Criminal Justice Coordinating Council — Agenda Packet

1 Sawyer County Criminal Justice Coordinating Council Meeting Wednesday, July 8, 2026 @ 12:00 PM Sawyer County Board Room AGENDA 1. ZOOM LINK a. To view or participate in the virtual meeting from a computer, iPad, or Android device please go to: https://zoom.us/j/95808119460. You can also use the dial in at 1-312-626-6799 with the Webinar ID: 958 0811 9460. Use *9 to Raise/lower hand and *6 to Unmute/mute. If you are on a computer, click the "Raise Hand" button and wait to be recognized. If you are on a telephone, dial *9 and wait to be recognized. If additional assistance is needed please contact the County Clerk's Office at 715-634-4866 prior to the meeting. This meeting will be recorded and will be available on our website at: https://sawyercountygov.org. 2. CALL TO ORDER 3. ROLL CALL 4. PLEDGE OF ALLEGIANCE 5. CERTIFICATION OF COMPLIANCE WITH THE OPEN MEETINGS LAW 6. MEETING AGENDA 7. PUBLIC COMMENTS 8. CONSIDER APPROVAL OF MINUTES FROM PREVIOUS MEETING a. June 10, 2026 Draft Minutes 9. CJCC EXECUTIVE COMMITTEE a. CJCC Bylaws (for reference) 10. JAIL REPORT a. Jail Report 11. JUSTICE POINT REPORT a. Justice Point Report Page 1 of 63 2 12. HEALTH AND HUMAN SERVICES REPORT a. Youth Justice Report b. Truancy & Diversion c. Behavioral Health Report d. Community Support & Mobile Crisis e. Public Health Report 13. COMMUNITY SERVICES UPDATES 14. OUTSIDE COMMITTEE UPDATES 15. CORRESPONDENCE, REPORTS FROM CONFERENCES AND MEETINGS 16. FUTURE AGENDA ITEMS 17. FINALIZATION OF BUSINESS 18. NEXT MEETING DATE /TIME: AUGUST 12, 2026 AT 12:00PM 19. ADJOURNMENT DISCLAIMER: A quorum of the County Board of Supervisors or of any of its committees may be present at this meeting to listen and observe. Neither the Board nor any of the committees have established attendance at this meeting as an official function of the Board or committee(s) or otherwise made a determination that attendance at the meeting is necessary to carry out the Board or committee’s function. The only purpose for other supervisors attending the meeting is to listen to the information presented. Neither the Board nor any committee (other than the committee providing this notice and agenda) will take any official action with respect to this noticed meeting. Copy sent via email to: Committee Members, Associated Staff and News Media. Note: Any person wishing to attend whom, because of a disability, requires accommodation should call the Sawyer County Clerk’s Office (715.634.4866) at least 24 hours before the scheduled meeting so appropriate arrangements can be made. Mission Statement: The Sawyer County Board of Supervisors will strive to provide excellent services and responsible leadership to protect and enhance Sawyer County citizens, businesses, and resources, while preserving our unique heritage. Page 2 of 63 Minutes of the June 10, 2026 Meeting of the Sawyer County Criminal Justice Coordinating Committee of the Sawyer County Board of Supervisors Board Room; Sawyer County Voting Committee Members Present: Others Present: 1. Julia Lyons Liz Klein 2. Judge Elaine Smith Becky Barry- Virtual 3. Dave Dixon Aura Lea Carrell 4. Mike Markgren Kristi Kare 5. Mike Woller- Excused Sari Torstenson 6. Lorraine Gouge Kim Lambert 7. Doug Mrotek 8. Bruce Poquette 9. Katie Belanger- Virtual 10. Judge John Yackel- Absent 11. Marc Helwig 12. Judge Monica Isham 13. Marshal Savitski 14. Kathy McCoy 15. Bill Trepanier 16. Amanda Lokker- Absent Call to Order—Chair Lyons called the meeting to order at 12:02 pm. Certification of Compliance with the open meeting law was met. Roll Call was taken. Quorum was met. Meeting Agenda – Truancy & Diversion Lookback Report tabled to July Public Comments – None Community Presenter- Aura Lea Carrell spoke to the committee about grant-funded jail programs offered by Northwood Tech. Ms. Carrell works with inmates 10 hours a week on academics including GEDs, writing and math foundations for trade programs, financial literacy, employability, and computer skills leading to post-secondary education and jobs. In the past year, 18 of 40 participants completed GEDs; statewide, this program reduced recidivism by 47%. Ms. Carrell noted that the Sawyer County Jail staff are caring and supportive. Minutes from the previous meeting dated: May 13, 2026 Motion to approve made by: Mr. Savitski Second by: Mr. Helwig Motion carried without negative vote. CJCC Executive Committee Report— The Executive Committee met on May 26 and is working on a revision of the Bylaws to bring to the committee in July or August. Jail Report-- Chief Deyo reviewed a written jail report for May with arrest data by race and gender. There was an average of 51 inmates incarcerated with a 62% unemployment rate at the time of booking, 0 on electronic monitoring. Sheriff Mrotek observed that the decline in the jail population rate is tied to the decline in the unemployment rate and that local businesses seem open to hiring former inmates. Ms. McCoy discussed partnering with organizations like the Page 3 of 63 Builders’ Association to provide jobs. Ms. Belanger stated that DOC has an employment director, Ben Natzke, who pursues job leads for inmates. Justice Point— Ms. Barry updated the committee on Justice Point. There were 114 active Pretrial clients, 10 Diversion clients, and 4 Treatment Court clients in May. Deflection is focused on community outreach with events and programs aimed at creating a stronger bond between law enforcement and citizens. Deflection received a $200 donation from First Lutheran Church toward programs. The TAD Grant request amount was revised to the maximum request. A Professional Visitor appreciation lunch will be offered at Shue’s Pont from 1-4PM June 11. Five staff members are attending AllRISE in Nashville in July. A list of jail programs was provided. HHS— Written reports were provided. The Truancy & Diversion Lookback report will be presented in July. The department is ready to start connecting on CCS and Recovery Court to build a wraparound MAT program at the jail. Judges Isham and Smith thanked the Truancy & Diversion team for their work and stated that most of their truancy cases were dismissed at the end of the school year. LCO had the largest-ever graduating class this year. Community Services Updates- Mr. Dixon reported that Timber Bay has had a successful first year and may soon outgrow the building on Main Street. They continue to offer summer programs with lots of volunteers and good participation. A focus on outdoor trust-building activities such as Boundary Waters canoe trips and a Sea Cave kayak trip keep the youth involved and inspired to follow a good path. Ms. McCoy reported on the summer reading program at Weiss Library and a Celebrate the Library event this Saturday. Outside Committee Reports – None Correspondence, reports from conferences and meetings – None Future Agenda Items – Diversion Lookback Meeting adjourned at 1:05 pm Next Meeting: July 8, 2026 Time: 12:00 pm Location: Board Room Minutes recorded by Liz Klein, County Clerk Page 4 of 63 Amended February 11, 2026 P a g e 1 | 4 Sawyer County Criminal Justice Coordinating Council (CJCC) Bylaws Article I: Name and Creation The name of this council shall be the Sawyer County Criminal Justice Coordinating Council. It will be referred to as the “CJCC” throughout these Bylaws. The CJCC was created as part of a state-wide initiative to further the Mission set forth below. The CJCC is recognized by the Sawyer County (the “County”) Board of Supervisors as an ad hoc committee of the County Board of Supervisors. Article II: Bylaws The CJCC has authority to adopt these Bylaws. These Bylaws have been reviewed, approved and adopted both the CJCC and the County Board of Supervisors. Article III: Vision and Mission VISION: Utilizing evidence-based practices making the criminal justice system a better investment toward improving the quality of life in Sawyer County. MISSION: To promote implementation of effective criminal justice policies and practices maximizing justice and public safety Article IV: Duties and Powers 1. The CJCC is created to act in an advisory capacity to both constitutionally elected officers and committees of the County Board of Supervisors which oversee programs and services related to criminal justice. The CJCC shall recommend to appropriate parties or committees actions including the creation, elimination or modification of programs, policies and procedures including the evaluation of the Sawyer County Criminal Justice Programs in accordance with the Sawyer County Criminal Justice Vision and Mission. 2. The CJCC shall help ensure coordinated efforts. Proposed policy changes relating to criminal justice may be brought to the CJCC for review and for recommendations to the appropriate committees or entity. 3. The CJCC may assist the County in setting priorities for the Sawyer County Criminal Justice System. 4. The CJCC shall assist in sharing the responsibility as it relates to new programs. It is understood that new directions and programming may involve some unforeseen consequences. It is the CJCC’s responsibility as a whole to support its recommendations. 5. The CJCC may perform such other general functions necessary to implement its responsibilities, as directed by the County Board. Page 5 of 63 Amended February 11, 2026 P a g e 2 | 4 6. The CJCC may designate necessary subcommittees or workgroups to accomplish their work as well as be assigned responsibility for oversight of programs in absence of an existing oversight committee. 7. Notwithstanding any provision in these Bylaws, the CJCC shall be subject to and conduct itself according to the County Board of Supervisors’ Policy and Procedure Manual, as may be amended. 8. The CJCC will work with the Lac Courte Oreilles Band of Lake Superior Ojibwe, a tribe located within the exterior boundaries of Sawyer County, to reach consensus in fulfilling the CJCC Vision and Mission. 9. The CJCC shall be subject to all State of Wisconsin Statutes, codes, Executive Orders and other applicable laws and regulations. Article V: Structure Section A: Membership. The CJCC shall consist of sixteen (16) members (the “Members”). The CJCC shall have fifteen (15) voting members (the “Voting Members”), and the Chair shall be a non-voting member, as described in Article VI below. All the positions listed below, unless the position is elected Chair as described in Article VI below, shall be permanent Voting Members of this CJCC: a. Two (2) Sawyer County Circuit Court Judges or designee as approved by CJCC b. Sawyer County Sheriff or designee c. Sawyer County District Attorney or designee d. Sawyer County Jail Administrator or designee e. Sawyer County Administrator f. Two (2) tribal government representatives g. State Public Defender Office representative h. Wisconsin Department of Corrections representative i. Two (2) Sawyer County Board of Supervisor j. Two (2) residents of Sawyer County k. LCO Tribal Judge l. Sawyer County Health and Human Services representative (staff) Section B: Adding Positions. 1. The CJCC may recommend to the County Board of Supervisors that additional positions be added to the CJCC, as the CJCC deems appropriate. 2. Adding positions to the CJCC will require an amendment to the Bylaws Article V, Section A: Membership. Adding a CJCC position requires a 3/4 majority of the appointed number of Voting Members and confirmation by the County Board of Supervisors. 3. If the newly created position requires an election by the CJCC, then the CJCC will Page 6 of 63 Amended February 11, 2026 P a g e 3 | 4 conduct an election to fill the position at the next regularly scheduled CJCC meeting after the position is created. A CJCC appointment requires a majority vote of the Voting Members and confirmation by the County Board of Supervisors. 4. If the newly-created position requires an appointment by a department or organization, the Chair shall contact the department/organization and ask that a representative be appointed. All additional positions to the CJCC shall require confirmation by the County Board of Supervisors. Section C: Removal and Resignation. 1. Any CJCC Member may be removed by the County Board of Supervisors, with or without cause, after a recommendation by the CJCC and a 2/3 majority vote of the Voting Members. 2. Removal of a CJCC Member can be placed upon the agenda under CJCC New Business by the Chair or by a written petition from another Member submitted to the Chair. 3. If a Member is removed, the Chair shall contact the department/organization the removed Member represented and ask that another representative be appointed. 4. If the removed Member held a CJCC-elected position, the CJCC shall hold an election to fill the position at the next regularly-scheduled CJCC meeting after the Member is removed. Appointment of the new Member upon removal of another Member requires a majority vote of the Voting Members and shall be confirmed by the County Board of Supervisors. 5. A Member is eligible for removal from the CJCC due to nonparticipation after missing three (3) meetings, without sufficient cause, in a calendar year. Sufficient cause is to be determined by the Chair. Removal of a Member for nonparticipation requires a majority vote of the Voting Members and confirmation by the County Board of Supervisors. 6. Any CJCC Member may resign upon his/her written request to do so. It is not necessary to give a reason for such resignation, but the resigning member may give one if they wish to do so. 7. A position on the CJCC may be removed only though an amendment to the Bylaws Article V, Section A: Membership. Removal of a CJCC position requires a 3/4 majority of the appointed number of Voting Members and shall be confirmed by the County Board of Supervisors. Section D: Authority of the CJCC. The CJCC has no legal authority to order changes to Sawyer County’s Criminal Justice System, but it may bring about changes through consensus by the participating departments, agencies and the County Board of Supervisors. The CJCC reviews policies and programs within the criminal justice system and makes final recommendations to all justice system partners. Page 7 of 63 Amended February 11, 2026 P a g e 4 | 4 Section E: Meetings. 1. Meetings of the CJCC shall be set by the CJCC at the end of their session for the following month. Notice of CJCC meeting times and locations shall be provided to all Members and duly posted in compliance with open meeting statutes. 2. Minutes of the CJCC meetings shall be documented and distributed to all Members of the CJCC. Minutes will also be posted in compliance with open meeting statutes. The CJCC Chairperson shall designate someone to take minutes for all CJCC meetings. 3. Recommendations of the CJCC will be made by a majority rule vote of Voting Members. Section G: Quorum. A quorum must be complied with at all CJCC meetings. A quorum requires a 51% majority of Voting Members to be in attendance. Article VI: Officers 1. The officers of the CJCC shall be a Chair and a Vice-Chair. The CJCC shall elect officers biennially at the May meeting of even -numbered years. Such officers shall take office upon election. If an officer resigns or is removed, a replacement officer shall be elected by the CJCC at the next regularly scheduled CJCC meeting. 2. The Chair shall be responsible for filing End-of Year Reports with the County Clerk. The Vice-Chair shall file an End of the Year Report with the Chair. 3. It shall be the responsibility of the Chair and Vice -Chair, in coordination with the County Administrator to: a. Develop and cause to be published CJCC Agendas. b. Prepare materials for CJCC Members in preparation for scheduled CJCC meetings. Materials may be emailed to Members when appropriate. c. Any other actions that the Chair deems necessary for the efficient functioning of the CJCC. 4. The CJCC Chair is a quasi -nonvoting member of the CJCC and subject to the following: a. The Chair can only vote in order to break a tie. b. The Vice-Chair retains their Voting Member status on the CJCC. If the Vice- Chair acts as the Chair in the Chair’s absence, (s)he may not vote for that meeting unless it is to break a tie. 5. The Chair shall preside at all CJCC meetings. The Vice -Chair shall preside in the absence of the Chair. Article VII: Change in Bylaws Page 8 of 63 Amended February 11, 2026 P a g e 5 | 4 1. Any Voting Member may propose an amendment to the Bylaws. Proposed amendments to the Bylaws are to be included on the agenda of a CJCC meeting, any action taken on the proposed amendments must be made at a subsequent meeting of the CJCC and will require a minimum 2/3 majority vote of the appointed number of Voting Members. 