[PDF] - Top 5 To Expect in the next 3-5 years 1. Expecting less money PDF Document

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The Building Bridges Initiative (BBI):

Advancing Partnerships. Improving Lives.

South Carolina/Building Bridges Initiative Training Program Business Transformation Overview of the National Building Bridges Initiative (BBI) South Carolina/BBI Business Transformation Presented by: Lloyd Bullard, BBI Provider Exchange Coordinator May 9, 2018

Top 5 To Expect

*

in the next 3-5 years

1. Expecting less money from local, state and federal governments. 2. Service purchasers increasingly want to buy results and not services. 3. Emphasis on durable results that can be sustained for 6 – 12 months post-residential discharge. 4. Movement from child-centered to family-focused service delivery. 5. Faster moves toward permanency for children not returning home.

* From Tom Woll’s 40 Trends Report, January 2014

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Family First Legislation: What’s Coming?

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2 Many Compelling Reasons To Reduce Overreliance On Congregate Care.

Youth placed in congregate care are less likely to find permanent homes than those who live in family settings. Congregate care placements cost child welfare systems three to five times the amount of family-based placements, and for poorer outcomes. Current law requires that children be placed in the least restrictive setting possible while maintaining the child’s safety and health. Youth who live in institutional settings are at greater risk of developing physical, emotional, and behavioral problems

Rightsizing Congregate Care: A Powerful First Step in Transforming Child Welfare Systems, Annie E. Casey Foundation, 2000- http://www.aecf.org/resources/rightsizing-congregate-care/ Kids Count Data Snapshot on Foster Care Placement, Annie E. Casey Foundation, May 2011 – http://www.aecf.org/resources/kids-count-data- snapshot-on-foster-care-placement/ Dozier, M., Zenanah, C.H., Wallin, A.R., Shauffer, C., 2012, Institutional Care for Young Children: Review of Literature and Policy Implications – https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3600163/ Barth R.P., 2002 Institutions vs. Foster Homes: The Empirical base for a Century of Action (says “Debate” but article says “Action”) – https://bettercarenetwork.org/sites/default/files/Institutions%20vs%20Foster%20Homes.pdf

BBI Mission

Identify and promote practice and policy initiatives that will create strong and closely coordinated partnerships and collaborations between families, youth, community- and residentially-based treatment and service providers, advocates and policy makers to ensure that comprehensive services and supports are family-driven, youth-guided, strength-based, culturally and linguistically competent, individualized, evidence and practice-informed, and consistent with the research on sustained positive

utcomes.

BBI has MANY Partners, including:

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3 Endorse the BBI Joint Resolution

Go to BBI Web Site (www.buildingbridges4youth.org)
Read BBI Joint Resolution (JR)
E-mail Dr. Gary Blau (Gary.Blau@samhsa.hhs.gov) or

Beth Caldwell (bethcaldwell@roadrunner.com) that You Would Like to Endorse BBI JR

Be Put on List Serve to Receive BBI Newly Developed

Documents

Be First to be Invited to BBI Events

BBI Joint Resolution

Includes a commitment to: “…strive to eliminate coercion and coercive interventions (e.g., seclusion, restraint and aversive practices)…”

(http://www.buildingbridges4youth.org/sites/default/files BB-Joint-Resolution.pdf) Documents & articles to support field (including system of care communities), e.g.:

▫ Fiscal Strategies that Support the Building Bridges Initiative Principles ▫ Cultural and Linguistic Competence Guidelines for Residential Programs ▫ Handbook and Appendices for Hiring and Supporting Peer Youth Advocates ▫ Numerous documents translated into Spanish (e.g., SAT; Family and Youth Tip Sheets) ▫ Engage Us: A Guide Written by Families for Residential Providers ▫ Promoting Youth Engagement in Residential Settings

Go to BBI Website:

www.buildingbridges4youth.org

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BBI Web-Based Training Programs Available

https://theinstitute.umaryland.edu/onlinetraining/programcategory.cfm?ottype_id=30

Best Practices in the Use of Psychiatric Medications for Youth During

Residential Interventions (1.5 CEUs)

Cultural and Linguistic Competence (Part 1): Why Does it Matter? (2 CEUs)
Cultural and Linguistic Competence (Part 2): Implementation Strategies (2

CEUs)

Cultural and Linguistic Competence (Part 3): On a One-to-One Level (1.5

CEUs)

First Steps for Leaders in Residential Transformation (2 CEUs)
Including Family Partners on Your Team (2 CEUs)
Pre-hiring, Hiring, Supporting, and Supervising Youth Peer Advocates in

