HomeMy WebLinkAboutResolutions - 2010.10.21 - 10287MISCELLANEOUS RESOLUTION# 10275 October 21, 2010
By: General Government Committee, Christine Long, Chairperson
IN RE: DEPARTMENT OF HEALTH AND HUMAN SERVICES-FY 2010 SECOND
CHANCE ACT ADULT AND JUVENILE OFFENDER REENTRY DEMONSTRATION
PROJECTS-GRANT ACCEPTANCE
To the Oakland County Board of Commissioners
Chairperson, Ladies and Gentlemen:
WHEREAS the U.S. Department of Justice, Office of Justice Programs, Bureau of Justice
Assistance and Office of Juvenile Justice Delinquency and Prevention has awarded the
Department of Health and Human Services /Division of Children's Village grant funding in the
amount of $656,327 for the period of October 1, 2010 through September 30, 2011; and
WHEREAS this is the first year of grant acceptance for this program; and
WHEREAS the $656,327 grant award has a Child Care Fund cash match of $543,319.
This Child Care Fund match will be shared 50/50 by the County and State. There is an Inkind
match of $145,737.
WHEREAS the grant award will provide funding for a Juvenile Offender Reentry
Program that will begin to work with at-risk youth to prepare them for re-entry into the
community immediately upon placement in a residential treatment program; and
WHEREAS the grant award provides $568,823 for contractual services that will be
obtained through competitive bidding; and
WHEREAS the grant agreement has been processed through the County Executive
Contract Review Process and the Board of Commissioners Grant Acceptance Procedures; and
NOW THEREFORE BE IT RESOLVED that the Oakland County Board of
Commissioners accepts grant funding from the U.S. Department of Justice, Office of Justice
Programs, Bureau of Justice Assistance and Office of Juvenile Justice Delinquency and
Prevention in the amount of $656,327 including a match of $689,056, for the period of October 1,
2010 through September 30, 2011.
BE IT FURTHER RESOLVED that the Chairperson of the Board of Commissioners is
authorized to execute the grant agreement and to approve any grant extensions or changes, within
fifteen percent (15%) of the original award, which are consistent with the original agreement as
approved.
BE IT FURTHER RESOLVED that acceptance of this grant does not obligate the County
to any future commitment and continuation of the special revenue positions in the grant is
contingent upon continued future levels of grant funding.
Chairperson, on behalf of the General Government Committee, I move the adoption of
the foregoing resolution.
•
OAA0
GENERAL GOVERNMENT COMMITTEE
Motion carried unanimously on a roll call vote.
GRANT REVIEW SIGN OFF — Children's Village
GRANT NAME: FY 2010 Second Chance Act Adult and Juvenile Offender Reentry
Demonstration Projects
FUNDING AGENCY: U.S. Department of Justice
DEPARTMENT CONTACT PERSON: Joanna J. Overall 858-1164
STATUS: Grant Acceptance
DATE: October 1, 2010
Pursuant to Misc. Resolution #01320, please be advised the captioned grant materials have
completed internal grant review. Below are the returned comments.
The captioned grant materials and grant acceptance package (which should include the Board of
Commissioners' Liaison Committee Resolution, the grant agreement/contract, Finance
Committee Fiscal Note, and this Sign Off email contnining grant review comments) may be
requested to be placed on the appropriate Board of Commissioners' committee(s) for grant
acceptance by Board resolution.
DEPARTMENT REVIEW
Department of Management and Budget
Approved.
It should be pointed out that the Child Care Fund match portion will be shared 50/50 by the
County and State. - Laurie Van Pelt (9/27/2010).
Department of Human Resources:
Approved, - Cathy Shalbl (9/28/2010)
Risk Management and Safety:
Approved by Risk Management. - Andrea Plotkowski (9/27/2010)
Corporation Counsel:
Having reviewed the FY2010 Second Chance Act Juvenile Offender Reentry Demonstration
Project -Grant Acceptance I approve. - Bradley G. Beam (10/1(2010)
COMPLIANCE
The grant agreement references a number of specific federal and state regulations. Below is a
list of these specifically cited compliance related documents for this grant.
Title VI of the 1964 Civil Rights Act (42 U.S.0 Section 2000d)
http://www.usdoj ..nov/crt/eor/coord/titlevistat.htm
Meaningful Access for People who are Limited English Proficient
http://www.lep.gov/
Equal Treatment for Faith Based Organizations (28 CFR Part 38)
htin://www.usdoi. Q0 IT/0 vcAr/docs/asgrnemoreimplementationof28cfroart38.pdf
Omnibus Crime Control and Safe Streets Act of 1968 -
http://www.usdoj.govierr4lit/42usc3789d.htra
Nondiscrimination; Equal Employment Opportunity; Policies and Procedures (28 UR
Part 42)
http://www.access.gpo.govinaratcfr/waisidx 01/28cfr42 01.html
Federal Office of Management and Budget (OMB) Circular No. A -133
http://wvvw.whitehouse.gov/omb/circulars/a133/a133.html
US Department of Justice OR Financial Guide
http://www.oip.usdoi.gov/FinGuide
US DoJ Uniform Administrative Requirements for Grants and Cooperative Agreements (28
CFR Part 66 and 28 CFR Part 70)
http://www .access ,Rpo.govinarakfr/waisidx. 04/28cfrv2 041tm1
Executive Order 13513 "Federal Leadership on Reducing Text Messaging While Driving"
h e. ov/the ress offi _ce/Ex adershi -on-Reducin -
T ext-14 essa Ong-while-Driving/
The National Environmental Policy Act of 1969 (42 U.S.C. 4321)
http://www.nepa.gov/nepaireRsinepalnepamia.htm
Government Performance and Results Act of 1993 (Public Law 103-62)
http://www .sc.doe.gov/bes/archivesipin K/GPRA PLI 03-62 03AUG93.pdf
Second Chance Act of 2007
http://www.oi p Aisdoj.gov/RJA/grant/Sccondehance.html
Department of Justice
Office of Justice Programs
Office for Civil Rights
Washinvon. J. C. 20531
September 14,2010
Ms. Joanna Overall
Oakland County Department of Health and Human Services
1200 E Telegraph Road
Pontiac, MI 48341
Dear Ma Overall:
Congratulations on your recent award. in establishing financial assistance programs, Congress linked the receipt of Fee:lea -al funding to
compliance with Federal civil rights laws. The Office for Civil Rights (OCR), Office or Justice Programs (OR), U.S . Department ofJustiee
is responsible for ensuring that recipients of financial aid from GIP, its component offices and bureaus, the Office on Violence Against
Women (OVW), and the Office of Community Oriented Policing Services (COPS) comply with applicable Federal civil rights statutes and
regulations. We at OCR are available to help you and your organization meet the civil rights requirements that come with Justice
Deportment funding.
Ensuring Access to Federally Assisted Programs
As you know, Federal laws prohibit recipient of financial assistance from discriminating on the basis of race, color, national origin,
religion, sex, or disability in funded programs or activities, not only in respect to employment practices bul also in the delivery of services or
benefits. Federal Jaw also prohibits funded prom-isms or activities from discriminating on the basis of age in the delivery of services or
benefits,
Providing Services to Limited English Proficiency (LEI') Individuals
In accordance with Department of justice Guidance pertaining to Title VI of the Civil Rights Aet of 1964,42 U.S.C. § 2000d, recipients of
Federal financial assistance must take reasonable steps to provide meaningful access to their programs and activities for persons with limited
English proficiency (LEP). For more information on the civil rights responsibilities that recipients have in providing language services to
LEP individuals, please see the weenie at htipliwww.lep.gov ,
Ensuring Equal Treatment fur Falth-Based Organizations
The Department ofitlatiCe has published a regulation specifically pertaining to the funding of faith-based organizations. In general, the
regulation, Participation in Justice Department Programs by Religious Organizations; Providing for Equal Treatment oral! Justice
I/pertinent Program Participants, and known as ihc Email Treatment Regulation 28 C.F.R. part 38, requires State Administering Agencies
to treat these organizations the same as any other applicant or recipient. The regulation prohibits State Administering Agencies from milking
award or grant adininiatraiion decisions on the basis of an organization's religious character or affiliation, religious name, or the religious
composition of its board of direetora.
The regulation arso prohibits faith-based organizations from using financial assistance from the Department ofJustice to fund inherently
religious activities. While faith-based organizations can engage in non-funded inherently reiigieus activities, they must be held separately
from the Department of Justice funded program, anti customers or beneficiaries cannot be compelled to participate in (hers. The Equal
Treatment Regulation also makes clear that organizations participating in programs funded by the Department of Justice arc not permitted to
discriminate in the provision of services an the basis of a beneficiary's religion. For more information on the regulation, please see OCR's
website at http://www.ojp.usdo;;.goviocr/cltbo.huin.
State Administering Agencies and faith-based organizations should also note that the Safe Streets Act, as amended; the Victims of Crime
Act, as amended, and the Juvenile Justice and Delinquency Prevention Act, as amended, contain prohibitions against discrimination on the
basis of religion in employment. Despite these nondiscrimination provisions, the Justice Depariment has concluded that the Religious
Freedom Restoration Act (RERA) is reasonably construed, on a ease-by-ease basis, to require that its funding agencies permit faith-based
organizations applying for funding under the applicable program statutes both to receive DOJ funds and to continue considering religion
when hiring stall, even if the swum that authorizes the binding program generally forbids considering of religion in employment decisions
ay grantees.
Questions about the regulation or the application el RERA to the statutes thai prohibit discrimination in employment may be directed to this
Office.
Enforcing Civil Rights Laws
MI recipients of Federal financial assistance, regardless of the particular funding source, the amount of the grant award, or the number of
employees in the workforce, are subject to the prohibitions against unlawful discrimination. Accordingly, OCR investigates recipients that
are the subject of discrimination complaints from both individuals and groups. III addition, based on regulatory criteria, OCR selects a
number of recipients each year for compliance reviews, audits that require recipients to submit data showing that they are providing services
equitably to all segments of their service population and that their employmeM practices meet equal employment opportunity standards.
Complying with the Safe Streets Act or Program Requirements
In addition to these genera/ prohibitions, an organization which is a recipient of financial assistance subject to the nondiscrimination
provisions of the Omnibus Crime Control and Safe Streets Act (Safe Streets Act) of 1968,42 U.S.C. § 3789d(e), or other Federal grant
program requirements, must meet two additional requirements:(I) complying with Federal regulations pertaining to the development of an
Equal Employment Opportunity Plan (EEOP), 28 C.F.R. § 42.301-.308, and (2) submitting to OCR Findings of Discrimination (sec 28
§§ 42.205(5) or 3 L202(5)).
1) Meeting the EROP Requirement
In accordance with Federal regulations, Assurance No. 6 in the Standard Assurances, COPS Assurance No, 8.13, or certain Federal grant
program requirements, your organization must comply with the followieg BEOP reporting requirements.
If your organization has received an award for :500,000 or more and kias 50 or more employees (counting both full- and par(-time
employees but excluding political appointees), then it has to prepare an EF.OP and submit it to OCR for review within 60 days from the
date of this letter. For assistance in developing an EEOP, please consult OCR's website at http.flwww.ojp.usdoj.goviouriceop.htm. You
may also request technical assistance from an EEOP specialist at OCR by dialing (202) 616-3208.
If your organization received an award between 525,000 and 5500,000 and has 50 or more employees, your organization still has to prepare
an EEOP, but it does not have to submit the EEOP to OCR for review. Instead, your organization has to maintain the EEOP On file and
make it available for review on request. In addition, your organization basin isomplett Section B of the Certification Form and return it to
OCR. The Certification Form can be found at http://www.ojp.usdoj.gov/ocrieeopiime
If your organization received an award for less than 525,040; or if your organization has less than 56 employees, regardless or the amount of
the award; or if your organization is a medical insiiiution, educational institution, nonprofit organization or Indian tribe, then your
organization is exempt from the EEOP requirement. However, your organization must complete Section A of the Certification Form and
return it to OCR. The Certification Form can be found at bape.ewww.ojpaisciej.gov/ocrieteop.htm.
2) Submitting Findings of Discrimination
In the event a Federal or Suite court or Federal or State administrative agency makes an adverse finding of discrimination against your
organization after a due process hearing, on the ground of race, color, religion, national origin, or sex, your organization must submit a copy
of the finding to OCR for review.
Ensuring the Compliance of Subrecipients
If your organization makes subawards to other agencies, you are responsible for assuring that subrecipienis also comply with all of the
applicable Federal civil rights laws, including the requirements pertaining to developing and submitting an EEOP, reporting Findings uf
Discrimination, and providing language services to LEP persons. State sgenciee that make nubewerds Mist have in place standard grant
assurances and review procedures to demonstrate that they are effectively monitoring the civil rights compliance of subrecipients.
Uwe can assist you in any way in fulfilling your civil rights responsibilities as a recipient of Feeterul funding, please call OCR at (202) 307-
0690 or visit our website at http://wvAkojp.usdoigov/oce.
Sincerely,
*4----1
Michael L. A I eton
Director
cc. Gram Manager
Financial Analyst
. - Department o flustice ,
Office of Jus lice Programs
I Office of Juvenile Justice awl Grant
?AGE Or 3
Delinquency Prevention
I RECIPIENT NAME AND ADDRESS (Including Zip Code) 4. AWARD NUMBER; 2310-CZ-BX-0063
Oakland County Department of Health and Human Senn=
1200 N Tcicgreph Road 5. PRO/ROT PERIOD: FROM 10/0112010 TO 091012011 Pontinc, MI 40341
BUDGET PERIOD: FROM 10/011)010 TO 09/)0/2011
.AWARD DATE 041142010 7. ACTION
IA CiRANTEE IRS/VENDOR NO. 8 . SUPPLRM ENT NUMBER Initial
1360TM925 00
9. PREVIOUS AWARD AMOUNT S O
I. PROJECT TTT1.E 15 AMOUNT OF TIIIS AWARD 065627
Oak hand County Children's Village. Second Chance Juvenile Reentry Program
11. TOTAL AWARD 0056327
_
12. SPECIAL CONDITIONS
THE A HOVE GRANT PROJECT IS APPROVED SUBJECT TO SUCTI CONDITIONS OR LIMITATIONS AS ARE SET FORTH i
ON 71-10 ATTACHED PAGE(S). (
I
11. STATUTORY A uTrioRrre- FOR GRANT
Thin protect in supported undcr FY10( 03713P Snood Chance Reentry) 92 USC3795w
15. METHOD DP PAYMENT
GPRS
_ 1111111111.1111= AGENCY APPROVAL 111111.11111.11. GRANTEE ACCEPTANCE
16, TYPED NAME AND TITLE OF APPROVING OFFICIAL IR TYPED NAME AND TITLE OF AUTHORIZED GRANTEE OFFICIAL
Laurie Robinson Minot Oyermll
m,noger Amount Atiornry Ocoorol
37_ SIGNATURE OF APPROVING OFFICIAL 15 SIGNATURE Or AUTHORIZED RECIPIENT OFFICIAL I OA . DATE
AGENCY USE ONLY
20. ACCOUNTING CLASSIFICATION CODES 21 JCZTOTO7S1
FISCAL FUND BUD DIV_
YEAR CODE ACT. GEC. REG. SUB POMS AMOUNT
X_ 0 CE 79 00 CO 653377
ON FORM 4005f7 (REV. 3.67) PREVIOUS EDITIONS A RE OBSOLETE
aft FORM 411)C. EV 4-8I)
Department oriustiee
Office of Justice Programs
Office of Juvenile Justice and
Delinquency Prevention
AWARD CONTINUATION
SHEET
Grant
PAGE 2 OF 3
PROJECT NUMBER 2010-CZ-BX-0063 AWARD DATE 09/14/2010
SPECIAL CONDITIONS
I. The reeipieni agrees to comply with the financial and administrative requirements set forth in the current edition oldie
Office oflustiet Programs (OW) Financial Guide,
2. The recipient acknowledges that failure to submit on acceptable Piqua! Employment Opportunity Plan (if recipient is
required to submit one pursuant to 28 C.F.R. Section 42.302), that is approved by the Office for Civil Rights, is a
violation of its Certified Assurances and may result in suspension or termination of finding, until such time as the
recipient is in compliance.
