Township Legal Advisor, including Labor &

Employment 7 years

Violet Township Special Counsel 6 years

Washington Township Legal Advisor, including Labor &

Employment 9 years

Walnut Creek Joint Sewer District

Legal Advisor 2 years

Elm Valley Joint Fire District Legal Advisor 20+ years

PROPOSAL FOR LEGAL SERVICES: DELAWARE-MORROW MHRSB |

GENERAL LEGAL ADVISING

Adams County Board of Commissioners Jackson County Dept. of Job & Family Svcs

Adams County Dept. of Job & Family Svcs Licking County Dept. of Job & Family Svcs

Athens County Board of Commissioners MCJDC (Multi-County Juvenile Detention Center)

Belmont County Board of Commissioners Muskingum County Board of DD

Belmont County Dept. of Job & Family Svcs Perry County Children Svcs

Brown County Board of DD Perry County Dept. of Job & Family Svcs

Brown County Board of Elections Perry County Multi-County Juvenile Detention Center

Clark County Board of Commissioners Pickaway County Board of DD

Clinton County Board of Elections Ross County Board of Commissioners

Clinton County Dept. of Job & Family Svcs Ross County Board of DD

Guernsey County Board of DD South Central Ohio Juvenile Detention Center

Guernsey County Dept. of Job & Family Svcs Warren County Board of Commissioners

LITIGATION

Charles Biggert, Jr. v. Highland County Board of DD (Highland County Common Pleas Court Case No. 12CV

055) – Favorable court decision

Mortimer v. Allen County Board of DD, et al. (Putnam County Common Pleas Court Case No. 16CV 30) –

Favorable client outcome

Powers v. Scioto County Board of DD, et al. (Scioto County Common Pleas Court Case No. 14CIC 005) –

Favorable client outcome

Cynthia Scibelli v. Mental Health and Recovery Services of Warren and Clinton Counties, et al. (Warren

County Common Pleas Court Case No. 15CV 87553) – Dismissed

Est of Isaac Brothers-Bartholomew v. Erie County Dept Job & Family Services, et al. (Erie County Common

Pleas Court Case No. 2014 CV 0745) – Favorable client outcome

Lindsay McKay v. City of Delaware, et al. (USDC – Southern District of Ohio Case No. 2:18-cv-1776) –

Dismissed

services

• Public Law

industries

• Public Sector

education

• Capital University Law School, J.D.,

summa cum laude, Order of the Curia,

2013;

• Treasurer, Student Bar Association

• Dean's Award for Outstanding

Leadership

• Baldwin-Wallace College, B.A., summa

cum laude, 2010;

• Student Body President

bar & court admissions

• Ohio, 2013

• U.S. District Court, Northern District of Ohio, 2019

• U.S. District Court, Southern District of Ohio, 2017

Public service and people define the foundation of David Moser’s practice. David is passionate about helping public officials and government entities navigate daily legal issues that spring up while serving and protecting citizens. He strives to offer focused and creative results for public clients throughout Ohio.

As an Associate at Isaac Wiles, David has represented villages, cities, townships, counties, and state agencies on matters ranging from daily advice to federal litigation. Early into his IW tenure, he second-chaired a three-day jury trial in federal court involving hostile work environment claims brought against a county client, resulting in a unanimous jury verdict in favor of the client and dismissing all claims. David’s labor and employment work for government clients has also taken place outside of the courtroom while successfully defending against charges brought before the Ohio Civil Rights Commission and U.S. Equal Employment Opportunity Commission. Further, David regularly issues advice and offers training to local officials on open meetings requirements, public records, public contracts, zoning and land use regulations, personnel policies and social media strategies.

A former prosecutor at both city and county levels, David has extensive courtroom experience. He enthusiastically provides advice to police agencies and has represented law enforcement officers in Section 1983 litigation. At IW, he currently serves as Assistant Law Director for several municipalities and prosecutes misdemeanors in mayor’s courts across Central Ohio. He also represents judges in professional liability matters assigned by the Department of Administrative Services.

Outside of the firm, David enjoys spending time with his family and dog, Nolan. An avid reader, cook, and aspiring workout enthusiast, David is presently preparing for his first sprint-distance triathlon.

• U.S. Court of Appeals, Sixth Circuit

David C. Moser associate

d: 614.340.7413

p: 614.221.2121

f: 614.365.9516

e: [email protected]

Two Miranova Place, Suite 700

Columbus, Ohio 43215-5098

mailto:[email protected]

mailto:[email protected]

articles & presentations

Articles

• "Letter: Register Communication Disability With the State," The Columbus Dispatch, April 18, 2019

• "Ohio Bill Creates Communication-Disability Registry for Police," PoliceOne, April 1, 2019

• "Found in Translation," Sheriff & Deputy Magazine, March/April 2019

• "Nothing to LOL About: Cincinnati Case Puts New Focus on Text Messages as Public Records," Isaac Wiles Blog, January 14, 2019

• Quoted in the article “Will ID Cards and First Responder Training Protect People with Autism?”, published in Avvo Stories on April 20, 2019. https://stories.avvo.com/healthcare/will-id-cards-protect-people-autism.html

• Letter to the Editor, “Register communication disability with the state”, published in The Columbus Dispatch on April 18, 2019. https://www.dispatch.com/opinion/20190418/letter-register-communication-disability-with-state

• “The Waze Craze: Legal Insight into LE Concerns Surrounding Popular Google App”, published in Police One magazine on April 12, 2019. https://www.policeone.com/legal/articles/483534006-The-Waze-craze-Legal-insight-into-LE-concerns-surrounding-popular-Google-app/

• “Found in Translation,” published in Sheriff and Deputy Magazine, March/April 2019

• “Marsy’s Law: Friend or Foe to Ohio’s Public Employees?” Isaac Wiles Blog, May 7, 2018. https://www.isaacwiles.com/marsys-law-friend-or-foe-to-ohios-public-employees

• "Nothing to LOL About: Cincinnati Case Puts New Focus on Text Messages as Public Records," Isaac Wiles Blog, January 14, 2019

• "Police ‘Body Cam’ Law Balances Privacy & Transparency," Isaac Wiles Blog, May 5, 2019

Presentations

• “Elected Officials, Social Media, and the 1st Amendment,” Ohio Township Association, November 2019

• “Township Employees – The ‘Big 4’ Policies to Limit Township Liability,” Delaware County Township Officials Training, November 2019

• “Marketing Your Township,” Guest Panelist, Ohio Township Association Annual Conference, February 2020

professional & community activities Professional

• Ohio State Bar Association

• Columbus Bar Association

• Licking County Bar Association

• Ohio Municipal Attorneys Association

Community

• Delaware County Board of Developmental Disabilities, Board Member

• The Law & Leadership Institute, Volunteer & Former Instructor

• Baldwin-Wallace Young Alumni Association, Member

https://www.dispatch.com/opinion/20190418/letter-register-communication-disability-with-state


https://stories.avvo.com/healthcare/will-id-cards-protect-people-autism.html

https://stories.avvo.com/healthcare/will-id-cards-protect-people-autism.html



https://www.policeone.com/legal/articles/483534006-The-Waze-craze-Legal-insight-into-LE-concerns-surrounding-popular-Google-app/




https://www.isaacwiles.com/marsys-law-friend-or-foe-to-ohios-public-employees

https://www.isaacwiles.com/marsys-law-friend-or-foe-to-ohios-public-employees

https://www.isaacwiles.com/?t=40&an=87257&anc=729&format=xml




services

industries

education


Brian M. Zets partner

p: 614.221.2121 f: 614.365.9516 e: [email protected]

Two Miranova Place, Suite 700Columbus, Ohio 43215-5098

Litigation•

Public Law•

Business•

Public Sector•

The University of Toledo College ofLaw, J.D., 1996

•

The Ohio State University, B.A.,Political Science, 1993

•

Ohio, 1996•

U.S. District Court, Northern andSouthern Districts of Ohio, 1996

•

U.S. Court of Appeals, Sixth Circuit,1997

•

Brian serves as the Chair of the Automotive/Motorsport PracticeGroup and Chair of the Public Law Practice Group.

In his personal and professional life, Brian has a passion for all thingsautomotive and motorsport. Whether it's classic muscle or collector cars,the NHRA, corporate sponsorship, or the companies that supplyaftermarket high-performance parts, like JEGS Automotive, Brian is anenthusiast and understands the industry. Brian has experience withdrafting contracts, sponsorship agreements, and employmentagreements. He also represents these clients in complex litigation andhelps them navigate thru regulatory matters across the country.

In 2016, as Ohio became the next state to legalize medical marijuana,Brian began watching the rules develop and followed closely as theMedical Marijuana Control Program came into focus. He has spokenmany times to various groups about all aspects of medical marijuana -from zoning issues to employment matters to licensure. Being at theforefront of this growing industry, Brian has the experience andknowledge necessary to help his numerous cultivator and dispensaryclients succeed in the industry. Whether it is actual litigation oradministrative hearings, Brian provides trusted advice and representationto the medical marijuana industry.

When not helping his private sector clients be successful, Brian worksequally as hard in the public sector. He serves as Law Director for the Cityof Pataskala, Legal Advisor for two townships - Washington Township andOrange Township, and as Solicitor for a number of municipalities,including the Villages of Shawnee Hills, Greenfield, Thurston, Kirkersville,Thornville, Buckeye Lake, Glenford, Brice, South Salem, and Bremen.And, he has been retained as special counsel by the Cities of UpperArlington, Gahanna, Groveport, Newark, and Sandusky. Brian hasskillfully handled, and often lectures on, legal matters in the areas ofmunicipal contracts, water and sanitary sewer agreements, zoning andland use, annexation, eminent domain, public meetings and publicrecords law, administrative appeals, Mayor's Court and municipal court

https://www.isaacwiles.com/


prosecution, police liability, as well as Section 1983 and state tortlitigation.

