August 2011August 2012
Wraparound Orange
Strategic Plan
Table of Contents
Introduction ..................................................................................................................................... 3
Background and Summary .............................................................................................................. 4
Strategic Direction .......................................................................................................................... 5
Goals ........................................................................................................................................... 5
Organization of the Strategic Plan .................................................................................................. 6
The Five Year Vision of the Wraparound Orange Project ............................................................. 6
Short-Term Goals........................................................................................................................ 6
Long-Term Goals ........................................................................................................................ 6
Underlying Assumptions ................................................................................................................ 8
SWOT Analysis .............................................................................................................................. 8
Strategic Action Plan…………………………………………………………………………….11
Introduction
The Health Council of East Central Florida and the Wraparound Orange Management Team
completed the development of the initial strategic plan in August, 2010. It provides Wraparound
Orange with a roadmap for supports, services and organizational development. The Central
Receiving Center Governing Board will review progress quarterly and will review and update
the plan annually as needed. Wraparound Orange Committees each share responsibility in the
update of goals and activities to continually further project activities. The Wraparound Orange
project is funded through a grant by the United States Substance Abuse and Mental Health
Services Administration (SAMHSA).
This plan was developed with broad involvement and guidance from the Wraparound Orange
committee members, notably the Management Team. The Management Team is comprised of
approximately 50 members, including service providers, family members, a youth member,
private sector members and other vested stakeholders in Wraparound Orange’s activities.
This Strategic Plan has been update in August, 2011 to guide the process in upcoming years.
Activities that were completed are indicated on the original plan and have been removed. The
plan covers August 1, 2011 to August 1, 2012.
Background and Summary
In October 2009, Orange County Government, Family and Youth Services Division, received $9
million from the Substance Abuse and Mental Health Service Administration (SAMHSA),
Children’s Mental Health Initiative, to create “a comprehensive spectrum of mental health and
other necessary services which are organized into a coordinated network to meet the multiple and
changing needs of children and adolescents with serious emotional disturbances and their
families” (Stroul & Friedman, 1986). This system of care, known as Wraparound Orange, is in
line with Orange County’s vision of a community characterized by “Empowered and Resilient
Children and Families” and its mission in “Providing the Safety Net for Children and Families in
Orange County.” Orange County Government worked diligently to educate the community
regarding the needed system of care and garner the necessary support of key stakeholders for
Wraparound Orange. A coordinated and comprehensive system of care will eliminate
duplication of services, increase capacity in the system and provide increased access to needed
services.
The CRC Governing Board is the responsible entity for working to garner change and create
supportive networks within the system of care framework. Under the oversight of the CRC
Governing Board, the Wraparound Orange Management Team has been assembled with key
stakeholders, representing organizational leadership, family members and project staff. The
Management Team serves to provide leadership and support to the system change initiative.
The Implementation Team has been assembled from key community stakeholders to support
transformation of the system of care. The Implementation Team members were key contributors
to the development of the comprehensive strategic plan that focuses on the creation of integrated,
cross-agency, culturally and linguistically competent, Family and Youth-driven processes. To
facilitate the work of the Implementation Team, various committees and workgroups have been
established that include family and youth representation to facilitate system of care
transformation. The committees and groups are listed along with a brief description of the
responsibilities:
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Clinical Committee – Manage all of the working groups and provide the overall
clinical oversight to the project.
o Wraparound Workgroup – Develop and implement the Wraparound Model
along with necessary trainings.
o Evidenced Based Practice Workgroup – Research and choose a list of
evidenced based screening/assessment tools and specific therapeutic practices
to be used in the project.
o Service Delivery Workgroup – Develop the service delivery model including
work flow and policies and procedures.
Cultural and Linguistic Competency Committee – Provide oversight to the
assessment of the cultural and linguistic competency of community providers and
develop a cultural and linguistic competency plan.
Evaluation Advisory Board Committee – Oversee all evaluation activities.
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Family and Youth Voice Committee – Provide feedback and oversight to all other
committees and work to establish a family network through the Federation of
Families chapter.
Finance and Sustainment Committee – Establish a financing plan for both the project
and long-term sustainment.
Social Marketing Committee – Complete development of the Logic Model and
develop the social marketing plan to educate others on the importance of mental
health care and the activities of the project.
Strategic Direction
The strategic direction and goals included in this plan are Wraparound Orange’s response to its
understanding of the challenges facing families and youth struggling with severe emotional
disturbances, and current opportunities and challenges for changing the ways services are offered
in the community.
The five-year period of the strategic plan will be a time of assessing and deepening Wraparound
Orange’s approaches to its work. Concurrently, Wraparound Orange will take more of a
leadership role in working with a broader array of community resources.
Goals
Over the next five years, the following goals for Wraparound Orange will guide our response to
children’s mental health services and support services to the family members in Orange County.
These goals provide a roadmap for fulfilling the strategic direction.
1. The community will operate and sustain a family driven and youth guided system of care
that meets the needs of each youth and family and includes the continued development
and expansion of the Wraparound Orange service delivery system.
2. Youth and families will receive culturally and linguistically competent services within
the system of care.
3. The use of evidence-based practices while maintaining high fidelity will be expanded
across the community based on the needs of youth and families enrolled in Wraparound.