3. The recipient agrees to comply with the organizational audit requirements of OMB Circular A-133, Audits of States,
Local Governments, and Non-Profit Organizations, and further understands and agrees that Funds may be withheld, or
other related requirements may be imposed, if outstanding audit issues (irony) from OMB Circular A-133 audits (and
any other audits of DIP grant funds) are not satisfactorily and promptly addressed, as further described in the current
edition of WP Financial Guide, Chapter 19.
4. Recipient understands and agrees that it cannot us: any federal funds, either directly or indirectly, in support of the
enactment, repeal, modification or adoption of any low, regulation or policy, at any level of government, without the
express prior written approval or ON.
5. The recipient must promptly refer to the DOJ DIG any credible evidence that a principal, employee, agent, contractor,
subgrantet, subcontractor, or other person has either I) submitted a false claim for grant funds under the False Claims
Act: or 2) committed a criminal or civil violation of laws pertaining to fraud, conflict of interest, bribery, gratuity, or
similar misconduct involving grant funds. This condition also applies to any subrecipients. Potential fraud, waste,
abuse, or misconduct should be reported to the 010 by -
mail,
Office of the inspector General
U.S. Department of Justice
Investigations Division
950 Pennsylvania Avenue, N.W.
Room 4706
Washington, DC 20530
eigihotlinc@usdoj.gov
hotline: (contact information in English und Spanish): (no) 869-4199
or hotline lax: (202)616-9881
Additional information is available from the Dal oro website at www.usdoj.gov/oig.
6. Recipient understands and agrees that it cannot use any federal funds, either directly or indirectly, in support of any
contract or subaward to either the Association of Community Organizations for Reform Now (ACORN) or its
subsidiaries, without he express prier written approval of OJP
7. The recipient agrees to comply with any additional requirements that may be impose.d during the grant performance
period if the agency determines that the recipient is a high-risk grantee. Cf. 28 C.F.R. parts 66, 70.
OP Foam 40002 'REV 4-BS)
Department ofJustice
Office of Justice Programs
Office of Juvenile Justice and
Delinquency Prevention
AWARD CONTINUATION
SHEET
Grant
PAGE 3 OF 3
SPECIAL. CONDITIONS
IL The recipient shall submit semiannual progress reports. Progress reports shall be submitted within 34) days after the end
of the reporting periods, which are June 30 and December 31, for the life of the award. These reports will be submitted
to the Office of Justsce Programs, on-line through the Internet at httpstfigrants.ojp.usdoi.govi
9. The recipient agrees that it will submit quarterly financial status reports to WP on-iine (at https:figrants.ojp.usdoj.gov)
using the SF 425 Federal Financial Report form (available for viewing at
www.wbitthouae.gov/ombdgrant&atsndardlorms/ffrcport.pdfj, not later than 30 days after the and °leach calendar
quarter. The final report shall be submitted not later than 90 days following the end of the award period.
10. The recipient agrees Co report data an the grantee's 0.11Drimproved performance measures as part of the semi-annual
categorical progress report. This data will be submitted on line at WIDP's Performance Measures we.bsite
(http://oijdp.nejrs.gpv/g,rantees/pmiindex.html) byJuly 31 and January 31 each year for the duration art& award. Once
data entry is complete, the grantee will be able to create and download a "Performance Measures Data Report," This
document is to be included as an attachment to the grantee's narrative categorical assistance progress report submitted
in GMS for each reporting period.
11. Any deviation from the timeline provided in ine application or revised grant program implementation plan must receive
prior approval from OHDP.
12. As a condition of receiving grant funds, the grantee certifies that it has appropriate criminal background screening
procedures in place, to the extent permitted by state, local, and federal law, to eyaivate any employee, contractor, or
volunteer working under this grant who is expected to have direct substantial contact with minor children. Direct
substantial contact is defined as contact that is regular, continuous, and personal in nature.
13. The recipient may not obligate, expend or draw down funds until the Office of the Chief Financial Officer (OCFO) has
approved the budget and budget narrative and a Grant Adjustment Notice (GAN) has been issued to remove this special
condition.
14. The recipient agrees expeditiously to obtain active registration with the Cenral Contractor Registration (CCR)
database, and to notify the program office in writing of its registration. Following satisfaction of this requirement, a
Grant Adjustment Notice will be issued to remove this special condition.
15. With respect to this award, federal funds may not be used to pay cash compensation (salary plus bonuses) to any
employee of the award recipient at a rate that exceeds 110% of the maximum annual salary payable to a member of the
federal government's Senior Executive Service (SES) ar se agency with a Certified SES Performance Appraisal System
for that year. (An award recipient may compensate an employee at a higher rate, provided the amount in excess of this
compensation hi-unction is paid with non-fcdcral fends.)
This limitation on compensation rates allowable uncle:- this award may be waived on an individual basis at the
discretion of the DIP official indiented in ihr prormi announcement under which this award is made
16 Pursuant to hxecuti ye Order 13513, 'Federal Leadership on Reducing Text Messaging While Driving," 74 Fed. Reg.
512.2.5 (Ociober 1, 2009). the Department encourages recipients and sub recipients to adept and enforce policies
banning employees from text messaging while dnving any vehicle dunng the course of performing work funded by this
grant, and to establish workplace safety policies and conduct education, awareness, and other outreach in deercaRe
crashes caused by distracted drivers
0.1P FORM 4600r2 (REV. 4-HX)
Department of Justice
Office of Justice Programs
Office of Juvenile Justice and Delinquency Prevention
Wafflmglon, 1)C. 20531
Memorandum To: Official Grant File
From: Katiti Grasso, OHDP NEPA Coordinator
Subject: Categorical Exclusion for Oakland County Department of Health and Human
Services
The recipient agrees to assist ODDP to comply with the National Environmental Policy Act (NEPA) and other
related federal environmental impact analyses requirements in the use of these grant funds either directly by the
recipient or by a subrecipient. Accordingly, prior to obligating grant funds, the grantee agrees to first determine if
any of the following activities will be related to the use of the grant funds and, if so, to advise ODDP and request
further NEPA implementation guidance. Recipient understands that this special condition applies to its activities
whether or not they are being specifically funded with these grant funds, That is, as long as the activity is being
conducted by the recipient, a suhrecipient, or any third party and the activity needs to be undertaken in order to use
these grant funds, this special condition must first be met. The activities covered by this special condition are: a.
new construction; b. minor renovation or remodeling of a property either; (I) listed on or eligible for listing on the
National Register of Historic Places or; (2) located within a I00-year flood plain; c. a renovation, lease, or any
other proposed use of a building or facility that will either; (1) result in a change in its basic prior use or; (2)
significantly change its size and; d. Implementation of a new program involving the use of chemicals other than
chemicals that are; (1) purchased as an incidental component of a funded activity and; (2) traditionally used, for
example, in office, household, recreational, or education environments.
.._
Department of .Justice GRANT MANAGER'S MEMOR.A.NLIUM, PT. I; Office of Justice Programs — PROJECT SUMMARY P
1 Office of.fuveniIc Justice and
Delinquency Prevention Grant
PROJECT NUMBER
PAGE I OF I
2010-C2-EX-0063
This pmjcct is supported under FY 10(01)IP Secnnd Chance Reentry) 42 IJSC 3797w
I I. STAFF CONTACT (Name & telephone numbr-r) 2 PROJECT DIRECTOR (Name, address & telephone number)
Eric Stansbury Joanna Overall
(202) 305-1826 Manager
1200 N 'Telegraph
P amine, MI 4834 'i-0444
(248) 858-1164
311., TITLE OF THE PROGRAM 3h_ POMS CODE (SEE INSTRucrioNs
ON 01./DP FY 10 Second Chance Act Adult and Juvenile Offender R.:miry Demonstration Projects
REVERSn
4. TITLE OF PROJECT
Oakland County Children's Village Second Chance Juvenile Reentry Program
5. NAME & ADDRESS OF GRANTEE 6. NAME bz. ADRESS OF SUBGRANTEE
Oakland County Department cf Health and Homan Services
1200 N Telegraph Road
Pontsae, MI 48341
7. PROGRAM PERIOD r 8, BUDGET PERIOD
FROM: I 0t0 I/2013 TO 09130/2011 FROM: 10/0 1/24110 TO: 093012011
,
AMOUNT OP AWARD 10. DATE OF AWARD
5656,327 09/14/2010
II, SECOND YEAR'S BUDGET 12. SECOND YEAR'S BUDGET AMOUNT
13, THIRD YEAR'S BUDGET PERIOD 14. THiRD YEAR'S BUDGET AMOUNT
IS, SUMMAR Y DESCRIPTION OF PROJECT (See instruction on reverse)
The Second Chance Act of 2007 {Pub. L- 110-199) provides a comprehensive responsr io the increasing AO mbcr ist .- people who are released from prison, tail, and
juvenile maidenrial lac, lines and returnmg to communities. There ate currently over 23 million Individuals eery mg liiitt in our federal and SUM pnsons, one
millions of people cycling through local jalls every year. There Ate approximately 94,000 youth in residential confinement within the tuvernic Tuance system on any
given day. Ninety-five percent of 41 offenders tacarcerated today will cventuail y be reicaacd end will return to communmes The Second Chance AC Will he.?
ensure the rransi non. individuals make him ruin, jail, OT tLvenile residential lac nines to the communpy Li safe and successful.
_.
03P FORM 4003/2 (REV. 440)
The Oakland County Department of Health and HUTRallServices, Children's Village Division in collaboration with Crossroads for Youth and local stakeholders, is
poised to enhance existing reentry and Aftercare gelltiteS for 100 youth. The target population includes mole and female juvenile offenders, ages 12 to 17 who are
returning to Oakland County from Children's VilInge and Crossroads for Youth raidential treatment programs. Chi lilten's Village, a county operated facility,
returns approximately l juvenile offenders to communities within Oakland County annually. Crossroads for Youth a private non- profit placement moms
approximately 47 juveniM offenders Annually. Those facilities are the primary residential trostrnent providers for court wards in Oakland County.
CisiNCF
ABSTRACT
The Oakland County Department of Health and Human Services, Children's
Village Division is applying for a Second Chance Act Juvenile Offender Reentry
Competitive Grant. This grant will provide funding for a Juvenile Offender Reentry
Program that will develop and implement comprehensive and collaborative strategies that
address the challenges posed by juvenile offender reentry to the community.
Purpose and target population:
The primary purpose and goal of the program is to reduce recidivism among the
targeted population by 50 percent over 5 years while increasing positive outcomes for the
youth and their families. The target population for this project includes juvenile
offenders who are being released from a residential treatment program to an Oakland
County community. Youth will be between the ages of 12 and 17.
Children's Village, together with key public and private stakeholders comprising the
Reentry Program Taskforce, intend to support approximately 100 youth annually in their
successful return home.
Grant funding:
This grant proposal involves funding for $656,327/year. The program will be
eligible for an additional two years of funding based upon the availability of funds and
demonstration of progress toward meeting established goals of the program. Total grant
funding for three years of service delivery, if awarded, would be $1,968,981.
Oakland County Children's Village Second Chance Juvenile Reentry Grant
Application
Community Safety through Juvenile Offender Success
PROGRAM NARRATIVE (Attachment 1)
Statement of the Problem
Returning juveniles to the community without support systems strong enough to assist them in
maintaining all they have learned in structured treatment programs is problematic for youths,
their families and the community. Returning juveniles to the environment they failed in without
a comprehensive plan for support and accountability is too often futile. Juvenile success in
reentering society is dependent upon the development and implementation of a reintegration
process that allows them to build upon the strengths and life skills they learned in residential
treatment programs.
The Michigan Department of Corrections has committed $2.7 million to the reentry effort
in Oakland and Livingston counties in 2010. This commitment, however, is targeted to adults
leaving a gap in services for the juvenile population. Nevertheless, this effort demonstrates the
investment and dedication by the state to working with the community to reduce recidivism and
ensure public safety, While Michigan is working toward a reentry effort for juveniles this effort
is only in the initial stages. Funds from this grant, if awarded, will enable us to pilot this effort in
Oakland County.
Target Population and Characteristics
The Oakland County Department of Health and Human Services, Children's Village
Division in collaboration with Crossroads for Youth and local stakeholders, is poised to enhance
existing reentry and aftercare services for 100 youth. The target population includes male and
female juvenile offenders, ages 12 to 17 who are returning to Oakland County from Children's
Village and Crossroads for Youth residential treatment programs. Children's Village, a county-
operated facility, returns approximately 94 juvenile offenders to communities within Oakland
Page 1 of 15
Oakland County Children's Village Second Chance Juvenile Reentry Grant
Application
Community Safety through Juvenile Offender Success
County annually. Crossroads for Youth, a private non- profit placement returns approximately
47 juvenile offenders annually. These facilities are the primary residential treatment providers
for court wards in Oakland County. The average age of juveniles in residential treatment
programs is 14.5 and placements can occur due to criminal or incorrigible behavior. A secure
treatment program is available for young men who require greater security and structure due to
higher risk behavior. Treatment providers in these facilities are committed to developing a
system where comprehensive assessments drive case plans and youth receive evidence-based
treatment that provides lasting post release results.
In 2009, there were 959 youth in the Juvenile Justice System in Oakland County. As of
December 31, 2009, 170 youth were placed in Children's Village and 58 were placed in
Crossroads for Youth and 93 were made permanent court wards. The racial make up of youth in
the Oakland County Juvenile Justice System during this period was 52% White, 41% Black, 2%
Hispanic, 1.5% Asian, 3% other race, and .5% were of unknown race. 68% of the youth were
male and 32% were female. With a mean age of 15.4, 8% of the youth were 13 years of age or
younger while 20% were age 17 or 18. Of the 107 youth between the ages of 12 and 17 released
from Children's Village in 2008, 35.9% recidivated between their release date and 12/31/09.
This recidivism rate does not include youth who committed technical Violations of Probation,
Violations of Court Order or those who were charged with new status offenses. The goal of this
program is to reduce recidivism by 50% over 5 years by increasing positive outcomes for youth
and their families.
Basic Components of Current Reentry Practices
Jurisdiction over youth in the Juvenile Justice System resides within the Family Division
of the Oakland County Circuit Court, Each court ward is assigned a Probation Officer to oversee
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Oakland County Children's Village Second Chance Juvenile Reentry Grant
Application
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case management services and report progress to the Court. Currently, each youth that enters
these two residential treatment programs receives a strengths and needs assessment that helps to
determine treatment goals and objectives. However, the current process does not thoroughly
identify the dynamic factors that predict criminogenic risk. The Probation Officer works with
treatment staff from Children's Village or Crossroads for Youth, the youth and the family to
develop goals and objectives to be completed prior to release. Uniformity, however, is lacking in
that the content of the transition plans may vary depending on the members of the team. With
focused investment, these treatment programs and the Court can create a uniform process of
communication and coordination.
The greatest barrier to successful reentry is remedying gaps in service after a youth is
released from residential treatment. Although extensive gap analysis has been completed for
adults, a more robust process of thoroughly assessing youth services would greatly benefit the
reentry infrastructure to ensure that service gaps are filled and the needs of youth and families
are being met.
Given its vast expertise and solid infrastructure for providing adult reentry services.
