Loading...
HomeMy WebLinkAboutResolutions - 2012.09.20 - 20539September 5,2012 Miscellaneous Resolution #12226 BY: Public Services Comm ittee„Jim Runestad, Chairperson RE: Circuit Court - Family Division - Oakland County Child Care Fund Budget 2012-2013 TO: The Oakland County Board of Commissioners Mr. Chairperson, Ladies and Gentlemen: WHEREAS, Pursuant to provisions of Act 280 of the Public Acts of 1975, Oakland County is required to develop and submit a plan and budget for the provision of funding of foster care services to the Bureau of Juvenile Justice, Department of Human Services, annually; and WHEREAS, The Oakland County Circuit Court - Family Division, County of Oakland, and the Oakland County Department of Health and Human Services have developed the attached foster care services budget tbr the State's .fiscal year, October, I , 2012 through September 30, 2013; and WI IEREAS, The Public Services Committee has reviewed this budget and recommends its submission to the State Office; NOW. THEREFORE, BE IT RESOI,VED, That the Oakland County Board of Commissioners authorizes submission of the 2012-2013 Oakland County Child Care Fund Budget to the Bureau of Juvenile Justice's Child Care Fund Unit, Department of I luman Services. Chairperson, on behalf of the Public Services Committee, I move the adoption of the foregoing resolution. PUBLIC SERVICES COMMITTEE Public Services Committee Vote: Motion carried unanimously on a roll call vote__ Fiscal Year DHS Contact Person Telephone NumberIE-Mail Addresl I October 1, 2012 through September 30, 2013 F TYPE OF CARE I. CHILD CARE FUND A. Family Foster Care B. Institutional Care C. In Home Care D. Independent Living COST SHARING RATIOS COST SHARING RATIOS CHILD CARE FUND Foster Care During Release Appeal Period E. SUBTOTALS F. Revenue G. Net Expenditure JUVENILE JUSTICE SERVICES FUND Basic Grant County 50%/State 50% County 0%1State 100% Hull, Susan (Oakland) ANTICIPATED EXPENDITURES DHS $1.469,125 00 $2,469,225.00 COURT $0.00 $26,427,428.00 COMBINED 1.469,125.00 $28,896,653.00 $ I $4,227,378.84 $4,227,378.84 $775,625.00 $50,000.00 $825,625.00 $4 713 975 00 $4,713 975 00 $30,704,806.84 $2,100,500.00 $28,604,306.84 $35 418 781 84 $2,100,500.00 $33.318,281.84 Li si $0.00 I 8 it ate /Date ate 'Date Date 11E13-GUY I UJOIL_IlVe eel \JJk.11,1_GUY.1.11ina) Page 1 or 1 COUNTY CHILD CARE BUDGET SUMMARY Michigan Department of Human Services (DHS) Child and Family Services County 'Court Contact Person Oakland Telephone NumberIE-Mail Addres: Cooperrider, John (Oakland) zj 1248=858-0256 Icooperridet COST SHARING RATIOS County 0%/State 100% $15,000.00 Maximum IV. TOTAL EXPENDITURE BUDGET DEVELOPMENT CERTIFICATION THE UNDERSIGNED HAVE PARTICIPATED IN DEVELOPING THE PROGRAM BUDGET PRESENTED ABOVE. We certify that the budget submitted above represents an anticipated gross expenditure for the fiscal year: October 1, 2012 through September 30, 2 1-3- Chairperson, Board of Commissioner's Signature AndlOr County Executive Signature Presiding Jut , /1 Presiding Jud County Director ol DH# Sigiratoule r County Directo:c215,,t,raMLio The Family Independence Agency will not discriminate against any individual or "rem, beam..." of race, sex, religion, age, national origin, color !marital status, political beliefs or disability. If you need help with reading, lwriting, hearing, etc., under the Americans with Disabilities Act, you are 'Invited to make your needs known to an OHS office in your county. DHS-2091 (Rev. 5-00) Previous edition may be used. MS Word-97 AUTHORITY: Act 87, Publication of 1978, as amended. COMPLETION: Required PENALTY: State reimbursement will be withheld from local government. https://jjoltfarncare.net/genfunc.',f e 8/10/201: FROM: PRIOR YEAR (12 Month Period) DIFFERENCE (Totals) THIS YEAR (Most Recent 12 Months) FROM: 12/31/2010 12/31/2011 otal Total Delinq. Neglect Abuse Delinq. Neglect Abuse 2826 2711 3151 325 314 3025 1869 1795 2145 276 274 2069 1818 257 2075 1705 260 1965 1369 1100 2469 1299 894 2193 4. Number of Court Wards at Beginning of 12 Month Period (+ or -) -4% -4% -5°/0 -11% Required Information I. JUDICIAL (For all Youth Served) 1. Number of Youth Having Petitions/Written Complaints Filed 2. Number of Youth Having Petitions Authorized 3. Number of Youth Adjudicated 894 1299 -12% 31 125 2193 156 1171 13 764 1935 85 72 -46% Total Total Delinq. Delinq. (+ or -) Neglect Abuse Neglect Abuse Child Care Fund Summary Report DHS-4472 (jjoltlive\ccf nJJOLT_4472.htm) Page 1 of 2 CHILD CARE FUND SUMMARY REPORT Michigan Department of Human Services (DHS) Bureau of Juvenile Justice COURT-JUDICIAL SUMMARY REPORT (Section A completed by Family Division of Circuit Court) Section A is required from all courts as part of the Annual Plan and Budget process. (SECTION A) REPORTED ITEM 1/1/2010 TO: 1/1/2011 TO: PERCENT 5. Number of Court Wards at End of 12 Month Period 6. Number of State Ward Commitments (Act 150 & 220) DHS — CHILDREN'S PROTECTIVE SERVICES (CPS) SUMMARY REPORT (Section B completed by County Department of Human Services) Section B is required from all county DHS Departments having Child Care Fund Sub-Accounts as part of the Annual Plan and Budget process. PRIOR YEAR (12 Month Period) FROM: 1/1/2010 (SECTION B) REPORTED ITEM I TO: 12/31/2010 THIS YEAR DIFFERENCE (Most Recent (Totals) 12 Months) FROM: 1/1/2011 PERCENT TO: 12/31/2911 Required Information I. CPS, PETITION, and ADJUDICATIONS 1. Number of CPS littps://jjolt.famcare.net/Renfunc.,,: \-e 8/17/2012 18% 6495 6495 5511 5511 2. Number of Category I and CategoryII CPS Cases 1102 11102 1257 11257 1 14% 293 293 265 265 334 14% 334 305 15% 305 Lnua tare r una summary eport UriS-44 /2 (ijoh_live\ect\JJULI_4472.htm) Page 2 of 2 Complaints Investigated 3. Number of Petitions Filed 4. Number of Adjudications The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. AUTHORITY: PA 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care fund will not be reimbursed. https://jjolt.fameare.net/genfunc.exe 8/172012 DHS-167, In-Home Care Certification (jjolt_live\ccf\JJ0LT_167.htm) Page 1 of 2 IN-HOME CARE CERTIFICATION Fund Restriction and Program Requirements Michigan Department of Human Services October 1,2012 through September 30, 2013 In-Home Care (IHC) program expenditures are restricted to new or expanded programs that are alternatives out-of-home institutional or foster care. IHC funds may not be used to duplicate services. A. ELIGIBLE CLIENT/STAFFING 1. Children under the jurisdiction of the Court, as an alternative to removal from the child's home, provided that: a. such care is an alternative to detention or other out-of-home care and: *A written complaint has been received and accepted by the Court " the expenditures are not for judicial cost " the caseload size or services are intensive * non-scheduled payments are not made to pay for basic family needs otherwise available through public assistance programs * the parent(s) and the youth have agreed in writing to receive IHC services, or a temporary order has been entered pending an adjudication hearing; or b. such care is provided to children who at the dispositional hearing are ordered into IHC as an alternative to foster care or other out-of- home care, and: *the expenditures are not for judicial costs *the services are intensive, and " non-scheduled payments are not made to pay for basic family needs other ise available through public assistance programs 2. The IHC early return option may be used to accelerate the early return of a youth from family foster care, institutional care, or other out-of-home care when the case identifies an early return goal and the services are provided to members of the child's family. The case plan should identify the family strengths and deficiencies which, if corrected, would permit the youth to be returned home early. IHC services would typically be provided to the family during the time that the youth is in out-of-home care and, if necessary, for a period of time after the youth has returned to the family. 3. The County Department of Human Services (DHS) may provide INC services if the juvenile court orders care and supervision of a court ward. 4. The County DI-IS may provide IHC services from its subaccount for CPS category!, or category 1,1 or category III cases provided that: * such 1HC services prevent the need to petition the juvenile court for removal or prevent placement in voluntary foster care, and * non-scheduled payments are not made to cover basic family needs otherwise available through public assistance programs. 5. IHC funds shall not be used to meet the court staff-to-youth population ratio of 1 to 6,000 as specified in the Juvenile Court Standards and Administrative Guidelines for the Care of Children. 6. Court staff hired after 4/30/85, who are responsible for case plan development and monitoring, must meet the qualifications established in the Juvenile Court Standards and Administrative Guidelines for the Care of Children. * Supervisory Personnel * Probation Officers *Counselors 7. County DHS staff and supervisor staff providing direct IHC services must meet the standards set forth in Rules 400.6124, 400.6126 and 400.6128 of the Administrative Rules for Child Placing Agencies. 8. County DHS staff and supervisory staff providing direct IHC services must be state civil servants assigned to classifications and levels equivalent to staff and supervisors in the state foster care program. 9. In IHC programs, county DHS or Juvenile Court contractual staff who are responsible for case plan development and monitoring, must meet the requirements of staff supervising children in foster care, as established in the Juvenile Court Standards and Guidelines for the care of children. 10. IHC reimbursements for program and administrative office space, county purchased supplies, salaries and wages for county employees who provide direct services or support for these services are subject to the same restrictions as reimbursements in county-operated institutions. B. USE OF THE IN-HOME CARE OPTION FOR NON-SCHEDULED PAYMENTS If all other IHC requirements are met, budgeted non-scheduled payments for services available to youth in foster care may be provided to youth in their own home. (Non-scheduled payments are defined in the Child Care Handbook). C. CASE RECORD DOCUMENTATION REQUIREMENTS Individual case documentation is required for all IHC clients. A caseload list is required for every IHC component. As a minimum, case records must include the following: * family case assessment which identifies, by service component, the problems and need for IHC services " day of intake * type of complaint/allegation, supported as follows: httr)s://jjolt.famcare.riet/aenfunc.exe 8/10/2012 DHS-167, In-Home Care Certification (jjolt_live\ccf\JJOLT_167.htm) Page 2 of 2 ('1) delinquency -- a copy of the complaint or court order, when applicable, placing the child in IHC as part of a formal disposition. (2) abuse/neglect — allegation and substantiation entered on the DHS-133 in Department cases; * treatment plan which identifies the treatment, objectives and the action steps and timetables which will be used to reach the objectives * case plan changes as a result of supervisor/case worker or contractee/contractor case reviews * quarterly progress reports " dates, type and purpose of service contacts made with the client. Note: weekly face to face contact is required " legal status of youth and the family, and *the living arrangement of the youth at termination of IHC services. Note: Case record content for all foster care cases, under the supervision of a county DI-IS, should be maintained according to Services Manual Item 722 (6a-9). It is suggested that all IHC material be kept in the first inside section of the foster care file. IHC service purchases from a private or public provider requires a contract unless the service is supportive of a large component (i.e., clothing or dental work for a youth serviced through an established IHC program as for example, intensive supervision). These non- scheduled payments do not require contracts. Only IHC expenditures described in the Annual Plan and Budget and approved by Child and Family Services are reimbursable. IHC funds and services are subject to state review and audit and non-compliance with the above restrictions and requirements may result in withholding or repayment of state reimbursement. All IHC contractual services purchased with county appropriated monies shall be the sole responsibility of the county. The signature of the County DI-IS Director must be with authority from the County to enter into contractual agreements on behalf of the County for the expenditure of the County Child Care Funds. The county must have all IHC contracts processed through the county's formal contract approval procedures. The signatures below certify that IHC policy stated in this document have been reviewed. It is understood that these are conditions for claiming IHC fund reimburse en(t.-----_„, DATE: G-7 i 2 Li i 1 / i -Th - PresidingL4iidge of Family Divis)OM P Juvenile Division and/or A DATE: Circuit Court, County Director of Department of Human Services as Agent of the County AUTHORITY: P.A. 87 of 1978. RESPONSE: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds wit not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county, https://jjolt.famcare.net/genfunc.exe 8/10/2012 Court Service (Adm. Unit) Components CCF Expenditure Other Public Funding Gross Expenditure Court 0.00 Court 0.00 1 I Intensive I Probation 2 STRIDE (Short- Term Rapid Intervention and Diversion) 1,141,317.00 75,003.84 1,141,317.00 75,003.84 Oakland Schools Wraparound 3 0.00 Court 222,131.00 222,131.00 Court 4 0.00 Court 0.00 Family-Focused Juvenile Drug Court Juvenile Reentry Process 437,444.00 1,002,858.00 437,444.00 1,002,858.00 Juvenile Justice Mental Health Assessment 6 0.00 Court 80,096.00 80,096.00 7 8 9 0.00 0.00 0.00 Court Court Court $1 $1 $1 Subtotal - DHS 0.00' 0.00 0.00 0.00 $1 4,227,378.84 Grant Total 4,227,378.84 DHS-2093 - Summary (jjoh_live\ccf\DOLT_2093.htm) Page 1 of 2 Michigan Department of Human Services 'October 1, 2012 through September 30, 2013 I. List all service components which make up the IHC program and specify the requested information for each. 0.00 Court Psychological Clinic Crossroads for Youth LPC Day Program Crossroad for Youth Learning Center Program nFlq gar-4 ,-e Components Subtotal - Court 428,129.00 95,500.00 744,900.00 $1 4.227.378.84 428,129.00 95,500.00 744,900.00 $1 4,227,378.84 II. For each service component listed above, there must be completed a separate IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (DHS-2094), filling in the appropriate budget items. If something does not show, please review budget detail forms. https://jjolt.famcare.net/genfunc.exe 8/10/2012 DHS-2093 - Summary (jjoh_live\ccABOLT_2093.htm) Page 2 of 2 AUTHORITY: Act 87, Public Acts of 1968. as amended RESPONSE: Required. PENALTY: State reimbursement will be withheld from local government. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an FIA office in your county. DHS-2093 (Rev. 9-99) Previous edition may be used. MS Word-97 1 of 1 https://jjoh.famcare.netigenfunc.exe 8/10/2012 Service Component (Full Title/Name) Crossroad for Youth Learning Center Program Check One In Home Care Basic Grant Court DHS r- Total Personnel $0.00 1. Travel Rate/Mile Estimate No. of Miles YEARLY COST 2094-Budget Summary Report (jjoltlive\ecf nJJOLT_2094.htm) Page 1 of 8 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1, 2012 through September 30, 2013 A. PERSONNEL (Employees of the Court) Administrative Unit 1. Salary and Wages NAME(S) FUNCTION No. HOURS/WEEK YEARLY COST 2. Fringe Benefits (Specify) B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed I YEARLY COST https://jjolt.famcare.netigenfunc.exe 8/10/2012 $0.00 Total Program Support UNIT (Describe) Day TOTAL UNITS/ CONTRACT 7800 YEARLY COST $744,900.00 1. Unit Rates RATE NAME(S) 95.50 Per-Diem 2094-Budget Summary Report (jjolt_live\ccfUTOLT_2094.htm) Page 2 of 8 YEARLY COST 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed"' Rate/Unit * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 2. Closed End Contracts Total Contractual $ $ $744,900.00 https://jjolt.famcare.net/genfunc.exe 8/10/2012 SOURCE To be Provided YEARLY COST 2094-Budget Summary Report (jjohlive\ecfaTOLT_2094.htm) Page 3 of 8 D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units To be Provided Average Cost of I Each Service Unit I YEARLY COST Total Non-Scheduled E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT $0.00 (Add Totals for A, B. C, and D above) Total Service Component Cost If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: $0.00 Total Public Revenue I. G. Subtract Total Public Revenue from Total Service Component Cost (E-F) TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE (Gross Costs Less Other Revenue) $744,900.00 AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DNS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST https://jjoh.fameare.netigenfunc.exe 8/10/2012 1. COMPONENT STATUS CONTINUED NEW 7 TERMINATED r- REVISED r_ Number of Youth Petitioned Number of Days of Shelter Care 7. ACTUAL COST 9. PROJECTED COST B. PROJECTED NUMBER 6. ACTUAL NUMBER 85 A. Number of Youth/Family Served I 88 7471 B. Number of Service Units (Define Service Unit=DAY ) 1 7800 2094-Budget Summary Report (jjolt_live\ccETJOLT_2094.htm) Page 4 of 8 Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. Component Title FROM: THRU: Crossroad for Youth Learning Center Program CHECK ONE F. IN HOME CARE 7 BASIC GRANT Time Period Covered October 1, 2012 through September 30, 2013 Component Manager Name McPeek, Janet (63) Administrative Unit F COURT r- DHS Telephone Number (248 ) 628-2561 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court F DELINQUENT r- NEGLECT B. Children NOT Under Jurisdiction of Court VVRITTEN COMPLAINT r CPS category I, II or III r- CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE " COURT 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: r— Number of Days of Out-of-Home Detention r_ Number of Adjudications Number of Days of Residential Treatment Care r- Number of Days of Family Foster