Treatment Court Steering Committee Agenda Packet (PDF)

In compliance with the Americans with Disabilities Act, any person needing assistance to participate in this meeting, should contact the Office of the County Clerk at (920)746 2200. Notification 72 hours prior to a meeting will enable the County to make reasonable arrangements to ensure accessibility to that meeting. AGENDA Treatment Court Steering Committee 1. Call Meeting to Order 2. Roll Call – Establishing Quorum 3. Adopt Agenda 4. Approve Minutes a) 2/26/2026 Treatment Court Steering Committee 5. Correspondence 6. Public Comments 7. Committee Response 8. New Business a) SIMS Final Report b) Update Handbook Discussion c) Update Sober Housing d) Treatment Court Program Review e) Staffing Updates 9. Sustainability Matters to be Considered 10. Legislative Matters to be Considered 11. Matters to be Placed on a Future Agenda or Referred to a Committee, Official or Employee 12. Set Next Meeting Date a) April 23, 2026 13. Adjourn Meeting Deviation from the order shown may occur. Thursday, March 26, 2026 12:00 p.m. Treatment Court Steering Committee Door County Justice Center Jury Assembly Room 1209 S. Duluth Avenue Sturgeon Bay, WI 54235 A SUBCOMMITTEE OF THE CRIMINAL JUSTICE COLLABORATIN G COUNCIL Participants may join this meeting will in person, by teleconference or video conference. Members of the public may join the meeting remotely or in-person in the Jury Assembly Room of the Justice Center You are invited to a Zoom webinar. When: Mar 26, 2026 12:00 PM Central Time (US and Canada) Topic: Treatment Court Steering Committee Meeting Join from PC, Mac, iPad, or Android: https://us02web.zoom.us/j/84220189 148?pwd=YbXlls96zrHwyEXmCC8u 18ge0sCHyh.1 Webinar ID: 842 2018 9148 Passcode: 075655 Phone: 1 312 626 6799 1 DOOR COUNTY TREATMENT COURT STEERING COMMITTEE MINUTES (A Subcommittee of the Criminal Justice Collaborating Council Committee) Thursday, January 22, 2025 at 12:00 pm 1. Call Meeting to Order The meeting was called to order by Joseph Krebsbach at 12:05 PM in the Jury Assembly Room of the Door County Justice Center. 2. Roll Call – Establishing Quorum Present: Sara Siefert, Probation and Parole; Colleen Nordin, District Attorney; Joseph Krebsbach, Health & Human Services Director; Kimberly Bridenhagen, Probation and Parole; Clint Henry, Sturgeon Bay Police Chief; Kristin Deprey, Behavioral Health Clinical Supervisor; Scott Dadam, Case Manager; Shannon Viels, Public Defender; Kyle Vesser, Chief Deputy Excused: Judge Weber Absent: Elizabeth Junion, Case Manager; Michael Bertrand, Jail Lieutenant Others Present: Kathy Zak, Recording Secretary 3. Adopt Agenda A motion was made by C. Nordin and seconded by C. Henry to adopt the agenda as posted. Motion carried by unanimous voice vote. 4. Approve Minutes A motion was made by C. Nordin and seconded by C. Henry to adopt the minutes as posted. Motion carried by unanimous voice vote. 5. Correspondence None 6. Public Comment None 7. Supervisor Response None 8. New Business a) Update on SIM Mapping Workgroups Providers Group – Will be meeting next week. Working on getting providers in the area and also Peer Support training. Housing Group – Working on housing options for people that have dementia, MH Crisis, etc. vs. jail. Helping homeless individuals are still unresolved and needs more community support, i.e. non-profits, churches, etc. b) Update on Sober Housing Currently no one in the house. Working with CORE to get the house up and running again. Potentially have 3-4 interested individuals for the house. Justin is our lead contact out of Shawano who is guiding/assisting with reopening the house. c) TAD Grant Final Report TAD grant was finished. We had underspent. The goal format was accepted. These minutes have not been reviewed by the oversig ht board and are subject to approval or revision at the regular meeting. 2 d) Treatment Court Program Review  One new case manager has been hired. Upcoming interviews scheduled for next week. Will continue the recruitment process. Will try to get two certified evaluators to move the process along quicker.  Work on the handbook continues. Most of the changes is in the language and how it is used. Meeting will be scheduled to go over the handbook as a group and make necessary changes.  Goals discussed as opposed to sober days and focus more on how they are doing. e) Participant Admissions Admissions remain on hold at this point. Hoping to start taking admissions again by June. Only one participant remains in the program and they will be graduating early part of March. 9. Sustainability Matters to be Considered None 10. Legislative Matters to be Considered None 11. Matters to be Placed on a Future Agenda or Referred to a Committee, Official or Employee 12. Set Next Meeting Date March 26, 2026 at 12:00 PM at the Door County Justice Center – Jury Room 13. Adjourn Meeting A motion was made by C. Nordin and seconded by C. Henry to adjourn. Motion carried by unanimous voice vote. The meeting was adjourned at 12:28 PM. Respectfully submitted, Kathy Zak, Recording Secretary 3 Sequential Intercept Model Mapping Report Door County, Wisconsin Date: November 19-20, 2025 4 5 Acknowledgement The Wisconsin Sequential Intercept Model (SIM) Facili tating Team would like to acknowledge and thank the Door County SIM planning t eam for their assistance and leadership with this project. The team would l ike to express appreciation to the SIM Planning Committee consisting of Judge David Weber, Marinette County Circuit Court, and Joe Krebsbach and Shannon Lauder, Door County Health and Human Services. We would also like to express our a ppreciation to all the Door County service providers and community members who attended the mapping session to make this report possible and the Stone H arbor Resort staff for their hospitality. Wisconsin SIM Facilitating Team: Elizabeth Pohlman-McQuillen Justice System Strategist Rock County elizabeth.pohlmanmcquillen@co.rock.wi.us Jenna Suleski Crisis Services Coordinator WI Department of Health Services Jenna.suleski@dhs.wisconsin.gov Rose Baier Criminal Justice Services Director Chippewa County rbaier@chippewacountywi.gov Shelby Hilden Pretrial Services Program Supervisor St. Croix County Shelby.hilden@sccwi.gov Michael Derr TAD Program Specialist WI Department of Justice michael.derr@ wisdoj.gov Heather Kierzek Evidence-Based Program Manager Director of State Courts heather.kierzek@wicourts.gov 6 Table of Contents Contents Executive Summary ......................................................................................................................... 1 Recommendation Summary ............................................................................................................ 2 Background ...................................................................................................................................... 3 Overview of the Sequential Intercept Model .............................................................................. 3 Best Practices Across the Intercepts ........................................................................................... 4 Project Summary ............................................................................................................................. 6 Mapping Workshop and Action Planning .................................................................................... 6 Defining the Community Landscape Through Data ........................................................................ 7 Resources and Opportunities at Each Intercept ........................................................................... 10 Intercept 0 – Community Services ............................................................................................ 11 Intercept 1 – Law Enforcement ................................................................................................. 13 Intercept 2 – Initial Court Hearings and Initial Detention ......................................................... 14 Intercept 3 – Jails and Courts .................................................................................................... 15 Intercept 4 – Reentry ................................................................................................................. 16 Intercept 5 – Community Corrections ....................................................................................... 17 Overall Priorities ............................................................................................................................ 18 Action Planning .............................................................................................................................. 18 Development of the Local Map ..................................................................................................... 19 Next Steps ...................................................................................................................................... 20 Recommendations......................................................................................................................... 20 Follow a Change Model ................................................................................................................. 