Residential Programs (2 CEUs)

Successful Strategies for Tracking Long-term Outcomes (1 CEU)
Youth-Guided Care for Residential Interventions (2.5 CEUs)

Recently Released BBI Documents www.buildingbridges4youth.org

How-to Guide for Transforming to Short-

term Residential (AECF)

Guide for Judges on Best Practices in

Residential (w/ ACRC & AECF)

Successfully Engaging Families Formed by

Adoption: Strategies for Residential Leaders

Case Study: Leading Innovation Outside

the Comfort Zone: The Seneca Family of Agencies Journey

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2014 Book: Residential Interventions for Children, Adolescents and Families: A Best Practice Guide

There are several options for ordering:

toll free phone: at 1-800-634-7064
fax: 1-800-248-4724
email: orders@taylorandfrancis.com
website: www.routledgementalhealth.com (20% discount w/ web
rders using code IRK71; free global shipping on any orders over

$35) Orders must include either: the Title: Residential Interventions for Children, Adolescents and Families: A Best Practice Guide OR the ISBN: 978-0-415-85456-6 Note: As a federal employee, Gary Blau receives no royalties or any

ther remuneration for this book. Any royalties received by Beth

Caldwell and Bob Lieberman will be used to support youth and family empowerment consistent with BBI.

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Family Driven & Youth Guided Care
Cultural & Linguistic Competence
Clinical Excellence & Quality Standards
Accessibility & Community Involvement
Transition Planning & Services (between settings &

from youth to adulthood)

BBI Core Principles

CHAD E. ANDERSON, LSCSW Chief Clinical Officer KVC Health Systems, Inc. 21350 West 153rd, Olathe, KS 66061 OFFICE: 913.499.8100 DIRECT: 913.956.5210 CELL: 913.522.6104 ceanderson@kvc.org

Critical Elements

Residential-Specific Research Shows Improved Outcomes With:

▫ Shorter Lengths of Stay ▫ Increased Family Involvement ▫ Stability and Support in the Post- Residential Environment (Walters & Petr, 2008).

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SOME EXAMPLES OF WHERE BBI IS HAPPENING Examples of Where BBI/Oversight Agency Residential Transformation Work HAS/IS Happening

Comprehensive State Initiatives (DE, IN, MA, CA - Initially 4

Regions/Pilots – now moving many components statewide)

State Level Activities Happened or Currently Underway (AZ, FL, IL,

KY, LA, MI, NH, NJ, NM, ND, OK, RI, SC, TX, VA, WA, WV & Georgia; in CA & MD – Provider Associations Led)

Current or Previous County/City Level Initiatives (City: NYC;

Counties: Philadelphia; 4 Counties in NE PA; Monroe/ Westchester, NY & Maricopa, AZ)

Many Individual Residential and Community Programs Across the

Country

INDIANA

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Long-Term Outcomes (Recidivism)

Ø Data dynamically collected to 5-years post “discharge” 2005 4% 2011 9% 2006 11% 2012 6% 2007 9% 2013 11% 2008 3% 2014 12% 2009 8% 2015 15% 2010 6% Ø Recidivism typically occurs within the first 12 months post discharge

Damar Services, Inc. Damar: Now We Know!!

“Our Job is not to cure kids but rather to help kids and their families negotiate the basic tasks of everyday life. ‘Residential treatment’ should be oriented not so much around removing problems kids bring to care but toward establishing conditions that allow children and families to manage symptoms and crises more effectively at home and in the community.”

Damar Contact Information

Dr. Jim Dalton, President and CEO

Damar Services, Inc. www.damar.org (317) 856-5201 jimd@damar.org

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“You never change things by fighting existing reality. To change something, build a new model that makes the

ld model obsolete.”
Buckminster Fuller

BBI Contact Information

www.buildingbridges4youth.org

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Dr. Gary Blau

Gary.Blau@samhsa.hhs.gov 240-276-1921 Beth Caldwell bethcaldwell@roadrunner. com 413-717-0855 Sherri Hammack svhammack@sbcglobal.net 512-964-6164 Lloyd Bullard bbi.lbullard@gmail.com 301-437-2378 JuRon McMillan juronbbi@gmail.com 404-242-3150

Joe Ford, MMFT, Senior Vice President, Hathaway-Sycamores, CA

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Agency Overview: Transformation and Scaling