2. Any amendment to the Bylaws shall be confirmed by the County Board of Supervisors. Page 9 of 63 Page 10 of 63 Page 11 of 63 JUSTICEPOINT: JUNE 2026 STATISTICS, PRETRIAL SUPERVISION, DIVERSION, AND TREATMENT COURT 26 6 0 113 10 3 15 0 0 1 1 1 Referrals Active Successful Unsuccessful Pretrial Supervision Diversion Treatment Court Referrals Active Successful Unsuccessful ACTIVE CLIENTS Pretrial Diversion Treatment Court 0 10 20 30 40 50 60 70 Unknown/Other White Hispanic Black Asian Native American Program Type by Race Page 12 of 63 0 10 20 30 40 50 60 70 80 90 Pretrial (113) Diversion (10) Treatment Court (3) Female Male Unknown/Other Gender by Program Type Pretrial Diversion Treatment Court 0 20 40 60 80 100 120 140 160 180 Unknown Non-specified/Unknown Misdemenaor Felony Case Type by Program Type Page 13 of 63 JUNE 2026 JUSTICEPOINT CJCC REPORT: STAFFING: • No staffing changes/updates in June STATS: Referrals Active Successful Unsuccessful Pretrial Supervision 26 113 15 1 Diversion 6 10 0 1 Treatment Court 0 3 0 1 DEFLECTION: • We received a donation from First Lutheran Church in the amount of $200 to support community events! • Not June but relevant: On July 7th an application for Rural Communities Opioid Response (RCORP) – Impact grant application was submitted in the amount of $739,977. The term of the funding period is September 1, 2026 – August 31, 2030. Project narrative is included in attachment. • Outreach continues to be a focus for Deflection. Community events are at the center of the Navigator’s efforts and a lot has been accomplished though participation needs to increase. We are hoping that as we continue to promote and the word gets out, more people will become involved. The community wide efforts are for EVERYONE. The intent is to connect the community with the criminal justice (law enforcement) side to form a stronger bond and more trust. ▪ Tuesdays at SNAP fitness...SNAP fitness has donated 10 participants to attend instructional health and fitness workout regimen (60-90 minutes) ▪ BINGO runs the last Tuesday of the month at the library (not running in July) TAD 2027 • Grant pre-application was submitted June 25th; (for funding term January 1, 2027 – December 2027). 2027 funding for TAD is highly competitive. • Site visit was conducted on January 14th – results emailed and summaries are the packet distributed. Recovery Court has a list of recommendations to implement. *This is extremely important when applying for future TAD funds. • Recovery Court training was held (TAD Standards, roles and responsibilities, evidenced-based practices, etc.) • WATCP – Attended by Programs Coordinator; updates will be shared with Recovery Court team and Steering Committee. • AllRISE is in July in Nashville. Requested for 9 Recovery Court members through Opioid Settlement Funds. Of the nine original requests, 5 team members are attending. Thank you Julia!!! • Training to develop consistency, understanding of TAD funding guidelines, and positive growth for Recovery Court participants is also a significant factor in applying for future funding. Page 14 of 63 JAIL PROGRAM UPDATES: • PROFESSIONAL VISITOR APPRECIATION LUNCH – 24 Attendees o Our jail visitors play an incredibly important role in the lives of the people we serve. By volunteering their time, they provide hope, encouragement, and support to individuals who are often facing some of the most challenging periods of their lives. o The relationships create opportunities for mentorship, educational programming, faith-based services, or simply being there to listen, these volunteers help residents build confidence, develop new skills, and see possibilities for a better future. Their commitment and compassion contribute meaningfully to rehabilitation efforts and help create opportunities for positive change both during incarceration and after release. • Current Programs: o Sawyer County Literacy…Holly Moses and Jeff Laney (Twice per week) o GED – Auralea Carrell and Bob Capes ; https://www.facebook.com/profile.php?id=61559780576244 (Three times per week) o Generational Trauma and Healing- Held by LCO Oakwood Haven (Denise Johnson and Sirella Ford; once per week) o Pathways Home, NWWIB – Matthew Filipek Pathways+Flyer_2023.jpg (2550×3300) (squarespace.com) o Parenting Inside Out, UW-Extension – Heidi Ungrodt Parenting Inside Out – The Literacy Link – UW–Madison. UPDATE: Michelle researched a “WeCOPE” which is an interactive program that helps adults cope with life stress. WeCOPE has been shown to reduce stress and depression, increase positive affect, and improve health behaviors; meets weekly for 8 weeks. Funding is necessary to implement. o Bible Studies – 12 programs o AA – 9 programs o On-the-Job-Training, Northwest Wisconsin CEP – Winnie Momberg - Contact or Visit Us (nwcep.org) o House of Hope (Transitional Sober living for males) Page 15 of 63 1 Sawyer County INTRODUCTION Sawyer County seeks funding through HRSA’s Rural Communities Opioid Response Program (RCORP)-Impact to expand an integrated, sustainable system of prevention, treatment, recovery, and supportive services for individuals affected by substance use disorders (SUD), including opioid use disorder (OUD). The initiative builds on a strong local network of healthcare providers, behavioral health agencies, the Lac Courte Oreilles (LCO) Band of Lake Superior Chippewa Indians, public health, emergency medical services, law enforcement, courts, recovery organizations, social service agencies, people with lived experience, and JusticePoint, who have each collaborated extensively to improve outcomes for rural residents. A particular emphasis will be placed on improving access to coordinated care for individuals experiencing opioid and polysubstance use disorders, co-occurring mental health conditions, repeated overdose, justice system involvement, and other factors that increase the risk of poor health outcomes. Substance use disorder is a chronic, treatable condition that requires coordinated, long-term care rather than isolated interventions. Recovery outcomes are strengthened when evidence-based treatment is combined with peer recovery support, care coordination, behavioral health services, and interventions that address social determinants of health including transportation, housing, employment, and access to healthcare1. Multidisciplinary collaboration among healthcare, behavioral health, public health, tribal, emergency response, law enforcement, and community partners reduces fragmentation, strengthens treatment engagement, improves retention, and lowers preventable overdose and repeated crisis-system use2. The goals for this project are: Goal 1: Expand Access to Prevention, Treatment, and Recovery Services • Objective 1.1: Increase Access to Comprehensive, Evidence-Based SUD Services Throughout Sawyer County Goal 2: Improve Care Coordination Across Rural Systems • Objective 2.1: Develop an Integrated Countywide Care Coordination Network Goal 3: Address Social Determinants of Health • Objective 3.1: Reduce Non-Clinical Barriers That Prevent Long-Term Recovery 1 Krupski A., Campbell K., Joesch J.M., Lucenko B.A., Roy-Byrne P. Impact of Access to Recovery services on alcohol/drug treatment outcomes. J Subst Abuse Treat. 2009 Dec;37(4):435-42. doi: 10.1016/j.jsat.2009.05.007. Epub 2009 Jun 24. PMID: 19556095. 2 Bailey A., Harrington C., Evans E.A. A scoping review of community-based post-opioid overdose intervention programs: implications of program structure and outcomes. Health Justice. 2023 Jan 28;11(1):3. doi: 10.1186/s40352-022-00201-w. PMID: 36707446; PMCID: PMC9883127. Page 16 of 63 2 Sawyer County Goal 4: Build a Sustainable Rural Recovery System • Objective 4.1: Institutionalize Collaborative Systems That Continue Beyond the Grant Period These approaches are especially important in rural communities, where provider shortages, geographic isolation, transportation barriers, financial hardship, and stigma can delay or prevent treatment. Individuals with SUD often interact with multiple systems including hospitals, emergency departments, emergency medical services, law enforcement, courts, public health, behavioral health providers, and tribal health services, yet transitions between organizations are frequently fragmented without coordination and supportive, connected resources. People leaving incarceration face particularly high overdose risk, while untreated co-occurring mental health conditions and unmet social needs further increase the likelihood of return to substance use and repeated healthcare or justice-system involvement. Strengthening care coordination across healthcare, behavioral health, public health, tribal, and justice partners is therefore essential to improving health and recovery outcomes, reducing substance use-related morbidity and mortality, and supporting long-term recovery. Sawyer County reflects many of these challenges common to rural communities. Despite these challenges, Sawyer County is well positioned to implement the goals and activities supported through RCORP-Impact. The community has already shown that coordinated, cross- sector collaboration can produce measurable results. In recent years, county leaders have shifted from relying primarily on incarceration by expanding evidence-based responses by strengthening diversion, treatment, Recovery Court, coordinated case management, peer support, and collaborative problem-solving3. These efforts are supported by strong partnerships among Sawyer County, JusticePoint, healthcare and behavioral health providers, the Lac Courte Oreilles Tribe, public health, law enforcement, the judiciary, community organizations, and recovery partners. This collaborative approach has produced measurable outcomes. From 2019 to 2024, Sawyer County reduced its average daily jail population by nearly 40 percent4, showing that coordinated, evidence-informed interventions can improve individual outcomes and system performance. Local leaders attribute this progress to expanded diversion options, stronger interagency collaboration, increased access to treatment and Recovery Court, and a shared focus on addressing the underlying causes of justice involvement rather than repeatedly responding to crises. 3 Hiorns, C. (2026, May 13). Sawyer County Jail Population on the Decline. Sawyer County Record. https://www.apg-wi.com/sawyer_county_record/paywall/sawyer-county-jail-population-on-the- decline/article_cbc45ee8-a8d1-402d-9cd0-bfc71feed3dc.html 4 Zufall, F. (2024, September 16). In 2017 Sawyer County aimed to lower its jail population; by 2024 it’s down by nearly 40%. Wisconsin Examiner. https://wisconsinexaminer.com/2024/09/16/in-2017-sawyer-county-aimed-to- lower-its-jail-population-by-2024-its-down-by-nearly-40/?utm Page 17 of 63 3 Sawyer County Sawyer County is not beginning this work; it is building on measurable success. The proposed RCORP-Impact initiative is the next phase of this work. Rather than creating a stand-alone program, Sawyer County will use its existing collaborative infrastructure to strengthen a comprehensive rural system of care. The county has demonstrated that coordinated, recovery- oriented partnerships can transform systems, improve outcomes, and strengthen communities. RCORP-Impact will help expand these proven strategies beyond the criminal justice system into a fully integrated rural continuum of care that reduces treatment barriers, improves health outcomes, supports sustained recovery, and decreases substance use-related morbidity and mortality across the region. The project will expand peer recovery services, care coordination, transportation assistance, overdose prevention education, linkage to medications for opioid use disorder (MOUD) and behavioral health treatment, recovery support groups, and increase navigation to housing, employment, and other essential resources. The initiative will prioritize individuals at highest risk of overdose, tribal community members, justice-involved individuals, and residents facing barriers related to geography, transportation, or financial hardship. The RCORP-Impact Network will also support long-term sustainability by formalizing referral pathways, strengthening multidisciplinary communication, expanding workforce capacity, improving data-sharing and quality improvement processes, and identifying reimbursement strategies to sustain services beyond the grant period. Because partners already have strong working relationships and a history of successful collaboration, RCORP funding will build on this established foundation to strengthen coordination, formalize collaborative systems, and create a more integrated and sustainable system of care rather than establish new partnerships from the ground up. This project builds on Sawyer County’s collaborative foundation to further develop a sustainable rural system of care. Through RCORP-Impact, Sawyer County and its partners will strengthen connections among healthcare, behavioral health, public health, the LCO Tribe, criminal justice, recovery organizations, workforce development, educational institutions, and community-based providers. Together, these partners will advance an integrated Recovery-Oriented System of Care that improves access, coordination, and long-term recovery for individuals affected by SUD. Rather than creating separate programs, the project will strengthen existing partnerships, formalize collaborative processes, improve referral pathways, expand care coordination, and build the infrastructure needed to sustain evidence-based prevention, treatment, recovery, and supportive services beyond the grant period. NEED Community Context The target rural service area for this project is Sawyer County, located in Northern Wisconsin. A predominantly rural county encompassing approximately 1,350 square miles of forests, lakes, and dispersed communities. Page 18 of 63 4 Sawyer County Figure 1: Sawyer County, Wisconsin Source: Northwest Regional Planning Commission https://www.sawyercounty.gov/DocumentCenter/View/321/Map-01---Base-Map-PDF Hayward, the county seat and largest population center, has a population of 2,549; all other cities, towns, and villages in Sawyer County have populations below 400, underscoring the county’s dispersed rural character. The total population of the County is 18,846 and is characterized by a low population density, long travel distances between communities, limited public transportation, and significant seasonal fluctuations in population associated with tourism. These geographic characteristics present persistent challenges to accessing healthcare, behavioral health treatment, and recovery services, particularly for individuals living with opioid use disorder (OUD) and other substance use disorders (SUD) Sawyer County is also home to the Lac Courte Oreilles Band of Lake Superior Chippewa Indians, whose reservation occupies a significant portion of the county, which serves as an important cultural, governmental, and healthcare partner in addressing substance use and behavioral health challenges. American Indian communities continue to experience disproportionate impacts from substance use disorders and overdose due to longstanding structural inequities, historical trauma, healthcare access barriers, and disparities in the social determinants of health. Successful rural opioid response therefore requires meaningful partnership with tribal governments, tribal healthcare providers, and culturally responsive Page 19 of 63 5 Sawyer County recovery organizations to ensure that services are accessible, equitable, and community- informed. While Sawyer County benefits from committed healthcare providers, behavioral health professionals, first responders, public health practitioners, tribal leaders, and community organizations, the rural healthcare system faces challenges common across northern Wisconsin, including workforce shortages, provider recruitment difficulties, transportation barriers, and limited specialty