Care I-- Number of State Wards Committed (Act 150 & 220) 4. SERVICE FOCUS F Provide early intervention to treat within the child's home Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). • In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. r- Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 https://jjolt.famcare.net/genfunc.exe 8/10/2012 10. NUMBER OF YOUTH SERVED ESTIMATED 11. NUMBER'S OR DAYS REDUCTIONS 12. COSTS 85 F. Days of Residential Treatment Care 10200 2094-Budget Summary Report (iioltliye\ectUEOLT_2094.htm) Page 5 of 8 C Total Component Cost 1 $713,481.00 $74.4,900.00 D. Average Cost Per Unit $95.50 I $95.50 E. Average Cost Per Youth/Family $8,393.89 I $8,464.77 III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3, AREAS OF IMPACT A. Youth Petitioned B. Adjudications C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care $1,723,800.00 G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. Strengths: Youth and their families receive counseling, behavioral interventions and educational services. Youth have limited access to the community six days per week. There is a large component for community service. Family work is facilitated in the youth's home and at the program. Parents are accessible. The program can be used as a step down from residential programming. Students are transported in school buses driven by staff holding commercial drivers licenses. The program encourages the learning of independent life kiII and employability skills. Referees and Judges support recommendatioins made by agency staff for students who have attendance problems. Weaknesses: Youth are returned to their community in the evening hours, which requires reliance on parental supervision. Youth have access to the community. A portion of the parents have difficulty supervising/parenting their child. Parent participation in supporting the program is critical in the child's success. When parents are unable or unwilling to support the child and the program, the youth may have difficulty being successful. Problem Areas: Transporting youth in a county the size of Oakland County. Bus rides in the morning and evening can be impacted by distance and traffic conditions. Routes are continually revised to keep them as timely as possible. The targeted population for this program frequently have school truancy/refusal as part of their https://jjolt.fameare.netlgenf-unc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\cef\DOLT_2094.htm) Page 6 of 8 presenting problems. A portion of these youth will therefore refuse to get up in the morning and be ready to catch the bus provided by the program. Intended impact: Increase academic skills To keep youth in their homes. To empower parents. To repair parent and child relationships. To assess additional family needs. To increase a sense of self - through individual and family therapy. Of the 85 youth served: 2% (2/85) received treatment from another facility 8% (7/85) are currently receiving treatment in another Crossroads for Youth facility 11% (9/85) truanted from their homes - no follow-up info available at this time 12% (10185) were detained 36% (31/85) successfully completed the program and are in the community with their family 31% (26/85) were still active V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) The Learning Center cluster provides a daytime environment heavily weighted toward education, community service and social skill development for both boys and girls. Students, age 10 to 18, are transported in legally mandated buses six days a week. There are two campuses to localize groups and reduce the time spent in transport. While the students live in their family homes, the program's twelve hour days extend supervision to a point where it is difficult to find them in trouble in the community. Since many of the students have had issues with school attendance, frequent communication with court caseworkers and families is essential and critical. Often, this valuable communication leads to shorter lengths of treatment and prevents more costly out-of-home placement. At times when court caseworkers see a need for a more consequential approach, Crossroads for Youth offers overnight working weekends in conjunction with its residential programs. Many Learning Center students have benefited from "step-up" or "step-down" involvement with our residential programs; this flexibility allows the Court to individualize interventions in the most efficient and effective manner possible. The students are able to exercise this option with little or no disruption in school placement and ancillary services. Family involvement, as noted earlier, is an essential element of the Learning Center programs. Youths are expected to take advantage of individual, as well as, group therapies, which concentrate on functional behavior in the family, community and at school. Typically, groups deal with substance abuse issues as well as anger management and inappropriate social behavior. While treatment is clearly important at the Learning Center, the greatest emphasis is directed toward school attendance, performance and behavior so that lengths of stay can be as short as one school semester. Both campuses offer some educational evaluation, individualized course adaptation and G.E.D. preparation if appropriate. The Southwest Learning Center offers a "courtyard setting" within a recreational area in the fast ' growing suburb of Walled Lake. As a smaller setting, it offers an intimacy among the students and with staff that is seldom seen in school programs. At the same time, the Southwest Campus enjoys all the technical, recreational, and administrative support as its main campus counterpart. The Main Campus Learning Center offers a setting integrated within the Crossroads for Youth community in Oxford. Students participate in the full array of campus wide activities already described. https://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summaiy Report (jjolt_live\ccf\DOLT_2094.htm) Page 7 of 8 Learning Skills to Succeed The Learning Center is a highly structured day treatment program for young people who face challenges in school, the community, or at home. Offered by Crossroads for Youth, a private, non-profit agency, the program is held six days a week and incorporates academics, innovative therapies and confidence-building exercises to help children learn the skills they need to succeed. With several locations in metropolitan Detroit, the Learning Center cares for children from throughout the community. Participants are referred by their schools or the court, and are typically age 10-18. The ultimate goal of the program is to counter challenging behaviors early so children can focus on building a bright future. Helping Children Succeed Children in the Learning Center begin each day at 6 a.m., commuting to designated program locations. They engage in a full day of academics, therapy, exercise, community service, work crew and more. Most participants don't return home until 8 p.m. each evening. This intense structure helps students quickly identify problems and begin to verbalize issues. Throughout the program, students must follow a strict dress code and attendance policy. They cannot interact with participants outside of the program. Students "earn" their way out of the Learning Center through A stage system which helps them become more responsible and independent. Each stage has goals, behavioral expectations and privileges. This includes things like showing a willingness to control language and demonstrating good decision- making skills. We also use individual and group problem-solving techniques as a foundation for therapy, encouraging children to work together to overcome problems and reach goals. Program Components Beyond helping students deal with challenges, the Learning Center teaches important skills which will help them throughout life. Learning Center components include: Academics. In conjunction with local school districts, we provide students a comprehensive education. At some locations, we also offer vocational training in landscaping, home improvement, silk-screening, auto mechanics and more, helping children obtain valuable on-the-job experience. Students can transfer school credits to their own institutions upon release from the program. Community Service. At least once a week, Learning Center students participate in community service projects such as visiting area hospitals and hospices. The projects help build student's trust, confidence and self-esteem. Individual Counseling. Children meet regularly with therapists, psychologists and social workers to discuss problems and work through difficult personal issues. Family Counseling. The Learning Center staff works with students and their families to overcome problems. Life Skills. Through various programs, as well as, day-to-day living, participants learn essential life skills such as social norms and manners. Substance Abuse Group. Learning Center participants attend regular educational programs and group discussions on substance and addiction. Work Crew. Students must complete daily chores such as cooking, cleaning or lawn maintenance. AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in your county. https://jjoh.famcare.net/genfunc.exe 8/10/2012 Notes Edit Date Q .uy Conunents 2094-Budget Summary Report (jjoltlive\ceNJOLT_2094.htm) Page 8 of 8 https ://jj o It. famear e .net/genfunc. exe 8/10;2012 Total Personnel $0.00 1. Travel Rate/Mile 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094„htm) Page 1 of 6 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1, 2012 through September 30, 2013 Service Component (Full Title/Name) Crossroads for Youth LPC Day Program Check One F In Home Care Basic Grant A. PERSONNEL (Employees of the Court) Administrative Unit r-- DHS 7 Court 1. Salary and Wages NAME(S) FUNCTION No. HOURSIWEEK YEARLY COST 2. Fringe Benefits (Specify) B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed" Estimate No. of Miles YEARLY COST YEARLY COST https://jjoh.fameare.netigenfunc.ext 8/10/2012 Rate/Unit 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed* YEARLY COST Total Program Support $0.00 per diem 95.50 day 1000 $95,500.00 Total Contractual $95,500.00 2094-Budget Summary Report (jjolt_liye\ecf\JJOLT2094.htm) Page 2 of 6 Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 1. Unit Rates RATE NAME(S) UNIT (Describe) TOTAL UNITS/ CONTRACT YEARLY COST 2. Closed End Contracts https://jjolt.famcare.net/genfunc.exe 8/10/2012 SOURCE To be Provided YEARLY COST G. Subtract To I Public Revenue from Total Service Component Cost (E-F) Total Public Revenue $0.00 2094-Budget Summary Report (bolt_live\ccf\JJOLT_2094.htm) Page 3 of 6 D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units To be Provided Average Cost of Each Service Unit YEARLY COST $0.00 Total Non-Scheduled E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT (Add Totals for A, B, C, and D above) Total Service Component Cost $95,500.00 If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE Gross Costs Less Other Revenue $95,500.00 will be withheld AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST https://jjolt.fameare.netigenfune.exe 8/10/2012 1. COMPONENT STATUS CONTINUED NEW 7 TERMINATED 7 REVISED 5. A. Number of Youth/Family Served 6. ACTUAL NUMBER 16 8. PROJECTED NUMBER 16 9. PROJECTED COST 7. ACTUAL COST 1002 1000 2094-Budget Summary Report (jjoltlive\ecf\JJOLT_2094.htm) Page 4 of 6 Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new. revised, or continued component. Component Title FROM: THRU: Crossroads for Youth LPC Day Program CHECK ONE F IN HOME CARE E BASIC GRANT Time Period Covered October 1, 2012 through September 30, 2013 Component Manager Name mepeek, Janet (63) Administrative Unit F COURT 7 DHS Telephone Number (248 ) 628-2561 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court F DELINQUENT t— NEGLECT B. Children NOT Under Jurisdiction of Court r- WRITTEN COMPLAINT t— CPS category I, II or III r— CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE COURT 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: Number of Youth Petitioned r- Number of Adjudications r-- Number of Days of Family Foster Care 4, SERVICE FOCUS Number of Days of Out-of-Home Detention ,--- Number of Days of Shelter Care Number of Days of Residential Treatment Care Number of State Wards Committed (Act 150 & 220) F Provide early intervention to treat within the child's home r- Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). • In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. Time Period Reported Oct 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 B. Number of Service Units (Define Service Unit=day ) lattps://jjolt.fameare.net/genfunc.exe 8/10/2012 AREAS OF IMPACT A. Youth Petitioned 16 2880 $486,720.00 2094-Budget Summary Report (jjolt_live\ccfUJOLT_2094.htm) Page 5 of 6 C Total Component Cost $95 691.00 __$95 500.00 D. Average Cost Per Unit $95.50 $95.50 E. Average Cost Per Youth/Family $5,980.69 I $5,968.75 III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. 10. NUMBER OF YOUTH SERVED ESTIMATED 11. NUMBER'S OR DAYS REDUCTIONS 12. COSTS B. Adjudications C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care F. Days of Residential Treatment Care G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. Strengths: Youth and their families receive counseling, behavioral interventions and educational services. Youth have limited access to the community six days per week. There is a large component for community service. Family work is facilitated in the youth's home and at the program. Parents are accessible. The program can be used as a step down from residential programming. Students are transported in school buses driven by staff holding commercial drivers licenses. The program encourages the learning of independent life skills and employability skills. Referees and Judges support recommendatioins made by agency staff for students who have attendance problems. Weaknesses: Youth are returned to their community in the evening hours, which requires reliance on parental supervision. Youth have access to the community. A portion of the parents have difficulty supervising/parenting their child. Parent participation in supporting the program is critical in the child's success. When parents are unable or unwilling to support the child and the program, the youth may have difficulty being successful. Problem Areas: Transporting youth in a county the size of Oakland County. Bus rides in the morning and evening can be impacted by distance and traffic conditions. Routes are continually revised to keep them as timely as I possible. The targeted population for this program frequently have school truancy/refusal as part of their https://jjolt.famcare.netigenfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.htm) Page 6 of 6 presenting problems. A portion of these youth will therefore refuse to get up in the morning and be ready to catch the bus provided by the program. Intended Impact: Increase academic skills To keep youth in their homes. To empower parents. To repair parent and child relationships. To assess additional family needs. To increase a sense of self - through individual and family therapy. Of the 16 youth served: 0% (0/16) received treatment from another facility 19% (3/16) were detained 62% (10116) successfully completed the program and are in the community with their family 19% (3/16) were still active V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) This is an intensive six day per week treatment program for 10 males between the age of 16 and 17. The program is operated in conjunction with the existing Life Preparation Residential Program. The program is designed to provide realistic and achievable goals for each youth so that the greatest preparation for life in the community can be achieved. Programming is an integral part of the Work Education continuum. Legally mandated buses pick up and return youths to their family homes each day as they enter the demanding world of young adult expectations. Youths can use this aspect of the program as a means of entry into Work Education treatment or as a step-down towards re-entry into their community and family. AUTHORITY: PA. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in your county. Notes Edit Date Saved By Comments https://jjolt.fameare.netigenfune.exe 8/10/2012 Check One In Home Care Service Component (Full Title/Name) Court Psychological Clinic r Basic Grant A. PERSONNEL (Employees of the Court) Administrative Unit r DNS F Court 20 Gabe Martinez (ptne) I Ct. Clinical Psychologist $31,421.00 20 Kathy Spadafora (ptne) I Ct. Clinical Psychologist $31,421.00 20 40 Gerda Mah-Mills (ptne) I Ct. Clinical Psychologist Kristin Meekhof I Clinical Services Coordinator s31,421.00 $65,355.00 $19,144.00 $3,621.00 4 4 $3,621.00 4 $3,621.00 Word Processor (10% of Salary) Word Processor (10% of Salary) Word Processor (10% of Salary) 4 I Shelley Nelson Word Processor (10% of Salary) $5,336.00 40 2. Fringe Benefits (Specify) Gabe Martinez $1,116.00 Gerda Mah-Mills $1,116.00 Kathy Spadafora $1,116.00 Kristen Meekhoff $46,080.00 Pamela Davis $10,453.00 2094-Budget Summary Report (jjoltlive\ccLIJOLT_2094.htm) Page 1 of 7 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1,2012 through September 30, 2013 1. Salary and Wages NAME(S) FUNCTION No. HOURS/WEEK YEARLY COST Pamela Davis I Manager-Court Services (1/5 I Salary) Maria Ortez Debra Chmiel Jennifer Lucas https://jjolt.famcare.net/genfurie.exe 8/10/2012 Maria Ortez $2,925.00 Debra Chmiel s3,709.00 Jennifer Lucas $3,419.00 Shelley Nelson $2,775.00 .55 Rate/Mile 1. Travel Personal Mileage Estimate No. of Miles 1000 YEARLY COST $550.00 Printing $2,108.00 Rate/Unit 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed* YEARLY COST Total Program Support $40,459.00 2094-Budget Summary Report (jjolt_live\ecf\DOLT_2094.htm) Page 2 of 7 Total Personnel $267,670.00 B. PROGRAM SUPPORT (For employees identified in "A" above) 2, Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed* Testing Materials Indirect Cost (14.26% x $194,961) YEARLY COST $10,000 .00 $27,801.00 * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 1. Unit Rates UNIT TOTAL UNITS/ NAME(S) RATE (Describe) CONTRACT YEARLY COST Psychological Consultants 600.00 evaluation 180 $108,000.00 https://jjolt.famcare.net/genfunc.exe 8/10/2012 Psychological Consultants 400.00 evaluation $12,000.00 30 Total Contractual $120,000.00 1 F. PUBLIC REVENUE: SOURCE To be Provided YEARLY COST 2094-Budget Summary Report (jjoltlive\ccf\JJOLT_2094.htm) Page 3 of 7 2. Closed End Contracts D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units To be Provided Average Cost of Each Service Unit YEARLY COST Ann Total Non-Scheduled E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT (Add Totals for A, B, C, and D above) Total Service Component Cost $428,129.00 If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: https://jjolt.famcare.netigenfunc.exe 8/10/2012 Total Public Revenue $0.00 TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE Costs Less Other Revenue) (Gross 1 $428,129.00 r- NEW r-- REVISED 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.htm) Page 4 of 7 G. Subtract Total Public Revenue from Total Service Component Cost (E-F) AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DNS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new revised, or continued component, , Component Title CHECK ONE Time Period Covered F IN HOME CARE FROM: THRU: Court Psychological Clinic n BASIC GRANT October 1, 2012 through September 30, 2013 Component Manager Name Administrative Unit Telephone Number F COURT r DI-IS (248 ) 868-0247 Davis, Pamela (63) I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS F CONTINUED r-- TERMINATED 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court DELINQUENT NEGLECT B. Children NOT Under Jurisdiction of Court WRITTEN COMPLAINT r-- CPS category I, II or III E CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE " COURT 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: r- Number of Days of Out-of-Home Detention ▪ Number of Youth Petitioned 3 Number of Adjudications Number of Days of Family Foster Care r Number of Days of Shelter Care Number of Days of Residential Treatment Care r- Number of State Wards Committed (Act 150 & 220) https://jjolt.fameare.net/genfunc.exe 8/10/2012 6. ACTUAL I 7. ACTUAL COST NUMBER I 8. PROJECTED NUMBER 9. PROJECTED COST 5. 540 365 420 638 $428,129.00 $966.93 $616,902.00 $1,019.35 $1,172.96 $1,142.41 266 C. Days of Family Foster Care 28800 274 F. Days of Residential Treatment Care 19800 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.hqn) Page 5 of 7 4. SERVICE FOCUS Provide early intervention to treat within the child's home F Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). • In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. Time Period Reported Oct. 1 thru Sept. 30 I Time Period Requested Oct. 1 thru Sept. 30 A. Number of Youth/Family Served B. Number of Service Units (Define Service Unit=ReferraiS ) C Total Component Cost D. Average Cost Per Unit E. Average Cost Per Youth/Family III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. AREAS OF IMPACT A. Youth Petitioned 10. NUMBER OF YOUTH SERVED ESTIMATED 11. NUMBER'S OR DAYS REDUCTIONS 12. COSTS B. Adjudications $1,728,000.00 D. Days of Out-of-Home Detention E. Days of Shelter Care $3,564,000.00 G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component. Assess the intended impact areas and resuits. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. For 2010-11, it had been estimated that the psychological clinic would perform 420 evaluations, 365 of https://jjoh.fameare.netigenfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt ccf\JJOLT_2094.htm) Page 6 of 7 which are for youth and family involved in neglect or delinquency matters. In actuality, the clinic will have performed 638 evaluations representing 540 evaluations on delinquient or neglect minors and families. Our experience and research tells us that 40% of the dispositional recommendations coming from the evaluations or delinquent youth are for in-home services and 60% of the dispositionai recommendations coming from the neglect population are for in-home services. Thus, calculations for reduction of days and costs for residential treatment and family foster care are as follows: Delinquent Populations 274 youth x 40% = 110 youth x 180 days (avg. Neglect Populations 266 youth x 60% = 160 youth x 180 days (avg. length stay)= 19,800 days x $180/day = $3,564,000 length stay)= 28,800 days x $60/day = $1,728,000 Strengths and Weaknesses: The psychological clinic uses standard psychological interview and testing methods to assess the mental status and treatment needs of a particular youth or family. Specific interventions are recommended to address the needs of youth and are geared toward maintaining the least restrictive environment and preserving the family. In doing psychological evaluations early on in the case, appropriate services are identified and provided early and therefore the likelihood of out-of-home placement is reduced. The evaluators have knowledge of local services available and make recommendations that are realistic and can be easily implemented. The information in the reports is used to develop interventions and parent-agency agreements which avoid or reduce the need for out-of- home placements. All clients coming through the court are not referred to the clinic, and therefore their needs may not be identified as early as possible. Therefore, agencies may not be able to plan for their clients as thoroughly as they can when they have the benefit of a report prepared by the psychological clinic. V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) Hearing officers make decisions regarding the out-of-home placement of youth who are involved with the Court. The role of the psychological clinic is to prepare psychological evaluations to assist the Court in making decisions regarding disposition or continued jurisdiction in delinquency and neglect cases. These clinic reports help the hearing officer in determining early whether out-of-home placement is needed or should be continued. The clinic uses standard psychological interview testing methods to assess the mental status of the treatment needs of a particular youth or family identified as disturbed or highly dysfunctional. The evaluator recommends specific interventions to address the needs of the youth/family geared toward maintaining the least restrictive environment and preserving the family. In doing psychological evaluations early on in the the case, appropriate services are provided early and therefore the likelihood of out-of-home placement is reduced. The evaluators have knowledge of local services available and can recommend local community services, including those offered by the Court and local agencies. The information in the report is used to develop interveintions and parent-agency agreements which avoid or reduce the need for out-of-home placement. The psychologists employed (or contracted) by the psychological clinic have limited or full censure in the state of Michigan. They report to the Chief of Clinical Services. The clinicians have specific expertise in evaluating individuals involved with the Court and in making recommendations which help the Court in making their determinations. AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in your county. Notes https : //j j oh, fameare .net/genfunc. ex e 8/10/2012 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htm) Page 7 of 7 Edit Date Saved By Comments https://ijolt.famcare.netigenfunc.exe 8/10/2012 A. PERSONNEL (Employees of the Court) Administrative Unit 7 DHS F Court Total Personnel $0.00 1. Travel Rate/Mile 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.htm) Page 1 of 8 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1,2012 through September 30, 2013 Service Component (Full Title/Name) Juvenile Justice Mental Health Assessment Check One F In Home Care 7 Basic Grant 1. Salary and Wages NAME(S) FUNCTION No. HOURS/WEEK YEARLY COST 2. Fringe Benefits (Specify) B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed" Estimate No. of Miles YEARLY COST YEARLY COST https://jjolt.famcare.net/genfunc.exe 8/10/2012 Rate! Unit 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed" YEARLY COST Total Program Support $0.00 2. Closed End Contracts Child & Adolescent Mental Health Services $80,096.00 Total Contractual $80,096.00 2094-Budget Summary Report (jjoltlive\ccf\JJOLT_2094.htm) Page 2 of 8 * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 1. Unit Rates RATE NAME(S) UNIT (Describe) TOTAL UNITS/ CONTRACT YEARLY COST https://jjolt.famcare.net/genfunc.exe 8/10/2012 Total Non-Scheduled $0.00 •11n1 $80,096.00 E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT (Add Totals for A, B, C, and D above) Total Service Component Cost SOURCE To be Provided YEARLY COST 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htm) Page 3 of 8 D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units To be Provided Average Cost of Each Service Unit YEARLY COST If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: $ $0.00 Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E-F) TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE (Gross Costs Less Other Revenue) $80,099.00 AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST Mtps://jjolt.famcare.net/genfunc.exe 8/10/2012 Component Title Juvenile Justice Mental Health Assessment CHECK ONE 7—!- IN HOME CARE BASIC GRANT Time Period Covered FROM: THRU: October 1, 2012 through September 30, 2013 5. 7. ACTUAL COST 9. PROJECTED COST 8. PROJECTED NUMBER 6. ACTUAL NUMBER 97 150 B. Number of Service Units (Define Service Unit= ) 17,460 27,000 2094-Budget Summary Report (jjolt_live\ccf\JJOLT2094.htm) Page 4 of 8 Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. Component Manager Name Administrative Unit F COURT DHS Telephone Number ( ) I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS r- CONTINUED r— TERMINATED 7 REVISED F NEW 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court F DELINQUENT 7 NEGLECT B. Children NOT Under Jurisdiction of Court r— WRITTEN COMPLAINT 7 CPS category I, II or III r Number of Youth Petitioned F Number of Adjudications r Number of Days of Family Foster Care 4. SERVICE FOCUS r- CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE COURT • • Number of Days of Out-of-Home Detention n Number of Days of Shelter Care F Number of Days of Residential Treatment Care Number of State Wards Committed (Act 150 & 220) r- Provide early intervention to treat within the child's home r- Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and costs (year-to-date and projections if fiscal year is not complete). • In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 A. Number of Youth/Family Served https://jjolt.famcare.net/genfunc.exe 8/10/2012 25 6,750 10. NUMBER OF YOUTH SERVED ESTIMATED 11. NUMBER'S OR DAYS REDUCTIONS 12. COSTS AREAS OF IMPACT 75 A. Youth Petitioned B. Adjudications 14,250 2094-Budget Summary Report (jjolt_live\cef\JJOLT_2094.htm) Page 5 of 8 C Total Component Cost $60,000.00 I $80,096.00 D. Average Cost Per Unit $344 I s2.97 E. Average Cost Per Youth/Family $618.56 I $533.97 III. IMPACT EVALUATION - Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. $150,525.00 C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care F. Days of Residential Treatment Care P1 ian 7sri on G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT REPORT/REQUEST SERVICE & COST INFORMATION FOR FISCAL YEAR BEING REQUESTED A. Projected number of youth served: 150 This pilot project represents a braided funding effort utilizing funds from Oakland County Community Mental Health Authority to expand services to the target population (see Program Description below). The pilot was implemented in August 2011. The primary goals of the project are to reduce the number of youth entering the Juvenile Justice System (adjudications) with a mental health diagnosis by 50%, and to reduce by 50% the number of youth who have already been diagnosed with mental illness from further infiltrating the Juvenile Justice System (placement into residential treatment care). B. Number of calendar days of In-Home Care: The average length of stay in this project is 6 months or 180 days. Between September 2011 and June 2012, 97 youth were served for a total of 17,460 (97 x 180) days of care. During FY 2012-2013, we expect to serve 150 youth. Therefore, 27,000 (150 x 180) days of care or units of service (1 day = 1 unit) are expected for FY 2012-2013. Actual Cost (Projected through September 2012) C. Total Component Cost: $80,096.00 https://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjoh_live\ccf\JJOLT_2094.htm) Page 6 of 8 D. Anticipated Average Cost Per Unit: $2.97 E. Anticipated Average Cost per Youth/Family: $533.97 III. IMPACT EVALUATION Each new adjudication costs $2007 to process through the system from signing of the petition, through entering of a new disposition (adjudication). B. Reductions in Adjudications during FY 2012-2013 Our research suggests that approximately 23% of the target population would re-offend in the absence of the mental health assessment initiative. 97 youth served by this mental health initiative (9/2011- 6/2012). Therefore, 22 youth would be expected to be re-adjudicated. However, in actuality, none of the 97 youth served were re-adjudicated. Therefore, a reduction of 75 new adjudications were experienced. Due to the multi-system involvement of the target population, if not for the intervention of this initiative, these youth would likely be placed on Intensive Probation. The average number of days on Intensive Probation is 190. Therefore, a reduction of 14,250 in adjudicated days are realized (75 x 190 = 14,250). Each new adjudication costs $2,007 to process through the court system from the time the petition is signed through the time a new disposition is entered. Therefore, a total of $150,525.00 in cost savings (75 x $2007 = $150,525) was experienced. F. Reductions in Days of Residential Care FY 2011-2012 Historically, 100% of the youth in the targeted population would be placed out of the home as part of their treatment. Therefore, it was expected that all 97 youth would be placed in residential treatment for a period of 9,180 days (34 x 270 average days is residential placement = 9,180). However, with Wraparound involvement, only 9 of the 34 youth served were placed in a residential facility for an average period of 270 days. Therefore, a reduction of 25 youth who were not placed in residential treatment was realized. This reduction of 6,750 days in residential care was achieved (25 x 270 = 6,750.) The average cost of residential care available locally is $169/day. The dramatic reduction in days spent in residential care for the 25 youth who benefitted from Wraparound is reflected in the data below: 6,750 days saved from residential placement x $169/ day in residential cost $1,140,750 in cost savings. IV. PROGRAM ASSESSMENT/EVALUATION: From our experience, this population of youth would traditionally be placed in detention and after adjudication, residential placement. However, with this initiative, our experience has been that youth are placed on either the Consent Calendar or Standard Probation. Between September 2011 and June 2012, the 97 youth involved in this initiative were either diverted from the Juvenile Court System, or were placed on Consent or Standard Probation. During the pilot project--between September 2011 and June 2012--a total of 97 youth were served. Of those youth served, 40 (or 41%) had never received a mental health assessment. Of those 40, all (or 100%) were diagnosed with a mental health disorder and 15 of those 40 (37.5%)were diverted from the Juvenile Justice System. Of the remaining 57 youth, all had already been diagnosed with a mental health disorder and all of those youth were diverted from further penetration into the Juvenile Justice System by either being released from court jurisdiction or released from detention. Program Strengths: https://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htm) Page 7 of 8 This program is designed to expeditiously assess youth who present with mental health issues and engage them in the mental health system, thus diverting them from adjudication. The second goal is to reduce the number of youth who are currently involved in the Juvenile justice System from further infiltrating the system. This initiative will assist the Court with the early identification and assessment of those youth presenting with mental health issues and provide consultation and recommendations to the court for proper processing. The court will be procided with a detailed summary of the assessment, efforts to engage the youth and family in clinical intervention and updates regarding participation in treatment. Additionally, statistical data regarding demographics, progress toward goals and trends will be provided to the court and shared with Community Mental Health for continuum of care and planning. Staff engaged in this initiative are required to meet the Michigan Child Mental Health Professional credentialing; possess an LPC, LMSW, or LLP/LP license through the state of Michigan; possess a minimum of three years experience providing therapeutic services to youth involved in the Juvenile Justice System, specifically, those with Serious Emotional Disturbance and co-occurring developmental disabilities and/or substance use. Program Weaknesses: Given the number of youth presenting to the court with mental health issues and multi-system involvement, the need for this service is overwhelming. Therefore, having adequate and available resources are always a concern. Additionally, it has been our experience that many law enforcement professionals have difficulty understanding mental illness, especially in youth. As a result, many adolescents are routed to the criminal justice system, rather than the mental health system. This causes not only a delay in providing essential mental health services to these youth, but it also causes an increase in the number of inappropriate cases on court dockets. In the future, we plan to include an education component for law enforcement professionals to ensure that youth experiencing mental illness are routed