4. Information and resources will be efficiently utilized and shared.
5. Funding for children’s services will be integrated and allocated based on the individual
needs of the youth and families and the system of care framework will be adopted and
financially sustained as a community-wide service model.
6. Effective evaluation and continuous quality management will be used to inform decisions
and improve the overall system of care and services.
7. The social marketing efforts will raise the community-wide awareness about children’s
mental/behavioral health and the system of care values, accessibility, and impact on the
community and will reduce the stigma of mental health across the community.
Organization of the Strategic Plan
As previously noted, this strategic plan is intended to be a management tool for Wraparound
Orange. This plan has two purposes. First, it presents the most comprehensive compilation of the
plan and its component parts. It is a record of the strategic planning process and the decisions
reached by the Central Receiving Center and Management Team. Second, it is a reference guide
for strategic planning. At the beginning of each section a box includes a definition of the
component part.
Vision
A community of resilient youth and families well equipped to deal with the stressors of life and enjoy
empowered, independent, healthy and productive lives.
The Five Year Vision of the Wraparound Orange Project
We envision a community where children and families are able to access the services they need,
whether they be mental health, scholastic, employment, athletic, and/or physical health in a
seamless manner. The ultimate goal is for the youth and families to lead happy lives, utilizing
their strengths to achieve stability and personal satisfaction.
Short-Term Goals
The short-term goals of the Wraparound project unfold through various paths. One such goal is
to engage stakeholders, Family and Youth members who demonstrate the desire and
commitment necessary to see our vision through to its completion. Another is to develop
effective ways to share information and funding within the system of care to begin breaking
down barriers among providers, youth, and families. A third short-term goal is to identify the
youth and families in most need of help.
Long-Term Goals
By the sixth year of the grant, 3,500 children (the projected unmet need) will be screened for
eligibility and a minimum of 1,000 children will be enrolled and served over the life of the grant.
Wraparound Orange intends to serve an average of 200 children each year. It is expected that
nearly every child enrolled in the system of care project will be provided with crisis intervention,
in-home or community-based counseling and care management as core services, typically needed
by children with a serious emotional disturbance.
The project will strive to eliminate racial, ethnic, geographic, cultural and socioeconomic
disparities in healthcare services by tailoring services to reflect the cultural needs of the families.
Wraparound Orange seeks for its youth and families to achieve in each domain of their lives,
whether it is at school, the workplace, or their community. The project desires to empower youth
and families to exercise their rights to obtain the care and assistance they need in order to be
happy and productive citizens.
Wraparound Orange plans to position itself so that our efforts will continue long after federal
funding has ceased. We want the Wraparound Orange model to serve as the way youth and
families get the help they need in Central Florida.
Mission
Wraparound Orange facilitates a family-driven, youth-guided and
culturally competent system of care for those youth
with social, emotional and behavioral health challenges and their families.
Wraparound Orange is modeled after the System of Care philosophy. A system of care is a
coordinated network of community-based services and supports that are organized to meet the
challenges of children and youth with serious mental health needs and their families. Families
and youth work in partnership with public and private organizations to design mental health
services and supports that are effective, that build on the strengths of individuals, and that
address each person's cultural and linguistic needs. A system of care supports children, youth and
families to higher functioning at home, in school, within the community and throughout life.
Values
Family Driven, Youth Guided, Culturally and Linguistically Competent,
Strengths-based, Individualized, Integrated, Comprehensive,
Competent, Respectful, Outcomes based, and Evidenced based.
The following core operating values influence the culture and public image of the Wraparound
Orange Project as an effective community-based entity serving youth with a Severe Emotional
Disturbance and their families.
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Family Driven – families have the primary decision-making role in the care of their own
children and in the policies and procedures for governing care for all children in their
community.
Youth Guided – Youth have the right to be empowered, educated and given a decisionmaking role in their own care and in the establishment of policies and procedures for
governing care for all children in their community.
Culturally and Linguistically Competent - Youth and families receive services,
supports and interventions designed to meet their specific cultural and linguistic needs.
Strengths-based - Youth and their families have all the strengths and resources needed
for their own empowerment. A plan for serving them is based on maximizing their
strengths, rather than focusing on their weaknesses.
Individualized – Youth and families are entitled to receiving the services and supports
that build upon their individual strengths and needs while incorporating all of their
natural supports.
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Integrated – Services and Supports are intertwined to achieve maximum benefit.
Comprehensive – A wide array of services and supports are available to enhance the
natural strengths and resources of youth and their families.
Competent – Services are delivered in a highly qualified manner and the system exhibits
a very wide range of abilities and knowledge.
Respectful – There is a positive feeling of esteem for youth and their families and this is
apparent in conduct and in policies and procedures governing care.
Outcomes Based – Service delivery is based on the achievement of specific results that
can be measured.
Evidence – Based - Services that have an empirical foundation for success are used to
the greatest extent possible.
Underlying Assumptions
This is a set of beliefs about what frames Wraparound Orange’s work. Underlying assumptions
inform work or why we choose to tackle problems or issues in a certain way.
Wraparound Orange believes that:
1. Youth and families are capable of making decisions about what will best meet their
needs.
2. Youth and families are resilient and have the strengths necessary to succeed.
3. Fidelity to the Wraparound Model and System of Care values is imperative in achieving
our goals.
