HomeMy WebLinkAboutResolutions - 1993.08.05 - 22222August 5, 1993
FISCAL REPORT (Misc. Resolution #93151)
BY: FINANCE COMMITTEE, JOHN P. McCULLOCH, CHAIRPERSON
IN RE: PROBATE COURT - OAKLAND COUNTY CHILD CARE FUND BUDGET 1993-
94
TO THE OAKLAND COUNTY BOARD OF COMMISSIONERS
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, 1993 through September 30, 1994, and is
necessary for the County to be eligible for Child Care
Fund reimbursement.
2) 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 1993-94 Child Care Fund budget will be
presented during the 1994/1995 budget process.
3) The application reflects $15,364,187 in gross
expenditures and $2,563,100 in offsetting revenues, with
net expenditures estimated at $12,801,087, an increase of
$284,145 or 2.3% above the 1992/93 net expenditures.
4) 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%), the same amount as the
1992/1993 cap.
5) Should the application be approved by the State as
submitted, Oakland County will exceed cap by $4,754,176,
resulting in an effective reimbursement rate of 31.43%,
a slight decrease from the 32.10% rate realized for
1992/93.
6) Submittal of this application will not affect the lawsuit
regarding the Child Care Fund cap.
Chairperson, on behalf of the Finance Committee, I move
adoption of the foregoing report.
FINANCE COMMITTEE
i:\tim\pc\ccf.rpt
MISCELLANEOUS RESOLUTION #93151 August 5, 1993
BY: PUBLIC SERVICES COMMITTEE, LAWRENCE A. OBRECHT, CHAIRPERSON
IN RE: PROBATE COURT - OAKLAND COUNTY CHILD CARE FUND
BUDGET 1993-94
TO THE OAKLAND COUNTY BOARD OF COMMISSIONERS
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, 1993 through September 30, 1994; 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 1993-94 Oakland County
Child Care Fund Budget to the State Office of Children and Youth
Services, Department of Social Services.
Chairperson, on behalf of the Public Services Committee, I
move adoption of the foregoing resolution.
PUBLIC SERVICES COMMITTEE
DSS
769,576
-0- 2,563,10
1,301,4551 11,499,632
399,775
-0-
132,104
1,301,455
12,423,65
1,543,71
58,70
14,062,73
12,823,425
1,543,716
190,804
15,364,187
1
2,563,101)
Foster Care During Release Appeal
Period
COST SHARING RATIOS County 096/State 100%
$ 11,050 $ 11,050
-0-- -0-
AND/
OR
• COUNTY CHILD ci+c_.: BUDGET SUMMARY
Michigan Department of Social Services
For the Office of Children and Youth Services
County
OAKLAND
Fiscal Year
October 1, 1993 — September 30, 1994
Court Contact Person 1 Telephone Number -.1
John L. Cooperrider (313) 858 -0256
DSS C,ontact Person Telephone Number
Melvin Kaufman (313) 858-1506
TYPE OF CARE
I. CHILD CARE FUND
A. Family Foster Care ..... ..........
ANTICIPATED EXPENDITURES
couRT/Exelc - COMBINED
$ 36,670 $ 806,246
NOTE: DO NOT INCLUDE
H. AND I. IN THE
TOTAL EXPENDI-
TURE LINE.
B. Institutional Care
C. In Home Care ...................
D. Independent Living
E. SUBTOTALS ........
F. Revenue ....... .............. —
G. Net Expenditure
COST SHARING RATIOS
County 50%/State 50%
County 50-100%/State 0-50%*
'Stele reimbursement dependent upon stale CCF
beams at end of Mom yew
01. H. Capped Expenditure Level ..
Or I. Net Expenditure Over Cap .....
8,046,914.
4,754,17 16
II. CHILD CARE FUND
III. JUVENILE JUSTICE SERVICES FUND
Basic Grant
I COST SHARING RATIOS County 0%/State 100%
$15,000.00 Maximum
IV. TOTAL EXPENDITURE . ................... .............. ....... ...... . .........
—1 $ 12 , 812L1137
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 iru
September 30, 19 ti'b
Presiding Judge or Probate
1 Coutrty j
dirf Abe,
13
Chairperson. Wand of Commissioners Signs Data
County Executive &gramme, Data
O55-2091(Rev 6-85) Previous edition obsolete.
The Department of Social Senior will not discriminate agent* any Individual
or group because of recta, sex. religion, age. national origin, color, rnarital
MMus. handicap, or ponce belles
AuTHORTrr Act ST Publication ot 197e, az emended.
COMPLETION: Flemenel.
PENALTY Sons reimbursement owl be withhold horn
local government.
CHILD CARE FUND BUDGET REQUEST
1993-1994
PROPORTIONATE AMOUNTS & PERCENTAGES OF GROSS EXPENDITURES
GROSS EXPENDITURES: $15,364,187 CAP LEVEL: $8,046,911
INSTITUTIONS (CV, CO, PRIVATE = $12,823,425 (83.5%)
81.2% of Total
Inst. Gross Exp.
A. C.V. (J, J-2, A-S) = $3,541,100
(B, D, G) = $3,957,700
(H, A-N) = $2,916,200
B. C.O. = $1,683,000 13.1% of Total
Inst. Gross Exp.
C. Court Placed = $ 166,440 1.3% of Total
Inst. Gross Exp.
Boot Camp = $ 159,210 1.2% of Total
Inst. Gross Exp.
DSS Placed = $ 399,775 3.2% of Total
Inst. Gross Exp.
2. IN-HOME CARE = $1,543,712 OR (10.1%) - COURT'S PORTION (4.8%)
A. Intensive Probation = $716,812
B. Intensive Probation Parent Guidance = $ 22,500
C. Camp Oakland Day Treatment Program = $804,400
3. FAMILY FOSTER CARE = $806,246 (5.2%) - COURT'S PORTION (0.2%)
A. Court Supervised = $ 10,970
B. Court Placed (Private Agency Supervised) = $ 25,700
C. DSS Supervised = $222,331 *
DSS Placed = $547,245 **
DSS TOTAL $769,576
4. INDEPENDENT LIVING = $190,804 (1.2%)
COUNTY PORTION - GROSS EXPENDITURE (91.5%) = $14,062,732
COURT PORTION - GROSS EXPENDITURE (7.2%) = $ 1,101,632
DSS PORT10:4 - GROSS EXPEKDITURE (8.5%) = $ 1,301,455
GROSS 7..XPEADITURE $15,364,187
* Includes $ 8,752 for voluntary placements by DSS
** Includes $48,374 for voluntary placements by DSS
CU BUDGET __LOUEST COMPARED TO: 1993-94
31.1% County Rate
of Reimbursement
1992-93
32.1% County Rate
of Reimbursement
Gross Exp.
Revenue
Net. Exp.
Capped Level
Net Exp.
Over Cap
E. $15,364,187
F. $ 2,563,100
G. $12,801,087
H. $ 8,046,911
I. $ 4,907,476
GROSS EXPENDITURES AMOUNTS:
1992-93
$13,679,450 (85.1%)
$11,488,900 (84.0%)
$ 1,652,100 (12.1%)
$ 538,450 (3.9%)
$ 0
$ 1,359,792 (8.5%)
E. $16,066,242
F. $ 3,549,300
G. $12,516,942
H. $ 8,046,911
I. $ 4,470,031
Institutions:
A. C.V.
B. C.O.
C. Private
Boot Camp
In-Home Care:
- $ 702,055
(4.6% dec.)
- $ 986,200
(38.5% dec.)
+ $ 284,145
(2.3% inc.)
+ $ 0
(0.0% inc.)
