In the Spring of 2022, Sgt Chad Matthews was on his way to a routine call.  An elderly person was exhibiting unusual behavior and was endangering his friends and possibly himself.  What made this call different, was that Sgt. Matthews had seen more and more cases that he knew were attributable to mental health challenges.  “Over the years, I had been engaged in situations where I could tell the person who was the subject of our investigation was not functioning out of malice.  It was clear that they were suffering through some sort of mental health condition.  They didn’t check the customary boxes, so I really didn’t have a protocol to handle these types of situations. And as we got deeper and deeper into COVID, I could see it occurring more often.  More and more situations where the perpetrator wasn’t trying to commit a crime, but they couldn’t help themselves.”

Rather than chalk it up to the usual and move on, Sgt. Matthews did the unusual.  He pulled together a team of social workers and Office of Animal Services and decided to address this situation as a mental health issue and not law enforcement.    “I realized, I was ill equipped to handle this situation on my own and that what we needed was a multi-faceted team to address this situation.”  This became the blueprint for subsequent efforts.  And in time, his efforts got noticed…by his leadership who wondered about his unusual methods.  “I explained to them that traditional law enforcement tactics were unnecessary.  That there was an increasing number of cases where you needed a multi-faceted team that included a social worker to come and resolve the situation.  It took a little convincing, but in time they saw the merit of my efforts.”

Since that first effort in May of  2022, Sgt. Matthews has formed the Crisis Intervention Team.  He along with other public servants from other disciplines jointly go to incidences to de-escalate situations and then figure out the right path forward.  “Like any team, we all have different roles based on our areas of expertise.  So, we handle each situation a little differently every time.   Sensible, for sure,  but there isn’t really a precedent with what we are doing. “  Sgt. Matthews sees the solution also including outpatient clinics as well as behavioral health centers.  “I am glad to see that there is funding now available for the Restoration Center.  That will make a difference in the community.”

Along with these initiatives, Sgt. Matthews is helping pull together other teams that include his fellow officers.  “They see the need and are eager to find a way to bring it to bear on the situations they find themselves in.”  In addition to Montgomery County, his methods has gotten the attention of others in law enforcement and he is finding himself in a consulting capacity.   This includes efforts in Anne Arundel and Baltimore Counties.   “Who knew that a random call could lead to so much change.”
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As we celebrate National Mental Health Month, let’s recognize the need and support those who find ways to think differently.

Sgt. Matthews told more of this story at our 30th Anniversary Storytelling Show, streaming on demand here. (Catch him at the 10:00 mark.)

The Daily Record recently named Primary Care Coalition President and Chief Executive Officer Leslie Graham to its 2023 List of Maryland’s Top 100 Women. The following interview delves into Ms. Graham’s views of leadership and how she got to where she is today.

What qualities make for a good leader?
A good leader sees and stays open to many possibilities while simultaneously driving forward on the path that can impact the mission most. A good leader actively listens to information from many perspectives, asks targeted questions, and grows others with opportunities to do challenging work and make difficult decisions. An ‘aha’ moment for me was in 2011 when, at a leadership development conference, I looked around the room and realized people with vastly different personalities and skillsets can be impactful leaders - there is no single recipe.

Can you describe your leadership style?
I am a strategist who models an inclusive leadership style. I like to hear from everyone on the team, while I guide the organization toward the goals we need to achieve.

Has your style always been this way, or has it evolved?
It has evolved. Many years ago, I struggled to feel satisfied in my first significant leadership position because I was no longer directly producing programmatic outcomes.  Over the years, I learned leadership is a long game, albeit interspersed with plenty of urgent decision-making.  Now, as I focus more on strategic positioning, my style has evolved to embrace making introductions, putting ideas and concepts out there for others to run with, and getting people the resources and connections they need. 
 
Has the COVID-19 pandemic and remote work affected your leadership style?
When we were all in the office daily and regularly out at community meetings, I think we took for granted the informal moments that happened around formal interactions.  With remote work and fewer community gatherings, as a leader I am conscious of the precious moments I get to interact with others, whether virtually or in-person, in less formal ways. 

Who are or have been your role models?
I had two great mentors in the early stages of my career.  One was a strong role model for succeeding as a female in a male-dominated profession.  The other taught me to lead from a deep grounding in fairness, equity, and ethics while focusing on the long-term impact.