to the proper system. V. PROGRAM DESCR!PTION — Must be completed for e!1 ,-^mponents, except those being terminated, each year. (Narrative may be attached) In March of 2011, the Oakland County Circuit Court - Family Division partnered with Oakland County Community Mental Health Authority (OCCMHA) to develop an assessment process to serve youth entering the Oakland County Juvenile Court System who were assessed with Mental Health issues. The primary goals of the partnership were to quickly identify youth entering the system exhibiting mental health symptoms, provide a thorough mental health assessment and divert youth diagnosed with mental health issues from the Juvenile Justice system. It was also anticipated that youth who were already in the Juvenile Justice System could be assessed and treated more readily, in an effort to avoid further penetration into the system. Housed at the Oakland County Circuit Court, the mental health service provider would be utilized to provide support through the OCCMHA system, with the goal of improving the quality of life for those youth who have serious emotional disturbance and are involved in the JJ system. These efforts are geared toward the achievement of positive outcomes for both the individual and society as an alternative to incarceration/out-of-home placement of youth with serious emotional disturbances. In addition to providing CMH services, the provider works closely with members of the Juvenile Court Team by delivering progress and adherence updates on a regular basis. The service provider serves as a "boundary-spanner" to help bridge the gaps between the Juvenile Justice and Mental Health systems, identify common goals, track and report outcomes, and serve as the common link between the two systems. This function will support further development of a System of https://jjolt.fameare.netivenfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ecLIJOLT_2094.htm) Page 8 of 8 Care approach for the youth being served. Essential functions include: -To provide early identification of youths with potential mental health needs who are involved in the JJ system -To divert youths with mental health needs, at critical intervention points, to appropriate treatment within the community, as an alternative to adjudicating them to delinquent status -To prevent youth that are currently involved in the Juvenile Justice System from further infiltrating the system -To act as a consultant on mental health issues, treatment alternatives and resources to court staffs -To advocate for appropriate services for youths with mental health needs within the JJ system, and in the community -To inform both systems with on-going outcome data and analysis -To provide a consistent point of contact a for youth eligible for OCCMHA services, throughout their involvement with the JJ system, and re-entry into community supports. -To educate Judges, Referees, court staff and the community about mental illness in the adolescent population AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in_your county. Notes Edit Date Saved By Comments https://jjolt.farricare.net/genfunc.exe 8/10;2012 Service Component (Full Title/Name) Juvenile Reentry Process Check One In Home Care Basic Grant DHS A. PERSONNEL (Employees of the Court) Administrative Unit F court Youth Assistance Casework Supervisors 3 Youth Assistance Casework Supervisors Positions $21,062.00 12 Joanna Papiez Youth Assistance Secretary I $3,105.00 4 $5,038.00 $8,110.00 $326,477.00 $53,475.00 $7,088.00 6 4 270 30 10 16 Office Assistant Ii $16,200.00 10 Youth and Family Casework Chief Bill Hamilton $21,175.00 10 Traci Pence Technical Assistant $11,036.00 $90,704.00 $14,157.00 Youth Assistance Support Staff $3,396.00 2094-Budget Summary Report (jjolt_live\ecf\LIOLT2094.htm) Page 1 of 10 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1,2012 through September 30, 2013 1. Salary and Wages NAME(S) Youth Assistance Caseworkers FUNCTION 23 Youth Assistance Caseworker II Positions No. HOURS/WEEK 88 YEARLY COST $130,990.00 Youth Assistance Support Staff Mary Schusterbauer Youth & Family Caseworkers Youth & Family Casework Supervisors Youth & Family Casework Support Staff 1 FIT & 1 PIT Office Assistant II Positions Youth Assistance Chief 22 Youth & Family Caseworker ll Positions 3 Youth & Family Casework Supervisors Positions 2 PIT Office Assistant ll Positions 4 Word Processors (10% of Salary) 2. Fringe Benefits (Specify) Youth Assistance Caseworkers Youth Assistance Casework Supervisors https://jjoltlameare.net/2enfune.exe 8/10/2012 $12,828.00 $13,387.00 $9,268.00 1. Travel Rate/Mile Estimate No. of Miles YEARLY COST Rate/Unit 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed* YEARLY COST 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.htm) Page 2 of 10 Joanna Papiez, Youth Assistance Secretary I $2,969.00 Mary Schusterbauer, Youth Assistance Chief $3,430o0 Youth & Family Caseworkers I $220,313.00 Youth & Family Casework Supervisors I $28,398.00 Youth & Family Casework Support Staff Office Assistant II (4 Word Processors) Bill Hamilton, Chief Traci Howden $252.00 Total Personnel $1,002,858.00 B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed* YEARLY COST https://jjolt. famcare.netigenfunc.exe 8/10/2012 Total Program Support $0.00 Total Contractual $0.00 - $ Total Non-Scheduled $0.00 8/10/2012 E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT h-ttps://jjolt.famcare.net/genfime.exe Page 3 of 10 2094-Budget Summary Report (jjoltlive\ccf\JJOLT_2094.htm) * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 1. Unit Rates RATE NAME(S) UNIT (Describe) TOTAL UNITS/ CONTRACT YEARLY COST 2. Closed End Contracts D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units To be Provided Average Cost of Each Service Unit YEARLY COST (Add Totals for A, B, C, and D above) Total Service Component Cost $1,002,858.00 F. PUBLIC REVENUE: SOURCE To be Provided YEARLY COST Component Title Juvenile Reentry Process CHECK ONE IN HOME CARE BASIC GRANT Time Period Covered FROM: THRU: October 1, 2012 through September 30, 2013 REVISED F NEW 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htni) Page 4 of 10 If you .plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: $0.00 Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E-F) TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE (Gross Costs Less Other Revenue) $1,002,858.00 AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld , from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. Component Manager Name Davis, Pamela (63) Administrative Unit F COURT n DHS Telephone Number (248 ) 858-0247 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS CONTINUED E TERMINATED 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court F DELINQUENT n NEGLECT B. Children NOT Under Jurisdiction of Court 1— WRITTEN r- CPS category I, II or III r— CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE 1- COMPLAINT I COURT swameleeleel 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: Number of Days of Out-of-Home Detention https://jj olt.famcare.net/genfune.exe 8/10/2012 Number of Youth Petitioned E Number of Days of Shelter Care F Number of Adjudications Number of Days of Residential Treatment Care 6. ACTUAL NUMBER 5. C Total Component Cost $1,042,161.00 $1,002,858.00 D. Average Cost Per Unit $65.14 $62.68 E. Average Cost Per Youth/Family $9,925.34 $10,028.58 81 F. Days of Residential Treatment Care 12960 2094-Budget Summary Report (jjolt_live\ccf\DOLT_2094.htm) Page 5 of 10 Number of Days of Family Foster Care Number of State Wards Committed (Act 150 & 220) 4. SERVICE FOCUS F Provide early intervention to treat within the child's home Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: ▪ In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). . In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 7. ACTUAL COST 8. PROJECTED I NUMBER 100 16,000 9. PROJECTED COST III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. AREAS OF IMPACT A. Youth Petitioned 10. NUMBER OF YOUTH SERVED ESTIMATE 11. NUMBER'S OR DAYS D REDUCTIONS 12. COSTS B. Adjudications C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care $2,203,200.00 G. State Wards Committed https://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ccf\JJOLT2094.htm) Page 6 of 10 IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. IN-HOME BUDGET DETAIL REPORT A. Personnel Youth Assistance Salaries & Fringe Benefits Salaries Fringes YA Caseworkers (23)........ $130,990.00 $ 90,704.00 YA Supervisors (3) ........$ 21,062.00 $ 14,157.00 YA Secretary (1) $ 3,105.00 $ 2,969.00 YA Support Staff (2) $ 5,038.00 $ 3,396.00 YA Chief (1)........ ........ $ 8,110.00......$ 3,430.00 Youth & Family Casework Salaries & Fringe Benefits Salaries Fringes Y&F Caseworkers (22) $326,477.00 $220,313.00 Casework Supervisor (3) $ 53,475.00 $ 28,398.00 Casework Support Staff (2)..$ 7,088.00 $ 252.00 Office Assistants (4) $ 16,200.00 $ 12,828.00 Y&F Casework Chief (1) $ 21,175.00 $ 13,387.00 Technical Assistant (1) $ 11,036.00 $ 9,268.00 TOTALS FOR YA & CASEWORK: $603,756.00 $399,102.00 B. Program Support - N/A C. Contractual Services - N/A D. Non-Scheduled Payments - N/A E. Service Component TOTALS FOR YA & CASEWORK: $603,756.00 $399,102.00 (See I.A for salaries/fringes detail) F. Public Revenue - N/A G. Total Cost TOTAL PROJECT REQUEST $1,002,858.00 I. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT REPORT/REQUEST This project is in cooperation with the Second Chance Juvenile Reentry Initiative grant fundign in cooperation with Oakland County Children's Village. The project began in FY 2010. The first youth were accepted into the program in January, therefore, while it was anticipated that 200 youth would be served https://jjolt.fameare.netigenfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\cd1.1JOLL2094.htm) Page 7 of 10 during the last fiscal year, because of the nature of this pilot program, only 105 youth were actually serviced. The following data is from calendar year 2011 (January 1,2011 through December 31, 2011) II. SERVICE & COST INFORMATION FOR FISCAI A GI 0=lkirl. nerd ice-rrn 1_ I Letll 171-.1111V IAL....atIJL.7 I E...LJ A. Projected Number of Youth Served: 100 Youth Assistance and Casework have assume the monitoring and supervision of those youth placed in the Re-Entry initiative. At present, services for the program have only been extended to those youth exiting Children's Village or Crossroads for Youth (County-sponsored detention & residential facilities). After we determine the range of success during this pilot project, we hope to also expand services to: 1. Youth on Intensive Probation 2. Delinquent outh in private placement facilities B. Number of Calendar Days of In-Home Care (FY 2012 - 2013) 16,000 From our experience during calendar year 2011, the average length of stay in the program has been 160 days. Therefore, 16,000(160 x 100) days of care are expected for FY 2011-2012. C. Total Component Cost: $1,002,858.00 D. Anticipated Average Cost Per Unit: $62.68 E. Anticipated Average Cost per Youth/Family: $10,028.58 III. IMPACT EVALUATION Of the 321 youth between the ages of 12 and 17 released from residential care in 2009 (excluding permanent Court Wards), 45.9% recidivated between their release date and 12/31/09. This number includes those who were in detention (treatment services) & residential treatment programs. This number does not include youth who committed technical Violations of Probation, Violations of Court Order or those who were charged with new status offenses. It was anticipated that by providing a continuum of care afer release from placement, this recidivism rate would be lowered by 50% or to 23%. If we apply this percentage to the anticipated number served by this project, it would be expected that of the 105 youth served, 24 would receive new adjudications during calendar year. In actuality, no youth recidivated during calendar year 2011. Therefore, a reduction of 81 new adjudications was realized. Additionally, the average length of stay in the Reentry Process is 160 days per youth. Therefore, a total reduction of 12,960 (160 x 81 = 12,960) days in residential care was realized. As the per diem for out of home placement is $170.00, a savings of $2,203,200.00 (12,960 x 170 = $2,203,200) was saved in residential treatment care. IV. PROGRAM ASSESSMENT/EVALUATION Strengths: It was anticipated that this program component would impact the recidivism rates for number of youth served who are exiting residential treatment facilities by 50%. In actuality, no youth recidivated during calendar year 2011. The process provided a continuum of care after the release from residential placement, offering needed services within their respective communities, and afford the youth/family the best opportunity for success upon re-integration to his/her community. Services included but were not limited to: -Assistance w/ completing State ID and Drivers Licenses https://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (Uolt_live1ccf\DOLT_2094.htm) -Assistance in completing DHS/Medicare Applications -Food Assistance -Referrals for Basic Needs, including food, clothing and shelter -Referrals for Legal Assistance -Referrals for Mental Health, Substance Use, Medical & Dental Assistance -Education Services -Career Counseling & Job Training -Parenting/Family Counseling -Assistance w/ Transportation Youth Assisstance offices are located within 26 school districts and are already integrated into the community (schools, municipalities, etc), treatment plans will be designed to offer families bridge services and referral sources that they can call upon even after completion of the project. During calendar year 2011, Weaknesses: Given the severity of the cases that are currently Court-involved, it is unknown as to whether resources are available in every community to meet the needs of this difficult population. However, we will utilize to the best of our ability all services available to provide the best referral sources for each project recipient and their families. As stated, it is anticipated that this project will serve 200 youth during FY 2011 -2012, beginning 10/1/11 and ending 9130/12. We anticipate that we will impact the recidivism rates, days of out-of-home placement and cost for services based on per diem by 50%. V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) Re-entry Project Narrative Circuit Court FmiIy Division (Delinquent) Data In 2009, the Michigan Committee on Juvenile Justice identified youth reentry as a critical element of supporting youth and families and reducing recidivism after residential treatment. They provided funding to the Michigan Department of Human Services Bureau of Juvenile Justice to establish the statewide Michigan Youth Reentry Workgroup. The workgroup compiled research and best practices to develop the Michigan Youth Reentry Model to serve as a guide for courts, counties and communities. Oakland County it the first to pilot the Michigan Youth Reentry Model. 2010, the Oakland County Circuit Court - Family Division,Court Services Department and Oakland County Children's Village partnered to create the Oakland County Youth Reentry Initiative. With additional funding from the Second Chance Act grant awarded to Children's Village, the plan included a comprehensive process to transition youth from residential placement to the community, beginning the first day a youth enteres the facility. This type of comprehensive approach required strong collaboration and coordination to achieve sustainable and replicable systems improvements. Of the 107 youth between the ages of 12 and 17 released from Children's Village in 2008, 35% recidivated between their release date and December 31, 2009. This recidivism data pertains to 'new criminal adjudications' and does not include youth who committed technical violations of probation, violations of a court order or those who were charged with new 'status offenses'. The goal of this process is to reduce recidivism by 50% over 5 years by increasing positive outcomes for youth and Page 8 of 10 https //jj o lt. fame are.net/g enfunc. exe 8/10/2012 2094-Budget Summary Report (jjoltiive\ecf\JJOLT_2094.htm) Page 9 of 10 their families. The Oakland County Reentry Initiative aims to achieve this reduction in recidivism by targeting systemic and community barriers to successful reentry. initially, the target population will focus on youth exiting the primary residential adolescent facilities funded through Oakland County-Oakland County Children's Village (detention and residential treatment -secure programming) and Crossroads for Youth (residential treatment - non-secured/open programming). The target population to be served by this project are youth, aged 12-17, who are involved with the Oakland County Juvenile Justice System, committed their offenses prior to their 17th birthday, and are currently placed out of home (County-sponsored detention and residential treatment facilities or private placement). The Oakland County Youth Reentry Initiative is not viewed as a program, but rather a 'process' of examining how each stakeholder, across every system and throughout the community, can work together to promote the success of an exiting youth from residential placement. The two key stakeholders from the Oakland County Circuit Court are the Official Court Casework (Juvenile Probation) Unit and the Youth Assistance Programs. RniA of the Youth & Family Caseworkers (Juvenile Probation Officers) The Casework (or Juvenile Probation) Unit under mandatory statute, is responsible for all delinquency cases authorized for Court by the Intake department, and assists cases through the adjudication process when necessary. Upon adjudication, the Casework Unit is responsible for preparation of the social history report (including any corroborative information) which takes into account both the special needs of the child/family and the protection of the community. From this report, recommendations regarding disposition are generated and forwarded to the Court. During post-disposition, the Casework Unit assists in implementing Court orders, including the monitoring of probation, restitution, community service/ restorative