4. Promoting cultural and linguistic competence best addresses the needs of youth and their
families.
5. Service providers are responsive to the unique needs of each Family and Youth.
6. Service providers utilize a family-centered approach.
7. There should be “no wrong door” when accessing services.
8. Education on mental health issues in the community reduces stigma.
9. Evaluation and continuous quality management are critical components in assessing and
improving the system of care.
10. Sharing data across providers reduces duplication of efforts and accelerates the provision
of service delivery.
11. Financial sustainability is tantamount to the success of our efforts.
12. Finances should not serve as a barrier to service delivery.
13. To obtain efficiency, financial resources should be blended and leveraged.
14. The community must be active in the design, implementation, and evaluation of our
efforts.
SWOT Analysis
The following is a brief summary of strengths, weaknesses, opportunities and threats (SWOT)
highlighted by the Wraparound Orange Management Team, committees and family members.
The SWOT analysis is intended to orient us in our work plan activities and sensitize us to our
underlying assumptions. Strengths are internal characteristics, qualities, and capacities that are
doing well and are part of the reason the organization’s accomplishments. Weaknesses are
internal qualities that need to be improved. Opportunities refer to external activities or trends
that the organization may benefit from, connect with or take advantage of to grow or enhance its
performance. Threats are external activities or trends that threaten the current and future success
of the organization.
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Strengths
Multiple provider agencies that are
currently part of the system
Extensive training available across the
community
Tri-County SEDNET-Multiagency
Network for Students with Emotional
Disabilities (SEDNET)
Multiagency teams currently exist
Support from University of Central Florida
and its resources
Past experience collaborating (successful
models such as Primary Care Access
Network and the Central Receiving Center)
Media/social marketing through Orange
County Government/Youth & Family
Services
Weaknesses
Duplication of services
Not enough specialty providers/services
Complex funding system, under insured
families
Lack of knowledge of what exists, no
coordination of resource information
Entry into the system is not coordinated
and is confusing
Families don’t always feel they receive
quality services or do not feel they are a
priority within the system
Need additional mental health services and
supports within the delinquency and
dependency systems
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Opportunities
Reduce redundancy
Embedding services within the schools and
providing services within neighborhoods
(e.g., Community School, Evans Project)
State and County alignment across systems
(e.g., child welfare and juvenile justice)
Early identification and intervention
Expand cultural competency in service
delivery
Increase capacity and access, “no wrong
door”
“Family directed” over just “family
involved”
Build peer and family network
Mental health parity
Healthcare reform
Threats
Bad economy and poor budgets
Insurance difficult to navigate, complicated
with varying rules and narrow eligibility
criteria
Changes in State and local leadership
Need diagnosis to receive treatment
0-5 years of age early diagnosis is minimal
Fear, denial and stigma related to mental
health
Executive Summary Updates
Wraparound Orange is modeled after the System of Care philosophy. A system of care is
a coordinated network of community-based services and supports that are organized to
meet the challenges of children and youth with serious mental health needs and their
families. Families and youth work in partnership with public and private organizations to
design mental health services and supports that are effective, that build on the strengths
of individuals, and that address each person's cultural and linguistic needs. A system of
care helps children, youth and families function better at home, in school, in the
community and throughout life. The Strategic Plan Action Plan replaces the original plan
with the following:
Strategic Plan Action Plan
August 2011 to August 2012
Version 2.0
Goal 1: The community will operate and sustain a family driven and youth guided system of care that meets the needs of each youth and
family and includes the continued development and expansion of the Wraparound Orange service delivery system.
Overall Objective: Continued development, implementation and expansion of a service delivery system for Wraparound Orange that incorporates the
Wraparound Delivery model and System of Care principles with expansion across the community. This system will be easy to navigate with a “no wrong
door” approach for youth struggling with a severe emotional disturbance and their families. Multiple committees will work in collaboration to develop
expansion protocols for wraparound service delivery. The community will see an increase in timely and appropriate services for youth and their families
and will see improved clinical outcomes.
Strategy
1-1.
Complete new
contracts for the
addition of enough
wraparound staff
to serve 200
families in year 3.
Action Steps
Expand the current
contracts to add an
additional 6 Wraparound
Specialist and 4 Family
Partners.
Who’s Responsible
PD, Clinical Director, and
Lead Wrap Specialist
Due By
August 2011
Outcomes
Hiring and Training of New
staff
Develop and post an RFP
for the addition of multiple
agencies and staff to have
the ability to provide
services to a total of 200
families in year 3.
Provide Mandatory
Training to all staff as
identified in Wraparound
Orange Procedures;
Training Plan.
PI, PD, Clinical Director
and Procurement
Committee.
October 2011 is posting of
RFP and January 2012 is
hiring of new staff.
Posting of RFP and Hiring
of New staff.
PD, Contracted Trainer,
Evaluation staff and CLC
Coordinator.
Ongoing
All staff meet Annual
Training Requirements
Provide community
members with
opportunities to participate
in Wraparound and
System of Care trainings
(case managers,
therapists, school
personnel, etc.)
PD, Contracted Trainer,
Evaluation staff and CLC
Coordinator.