As a litigator, Brian has tried numerous state and federal bench and jurytrials and has appeared before several administrative agencies, includingthe PUCO, the Board of Tax Appeals, and the Board of Revisions. He hasargued numerous appeals before the Tenth District and the Sixth CircuitCourt of Appeals as well as the Ohio Supreme Court.

Within the Firm, Brian is a member of multiple committees including,Management Committee, Marketing Committee, Associate DevelopmentCommittee, and Lateral Hiring Committee.

Articles

"New Year, New Council; Same Old Executive Session Mistakes," Isaac Wiles Blog, January 30, 2019•

"New Credit Card Rules for Political Subdivisions," Isaac Wiles Blog, September 14, 2018•

"Township Cemetery Law: What You Are Dying to Know," , September/October 2018Ohio Township News•

"On-line Retail Sales Have Changed Forever," Isaac Wiles Blog, June 25, 2018•

"Summertime Hiring - Be Careful of These Pitfalls," , May/June 2018Ohio Township News•

"Knock-and-Announce Violation Does Not Mean Evidence Is Excluded", Isaac Wiles Blog, March 12, 2018•

"Medical Marijuana Cultivator License List Sparks Lawsuit," Isaac Wiles Blog, January 4, 2018•

"High School's Protocol Requiring Searches of Unattended Book Bags Affirmed as Reasonable and Constitutional," IsaacWiles Blog, June 2, 2017

•

"What State's Medical Marijuana Law Means for Ohio Employers," , February 2017Columbus Business First•

"Ohio's Medical Marijuana Law," , November/December 2016Ohio Township News•

"Pre-Suit Mediation: An Often Overlooked Risk Management Tool," February 2009Public Risk Magazine,•

"The Ohio Supreme Court Agrees with Employers; Trade Secrets, Including Client Lists, Cannot Be Memorized and Usedby Former Employees," , Spring 2008Courting Success

•

"Wallace v. Kato: The Supreme Court Invites Even More Federal Lawsuits Against your Municipality and Police Officers," , March 2007Public Risk Magazine

•

"To Enjoin or Not to Enjoin: The Supreme Court Will Decide," , 2006E-Currents•

"Tort Law Update," Cities and Villages: e January/February 2005Journal of the Ohio Municipal Leagu•

Presentations

"The Ethical Public Official," Mayors Association of Ohio Conference, June 2019•

"Use of Competitive Bidding to Buy or Sell Township Property," Ohio Township Association, Winter Conference, February2019

•


professional & community activities

Community

"Ohio Township Cemetery Law," Ohio Township Association, Winter Conference, February 2019•

"Use of Competitive Bidding to Buy or Sell Township Property," Ohio Township Law Directors CLE, December 14, 2018•

"The Fourth Amendment - Arrest and Search/Seizure," 2018 New Albany/Gahanna Citizens' Police Academy, January 31,2018

•

"Medical Marijuana Law Update," 2017 Delaware County Township Trustee Training, November 18, 2017•

"Understanding Medical Marijuana in Ohio and the Effects on Commercial Real Estate," Co-presenter, NAIOP CentralOhio Chapter luncheon, August 9, 2017

•

"Case Law Update," OMAA Spring CLE Conference, March 2017•

"The Fourth Amendment - Arrest, Search/Seizure, Use Of Force," 2017 New Albany Citizens Police Academy•

"Dazed and Confused, Understanding Medical Marijuana," Ohio Township Association Winter Conference, 2017•

"Medical Marijuana in Your Township," Ohio Township Association Law Directors CLE, December 2016•

"Use of Executive Session," Ohio Township Association Law Director's Group Meeting & CLE, 2015•

"Social Media for Public Entities," Municipal Civil Law Institute, 2013•

"End of Life Issues: Presentation on Living Wills and Powers of Attorney," Church of the Resurrection, 2008•

Professional

Ohio State Bar Association - Young Lawyers Committee Board of Governors (1997 - 1999); Labor and Employment LawSection; Litigation Section

•

Columbus Bar Association - Admissions Committee, Federal Court Committee, Labor and Employment Law Committee•

Licking County Bar Association•

Public Risk Management Association - Ohio Chapter Member•

Ohio Municipal Attorneys Association•

Ohio Township Association•

City of New Albany Cemetery Restoration Advisory Committee, Chair (2016 - Present)•

Village of New Albany Board of Tax Appeals (2007-Present)•

Pelotonia Bike Tour, benefiting The James Cancer Hospital and Solove Research Institute, Lead Volunteer in City ofAthens, 2009, 2010, 2011; Bike Volunteer in Gambier, Ohio (2012 and 2013)

•

Nationwide Children's Hospital Development Board (2010 & 2011)•

New Albany Chamber of Commerce, Board of Trustees (2005 - 2007, 2010 and 2011); 2010 Chairman - Board ofTrustees; 2007 Vice Chair & Legal Advisor; 2006 Executive Recorder & Legal Advisor; 2005 Golf Classic Chair

•

Village of New Albany, Charter Review Commission (2008-2009)•

OSBA Ohio Mock Trial Program State Competition, Judge (2003-2005, 2009)•

Adventures for Wish Kids, Miracles& Magic Committee Chair (2007 & 2008)•

New Albany Community Foundation, Advancement Committee Member (2005-2007)•

Komen Columbus Race for the Cure, Event Volunteer (2000-2005)•

Muscular Dystrophy Association, MDA Telethon Volunteer (1998 - 2001)•


honors

AVVO Rating - Excellent•

, 2015-2018Ohio Super Lawyers •

Rising Stars, 2009-2011Ohio Super Lawyers •


services

industries

education


case studies

Jeffrey A. Stankunas partner

p: 614.221.2121 f: 614.365.9516 e: [email protected]

Two Miranova Place, Suite 700Columbus, Ohio 43215-5098

Labor & Employment•

Litigation•

Public Law•

Business•

Public Sector•

Restaurant & Hospitality•

The Ohio State University, J.D., 2000•

Bowling Green State University, B.A., , 1997cum laude

•

Ohio, 2000•

U.S. Court of Appeals, Sixth Circuit•

U.S. Supreme Court•

Always the calm in the eye of any legal storm, Jeff Stankunas headsIsaac Wiles' Labor and Employment Law services. He is alsoresponsible for all aspects of representation of public officials andlocal governments.

Jeff's steady guidance has led to victories in cases at every level. He'sargued and won in federal courts in Ohio and the United States Court ofAppeals for the Sixth Circuit, as well as numerous trial and appellate statecourts. He is a member of the bar of the Supreme Court of the UnitedStates of America.

He also has broad experience representing business clients beforeseveral administrative agencies, including the United States EqualEmployment Opportunity Commission, the National Labor RelationsBoard, the Ohio Civil Rights Commission, the State Personnel Board ofReview, the State Employee Relations Board, and the National LaborRelations Board.

Earlier in his career, Jeff served as an Assistant Attorney General for theState of Ohio, where he practiced in the Employment Law Section.



, 2018 U.S. Dist. LEXIS 8146 (N.D. Ohio, January 18, 2018)Gatti, et al. v. Smith, et. al.Practice Area: Labor and Employment LawDate: January 18, 2018Outcome: Summary Judgement granted for clients on all claims brought by five plaintiffs who were current andformer employees.

In the Matter of the Arbitration between Ohio Patrolmen's Benevolent Association and Athens CountyCommissioners (FMCS No. 170131-00829-6).Practice Area: Labor and Employment LawDate: August 28, 2017Outcome: Client's argument that union had negotiated away statutory right to recognition of prior service credit withthe state of Ohio or another political subdivision for purposes of vacation leave accrual, despite brief period of timefor which recognition was given, was adopted, and employee's grievance was denied

In the Matter of Arbitration Between The Whitestone Group, Inc. and Int'l Union, Security, Police and FireProfessionals of America, Local No. 329 (FMCS Case No. 150929-03756-8)Practice Area: Labor and Employment LawDate: May 2, 2016Outcome: Client's argument that the arbitrator lacked jurisdiction over the grievances of three terminated employeeswas adopted

Robyn Marshall v. Belmont County Board of Commissioners, et al., 110 F.Supp.3d 780 (S.D. Ohio 2015), affirmedby 634 Fed. Appx. 574 (6th Cir. 2016)Practice Area: Employment Law/Public LawDate: May 20, 2015Outcome: Summary Judgment granted for all clients.

Sister Michael Marie et al. v. American Red Cross, et al., 771 F.3d 344 (6th Cir. 2014)Practice Area: Employment Law/Public LawDate: November 14, 2014Outcome: Judgment for client affirmed.

Articles

Guest Column: Asking about a prospective employee's criminal past? Think twice during application process, Co-author,Ohio Restaurant Association, February 8, 2017

•

Wearable Technology-helpful employee monitoring tool or lawsuit evidence?, Co-author, Isaac Wiles Blog, September 16,2016

•

IW Win Establishes Guidelines for Governments to Use to Keep Their Volunteers From Claiming They are Employees,Isaac Wiles Blog, November 24, 2014

•

County Layoff Guidelines, CORSA Members, February 2, 2009•

Is There A Public Policy Tort For Your New Wrongful Discharge Claim? OSBA, Labor and Employment SectionNewsletter, Volume 13, Number 1, Winter 2003

•


professional & community activities

honors

Presentations

Presenter, Sunshine Lawsuit - "The Gang of Five" (dangers of using cell phones for public work), CLCCA Spring Meeting,April 12, 2019

•

Presenter, CORSA HR Hotline: What Issues are Trending-Webinar, County Commissioners Association of Ohio (CCAO),June 2017

•

Presenter, Human Resources Hot Topics, Express Idea Exchange Workshop, 2016 CCAO/CEAO Annual WinterConference and Trade Show, December 2016

•

Presenter, Current HR Issues, CCAO/CEAO Winter Conference, December 2015•

Presenter, Reasonable Accommodations Under the ADA-Webinar, County Commissioners Association of Ohio (CCAO),November 2015

•

FMLA Update, 2014 County Loss Control Coordinators Association of Ohio (CLCCAO) Fall Meeting•

Presenter, Ebola-How it may Impact your Workplace, Chamber Event B.E.D. and Breakfast, Delaware Area Chamber ofCommerce, November 2014

•

Professional

Ohio State Bar Association•

Columbus Bar Association•

Community

Past Treasurer, Granville Town & Country Club•

Volunteer, Our Lady of Guadalupe Center•

, Employment Law - Management; Labor Law - Management; Litigation - Labor andThe Best Lawyers in America Employment, 2018-2020

•

, 2017-2019Ohio Super Lawyers •

Rising Stars, 2010-2015Ohio Super Lawyers •


1 12-16-2019/ash

Commit focused effort to build an improved formal operating structure that will position

our organization to optimize current operations and promote continuity during eventual

leadership succession.