justice, parent education and counseling. The unit is also responsible for reporting to the Court regularly and making further recommendations when necessary. Under the re-entry component, 25% of the Probation Officer's (Official Court Caseworker) time will be spent working with youth involved in this program. Probation Officers will assist in discharge planning by attending all planning meetings at the placement facility. They will assist the placement staff in gathering all necessary documentation and help to ensure that all necessary parties are in attendance at meetings (e.g. Parents, Easter Seals/CMH, YA Caseworkers, etc.). Upon release from the placement facility, Probation Officers will continue to monitor re-entry cases for a period deemed appropriate by the discharge team and ultimately, the hearing officer or Judge. Additionally, prior to discharge from Court jurisdiction, Probation Officers (Court Caseworkers) will continue case management duties and remain responsible for monitoring each case and ensuring Court compliance. Role of Youth Assistance Caseworkers Using a decentralized approach, YA Caseworkers work with a board of volunteers to identify and address each community's needs. They also provide family-focused, need-based casework services and short-term counseling and referral services to at-risk youth and their families. Community-based referral sources include substance abuse and mental health treatment, parenting and family education, skill and self-esteem building, mentoring, recreation programs, and youth recognition. Each of the 26 local Youth Assistance programs is co-sponsored by the Oakland County Circuit Court, school districts and municipalities therein. Each of the offices is located in the community to ensure that local resources are accessible for each family. Under the re-entry component, 10% of their time will be spent working with youth involved in this program. It is expected that Youth Assistance Caseworkers will be involved in the discharge planning process for each youth released from placement. Additionally, YA Caseworkers will assume some responsibility for casework services after the youth has been discharged from court jurisdiction. YA https:4olt.fameare.net/genfune.exe 8/10/2012 Page 10 of 10 2094-Budget Summary Report (jjoltlive\ccNJOLL2094.htm) Caseworkers will ensure that re-entry participants and their families are linked with the necessary resources within their community in an effort to satisfy the provisions of the discharge plan. Under this project, staff will be responsible for referring youth/families for the following services: 1. Alcohol and other drug treatment 2. Alcohol and other drug testing 3. Therapeutic interventions 4. In-home counseling services if necessary 5. Wrap-around services to support substance abuse and other treatment 6. Substance abuse and needs assessments for participants and families 7. Case management services 8. Program coordination with the Court and other agencies 9. Parenting groups and conjoint therapy for parents 10.Sibling groups and individual therapy for siblings 11.Trasportation Services when available 12.Job Preparation/placement and Career Counseling 13.Vocation Training & College Assistance First Year Outcomes (FY 2010-2011) -105 youth were enrolled in the Oakland County Youth Reentry Initiative. All received treatment and care based on evidence-based practices. -20 youth were assessed as needing mental health services and of those 20, 19 were enrolled in mental health services during the above reporting period. -105 youth enrolled in the reentry process received substance use treatment. -106 youth received education support during this reporting period. 101 were observed as having notable positive changes in school attendance and behavior. -90 youth were noted as exhibiting positive changes in the area of anti-social behavior. -92 youth were noted as exhibiting positive changes in the area of family relationships. AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed, Alowommrn1 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability, If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a OHS office in your county, Notes Edit Date Saved By Comments https://jjolt.famcare.net/aenfunc.exe 8/10/2012 A. PERSONNEL (Employees of the Court) Administrative Unit DHS F Court Megan Abraham-Wentz Juvenile Drug Court Probation Officer $60,390.00 40 Candace Sereno Clerk/Technical Assistant $29,948.00 28 Pamela Davis-Drake Manager - Court Services (115 of Salary) $19,144.00 8 $45,247.00 $29,662.00 $9,454.00 Estimate No. of Miles 28,720 YEARLY COST $15,796.00 1. Travel Rate/Mile .55 Mileage Page 1 of 11 2094-Budget Summary Report (jjolt_live\ccf\BOLT2094.htm) IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1, 2012 through September 30, 2013 Service Component (Full Title/Name) Family-Focused Juvenile Drug Court Check One In Home Care Basic Grant 1. Salary and Wages NAME(S) Jacqueline Howes- Evanson FUNCTION Drug Court Supervisor No. HOURS/WEEK 30 YEARLY COST $51,998.00 2. Fringe Benefits (Specify) Jacqueline Howes-Evanson Megan Abraham-Wentz Candace Sereno Pamela Davis $34,180.00 Total Personnel $280,023.00 B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed" YEARLY COST https://jjolt.famcare.net/genfune.exe 8/10/2012 YEARLY COST $4,000.00 $5,000.00 Total Program Support $53,421.00 1. Unit Rates NAME(S) Jail Alternative of Michigan (Drug Testing) UNIT (Describe) 1 Test TOTAL UNITS/ CONTRACT 2000 YEARLY COST $20,000.00 RATE 10.00 1 Unit 42.00 2000 Office of Substance Abuse Services $84,000.00 Total Contractual $104,000.00 2094-Budget Summary Report (jjolt_live\cef\JJOLT_2094.htm) Page 2 of 11 Stationary, Brochures, Pamphlets, Promotional Videos, Flyers, Training Supplies $1 ,000.00 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed* I Rate/Unit Client Incentives Conferences/Travel Indirect Costs (14.26% x $193,729) $27,625.00 * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 2. Closed End Contracts https://jjolt.fameare.net/genftme.exe 8/10/2012 (Add Totals for A, B, C, and D above) Total Service Component Cost SOURCE To be Provided YEARLY COST 2094-Budget Summary Report (jjoltlive\cef\BOLT__2094.htm) Page 3 of 11 D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units To be Provided Average Cost of 1 Each Service Unit YEARLY COST $0.00 Total Non-Scheduled E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: $0.00 Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E-F) TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE (Gross Costs Less Other Revenue) $437,444.00 AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) https://jjoh.fameare.netigenfunc.exe 8/10/2012 Component Title Family-Focused Juvenile Drug Court CHECK ONE F IN HOME CARE r BASIC GRANT Time Period Covered FROM: THRU: October 1, 2012 through September 30, 2013 n Number of Youth Petitioned Number of Days of Shelter Care Number of Adjudications Number of Days of Residential Treatment Care 7. ACTUAL COST 5. 9. PROJECTED COST 8. PROJECTED NUMBER 6. ACTUAL NUMBER A. Number of Youth/Family Served B. Number of Service Units (Define Service Unit=1 unit = 1 38 15 12,730 I $ I 15,075 $ 45 2094-Budget Summary Report (jjolt_live\ecABOLT_2094.htm) Page 4 of 11 REPORT/REQUEST Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. Component Manager Name Davis, Pamela (63) Administrative Unit F COURT r DHS Telephone Number (248 ) 858-0247 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS CONTINUED r TERMINATED 1-- REVISED r NEW 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court F DELINQUENT r NEGLECT B. Children NOT Under Jurisdiction of Court E WRITTEN COMPLAINT r CPS category I, II or III r— CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE ' COURT 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: Number of Days of Out-of-Home Detention 3 Number of Days of Family Foster Care n Number of State Wards Committed (Act 150 & 220) 4. SERVICE FOCUS Provide early intervention to treat within the child's home 3 Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). . In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. F Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 https://jjolt.fameare.net/genfune.exe 8/10/2012 calendar day 1 C Total Component Cost $310,994.00 $437,if144.00 D. Average Cost Per Unit $24.43 $29.02 E. Average Cost Per Youth/Family $8,184.05 $9,720.98 18 4,860 F. Days of Residential Treatment Care $826,200.00 2094-Budget Summary Report (jjolt_liye\ecf nJJOLT_2094.htm) Page 5 of 11 III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. AREAS OF IMPACT A. Youth Petitioned 10. NUMBER OF YOUTH SERVED ESTIMATED 11. NUMBER'S OR DAYS REDUCTIONS 12. COSTS B. Adjudications C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component PROBLEM AREA During Fiscal Year 2011-2012, the Circuit Court Family Division received 1,684 new delinquency petitions of which 292, or 17.34%, were alcohol and controlled substance offenses. Of the 790 adjudicated Oakland County youth (572, 72% males, 218, 28% females) who were administered the Alcohol Chemical Dependency Inventory (ACDI) risk assessment test during Fiscal Year 2011, 23% indicated that their drinking is at least a mild problem; 49% indicated that their drug use is at least a mild problem; 41% reported one or more alcohol-related arrests; 29% reported one or more drug-related arrests; and 38% indicated that they were recovering alcoholics, drug abusers or recovering alcoholics and drug abusers. The Circuit Court Family Division is serving a growing number of substance abusing juvenile offenders. A concomitant reduction in treatment resources has added to the difficulties of dealing with this population. Traditional methods of intervention and service are ill suited to respond to the needs of these youngsters and their families. In the absence of the Juvenile Drug Court program, there were several problems with the system for processing drug offenses. Length of time between offense and treatment could be up to six months. Treatment was fragmented and variable, since service providers were not prepared to treat Court Wards on a priority basis. The Juvenile Drug Court program expedites case processing by setting its disposition date no later than 30 after referral to the JDC program. Prior to the implementation of the Juvenile Drug Court (JDC) program, approximately 30% of youth adjudicated for drug crimes were placed in a detention or residential treatment, at a per diem cost of $170.00 per youth or higher, depending on the level of severity and need for mental health treatment. httpS://ijOlt.fameare.net/enfitnc.exe 8/10/2012 2094-Budget Summary Report (jjohlive\ceNJOLT_2094.htm) Page 6 of 11 However, with the institutu ion of the JDC, the County experiences a savings on average of 235 days/ $39,950 per participant, per year in Oakland County funded out-of-home placements, and approximately 385 days/$65,450 per participant, per year in costs for state private placement. Additionally, a number of graduated program sanctions from the least to most restrictive settings, are used as alternatives to detention, saving additional dollars while participants are in the program. These are discussed in greater detail below. A. PERSONNEL: JUVENILE DRUG COURT SALARIES NAME 2012-2013 FY Salaries Fringes J. Evanson. M. Wentz... C. Serena.. P. Davis.... ... $51,998.00. ..$60,390.00.. .. $29,948.00.. .$19,144.00... ...$34,180.00 ..$46,247.00 . .$29,662.00 . $9,454.00 TOTALS $161,480.00... $118,543.00 Total 2012-2013 Projected Salaries: $280,023.00 B. PROGRAM SUPPORT: 1. Personal Mileage. Oakland County reimbursement rate is $ .55 for all Oakland County employees. The $15,796.00 mileage reimbursement would cover the Probation Officer, Drug Court Supervisor and Technical Assistant positions. 2. Electronic Surveillance. This option remains a favorite for JDC (Juvenile Drug Court) Probation Officers as a consequence for non-compliance and as a front-end transition when a youth has been temporarily detained prior to entrance into the program. We anticipate an ongoing usage of four (4) units for Court-ordered home detention cases. However, we retain the flexibility to increase capacity if caseloads warrant. 3. Client Incentives: A crucial and highly effective aspect of drug court is the support, encouragement and rewards offered by the judge and treatment team at status review hearings. Participants and their parents are recognized for their accomplishments with verbal praise, public recognition and applause, as well as with more concrete items. Rewards and incentives are earned through an accumulation of points and dispensed as follows: 10-point week: Public recognition, praise, applause, edible treat (selected from the "incentive basket"). 3 or more consecutive 10 point weeks: Fast food certificate, release from home detention, curfew extension, and public recognition. 85% of Phase I or Phase II points: Move to next phase PLUS certificate of recognition, PLUS gift certificate. 90% of Phase III points: Move to Phase IV PLUS certificate of recognition, PLUS gift certificate. 95% of Phase IV points: Graduation, including ceremony and certificate of recognition. Family accomplished goals: Gift certificate for entire family, to be used at a restaurant or movie theatre. Youth may receive gift certificates for movies or CDs, meal or theatre vouchers or small gifts like tee shirts, or assistance with obtaining hobby supplies and lessons. To encourage improvements in self- discipline, release from home detention, curfew extensions, reductions in supervision requirements, and other rewards are also considered. Since graduation to the next phase is identified as a key https://jjolt.fameare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.htm) Page 7 of 11 incentive, graduation certificates are awarded to document this accomplishment. Group incentives are also used as a means of providing constructive replacement activities for drug abusing behaviors . These include field trips like bowling, indoor rock climbing or health club visits, or enrollment in classes in music, fine arts, and the like. Group activities usually include families as well. 4. Conference/Travel. JDC team members attend the annual Michigan Association of Drug Court Professionals annual conference, the National Association of Drug Court Professionals' annual conference, as well as various seminars/trainings throughout the year to further enhance their knowledge of techniques for successful drug court case management. C. CONTRACTUAL SERVICES 1. Jail Alternative of Michigan (J.A.M.S.). Drug testing services are provided to all participants and families at a rate of $10.00 per test. An average of 2000 tests are administered annually. (2,000 x $10 = $20,000.00). 2. Office of Substance Abuse Services (0.S.A.S.). OSAS is the Coordinating Agency for the Juvenile Drug Court. OSAS contracts with Oakland Family Services (OFS) to provide therapeutic intervention, including but not limited to group, individual, family & conjoint therapy and family education. Although each participant's treatment plan is individualized, the average amount spent per participant/ per unit is $42.00. The JDC averages 2000 units per year. ($42 x 2000 = $84,000) D. NON-SCHEDULED PAYMENTS N/A E. SERVICE COMPONENT Service and Cost information for FY completed or being requested for the next fiscal year (All financial and program figures are projections based on actual experience from January 1, 2011 through December 31, 2011). Number of Youth Served (FY 2012-2013). We project service to 45 youth for FY 2012-2013. Two probation officers with a maximum caseload of 15 youth and an average length of days of service per youth is 335 for a total of 15,075 days (45 x 335 = 15,075).* *It should be noted that maximum program capacity at any given time, is 30 participants. We anticipate that through the duration of FY 2012-2013, 45 youth will be served. F. PUBLIC REVENUE N/A I. PROGRAM SPECIFIC INFORMATION 1. The program was implemented in June 2001. 2. The program's target population is delinquent youth between the ages of 12 and 17 years. https://jjolt.fameare.net/eenfuric.exe 8/10;2012 2094-Budget Summary Report (jjolt_live\ccf1BOLT_2094.htm) Page 8 of 11 3. Areas of Impact include a reduction in the number of days in out-of-home, residential treatment care. 4. N/A II. SERVICE & COST INFO. FOR FY2011-2012 BEING REQUESTED FOR NEXT FY2011-2012 We anticipated serving 45 youth and families during FY 2011-2012. However, because of a vacant JDC probation officer position during the majority of 2011, 38 youth were actually served. The average length of stay (in calendar days) per family was 335 days. Therefore, 15,075 days of service was provided (335 x 38 = 12,730). The average cost of service per unit is $24.43 for a total of $310,994.00. Currently, we have two full-time JDC probation officers (Currently, one PO position is being paid from another source. See below.