Ongoing
Community providers
receive training in System
of Care and
Wraparound.
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Strategy
1.2 Maintain a Governance
structure that supports
family and youth voice.
Conduct the Wraparound
Fidelity Index to assess
fidelity to the Wraparound
model.
Conduct follow-up training
with Wraparound staff
based on results of the
WFI.
Ensure that family partners
meet eligibility for Florida
State Certification as a
family peer specialist.
Provide the necessary
training and service
delivery standards to enroll
all family partners in the
certification process.
Update functions, policies,
and procedures as needed
for the wraparound
model’s implementation
Continue to enroll youth
and families until a
minimum of 200 families
per year are served.
Expand wraparound model
and implementation into a
broader provider network,
with the goal of
implementing communitywide.
Evaluation Team
Quarterly
PD, Wraparound
supervisors, Clinical
Director, Lead Wrap
Specialist
Clinical Director, Lead
Wrap Specialist
As needed
December 2012
Ensure System of Care
competence. Family
partners are certified.
Clinical Director, Lead
Wrap Specialist
December 2012
Ensure System of Care
competence. Family
partners are certified.
PD, Clinical Committee,
Lead Wrap Specialist
Ongoing
Policies are changed to
reflect the needs of the
families & project.
Provider network
Ongoing
200 youth and families per
year are served.
All stakeholders
Ongoing
The Orange County
community has adopted
System of Care.
Action Steps
Ensure every committee
meeting has a minimum of
2 family members in
attendance, with the
ultimate goal of 20% of
family members.
Who’s Responsible
Project Staff
Due By
Ongoing – August 2012
Outcomes
20% of every committee is
comprised of family
members.
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Wraparound will be
practiced in the community
with high-fidelity to the
model.
High-fidelity use of
Wraparound
Strategy
1.3 Maintain a local
Federation of Families
chapter in collaboration
with Osceola and
Seminole County
Conduct one family
support group for
parents/guardians on a
monthly basis.
Conduct monthly youth
group meetings for the
Y.E.S. and Y.E.
S.I.T group members
Implement a training
program for both youth and
parents to promote
leadership and advocacy
skills
Family Members
(Federation), Lead Family
Contact and Youth
Coordinator
Family Members
(Federation), Lead Family
Contact and Youth
Coordinator
Family Members
(Federation), Lead Family
Contact and Youth
Coordinator
Ongoing
Monthly support group
meetings
Ongoing
Monthly group meetings
for youth
March 2012
Parents and Youth receive
leadership and advocacy
training.
Action Steps
Obtain 501c3
Status
Who’s Responsible
Lead Family Contacts
Due By
November 2011
Hire an Executive Director
PD and Federation Board
November 2011
Outcomes
Central Florida has an
established Federation
chapter
The Federation has an
Executive Director
The Federation has an
established Board.
Build a solid board of a
Federation Board,
minimum of 12 members that Executive
represent the interests of all Director
3 counties
Contribute financial
PD, Management Team
assistance to the
Federation chapter by
entering into a contract
with CBC Central Florida,
the fiscal agent.
January 2012
October 2011
The Federation has a
budget approved by the
board.
Conduct monthly
Federation of Family
Meetings in Orange
County.
Recruit family members
through quarterly outreach
events.
Federation of Families, PD
October 2011
FOF meetings monthly in
Orange County.
Project staff and
Federation Board
Ongoing
Quarterly outreach events.
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Conduct Quarterly family
Evaluation Team
perception studies to assess
and obtain ongoing
feedback regarding the
system.
Strategy
1-4. Continued
development and
expansion of a coordinated
and cohesive delivery
model with a “no wrong
door” approach.
Ongoing, 4 times per year,
once each quarter
Quarterly family surveys
Action Steps
Establish an Oversight and
Advisory Team to develop
a model for centralized
intake for youth involved in
the mental health system.
Who’s Responsible
PI, Children’s Central
Receiving Center Team.
Due By
August 2011
Outcomes
Establish a Team
Invite youth and families to
attend committee and
team meetings.
PD and Project staff
Ongoing
The team is comprised of a
minimum of 2-5 family
members.
Develop and implement a
communication network to
coordinate referral
processes to other service
providers.
Develop a plan, solve issues
and implement community
shared system forms (intake
assessment and paperwork,
Family Care Plan and
Release of Information).
PI, Children’s Central
Receiving Center Team.
May 2012
Coordinated referral
processes are completed
and in use.
Implementation Team and
Clinical Committee
June 2012
Shared Forms are being
used by multiple
community providers, for
one family one plan model.
Monitor process through
client satisfaction surveys
and provider surveys and
revise as needed.
Evaluation Team
Quarterly, beginning
October 2012
Satisfaction survey scores
are a 7.0 or higher on a 9
point Likert scale.
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Strategy
1-5. Enhance the service
delivery model across the
community.
Update Memorandum of
Agreements (if contracts
not in place) that clearly
defines roles,
responsibilities in system
of care and wraparound
collaboration.
PD and Project staff.
January 2012
Updated Memorandum of
Agreements with System
Partners
Action Steps
Increase the use of
discretionary funding to
assist families with needs
that are not met, such as
transportation, funding for
rent, utilities, etc., using a
cross-agency,
collaborative approach.
