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Home My WebLink AboutResolutions - 1992.09.10 - 214072 4 5 FINANCE COMMITTEE tR.Fr'v AP°ROVE THE FOREGOING RESOLUTION FISCAL REPORT (Misc. 92186) September 10, 1.992 BY: FINANCE COMMITTEE, DR. G. WILLIAM CADDELL, CHAIRPERSON IN RE: PROBATE COURT - OAKLAND COUNTY CHILD CARE FUND BUDGET 1992 - 93 - MISCELLANEOUS RESOLUTION #92186 TO THE OAKLAND COUNTY BOARD OF COMMISSIONERS Mr. Chairperson, Ladies and Gentlemen: The Finance Committee, having reviewed the above referenced resolution, reports as follows: 1) This Child Care Fund application covers the period October 1, 1992 through September 30, 1993, and is necessary for the County to be eligible for Child Care Fund reimbursement. The figures provided are estimates based on current available data and may not reflect the eventual adopted budget and/or expenditures for the program. Any amendments to the County's budget necessitated by the acceptance of the 1992-93 Child Care Fund budget will be presented during the 1993 budget amendment process. 3) The application reflects $16,066,242 in gross expenditures and $3,549,300 in offsetting revenues, with net expenditures estimated at $12,516,942, an increase of $217,559 or 1.8% above the 1991/92 net expenditures. Indications by the State are that the 1992/1993 Child Care Fund expenditure cap will be $8,046,911 (of which the County receives 50%), this amount is $383,187 (5.0%) more than the 1991/1992 cap. Should the application be approved by the State as submitted, Oakland County will exceed cap by $4,470,031, resulting in an effective reimbursement rate of 32.10%, an increase above the 29.09% rate realized for 1991/92. 6) Submittal of this application will not affect the lawsuit regarding the Child Care Fund cap. Mr. Chairperson, on behalf of the Finance Committee, I move adoption of the foregoing report. i:\tim\pc\ccf.rpt BY: PUBLIC SERVICES COMMITTEE RE: PROBATE COURT-OAKLAND COUNTY CHILD CARE FUND BUDGET 1992-93 TO: THE OAKLAND COUNTY BOARD OF COMMISSIONERS August 20, 1992 Miscellaneous Resolution #92186 --- Mr. Chairperson, Ladies and Gentlemen: WHEREAS, Pursuant to provisions of Act 280 of the Public Acts of 1975, as amended, Oakland County is required to develop and submit a plan and budget for the provision of funding of foster care services to the Office of Children and Youth Services, Department of Social Services, annually; and WHEREAS, The Oakland County Probate Court, County of Oakland, and the Oakland County Department of Social Services have developed the attached foster care - services budget for the State's fiscal year, October 1, 1992 through September 30, 1993; and WHEREAS, The Public Services Committee has reviewed this budget and • recommends its submission to the State Office; NOW, THEREFORE, BE IT RESOLVED, That the Oakland County Board of Commissioners authorizes submission of the 1992-93 Oakland County Child Care Fund Budget to the State Office of Children and Youth Services, Department of Social Services. MS. CHAIRPERSON, On behplf of the Public Services Committee, I move the adoption of the foregoing resolution. POn V. BY: 4 ANTICIPATED EXPENDITURES COURT! coil 33,120 [3,267,000 1,359,792 40,300 1.4,700,212 3;549,300 COMBINED 886,649 13,679,450 1,359,792 140,351 16,066,242 3,549,300 412,450 0 100,051 1,366,030 0 [- L COST SHARING RATIOS County 50%/State 50% County 50-100%/State 0-50%* -slaw rehenbursonwef clopeendone upon steme CCF bal000l et yencl of flout yes. 0 L1,150,912 H. Capped Expenditure Level .. I. Net Expenditure Over Cap 12,516,942 ' 8,046,911 1 4,470,031 I 1,366,030 >-<1 11,050 q)- Ow 7 ANO / L on County Erocultve Signoeueo , Doe COUNTY CHILD CARE BUDGET SUMMARY Michigan Department of Social Services For the Office of Children and Youth Services Couney OAKLAND F nsc..81 Yost October 1, 1992 - September 30, 1 993 1 TYPE OF CARE I. CHILD CARE FUND A. Family Foster Care Cowl Cameos Penne Twee"... Nomber John L. Cooperrider (313) 858-025E OM Contact Penal Telephone Number Melvin Kaufman (313) 858-1506 853,529 B. Institutional Care C. In Home Care D. Independent Living E. SUBTOTALS F. Revenue — G. Net Expenditure II. CHILD CARE FUND Foster Care During Release Appeal Period NOTE: DO NOT INCLUDE H. AND I. IN THE TOTAL EXPENDI- TURE LINE COST SHARING RATIOS County 0%/State 100% III_ JUVENILE JUSTICE SERVICES FUND Basic Grant County 0%/State 100% $15,000.00 Maximum COST SHARING RATIOS IV. TOTAL EXPENDITURE BUDGET DEVELOPMENT CERTIFICATION — THE UNDERSIGNED HAVE PARTICIPATED IN DEVELOPING THE PROGRAM BUDGET PRESENTED ABOVE. We certify mat the budget submitted above represents an anticipated gross expenditure for the fiscal year October 1, 19 92 •nru September 341...1.9 9_ Pee...Ong .1 County Core•person. Beare 01 Conseveelondera OSS-20911F1o.15-85i Pnieueoue pboololiy. The Ceoporetnone 01 SOceoe Services diacrinyinsio opoinoll orry Individual cp wow becauos of roc& not rellqINL Nis netorei Wpm- =ex. eeerema slorlua. ttnnelkop, polfical WNW& mouoverr AcsS7 Publealbon el NOM Amended COMPLETIOPt AmpAryd. PENALTY SAM neunleuneueune uri be ,.einnshee be" buM arAwmftwA 1 CHILD CARE FUND 1992-1993 PROPORTIONATE AMOUNTS & PERCENTAGES OF GROSS EXPENDITURES GROSS EXPENDITURES: $16,066,242 CAP LEVEL: $8,046,911 1. INSTITUTIONS (CV, CO, PRIVATE = $13,679,450 (85.1%) A. C.V. (J, J-2, A-S) = $3,906,200 (B, D, G) = $4,365,800 (H, A-N) = $3,216,900 B. C.O. = $1,652,100 C. Court Placed = $ 126,000 DSS Placed = $ 412,450 84.0% of Total Inst. Gross Exp. 12.1% of Total Inst. Gross Exp. 0.9% of Total Inst. Gross Exp. 3.0% of Total Inst. Gross Exp. 2. IN-HOME CARE = $1,359,792 OR (8.5%) - COURT'S PORTION (4.5%) A. Intensive Probation = $699,792 B. Intensive Probation Parent Guidance = $ 22,000 C. Camp Oakland Day Treatment Program = $638,000 3. FAMILY FOSTER CARE = $886,649 (5.5%) - COURT'S PORTION (0.2%) A. Court Supervised = $ 9,000 B. Court Placed (Private Agency Supervised) = $ 24,120 C. DSS Supervised = $229,213 * DSS Placed = $624,316 ** DSS TOTAL $853,529 4. INDEPENDENT LIVING = $140,351 (0.9%) COUNTY PORTION OF GROSS EXPENDITURE (86.0%) = $13,819,300 COURT PORTION OF GROSS EXPENDITURE (5.5%) = $ 880,912 DSS PORTION OF GROSS EXPENDITURE (8.5%) = $ 1,366,030 GROSS EXPENDITURE $16,066,242 * Includes $ 2,329 for voluntary placements by DSS Includes $49,441 for voluntary placements by DSS • .1 COMPARED TO: 1992-93 32.1% County Rate of Reimbursement 1991-92 31.2% County Rate of Reimbursement Gross Exp. Revenue Net. Exp. Capped Level Net Exp. Over Cap E. $16,066,242 F. $ 3,549,300 G. $12,516,942 H. $ 8,046,911 I. $ 4,470,031 $ 687,289 Court (4.7%) $ 721,792 Court (4.5%) Family Foster Care: A. Court B. Court/P.A. C. DSS Supervised DSS Placed Independent Living (DSS): Independent Living (CO): $ 262,080 CO (1.8%) $ 876,561 (6.0%) A. $ 9,000 B. $ 24,120 C. $ 236,464 $ 606,977 $ 51,299 N/A $ 638,000 CO (4.0%) $ 886,649 (5.5%) $ 9,000 $ 24,120 $ 229,213 $ 624,316 $ 100,051 (0.6%) $ 40,300 (0.2%) GROSS EXPENDITURES AMOUNTS: 1991-92 $12,758,854 (87.2%) $10,785,700 (84.5%) $ 1,465,500 (11.5%) $ 507,654 (4.0%) $ 949,369 (6.5%) E. $14,636,083 F. $ 2,336,700 G. $12,299,383 H. $ 7,663,724 I. $ 4,635,659 Institutions: A. C.V. B. C.O. C. Private In-Home Care: + $1,430,159 (9.8% inc.) + $1,212,600 (51.9% inc.) + $ 217,559 (1.8% inc.) + $ 383,187 (5.0% inc.) - $ 165,628 1992-93 $13,679,450 (85.1%) $11,488,900 (84.0%) $ 1,652,100 (12.1%) $ 538,450 (3.9%) $ 1,359,792 (8.5%) .• CHILD CARE FUND 1992-1993 PROGRAM COSTS AND ACHIEVEMENTS 91'- 92 91' - 92' 92' - 93' PROJECTED ACTUAL PROJECTED INTENSIVE PROBATION: $15.21/day (Average Cost per Day) $23.59/day $21.79/day Goal: Reduce Residential Care (days) 43,800 25,371 32,120 163 184 Serve: Number of Youth 200 Caseload: (1 - 15) 8 Intensive Caseworkers and 1 Supervisor PARENT GUIDANCE: $ 1.20/day $ 0.87/day $ 1.05/day (Average Cost per Day) Goal: Reduce Residential Care (days) 17,500 22,925 21,000 Serve: Number of Parents 200 186 150 Caseload: (Families) 100 91 80 1 Clinical Psychologist - $21,000 (PTNE) DAY TREATMENT/LEARNING CENTER: (Average Cost per Day) $52.69/day Goal: Reduce Residential 6,260 Care (days) $56.70/day $53.61/day 6,260 11,900 Serve: Number of Youth 95 45 120 Camp Oakland COUNTY CHILD CARE — DETAIL BUDGET Michigan Department of Social Services For the Office of Children and Youth Services AUTHORITY: Ad t 87, Public Acts of 1978, As Amended. COMPLETION: Required_ PENALTY. State reimbursement will be withheld from local government. I. CHILD CARE FUND TYPE OF CARE A. FAMILY FOSTER CARE 1. Court Annual Gross Cost (Combined total anticipated expense) Anticipated Days Care a. Court Supervised Foster Care Payments $ 9,000 650 '160 b. Court Placed Foster Care and Administrative Rate Payments 24,120 1,010 33,120 13,706 229,213 $853,529 624,316 $886,649 COMBINED FAMILY FOSTER CARE TOTAL b. County DSS Placed Foster Care and Administrative Rate Payments County DSS Subtotal 11,534 25,240 26,250 The Department of Social Services will not drscriminate ;gainsl any individual or group because of race, sex, religion, age, national origin, color, marital status, handicap, or political beliefs. County Child Care: Budget Detail Page 1 F.Y. October 1,19 92 — September 30,19 93 County OAKLAND Date Submitted Court Subtotal 2. County DSS a. County DSS Supervised Foster Care Payments MS 2092 (Rev 6 851 Prev.ous Mims obsolete 0 0 Annual Anticipated Gross Cost Days Care $126,000 900 $126,000 900 TYPE OF CARE B. INSTITUTIONAL CARE 1. Private Institution a. Court Placed In-State Foster Care Payments b. Court Placed Out-of-State Foster Care Payments Court Subtotal 0 0 4,550 $53 ,9 4 50 County Child Care: Budget Detail Page 2 c. County HS Placed In-State Foster Care Payments b. County OSS Placed Out-of-State Foster Care Payments County DSS Subtotal COMBINED SUBTOTAL PRIVATE INSTITUTION $412,450 - 3 # 650 $412,450 EISS-2092 iRev, 5•85? Memos editions obsolete. b. Group Care Facility c. Shelter Care Facility d Other Camp Oakland Subtotal Court Operated Institutions 3. County DSS Operated Facilities a, Group Care Facility b. Shelter Care Facility c. Other Subtotal County DSS Operated Facilities COMBINED INSTITUTIONAL CARE TOTAL 255 96,345 Anticipated Number of Children for Anticipated In-Home Care Service Days Care (Combined total anticipated expense) Annual Gross Cost 1,400 1,400 2,920 1,095 4,015 5,415 $ 140,351 County Child Care: Budget Detail Page 3 TYPE OF CARE Annual (Combined total Number Gross Cost anticipated expense) of Beds 4,365,800 80 3,216,900 60 1,652,100 42 $13,141,000 255 $13,679,450 2. Gotift—(4.043f84+344-1.R6446.443146 County Executive a. Detention $ 3,906,200 73 Anticipated Days Care 26,645 29,200 21,900 14,600 92,145 TYPE OF CARE C. IN-HOME CARE SERVICE COMPONENTS 1. Court Subtotal $721,792 184 2. 6etif4y-13-S-&—&446441 Camp Oakland Day Stud. $638,000 120 $1,359,792 304 D. INDEPENDENT LIVING 1. Court ..!! • Camp Oakland 40,300 h. Court Placed Foster Care and Administrative Rate Payments COMBINED TOTAL IN-HOME CARE $40,'in0 $44,5l8 55,533 $100,051 Court Subtotal 2. County DSS a. County DSS Supervised Foster Care Payments b. County DSS Placed Foster Care and Administrative Rate Payments County DSS Subtotal COMBINED TOTAL INDEPENDENT LIVING DSS 2092 'Rey 6 851 Ptevtous Woos obsolete 95,655 Annual Gross Cost (Combined total anticipated expense) Anticipated Days Care 511L702.2.12, ..3 EL6 $16,066,242 ..1.2a=a0 128,560 129,560 County Child Care. Budget Detail Page 4 TYPE OF CARE E. 1.`COURT SUBTOTAL A THRU D 2. COUNTY DSS SUBTOTAL A THRU COMBINED SUBTOTAL GROSS COST A THRU IJ F. ANTICIPATED REVENUE 1. Court a. Net Probate Court Ordered Collections (75% of Gross) b. Government Benefit Collections (100% of Gross) c. Other Receipts (100% of Gross) Court Subtotal 2. County DSS a. Probate Court Ordered Collections (100% of Gross) b. Government Benefit Collections (100% of Gross) c. Other Receipts (100% of Gross) . County DSS Subtotal COMBINED TOTAL REVENUE G. SUBTOTAL COUNTY CHILD CARE FUND NET EXPENDITURES (Subtract Revenue from E. Combined Subtotal Gross Cost) Capped Net Expenditure Level Do not include in the TOTAL COUNTY Net Expenditure Over CAP CHILD CARE Line. FOSTER CARE DURING RELEASE APPEAL PERIOD III. COUNTY BASIC GRANT 1. Court Subtotal 2. County DSS Subtotal COMBINED TOTAL COUNTY BASIC GRANT IV. TOTAL COUNTY CHILD CARE I THRU Ill 05S-2092 (Rev. 6-85) Previous editions obsolete 340,000 174.0 nn 3,035,300 0 $12,527,992 0 0 0 0 0 0 3, 549 300 11,050 , 1,000 CHILD CARE FUND JUDICIAL, PLACEMENT, AND EXPENDITURE SUMMARY REPORT (Completed by Juvenile Division of Probate Court) Michigan Department of Social Services Office of Children and Youth Services Section I and III are required from all courts as part of the Annual Plan and Budget process. Section IV, A & B is required from all courts which administer In-Home Care and/or Basic Grant programs. Column 4, (Difierence,) is to be computed in each section that applies. Detailed instructions are contained in the Annual Plan and Budget Guidelines. • See reverse side for detailed instructions. PRIOR YEAR THIS YEAR DIFFERENCE (12 Month Period) (Most Recent 12 Months) (Totals) FROM: FROM: REPORTED ITEM 1/1/90 1/1/91 PERCENT COST TO: TO: ' 12/31/90 12/31/91 Deling. Neglect Total Delinq. Neglect Total ( • or -) ( + or -) Each * item is required information Abuse Abuse I. JUDICIAL (For All Youth Served) *1 Number of Y-r.44:143 Petitions/Written Complaints Filed _ ,497 l 463 5,960 5820 510 6330 +6% -- * 2. Number of W..eliaxing Petitions Authorized 2,119 288 2,407 2247 339 2586 +7% '3 Number-di-*errtt, Adjudicated 868 166 1,034 1780 258 2038 +97% 4. Number of Youth With Placeable Adjudications/Dispositions NA NA - *5 Number ot Court Wards at Beginning of 12 Month Period 1456 902 2358 1447 758 2205 -7% ' .-. '6 Number of Court Wards at End of 12 Month Period 1371 810 2181 1669 838 2507 +15% -. * 7. Number of State Ward Commitments (Act 150 & 220) 56 67 123 68 55 123 0%. • II. PLACEMENT AND COST DETAIL (Child Care Funded Only as •-• Reported on DSS-207 Reports) ... •' A. Foster Care 1. Total Number of Day's of Care 21,326 2,722 -683% 2. Total Cost's (Exclude non-scheduled payments) 553,132 106,753 -418% -446,3 3. Average Cost Per Day $25.94 I $39.22 +51% +13.2: B. Residential 1. Number of Days Detention Own Facility CV 24,492 26,483 +8% 2. Number of Days Detention Purchased CV 0 0 0% 3. Number of Days Treatment Own Facility CV 38,969 41,557 +7% , CO 12,063 15,812 +31% 4. Number of Days Treatment Purchased P 1 3,702 1,148 4-222% . - ..,./...:, 5. Total Days Residential Care 79,226 85,000 +7% 6. Total Cost 10,396,225 11,063,421 +6% +667,1 7.Cost Per Day 131 131 0% C. Independent Living 1. Total Number of Days Care 2. Total Costs 1 3. Average Cost Per Day Eacn dem is required intormation, The Department 01 Social Services will not discriminate against any individual or group becauSeof race. sex. religion. age. rational ong,n. color. mental status. handicap, or polibcal beliefs. DSS-4472 (key 12-87) Previous edition Obsolete. AUTHORSTY. PA 87 011478 COMPLETION Is required CONSE01,ENCE FOR NONCOAAPLETIoN: chid care fund *di not be rembur3eo Please continue on reverse side. PRIOR YEAR THIS YEAR DIFFERENCE (12 Month Period) (Most Recent 12 Months) (Totals) REPORTED ITEM FROM FROlit 1/1/90 1/1/91 PERCENT COST TO: TO: Each • item is required Informalion 12/31/90 12131/91 (for-) f or - ) III. TOTALS/SUMMARY (Child Care Funded Only as Reported on DSS- 207 Reports) A. Court Wards * 1. Total Number Out-of-Home Da s Care 100,552 87,722 -15% * 2. Total Out-of-Home Cost's (Exclude Nonscheduled Payments) 10,949,357 12,005,903 +10% +1,054 * 3. Avera9e Cost Per Day Out-of-Home Care 109 137 +26% +28 B. State Wards (Act 150 or 220) 1. Number at Beginning of 12 Month Period (Non-ADCF only) 150 144 -4% -6 2. Number at End of 12 Month Period 144 169 +17% +25 3. Total Cost 2,195,308 2,828,967 +29%4-633,6 IV. A. IN-HOME CARE (If Applicable) Court 173 163 * 1. Number of Youth Served CO 63 45 Court 585,547 598,426 * 2. Total Cost's (As Reported on 1.H.C. Addendum) co 298,299 _354,940 Court 3,385 3,671. * 3. Average Cost Per Youth re) 4 ,7 1 9 7 . PPR . B. Basic Grant (II Applicable) * 1. Number of Youth/Families Served * 2. Total Costs (As Reported on B.G. Addendum) * 3. Average Cost Per Youth/Family INSTRUCTIONS: 3egin on other side. • SECTION I - 4. Each court will define the adjudications which are generally placed out-of-house, Le., 'Monies against people, repealed property felonies, etc. • SECTION B 1.2. The count of day's care and youth in a county's own facility would be ONLY the county's own wards and would exclude Stale wards or other county's ward's. II - B 3.4. Treatment would include all residential care exclusive of detention. • SECTION IV - A and B required information H In-House Care/Basic: Grant program(s) are operational. NOTE: Additional detailed instructions are contained In the Annual Plan and Budget Guidelines. 