DMD board took action in October to authorize addition of a 2nd supportive services

outreach position and realignment of responsibilities in two existing staff positions to

establish an operations manager position and reassignment of responsibilities for

oversight of site based and outreach based supportive services. These actions are

expected to create capacity for the executive director to produce a comprehensive

agency wide operating manual, updated policy & procedure documents, engage with the

board in other projects related to succession and strategic planning.

Recruitment for the new supportive services position is underway. Reassignment of staff

responsibilities will occur in late January.

FY 2020 MID-YEAR REVIEW

Del-Mor Dwellings

*Provide the requested information below based on services in Delaware & Morrow Counties.

1. AGENCY STRATEGIC PLANNING GOALS FOR FY 2020:

Provide a brief summary of the status, progress, and anticipated changes to the agency goals listed below.

2. FINANCE FY 2020:

Your agency is at 45.6% paid of your contract Allocation as of 12/31/19. If that percentage is lower than

41.65% at 12/31/19 (assuming one-month delay in claim/invoice submission), what are your plans to

fully draw down the contract allocation?

Complete a major development project which will significantly increase the supply of

affordable supportive housing available to the local system of care.

40 unit LIHTC development project closed on financing in late August, 2019, and

commenced construction in September. With occupancy projected for September, 2020,

the planning emphasis for this project in the months ahead will turn to delivery of onsite

supportive services.

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If not planning to fully draw down contract allocation, please identify by program and total the amount

you anticipate will be paid out of FY2020’s contract allocation?

If there are out of the ordinary reasons why the contract allocation will not be paid out, please provide a

reason for the variance.

We are at 45.6% invoiced through 12/31/2019, and anticipate drawing down

approximately 94% of the total $1,141,195 allocation. Unlike services provided directly

by staff, it is not possible to play catch up for service shortfalls when the service is in the

form days of occupied supportive housing. This holds true for community residence, and

to a somewhat lesser extent for tenant based rent assistance. Our occupancy rate is

expected to remain high throughout the 2nd half of the year, however placing TBRA

funding is expected to remain difficult.

Community Residence: $522,854 (93.5% of allocation)

Capital Grant: $30,000 (100% of allocation)

Recovery Housing: $18,600 (100% of allocation)

General Housing Grant:

TBRA Grant $172,500 (85% of allocation)

Cheshire St $330,842 (100% of allocation)

Community Residence: We experienced multiple unit turnovers in a concentrated period of time, in part due to planned relocation of existing residents to levels of care in housing more appropriate to their functional needs. We also had several units become vacant, after long periods of occupancy, which required longer than normal periods of time for renovation work.

Pricing in the Delaware County rental market has continued to rise, with rents at all but a small number of properties now exceeding the payment standards of the Delaware Metropolitan Housing Authority, upon which the TBRA cost standard is based. As a consequence, holders of DMHA and TBRA rent subsidy commitments are taking months to locate rental units which fall under the cost caps if they are able to locate it at all.

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3. UPDATES ON PROJECTS NEW IN FY 2020:

4. POTENTIAL NEW AGENCY SERVICES/PROGRAMS FOR FY 2021:

The new resident support outreach position established in April, 2019 has provided

important capacity to better understand the wide ranging challenges our residents face

on a daily basis. To date, this fulltime staff member has completed holistic assessment

interviews with more than 90% of our residents, recorded the findings on written

reports, triaged the most urgent needs, and provided labor intensive attention to those

with the most urgent needs. Many other discovered needs of our resident population

remain unaddressed due to a lack of staff capacity.

Using DMMHRSB capital, in 2020 we invested in and implemented FMX Facility

Maintenance Management software, which provides automation of our work order

process, preventative maintenance process, capital replacement planning and

maintenance supply inventory. This movement toward technology is proving to be

extremely beneficial in our efforts to manage information in our maintenance

operations.

We anticipate expanding delivery of wellness programming to small groups at the new

Courage Court facility.

Also related to Courage Court, we expect to request financial participation by the

DMMHRSB for site based supportive service staffing for residents at this 40 unit location.

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5. ADDITIONAL ITEMS FOR DISCUSSION DURING THE MID-YEAR REVIEW:

Our supportive services staff have successfully linked numerous DMD residents with home

health and home maker assistance during the past year. However we have only been

successful in bringing this outside resource to residents who have an eligible physical

condition in addition to their behavior health diagnosis. We continue to have a number of

residents with schizophrenia who are young enough to not have physical impairments

which would qualify them for home health services, yet they still have a pronounced need

for assistance in maintaining their housing in an acceptable, sanitary condition and better

managing other practical aspects of their day-to-day life to relieve situational stress.

We hope for resolution to the ongoing situation regarding whether the DMMHRSB will

continue to commit an allocation to Southeast for a dedicated Housing Case Manager

position which has remained vacant for over two years, or whether the DMMHRSB will

reallocate those funds to DMD for a 2nd Resident Support Outreach Position in a program

initiative which has produced important tangible improvements in the quality of life for

residents in DMMHRSB sponsored housing.

The Courage Court project is a major, positive development in terms of the long term

resources available to respond to the need for supportive housing within the DMMHRSB

system of care and the greater Delaware community. However, there is the risk that the

opening of Courage Court will create a degree of disruption and negative financial impact

to Del-Mor Dwellings for a temporary period during the initial occupancy. It is possible

that some current residents in Del-Mor Dwellings housing may seek to apply and relocate

to Courage Court. In each case of this occurring, Del-Mor will experience a negative

financial impact from vacancy loss, reconditioning expense, and re-leasing costs. We

would like to discuss some form of limited hold harmless provision in FY 2021 Provider

Agreement given that the benefit to the system of care will likely be accompanied by some

negative financial impact to Del-Mor Dwellings.

Finally, we are open to converting the Cheshire Street project from grant to unit of service

funding. We believe that the operating costs for this site have stabilized sufficiently to

have confidence in establishing a unit of service rate that better demonstrates the value

proposition this high level supportive housing site delivers

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Build strong brand that is understood and visible throughout HelpLine service area.

• All outreach materials have been reprinted and are being distributed

• 2020 Marketing plan will include metrics, bringing .5 FTE on board, identifying key gatekeepers, website update, strategic

partnerships to raise awareness of services and address stigma and other issues; increasing visibility in underserved areas –

founded in 1970, celebrating our 50th year will be a major part of our outreach

• Submitted nomination for Delaware Chamber Quality of Life Award

• Guardians tours and event successful

• A broad range of outreach strategies including billboards, press releases, news stories, website news, enewsletter, social media

posts regularly, speaking to groups, attending community events.

Develop a diverse and stable funding model.

• Launched Guardians event – very successful – great turnout; raised awareness, news highlights, raised over $8000

• Identifying additional foundation funding opportunities; will begin building relationship with new DCF director

• Anticipate two new contracts/grant partnerships to help diversify (other counties)

• Will be developing a fundraising plan for 2020

• Continue to work to reduce reliance on DMMHRSB – goal is 5% a year

• Have maintained all outside grant funding – refunded by COWF for lesser amount for a TGIF Leadership Cohort project;

received substantial increase in Rape Crisis Funding (state). Did experience some decrease in Crime Victim Funding and

anticipate another cut (Federal level issues, we are in good standing). Funds help with rape crisis, hotline, 211 services.

• Hope to maintain Delaware United Way funding ($100,000)- they are very supportive of I&R/211 program but funding process

has changed. We are working with them to determine where we fit.

• Continue to seek and implements way to reduce costs and become more efficient.


HelpLine




Ensure HelpLine has the Right People/Infrastructure.

• Delaware Facility – increasing difficulties; will be developing a plan in the next several months to address both need for space

and deteriorating infrastructure

• Workplace recruitment/retention plan will be developed to reduce turnover, increase qualified applicants, update & develop

succession plans where needed

• Streamline and enhance HR processes – exploring consulting firms; have met with one so far

• Quality Assurance process – developing enhanced, more streamlined process to measure critical metrics

• New client database tool for hotline/texting service in process. Target date July 1

• Training/capital grant has assisted with expanding training/staff development opportunities & improving workplace

environment

• Filling Board positions continues to be a challenge. Completing an updated plan.

• Trauma Informed Care: Committee meeting; Consultation & training by Mt Carmel; Updated staff assessment in process

• Data migration to iCarol – new web based client/resource database in process – due to be completed March 1st at latest

• Updated performance evaluation and supervision process launched

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2. FINANCE FY 2020:

Your agency is at __70___% paid of your contract Allocation as of 12/31/19. If that percentage is lower

than 41.65% at 12/31/19 (assuming one-month delay in claim/invoice submission), what are your plans

to fully draw down the contract allocation?



If there are out of the ordinary reasons why the contract allocation will not be paid out, please provide a reason for the variance.

We are well beyond the required threshold and are not concerned about drawing down

Our full contract amount.