Oakland County is an ideal location to expand upon its youth reentry initiative. Stakeholders
continue to display a high degree of collaboration, as demonstrated by the diversity of the
Oakland County Reentry Steering Team, and are well-integrated into the statewide efforts of the
Michigan Youth Reentry Workgroup. The strategic plan for Oakland County exemplifies best
practices that have been proven successful locally and strives to serve as a model for other
counties in Michigan and nationally.
The Michiean Prisoner Reentry Initiative
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Juvenile reentry services are emerging as a priority in Michigan. After having received national
attention for its effective crime reduction strategies, the Michigan Prisoner Reentry Initiative
(MPRI) has established the following:
• The VISION of the MPRI, a multi agency collaborative designed to promote public
safety and reduce recidivism, is that every eligible offender released to the community
will have the tools needed to succeed. The MISSION of the MPRI is to reduce crime by
implementing a seamless plan of services and supervision developed with each offender,
delivered through state and local collaboration, from the time of their entry to prison
through their transition, reintegration, and aftercare in the community.
As part of the plan to bring MPRI up-to-scale by 2011, the Michigan Department of
Corrections (MDOC) and the Michigan Department of Human Services (MDHS) joined together
to develop a best practice model for youth re-entry. By combining MDOC's expertise in reentry
and MDHS' expertise in youth services, the workgroup, staffed by the Michigan Council on
Crime and Delinquency (MCCD), successfully established policy and procedural changes to
incorporate a reentry philosophy. The Thumb Correctional Facility, the primary location for
youth convicted as adults, launched its youthful offender reentry pilot program on June 1, 2009.
Michigan Youth Reentry Initiative
In October 2009, the Governor's Taskforce on Juvenile Justice continued the investment
in youth reentry by funding the statewide Michigan Youth Reentry Workgroup, a natural
extension of the MDOC-MDHS collaboration. The Workgroup, still staffed by MCCD, is
charged with developing a reentry framework for 85 youth, assigned under Public Act 150 (state
wards), returning to the community after residential placement in a state -operated juvenile justice
facility. The Vv'orkgroup is implementing a strategic plan to roll out the 3-phase/ 7-point model
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Community Safety through Juvenile Offender Success
in each state-operated facility as well as reviewing policies and procedures to ensure an -exit
upon entry" philosophy. By October 2010, the Workgroup will produce a Juvenile Justice
Reentry Framework to serve as a guide for courts, counties and communities.
The Workgroup's Evaluation subcommittee identified Oakland County as its
demonstration evaluation site to measure success of reentering youth back to the community.
This evaluation process, however, will only track state wards (approximately 26 high risk youth.)
The majority of youth in Michigan remain temporary court wards and never come to the
attention of the state. The true test of successful reentry will require a pilot initiative at the
county level that is focused on court wards, many of whom are placed at Children's Village and
Crossroads for Youth.
PROGRAM DESIGN AND IMPLEMENTATION
Lessons learned from MPRI, combined with the effective model of service delivery in
Oakland County, create ideal conditions to ensure that every youth served through the initiative
receives high-quality, evidence-based interventions that are skillfully delivered throughout all
phases of the continuum of care. The ideal timing of this initiative allows Oakland County to
capitalize on the extensive work already conducted by the statewide Youth Reentry Workgroup.
Success of the project will provide the statewide workgroup a better understanding for how the
model can be expanded to also serve temporary court wards; adapted to fit the unique structures,
resources, and barriers at the county level; and be sustainably replicated in neighboring
jurisdictions, particularly the large urban areas of Genesee, Macomb, Wayne and Kent Counties.
Children's Village is a 240 bed facility that provides a safe, structured environment for
youth that includes secure detention, residential treatment and shelter care services. Facility
housing provides 80 secure detention beds (60/male and 20/female), 80 non-secure residential
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Oakland County Children's Village Second Chance Juvenile Reentry Grant
Application
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treatment beds (60/male and 20 female), 20 secure treatment beds for males, and 44 shelter care
beds for neglected abused children and status offenders. Crossroads for Youth is a 130 bed
facility that provides a broad range of treatment services including residential treatment, day
treatment and supervised independent living. Treatment Programs for both facilities include peer
based. family oriented, individualized treatment planning. Daily living is structured and goal
oriented, focused on the strengthening of personal strengths and coping mechanisms in
preparation for the transition back home and into the community. It is our intention to further
strengthen our programs and service to youth and families by implementing a Reentry Program
for Youth that begins to target a successful return home immediately upon admission to a
Children's Village or Crossroads for Youth residential treatment program.
Strategic Plan: Enacting the Exit Upon Entry Philosophy
A strategic plan for the development, implementation, and evaluation of this project has
been established by the Oakland County Steering Team, with input from the statewide MI Youth
Reentry Workgroup. Oakland County acknowledges that reentry begins the first day a youth
arrives into residential placement, i.e. the Exit Upon Entry philosophy, thus the plan incorporates
the input of youth, families and service providers along every aspect of the continuum.
Building upon the lessons learned from the successful MPRI, the strategic plan for youth
reentry outlines key objectives to achieve the vision of community safety through offender
success.
Collaborative Case Management and Supervision
Collaborative Case Management and Supervision (CCMS) plays a central role within the
MARI model as a strategic and coordinated use of resources at the case management level to
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Oakland County Children's Village Second Chance Juvenile Reentry Grant
Application
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enhance community safety. It seeks to reduce recidivism and relapse, encouraging offenders to
be successful while supporting the development of safer neighborhoods and better citizens.
Consistent with the philosophy of MPRI, case management should be a dynamic, seamless
process that commences at the time of disposition and continues beyond discharge from the
facility or community supervision until the offender is stabilized in his/her community.
Caseworkers from the Family Division of the Oakland County Circuit Court will enhance
their case management by more fully incorporating the eight guiding principles of CCMS (See
Appendix A). Additionally, the three phase model of integration used in this reentry program
incorporates services to be provided during the course of residential placement, during the
transition home, and continues after release from a residential setting.
A.) Phase It Getting Ready: In-Facility
Assessments of Needs and Risks for Youth
The case plan is characterized by an ongoing cycle of assessment, planning and review
that guides supervision, placement and reentry activities. At the point of intake, it is expected
that each child undergoes a series of assessments, including a comprehensive strengths and needs
assessment, as well as an actuarial criminogenie risk assessment, designed to drive the case plan.
A primary goal for Children's Village and Crossroads is to incorporate a fourth
generation risk/needs assessment tool and data base system that will identify criminogenic risk
and needs factors. Program graduates who return to Oakland County will be tracked with this
assessment tool.
Evidence-based Programming and Pre-Release Services
Evidence-informed programming is key to ensuring that the criminogenic risks that
impact recidivism are identified and addressed while in treatment. Treatment services provided
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to youth residing at Children's Village and Crossroads for Youth include are peer based and are
family oriented. Goals and objectives are individualized to meet the needs of each child and
their families. Services include family, individual, and peer group counseling sessions,
Programs are based on a graduated level system which allow for increased privileges and visits
home as youth achieve a range of program goals and expectations. Psychiatric services are
provided, as needed, by a Child Psychiatrist. The length of each youth's program varies based
on level of youth and family investment in program requirements and the achievement of
individualized goals and objectives. Estimated length of time required to complete a program is
6 —9 months.
Six weeks prior to release, the youth will attend weekly group mentoring and individual
sessions while in the facility. These groups will address the child's return back to the community
and develop the first stage of treatment and employment plans prior to their release date. This
pre-release planning will be facilitated by System Navigators along with Children's Village/
Crossroads treatment staff and Court Probation Officers.
B.) Phase II/ Going Home: Transition Services for Youth
The transition phase is intended to begin 3 to 6 months prior to release. Upon review that
the Treatment Plan is coming to completion, the facility Reentry Specialist will convene a
Transition Team meeting, a multi disciplinary team composed of a Children's Village Case
Coordinator, Probation Officer, System Navigator, Youth Assistance Caseworkers, the youth and
their parents. to set post-release objectives and initiate service linkages. These transition plans
include the development of goals and objectives during the third level of a four level treatment
program. Such plans may address housing, education, employment, family relations, health/
mental health, substance abuse, community supports, or other identified needs. The plan may
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Oakland County Children's Village Second Chance Juvenile Reentry Grant
Application
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also include a component for mapping out a youth's social network and pro-social connections,
This Reentry Program Initiative will greatly benefit from a partnership with Oakland
Livingston Human Services Agency (OLHSA) due to their level of experience and involvement
with MPRI. OLHSA has already developed programs to assist individuals returning to the
community after release from either prison or jail, The Children's Village reentry model will be
based on core programming in the three phases that are incorporated in the MPRI model:
"Getting ready, Going Home, and Staying Home". This model, based on evidence-based
programming, involves services in all three phases. Services include group mentoring,
employment services and supportive services for the adjudicated youth and their family. Each
juvenile returning the community will be supported by a Systems Navigator who will facilitate
support services. This individual will be the person who will ensure that necessary services are
provided, a transition plan is developed, and that all stakeholders are involved in all three phases
of the reentry plan. We anticipate that the individual will remain in the program a minimum of 6
months to one year.
A week-by-week plan (see Appendix B) has been developed that documents youth and
parents' pre-release services. These services will involve assisting in developing the transition
component of the treatment plan, identifying community supports that match the youth's goals,
facilitating re-enrollment for entitlements and documentation, and following through with
service linkages (including contracting service providers as necessary).
During Transition Team meetings, the youth and his/ her parents meet the providers, have
appointments scheduled, services detailed, and provide input into the final plan. All elements of
this plan are designed to ensure seamless services and transition.
C.) Phase Ill/ Staving Home: Post-Release and Aftercare Services
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The aftercare phase is designed to ensure that the individual stays on track with the
programming that has been designed in the transition plan, and that he/she is successful in
returning to the community. The Probation Officer will continue to provide case management
services for youth post-release for approximately six to nine months, as court-ordered. Youth
who are no longer under jurisdiction of the Court have the option to continue to participate with
a Systems Navigator as well as a Youth Assistance caseworker for additional support/services.
A Systems Navigator will continue to work with the youth to ensure that all services detailed in
the transition plan developed prior to release from residential treatment, are provided.
Youth are tracked and assessed during the follow-up phase according to several common
indicators of achievement and through the completion of treatment plan goals. Systems
Navigators will monitor attainment of employment, mentoring attendance goal, and recidivism
data. This information will be obtained through numerous contacts via phone and personal
reporting. Incentives for continued participation will be offered. These may include gas cards for
the parents/individual, gift cards for food during participation in classes/training, and assistance
with basic needs such as job skill training, etc.
The youth and the parent will be expected to attend eight weeks of group nnentoring and
individual mentoring to help ensure a seamless entry back into the community. After the eight
weeks the youth's case will be transitioned into a follow up case management stage to monitor
ongoing progress.
Community Coordination and Implementation
Each of the major decision points for improved reentry under this model will involve
community input and collaboration such that the process is not viewed as "top down" and so that
local expertise and experience is targeted at the ground level where service delivery must focus.
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Oakland County Children's Village Second Chance Juvenile Reentry Grant
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The Systems Navigators, in partnership with the Juvenile Reentry Project Coordinator will
function as the "point persons" to coordinate community input so that key local stakeholders
have enhanced capability to adjust their processes accordingly, provide communication to ensure
clarity and input, and ensure coordination and orientation to the community-based partners.
The Oakland County Steering Team, in collaboration with Children's Village, the Familv
Division of the Oakland County Circuit Court, and Crossroads for Youth will provide
implementation planning in four key areas: development, execution, monitoring and evaluation.
This team will assure that the services in each of the three phases are being implemented
according to the strategic plan. The implementation plan reflects the movement of youth
expected to leave Children's Village/Crossroads for Youth over the next 1 2 months.
CAPABILITIES/ COMPETENCIES
Oakland County Management Structure and Staffing
Oakland County, who will serve as the fiduciary for this grant, is a county governmental
agency with a total budget of approximately $785 million, of which approximately $134 million
comes from more than sixty grants. An industry standard financial management system called
PeopleSoft is utilized. Each grant revenue and expenditure activity is tracked separately from
other funding sources. Standardized financial policies and procedures are issued by the Oakland
County Department of Management and Budget. The Fiscal Services Division is responsible for
the financial oversight of all grant funds used in Oakland County, with programmatic oversight
falling within the user departments.
In addition, Oakland County has a Grant Accounting Unit in its Department or
Management and Budget/Fiscal Services Division which monitors grant financial activity and
maintains the official records of revenues and expenditures. Oakland County's Auditing
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Division conducts performance and financial audits of grant funded programs as well as
coordination of single audit activities conducted by contracted auditors.
IMPACT/OUTCOMES, EVALUATION, SUSTAINABILITY, DATA COLLECTION
AND PLAN FOR COLLECTING DATA FOR PERFORMANCE MEASURES
Data Information and Management
Case information throughout all the youth's treatment phases such as clinical
assessments, court process, case management, treatment, placement and post-release are entered
into the Data Management System, managed by Children's Village, to allow for a
comprehensive picture of services. Children's Village will also maintain records for the Reentry
Program and will develop an Information Sharing Agreement with OLSHA who will maintain
data for evaluation purposes.
Goals and Objectives for Program Development, Implementation, and Outcomes
Key outcome measures for the project include: (I) Reducing recidivism by 50% over 5
years, as defined by a return to detention with either a new conviction or as the result of a
violation of the terms of supervision within 12 months of initial release. (2) Enacting systems
change toward best practice, as defined by changes in policy and practice at Children's Village
and Crossroads; (3) Increasing positive outcomes as defined by intermediate indicators (success
in employment, education, housing, family reunification, health/mental health treatment,
substance abuse treatment, etc.); (4) Enhancing cost-savings by streamlining services and
reinvesting in best practices, as defined by sustainable investment in reentry funding at the
county or state-level; (5) Cutting off the feeder system that often propels youth in juvenile justice
into the adult criminal system and adult prison; as defined by the number of program youth
tracked through the Oakland Circuit Court and the Michigan Department of Corrections.
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Performance Data: Documentation, MonitorinE. and Evaluation
The Court will identify all necessary data measures to ensure that the goals and objectives
specified in the grant are being met. Specific performance measures that will be documented to
indicate the impact on the target population subscribe to the solicitation and are identified in
(Appendix C).
A critical component of managing this project and assuring continuous quality
improvement will be the use of data that supports internal and external reporting requirements
and evidence-based services. Program staff will support the independent evaluators as they use
data to identify problems, opportunities, and successes and will support recommendations to
further improve service processes and management practices.
Sustainabilitv and Replication
The existence of a fully supported statewide initiative to reform prisoner reentry policies,
practices, and procedures under the MPRI model provides long-term support and resources for
this project because the Oakland County Steering Team is already fully integrated into the MPRI
Model.
The Statewide Youth Reentry Workgroup, housed with the Michigan Department of
Human Services, is eager to assist Oakland County's in their utilization of this model. The
Workgroup will collaborate with Oakland County to identify statutory, regulatory, rules-based
and practice-based hurdles to reintegration and incorporate these findings into its Youth Reentry
Guidebook as key barriers for all counties to address as reentry efforts emerge and expand across
the state. Additionally, the Department of Human Services will continue to advance reentry
efforts with the aim that, after federal funds end, state funding will continue this initiative as long
as it produces positive results.
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Oakland County has selected the Michigan Council on Crime and Delinquency (MCCD)
to provide technical assistance due to their success in working with Steering Teams across the
state. MCCD is also providing technical assistance to the statewide Michigan Youth Reentry
Workgroup and will serve as a liaison to ensure coordination of these two efforts. MCCD will
work to effectively disseminate the lessons learned from Oakland County and pursue replication
in collaboration with the state and key urban areas.
Long-term results for the program include positive outcomes for the three measures
described above, which will in turn lead to long-term impacts that are fully supported by the
broad spectrum of policymakers: (1) safer communities and safer facilities; (2) lower residential
treatment costs than the system would otherwise have incurred; and (3) more youth transition ing
to constructive adult lives.