+ $ 284,145
1993-94
$12,823,425 (83.5%)
$10,415,000 (81.2%)
$ 1,683,000 (13.1%)
$ 566,215 (4.4%)
$ 159,210 (1.3%)
$ 1,543,712 (10.0%)
Family Foster Care:
A. Court
B. Court/P.A.
C. DSS Supervised
DSS Placed
Independent Living (DSS):
Independent Living (CO):
$ 721,792
Court (4.5%)
$ 638,000
CO (4.0%)
$ 886,649 (5.5%)
A. $ 9,000
B. $ 24,120
C. $ 229,213
$ 624,316
$ 100,051
$ 40,300
$ 739,312
Court (4.8%)
$ 804,400
CO (5.2%)
$ 806,246 (5.2%)
$ 10,970
$ 25,700
222,331
547,245
132,104 (0.9%)
58,700 (0.3%)
CHILD CARE FUND
1993-1994
PROGRAM COSTS AND ACHIEVEMENTS
92' - 93' 92' - 93' 93' - 94'
PROJECTED ACTUAL PROJECTED
INTENSIVE PROBATION: $21.79/day $21.81/day $20.34/day
(Average Cost per Day)
Goal: Reduce Residential
Care (days) 32,120 36,218 35,040
Serve: Number of Youth 184 199 200
CasOload: (1 - 15)
8 Intensive Caseworkers and 1 Supervisor
PARENT GUIDANCE: $ 1.05/day
(Average Cost per Day)
$ 1.03/day $ 1.17/day
Goal: Reduce Residential
Care (days) 21,000 18,550 19,250
Serve: Number of Parents 150 142 150
Caseload: (Families) 120 106 110
1 Clinical Psychologist - (PTNE)
DAY TREATMENT/LEARNING CENTER:
(Average Cost per Day) $55.89/day $54.27/day $55.89/day
Goal: Reduce Residential 14,390 14,390 14,390
Care (days)
Serve: Number of Youth 150 133 150
Camp Oakland
COUNTY CHILD CARE — DETAIL BUDGET
Michigan Department of Social Services
For the Office of Children and Youth Services
AUTHORITY: Act 87, Public Acts of 1978,
As Amended.
COMPLETION. Required.
PENALTY: State reimbursement will be
withheld from local government.
Annual
Gross Cost
Anticipated
Days Care
$ 10,970 730
CHILD CARE FUND
TYPE OF CARE
A. FAMILY FOSTER CARE
1. Court
a. Court Supervised
Foster Care Payments
(Combined total
anticipated expense)
365
b. Court Placed
Foster Care and Administrative
Rate Payments 25,700
County Child Care: Budget Detail
Page 1
The Department of Social Services will not discriminate against
any individual or group because of race, sex, religion, age, national
origin, color, marital status, handicap, or political beliefs.
F.Y. October 1, 19 93 — September 30, 19_94
Oakland County
Date Submitted
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 FAMILY FOSTER CARE TOTAL
$ 36,670 1,095
$222,331 13,505
547,245 11,680
$769,576 25,185
$806,246 26,280
DSS-2092 fflev. 6-85) Previous edtans obsolete.
—0—
—0—
—0—
—0— —0—
—0— —0—
—0— —0—
—0— —0--
255 98,920 12,823,425
Anticipated Number
of Children for Anticipated
In-Home Care Service Days Care
(Combined total
anticipated expense)
County Child Care: Budget Detail
Page 3
TYPE OF CARE
Annual
Gross Cost
(Combined total
anticipated expense)
Number Anticipated
of Beds Days Care
2. BeTift=@i5eFatefiltreitims- County Exec .
a. Detention
b. Group Care Facility
c. Shelter Care Facility 2,416,200
d. Other _Camp__Q l_a_sJ a 1,683,000
Subtotal Court Operated Institutions 12,098,000
3. County DSS Operated Facilities
a. Group Care Facility
b. Shelter Care Facility
c. Other
Subtotal County DSS Operated Facilities
COMBINED INSTITUTIONAL CARE TOTAL
$ 3,541,100
3,957,700
73 26,645
80 29,200
60 21,900
42 14,600
255 92,345
Annual
Gross Cost TYPE OF CARE
C. 1N-HOME CARE SERVICE COMPONENTS
1. Court Subtotal 739,312
2. ;e-ithat).S& aubtotal Camp Oakland Day Stud. 804,400
COMBINED TOTAL IN-HOME CARE
D. INDEPENDENT LIVING
1. Court Camp
a. t:itiritt=o:perii=Fil5i'eFfiTE=Paynterits Oakland
b. Court Placed Foster Care and
Administrative Rate Payments
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
513.41.01)
—0—
102,193
132,104
200
150
1,543,712 350
2,300
—0—
2,555
4,380
190,804
58,700 2,300
29,911 1,825
D6662662 {Rot,' 6R5) Previous editions obsolete
REPORTED ITEM
Each * item is required information
I. JUDICIAL (For All Youth Served)
* 1. Number of Youth Having Petitions/Written Complaints Filed
* 2. Number of Youth Having Petitions Authorized
* 3. Number of Youth Adjudicated
4. Number of Youth With Placeable Adjudications/Dispositions
* 5. Number of Court Wards at Beginning of 12 Month Period
* 6. Number of Court Wards at End of 12 Month Period
* 7. Number of State Ward Commitments (Act 150 & 220)
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
2. Total Cost's (Exclude non-scheduled payments)
3. Average Cost Per Day
B. Residential
1. Number of Days Detention Own Facility ( CV )
2. Number of Days Detention Purchased (CV)
3. Number of Days Treatment Own Facility ( CV )
4. Number of Days Treatment Purchased
5. Total Days Residential Care
6. Total Cost
7.Cost Per Day
C. Independent Living
1. Total Number of Days Care
2. Total Costs
3. Average Cost Per Day
Each item is required information.
The Department of Social Services will not discriminate against any individual or group
because of race, sex, religion, age, national origin, color, marital status, handicap, or political beliefs.
DSS-4472 (Rev. 12-87) Previous edition obsolete.
(CO)
(PI)
(CO)
AUTHORITY: PA 87 of 1978.
COMPLETION: Is required.
CONSEQUENCE FOR NONCOMPLETION: Child care fund will not be reimbursed.
Please continue on reverse side.
THIS YEAR DIFFERENCE
(Most Recent 12 Months) (Totals)
FROM:
1/1/92
TO:
12/31/92
Deling. Neglect
Abuse
PERCENT
( + or -
COST
( + or-) Total
ci n 5,82
2,247 339
1,780 258
N/A N/A
6,39 5,611 440 6,1
2,584 3,115 309 2,4
1
2,038 1,95 27
N/Ai N/A1 N/A N/A
4 —4%
2,252+10%
N/A 70,833
$7 N/A
N/A
7+14%F
2 +2
+19
PRIOR YEAR
(12 Month Period)
FROM:
1/1/91
TO:
12/31/91
Deling. Neglect Total
Abuse
1,447 758
1,66
68
2,20
2,50
12 1
1,6(59 83$ 2,5
1,676 87§ 2,
76 1 80 146
293
4,058
$ 13-85
28,218
42,897
14,641
398
86,154
12,073,797
131 140
N/A 10,06! N/A 10,065
—829%
2530%1-102,691t
—183%1-25-37
+6%
N/A
+3%
—8%
188%
+1%
+9% 11,010,31(
+7%
9
55
2,722
106,753
$ 39-22
26,483
0
41,557
15,812
1,148
85,000
,063,421
CMILD CARE FUND
JUDICILL, PLACEMENT, .ND EXPENDITURE SUMMAEN EEP1RT
(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, (Difterence,) is to be computed in each section that applies. Detailed instructions are contained if;
the Annual Plan and Budget Guidelines.
• See reverse side for detailed instructions.