Design key clinical service
delivery; including case
management, respite,
mentoring, mobile crisis
response and crisis
hotlines.
Provide mental health
overlay and support to
natural, community
resources used by youth
and families (summer
camp, after-school
activities, etc.) for the
purpose of keeping youth
in the natural environment.
Who’s Responsible
Management Team, CRC
Board
Due By
Ongoing
Outcomes
Families have access to
discretionary funds in order
to meet their needs.
Project Director and Staff
Ongoing
Families have access to
the formal services they
need.
Family and Youth Voice
Ongoing
Families have access to the
informal services they need.
Update the processes,
procedures, and flow for
service delivery to increase
access.
Clinical Committee
Ongoing
Procedures are changed to
meet the needs of families.
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Goal 2: Youth and families will receive culturally and linguistically competent services within the system of care.
Overall Objective:
See Cultural and Linguistic Competency Plan
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Goal 3: The use of Evidenced-Based practices while maintaining high fidelity will be expanded across the community based on the needs of
youth and families enrolled in Wraparound Orange.
Overall Objective: Families are offered high-quality & effective services validated by empirical research.
Strategy
3-1. Expand the use of
Evidenced Based
Practices in the
community.
Action Steps
Expand the use of the
Achenbach assessment to
include all of the DJJ
diversion programs.
Who’s Responsible
PI and PD
Due By
June 2012
Monitor the need for
additional evidenced
based practices in the
community based on the
needs of the youth and
families enrolled in
Wraparound Orange.
Recruit additional service
providers to meet needs.
Clinical Committee and
contracted wraparound
staff.
August 2012
Management Team
OngoingAs needed
Implement TraumaInformed Care by training
all Wraparound contracted
staff in the model.
Provide the UCF case
management certification
program participants with a
2 hour overview of SOC
and Wraparound.
PD and Youth and Family
Services Trainers
Ongoing, 2 times per year
PD
Ongoing, 1 time per class
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Outcomes
Youth entering the DJJ
system and enrolled in
diversion programs will be
screened for symptoms of
a mental health disorder
and given appropriate
referrals.
Determine the need for
additional evidenced
based practices in the
community.
Ensure that families have
access to the services they
need.
All Wraparound staff will
be trained in principles of
Trauma-Informed Care.
All newly certified case
managers will know how to
access Wraparound
Orange services and will
be knowledgeable about
SOC values.
Conduct the Wraparound
Fidelity Index to assess
fidelity to the Wraparound
model.
Conduct follow-up training
with Wraparound staff
based on results of the
WFI.
Evaluation Team
Twice per year
PD, Wraparound
supervisors, Clinical
Director, Lead Wrap
Specialist
As needed
Wraparound will be
practiced in the community
with high-fidelity to the
model.
High-fidelity use of
Wraparound
Goal 4: Information and resources will be efficiently utilized and shared.
Overall Objective: The duplication of services, especially the gathering of information will be reduced. Agencies will be able to share
pertinent information. The goal of “One Family One Plan” will be accomplished.
Strategy
4-1. Implement the use of
a shared data
management system for
community providers in
collaboration with CBC of
Central Florida
Action Steps
Establish a Data Mgmt
Committee in collaboration
with CBC Central Florida.
Assess data management
systems of current
providers.
Report findings to
management team.
Contract with a
management information
system consultant.
Develop and post a
procurement bid.
Contract with the vendor
established by the
procurement process.
Train contractual partners.
Implement the use of the
Community-wide
Management Information
System.
Who’s Responsible
PI
Due By
October 2011
Outcomes
Established Committee
MIS Committee
January 2012
Written assessment
MIS Committee
February 2012
PD
February 2012
Mgmt Team approves
assessment and plan
MIS consultant hired
PD and MIS consultant
March 2012
RFP posted
PD
April 2012
Contract Completed
MIS vendor
MIS vendor
June 2012
August 2012
Staff trained
MIS implemented
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Strategy
4-2. Develop capacity for
sharing information
amongst providers.
Action Steps
Develop MoU’s amongst
service providers for the
sharing of information
Who’s Responsible
MIS committee and
Management Team
Due By
February 2012
Outcomes
MoU’s in place.
Develop an information
sharing plan that is
compliant with various
accreditation standards as
well as HIPPA regulations
MIS committee and
Management Team
March 2012
Information sharing plan is
completed.
Develop capacity with the
community-wide MIS to
share data.
MIS Vendor and
Management Team
June 2012
MIS allows sharing of data
Develop information
sharing protocols
MIS committee and
Management Team
June 2012
Information sharing
protocols are approved for
use.
Begin the sharing of
information.
Project partners
August 2012
Community partners are
able to share information.
Goal 5: Funding for children’s services will be integrated and allocated based on the individual needs of youth and families and the system of
care framework will be adopted and financially sustained as a community-wide service model.
Overall Objective: Develop and execute a plan designed obtain the necessary match contributions to continue Wraparound Orange activities after the
end of the grant period.
Strategy
5-1. Obtain the necessary
in-kind and match
contributions to support all
grant activities.
Action Steps
Discuss different options
for use of in-kind match
options with partners and
stakeholders.
Who’s Responsible
PI and PD
Due By
Ongoing
Outcomes
Match opportunities are
captured.