055-4472 (Fiev. 1 2-17) (Beck) CHILD CARE FUND CPS, PETITIONS, PLACEMENT, AND EXPENDITURE SUMMARY REPORT (Completed by County Department of Social Services) Michigan Department of Social Services Office of Children and Youth Services Sections I and III are required from all county Departments having Child Care Fund Sub-Accounts as part of the Annual Plan and Budget process. Section IV, A & B is required from County Departments which administer In-Home Care and/or Basic Grant Programs. Column 4, (Difference) is to be computed in each section that applies. Detailed Instructions are contained in the Annual Plan and Budget Guidelines. PRIOR YEAR THIS YEAR DIFFERENCE (12 Month Period) (Most Recent 12 Months) MOW MOM REPORTED ITEM 1/1/90 1/1/91 PERCENT COST TCt !a 12/31/90 12/31/91 (+of-) (+or -) Each * Item Is required Information 1 I. CPS, PETITION, AND ADJUDICATIONS *1. Number of CPS Complaints Investigated 4080 4225 +3.6% *2. Number of Substantiated CPS Cases 1207 1105 -8.4% _ *3. Number of Petitions Filed Estimate 352 321 -8.8% *4 Number of Adjudications Estimate 111 18 +69_4%, II. PLACEMENT AND COST DETAIL (Child Care Funded Only •-:-::::::-:-.-. as Reported on DSS-206B Reports) . A. Foster Care 1. Total Number of Day's of Care 1554 19,642 1164% 18,088 2. Total Costs (Exclude Non -Scheduled Payments) $33,439.02 $500,460.28 1397% $467021. 3. Average Cost Per Day ?$ 21.52 25.48 18% 9 Fi B. Residential Care . 1. Total Number of Days Own Facility -0- -0- -0- 2. Total Number of Days Purchased (Treatment/Shelter) -0- 4335 . - ...... ... 3. Total Days Residential Care -0 - 4335 - 4. Total Cost -0- $462,739.92 - 462739. 5. Cost Per Day -0- $ 106.75 . - $106.71 C. Independent Living 1. Total Number of Days -0- 1088 : . - ; 2. Total Costs -0- $15,502.90 - $15502 3. Average Cost Per Day -0- 14 7 - $14.2J III. TOTALS/SUMMARY (Child Care Funded Only, • • " • • :-:-:.:.:, From DSS-206B) • - *1. Total Number of Youth at Beginning of Year -0- 12 - . *2. Total Number of Youth at End of Year 1 82 8200% ., *3. Total Number of Days Out-of-Home Care 1554 24,995 1600% *4. Total Out-of-Home Costs $33439.02 $978703.10 2827% $945264 L *5. Average Cost Per Day Out-of-Home Care 21.52 $39.16 82% $17.64 1 The Daloartrnent ol Social Services sell not clIscnrninate ogoinirt any InolivIclual or grou0 bac:used race, sax. religion. age, naSonarorlg r.cad, mental wawa, handicap. or Colideat b0140.• AL111.1014TY: PA 117 a van COMPLET1Ott Is nessired. CORSEOUaiCE FOR NON-COMPLETIOSt Cteld cars hind onO 11.01 Do romp...snood. DSS-4473 (Rev. 1247) PTINICIUS edtbon obsdelia Continue on reverse side. _ PRIOR YEAR THIS YEAR DIFFERENCE (12 Month Psdod) (Mod Record 12 Islonlhi) RIOft Ma REPORTED ITEM PERCENT 1 COST rrt rct. (.0r-) (*Ix-) each * Item Is required Information IV. A. IN-HOME CARE (If Applicable) *I. Number of Youth Served , *2. Total Cost's (As Reported on IHC Addendum) *3. Average Cost Per Youth , B. Basic Grant (If Applicable) 1. Number of Youth/Families Serrved .. 2. Total Cost's (As Reported on SG Addendum) , 3. Average Cost Per Youth/Family _ :iS-4473 Mar. I2-17) Mack) IN-HOME CARE CERTIFICATION Fund Restrictions and Program Requirements In-Home Care program expenditures are restricted to new or expanded programs that are alternatives to out-of-home institutional or foster care. IHC funds may not be used to duplicate services. A. ELIGIBLE 'CLIENTS/STAFFING 1. Children under the jurisdiction of tre 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 In- Home Care 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 In-Home Care 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 otherwise available through public assistance programs. 2. The In-Home Care 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 plan 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. In-Home Care 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 Social Services may provide In-Home Care services if the juvenile court orders care and supervision of a court ward. 4. The County Department of Social Services may provide In-Home Care services from its subaccount for substantiated Protective Services cases, provided that: * such In-Home Care 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. In-Home Care 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 Administrative Guidelines for the Care of Children. * Supervisory Personnel * Probation Officers * Counselors 7. County Department of Social Services staff and supervisory staff providing direct In-Home Care 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 Department of Social Services staff and supervisory staff providing direct In-Home Care services must be state civil servants assigned to classifications and levels equivalent to staff and supervisors in the state foster care program. 9. In-Home Care 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 1N-HOME CARE OPTION FOR NON-SCHEDULED PAYMENT If all other In-Home Care requirements are met, budgeted non-scheduled pay- ments 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 Fund Handbook), C. CASE RECORD DOCUMENTATION REQUIREMENTS Individual case record documentation is required for all In-Home Care clients. As E. minimum, eLse records must include the following: * family case assessment which icertifies, by service component, the problems and need for In-Home Care services, * day of intake, * type of complaint/allegation, suppo7ted as follows: (1) delinquency -- a copy of the complaint or court crder. when applicable, placing the child in In-Home Care as part of a formal disposition. (2) abuse/neglect -- allegation and substantiation entered on the DSS-1 33 in Department cases; * treatment plan which identifies the treatment, objectives and the action steps 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 In-Home Care services. NOTE: Case record content for all foster care cases, under the supervision of a county department of Social Services, should be maintained according to Services Manual Item 722 (6a-9). It is suggested that all In-Home Care material be kept in the first inside section of the foster, care file. In-Home Care services purchased 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 In-Home Care program as for example, intensive supervision). These non-scheduled payments do not require contracts. In-Home Care funds and services are subject to state review and audit and noncompliance with the above restrictions and requirements may result in withholding or repayment of state reimbursement. All In-Home Care contractual services purchased with county appropriated monies shall be the sole responsibility of the county. The signature of the County Department of Social Services Director must be with authority from the county to enter into contractual agreements on behalf of the county for the expenditure of County Child Care Funds. The county must have all In-Home Care Contracts processed through the county's formal contract approval procedures. The signatures below certify that In-Home Care policy stated in this document have been reviewed. It is understood that these are conditions for claiming In-Home Care fund reimbursement. Presiding Judg of Probate Court Juvenile Division DATE: OR DATE: County Director of Social Services I as Agent of the County A) B) C) D) E) F) IN-HOME CARE SUMMARY Michigan Department of Social Services FOR THE OFF ICE OF CHILDREN AND YOUTH SERVICES County OAKLAND List all service components which make up the INC program and specify the requested information for each. - CCF Other Public Gross (Service Component) {Adm. Unit) Expenditure Funding Expenditure Intensive Probation Court $699,792 0 $699,792 Intens.Prob.Parent Guid Court 22,000 0 22,000 ance ramp naklanaillay Stu_d_lorng_ Covirt 632,0_00 0 638,000 Subtotal I HC - Court $1,359,79 Subtotal IHC - DSS TOTALS IHC $1,359,79 For each service component listed above, complete a separate IN-HOME CARE BUDGET DETAIL, (055-2094) filling in the appropriate budget items. AUTHORITY: Act 87, Public Acts of 1978, as amended. COMPLETION, Required PENALTY: State reimbursement will be withheld from local government. NOTICE: Act 133 of 1982 (Paperwork Reduction) requires that the State control duplicate information collection by State agencies. If this form requests information that you have already submitted to another agency, [geese send copies of the forms su department names and form numbers/Mies to th• State Forms Administrator. Department of Management and Budget, Box 30026. Lansing, Ml 48909. Sanding material does not mean that you don't need to complete this form. The Department of Social Services will not discriminate against any Individual or group because of race, sex, religion. age, national origin, color, marital status, handiCIP, or political beliefs. 055-2093 (Rev. 5-84) Previous edition obsolete. • • I A. PERSONNEL (Employees of the Court or DSS) Administrative Unit 0 DSS El Court IN-HOME CARE BUDGET DETAIL REPORT Michigan Department of Social Services Office of Children and Youth Services Service Component (Full Title/Name) INTENSIVE PROBATION ! s. Salary and Wages NAM E(s) FUNCTION NO. HOURS/WEEK YEARLY COST . Bill Hamilton Intensive Caseworker 40 $41,553 Bob Jueckstock ii, ., i. 41,553 Corene Munro " 11 34,660 Bob Proudfoot 11 I/ 11 43,153 11 Mike Amshay II H 42,353 II ,, Alice Hagerman IF 42,353 Gary Contesti H 43,953 Dan Cojanu II II II 42,353 Palmer Sesti Child Welfare Worker Supr. " 51,793 Sub-Total $383,724 ' 2. Fringe Benefits (Specify) Bill Hamilton (All fringe benefits based on 41% $ 2(J,824 Bob Jueckstock of salary, per County Personnel 17,927 . Corene Munro and Budget Departments) : - 14,911 Bob Proudfoot 18,166 Mike Amshay - 16b98 Alice Hagerman - 17,698 ' Gary Contesti lb,b44 Dan Cojanu . 18,166 t_ Palmer Sesti . 1 20,989 ' • Sub-Total 110. I .1-65,029 Total Personnel L$548,753 B. PROGRAM SUPPORT (For employees identified in "A" above) 1. Travel (Purpose) . Rate/Mile Estimate No. 01 Miles YEARLY COST Personal Mileage .25/mile 105,600 26,400 . 2_ Suppiies and Materials (Descriptions/Examples) Artach Extra Sheet if Needed YEARLY COST Electronic Surveillance - Equipment Rental and Installation Fees30,300 . . , 3.0:her Costs (Description/Examples) Attach Extra Sheet it Needed* Rate/Unit YEARLY COST Client Motivation Fund 5,000 1 Travel & Conference 1 500 Building Space Allocation 1 15,500 Telephone I 6,000 1 * Must comply with the definitions and limits listed Total Program Support fnr cruirt nnerated facilities in the Child Care ' 83,700 Fund Handbook. 0 AUTHORITY: Act 87, Public Acts al 1978, as amended. COMPLETION: is required. PF.NALTY. State reimbursement will be withheld from local government The Department 01 Social Services wdt not criciaaninate against any individual or group because of race. sex, religion. age, nanon.al orvgin. color, marital status, handicap or political bevels. SOURCE PURPOSE I YEARLY COST C. CONTRACTUAL SERVICES 1. individual or Organization (NAME) RATE UNIT TOTAL UNITS/ (Describe) CONTRACT YEARLY COST (a) Per Unit Intern/Monitors $5.26/ar. 8 $ 48,139 . . _ Clinical Interns (Advanced Degree)-. $7.50/ar. . 2 19,200 , . -- ! (b) Closed-End Contracts , . i I I t .. I I Total Contractual 11111. I 5 67 r 339 J. NON-SCHEDULED PAYMENTS TYPE OF SERVICE Anticipated No. Units Average Cost at (Description) to be Provided Each Service Unit YEARLY COST - - 1 i i — .. . • . Total Non-Scheduled OP. I $ E. SERVICE COMPONENT (Add Totals for A, B. C, and D above) Total Service Component Cost 5 699,792 F. PUBLIC REVENUE: If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, specify the following: Total Public Revenue G. Subtract Total Public Revenue from Total Service Component Cost (E - 9 NET ANTICIPATED 1HC MATCHABLE 'EXPENDITURE (Gross Costs Less Other Revenue) I S 699,792 055-2094 (Rev. 4-89) (Sack) Total Program Support Oil. s 3500 1992-93 IN-HOME CARE BUDGET DETAIL REPORT Michigan Department of Social Services Office of Children and Youth Services { Service Component (Full Title/Name) Intensive Probation - Parent Guidance A. PERSONNEL (Employees of the Court or DSS) Administrative Unit: O DSS E Court atary aria wages NAME(s) FUNCTION NO. HOURS/WEEK YEARLY COST I I James Windell Therapist 20 18,500 ?. Fringe Benefits (SPeCifyl This is a "part-time non-eligible" position, meaning - 0 - there are no fringe benefits. I Total Personnel I $ 18,500 B. PROGRAM SUPPORT (For employees identified in "A" above) 1 Travel (Purposel Rate/Mile Estimate No of Miles YEARLY COST Travel to satellite office 1 .25 4,000 $1,000 2 Suppiies and Materials (Descriptions/Examples) Attach Extra Sheet if Needed YEARLY COST Parent inventories, therapy materials, incentives 1,500 motivational fund 3 Other Costs ((Description/ Exam pies] Attach Extra Sheet it Needed' Rate/ Unit YEARLY COST Postage/Printing 100 Building Space 550 Telephone 350 Must comply with the definitions and limits listed for court operated facilities in the Child Care Fund Handbook. AUTHORITY: Act 87. Public Acts of 1978. as amencied. COMPLETION. is required. PENALTY: State reimbursement will be withheld from local government The Department of Social Services will not discriminate against any individual or group because of race. sex, retigion. age. national origin, color, marital status handicap or political beliefs Continue on other side. DSS-2094 (Rev. 4-89) Previous edition obsolete. Total Contractual 111110. - 0 - -o :. CONTRACTUAL SERVICES 1. Individual or Organization UNIT TOTAL UNITS/ (NAME) RATE —I (Describe) CONTRACT YEARLY COST (a) Per Unit 1 1 N/A I 1 (b) Closed-EnO Contracts NON-SCHEDULED PAYMENTS rf PE OF SERVICE Anticipated No. Units Average Cost of (Description) to be Provided Each Service Unit YEARLY COST 1 N/A I , .. _ i , Total Non-Scheduled SERVICE COMPONENT Total Service Component Cost 1010 $ 22,000 (Add Totals for A. 13, C. and D above) F. PUBLIC REVENUE: If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, specify the following: SOURCE PURPOSE YEARLY COST \ , Total Public Revenue II* $i — 0 — 1 3. Subtract Total Public Revenue from Total Service Component Cost (E - F) NET ANTICIPATED 11-1C MATCHABLE EXPENDITURE 10, $ 22,000 (Gross Casts Less Other Revenue) SS-2094 (Rev. 4-89) (Back) PERSONNEL (Employees of the Court or DSS) Administrative Unit 0 DSS Court 1. Salary and Wages NAME(s) FUNCTION NO. HOURS/WEEK COST IN-HOME CARE BUDGET DETAIL REPORT Michigan Department of Social Services Office of Children and Youth Services Service Component (Full Title/Name) Day Student Program, Dave Ballenberger 2. Fringe Benefits (Spec:1y) •1 • Total Personnel 00 B. PROGRAM SUPPORT (For employees identified in "A" above) ' 1. Travel (Purpose) 1 Rate/Male I Estimate No. ol Miles I YE-1RLY cos; ' 2. Supoises and Matenais Oescriptions/ Examples) Attach Extra Sheet it Needed" 1 YEARLY cos; • . 