CRISIS RESPONSE + COMMUNITY SAFETY
Fred Delos Santos and Sheriff Gary Scheutte on JTV
SAFE Program Enhances Emergency Response for Residents with Special Needs
In FY25, LifeWays partnered with the Jackson County Sheriff’s Office to launch the SAFE (Special Assistance for Emergencies) Program—an initiative designed to improve emergency response for residents with disabilities or special needs. The program allows individuals and families to voluntarily share critical information with dispatch, helping first responders better understand and support individuals before arriving on scene.
By providing details such as communication preferences, medical needs, or calming strategies, SAFE helps responders approach situations with greater awareness, improving safety and overall interactions.
“Every emergency is unique, and advance knowledge that a resident may need a specialized approach can significantly improve outcomes,” said Jackson County Sheriff Gary Schuette.
“This program helps ensure first responders have the information they need to respond safely and effectively,” said Fred Delos Santos, Director of Crisis Services at LifeWays. “It’s about improving outcomes and supporting individuals with care and understanding.”
This partnership reflects a shared commitment to more informed, responsive emergency care for individuals and families across Jackson County.
Certified Community Behavioral Health Clinic (CCBHC) Demonstration Site Year Two Outcomes
A New Year with New Improvements
In FY25, LifeWays built on the momentum of its first year as a Certified Community Behavioral Health Clinic (CCBHC), marking a strong second year of expanding access, strengthening services, and improving outcomes across the region. A major milestone was earning full CCBHC certification from MDHHS, along with continued participation in the federal CCBHC expansion grant through SAMHSA.
In this second year, access to care continued to improve through reduced wait times, increased service availability, and expanded capacity with additional Designated Collaborating Organization (DCO) partnerships. These efforts allowed LifeWays to reach more individuals—including those in rural communities—and increase the number of services delivered.
Program enhancements also contributed to improved outcomes. The continued use of evidence-based practices, including Dialectical Behavior Therapy (DBT), targeted case management, and peer support, supported stronger engagement and more effective treatment.
With new provider partnerships and expanded service offerings, LifeWays saw continued growth in both access and utilization in Year Two of the CCBHC model. These advancements reflect an ongoing commitment to delivering high-quality, person-centered care while continuing to strengthen outcomes for the communities served.
Advocating for Michigan’s Public Mental Health System
Over the past year, LifeWays Communications Team led a strategic advocacy effort in response to the Michigan Department of Health and Human Services’ (MDHHS) proposed PIHP Procurement, which threatened to fundamentally restructure—and potentially privatize—the state’s public mental health system.
Recognizing the impact this could have on local care, funding, and accountability, our team worked quickly to inform and engage our community.
LifeWays developed accessible educational materials—including FAQs, explainers, and messaging tools—to help staff, providers, community members, and policymakers understand the issue. We supported this with a targeted communications campaign featuring short-form advocacy videos, social media outreach, and direct stakeholder engagement.
A key milestone was the PIHP Procurement Public Legislative Forum, hosted by LifeWays, which brought together local leaders, providers, and policymakers to discuss the proposal and its local impact. This event ensured that community voices were heard and elevated during a critical time.
In collaboration with partners across Michigan, LifeWays also supported broader advocacy and legal efforts challenging the procurement process and its alignment with state law.
Together, these efforts helped increase awareness, mobilize stakeholders, and contributed to the state’s decision to cancel the RFP. This work reaffirmed the importance of keeping behavioral health care locally governed, publicly managed, and rooted in the communities we serve.