21 Engage Courts as Conveners and Leaders ................................................................................. 24 Utilize the Criminal Justice Coordinating Council ...................................................................... 25 Implement a Communication Policy ......................................................................................... 27 Increase Data Collection and Sharing ........................................................................................ 27 Use Data to Drive Decisions ...................................................................................................... 28 Collaborate to Develop a Multi-Use Shelter ............................................................................. 30 Increase Treatment Providers ................................................................................................... 31 Appendix A - SIM Mapping Participants ................................................................................. 32 7 Appendix B - SIM Workshop Agenda ...................................................................................... 34 Appendix C - Full List of Priorities ............................................................................................. 37 Appendix D - Sample Action Planning Form ........................................................................... 39 Appendix E - Completed Action Planning Forms ................................................................... 40 Appendix F – Additional Resources .......................................................................................... 42 8 1 | P a g e Executive Summary In 2024, the Wisconsin Court System (WCS) received a technical assistance grant from the State Justice Institute. Through this gran t, WCS secured a contract with the National Center for State Courts (NCSC) to train Wisconsin-based staff to facilitate SIM workshops throughout the state to assist county courts in identifying resources and opportunities within local communitie s to improve justice and behavioral health responses to individuals with men tal illness and substance use disorders. The National Center for State Courts conducted the initial SIM Workshop Facilitator Training session in October 2024, where 13 individu als were trained to be SIM facilitators. In January 2025, NCSC staff facilitate d the La Crosse County SIM Mapping Workshop, the first workshop in the series throughout the state. In November 2025, a SIM workshop was held with Door County, WI. Approximately 27 representatives from Door County, as well as 6 t rained facilitators, participated in the one and a half day event. 9 2 | P a g e Recommendation Summary Door County is supported by a dedicated and engaged community, clearly committed to improving outcomes for individuals wit h behavioral health needs. This strong foundation is essential to achieving su ccess. The following recommendations are intended to guide the region’s efforts in aligning justice and behavioral health systems with community needs. The se recommendations are based on a review of background information and dat a, insights gained from the mapping and action planning session conducted using the Sequential Intercept Model (SIM) framework, defined project goals, and ev idence-based practices. The Wisconsin SIM Facilitating Team respectfully submits the following recommendations. 1. Follow a change model which provides transparency, education, communication, and relationship building to bring stakeholders together around a shared vision, and motivating individuals to bring the vision to life. 2. Engage courts to act as conveners and leaders. 3. Use the existing criminal justice coordinating council to provide leadership on the action plans developed during the SIM mapping workshop. Additionally, continue to collaborate regularly with community providers to stay abreast on services provided within the community. 4. Develop and implement a communication policy to provide transparency, coordinate information-sharing, and increase community awareness of available resources. 5. Increase data collection efforts in the community and determine how information is being shared. Develop MOUs to support the collection and sharing of data. 6. Use data to drive decisions to improve outcomes. 7. Collaborate with local philanthropic groups to develop pilot projects and proof-of-concept efforts to increase crisis housing options and increase treatment providers. 8. Explore creative options , such as telehealth, to increase access to treatment providers who may not reside in the area. 10 3 | P a g e Background Overview of the Sequential Intercept Model The Sequential Intercept Model was developed by Poli cy Research Associates as a conceptual model to inform community-based response s to the involvement of people with mental health and substance use disorders in the criminal justice system. SIM is used as an applied strategic planning tool to improve cross-system collaborations to reduce involvement in the justice system. SIM is most effective when used as a community strategic planning tool to asse ss available resources, identify opportunities for improvement, and plan for community change. 1 These activities are best accomplished by a team of stakeholders that cross multiple systems, including mental health, substance use, la w enforcement, pretrial services, courts, jails community corrections, housing, healt hcare, social services, people with lived experience, family members, and many others. SIM helps to develop a comprehensive picture of how people with mental hea lth and substance use disorders enter and flow through the criminal justi ce system along six distinct intercept points. 2 The model depicts the justice system as a series of points of “interception” at which an intervention can be made to prevent people from entering or moving futher into the criminal justice system. 3 1 SAMHSA’s GAINS Center brochure for The Sequential Intercept Model: https://store.samhsa.gov/sites/default/files/d7/priv /pep19-sim-brochure.pdf 2 Ibid. 3 Munetz, M.R. & Griffin, P.A. (2006). Use of the Sequen tial Intercept Model as an Approach to Decriminalization of People with Serious Mental Ill ness. Psychiatric Services, 57(4), 544-549. 11 4 | P a g e Points of interception include: Intercept 0: Community Services Intercept 1: Law Enforcement Intercept 2: Initial Detention and Hearings Intercept 3: Jail and Court Intercept 4: Reentry Intercept 5: Community Corrections The model provides an organizing tool for a discussion on how to best address the behavioral health needs of justice-involved individuals at the local level. Using the model, a community can identify local resources and opportunities, decide priorities for change, and develop targeted strateg ies to deflect and divert individuals with behavioral health disorders to tre atment and recovery support services. Best Practices Across the Intercepts In addition to best practices at each intercept, th ere are also best practices that should span all intercepts. This section utilizes l anguage from The Sequential Intercept Model: Advancing Community-Based Solutions for Justice-Involved People with Mental and Substance Use Disorders 4 to describe best practices across the intercepts, as detailed in the figure on the next page. 4 PRA, Inc. (2018). The Sequential Intercept Model: Adva ncing Community-Based Solutions for Justice- Involved People with Mental and Substance Use Disor ders https://store.samhsa.gov/sites/default/files/d7/priv /pep19-sim-brochure.pdf 12 5 | P a g e Objectives for the mapping sessions included:  Development of a comprehensive picture of how individuals with mental health and/or substance use disorders enter and flow throu gh the criminal justice system along the SIM intercept points,  Identification of opportunities and barriers in the existing systems, and  Identification of priorities for change and initial development of an action plan to facilitate change. For this mapping workshop, the workshop facilitating team worked with Door County stakeholders to identify resources and opportunitie s for adults with mental health and substance use disorders at each SIM intercept. T he workshop team also utilized SIM to develop priorities for action designed to imp rove the region’s system– and service-level responses to the targeted population. Cross-systems collaboration and coordination of initiatives. Coordinating bodies serve as an accountability mechanism and improve outcomes by fostering community buy-in, developing priorities, and identifying funding streams. Routine identification of people with mental health and substance use disorders. Individuals with mental health and substance use disorders should be identified through routine administration of validated, brief screening assessments and follow-up assessment as warranted. Access to treatment for mental health and substance use disorders. Justice- involved people with mental health and substance use disorders should have access to individualized behavioral health services, including integrated treatment for co-occurring disorders and cognitive behavioral therapies addressing criminogenic risk factors. Linkage to benefits to support treatment success, including Medicaid and Social Security . People in the justice system routinely lack access to health care coverage. Practices such as jail Medicaid suspension (vs. termination) and benefits specialists can reduce treatment gaps. People with disabilities may qualify for limited income support from Social Security. Information sharing and performance measurement among behavioral health, criminal justice, and housing/ homelessness service providers . Information-sharing practices can assist communities in identifying frequent utilizers, provide an understanding of the population and its specific needs, and identify gaps in the system. 