What about your leadership do you want others to model?
Fairness, listening, and building partnerships that will remain intact through future leadership changes.  No one person can create the level of change needed to bring equity in healthcare access and close the disparities in outcomes.  Building strong partnerships is essential.

What are you most proud of when it comes to this honor?
Although I do not seek the limelight or accolades, I am very proud of what I have contributed and built in our community.  I think of my work as planting ideas, nourishing their growth, and tending the seedlings until others take up the call for their success.  I am also incredibly proud of helping other women to grow and become impactful leaders.  From my time leading projects in Egypt, to running women’s health services across Maryland, and now at PCC, the women I have met or mentored have grown into leaders themselves.

What do you consider your greatest achievements?
I am proud to be a founding partner in Nexus Montgomery.  This partnership among the six local hospitals creates positive impact for the shared community in ways that no single hospital could achieve on its own. Earlier in my leadership career, I also mentored women in Egypt and took great pride in modeling an inclusive leadership style for them that they had not experienced before. It was enormously satisfying and made a difference in their careers and lives.
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What would you like your legacy to be?
I would like for the partnerships and programs I had a hand in bringing to fruition to thrive for as long as the community gets benefit from them. 

Investing in healthcare infrastructure and services for underserved communities helps to increase access to health care, reduce health disparities, and improve health outcomes. It also helps to stimulate our local economy.
 
The public-private partnerships that form Montgomery County’s local health safety net are examples of smart investments in community health. These programs provide essential primary and preventive medical care, access to medications, specialty care, and behavioral health.
 
The healthcare industry is a significant employer and job creator. As employers, the operations of our local healthcare safety-net organizations generate over 750 jobs—500 jobs in direct employment provided by participating organizations and 250 stemming from business to business (B2B) and household spending. These jobs translate to $75.7 million generated in labor income, and local health centers in Montgomery County stimulate a total of $134 million in total economic activity. [1]
 
As a member of the PCC Board of Directors, I’ve enjoyed a front-row seat to the evolution of our local healthcare safety net. Together with our partners, we’ve created a system of care where previously there was none. We’ve engaged a diverse set of providers to meet our diverse population's cultural and linguistic needs. We’ve provided technical assistance and capacity building to support health centers in delivering ever more comprehensive care and generating extremely positive health outcomes for some of our most vulnerable neighbors. We have delivered on the moral imperative of providing access to health care because it is a human right that no one should be without.  That should be enough, but there’s more… Through our work, we also have helped to stimulate the local economy, and we can say with certainty that investing in our health safety net is a true investment in the physical, mental, social, and economic health of our community.
 
The clinics, health centers, and community-based organizations that participate in Montgomery Cares and Care for Kids provide employment for community members and B2B commerce with other organizations in the health industry. As employers, they provide meaningful careers in healthcare for county residents with an emphasis on recruiting diverse staff who reflect the diversity of our community. Furthermore, their services to patients help support other local businesses, ensuring a healthy and productive workforce in Montgomery County.   
 
Investing in community health can provide significant returns on investment by improving people’s health and well-being, reducing healthcare costs, and promoting economic growth and development. It’s not only the right thing to do. It’s the smart thing to do!


[1] IMPLAN® model, 2021 Data, using inputs provided by the user and IMPLAN Group LLC, IMPLAN System (data and software), 16905 Northcross Dr., Suite 120, Huntersville, NC 28078 www.IMPLAN.com
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On Jan. 30, 2023, the Biden Administration announced it will end the public health emergency declarations on May 11, 2023. While the emergency has abated in its severity, COVID is still part of our reality.  And for those who are underserved, the safety nets that were put in place to protect them are being removed. While the list of specific ramifications is long, the ultimate result is a return to “business as usual.” Namely, relying on insurance coverage for essential health services.  

For example, KFF’s summary of changes points to continued access to COVID vaccinations, testing, and treatment for people with insurance, though out-of-pocket costs may increase for testing and treatment. The summary notes that free resources available to everyone—including  those with low incomes or no insurance—will not immediately end on May 11th, but because emergency federal funding made them possible, they are only free while existing supplies last. 

Despite the tragedies associated with the pandemic, it also opened our eyes to what is possible. The public health emergency declaration unleashed an unprecedented series of proactive public health actions.  One of the unanticipated benefits is that more services have become accessible and available to our underserved communities.