1 I 1 1 1 3. Other Costs (Description/Examples) Attach Extra Sheet if NeecleC• I Rater Unit I I YEARLY COST I I I 1 1 1 I I 1 i 1 * Must comply with the definitions and limits listed Total Program Support 0. 1 S for court ocerated facilities in the Child Care 0 Fund Handbook. AUTHORITY: Act 87. Public Acts 011978. as amented. COMPLETION: is required. PENALTY: State reimbursement will be withheld from lOcal government The Department al Social Services wail not clischmmate against any incividual 1 or group because 01 race. 3e1. religion, age. national ongtn, color. marital status. handicap or political beliefs. D5S-2094 (Rev. 4-89) Previous edition obsolete. Continue on other side. ONTRACTUAL SERVICES •.vioual or Organization UNIT TOTAL UNITS/YEARLY COST (NAME) RATE • (Describe) CONTRACT •er Unit Per Diem $53-61 _______ 1 $638400,--- 1 1 _ I , Closed-End Contracts Total Contractual . NON-SCHEDULED PAYMENTS S 638,000 TYPE OF SERVICE Anticipated No- Units Average Cost cf (DescnPtionl to be Provided Each Service Unit YEARLY COST 1 . I 1 1 : 1 b I , 1 I 1 I Total Non-Scheduled OP- 1 5 0 ERVICE COMPONENT Jd Totals for A, B. C, and 0 above) Total Service COrnpOnent Cost 638,000 PUBLIC REVENUE: If you plan to fund any portion of this service component with other public revenue including other Child Care Funds or Basic Grant monies, specify the following: SOURCE I PURPOSE I YEARLY COST 1 1 1 I I I Total Public Revenue S Subtract Total Public Revenue from Total Service Component Cost (E - F) NET ANTICIPATED IHC MATCHABLE EXPENDMJRE 10. S (Gross Casts Less Other Revenue) 638,000 .:044 (Rev. 4-89) (Back) S. 6. PROJECTED NUMBER 7. PRCUECTED COST A. Number of Youth Served B. Number of Calendar Days of In -Home Care 32,120 184 C. Total Component Cost D. Average Cost Per Calendar Day E. Average Cost Per Youth 699,792 $21.79 L $3803 IN-HOME-CARE PROGRAM COMPONENT REQUEST Michigan Department of Social Services One of these forms must be completed for EACH In-Home-Care Service component which is being proposed for next fiscal year as a New, Revised, or a Continued program_ 'Component Tide Time Period Covered Adminisaaave Unit FROM: THRU: INTENSIVE PROBATION 93 _r 92 Oct 1, 19 Sem 30.19 ___E COURT floss 'Component Manager Name Teleplxine Number 858-0247 J. McFarland/R. Sharp (313 ) 858-0237 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS NEW E3 CONTINUED • REVISED 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdicdon of Court RI DELINQUENT NEGLECT . B. Children NOT Under Jurisdicdon of Court • WREN COMPLAINT II SUBSTANTIATED C.P.S.(DSS ONLY) 3. A REA(S) OF INTENDED IMPACT (Check primary area4s) only.) A REDUCTION IN: . . . 111 Number of Youth Petitioned • Number of Days of Shelter Care 0 Number of Adjudications r Number of Days of Residential Treatment Care D Number of Days of Family Foster Care / Number of State Wards Committed (Act 150 & 220) a Number of Days of Out-of-Home Detention 4. SERVICE FOCUS ri3 Provide early intervention to treat within the child's home • Effect early return from foster or institutional care . IL SERVICE AND COST PROJECTIONS FOR NEW FISCAL YEAR: Time period of request from October 1, 19 ,92 thru September 30, 19 93 AUTHORire: PA 87 of 1978. COMPLETION: is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. The Department of Social Services veil not dscrirninars against any individual or group becauoo of rare. ss.micikon. a9e. rsaPorsal origin, coice, marital status, handicap or poibcal betiels. DSS-4435A (1-91) - SEE OVER - PROGRAM DESCRIPTION: Address the following items which apply in short narrative paragraphs. FOR NEW OR REVISED COMPONENT: 8. Problem statement — What caused the need for this request and what were the determining factors leading to the request FOR NEW OR REVISED COMPONENT: 9. Explain items 3, 4 & 5 from the reverse side. FOR NEW OR REVISED COMPONENT: 10. Describe how the project will be administered, the services to be provided and by whom. Include the relationship be- tween the court and DSS, and the Contractor if services are purchased. FOR REVISED COMPONENT: 11. Changes — Describe changes that are planned in existing programs for the coming year, i.e. target population, type of service, method of delivery number of staff, increase or decrease in costs, etc. (See Attachment) SS-443$A (1-9l) (Back) USE ADDMONAL SHEETS AS NEEDED. INTENSIVE PROBATION REQUEST (ATTACHMENT) II.A.&B. Number of Youth Served/Number of Calendar Days Although we experienced a range of cases among ICU staff, our statistics reveal an average of some 23 cases serviced per worker, within a calendar year, with an average load of 11. We expect- similar figures for this budget year. 8 staff x 23 cases = 184 youth served 11 cases x 8 staff x 365 days = 32120 days of in-home care Some small number of days - this year 77 - will be subtracted as staff use short, two to fourteen day detentions as a planned ICU consequence. 111.11. The 1992-93 request truly represents a continuation. We are structured the same, retain the same goals, the same procedures. As with any program, however, we cannot afford to remain static. We continue to provide tools for our staff to be able to successfully maintain high risk youngsters in their communities. Some updates: After a nine-month pilot project assessing electronic surveillance, we have added this "tethering" equipment as a standard part of our repertoire. During the reporting period, 45 youngsters were tethered, for a total of 765 days. We also began an across system substance abuse testing program, which we expect will assist our ability to work with these high risk youngsters. We have, likewise, worked with two public mental health agencies to provide specialized educational and therapeutic interventions based on test results. Our relationship with the Court Psychological Clinic continues to strengthen as we continue to utilize the group counseling and parent education designed for our client families. We continue to develop incentives and other strategies to increase attendance. We are again planning a wilderness hiking, canoeing, and camping adventure for some 15 youngsters and plan on maintaining an outdoor adventure/education component within the program. Aside from the extreme pressure on the entire system, brought on by the increase in case numbers, the ICU continues to function well and as designed. 5-26-92 I B. PROGRAM SUPPORT 1. Personal Mileage IN-HOME CARE BUDGET DETAIL REPORT INTENSIVE PROBATION ATTACHMENT 8 Caseworkers x 600 miles per month 57,600 miles/yr. 8 Monitoring Interns x 400 miles per month 38,400 1 Supervisor x 200 miles per month 2,400 2 Clinical Interns x 300 miles per month 7,200 105,600 2. Electronic Surveillance After a nine-month "pilot" project, we have decided to maintain "tethering" as an ongoing part of our ICU repertoire. We feel it extends our range on high risk delinquents, giving an independent reporting of a youngster's willingness and ability to stay at home. We are adding a second type of equipment, the Radio Frequency (RF) units, which appear to be more effective with the highest risk youngsters and can be used when the family has no telephone. We anticipate maintaining a capacity of ten units, six Visitel and four RF, with the ability to increase if necessary. 3. Client Motivation Fund - $5,000 This has been a part of our programming since the Early Offender Program's inception. It is designed to provide case-specific rewards for youngsters to help shape behavior. Most of the fund is spent by intern/monitors who, under the direction of the intensive caseworker, serve as primary rewardees. Part of the fund is also used to sponsor group activities which serve as reward and enrichment activities. Spread over 160 clients, this averages roughly $31 per youngster. C. CONTRACTUAL SERVICES INTERN/MONITOR Each probation staff is paired with a paid, paraprofessional intern/monitor. This team approach results in extra client coverage. 8 interns x $5.26/hr. x 1040 hours + administrative cost = $48,139 1 CLINICAL INTERNS (ADVANCED DEGREE) Likewise, we have found it imperative to increase the stipend for our clinical interns from $6.50/hour to $7.50/hour. The clinical interns provide the specially designed group therapy for our project youngsters as well as diagnostic testing and consultation. This is an important part of our intervention and we depend on their expertise and professionalism. Current pay scale is well below the average for similar intern placements in the tri-county area. We must be competitive to attract high caliber students. 2 interns at an hourly rate of $7.50 40 weeks x 32 hours per week = $19,200 50 weeks x 25.5 hours per week = $19,125 1 5. 6. PROJECTED NUMBER 7. PROJECTED COST 150 parents (120 youth) A. Number of Youth Served C. Total Component Cost $22,000 D. Average Cost Per Calendar Day E. Average Cost Per Youth 1.05 $ 147 per parent 1992-1993 IN-HOME-CARE PROGRAM COMPONENT REQUEST Michigan Department of Social Services One of these forms must be completed for EACH In-Home-Care Service component which is being proposed for next fiscal year as a New, Revised, or a Continued program. Component Tire Time Period Covered Administrative Unit FROM: THRU: Intensive Probation - Parent Guidance O.1,1992 SeoL 30, 19_ 9 3 §-I COURT fl oss Component Manager Name Telephone Number Pamela S. Howitt, Ph.D. (313 ) 858-0066 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. [ 1. COMPONENT STATUS 1. NEW Ei( CONTINUED D REVISED 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdiction of Court n DELINQUENT 0 NEGLECT B. Children NOT Under Jurisdiction of Court • WRITTEN COMPLAINT • SUBSTANTIATED C.P.S. (DSS ONLY) , 3. A REA(S) OF INTENDED IMPACT (Check primary area0) only.) A REDUCTION IN: • Number of Youth Petitioned Number of Days of Shelter Care IN Number of Adjudications gi Number of Days of Residential Treatment Care • Number of Days of Family Foster Care 0 Number of State Wards Committed (Act 150 & 220) • Number of Days of Out-of-Home Detention , 4. SERVICE FOCUS V. Provide early intervention to treat within the child's home fi Effect early return from foster or institutional care SERVICE AND COST PROJECTIONS FOR NEW FISCAL YEAR: Time period of request from October 1, 19 9 2 thru September 30, 19 ql B. Number of Calendar Days of In -Home Care 21,000 AUTHORITY: COMPLETION: CONSEQUENCE PA. 87 of 198. is required. FOR NONCOMPLETtON: Child care funds will not be reimbursed. The Deparenant of Social Serncas wd1 not itscriminate against any individual or OrsuP because of race , "x. religion, ago. ratimal origin, cola, marital status, handicap or poitical beliefs. ()SS-1435A (1-91 PROGRAM DESCRIPTION: Address the following items which apply in short narrative paragraphs. FOR NEW OR REVISED COMPONENT: B. Problem statement — What caused the need for this request and what were the deterrrining factors leading to the request. 1 SEE ATTACHED FOR NEW OR REVISED COMPONENT: ; 9. Explain items 3, 4 & 5 from the reverse side. SEE ATTACHED FOR NEW OR REVISED COMPONENT: 10. Describe how the project will be administered, the services to be provided and by whom. Include the relationship be- tween the court and DSS, and the Contractor if services are purchased. SEE ATTACHED FOR REVISED COMPONENT: 11. Changes — Describe changes that are planned in existing programs for the coming year, i.e. target population, type of service, method of delivery number of staff, increase or decrease in costs, etc. SEE ATTACHED S-4-43M (1-91) mado USE ADDITIO QED 4EETS AS IS Intensive Probation - Parent Guidance Attachment to DSS 4435A Section II A - Number of Youth Served This program is designed to provide parent-guidance counseling to the families of adjudicated youths who are receiving intensive probationary services. Programs will be presented to groups of parents, rather than individuals, to maximize resources. We expect a group size of 9 - 10 parents each, and with requested staffing would have the capacity to run four groups at a time. We anticipate that approximately 150 parents would receive service annually. Section II B - Number of Days of In-Home Care Approximately 120 families (150 individual parents) will receive parent guidance services during the youths' intensive probation period, averaging 175 days per youth. Total In-Home Care Days = 120 families x 175 care days = 21,000 Days of In-Home Care. Section III - Program Description #8 - Problem Statement Many parents, research has shown, feel not only helpless but also anxious and depressed when their child has been involved in problem behavior. Reasons for this can range from the parents' lack of knowledge about child discipline techniques and child management skills to lack of a social or advice network to lack of support from a loving partner or spouse. The goal of the Parent Guidance Program is to assist parents of adjudicated youths to learn acceptable parenting methods to use with their children. Secondary goals include assisting parents to feel less helpless or overwhelmed with the job of parenting a child who has been involved in delinquent or troubled behavior. Additionally, the Parent Guidance Program has the goal of helping parents be effective change agents for their children's behavior. #9 - Population Served and Impact Most parent education and parent guidance programs in the community at large focus on a neglect/dependent population. Our program offers specialized intervention to the parents of children who are delinquent, to fill "a gap" in service delivery. • , ) -I. Research conducted on our Early Offender program population revealed that youths were more likely to recidivate when their families were identified as highly dysfunctional. Along with intensive services to youths, the parents themselves are in need of adjunct parent education and counseling, in order to avoid out-of-home placement and reduce repeat adjudications. #10 - Program Administration and Service Delivery The part-time psychologist will be attached to the Psychological clinic, with clinical supervision provided by a Clinic Senior Psychologist on a courtesy basis. The psychologist will also participate in casework staff meetings to discuss issues in parent and family functioning and provide consultation. The therapist, especially selected for his extensive expertise and experience in parent-guidance counseling, will provide both direct and indirect services (i.e. maintaining case records, providing written progress reports). The guidance program would be structured as follows: A. PROGRAM CONTENT The Basic Parent Guidance Program would be a series of 8 week parent training sessions that would include the following content: 1. Introduction for the program Teach Praise and Attention 2. Teach Rewards and Privileges 3. Teach Suggestive Praise 4. Teach Signaling and Ignoring 5. Teach Time-Out 6. Teach Removing Rewards and Privileges 7. Teach Risk of Physical Punishment 8. Teach Increasing Compliance B. CLASS FORMAT Each class session would follow a similar format with the following basic components: 1. Description of new discipline skill 2. Illustrations and examples of new discipline skill 3. Role-playing use of the technique 4. Handouts describing rules of the use of the discipline teachnique 5. Homework assignment 6. Discussion of previous week's homework assignment 7. Discussion of relevant individual parenting problems .1. 1 - 3 - C. OBJECTIVES FOR EACH CLASS SESSION Teach basic discipline skills, their rules for effective use and assist parents to use them with expertness and mastery. This mastery will be demonstrated through role-playing and through written (in most cases checkmarks) homework which is turned in each week. #11 - Program Changes We will continue to take necessary steps to maximize the attendance rate of parents. We will add an incentive/motivational event or award to support parents' commitment and reinforce their efforts to sustain behavior change. 