NA

NA

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SBIRT update: 23 referrals received:

14 - HelpLine

7 – Mt. Carmel

1 – Grady

1 – Delaware PD

0 – Source Point

0 – Delaware Health District

18 – Not able to contact

3 – Decline a referral for treatment

2 – Referred to treatment

CIT update: CIT referrals began in December 2019. We received 64 referrals and were able to contact 45 of those

referred. Process was changed in January with all providers receiving the daily emails listing those who had contact with CIT

officers from the day before. Providers are to contact CEC staff if someone on the list is linked with them. CEC staff will still

attempt to contact the individuals and determine if there are other services needed beyond linkage to their provider. This

process is being monitored and will be reported back to the Crisis System Committee monthly.

QPR update: QPR has trained over a thousand people so far. Our original goal was 400. We will exceed that dramatically

as the public has embraced this program.

Training set for Delaware City Schools, National Guard, Source Point and Delaware Public Libraries planned. Need to work on

scheduling in Morrow County. Examples of groups trained: Delaware Police Dept, Delaware Health Dept, NAMI, Maryhaven,

Delaware Area Career Center students and staff, HelpLine Staff, and HelpLine Sexual Assault Volunteers.

Our plan is to ensure that all the new and enhanced programming put into place in fy2019 and fy2020 is firmly established with quality

measures and demonstrated effectiveness. We are open to ensuring any new or previously unmet community needs are addressed

within the context of our mission and as a collaborative partner in our system and broader community.

4 12-16-2019/ash


FYI:

• Very concerned about Delaware space and needing an interim plan.

• TGIF Advisory committee meeting regularly to develop train the trainer and sustainable business plan

• Obtained $10,000 from Womens Fund to develop a Leadership program for girls based on TGIF (next level). Student

group will be formed to develop, cultivate, and implement skills to lead and inspire others to action toward common

goals. The program will help girls/those who identify as girls to overcome gender barriers, create opportunities for

empowerment, culminating in a capstone project of planning and implementing the annual TGIF Girls Supporting Girls

Conference. The program cultivates protective factors such as building confidence, connections with supportive peers

and adults, conflict resolution skills, and success through taking on leadership roles.

• Will be looking at how to sustain health insurance offering – employee portion, HAS, etc. Board looking for options

• Able to do 3% increases. Thank you!

• Make very good use of Capital/Training Grant – Expanded training for staff, capital needs for Franklin St., updated

database software and equipment.

• Clinical training schedule in process for 2020. Out soon. ASIST will be done again. Schedule out soon. We continue to

have strong showings from our providers. Compassion Fatigue in partnership with Morrow County United Way.

• All computers now up to Windows 10. Replacement plan on going and working to upgrade our network to the cloud.

• Parking tax overturned.

• Implementing additional supervisory training and coaching. Updating policies to enhance accountability.

• Implementing new evaluation and supervisory documentation process – more streamlined, time efficient, tying into

regularly supervision goals; implementing supervisory contract.

• Need to work to increase Violence Prevention in Morrow County schools. Have had some turnover in VP, looking to fill

another full time position.

• Texting data – 573 encounters over 2019, number of incoming and outgoing texts over 20,000

• Continuing to work with CHIP in Delaware County to implement MH/AOD related goals. Will return to Mo Co CHIP when

it reconvenes. There have been staff changes there.

• Delaware Suicide Prevention Coalition

o Developing a rack card with prevention information for gun sellers.

o Working with the Coroner’s office and Health District to compare data since it doesn’t match

o Planning the next walk

• PEACE Collaborative:

o Developing a training for community prevention educators in partnership with schools – areas such as

credentialing, classroom management, creative idea exchange to enhance engagement of participants.

• NEW – Suicide Prevention Program Manager expanding involvement and leadership at the state level which will help to

strengthen our local efforts - through

o Statewide Suicide Prevention Stakeholder Group – A broad array of interested stakeholders from across the

state convened by the Ohio Suicide Prevention Foundation to identify state-level suicide prevention needs,

goals, and activities necessary to begin reducing Ohio’s suicide rates

o Special Populations Sub-Committee of SSPSG to focus on populations at high risk of suicide in Ohio

o Suicide Prevention Summit Planning Subcommittee - Planning the first Suicide Prevention Coalition and LOSS

Team Summit in the state of Ohio. Committee finalizing plan on 1.2.20

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NextGen Optimization: Maryhaven continues to lay out a plan for the implementation of

Next Gen. In the current financial climate it is important to evaluate the impact of the

full Next Gen conversion on claim submission. We continue to utilize the Phase 1 portion

of the Next Gen implementation (E scribing and lab submission)

Marketing/Referral Management: Maryhaven has been working with our marketing

team to increase the awareness of the services available, to include social media and

public radio. We continue to participate in several community events to represent

Maryhaven and the services we provide. We are continuing to work with our marketing

team to create and develop a more robust referral management process.

Utilization Review: Maryhaven has developed a Utilization Review (UR) team to focus on

the increase need for Prior Authorization. Additionally the UR team will coordinate

multiple different requirements of the managed care companies.

Program Review: Maryhaven continues to evaluate our Mission and how our programs

within our communities fulfill this mission. We continue to focus on evidenced based and

provision of strong clinical programming. Our focus within this last fiscal year has been on

claim submission of the grant positions within the locations, as well as staff recruitment to

keep these positions full.


Maryhaven




OBOT Rollout: The OBOT roll out has continued to progress smoothly. We have been able to

continue to see patients in need of MAT without any disruption to services or access. The clinical

coordination of IOP (Intensive Outpatient Programming) along with the OBOT medical

component has continued to provide clients with the appropriate level of clinical care along with

medical treatment with the hope of improved long term recovery outcomes.

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2. FINANCE FY 2020:

Your agency is at _12%____% paid of your contract Allocation as of 12/31/19. If that percentage is lower







As of November 2019.

We submitted a file in January 2020 for $283,000 or another 13% of allocation and we

are waiting to see the outcome

We are currently working with the DelMor Board to improve our ability to successfully

bill services

Our goal is to target 70% of our budget, an improved over last year’s outcome of 54%

In order to achieve this we will outcome we will need to work much closer with the Board

in order to improve our success level.

Until we see how successful the recent $283,000 claim file is accepted, it will be difficult

to make a category by category prediction

We continue to struggle with many aspects of the shadow-claiming process which we

have outlined in a recent meeting. The ranges from technical issues, to utilization of the

resources time, to collecting of the data.

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The Ohio Start Program is the newest program within the Maryhaven continuum in

Delaware Morrow County. This program is a collaborative effort between the local CPS

and us. The program includes the hire and supervision of a Family Peer Mentor. To

date there have been some hurdles in the hiring and implementing of the Family Peer

Mentor portion of the program. We have spent a significant amount of time with CPS

administrators as well as Ohio Start Technical Assistance to have a solid plan in place

moving forward. We are currently recruiting for Family Peer Mentors.

Maryhaven does not foresee additional programming in the FY 2021 budget. We continue

to align current programming with our mission, improve the process of claim submission

within the new BH Redesign and managed care culture, and strengthen current clinical

programming.

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Rapid Engagement Specialist

Our initial therapist hire as a rapid engagement specialist lasted only six months, from

January 7 – July 12, 2019. Dayna Sammartino was hired in that role and began working

August 7, 2019. We are scheduling the six month review as contemplated in our

application, with a mid-February target for process refinement. Our cashflow has

precluded any efforts to expand staffing in Morrow County.

Professional Stable Workforce

Katie Grandstaff was hired July 15, 2019 and Dayna Sammartino was hired August 7,

2019. We have a full complement of nine prevention educators (1 full-time and 8 part-

time). We are pleased to have continued our preferred practice of hiring only licensed

professionals in clinical positions, and enhancing the qualifications of our prevention

staff.

MCO Contracts

We have maintained our current MCO contracts and have engaged in discussion with

Aetna and Humana in anticipation of possible changes during reprocurement.

We continue to see greater numbers of clients with health insurance and have noticed

(negative) shifts in commercial plans’ willingness to pay for SUD treatment services.


Recovery & Prevention Resources




Complete CareLogic implementation

After a series of delays, our implementation was live at both sites during March 2019.

We are exclusively using Care Logic for client registration, clinical staff scheduling, service

documentation, all billings to GOSH, Medicaid, and commercial insurance.

We have not yet begun custom reports or electronic prescribing.

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2. FINANCE FY 2020:

Your agency is at _____% paid of your contract Allocation as of 12/31/19. If that percentage is lower







We anticipate exceeding the contracted amount for prevention services. If so, we will

request a shift from unused treatment funds.

A cursory review of claims for treatment funding indicates we are on track to bill at least

as much as was billed under of fiscal year 2019 contract.

We have identified some FY 2019 claims that have been neither paid, nor denied. We

had started to address with the Board’s prior Finance Director and need to revisit the

issue as there has been no resolution.

Case management billing in FY 2020 may not meet our projections. As Board staff is

aware, there was a period of time in which many LINC program participants were from

other counties.

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• Summer prevention programs using the “Too Good for Drugs and Violence”

curriculum will continue with some positive logistical changes.

• Video therapy/Telehealth is something in which we plan to engage in the current

year.

• Our hiring of an additional part-time contract physician has resulted in additional

hours available for MAT.

We anticipate a growing market for the alpha-stim cranial electrotherapy stimulation

(CES) devices. While this is not new for FY 2021, the application is still in a

pilot/exploratory process at present.

Expansion of prevention programs to include high school prevention. We believe this is

consistent with the Governor’s stated priorities, and are curious to see what gaps are

identified through local planning efforts.

• Service rates.

• Expansion of TGFV and TGFD prevention programs to include all Olentangy

elementary schools. This will require expanded staffing and additional funding will

be necessary.

• GOSH subsidies of high deductible insurance plans.

• In what other areas does the Board see an unmet need or potential for service

expansion? How can RPR better function to meet community service needs?

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Safe Harbor



Provide a brief summary of the status, progress, and anticipated changes to the agency goals listed

below.