COLLABORATION
Collaboration with diverse stakeholders will be integral to the success of this initiative in
achieving improved quality, better outcomes and safer communities.
• Counseling/ Family Reunification: Oakland Family Services (OFS), through a contractual
agreement with OLHSA, will provide behavioral health services to youth as well as their
families. This will be accomplished through group treatment as well as individual
treatment, using evidence based models and family therapy approaches. OFS, as part of
MPRI, has provided services related to substance abuse and co-occurring disorders for
adults returning to the community after incarceration. A detailed explanation of the
services provided is included in Appendix D.
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• Education/ Vocational Training
o School-age youth will be encouraged to return to school or an alternative
education program to achieve a high school diploma. GED, or degree in higher
learning. Systems Navigators will work to facilitate reentry into these programs.
o Oakland County Community College offers a number of training programs, soft
skills training, employment readiness, and college classes for those individuals
who have completed their GED and wish to enroll in college level classes.
• Employment/ Business Partnerships: Jewish Vocational Services (JVS) 'school to work'
programs expose high school students to a variety of career options, as well as
employment expectations and employability skills training. JVS partners with employers
who provide students with invaluable, hands-on training in real work settings.
• Housing referrals and limited assistance with housing will be provided through current
partners in the community: Pontiac Housing Commission currently works with those
returning to the community by providing reasonable rent at their facilities.
• Community Mental Health Partnerships: Common Ground offers peer support groups for
youth in the community and will continue to offer these services as part of this initiative.
• Physical Health Partnerships: Partnerships have already been implemented with the Gray
Burnstein clinic, a free clinic, for those individuals requiring health services. In addition,
program participants will be encouraged to utilize the services of Oakland Primary Health
Clinic, a federally funded primary health clinic, also located in Oakland County.
• Law Enforcement: We will work with the courts and probation officers to implement the
use of electronic tethers for those individuals requiring extensive monitoring.
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Collaborative Case Management
(Attachment 1; Appendix A)
Eight guiding practices direct the delivery and implementation of Collaborative Case
Management.
1. INDIVIDUALIZED SERVICE: Match services in accordance with risk level, needs,
protective factors, and responsivity considerations. The risk principle is one of three
empirically validated characteristics of effective intervention (Andrews & Bonta, 1999).
The RISK PRINCIPLE assumes that criminal behavior can be predicted and that
offenders who are at greatest risk require the most intensive service and supervision
(Andrews & Banta, 2005; Lipsey, 2005).
The NEED PRINCIPLE focuses on the appropriate targets for intervention and
distinguishes between criminogenic and non-criminogenic needs. Criminogenic needs are
a subset of those risk factors linked to future criminal behavior. They refer to risk factors
that are dynamic and changeable and have a rather direct causal link to criminal activity.
An emerging body of research suggests that the presence of strengths and protective
factors may actually buffer and/or mediate the impact of dynamic risk factors. This area
holds promise in enhancing our work with offenders.
The RESPONSIVITY PRINCIPLE refers to delivering treatment programs in a style
and manner that is consistent with the ability and learning style of the offender. Programs
that rely on social learning and cognitive-behavioral approaches have been found to be
the most effective in working with offenders. There are, however, specific responsivity
issues that must be considered to address offender characteristics such as motivation,
cultural background, interpersonal sensitivity, anxiety, and cognitive maturity.
2. TEAM APPROACH: Facilitate CCM through the establishment of a multi-disciplinary
"Team." The "team" approach to case management is essential to the delivery of this model.
Team members consist of the offender and possibly family members, who work in conjunction
with representatives from a variety of disciplines. Team members are identified from both the
institution and community to ensure that offender needs are addressed. Similar to traditional case
management models, referral and brokerage are an important part of the model. Unlike
traditional case work models, team members are encouraged to offer direct services, including
assessment, treatment and mentoring when appropriate or needed. Formation of the professional
team is a critical first step in the implementation process. The team will focus on developing a
mission statement and operating procedures including a policy outlining the limits to
confidentiality and information sharing.
3. COLLABORATIVE: Members of the team (which includes the offender) should work
together to determine the outcomes of intervention. Most experts would agree that intrinsic
motivation is essential to enhance long-term outcomes. This means that we must work with men
and women in an empathic and respectful way to ensure that the targets and the desired outcomes
COLLABORATIVE CASE MANAGEMENT INTRODUCTION: GETTING STARTED
Michigan Department of Corrections viii 09103/2009
Page I of 2
are meaningful for them. Collaboration also extends beyond the immediate team and should
include a variety of stakeholders outside of corrections. Many offenders transitioning from
prison or who are supervised in the community reside in neiRhborhoods that elevate risk to their
personal safety as well as expose them to situations that may contribute to future criminal justice
involvement. Often communities lack basic resources or offenders no longer qualify for services.
To address these challenges, CCM must serve not only to request services but to enlist the
cooperation of stakeholders and members of the community in an effort to build a menu of
effective services and supports.
4. COMPREHENSIVE: Provide a comprehensive Case Work Model that addresses the
complex and multiple needs of offenders in conflict with the law. Offenders often present
with complex needs and face multiple challenges. Therefore, a critical element of this mode! is to
work closely with the offender and professional team to build personal resources as well as
social capitallthrough the renewal, identification and maintenance of mutually supportive
services. This principle is realized through the provision ofservices that may include
information, advice, treatment, assessment, brokerage and referral across four primary areas:
vocational, family/social, personal, and life needs.
5. CONTINUITY OF SERVICES: Ensure continuity in the delivery of services. Research
suggests that continuity in the delivery of services is critical to outcome. This means that
members of the team should be available to the offender and provide a bridge for the offender to
access needed services.
6. BUILD INTRINSIC MOTIVATION: Work intentionally to engage the offender in the
change process. The team actively and intentionally engages individuals in treatment using
motivational strategies. Team members are provided with training in Motivational Interviewing
and encouraged to use this approach.
7. MONITOR PROGRESS AND OUTCOMES Team members monitor offender progress by
setting goals and reviewing success through the achievement of specified targets. Progress is also
monitored with respect to matching criminogenic needs to services and the reductions of
dynamic risk factors as measured by a dynamic risk assessment instrument.
8. IMPLEMENT PROCEDURES TO ENSURE PROGRAM INTEGRITY The effective
delivery of services to offenders requires attention to program integrity and quality assurance.
Team members will be provided with cross-training, coaching, and the resources necessary to
ensure adherence to the model.
COLLABORATIVE CASE MANAGEMENT INTRODUCTION: GETTING STARTED
Michigan Department of Corrections viii 09103/209
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Three Phase Weekly Action Plan for Reentry Program Participants
(Attachment 1; Appendix B)
Oakland County Children's Village and Crossroads for Youth support the vision that all
individuals re-entering the community after incarceration need more comprehensive tools
and supportive services to ensure a seamless and successful transition into the
community. The mission of this initiative is to create a safer community, promote public
safety, and ensure the success of individuals returning to the community after
incarceration. This is accomplished through effective case management that focuses on
the provision of supportive services, accountability, and community participation.
We have decided to take a unique approach to address the issue of juvenile reentry in
Oakland County. Our model is based on core programming in the three phases that are
incorporated in the MPRI model: "Getting ready, Going Home, and Staying Home". This
model, based on evidence based programming, involves services in all three phases.
These services include group mentoring, employment services and supportive services
for the adjudicated youth and their family. Each juvenile returning to the community will
be supported by a Systems Navigator who will function as the "caseworker". This
individual will be the person who will ensure that services are provided, a transition plan
is developed, and that all stakeholders are involved in all three phases of the reentry plan.
We anticipate that the individual will remain in the program a minimum of 6 months to
one year.
The Getting Ready Phase focuses on the six weeks prior to release from Children's
Village and Crossroads for Youth and involves programming for both the juvenile and
their parents/guardians. Upon 6 weeks prior to their release, the child will attend a 6 week
group mentoring and individual sessions while in the facility. These groups will address
the child's return back into the community and develop the first stage of the treatment
and employment plans prior to their release date.
During this phase communication with all stakeholders is essential to the development of
a plan that will be effective; Staff, juvenile offender, parents, school staff courts.
Child's pre release Service:
Week 1: Meet with the staff and subsequently the child on expectations (explain the
services and what is going to take place)
• TAP / COMPAS assessment
• Week 2: Development of goals the individual needs to achieve, and how to
achieve them.
Week 3: How will the community supports assist with meeting your goals? Determine
what services are needed to achieve the goals.
• Education, training, Résumé, State ID, Driver's License,
• Birth certificates, Social security Cards, Housing Assistance
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Three Phase Weekly Action Plan for Reentry Program Participants
(Attachment I; Appendix B)
Week 4 through Week 5: Meeting with care givers! Parents to address the treatment plan
and to add/change goals.
• Court release conditions
• Child and parent will sign an agreement to follow and adhere to the treatment plan
Week 6: Transition /The child's appointments will be set up prior to release
• Mental Health, School Counselor, Michigan works, DHS, Case manager
appointment / First group appointment
• The child will be released with a care package, and transportation is arranged with
parent or caregiver.
Parents/ Caregivers Pre release program:
Week 1: What to expect prior to your child's release
Week 2: Living arrangements, school enrollment process, parenting class referral
Week 3: Community supports and how to utilize their services.
• Caregiver / Parents VS. Court Obligations
Week 4: Meet with the parents / Caregivers to assess needs
• Employment services, resume. DHS referral, Budgeting referral, Additional
OLHSA services
Week 5: Meet with the child to address the treatment plan and to add or delete goals
Week 6: Arrange transportation for parents to pick up the child from the facility, and
help with getting the child to their appointments
The Going Home Phase includes programming and services in the community designed
to ensure a seamless transition back into the community and the family. During this phase
a transition plan is developed by a multi disciplinary team composed of Children's
Village and Crossroads for Youth staff, the youth and hislher family, and all service
providers involved in the child's care. During this transition team meeting, the juvenile
and his parents meet the providers, have appointments scheduled, services detailed, and
have additional input into the final plan. All elements of this plan are designed to ensure
seamless services and seamless transition. Any additional concerns can be addressed at
this time also. All services detailed in the Staying Home Phase are also finalized at this
time.
Staying Home: All programming during this phase is designed to ensure that the
individual stays on track with the programming that has been designed in the transition
plan, and that he/she is successful in returning to the community. Incentives for attending
mentoring sessions will be incorporated.
Page 2 of 3
Three Phase Weekly Action Plan for Reentry Program Participants
(Attachment I; Appendix B)
These may include gas cards for the parents/individual, gift cards for food during
participation in classes/training, assistance with basic needs such as work tools etc.
The clients are tracked during the follow up phase by reviewing the client's progress
according to several common indicators of achievement through their completion of their
treatment plangoals: Attainment of employment, mentoring attendance goal, and
recidivism data will be monitored, This information will be obtained through numerous
contacts via phone and personal reporting.
Services include:
The child and the parent will be expected to attend eight weeks of group mentoring and
individual mentoring to help ensure a seamless entry back into the community. After the
eight weeks the child's case will be transitioned into a follow up case management stage
to monitor ongoing progress.
Every I Tuesday: The systems navigator will facilitate a 2 hour peer to peer meeting
with the children to address barriers/ progress
• 1 5' Hour will be a group session
• 2 nd Hour will be a fun and interactive session
Every 2 nd Tuesday.: The systems navigator will facilitate a 1 hour session with the
caregiver/ Parents and the child.
• Pros and cons to the families re entry process
Every 3 rd and 4 th week of the month: Meeting with the systems navigator
• The systems navigator will have open time to discuss progress of the family and
child.
• Refer families to on going counseling.
• Offer one-on-one parent support for parents struggling to deal the child.
• Review the treatment plan.
• Assist with employment referrals and soft skills.
• Supportive services and review child's progress in school via reports from school
counselor.
Page 3 of)
JUVENILE OFFENDER PERFORMANCE MEASURES
(Attachment 1; Appendix C)
Program Goal — Performance Data Oakland County will
Juveniles Measures Provide
To increase public safety and For the full (cumulative) grant For each reporting period:
reduce recidivism among the period (since beginning of
target population initiative):
Number of program youth • Number of youth released.
(hereafter "youth") released.
Number of youth served by the • Number of youth served by
reentry program. the reentry program.
Percent of youth who re- s Number of program youth
offend. who re-offend.
Percent of youth recommitted • Number of program youth
to a juvenile facility for a new recommitted to a juvenile
offense. facility for a new offense.
Percent of program youth • Number of program youth
sentenced to adult prison, sentenced to adult prison.
Percent of youth who violated • Number of youth who conditions of their release. violated the conditions of
their release. To increase employment
opportunities for the target • Number of youth who are population. Percent of youth who are employed. employed.
To increase educational
opportunities for the target • Number of youth who are population. Percent of youth who are in an enrolled in an educational educational program. program. To increase housing
opportunities for the target • Number of youth who found population. Percent increase in the number housing. of youth who found housing.
To increase participation in Percent of youth assessed as • Number of youth assessed as
substance abuse/alcohol needing substance/alcohol needing substance/alcohol
services among the target abuse services. abuse services.
population.
Page 1 o12
JUVENILE OFFENDER PERFORMANCE MEASURES
(Attachment 1; Appendix C)
To increase participation in
mental health services
among the target population.
Percent of youth assessed as
needing substance/alcohol
abuse services enrolled in a
substance alcohol abuse
program.
Percent of youth assessed as
needing mental health services.
• Number of program youth
enrolled in a
substance/alcohol abuse
program.
• Number of program youth
assessed as needing mental
health services.
Percent of youth enrolled
assessed as needing mental
health serviced in a mental
health program.
• Number of program youth
assessed as needing mental
health services.
• Number of youth enrolled in
a mental health program.
To improve pro-social
behaviors among the target
population.
To increase community
connectivity among the
target population.
To increase use of evidence-
based programs for target
population.
Percent of youth who exhibited
a desired change in the targeted
behavior (e.g., anti-social
behavior, family functioning).
Percent of youth involved in
community activities.
Number of evidence-based
reentry programs/practices
implemented.
• Number of youth who
exhibited a desired change in
the targeted behavior (e.g.,
anti-social behavior, family
functioning).
• Number of youth involved in
community activities.
• Number of evidence-based
reentry programs or
practices implemented.
Page 2 o12
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
OAKLAND FAMILY SERVICES
(ATTACHMENT 1; APPENDIX D)
Oakland Family Services current provides Adolescent Substance Abuse and Co-Occurring
Services through our Berkley, Pontiac and Walled Lake Offices. This program is based upon the
evidenced based models of Motivational Interview/Stages of Change and Cognitive Behavioral
Therapy approaches. The Adolescent program also utilizes evidenced based family therapy
approaches, including multi-systemic family therapy. OFS has been a contracted provider for
these services through the Office of Substance Abuse and the Oakland County Family Focused
Juvenile Drug Court since 2001. We held a Re-entry grant through the Center for Substance
Abuse Treatment from 2005-2008, and would be honored to be considered partners in this new
project.
OFS proposes to provide Behavioral Health Services to the youth in the project, as well as their
families. It is suspected that the majority of youth will be identified to have substance abuse
issues and of those several will have co-occurring mental health issues. The primary modality of
service delivery for to the adolescents and the families for substance abuse and co-occurring
treatment is group. Group treatment is considered the most effective modality for substance
abuse treatment. It further fits well developmentally for adolescents because of the increasing
importance of peers. Group allows participants to learn from each other, and provides the
opportunity for modeling by the more progressed participants. Peers identify and challenge
denial, rationalizations, etc., which is better received from peers than from therapists. Group
provides the opportunity to practice new skills and to receive feedback. Groups are 90 minutes
in duration and are a combination of skill building and counseling. Group topics include alcohol
and drug education, 12 step concepts, life skills, communication, making choices, restructuring
criminal thinking, anger management, assertiveness training, pro-social behavior, risk taking,
stress management and more. The counseling portions of the group sessions provide an
opportunity for the youth to discuss issues confronting them and how to effectively deal with
them. The group members provide feedback and relate their own experiences to the issues
discussed. In addition to groups, OFS will offer: individual sessions to process groups, process
more sensitive issues including trauma and gender specific issues; family education group so that
parents can gain education regarding their child's use of substances, as well as gain support of
other parents in the program; and family sessions to assist with family reunification issues.