13 6 | P a g e Project Summary Mapping Workshop and Action Planning Systems mapping is based on SIM and brings together s takeholders from various disciplines and systems to identify strategies to d ivert people with mental health and substance use disorders away from the justice s ystem and into treatment. Mapping aims to identify a cross-systems task force responsible for ensuring the priorities identified during the mapping workshop a re addressed through community collaboration. The Wisconsin SIM Facilitating Team and NCSC facilita ted the SIM Mapping Workshop and Action Planning over the course of a d ay and a half in November 2025. A full list of participants can be found in Appendix A and the agenda is included in Appendix B . Utilizing the information gleaned from the SIM Pla nning Committee, as well as research on the two communiti es, the Wisconsin SIM Team facilitated the participants in mapping each interc ept to ensure the most comprehensive list of resources and opportunities w ere identified. During the mapping session, the facilitators presented statistics regarding national, state, and Door County to define the issues and provide the co ntext for discussions. These statistics are summarized in the Defining the Community Landscape Through Data starting on the next page. 14 7 | P a g e Defining the Community Landscape Through Data The region’s population is primarily White and aging. The median household income is a little lower than the state median income; however, the poverty rate is also a little lower. Housing is a concern in the area, with many housing units used as vacation and short-term rentals. Affordable housing is difficult to find in the area. 15 8 | P a g e Door County residents are more likely to be a high school graduate and have access to a computer with an internet subscription. Wisconsin and Door County share similar concerns when it comes to mental health. notably regarding the prevalence of severe mental illness (SMI) in their communities and their jail/prison populations; limited access to mental health care and in-network health care; and homelessness overlapping with SMIs. 16 9 | P a g e The suicide rate in Door County is higher than the Wisconsin and national averages. Alcohol is the most commonly abused substance in Do or County, followed by marijuana and methamphetamine. 17 10 | P a g e In 2024, most individuals accessing mental health s ervices through the county needed ongoing, low-intensity services. The county also appears to be serving more people o ver time which has put additional strain on already scarce resources. Resources and Opportunities at Each Intercept As each intercept was discussed, the resources and opportunities were identified and recorded. This process is important since the j ustice and behavioral health systems are ever changing, and the resources and opportunities provide contextual information for understanding the local maps. 18 11 | P a g e Intercept 0 – Community Services Resources  Education: Northeast WI Technical College, Literacy Door County, 5 school districts, Boys and Girls Club  Healthcare: Aurora-Bellin Clinic, Door County Medical Center, Walk-in Clinic, Neighbor to Neighbor (medical equipment)  Housing: HUD/Section 8, Lakeshore CAP, Habitat for Humanity, Interfaith Coalition for Housing, Door County Housing Partnership, CORE (Manitowoc), County-owned property, Sunflower Cottage (dementia)  Employment: Seasonal employment, Inspire, We Are Hope, Sunshine House  Transportation: Door 2 Door taxi, Choice Mobility, Door Tram, Ready Transport, ADRC bus  Food/Basic Needs: 10 food pantries, Food Pantry Coalition, ADRC, St. Vincent de Paul, YMCA, Help of Door County, Feed and Clothe My People, Green Door Thrift, Blessing Boxes, Caring Closet, Masonic Lodge, Partnership for Children and Families, Public Health, JAK’s Place, United Way, 115 Club, Turning Point  Crisis: Emergency Room, Willow Creek, mobile crisis unit, community paramedic, Door County deflection program  Crisis Lines: 988, 911, 24/7 county crisis line (Family Services in Green Bay)  Mobile crisis outreach teams and co-responders. Behavioral health practitioners who can respond to people experiencing a mental health or substance use crisis or co-respond to a police encounter.  Emergency department diversion. Emergency departments (EDs) can provide triage with behavioral health providers, embedded mobile crisis staff, and/or peer specialist staff to provide support to people in crisis.  Police-behavioral health collaborations. Police officers can build partnerships with behavioral health agencies along with the community and learn how to interact with individuals experiencing a crisis. 19 12 | P a g e  Hospital: Door County Medical Center  Philanthropic Foundations: Hospital Ministry Fund, Door County Community Foundation Opportunities  Create a NAMI chapter  Increase resources for the homeless population  Improve discharge planning from facilities as people return to the community  Increase transitional housing  Decrease time to access treatment  Increase recovery coaches, peer support, etc.  Create a crisis stabilization facility  Create a homeless shelter  Increase affordable, low-income housing  Increase treatment providers  Create an Intensive Outpatient Program  Find sustainable funding  Develop a community recovery/drop-in center  Create a brief stabilization facility run by peers  Increase resources for people with hoarding disorders  Develop childcare resources for people in treatment  Create inpatient facility  Create a one-stop shop (Brown County example)  Create a step-down facility  Increase prevention  Increase after-hour resources  Decrease stigma (both in the community and for those accessing services)  Increase outreach  Increase bi-lingual services and resources  Increase availability of after-hour childcare  Increase veteran specific services  Increase resources for sex offenders  Increase support/buy-in from county board  Develop data collection protocols/systems/metrics  Create a lobbyist position  Create a domestic violence shelter  Investigate 211 20 13 | P a g e Intercept 1 – Law Enforcement Resources  Door County Sheriff Deflection Program  Regular communication between law enforcement and HHS  Sheriff Department staff is CIT trained; jail staff CIP trained  Sturgeon Bay Police Department has some officers CIT trained; all officers complete a 24-hour CIT-type training  School resource officers  5 of the 12 dispatchers are CIP trained  Use behavioral health flag in Spillman  Police will call Family Services (crisis)  Leave behind kits which include a resource card and deflection program contact information  I-Team (collaborative team with APS, crisis, ADRC, deflection, and Corporation Counsel that meets monthly) Opportunities  Develop a co-responder model  Develop a process to communicate crisis plans to law enforcement  Investigate how to decrease communication barriers between court, HHS, law enforcement and exceptions to HIPAA  Education community on when to call 911/988  Develop protocols for all law enforcement to complete PROXY assessment  Dispatcher training. Dispatchers can identify mental health or substance use crisis situations and pass that information along so that Crisis Intervention Team officers can respond to the call.  Specialized police responses. Police officers can learn how to interact with individuals experiencing a crisis in ways that promote engagement in treatment and build partnerships between law enforcement and the community.  Intervening with frequent utilizers and providing follow-up after the crisis. Police officers, crisis services, and hospitals can reduce frequent utilizers of 911 and ED services through specialized responses. 21 14 | P a g e  Increase CIT/CIP training  Train dispatch to triage mental health calls to 988  Develop a procedure to resolve 3-party petitions through HHS before court intervention  Increase outreach to people with frequent calls, especially when those contacts are not with the Sheriff’s Office  Advocate for changes to federal and state laws to increase information sharing and remove barriers Intercept 2 – Initial Court Hearings and Initial Detention Resources  Screening process at the jail includes SUD, mental health, veteran status and medical questions  Currently 24-hour telehealth mental health provider due to vacancy  Medications can be brought in the jail if approved by nursing staff  ADL pretrial monitoring services  Bond is adjusted to assist with pretrial monitoring costs  People allowed to remain in lobby of jail if released and no ride, resources  Officers will sometimes transport people to safe locations  District Attorney will refer individuals back to deflection program if appropriate Opportunities  Explore non-interview based assessment tools for making pretrial and case management decisions  Explore creation of a post-charge diversion program  Screening for mental health and substance use disorders. Brief screens can be administered universally by non-clinical staff at jail booking, police holding cells, court lock ups, and prior to the first court appearance.  