Exhibit 1. Synopsis of Proposals/Proposal Summaries

Transcription

1 HCA ASR Page 1 of 10

2 HCA ASR Page 2 of 10

3 Legal Name: PROPOSAL SUMMARY REQUEST FOR PROPOSALS CRISIS PREVENTION HOTLINE SERVICES Didi Hirsch Mental Health Services Date Organization Established: 1944 Business Location: Culver City, California Current Related Services Length of Time in Business 1. Residential Mental Health Treatment Services 2. Suicide Prevention Services 3. Crisis Intervention Services 4. Substance Abuse Prevention Services 5. Residential Substance Abuse Services 6. Mental Health Prevention Services 7. Suicide Support Service 8. Peer Support Services 9. Employment Services Exhibit 1. Synopsis of Proposals/Proposal Summaries present present present present present present present 1996 present present Funding Sources: State-MHSA/Prop 63 and private donations. Current Operating Budget: $25,057,366 Location/Catchment Area Funding $ 18,150,979 $ 1,250,000 Donations $ 395,695 $ 3,221,052 $ 512,457 $ 100,000 $ 592,547 $ 376,000 Commencement of Requested Services Date Requested: 05/01/10 Date Proposed: 05/01/10 Start Up Costs/Time Funds Available: TBD Funds Requested: $23,890 YES x NO YES x NO Time Allowed: N/A Time Requested: N/A Agency Description/Financial Stability: The proposal included all required documents, forms, and financial statements. These materials raise no concerns about the organization's financial structure or administrative ability. Provider Experience/Qualifications: Didi Hirsch Mental Health Services (DHMHS) has five decades of experience in providing mental health and crisis prevention services. It is the oldest suicide prevention center in the nation and has served as a model for centers throughout the world. DHMHS demonstrated a thorough understanding of the needs of the target populations to be served including the intent of the services requested in the RFP. Their proposal established their scope of practice and has outlined a program that is comprehensive, sensitive, flexible and tuned to the specific needs of residents. It is clear that they consistently and continually use information, experience and data to shape their programs. This provider demonstrated a clear understanding of how to provide supportive services to callers, who are experiencing crisis or suicidal thoughts. A member of a nation-wide network of 141 crisis call centers, DHMHS is currently operating an active crisis hotline with demonstrated success serving Los Angeles County residents as well as those from surrounding counties including. Description of Services to be Provided: With five decades of experience, DHMHS transformed and breathed to life the basic crisis hotline framework outlined in the RFP. It proposed a multi-faceted but internally consistent program plan built upon years of experience combined with research and other related data. Thoroughly and systematically, it addressed all pertinent issues with supportive examples, data, research, and rationales for services from the moment a call comes into the hotline call center to what would transpire once the call is ended. Among the important issues addressed in the program plan were: (a) outreach; (b) training & supervision; (c) crisis assessment, evaluation, and management; (d) information and referral; as well as (e) productivity and outcomes. In its Outreach Plan, DHMHS clearly articulated and differentiated how similar or different its approaches would be in reaching out to various target populations. To achieve its goal and objectives, it recognized the importance of collaboration with appropriate entities to best meet the needs of its target populations. This foresight was reflected in its proposal of hiring one full-time Resource Coordinator, who will assist the agency in spreading its message of With Help Comes Hope to the targeted populations throughout. HCA ASR Page 3 of 10