Raise Profile of Safe Harbor*

Status/Progress:

1. A new Executive Director (ED) was hired for the organization and began working on December 2nd,

2019;

2. The newly hired ED has been able to accomplish a number of items to rebuild and establish new

relationships with local and statewide stakeholders. Additionally, the ED has been applying and

researching opportunities for capacity development and new funding streams. These include the

following:

• Application for SAMSHA Technical Assistance was submitted;

• Met with Governor’s Office of Faith-Based and Community Initiatives to explore partnerships,

capacity building, and funding opportunities;

• Member of the Attorney General’s Task Force on Mental Illness including one sub-committee;

• Submitted membership applications to the Delaware and Morrow County Chambers of

Commerce;

• Delaware County Rotary Member;

• Member of the Delaware County Reentry Coalition;

• Member of the Stepping UP committee;

• Member of the Ohio PRO committee;

• Meeting and working with cabinet level state agencies to obtain advice, consultation, and

potential committee memberships;

• Able to get the agency certified to receive federal and state surplus items;

• There will be three student interns from Ohio Wesleyan University during Spring 2020,

assisting staff and consumers at Annie’s;

• A Staff person has been assigned to update our social media footprint on a daily basis. She has

been registered to attend marketing/branding/social media training through SkillPath;

• Personnel and Consumers have been asked to review upcoming community events at both sites

to ascertain potential opportunities for us to participate, including events that are at no to little

cost and/or putting the soap products in a “buy local” store;

• We are providing upcoming events and groups to our local partners to include in their

newsletters; and

• Consumers and staff have been encouraged to reach out to their peers in the community who

are active participants in clubs, organizations, or other agencies, and develop professional

relationships.

*Continued on Page Two

2 | P a g e

Offer Competitive Wages & Benefits

The organization was able to provide pay raises, which was highlighted in the FY19 mid-year review. At

some point in the future, we would like to offer medical and retirement benefits.

Elevate Peer Support Program

One of the items I have charged myself and staff with is identifying individuals to become certified peer

support specialists. In the short term, we are providing course information for those who may

interested. As we move forward, and in the near future when our capacity allows us, offer an internal

mentoring initiative for those consumers who may not feel they have the skills, confidence to pursue a

peer support position. We need to invest in our staff and our consumers.

The SH staff also submitted ideas to elevate the peer support program and they are as follows:

1. Expand our advertising;

2. Post flyers at local businesses throughout the area; and

3. Reach out to local radio stations to speak about our services and opportunities;

Raise Profile of Safe Harbor (Continued)

3. Incentives-During the entire month of February 2020, we will be running a recruitment campaign

with the support of our consumers. For each new consumer they recruit to come to the center they

will receive 5 tickets for a raffle to be held at the end of the month. There will be one winner per site

of a $50.00 gift card donated by the ED.

Anticipated Changes and Needs:

1. We are in the process of redesigning our “tag line” under our logo. At present, Peer Support

Services, does not tell the public who we are or the services we provide. We will be reaching out to

Kyle Lewis at some point to get his assistance and guidance on the matter;

2. We will be sending press releases highlighting upcoming events, fundraisers, and other pertinent

information to Kyle Lewis. In addition, as we host events, we will write a summation showcasing

the occasion providing examples of how our consumers and agency give back to the community;

3. With the support and guidance from the Board, the ED would like to do interviews with the local

media about the services and changes coming to the agency;

4. We will be sending out mailers to past and present donors introducing them to the new ED, and

stories how their support has changed lives;

5. We would like to have new signage at each of the centers, so the communities know we are there

and what we do. We realize there is a cost factor to this project;

6. We continue in our attempt to get the necessary repairs, renovations, and modifications completed

at Annie’s and up to industry standards since we paid for and continue to pay for them. Once we

get the center repaired, we can begin designing a more inviting environment; and

7. We will be hosting public open houses at both centers.

3 | P a g e

Elevate Peer Support Program

One of the items the ED has charged herself and staff with is identifying individuals to become certified

peer support specialists. In the short term, we are providing course information for those who may

interested. As we move forward, and in the near future when our capacity allows us, offer an internal

mentoring initiative for those consumers who may not feel they have the skills, confidence to pursue a

peer support position. We need to invest in our staff and our consumers. One of the ways to invest in

our consumers, and benchmarking off another peer support service agency, is to offer stipends for

participants to cover the cost of transportation or any cost incurred as a result of the training itself such

as materials.

The SH staff also submitted ideas to elevate the peer support program and they are as follows:

1. Expand our advertising;

2. Post flyers at local businesses throughout the area; and

3. Reach out to local radio stations to speak about our services and opportunities.

Fundraising

The organization is evaluating its current fundraising efforts from a financial and programmatic approach

with the expectation to continue those that provide a return on investment, cease the operation of those

that do not provide programmatic and financial returns, and introduce new fundraising ideas to staff,

consumers, and community partners. We have begun restructuring our fundraising budget line item with

the assistance of our contracted accounting firm, to have a clear delineation of dollars spent and dollars

received. The goal is to have a solid fundraising infrastructure.

We are increasing our social media footprint. We are actively updating our website, Instagram, and

Facebook pages. The ED is sending a staff person to a social media/marketing fundraising training to

learn new techniques for the agency. We are listed on Amazon Smiles, and now should be on EBay for

Charity. We will continue to do the bi-yearly donation mailings and the soap sales as discussed above.

Fundraisers we are hoping to offer are the following:

1. Bowl-a-Thon (the goal is to partner with one of stakeholders);

2. Make and Take Cake Decorating Courses offered at both centers throughout the year (The ED teaches

cake decorating courses and would donate her time); and

3.The ED would like to an on-line auction or silent auction;

Fundraising Ideas from our consumers:

1. Soap Making Classes;

2. Charity Ball;

3. Dinner/Date Night Out;

4. Krispy Kreme Donut Sales;

5. Jail and Bail;

6. Car Wash; and

7. Frozen Custard in Powell

4 | P a g e

2. FINANCE FY 2020:

Your agency is at _56____% paid of your contract Allocation as of 12/31/19. If that percentage is

lower than 41.65% at 12/31/19 (assuming one-month delay in claim/invoice submission), what are your

plans to fully draw down the contract allocation?



If there are out of the ordinary reasons why the contract allocation will not be paid out, please provide

a reason for the variance.


Safe Harbor is in a rebuilding/rebranding/restructuring phase since the hiring of the new Executive

Director in December 2019. Our objective is to maintain the current outcomes set forth for our current

funding stream with the overarching target to expand our programming, population we serve, clearer

accountability to our funders, diversifying our funding portfolio, increase presence on state and local

committees, update organizational policy and procedures, restructure the board, expand the

partnerships with community stakeholders, increase the awareness of the resources available to

consumers, and ensure the renovations that were to have taken place at Annie’s have been completed.

5 | P a g e



We are hoping to increase programming including self-directed programming, the goal is to offer a

diverse program menu that appeals to varying age groups. The ED is visiting other centers,

attending training opportunities, reaching out to her professional contacts for possible ideas and

partnerships.

Staff and consumers want the current program partnerships we have with Southeast and NAMI to

remain intact as we institute programming changes. Consumers have also asked that we reach out

to Maryhaven to assist those with co-mobility issues including addiction.

Staff have also suggested we hold a one-day retreat off site.

We need to first understand the needs of the consumers in our community, identify service gaps,

and then determine our ability to meet those needs. The remainder of the FY the ED will be working

a myriad of ideas and new directions, while supporting and enhancing the overall mission of the

organization.

This will be a year of growth and change for the organization. With change, comes barriers,

barriers we will be positioned to overcome.

Items for Discussion

1. Additional ideas for recruiting new peer support specialists;

2. Funding for a PTE driver for both sites;

3. Assistance with new location for Annie’s and executive offices. We understand there is plan in

the future (2023) for housing a number of the partner agencies together, we may need to relocate

prior to this;

4. Remodeling of the Food Pantry (consumer item); and

5. Painting for No Limits (consumer item);

1 12-16-2019/ash


Southeast




Comprehensive & Integrated Healthcare

Southeast applied for New Access Point funding from HRSA in April of 2019 to add a federally qualified

health center (FQHC) site in Delaware. This round of New Access Point funding was very competitive

with a smaller than usual number of grantees, and our proposal was not funded. Despite not receiving

a new access point grant, Southeast decided to move forward and submit a change in scope request to

HRSA allowing us to open a FQHC site in Delaware. The change in scope was submitted and approved,

with a target date of 3/21/2020 to begin providing primary care services. Southeast will continue to

coordinate care with other area primary care providers and obtain releases of information when

possible.

Southeast participates in the OBHPN statewide behavioral healthcare network which is participating in

care coordination initiatives with managed care organizations based on HEDIS measures.

Southeast remains interested in working with the DMMHRSB to identify a new service site in Delaware

County that is more accessible to the populations we serve.

Balanced Business & Growth

Southeast intends to continue vocational and behavioral healthcare services in Delaware and Morrow

counties to serve people living with severe and persistent mental illness (SPMI) and other diverse

needs, and looks forward to working with the Board to meet the demand for services. We offer

counseling, psychotherapy, diagnostic assessment, psychiatric assessment, medication management,

crisis, peer support, engagement, and case management services in both Delaware and Morrow

Counties for clients experiencing mental health issues with a wide range of levels of functioning. We

have added staffing to meet the demand, as needed, and will continue to evaluate staffing patterns on

an ongoing basis as the need of the community indicates.

We have begun to work with the public relations staff member hired by the DMMHRSB to develop

strategies for community outreach. Southeast has been working through the process of rebranding our

organization, and we look forward to working with the Board to further develop these strategies.