Data-matching initiatives between the jail and community-based behavioral health providers.  Pretrial supervision and diversion services to reduce episodes of incarceration. Risk- based pre-trial services can reduce incarceration of defendants with low risk of criminal behavior or failure to appear in court. 22 15 | P a g e  Validate the PROXY  Educate victims of domestic violence on Safe At Home resources Intercept 3 – Jails and Courts Resources  Regular communication between the jail and HHS  Regular judges’ meetings are occurring  Jail services (volunteer only) include: Bible study, GED, AA, Positive Parenting, employment skills, therapy dog  Operation Fresh Start  Lutheran Social Services Opportunities  Reinstate the treatment court program  Increase access to MAT in the jail  Investigate ways for people to continue on their medications in jail and not discontinue based on formulary and funding  Increase veteran services in the jail; build relationship with VJO  Explore creation of a mental health docket  Continue to explore how to coordinate cases to achieve 1 judge, 1 family  Increase resources for family members of guardianships  Treatment courts for high-risk/high-need individuals. Treatment courts or specialized dockets can be developed, examples of which include adult drug courts, mental health courts, and Veteran treatment courts.  Jail-based programming and health care services. Jail health care providers are constitutionally required to provide behavioral health and medical services to detainees needing treatment, including providing access to medication-assisted treatment (MAT) for individuals with substance use disorders.  Collaboration with the Veterans Justice Outreach specialist from the Veterans Health Administration. 23 16 | P a g e Intercept 4 – Reentry Resources  Taxi and hotel vouchers  Deflection follow-up  Case management with Lutheran Social Services  Good communication between HHS and DOC  Prison: Release with 1 month supply of medication  Jail: Release with whatever they have left; 30 day supply is usually $5  Allowed to pay personal bills before jail debt Opportunities  Create a re-entry coordinator position  Provide MAT resources in the jail  Increase transitional housing for people being released from prison/jail  Develop in-reach programs  Transition planning by the jail or in-reach providers. Transition planning improves reentry outcomes by organizing services around an individual’s needs in advance of release.  Medication and prescription access upon release from jail or prison. Inmates should be provided with a minimum of 30 days’ medication at release and have prescriptions in hand upon release, including MAT medications prescribed for substance use disorders.  Warm hand-offs from corrections to providers increase engagement in services. Case managers that pick an individual up and transport them directly to services will increase positive outcomes. 24 17 | P a g e Intercept 5 – Community Corrections Resources  DOC is implementing several evidence-based practices including case planning, skill building, cognitive behavior therapy (CBT) workbooks, coping skills, anger management, Moral Reconation Therapy, evidence-based risk assessments, and motivational interviewing  Men’s TLP is available  Specialized caseloads when fully staffed  Online AODA services  Conditional release case management through Lutheran Social Services  Narcan and fentanyl test strips available Opportunities  Create a recovery/stabilization/one-stop shop  Specialized community supervision caseloads of people with mental health disorders.  MAT for substance use disorders. MAT approaches can reduce relapse episodes and overdoses among individuals returning from detention.  Access to recovery supports, benefits, housing, and competitive employment. Housing and employment are as important to justice-involved individuals as access to mental health and substance use treatment services. Removing criminal justice-specific barriers to access is critical. 25 18 | P a g e Overall Priorities Facilitators encouraged participants to think about the identified opportunities through a lens of effort and impact. Opportunities that have a high impact were to be prioritized. In addition, a balance of low effort and high effort o pportunities were to be selected. After discussion, participants were asked to review all o pportunities identified by the mapping session and vote for three of which they deemed priorities. The top three overall priorities identified regardless of intercept were:  Increase housing options, including shelters and transitional options.  Increase treatment providers. A full list of priorities can be found in Appendix C. Action Planning Mapping Workshop participants were given instructions on action planning and an action plan template. The action planning template can be found in Appendix D . Participants were then divided into three breakout groups to create action plans for each of the priority areas. The action plans were designed to have parti cipants ask themselves the following questions:  What are our objectives? What do we want to achieve?  What do we have to do to meet those objective(s)? What are the specific activities/tasks necessary to meet the objective(s)?  What resources are necessary to complete the identified activities?  How much time is required for each activity/task? When can action begin on each activity/task?  What are the potential barriers to consider?  Who will take the lead on this activity/task? Who should be involved in the collaboration? Who is already engaged in this activity? All completed action plans can be viewed in Appendix E. 26 19 | P a g e Development of the Local Map The prevalence of mental health and substance use disorders has greatly impacted our nation, each of our states, and our communities and has had a disproportionate impact on our nation’s courts and justice system. New strategies must be developed to ensure people receive appropriate, evidence-based services in their communities and are diverted from the justice system. Determining priorities for a community requires collaboration and identifying resources and opportunities to systematically address existing and emerging problems. The mapping process serves as a dynamic, interactive tool for developing partnerships within the community by assessing resources and identifying opportunities at each of the points that individuals seek or obtain services as they move through the criminal justice system. The Wisconsin SIM team drafted a Door County SIM Map that identifies the processes and workflow at each intercept based on the information gathered through the mapping workshop and action planning session. Intercept 0Crisis ServicesIntercept 1Dispatch and Law EnforcementIntercept 2Initial Detention and Initial Court HearingsIntercept 3Jails and CourtsIntercept 4ReentryIntercept 5Community Corrections Community Community Hospitals & Urgent CareDoor County Medical CenterEmergency Care920-743-5566 Emergency Medical ServicesDoor County Emergency Services920-743-5461 Crisis Services •Health and Human Services•Mobile Crisis Unit Crisis LinesCrisis Hotline988Family Services of Northeast WisconsinHealth and Human Services920-746-2588911 911 DispatchDoor County Emergency Management DeflectionPartnership between:•Door County Sheriff’s Office•Door County HHS Law EnforcementDoor County Sheriff’s OfficeOfficers CIT trainedCommunity Engagement OfficerMunicipal Police DepartmentsCIT training offered Summons/Hearing(No Arrest)Types of ChargesMost misdemeanors and some feloniesProcessLaw enforcement issues summons with scheduled court date Initial Detention(Arrest)Types of ChargesSome misdemeanors and all feloniesProcessAt intake some screening completed. PROXY utilized for deflection. Initial AppearanceBail determinationADL Monitoring for some released on bond for pre-trial monitoring. Prosecutor DiversionDoor County District Attorney•Will sometimes refer back to deflection. ParoleParole is managed by the Department of Corrections ProbationWisconsin DOC utilizes the following best practices:•Validated assessments –COMPAS-R, IDA•Motivational Interviewing•Assessment Driven Supervision •Risk-Need-Responsivity•Strategies for Behavioral Change•Thinking 4 Change and Moral ReconationTherapy ViolationViolation JailDoor County Sheriff’s OfficeGED program, Positive Parenting, AA, employability skills, therapy dog Dispositional CourtIf violation of probation or extended supervision, outcome determined by ALJ. Jail ReentryStrong communication between jail and HHSLutheran Social ServicesConditional release case management services Prison ReentryCommunity of care warm hand-off to community MAT providers 27 20 | P a g e Next Steps The following chart outlines the next steps to achieve a more comprehensive community picture, ensure community awareness of the project, and keep progress moving forward. Action Plans Give more time to complete the action plans created by the focus