1 1 6. PROJECTED NUMBER 120 A. Number of Youth Served 11,900 7. PROJECTED COST $638,000 $53.61 $5,317 5. B. Number of Calendar Days of In-Home Care C. Total Component Cost D. Average Cost Per Calendar Day E. Average Cost Per Youth IN-HOME-CARE PROGRAM COMPONENT REQUEST Michigan Department of Social Services One of these forms must be completed for EACH In-Home-Care Service component which is being proposed for next fiscal year as a New, Revised, or a Continued program. Component Title T me Period Covered FROM: THRU: 92 93 Oct l.19 Sept 30, 19 Adrninistrajve Unit [COURT fl oss Telephone Number ( 313 ) 628-2561 Day Student ..T.mponent Manager Name David Ballenberger/ Camp Oakland Youth Programs . PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS fi NEW 2. TARGET POPULATION(S) SERVED • CONTINUED 0 REVISED A. Children Under Jurisdicton of Court • DELINQUENT B. Children NOT Under Jurisdiction of Court fi WRITTEN COMPLAINT O NEGLECT n SUBSTANTIATED C.P.S. MSS ONLY) 3. AREA(S) OF INTENDED IMPACT (Checri primary area(s) only.) A REDUCTION IN: El Number of Youth Petitioned O Number of Adjudications Number of Days of Family Foster Care O Number of Days of Out-of-Home Detention El Number of Days of Shelter Care E Number of Days of Residential Treatment Care • Number of State Wards Committed (Act 150 & 220) 4. SERVICE FOCUS • Provide early intervention to treat within the child's home • Effect early return from foster or institutional care II. SERVICE AND COST PROJECTIONS FOR NEW FISCAL YEAR: Time period of request from October 1,19 Q2 thru September 30,19 ql AUTHORITY: P.A. 87 of 1978. COMPLETION: LI required. CONSEQUENCE FCR NONCOMPLETION: Child care !unds will not be reimbursed. DSS-4.4.35A (1-91) The Depar xnent of Sodal Services will not discriminate against arty individLial or group because ol race, sex, reigion, age, natoxia/ origm. color, marital status. handica.p or po4tical beliefs_ — SEE OVER — PROGRAM DESCRIPTION: Address the following items which apply in short narrative paragraphs. 3R NEW OR REVISED COMPONENT: 3. Problem statement — What caused the need for this request and what were the determining factors leafing to the request. FOR NEW OR REVISED COMPONENT: 9. Explain items 3, 4 & 5 from the reverse side. 3R NEW OR REVISED COMPONENT: •0. Describe how the project will be administered, the services to be provided and by whom. Include the relationship be- tween the court and DSS, and the Contractor if services are purchased. =OR REVISED COMPONENT: 11. Changes — Describe changes that are planned in existing programs forthe coming year, i.e. target population, type of service, method of delivery number of staff, increase or decrease h costs, etc. DSS-443.5.4 (1-91) (Back) USE ADM/ORAL %MEM AS NEEDED Component Tide SIVE CASEWORK UNIT Component Manager Name J. McFarland/R. Sharp Tome Period Covered FROM THRU: Oat. 1991 sept_30.1992 Admstrative Unit fR1 COURT Telephone Nurnber ( 313 ) INTEN Doss 858-0247 858-0237 5. A. Number of Youth Served B. Number of Calendar Days of In-Home Care C. Total Component ant D. Average Cost Per Calendar Day E. Average Cost Per Youth • .0! 163 23.59 3671 25,371 666,289 15.21 3331.45 AUTHORITY: P_A_ 87 of 18. COMPLETION: is required. CONSEQUENCE FOR NONCOMPLETSON: ChM care funds wil not be reimbursed. The Department of Soda! Sietvices will not cfiscrimirtate against arri individual or group bemuse of,*, sex, reigiat. age. natant' or. oobsr, manta stafus. handicap or pofiticai beliefs. 9. ACTUAL COST DSS-44..15B (1-91) - SEE OVER - 6. PROJECTED NUMBER 1 7. PRCUECTED COST IL ACTUAL NUPAIER 1N-HOME-CARE PROGRAM COMPONENT REPORT Michigan Department of Social Services One of these forms must be completed for EACH In-Home-Care Service component for which there was State Reimbursement during Fiscal Year completed (being completed). I . PROGRAM SPECIFIC INFORMATION: Check all that apply. 1. COMPONENT STATUS I g CONTINUED 0 TERMINATED • REVISED I i 2. TARGET POPULATION(S) SERVED A. Children Under Jun sd icbon of Court Ri DELINQUENT fi NEGLECT B. Children NOT Under Jurisdiction of Court 0 WRITTEN COMPLAINT 111 SUBSTANTIATED C.P.S. (OSS ONLY) 3. AREA(S) OF INTENDED IMPACT (Check primary area43) only.) A REDUCTION IN: • Number at Youth Petitioned • Number of Days of Shelter Care ... is Number of Adjudications 12 Number of Days of Residential Treatment Care • 1 Number of Days of Family Foster Care • Number of State Wards Committed (Act 150 & 220) ea Number of Days of Out-of-Home Detention 4. SERVICE FOCUS FS Provide early intervention to treat within the child's home 0 Effect early return from foster or institutional care II. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED (BEING COMPLETED): INSTRUCTIONS: • In columns 7 & 8 enter the numbers and costs projected at the beginning of the fiscal year. • In columns 8 & 9 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). Time period of request from October 1,19 91 thru September 30, 19 92 I. IMPACT EVALUATION - Must be completed for continuing or ending components. REDUCTIONS — AREAS OF IMPACT 10. NUMBER OF YOUTH 11. NUMBER'S OR DAYS 12. COSTS A. Youth Petitioned _ B. Adjudications 75 $ 153,832 r C. Days of Family Foster Care D. Days of Out-of-Home Detention 67 1,351 176,981 E. Days of Shelter Care F. Days of Residential Treatment Care 136 24,480 3,206,880 _ G. State Wards Committed L I TV. PROGRAM ASSESSMENT/EVALUATION: For ALL Components In effect during the most recent fiscal year, this section must be completed .3. 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. As a reminder, these statistics reflect a calendar year from June 1, 1991 to May 31, 1992, in order to comply with internal and state timelines. With some minor variations, caseloads built were distributed, and had the outcomes , predicted in our program request. The biggest single factor impacting functioning has been the steady pressure of increasing caseloads. We have experienced a 40% increase in authorized petitions over the last three years. While not directly impacting the Intensive Casework Unit, standard probation caseloads have increased significantly. This has effected unit decision making, probably slowing the movement of clients from standard to intensive loads. Thus, ICU staff did not quite reach the average caseload expected. We also saw a significant rise in the number of new adjudications within this client population. The 75 new adjudications are still far less than the anticipated number without ICU intervention and, on inspection, divides into 37 new offenses and 38 technical violations. The technical violations refer to failure to follow court orders-restitution, community service, counseling, or status offenses revolving around home or school performance. Generally, borne out not only by these figures, but by staffs' anecdotal reporting, we are dealing with very high risk kids at extreme risk for residential placement. This is especially true with the older 15 31 to 16 year olds that tend to populate the institutions. Perhaps our largest tactical problem again relates to increasing caseloads. Although meeting, often exceeding, our goals within the ICU, although establishing and filling another 20 student day treatment program, we have not impacted residential care beds to the level we would like. Our fallback position, and a true one, is that, without this intervention, Children's village would be severely overcrowded with waiting lists for program buildings. Certainly, based on the percentage of kids placed in care prior to ICU, we would be facing a critical shortage. 44358 (1-91) (Back) USE ADDMONAL SHEETS AS NEEDED. (ATTACHMENT) II. SERVICE AND COST INFORMATION.... B.6. Number of Calendar Days - 25,371 As compared with last year's estimate, this year reflects actual days in program from actual ICU disposition. As such, it much more accurately reflects client time under intervention. Also of note, we experienced a lower than expected average duration of ICU which, by our analysis, reflects the level of dysfunction and, therefore, higher risk of our ICU client population. III. IMPACT EVALUATION B. Adjudications According to past practice, 87% of our caseload would have been readjudicated during the project year. We would, therefore, expect 142 new adjudications - 163 x 87%. Our 75, therefore, represents a reduction of 67 adjudications. Using a court-calculated average of $2,296 per adjudication from petition to disposition, this represents a savings of $153,832. 67 x $2296 = $153,832 D. Days of Out-of-Home Detention A predictable consequence of re-adjudication is temporary detention pending court. Past practice indicates that at least 50% of the youngsters charged with a new offense are detained. Forty two (42) days is the average duration from detention to new disposition. Based on these applications: 64 (fewer re-adjudications) x 50% x 42 days = 1,428 days of care From this, we must subtract 77 days used as short-term consequences for ICU youngsters: 1,428 - 77 = 1,351 Current per diem is $131. Therefore, savings equal: 1,351 days x $131/day = $176,981 1 III.F. Days of Residential Treatment Care This will always be a "what if" category. Without utilizing an experimental-control group model, impossible within our situation, we must make educated guesses. Earlier research tells us that 75% of our clients would have been placed residentially as a court disposition. The addition of the older, more sophisticated ICU client would seem to even increase this percentage. Certainly, the risk for out-of-home care is uniformly high. Our actual experience showed that 49 (30%) of our 122 youngsters served went on to a more restrictive disposition. Of the 49, 22 were sent to the still community-based day treatment program, with 27 being placed out-of-home. Thus, 95 youngsters were diverted from residential care. For computational purposes, we will use the Children's Village per diems and the length of stay of 300 days: 95 youngsters x 300 days (or 10 mos. avg.) - 28,500 days This represents a potential savings of: 28,500 days x $131/day = $3,733,500 REVISED 1. COMPONENT STATUS Eli CONTINUED TERMINATED IN-HOME-CARE PROGRAM COMPONENT REPORT Michigan Department of Social Services One of these forms must be completed for EACH In-Home-Care Service component for which there was State Reimbursement during Fiscal Year completed (being completed). Component Tide Time Period Covered Administrative Unit FROM: THRU: Intensive Probation — Parent Guidance oc..1.19 91 Sem- 30.19 9 2 51 COURT ri DSS 1 Component Manager Name Telephone Numoer Pamela S. Howitti Ph.D. ( 313 ) 858-0066 I. PROGRAM SPECIFIC INFORMATION: Check all that apply. 2. TARGET POPULATION(S) SERVED A. Chiidren Under Junsdiction of Court gi DELINQUENT fl NEGLECT B. Children NOT Under Jurisdicraon of Court E WRITTEN COMPLAINT SUBSTANTIATED C.P.S. MSS ONLY) 3. A REA(S) OF INTENDED IMPACT (Check primary area(s) only.) A REDUCTION IN: Number of Youth Petitioned 0 Number of Days of Shelter Care F:4 Number of Adjudications a Number of Days of Residential Treatment Care El Number of Days of Family Foster Care 0 Number of State Wards Committed (Act 150 & 220) a Number of Days of Out-of-Home Detention 4. SERVICE FOCUS SI Provide early intervention to treat within the child's home • Effect early return from foster or institutional care 11. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED (BEING COMPLETED): INSTRUCTIONS: • In columns 7 & 8 enter the numbers and costs projected at the beginning of the fiscal year. • In columns 8 & 9 enter the actual number and cost's (year-to-date and projections a fiscal year is not complete). Time period of request from October 1, 19 qi thru September 30, 19 a2 , s. 6. PROJECTED NUMBER 7. PROJECTED COST 8. ACTUAL NUMBER 9. ACTUAL COST _ - 186 parents cf A Number of Youth Served 100 families 131 youth B. Number of Calendar Days of In-Home Care 17,500 22,925 _ C, Total Component Cost $21,000 20,000 0. Average Cost Per Calendar Day $ 1.20 ,$ . 87 E. Average Cost Per Youth 1 __$ 210 $ 152.67 per parent AUTHORITY: P.A. 87 of 1978. COMPLETION: is required. CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed. DSS-443.58 (1-91) The Department ca Social Servces will not disonminate against any individual or group because o4 race, sai. religion, age. nanortal ongen, color, marital status, haridicap or poincal beliefs_ — SEE OVER- III. IMPACT EVALUATION — Must be completed for continuing or ending components. _ REDUCTIONS I 1 AREAS OF IMPACT 10. NUMBER OF YOUTH 11. NUMBER'S OR DAYS 12. COSTS — A. Youth Petitioned B. Adjudications 75 $ 153,832 C. Days of Family Foster Care ...... D. Days of Out-of-Home Detention 67 1,351 176,981 i E. Days of Shelter Care _ 1 F. Days of Residential Treatment Care 136 24,480 3,206,880 1 ; G. State Wards Committed . N. 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. AccounI for all youth served by this component. SEE ATTACHED ANNUAL REPORT -143560-91)(Baclq USE ADDMONAL SHEETS AS NEEDED. EXPENDITURE REPORT Therapist Salary: Oct. 1 - Dec. 31, 1991 Approx. 250 hrs. @ $17.11 = $ 4,275 Jan. 1, 1992 - Sept. 30, 1992 = $13,700 $17,975 YTD PROJECTED Program Support: Mileage $162 $ 650 Therapy Supplies 80.40 300 Stationary/Office 74.19 250 Building N/A 550 Telephone N/A 295 $2045 TOTAL COST: $17,975 2,045 $20,020 approx. • • 1 PARENT GUIDANCE PROGRAM 1991 Annual Report JAMES WINDELL, M.A. PSYCHOLOGIST PAMELA S. BOWITT, PE.D. MANAGER, CLINICAL SERVICES JANUARY 28, 1992 , •I• t 1 OVERVIEW OF PARENT GUIDANCE PROGRAM The Parent Guidance Program, which was begun in the Oakland County Probate Court in January, 1991, was designed to serve the parents of young people who were assigned to the Intensive Casework Unit. Adolescents adjudicated as delinquents and placed under Intensive Probation were to receive, as the name aptly implies, intensive probation, casework, and therapeutic services. As pert of the service rendered, their parents were court ordered to attend Parent Guidance programs. The goal of the Parent Guidance Program was to assist parents to learn acceptable and appropriate discipline techniques and child rearing skills. In addition, the program had the goal of helping parents to feel less alone, less helpless in dealing with discipline challenges, and much less overwhelmed in handling their children's discipline problems. It was assumed that parents whose adolescents were adjudicated - as delinquents would be presenting other kinds of behavioral or conduct problems unacceptable to their parents. And it was assumed at the outset that these parents might frequently feel ineffective in dealing with their children. In developing the Parent Guidance Program, research which indicated that parents of acting-out young people often lacked knowledge about discipline, was taken into consideration. The starting point, then, in developing the program, was that parents had insufficient discipline resources available to them and a basic parent training program must take this need into consideration. 1 The Parent Guidance Program, as developed during the first year, consisted of a series of eight classes, meeting once a week, which taught parents effective discipline techniques. The outline of the eight week series is as follows: CLASS OUTLINE 1. Praise and Attention 2. Giving Rewards and Privileges 3. Using Reminder Praise 4. Using Reasoning 5. Ignoring Behavior 6. Giving Time-Out 7. Withdrawing Rewards and Privileges 8. Putting Together All Discipline Skills to Increase Compliance Parents met 6nce a week for ninety minutes during which a new discipline skill was taught, illustrations provided of the new technique, handouts describing the effective use of the skill were distributed, and a homework assignment was given. The completed homework task was used as a basis of discussion to begin the next session. Parents who completed a minimum of 75 percent of the classes were given certificates signed by the Probate Court Judges and the class leader. Nearly one-third of the parents who attended at last one session went on to earn a certificate. .