REPORTED ITEM
Each * Item is I.- • uired iniormatio
I. CPS, PETITION, AND ADJUDICATIONS
*1. Number of CPS Complaints Investigated
*2. Number of Substantiated CPS ease
WM=
*4. Number of Adjudication
PLACEMENT AND COST DETAIL (Child Ca
as Reported on DSS-206B fmrts)
A. Foster Care
1. Total Number of Day's of Care
2. Total Cost's
3. Average Cost Per Day
B. Residential Care
1. Total Number of Days Own Facility
2. Total Number of Days Purchased (Tr
3. Total Days Residential Care
4. Total Cost
5. Cost Per Day
C. Independent Living
1. Total Number of Days
. Total os,
FR •
1 1 92 Mal COST
(+or..)
of Petitions Filed
1/1/91
ro:
12/31/91
To
12/31/92
4,453 + .4
1,110 + .5
348 + 8.4
215 +14.4
and, ' Cy
500,460
25.48
-0-
4,335
4,335
462,740
106.75
1,088
15,503
14.25
19,642 17,109
451,450
26.39
-0-
2,415
2,415
233,043
96.50
2,8 A
70,973
24.69
-44.
164%
+358% +55,4
+733% +10.4i
+55 47
22* ,61
0.44
.91
. TOTALS/SUt ,MARY (Chi
From DSS-2068)
d Cara Funded Only,
*1. Total Number of Youth at Beginning o
*2. Total Number of Youth at End of Year
*3. Total Number of Days Out-of-Home Care
*4. otal eut-of-Home Costs
*5. Average ost Per Day Out-of-Home are
(Transf-
82 69 -
1101/221111 22,398
$978,703 $755,466
39.16 33.73
24,995 -10.4%
22.8%
-2,59i
223,2:
-5.43
The Department of Social &entices will not discriminate against any individual or group
hammed ram MOL religion, ege, national origin, color, marital handicap, cr political beliefs.
.r::** !War 711M1r,rilwr(
UnIORITY: PA 87 of 1978.
COMPLETION: is required.
CONSEQUENCE FOR NON-COMPLETION: Child care fund will not be reimbursed.
ue on reverse s
PRIOR YEAR
(12 Month Period)
IS YEAR
Ann 12 Months
EliagLEIZEg
CHILD CARE FUND
PETIT' 2.-C, Pl.:CEMENT, AND EXPENDITURE SUMMARY inEr'ORT
(Completed by County Department of Social Services)
Michigan Department of Social Services
Office of Children and Youth Services
Sections I and Ill are required from all county -Epartments having Child Care Fund Sub-Accounts as part of the Annual Plan
and Budget process. Section IV, A & 8 is regal! from County. Del-I-tments whica administer In-Home Care and/or Basic
Grant Programs. Column 4, (Difference) is to b computed in each action that applies. Detailed instructions are contained
in the Annual Plan and Budget Guidelines.
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 the court, as an alternative to removal
from the child's home, provided that:
a. such care is an alternative to detention or other out-of-home care
and:
a written complaint has been received and accepted by the court,
the expenditures are not for judicial cost,
the caseload size or services are intensive,
non-scheduled payments are not made to pay for basic family
needs otherwise available through public assistance programs,
the parent(s) and the youth have agreed in writing to receive 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.
C. CASE RECORD DOCUMENTATION REQUIREMENTS
Individuar case record documentation is required for all In-Home Care clients.
As & minimum, case records must iaclude the following:
* family case assessment which identifies, by service component, the
problems and need for In-Home Care services,
day of intake,
type of complaint/allegation, supported 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-133
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.
(Service Component)
A) Intensive Probation
CCF
(Adm. Unit) Expenditure
Court $ 716,81
Intensive Prob.Parent
Guidance
Camp Oakland Day Studen
Subtotal IHC - Court
B)
C)
D)
E)
F)
$1,543,71
Court
II Executive
22,50
804,40
TOTALS IHC $1,543,71 1,543,712
Other Public
Funding
IN-HOME CARE SUMMARY
Michigan Department of Social Services
FOR THE OFFICE OF CHILDREN AND YOUTH SERVICES
County ,
I Gross
Expenditure
$ 716,812
804,400
1,543,712
)rmation for I. List all service components which make up the IHC program and specify the requested information for
each.
22,500
Subtotal INC - DSS
II. For each service component listed above, complete a separate IN-HOME CARE BUDGET DETAIL,
(DSS-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, please send copies of the forms z
department names and form numbers/titles to the State Forms
Administrator, Department Of Management and Budget, Box
30026, Lansing, MI 48909.
Sending 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, handicap, or political beliefs.
055-2093 (Rev. 5-84) Previous edition obsolete.
40 $___42,186 Intensive Caseworker
II ii
ii
11
TotalPaWn—e11001
18,368
22,462
$ $167,496
$559,582
Rate/mile
.25/mile
• Estimate No. of Mile
105,600
Rate! Unit
Total Program Support
Ii
14.91 0
$ 14,2L0
$ 88,110
IN-HOME CAE BUDGET DETAIL REPORT
Michigan Department of Social Services
Office of Children and Youth Services
Service Component (Full Title/Name)
, INTENSIVE PROBATION
A. PERSONNEL (Employees of the Court or DSS) Administrative Unit El DSS Ci Court
1. Salary ana Wages
NAME(s) FUNCTION NO. HOURS/WEEK YEARLY COST
Bill Hamilton
Bob Jueckstock
Corene Munro
Bob Proudfoot
Mike Amshay
Alice Hagerman
Gary Contesti
Dan Cojanu
Palmer Sesti
2. Fringe Benefits (Specify)
42,186
36,899
43,809
43-809
42,997
44,620
!I
Child Welfare Worker Supr. " 52,583
(Based on 1993 salaries +3%) Sub-total $392,086
42,997
52,583
Bill Hamilton
Bob Jueckstock
Corene Munro
Bob Proudfoot
Mike Amshay
Alice Hagerman
Gary Contesti
(All fringe benefits based on 44%
of salary, per County Personnel
and Budget Departments)
$ 18,022
18,022
15,763
18,715
18, 715
18,368
12,11_61
! Dan Cojanu
Palmer Sesti
PROGRAM SUPPORT (For employees identified in "A" above)
YEARLY COST
$ 26,400
YEARLY COST
$ 25,000
1. Travel (Purpose)
Personal Mileage
2. Supplies and Materials (Descriptions! Examples) Attach Extra Sheet if Needed*
Electronic Surveillance-Equipment rental and installation fees
(SEE ATTACHMENT)
YEARLY COST I. Other Costs (Description/Examples) Attach Extra Sheet if Needed*
Client Motivation Fund
Travel & Conference
Buildin• S•ace Renal • A • . '•4
Telephone
* 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 amended.
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, religion, age, national origin, color, marital status.
handicap or political beliefs.
Continue on other side. SS-2094 (Rev. 4-89) Previous edition obsolete.
ATTACHMENT - IN-HOME CARE BUDGET DETAIL REPORT
B. PROGRAM SUPPORT
1. Personal Mileage
8 Caseworkers x 600 miles/month 57,600 mi/yr
8 Monitoring Interns x 400 miles/mo.38,400
1 Supervisor x 200 miles per month 2,400
2 Clinical Interns x 300 mi/mo. 7,200
105,600
x .25/mi
$26,400
2. Electronic Surveillance
This option remains a favorite of ICU staff, both as a
front end transition for those entering ICU from
temporary detention and as a consequence short of
program failure. As indicated last year, we added a
second, radio frequency technology. We anticipate an
ongoing usage of ten units for ICU youngsters, with a
possibility of another four for court ordered home
detention cases. As in years past, we retain the
flexibility to increase capacity if caseloads warrant.