For those youth that present with mental health issues only, OFS will provide intake, individual
and family reunification sessions as appropriate.OFS will provide staffing for the transition team
and any staffing and meetings as requested.
Through the years OFS has identified lack of transportation as a barrier to adolescents and
families wanting treatment services. As part of a prior grant, OFS secured vans and drivers and
provided transportation to youth attending services at our locations. OFS would propose to use
Page 1 of 3
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
OAKLAND FAMILY SERVICES
(ATTACHMENT 1; APPENDIX D)
one of our existing vans, and then lease 2 additional vans to cover the locations of our specialty
program (Berkley, Pontiac and Walled Lake) in order to provide transportation services to
families in the re-entry program. We will provide 20 hours of transportation services per
location, typically providing services to youth/families in the evening hours to attend groups and
individual treatment sessions.
Narrative for how OFS helps clients and victims:
Through the treatment process, clients are encouraged to identify their offenses, as well as their
criminal behaviors and "criminal thinking". Therapists use cognitive restructuring and cognitive
behavioral therapies to help client's gain accountability for their behaviors, as well as begin to
change the thought processes behind those behaviors. Part of this process involves different
activities to prepare them to make amends in the appropriate manner, i.e. writing letters to
victims (that may or may not be sent), doing role plays in which they practice their apologies etc.
Also of great importance in this process is assisting youth to not only connect to their thoughts
and actions, but to connect to the feelings that often drive both. Therapeutic techniques are
employed to help the youth understand and develop empathy.
Narrative for stakeholder feedback:
Throughout treatment, OFS uses a variety of methods to ensure youth and their families have
input into treatment and programming:
• Twice yearly the agency completes a client satisfaction survey. Results are used to
update/adjust programming and supervise staff as appropriate.
• If a client is funded through the Office of Substance Abuse they complete an additional
satisfaction survey as required by our contract. Results are used to update/adjust
programming and supervise staff as appropriate.
• As clients/families approach the end of treatment they are asked to complete a
Retrospective Survey that measures outcomes in key performance areas (i.e. since
beginning treatment has their employment/school status improved, do they have more
stable housing, have they experienced less problems with mental health or substance use,
have they had less criminal/legal problems etc). These outcomes are reviewed by
individual therapists and utilized in treatment and aftercare planning, as well as reviewed
Page 2 of 3
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
OAKLAND FAMILY SERVICES
(ATTACHMENT 1; APPENDIX D)
through the OFS performance quality improvement process to improve programming to
better match outcomes and needs.
• At each session, youth and families are asked if they are satisfied with their services and
if they would like to see any changes in their services. The responses are documented in
the Case Progress Note of their record.
Page 3 of .3
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
Budget Summary (Attachment 2)
Budget Category Amount
A. Personnel $0.00
B. Fringe Benefits $0.00
C. Travel $0.00
D. Equipment $ 21,909
E. Supplies $ 2,595
F. Construction $0.00
G. Consultants/Contracts $568,823
II Other $ 63,000
Total Direct Costs $656,327
I. Indirect Costs $0.00
TOTAL PROJECT COSTS $656,327
Federal Request $656,327
Non-Federal Amount $689,056
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
BUDGET NARRATIVE
(Attachment 2)
Total Federal Grant Funding Requested: $656,327
Funds from the Second Chance Act Offender Reentry Grant will be used solely
for the development, implementation, and administration of reentry services for
youth returning to Oakland County. These funds will not be used to supplant
funding for existing program.
A. Personnel
See Appendix A — Contractual Services
B. Fringe Benefits
See Appendix A — Contractual Services
C. Travel
See Appendix A — Contractual Services
D. Equipment
Cost of computers, printers, cell phones and office equipment to be used
by Reentry Coordinator and Reentry Specialists to perform their duties.
These will be used to provide support for the intensive case management
and tracking of services. Computers will provide access to data
information systems used to monitor and evaluate program activities.
Equipment that is not acquired through the Oakland County Department of
Information Technology will be purchased through a registered vendor, as
required by Oakland County Policy.
Also see Appendix A
Costs include the purchase of:
Laptop computer rci.) $1,200 ea x 3 staff $ 3,600
Quarterly IT maintenance @ $563 x 4 quarters x 3 staff $ 6,756
Wireless card a $49 per month x 12 months x 3 staff $ 1,764
Portable printer r& $200 ea x 2 offices $ 400
Office telephone @, $32 per month x 12months x 2 office $ 768
Cell phone raj $199 ea x 3 staff $ 597
Monthly IT maintenance Ca), $59 x 12 months x 3 staff $ ""),124
Compas Youth Needs/Risk Assessment Instrument $ 5.900
Total $21,909
E. Supplies
Costs are allocated for printing and copying program and educational materials as
well as office supplies.
Also see Appendix A $2.595
Total $2,595
Page 1 of 4
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
BUDGET NARRATIVE
(Attachment 2)
F. Construction Total $ 0.00
G. Consultants/Contractual Services
See Appendix A
Oakland County Children's Village has received a proposal
from Oakland Livingston Human Services Agency (OLHSA)
to provide services to youth participating in the Reentry Program.
OLHSA is a registered vendor with Oakland County. $568,823
Total $568,823
H. Other Costs
Oakland County Department of Information Technology will
develop a database that will expand and customize our collection
of criminogenic data as well as provide a risk and needs assessment
instrument for youth. This expanded database will improve data
collection and enable our program to better track and record critical
information regarding program performance and results. Comprehensive
collection and assessment of performance measures will be dependent on
this database. Children's Village currently does not have an adequate
database. IT database development @ $122/hour x 500 hours + user
training at $2000 a one time cost $63,000
Total $ 63,000
I. Indirect Costs Total $ 0.00
Inkind Cash Total Local Match: $689,056
Inland Costs
Personnel
The following personnel costs will be provided as in kind
contributions to the program. Full time Children's Village
and Crossroads for Youth Case managers will dedicate
10% of their week to provide Reentry Program services
to youth and their families during the course of their
Residential Treatment Programs. Two Administrators
and a Casework Supervisor will dedicate 10% of their
week to the oversight and administration of the Reentry
Page 2 of 4
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
BUDGET NARRATIVE
(Attachment 2)
Inkind Cash
Program. They will provide direction and supervision to
the case managers working with youth while they are in
placement at Children's Village or Crossroads for Youth.
The Manager of Children's Village will also dedicate 10%
of her week to maintain administrative oversight of the program,
working directly with the Reentry Program Coordinator.
.10FTE Manager @ 49.99/1-u. x 40hrs x 52 wks $ 10,398
2 .10FTE Administrators @ $41.77/hr x 40hrs x 52wks $ 17,376
10 .10FTE Case managers (-& $26.18/hr x 40hrs x 52wks $ 54,454
1 .10FTE Casework Supervisor @ $33.68thrx4Ohrx52wks $ 7,005
Total $ 89,233
Fringe Benefits
Fringe Benefits are calculated at 57.47% of salary and
include workman's compensation, medical, dental,
optical, retirement, disability, unemployment, group life
and accident, and FICA.
1 .10FTE Manager
2 .10FTE Administrators
10 .10FTE Case managers
1 .10FTE Casework Supervisor
Office Space
Office space is calculated at $12.24 per square foot.
One office will be provided at Children's Village for the
full time Reentry Program Coordinator. Two offices will
be provided for the two part time Reentry Specialists,
and the System Navigators to share. One shared office
will be located at Children's Village and one will be
located at Crossroads for Youth.
3 Offices cf.--@!„. $1,732/yr
$ 5,978
$ 9,991
$ 31,311
$ 4,028
Total $ 51,308
$5,196
Total $5,196
Total Inkind $145,737
Cash Match (Child Care Fund Reimbursement)
The Child Care Fund is the primary funding source for
Oakland County's juvenile services system. The Child
Care Fund is a 50/50 cost sharing (uncapped) program
Page 3 of 4
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
BUDGET NARRATIVE
(Attachment 2)
Inkind Cash
between the County and the State. This cash match would be
50% Child Care Reimbursement and 50% Oakland County
General Fund match.
Personnel
Youth Assistance (YA) Caseworkers for the Oakland County
Circuit Court, Family Division will dedicate 25% of their
time to provide reentry support and services to youth
participating in the Reentry Program. Youth Assistance
Caseworkers are located in each school district in Oakland
County and are well positioned geographically to provide
support and intervention.
26.25% YA Caseworkers @ S25.52/hr x 40hrs x 52 wks
Fringe Benefits
26 .25FTE YA Caseworkers @ 57.47%
$345,030
Total $345,030
$198,289
Total $198,289
Total Cash Match $543,319
Page 4 of 4
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY
GRANT APPLICATION
OLSHA Budget Summary
(Attachment 2; Appendix A)
Total amount Requested: $568,823
Budget Detail:
Personnel:
FTE Program Coordinator $23. Per hr x 40 hrs x 52 wks $ 47,840
1 .50FTE Reentry Specialist @ $18. Hr x 20 hrs x 52 wks $ 18,720
.50FTE Reentry Specialist @ $18 hr x 20 hrs x 52 wks $ 18,720
I .05FTE Associate Director for Reentry @ $25.hr x 2hrs wk x 52 wks $ 2,600
.05FTE Accounting/Human Resources staff@ $20 hr x 4hrs wk x 52 wks $ 4,160
3 FTE Systems Navigators @ $18 hr x 40 hrs x 52 wks x 3 staff $112,320
Total Personnel: $204,360
Fringes:
Includes workman's comp, medical, dental retirement. FICA, retirement
@45% for full time $ 74,178
@ .30% for part time staff $ 11,232
Total Fringes: $ 85,410
Travel:
Cost for 3 staff to attend 2 meetings in DC a2,500 per person $ 15,000
Local Mileage: 300 miles per month x 3 staff a.42 per mile x 12 months $ 4.536
Total Travel: $ 19,536
Page 1 o13
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY
GRANT APPLICATION
OLSHA Budget Summary
(Attachment 2: Appendix A)
Supplies:
Office :
3 computers
@ $1,000 per computer $ 3,000
2 printers lit $500 each $ 1,000
Office supplies $ 3,500
Program:
Curriculum for parent/participant groups: $ 1,200
Welcome packs for participants @.$25 per pack x 100 $ 2,500
Participant supplies for classes/training $ 2,500
Total Supplies: $ 13,700
Contractual:
Oakland Family Services (budget attached): $131,917
Database Consultant/Development: $ 3,500
Michigan Council on Crime and Delinquency $ 55,000
Audit $ 750
Legal: $ 250
Total Contractual: $191,417
Other:
Cost of GED, soft skills training, college classes, specialized training $ 10,000
Medical/Dental services $ 5,000
Page 2 of 3
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY
GRANT APPLICATION
OLSHA Budget Summary
(Attachment 2; Appendix A)
Incentives for participation on parent/participant groups @ $50
Per family x 100 families $ 5,000
Housing Assistance $ 5.000
Compliance checks/Monitoring
Use of GPS tethers @$100 x 20 participants $ 2,000
Daily Monitoring cost: $9.00 per day based on average of 60 days
X 20 participants $ 10,800
Phones for 3 staff @$50 month x 12 months $ 1,800
Copying/Printing $ 3,500
Computer costs (network costs for 3 staff@ $1,100 x 3 staff) $ 3,300
Training/Meeting costs: Steering team, transition team, advisory group $ 5,000
Parent Materials $ 3,000
Total Other: $ 54,400
Grand Total: $568,823
Page 3 of 3
Oakland County Children's Village Second Chance Juvenile Reentry
Grant Application
OLHSA Budget Narrative
(Attachment 2; Appendix A)
Personnel: $204,360
All salaries are based on agency pay scales and reflect wage comparability studies
completed by the agency each year. The Program Coordinator position administers the
day-to day operation of the program under the direction of the Associate Director for
Reentry Services at OLHSA and the Children's Village Administrator. This person will
be housed at Children's Village and will directly oversee the two Reentry Specialists. The
Reentry Specialists will both be part-time positions. Both will be housed at Children's
Village and will work with the Program Coordinator to ensure that all services detailed in
the overall plan for each juvenile are carried out. The Associate Director of Reentry
Services at OLHSA will oversee the OLHSA program under the direction of the Child
and Family Services Director at OLHSA. The Program Coordinator will supervise the
two Reentry Specialists and the three Systems Navigators working with each participant
and their family. The Staff Accountant and HR staff positions will provide budget
oversight and human resources for OLHSA. The three Systems Navigators will function
as case managers for each juvenile and their family, ensuring that the transition plan is
developed and that the goals in the plan are carried out. Salaries for these positions are
based on comparable salaries in other reentry programs that OLHSA operates.
*All costs are fully detailed in the attached budget detail.
Fringes: $85,410
All fringes reflect a 45% fringe rate for health and dental, life, unemployment, FICA,
Disability, and Workman's Compensation for full time staff. The rate for part-time staff
is 30%.
Travel: $19,536
Travel costs reflect out of area travel to conferences for 3 staff to attend 2 meetings
Washington DC $2,500 per person x 2 meetings x 3 staff.
Local mileage at a rate of $.42 per mile for three staff (300 miles per month) x 12
months.
Supplies: $13,700
Supply costs include the purchase of computers, printers and supplies such as ink
cartridges etc. Costs also reflect normal office supplies; paper, pens, etc. Program supply
costs include the cost of providing a "welcome pack" for each returning individual and
supplies for individuals returning to the community. Costs also reflect supplies for all
training and classes that parents and participants attend.
Page [ of 3
Oakland County Children's Village Second Chance Juvenile Reentry
Grant Application
OLHSA Budget Narrative
(Attachment 2; Appendix A)
Contractual: $191,417
Contractual cost include a subcontract with Oakland Family Services (OFS), an agency
that will provide mental health, substance abuse clinical services and behavioral
treatment. (a detailed budget for OFS is included for your reference).
Contractual costs also include a contract of $3,500 for a consultant to revise the current
Access database currently utilized by OLHSA programs to include data for this project.
An additional contract will be written with Michigan Council on Crime and Delinquency
which will function as a training and technical assistance provider, ensuring that all
services are coordinated with the overall juvenile reentry services being developed.
Audit costs reflect a portion of the agency yearly audit (g.% of the overall budget). Legal
costs reflect the cost of legal fees incurred for contracts and any other legal advice
sought.
Other: $54,400
Funds have been allocated to support the cost of GED preparation, college level classes,
sift skill training, and any specialized training or classes that participants may need.
Funds have also been allocated to support any needed medical or dental services that
participants may require to assist those without insurance or for costs not covered by
insurance.
Incentives such as bus tickets, gas cards, or food coupons will be provided as incentives
for participants and their families to be actively involved in individual and group
activities and training. The bus tickets will cover costs for the SMART bus system that
operates in Oakland County.
Funds have been allocated to support a limited amount of housing assistance for those
individuals requiring assistance with housing. Pontiac Housing Commission currently has
a partnership with OLHSA, offering studio apartments at a rate of $50 per month for
those individuals returning to the community after incarceration. This amount will also
cover any housing needs such as a bed or mattress that may be required to ensure that
housing needs are met.