• I THE PARENT GUIDANCE PROGRAM IN 1991 In the first twelve months of the Parent Guidance Program, 186 parents participated. This number represents 79 percent of the parents who were referred to the program. The attendance in the twelve completed and one uncompleted (at the end of December, 1991) series was 659. This number indicates total attendance in all sessions of the 186 participants. The average class size was six and a half parents. The most pressing problem during the first year was to increase attendance at the initial class session of each series. In the thirteen series begun durinc 1991, the percentage of referred parents who actually attended the first class ranged from seven percent to 66 percent. In most instances, there was about a forty percent chance that a parent would attend a first class. While there were 186 parents who participated-by attending at least one session, and while the cumulative number attending - for the year was 659, less than half stayed in the program for a minimum of four sessions (88). There were 61 parents who attended six or more sessions and only 10 who had perfect attendance. The mothers and fathers who attended the final class in each series were asked to complete the Family Environment Scale (which was also given in the opening session) and the Parent Guidance Consumer Satisfaction Questionnaire. The outcome of the Consumer Satisfaction Questionnaire reflects the positive feeling parents who attended a majority of the sessions had about the program. Not only did most say that they felt more - 3 - '4 1 confident as parents, but an overwhelming majority of the responses indicated that parents believed their child's problems were improved at the end of the series. A more objective outcome measure was used to assess changes in parents from the beginning of the eight-week series to the end. The Family Environment Scale, which evaluates changes in the family environment and parental perception of family functioning, was given at the beginning and at the end of each series. The results of this pre and post-testing suggest that there were important changes in the direction of a greater Active- Recreational Orientation (that is, the extent of the family's participation in social and recreational activities) and in Control. In the latter measure, parents indicated there was a greater reliance on set rules and procedures to'Kun family life. The areas of decrease, as measured by the Family Environment' - Scale, were primarily in the areas of Conflict (showing that there is less openly expressed anger, aggression, and ceneral Conflict) and Achievement Orientation (the extent to which activities are cast into an achievement-oriented or competitive framework). These preliminary test and survey results suggest that the parents who attend a majority of the sessions feel very positive about the program and tend to see their child's behavior as improved. In addition, they perceive that the family is engaging in more social activities and that there is less openly expressed anger and less conflict. • • 1 5 RECOMMENDATIONS FOR THE FUTURE OF THE PARENT GUIDANCE PROGRAM Although the Parent Guidance Program had some success in its first year, there is considerable room for improvement and change. The following recommendations are made: 1. Increase the number of parents participating in the program. Also, there should be ongoing work with the caseworkers and the Intensive Probation Program staff to enhance their skills for encouraging parents to begin attending a parenting series. 2. Initiate and run, on a weekly basis, a discussion and support group for parents who have completed the initial eight- week series and would like to receive additional assistance with parenting problems. 3. Develop an eight to twelve week class for'parents who have a teenager who is out of control and acting out in a severe • manner. It may be that such parents could be refereed in the beginning to this kind of intense class so that their more urgent • needs can be dealt with immediately. This kind of system would • reouire that Intensive Probation caseworkers would /lave to be trained to discriminate between parents who should be directed to the initial eight-week discipline training class and those who require the more intense program for difficult behavior problems. 4. Implement a criterion for completion of the initial Parent Guidance class. It is suggested that to have met minimum requirements parents must have attended at least five classes. I Parents who do not meet this, will be required to take the whole series over. 5. Develop a questionnaire which helps to assess parenting skill competence acquired by attending the class. In effect, the questionnaire would test the level of mastery of skills taught in the class. 6. Design a questionnaire which taps into some of the changes which the Family Environment Scale indicates are taking place. The question to be answered, therefore, would he: Are parents changing, in the space of eight weeks, in the amount of family activities, control over family members, and in the amount of conflict in the family? 7. As a question, rather than a recommendation as such', can we predict in the future - perhaps with use of our present testing devices - which parents are likely to benefit from the Parent Guidance Program and which ones will not? By successfully answering this question in the future, new and better Parent Guidance programs can be developed. - 6 - • • 1 Component Tule D. Average Cost Per Calendar Da 56.70 52.69 IN-HOME-CARE PROGRAM COMPONENT REPORT Michigan Department of Social Services One of these forms must be completed for EACH In-Home-Care Service component for which there was State Reimbursement during Fiscal Year completed (being completed). Day Student Program Component Manager Name David Ballenberger / Camp Oakland Time Penod Covered FROM: THRU: OcL 1,19 92 seat 30. 1993 Adminisoane Um: COURT Floss Telephone Number ( 313 ) 628-2561 I. PROGRAM SPECIFIC INFORMATION: Check 211 Mat app),. 1. COMPONENT STATUS El CONTINUED gi TERMINATED 0 REVISED 2. TARGET POPULATION(S) SERVED A. Children Under Jurisdicbon of C-ourt (3 DELINCUENT NEGLECT B. Chrldren NOT Under ..kwisdicoon or Court (1 WRITTEN COMPLAINT III SUBSTANTIATED C.P.S. (OSS ONLY 3. AREA(S) OF INTENDED IMPACT (Check primary area(s) only.) A REDUCTION IN: D Number of Youth Petitioned IN Number of Days of Shefter Care • Number of Adjudications 0 Number of Days of Residential Treatment Care u Number of Days of Family Foster Care 0 Number of State Wards Committed (Act 150 & 220) • Number of Days of Out-of-Home Detention , 4, SERVICE FOCUS . gi Provide early intervention to treat within the child's home E Effect early return from foster or institutional care H. SERVICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED (BEING COMPLETED): INSTRUCTIONS: • In columns 7 & 8 enter the numbers and costs projected at the beginning of the fiscal year. • In columns 8 & 9 enter the actual number and cost's (year-to-date and projections if fiscal year is not complete). Time period of request from October 1,19 92 thru September 30. 19 93 5. 6. PROJECTED NUMBER 7. PROJECTED COST 8. ACTUAL NUMBER 9. ACTUAL COST n ":".'•;2:111-Y. ,.14,:x->S ',.... A. Number of Youth Served 95 . s'r..-..1:14 45 .-...--..... • ::.L..4,41.;(4%;941, --,i -.1.-.,-,;7::•:; .-itzs.1._.z,:-,1 B. Number of Calendar Days of In Home Care 626_0 ....:.:,;ty7V:F -...- :...---:.:::::,-,-;= 6260 --,....:.. .: . .....- ... :•...„......, ..-1,. C. Total Component Cost • $329,860.00 .,::::''' -i.7?'?..'iri.:::P.:.t.**--. $354,940.00 ' •-• • . i, E. Average Cost Per Youth $ 3,472.21 - .. 7,887.56 j AUTHORITY: PA. 87o1 i978 COMPLETION: i3 required. CONSEQUENCE FOR NONCOMPLETION: Child care funds viii not be reimbursed. OSS-44a5B (1-91) The Department ot Social Servic.es 1 not cliscirninate a;ainst any indisi.dual or group because el race• sex. age. national origin, color, marital r.a.b..:s. hancfpcap or polecat Wars. — SEE OVER — lif. IMPACT EVALUATION — Must be completed for continuing or ending components. REDUCT1CNS 1 • - AREAS OF IMPACT 10. NUMBER Of YOUTH 11. NU11471E RS OR DAYS 12. COSTS A. Youth Petitioned 8. Adjudications _ C. Days of Family Foster Care _ D. Days of Out-of-Home Detention 45 6260 $982,785.83 E. Days of Shelter Care _ .. F. Days of Residential Treatment Care . _ G. State Wards Commftted V. 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. USE ADDITIONAL SHEETS AS NEEDED. -4.4.3sB 0-91) (Back) OAKLAND COUNTY CHILDREN'S VILLAGE 1200 N. TELEGRAPH ROAD PONTIAC, MICHIGAN 48053 TELEPHONE: (24 HOURS) 858-1150 OFFICE HOURS: 8:30 A.M-5:00 P.M. MONDAY-FRIDAY INTAKE HOURS: 24 HOURS DIRECTOR: MICHAELE K. WORRELL, MANAGER CLIENT ELIGIBILITY: MALES AND FEMALES, AGES BIRTH TO 18 YEARS SERVICES PROVIDED: A division of the Department of Institutional and Human Services, Children's Village is the County of Oakland's residential facility for children and youths who have been referred by the Oakland County Probate Court- Juvenile Division, District Courts, Circuit Court, Office of the Prosecuting Attorney, various Juvenile Courts throughout Michigan and the State Department of Social Services. The facility presents a unique tri-dimensional approach to residential care and treatment for youngsters awaiting the adjudicative and/or dispositional phases of the court process as well as those committed by dispositional orders for the purpose of residential treatment. The Village maintains 213 beds in multiple living units located on a campus setting adjacent to the County Service Center. The Children's Village School, accredited by the North Central Association of High Schools and Colleges, completes the self-contained/one location feature of the facility, allowing for regular and special education programs for grades K-12. PROGRAM FEATURES: RESIDENTIAL TREATMENT PROGRAM: for youths, ages 12 to 18 years, committed by court order for rehabilitative treatment services; such services delivered in open (i.e., non-secure) settings. Treatment program capacity is for 60 boys and 20 girls, located in four cottage-like units, utilizing a milieu-therapeutic approach with group, individual and family counseling, individualized treatment-service plans and 60 day aftercare period. Length of stay is open-ended, based upon individualized assessment of needs and treatment objectives. SHELTER CARE/TRANSITIONAL SERVICES: for children, ages birth to 18, temporarily removed from their own homes for reasons of parental neglect, dependency or who have been involved with court for home or school difficulties. Capacity is 60 boys and girls, who may be awaiting reunification with family, foster care, placement with other agencies or placement in Village residential treatment program. Children reside in either of two open (non-secure) units and receive short-term treatment services. Length of stay: 30 days, or less; but, may exceed due to court process. OAKLAND COUNTY CHILDREN'S VILLAGE (continued): SECURE DETENTION SERVICES: as an alternative to jail for up to 56 boys and 17 girls, residing in two secure (i.e., locked) units, who are awaiting court process or placement in Village treatment program or with other agencies, and have been deemed to be a risk to community and/or self. Receive short-term treatment services including crisis intervention. Length of stay: 30 days, or less, but may exceed due to court process, or problematical behaviors. CLIENT FEES: Current per diem: $120.00. Actual cost on ability to pay basis, as determined by Oakland County Reimbursement Division. INTAKE PROCEDURE: By court order, or referral by Department of Social Services. Contact Chief: Children's Village Intake Team, or on-duty supervisor. Intake services 24 hours a day, every day. USE OF VOLUNTEERS: Individuals or groups, minimum 18 years of age, as screened and approved by administration and in compliance with state licensing regulations. Foster grandparent program in conjunction with Catholic Social Services. Volunteer activities include recreational, vocational, tutoring and companionship. FUNDED BY: County of Oakland. OAKLAND COUNTY CHILDREN'S VILLAGE OVERVIEW STATEMENT OF PURPOSE DESCRIPTION OF SERVICES TO YOUTHS AND THE COMMUNITY mE 'COUNTY EXECUTIVE DIRECTOR: DEPARTMENT OF iNSIITLIITIONAL AND HumAN SERVICES *ATE AF00 01 sc How AC1ANIS1 R ATIVE A35I51AN I: C. V. OPERATIoNs IAC/ING-u.A.NADEPI FIECREAT)ON SPECIALIST vOLUN TE ERS CHiEF. C. V. INTAKE TEAo.o ieLDGS. A, SECRETARY' CHIEF:G. V. PROGRAM TEAM (SLOGS, 8, C. D, 0./ COoaDoNATou SPECIAL SERMES IT A A.INI-P4(3 lE vALIJATIONI CHPLEIREog S VILLAGE SC*400L 1 COUNSELORS PROGRAM SUPERVISORS PSYCHOLOCtsTS, SOCIAL WORKERS PS YCHOUDGIS TS. soc 1ALwoo; KERS COUNSELORS PIELICIPOUS SERvICES C a I C,u. S vo.OA r t(Av (CORDS CHILDREN•S suPERvisons Of 1 Cl SLIP( PvnSCP CHILDREN'S SUPERVISORS-III A:7ST( ift koicsAAA(PITS 1 F000 sERvocEs (aLoo. " FOOD SERVICE SuPsnyrsop I coo KS CONTRACTED PROFESSIONAL SERVICES:- I IT 1 I . SUPERvrSOR 1 I OF Nuststt/D I [NURSES 1 PROGRA61 SUPERvISORS i CHILDREN'S SUPEFIVrSOPS-PI CHILDREN S SUPERVISORS I-n PSYCHIATRISTS PSYCHIATRIC LIASON wORKE — --(FLO UNNANCEHH — SAFETY DovoSiON 1— — —6 RAOPO SEPvICEs ,C ENTRAL GARAGE' IAANAGER: CI-nLCRENS vILLACE CL E S i f PisIS PtOIATAICIAHS Ct E 1C.1 1ALP,(C C O -OP S OAKLAND COUNTY CHILDREN'S VILLAGE ORGAN/ZATIONAL CHART (5/87) PROGRAM STATEMENT: OAKLAND COUNTY CHILDREN'S VILLAGE Children's Village presents a unique and comprehensive tri-dimensional approach to residential care and treatment. Pre-adjudicated and/or pre-dispositional children and youths receive initial treatment services under the auspices of either the Shelter Care Program, for children who have been temporarily assigned to the facility for reasons of neglect or abuse; or in the Secure Detention Program, for youths who have been identified as posing a risk to the community or themselves. Youths who are committed to the facility by dispositional order receive long-term treatment and rehabilitative services through the Residential Treatment Program. The presence of the Children's Village School on the campus completes the self-contained/comprehensive approach to residential care and provides an educational program spanning the grade levels of Kindergarten through 12th Grade. Consequently, residents are provided with an educational program tailored to meet their needs; and to receive grades and credits which are transferable to their community schools. Children's Village believes in the inherent abilities and rights of individuals to effect positive changes in their lifestyles and value systems that would result in a more successful adaptation to community living. We believe that by providing a continuum of care in a treatment oriented milieu, utilizing the least restrictive setting necessary; that these aforementioned changes will be facilitated and reinforced. We further believe that the focus of such treatment services is with the client and the client's family and that service delivery is aimed at achieving the earliest and most reasonable return of the client to the community; while, at the same time, keeping in mind the safety and welfare of the community. OAKLAND COUNTY DEPARTMENT OF INSTITUTIONAL AND HUMAN SERVICES CHILDREN'S VILLAGE DIVISION OVERVIEW: Children's Village is the County of Cakland's residential child and youth facility. Licensed by the State of Michigan under