Examples of these activities include the development of a new website, and Southeast’s efforts to

ensure that our branding is consistent (for example we have retired the COVA name for our vocational

service programs in favor of Southeast Vocational Services moving forward). We anticipate that the

new website (southeasthc.org) will go live on Friday, January 24th. The intent is for the new website to

be location specific, so that clients residing in Delaware or Morrow Counties will see information

2 12-16-2019/ash

relevant to services provided in their area when they access the site. Along with the website rollout,

Southeast will also have updated flyers and promotional materials for each board area we currently

serve. The downtown business cards distributed in Delaware have been helpful in building name and

brand recognition in the area. Staff members routinely leave cards at local businesses so that they can

be passed along to individuals who are homeless or may be in need of services. Southeast staff

members have also connected with organizations including NAMI and the Chamber of Commerce to

present information about our services.

Below are a few additional items to consider as we look ahead towards opportunities for growth and

development:

Southeast continues to be interested in exploring the possibility of developing a residential

treatment facility in Delaware County if a suitable facility is identified.

In an effort to make services as accessible as possible, we have begun to explore the possibility

of adding evening hours. Once we have implemented primary care services in Delaware, we

will evaluate whether or not it would be cost effective to add evening hours. Feedback from

the community we have received indicates that there is a high demand for evening

appointment times. This would also allow us to branch out and expand the client populations

we serve.

As demand for services grows, Southeast anticipates the need will develop for an additional

ACT team in the future, so that there is one to serve Delaware County, and one to serve

Morrow County. We will continue to track client demand and communicate with the

DMMHRSB in order to ensure that we remain responsive to community needs.

We look forward to further conversations with the Board in order to develop

recommendations related to taking services into the community in order to connect more

effectively with clients in need of services.

Human Resources Positioning

Southeast updates training and education to address integrated healthcare, quality of care, and risk

management. The organization hires qualified staff members and works with MCOs to panel

providers. We will continue to use the incentive fund for staff training and to enhance salaries. During

the last year, Southeast has provided a series of trainings to all clinical staff focusing on the provision

of trauma informed care and crisis intervention strategies. Southeast has also offered training on

topics including Duty to Protect, and Crisis Prevention Intervention (CPI) organization-wide.

Southeast continues to work diligently to fill open positions in Delaware and Morrow Counties. We

have experienced challenges related to hiring staff in Morrow and Delaware Counties due to the

limited workforce. Peer positions also have presented a challenge, as the pool of available applicants is

more limited and we have experienced higher rates of turnover when compared with other positions.

3 12-16-2019/ash

Southeast has identified some areas of focus for staff training during the upcoming year:

Training for staff who work with clients in crisis who experience significant substance use

disorder related issues. Training will provide an overview of resources so that staff better

understand what is available in the community and how to respond most effectively.

Training for prescribers who work with youth and older adolescents. We are looking into

consultation and training options offered by the Pediatric Psychiatry Network. We have had

requests to serve adolescents, and we want to build the capacity of our staff to ensure that

they are able to respond effectively.

Assertive Community Treatment trainings provided by Case Western Reserve’s CCOE, including

training regarding the IPS supported employment model.

Mental Health First Aid training for Vocational, Peer, Support and Case Management Staff.

Southeast is committing two staff members to become Mental Health First Aid Trainers in

order to provide this important training to staff members to assist with foundational mental

health and crisis response knowledge.

Quality Management & Outcomes

Southeast continues to measure the quantity, quality, and outcomes of programs and services

provided organization-wide through its Quality Council and Quality Improvement process. Southeast

collects reporting measures and outcomes for the DMMHRSB which are reported on a semi-annual

basis.

Southeast has begun working more directly with managed care companies through the OBHPN

network on HEDIS focused initiatives. Below are some of the outcomes that are currently being

tracked:

7 day follow up after hospitalization for mental illness

30 day follow up after hospitalization for mental illness

Follow up after ED visits for mental illness

Use of first-line psychosocial care for children and adolescents

Use of multiple concurrent antipsychotics in children and adolescents

Diabetes screening and monitoring for people with schizophrenia and bipolar disorder who are

on anti-psychotics

Controlling high blood pressure

Adult BMI

Southeast will have a more focused process for screening social determinants of health using the

PRAPARE screening tool which will be available with the NextGen upgrade we plan to implement this

year. Social determinants of health are social and economic conditions that account for differences in

individual and group health conditions. The PRAPARE Screening Tool (The Protocol for Responding to

and Assessing Patients’ Assets, Risks and Experiences) will assist Southeast to better understand, track

and respond to the social determinants of health impacting our patients.

4 12-16-2019/ash

Southeast will implement Azara DRVS during FY2020. Azara DRVS is a population health tool with the

flexibility to report on population health data from the network level to patient detail. This tool will

allow Southeast to track and report out on transitions of care, referral management and cohort

management.

An additional tool being implemented by Southeast in the effort to more quickly respond to patient

need is Notify, a Clinisync product, that provides real time information to Southeast including

Emergency Department admits and discharges as well as inpatient admits and discharges. Notify will

assist Southeast to communicate with inpatient treatment teams and enhance our ability to follow up

after discharge.

Information Technology

As noted above, Southeast is in the process of developing a new website which will contain expanded

site-specific information, including content specific to Delaware and Morrow Counties. In addition, we

are updating our IT systems to expand bandwidth for all of our sites, including our Delaware and

Morrow locations. This update will ensure that we have a backup system in place in the event that our

internet is down. As discussed in the “Quality Management & Outcomes” section, Southeast is also

preparing to implement the Azara population health tool and the PRAPARE screening tool to track and

respond to social determinants of health. We plan to implement a NextGen upgrade this year which

will provide more enhanced behavioral health templates for documentation.

Risk Management & Compliance

Southeast is implementing the Columbia Suicide Severity Rating scale screening tool and lethality

assessment for use in suicide prevention. In addition, Southeast completes an IT risk assessment on an

annual basis. We have appreciated the opportunity to work with the DMMHRSB to develop protocols

as a forensic monitor in order to ensure that we successfully meet benchmarks and timelines for

service provision. In Delaware County, Southeast has implemented the Ohio SOAR Screen for Opioid

Abuse Risk: Risk Stratification & SBIRT Reporting Tool as a screening collected from clients at the time

of intake. The SOAR is a secure, web-based combined assessment tool which includes SBIRT report

ready questions based on the PHQ-9, GAD-7, and Audit-C which are used to assess issues related to

depression, anxiety, PTSD, and overall opioid risk level. We are currently working to integrate this

screening tool into our electronic health record.

Value-Added Positioning

Notably, Southeast intends to begin the provision of integrated primary care services based at the

Bowtown Road location in Delaware. Our change in scope to add the Bowtown Road location as an

FQHC site was approved in November of 2019, and we are required to begin providing primary care

services at the site no later than 3/21/2020 (120 days after the approval by HRSA of our change in

scope submission).

5 12-16-2019/ash

Southeast adds value to services by providing integrated primary healthcare, behavioral healthcare,

and vocational services programs. The organization has been in conversation with Medicaid MCOs

regarding value-added services for people with more intensive needs and anticipates movement

toward payment based on population health and wellness with reimbursement based on volume of

service. We remain committed to growing and changing based on community needs and requests for

services.

2. FINANCE FY 2020:

Your agency is at 13.6% paid of your contract Allocation as of 12/31/19. If that percentage is lower than

41.65% at 12/31/19 (assuming one-month delay in claim/invoice submission), what are your plans to

fully draw down the contract allocation?

A large portion of the undrawn funds relate to grants that have yet to be reconciled. We anticipate

billing to catch up in January with regular billing thereafter. Several other programs are behind pace

due to staff turnover, so billing for those services most likely will not reach budgeted figures by the

year end. Another contributing factor was a lack of enrollment checks and balances in our internal

billing department which has now been resolved, so that should decrease the denial rate for services

actually rendered. We have seen a dramatic turn in this area in recent months as we increased the

billing % from 10% of budget to 14% of budget in one month. While this does not seem like a large

change, it is roughly double that of previous months and we expect that percentage to increase month

over month until maximized this year

6 12-16-2019/ash



Budget YTD PY Projection

Community and Support Services $ 584,749.00 $ 190,398.00 $ 291,921.00 $ 475,995.00

Treatment - Assessment evaluation $ 63,278.00 $ 8,100.00 $ 19,832.00 $ 20,250.00

Treatment - Coordination $ 143,705.00 $ 21,039.00 $ 77,111.00 $ 110,408.00

Treatment - Counseling $ 167,091.00 $ 25,518.00 $ 57,510.00 $ 63,795.00

Treatment - Crisis $ 35,000.00 $ 2,311.00 $ 6,072.00 $ 20,536.00

Treatment - Medical and Related $ 145,625.00 $ 7,576.00 $ 31,898.00 $ 38,277.60

ACT $ 200,000.00 $ -

$ - $ 200,000.00

Capital Training $ 50,000.00 $ -

$ - $ 50,000.00

Crisis Grant $ 321,578.00 $ - $ 91,789.00 $ 321,578.00

CTP Program $ 15,000.00 $ -

$ - $ 15,000.00

Grant for Transportation $ 15,000.00 $ - $ 7,460.00 $ 15,000.00

Grant for Provider Services in Support $ 20,000.00 $ - $ 12,748.00 $ 20,000.00

IPS Employment $ 73,550.00 $ -

$ - $ 73,550.00

Staff Salary Increases $ 36,050.00 $ - $ 27,694.00 $ 36,050.00

$ 1,870,626.00 $ 254,942.00 $ 624,035.00 $ 1,460,439.60



N/A

7 12-16-2019/ash

3. UPDATES ON PROJECTS NEW IN FY 2020

Southeast began providing services using an ACT team model in September of 2019. Currently the team

has 40 active clients on its roster. In April, we began providing pharmacological management services

during the day in the Morrow County Jail with a prescriber visiting the jail on a weekly basis. From April-

December we provided 63 encounters to 55 unique individuals. Southeast has begun to provide

vocational services using the IPS Employment model as part of our ACT team services.