3. Client Motivation Fund
This has been a part of our programming since the
Early Offender Program's inception. The fund is
designed to shape behavior by providing specific
rewards. Part of the money is also used to underwrite
group reward and enrichment activities.
Telephone
For two months, we have instituted a pilot project
with two ICU staff, supplying them cellular car
phones. Both staff work a large, multi-school
district area and spend considerable time on the road.
The phone permits them to maintain client contact
while in the field, confirm appointments, check back
to the office for messages. Both staff find the
phones to be both efficient and effective. It is
recommended that cellular phones be made available to
all ICU staff.
C. CONTRACTUAL SERVICES
Intern/Monitors
Each probation staff is paired with a paid,
paraprofessional intern/monitor. This team approach
results in extra client coverage.
8 interns x $5.34/hr. x 1040 hours + administrative
cost = $49,920
Clinical Interns
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
Iornponent Manager Name
Pamela E. Howitt, Ph.D.
ED REVISED 1
1/
6. PROJECTED NUMBER 1 7. PROJECTED COST 1 8. ACTUAL NUMBER 1 9. ACTUAL COST 5.
150 parents
120 u'rwif-h lumber of Youth Served
'umber of Calendar Days of In-Home Care 21,000 5.512
$19,060
$1.03
22,000
$1.05
otaf Component Cost
verage Cost Per Calendar Day
,verage C,ost Per Vi)IrRix Parent $147 per p0:0;'Vt.-., $134
IN-HOME-CARE PROGRAM COMPuritri co: L,
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).
;omponen: Tee Time Period Covered
FROM: THRU:
Tntensive Probation — Parent Guidance omi.le 92 sepi3o.1993 1171couRT 1-1 DSS
Telephone Number
( 353) 858-0066
•
PROGRAM SPECIFIC INFORMATION: Check all that apply.
Administradve Unit
I. COMPONENT STATUS
EI CONTINUED
TARGET POPULATION(S) SERVED
A. Children Under Jurisdicton of Court
F1 DELINQUENT
E. Children NOT Under Jurisdiction of Court
Lii WRITTEN COMPJ_AINT
n TERMINATED
ID NEGLECT
SUBSTANTIATED C.P.S. (DSS ONLY)
(. AREA(S) OF INTENDE1:1 IMPACT (Check primary area(s) only.
A REDUCTION IN:
Number of Youth Petitioned
Ei Number of Adjudications
[1] Number of Days of Family Foster Care
13 Number of Days of Out-of-Home Detention
SERVICE FOCUS
fl Provide early intervention to treat within the child's home
Effect early return from foster or institutional care
Ej Number of Days of Shelter Care
50 Number of Days of Residential Treatment Care
Number of State Wards Commthed (Act 150 &220)
ER VICE AND COST INFORMATION FOR FISCAL YEAR COMPLETED (BEING COMPLETED):
NSTRUCTIONS:
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).
e period of request from October 1, 19 9 2 thru September 30, 19 q
HORMY: P.A. 87 of 1978.
- IPLETION: is required.
(SEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed.
The Department of Social Services will not di.soriminate against any individual or
group because of race, sex, religion, age, naional origin, cokY. rnaitaJ Ma's.
handicap or political beliefs.
:2-50 (1-91) — SEE OVER-
I. PROGRAM SPECIFIC INFORMATION: Check all that a
1. COMPONENT STATUS a CONTINUED El TERMINATED
ppy
[1] REVISED
2. TARGET POPULATION(S) SERVED
A. Children Under Jurisdiction of Court a DELINQUENT El NEGLECT
9. ACTUAL COST
$780,945.30
54.27
7,217.91
5.
A. Number of Youth Served
B. Number of Calendar Days of In-Home Care
C. Total Component Cost
D. Average Cost Per Calendar Day
E. Average Cost Per Youth
6. PROJECTED NUMBER 7. PROJECTED COST 8. ACTUAL NUMBER
. $804,400.00
55.89
2,696.00
150
14390
133
14390
IN-HOME-CA-ril 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 Tate Time Penod Covered
Day Student Program FROM: THRU:
Oct. 1,19 •H Sept. 30, 19
Component Manager Name
David Ballenberger/Camp Oakland
Administrative Unit
0 COURT flDSS
Telephone Number
( 313 ) 628-2561
B. Children NOT Under Jurisdiction of Court
WRITTEN COMPLAINT El SUBSTANTIATED C.P.S. (DSS ONLY)
3. AREA(S) OF INTENDED IMPACT (Check primary area(s) only.)
A REDUCTION IN:
El Number of Youth Petitioned
O Number of Adjudications
O Number of Days of Family Foster Care
El Number of Days of Out-of-Home Detention
4. SERVICE FOCUS
O Number of Days of Shelter Care
O Number of Days of Residential Treatment Care
O Number of State Wards Committed (Act 150 & 220)
[XI Provide early intervention to treat within the child's home
111 Effect early return from foster or institutional care
U. 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 costs (year-to-date and projections if fiscal year is not complete).
Time period of request from October 1, 19 93 thru September 30, 19 94
AUTHORITY: P.A. 87 of 1978.
COMPLETION: is required.
CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed.
DSS-4435B (1-91)
The Department of Social Services will not discriminate against any individual or
group because of race, sex, religion, age, national origin, color, marital status,
handicap or political beliefs.
— SEE OVER —
Arss-adve Unit
ft COURT
Teep-i-ic,-.e Number
( 313 ) 628-2561
DSS
5. 6. PROJECTED NUMBER 7. PROJECTED COST
ul Component Cost
:rage Cost Per Calendar Day
.?rage Cost Per Youth
IN-HOME-CARE PROGRAM COMPONEN
REQUEST
Michigan Department of Social Serv;oes
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.
,•,nt Tide
Day Student
Manager Nan-le
David Ballenberger/ Camp Oakland Youth Programs
CRAM SPECIFIC INFORMATION: Check all that apply,
_i'ONENT STATUS
E CONTINUED E REVISED
POPULATIONS) SERVED
i:I•iren Under Juris-d'4•:;on of Court
LiELINOUENT El NEGLECT
Lildren NOT Under -Lirisdicton of Court
WRITTEN COMPLAINT 1:11 SUBSTANTIATED C.P.S. (DSS ONLY)
\-IS) OF INTENDED IMPACT (Check prima-Jr area(s) on}y.)
Time Period Covered
FROM: THRU:
oc-t.-1,19 93_ S-5.1994
;EDUCTION IN:
'iumber of Ycu-th Petitioned
Number of Adjudications
Number of Days of Family Fester Care
Number of Days of Out-of-Home Detention
.VICE FOCUS
Provide early intervention to treat within the child's home
Effect early return from foster or institutional care
RVICE AND COST PROJECTIONS FOR NEW FISCAL YEAR:
ieriod of request from October 1, 19_93 .thru September 30, 199.4
0 Number of Days of Shelter Care
E Number of Days ef Residential Treatment Care
Number of State Wards Committed (Act 150 & 22C)
-nbe of Youth Served 150
nber of Calendar Days of In-Home Care 14 , 390
/
r ITY P.A.. 87 of 1978.
'LETION: Ls required.
;EOUENCE FOR NONCDMPLETION: Child can funds will not be reimbursed.
'SA (1-91)
The Deparment of Scial Services will rot discirr.inate againsE any indi-vid...:2J or
group because of ra . sex, religion, ae , raf:onal ofigfn, czJor mar:r_21
handicap or v>ilical berref .
— SEE OVER
1. COMPONENT STATUS
1-7 NEW 13 CONTINUED D REVISED
A. Children Under Jurisdiction of Court
T1 DELINQUENT D NEGLECT
5. 7. PROJECTED COST 6. PROJECTED NUMBER
Number of Youth Served
150 parents of
lin you th -
Number of Calendar Days of In-Home Care I 39,250
. Total Component Cost
D. Average Cost Per Calendar Day
E. Average Cost Per tiv Parent
IN-HOME-CARE PROGRAM COMPOrENT
REQUEST
Michigan Department of T. ial 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.