groups. Assign Responsibility Determine who or what entity will be responsible for ensuring that the project and momentum of the SIM mapping continues and who or what entity will champion each item of the action plan. The priority groups that were self-selected during the workshop are the logical entities to keep the entire project moving forward and provide coordination and accountability. When determining who or what entity should champion each item of the action plan, look to organizations or groups that are currently involved with the work. Capitalize on Momentum Determine how to bring the community back together and develop a plan with actionable steps to keep the project moving forward. Make sure to celebrate the successes along the way and remember that change is a long-term process which will reap many rewards if successful. Recommendations As previously mentioned, Door County is supported b y a dedicated and engaged community committed to improving outcomes for indiv iduals with behavioral health needs. This strong foundation is essential t o achieving success. The following recommendations are intended to guide eff orts in aligning the justice and behavioral health systems with community needs. These recommendations are based on a review of background information and data, insights from the mapping and action planning session conducted using the Sequential Intercept Model (SIM) framework, defined project goals, and evidence-base d practices. The Wisconsin SIM Facilitating Team respectfully submits the following recommendations. 28 21 | P a g e Recommendations made across all intercepts are steps that should be started at the beginning of the project as they create a found ation for all work. Although they should be addressed at the beginning of the pr oject, they will take time to establish, reinforce, and institutionalize. Priorit izing which recommendations to start with depends on community need and community interest. Follow a Change Model There is little that polarizes an organization as much as change. For some, it is an exciting opportunity. For others, it is a devastati ng defeat. And for many, it lies somewhere on the continuum between the two. Good ch ange management involves transparency, education, communication, an d relationship-building to bring everyone together around a shared vision and motivates individuals to bring that vision to life. As part of the change th at should occur, Marinette and Menominee Counties and individual agencies want to ensure evidence-based practices are being used to provide the best outcom es for individuals and the community. The use of data also plays an integral role in making decisions. NCSC recommends utilizing the Integrated Model developed by the National Institute of Corrections and the Crime and Justice Institute to help criminal justice system leaders and stakeholders manage change and to imple ment Data-Driven Decision Making and the evidence-based practices outlined below. In 2002, the National Institute of Corrections and the Crime and Justice Institute (CJI) partnered to develop “Implementing Effective Correctional Management of Offenders in the Community: An Integrated Model” (commonly referred to as the “Integrated Model”). The Integrated Model is a guide to help programs implement evidence-based practices at the client, organization, and system levels. The model emphasizes equal evidence-based principles, organiz ational development, and collaboration. Evidence-Based Practices (EBPs) based on the Risk-N eed-Responsivity (RNR) model are deemed the underpinning of effective supervision and service delivery for justice-involved individuals. These eight princ iples, along with measurement and evaluation and related feedback, have become th e foundation for justice- related intervention. CJI, contending that human be havior is universal, advocates for the use of the Integrated Model at the case, agency, and system levels. As the principles are applied to larger and larger systems, the more these concepts need 29 22 | P a g e to be abstracted; programs need to clarify prioriti es and establish and train staff on protocols, reinforce staff proficiency, provide ongoing support to stakeholders, and establish quality assurance measures. The frame work CJI provides for implementing effective interventions at any level includes seven guidelines: 1. Limit new projects to mission-related initiatives; 2. Assess progress of implementation processes using quantifiable data; 3. Acknowledge and accommodate professional overrides with adequate accountability; 4. Focus on staff development, including awareness of research, skill development, and management of behavioral and organizational change processes, within the context of a complete training or human resource development program; 5. Routinely measure staff practices (attitudes, knowledge, and skills) that are considered related to outcomes; 6. Provide staff timely, relevant, and accurate feedback regarding performance related to outcomes; and 7. Utilize high levels of data-driven advocacy and brokerage to enable appropriate community services (Crime and Justice Institute, 2009, pp. 26-29). 5 Organizational Development is the second component of the Integrated Model. CJI emphasizes the need for total organizational overhaul to effectively move to an evidence-based culture. Organizations are encouraged to reexamine their mission statements and core values, revamp their infrastruc ture to support EBPs, and effectively change their entire organizational cult ure. Emphasis is placed on transforming organizations into learning environmen ts focused on improving processes and maximizing productivity and outcomes. Organizations and systems utilizing the seven implementation guidelines are e ncouraged to assess their organizational culture; provide motivational enhanc ement to stakeholders; clarify organizational priorities and restructure protocols ; provide ample training to staff including feedback and time to practice newly learn ed skills; incentivize staff proficiency; provide ongoing support; and develop quality assurance programs to both improve and report on the EBP’s effectiveness. 6 5 Criminal Justice Institute (2009) pp 26-29. https://www.cjinstitute.org/assets/sites/2/2009/10/Communi ty_Corrections_BoxSet_Oct09.pdf 6 Ibid. 30 23 | P a g e Collaboration is the third component of the Integra ted Model. Including outside stakeholders and engaging them in the change process is encouraged to develop systemwide buy-in for the new ways of doing busines s. The impetus behind the need for collaboration is that organizations do not operate in a vacuum. In order for an organization to successfully shift to an evidence-based culture, stakeholders who interact with the organization on a daily basis must support the change. The interdependence of organizations in the criminal ju stice system dictates the need for systemwide investment in the change to EBP. 7 The National Implementation Research Network (NIRN) notes that EBPs cannot be helpful unless they are fully implemented and pract iced with the same fidelity as they were in the experimental environment. Full imp lementation of an EBP occurs when 50% or more practitioners in an organization u tilize the EBP regularly and with fidelity. 8 There is an adage that “what gets measured gets do ne.” This is true at any level of supervision. Ultimately, for any pr actice, evidence-based or otherwise, to stick, it must become part of routine practice. Furthermore, it must add value. Researchers note that leadership is key in ensuring implementation of the EBP, and it generally falls into one of three categories: leaders who “let it happen” by simply noting that an EBP will be implemented, leaders who “help it happen” by urging others to utilize the EBP but do not provide support or accountability, and leaders who “make it happen” by systematically working to implement an EBP with 7 Ibid. 8 National Implementation Research Network. (2016, Apri l 23). Implementation Defined . Retrieved from National Implementation Research Network: http://ni rn.fpg.unc.edu/learn- implementation/implementation-defined 31 24 | P a g e fidelity providing support and accountability. 9 Key to moving from “letting it happen” to “making i t happen” are something the NIRN calls implementation drivers. These include co mpetency, organization, and leadership support. Since EBPs represent a new way o f doing the work, training must be coupled with ongoing coaching from experien ced users of the EBP tools and fidelity checks to ensure that learning and com petency are on track. Organizations must also have managers and infrastructure that is both supportive and reinforcing of the EBPs; utilize the fidelity c hecks as well as baseline and outcome data to determine where the flaws in the sy stem lie; and adjust in managing the organizational change. 