*). It is therefore projected that in FY 2012-2013, we will serve 45 youth and families. With an average length of stay of 335 days (calendar days), we anticipate that 15,075 days of service will be provided (335 x 45 = 15,075). The average cost per unit is $29.02. Based on the above, we are therefore requesting a total of $437,444.00 for FY 2012-2013. III. IMPACT EVALUATION Areas of Impact: # of Youth:. . # of Days: ... Costs: Days of Resident Placement: 18 4,860 $826,200.00 IV. PROGRAM ASSESSMENT/EVALUATION Oakland County's research and experience indicate that 70% of the youth serviced by the Juvenile Drug Court (JDC) would have either entered long-term detention or would have been made a Permanent Court Ward (PA 150) if not provided with these services. The JDC served 38 youth during FY 201-2011 (youth targeted for reduction). if the JDC had not been provided to this population, we would have expected 27 youth to be placed residentially. Our actual experience was that 9 were placed residentially. We therefore experienced a reduction of 18 fewer youth in our detention/treatment facility (Oakland County Children's Village). The average length of stay in an out-of-home, secured facility with a residential treatment program is 270 days, at a cost of $170.00 per day. Therefore the reductions are as follows: 18 (reduction of youth detained) x 270 (average length of stay in residential treatment) = 4,860(reductions of days of care) x $170 (cost per day in residential treatment) = $826,200.00 (cost reduction). All data is prorated based on actual figures obtained between January 1,2011 through December 31, 2011. Forty-five youth were served by the Juvenile Drug Court program. Eighty-nine percent of the youth were successful under community supervision, while 13,3% were placed residentially. We are targeting an average caseload size of 15 youth per probation officer over the next fiscal year, for a projection of 45 youth to be served. Strengths and Weaknesses: The strengths of the JDC program include frequent, random drug testing of all participants. JDC continues to assure that all staff are aware of current drug trends and the most effective testing for such drugs. Participants are tested according to program requirements and behavior indicators. Parents are also tested if information and behavior indicates testing is warranted. Another strength is the intensive monitoring of all participants through frequent face-to-face and https://jjolt.famcare.net/genfunc.exe 8/10/2012 2U94-13uOget Nun-unary Report (uolt_live\ect\JJ01:1_2U94.htrn) Page 9 ot 11 telephone contacts. The assigned probation officers and interns are able to develop positive relationships with participants and their families. They are also able to attain current information on the status of participants and thus able to respond in a timely manner. A third strength is the fact the team has remained relatively stable since its inception and all have a clear understanding of strength-based programming. The current presiding judge, referee, defense attorney and one probation officer were either present from the onset of the program, or were mentored by their predecessors to become their successors. The Drug Court supervisor was a former JDC probation officer and the new probation officer was a former JDC program intern. Additionally, the many of the existing members of the Drug Court Community Action Coalition (DCCAC), the community advisory group for the JDC, were original members. Weaknesses include program funding and sustainability. However, with the formation of the *RESTORE Foundation, a non-profit organization established in 2009, works to ensure that the Oakland County Circuit Court Drug Court programs are able to become financially independent. The RESTORE Foundation has donated over $100,000 to the Adult and Juvenile Drug Court programs. Intended Impact Areas: The intended impact of the program is to reduce the number of chemically dependent youth placed in residential treatment after coming under the jurisdiction of the court. The expected percentage was 70% or 27 of the 38 youth treated. 9 youth (23%) were actually placed in residential treatment for a 47.4% reduction. Additionally, the program uses weekend detentions as a sanction for drug use and other program infractions. 16 youth received Life Preparation weekends throughout this period. It is expected that this sanction will continued to be used in subsequent periods. It has been noted that as the youth progress through the program, the need for this sanction, as well as other sanctions, markedly decreases. How the 45 Youth Served Were Impacted by the Program: 122 youth have graduated from the program since its inception. Of that 122, 107 have graduated from high school and 9 have completed their GED. During this period, over 100% of youth participating in the program experienced a significant improvement in their school behavior and grades. Additionally, 100% of parents reported improved family relationships. Difference between Projected #s and Cost w/ Actuals The projected numbers are what we anticipate having to pay for each child. This is just an estimation. The actual numbers represent what was actually spent. This number will vary. We may project spending a certain amount per child, but in actuality, we may end up spending more on one child and less on another. The numbers are only estimates, hence the term "projected costs". We try to keep the numbers around a certain range because the cost per unit is always an "average" number. It could increase or decrease, depending on the needs of the child. Section ll - Impact shows 27 Youth in Residential This is explained under section IV - Program Assessment/Evaluation: "If the Options: Family-Focused Juvenile Drug Court program had not been provided to this population, we would have expected 27 youth to be placed residentially. Our actual experience was that 38 youth were served, however, only 9 were placed residentially. We therefore experienced a reduction of 18 fewer youth in our detention/treatment facility (Oakland County Children's Village)." http s ://jj o lt. fame are . n et/g enfunc . ex e 8/10/2012 2094-Budget Summary Report (jjoltlive\ccLUOLT_2094.htm) Page 10 of 11 For the coming fiscal year, the JDC program has ten (10) objectives that include: serving 45 youth at full capacity; offering coordinated, systematic, and accessible treatment services for youths and families; providing frequent judicial supervision; providing intensive case monitoring, providing intensive drug testing; issuing immediate sanctions and rewards; creating a collaboration among the Prosecutor, Defense Attorney, treatment providers and Court personnel; expediting case processing; creating community linkages and support; and achieving client/family satisfaction. V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) Entitled Options, this Family-Focused Juvenile Drug Treatment Court program is a joint effort between justice and public health treatment systems in an effort to address the problem of substance abuse for eligible youth within the community. Realizing that alcohol and other drug use contributes to illegal behavior, the mission of the Family Focused Juvenile Drug Court program is to promote public safety by reducing juvenile criminal recidivism, assisting substance abusing juvenile offenders and their families achieve drug-free lifestyles, and supporting families as they formulate healthy relationships. The focus of Juvenile Drug Court is to intervene in substance use and eliminate criminal behavior through intensive Court supervision and the utilization of various treatment tools. This post-adjudication program targets severely substance abusing youth that are non-violent repeat offenders, charged with alcohol and controlled substance related violations, or charged with minor delinquency where substance abuse is a contributing factor (e.g. property crimes). The program's target population is 12 to 17 year old adjudicated non-violent youth who are residents of Oakland County and have a documented substance abuse history. Most are very high-risk, poly-substance abusing youth with some mental health diagnosis. Clients are expected to participate in a 12-15 month program consisting of three, 12-week phases and an aftercare component. Movement to higher phases is dependent upon performance and points earned in the previous phase. Various incentives and sanctions (penalties) are utilized to ensure compliance with program guidelines. Successful completion is dependant upon several factors, including maintaining at least 45 consecutive days of sobriety and acquiring at least 426 points. Through intensive supervision (including weekly, face-to-face contacts with Probation Officers and Jurists), and in collaboration with over 10 community agencies (including the Office of Substance Abuse services, Community Mental Health, schools, job placement services and a 501c3 partnership), the Options program is able to provide services to not only participants, but also parents and siblings. Our community partnerships also afford us the opportunity to meet the special needs of our participants, while providing services at low or no cost to families. Since its inception, the Options Program has served over 240 participants and approximately 409 family members. To date, 122 youth have graduated from the program. These have been very high-risk youth, with 60% of them having started their drug use prior to the age of 13, and an average age of first use of 13 years of age. Most have been poly-substance abusers, but the primary diagnosis has been marijuana dependence. Had the Options Juvenile Drug Court program not existed, these youth would have been ordered into residential placement. AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in_your county. https://jjolt.famcare.net/genfunc.exe 8/10/2012 Notes Edit Date Saved By krU11L1.11G111.J 2094-Budget Summary Report (jjoh_live\ccf\JJOLT_2094.htm) Page 11 of 11 https://jjolt.fameare.net/genfunc.exe 8/10/2012 DHS F Court A. PERSONNEL (Employees of the Court) Administrative Unit Total Personnel $0.00 1. Travel Rate/Mile 2094-Budget Summary Report (jjolt_live\ccf\DOLT_2094.htm) Page 1 of 9 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (DHS) Bureau of Juvenile Justice October 1, 2012 through September 30, 2013 Service Component (Full Title/Name) Oakland Schools Wraparound Check One F In Home Care Basic Grant 1. Salary and Wages NAME(S) FUNCTION No. HOURS/WEEK YEARLY COST 2. Fringe Benefits (Specify) B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed" Estimate No. of Miles YEARLY COST YEARLY COST https://jjolt.fameare.net/genfunc.exe 8/10/2012 Rate/Unit YEARLY COST 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed* Total Program Support $0.00 2. Closed End Contracts Oakland Schools Wraparound Services $222,131.00 Total Contractual $222,131.00 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htm) Page 2 of 9 * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 1. Unit Rates RATE NAME(S) UNIT (Describe) TOTAL UNITS/ CONTRACT YEARLY COST https://jjolt.famcare.netigenfunc.exe 8/10/2012 TYPE OF SERVICE (Description) Anticipated No. Units I Average Cost of To be Provided I Each Service Unit Total Non-Scheduled YEARLY COST (Add Totals for A, B, C, and D above) Total Service Component Cost SOURCE To be Provided YEARLY COST 2u94-tiudget Summary Report (jjolt_live\ecf\JJOLT_2094.htm) Page 3 of 9 D. NON-SCHEDULED PAYMENTS E. SERVICE COMPONENT IN HOME CARE OR BASIC GRANT If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: $0.00 Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E-F TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE (Gross Costs Less Other Revenue" AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST https://jjolt.famcare.netigenfunc.exe 8/10/2012 Component Title Oakland Schools Wraparound CHECK ONE F IN HOME CARE 7 BASIC GRANT Time Period Covered FROM: THRU: October 1, 2012 through September 30, 2013 1-- NEW 7 REVISED 5 7. ACTUAL COST 9. PROJECTED COST 8. PROJECTED NUMBER 6. ACTUAL NUMBER 34 75 B. Number of Service Units (Define Service UnitA day = 1 unit ) 16,830 37,125 zu94-Buc1get Summary Report (Bolt_live \cct\JJ 01, 1 _2094.htm) Page 4 of 9 Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. Component Manager Name Davis, Pamela (63) Administrative Unit F COURT 7 DHS Telephone Number (248 ) 858-0247 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS F CONTINUED r- TERMINATED 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court DELINQUENT NEGLECT B. Children NOT Under Jurisdiction of Court 7 WRITTEN COMPLAINT F CPS category I, II or III r- CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE COURT 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: 7 Number of Days of Out-of-Home Detention r- r_ Number of Youth Petitioned F Number of Adjudications 7 Number of Days of Family Foster Care 4. SERVICE FOCUS Number of Days of Shelter Care F Number of Days of Residential Treatment Care n Number of State Wards Committed (Act 150 & 220) F Provide early intervention to treat within the child's home 7 Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: . In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). . In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 A. Number of Youth/Family Served https://jjoll.fameare.neti2enfunc.exe 8/10/2012 AREAS OF IMPACT A. Youth Petitioned B. Adjudications REDUCTIONS 12. COSTS $50,175.00 25 6750 2094-Budget Summary Report (jjohlive\ccf\JJOLT_2094.htm) Page 5 of 9 C Total Component Cost $22,131.00 $222 131.00 D. Average Cost Per Unit $1.31 $5.98 E. Average Cost Per Youth/Family $650.91 $2,961.75 III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. 10. NUMBER OF YOUTH SERVED 25 ESTIMATED 11. NUMBER'S OR DAYS 7,560 C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care F. Days of Residential Treatment Care $1,140,750.00 G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. II. SERVICE & COST INFORMATION Projected number of youth served: 75 During the 2010-2011 calendar year, 34 court-involved, delinquent youth were served in the Oakland Schools Wraparound program. Those served have historically been youth who were categorized as SED (Severe Emotional Disturbance) and were diagnosed with a mental illness. These youth would fit the SED criteria through Community Mental Health and were involved in that system. Because of this CMH funding crieria, youth who were not categorized as SED were not eligible for Wraparound services. Therefore, many of the court-involved youth in need of these services were unable to receive them. However, due to additional funding provided through Oakland Schools Intermediate School District, the criteria will be expanded to serve those youth who are not considered SED, but are still involved in multi-systems. We anticipate that an additional 41 youth will be served with the additional funding, for a total of 75 youth during FY 2012-2013. Number of days of in-home care: The average length of program care during the 2010-2011 calendar year, was 16.5 months or 495 days. During calendar year 2010-2011, 34 youth were served for a total of 16,830 (34 x 495) days of care. Therefore, 37,125 (495 x 75) days of care or units of service (1 day = 1 unit) are expected for FY 2012- 2013. Actual Cost (Projected through 9-30-2013) https://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ceflITOLT_2094.htm) Page 6 of 9 37,125 (total # of units) x $5.98 (average cost per unit) = $222,131.00 Average Cost per Youth: $222,131.00 175 = $2,961.75 Number is days in residential placement: 28 x 270 = 7,560. The average cost of residential care available is $169/day for a total cost savings of (7,560 x $169 = 1,277,640). III. IMPACT EVALUATION B. Reductions in Adjudications FY 2011-2012 Wraparound is a nationally recognized strategy for engaging extraordinarily high risk youth at the highest level of recidivism rate across not only the juvenile justice system, but the mental health, child welfare and special education rolls as well. Our research suggests that over 87% of this population would re-offend in the absence of intensive intervention. Of the 34 court involved delinquent youth served by Oakland County Wraparound last fiscal year (7/1/2011-6/30/2012), 29 would be expected to recidivate. However, only 9 of the 34 youth served were re-adjudicated, demonstrating a reduction of 25 new adjudications. It should be noted that each new adjudication costs $2,007 to process through the court system from the time the petition is signed through the time a new disposition is entered. Therefore, a cost savings of $50,175 was realized (25 x $2007 = $50,175). Historically, 100% of the youth in the targeted population would be place in out of home, residential treatment care. Therefore, it would have been expected that all 34 youth would be placed in residential care. In actuality, only 3 youth were placed in residential treatment care for a period of 270 days. Therefore, a reduction of 28 youth who were not placed in residential treatment was realized. Consequently, a reduction of 7,560 days in residential care was achieved (28 x 270 = 7,560). The largest limitation of the impact of the Oakland County Wraparound Program has been the limitation on the number of court involved delinquent youth that could be served due to funding levels. The program administration is able to document that multiple referrals were turned away every week from Wraparound because there were not enough positions to handle the intake demand (which has actually increased.) Using CCF to serve eligible youth at the highest risk of recidivism will have a tremendous impact on the entire county by reducing the strain of the court, residential placement providers, educators and staff. However, the largest impact will be on the additional youth and families Wraparound will be able to serve and help stabilize. F. Reductions in Days of Residential Care FY 2011-2012 Historically, 100% of the youth in the targeted population would be placed out of the home as part of their treatment. Therefore, it was expected that all 34 youth would be placed in residential treatment for a period of 9,180 days (34 x 270 average days is residential placement = 9,180). With Wraparound involvement, only 9 of the 34 youth served were placed in a residential facility for an https://jjolt.fameare.net/genfune.exe 8/10/2012 1ULF-1:suaget Summary Report (jjolt_live\cci\JJULT_2094.11tm) Page 7 of 9 average period of 270 days. Therefore, a reduction of 25 youth who were not placed in residential treatment was realized. This reduction of 6,750 days in residential care was achieved (25 x 270 = 6,750.) The average cost of residential care available locally is $169/day. The dramatic reduction in days spent in residential care for the 25 youth who benefitted from Wraparound is reflected in the data below: 6,750 days saved from residential placement x $169/ day in residential cost $1,140,750 in cost savings. IV. PROGRAM ASSESSMENT/EVALUATION: Due to the continued overwhelming positive effect Wraparound has had on reducing or eliminating out of home and out of school placements for high-risk students, funding to Oakland Schools for this program was increased by more than an additional $300,000. These increases came from Community Mental Health Authority and from Oakland Schools through the Special Education Department. Children with active court cases, and who are assessed as high-risk students