With the emergency phase officially ending, we’re left with a choice. Do we let that health equity momentum peter out? Or do we harness it for more permanent progress?

At PCC, we stand firmly in the latter camp, and we have a plan to do it.

Before the pandemic began, PCC worked with Nonprofit Montgomery, the Montgomery County Food Council, and others to lead a series of nonprofit community conversations that became A New Vision for Nonprofit and Government Collaboration. We were preparing to launch the next phase of that work—to develop shared measures for each of those outcomes and a system to measure progress—when emergency response demanded attention for other kinds of collaboration.

But if we’ve learned anything from this pandemic, it’s that we need systems for continued collaboration. From community hubs offering one-stop supports to the public-private partnerships turning federal recovery funding into tangible assistance, we’ve proven the power of coordinated response. We’ve demonstrated the potential of systems that balance the technical resources of some organizations with the deep community connections of others. We will need both to build the healthy, equitable community we envision.
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If you feel the same, we invite you to join us. Sign up for our phase 2 collaboration mailing list, to let us know you want to stay involved and you’re ready to take on the next steps.

by Elizabeth Arend Dutta
Director, Behavioral Health Program Design and Strategy
We’ve come a long way in dealing with mental health issues, especially since the beginning of the Covid-19 pandemic. With an increasing number of people suffering from conditions like depression, anxiety and addiction, American society seems to discuss mental illness and mental health treatment much more openly and with less judgment.

Of course, it has always been harder for prominent individuals—especially those serving in public office—to be open about their mental health and the mental health of their loved ones. Pennsylvania Senator John Fetterman and his family recently shared that he has been hospitalized for clinical depression, which is common among stroke survivors. I commented about both the sadness and hope the news brought me in a letter to the editor , which was published by The New York Times.

Senator Fetterman’s decision to publicly share his struggle with depression demonstrates that mental illness and seeking treatment should be supported, not stigmatized. But it’s important to remember that although they are undoubtedly suffering, Senator Fetterman and his family are also lucky because he has timely access to affordable care.  

Many people struggling with mental illness and addiction in the U.S., including here in Montgomery County, are not nearly as fortunate. Although our county is comparatively rich in resources, many residents who suffer from mental illness or addiction struggle to find the affordable, accessible, and culturally appropriate services they desperately need.  

When someone is in crisis, they usually end up in the nearest hospital emergency room. The ER is ill-equipped to provide the care and follow-up people in crisis need, and attempting to stabilize them diverts emergency department staff from addressing the heart attacks, trauma, and other kinds of emergencies they are equipped to treat. The result is a waste—of existing resources and of our community’s human potential.  

The Primary Care Coalition is working to change this by supporting the establishment of the county’s first 24/7/365 crisis stabilization facility. This new “Restoration Center” will provide short-term stabilization, navigation to community-based services, and robust follow-up for adult county residents experiencing a mental health or substance use crisis.

Residents in crisis typically end up in one of the county’s six emergency rooms, but they’re often taken there by police. The facility’s planned location is adjacent to the county’s Central Processing Unit and Detention Center in Rockville, an existing, centralized location for police drop-offs. Besides streamlining the process for police, that location would give the thousands of individuals who are released into the community every year direct access to essential medical and social support.

By diverting individuals in crisis from languishing in hospital emergency rooms, the Restoration Center will improve outcomes for affected residents and the county overall. People in crisis get a more appropriate and higher quality experience, while the county has more first responders and critical healthcare resources freed up for medical emergencies.

I am inspired by the work of our Nexus Montgomery hospital partners, as well as the Montgomery County Department of Health and Human Services, Police Department, and Fire and Rescue Services, and our many community-based partners that have brought plans for the Restoration Center closer to fruition. Funding has been secured for the project, and those of us who work in behavioral health every day clearly see the urgent need. What we need now is support from the residents of Rockville to move this project forward.

​None of us are immune to behavioral health challenges, and we need a stabilization facility that can serve every adult who wants treatment. Please join us in supporting the county's plan for Restoration Center construction at the Seven Locks Campus in Rockville. Express your support at the upcoming community forum on Thursday, April 20th from 7pm-8:30pm in the County Council building, 100 Maryland Avenue, in downtown Rockville.

Questions? Contact Elizabeth Arend Dutta at elizabeth_arend@primarycarecoalition.org.