behavioral health capacity. These challenges contribute to fragmented care delivery and create barriers for individuals attempting to navigate multiple systems while managing complex behavioral health and substance use disorders. Population of Focus The proposed RCORP-Impact project will serve rural residents of Sawyer County who are at increased risk for opioid-related morbidity and mortality or who experience barriers to engaging in evidence-based treatment and long-term recovery. Priority populations include individuals at highest risk of overdose, tribal community members, justice-involved individuals, and residents facing barriers related to geography, transportation, or financial hardship. The Sawyer County Rural Health Profile (Table 1) contains the leading indicators and their significance for inclusion to support a coordinated, multidisciplinary approach through HRSA’s RCORP-Impact. Page 20 of 63 6 Sawyer County Table 1: Sawyer County Rural Health Profile (RCORP-Impact Summary Table) 5 Indicator Sawyer County Wisconsin Significance for RCORP- Impact Population 18,846 5,972,787 Small population increases volatility in overdose rates and service capacity Population density 14.4 persons/sq. mile 108.8 persons/sq. mile Extreme rurality increases travel time and care fragmentation Poverty rate 13.3% 10.3% Elevated financial insecurity increases treatment barriers Median household income $60,801 $77,485 Lower income constrains ability to access recovery supports Uninsured rate 8% 6.4% Insurance gaps limit access to MOUD and behavioral health care Health Professional Shortage Area (Behavioral Health) Designated HPSA6 Statewide shortages in rural regions Indicates insufficient behavioral health workforce capacity Primary Care HPSA Designated HPSA7 Varies Delayed access to primary care and MOUD prescribing Overdose mortality rate 31.3 per 100,000 8 19.8 per 100,0009 Substantially elevated overdose burden Emergency Department nonfatal overdose rate10 154.0 per 100,000 90.7 per 100,000 Substantially elevated overdose burden Geographic access Large travel distances to care More urban access statewide Transportation is a major barrier to treatment retention 5 U.S. Census Quick Facts, https://www.census.gov/quickfacts/fact/table/sawyercountywisconsin/PST045225?utm_source Page 21 of 63 7 Sawyer County Although these populations differ in their individual needs, they often encounter similar systemic barriers. Individuals may interact with emergency medical services following an overdose, receive stabilization in an emergency department, engage briefly with behavioral health services, enter or exit the criminal legal system, or seek assistance through public health, tribal health, or community organizations. Too often, these encounters occur within separate systems that operate independently, requiring individuals and families to navigate complex referral processes during periods of crisis. As a result, opportunities to initiate treatment, sustain recovery, and prevent future overdose may be missed. The Substance Use Crisis in Sawyer County Substance use disorder remains one of the most significant public health challenges facing Sawyer County. Like many rural communities, the county has experienced the growing impact of opioid misuse alongside increasing use of methamphetamine and other substances, resulting in complex patterns of polysubstance use that require coordinated clinical and community-based responses. According to the Wisconsin Department of Health Services, Sawyer County's drug overdose mortality rate is 31.3 deaths per 100,000 residents, substantially exceeding the statewide average of 19.8 deaths per 100,000 residents and illustrating the disproportionate burden experienced by this rural community. Although annual mortality counts fluctuate because of the county's relatively small population, the consistently elevated rate demonstrates that overdose continues to represent a significant threat to community health and safety. Sawyer County has the second-highest per capita opioid overdose rate in the state of Wisconsin (2020-2021)11. Fentanyl was the leading cause of overdose. 6 HRSA Data Warehouse. https://data.hrsa.gov/topics/health-workforce/shortage- areas/dashboard?tab=muapHeader&utm_source 7 HRSA Data Warehouse. https://data.hrsa.gov/topics/health-workforce/shortage-areas/mua-find 8 Wisconsin Department of Health Services WISH Query: Drug Overdose Deaths https://www.dhs.wisconsin.gov/wish/opioid/mortality.htm 9 Centers for Disease Control, National Center for Health Statistics, Stats of the States. https://www.cdc.gov/nchs/state-stats/states/wi.html?utm_source 10 Centers for Disease Control and Prevention. Drug Overdose Surveillance and Epidemiology Discharge Surveillance (DOSE-DIS) System: Nonfatal Overdose Emergency Department and Inpatient Hospitalization Discharge Data. Atlanta, GA: US Department of Health and Human Services, CDC; [2026, July 6]. Access at: https://www.cdc.gov/overdose-prevention/data-research/facts-stats/dose-dashboard-nonfatal-discharge-data.html 11 Zufall, F. (2024, September 16). In 2017 Sawyer County aimed to lower its jail population; by 2024 it’s down by nearly 40%. Wisconsin Examiner. https://wisconsinexaminer.com/2024/09/16/in-2017-sawyer-county-aimed-to- lower-its-jail-population-by-2024-its-down-by-nearly-40/?utm Page 22 of 63 8 Sawyer County Figure 2: Wisconsin Rate of Drug Deaths by County 2016 - 2024 Source: Wisconsin Department of Health Services, Substance Use Overdose Deaths Dashboard. July 6, 2026. https://www.dhs.wisconsin.gov/aoda/drug-overdose-deaths.htm Table 2: Sawyer County and State of Wisconsin Rate of Drug Deaths 2016 – 2024 by Drug Drug Sawyer County Wisconsin All Opioids 25.6 per 100,000 people 19.4 per 100,000 people Cocaine 0 per 100,000 people 7.2 per 100,000 people Heroin 4.4 per 100,000 people 4.6 per 100,000 people Meth and Other Stimulants 12.4 per 100,000 people 4.1 per 100,000 people Source: Wisconsin Department of Health Services, Substance Use Overdose Deaths Dashboard. July 6, 2026. https://www.dhs.wisconsin.gov/aoda/drug-overdose-deaths.htm Community stakeholders have also identified the growing impact of polysubstance use, particularly the co-use of opioids and stimulants such as methamphetamine. Individuals experiencing polysubstance use frequently present with co-occurring mental health conditions, unstable housing, chronic medical conditions, and involvement with multiple public systems. These overlapping challenges require integrated approaches that extend beyond traditional treatment models and emphasize coordination across healthcare, behavioral health, public health, tribal health, emergency response, and community organizations. The burden of substance use disorder extends beyond overdose mortality. It contributes to increased emergency department utilization, repeated interactions with law enforcement and emergency medical services, family instability, unemployment, housing insecurity, and adverse physical and mental health outcomes. Rural communities often experience these consequences more acutely because limited provider availability, transportation barriers, and workforce shortages reduce opportunities for timely intervention. Sawyer County possesses numerous community assets dedicated to addressing these challenges, including healthcare providers, public health agencies, tribal health services, behavioral health providers, recovery organizations, emergency responders, and criminal justice partners. Page 23 of 63 9 Sawyer County Nevertheless, stakeholders continue to identify fragmentation across systems of care as a significant barrier to improving long-term recovery outcomes. Individuals frequently transition among healthcare, behavioral health, emergency response, public safety, and community-based organizations without consistent care coordination or shared referral pathways, increasing the risk of treatment interruption, repeated crises, and preventable overdose. These conditions underscore the need for a comprehensive, coordinated rural response that strengthens collaboration across sectors while improving timely access to evidence-based treatment, recovery support services, and person-centered care. Social Determinants of Health and Rural Barriers Substance use disorder does not occur in isolation. For many individuals living in rural communities, the ability to initiate treatment, remain engaged in recovery, and achieve lasting recovery and improved well-being is shaped by social and economic conditions that extend well beyond the healthcare system. In Sawyer County, geographic isolation, limited transportation options, workforce shortages, housing instability, and economic challenges intersect to create barriers that delay treatment, interrupt recovery, and contribute to preventable overdose and repeated use of emergency and crisis services. With a population density of only 14.4 persons per square mile, Sawyer County's residents are dispersed across more than 1,350 square miles of predominantly rural landscape. While the county's natural geography contributes to its character and economy, it also presents significant challenges for accessing healthcare and behavioral health services. Individuals seeking medication for opioid use disorder (MOUD), counseling, psychiatric care, peer recovery support, or recovery-oriented services often travel considerable distances to receive care, requiring reliable transportation and substantial time commitments that may not be feasible for individuals experiencing financial hardship, unstable employment, or active substance use disorder. Transportation barriers are particularly significant in rural recovery. Unlike urban communities with multiple transportation options, many Sawyer County residents depend on private vehicles to access healthcare appointments, pharmacies, employment, court appearances, and recovery meetings. Individuals without reliable transportation frequently experience missed appointments, delays in treatment initiation, interruptions in medication management, and reduced participation in recovery support services. These barriers are especially pronounced for individuals involved in multiple systems of care, including healthcare, behavioral health, human services, and the criminal legal system. Economic conditions further influence the community's vulnerability to substance use disorders and recovery challenges. According to the U.S. Census Bureau, the median household income in Sawyer County is approximately $60,800, while 13.3% of residents live below the federal poverty level. Although these figures reflect the resilience of many working families, they also highlight the financial pressures experienced by a substantial portion of the population. Individuals with lower incomes often face competing priorities, including securing housing, food, childcare, and transportation, which may take precedence over treatment appointments or ongoing recovery supports. Page 24 of 63 10 Sawyer County Community members have identified affordability and access to healthcare as among the county's most pressing concerns. In the 2026–2028 Sawyer County Community Health Assessment12, more than half of survey respondents identified the availability and affordability of healthcare providers as an area needing improvement. Participants cited the cost of care, limited provider availability, and difficulty accessing healthcare services as significant barriers to achieving optimal health. These findings reflect the lived experiences of residents and reinforce statewide and national concerns regarding healthcare access in rural communities. Behavioral health workforce shortages further limit access to timely care. Like many rural communities throughout Wisconsin, Sawyer County experiences shortages of behavioral health professionals, primary care providers, and other healthcare disciplines. Federal Health Professional Shortage Area (HPSA) designations recognize communities where provider capacity is insufficient to meet population needs, resulting in longer wait times, increased travel distances, and reduced access to specialty services. These workforce shortages are particularly consequential for individuals with opioid use disorder, whose successful recovery often depends upon rapid access to medication, counseling, care coordination, and ongoing recovery support. For individuals with co-occurring mental health and substance use disorders, workforce shortages frequently create delays in assessment and treatment. Limited provider availability may require individuals to seek services from multiple organizations in different communities, increasing the complexity of navigating care during periods of crisis. These challenges are magnified for residents requiring integrated treatment for substance use disorder, mental illness, chronic medical conditions, or trauma-related disorders. Housing stability, employment, and social connectedness also play essential roles in sustaining recovery. Research consistently demonstrates that individuals are more likely to engage in treatment and maintain recovery when they have stable housing, meaningful employment, reliable transportation, supportive relationships, and coordinated access to healthcare and recovery resources. Conversely, instability across these domains increases the likelihood of treatment interruption, relapse, repeated overdose, and recurrent use of emergency and crisis services. For rural communities such as Sawyer County, where services are often dispersed across a large geographic area, addressing these social determinants is fundamental to improving recovery outcomes rather than supplementary to clinical care. These challenges are not unique to any single agency or organization. Rather, they represent community-wide conditions that require coordinated responses across healthcare, behavioral health, public health, tribal health, emergency medical services, law enforcement, human services, and community-based organizations. Strengthening connections among these systems while reducing barriers created by transportation, workforce shortages, and other social determinants will be essential to improving treatment engagement, retention, and long-term recovery for residents of Sawyer County. 12 Sawyer County Community Health Needs Assessment 2026 – 2028. https://info.ahwendowment.org/hubfs/docs/County%20CHIPs_CHAs/2025/Sawyer%202026 - 2028%20CHA%20%2B%202023-2025%20CHIP%20merged.pdf?utm_source Page 25 of 63 11 Sawyer County Recovery Capital and Social Determinants of Health Sustained recovery from substance use disorder is strongly influenced by the availability of “recovery capital”—the internal and external resources that support individuals in initiating and maintaining recovery13. In rural communities such as Sawyer County, recovery capital is shaped not only by clinical treatment availability but also by access to stable housing, employment, transportation, healthcare, and supportive social networks. The core domains of recovery capital are briefly described below. 1. Transportation Access Transportation is one of the most significant barriers in rural recovery. Individuals often must travel long distances to access every aspect of their recovery: treatment providers, behavioral health services, recovery meetings, medical appointments, and court and justice system-obligated appointments. Limited transportation options contribute to missed appointments, treatment dropout, and delayed engagement in care. 2. Housing Stability Stable housing is a foundational component of recovery. Housing instability or homelessness significantly increases relapse risk and reduces the likelihood of sustained engagement in treatment services. Rural areas often lack sufficient recovery housing options or transitional housing programs. 3. Employment and Economic Stability Employment provides financial stability, structure, and social connection. However, individuals with substance use disorders often face barriers to employment due to justice system involvement, inconsistent treatment engagement, limited rural employment opportunities, and stigma. Economic instability increases reliance on emergency systems and reduces capacity to sustain recovery supports. 