We look forward to the opportunity to discuss our suggestions regarding crisis services expansion with

the DMMHRSB, keeping in mind the workforce limitations that are attached to any proposal. The

Delaware County Jail recently reached out to ask if Southeast could provide after-hours crisis assessment

services in the jail. Southeast is currently evaluating the possibility of using our Morrow County crisis

staff to provide these services (we anticipate that the volume of calls received would be relatively low,

likely around 1-2 calls per week).

As our number of clients served increases, we will continue to evaluate the possibility of adding

additional community treatment teams where there is need. Southeast remains committed to the

addition of residential treatment services in Delaware County if a suitable facility is identified.

Residential services are proposed to expand the continuum of care available for this population,

especially people who are being discharged from psychiatric inpatient care to the community, who need

a more structured environment to achieve stability. Residential treatment services would serve up to 12

people in a co-ed facility for women and men. The average length of stay would be based on client need

but anticipated to be between 6 and 12 months for the residential program, with on-site medication

monitoring, individual and group treatment, and health and wellness activities.

Southeast also remains interested in the addition of a transitional employment program in Delaware

County modeled after Southeast’s successful Project Work program which has operated for many years

in Franklin County. Transitional employment services are proposed to help people living with SPMI learn

and practice job skills in a supportive environment. These services would include a small work crew

providing employment through partnerships with local businesses and agencies throughout Delaware

County.

8 12-16-2019/ash


Listed below are some additional items Southeast would like to discuss with DMMHRSB staff:

Plans and expectations for implementation of the Community Transition Program (CTP) in

Delaware and Morrow Counties

We would like to add consultation services to our contract with the DMMHRSB

We would like to discuss the possibility of adding a service code which would allow us to provide

employment workshops for groups of our clients. Topics could include resume development,

understanding the impact of returning to work on public benefits received, etc.

We would like to explore what could be put in place so that there is a guardianship program to

more specifically meet the needs of persons living with SPMI. We feel that currently there is a

service gap in skilled guardians to meet the needs of people living with SPMI. While Southeast

cannot manage a guardianship program, we would like to support the Board in any efforts they

are contemplating to meet this need.

1 12-16-2019/ash


Syntero




The successful implementation of two intensive home-based teams for youth which will serve both Delaware and Morrow County residents who can benefit from that level of care. The intensive home based program officially launched in March 2019. We currently have 1 coordinator, 2 therapists and 1 case manager providing services in our intensive home treatment team. In 2019 there were a total of 54 referrals made for in-home services. 8 of those were from Morrow County. Of the total referrals, we accepted 37 cases. There are currently 8 cases on the waitlist from 2019. We have closed a total of 8 cases, some being successfully closed, and others being closed due to client moving, or request of parent to end services. Families tend to be complicated, and cases have stayed open longer than anticipated, but there is generally consistent movement toward family cohesion improvement. It would be nice to add another therapist to the team so that the wait list would be shorter, and we could reach families in a more timely fashion. This would increase success rates, and possibly shorten the time we would need to be involved. There is a delay in moving clients off of caseloads due to not having outpatient therapists available to assume the cases as they step down in intensity.

The successful implementation of a psychological evaluation program for persons of all ages in collaboration with multiple community organizations. Services will be provided at our Lewis Center office. Syntero has successfully implemented a psychological evaluation program out of our Dublin location. We have a part-time psychologist who provides psychological evaluations for internal referrals. The program has mostly provided focused psychological evaluations and testing to assist the treatment team in diagnostic clarification (i.e. attention testing for ADHD). In the first quarter of 2019 we met with school districts to provide information about our services and have been listed as a referral option for families seeking a second opinion for Dublin and Delaware City Schools. Updates to the coding system through Behavioral Health redesign have impacted the reimbursement structure and our ability to provide full psychological evaluations, as the time investment and reimbursement structure is cost prohibitive. Delaware and Morrow county residents are eligible for participation in this service through the Dublin office. While we initially

2 12-16-2019/ash

planned to house our Psychological Evaluation program out of our Dublin and Lewis Center offices, we have decided to hold-off on moving this program to Lewis Center. 9 Delaware county individuals participated in this program in 2019.

The opening of an outpatient location in Morrow County. Syntero is excited about the plans to renovate the Meadow Center and will make preparations for program expansion and staffing as the project reaches its completion. The Coordinator of the Morrow County School-Based team uses one room within the Southeast suite at the Meadow Center for outpatient counseling on a limited basis, around two times a month. Syntero has no access to this space without the assistance of the Southeast receptionist (no key or door code), and the office does not have a phone in it, which makes the transition between clients difficult.

Increase the agency’s capacity to provide early childhood mental health treatment and prevention services. Syntero currently has 1.2 FTEs dedicated to Early Childhood Mental Health. Two clinicians provide the Positive Parenting Program in Delaware and Morrow Counties in conjunction with community agencies, non-profits, and healthcare offices. This program is funded through an Ohio Children’s Trust Fund grant with Nationwide Children’s Hospital. One of the clinicians who provide Triple P is an early childhood specialist and the balance of her time is spent between providing treatment with young clients both in the Lewis Center office and at Strengthening Families. Buckeye Valley Local Schools and Delaware City Schools have initiated contracts with Syntero’s School-based team to increase school-based prevention services for its youngest students. Cardington, Northmor, and Highland Schools have all asked for additional services through a contract that would increase the services available for Early Childhood Mental Health. That contract position should be hired by the end of the school year but is not currently in place. Due to funding and logistical challenges with the Triple P grant, Syntero is currently evaluating whether it will participate in that program for FY21. If that grant is not pursued, the clinician who provides the majority of that programming will focus solely on outpatient services at Lewis Center and Strengthening Families.

3 12-16-2019/ash

Implement an on-site clinical presence at the Columbus State Delaware Campus in collaboration with Columbus State and DMMHRSB. Clinical Services started at the Delaware Branch of Columbus State Community College on July 1, 2019. The clinician has seen a steady increase in referrals as the school year progressed and the staff of CSCC became aware of the services available. In addition to traditional office-based services, the CSCC Clinician has worked very closely with the Office of Student Life to integrate Mental Health Education and Awareness into the campus in a way that hasn’t been possible in the past. There have been staffed education booths, a Mental Health Fair, a connection to other mental health services (outpatient counseling, psychiatry, etc), and a plan to put psychoeducational bookmarks in the campus library to be given out to every student who checks out a book. The clinician has done whole-class psychoeducation presentations with several classes that discuss mental health and conflict resolution skills and publishes a weekly flyer with mental health education and tips that helps educate students on how to access mental health services. Clients served through Columbus State Community College Clinician in the first half of FY20: 11 individual & 668 Universal

Develop a more comprehensive approach to care at the Willis Center for Delaware County residents accessing treatment services at that site. Additional funding for programming at Strengthening Families at the Willis Center has increased the availability for the program to see individuals from early childhood to adulthood. An additional clinician providing services has helped the program run more smoothly, as there is on-site availability to staff cases and troubleshoot issues. The program serves as an important safety-net of mental health services for clients who would not normally seek out these services but are open to them in this setting because of the on-site availability of the services where the families are reviewing material assistance and the reduced barriers to accessing these services. The no-show rate for this program trends higher than in an outpatient setting, and due to the complex nature of the cases and high level of trauma experienced by the clients seen in this setting, clinicians make more attempts to engage with clients who have no-showed appointments than they would in a traditional outpatient setting. The early childhood clinician at Willis is able to work with the parents of her clients to address patterns of behavior between parents and children that if unaddressed could progress into serious issues. An overwhelming majority of the clients served through the Strengthening Families program would not choose to or be able to access services at the Lewis Center Office. We are in the process of exploring the ability to offer psychiatry services out of this location once monthly. Clients served through Strengthening Families in the first half of FY20: 67

4 12-16-2019/ash

2. FINANCE FY 2020:




h We have approximately 2 ½ years of experience providing treatment serves in Delaware County and thus far we are projecting that we will draw down 135k per year in claims. The Board has primarily focused its investments with Syntero for services rendered on behalf of children and families who are very often covered by some public or private insurance benefit. Medicaid expansion also increased the #’s of adults who are eligible for Medicaid which has increased the # of persons who are covered by other sources of funding.

If not planning to fully draw down contract allocation, please identify by program and total the amount you

anticipate will be paid out of FY2019’s contract allocation?

Claims based revenues historic ability has been 10-12k per month.



N/A


School-Based Crisis Services started on July 1, 2020. The School-based team is able to provide same-day risk assessments, safety plans, follow-up, and linkage to needed services in the school setting for students who

5 12-16-2019/ash

are presenting with suicidal ideation. Currently, the school-based team is working on training staff at each of the 46 schools where it provides services to be comfortable in using the Columbia-Suicide Severity Rating Scale Screener to help to determine the severity and needs of students who present with suicidal ideation. Currently, the staff at Olentangy Schools and Delaware City Schools are trained in the tool. In December, the school-based team hosted a conference for all 12 districts that is serves in central Ohio to talk about the need for a district-level comprehensive suicide prevention plan and risk assessment team. As part of these conversations, Syntero is meeting with leaders from the eight school districts in Delaware and Morrow Counties to help them to develop a Comprehensive Suicide Prevention Plan that is in line with SAMSHA best practices. Syntero staff is working with Helpline on the Delaware General Health District Mental Health CHIP Strategy 2: Implement universal school-based suicide awareness and education programs. Syntero is also working with districts to develop Comprehensive Threat Assessment teams aligned with best practice recommendations. There needs to be clarification between Olentangy Local Schools, Syntero, OSU and DMMHSRB about crisis services at the OLSD High Schools. Currently, referrals for low assessed needs (some ideation, no plan, intent, or means) crisis linkage are going to the Lewis Center Office Crisis position. Is it more appropriate for these referrals to be served through school-based services as they would be at other schools? Clients served through School-based Crisis in the first half of FY20: 97


• Crisis Case Management services available for clients who don’t have Medicaid to help ensure that the safety plan is in place, that parents have followed through on removing means, and that the family is following-up on appointments and aftercare recommendations. This person could also help school-based clinicians know when the student is going to re-enter school after a hospitalization. Right now, discharged students are just showing up with the school and clinicians not knowing that they’re going to be there.