Nudging the system to change 1960 Evolved into Residential Treatment Facility 1994 Converted Residential Treatment Facility into a psychiatric treatment model utilizing a CBT approach 1997 Developed intensive In-Home Services and opened FFA 1998 Opened Family Resource Center and provided School Based Mental Health Services 1999 Opened Adoption Center 2000 Began Transitional Living Program for emancipated foster youth 2000 Became one of the first Wraparound providers in LA County and started Peer Support 2004 Began Res/Wrap Project 2007 Reduced bed capacity from 200 to 36 beds 2010 Opened a non-public classroom on the grounds of a public school; RBS demonstration project begins 2015 Closed our Non Public School and moved supports to the public schools; rescaled FFA program to focus on intensive foster care 2016 Opened Transitional Shelter Care program

Our Timeline

1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

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¡ Founded in 1852 as an orphanage. ¡ 1950’s – evolved into a residential treatment

center.

¡ 1970’s – addition of a couple of community-based

ptions and family therapy.

¡ 1990’s – Family Health merges with Beech Brook. ¡ 2000 – rapid growth in community based

programs.

¡ 2016 – residential treatment program closes in

favor of expansion of community-based options.

PREVIOUS MISSION To advance the emotional well-being of children and families by providing effective, innovative behavioral health, permanency, and educational and related services, and by serving as a strong voice for children and families. CURRENT MISSION Helping children and families thrive by promoting healthy child development, strengthening the ability to

vercome adversity, and

enhancing family health and stability.

¡ Moms and Mentors ¡ Anger Management ¡ Family Stability/Homeless

Prevention Program

¡ Police Assisted Referral ¡ Supportive Visitation ¡ Community Wraparound ¡ Therapeutic Tutoring ¡ Integrated Care ¡ Parenting Classes ¡ Victims of Crime

Assistance

¡ Seminars for Divorcing

Parents

¡ Drop-In Center ¡ Comprehensive Sex

Education

Today’s children learn to become tomorrow’s parents.

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¡ Home-Based Prevention Program § STEPS ¡ Early Childhood Mental Health Treatment § Parent-Child Interaction Therapy ¡ Consultation Services § Training § Site-Based Consultation

¡ Treatment Foster Care and Specialized Adoption ¡ School-Based Programs ¡ ACT Team ¡ In-Home Family Preservation Programs § 4 Standard Models § IHBT ¡ Successful Alliance for Family Engagement (SOC) ¡ Outpatient Therapy

Program

¡ CPST Program ¡ Alcohol and Drug

Addiction Services

¡ Mentoring

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1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

¡ It is a proactive process vs. a reactive one…

but why change in the first place?

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¡ Vision, leadership, a willingness to take

calculated risk, and more…

§ In the ambiguity of the future, because there are no

sure answers, leaders must be willing to lead!

¡ Even with the chaos of our times,

pportunities will exist for
rganizations that remain change

ready.

¡ The Board must be well informed

f the lay of the land; their

strategic thinking and competencies are crucial.

▪ The Futures Committee.

¡ The staff must be flexible, nimble,

and ready to change on a moment’s notice.

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¡ Choose a model of strategic planning that

promotes space for transformational change… tweaking is all but sure to be insufficient.

¡ Look internally and externally with wide open

eyes to gather and amass good data.

¡ Muster courage to break eggs. ¡ Short-term action planning must be linked to

long-term transformational planning, resulting in bifocal planning.

¡ Utilize scenario planning with accompanying

short- and long-term financial projections, even if they are inherently flawed.

How to Use Strategic Planning in Creating Organizational Change

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Culture and Practice

Adopting Core Values and Beliefs

Family Centered/Youth

Guided/ Perm. Focused

Voice, Choice and Access
Needs Driven
Culturally Competent
Strength Based
Leaders are Early Adopters

Advancement of the Field

Core Practice Model
Evidence Based Practices
Hired Peer Support Staff
Robust Family Finding

Data driven decisions Consumers are less likely to drop out

f our EBP programs and more likely

to successfully complete compared to

ther providers in LA County

Influence Public Policy

Show Up and Tell the Story

Sit at all of the tables with the

policy makers (Katie A. State Settlement Team)

Present at every conference to

share the work

Lean on your trade associations

Come with real data

Create intentional meaningful partnerships

You cannot do this work alone!