4. Access to Healthcare and Behavioral Health Services Access to timely healthcare - including MOUD, primary care, and behavioral health services—is essential for recovery. In rural areas, workforce shortages and geographic barriers limit timely access, resulting in delayed treatment initiation and fragmented care pathways. 5. Social and Community Support 13 Addiction Recovery Management: Theory, Research, and Practice. (2011). Edited by John F. Kelly & William L. White. Humana Press. https://doi.org/10.1007/978-1-60327-960-4. Page 26 of 63 12 Sawyer County Peer recovery support, family engagement, and community connection are critical protective factors. Research consistently shows that individuals engaged in peer recovery services and supportive recovery networks experience improved treatment retention and recovery outcomes14. Recovery Capital Implications for Sawyer County In Sawyer County, these domains of recovery capital are unevenly distributed across the population and significantly influenced by rural geography and service availability. Individuals frequently face concurrent barriers across multiple domains—such as transportation challenges combined with housing instability and limited access to behavioral health services—which compounds vulnerability to relapse and overdose. Strengthening recovery capital therefore requires more than expanding treatment services. It requires coordinated systems that integrate: • Healthcare • Behavioral health • Tribal health systems • Public health • Emergency response • Law enforcement diversion pathways • Peer recovery support • Housing and social service organizations This systems-level approach aligns directly with RCORP-Impact goals and is essential for improving long-term recovery outcomes in rural communities such as Sawyer County. Healthcare And Behavioral Health System Capacity Sawyer County benefits from a committed network of healthcare providers, behavioral health professionals, emergency responders, tribal health services, public health agencies, and community organizations dedicated to improving the health and well-being of county residents. These organizations provide a strong foundation upon which to build an integrated rural system of care. However, like many rural communities across Wisconsin, the county's healthcare infrastructure continues to experience significant capacity constraints that affect timely access to evidence-based substance use disorder treatment. Individuals seeking care for OUD/SUD frequently require services from multiple providers, including primary care, behavioral health, psychiatry, emergency medicine, peer recovery support, case management, and social services. Although each of these sectors provides essential 14 Krupski A., Campbell K., Joesch J.M., Lucenko B.A., Roy-Byrne P. Impact of Access to Recovery services on alcohol/drug treatment outcomes. J Subst Abuse Treat. 2009 Dec;37(4):435-42. doi: 10.1016/j.jsat.2009.05.007. Epub 2009 Jun 24. PMID: 19556095. Page 27 of 63 13 Sawyer County expertise, services are often delivered through separate organizational structures, funding streams, and referral processes. As a result, individuals and families may be required to navigate multiple systems independently while experiencing acute behavioral health crises or early recovery, increasing the risk of disengagement from care. The challenge is not solely the availability of services but also the coordination among them. Effective treatment for OUD/SUD extends beyond clinical intervention to include recovery support services, care coordination, transportation assistance, housing resources, employment supports, and ongoing follow-up after transitions in care. Rural communities frequently have many of these resources available, but they are not always connected through standardized referral pathways, shared care planning, or coordinated communication across organizations. The need for greater integration is particularly evident following overdose events and other behavioral health crises. Individuals who survive an overdose often encounter emergency medical services, emergency departments, law enforcement, behavioral health providers, and community organizations within a short period. Each encounter presents an opportunity to engage individuals in evidence-based treatment; however, without coordinated care navigation and active follow-up, those opportunities may be lost. Strengthening transitions between emergency response, healthcare providers, behavioral health services, peer recovery support, and community-based organizations represents one of the greatest opportunities to improve treatment engagement and reduce future overdose risk. Cross System Challenges, Tribal Partnership, Existing Community Assets, and Remaining Gaps Community stakeholders have identified fragmentation across healthcare, behavioral health, public health, emergency response, tribal services, law enforcement, and community-based organizations as a significant barrier to sustained recovery. Individuals and families frequently report difficulty understanding where to seek help, how to access treatment quickly, and how to navigate transitions between emergency care, behavioral health services, recovery supports, and social service programs. These challenges are especially pronounced during periods of crisis, when timely engagement in treatment can be critical. The challenge is not a lack of committed partners. Rather, it is the complexity of coordinating care across multiple organizations, funding streams, eligibility requirements, and service systems within a geographically dispersed rural county. Strengthening communication, referral coordination, and continuity of care across these sectors represents a major opportunity to improve treatment engagement, retention, and long-term recovery outcomes. Stakeholders continue to identify needs related to: • Rapid access to medication for opioid use disorder (MOUD) • Care coordination across healthcare, behavioral health, tribal, and community systems • Peer recovery support and recovery coaching • Transportation assistance for treatment and recovery services • Recovery housing and housing stabilization supports Page 28 of 63 14 Sawyer County • Workforce recruitment and retention • Integrated care for co-occurring mental health and substance use disorders • Post-overdose follow-up and engagement • Shared referral pathways and cross-system communication • Culturally responsive services and tribal-community coordination Why Additional Investment Is Needed Sawyer County possesses many of the foundational components necessary to address substance use disorders, including committed healthcare providers, behavioral health professionals, emergency medical services, tribal health leadership through the Lac Courte Oreilles Band of Lake Superior Chippewa Indians, public health infrastructure, law enforcement, treatment court programs, and community-based recovery supports. These assets reflect a strong and engaged rural system that has consistently responded to the growing opioid and polysubstance use crisis. However, despite these strengths, the county continues to experience elevated overdose mortality, increasing polysubstance use involving fentanyl and methamphetamine, and repeated engagement of individuals in crisis systems without sustained connection to long-term treatment and recovery supports. This pattern indicates that the primary challenge is not the absence of services, but rather the lack of system-level integration across existing services. Individuals with opioid use disorder in Sawyer County frequently move across multiple systems of care, often within a short period of time. A single overdose event may involve emergency medical services, law enforcement, emergency department care, behavioral health assessment, tribal or county human services, and referral to treatment or recovery services. While each system plays a critical and necessary role, these interactions are not always consistently coordinated through shared referral pathways, communication systems, or care navigation structures. As a result, opportunities to initiate and sustain recovery may be lost during transitions between systems. Individuals may receive emergency stabilization without timely follow-up, begin treatment without sustained recovery support, or disengage from care due to transportation barriers, housing instability, workforce shortages, or difficulty navigating multiple service systems. These gaps contribute to repeated overdose risk, ongoing emergency department utilization, and continued involvement with crisis response systems. This fragmentation is particularly consequential in rural communities such as Sawyer County, where limited workforce capacity, long travel distances, and constrained behavioral health infrastructure amplify the impact of any disconnect in care coordination. In such settings, the effectiveness of individual programs is often constrained not by clinical quality, but by the absence of a fully integrated continuum of care. The Lac Courte Oreilles Band of Lake Superior Chippewa Indians is a critical partner in addressing these challenges. Tribal health services, leadership, and community-based programs play a vital role in delivering culturally grounded care and supporting recovery within the American Indian community. Strengthening coordination between tribal health systems and Page 29 of 63 15 Sawyer County county, healthcare, behavioral health, and emergency response systems is essential to ensuring equitable access to care and improving outcomes for tribal members and other residents of Sawyer County. The evidence base strongly supports a coordinated, multidisciplinary approach to addressing substance use disorders. Research demonstrates that recovery outcomes improve when evidence- based treatment is combined with peer recovery support, care coordination, behavioral health services, and interventions addressing social determinants of health. Similarly, multidisciplinary collaboration among healthcare, behavioral health, public health, emergency response, law enforcement, tribal organizations, and community partners reduces fragmentation and improves engagement in care. However, these approaches require intentional infrastructure to ensure consistent communication, shared accountability, and sustained coordination across systems. Without such infrastructure, rural communities often experience a cycle in which individuals receive episodic care during crises but do not remain engaged in sustained recovery supports. This cycle contributes to preventable overdose, repeated emergency service utilization, and continued strain on healthcare, behavioral health, and public safety systems. Additional investment through the HRSA RCORP-Impact program is therefore needed not to create new standalone services, but to strengthen and connect existing community assets into a coordinated rural system of care. This includes improving communication and referral pathways across sectors, enhancing care coordination and recovery navigation, expanding peer recovery support, and ensuring timely access to evidence-based treatment and recovery services. By strengthening integration across healthcare, behavioral health, public health, tribal health, emergency response, law enforcement, and community-based organizations, Sawyer County can move from a fragmented system of episodic care to a cohesive continuum that supports sustained recovery and reduces preventable overdose. This systems-level transformation aligns directly with HRSA’s RCORP-Impact goals and represents the most effective pathway to improving long-term outcomes for individuals, families, and communities affected by substance use disorders in rural Wisconsin. Sawyer County has a history of working to reduce the occurrences of SUD, which has been particularly strong in the last nine years. To address SUD needs in the area, the County initiated the Criminal Justice Coordinating Council and hired JusticePoint in 2018, a nonprofit organization bringing evidence-based practices and programming into the County to address the high jail population census and SUD in the community. Subsequent to obtaining research and support led by JusticePoint to address these needs, the County then applied for the Treatment Alternatives and Diversion grants offered by the State of Wisconsin and were awarded funds in 2021 to implement a diversion program focused on individuals charged with offenses related to their substance use. The next year, Sawyer County was awarded additional Treatment Alternatives and Diversion funding to implement a Hybrid Treatment Court, focusing on individuals with alcohol and other drug related offenses. The County was also chosen for Reaching Rural, a highly selective Federal initiative which helped connect rural areas together to share ideas and solutions to the rising rates of SUD, and Building Bridges, a competitive opportunity for collaboration that focused on creating sustainable referral pathways, expanding access to treatment and recovery services, and reducing barriers between systems of care. Page 30 of 63 16 Sawyer County Although Sawyer County has a strong commitment to addressing SUD issues, the rates of individuals receiving treatment remain low. Sawyer County provided treatment to fewer than 5 people per 10,000 residents with an opioid-related treatment need through county-authorized services.15 Mental health rates in the County reveal significant challenges. Recent analyses indicate that access to mental health care is a pressing issue in the region. Factors contributing to this include limited availability of services and a high demand for emergency mental health support. Many residents face barriers in accessing mental health services, which leads to untreated conditions. The following chart shows the rate of mental health services provided in Sawyer County in 2024. This information is from the Wisconsin Department of Health, Mental Health: County Services Dashboard. Figure 3: Sawyer County Mental Health Services 2024 Source: Wisconsin Department of Health Services, Mental Health: County Services Dashboard, July 6, 2026 https://www.dhs.wisconsin.gov/mh/county-services-dashboard.htm. 15 Wisconsin Department of Health Services, Opioid: Treatment Data by County Dashboard, July 6, 2026 https://www.dhs.wisconsin.gov/opioids/treatment-data-county.htm Page 31 of 63 17 Sawyer County The evidence base strongly supports a coordinated, multidisciplinary approach to addressing substance use disorders. By strengthening infrastructure and integration across healthcare, behavioral health, public health, tribal health, emergency response, law enforcement, and community-based organizations, Sawyer County can move from a fragmented system of episodic care to a cohesive continuum that supports sustained recovery and reduces preventable overdose. This systems-level transformation aligns directly with HRSA’s RCORP-Impact goals and represents the most effective pathway to improving long-term outcomes for individuals, families, and communities affected by substance use disorders in rural Wisconsin. APPROACH Project Overview and Implementation Strategies Sawyer County’s RCORP-Impact initiative will transform an established network of healthcare, behavioral health, public health, recovery, tribal, criminal justice, and community organizations into a fully integrated, sustainable Recovery-Oriented System of Care (ROSC). This system will improve outcomes for individuals affected by substance use disorders (SUD), including opioid use disorder (OUD). Rather than creating stand-alone programs, the project will strengthen existing services through coordinated care, evidence-based practices, and shared accountability. Individuals will receive timely, person-centered support across the full continuum of prevention, treatment, recovery, and long-term wellness. The initiative builds on years of collaboration among Sawyer County, JusticePoint, the Lac Courte Oreilles (LCO) Tribe, healthcare providers, behavioral health agencies, emergency medical services, public health, law enforcement, the judiciary, recovery organizations, housing and employment partners, and people with lived experience. These partners have demonstrated that coordinated, cross-sector strategies can improve outcomes for people with SUD while strengthening local systems. Their work has expanded