4 Appropriately, its Training and Supervision Plan incorporate national standards, which involve an 8-week training class, two day training on suicide risk assessment and intervention, a one day shadowing of regular staff, silent monitoring of calls by supervisors, half an hour of weekly team meeting, one-on-one weekly support, and continuing education. DHMHS s training and supervision equips response staff with needed knowledge and skills to conduct crisis assessment, evaluation, and management. With caller s safety in mind, staff is trained to utilize everything at their disposal to develop people-centered and trauma-informed skills. The bidder s staff is provided with the standardized tools, clinical support, emergency protocols and procedures, as well as technology (i.e. call tracing or 911 activation) to bring about satisfactory outcomes for the callers. Another added safety feature that DHMHS has for its callers is its membership with a nation-wide network of 141 call centers, who would provide backup services if needed so that callers always could receive immediate attention to their needs. In order to be effective as a program, DHMHS recognized the importance of developing and maintaining an updated information and referral system. As a result, it demonstrated good understanding of resources and how the various systems work as evidenced by its organized list of resources based on types, categories, and needs. The proposals Productivity and Outcome section reflects mastery of the concept as evidenced by (a) choice of phone and database systems that aid in data collection and analysis; (b) proposal of reasonable and achievable productivity levels; (c) and implementation of Suicide Risk Assessment Standards established by the industry leader--the National Suicide Prevention Lifeline. Staffing The provider proposed a paid staffing plan comprised of one full-time Resource Coordinator and 1.68 FTE other administrative and direct service positions. Their staffing plan was based on the current number of calls coming from to Didi Hirsch s crisis hotline every year. Didi Hirsch Mental Health Services actively recruit and operate a successful volunteer program that includes those, who were directly or indirectly impacted by suicide to be trained first as volunteer staff then provide them with the opportunity to become paid staff. This valuable resource helped leverage program costs while affording volunteers the opportunity to give back to the community-- a win-win situation for both the volunteers and the agency. In fact, volunteers made up 86% of Didi Hirsch s workforce. In addition, 35% of their staff is bilingual and 75% have working knowledge regarding co-occurring disorders. Collectively, these figures illustrate Didi Hirsch Mental Health Services commitment to its participants by incorporating diversity, inclusion, and acceptance in its practices. Facility Description The provider proposed to use its currently established site in Culver City where its suicide prevention center is housed and operated out of. The proposed facility is geographically accessible to staff and others. Proposed Annual Costs: Proposed Costs Compared to Services: Administration: $ 92,599 Program: $ 145,395 Total Gross Costs: $ 237,994 Donations/In-Kind.$ (3,000) Total Net Cost: $ 234,994 Proposed program costs are appropriate for services, and start-up costs are reasonable and well thought out. Through negotiations, administrative (indirect), program and start-up costs will be modified to ensure the most cost effective services will be provided. Rating of Proposal: X 3 HCA ASR Page 4 of 10

5 PROPOSAL SUMMARY REQUEST FOR PROPOSALS CRISIS PREVENTION HOTLINE SERVICES Legal Name: Integrated Health Resources LLC, d/b/a Behavioral Health Link Date Organization Established: 1995 Current Operating Budget: $7,067,299 Business Location: Atlanta, Georgia Current Related Services Length of Time in Business Location/Catchment Area Funding Crisis and Access Line Mobile Crisis Substance Abuse and Mental Health Services 07/2003 to Present 7/2009 to Present 09/2009 to Present State of Georgia State of Georgia State of Georgia $1,291,285 $1,721,017 $ 57,000 Funding Sources: State-MHSA/Prop 63. Commencement of Requested Services Date Requested: 04/01/10 Date Proposed: 04/01/10 Start Up Costs/Time Funds Available: TBD Funds Requested: $100,094 YES x NO YES x NO Time Allowed: N/A Time Requested: N/A Agency Description/Financial Stability: The proposal included all required documents, forms, and financial statements. The materials raised no concerns about the organization's financial structure or administrative ability. Provider Experience/Qualifications: Behavioral Health Link (BHL) has experience in providing Hotline and Warmline services to people, who live in the southern region of the United States. The provider has government contracts for suicide prevention crisis services and related services to its community. It is also a participating member of the nation-wide network of more than 100 certified call centers that handle crisis calls coming through the National Suicide Prevention Lifeline, 24 hours a day, 7 day a week. Nevertheless, the panel questioned whether this provider could successfully deliver similar services because it did not provide sufficient evidence demonstrating its thorough understanding of the diverse and complex needs of the target populations to be served in as well as the intent of the services requested in the RFP. Description of Services to be Provided: BHL sufficiently addressed most of the pertinent elements required of a prospective crisis hotline provider; such as (a) training; (b) outreach; (c) crisis evaluation and management; and (d) information and referral. However, BHL provided baseless and insufficient responses to inquiries related to productivity and outcomes. For instance, it projected that its call center would be handling more than 35,000 calls from residents per year without giving the rationale for this very high number. Further, they did not address how change in participants specifically could be measured or propose an evidence-based tool to be used to measure such change; instead, they focused on how other programmatic components would be measured. Prominently, BHL exhibited a superficial understanding of the diverse and complex nature of the many target populations to be served and how various systems work as evidenced by (a) its inability to provide rationales for referrals to demonstrate its understanding of resources and (b) its lack of acknowledgement about the importance of having a workforce comprised of bilingual and bicultural staff, and who are volunteers. BHL s proposal indicated only 1% of their staff are bilingual and its program doesn t use volunteer or plan on doing so. HCA ASR Page 5 of 10