C.H.O.I.C.E.
— Parent Education
Component Title
!Intensive Probation
! Component Manager Name
,Pamela S. Howitt, Ph.D.
Time Period Covered
FROM: THRU:
Oct 1, 19 93 SePt- 30 . 19
Administrav:vcr Unit
]COURT flDSS
Telephone Number
( 313 ) 858-0066
PROGRAM SPECIFIC INFORMATION: Check all that apply.
2. TARGET POPULATION(S) SERVED
E. Children NOT Under Jurisdiction of Court
WRITTEN COMPLAINT fl SUBSTANTIATED C.P.S. (DSS ONLY)
3, AREA(S) OF INTENDED IMPACT (Check primary area(s) only.)
A REDUCTION IN:
1=1 Number of Youth Petitioned
Number of Adjudications
D Number of Days of Family Foster Care
Number of Days of Out-of-Home Detention
4. SERVICE FOCUS
xi}
ID Number of Days of Shelter Care
0 Number of Days of Residential Treatment Care
o Number of State Wards Committed (Act 150 & 220)
Provide early intervention to treat within the child's home
D Effect early return from foster or institutional care
SERVICE AND COST PROJECTIONS FOR NEW FISCAL YEAR:
,me period of request from October 1, 19 93 thru September 30, 19 94
44.
UTHORITY: P.A. 87 of 1978.
3MPLETION: is required.
ONSEXIENCE FOR NONCOMPLETION: Child care funds will not be reimbursed.
:.,-4435A (1-91)
The Department of Social Services will not discriminate against any individual or
group because of race, sex, religion, age, national origin, color, marital status,
handicap or political beliefs.
— SEE OVER-
2. TARGET POPULATION(S) SERVED
k Children Under Jurisdiction of Court
lYj DELINQUENT O NEGLECT
0 REVISED
'. PROGRAM SPECIFIC INFORMATION: Check all that apply.
1. COMPONENT STATUS
vj CONTINUED O TERMINATED
A. Number of Youth Served
B. Number of Calendar Days of In -Home Care
184
2,120
$699,792 $700,,644
$21.81
$3,521
IN-HOME-CARE PROGRAM COMPONENT
FL PO RT
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 Title Time Period Covered Administrative Unit
FROM: TI-IRU:
INTENSIVE PROBATION oct.1,19 92 seN. , 1 9 0 COURT II D
-Component Manager Name Telephone Number 8580247 . J. McFarland/R. Sharp ( 313 ) —
858-0237
B. Children NOT Under Jurisdiction of Court
D WRITTEN COMPLAINT Li SUBSTANTIATED C.P.S. (DSS ONLY)
3. AREA(S) OF INTENDED IMPACT (Check primary area(s) only.)
A REDUCTION IN:
Li Number of Youth Petitioned
• Number of Adjudications
• Number of Days of Family Foster Care
Number of Days of Out-of-Home Detention
4. SERVICE FOCUS
D Number of Days of Shaer Care
gi Number of Days of Residential Treatment Care
• Number of State Wards Committed (Act 150 & 220)
Provide early intervention to treat within the child's home
LI Effect early return from foster or institutional care
1. 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
C. Total Component Cost
D. Average Cost Per Calendar Day
E. Average Cost Per Youth
AUTHORITY: P.A. 87 of 1978.
COMPLETION: is required.
CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed.
.SS-44358 (1-91)
The Departrnent of Social Services will not discriminate against any individual or
group because of race, sex, religion, age, national origin, color, marital status.
handicap or political beliefs.
— SEE OVER —
ATTACHMENT - IN-HOME CARE PROGRAM,REPORT
III. IMPACT EVALUATION
B. Adjudications
The number of adjudications for those youngsters on intensive
numbered 46, a 39% drop from last year. Furthermore, of the 46,
only 18 were for new criminal charges. The other 28 were
technical violations, including failure to complete community
service, attend counseling, make restitution, or ongoing status
offenses. This represents a 77% successful completion rate
within the Intensive Casework Unit. Another "failure" or
recidivist statistic involves those youngsters coming back to
court after dismissal. Ten youngsters were adjudicated after
dismissal in 1992. We must remember that this number comes from
the complete pool of youngsters served by both ICU and the pilot
EOP program - some several hundred youth.
Using the research-based finding that, according to past
practice, 87% of our caseload would have been readjudicated
during the project year, we would anticipate 173 new
adjudications. Our actual 46 represents a reduction of 127
adjudications. We conservatively estimate that each
adjudication costs $2,007 from petition through disposition.
This represents a savings of 127 x $2,007 = $254,889.
D. Days of Out-of-Home Detention
A predictable consequence of readjudication of an ICU youngster
would be temporary detention pending court. These are already
designated high risk youngsters who, at least in part, have
failed their probation. Past practice indicates that at least
50% of this category would be detained and that 42 days is the
average duration from detention through disposition.
127 (fewer adjudications) x 50% x 42 days = 2,667 days of care
ICU staff utilized 92 days of detention as a treatment tool with
active cases. These must be subtracted from the above figures.
2,667 - 91 = 2,576 days
Current per diem is $151. Therefore, savings equals:
2,576 x $151 = $388,976
F. Days of Residential Treatment Care
Without a full fledged experimental and control group model, we
are forced to estimate results for the ICU group had there not
been intensive community-based intervention. Earlier research
indicates that 75% of our clients would have been placed
residentially. It is felt that this is a conservative figure
since our reorganization to include all age youths.
Our actual experience was that 16%, or 32, youth moved from ICU
to residential care as compared with an expected number of 149.
For computational purposes, we will use Children's Village per
diems and a length of stay of 300 days.
149 (expected) - 32 (actual) = 117 (savings)
117 x 300 days = 35,100 days
This represents a potential savings of:
35,100 days x $151/day = $5,300,100
TOTAL SAVINGS
1) 254,000
2) 388,000
3) 5,300,000
ATTACHMENT - IN-HOME CARE REQUEST
SERVICE AND COST PROJECTIONS FOR NEW FISCALYEAR:
A.&B. Two hundred appears to be an accurate reflection of cases that
are suited for and can be screened into ICU. This also
reflects about a six-month average duration of services.
Obviously, "failures",those families that don't respond to
this intervention and must be moved to a more restrictive
setting, reduce this average. A unit goal, as we improve our
tools and selection criteria, will likely be to raise the
average duration of service. Some failure must be expected
and experienced, however, as we stretch to accommodate
increasingly high risk delinquents.
8 staff x 25 cases = 200 youth served
12 cases x 8 staff x 365 days = 35040 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.
III. PROGRAM DESCRIPTION
11. Changes
We do not anticipate changes in organization or operation. Some
past innovations have proven successful and have become part of
our ongoing repertoire:
-Expanded electronic surveillance capability, including the
addition of a second technology, radio frequency (RF), to gain
independent assurance of youngster compliance. A "new
wrinkle"-we are beginning to utilize the electronic
surveillance equipment for selected cases of in-home detention.
This is a particularly effective use of the equipment since it
impacts our detention units, usually over capacity. ICU staff
have made the installations, prepared the family, and
coordinated with Michigan House Arrest Services.
-Standard use of the Substance Abuse Subtle Screening Inventory
(SASSI) to focus more quickly on this extremely important
youngster and family dynamic.
-Expanded use of group Youth Community Service sites as a
resource for hard to place youth, a meaningful consequence for
non-compliance and a means of selecting youngsters for
participation in the wilderness camping trip.