diversion opportunities, increased Recovery Court participation, improved coordination between healthcare and criminal justice partners, and contributed to the previously stated 40 percent reduction in Sawyer County’s average daily jail population. RCORP-Impact funding will help Sawyer County move from collaboration to true system integration. The project will strengthen provider communication, standardize referral pathways, expand evidence-based prevention, treatment, recovery, and supportive services, and address social determinants of health that often interfere with sustained recovery. The initiative will prioritize individuals experiencing OUD, co-occurring mental health conditions, transportation barriers, housing instability, and other factors that contribute to poor health outcomes and repeated involvement with emergency response, healthcare, and criminal justice systems. No Wrong Door Service Model The project will utilize a “No Wrong Door” service model. Every participating organization that encounters individuals experiencing SUD - including healthcare providers, behavioral health agencies, the LCO Tribe, emergency medical services, public health, law enforcement, Recovery Court, LCO Healing to Wellness Court, schools, community organizations, and self-referral pathways - will serve as an entry point into the recovery system. Regardless of where an individual first seeks help, they will receive coordinated screening, assessment, peer Page 32 of 63 18 Sawyer County engagement, navigation, referral, and follow-up to ensure timely access to appropriate evidence- based services. This model reduces fragmentation, improves transitions between providers, and helps maintain participant engagement throughout the recovery journey. JusticePoint will serve as the operational backbone of the RCORP-Impact Network. As Sawyer County’s contracted care coordination partner, JusticePoint will coordinate referrals, facilitate communication among partner organizations, support multidisciplinary case reviews, monitor participant engagement, and ensure continuity of care across healthcare, behavioral health, the LCO Tribe, public health, criminal justice, and community-based systems. Their role, as outlined in the following section, is to strengthen connections among existing providers - not duplicate services - so individuals can successfully navigate available resources while reducing missed referrals, treatment delays, and system fragmentation. Remote Screening and Assessment Implementation The project will implement the Public Safety Assessment (PSA), an evidence-based pretrial assessment tool that will modernize Sawyer County’s current screening process. The Public Safety Assessment will be done in conjunction with the Brief Jail Mental Health Screen and the Texas Christian University’s Drug Screen 5 (TCU-5), to assist in the early identification of individuals who are experiencing mental health challenges and substance use disorder, so that referrals to appropriate programs can be made before or during the individual’s first appearance in Sawyer County Court. JusticePoint currently completes pretrial screenings for all new arrests and provides assessment information to the Court to assist with bond decisions. With this funding, JusticePoint will be able to move to universal screening for Sawyer County, an operational approach that is not possible in most rural counties due to lack of volume and staffing resources. For the past year, JusticePoint has been operating a Remote Screening and Assessment Unit, which is able to serve several rural communities by offering pretrial screening and assessment 24 hours a day, 7 days a week, 365 days a year. This allows for courts, prosecutors, and defense counsel to have all information gathered about an individual’s substance use and mental health concerns before bond decisions are made, and when effective intervention can be most meaningful. Currently, in Sawyer County, a JusticePoint Screener interviews individuals in custody in the mornings directly before court appearances, as opposed to when they are booked into jail. Individuals can then be referred to Diversion, Treatment Court, peer support, mental health case management, or other services in lieu of punitive and non-rehabilitative court-ordered sentences. Per SAMHSA guidelines outlined in 2023 for transitioning folks with mental illness or substance use disorders from jail outline the need to “anticipate that the periods following release (the first hours, days, and weeks) are critical and appropriate interventions (are identified) as part of transition planning practices for individuals with mental health and co-occurring substance use Page 33 of 63 19 Sawyer County disorders leaving correctional settings16.” Therefore, the coordination to efficiently connect individuals to case management or peer support has been embedded into these existing structures in Sawyer County. While the current process has strengthened judicial decision-making, it requires significant JusticePoint staff time that can be redirected toward participant engagement and recovery support. The process of conducting interviews prior to court appearances also misses some individuals who may post bail before their scheduled court hearing. Implementing remote pretrial screening and assessment will allow validated pretrial assessments, mental health screens, and substance use disorder screens to be completed 24 hours a day, seven days a week, reducing the time between arrest and bond hearings and improving consistency in pretrial decision-making, referrals to mental health services, and earlier interventions in substance use disorders. Most importantly, this transition will allow JusticePoint staff to focus more fully on care coordination, recovery planning, peer engagement, multidisciplinary case management, and navigation to treatment and recovery services. This increased capacity will strengthen one of Sawyer County’s most important pathways into care for individuals at elevated risk of SUD and overdose. Providing a Clinical Approach To strengthen behavioral health expertise within this coordinated care model, JusticePoint will partner with Sirona Recovery, a nonprofit behavioral health organization that provides licensed outpatient mental health and substance use services, case management, and recovery support services across multiple urban and rural communities in Wisconsin. Through its team of licensed clinicians, Sirona Recovery has extensive experience providing clinical consultation to justice-system programs, supporting multidisciplinary treatment planning, and improving coordination between behavioral health and criminal justice partners. A licensed behavioral health clinician will participate in routine multidisciplinary case reviews and Diversion and Hybrid Treatment Court participant staffings to assist in identifying behavioral health needs, recognizing co-occurring mental health and substance use disorders, recommending evidence-based treatment approaches, supporting treatment planning, and facilitating referrals to appropriate community providers. Phases of Implementation Implementation of the project will occur through four progressive phases over the four-year project period. 16 Best Practices for Successful Reentry from Criminal Justice Settings for People Living with Mental Health Conditions and/or Substance Use Disorders. (2023). Substance Abuse and Mental Health Services Administration. Publication No. PEP23-06-06-001. https://www.abtglobal.com/sites/default/files/2024-10/pep23-06-06-001-1.pdf Page 34 of 63 20 Sawyer County The first phase will establish the governance structure, referral pathways, workforce development activities, data-sharing processes, and collaborative infrastructure necessary to support an integrated network. The second phase will expand evidence-based prevention, treatment, recovery, and supportive services while increasing participant engagement through coordinated outreach, peer recovery support, transportation assistance, and care coordination. During the third phase, network partners will use performance data and continuous quality improvement strategies to strengthen referral pathways, improve treatment engagement, and optimize multidisciplinary coordination across systems. The final phase will focus on long-term sustainability by institutionalizing collaborative practices, strengthening reimbursement capacity, expanding braided funding opportunities, and embedding successful service models into participating organizations. Throughout implementation, Sawyer County will remain focused on measurable outcomes rather than simply expanding services. The project is designed to reduce the time from identification to treatment, increase engagement in evidence-based care, improve retention in treatment and recovery services, expand access to medications for opioid use disorder (MOUD), reduce missed referrals and service gaps, strengthen continuity of care across healthcare and community systems, and reduce opioid- and substance use-related morbidity and mortality throughout the rural service area. The proposed implementation strategy reflects nationally recognized evidence demonstrating that integrated systems of care, peer recovery support, care coordination, medications for opioid use disorder, warm hand-offs, and multidisciplinary collaboration improve long-term recovery outcomes, particularly in rural communities where resources are limited and services are often fragmented. By leveraging existing partnerships while strengthening coordination and sustainability, Sawyer County will create a comprehensive rural system of care capable of meeting the evolving needs of individuals, families, and communities for years beyond the grant period. Implementation Framework and Goals The RCORP-Impact initiative will be implemented through four integrated goals that collectively strengthen prevention, treatment, recovery, workforce development, care coordination, and long-term sustainability throughout Sawyer County. While each goal includes distinct objectives and activities, they function together as components of a single Recovery- Oriented System of Care designed to improve access, coordination, and long-term recovery outcomes across the rural service area. Goal 1 establishes the direct-service foundation of the Recovery-Oriented System of Care by ensuring that individuals can access evidence-based prevention, treatment, recovery, and supportive services no matter where they first seek assistance. Goal 1 – Expand Access to Prevention, Treatment, and Recovery Services Objective 1.1: Increase Access to Comprehensive, Evidence-Based SUD Services Throughout Sawyer County Expected outcomes include: • Reduced time from referral to treatment Page 35 of 63 21 Sawyer County • Increased engagement in evidence-based care • Increased participation in medications for opioid use disorder (MOUD) • Increased participation in peer recovery supports • Reduced overdose risk Sawyer County will expand access to evidence-based prevention, treatment, recovery, and supportive services by strengthening the rural continuum of care and ensuring that individuals affected by substance use disorders (SUD), including opioid use disorder (OUD), receive timely, coordinated services regardless of how they enter the system. This is a notable feature of our previously indicated "No Wrong Door" service model, which recognizes that individuals often seek help through different systems depending on their circumstances. Whether an individual first presents in a hospital emergency department, primary care clinic, behavioral health provider, emergency medical service, law enforcement encounter, Recovery Court, LCO Healing to Wellness Court, public health agency, school, community organization, or through self- or family referral, every participating organization will serve as an access point into the RCORP-Impact Network. Once identified, participants will receive comprehensive screening, rapid assessment, peer engagement, care coordination, and navigation to appropriate evidence-based services. The RCORP-Impact Network will also incorporate licensed behavioral health consultation through Sirona Recovery to strengthen treatment planning and referral decisions. The consulting clinician will participate in multidisciplinary case consultations, helping staff identify co- occurring mental health and substance use treatment needs, recommend evidence-based interventions, and facilitate timely referrals to appropriate community providers. Clinical consultation also includes risk assessment and safety planning for potential crisis response as needed. By integrating clinical consultation into the referral process, participants are more likely to be connected with the level of care and community supports that best meet their needs. Direct services will include peer recovery coaching, certified peer support services, recovery planning, overdose prevention education, naloxone distribution, Screening, Brief Intervention, and Referral to Treatment (SBIRT), linkage to medications for opioid use disorder (MOUD), behavioral health counseling, transportation assistance, recovery support groups, and navigation to employment, housing, and other recovery supports. Services will be available regardless of payer source, criminal justice involvement, or referral pathway, ensuring equitable access throughout the rural service area. The project recognizes that opioid use disorder remains a significant public health concern within Sawyer County and will place particular emphasis on rapid identification of individuals at risk of overdose, expedited referral to MOUD providers, peer engagement immediately following overdose events, and coordinated follow-up for individuals transitioning from emergency departments, detoxification, or incarceration. At the same time, the project will serve individuals experiencing all substance use disorders, recognizing the prevalence of alcohol misuse, stimulant use, polysubstance use, and co-occurring mental health disorders within the community. The proposed service model reflects nationally recognized evidence-based practices that improve treatment engagement and long-term recovery outcomes. Peer Recovery Support Services have consistently demonstrated improvements in treatment retention and recovery capital. SBIRT Page 36 of 63 22 Sawyer County improves early identification and intervention for individuals with risky substance use. Warm hand-offs between providers significantly increase successful linkage to treatment, while Recovery-Oriented Systems of Care integrate clinical treatment, peer support, behavioral health, and supportive services into a comprehensive continuum that improves long-term outcomes. Through these coordinated interventions, Sawyer County will reduce delays in treatment, increase engagement in evidence-based services, improve recovery stability, and reduce opioid- and substance use-related morbidity and mortality. Together, these activities strengthen Sawyer County's Recovery-Oriented System of Care by ensuring that every individual has timely access to evidence-based prevention, treatment, recovery, and supportive services regardless of where they first seek help. By creating multiple points of entry into a coordinated network of care, the RCORP-Impact initiative reduces barriers to treatment, improves participant engagement, and establishes the foundation for sustained recovery across the rural service area. Goal 2 strengthens the infrastructure that connects providers across systems, ensuring individuals experience coordinated care rather than isolated services. Goal 2 – Improve Care Coordination Across Rural Systems Objective 2.1: Develop an Integrated Countywide Care Coordination Network Expected outcomes include: • Improved continuity of care • Reduced fragmented services • Increased participant retention • Improved cross-system communication Effective treatment alone is insufficient if individuals are unable to successfully navigate multiple systems of care. Sawyer County will strengthen coordination among healthcare providers, behavioral health agencies, the LCO Tribe, public health, emergency medical services, criminal justice agencies, recovery organizations, housing providers, and other community partners to