from all 28 districts participate in Wraparound to eliminate barriers for educational success. There are currently eight full-time Wraparound facilitators assigned to the program, but enough referrals waiting to more than double the program. The number of court involved delinquent youth assessed and accepted for participation in Wraparound is determined by available slots reserved for court involved youth. Based on outcomes for the 2011-2012 fiscal year, 189 children in total were assessed and accepted for Wraparound by a panel of cross disciplined professionals to be at the highest risk for removal from their homes and placed in detention, psychiatric, or residential treatment facilities received services from Oakland County Wraparound. Of these children 91% remained placed in their homes following participation with the Wraparound program. Referrals come from all of the community partners, and cases are accepted on a weekly basis. In order to be considered for acceptance to the program, a child must be involved with at least two formal "systems" in Oakland County. These formal systems include the court, special education, mental health, and the child welfare system. Children who are involved with the mental health system are represented in 98% of those referred to the program. Children who are involved in the court system are represented in 69% of the referrals, while children who have family involvement with protective services or foster care are reflected in 85% of those open to Wraparound. Children who are eligible to receive special education services are seen in 90% of the referrals to the program. The length of stay in the program varies based on the severity and complexity of the needs of the children. The average has dropped from two and a half years to 15 to 18 months currently. Program statistics indicate that during FY 2011 and FY 2012, an average of 69% of the Wraparound cases opened had some type of Court involvement. These statistics lend support in the decision to request program funding for FY 2012-2013. Strengths: Wraparound is proven to be a highly successful intervention nationally and across the state of Michigan. Wraparound is key in facilitating the planning and delivery of individualized services and supports. By bringing the child, his/her family, and all service agencies (schools, DHS, CMH, therapeutic agencies, etc.)to the table at the same time, the Wraparound facilitator ensures congruency in planning and encourages healthy communication between all service providers. In addition to the above, Wraparound Facilitators: -Configure a unique child and family team with each family, making sure the youth has a strong support system. -Facilitate the meetings of the child and family "team", and makes adjustments for the culture and comfort level of the individual team members. https://jjolt.famcare.netigenfuno.exe 8/10/2012 2094-Buaget Summary Report (jjolt_ftve\cct\JJOLT_2094.htm) Page 8 of 9 -Assist the child and family team in developing an individualized service and support plan, which is culturally relevant and includes crisis and safety plans. -Identify community resources and makes recommendations regarding their usefulness, given the specific needs of the child & family, including 'basic needs based on what the family feels would be most helpful to them. -Facilitate the development of transition strategies, transitioning the youth and family to this facilitation role as the close of the case nears. -Advocates for the child and his/her family wherever the youth or family assesses the need for help. -Assesses training needs and arranges training of key individuals. -Monitors the provision of services and supports and records outcome data. -Provides data to collaborative agencies so that they can monitor outcomes of Wraparound services Weaknesses Eight Wraparound facilitators manage average caseloads of over 16-18 high-risk families at any given time, usually averaging 42 to 45 cases per year. Cases that are court-involved comprise approximately 69% of all referrals to the Wraparound program. In addition to the Court, referrals are generated from schools, the Department of Human Services, Easter Seals, Oakland Family Services, Community Mental Health and a small percentage of referrals come directly from the community (law enforcement or parents.) Unfortunately, there are never enough resources to provide services to all children requiring them. Historically, there has been up to a 3-month waiting list for Wraparound services. Staff constantly monitor referrals to ensure that those requiring\ immediate attention are prioritized; however, additional funding to increase the number of full-time facilitators is always sought. V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) V. PROGRAM DESCRIPTION Increasingly, youth with serious emotional disturbances are referred to the Court for formal intervention as a result of delinquent conduct that is secondary to having a psychiatric disorder. These youngsters are typically identified in early childhood as having multiple adjustment problems. They receive services from a variety of agencies, often without coordination. Through a partnership with the Department of Human Services, Oakland County Schools, Oakland County Community Mental Health, and other service organizations, a large number of these youth can be maintained in their own homes. Youth in this special, high-risk population have significant rates of recidivism if left untreated. Through appropriate intervention, which includes intensive, at least weekly face-to-face contacts with youth and families, we anticipate being able to continue to reduce the number of new adjudications and maintain these an increased number of youth in the community most importantly -with no new criminal offenses. For each family, a team of formal and informal support participants joined together to specifically develop creative approaches to help the children and families address their specialized needs. Community partners and the children's own supportive network come together to use a strengths-based model to identify positive strategies in this nationally recognized model. Using criteria outlined by the Wraparound Steering Committee in compliance with the MDCH Medicaid Provider Manual Wraparound guideline, children referred have a serious emotional disturbance with two or more of the following: https://jjoft.fameare.net/genfune.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\ccf\BOLT_2094.htrn) Page 9 of 9 Have involvement with multiple formal systems. Demonstrate high risk for (or are currently in) an out-of-home placement. Receive service through mental health services with minimal improvement. Possess risk factors that exceed capacity for traditional community-based options. Have numerous providers serving the family with outcomes not being met. By maintaining these youth in their homes rather than in residential placement, we achieve a substantial cost savings. (6,750 days saved from residential placement x $169/ day in residential cost equals $1,140,750 in cost savings) Post-Graduation from Oakland Schools Wraparound shows: 91% of youth remain in their home placement 92% remain in school placements without disciplinary suspensions. CAFAS (Child and Adolescent Functional Assessment Scale) scores are captured for each SED child participating in Wraparound and address overall functioning across eight subscales: A clinically meaningful reduction in total CAFAS score is a drop of more than 20 pts. Outcome data show that 63 % of Oakland Schools Wraparound cases measured a clinically significant drop in CAFAS score, thereby demonstrating substantial improvement. Keeping children placed in their homes and attending school through the use of the Wraparound model is a tremendously cost-effective and highly efficient use of community resources and offers real hope for children when "the systems" are ready to give up on them. AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in your county. Notes Edit Date Saved By Comments https://jjolt.famcare.netigenfunc.exe 8/10.72012 DHS fl A. PERSONNEL (Employees of the Court) Administrative Unit Fr Court FUNCTION No. HOURS/WEEK YEARLY COST Total Personnel $0.00 https://jjolt.famcare.netigenfunc.exe 8/10/2012 2094-Budget Summary Report (jjolt_live\cefaTOLT_2094.htm) Page 1 of 7 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (OHS) Bureau of Juvenile Justice October 1,2012 through September 30, 2013 Check One In Home Care 17 Basic Grant Service Component (Full Title/Name) STRIDE (Short-Term Rapid Intervention and Diversion) 1. Salary and Wages NAME(S) 2. Fringe Benefits (Specify) B. PROGRAM SUPPORT (For employees identified in "A" above) 1. Travel Rate/Mile Estimate No. of Miles YEARLY COST 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed' YEARLY COST Rate/Unit 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed"' YEARLY COST Total Program Support $0.00 1. Unit Rates NAME(S) Crossroads for Youth UNIT (Describe) day TOTAL UNITS/ CONTRACT 864 RATE 86.81 YEARLY COST $75,003.84 Total Contractual $75,003.84 2U94-13uaget Summary Report (jjolt_live\cci\JJOL"1"_2094.htm) Page 2 of 7 Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 2. Closed End Contracts https://jjolt.famcare.net/genfunc.exe 8/10/2012 (Add Totals for A, B, C. and D above) Total Service Component Cost $75,003.84 SOURCE YEARLY COST 2U94-Budget Summary Report (jjolt_live\cci\JJUL .1_2094.htm) Page 3 of 7 D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE (Description) Anticipated No. Units Average Cost of To be Provided I Each Service Unit YEARLY COST Total Non-Scheduled E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT $0.00 If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: $0.00 Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E-F) TOTAL COST TO BASIC GRANT. NET ANTICIPATED IHC MATCHABLE f EXPENDITURE (Gross Costs Less Other Revenue) $75,003.84 AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST https://jjolt.famcare.net/genfunc.exe 8/10/2012 1 COMPONENT STATUS CONTINUED F- TERMINATED r- REVISED r- NEW 28ItIREN LIKELY TO COME UNDER JURSIDICTION OF THE Number of Days of Out-of-Home Detention Number of Days of Shelter Care Number of Days of Residential Treatment Care Number of State Wards Committed (Act 150 & 220) 7. ACTUAL COST 808 864 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htm) Page 4 of 7 Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State Reimbursement during the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. Component Title I Time Period —.---1 Covered FROM: THRU: STRIDE (Short-Term Rapid Intervention and Diversion) CHECK ONE CHECK ONE F IN HOME CARE 7 BASIC GRANT October 1, 2012 through September 30, 2013 Component Manager Name Davis, Pamela (63) Administrative Unit F COURT r DI-IS Telephone Number (248 ) 858-0247 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court DELINQUENT n NEGLECT B. Children NOT Under Jurisdiction of Court r-- WRITTEN COMPLAINT CPS category I, II or III 3. AREA(S) OF INTENDED IMPACT – (Check primary area(s) only.) A REDUCTION IN: 7 Number of Youth Petitioned F Number of Adjudications Number of Days of Family Foster Care 4. SERVICE FOCUS F Provide early intervention to treat within the child's home r— Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). • In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 5, A. Number of Youth/Family Served B. Number of Service Units (Define Service Unit=iday=1 unit ) 6. ACTUAL NUMBER 404 8. PROJECTED NUMBER 432 9. PROJECTED COST https://jj olt.farneare.netigenfunc.exe 8/10/2012 10. NUMBER OF YOUTH SERVED REDUCTIONS 12. COSTS ESTIMATED 11. NUMBER'S OR DAYS $252,882.00 126 126 126 6292 $894,384.00 126 F. Days of Residential Treatment Care 23940 2094-Budget Summary Report (jjolt_live\ccf\JJOLT_2094.htm) Page 5 of 7 I C Total Component Cost S72,000.00 I $75,003.84 D. Average Cost Per Unit $89.11 I $86.81 E. Average Cost Per Youth/Family $178.22 I $173.62 III. IMPACT EVALUATION - Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. AREAS OF IMPACT A. Youth Petitioned B. Adjudications C. Days of Family Foster Care D. Days of Out-of-Home Detention E. Days of Shelter Care c4_f)45 RRI1 (111 I G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. IN-HOME CARE/BASIC GRANT PROGRAM COMPONENT REPORT/REQUEST SERVICE AND COST INFORMATION FOR CURRENT FISCAL YEAR AND REQUEST FOR NEXT FISCAL YEAR. II.A.6. To date, 188 youth have been referred to the program. There have been 24 session 'co date, WIth an average of 7.8 referrals per session. It is projected that an additional 216 referrals will be made from 3131/12, for 24 sessions, with an average of 9 referrals per session, giving a total of 404 referrals for the 2011-2012 fiscal year. II.A.8. Projecting 48 program sessions for fiscal year 2012-2013, with 9 referrals per session. Sessions are designed to accommodate up to 10 participants, anticipating "no shows" and weeks with less than 10 referrals. II.B.6. Each day is considered a unit. Each youth is expected to attend a two-day weekend of 7 plus hours per day. Parents are expected on the evening of the first day. To date, there have been 376 units utilized. We project an additional 432 units for the remainder of the year, for a total of 808 units utilized for the 2011-2012 fiscal year. II.B.8. Projecting 864 total units utilized for fiscal year 2012-2013, two units per 432 youth referred. II.C.7. To date, $36,000 has been expended on 24 program sessions, with 188 youth referred. An https://jjolt.fameare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjoh_live\ccf1JJOLT_2094.htm) additional $36,000 will be expended on a projected 24 sessions with 216 youth referred for a $72,000 for fiscal year 2011-2012. II.C.9. Projecting a total cost of $75,000 for fiscal year 2012-2013, with total program session 432 youth referred (average of 9 youth per session). Page 6 of 7 total cost of of 48 with II.D.7. Average cost per unit to date is $89.11 II.D.9. Projected cost per unit for fiscal year 2012-2013 is $86.81 II.E.7. Average cost per youth/family to date is $178.22 II.E.9. Projected cost per youth/family for fiscal year 2012-2013 is $173.62 IMPACT EVALUATION III.B. Local research and statistics indicate that approximately 38% of youth on probation will be returned to court for technical or criminal violations while on probation. Thus, if STRIDE services were not provided, we would expect 154 new adjudications. Our actual experience was that 28 new adjudications occurred. This represents a reduction of 126 youth. The cost of processing a violation from authorization to disposition is $2007. 126 fewer adjudications represents a cost reduction of $252,882 (12 x 2007). III.D. The consequence of readjudication is frequently temporary detention pending court action. The average length of detention is 42 days and the per diem is $169. Thus the cost reduction is $894,384 (126 fewer youth detained x 42 x 169). 111.F. Youth who are readjudicated while on probation typically are placed residentially. The average length of stay in placement is 190 days. The cost reduction is $4,045,860 (126 fewer youth placed x 190 days x 169). PROGRAM ASSESSMENT/EVALUATION In the first six months of fiscal year 2011-2012, 188 youth were referred to 24 program sessions, for an average of 7.8 youth referred per session. Supervision has taken an active role in staff utilization of this program as follows: 1) During weekly meetings, staff are directed to canvas assigned caseloads for potential referrals. 2) Referral to the program will be considered before a violation of probation is approved by supervision. 3) The program liaison will communicate to area supervisors program availability and referrals to date. 4) The program liaison will maintain records as to referral sources. Based upon year-to-date statistics, the program has lowered the recidivism rate of youth attending, and fewer youth are being placed residentially. V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) The purpose of this project is to establish a community based, daytime intervention as a tool for responding to minor infractions committed by youth placed in their homes. The STRIDE Program, offered by Crossroads for Youth (CFY) staff, is a weekend consequence program for technical violators on juvenile probation. Composed of 3 to 4 Treatment Team members and the STRIDE Coordinator, staff pick up the youth at their homes or a designated location each Saturday and Sunday morning, and either parents or CFY staff return youth to their homes each evening. Staff immediately begin to establish relationships with the youth upon pickup. Upon arrival at the STRIDE building on Saturday morning, youth are offered a light breakfast and are orientated to the program. They must complete a general information sheet and then participate in an introductory discussion. Youth move on to participate in 1 or 2 group initiatives and community service projects. https://jjoh.famcare.net/genanc.exe 8/10/2012 2094-Budget Summary Report (jjoltlive\cci\JJOLT_2094.httn) Page 7 of 7 Throughout the course of both days, the STRIDE treatment team provide several didactic presentations that address different adolescent issues. Topics include impulse control, substance abuse education, positive decision making, and positive self-esteem. On both Saturday and Sunday evenings, the treatment team facilitates group discussion centered around processing the day. After the full weekend on Sunday evenings, youth are instructed to write about their experiences. In addition to the light breakfast served each morning, a mid-morning snack, lunch, an afternoon snack and dinner are also provided for each participant. Parents are strongly encouraged to attend a parent meeting with the STRIDE Coordinator on Saturday evenings. If parents attend, they take their child home with them on Saturday night. If not, STRIDE staff transport the youth home on both Saturday and Sunday evenings. AUTHORITY: PA. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in your county. Notes Edit Date Saved By Comments https://jjolt.fameare.net/genfunc.exe 8/10/2012 IT DHS F Court A. PERSONNEL (Employees of the Court) Administrative Unit 40 Intensive Caseworker Ed Jones $60,390.00 Dave Pachmayer Intensive Caseworker $60,390.00 40 40 Intensive Caseworker Melissa Reid $60,390.00 40 Jerry Seawright Intensive Caseworker $60,390.00 40 Intensive Caseworker Paul Tiseo $60,390.00 Robert Proudfoot Intensive Casework Supervisor $75,898.00 40 10 Tracey Pence Technical Assistant (1/4 of Salary) $11 ,036.00 10 $21,175.25 Pamela Davis Manager - Court Services (1/5 of Salary) $19,144.60 8 4 Office Assistant (10% of Salary) Maria Ortez $3,621.40 4 Office Assistant (10% of Salary) Debra Chmiel $3,621.40 4 Office Assistant (10% of Salary) Jenny Lucas $3,621.40 4 Office Supervisor 10% of Salary) Shelly Nelson $5,335.50 2094-Budget Summary Report (jjolt_live\ceNJOLT_2094.htm) Page 1 of 9 IN-HOME CARE/BASIC GRANT BUDGET DETAIL REPORT (2094) Michigan Department of Human Services (OHS) Bureau of Juvenile Justice October 1, 2012 through September 30, 2013 Service Component (Full Title/Name) Intensive Probation Check One In Home Care Basic Grant 1. Salary and Wages NAME(S) Kevin Gross FUNCTION Intensive Caseworker No. HOURS/WEEK 40 YEARLY COST $60,390.00 William Hamilton Chief, Casework (1/4 of Salary) College Interns (8) College Intern 20 x 8 $67,224.00 2. Fringe Benefits (Specify) https://jjoh.fameare.net/genfimc.exe 8/10/2012 Kevin Gross $48,825.00 Ed Jones $45,323.00 Dave Pachmayer $43,790.00 Melissa Reid $48,765.00 Jerry Seawright $43,934.00 Paul Tiseo $32,482.00 .555 YEARLY COST $40,293.00 1. Travel Mileage Rate/Mile Estimate No. of Miles 72600 2094-Budget Summary Report (jjoit_live\cef1J.TOLL2094.htm) Page 2 of 9 Robert Proudfoot Tracey Pence William Hamilton Pamela Davis College Interns Maria Ortez Debra Chmiel Jenny Lucas Shelly Nelson $50,138.00 $9,267.75 $13,387.25 $10,453.80 $2,392.00 s2,925.30 $3,708.70 $3,419.00 $2,775.20 Total Personnel $934,603.55 B. PROGRAM SUPPORT (For employees identified in "A" above) 2. Supplies and Materials (Description/Examples) Attach Extra Sheet if Needed" Electronic Surveillance YEARLY COST $39,438.00 https://jolt.farneare.net/genfuric.exe 8/10/2012 Communication $800.08 Rate/Unit 3. Other Costs (Description/Examples) Attach Extra Sheet if Needed' Client Motivation YEARLY COST s4,120.00 Travel and Conference $300.00 Telephone $3,000.00 Indirect Cost (14.26% x $573,018) $81,712.37 Total Program Support $169,663.45 RATE NAME(S) YEARLY COST $15,000.00 10.00 UNIT I TOTAL UNITS/ (Describe) CONTRACT test I 1500 1. Unit Rates Drug Testing 225.00 98 Adolescent Anger Management Group Therapy session $22,050.00 Total Contractual $37,050.00 2094-Budget Summary Report (uolt_live\cci\JJOLT_2094.htm) Page 3 of 9 * Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. C. CONTRACTUAL SERVICES 2. Closed End Contracts D. NON-SCHEDULED PAYMENTS TYPE OF SERVICE I Anticipated No. Units Average Cost of https://jjolt.famcare.net/genfunc.exe 8/10/2012 Total Non-Scheduled $0.00 SOURCE To be Provided YEARLY COST 2U94-tsuc1get Summary Keport (jjoltlive\cct\JJULl_2(J94.htm) Page 4 of 9 Description To be Provided Each Service Uni YEARLY COST E. SERVICE COMPONENT — IN HOME CARE OR BASIC GRANT (Add Totals for A, B, C, and D above) Total Service Component Cost $1,141,317.00 If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, or if this component is generating revenue (i.e. third party payments) specify the following: F. PUBLIC REVENUE: $0.00 Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E-F) TOTAL COST TO BASIC GRANT, NET ANTICIPATED IHC MATCHABLE EXPENDITURE (Gross Costs Less Other Revenue) $1,141,317.00 AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION: Is Required. PENALTY: State reimbursement will be withheld from local government. DHS-2094 (Rev. 11-99) Previous edition may be used. MS Word-97 The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc.. under the Americans with Disabilities Act, you are invited to make your needs known to an DHS office in your county. IN HOME CARE/BASIC GRANT PROGRAM COMPONENT (4471) REPORT/REQUEST Michigan Department of Human Services One of these forms must be completed for EACH In Home Care or Basic Grant Service component for which there was State h-ttps://jjolt.fameare.netigenfunc.exe 8/10/2012 CHECK ONE I Time Period Covered Component Title 1. COMPONENT STATUS CONTINUED TERMINATED r- REVISED NEW Number of Days of Out-of-Home Detention Number of Days of Shelter Care Number of Days of Residential Treatment Care F. Number of State Wards Committed (Act 150 & 220) Time Period Reported Oct. 1 thru Sept. 30 Time Period Requested Oct. 1 thru Sept. 30 5. A. Number of Youth/Family Served 6. ACTUAL NUMBER 240 7. ACTUAL COST 8. PROJECTED NUMBER 308 9. PROJECTED COST 1 B. Number of Service Units (Define Service unit=calendar days C Total Component Cost s981,404.00 $1,141,317.00 D. Average Cost Per Unit $23.52 $20.59 https://jjolt.famcare.net/Qenfunc.exe 8/10/2012 41730 55440 2094-Budget Summary Report (jjolt_live\ecf\JJOLT_2094.htm) Page 5 of 9 Reimbursement durino the past Fiscal Year or proposed for next fiscal year as a new, revised, or continued component. intensive Probation Component Manager Name Davis, Pamela (63) w IN HOME CARE r- BASIC GRANT Administrative Unit F COURT DHS FROM: THRU: October 1,2012 through September 30, 2013 Telephone Number (248 ) 858-0247 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court DELINQUENT r- NEGLECT B. Children NOT Under Jurisdiction of Court fl WRITTEN r CPS category I, II or III r CHILDREN LIKELY TO COME UNDER JURSIDICTION OF THE COMPLAINT L. COURT 3. AREA(S) OF INTENDED IMPACT — (Check primary area(s) only.) A REDUCTION IN: r_ Number of Youth Petitioned Number of Adjudications r— Number of Days of Family Foster Care 4. SERVICE FOCUS F Provide early intervention to treat within the child's home Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED OR BEING REQUESTED FOR NEXT FISCAL YEAR: INSTRUCTIONS: • In columns 6 & 7 enter the actual number and costs (year-to-date and projections if fiscal year is not complete). . In columns 8 & 9 enter the numbers and costs projected for the next fiscal year. E. Average Cost Per Youth/Family $3,705.57 $4,089.18 2053 100 D. Days of Out-of-Home Detention $346,957.00 156 F. Days of Residential Treatment Care 29640 2U94-budget Summary Report (jjolt_live\cci\JJOL1_2094.htm) Page 6 of 9 III. IMPACT EVALUATION — Must be completed for continuing or ending components and should correspond to areas of intended identified in Section 1.3. AREAS OF IMPACT A. Youth Petitioned B. Adjudications C. Days of Family Foster Care 10. NUMBER OF YOUTH SERVED 46 ESTIMATE 11. NUMBER'S OR DAYS 163 D REDUCTIONS 12. COSTS $327,141.00 E. Days of Shelter Care $5,009,160.00 G. State Wards Committed IV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components in effect during the most recent fiscal year this section must be completed 13. Assess strengths, weakness' and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or r.mucc4(.9) for the difference between the projected No.'s and cost and the actual. Account for all youth served by this component. IN-HOME BUDGET DETAIL REPORT A. Program Support 1. Personal Mileage. Oakland County reimbursement rate is $.555 for all employees. The $40,293 mileage reimbursement would cover the six casework, one supervisor and eight college intern positions. 2. Electronic Surveillance. This option remains a favorite of ICU staff, both as a front end transition for those entering ICU from temporary detention and as a consequence for short of program failure. We anticipate an ongoing usage of ten units for ICU youngsters with a possibility of another four for court ordered home detention cases. As in past years, we retain the flexibility to increase capacity if caseloads warrant. 3. Communications. Cellular phones are now available to all Intensive Caseworkers. The use of the cellular phones increases the efficiency and effectiveness of staff time. It allows for quick responses to the needs of this high-risk population. 4. Client Motivation Fund. This has been a part of our program since the Early Offender Program's inception. The fund is designed to shape behavior by providing specific rewards. Part of the money is also used to underwrite group reward and enrichment activities. B. Contractual Services Drug Testing: $10/test x 1500 tests = $15,000.00 Adolescent Anger Management Group Therapy: $225/session x 98 sessions = $22,050.00 https://jjolt.fameare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjoltliye\cci\JJOLT_2094.htm) GRAND TOTAL = $37,050.00 INTENSIVE SALARIES ..... ....PROJECTED..... FRINGE • ........... _2013 .... BENEFIT NAME. ...........SALARY Kevin Gross.......$60,390.00... Ed Jones $60,390.00 .. Dave Pachmayer $60,390.00.. Melissa Reid $60,390.00.. Jerry Seawright $60,390.00... Paul Tiseo ....... $60,390.00 ... Robert Proudfoot....$75,898.00. Tracey Pence(1/4). .$11,036.00... William Hamilton(1/4)$21,175.25.. Pamela Davis.. (1/5) $19,144.60.. College Interns. $67,224.00. M. Ortez (10%). ... . $3,621.40 ... D. chmiel (10%) $3,621.40.. J. Lucas (10%) $3,621.40.. S. Nelson (10%) $5,336.50.. TOTALS.... ....... $573,107.55... $361,586.00 IN-HOME CARE/BASIC GRANT PROGRAM COMPONENT REPORT/REQUEST 1. Service and Cost Information for Fiscal Year Completed or Being Requested for Next Fiscal Year: (All financial and program figures are projections based on actual experience October 1, 2011 through March 31, 2012). A. Number of Youth Served (2012 -2013) We project service to 308 youth (228 new youth and 80 current youth). Six workers with an average caseload of 19 youth and an average length of 180 days of service. B. Number of Calendar Days of In-Home Care (2012 - 2013) 55,440 We are projecting 55,440 days of in-home care (308 youth x 180 days). A service unit is defined as calendar days of in-home care. (See Program Description) C. Total Component Cost (2011 - 2012) - $981,404 Actual Cost for 2011 - 2012 is based on actual six months October 1, 2011 through March 31, 2012 projected over the fiscal year. Projected amount has been adjusted to reflect known amounts owing but unpaid as of March 31, 2012. II. IMPACT EVALUATION Must be completed for continuing or ending components. Areas of Impact ...... ....... Number of Youth ...... Numbers or Days Costs Youth Petitioned Adjudication's ...... .............. 46 ... ..... 163 ......... 327,141 .$48,825.00 • .$45,323.00 • .$43,790.00 . .$48,765.00 .$43,934.00 $32,482.00 ...$50,138.00 . $9,267.75 . .$13,387.25 ...$10,453.80 ... $2,392.00 . $2,925.30 .. $3,708.70 .. $3,419.00 ... $2,775.20 Page 7 of 9 https://jjolt.famcare.net/uenfunc.exe 8/10/2012 2,l)4+-tSuaget summary Keport ujon_nve\ccr\JJ(JL1_2094.htm) Page 8 ot 9 Days of Family Foster Care Days of Out-of-Home Detention 1370 . 2,053 346,957 Days of Shelter Care Days of Residential Treatment Care .. 24 youth 28,080 4,745,520 4,320 days State Wards Committed A. Each new adjudication costs $2007 to process through the system from signing of the petition, through entering of a new disposition. A cost reduction of $327,141 was experienced by the 163 fewer youth adjudicated. (The 163 fewer adjudications X $2007 = $327,141 cost reduction.) B. A consequence of Intensive youth re-adjudicating is frequently temporary detention pending Court actions leading to a new disposition being entered. Our experience is 50% of this population would be placed in detention for an average of 42 days. A reduction of 163 fewer adjudicated youth X 50% X 42 (average days of detention) results in a reduction of 3423 days of detention. From that group we must subtract those who received short-term detention as a consequence of rule violation, but no petition had been filed. Therefore, Intensive Probationer's would have served 3423 (days of detention) 1370 of those days (short-term detention as part of the original disposition) which equals 2053 days of reduced care. The current per diem of our Children's Village detention center is $169. The cost reduction achieved is, therefore, $169 (per diem) X 2053 (reduction in detention days) = $346,957 (cost reductions). C. It is projected that 75% of the Intensive population would be placed residentially if not for Intensive Probation. Two hundred forty received services in 2011 -2012. Seventy-five percent of this population or 180 youth would have been placed residentially. Our actual youth placed totaled 24. The reduction of youth placed residentially is therefore 156. The Children's Village current per diem is $169. 156 (reduction of youth placed) X 190 (average length of stay at Children's Village) = 29,640 (reduction in days of care) X $169 = $5,009,160 (cost reductions) III. PROGRAM ASSESSMENT/EVALUATION For ALL Components in effect during the most recent fiscal year, this section must be complete. A. Assess strength, weakness' and problem areas of this component. Assess the intended impact areas and results. Explain the reason(s), or cause(s) for the difference between the projected numbers and cost and the actual. Account for all youth served by this component. All figures are prorated based on October 2011 through March 2012 actual figures. Two hundred forty youth were served by the Intensive Probation Program. Ninety percent of the youth were successful in community placement. Ten percent were placed residentially. We are targeting an average caseload size of 19 youth for the new fiscal year. This projects to 308 youth served. In 2011, we projected 317 youth served. We will involve supervision to identify additional intensive youth. V. PROGRAM DESCRIPTION — Must be completed for all components, except those being terminated, each year. (Narrative may be attached) Oakland County's research and experience indicate that 87% of the youth serviced by Intensive Probation would recidivate if not provided with Intensive services. Intensive Probation is projected to serve 240 youth in 2011 -2012 (Youth targeted for reduction). If Intensive services had not been provided to this population, we would have expected 209 adjudications. Our actual experience was that 46 new adjudications occurred. We therefore experienced a reduction of 163 fewer youth adjudicated. https ://jjolt.famcare.net/genfunc.exe 8/10/2012 2094-Budget Summary Report (jjoltlive\ecf\JJOLT_2094:htth) Page 9 of 9 Intensive probation is designed to maintain high-risk delinquents in their community in lieu of residential care, while safeguarding the community as much as possible. A team approach, including paid paraprofessional intern monitors, assures frequency and intensity of contacts (at least one, face- to-face contact per week). Special tools have been designed to give probation staff the repertoire of responses needed to work with this high risk population. Youth placed on intensive probation either have the offense history or the level of dysfunction to a point where they would have been placed out of the home had it not been for this program. AUTHORITY: P.A. 87 of 1978. COMPLETION: Is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Human Services will not discriminate against any individual or group because of race, sex, religion, age, national origin, color, marital status, political beliefs or disability. If you need help with reading, writing, hearing, etc., under the Americans with Disabilities Act, you are invited to make your needs known to a DHS office in your county. Notes Edit Date Saved By Comments https://jjolt.famcare.nethenfunc.exe 8/10/2012 Resolution #12226 September 5, 2012 The Chairperson referred the resolution to the Finance Committee. There were no objections. FISCAL NOTE (MR #12226) September 20, 2012 BY: Finance Committee, Tom Middleton, Chairperson IN RE: CIRCUIT COURT/FAMILY DIVISION - OAKLAND COUNTY CHILD CARE FUND BUDGET 2012- 2013 To the Oakland County Board of Commissioners Chairperson, Ladies and Gentlemen: Pursuant to the Rule XII-C of this Board, the Finance Committee has reviewed the above-referenced resolution and finds: 1. Under the provisions of Act 280 of the Public Acts of 1975, Oakland County is required to develop and submit a plan and budget for funding foster care services to the Child and Family Services Office of the Bureau of Juvenile Justice, Department of Human Services annually. 2. The Circuit Court/Family Division and the Oakland County Department of Human Services have developed the budget for foster care services covering the period of October 1, 2012 through September 30, 2013. 3. The application reflects $35,418,782 in gross expenditures and $2,100,500 in offsetting revenues, leaving a net expenditure of $33,318,282. The Child Care fund reimburses 50% for all Child Care Fund eligible expenditures of $33,318,282, rendering a State reimbursement of $16,659,141 should the State approve the budget and the County expend all funds listed in the application. 4. The application reflects an approximate .446% increase from last year's application totaling $148,921. 5. The figures provided are estimates for State Child Care Fund budgeting purposes only, based on current available data and may not reflect the eventual adopted budget and/or expenditures for this program. The application expenditures exceed the FY 2013 Finance Committee Recommendation by approximately 12.35% or $2,056,297. 6. If necessary, a budget amendment will be recommended at the time of the contract agreement. FINANCE COIVttv1-1-TTEE ' FINANCE COMMITTEE Motion carried unanimously on a roll call vote with Taub and Crawford absent. Resolution #12226 September 20, 2012 Moved by River supported by Covey the resolutions (with fiscal notes attached) on the Consent Agenda be adopted. AYES: Covey, Crawford, Dwyer, Gingell, Gosselin, Hatchett, Hoffman, Jackson, Long, Matis, McGillivray, Middleton, Nash, Nuccio, Potts, Quarles, River, Runestad, Scott, Taub, Weipert, Woodward, Zack, Bosnic. (24) NAYS: None. (0) A sufficient majority having voted in favor, the resolutions (with fiscal notes attached) on the Consent Agenda were adopted. HEREBY APPROVE THIS RESOLUTION CHIEF DEPUTY COUNTY EXECUTIVE ACTING PURSUANT TO MCL 45$59A (7) STATE OF MICHIGAN) COUNTY OF OAKLAND) I, Bill Bullard Jr., 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 September 20, 2012, 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 20th day of September, 2012. Bill Bullard Jr., Oakland County