HomeMy WebLinkAboutC.054.93011_1067 (2)Crossroads Behavioral Health: Crossroads Director David Swann commented
on the Crisis Center, and he noted there were only six in North Carolina. He said the
center provided 24-hour service, and its purpose was to decrease state hospital
admissions. Swann said the Crisis Center provider had been notified that compliance was
expected in (1) reducing hospital admissions (2) reducing transports out of the county and
(3) evaluating involuntary patients rapidly when possible. He said a meeting would be
held on March 3, 2006, regarding the provider's confirmation or intent to meet the three
criteria. Swann said a telemedicine line would be installed whereby commitments could
occur via webcan. He said the technology was a little slow; however, it could occur at
5600 "per set." Swann said a "dedicated T line" was needed.
Swann then mentioned the following seven items that Crossroads and the provider
network had no control over when evaluating/treating involuntary "respondents." He
said the items impacted the amount of time needed for the process. The items were:
1. No control over how long it takes law enforcement to get the patient to the
Crisis Center.
2. No control over how Iong it takes for lab tests required by a receiving
hospital to be completed at a local hospital.
3. No control over how long it takes for medical stabilization for a patient with
an acute or chronic illness.
4. No control to force hospitals to admit when hospitalization is necessary.
5. No control over the type and condition of patients who present.
6. No control over the bed capacity and availability at Broughton State
Hospital,
7. No control over the number of denials required by Broughton Hospital prior
to admitting the patient.
Mr. Swann then presented two graphs with one depicting the number of
admissions to state facilities from July -January 2005-06, and the other showing the time
spent by the law enforcement officers at the Crisis Center from October -January for
2005-06. Swann said the graphs showed a decrease both in admissions to state hospitals
and the amount of transport time for the deputies.
Social Services: Social Services Director Don Wall said the Medicaid budget was
about 79% of the DSS budget. He said that in the past five years (2000-01 to 2004-05)
the county's actual expenditures had increased by 49.6%. He continued by saying the
expense for Medicaid would only increase due to (1) continuance of the shifting of costs
to the county level (2) "baby boomers" accessing the program (3) increased health care
costs (4) state insurance for 0-5 aged low-income children being switched to Medicaid
(5) more Hispanic children being born in the county, and (6) poverty income guidelines
increasing which made more people eligible.
He said only one Medicaid worker provided assistance in Mooresville, and this
was inadequate to meet the overall need. Mr. Wall offered the following options
regarding the Mooresville DSS presence.
1. Completely close the office and let citizens apply for services by travel to
Statesville, by mail, or by telephone.
2. Continue current limited service.
3. Provide full service satellite office.
Mr. Wall noted several federal cuts that would impact the child support program,
along with significant cuts from the state in child day care funding.
Adjournment: At approximately 4:15 p.m., Chairman Tice recessed the meeting
for a tour of the new social services building located on Eastside Drive, in Statesville.
(The retreat will resume on Saturday, February 25, 2006.)