create a fully integrated rural Recovery-Oriented System of Care. To support operations, JusticePoint will coordinate referrals, facilitate communication among partner organizations, monitor participant engagement, support multidisciplinary case reviews, and ensure continuity of care across healthcare, behavioral health, the LCO Tribe, criminal justice, public health, and community-based systems. As part of this coordinated care model, a licensed behavioral health clinician from Sirona Recovery will participate in routine multidisciplinary case staffing meetings to provide ongoing clinical consultation. By bringing behavioral health expertise into discussions involving healthcare, behavioral health, recovery, and justice partners, the consulting clinician will strengthen communication across systems, improve care transitions, enhance the quality and timeliness of referral decisions, and support continuity of care for individuals with complex clinical and recovery needs. The clinician will serve in a consultative role, providing clinical guidance and recommendations without delivering ongoing direct clinical treatment. Page 37 of 63 23 Sawyer County Standardized referral pathways, shared release-of-information protocols, electronic referral tracking, multidisciplinary case conferences, and coordinated follow-up after hospitalization, detoxification, overdose, or incarceration will strengthen transitions between providers and reduce fragmentation of care. A key component of this effort is the implementation of the Public Safety Assessment (PSA), an evidence-based pretrial assessment tool that will modernize Sawyer County's current pretrial screening process. JusticePoint currently conducts pretrial screenings for all new arrests and provides assessment information to the Court to assist in determining bond conditions. While effective, this process requires significant staff time that can be redirected toward participant engagement and recovery support. Implementation of the PSA will allow validated pretrial assessments to be completed twenty-four hours a day, seven days a week, improving consistency in pretrial decision-making while reducing the time between arrest and bond hearings. More importantly, implementation of the PSA will allow JusticePoint staff to shift their focus from manual screening responsibilities to comprehensive care coordination, recovery planning, peer engagement, multidisciplinary case management, and navigation of treatment and recovery resources. This expanded capacity will strengthen one of the community's most important pathways into care for individuals with substance use disorders and improve continuity of care for individuals at elevated risk of overdose and repeated justice involvement. The RCORP-Impact Network will intentionally follow participants throughout the recovery journey. Rather than ending services following treatment initiation, participants will continue receiving peer support, recovery coaching, care coordination, and navigation services for as long as clinically appropriate. This cascade of care will improve treatment engagement, increase retention in recovery services, reduce missed referrals, and strengthen long-term recovery outcomes. Together, these care coordination activities transform a network of individual providers into an integrated system of care. By standardizing referral pathways, improving communication among partner organizations, implementing the Public Safety Assessment to increase care coordination capacity, and supporting seamless transitions between systems, Sawyer County will ensure that participants experience coordinated, person-centered care rather than fragmented services. This integrated approach strengthens continuity of care, reduces missed opportunities for intervention, and improves long-term recovery outcomes. Goal 3 recognizes that sustained recovery depends upon addressing the social and economic factors that influence health outcomes. Goal 3 – Address Social Determinants of Health Objective 3.1: Reduce Non-Clinical Barriers That Prevent Long-Term Recovery Expected outcomes include: • Reduced barriers to treatment • Improved treatment retention • Increased recovery stability • Improved quality of life Page 38 of 63 24 Sawyer County Recovery from substance use disorder extends beyond clinical treatment and requires stable access to essential resources that support health and wellness. Rural residents frequently experience transportation barriers, housing instability, unemployment, limited healthcare access, financial hardship, food insecurity, and other social determinants that significantly increase the likelihood of treatment disengagement and relapse. Research consistently demonstrates that addressing social determinants of health—including stable housing, employment, transportation, and social support—improves treatment engagement, recovery stability, and long-term health outcomes for individuals with substance use disorders.17 Through RCORP-Impact, Peer Recovery Coaches and Care Coordinators will work closely with participants to identify unmet social needs and develop individualized recovery plans that address both clinical and non-clinical barriers. Participants will receive assistance accessing transportation, stable housing, employment opportunities, health insurance enrollment, public benefits, food assistance, educational resources, digital connectivity, legal assistance, and family support services. JusticePoint and network partners will coordinate these services through formal referral pathways that improve communication among healthcare providers, behavioral health agencies, housing organizations, workforce development partners, and other community-based organizations. Rather than creating duplicate social service programs, the project will strengthen participants' ability to successfully navigate existing community resources while improving coordination among providers. By integrating supportive social services with behavioral health treatment, peer recovery support, and care coordination, Sawyer County will improve recovery outcomes while reducing barriers that contribute to repeated healthcare. Together, these supportive services recognize that sustained recovery extends beyond clinical treatment. By integrating healthcare, recovery support, housing, transportation, employment, education, and other essential community resources into individualized recovery planning, the RCORP-Impact Network will strengthen recovery capital, reduce barriers that contribute to relapse, and improve the overall health and well-being of individuals and families throughout Sawyer County. Goal 4 institutionalizes the collaborative systems developed through RCORP-Impact so they remain operational after federal funding concludes. Goal 4 – Build a Sustainable Rural Recovery System Objective 4.1: Institutionalize Collaborative Systems That Continue Beyond the Grant Period Expected outcomes include: • Long-term sustainability 17 Lin, C., Cousins, S. J., Zhu, Y ., Clingan, S. E., Mooney, L. J., Kan, E., Wu, F., & Hser, Y . I. (2024). A scoping review of social determinants of health’s impact on substance use disorders over the life course. Journal of Substance Use and Addiction Treatment, 166, 209484. https://doi.org/10.1016/j.josat.2024.209484 Page 39 of 63 25 Sawyer County • Increased workforce capacity • Sustainable funding • Permanent Recovery-Oriented System of Care RCORP-Impact is designed to strengthen the long-term infrastructure supporting substance use disorder services throughout Sawyer County. Rather than creating temporary grant-funded programs, the project will institutionalize successful collaborative practices ensuring that they become permanent components of the county's behavioral health system. Throughout the four-year project period, network partners will formalize collaborative agreements, expand cross-training opportunities, standardize referral pathways, strengthen data- sharing procedures, implement continuous quality improvement processes, and establish multidisciplinary case staffing practices that improve coordination across organizations. Workforce development activities will expand the availability of Peer Recovery Coaches, Certified Peer Specialists, care coordinators, behavioral health clinicians, community health workers, recovery navigators, and other essential professionals while providing ongoing education in trauma-informed care, motivational interviewing, cultural humility, harm reduction, recovery-oriented care, and medications for opioid use disorder. Financial sustainability will remain a central focus throughout implementation. Participating organizations will strengthen Medicaid and commercial insurance billing capacity, identify reimbursement opportunities for peer recovery and care coordination services, pursue braided funding strategies, and leverage federal, state, tribal, and local resources to sustain services beyond the grant period. Sawyer County will continue serving as the fiscal agent while JusticePoint coordinates network operations through a governance structure that includes a multidisciplinary Steering Committee and standing workgroups focused on clinical services, recovery supports, workforce development, evaluation, sustainability, and community engagement. Individuals with lived experience will remain central to project governance through participation in advisory councils, workgroups, quality improvement initiatives, community listening sessions, and program evaluation activities. Their perspectives will guide service design, identify barriers to care, and ensure that the network remains responsive to the evolving needs of rural residents. By institutionalizing collaborative governance, strengthening workforce capacity, integrating sustainable financing strategies, and embedding evidence-based practices within participating organizations, Sawyer County will establish a fully integrated Recovery-Oriented System of Care that continues improving access to prevention, treatment, recovery, and supportive services long after the RCORP-Impact grant has concluded. Together, these sustainability strategies ensure that RCORP-Impact serves as a catalyst for lasting systems transformation rather than a time-limited grant program. By institutionalizing collaborative governance, strengthening workforce coordination, formalizing referral processes, expanding reimbursement opportunities, and embedding evidence-based practices throughout participating organizations, Sawyer County will establish a sustainable Recovery-Oriented System of Care that continues to improve access, coordination, and recovery outcomes long after the federal funding period has ended. Page 40 of 63 26 Sawyer County While the four project goals establish the framework for service delivery, care coordination, supportive services, and long-term sustainability, successful implementation depends upon a strong, connected workforce and an engaged network of community partners. The following sections describe how Sawyer County will strengthen workforce capacity, formalize multi-sector collaboration, and engage community stakeholders to ensure the Recovery-Oriented System of Care continues to evolve and respond to the needs of rural residents. Strengthening Workforce and Accessibility to Services A skilled, well-supported workforce is fundamental to improving access to prevention, treatment, recovery, and supportive services throughout Sawyer County. Like many rural communities, Sawyer County experiences persistent shortages of behavioral health professionals, substance use disorder treatment providers, peer recovery specialists, and other professionals who support individuals throughout the recovery continuum. Geographic isolation, workforce recruitment challenges, and limited access to specialized services often create barriers that delay treatment and make it difficult for individuals to remain engaged in recovery. The RCORP-Impact initiative will strengthen the rural behavioral health and recovery workforce by improving access to existing providers, enhancing coordination among partner organizations, and ensuring individuals are efficiently connected to the right services at the right time. Rather than creating parallel systems or duplicating services, the project will establish coordinated referral pathways, strengthen communication among providers, and improve navigation across healthcare, behavioral health, recovery, employment, and supportive service systems. This coordinated approach will maximize the capacity of existing community resources while improving the participant experience and reducing delays in accessing care. JusticePoint will coordinate workforce development and system navigation activities in partnership with Hayward Area Memorial Hospital, the LCO Tribe, Sawyer County Health & Human Services, Sawyer County Public Health, behavioral health providers, Recovery Court, LCO Healing to Wellness Court, the Sawyer County Sheriff's Office, Probation and Parole, Northwest Wisconsin Concentrated Employment Program (Northwest Wisconsin CEP), Workforce Development, Northwood Technical College, recovery organizations, Alcoholics Anonymous, housing providers, and other members of the RCORP-Impact Network. Sirona Recovery's consulting clinician will also contribute to workforce development by sharing behavioral health expertise during multidisciplinary case consultations and court staffing meetings. This collaboration will strengthen local capacity to recognize co-occurring disorders, improve treatment planning, and increase staff knowledge of evidence-based behavioral health interventions and referral practices. JusticePoint will leverage implementation of the Public Safety Assessment (PSA) to redirect staff time previously devoted to manual pretrial screening toward participant engagement, care coordination, multidisciplinary case management, and recovery navigation. This increased capacity will allow staff to more effectively connect individuals to behavioral health providers, medications for opioid use disorder (MOUD), peer recovery services, housing resources, employment programs, and other supports that contribute to sustained recovery. Page 41 of 63 27 Sawyer County Participating organizations will engage in ongoing cross-training to strengthen collaboration and improve coordinated service delivery throughout the continuum of care. Training opportunities will focus on Recovery-Oriented Systems of Care (ROSC), trauma-informed care, motivational interviewing, Screening, Brief Intervention, and Referral to Treatment (SBIRT), medications for opioid use disorder (MOUD), overdose prevention, naloxone administration, harm reduction, cultural humility, adverse childhood experiences, co-occurring mental health disorders, multidisciplinary care coordination, and recovery-oriented communication strategies. Cross- training will foster a shared understanding of evidence-based practices and strengthen relationships among healthcare providers, behavioral health professionals, first responders, court personnel, peer specialists, public health staff, educators, and community organizations. Recognizing that meaningful employment is a critical component of long-term recovery, Sawyer County will partner closely with Northwest Wisconsin CEP, Workforce Development, and Northwood Technical College to integrate workforce readiness, education, and career development into individualized recovery planning. Northwest Wisconsin CEP and Workforce Development administer workforce development initiatives, career counseling, employment placement services, and the FoodShare Employment and Training (FSET) Program, helping eligible participants develop marketable skills and achieve economic stability. Northwood Technical College will serve as an important educational partner by providing opportunities for occupational training, workforce credentialing, continuing education, and career advancement that support long-term recovery and self-sufficiency. Peer Recovery Coaches and Care Coordinators will work collaboratively with workforce and educational partners to connect participants with career assessments, vocational training, educational programs, industry-recognized credentials, job readiness instruction, résumé development, interview