Assist with on-going
facilitation of Finance and
Sustainability Committee.
PI and PD
Ongoing
Ongoing exchange of
information between
committees to enhance
project outcomes.
18
Strategy
5-2. Develop and
implement financial
sustainability efforts within
the overall financing plan
Strategy
5-3. Obtain corporate
sponsorship for various
initiatives for
Wraparound Orange.
Report to the CRC
Governing Board and the
Management Team the
status of funds obtained
and ongoing needs.
PI and PD
CRC – 2 times per year
Management Team quarterly
Solicit feedback and ideas
from the Governance
Structure.
Action Steps
Collectively seek and
coordinate funding
opportunities that address
gaps and enhance project
activities.
Who’s Responsible
Mgmt Team, PI
Due By
Ongoing
Outcomes
Develop infrastructure for
sustainment.
Identify funding sources
which are temporary and
develop plans to replace
them with sustainable
funding.
Apply for local, state or
federal grants to enhance
service delivery.
Mgmt Team, PI, PD
Ongoing
New sources will be
identified.
All
Ongoing
Expand/improve service
delivery to enhance
community reach.
Incorporate utilization and
cost evaluations into the
project to support decision
making and
collect/maintain support for
the project.
Work with the provider
network to monitor if their
participation in the system
of care is financially viable
on a long-term basis.
Mgmt Team, CRC
Governing Board
Ongoing
Demonstrate Wraparound
Orange Fiscal efficiency.
Mgmt Team
Ongoing
Assess Wraparound
Orange Sustainability.
Action Steps
Who’s Responsible
Due By
Ongoing
Outcomes
Demonstrated financial
sustainment of System of
Care.
See Social Marketing Plan
Strategies 7.1-7.5
19
Strategy
5-4. Advance Medicaid
Reform in the state of
Florida to expand the array
of services for children’s
mental health.
Action Steps
Continue to dialogue with
the State Children’s mental
health director and
Medicaid director at
AHCA about System of
Care
Discuss different options at
the local, regional and
state level for
blending/braiding funds.
Collaborate with current
grantee communities and
prior grantee communities
to establish a plan of
action for Medicaid reform
Collaborate with the
Orange County Mayor and
her staff about future
financial sustainment of
the project.
Empower the Federation of
Families to
vocalize/advocate for the
inclusion of peer-to-peer
support and wraparound in
the State Medicaid plan
Forge an alliance with
other county
consumer/family run
organizations; NAMI and
MHA as part of a reform
plan.
Establish points of contact
with all the Medicaid
managed care entities in
the county and advocate
for the inclusion of a wider
array of services.
Who’s Responsible
PI and Finance Committee
Due By
Ongoing
Outcomes
Collaboration with state
level
PI and Finance Committee
Ongoing
Plan of action for alternate
funding models.
PI and Finance Committee
Ongoing
Legislative platform across
the state.
PI
Ongoing
County level support is
established.
PI, PD, Mgmt Team,
Federation of Families
Ongoing
Families have a voice at all
levels of government.
PI, PD, Mgmt Team,
Federation of Families
Ongoing
Increased collaboration.
PI and Finance Committee
January 2012
Increased collaboration.
20
Strategy
5-5. Obtain reinvestment
dollars from other systems
including the Department
of Juvenile Justice,
Substance abuse and
Mental Health, Child
Welfare and Special
Education.
Create and implement an
action plan for policy
change.
PI and Finance Committee
Ongoing
Medicaid includes a wider
array of services.
Monitor reform activities in
the legislature and become
involved in the discussion
when feasible.
PI and Finance Committee
Ongoing
Medicaid includes a wider
array of services.
Action Steps
Identify reinvestment
options for monetary
savings achieved from
other systems.
Implement a MoU with DJJ
to obtain a portion of
dollars diverted from the
Juvenile Detention Center
as a reinvestment to this
project.
Who’s Responsible
PI and Finance Committee
Due By
June 2012
Outcomes
Money reinvested from JJ
to Children’s Mental
Health.
PI & PD
June 2012
Money reinvested from JJ
to Children’s Mental
Health.
Goal 6: Effective Evaluation and continuous quality management will be used to inform decisions and improve the overall system of care and
services.
Overall Objective: Develop and execute a continuous quality management plan that provides feedback and suggestions to improve services
across all spectra of systems of care.
Strategy
6-1. Identify and implement
continuous quality
management plan.
Action Steps
Research various CQM
activities across other
System of Care grantees.
Who’s Responsible
Evaluation Team and
Grant staff.
Due By
March 2012
Outcomes
Completed CQM Plan.
Identify potential CQM
activities.
Solicit CQM activities from
various teams and
committees.
Evaluation Team and
Grant staff.
Evaluation Team and
Grant staff.
March 2012
Completed CQM Plan.
March 2012
Completed CQM Plan.
21
Strategy
6-2. Monitor
implementation efforts
toward continual
improvement.
Implement CQM activities.
Evaluation Team and
Grant staff.
April 2012
Completed CQM Plan.
Report on CQM activities
on quarterly basis.
Evaluation Team and
Grant staff.
Ongoing
Completed CQM Plan.
Request Technical
Assistance as needed.
Evaluation Team and
Grant staff.
Ongoing
Completed CQM Plan.