Some participants (estimated @.20) may require additional compliance cheeks through
the use of tethers. It is estimated that tethers would be used on average for no more than
60 days. The cost of the tether is $100 per client and the daily monitoring cost is $9.00
per day.
Page 2 of 3
Oakland County Children's Village Second Chance Juvenile Reentry
Grant Application
OLHSA Budget Narrative
(Attachment 2; Appendix A)
Telephone costs reflect $50.00 per month x 3 staff x 12 months.
Copying, printing, and advertising costs are allocated for program materials, and
advertising services. Costs reflect comparable costs in other programs
Computer costs for three staff at a rate of $1,100 per computer for support and
maintenance of the network are included.
Training costs for Steering team, transition team meetings, and advisory group meetings
have been included as well funds to cover the cost of materials for all parent groups.
Page 3 u f 3
Oakland Family Services Proposed Budget for Re-Entry Project
(Attachment 2; Appendix A)
Behavioral Health Services — estimated for 50 youth
BOO groups @ $20 per group= $16,000
50 intake assessments @ $63 per session= $3,150
750 individual sessions @ $63 per session= $47,250
450 family education groups @ $25 per session = $11,250
200 family/collateral sessions $63 per session= $12,600
Total= $90,250
Transportation Services- estimated for 35 youth across 3 locations (Berkley,
Pontiac, Walled Lake), using 2 vans
Lease for 1 vans (OFS has one available van only 2 leases needed) @ $520 per
month= $6,240
Van Insurance @ $2,650 for 2 vans per month = $5,300
Gas for 2 Vans (average 10 miles per gallon) @ $2.70 per gallon estimated to travel 30
mile round trip four nights per week= $3,368
2 drivers @ $10 per hour for 20 hours per week= $20,800
Payroll taxes for 2 drivers p 8.5%= $1,768
Total= $37,467
Staffing Expenses:
5% of Adolescent Program Supervisor to provide clinical supervision and oversight=
$2275 per year
5% of Adolescent Program Coordinator to attend transition team meetings and staffing=
$1925 per year
Total= $4200
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
GOAL: Reduce recidivism by 50% over 5 years by:
• Increasing positive outcomes for youth and families
• Cutting off feeder system that propels youth from juvenile justice into adult prison
• Enacting systems change to improve the way we provide evidence-informed services
• Enhancing reinvestment in reentry services and other crime-reducing efforts
Population
The Oakland County Department of Health and Human Services, Children's Village Division in
collaboration with local stakeholders, is poised to enhance existing reentry and aftercare services
for 100 youth, male and female, ages 12 to 17 years old, returning to Oakland County from the
Children's Village and Crossroads for Youth Residential Treatment Programs.
Management and Staff (Descriptions attached)
The Oakland County Children's Village Juvenile Reentry Initiative will be managed by the
Executive Team, convened by Children's Village and including representatives from Children's
Village, Oakland County Circuit Court Family Division, Crossroads for Youth, Oakland County
MPRI Steering Team and Youth Subcommittee Chairs; Oakland Livingston Human Services
Agency; Oakland Family Services; Department of Human Services.
Implementation of the strategic plan will be overseen by three Co-Chairs of the multi-
disciplinary Youth Subcommittee of the Oakland MPRI Steering Team, with technical assistance
provided by the Michigan Council on Crime and Delinquency.
Collaborative Partners
Collaborative partners include local and state agencies, representatives from the judicial system,
providers in the community, units of government, and state and local juvenile corrections staff.
Time line
The project will begin October 1, 2010 (or commensurate with funding timeline) for a period of
12 months. Monthly reports will be provided to the Oakland County Steering Team by the
Youth Subcommittee. The implementation plan below details specific timeframes for activities.
Implementation
The following implementation goals outline how we will define progress. The objectives to
reach each goal, as well as activities and time frames, are elaborated in the implementation plan
attached.
• Develop formal structures for management and oversight with Project partners that
specify responsibilities and time lines for tasks and deliverables;
Page 1 of 10
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE
REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
• Develop and implement the 3-phase/ 7-point model with the use of Collaborative Case
Management;
• Demonstrate greater partnerships, improved communication, coordination and
collaboration among state and county agencies;
• Design and implement a monitoring and evaluation plan to document implemented
strategies and outcomes; develop or enhance information collection and analysis capacity
beyond the grant period;
• Work collaboratively with the statewide Michigan Youth Reentry Workgroup to identify
opportunities for expansion and replication in other counties; and
• Design and implement approach to build support for sustainability after federal funding
ends.
Page 2 of 10
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
GOAL I: Develop formal structures for management and oversight with Project partners that specify responsibilities and
time lines for tasks and deliverables.
OBJECTIVE ACTIVITY RESPONSIBILITY TIMEFRAME _
Meet with stakeholders to discuss aspects of grant Children's Village will establish
executive team to oversee grant application and determine best agency suited to lead Children's Village Completed
charge. Children's Village will manage grant Manager 2/1/10 management application process.
Engage court leadership in reentry Make presentation to court leadership and determine Court Manager Completed
process liaison to serve on Steering Team CV Manager 2/15/10
Review and approve the youth reentry
Establish multidisciplinary Youth implementation plan; Key stakeholders:
Conduct community assessment of youth-service Steering Team Co- Completed Subcommittee with the Oakland
Reentry Steering Team providers; Chair, Youth 9/30/10
Reporting findings to Steering Team and Oakland Committee; OLHSA
County
Establish advisory plan for enhancing services and Completed
Engage youth service providers in filling gaps; 9/30/10 Youth Committee advisory capacity Outreach to youth service providers identified in (Outreach
community assessment Ongoing)
Page 3 of 10
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT' APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
Youth Committee;
OLHSA; MCCD
Establish monitoring process to
ensure timely completion of
implementation
Youth Subcommittee to report monthly to Steering
team;
Identify technical assistance provider to support
project as needed.
Completed
9/30/10
(Monthly
reports
ongoing)
Page 4 of 11)
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, arid Letters of Support
(Attachment 3)
GOAL 2: Develop and implement the 3-phase model advanced by the Oakland County Youth Reentry Initiative
_
OBJECTIVE ACTIVITY RESPONSIBILITY TIIVIEFRAME
_.
Incorporate principles of
Collaborative Case
Management and Steering Team Train Children's Village and Crossroads for Youth staff t,
Supervision into policies Youth Committee in Completed about the process for improving case management and practices of collaboration with 11/1/10 techniques related to reentry and tansition planning. Children's Village, MDHS
Crossroads for Youth and
the Court. - —
Phase I: Develop youth Participate in the MI Youth Reentry Workgroup Assessment screening and assessment MYRI Workgroup; Initiated 2/1/10 Subcommittee to select and develop implementation plan processes using dynamic Youth Committee Completed for a fourth-generation criminogenic risk assessment tool; risk and needs representatives 10/1/10 Implement selected risk screening/ assessment instruments assessments
Phase I: Establish Review and expand programming at Children's Village and Children's Village Completed evidence-informed Crossroads for Youth to ensure evidence-informed Crossroads for 1/30/11 practices to address
identified risks and needs practices. Youth Ongoing ,
Page 5 of 10
Phase II: Develop a
transition planning
process including
individualized transition
and aftercare plan
Phase II: Release
decision-making: Utilize
established policies and
procedures to identify
youth ready to transition
from facility to
community
Phase III: Aftercare and
Supervision
Children's Village,
Crossroads for
Youth, Court
Manager, OLHSA/
Transition Team
Initiated
10/1/10
Ongoing
Children's Village,
Crossroads for
Youth, Court
Manager, OLHSA/
Transition Team
Initiated
10/1/10
Ongoing
OLHSA/ Transition
Team; Youth
Committee; Court
Initiated
10/1/10
Ongoing
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
Establish procedure for Transition Team leader to convene a
meeting with the transition team to inform and review
discharge plan;
Ensure youth receives risk assessment to inform post-
release services;
Establish facility procedures that trigger transition planning
to begin 6 months prior to estimated release;
Establish procedures for addressing special transitions (dual
wards, independent living vs family living, mental health,
substance abuse, sex offenders)
Release decision-making; Identify residential program and
court factors that trigger release;
Revocation decision-making: Determine graduated sanction
and incentives
Develop effective transition team "hand off' from facility to
aftercare providers;
Determine the process for service provision post-release
Pa2e 6 of 10
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
GOAL 3: Demonstrate greater partnerships, improved communication, coordination anti collaboration among state and
county agencies
— OBJECTIVE ACTIVITY RESPONSIBILITY TIMEFRAME
Convene key stakeholders to Outreach to Oakland Department of Human Completed participate in the Steering Team, Services, Community Mental Health Authority, Executive Team 9/30/10 Youth Committee service providers, associations, and families
_. -
Establish information-sharing agreements and
Establish protocols for M.O.U.s with agencies participating in Transition Children's Village,
collaboratively engaging with Teams; Crossroads for 11/1/2010 outside agencies while youth is still Encourage policy changes that promote facility Youth, OLHSA/
in residential placement visit from providers and transition team members Transition Team
and off-site visits for youth
Children's Village, Create a process to support parents and community Establish protocols for collaborative Crossroads for members in effective relapse prevention, risk 11/1/2010 aftercare
Youth OLHSA/ reduction, and increased supports Transition Team
Work closely with Oakland DHS to Utilize the Steering Team's Youth Subcommittee Youth Committee; create parallel and seamless to identify opportunities to enhance Collaborative Oakland County 5/1/2011 aftercare procedures for Court Case Management practices for DI-IS Service DHS wards as well as state wards. Specialist as well as Court Probation Officers.
Page 7 of 10
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
GOAL 4: Design and implement a monitoring and evaluation plan to document implemented strategies and outcomes;
develop or enhance information collection and analysis capacity beyond the grant period.
OBJECTIVE ACTIVITY RESPONSIBILITY TIM EFRAME
Identify necessary data points; data sources;
Work with Data Management Team to determine appropriate data
collection mechanism;
Collect data for Seek information-sharing agreements with identified county Key stakeholders:
evaluation, partners; Youth Committee, Completed
monitoring, and Develop and implement evaluation plan; led by Court and 6/30/2010
quality assurance Develop procedure for partner agencies to collection and share OLI1SA
data;
Develop a monitoring process that documents the statistical
improvements in youth and documents program success
Analyze the data
and report results,Independent Initiated Provide specified data/ documentation in a timely manner; in collaboration Evaluator, Youth 10/1/10 Report final results of the process and outcome evaluation with independent Subcommittee Ongoing
evaluator
Page 8 of
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CHANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
GOAL 5: Work collaboratively with the statewide Michigan Youth Reentry Initiative (MYRI) Workgroup to identify
opportunities for expansion and replication in other counties.
OBJECTIVE ACTIVITY RESPONSIBILITY TIMFFRAME
Initiated
Participate in MYRI Workgroups Representatives from Oakland County will attend 11/18/09 Executive Team and subcommittees to advance monthly workgroup meetings and provide input to (Monthl y reps; MCCD seamless reentry the subcommittees on assessment and evaluation. meetings r,
ongoing)
Court Manager; Establish procedures for state- Develop an information-sharing agreement between Completed MYRI Workgroup local collaboration Court and MDHS 6/30/10 reps
Document progress in establishing county-based
Work with state partners to reentry by assessing strengths and barriers to Executive Team;
support other counties and entities implementing the 3-phase, 7-point framework; MCCD; MYRI 6/30/2011
interested in replication Share evaluative information to better inform Workgroup reps
statewide and local projects —a ,
Page 9 of 10
OAKLAND COUNTY CHILDREN'S VILLAGE SECOND CIIANCE JUVENILE REENTRY GRANT APPLICATION
Strategic Plan, Project Timeline, Position Descriptions, and Letters of Support
(Attachment 3)
GOAL 6: Design and implement approach to build support for sustainability after federal funding ends.
OBJECTIVE ACTIVITY RESPONSIBILITY TIMEFIZAME
Develop a clear understanding of juvenile justice
characteristics based on data; Materials Develop talking points for juvenile reentry tailored to Develop a public outreach and Executive Team; completed specific audiences; education plan to build support Youth Committee; 4/30/11 Enlist participation of key state, community, and for investment in reentry MCCD (Outreach public positions to advocate for reentry; ongoing) Showcase successful reintegration model with key
stakeholders, legislators, and media
Work within the Executive Branch to include reentry Completed Executive Team; Seek additional public funds as an FY '12 budget priority and with Michigan 9/30/11 MCCD Legislature to pass the budget. Ongoing
Completed Work with private partners, including OLHSA, to Executive Team; Raise private foundation funds 9/30/11 raise private funds that will augment public funds. Youth Committee Ongoing
Develop additional funding Based on federal solicitations for prisoner re-entry
applications for federal funding promised by federal agencies, apply for re-entry funds Completed Executive Team; especially in youth workforce from the departments of Justice, Labor, Health and 9/30/11 Youth Committee development, mentoring, and Human Services, Ilousing and Urban Development Ongoing
mental health and other opportunities as they become available.
Page 10 of 10
POSITION DESCRIPTIONS & RESPONSIBILITIES
The Oakland County Youth Reentry Initiative will be managed by the Executive Team,
convened by the Oakland County Department of Health and Human Services. Implementation
will be overseen by a multi-disciplinary Youth Subcommittee of the Oakland MPRI Steering
Team:
Executive Team: Oakland County Department of Health and Human Services, Children's
Village Division will convene a group including representatives listed below:
Children's Village, Joanna Overall, Manager
Oakland County Circuit Court, Family Division: Pamela Davis, Court Manager
Oakland County MPRI Steering Team: Co-Chair Lynn Crotty, Oakland Livingston Human
Services Agency, will be the liaison between the Oakland MPRI Steering Team and the
Executive Team.
Youth Subcommittee Co-Chairs: Reentry Program Coordinator; Reentry Program Navigator;
Pamela Davis, Court Manager
Facility Staff/ Reentry Specialists; Program Coordinator; System Navigators: Positions to
be filled
Aftercare Service Provider: Oakland Livingston Human Service Agency, Oakland Family
Services
Technical Assistance Provider: Michelle Weemhoff, Michigan Council on Crime and
Delinquency
Michigan Youth Reentry Initiative (MYRI) Workgroup: This statewide workgroup,
convened by the Michigan Department of Corrections and the Michigan Department of Human
Services, is developing a juvenile reentry framework based on the successful best practices in
youth reentry. Representatives from Oakland County's Executive Team will attend the monthly
meetings and participate in relevant workgroups.
Michigan Council on Crime and Delinquency
Established in 1956, MCCD is Michigan's only statewide organization dedicated to improving
the effectiveness of policies and systems aimed at preventing and controlling crime. Building on
expertise gained through work on IvIPRI, the Michigan Council on Crime and Delinquency
(MCCD) will provide technical assistance to Wayne County Department of Children and Family
Services for the juvenile reentry initiative. MCCD has provided teohnical assistance to the MI
Department of Correction's MPRI project since its inception and has proven to be a valuable
planning partner, particularly on the Youthful Offender Re-Entry Workgroup, MCCD organized
and initially funded the Oakland County MPRI Steering Team and continues to provide technical
assistance to all Steering Teams in MPRI implementation and service delivery. The agency's
historic context for work in the justice arena, particularly in establishing and supporting reentry
programming, is unmatched in the state and, with its long history of effective management,
provides an essential resource to the implementation process. MCCD will provide the following
technical assistance for the Oakland County Youth Reentry Initiative:
• Assist in development and implementation of the strategic plan. including staff support
for subcommittees.
• Serve as the liaison between Oakland County and the statewide Michigan Youth Reentry
Initiative
• Assist in problem-solving and creative solutions for overcoming harriers and needs
• Coordinate outreach and communications
• Conduct research on best practices in assessment, programming, transition and aftercare
• Develop strategy for sustainability and replication
• Support the evaluation strategy
• Offer tTaining and technical assistance as requested
Michelle Weemhoff, MSW, is MCCD's Senior Policy _Associate, responsible for planning,
development and implementation of MCCD's juvenile justice programs. She is the Co-Chair of
the Michigan Juvenile Justice Collaborative and the Co-Chair of the statewide Michigan Youth
Reentry Initiative.