Act 116 of the Public Act of 1973 (Licensing Rules For Child-Caring Facilities), the Village maintains 213 beds for youngsters between the ages of 0 to 18 years, who are referred to the facility by the local juvenile court (Oakland County Probate Court) as well as various other juvenile courts, the district and circuit courts and the Department of Social Services throughout Michigan. The facility consists of 9 buildings on a single campus located adjacent to the main Oakland County Service Center. Children's Village offers a unique tri-dimensional approach to residential care, allowing for: (1) Secure detention (as an alternative to jail) for boys and girls who have been identified as being a risk to the community or themselves. (2) Shelter Care for youngsters who have had to be temporarily removed from their own homes for reasons of parental neglect and/or abuse; or those who have presented problematical behaviors in their own homes. (3) Residential treatment and rehabilitative services for youngsters who have been committed by court order to the facility; such services being rendered in open (i.e., non-secure) cottage-type buildings. The key feature of this comprehensive approach to residential care is that it provides the opportunity for residents of Oakland County (who are deemed to be in need of out-of-home care) to receive such services within Oakland County and, thus, close to home. This feature, therefore, allows for the parents or guardians of those children placed in the Village to be able to travel to the facility with relative convenience in terms of time and distance. The close proximity enhances and facilitates the care and treatment of the resident-clients, as parental involvement is considered a desirable and integral component of such care and treatment. The presence of the Children's Village School on the campus completes the self-contained/one-location feature of the facility; thus allowing for an on-site educational program ranging from kindergarten through 12th grade. Consequently, while youngsters of school age are in residence at Children's •• Children's Village Division Overview - Page Two Village, they have the opportunity to continue with their education in a school program which is tailored to meet their needs; and to receive grades and credits which are then transferrable back to the clients' community schools. Professional and para-professional practitioners at Children's Village include: (1) CHILD-CARE STAFF (Children's Supervisors) who are trained in the multitude of residential child-caring practices needed to become effective practitioners. The Village adheres to a ratio of no less than I child care worker for each 10 youngsters during the awake hours of the day, thus enhancing the capability for individualized attention. The child-care staff assist residents in their adjustment to group living in a residential setting as well as daily living skills and socialization/interpersonal skills. Utilizing the programmatical structure, the child-care staff establish fair and consistent behavioral limits and provide external controls for the residents and reinforce positive efforts on the part of residents; thus, playing a key role in the overall treatment process. (2) CHILD-CARE STAFF SUPERVISORS The overall management of each resident site is under the direction of the assigned Program Supervisors. These individuals are responsible for the day-to-day operations in their assigned buildings and involve such duties as ensuring sufficient staffing of child-care staff on a 24-hour basis; immediate supervision of on-duty child-care staff; coordination of service delivery and ensuring that the desired quality-of-life for residents is maintained. Assisting the Program Supervisors are the Children's Supervisors - Level III, who provide immediate supervision of child-care staff and quality assurance during the evening and midnight hours and on weekends. (3) COUNSELING STAFF (Child Welfare Workers) who assist the residents and their families in a variety of ways, including functioning as the liaison person for residents, the court, the family and the facility; establishing treatment goals and service plans; and providing individual and group counseling services for residents and parents. Each resident building in the facility-has an assigned, fu 1 ltime counselor and, therefore, each resident has the availability of an on-site counselor. Children's Village Division Overview - Page Three (4) CLINICAL STAFF-PSYCHOLOGICAL (Social Workers, Psychologists and Psychiatrists) - Each residential building in the facility also has an assigned fulltime therapist. These clinicians aid in the development of individualized treatment plans; provide crisis-prevention and intervention services; group therapy; individual psychotherapy via referral process; family therapy; and assessment and diagnostic services aimed at facilitating the most ideal course of treatment within the facility. The clinical staff team plays a major role in identifying high-risk youth upon admission to the facility and assisting staff at all levels in how to best manage these youngsters. Children's Village also has two contracted consulting psychiatrists and a psychiatric liaison worker on staff. These individuals receive referrals from the counseling-clinical staff in order to further assess and treat youngsters who are deemed to be in need of psychiatric interventions. (5) CLINICAL STAFF-MEDICAL (Nurses, Pediatricians, Dentists, Dental Hygienists) - The Village has a cadre of fulltime registered nurses who are stationed in the Medical Unit portion of the complex. The nursing staff become involved with all residents upon admission to the facility. They perform "follow-up" admission tasks related to obtaining significant medical information and histories and identify priority cases for the pediatrics and dental staff. The nursing staff services residents who are referred directly to the Medical Unit and, in addition, make routine rounds into each of the residential buildings. This is viewed as a most important concept within the Village operation as it enables the nursing staff to see children in the milieu and to consult directly with the child care workers. Children's Village enjoys the services of three pediatricians who are under contract to the agency. All residents receive physical examinations within one week of the time of admission and follow-up care as needed. These services are performed at the Village, thus enabling the physicians to see the children in the residential environment and allowing the opportunity for dialogue with staff members. This concept also serves to minimize disruptions for the residents and reduces the anxiety often associated with the patient having to travel to the doctor's office.. The Oakland County Health Division provides dental services for Village residents. Dental patients are seen in the Village's Children's Village Division Overview - Page Four Medical Unit, in most cases, and at the Health Division's Dental Clinic in some instances. A dental hygienist is available to administer cleanings and preliminary dental examinations. Following that process, the Health Division dentists then administer necessary treatment. An expanded service available through the Health Division is that of providing x-rays for residents who would be in need of same. These services are rendered at the Oakland County Medical Care Facility which is located in the main County complex. (6) EDUCATIONAL STAFF - Children's Village School, located on the Village campus, is part of the Waterford Township School District. There is a full complement of teachers with an average class size of 11 students. Waterford Township Schools provides the services of a shared-time school psychologist and school social worker who aid the faculty in assessments and the development of individualized educational plans. There is a significant array of special education and remedial services as well as vocational testing resources in the school program. Children's Village School is accredited by the North Central Association of High Schools and Colleges. (7) FOOD SERVICES STAFF - A central kitchen building on the Village campus provides for the dietary and nutritional needs of the Village residents. The food services staff are trained and certified in food management and food service sanitation programs as well as other related dietary and nutritional concepts. The staff are also assisted by certified dietitians from the Oakland County Health Division. The food program is monitored by the Department of Agriculture and the Michigan Department of Education. (8) RECREATION SPECIALIST - This individual assists each building's supervisory and child-care staff in the area of recreational programming development. Each residential unit is responsible for planning and implementing a written-weekly activities schedule which integrates with the specific clientele and mileau of each building. The residents and child-care staff work together in developing these schedules. The Recreation Specialist coordinates this effort and assists each buildings staff team in the area of logistics and instruction. As an extension of this role, the Recreation Specialist facilitates special events and recruits and trains recreational interns and volunteers. • . Children's Village Division Overview - Page Five SPECIAL SERVICES (1)PROFESSIONAL NETWORKING -CONTINUITY OF CARE - It is not uncommon for youths who enter Children's Village to have previously received the services of other agencies, institutions and practitioners. The Children's Village professional staff, in order to design and deliver the most comprehensive and meaningful treatment services possible, strives to obtain all pertinent and relevant information from such sources. If warranted and practicable, non-Village practitioners are invited to work in concert with Children's Village counselors and clinicians in order to co-deliver therapeutic counseling services, or to assist in the development of treatment planning via consultation. Identified needs for ongoing and supportive treatment services are translated into referrals by Children's Village staff to community-based agencies prior to a youngster's discharge from the Village. Thus, continuity of care is addressed by means of professional networking, consultation and referrals. (2) SUBSTANCE ABUSE THERAPY - Via arrangement with the Oakland County Health Division's Office of Substance Abuse, a substance abuse therapist is based at the Village. This clinician services youngsters who are referred by the Village counselors for reasons of suspected or known chemical abuse. In conjunction with Children's Village treatment personnel, the therapist provides didactic programs, assessment services, group, individual and family counseling. (3) AFTERCARE - Prior to anticipated discharge from the residential treatment program, aftercare planning is formulated via the pre-discharge staffing. This staffing (involving the treatment team, the referring agency's caseworker, parents and youth) focuses on achieving the successful transition of the youth from the residential phase of the treatment program. Needed support services are identified and, if needed, appropriate referrals are made. A decision is made as to the feasibility of the youth returning to his/her home school post- discharge, or attending Children's Village School as an outstudent. Treatment issues thus identified, the plan is formalized in a recommendation to the referring court, and the youth may then be placed on an aftercare temporary release for a period of up to 60 days, during which time the treatment team continues its efforts with youth and family. With the successful completion of aftercare, the youth would move either to a probationary order or be dismissed from the jurisdiction of the referring court. (4) PARENT -EDUCATION (Step-Teen) - Parent Education is a direct service provided by the Children's Village counselors and clinicians to the parents of residents. The program that is presented is the Systematic Training for Effective Parenting of Children's Village Division Overview - Page Six Teens (Step-Teen). The meetings are scheduled on a weekly basis for seven weeks. The program is designed to assist parents in the development of stronger parenting skills. The specific areas that the program focuses on are family communications, understanding emotions, listening skills, personality dynamics, adolescent self-esteem, appropriate limit-setting and discipline, as well as individualized problem solving. (5) CLERGY STAFF/CHAPLAINS - All residents admitted to Children's Village are able to participate in religious services. Residents and parents can, upon request, have their local minister visit and counsel with the youth. In addition, we are fortunate to have a fulltime chaplain in our detention units as well as Saturday and Sunday services provided in our Rehabilitation Programs and Shelter Care. To ensure a coordinated, effective program, a Religious Service Interdenominational Council has been implemented at Children's Village that meets on a quarterly basis. (6) YOUTH EMPLOYMENT PROGRAM - Residents who are in need of employability training can take advantage of a number of jobs that are located either on campus or on the Oakland County Service Complex. Youth are able to increase their employability skills by learning how to fill out job applications, how to be interviewed and the importance of maintaining a job. In addition, youth are able to increase their job skills through on-the-job training in such areas as stock work, receptionist, clerical and food services. Funding is made available through several federally funded programs. (7) HEALTH EDUCATION Residents can take advantage of the many health education training workshops provided by the Oakland County Health Division. Firsthand knowledge about, and prevention of, communicable diseases, sexually transmitted diseases, as well as dietary/nutritional issues are provided by highly trained professional Public Health nurses. The Public Health nurses also provide confidential counseling on the above. (8) FOSTER GRANDPARENT PROGRAM - Residents have a special opportunity to relate in a personal, caring way to one of our many foster grandparents. The Foster Grandparent Program adds a very important addition to our programs. Foster grandparents provide an extra bit of nurturance and empathy that might otherwise be absent without them. The smell of J Children's Village Division Overview - Page Seven freshly baked cookies and the insight gained through their accumulated experiential years encourages an atmosphere of openness and wisdom. Catholic Social Services Foster Grandparent Program has become a valuable addition to our many spectrums of services provided to our residents. (9) INTERNS Children's Village capitalizes on the opportunities that students can bring into our facility. Students from local universities as well as universities outside of the metropolitan area provide their complement of assisting residents in their related field of social work, psychology, criminal justice, human services and recreation therapy. Both graduate and undergraduate field training is provided in counseling, administration, social work, recreation, psychology and child care work. (10) STAFF TRAINING AND PROFESSIONAL AFFILIATIONS - All staff at Children's Village increase and fine tune their skills through training seminars provided by such acclaimed organizations as Michigan Judicial Institute, Michigan Juvenile Detention Association and the Michigan Alliance of Children's Agencies. In addition, a number of our staff are trainers utilized by training organizations as guest Speakers. Children's Village staff also are field