Action Steps
Continue to Identify
process and outcome
indicators.
Who’s Responsible
Evaluation Team and
Grant staff.
Due By
Ongoing
Outcomes
High fidelity use of EBP’S
Develop indicators to
measure processes and
outcomes.
Evaluation Team and
Grant staff.
Ongoing
Address strengths and
shortcomings.
Collect data (surveys,
interviews, focus groups,
etc.)
Evaluation Team and
Grant staff.
Ongoing
Address strengths and
shortcomings.
Analyze and report
findings to all relevant
stakeholders.
Evaluation Team and
Grant staff.
Ongoing
Educate stakeholders to
make informed decisions.
Make changes to improve
quality based on results
Evaluation Team and
Grant staff.
Ongoing
Utilizing data to adapt
system of care to fit family
& youth needs.
22
Strategy
6-3. Maintain Evaluation
Advisory Board.
Strategy
6-4. Conduct demographic
study.
Strategy
6-5. Conduct longitudinal
study.
Action Steps
Monitor/Review
requirements for
evaluations based on
SAMHSA.
Develop outcomes for local
evaluation, and follow
outcomes guidelines for
national evaluation.
Expand membership to
incorporate additional
partners along with family
members and youth.
Report findings on
quarterly basis to
SAMHSA, Evaluation
Advisory Board, and
Management Team.
Who’s Responsible
HCECF
Due By
Ongoing
HCECF
Ongoing
HCECF
Ongoing
HCECF
Ongoing
Action Steps
Meet with wraparound
specialists to discuss data
collection strategy.
Collect data from
wraparound specialist via
fax and input data.
Report findings on
quarterly basis to
SAMHSA, Evaluation
Advisory Board, and
Management Team.
Who’s Responsible
HCECF
Due By
Ongoing
HCECF
Ongoing
HCECF
Ongoing
Action Steps
Collect, manage, and
submit longitudinal data to
ICF Macro.
Who’s Responsible
HCECF
Due By
Ongoing
23
Outcomes
Compliance with the
Cooperative Agreements
Research requirements.
Outcomes
Compliance with the
Cooperative Agreements
Research requirements.
Outcomes
Compliance with the
Cooperative Agreements
Research requirements.
Strategy
6-6. Conduct Services and
Costs study.
Strategy
6-7. Conduct Family
Perception study.
Meet monthly with
evaluation staff and family
interviewers to
troubleshoot and train.
Report findings on monthly
basis to SAMHSA,
Evaluation Advisory Board,
and Management Team.
Modify data collection
process when necessary.
HCECF
Ongoing
HCECF
Ongoing
HCECF
Ongoing
Action Steps
Consult with evaluation
team, ICF Macro, and
System of Care sites on
best practices for collecting
services and costs data.
Develop business
associate agreements to
distribute to participating
service providers.
Work with evaluation team
website host to create a
portal to securely upload
data to and from
participating providers.
Who’s Responsible
HCECF
Due By
Year Two
HCECF
Year Two
HCECF
October 2011
Action Steps
Develop and submit IRB
proposal to Florida
Department of Juvenile
Justice.
Collect data in conjunction
with longitudinal study
families.
Who’s Responsible
HCECF
Due By
Year Two
HCECF
Ongoing
24
Outcomes
Compliance with the
Cooperative Agreements
Research requirements.
Outcomes
Compliance with the
Cooperative Agreements
Research requirements.
Strategy
6-8. Conduct local
evaluations.
Meet monthly with
evaluation staff and family
interviewers to
troubleshoot and train.
Report findings on monthly
basis to SAMHSA,
Evaluation Advisory Board,
and Management Team.
HCECF
Ongoing
HCECF
Ongoing
Action Steps
Develop outcomes for local
evaluation.
Solicit input from
evaluation advisory board
regarding potential local
evaluation study topics.
Develop local evaluation
outlines for years two and
three.
Who’s Responsible
HCECF
Due By
Year Two
HCECF
Ongoing
HCECF
Ongoing
Contact WFI
representatives for year
two local evaluation.
HCECF, PD
Ongoing
Outcomes
Compliance with the
Cooperative Agreements
Research requirements.
Goal 7: The social marketing effort will raise the community-wide awareness about children’s mental/behavioral health and the system of care
values, accessibility, and impact on the community and will reduce the stigma of mental health across the community.
Overall Objective: To develop a series of educational resources that will successfully communicate and educate the community about
Wraparound Orange system of care values and services, and engage citizens and stakeholders in supporting services and children’s mental
health.
Strategy
7-1. Engage families and
youth in the messaging
and methods for the social
marketing campaign.
Action Steps
Combine Social Marketing
and Family and Youth
Voice Committees on a
quarterly basis to further
evaluate and enhance
social marketing strategies
and messaging.
Who’s Responsible
Social Marketing, Family
and Youth Voice
25
Due By
Ongoing
Outcomes
Committees will consist of
20% of family members by
year end.
Strategy
7-2. Develop and conduct
a social marketing
campaign related to the
project.
Engage family and youth
advocacy organizations to
partner in messaging
development.
Disseminate messaging to
targeted audiences via
website, Facebook,
Youtube and Twitter
accounts.
Responsive service to
consumer comments,
questions, and concerns
will be provided.