Professional Experience
Michelle previously worked as the Michigan Public Defense Task Force Coordinator with the
Campaign for Justice, where she assisted in the grassroots effort toward statewide system reform
of public defense services. Prior to this work, Michelle served as the Health and Justice for
Youth Campaign Coordinator at Physicians for Human Rights, where she consulted various
states and federal campaigns in efforts to reform their juvenile justice systems, including projects
to raise the age of juvenile court jurisdiction, close dangerous juvenile facilities, and promote the
use of evidence-based programs. Michelle has presented at a number of conferences to educate
juvenile justice stakeholders on how emerging research in adolescent brain development can
impact policy and practice. She has held also positions as a service provider, community
organizer, and policy advocate in Texas and Massachusetts,
Educational Back vroundi Certifications/ Honors
Michelle received a Bachelor of Arts (2003) from the University of Michigan in Ann Arbor, Ml,
where she studied Psychology and Sociology (honors) with a concentration in Law. Deviance,
and Criminology. She also received her Masters Deuce in Social Work (2004) from the
University of fvfichiaan in Ann Arbor, MI, where she was awarded the Child Welfare Fellowship
for a concentration in community organization and social policy & evuliation around children,
youth and families.
JOB DESCRIPTION
REENTRY PROGRAM COORDINATOR
GENERAL SUMMARY
Under direction of Manager- Children's Village oversees operation of Oakland County
Second Chance Reentry Program. Supervises and assists professional staff in techniques
and procedures for providing Reentry services to youth and their families. Responsible
for the oversight of all implementation of objectives and program coordination Acts as
liaison to community agencies. Coordinates data entry and compilations.
SUPERVISION EXERCISED
Instructs, assigns, schedules, checks and appraises performance. Participates in decisions
to hire, discipline, and discharge.
TYPICAL DUTIES AND RESPONSIBLIT1ES
Assigns areas of responsibility and/or cases to professional staff. Conducts periodic case
reviews of clinical caseloads which include file audits and reviewing service and
treatment plans for program compliance and expectations. Takes corrective action as
necessary.
Provides initial orientation and on-going training for professional staff regarding Reentry
Program, facility policies, procedures, and techniques in handling assigned caseloads.
Provides technical assistance and guidance to professional staff in casework planning and
assignment of youths within the Reentry Program.
Conducts periodic review of professional employees/ caseloads and regularly meets with
professional staff for purposes of peer review and quality assurance.
This list may not be inclusive of the total scope of job functions to be performed.
Duties and responsibilities may be added, deleted or modified at any time.
QUALIF !CATIONS
I. Possess a Bachelor's Degree from an accredited college or university with a
major in Sociology, Social Work, Psychology, Criminal Justice, or related
field; AND
2. Have at least five years of full time casework or administrative\supervisory
experience in a Child Caring Institution, or Child Placing agency, preferably
in the field of Juvenile Justice and Treatment.
3. Possess a valid motor vehicle operator's license.
Page 1 of 2
JOB DESCRIPTION
REENTRY PROGRAM COORDINATOR
Before beginning employment, candidates will be required to provide Children's Village
with documentation from the Michigan Department of Human Services that they have not
been named in the Central Registry as a perpetrator of child abuse or child neglect. In
addition, applicants being considered for hire will be asked to sign a form authorizing
Children's Village to request and receive a criminal history check in accordance with the
privacy act of 1974,
Applicants for Reentry Program positions at Children's Village will not be considered if
they have been convicted of either of the following:
Child Abuse or Neglect
A felony involving harm or threatened harm to an individual within the 10
years immediately preceding the date of hire.
(a)
(b)
Page 2 of 2
Job Description
System Navigator 11
Division: Child and Family Services
Department: Re-entry Programs
Supervisor: Assistant Director for DOJ/Re-entry Programs
Job Mission:
To coordinate services in the areas of employment, housing, and mentoring for
individuals re-entering the community after incarceration, resulting in a smooth and
successful transition into the community.
Performance Standards:
1. To coordinate, in partnership with Oakland County Corrections and faith-based
partners, services related to employment, housing, mentoring, and other needed
services for ex-offenders.
2. To ensure the provision of comprehensive services for all assigned individuals,
designed to achieve a smooth and successful transition into the community.
3. Complete all intake and progress reports in a timely manner and in accordance with
grant and Department of Labor regulations.
4. To work with the assigned parole officer and mentor to meet the needs of individuals
re-entering the community.
5. To conduct pre-release and post release activities for clients in partnership with
Oakland County Corrections,
6. All other duties as assigned by supervisor.
Qualifications:
1. B.A. in Social Work, Criminal Justice or related field.
2. Two years of experience working with individuals who are incarcerated or on
probation or parole.
3. Knowledge of community resources, especially in the areas of employment and
housing. and training, minimum of two years.
4. Proficient in the use of computer databases and the generation of reports, minimum
two years.
5. Excellent verbal and written skills.
JOB DESCRIPTION
REENTRY SPECIALIST
GENERAL SUMMARY
Under the supervision of the Reentry Program Coordinator, is responsible for providing
intensive supervision and support services to individual youth residing in Children's
Village and conditionally released to the Second Chance Reentry phase of the residential
treatment program. Assist and support each youth in their reentry into the community.
Develops a Reentry Service Plan for youth and provides support services to parents.
Responsible for maintaining all records and reports pertaining to Reentry services.
ESSENTIAL FUNCTIONS
I . Ensures the on-going development and progress of the Children's Village
Reentry phase of the Residential Treatment Program.
2. Provides intensive case management services to youth involved in Reentry.
Attends all formal hearings and assures the attendance of the youth and
parents. Makes recommendations regarding release from the Court's
jurisdiction or post dispositional alternatives.
3. Develops implements and coordinates individualized treatment plans for
Reentry youth designed to meet both short term and long term rehabilitative
goals.
4. Member of the Residential Program Team. Participates in the admission
referral process to evaluate the appropriateness of referrals. Participates in the
assessment of prescriptive treatment goals and actions and plans. Updates the
Residential Program staff regarding status of Reentry youth. Participates in
all residential family conferences, staff meetings, and trainings.
5. Serves as the Residential Program liaison and maintains a high degree of
cooperation and communication with the courts, law enforcement agencies,
schools, and other community agencies.
6. Assures transition back into home, schools and work sites. Maintains regular
contact with youth, parents, schools, employers, and other service agencies.
7. Monitors and evaluates all home visits. Reports progress or areas of concern
to residential team.
8. Serves as a facilitator or co-facilitator of parent and youth educational groups
and support groups.
9. Transports youth to Court Hearings, counseling, medical appointments, home
visits and other destinations as necessary.
10. Assists in the development, implementation, and supervision of community
service projects.
I 1. Maintains all records and reports pertaining to youth, families, and Reentry
services.
12. Develops and implements evaluation criteria to help determine the
effectiveness of services.
13. Responds to emergency calls and provides crisis intervention to youth and
families.
Page] of 2
JOB DESCRIPTION
REENTRY SPECIALIST
14. Assists in the development, implementation and supervision of educational
and recreational field trips and events, Ropes Challenge Course, and fund
raising.
15. Installs and activates electronic tethering devices.
16. Communicates to the Residential Treatment Therapist and Reentry Supervisor
concerns regarding Reentry, community agencies, youth, and families.
This list may not be inclusive of the total scope of job functions to be performed.
Duties and responsibilities may be added, deleted or modified at any time
QUALIFICATIONS
1. Have a Bachelor's Degree from an accredited college or university, with a
major in criminal justice, psychology, social work, guidance and counseling,
or closely related area; AND
2. Have had one year of full time experience working in a child placing agency
or child caring institution, preferably in a juvenile justice setting.
3. Possess a valid motor vehicle operator's or chauffeur's license.
4. Successfully complete the six-month probationary period.
Before beginning employment, candidates will be required to provide Children's Village
with documentation from the Michigan Department of Human Services that they have not
been named in the Central Registry as a perpetrator of child abuse or child neglect. In
addition, applicants being considered for hire will be asked to sign a form authorizing
Children's Village to request and receive a criminal history check in accordance with the
privacy act of 1974.
Applicants for Reentry Program positions at Children's Village will not be considered if
they have been convicted of either of the following:
Child Abuse or Neglect
A felony involving harm or threatened harm to an individual within the 10
years immediately preceding the dote of hire.
(a)
(b)
Page 2 of 2
OAKLAND* L. BROOKS PATTERSON, OAKLAND COUNTY EXECUTIVE
COUNTY MICHIGAN
April 2,2010
Thomas Murphy, Program Specialist
U.S. Department of Justice
Office of Justice Programs
Bureau of Justice Assistance
Office of Juvenile Justice & Delinquency Prevention
RE: Second Chance Act Juvenile Offender Re-entry Demonstration Project
Dear Mr. Murphy:
It has long been recognized -that youth who are released from institutional confinement are more
likely to succeed if they have access to services that can help them thrive back in their community
environment. George Miller, Director of the Oakland County Department of Health and Human
Services, who is responsible for the overall operations at the Children's Village Youth Facility,
has been researching best practices across the nation for over a year. Re-entry programs have
proven to be successful when accompanied with strong ties and partnerships in the community for
the youth and their families, Effective re-entry/aftercare programs begin before a youth leaves the
facility, and involve the family and the community. In fact, re-entry planning efforts should start
the day the youth enters the facility. When high-quality re-entry and aftercare services are
available, the overall cost of juvenile corrections and recidivism are reduced.
The Department of Health and Human Services has been collaborating on this effort with the
Juvenile Court, Oakland Livingston Human Services Agency, Michigan Council on Crime and
Delinquency and is committed to working with additional partners that are identified as we
progress. Children's Village agrees to provide individual criminal history information on all
participants to evaluators, unless prohibited by law. These data will be provided in response to
periodic requests from the grantee and evaluator throughout the period of performance of this
project to capture both criminal history prior to the program enrollment and subsequent
recidivism.
This is an outstanding opportunity to develop an effective re-entry program for Oakland County
that can ultimately be replicated across the state of Michigan for all juvenile offenders.
Respectfully submitted,
L. Brooks Btitterson
Oakland County Executive
EXECUTNE OFFICE BUILDING 41 WEST • 2100 PONTIAC LAKE RD DEFT 409 • WATERFORD MI 48328-0409 • (248) 858-0484 • FAX (248) 452-9215
#tair rfi
V
ELIZABETH PEZZETTI
JUDGE
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fur Oftz xtlE 1Jtthictal Tiratit - 3antilg BilfiLatatT _
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February 26, 2010
Ms. Joanna Overall
Oakland County Children's Village
1200 North Telegraph Road
Pontiac, Michigan 48341
Dear Ms. Overall:
This letter is written in support of Oakland County Children's Villages (OCCV) grant
application to the United States Department of Justice for funding under the Second Chance Act
Adult and Juvenile Offender Reentry Demonstration Project. If awarded, this reentry initiative
will provide a continuum of care for youth exiting residential placement and assist them in the
successful reintegration back into their respective communities.
The Family Division of the Sixth Judicial Circuit Court handles cases involving divorce,
adoption, juvenile delinquency, child custody, paternity and child support, abuse and neglect,
personal protection orders. ancillary guardianships, conservatorships, and other cases involving
family matters.
Oakland County Children's Village has been an integral part of the Family Division operations,
providing valuable services including secure detention, shelter care, residential treatment and
educational services to youth. OCCV staff has brought meaningful perspective to planning for
and responding to the needs of Oakland County youth. Their professional staff in the disciplines
of counseling, social work, psychology, child care and various medical fields are specialists in
providing comprehensive and effective services for adolescents and their families.
The Oakland County Circuit Court realizes that juvenile reentry services are essential to the
continuum of care and will support OCCV's efforts by dedicating Casework (Juvenile Probation)
and Youth Assistance staff to provide case management services. We strongly support this
endeavor and look forward to expanding our collaboration with Oakland County Children's
Sincerely,
Hon. Elizabeth PezAtti. Presiding Judgz;:/ • Oakland County Circuit Court — Family Division
1200 N TELEGRAPH RD - PONTIAC MI 48341-0449 - PHONE: (248) 858-0240
MICHIGAN COUNCIL ON CRIME AND DELINQUENCY
1115 S. Pennsylvania Avenue • Suite 201 • Lansing, Michigan 48912
Telephone: (517) 482-4161 • Fax: (517) 482-0020 • Email: maii@rniccd.org
February 25, 2010
U.S. Department of Justice
Office of Justice Programs
Bureau of Justice Assistance
Office ofiuvenile Justice and Delinquency Prevention
Attn: Thomas Murphy, Program Specialist
Re: Second Chance Act Juvenile Offender Reentry Demonstration Projects
Dear Mr. Murphy,
I am writing to express support for Oakland County Department of Health and Human Services
on its bid for a Second Chance Juvenile Offender Reentry Demonstration Project grant.
The Michigan Council on Crime and Delinquency (MCCD) was founded in 1956 by concerned
citizen leaders throughout Michigan as a vehicle to ensure that laws and policies aimed at
controlling crime were fair, effective, and affordable. Today, we are still the only statewide
citizen's organization devoted to providing community safety through the establishment and
improvement of effective policies and programs that address the prevention and control of crime
and delinquency. Our services remain outcome focused, and we are dedicated to advancing
research-based, prevention-focused systems. From the beginning, we have collaborated closely
with Oakland County decision makers and service providers on evidence based program
development. One example of this collaboration is the Michigan Prisoner Reentry Initiative
(MPRI).
Michigan Prisoner Reentry Initiative
From 2003 — 2005, MCCD worked with the Michigan Department of Corrections (MDOC),
Public Policy Associates, Inc. (PPA), the National Institute of Corrections, and other experts
From around the country in designing the Michigan Prisoner ReEntry Initiative (MPRI). Since
the inception of the initiative, MCCD has provided technical assistance to the MDOC and other
statewide and local stakeholders and has proven to be a valuable and integral member of the
leadership of MPR1.
Because of MCCD's long history of community organizing, we serve as the liaison between the
state and local partners. In this capacity, MCCD helped organize 18 local MPRI steering teams
and hired a Community Coordinator to assist these 18 teams in implementing MPR1, Oakland
County was one of our first MPRI sites. Through strong leadership, Oakland County has
demonstrated that returning prisoners can safely be reintegrated in the community. I look
forward to working with Oakland County in translating their successes with adult reentry to
address the needs of youth.
Juvenile Justice
By integrating the Michigan Department of Corrections' institutional knowledge of reentry with
the Michigan Department of Human Services' understanding of best practices for youth, MCCD
facilitated a joint workgroup to adapt the MPRI Model to meet the needs of youthful offenders in
adult corrections and youth in the juvenile justice system. MDOC's youthful offender reentry
pilot program was successfully launched at the Thumb Correctional Facility on June 1,2009.
MCCD is now assisting the MDHS Bureau of Juvenile Justice (BJJ), in applying the lessons
learned through MPRI implementation to youth exiting juvenile justice placement. Through
project management and technical assistance to the Michigan Youth Reentry Initiative
Workgroup, MCCD is leading implementation of the strategic work plan that reflects the
progress toward instituting a youth reentry framework into a sustainable feature of policy
implementation and service delivery.
Because Michigan has a state-directed and county-based juvenile justice system, the need for
building local community capacity is essential. The active involvement and collaboration of the
courts, service providers, families, and local stakeholders in Oakland County makes the
implementation of the proposed program possible.