instructors in Social Work, Psychology, Guidance and Counseling and Criminal Justice. Our staff are also affiliated with a variety of professional associations such as the National Association of Social Work, American Correctional Association, Children's Charter of Michigan and The American Psychological Association. Children's Village is an agency member of The Michigan Juvenile Detention Association, American Correctional Association, National and Michigan Recreation and Parks and Michigan Alliance of Children's Agencies. (11) CITIZEN'S ADVISORY COUNCIL - The community, i.e., Oakland County, is most supportive of programs for youth. This is reflected in the many civic organizations, individual and group donors and volunteers who lend their financial support and personal time, energy and talents to the residents of Children's Village. An outstanding example of this community support is found in the form of the Oakland County Children's Village Advisory Council. . i Children's Village Division Overview - Page Eight The "CVAC" is comprised of citizens who have expressed And demonstrated an active and vested interest in the welfare of the youth who reside in the facility. The council's by-laws focus on mobilizing community skills, interests and forces on behalf of children and provides an advisory service, which may be used by the staff of the Village, towards the development of improved services. The main objectives of the "CVAC" are: (1) to maintain a cooperative relationship with agencies and groups geared towards meeting the needs of youth and their families within the residential child care facility; and (2) to guide children toward a more healthy life and becoming responsible, contributing members of society. The Advisory Council functions as a public relations arm of the Village, as a vehicle for sustaining continuing community support and awareness, as well as expanding these areas. This advocacy role is a most appreciated and welcomed effort and has served to move the facility beyond that of an abstract and/or obscure agency in the eyes of the public. •• i Children's Village Division Overview - Page Nine RESIDENTIAL SERVICES: ORGANIZATIONAL STRUCTURE The unique array of residential programs at Children's Village allows for youngsters to be housed and cared for in specific programs which are designed to deliver services that coincide with their individual needs. Those in need of short-term secure detention or shelter care are located in either the boys' or girls' detention units or the Shelter Care Unit. Post-dispositional residential treatment is available in the separate set of buildings known as the rehabilitation-treatment units. Because of this capability for providing such a continuum of care, the residential service component is divided into two teams: the Intake Team and the Program Team. Each of the two teams is administered by a team Chief. All personnel within each team are responsible to their respective Chief. INTAKE TEAM This team is comprised of the staff of the buildings described as follows: RECEPTION CENTER (J-I) Secure detention, licensed capacity: 36 males, ages: 12 through 17. Intake site for boys pending court hearings through dispositional phase, who have been deemed to be a risk to community, or self, and there is sufficient reason to believe would flee if in a less restrictive setting. Anticipated stay in this unit is 30 days, or less. Due to nature of some court cases, some may be held longer. INTENSIVE TREATMENT/INTERVENTION (3-II) Secure detention, licensed capacity: 20 males, aged: 12 through 17. Provides short-term secure services for post- dispositional youth (as well as some adjudicated, but pre- dispositional youth) who are awaiting placement in (or return to) a less restrictive setting. Serves as a transitional site focusing on orientation related to intended treatment program; counseling and treatment by program unit counselors and therapists aimed at reducing potential for failure in target program. Anticipated stay: 30 days, or less. .M Children's Village Division Overview - Page Ten RECEPTION CENTER (A-SOUTH) Secure detention, licensed capacity: 17 females, ages: 12 through 17. Intake and transitional site for girls pending court hearings through dispositional phase, as well as those who have habitually truanted from less restrictive settings within the Village. Provides secure services for those identified as being a risk to community or self with high potential for truancy. Anticipated stay is 30 days, or less, with some exceptions due to court adjournments or barriers to placement. Those girls identified for and awaiting transfer to a treatment program building are assigned to the program team counselor from the girls' treatment unit. SPECIAL SERVICES (A-NORTH) Non-secure setting, with behavioral management rooms, licensed capacity: 20 boys (has capability for co-ed setting up to 20 residents), ages: 10 through 17. Provides transitional services for youths who are awaiting further placement within or outside the Village. Residents typically have mental health features related to their cases and may be pending inpatient care or transitional move to Village treatment programs. Anticipated stay is 30 days, or less, with some exceptions due to barriers to placement in other units, or hospital, or return to community. Those children identified for and awaiting transfer to a treatment program building are assigned to the counselors from the Program Team. SHELTER CARE UNIT (BUILDING "H") Intake site for children who have been removed from their own homes due to neglect and/or abuse petitions. In some cases, children may also be involved with the court as status offenders. Licensed capacity: 40 boys and girls, ages: 0 through 17 years. Anticipated stay is 30 days, or less, with some exceptions due to court adjournments or barriers to placement elsewhere. Provides temporary shelter care services pending placement in either foster care, treatment program at Village, placement in residential programs outside Children's Village as deemed necessary by the referring agency and/or return to own home. The administrator immediately responsible for the delivery of services in these buildings is the Chief: Children's Village Intake Team. • . Children's Village Division Overview - Page Eleven PROGRAM TEAM The personnel which comprise the Program Team are the staffs of the four rehabilitation-treatment program cottages, who provide services under the direction of the Chief: Program Team. The four buildings house a total of 80 youngsters between 12 and 18 years of age. In addition, to providing services to the residents of these cottages, the Program Team also serves those youths who may be residing in intake buildings while awaiting transfer to a treatment cottage. The four rehabilitation- treatment cottages are: REHABILITATION UNITS: "B", "C", AND "D" Non-secure facilities which house up to 20 boys each. Open- ended in terms of length of stay--i.e., length of stay is contingent upon the amount of time necessary for each resident and parent to achieve their treatment goals and objectives as outlined in the individualized treatment plans. REHABILITATION UNIT: Non-secure facility which houses up to 20 girls. Open.-ended in terms of length of stay, as described in preceding description of boys' units. Program Team Treatment Components/Features Of Service Delivery (1) Individual/family therapy. (2) Substance abuse assessment and counseling. (3) Group therapy. (4) Individualized Treatment/Service Plans for resident and family. (5) Treatment Team approach to development and implementation of Treatment Plans. (6) Structured daily-living milieu therapy. (7) Recreation _therapy. (8) Counseling/casework services. Children's Village Division Overview - Page Twelve (9) Psychiatric consultant services. (10) Parent Education/counseling groups. (11) Home visitations, as part of treatment plan. (12) Job training/employment opportunities. (13) Clinical approach to therapy is reality-based; utilizing modalities of Rational-Emotive-Therapy, Reality Therapy and eliminating self-defeating behaviors. (14) Weekly resident-staff meetings. (15) Aftercare. PURPOSE: DESCRIPTION OF SERVICE DELIVERY OAKLAND COUNTY CHILDREN'S VILLAGE INTAKE TEAM To provide a safe and secure environment and essential services to boys and girls between the ages of 0 and 18 who are in need of temporary shelter, secure detention or transitional care. These services relate to the formal admittance of new residents to the facility; and to the assessment of needs and subsequent assignment to an appropriate living unit as well as the implementation of initial and/or interim treatment. GOALS: The primary goal of the Intake Team focuses on meeting the immediate needs of the resident-clientele while keeping in mind the welfare of the community. In so doing, team members consider the input of the referring agency or person (e.g., police department, Protective Services, parents or court staff) as well as the nature of the offense and the emotional and physical state of the client at the time of admission. This assessment then leads to the decision as to where to first house the child within Children's Village and to the initial resident-management techniques that will be necessary for staff to properly care for the youngster. The primary objective of this goal is to place the youth in the least restrictive setting necessary to ensure the safety and well-being of the resident as well as other youngsters, staff and the public. This initial assessment of needs continues beyond the point of admittance to the facility. Follow-up tasks involve determining needs related to physical health services and initiating same. Assisting the resident and the family in adjusting to the environment of group living in an institutional setting and dealing with the fear of the unknown, involves an ongoing effort by team members. Mental health issues may surface and are then dealt with via appropriate interventions. Additional goals and objectives of the Intake Team are: 1) Assessing the needs for the resident to make desired behavioral changes, identifying same for the resident and then guiding and monitoring the resident in terms of achieving behavioral changes. 2) Providing feedback to the referring agency as to the resident's adjustment, progress and unmet needs as they relate to further casework/treatment planning. INTAKE TEAM Page Two 3) Providing input to the Department of Institutional and Human Services Screening Committee regarding case dynamics, course of treatment and suitability for placement. 4) Providing interim/transitional services for those youths who are: (a) pending initial placement in an open residential treatment setting within the Village. (b) pending placement in a facility other than Children's Village (e.g., Foster Home, State Department facility or private placement). (c) in need of crisis intervention/intensive treatment services prior to being returned to a less restrictive setting within the Village. This service is co-delivered by staff from the Intake Team and the Program Team. TYPES OF YOUTHS ADMITTED INTO CARE: 1) Ages 0 to 18; male and female 2) Those who are temporarily detained by a juvenile court or the Department of Social Services as being in need of either shelter care or secure custody pending further court or placement action, as provided for in the Michigan Juvenile Code, specifically: (a) those whose home conditions make immediate removal necessary (b) those who have run away from home or who are evading authority having legal custody (c) those whose offenses are so serious that release would endanger public safety (d) those who have a record of unexcused failures to appear at juvenile court proceedings (e) those who have failed to remain in a detention or non- secure facility or placement in violation of a court order 3) Those awaiting further placement--i.e., having the need for interim/transitional services. METHODOLOGY - DELIVERY OF SERVICES - ROLES OF STAFF: A description of the delivery of services is best obtained by chronicling the events that occur for the resident from the time of admission to the facility to the time of departure from an intake building. Admissions may occur at any hour of any day of the week. •• INTAKE TEAM Page Three INTAKE PROCESS: 1) Youth is brought to facility by parent, police or referral source staff. 2) Intake person obtains from conveyor the legal documentation (i.e., court order, police complaint, Protective Services complaint) necessary to enable the facility to admit the child into care, as well as authorization to provide medical/dental care and treatment. 3) Intake person interviews parties present in order to obtain significant information relating to needs for proper care and treatment of child. (a) admission form (b) medical data sheet (c) intake observation checklist (d) release of confidential information forms (e) accounts for and receipts personal property of youth (f) secures contraband, if any documents same and provides for safekeeping of same. 4) Intake person compiles information and makes first-line assessment as to: (a) alerts (medical, psychological, behavioral and legal) to receiving staff members (b) identifies where child will be placed (e.g., secure detention or shelter care) based on assessment (c) identifies strategies/techniques necessary for child- care staff to most effectively care for and manage the youngster (d) contacts parents, guardian or custodian (if not present) in order to provide notification of child's admission/provides information related to visiting, name of counselor and condition of youngster. If circumstances exist that suggest further assessment by other team personnel (e.g., psychologist), the intake person contacts that individual in order to gain further input as to immediate placement and management of the resident. 5) All intake information is then entered into the facility's computer system in order to ensure record retention and quick access by agency staff responsible for caring for the youngster. INTAKE TEAM Page Four 6) Youngster is then assigned to a child-care staff person who provides for: (a) bathing/showering of resident (b) issuing of clean clothing and storage of personal clothing (c) briefing the youngster as to rights and responsibilities (d) introducing resident to other staff members and youths (e) assigning the newly-admitted resident to the designated building location, room, bed and personal storage area (f) in general, providing an orientation and briefing the new resident as to how to effectively cope with behavioral expectations, rules and the specifics of the resident-management system and program structure as it applies to the youth. 7) Nursing staff then interview youth and complete a medical history. Youngster is examined in order to determine any apparent injury, illness or significant medical or dental problems. Provided there are no obvious emergency medical needs, the youth is then scheduled to see the pediatrician for a physical examination. This occurs within 3 to 7 days post- admission. Dental needs are tended to on a priority-referral basis. However, even if the child has no dental treatment needs of an emergent nature, he/she will be seen by the dental hygienist within 30 days post-admission and scheduled for follow-up dental treatment , if indicated. 