-Continued and improved collaboration with the Court
Psychological Clinic in parenting and group therapy. Youngster
and parent attendance improved significantly during the project
year.
-A summer and winter wilderness camping experience, broadening
their life experience and increasing self esteem.
Administrative Unit
COURT Sirpt.30, 1994
Time Period Covered
FROM:
Oct. 1, 19 93
Component Tide
INTENSIVE PROBATION
Component Manager Name
J. McFarland/R. Sharp
DDSS
Telephone Number 58_0247
( 313) 858-0237
1. PROGRAM SPECIFIC INFORMATION: Check all that a
1. COMPONENT STATUS
' El NEW E CONTINUED
PPIY
El REVISED
5. 6. PROJECTED NUMBER 7. PROJECTED COST
200
,040
$712,612
D. Average Cost Per Calendar Day 2034.
E. Average Cost Per Youth 3 , 563
IN-HOME-CARE PROGRAM COMPOIN7NT
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.
2. TARGET POPULATION(S) SERVED
A. Children Under Jurisdiction of Court
• DELINQUENT
B. Children NOT Under Jurisdiction of Court
WRI I !EN COMPLAINT
fl NEGLECT
EI SUBSTANTIATED C.P.S. (DSS ONLY)
3. AREA(S) OF INTENDED IMPACT (Check primary area(s) only.)
A REDUCTION IN:
• Number of Youth Petitioned
O Number of Adjudications
O Number of Days of Family Foster Care
Number of Days of Out-of-Home Detention
O Number of Days of Shelter Care
[El Number of Days of Residential Treatment Care
Number of State Wards Committed (Act 150 & 220)
4. SERVICE FOCUS
E Provide early intervention to treat within the child's home
EI Effect early return from foster or institutional care
.1. SERVICE AND COST PROJECTIONS FOR NEW FISCAL YEAR:
Time period of request from October 1, 19 93 thru September 30, 19 94
A. Number of Youth Served
B. Number of Calendar Days of In-Home Care
C. Total Component Cost
( SEE ATTACHMENT)
AUTHORITY: P.A. 87 of 1978.
COMPLETION: is required.
CONSEQUENCE FOR NONCOMPLETION: Child care funds will not be reimbursed.
)SS-4435A (1-91)
The Department of Social Services will not discriminate against any individual or
group because of race, sex, religion, age, national origin, color, marital status,
handicap or political beliefs.
— SEE OVER
Program YTD PROJECTED
(Jan -Apr) (May -Sept)
Total $1,345
TOTAL COST: $17,715
1,345
$19,060
EXPENDITURE REPORT
Therapist Salary:
October 1, 1992 - December 31, 1992
(Approx. 250 hrs. @ $17.81)
January 1, 1993 - September 30, 1993
(Approx. 720 hrs. @ $18.42)
Total
= $ 4,453
= 13,262
= $17,715
Mileage 132 1,7n J.,,..
Therapy Supplies 170 200
Stationery/Office 60 75
Building N/A 550
Telephone N/A 350
To Be Named - Psych II Therapist 19,000 20
YEARLY COST
$1500
YEARLY COST
100
550
350
Rate/Unit
Total Program Support 11110. 3500
The Department of Social Services will not discriminate against any individual
or group because of race, sex, religion, age, national origin, color, marital status,
handicap or political beliefs.
Continue on other side.
IN-HOLE CAPE. BUDGFT DETAIL REPORT
Michigan Department of Social Services
Office of Children and Youth Services
Service Component (Full Title/Name)
Intensive Probation - C.H.O.I.C.E. Parent Education
FUNCTION
,86.n
A. PERSONNEL (Employees of the Court or DSS)
1. Salary and Wages
NAME(s)
Administrative Unit:
NO, HOURS/WEEK
DSS Court
YEARLY COST
2. Fnnge Benefits (SpecV
This is a part-time non-eligible position
Total Personnel
PROGRAM SUPPORT (For employees identified in "A" above)
$19,000
• Travel (Purpose)
Travel to satellite office
Rate/Mile
.25
Estimate No. of Miles
4,000
YEARLY COST
$ 1 000
e. Supplies and Materials (Descriptions/Examples) Attach Extra Sheet if Needed*
Parent inventories, materials, motivational fund
3. Other Costs (Description/Examples) Attach Extra Sheet if Needed*
Postage/Printing
Building Space
Telephone
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 amended.
COMPLETION: is required.
PENALTY: State reimbursement will be withheld from local government.
•3S-2094 (Rev. 4-89) Previous edition obsolete.
Per Diem 55.89 14,390 I $8041400 Da
0
SOURCE PURPOSE YEARLY COST
C. CONTRACTUAL SERVICES
1. individual or Organization
(NAME)
(a) Per Unit
RATE I (De
U
s
N
c
I
r
T
ibe)
TOTAL UNITS/
CONTRACT YEARLY COST
(b) Closed-End Contracts
Total Contractual III.
D. NON-SCHEDULED PAYMENTS
804 ,400
TYPE OF SERVICE
(Description)
Anticipated No. Units
to be Provided
Average Cost of
Each Service Unit YEARLY COST
Total Non-Scheduled 011.
E. SERVICE COMPONENT
(Add Totals for A, B, C, and D above) Total Service Component Cost 804,400
F. PUBLIC RIVENUE: 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 - F)
NET ANTICIPATED IHC MATCHABLE EXPENDITURE
(Gross Costs Less Other Revenue) 804,400 1
DSS-2094 (Rev. 4-89) (Back)
CHOICE ANNUAL REPORT
1992
JAMES WINDELL, M.A.
PSYCHOLOGIST
PAMELA HOWITT, PH.D.
MANAGER, CLINICAL SERVICES
APRIL 21, 1993
I. THE YEAR IN REVIEW
The CHOICE parenting program for parents of youngsters in
the Intensive Probation program of':the Oakland County Probate
Court enjoyed a successful year in 1992.
Making it a success was the increase in parental attendance
and the increase in new classes.
Established at the beginning of 1991, the parent guidance
program became recognized and dealt with the normal start-up
problems of any new venture during the first year. However,
in 1992, the program was more self-confident in recruiting
parents and holding parents in classes. As a result, total
and average attendance increased.
With regular discipline training classes conducted on
ah on-going basis throughout the year, it was time to enhance
the program. The name of the program was changed at the end
of 1992 from Parent Guidance to CHOICE. The CHOICE name was
a reflection of the goals and aims of the program: Court Help
On Increasing Control and Effectiveness. In addition, new
programs and types of parent training classes were planned for
implementation in 1993. These included a CHOICE class for parents
of young people with Attention Deficit Hyperactivity Disorder
and a class for parents of adolescent sexual offenders.
II. WHAT THE NUMBERS SHOW
There were 138 referrals of parents to the CHOICE program
in 1992, with a quarterly average of 36 parents. While this
is a decrease of 95 parents from 1991, the first year total
(233) suggests that all parents available were referred during
the first six months of the beginning of the parent program.
Since mid-1991, each quaterly referral total has been very
stable with little deviation.
In 1992, there were 17 classes of eight weeks each. This
represents an increase of two classes over 1991. That number
should continue to increase each year as alternative times
and locations are utilized giving parents more convenient in
attending classes. Likewise, with classes planned that will
more directly target youth problem areas, parents will be
able to attend classes more nearly designed to meet their
needs.
There were 142 parents in 1992 who attended at least one
class. This represents an increase only one parent over 1991.
Again, this seems to reflect the stability of the referrals
which come to the program each month.