As a leader in the field of reentry, the Michigan Council on Crime and Delinquency intends to
continue to extend support and technical assistance in order to advance reentry efforts at the local
level and replicate successful crime reduction techniques statewide. We look forward to the
opportunity to assist Oakland County in their effort to fully integrate youth reentry services into
the juvenile justice system.
Sincerely,
Elizabeth Arnovits
Executive Director
Michigan Council on Crime and Delinquency
JENNIFER M. GRANHOLM
GOVERNOR
STATE OF MICHIGAN
DEPARTMENT OF HUMAN SERVICES
LANSING
oc0.FIT
Cjn
's.'oprodas`'
ISMAEL AHMED
DIRECTOR
February 25. 2010
Attn: Thomas Murphy, Program Specialist
U.S. Department of Justice
Office of Justice Programs
Bureau of Justice Assistance
Office ofJuvenile Justice and Delinquency Prevention
Re: Second Chance Act Juvenile Offender Reentry Demonstration Projects
To Whom It May Concern:
I am writing to express support for Oakland County Department of Health and Human Services
on its bid for a Second Chance Juvenile Offender Reentry Demonstration Project grant.
The Michigan Department of Human Services (MDHS) and its Bureau of Juvenile Justice (131.1)
are currently developing a three-phase youth reentry framework known as the Michigan Youth
Reentry Initiative (MYRI). This framework consists of evidence-based best practices intended to
reduce recidivism through providing transition and aftercare services that support successful
community reintegration. The foundation for this model is based on the nationally recognized
Michigan Prisoner Reentry Initiative directed by the Michigan Department of Corrections
(MDOC). BJJ has worked in collaboration with the MDOC to develop youthfui offender reentry
practices in the adult corrections system and MDOC serves as a critical partner in the Michigan
Youth Reentry Initiative.
The MYRI Workuoup includes a variety of stakeholders from MDHS, MDOC, state-operated
residential facilities, local courts, MPRI community steering teams, and other key stakeholders.
Representatives from Oakland County have served on the MYRI Workgroup since its inception.
The Michigan Council on Crime and Delinquency is providing technical assistance.
In Michigan, juvenile justice is a state-directed, county-operated system; as MYRI is integrated
into counties, this reentry framework can be built upon and adapted to local community's needs
and resources.
Oakland County Department of Health and Human Services is collaborating with state efforts as
it continues to build upon reentry services in its community. The MYRI Workgroup identified
Oakland County as its demonstration evaluation site to measure success of its reentry initiative.
This evaluation process will track up to 26 high risk youth returning to Oakland County from the
state-operated W. J. Maxey Boys' Training School, Oakland County and all are working in
conjunction to identify assessment tools, establish data sharing agreements, develop outcomes,
share knowledge and practices, build capacity, and work together as policies and procedures are
developed. This collaboration will be an asset to all stakeholders involved.
235 SOUTH GRAND AVENUE • P.O. BOX 30037 LANSING, MICH)GAN 48909
www.michigan.gay • (517) 373-2035
Sincerel
vans, Director
Feau of Juvenile Justice
Department of Human Services
John
Second Chance Act
Page 2
in my opinion, the Oakland County Department of Health and Human Services has demonstrated
die ability and capacity to implement new initiatives. We look forward to the collaboration
between all stakeholders to create effective reentry models that can be replicated and sustained.
We arc available to provide technical assistance and resources as needed
Dennis Schrantz
726 West Kalamazoo Ave.
Kalamazoo, MI 49007
seltra ratzdri-Ogmail.com
Attn: Thomas Murphy, Program Specialist
U.S. Department of Justice
Office of Justice Programs
Bureau of Justice Assistance
Office of Juvenile Justice and Delinquency Prevention
Re: Second Chance Act Juvenile Offender Reentry Demonstration Projects
To Whom It May Concern:
I am writing to express support for Oakland County Department of Health and Human Services
on its bid for a Second Chance Juvenile Offender Reentry Demonstration Project grant.
Michigan has received national attention for its effective crime reduction strategies, particularly
its groundbreaking approach to what will be one of the First statewide, comprehensive reentry
models in the nation - the Michigan Prisoner ReEntry Initiative (MPRI). The mission of the
MPRI is to reduce crime by implementing a seamless plan of services and supervision developed
with each offender—delivered through state and local collaboration—from the time of their entry
to prison through their transition, reintegration, and aftercare in the community.
As the Deputy Director at the time the MPRI was created in 2002, I have witnessed the initiative
grow, engaging returning parolees in all 83 counties in Michigan. For the more than 16,000
parolees under MPRI, we have seen a 30% reduction in returns compared to what would have
otherwise expected to happen based on a comparative sample. If this type of success continues,
we can expect to see the return to prison rate for all prisoners drop from 1 out of 2 returning to 1
out 3.
During my tenure with the MDOC, I had the opportunity to work with Oakland County and was
thoroughly impressed with their management, organization, and dedication to excellence. They
have been highly lauded by federal officials in the Department of Labor for their exceptional
work in the field of reentry and continue to demonstrate significant achievements through
leadership of the multidisciplinary Oakland MPRI Steering Team.
In my opinion, Oakland County Department of Health and Human Services and their supporting
partners excel in advancing the mission of MPRI and have the capability and commitment to be
leade-Th the field of youth reentry.
Sincere
February 8, 2010
Thomas Murphy
1200 N. Telegraph Rd.
Pontiac, Michigan 48341
Dear Mr. Murphy:
Oakland Livingston litti3vati Strvice Agency
Comm t .r1 Ill le ..1genCV .Vince 1964
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This letter represents a letter of support from the Oakland Livingston Human Service
(OLHSA) for Oakland County's grant application for Second Chance Act Adult and Juvenife'"Iuud) synim,(l IdklaItd
Offender Reentry Demonstration Projects for FY 2010.1t is our understanding that this grant will (cso)
focus on the provision of mentoring and supportive services to juveniles currently incarcer,, oh. j „„1
who will be returning to Oakland County, Michigan. IdriII,d.11“.hiou
I
We believe this project will enable the county to develop and implement comprehensive and Ii 6415•12.:01.1 -
collaborative strategies that will address juvenile reentry and reduce recidivism. The project will
enhance the transition of these individuals by providing mentoring and other supportive
services to participants. These services will assist the individual in the reintegration into their
family and the communities, provide training geared toward addressing criminogenic needs,
and reduce recidivism.
We concur that the primary target population will be those juveniles currently incarcerated in a
local or state facility who are returning to Oakland County after incarceration. The county will
connect individuals to comprehensive programming that includes cognitive, behavioral, and
social learning techniques, resource provision, educational services, job training/placement,
substance abuse, housing, mental and physical health services, family reunification and
mentoring.
The Oakland Livingston Human Service Agency look forward to partnering with Oakland County
in the implementation of this needed reentry programming for juveniles returning to Oakland
County. OLHSA commits to providing staff and programming for the provision of reentry
services for juveniles and their families with the ultimate goal to reduce recidivism and ease
transition back into the community. OLHSA currently administers reentry programming for all
adults returning to the community after incarceration in federal, state, and local correctional
facilities. By partnering with you in this endeavor we hope to enhance the reentry services that
Oakland County offers to both adults and juveniles returning to the community after
incarceration. We look forward to being able to assist you as you develop services for juveniles,
including job training and job placement services, health related services, and family
reunification services.
Sincerely,
Ronald B." Borngesser, Chief Executive Officer
Oakland Livingston Human Service Agency
A Community Action Agency Since 1964
Helping low-income people become 56#-sufficlent
'Equat Opportunity Program/Employer'
L. BROOKS PATTERSON, OAKLAND COUNTY EXECUTIVE
Kathleen Farzley, R.S., M.P.A., Manager
HEALTH DIVISION
OAKLAND;
COUNTY MICHIGAN
HEALTH DIVISION
Department of Health & Human Services
February 10, 2010
Thomas Murphy, Program Specialist
US Department of Justice
Office of Justice Programs
Bureau of Justice Assistance
Office ofJuvenile Justice and Delinquency Prevention
Re: Second Chance Act Juvenile Offender Reentry Demonstration Project
Dear Mr. Murphy:
Please accept this letter of support for Oakland County Children's Villages' (OCCV) application to the United
States Department of Justice. The application is to provide reentry services and supports for juvenile
delinquents being released into the community. Oakland County Children's Village is an excellent candidate to
provide these services.
The Oakland County Health Division/Office of Substance Abuse Services (OSAS) is one of 16 regional
substance abuse Coordinating Agencies in Michigan that, through a contract with the Michigan Department of
Community Health (the single state agency), manage the Federal Substance Abuse Block Grant Funds, Adult
Benefit Waiver, MiChild and the local funds for regional substance abuse prevention and treatment services.
OSAS is also responsible for providing technical assistance and serves as a resource for providers and the
community at large.
The OSAS and OCCV currently collaborate to provide substance abuse screenings for youth whom have been
court ordered to undergo a substance abuse evaluation. Subsequently, the OSAS provides coordination of
treatment for juveniles who meet treatment criteria. Should OCCV be awarded the re-entry grant, OSAS will
increase current collaboration efforts by providing technical assistance and monitoring to the substance use
disorder treatment agency that will provide treatment services to youth involved in the reentry program.
The reentry program proposed by OCCV will provide intensive services for youth returning to the community
upon discharge from residential treatment. OSAS supports this plan and is looking forward to working with
OCCV and other partnership agencies, should the proposal be funded.
Sincerely,
OAKLAND COUNTY HEALTH DIVISION
Department of Health and Human Services
L__,Lus.„0
Christina Nicholas, LIVISW
Chief of Substance Abuse Services
248.858.5107
CN/kvb
NORTH OAKLAND HEALTH CENTER
I 200 N TELEGRAPH RD
PONTIAC, MI 48341-0432
General Information 248-858-1280
SOUTH OAKLAND HEALTH CENTER
27725 GREENFIELD RD
SOUTHFIELD, MI 48076-3663
General Informolion 248-424-7000
WEST OAKLAND HEALTH CENTER
1010 E WEST MAPLE RD
WALLED LAKE, MI 48390-3571
General Information 248-926-3300
Board of Directors
Gregory Capier
Board Chair
Ron Reynolds
Vice Chair
Patrick Skilos
Treasurer
Michael R, Tatti
Secretary
Matthew P. Allen
Keith Burke
Robin Eikenberry
Gregory C. Guice
David L. Johnson
Pradeep Kokate
Dawn Magretta
Lynnette Parkhill
Charles A. Peterson
James J Ryan
Susan Sherer
David Walters
Advisors to the Board
Donald 0. Barlow
Cathy Sherman Bittrick
Shelley DuFort
Marilynn Gosling
Matthew E. Karen
Bradford C. Jacobsen
Angelain Loggins
Rev. Joyce Matthews
Brewster Moore
Hon. Eugene A. Moore
Hon. Colleen A. O'Brien
Jerry Oerrnann, Ph.D.
Bridget Temple
President
Janet MuPeek, Ph.D.
P.O. Box 9
930 E. Drahner Road
Oxford, Michigan 4E1371
Phone: 12481 628-2361
Pax: (2481 628.3080
(or YoulA
Every OhNd Deserves A Chance
February 24, 2010
Thomas Murphy, Program Specialist
U.S. Department of Justice
Office ofJustice Programs
Bureau of justice Assistance
Office of Juvenile Justice and Delinquency Prevention
RE: Second Chance Act Juvenile Offender Reentry Demonstration Projects
Dear Mr. Murphy:
would like to send my support of the collaborative grant being submitted by Oakland
County for the Second Chance Re-entry Grant Initiative. Oakland Livingston Human
Services and Oakland Family Services are two organizations with whom we have
partnered many times to meet the needs of young people in Oakland County, We also
work regularly with Oakland County Children's Village as we both serve at-risk youth in
our community.
Our outcome data strongly supports this type of support for young people leaving
treatment programs and returning to the community. The "re-entry navigators" who
will connect with students while they are still in placement will work together with our
staff to carefully coordinate and plan the support that will be needed to help the
transition to home and community.
am pleased to be a part of this grant development and service delivery process. I give
it my full support.
Sincerely,
Janet McPeek, Ph.D.
President
Licensed by the State of Michigan
ACCREDITED
Council on ACereddatran
— Chikkrn and iVrilv Service,
FISCAL NOTE#10275 October 21, 2010
BY: FINANCE COMMITTEE, TOM MIDDLETON, CHAIRPERSON
IN RE: DEPARTMENT OF HEALTH AND HUMAN SERVICES — FY 2010 SECOND CHANCE ACT ADULT
AND JUVENILE OFFENDER REENTRY DEMONSTRATION PROJECTS-GRANT ACCEPTANCE
TO THE OAKLAND COUNTY BOARD OF COMMISSIONERS
Chairperson, Ladies and Gentlemen:
Pursuant to Rule XII-C of this Board, the Finance Committee has reviewed the above-referenced
resolution and finds:
1. The U.S. Department of Justice, Office of Justice Programs has awarded Oakland County
Children's Village $656,327 to help fund a juvenile offender reentry program with a grant match
and source from Oakland County and the State of Michigan in the amount of $689,056 for a total
of $1,345,383 in funding for this program.
2. The target population includes juvenile offenders who are being released from Children's Village
or Crossroads for Youth residential treatment programs to an Oakland County community.
These youths are between the ages of 12 and 17.
3. This is the first year of the award. Funding period is October 1, 2010 through September 30,
2011.
4. The grant match totaling $689,056 is comprised of cash amounting to $543,319 which is to be
shared 50/50 by Oakland County and the State of Michigan. The remaining portion of funding
includes in-kind support totaling $145,737 which consists of personnel salaries ($89,233), fringe
benefits ($51,308), and office space ($5,196).
5. The FY 2011, FY 2012, and FY 2013 budget is amended as specified below:
FY2011 FY2012 FY2013
SECOND CHANCE GRANT — FUND 28014
Budget Reference 2011 / GR0000000537
REVENUE
1060501-112090-610313 Federal Operating $ 656,327 $ 656,327 $ 656,327
Total Revenue $ 656,327 $ 656,327 $656,327
EXPENDITURES
1060501-112090-750154 Expendable Equip. $ 21,909 $ 21,909 $ 21,909
1060501-112090-750399 Office Supplies 2,595 2,595 2,595
1060501-112090-730373 Contracted Services 568,823 568,823 568,823
1060501-112090-773630 IT Development 63,000 63 000 63,000
Total Expenditures $ 656,327 $ 656,327 $ 656,327
§ 0 $ 0 $ _O
FINANCE COMMITTEE
FINANCE COMMITTEE
Motion carried unanimously on a roll call vote with Greimel absent.
Resolution #10275 October 21, 2010
Moved by Runestad supported by Coleman the resolutions (with fiscal notes attached) on the amended
Consent Agenda be adopted (with accompanying reports being accepted).
AYES: Bullard, Burns, Capello, Coleman, Douglas, Gershenson, Gosselin, Greimel, Hatchett,
Jackson, Jacobsen, Long, McGillivray, Middleton, Nash, Potts, Runestad, Scott, Taub,
Woodward, Zack. (21)
NAYS: None. (0)
A sufficient majority having voted in favor, the resolutions (with fiscal notes attached) on the amended
Consent Agenda were adopted (with accompanying reports being accepted).
•••n•
I HEREBY APPROVE THE FOREGOING RESOLUTION
STATE OF MICHIGAN)
COUNTY OF OAKLAND)
I, Ruth Johnson, Clerk of the County of Oakland, do hereby certify that the foregoing resolution is a true
and accurate copy of a resolution adopted by the Oakland County Board of Commissioners on October
21,2010, with the original record thereof now remaining in my office.
In Testimony Whereof, I have hereunto set my hand and affixed the seal of the County of Oakland at
Pontiac, Michigan this 21 st day of October, 2010.
oat
Ruth Johnson, County Clerk