91%

f
ur

community partners were satisfied with their level of involvement & would recommend services to a colleague

10% 64% 56% 41% 0% 25% 50% 75% 100% 0-3 months 4-6 months 7-9 months 10+ months % of Youth with Clinical Significance on CAFAS Length of Service

Identifying Optimum Length

f Stay in a Residential

Treatment Center

Philosophical/Practice Changes Required to Achieve Sustained Positive Outcomes – Part 1

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Philosophical/Practice Changes Required to Achieve Sustained Positive Outcomes

Res-Wrap 2004

–Infusing wraparound in residential treatment –Continuum of Care across settings –Sparked the process for creation of RBS – Open Doors Pilot

Philosophical/Practice Changes Required to Achieve Sustained Positive Outcomes

Key Features

– One Child and Family Team across all environments – One plan of care – Crisis stabilization without replacement – Respite in the community

Outcomes

– Safety, Permanency and Well Being; – Decreased length-of-stays in residential placements; – Reduced re-entry – Increased use of informal or “natural” community supports

Performance Measures

– CAFAS School Report Card – CANS WFI-4 – YSS Client Demographics – YSS-F Changes of Placement

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1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

FROM TO

Intervention is viewed through a pathology lens. Intervention is viewed through a strength-based lens. Children should be protected from their families. Whenever possible, children should be with their own families and with families fully engaged in intervention. Practice wisdom informs assistance. Promising and best practices inform assistance. Anecdotal stories of success are sufficient. Measured functional outcomes of success are essential. We measure what we think is important. We measure what the payer thinks is important.

FROM TO

Long-term care with wide- ranging goals is the norm. Episodic care with limited and focused goals is the norm. Stand-alone mental health

rganizations.

Integrated physical and behavioral health care.

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18 FROM TO

Practice involves heavy reliance upon long-term intervention in out-of-home care with long-term goals. Practice involves heavy reliance upon episodic, short-term intervention in very brief out-of-h0me care

r outpatient/community-

based care. Use of an office-based workforce. Use of a remote workforce in the community. View of physical restraints as a therapeutic technique. View of physical restraints as re-traumatizing.

FROM TO

Focus is on using the treatment milieu to maximize safety. Focus on use of clinical risk management and safety planning to maximize safety in the community. Growing use of psychotropic medications with children and adolescents. Only judicious youth of psychotropic medications because of healthcare impacts.

FROM TO

Stand alone behavioral health services. Integrated care. Fee for service with public contracts. Managed care and other new financial models. The Joint Commission. CARF. Heavy focus on policies for residential treatment. Stricter limits on inpatient/residential services and a focus on community-based services.

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1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

Building Shared Vision –unearthing shared “pictures

f the future” that foster genuine commitment.

Personal Mastery –continually clarifying and deepening our personal vision. Mental Models –unearthing our internal pictures of the world, to scrutinize them, and to make them open to the influence of others. Team Learning – “thinking together,” which is gained by mastering the practice of dialogue and discussion. Systems Thinking –understanding the interconnectedness of causes, effects and the patterns that under grid them, holding the complexity of issues while seeking simple solutions. 57

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¡ Articulate a “burning platform”. ¡ Create shared vision. ¡ Promote shifts in mental model. ¡ Facilitate alignment in purpose. ¡ Use data and narratives for continuous performance

improvement.

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Reflect Connect Decide Do

Define and Analyze Problem
Develop Shared Vision
Identify Outcome Criteria
Map Current Processes
Look For Similarities
Identify/Gather Source Data
Benchmark
Identify Process Interfaces
Identify and Simulate Possible Solutions
Decide on Best Solution
Create New Process Maps/Design
Identify and Simulate

Possible Solutions

Decide on Best

Solution

Create New Process

Maps/Design

Fostering Adaptive Leadership

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21 Fostering Adaptive Leadership

Directive Supervision
Directive Supervision was created to build and support supervisory

practices, ensure quality and reliable service delivery, and promote staff competency and skill

Direct Care staff have four talent reviews per year and one annual

appraisal

Talent Review is regular review & feedback around performeance

that looks at three areas

1.Employee self rating 2.Supervisor rating 3.Third party customer input

The aim is to establish talents, areas of growth and AI’s. www.paperboat.com

Small Group Discussions/Feedback

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Use of Diversified Funding and New Fiscal Strategies

Establishing

a Low Cost, No Cost value

Enhance the

program with funding from fund raising and grants

1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED AND NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION TO CONSTITUENTS

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

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¡ There are no easy answers. ¡ From per diem funding to unit fee-for-services. ¡ Value-based funding. ¡ Blended funding model is complicated and takes

with Board support.

¡ Streamline administration and support staff, but

without losing needed skill sets.

1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

¡ Use of data and scorecards for CQI. ¡ Use of operational review teams to make meaning of

the data.

¡ Use the meaning for program/agency management. ¡ Present the data to engage customers and

stakeholders.