10 This reinforces the information contained in the NIJ’s Implementation Model. Lack of stakeholder buy-in at any level can be disastrous for implementation of any change. Ensuring buy-in from all stakeholders is es sential. In all cases, utilizing education of stakeholders on the EBPs and their ben efits to the clients and department, providing transparent communication of the implementation project and process/timeline updates, and nurturing relatio nships both up and down the organizational ladder will help lead to successful change. These principles will be important in implementing the systemic and programmatic changes noted below. Engage Courts as Conveners and Leaders With an estimated 70% of justice-involved individuals experiencing a behavioral health disorder, courts have increasingly become the default system for addressing behavioral health needs. The rate of serious mental illness is four to six times higher in jail than in the general population, and the rat e of substance use disorders is seven times higher among those in jail than in the general population. As leaders of their courts and communities, judges are in a unique position to encourage local practices aimed at improving responses to individua ls with mental health and co- occurring substance use disorders. Door County should: 9 Ibid. 10 National Implementation Research Network. (2016, Apri l 23). Implementation Drivers . Retrieved from National Implementation Research Network: http://ni rn.fpg.unc.edu/learn- implementation/implementation-drivers 32 25 | P a g e  Encourage judges to use their leadership role as co nveners to foster collaborative community and court strategies to pro mote community safety and improve outcomes for individuals with behavioral health needs.  Coordinate and communicate between the behavioral h ealth and justice systems to examine their systems and community resources to determine the best path forward to provide the best care and responses to individuals with behavioral health needs.  Review and implement the Findings and Recommendations , as appropriate, of the National Judicial Task Force to Examine State Courts’ Response to Mental Illness as approved by the Confe rence of Chief Justices and Conference of State Court Administrators in Resolution 1 . The resolution urges each member of the conferences to lead, examine, educate, and advocate for system improvements in hi s or her state or territory.  Explore ways to encourage and support cross-system communication, resource sharing, and further development and imple mentation of sequential intercept strategies. Invite cross-syste m involvement in committees and meetings to further inform needs across systems.  Distribute a copy of this report and share the plans for implementation of local SIM mapping workshops along with the Leading Change Guide for Trial Court Leaders to all judges and court administrators, and encourage and empower all courts to develop judicially-led interdisciplinary teams to advise and support local SIM activities and strategies.  Review emergency responder, behavioral health, and court data to identify “revolving door” justice-involved individuals, as t his population often displays multiple psychosocial risk factors such as mental illness, alcohol or substance use disorders, and homelessness. Once identified, courts may wish to convene a multidisciplinary committee t o develop a more coordinated and comprehensive response to ensure tr eatment and provide the opportunity to break the cycle of justice involvement. Utilize the Criminal Justice Coordinating Council This improvement falls squarely in the center of th e Venn diagram, a marriage of all three components of the Integrated Model. The b enefits of multidisciplinary teams are well-documented in the medical, business, and criminal justice fields:  Improving individual consumer outcomes;  Streamlining system operations;  Reducing costs;  Enhancing overall feelings of procedural satisfaction. 33 26 | P a g e Criminal Justice Coordinating Councils (CJCCs) buil d upon the multidisciplinary team model by utilizing cross-agency collaboration and data and information sharing to ensure efficiency, efficacy, and procedural fairness in the criminal justice system. Membership should include representatives f rom all stakeholders including criminal justice agencies in the jurisdiction (police, prosecution, defense, judiciary, clerk, jail, and community corrections), representatives from agencies commonly affecting or affected by criminal justice matters (i.e., hospitals, behavioral health, social service, public transport ation, employment, education, public health, etc.), and community members (includ ing formerly incarcerated individuals or those who were previously involved i n the criminal justice system). CJCCs have been documented as far back as the 1930s 11 but have experienced a resurgence in the last decade, initially as a result of federal and state emphasis on collaboration in their grant requirements, but they have persevered because they work. It is recommended that Door County build upon the s uccess of multidisciplinary collaborations like the Door County SIM Workshop by utilizing the Door County CJCC to lead the action plans developed from the SIM workshop. Ensure the group includes decision-making representatives from the c ounty, city, courts, prosecution, defense, probation, law enforcement, d etention, service providers, and the community. The National Institute of Correc tions has a series of collaboration-related guides to assist localities i n developing or updating their CJCCs:  Guidelines for Developing a Criminal Justice Coordinating Committee (2002),  Getting it Right: Collaborative Problem Solving for Criminal Justice (2006),  Guidelines for Staffing a Local Criminal Justice Coordinating Committee (2012), and  A Framework for Evidence-Based Decision Making in State and Local Criminal Justice Systems (2017). 11 Appier, J. (2005). “We’re Blocking Youth’s Path to Cri me”: The Los Angeles Coordinating Councils during the Great Depression. Journal of Urban History, 31(2), 190–218. https://doi.org/10.1177/0096144204270750 34 27 | P a g e Implement a Communication Policy Responsible transparency is a hallmark of good gove rnment. Transparency does not require carte blanche public disclosure, as oft en government agencies are dealing with protected information. However, it doe s require a responsible, accountable plan for communication of government ac tivity to stakeholders and community members. Facilitators observed that stake holders either have misinformation or a lack of information regarding h ow the system operates or of appropriate agency roles and responsibilities. Develop and implement a communication policy for yo ur CJCC and for each criminal justice agency that encourages responsible transparency. Some stakeholders did not have accurate information about one another which can lead to confusion, miscommunication, and decreased collaboration. Each policy should address:  The mission of the agency, how it works to accompli sh that mission, and its degree of effectiveness;  The laws, directives, authorities, and policies that govern agency activities;  Any compliance or oversight the agency is accountab le to and the framework for that oversight (e.g., accreditation boards);  The channels through which information will be made available and under what timelines; and  The types of information that will be freely given, what can be made available upon request, and what and why some infor mation may not be communicated. Communication should be proactive, clear, concise, timely, written simply; available in multiple languages; and accessible to those with visual, audial, and processing impairments or disorders; and include information o n ways to provide feedback. Utilize mediums that will reach multiple and different types of constituents. Revisit your policies and procedures at least annually. Increase Data Collection and Sharing Information sharing is necessary for effectively coordinating services and treatment across resources and systems. Information sharing a lso has the potential to dramatically improve outcomes, especially for indiv iduals with complex needs. Data sharing informs programs on who is using what services, provides an understanding of the crossover of users with different providers, and ensures that 35 28 | P a g e performance measures and outcomes are met. All info rmation and data sharing protocols should be put in writing and in complianc e with relevant state and federal laws. Sharing data facilitates more effective individual treatment responses and can help leverage scarce resources, particularl y for high system utilizers. 12 Stakeholders should consider HIPAA, 42CFR part 2, FE RPA, and state laws related to sharing behavioral health information. 13 When information and data is shared between different agencies or partners, best practices recommend development of memoranda of und erstanding (MOUs) between partners to solidify working partnerships and data agreements. Door County should start by doing an inventory of w hat data is collected by individual service providers, courts, and systems, followed by an inventory to document what information or data is currently being shared. Next, a conversation should occur to discuss what additional information and data sharing is desired. Once these inventories and discussions have been co mpleted, agreements or MOUs should be put into place to define what and ho w information and data will be shared. Finally, a process for looking at the da ta should be developed, such as dashboards, so all users have current data to infor m their programs and systems. Publicly available data dashboards can be found in Appendix F. Use Data to Drive Decisions Data-Driven Decision Making (DDDM) is a management approach that requires policy decisions to be substantiated with verifiable data. The DDDM process involves collecting data, analyzing it for patterns and facts, making inferences, and utilizing those inferences to guide decision-making. DDDM success is therefore reliant upon the quality of the data gathered and the efficacy of its analysis and interpretation. DDDM can be utilized in criminal justice to examine overall effectiveness of specific interventions, activities, programs, or departments or at the system level to examine collaborations between agencies, evaluate multi-agency initiatives, or do system mapping to address service gaps. It is recommended Marinette and Menominee Counties develop DDDM across the 12 Individuals that use a disproportionately large am ount of resources in multiple systems. 