• Increased school-based services for Big Walnut Schools (currently 1 FTE). The district does not provide funding or counselors for their elementary schools. The elementary students are significantly impacted by an almost complete lack of mental health resources. Syntero would like to explore the possibility of the board approaching Big Walnut school district to propose a shared funding structure (similar to OLSD) to ensure there is a provider in all buildings who are linked to a continuum of care. *Currently Ohio Guidestone provides Medicaid billable services in all but 2 of the schools. Students without Medicaid do not have access to prevention and/or early intervention services.

• Morrow County would like to look into a partnership with the Ohio Teen Institute (OTI) to offer peer led substance use prevention services. The district is exploring resources to assist with the financial

6 12-16-2019/ash

support of sending students to a peer leadership training. The program has a strong history of success in the community several years ago (under MCCAD), but had to end due to lack of financial support.

- One time financial support to assist districts with developing Suicide Prevention, Intervention & Postvention plans and Comprehensive Threat Assessment teams base don best practice.

- Continued financial support for evidenced based treatment intervention training (i.e. EMDR, CISM, SBIRT, etc.)


Tomorrow Center-2020/21 school year, Syntero plans to adjust program structure to be more aligned with other Morrow County school programs.

1 12-16-2019/ash

Increase Outreach Programs

We are implementing a Lethality Assessment Program (LAP). We will start in Delaware

County since they have expressed an interest in the program (city and county). At the

scene of a DV call, LE does a brief assessment for lethality and communicates directly

with the shelter while at the scene with the victim. This is an excellent opportunity for us

to support LE and at the same time ensure victims receive the services they need and

want.

Board Development

We recruited representatives from Greif, Whirlpool, Nationwide and Scott’s Miracle

Grow for board membership. Our board is very engaged, and our committees are active.

It is through board contacts that the social enterprise opportunity has arisen. Our board

includes, a CFO, attorney, Sheriff, Detective, retired non-profit executive director and

survivor of domestic violence.


Turning Point




Ensure Agency Financial Sustainability

We have written and are implementing a development plan for 2020 (our first ever). For

instance, an annual appeal letter was sent to about 6,000 households in the fall and we

received over $40,000. Our total fundraising goal for this FY is $250,000 and we have

raised over $180,000 as of the end of December.

We are exploring social enterprise. The purpose of this entity would be to fund Turning

Point not necessarily to employee clients. We are in discussions about just such an

enterprise…stay tuned and this is confidential!!

obtaining such a business.

2 12-16-2019/ash

2. FINANCE FY 2020:








N/A

N/A

3 12-16-2019/ash




The Delaware shelter became fully operational in February 2019. It has been a learning

experience operating two shelters and having “seamless” communication between the

two locations. We have hired a number of new staff, specifically program aides. They staff

the shelters 24/7, answer the crisis line and meet the needs of the shelter residents. We

now have 51 employees, 27 of whom are the part-time program aides.

As mentioned previously we are implementing the LAP program and that will be getting

into full swing in FY 2021.

VOCA cuts to funding and their impact on staffing- specifically the program aides.

Unit rate for invoicing the Board.

ED retiring August 31, 2020.

Ash/2-11-20

6551

7968 7913

6277

3581

6616

26872106

13296

17853

1921918623

23428

32437

29819

27006

0

5000

10000

15000

20000

25000

30000

35000

FY 2016 FY 2017 FY 2018 FY 2019

Clients Served by Service Categories FY 2016-2019

Support Services Treatment Services Prevention Services Total Numbers Served

DEL-MOR DWELLINGS

TOTAL COMPENSATION REPORT

Position: Supportive Housing Outreach Specialist

Gross Wages @$17.90/hr $37,232

Payroll Taxes

Social Security $2,308Medicare $540

Payroll Taxes Subtotal $2,848

Fringe Benefits

Medical/Dental

single med $4,255family medHealth Saving Accounts $2,000

single dental $338family dental $0

Life & ADD 0.31 $141LTD 0.61 $278SEP $2,234

OBWC 0.00306 $1250.024824 $0

Unemployment Ins. $157

Benefits Subtotal $9,528

Benefits & PR Taxes Subtotal $12,377

TOTAL COMPENSATION COST $49,609

Note: This compensation report serves as a projection of future compensation and is based on both

actual and projected costs, and may incorporate reasonable estimates of future fringe benefit costs.

Syntero School-BasedClient Satisfaction Survey

December 2019Delaware & Morrow Programs:Number of respondents: 208 (28%)

Question 1: Is meeting with Question 2: How helpful is thisyour Syntero clinician helping service?you to better handle issues in 100

your life? (Anxiety, Depression, 75

Anger, Etc.)50 - -

•Yes No

25

3%0

1 2 3 4 5Not Helpful Very Helpful

97% Average: 4.25

Question 3: Is your clinician Question 4: Would youcaring and supportive? recommend that your friends

use Syntero’s Services if they180 - needed help?135 -

•Yes No

90

3%45 -.

01 2 3 4 5

Not Caring Very Caring

97%Average: 4.73


December 2019Delaware counbjNumber of respondents: 117 (17%)

Question 1: Is meeting with Question 2: How helpful is thisyour Syntero clinician helping service?you to better handle issues in 50

your life? (Anxiety, Depression, 37.5

Anger, Etc.)25 -

Yes • No

12.5 -

300

1 2 3 4 5Not Helpful Very Helpful

97% Average: 4.19


use Syntero’s Services if they100 needed help?

75Yes • No

50 -

25

01 2 3 4 5


97%Average: 4.70


December 2019Morrow county:Number of respondents: 91(31 %)

Question 1: Is meeting with Question 2: How helpful is thisyour Syntero clinician helping service?you to better handle issues inyour life? (Anxiety, Depression, 50

Anger, Etc.)• Yes • No

25

noC 0

12.5

01 2 3 4 5

Not Helpful Very Helpful

/~ Average: 4.32


use Syntero’s Services if they80 needed help?60

Yes • No

40‘301

20 -

01 2 3 4 5


98%

Average: 4.73


December 2019Olentangy:Number of respondents: 42 (11 %)


Anger, Etc.) 22.5Yes • No

15

7.5

01 2 3 4 5


100% Average: 4.29


use Syntero’s Services if they40 .. needed help?30

• Yes • No

20

10 2%

01 2 3 4 5


98%

Average: 4.71


December 2019Delaware City:Number of respondents: 31(27%)


Anger, Etc.) 10.5•Yes No

7

600 as - -

01 2 3 4 5


9400 Average: 3.90



22.5 --

• Yes • No

15 -

7.5 50

01 2 3 4 5


94

Average: 4.62


December 2019Big Walnut:Number of respondents: 14 (14%)


Anger, Etc.) 5.25Yes No

3.5 --

1.75

01 2 3 4 5


1 00”/o Average: 4.21


use Syntero’s Services if they80 needed help?60 Yes • No

40 -

20

01 2 3 4 5


100%

Average: 4.64


December 2019Buckeye Valley:Number of respondents: 30 (34%)


Anger, Etc.)10.5

Yes No

7

3.5

01 2 3 4 5


97% Average: 4.33



22.5Yes No

15

7.5

01 2 3 4 5


97%

Average: 4.83


December 2019Tomorrow Center:Number of respondents: 12 (29%)


Anger, Etc.) 6• Yes • No

4

8°~ 2 -

01 2 3 4 5


92% Average: 4.58


use Syntero’s Services if theyneeded help?

6 Yes • No

4

2

01 2 3 4 5


1OO%

Average: 4.50

Syntero School-Based

Client Satisfaction SurveyDecember 2019

Cardington-Lincoln:Number of respondents: 22 (31 %)


Anger, Etc.) 10.5• Yes • No

7

3.5

01 2 3 4 5


100% Average: 4.55


use Syntero’s Services if they20 --—————-------—•~--—---—-~ needed help?15 —-•--—--•---—-——~-~ • Yes • No

10 ——- —.

5

01 2 3 4 5


100%

Average: 4.82


December 2019Mt. Gilead:Number of respondents: 29 (51 %)


Anger, Etc.) 12 -.

• Yes • No8 - —

3% 4 -

01 2 3 4 5


Average: 4.17



22.5 Yes • No

15 --———~_____

7.5 7%

01 2 3 4 5


93%

Average: 4.69


December 2019Norlhmor:Number of respondents: 20 (42%)


Anger, Etc.)9

• Yes • No

6

3 —

01 2 3 4 5


10000 Average: 4.10



13.5• Yes • No

9

4.5

01 2 3 4 5


10000

Average: 4.85


December 2019Highland:Number of respondents: 8 (11 %)

Question 1: Is meeting with Question 2: How helpful is thisyour Syntero clinician helping service?you to better handle issues inyour life? (Anxiety, Depression, 5 -

Anger, Etc.) 3.75Yes • No

2.5

1.25

01 2 3 4 5


100% Average: 4.32


use Syntero’s Services if they8 needed help?6 • Yes • No

4 — —____ --

2 —.

01 2 3 4 5


100%

Average: 5.00

Syntero School-Based Service Interaction

4

6

5

11

Out of County Students Receiving Services in Delaware/Morrow Schools

Franklin Knox Union Madison Richland

3

2

9

2

3

1

4

31

In County Students Receiving Services in Dublin City Schools

Chapman Elementary Davis Middle Grizzell Middle Indian Run Jerome High Karrer Middle Pinney Elementary Scioto High Scottish Corners

28 Students Total

17 Students Total

february 11, 2020 amy hill, associate director rhianna ......executive director x x x 7. fy 2020 mid...

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