preparation, transportation assistance related to employment and training, and connections to recovery-friendly employers throughout the region. Housing stability, education, employment, and financial security are all essential components of sustained recovery. Housing providers, community organizations, educational institutions, workforce partners, and social service agencies will work together to address the barriers that often prevent individuals from obtaining or maintaining employment and remain engaged in recovery. By coordinating employment, education, housing, transportation, healthcare, and recovery supports, the RCORP-Impact Network is well positioned to provide integrated support to individuals, based on their distinct needs. As another feature of coordination, JusticePoint will facilitate regular multidisciplinary learning collaboratives that bring network partners together to review emerging community needs, strengthen referral pathways, share best practices, and continuously improve coordinated service delivery. These collaborative efforts will reinforce strong working relationships. By the conclusion of the four-year project period, Sawyer County will have strengthened its rural behavioral health and recovery workforce by creating a highly coordinated network of providers that improves access to care, streamlines referrals, enhances collaboration across sectors, and ensures that individuals with substance use disorders receive timely, comprehensive, and sustained support throughout their recovery journey. Page 42 of 63 28 Sawyer County HIGH LEVEL WORKPLAN Strategic Goal Key Implementation Activities Primary Deliverables Expected Outcomes Timeline Party Responsible Goal 1: Expand Access to Prevention, Treatment, and Recovery Services • Establish coordinated entry points across healthcare, behavioral health, EMS, law enforcement, courts, schools, tribal partners, and community organizations • Standardize screening, referral, and warm hand-off protocols • Expand peer recovery coaching, SBIRT, MOUD referrals, overdose prevention, naloxone distribution, transportation, and recovery supports • Improve post- overdose, post- incarceration, and post-hospital follow-up •Countywide referral network •Standardize intake and navigation process • Expanded evidence-based service capacity • Peer recovery and care navigation services • Reduced referral-to- treatment time • Increased treatment engagement • Increased MOUD utilization • Increased peer recovery participation • Reduced overdose risk Ongoing HHS, JP, Public Health, Sawyer County Jail Goal 2: Improve Care Coordination Across Rural Systems • Implement countywide care coordination led by JusticePoint • Integrated care coordination system • Improved continuity of care Months 1-6 JP, HHS, Sawyer County Jail Page 43 of 63 29 Sawyer County • Standardize referral pathways and release-of- information processes • Implement electronic referral tracking and multidisciplinary case reviews • Coordinate transitions following hospitalization, detoxification, overdose, and incarceration • Implement the Public Safety Assessment (PSA) to increase care coordination capacity • Electronic referral and tracking process •Multidisciplinary case management structure • PSA implementation • Coordinated transition protocols • Reduced fragmented services • Increased participant retention • Improved cross-system communication Goal 3: Address Social Determinants of Health • Conduct social needs assessments during care planning • Coordinate transportation, housing, employment, benefits, food access, education, legal assistance, and family supports • Formalize referral partnerships with community service providers • Coordinated social service referral network •Individualized recovery plans • Community resource navigation system • Reduced barriers to treatment • Improved treatment retention • Increased recovery stability • Improved quality of life Ongoing JP, HHS Page 44 of 63 30 Sawyer County • Integrate supportive services into individualized recovery planning Goal 4: Build a Sustainable Rural Recovery System • Formalize governance and partner agreements • Expand workforce recruitment and training • Standardize evidence-based practices and quality improvement processes • Strengthen billing, reimbursement, and braided funding strategies • Establish sustainability planning and ongoing evaluation • Engage individuals with lived experience in governance • Sustainable governance structure • Workforce development plan •Sustainability and financing strategy • Continuous quality improvement framework • Community advisory structure • Long-term system sustainability • Increased workforce capacity • Sustainable funding • Permanent Recovery- Oriented System of Care Ongoing JP, HHS, LCO Page 45 of 63 31 Sawyer County RESOLVING CHALLENGES There will be several challenge areas in implementing this project in Sawyer County, however, as previously described, the Criminal Justice Coordinating Council has strong support and attendance. They have already made commitments to these goals when designing and implementing the Reaching Rural and Building Bridges projects, so these partners have experience addressing challenges together. The first challenge is likely to be rural access, meaning transportation barriers, long travel distances, limited provider availability, and weather-related disruptions. Sawyer County plans to deal with these challenges by the expanded use of remote services. Screening and assessment will be done remotely, mental health consultations will be done remotely, and JusticePoint also offers virtual cognitive skills groups to address substance use, that will be used with Diversion and Treatment Court participants. Transportation assistance through peer support and navigation, as well as mobile outreach will be able to target participants further out from Hayward. There will also be decentralized access through the “No Wrong Door” model. Another challenge is working with justice-involved participants. There is often difficulty in maintaining continuity of care during incarceration, release, and court involvement. These challenges will be addressed through the involvement of the Navigator, who assists with warm hand-offs and is viewed more as a peer, than a person in the system. The increased communication between justice and treatment systems that is happening in programs like diversion, hybrid treatment court, and Healing to Wellness Court, also strengthens the partnerships in the work and allows for greater communication and support to participants. Treatment capacity is another challenge the project will face, which is why adjunct programming and mental health consultation through JusticePoint’s network will help to fill the gaps. Working with peer support and navigation also helps clients to stay engaged even when waiting for placement and/or additional services. Another solution is to leverage telehealth services and recruit additional providers. A fourth challenge will be financial sustainability due to reliance on grant funding and limited reimbursement for recovery support services. Sawyer County will need to build Medicaid and insurance billing capacity, as well as develop a sustainability plan, which is discussed in more detail below. PERFORMANCE REPORTING AND EV ALUATION The Project Director will be responsible for completing all progress reports and annual performance reports. The Project Director will work with the Sawyer County fiscal manager to complete financial reports. Data will be reported in the Tyler Technologies database utilized by JusticePoint. Referral data, time from referral to program entry, involvement in treatment, cognitive groups, trauma informed care services, and peer support are all tracked in the database and reported out monthly to stakeholders through the Criminal Justice Coordinating Council. For this project, data will be reported out to the Steering Committee and tracked by the data coordinator and the network coordinator. Data will be used to measure the project goals, and the Steering Committee will Page 46 of 63 32 Sawyer County review the goals and associated data at each meeting to ensure the project is progressing with the anticipated outcomes. If it is not, then the Steering Committee will make recommendations for adjustment to the program structure, eligibility, or access points. Tyler Technologies uses a cloud-based data system. Two-factor authentication is required for employees to enter the system. Training on cyber security threats and appropriate use of the data system and the associated equipment are provided by JusticePoint internal trainers. SUSTAINABILITY Sawyer County will establish a permanent, countywide Recovery-Oriented System of Care (ROSC) that integrates prevention, treatment, recovery support, care coordination, and social services into existing community systems. By the conclusion of the four-year RCORP-Impact project, the collaborative infrastructure, workforce, financing mechanisms, and governance structure will be institutionalized so services continue without reliance on a single federal funding source. This will be accomplished by institutionalizing the ROSC through a multidisciplinary Steering Committee with involvement from the CJCC during the grant period and beyond. Sawyer County has displayed a strong commitment to this work and partners have already invested in project design. The partners will also execute long term MOUs among healthcare, behavioral health, public health, tribal, criminal justice, education, and community partners. The Steering Committee will also establish standing work groups for clinical services, recovery supports, workforce development, data and evaluation, and community engagement. The committees can work through challenges that arise and maintain positive working relationships among the partner agencies. Sawyer County will also need to sustain the workforce. The first step is to receive this funding to build the remote screening and assessment, as well as to support the Navigator position and the Mental Health Consultant. Once these positions are in place, the County will work to expand peer recovery coaches through recruitment, training, and certification, as well as utilizing telehealth for more access to behavioral health clinicians. The County will also focus on cross training and utilize the trainings that JusticePoint currently administers within their internal training network, with specific focus on trauma informed care, motivational interviewing, MOUD best practices, and crisis intervention. The County also plans to maximize Medicaid and insurance reimbursement for behavioral health treatment, care coordination, peer support, case management, crisis services, and MOUD services. Sawyer County will also continue to use braided funding from sources like the Wisconsin Department of Justice, the Wisconsin Department of Health, increased insurance billing, the partnership with LCO, Opioid Settlement funds, and County levy. The partners in this project will also need to commit to community engagement, so that individuals with lived experience are represented in governance, so that the work continues to remain focused and in the forefront. There also needs to be continued commitment to community education events and partner participation. Sawyer County has strong turnout from partners in Page 47 of 63 33 Sawyer County community events like National Night Out, and this needs to continue to show the public the importance and commitment to this work. ORGANIZATIONAL INFORMATION Sawyer County is located in the northwestern corner of the State of Wisconsin. The mission of the County is to provide high-quality, fiscally responsible public services that protect public health and safety, promote the well-being of residents, support economic vitality, and enhance the quality of life throughout the county. Through collaborative partnerships and evidence-based decision-making, the County works to meet the evolving needs of its rural communities while ensuring responsible stewardship of public resources. Sawyer County is a county government organized under Wisconsin statutes and governed by an elected County Board of Supervisors. The County Board establishes policy, adopts the annual budget, and oversees county operations through standing committees. Day-to-day operations are managed by a professional administrative team and department heads responsible for delivering county services. The County also collaborates closely with judicial partners, school districts, healthcare providers, the Lac Courte Oreilles Band of Lake Superior Chippewa, nonprofit organizations, behavioral health providers, and regional service organizations to address community needs. Sawyer County serves its population of 18,846 across nearly 1,350 square miles of predominantly rural northern Wisconsin. The county includes the City of Hayward and numerous townships, with a significant seasonal visitor population due to tourism and outdoor recreation. As a full-service county government, Sawyer County employs approximately 200–300 full-time and part-time employees across multiple departments; however, the exact number varies annually based on seasonal staffing and budgeted positions. The County manages a multi-million-dollar annual operating budget supporting public health, public safety, transportation, human services, judicial services, environmental stewardship, and administrative functions. Sawyer County is governed through a combination of elected officials and appointed administrative leadership. Key leadership includes: • County Board of Supervisors: Serves as the legislative and policy-making body. • County Board Chair: Provides leadership to the County Board and represents the County in official matters. • County Administrator/Administrative Coordinator (depending on the County's adopted administrative structure): Oversees daily county operations, implements County Board policy, coordinates departmental activities, manages budgeting, and supports strategic initiatives. • Department Directors: Lead county departments including Health and Human Services, Public Health, Emergency Medical Services, Sheriff's Office, Emergency Management, Finance, Human Resources, Highway, and other operational divisions. Page 48 of 63 34 Sawyer County For the RCORP-Impact initiative, leadership extends beyond county government through a multidisciplinary network of community partners. Refer to Attachment 3: Project Organizational Chart document for full partner information. Sawyer County has extensive experience administering state and federal funding and coordinating complex, multi-agency initiatives involving healthcare, public health, behavioral health, criminal justice, emergency medical services, tribal governments, and community-based organizations. The County has established financial management systems, procurement policies, contract administration procedures, and performance reporting processes that support compliance with federal grant requirements. The County has demonstrated success convening multidisciplinary partners to address substance use disorders, behavioral health, public safety, and social determinants of health. Through its partnership with JusticePoint and numerous local and regional organizations, Sawyer County is well positioned to lead implementation of a sustainable Recovery-Oriented System of Care that integrates prevention, treatment, recovery support, and care coordination throughout the community. KEY PERSONNEL AND STAFFING The Project Director for the RCORP-Impact initiative is Becky Barry, who is the Director for JusticePoint in Sawyer County. Ms. Barry will also serve as the Data and Learning Coordinator, as she is closest to the project and oversees the staff who are assigned to this project. Ms. Barry also attends Department Head meetings in Sawyer County and reports to the Criminal Justice Coordinating Council and County Board on a monthly basis. Ms. Barry will oversee the work of the System Navigator, Bill Tilden. Mr. Tilden will be employed full-time to help guide referrals, make initial contact with participants, and provide peer support services while participants are involved in programming in Sawyer County. The Remote Screening and Assessment Screener position is unfilled. This position will be