With approximately the same number of parents "sampling"
a CHOICE class each year, it is interesting to look at how
much better the program was in 1992 in terms of holding on
to parents and increasing average attendance. Parents with
perfect attendance almost doubled (from 10 to 19) and
parents attending six or more sessions and earning a certificate
increased 25 percent (from 61 to 82). Likewise, parents
attending at least four classes increased 13 percent. With
these numbers, it stands to reason that the total attendance
in all the classes for the year went up by 18 (or 2%) and
the average attendance increased to 4.76 for each parent.
The number of children represented by the 142 parents who
were in the program in 1992 was 106.
III. LOOKING AHEAD
As we move into 1993, we can look ahead to another successful
year serving parents and families.
The CHOICE program is better able to deal with parents in
training them to be more highly effective parents who can
better respond to their children. The following plans for
1993 will enhance CHOICE allowing it to continue develop and
improve:
* Classes for parents of youngsters with Attention Deficit
Disorder
* Classes for parents of adolescent sexual offenders
* Morning classes
* Improved coordination with adolescent therapy groups
* Development of parent-child programs for delinquent
and out-of-control young people
* Development of new sites for delivery of parent training
classes
* Training of new CHOICE leaders to run classes for parents
With continued changes in an effort to improve training for
parents, the CHOICE program will continue to be a highly effective
and successful method to help parents change their discipline
tactics with their children.
CHOICE/PARENT GUIDANCE - YEAR END
STATISTICS 1992
I. REFERRALS
a. Total Parent Referrals
1. First Quarter -- 1992: 35
2. Second Quarter : 34
3. Third Quarter : 37
4. Fourth Quarter : 32
Total: 138
b. Average Quarter Referrals: 36
c. Comparison With Referrals in Previous Years
1. First Quarter -- 1991: 74
2. Second Quarter
3. Third Quarter
4. Fourth Quarter
Total:
: 82
: 40
: 37
233
d. Average Quarterly Referrals -- 1991: 58.2
II. CLASSES STARTED
a. 1992: 17
b. 1991: 15
III, PARENTAL ATTENDANCE IN CHOICE/PARENT GUIDANCE
a. Number of Parents Attending at Least One Session: 142
b. Total Units (total parent attendance): 677
c. Average Attendance of Parents: 4.76
d. Children Represented by Parental Attendance: 106
e. Number of Parents at Least Four Sessions: 101
f. Number of Parents at Least Six Sessions: 82
g. Number of Parents attending All Eight Sessions: 19
Page Two
IV. PARENTAL ATTENDANCE -- 1991
a. Number of Parents Attending At Least One Session: 141
b. Total Units: 659
c. Average Attendance of Parents: 4.67
d. Number of Parents in at Least Four Sessions: 88
e. Number of Parents in at Least Six sessions: 61
f. Number of ParentsAttending All Eight SessionS: 10
g. Children Represented by Parental Attendance: 100
CHOICE:
COURT HELP ON INCREASING CONTROL AND EFFECTIVENESS
THE OAKLAND COUNTY PROBATE COURT'S PARENT TRAINING PROGRAM
Submission for Award Consideration,
To
The National Council of Juvenile and Family Court Judges
for
"OUTSTANDING EDUCATION PROGRAM"
CHOICE
The CHOICE Program
CHOICE is the Oakland County Probate Court's Parent Training
program for parents of delinquents. CHOICE means Court Help
on Increasing Control and Effectiveness. The acronym was chosen
carefully to reflect two things: 1.) The word choice and the
acronym more accurately describes what occurs in this parent
guidance program; that is, the program is designed to assist
mothers and fathers to increase their control and effectiveness as
parents, and parents have choices in the program; 2.) The acronym
is a way of making the program more user-friendly to the parents
who are court-ordered to attend.
The CHOICE program is a parent training and education program
for parents of delinquents placed in the Oakland County Probate
Court's Intensive Probation program. Young people and their
parents, in this intensive probation program, receive more
intensive services to assist teens in avoiding more delinquency
and subsequently more extensive court or community services. One
of the services provided in Intensive Probation is parent training
classes.
The parent training feature of Intensive Probation began in
January, 1991, and the name CHOICE was selected in 1992. The goal
of the CHOICE program is to train parents to use more appropriate
discipline and child management skills. In developing the program,
it was understood that parents of delinquents often are deficient
in their ability to parent effectively. That usually means that
they respond in a capricious and erratic manner to their children's
behavior, fail to use consistent discipline techniques, and
frequently employ severe or harsh discipline which produces
resentment, hostility, anger, and more disobedience.
Parents of delinquents often feel out of control and believe
their youngster to be unmanageable. As parents, they lack
understanding of appropriate discipline skills, have not learned
alternative child-rearing techniques, and lack self-confidence in
their parenting abilities.
It has also been found that parents court ordered into a parent
training program are defensive, frequently deny their need for
parenting help, and tend to blame their children for acting out
problems. In order for a parent training program to be successful
with this population of parents, the program must be friendly,
informative, and stimulating. The CHOICE program is all of those
things in meeting the needs of parents of delinquents.
Reaching Parents Who Need Parenting Help
There has never been a question that parents of delinquents need
assistance with parenting duties. Often such parents will admit in
evaluations and interviews that they have exhausted their
resources, have tried all they know how to use as disciplinarians,
and have a very limited repertoire of parenting skills. At the same
time, they are defensive if it is suggested that they may have
inadequacies as parents.
In fact, often such parents have only one delinquent child.
Other children in the family frequently present no significant
acting out problems and are reared with more or less success by
these same parents. This observation, when pointed out to parents,
helps them understand that we do not regard them as inadequate or
hopeless. The CHOICE position is presented as one of help and
understanding with sympathy for the difficulties they have had in
raising a difficult child.
Every effort is made to present CHOICE as a friendly place for
parents. Caseworkers and probation officers are encouraged to be
friendly and positive in talking about the CHOICE program to
parents. That is, instead of the program being ordered as a
punishment to parents, it is an opportunity to meet with other
parents and talk about problems of raising children. An appeal is
made to the parent's usual sense of isolation by indicating the
group support aspect of CHOICE.
Likewise, the initial letter sent to parents letting them know
of the next scheduled meeting is a somewhat less officious and, it
is hoped, more friendly letter. The positive aspects of the program
are highlighted (the opportunity to learn about discipline, support
will be received from other parents, and a free booklet of helpful
material about discipline will be given out) and included with the
letter is a flier explaining CHOICE and featuring quotes from other
parents who have taken the class.
The quotes in this flier give parents an indication of what
previous class members think about the program:
"There was an open, easy atmosphere that encouraged all of us
to share our experiences and concerns."
"Nine months of counseling didn't accomplish what eight weeks
of this class did."
"The part that was most helpful to me was listening to the
concerns of other parents and knowing someone cared."
"I hated seeing it come to an end."
These positive and sincere responses from parents epitomize what
CHOICE tries to accomplish: Assisting parents to find a place where
they can feel comfortable enough to talk about their concerns about
raising their kids and feel good enough about a program to get help
from the material presented.
At the first session, it is established that the leader and the
parents are partners and friends -- not blaming adversaries.
Refreshments are served, nametags are worn, and parents
introduce themselves and talk about their families. The class
leader, a psychologist with years of experience in working with
parents and children, greets parents as they arrive and makes
attempts to have parents begin to feel part of the group. In
beginning to talk about the program, the leader shares his own
experiences as a parent telling stories about the raising of his
own children. This lets parents know that he is not a perfect
parent with perfect kids, but a parent who sometimes made mistakes
just like they do.
At the end of the first session, parents are given a notebook
of parenting materials and a homework assignment. There is an
implicit commitment that they will complete their homework
assignment and return the next week to talk more about mutual
parenting experiences.
The Content of the CHOICE Program
Friendliness, a comfortable support group, an experienced
leader, and refreshments are helpful, but parents do not stay in
a parent training program for these reasons alone. The only thing
that can induce parents of delinquents to return each week for
eight weeks is a recognition that they are getting something out
of the classes. The content of CHOICE must teach them important
parenting skills in a way that helps them to feel like there is
something in it for them.