6 As far as supervision is concerned, BHL only mentioned that it would afford monthly support to its staff without specifying the amount of time and the format. The bidder was to address how they would differentiate crisis response to different target groups; BHL s proposal was a vague and generalized response while omitting any discussion about outreaching to some of the target groups. Staffing BHL proposed 7 paid, clinical and non-clinical positions for the program without any use of volunteers. It stated its corporate office would provide back up when surges occur on weekends. BHL s proposal indicated, respectively, only 1% each of its workforce are made up of bilingual, bicultural or multicultural staff, and staff, who are mental health or substance abuse consumers or family members of consumers. Based on these figures and staffing pattern, it would be a major challenge to deliver any meaningful and culturally appropriate crisis services, let alone an effective Suicide Prevention Network.. Facility Description The provider proposed to use a site in. The proposed facility is geographically accessible to staff and participants throughout the county. Proposed Annual Costs: Proposed Costs Compared to Services: Administration: $ 74,407 Program: $ 417,631 Total Gross Costs: $ 492,038 Rating of Proposal: 0 X Proposed program costs were not appropriate for Crisis Hotline services. The program costs were based on the premise of receiving both the Hotline and Warmline contracts HCA ASR Page 6 of 10

7 Legal Name: PROPOSAL SUMMARY REQUEST FOR PROPOSALS CRISIS PREVENTION HOTLINE SERVICES South Coast Community Services (SCCS) Date Organization Established: 1984 Business Location: Santa Ana, California Current Related Services Length of Time in Business 1. SSA & HCA Wraparound 2. SSA Foster Care 3. SSA Provider Network 4. HCA OC MH Outpatient Clinic 5. TAY Crisis Residential 6. Children s Mental Health Services 7. Mental Health Outpatient Funding Sources: State-MHSA/Prop 63. Exhibit 1. Synopsis of Proposals/Proposal Summaries 07/2007-present 07/2007-present 07/2007-present 2009-present 07/2009-present 12/2008-present 08/2009-present Current Operating Budget: $13,258,184 Location/Catchment Area Funding San Diego County San Bernardino County $ 2,500,000 $ 1,717,734 $ 70,000 $ 831,600 $ 1,383,350 $ 150,000 $ 60,000 Commencement of Requested Services Date Requested: 04/01/10 Date Proposed: 04/01/10 Start Up Costs/Time Funds Available: TBD Funds Requested: None YES x NO YES NO x Time Allowed: N/A Time Requested: N/A Agency Description/Financial Stability: The proposal included all required documents, forms, and financial statements. The materials raised no concerns about the organization's financial structure or administrative ability. Provider Experience/Qualifications: SCCS has to some extent comparable prior experience in providing direct, intensive full-scope crisis services since crisis management is a component of its mental health services to children, TAY, and families. It demonstrated an understanding of the needs of the target populations to be served and the intent of the services requested in the RFP. Nevertheless, it has never operated a hotline center before, an issue, which becomes more apparent when all criteria and factors that would affect participant outcomes were closely studied and evaluated. Description of Services to be Provided: South Coast Community Services (SCCS) excelled in its research and incorporation of nationally recognized standards, which resulted in a strong Crisis Prevention Hotline framework. This framework is demonstrated in several important components, including: (a) training and supervision; (b) outreach; (c) crisis evaluation and management as well as; (d) information and referral. Despite its efforts, SCCS s program design remains heavily clinically-based as evidenced by its high number of administrative/clinical supervising staff. While SCCS proposed it would recruit volunteers and then train them to become response staff, there is no follow-up elaboration as to what the training program would look like; how it would be similar/different than paid staff; how they d be supervised; and how volunteerism could potentially translate into future employment, which should be a natural progression for this type of program. Apparently, this valuable resource appeared to be a minor theme throughout the RFP. The proposal indicated that currently less than 15% of the SCCS staff are long term volunteers. Although there was discussion about a coordinated set of programs with the Warmline Network, neither the budget, the staffing, nor the services demonstrates any examples of economy of volume that might be expected from an agency that wishes to provide both programs. SCCS did not address how the community would benefit from having several services with one provider; even though it suggested the idea throughout its proposal. HCA ASR Page 7 of 10