8) The assigned counselor interviews the youngster within 48 hours post-admission in order to establish the need for care beyond 48 hours. The counselor must establish that the facility is an appropriate placement for the youngster to remain beyond 48 hours. The counselor, with any necessary assistance from other team members (e.g., medical staff, psychological staff or Chief: Intake Team) will determine if there are any physical, emotional or legal reasons why the child could not continue residing in the facility. If conditions exist that would contraindicate continued care beyond 48 hours, the referring agency shall be formally notified as to the need to relocate the child. Within 7 days post-admission, the counselor will develop the Preliminary Service Plan for each resident. This plan will INTAKE TEAM Page Five include a written assessment of the resident's immediate and specific needs and the specific services that will be provided by the Intake Team. A copy of this plan will be forwarded to the referring agency. If the youngster remains in the facility for 30 days after admission, a written Resident Assessment will be completed by the counselor. This document will include the reasons for continued care; the plans for other placement and barriers to other placement, as well as plans to eliminate those barriers. This assessment shall also be forwarded to the referring agency. For every 15 days in residence thereafter, an updated assessment will be completed. 9) The newly admitted resident's educational needs get attention beginning the next school day after admittance to the facility. The younster is enrolled in the Children's Village School and undergoes testing that determines functional grade levels in reading and arithmetic. The resident then receives classroom work that coincides with his/her current functional level. 10) During the entire stay, the resident is involved in a well- structured daily agenda of school, work details, structured recreation, free-time recreation and other related activities that are age-appropriate. In addition, there is a well-defined system of rules for daily living and feedback from staff to the resident as to how he/she is conforming to these expectations. In the secure detention units, for example, the residents take part in a token economy (point system) that provides them with hourly feedback and reinforcement for positive effort. Negative sanctions and consequences are explained and are based on the youth's individual capabilities and needs. Child-care staff maintain an individual log for each resident and record their observations as to behavior, adjustment and real or potential areas of difficulty that the resident may experience. Supervisory personnel, counselors and clinical staff review the logs frequently in order to refine or redefine the most appropriate staff techniques in managing the youth and to assist the resident in coping with the institutional environment. Residents are also involved with team staff in periodic group meetings throughout the week, focusing on social skills development, resolving peer conflicts and information sharing. 11) Intake team staff meet weekly in order to review the adjustment and progress of each resident. Those residents that ....1. • INTAKE TEAM Page Six are identified as experiencing significant adjustment difficulties may be referred for additional support services; including psychological evaluations, psychiatric assessments and/or individual psychotherapy or crisis counseling. If the resident is ordered to remain at Children's Village for longer-term residential treatment, the Intake Team staff (with the counselor as the spokesperson) also assists the Department of Institutional and Human Services Screening Committee in identifying treatment needs and the most suitable placement. Finally, when the youngster is discharged (i.e., released) from an intake site, the counselor prepares a written Discharge Plan which documents the reason for discharge; the new location of the child; brief summary of medical and dental services provided; and the name and official title of the person to whom the child was released. . DESCRIPTION OF SERVICE DELIVERY OAKLAND COUNTY CHILDREN'S VILLAGE PROGRAM TEAM PURPOSE: To provide comprehensive treatment services in a residential setting to youths who have been identified as being in need of out-of-home placement. GOALS: To provide a structured treatment milieu for dysfunctional youngsters that will facilitate and promote psychological growth via means of internalizing emotional controls, the enhancement of self-esteem, an increased sense of responsibility and a heightened awareness of the rights of others. Recognizing that ultimate achievement of this goal is a continuous process that will extend beyond the client's stay in the Village, the main objective of the Program Team is to provide the degree and intensity of services for the resident and family that would enable the youth to move from the facility to a less restrictive setting in the least amount of time necessary to achieve the identified treatment goals. TYPES OF YOUTHS ADMITTED INTO CARE: The "typical" client admitted into treatment is a boy or girl, age 12 through 17 years, who has been deemed unable to return to the community at the time of placement; because there is sufficient reason to believe that the youth will continue to exhibit anti-social conduct without the intervention of out-of- home care and treatment. Nevertheless, the client who is placed in one of the treatment buildings does have a reasonable prognosis for being able to function in a non-secure (i.e., unlocked) but structured setting. In short, the youngster's delinquent behaviors have not been so severe as to suggest the need for long-term treatment in a secure (i.e., locked) setting. Likewise, the client is not emotionally disturbed or impaired to such a degree that would require psychiatric hospitalization. Furthermore, the client is not physically or developmentally disabled to a degree that he/she would require special nursing care and placement in a barrier-free facility. Finally, the referring agency and the facility staff are in agreement that placement in the Village treatment program is a necessary and realistic intervention that will provide the youngster the opportunity to return to the community after having derived positive benefits as a result of the intervention. The treatment candidate's history typically reveals that prior attempts to maintain him/her at home have failed despite such interventions as individual and family counseling, diversion programs and probation. .• PROGRAM TEAM - Page Two The pathology may range from mildly neurotic to the more severe character or conduct disorders, but the common characteristic will be that of a pattern of dysfunctional behavior that has the likelihood of continuing. RESIDENTS' PROFILE: /,'" Residents of the treatment programs possess the following characteristics in varying degrees of severity and are planned for accordingly: 1) Learning disabled, academic and/or behavioral; has experienced few academic successes. Actual I.Q. ranges from dull normal to above average. 2) Inadequate development of internal controls; needs external structure. 3) Little self-confidence or self-esteem; feels inadequate. 4) Inadequate development of social, recreational and daily living skills; lacks discipline, empathy, manners and sometimes even physical coordination. 5) Inadequate conscience development; displays antisocial behaviors. 6) Inadequate relationship skills; has authority problems, displays attention-seeking behaviors, experiences peer problems or has difficulty trusting others. 7) Inadequate familial support structure; comes from dysfunctional family that evidences poor parental skills or neglect/abuse or sometimes even criminality. METHODOLOGY: The treatment program focuses upon maximizing the social, psychological, physical, educational and moral growth of each resident_ This groWth is measured in terms of goal attainment or steps necessary to achieve progressively more advanced levels. The treatment program counselor is provided with a report from the Human Services Comprehensive Screening Committee that identifies the basic treatment goals for each resident, prior to the latter's entry into the targeted program. PROGRAM TEAM Page Three LEVEL I: ORIENTATION AND ASSESSMENT Orientation staffing is held with parents or guardians and resident as soon after admission as possible. At this staffing, program mechanics, services, rules, standardized goals, parent and resident expecL.4tions, policies and visitations are explained. Within the first week the resident is provided with an Assigned Staff, who will aid the resident in defining and working toward treatment objectives, intervene during crisis situations and advocate for the resident during treatment team meetings. Also, within the first week, the resident is assigned a senior resident from Level IV as an aide in adjusting to the program. Immediately upon entry, the resident is assigned to one of two therapy groups, which meet on a weekly basis and are co-led by the program clinician and program counselor. Child care staff provide daily living milieu therapy and make daily log entries on each resident, detailing strengths, weaknesses and significant behaviors. These log entries, along with input from other treatment team members (counselor, clinician, program supervisor and any support service providers) will serve as the basis for the development of individualized treatment objectives for the resident. Within a few days of entry, achievement tests are administered, and an Individualized Educational Plan is developed for the resident. A recreational specialist plans activities aimed toward social and physical development of each resident. Toward the close of 30 days, the program counselor holds an Initial Service Plan Conference for the purpose of specifying resident and family problems and corresponding treatment objectives within the program's standardized goals, time frames for achieving treatment objectives, indicators of this achievement and persons responsible for aiding in this achievement. Persons involved in this meeting are: the resident, the parent or guardian, the program counselor, the program clinician, the referral source caseworker and the assigned staff (whenever possible). By the close of this period, a referral has been made to the program clinician on behalf of the resident, if there is the need for individual and/or family therapy. The counselor may also determine that there is the PROGRAM TEAM Page Four need for substance abuse counseling, which is available on- grounds through a supportive services provider, both group and individual. When the Treatment Team determines that the resident has attained his individualized treatment objectives, he may graduate to the next level. LEVEL II: PLANNING AND GUIDANCE During this level, the resident and his family work toward achieving the initial set of treatment objectives. The parent or guardian is encouraged to participate in on-grounds Parent Education sessions. The Treatment Team considers the advisability of home visits, their frequency, and any necessary restrictions. Usually, home visits are infrequent and closely monitored during this level. Of course, all aforementioned core services are in place, and the resident's involvement is expected to intensify. If 90 days have passed during this level, the program counselor holds an Updated Service Plan Conference, which is aimed toward identifying progress toward the achievement of treatment objectives, specifying any modifications in the Initial Service Plan and delineating indicators and time frames for achievement. Present at this meeting are all aforementioned persons who were included in the Initial Service Plan Conference. When the Treatment Team determines that the resident has attained his individualized treatment objectives, he may graduate to the next level. LEVEL III: POSITIVE PRACTICE During this level, treatment objectives are updated and become more difficult, thus reflecting the resident's growth within the program. The resident and his family work toward achieving this updated set of treatment objectives, and the resident is placed in more trust situations. If the family situation allows, home visitations are more frequent during this level. All aforementioned core services are in place, and the resident's commitment to self-growth, via the achievement of his individualized treatment objectives, is expected to be in place. When the Treatment Team determines that the resident has attained his updated individualized treatment objectives, he may graduate to the next level. •I• PROGRAM TEAM Page Five- LEVEL IV: INTERNALIZATION A second Updated Service Plan Conference is held at the start of this level, and all persons from the previous staffings are included. During this level, treatment objectives are updated and become increasinAly more difficult, thus reflecting the resident's growth within the program and his increasing ability to handle trust situations and to serve as a positive role model for other less senior residents. The resident and his family work toward achieving this updated set of treatment objectives; and emphasis is placed upon preparing the resident for return to his family or to a less restrictive placement, if this is not possible. All aforementioned core services are in place, and an assessment is made as to the possible need for home community- based individual and/or family therapy services. If so needed, the family and resident are expected to begin participation in these therapy services during the course of this level. When the Treatment Team determines that the resident has attained his updated individualized treatment objectives, he may graduate from the residential part of the program into the next level. LEVEL V: AFTERCARE This level begins with a Discharge Service Plan Conference which involves all significant parties. Issues discussed at this conference are: any remaining treatment objectives that the resident and his family need to work on, the specifics of the actual discharge plan, the rules and conditions of aftercare, any necessary referrals for community-based support services and arrangements for a community-based educational plan. At the close of this conference, the discharge date is finalized. Upon discharge the resident and his family receive the bulk of supportive counseling services from a community- based provider, although resident/family progress is monitored by the treatment program counselor for a limited time period, not to exceed sixty days. The referring agency's caseworker is an integral part of the aftercare monitoring system as well. The treatment program counselor and the court caseworker work cooperatively in resolving any difficulties that may arise during the monitoring V • . • • PROGRAM TEAM Page Six - period. If these efforts do not promote a positive change in behavior, the referring court is notified by the treatment program counselor. If the court finds the resident in noncompliance with the court order, he may be placed in the Children's Village for assessment and planning. If the Aftercare levAl is successfully completed, then the responsibility for the resident is returned to the court of origin. The court will then consider such options as: dismissal of the case or probation for the youth. ...I. Resolution # 92186 Septembor 10, 1992 Moved by McCulloch supported by Olsen the resolution be adopted. AYES: Olsen, Palmer, Pappageorge, Pernick, Price, Schmid, Serra, Skarritt, Wolf, Aaron, Bishop, Caddell, Crake, Ferrens, Gosling, Huntoon, Jensen, Johnson, Krause, Law, McCulloch, McPherson, Millard, Moffitt, Oaks, Obrecht. (26) NAYS: None. (0) A sufficient majority having voted therefor, the resolution was adopted. • STATE OF MICHIGAN) COUNTY OF OAKLAND I, Lynn D. Allen, 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 10, 1992 with the original record thereot 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 10th day of—) September 199? , Lynr/i/O. Allen, County Clerk SEP 1 1 1992 COUNTY EXECUTIVE OFFICE