How does CHOICE do this?
It's done by establishing an atmosphere conducive to learning.
It is a warm, friendly atmosphere featuring humor and cheerfulness
from the leader. But beneath the warmth and the positiveness is a
fundamentally sound program that makes a real connection to the
family life of parents of delinquents.
Parents of delinquents are often angry, hurting parents. They
have been strained to the limits by their children and by a court
system that sometimes seems impersonal and insensitive to them.
The CHOICE program, recognizing these feelings, tries to touch
parents where they are hurting. Part of the strain and the hurt is
their feeling they are being blamed and punished for raising a
delinquent. They need both sympathy and understanding. They also
need a ready explanation that does not crush their fragile egos and
which helps them explain why they have a child in trouble with the
law. In the very first session, the leader addresses this issue.
"What causes kids to act out so seriously that they are
adjudicated as delinquents?" the leader will ask in the opening
meeting. He then answers this question. But it is done in a unique
way that preserves the sense of dignity that these parents need.
The question is answered through discussion of temperamentally
difficult children.
"You didn't make him difficult," they are told. "He was born
with a temperament that made him a difficult child to parent."
For these parents to hear a professional say what they have
privately thought or believed brings a tremendous relief to the
parents in a CHOICE class. This reduces tension and is the
beginning of a new understanding for them. But from this simple
beginning, the leader, with a newly-won sense of credibility, can
explain the process of how and why children become delinquent and
the role parents play in the process.
Building on this initial session, the leader can introduce key
points important to the parenting process, and gradually teach the
steps parents can take to reverse the child's delinquent behavior
patterns. The important parenting principles, taught over the eight
weeks of the course, are as follows:
1. Week One: Why children have problem behavior
2. Week Two:
The role of parental criticism and how to begin
to make changes by using Praise and Attention
3. Week Three:
Ways to bring about appropriate behavior by
giving Rewards and Privileges
4. Week Four: Reminder Praise as a way of reinforcing
positive behavior in children & how to reason
with your teenager
5. Week Five:
Communicating Expectations and learning to
ignore misbehavior
6. Week Six:
What is effective punishment and how to
reprimand an adolescent
7. Week Seven:
Using punishments like Time-out and Removing
Rewards and Privileges
8. Week Eight:
Putting it all together -- A review of all the
techniques learned
As parents are learning to apply discipline, including
punishment, in appropriate ways, they are given homework
assignments at the end of every class. These assignments are to be
completed and returned each week. These completed assignments are
the basis for discussion at the beginning of each class period.
Many parents enter a CHOICE program believing that they have
"tried everything and nothing works with my kid." This is
understood, and it is important to help the parents not only learn
new techniques, but to retry old ones with new guidelines. These
guidelines are given each week as a new discipline skill is
learned. The printed handout giving the guidelines are distributed
and parents add them to their notebooks. The notebooks become the
manual they wish they had when their child was younger.
The CHOICE class just described is the basic program. Because
this whole program is called CHOICE, there are in fact choices for
parents. In 1992, CHOICE began a second type of class for parents.
This one is a 12-week series for parents who have a delinquent who
is diagnosed as Attention Deficit Hyperactivity Disorder, This 12-
week series gives detailed information to parents about attention
deficit disorder, hyperactivity, and the discipline techniques that
work best with such children and teens.
Other choices abound for parents. They have the option of
daytime or evening classes, and they can choose more than one
location in the county. In addition, during 1993, the CHOICE
program will launch a new parenting series for parents of
adolescent sexual offenders.
The Results of CHOICE
How successful is the program?
CHOICE was developed to offer special training and skills to
parents. How well we do this job is a subject of on-going
evaluation and research. After two years of the CHOICE program and
more than 40 parent training series, there are three ways of
looking at the results:
1. How good is CHOICE at keeping parents in the program?
If parents don't attend a majority of the sessions, it
doesn't matter how good the leader or the material presented in
the class. Parents must attend and attend with regularity. Do they?
Of the 142 parents who attended at least one session in 1992,
more than 100 (or about 70 percent) attended at least half of the
sessions. Fifty-five attended a majority of the eight sessions and
15 percent had perfect attendance. Parents with a minimum
attendance of six sessions earned a certificate. The number of
parents earning certificates in 1992 more than doubled over 1991.
This tells us that a better job is being done to hold parents in
the classes after they have shown up to test it out.
2. Do the parents like CHOICE?
Of the 142 parents who gave the program a try and stuck with
it over the eight sessions (even if they didn't have perfect
attendance), 98 percent said in surveys after the class was over
that they thought it was an outstanding program. Ninety percent
indicated that their child's behavior had improved over the eight
weeks the class was held.
The complaints about the program? Yes, there were complaints.
But they were often the kind of complaints that CHOICE appreciates.
Parents told us they preferred different times or different
locations; they said that they wished the class was longer than
eight weeks; many parents sincerely wish they had had an
opportunity to attend such a class when their difficult child was
younger. In short, a majority of parents volunteered that they were
sorry to see the class end, and some volunteered to continue
attending by coming to other CHOICE classes. In general, the one
thing that parents seem to universally enjoy about CHOICE is that
they have a chance to talk to other parents with similar problems.
3. What does the research suggest?
The Family Environment Scale has been used as a pre and post-
test for two years. The results of this test show that in the space
of eight weeks these parents of delinquent adolescents become more
involved in social and recreational activities with their families
and felt a greater sense of control over their children. This
suggests that there is a greater reliance on set rules and
procedures to run the family.
Also, the Family Environment Scale, which measures changes in
the family environment and the parental perception of changes,
shows some important decreases. Most significantly, there is, on
the test, demonstrably less conflict with less openly expressed
anger and aggression in our families.
What all of the three ways of evaluating CHOICE show is that
parents who attend a class feel extremely positive about the
program and their experience in it. More importantly, they believe
they have learned something about parenting which translates into
their viewing their child's behavior as improved, themselves having
more control over their children, and with less anger and hostility
in the family.
We can never say what we think about the program as well as our
parents. This parent perhaps sums it up best:
"If I had been in this class ten years ago, I wouldn't be in
the class now."
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
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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 Oakland'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 Colinty 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 1 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, fulltime 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 buildingLs 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 gra-ndparents. 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
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.
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.
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 (J-II)
Secure detention, licensed capacity .: 20 males, ages: 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 aimd at reducing potential for failure in target
program. Anticipated stay: 30 days, or less.
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.
"C H
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.
DESCRIPTION OF SERVICE DELIVERY
OAKLAND COUNTY CHILDREN'S VILLAGE
INTAKE TEAM
PURPOSE:
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 barriprq
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
environment.
resident in coping with the institutional
Residents are also involved with teamstaff 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
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.
n.n
_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
be
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 expectAtions, 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 s-pecifying
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 ANal 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.
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 staff ings are
included. During this level, treatment objectives are updated
and become increasinfgly 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
•
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 lev,,e1 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.
August 5, 1993
Resolution #93151
Moved by Obrecht supported by Douglas the resolution be adopted.
AYES: Miltner, Moffitt, Oaks, Obrecht, Palmer, Pernick, Powers, Price,
Schmid, Wolf, Aaron, Crake, Douglas, Garfield, Gosling, Huntoon, Jensen, Johnson,
Kaczmar, Kingzett, Law, McCulloch, McPherson. (23)
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 August 5, 1993 with the original record
thereof now remaining in my office.
In Testimony Whereof, I have hereunto set my hand and affixed the seal of the
County of Oakland at Pontiac, Michigan this 5th day of Aur;i1 t„ 19 0 3
yit D. Allen, County Clerk