Evaluate effectiveness of
messaging being
disseminated to
community by consumer
feedback.
Social Marketing, Family
and Youth Voice
Ongoing
Family and Youth Voice
captured in messaging.
Social Marketing, Family
and Youth Voice
Ongoing
200 hits per month,
beginning October, 2011.
SAMHSA grant staff
Ongoing
Social Marketing, Family
and Youth Voice
Quarterly, beginning
October 2011.
Customer satisfaction
scores in this area will be a
7.0 or higher on a 9 point
Likert scale.
Customer satisfaction
scores in this area will be a
7.0 or higher on a 9 point
Likert scale.
Action Steps
Explore possible
regional/statewide
collaborative marketing
efforts.
Who’s Responsible
Project Director, Liaison
Due By
Ongoing
Identify potential media
collaborators.
Social Marketing
Committee, PD & staff
Ongoing
Enter into formal
agreements/activities with
interested media
collaborators.
Social Marketing
Committee, PD & staff
Ongoing
26
Outcomes
Successful development
and integration of
educational messaging
and publications
throughout the state.
Successful collaborative
efforts with local media
resulting in effective media
news spots, interstitials
and event coverage.
Successful collaborative
efforts with local media
resulting in effective media
news spots, interstitials
and event coverage.
7-3. Explore effective
social marketing
techniques.
Collaborate with YES and
other youth to develop
“Say It Loud” YouTube Site
containing informative and
thought provoking
interstitials targeting youth.
Develop culturally and
linguistically appropriate
materials for social
marketing campaign.
Social Marketing
Committee, YES
Group
February 2012
Mental Health awareness
videos posted on social
media sites.
Social Marketing
Committee, PD & staff
February 2012
Proper education of SOC
and CMH to targeted
languages, demographics
and cultures.
Disseminate messaging
via various media & Social
Media Outlets.
Social Marketing
Ongoing
Assess whether campaign
reached intended target
audience via surveys,
collected media data and
Wraparound Orange
referrals (E.g., “How did
you hear about us?”).
Obtain approval for
materials and messaging
from appropriate
committees and teams.
Social Marketing
Ongoing
Social Marketing
Committee, PD & staff
Ongoing
Successful disbursement &
receipt of info through
Facebook page, Twitter
account, Widget/Gadget
Countdown timer and
YouTube site.
Successful monitoring &
collection of all media,
electronic and survey info
distributed & tracked
through SM sites, mailings
& viewership data
collection.
Consistent & Agreed upon
messaging throughout
respective committees,
mgmt & County Officials.
Develop materials for
Mental Illness Disability
Boards to be displayed at
OCPS.
Social Marketing
10/2011
Effective messaging in
school system.
Develop a plan to educate
the community regarding
Wraparound Orange’s
System of Care Values
Social Marketing Firm and
Committee
November 2011
SM education plan is
completed in various
formats (ppoint, etc.)
27
Strategy
7-4. Conduct outreach
activities geared toward
the various community and
targeted stakeholders.
Develop a comprehensive
social marketing plan to
educate the community
regarding the stigma
surrounding children’s
mental health issues and
to build supports, donors
and volunteers
Implement the social
marketing plan and
education plan utilizing all
aspects of media, public
relations, promotions,
events editorials, public
service announcements,
community programming,
and other identified
measures to raise
community awareness.
Create youth-oriented
promotional items.
Social Marketing Firm and
Committee
January 2012
Stigma reduction plan is
completed in various
formats.
Social Marketing Firm &
Committee
Ongoing
Successful campaign
strategies resulting in
educated and supportive
community
Social Marketing
Committee, PD & staff
February 2012
Successful collaboration
with YES & elevation of
youth voice in community.
Conduct meetings with
private sector business
members for the purpose
of engaging in partnerships
for future community
awareness activities and/or
contributions
Maintain/Update the
Wraparound Orange
website.
Management Team
Beginning October 2011
Successfully obtain
financial sustainment for
System of Care
Social Marketing
Committee, PD & staff
Quarterly
Successful education of
community on System of
Care and Children’s
Mental Health.
Action Steps
Engage families and youth
to identify, develop, and
implement effective
outreach activities.
Who’s Responsible
Social Marketing, Family
and Youth Voice
Due By
Ongoing
Outcomes
Family & Youth
participation in outreach
engagements & activities.
28
Develop outreach
materials.
Social Marketing
Committee, PD & staff,
Implementation Team
Social Marketing, Family
and Youth Voice
Ongoing
Create and distribute a
monthly newsletter that
provides information to
reduce stigma, provide
CLC information and give
updates to families and
community partners. Will
be distributed via email to
the community, posted on
website and mailed to
families.
Social Marketing, Family
Youth Voice
October 2011
Revamp our current family
brochure to allow for
insertion of “panels” of
information as needed for
particular audiences;
youth, school personnel,
LEO, etc.
Social Marketing
Committee, PD & staff,
Implementation Team
January 2012
Utilize emergent media
(Facebook, Twitter, etc.).
29
Ongoing
Successful education of
community and key
stakeholders.
Successful education of
community and more
specifically youth &
families with emphasis on
elevating youth voice.
Successful distribution of
System of Care
information.
Diversified messaging for
specific audiences.