CCC signed an agreement with Synthesis, the C-POM provider, completed a training plan, and updated software to include the clusters to organize services.

Staff were trained, clients were assigned to clusters, and reporting was established with Synthesis.  The reporting included service and billing, outcome, and comparison data with other C-POM agencies. CCC assigned each of 786 clients to one of 8 different clusters.

The original sustainability plan included submitting a proposal to Clermont County Mental Health Recovery Board (CCMHRB). Due to the failure of the levy in 2005, CCMHRB made major funding cuts which prevented CCC from submitting a proposal. Because of the value of C-POM to the agency, CCC was able to sustain the program through 2007 with its own resources and is optimistic that agency funding will also be available for the program through 2008.

• 85% of the staff were retained in year 1
• 77% of the staffs’ morale and job satisfaction increased
• 100% of the staff were retained
• 82% reported being satisfied and 12% reported being somewhat satisfied
• Only 2 of 27 (7%) were rated as being withdrawn and isolated at the time of the first measure and they did not show change.  However, 22% (6 of 27) of the clients increased from minimal contact to moderate or optimal contacts at the end of the 2^nd rating.
• 14% (9 of 63) improved their housing stability by not being compelled to move; in addition, 30% (19 of 63) improved their housing stability by moving less often at the time of the last measure than prior to the first rating
• 21% (3 of 14)) worked more often at the time of the 2nd measure, 0% increased in schooling, and 0% were more engaged in volunteering
• 22% (18 of 81) demonstrated "real improvement" (based on a reliable change index).  The validity is somewhat impaired by the issue of missing data in this Cluster
• 25% (4 of 16) were working more often at the time of the 2nd rating; only 1 of 9 (11%) consumers was attending school more frequently, and only 1 of 9 (7%) had increased in the area of volunteering; 20% (3 0f 9) were more engaged in parenting; 42% (12 of 42) had increased their leisure activities
• 18% (18 of 100) of clients showed improvement and were experiencing less symptom distress at the time of the last rating.  It should also be noted that only 7% (7 of 100) of the members of this cluster showed real deterioration at the time of their 2nd rating
• 23.5 % (4 of 17) achieved this outcome at almost twice the rate expected
• 16% (1 of the 6 in the Cluster) showed improvement. Clients in this cluster had almost never worked and at the second measure, all were working 3-4 times per week

CCC used most of the grant period to establish the infrastructure for the Cluster-Based Planning System. This System enabled CCC to more appropriately determine the nature of its client population and the specific needs and resources for the various population clusters. Clients showed very modest improvements after the System was implemented. However, significant improvements for people with severe mental illnesses take time. The next step for CCC is using the Cluster data to develop treatment plans. The CCC sustained the project.