created and filled if funding for this project is received. There are currently 12 other staff in this unit, which provide screening services to other rural jurisdictions through the Brief Jail Mental Health Screen and the Texas Christian University Drug Screen 5 (TCU 5). This unit also provides pretrial risk assessment completion, which is then shared with Judges, prosecutors, and defense before first appearance. Behavioral health consultation services will be provided through Sirona Recovery. A licensed behavioral health clinician will provide approximately three hours per week of consultation to the Diversion program, Hybrid Treatment Court, and multidisciplinary care coordination team. The clinician will participate in routine multidisciplinary case staffing meetings to help identify behavioral health needs, recognize co-occurring mental health and substance use disorders, recommend evidence-based treatment approaches, support coordinated treatment planning, strengthen communication across healthcare, behavioral health, recovery, and justice partners, and facilitate timely referrals to appropriate community providers. By supporting collaboration across systems and improving care transitions, the clinician will help ensure participants are connected to the level of care and community resources that best meet their needs. The clinician Page 49 of 63 35 Sawyer County will serve as a consulting resource, providing clinical guidance and recommendations without delivering ongoing direct clinical treatment. The Network Coordinator will be Rebecca Moser. Ms. Moser is also employed by JusticePoint and directly oversees the pretrial, diversion, and treatment court programs. She is well-known by partner agencies and has the skill set needed to coordinate meetings and keep the workgroups on task. NETWORK The Network Coordinator will coordinate implementation across partner agencies, coordinate Steering Committee meetings, and support quality improvement activities. These duties are focused on the work with partner agencies at the County and community level. They will also manage referral pathways, facilitate multidisciplinary case conferences, and monitor participant engagement, which will involve being present and engaged at the participant level as well. The Network partners are all currently serving and working in the rural jurisdiction. They have experience serving the area because they are already providing services in Sawyer County. The RCORP-Impact project seeks to reinforce this work by creating stronger partnerships and collaboration with the services already available in this rural area. Page 50 of 63 ***We will have 5 of the out-of-home placements either returning home or doing a “step-down” to a lower level of care before the summer is over. However, we will also have a couple of new referrals going into a higher level of care in the near future. 715.634.4806 or 800.569.4162 Health Services Fax 715.634.3580 Human Services Fax 715.634.5387 HEALTH & HUMAN SERVICES Sawyer County Courthouse 10610 Main, Suite 224 Hayward, WI 54843 Sawyer County Youth Justice Report – Submitted by: Sarah Inczauskis May 2026 Youth Justice & Diversion Supervisor Referral Activity May 2026 Total Referrals Received - 3 Pending Scheduled Intakes 2 Counseled & Closed 0 Recommended Deferred Prosecution Agreement (DPA) 0 Recommended Delinquency Petition 0 Recommended Waiver to Adult Court 0 Recommended Serious Juvenile Offender Program (SJOP) 0 Referred to Another County/State 0 Addressed Through Existing Court Order 0 Diversion Program Recommendation 1 Year-to-date Referrals Received 15 Category Total Active Youth Justice Cases 28 Out-of-Home Placements 9 Temporary Physical Custody (JDC) 0 Serious Juvenile Offender Program Placements 0 Active Capias Warrants 0 Staff Member Active Cases Pending Court Melinda Hoyos 9 3 Kim Lambert 9 1 Jami Engebretson 9 0 Amy Thompson 3 0 Total 30 4 Page 51 of 63 CULTIVATING A NEW TOMORROW Sawyer County Diversion Program – Year One Working with youth who were completely disconnected and replanting them into an environment, with support, where they can grow. Page 52 of 63 ADDRESSING SEVERE, CHRONIC TRUANCY 53 Total Referrals in One Year 89% Showed Improvement or Were Considered a Complete Success 11% Considered Unsuccessful Severe Disconnection: All referred youth faced chronic truancy with next to no prior school attendance in the previous school year. Unenrolled Youth: Multiple students entered the program as official "10-day drops," completely separated from the school system. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 53 of 63 89% of Enrolled Youth Increased School Attendance in the 2025-26 School Year Elementary (12 Kids): 100% attendance achieved. (Note: Elementary truancy generally reflects parental failure rather than a child's independent choice). Ages 15–16 (18 Youth): Achieved 80% attendance. Ages 13–14 (21 Youth): Achieved 70% attendance. Ages 17–18 (2 Youth): Maintained 50% attendance or less. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 54 of 63 Flexible Pathways & Individual Success The Power of Alternative Educational Paths and Consistent Outreach Online Learning: 4 youth identified online school as their best option; 100% succeeded, and 1 has already graduated. Open-Door Policy: A 17-year-old female opted out of the program upon turning 18. Later in the year, she reached back out for support, re-engaged, and successfully graduated. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 55 of 63 Measurable Relief for County Courts and Youth Justice (YJ) Court Caseloads: Judge Isham reported 22 truancy cases in court at this time last year, compared to just 2 cases this year. Youth Justice: Out of 53 total referrals, only 4 youth received a delinquency charge that moved them forward into YJ. Youth Justice case load numbers continue to lessen. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 56 of 63 The Ultimate Milestone: Graduation The Capstone Stat: 7 out of 7 graduate-aged youth successfully earned their diplomas. Accelerated Tracks: 5 of these youth graduated early. Higher Education: A 17-year-old male graduated early and has already enrolled in a Minnesota college. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 57 of 63 Beyond the Classroom: Life Skills & Family Impact Parental Feedback: 90% of parents report measurable behavioral or lifestyle improvements in their child. Workforce Readiness: 7 youth successfully secured employment. Shifting Horizons: 4 youth who had never previously considered higher education now express active interest in college. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 58 of 63 Feedback From Parents & Youth ❖ Made friends and is able to keep up with the work due to consistent attendance. ❖ More confidence reported ❖ More comfortable approaching teachers for help ❖ Understands concepts more due to regular school attendance ❖ Understands going to school each day helps mom with daily life, and being a role model for his little brother ❖ Youth gained the confidence to advocate for himself, drawing attention to his mother’s unstable mental health, and went to live with his grandmother. ❖ Youth now likes school, so is willing to wake up and get ready. His mother has developed a good routine and has limited video games during the week. This has really been successful ❖ This youth has gained the skills to maintain a work schedule, while putting school first. With this effort, the relationship has improved with Mom. Sawyer County Diversion Program - Year One May 2026 Board Presentation Page 59 of 63 715.634.4806 or 800.569.4162 Health Services Fax 715.634.3580 Human Services Fax 715.634.5387 HEALTH & HUMAN SERVICES Sawyer County Courthouse 10610 Main, Suite 224 Hayward, WI 54843 Behavioral Health Programs Report for June 23, 2026 Behavioral Health Outpatient Clinic Supervisor Carlson and Joe Bodo participate in a weekly Central Intake Meeting, held every Tuesday and coordinated by Director Ly- ons, to review all referrals received by the agency. This meeting provides an opportunity for interdisciplinary collaboration, allowing staff to share information, determine the most appropriate level of care, and assign responsibility for outreach to the referred client or family. Deputy Director Mann and Supervisor Carlson have been working diligently to streamline the intake process by reducing unnecessary paperwork and updating forms within Patagonia. Their collaborative efforts have focused on improving efficiency while maintaining compliance with program requirements. The process has been progressing well, resulting in the elimination of several forms and proce- dures that were determined to be redundant or unnecessarily burdensome for both clinicians and clients. These revisions are intended to create a more user-friendly enrollment experience, reduce administrative workload, and allow staff to spend more time focusing on direct service delivery and client engagement. CCS Program (Comprehensive Community Services) Service Director Carlson continues to address ongoing barriers related to reinstating the CCS Program in Sawyer County. The program recently encountered an unforeseen barrier related to obtaining physician prescriptions for CCS services. A provider who had previously been identified as a potential signing practitioner expressed concerns regarding potential liability associated with signing CCS physician prescriptions. Service Director Carlson contacted the State seeking clarification and guidance regarding any liability concerns; however, a definitive answer was not provided. In an effort to address the provider's concerns, Service Director Carlson also reached out to a provider affili- ated with Taylor County who is willing to discuss the CCS program and liability considerations with the provider in question. SD Carl- son is awaiting a response to determine whether the provider is interested in receiving additional information and education regarding CCS services and the role of the physician prescription. Efforts to identify alternative solutions and maintain timely access to CCS ser- vices for potential participants remain ongoing. Currently, the program has one prospective CCS participant who is in the initial stages of the enrollment process. At this time, enroll- ment is pending receipt of a signed physician's prescription from the individual's primary care provider. This individual represents the first prospective participant the program is actively working to enroll since reinstatement efforts began. While several referrals have been received, many have not resulted in enrollment. In some cases, referred individuals have had miscon- ceptions regarding the scope of CCS services and believed the program could pay for items or services that are not covered under CCS. In other instances, individuals were already engaged in outpatient mental health counseling with providers who are not CCS-certified and elected to continue with their existing services rather than pursue CCS enrollment. As CCS services continue to be reestablished, staff remain committed to outreach efforts, timely communication with referrals, and assisting interested individuals through the eligi- bility determination and enrollment process. Intoxicated Driver Program (IDP) Assessor Bodo has successfully completed three OWI assessments this month without issue. The next monthly DOT Zoom meeting is scheduled for 06.30.26 at 12:00 p.m. Staff will continue to participate in these meetings to remain informed of statewide updates, policy changes, and best practices related to the administration of the Intoxicated Driver Pro- gram. Assessor Bodo and Supervisor Carlson will be reviewing and updating current policies and procedures in preparation for the pro- gram’s bi-annual recertification, expected to occur this fall. CST Program (Coordinated Services Teams) Currently, there are five clients enrolled in the program. There were no new referrals or discharges during this reporting period. The quarterly CST meeting was held virtually on June 10, 2026. Staff are currently preparing the 2026 six-month performance report, which is due July 30, 2026, as well as the 2027 CST grant application, due August 7, 2026.In addition, Supervisor Carlson and Coordinator Carlson are working collaboratively to update both the Community Resource Brochure and the Adolescent Resource Brochure to ensure current information and resources are accurately reflected. Respectfully, Alicia D. Carlson M.S., LPC, NCC, ICS, CSAC, CCTP, IDP-AT Behavioral Health Programs Clinic Supervisor/CCS Service Director/IDP Supervisor Page 60 of 63 Community Support Program and Mobile Crisis May 2026 CSP: • 46 consumers engaged in CSP in the month of May • There were no new admissions or discharges in May • Staffing for the program remains at 1 psychiatrist, 1 RN, 1 clinical coordinator, 1 mental health technician, and 4 case managers • The team continues to provide 24/7 crisis response, case management, supportive psychotherapy, symptom management, and medication monitoring to these consumers Mobile Crisis: • 14 crisis consult calls were received from Law Enforcement o 7 calls resulted in assessment ▪ 4 assessments resulted in Emergency Detention ▪ 1 assessment resulted in voluntary BHU admission ▪ 2 assessments resulted in safety planning o 3 calls resulted in consumer voluntarily going to ER for evaluation & BHU admission o 2 calls safety plans were made via phone without face-to-face assessment o 1 consumer was referred for crisis follow up only following out of county crisis assessment Thank you! Caitlan Myren, MSW, LCSW Director of Northland Community Services Page 61 of 63 SAWYER COUNTY HEALTH AND HUMAN SERVICES BOARD PUBLIC HEALTH UPDATE – JULY 2026 06/24/2026 • Assessment & Surveillance • Community Partnership Development • Equity • Organizational Capabilities • Policy, Development & Support • Accountability & Performance Management • Communications • Emergency Preparedness & Response • • Communications PUBLIC HEALTH FOUNDATIONAL AREAS FOUNDATIONAL CAPABILITIES COMMUNICABLE DISEASE CONTROL: Assessment & Surveillance; Communications Ticks in Wisconsin: Data and Surveillance Wisconsin DHS monitors tick bite-related concerns throughout the year. Looking at trends helps the public know when risk is higher for tick bites and tick-borne disease. This chart shows ED visits and the impact within our region, which is trending high but just under last year’s levels. Local reports of tick-borne disease cases are currently high. ENVIRONMENTAL PUBLIC HEALTH: Assessment & Surveillance; Community Partnership Development; Accountability & Performance Management; Communications The environmental health staff are busy inspecting facilities as the new licensing year approaches. As of June 24, Sawyer County has 925 licensed facilities and 97% (897/925) of facilities have had a pre-inspection or routine inspection this license year. Of the 28 remaining facilities needing an inspection, 18 are transient or special event campground facilities. Since May 1, our team has received 12 complaints regarding potential human health hazards. Onsite assessments, follow-up, and referrals were made, depending on the situation. Page 62 of 63 SAWYER COUNTY HEALTH AND HUMAN SERVICES BOARD PUBLIC HEALTH UPDATE – JULY 2026 06/24/2026 CHRONIC DISEASE & INJURY PREVENTION and ACCESS TO & LINKAGE WITH CLINICAL CARE: Assessment & Surveillance; Community Partnership Development; Communications Sawyer County Healthier Together As a part of the Sawyer County Healthier Together initiative, workgroups have been formed around the priority areas to identify goals and participate in the work outlined in our Community Health Improvement Plan. The root cause and gap analyses were completed in 2025, with work continuing in the collaboration and community awareness areas. Many local agencies are engaged in the work through representation on workgroups. FOUNDATIONAL CAPABILITIES: Emergency Preparedness & Response; Communication; Accountability & Performance Management; Organizational Capabilities Training In June, Sawyer County Public Health staff participated in the following trainings, meetings, and conferences: DATCP Evaluation Training, Injury and Violence prevention, LCO substance use prevention event, and PFAS listening session. Page 63 of 63