¡ Attend to the details represented in the data but never

lose sight of the larger themes and cross themes.

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Using Data to Drive Decision Making & Communicate to All Constituents

Personal Rights Check-Ins
Youth feels safe/protected
Staff are friendly
Things to do
Staff involved in activities
Spoken/met wit SW
Discussed Permanency Plan
Contact with friends/family
Staff went above & beyond
Inappropriate comments by

staff Examples: Improvement Suggestions:

Increased access to social activities

and planned events.

Several youth mentioned that they

would like staff to be more involved and to socialize more with youth.

One consumer mentioned that a staff
member went above and beyond by

purchasing an iPhone charger for them.

Another consumer expressed that he

appreciated a staff member for taking him to San Francisco to attend a wedding.

Using Data to Drive Decision Making & Communicate to All Constituents

Outcomes Tracked
Safety
Permanency
Well-being
Occupancy
Property Damage
LOS
CAFAS
YOQ
FOQ

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Small Group Discussions/Feedback

Using Partnerships/ Collaborations/Mergers

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Using Partnerships/Collaborations/Mergers

Influence Public Policy
Wide scale transformation in California allowed for some

smaller agencies to sustain their impact.

This includes full-scale mergers to jointly managed programs

to administrative back office consolidations.

Hathaway-Sycamores merged in 2005
The partnerships was a full-scale mergers.
This included a strategic restructuring by establishing an environment

where the agency engaged in strategically enhancing impact and sustainability.

1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

¡ Use of partnerships,

collaborations, and mergers to gain size.

§ Hope to appeal to the “big

boys”.

§ Hope to benefit from

economies of scale.

¡ Finding a niche to stay in the

game as a standalone entity.

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¡ Proactively pursue

business relationships that serve a said purpose:

§ Extend the continuum of

care for mission reasons.

§ Streamline processes for

managed care business.

§ Grow alone or with others

to a size that appeals to managed care.

¡ Family Health ¡ School Contracts (100+

schools)

¡ Neighborhood Collabs. ¡ Integrated Health Care

(FQHC)

¡ Towards Employment ¡ Mergers. ¡ Shared administrative functions. ¡ Tight association to capture larger shares of

the market and to use standardized processes (OACCA Collaborative Model).

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1. AGENCY OVERVIEW: YESTERDAY AND TODAY
2. USE OF STRATEGIC PLANNING
3. PHILOSOPHICAL/PRACTICE/POLICY CHANGES
4. FOSTERING ADAPTIVE LEADERSHIP
5. USE OF DIVERSIFIED NEW FISCAL STRATEGIES
6. USE OF DATA TO DRIVE DECISION MAKING &

COMMUNICATION

7. PARTNERSHIPS, COLLABORATIONS, MERGERS
8. ROLE OF INNOVATION IN TRANSFORMATION

¡ Understand that it is hard to innovate in a

tenured and stable organization, so…

§ Thinking out the box is a must! § Try new things, even if they fail, for long-term

learning.

§ If necessary, fail quickly and move on equally

quickly.

§ Benchmark 0utside of the field. § Benchmark the leaders in the field. ¡ “You can’t change and stay the same.

¡ CEOs are called at this time to lead into

the “Brave New World,” leaving the past behind in a thoughtful way.

¡ Must create a culture where change is

seen as necessary.

¡ Know that the role of CEO is fraught with

challenge and days of fatigue.

¡ Hard and seemingly impossible,

unpopular decisions must be made, and sometimes ones at odds with the team.

¡ Recommended are: § Support from an organized peer group to

push thinking forward and to combat a sense

f isolation.

§ Taking in information at odds with prior

beliefs and find other wise people to help make decisions and stand with you.

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Large Group Discussions/Feedback

Contact Information

Joe Ford, MMFT, Senior Vice President, Hathaway- Sycamores, CA Email: jford@hscfs.org Debra Rex, M.A., M.Ed. Email: drex@beechbrook.org Mark R. Groner, M.S.S.A., L.I.S.W.-S Email: mgroner@beechbrook.org

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BBI Contact Information

www.buildingbridges4youth.org

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Dr. Gary Blau

Gary.Blau@samhsa.hhs.gov 240-276-1921 Beth Caldwell bethcaldwell@roadrunner. com 413-717-0855 Sherri Hammack svhammack@sbcglobal.net 512-964-6164 Lloyd Bullard bbi.lbullard@gmail.com 301-437-2378 JuRon McMillan juronbbi@gmail.com 404-242-3150