8 The bidder did not clearly articulate outcomes and productivity of the program. The productivity figures provided in the productivity chart were inconsistent with the proposed staffing plan and the proposed instrument to be used for measuring change in participants was more applicable for Warmline than Hotline participants. Staffing SCCS proposed many paid staff; yet, didn t provide the staffing pattern or shift schedule as requested. The high number of clinical staff equates high program costs. The proposal was written based on the premise that it would be operating both Hotline and Warmline programs simultaneously. However, there exists no evidence of cost savings from combined programs. Facility Description The provider proposed to use their current site in. The proposed facility is geographically accessible to staff and participants throughout. Proposed Annual Costs: Administration: $ 126,624 Program: $ 844,162 Total Gross Costs: $ 970,786 Proposed Costs Compared to Services: Proposed program costs were not appropriate for services; the proposed program was extremely expensive for services being requested. Rating of Proposal: 0 X HCA ASR Page 8 of 10

9 PROPOSAL SUMMARY REQUEST FOR PROPOSALS CRISIS PREVENTION HOTLINE SERVICES Legal Name: People for Irvine Community Health, d/b/a Date Organization Established: Current Operating Budget: $1,087,987 Business Location: Irvine, California Current Related Services Length of Time in Business Location/Catchment Area Funding 1. OC Community Resources to Present $ 200,000 Funding Sources: State-MHSA/Prop 63. Commencement of Requested Services Date Requested: 04/10/10 Date Proposed: 04/01/10 Start Up Costs/Time Funds Available: TBD Funds Requested: $20,000 YES x NO YES x NO Time Allowed: N/A Time Requested: N/A Agency Description/Financial Stability: The proposal included all required documents, forms, and financial statements. The materials raised no concerns about the organization's financial structure or administrative ability. Provider Experience/Qualifications: 211 does not have any prior experience in providing full scope crisis related services. The bidder demonstrated its experience in recruiting, hiring, and maintaining bilingual staff. The bidder s proposal did not provide any evidence of experience in recruiting, hiring, and maintaining staff, who are volunteers or who have working knowledge regarding co-occurring disorders, which is one of the major components to providing successful Crisis Prevention Hotline Services. Description of Services to be Provided: 211 proposed service provisions that met the major criteria requested in the RFP such as (a) target populations to be served; (b) training; (c); outreach; (d) crisis evaluation and management; (e) caller s safety; and (f) information and referral. However, given the stressful nature of a crisis hotline, one would reasonably expect that 211 would provide ongoing support in terms of clinical supervision to its direct line staff to enhance their service delivery skills and provide emotional support. 211 did not sufficiently address the request for information regarding the amount of supervision it would provide to its direct line staff, whether it be on an individual or group basis. 211 also did not clearly articulate how its staff s productivity would be measured. Its productivity chart did not fit the needs of the program and was inconsistent with the proposed staffing plan. For instance, instead of projecting and reporting only an estimated number of crisis related calls per year as requested in the RFP, the bidder provided a figure representative of all types of calls that come through its phone system. This lack of differentiation would impact the assessment of performance outcomes. The proposal did not contain a tool that would sufficiently address how they would measure change in participants. 211 s lack of understanding about the importance of productivity and outcome measures would require major support from HCA. Staffing 211 proposed an acceptable number of staff to meet program needs. It proposed a daily schedule comprised of 3 shifts with each shift covered by at least 4 staff. However, 211 has no prior experience in recruiting, hiring, and maintaining qualified individuals as volunteers and those who have a working knowledge of callers with co-occurring disorders. This limits the effectiveness of the program and increases costs. HCA ASR Page 9 of 10

10 Facility Description Exhibit 1. Synopsis of Proposals/Proposal Summaries The provider proposed to use their current site in. The proposed facility is geographically accessible to staff and participants throughout. Proposed Annual Costs: Proposed Costs Compared to Services: Administration: $ 74,930 Program: $ 494,187 Total Gross Costs: $ 569,117 Proposed program costs were much higher when compared to services being offered by other proposals submitted. Rating of Proposal: 0 X HCA ASR Page 10 of 10