13 Behavioral Health Resource Hub, National Center fo r State Courts, https://mhbb.azurewebsites.net/#data 36 29 | P a g e justice system to routinely monitor key metrics as a key activity of any multidisciplinary efforts. Performance measurement provides a pathway to continuously monitor and report on a specific activity’s progress and accomplishments using pre-selected performance measures and is considered an essential activity in many government and non-profit agencies. 14 Effectively designed and implemented performance measurement systems provide tools for managers to exercise and maintain control over their organizations, as well as mechanisms for governing bodies and funding agencies to hold programs accountable for producing intended results. Performance measurement is distinct from program evaluation and consequently does not attempt to ascertain a program or activity’s “value-added” over an appropriate “business-as-usual” alternative. Rather, performance measurements provide timely information about key aspects of the performance of the program or activity to managers and staff, enabling them to identify effective practices and, if warranted, take corrective actions. Evaluations are systematic studies conducted to assess how well a program or activity is working and why. There are several types of evaluation, including process, outcome, impact, and cost-benefit. Process evaluations assess whether a program or activity is operating as designed and identifies areas for improvement. Outcome evaluations examine the results of a program or activity, both intended and unintended. Impact evaluations take outcome evaluations a step further, assessing the causal link(s) between program activities and outcomes. Cost-benefit evaluations utilize outcomes and compare them with the costs of the program to determine its cost-effectiveness. Optimal research designs integrate both quantitative and qualitative data. Quantitative research should include both descriptive and inferential (pattern- finding) analyses, while qualitative data can be utilized to humanize the quantitative data and provide first-person experiential accountings of the activity, program, or system being examined. Data sharing should happen regularly, as 14 Poister, Theodore (2003). Measuring Performance in Pu blic and Nonprofit Organizations. San Francisco: Jossey-Bass, p. xvi. 37 30 | P a g e outlined in MOUs in the form of dashboards (ongoing performance) or reports (periodic evaluation). The DDDM cycle is not complete until the data and information gathered is utilized to make change. Decision-makers utilizing data to make policy and/or protocol decisions should ensure the changes made reflect the most current research and evidence-based practices, minimize the burden on staff and clients, highlight and capitalize on strengths, and account for any biases inherent in the data or process. Finally, it is important to emphasize that DDDM is a cycle and does not end. The process must be repeated to ensure continual quality. In fact, DDDM should be incorporated into the culture of an organization to ensure DDDM is institutionalized in policy and procedure. DDDM is a technical process and knowledge of handling multiple potentially large data sets is necessary. As such, many county justice systems partner with local colleges and universities to examine and report the data and performance measures. As Door County justice systems stakeholders become more and more accustomed to reviewing and analyzing data, the ability to make data-driven decisions and monitor outcomes will become the accepted practice. Collaborate to Develop a Multi-Use Shelter Safe and stable housing is one of the four major dimensions of recovery identified by SAMHSA. 15 Workshop attendees identified several points in the criminal justice system where access to a temporary or transitional shelter would be beneficial. It was also clear that there would not be enough demand for such a shelter 365 days a year. Consider developing a small pilot project focused on a specific population, perhaps with the support and assistance of local philanthropic foundation. Once a target population is identified, additional researc h will need to be completed to determine what programs and resources are already developed and implemented across the country. 16 Additional information regarding the crisis and be havioral health continuum and service array can be found at www.crisisroadmap.com . 15 https://www.samhsa.gov/substance-use/recovery 16 Using the Sequential Intercept Model to Enhance Co llaboration, Policy, and Planning Across Local Behavioral Health, Justice, and Housing Systems https://www.thn.org/wp- content/uploads/2023/10/Using-the-Sequential-Intercept-Mo del-to-Enhance-Collaboration-Policy-and- Planning-Across-Local-Behavioral-Health-Justice-and -Housing-Systems-.pdf 38 31 | P a g e Increase Treatment Providers Workshop participants identified limited options during a crisis, including a lack of available treatment providers in the area. Strategies to accomplish this goal include workforce development and recruitment, technological and structural leverage (such as telehealth), assistance with marketing and business growth for providers, and systemic and policy changes. Additional information can be found on the National Academy for State Health Policy website 17 . Partnering with local universities to provide internship opportunities might also lead to an increase in providers, especially if housing and/or student loan assistance could be provided. 17 https://nashp.org/key-strategies-for-strengthening- the-behavioral-health- workforce/#:~:text=Other%20strategies%20include:%20*%20Tr aining%20and%20incentives,that%20tech nology%20complements%2C%20not%20replaces%2C%20clinician%20ov ersight 39 32 | P a g e Appendix A - SIM Mapping Participants Name Agency Days in Attendance Lisa Barnaby Door County Health and Human Services ☒ November 19, 2025 ☒ November 20, 2025 Kayla Berceau We Are Hope, Inc. ☒ November 19, 2025 ☒ November 20 , 2025 Michael Bertrand Door County Sheriff’s Office ☒ November 19, 2025 ☒ November 20 , 2025 Sue Binish Door County Housing Authority ☒ November 19, 2025 ☒ November 20 , 2025 Kim Bridenhagen WI Department of Corrections ☒ November 19, 2025 ☒ November 20 , 2025 Amanda Brooker Door County Community Foundation ☒ November 19, 2025 ☒ November 20 , 2025 Pam Busch Door County Transportation Department ☒ November 19, 2025 ☐ November 20, 2025 Lauren Daoust Door County Medical Center ☒ November 19, 2025 ☒ November 20 , 2025 Kristin Deprey Door County Health and Human Services ☒ November 19, 2025 ☒ November 20 , 2025 Renee DeWitt WI Department of Health Services ☒ November 19, 2025 ☒ November 20 , 2025 Karen Doell Door County Emergency Services ☒ November 19, 2025 ☒ November 20 , 2025 René Beth Domask Door County Health and Human Services ☒ November 19, 2025 ☒ November 20 , 2025 Sean Donohue Door County Corporation Counsel ☒ November 19, 2025 ☒ November 20 , 2025 Kyanna Francour Door County Sheriff’s Office ☒ November 19, 2025 ☒ November 20 , 2025 James Gomez Prince of Peace Lutheran Church ☒ November 19, 2025 ☒ November 20 , 2025 Clinton Henry Sturgeon Bay Police Department ☒ November 19, 2025 ☒ November 20 , 2025 Kristen Hooker Door County Corporation Counsel ☒ November 19, 2025 ☒ November 20 , 2025 Joe Krebsbach Door County Health and Human Services ☒ November 19, 2025 ☒ November 20 , 2025 Amanda LaRoche We Are Hope, Inc. ☒ November 19, 2025 ☒ November 20 , 2025 Shannon Lauder Door County Health and Human Services ☒ November 19, 2025 ☒ November 20 , 2025 40 33 | P a g e Jamie Lowis Door County Health and Human Services ☒ November 19, 2025 ☒ November 20 , 2025 Colleen Nordin Door County District Attorney ☒ November 19, 2025 ☒ November 20 , 2025 Mark Palmgren JAK’s Place ☒ November 19, 2025 ☐ November 20, 2025 Tom Schappa Wisconsin Court System ☒ November 19, 2025 ☒ November 20 , 2025 Sara Siefert WI Department of Corrections ☒ November 19, 2025 ☒ November 20 , 2025 Kyle Veeser Door County Sheriff’s Office ☒ November 19, 2025 ☒ November 20 , 2025 David Weber Door County Circuit Court ☒ November 19, 2025 ☒ November 20 , 2025 41 34 | P a g e Appendix B - SIM Workshop Agenda Door County Sequential Intercept Model Mapping Workshop Stone Harbor Resort and Conference Center 107 N 1 st Avenue, Sturgeon Bay, WI Lily Bay Ballroom – Ballroom B AGENDA Day 1 November 19, 2025 8:00AM – 4:30PM 8:00AM - 8:30AM Registration and Networking 8:30AM - 8:45AM Welcome and Opening Remarks Hon. David Weber 8:45AM - 9:30AM Introductions 9:30AM – 10:00AM Overview of the Sequential Interce pt Model and Goals of Mapping Mapping based on the Sequential Intercept Model (SI M) and Leading Change brings together stakeholders from va rious disciplines and systems to identify strategies to d ivert people with mental health and substance use disorders away from the justice system and into treatment. SIM is a strategic planning tool used to identify available resources and opportunities and plan for community change. The prevalence of mental illness and substance use disorders has greatly impacted our nation, each of our states, an d our communities, and has had a disproportionate impact on our nation’s courts and justice system. New strategies must be d eveloped to ensure that people receive appropriate, evidence-based services in 42 35 | P a g e our communities and are appropriately diverted from the justice system. 10:00AM – 10:30AM Defining the Community Landscape through Data Examining national and community data is an importa nt step to understanding and evaluating resources, gaps, and o pportunities. This work is essential for mapping. 10:30AM - 10:45AM Break 11:00AM - 12:00PM Identify Resources and Opportunities Across the Intercepts The mapping process serves as a dynamic, interactiv e tool for developing partnerships within the community by ide ntifying resources and opportunities at each of the points t hat individuals seek or obtain services and move through the justice system. 12:00PM - 12:45PM Lunch (Lunch will be provided) 12:45PM – 4:00PM Identify Resources and Opportuniti es Across the Intercepts Mapping of resources and opportunities will continue. 4:00PM - 4:15PM Identifying Priorities Determining priorities for a community requires col laboration to systematically solve existing and emerging problems . How to prioritize opportunities will be discussed. 4:15PM – 4:30PM Review of Day, Questions, and Votin g for Priorities Determining gaps and opportunities is just the begi nning. Identifying potential solutions and prioritizing th ose efforts is the next step to ensure improved responses for persons with mental health and substance use disorders. Mapping next st eps will be discussed. 43 36 | P a g e AGENDA Day 2 November 20, 2025 8:00AM-12:00PM 8:00AM - 8:30AM Registration and Networking 8:30AM - 8:45AM Welcome and Review of Day One 8:45AM - 9:00AM Review of Priorities Collectively selecting priorities is critical to mo ve work forward. A review of the selected priorities and confirmation of the priorities will be discussed. 9:00AM – 10:30AM Action Planning Considerations for establishing priorities will be discussed and workgroups will discuss priorities and action plan solutions. 10:30AM - 11:30AM Presentation of Action Plans Workgroups will present their action plans and part icipants will be able to ask questions and provide feedback. 11:30AM - 11:45AM Next Steps: Implementing Your Act ion Plan Tips for implementing action plans, sustaining mome ntum, and being successful will be discussed. Specific next s teps for Door County will also be discussed. 11:45AM – 12:00PM Closing Remarks Hon. David Weber 44 37 | P a g e Appendix C - Full List of Priorities 18 Intercept 0 Intercept 1 Intercept 2 Intercept 3 Intercept 4 Intercept 5 Increase resources for the homeless population. Investigate how to decrease communication barriers and exceptions to HIPAA. Reinstate the treatment court program. Increase transitional housing for people being released from jail/prison. Create a recovery/stabilization/on e-stop shop Improve discharge from facilities to the community. Increase outreach to people w/frequent calls to law enforcement, especially not with the Sheriff’s Office. Develop in-reach programs. Increase transitional housing. Advocate for changes to federal and state law to increase information sharing. Create a crisis stabilization facility. Create a homeless shelter. Increase affordable, low- income housing. Increase treatment providers. Create an IOP program. Find sustainable funding. 18 Priorities identified by those receiving votes during the voting process on Day 1 of the SIM workshop. 45 38 | P a g e Intercept 0 Intercept 1 Intercept 2 Intercept 3 Intercept 4 Intercept 5 Develop a community recovery/drop-in center. Increase resources for people with a hoarding disorder. Develop childcare resources for people in treatment. Create an inpatient facility. Create a one-stop shop, such as Brown County. Create a stepdown facility. Increase veteran specific services. 46 39 | P a g e Appendix D - Sample Action Planning Form Action Planning Priority : Click or tap here to enter text. Objective What do we want to achieve? Activities/Tasks What do we have to do to meet the objective? What are the specific tasks to meet the objective(s)? Resources What resources are necessary to complete the activity? (People, time, space, equipment, money, access to services) Timeframe How much time is required for the activity/task? When can action begin on this activity/task? Barriers Are there any potential barriers to consider? Responsibility Who will take the lead? Who should be at the table? Is anyone already engaged in this activity? Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text. 47 40 | P a g e Appendix E - Completed Action Planning Forms Action Planning Priority : Create a multi-use “safety shelter” Objective What do we want to achieve? Activities/Tasks What do we have to do to meet the objective? What are the specific tasks to meet the objective(s)? Resources What resources are necessary to complete the activity? (People, time, space, equipment, money, access to services) Timeframe How much time is required for the activity/task? When can action begin on this activity/task? Barriers Are there any potential barriers to consider? Responsibility Who will take the lead? Who should be at the table? Is anyone already engaged in this activity? Create a roadmap and complete a feasibility study.  Time  Money Goal is to have a proposal in 6 months Money Location Governing agency Workgroup Develop a housing stabilization resource, homeless shelter  Visit other locations  Explore how others have accomplished this  Staff  Building; land  Community board support  Community partnerships Schedule February visits  Time  Staffing  Kristin Identify a company to manage the facility  Research  Budget  Develop study Explore options for wraparound services and identify providers  We Are Hope  Forward  Find a consultant 48 41 | P a g e Action Planning Priority: Increase Treatment Providers Objective What do we want to achieve? Activities/Tasks What do we have to do to meet the objective? What are the specific tasks to meet the objective(s)? Resources What resources are necessary to complete the activity? (People, time, space, equipment, money, access to services) Timeframe How much time is required for the activity/task? When can action begin on this activity/task? Barriers Are there any potential barriers to consider? Responsibility Who will take the lead? Who should be at the table? Is anyone already engaged in this activity? By increasing treatment providers we will beef up prevention, increase timely access to services, decrease recidivism, protect currently providers, decrease crisis utilization, healthier community in general, more treatment options available.  Increase recruiting efforts  Utilize apprenticeships, internships  Contracts with incentives built-in  Grants  Explore virtual options, tele-health  Create desirable, flexible benefit package  Client transportation assistance  Educate general public about need  Funding  Office space  Resource guide of current providers  WiFi connectivity  Virtual platforms to access treatment  Housing for new providers Discuss at CJCC meeting in 2026  Cost of living vs. rate of pay  Geographic area makes recruiting tough  Waiting lists  Attracting younger generation is tough  Lack of diversity among current providers  Funding CJCC Other local providers Law Enforcement Door County HHS DCMC NAMI Non-profits, JAK’s Faith-based groups 49 42 | P a g e Appendix F – Additional Resources Public Data Dashboards Agency/Title Website WI Department of Corrections https://doc.wi.gov/Pages/DataResearch/DataAndReports.aspx WI Court System https://www.wicourts.gov/publications/statistics/reporting/index.htm WI Department of Health Services – AODA Dashboards https://www.dhs.wisconsin.gov/aoda/county-services-dashboard.htm WI Department of Health Services – Mental Health Dashboard https://www.dhs.wisconsin.gov/mh/county-services-dashboard.htm WI Department of Health Services – 988 Dashboard https://www.dhs.wisconsin.gov/crisis/988-data-dashboard.htm WI Department of Justice https://www.wisdoj.gov/Pages/DataAndStatistics/dashboards.aspx Peer Support Resources WI Department of Health Services https://www.dhs.wisconsin.gov/peer-services/peer-specialists.htm Wisconsin Peer Specialists https://www.wicps.org/certified-peer-specialist/ Mental Health Jail Screening Tool Brief Mental Health Jail Screen https://www.prainc.com/wp- content/uploads/2015/10/bjmhsform.pdf Drug Court Funding and Resources Bureau of Justice Assistance https://bja.ojp.gov/funding/current All Rise https://allrise.org/ 50