HomeMy WebLinkAbout20061760.tiff RESOLUTION
RE: APPROVE MEMORANDUM OF UNDERSTANDING PURSUANT TO HOUSE
BILL 04-1451 WITH VARIOUS AGENCIES AND AUTHORIZE CHAIR TO SIGN
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS,the Board has been presented with a Memorandum of Understanding Pursuant
to House Bill 04-1451 between the County of Weld, State of Colorado, by and through the Board
of County Commissioners of Weld County, on behalf of the Department of Social Services, and
various agencies, commencing July 1, 2006, and ending June 30, 2007, with further terms and
conditions being as stated in said memorandum of understanding, and
WHEREAS, after review, the Board deems it advisable to approve said memorandum of
understanding, a copy of which is attached hereto and incorporated herein by reference.
NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld
County, Colorado, ex-officio Board of Social Services, that the Memorandum of Understanding
Pursuant to House Bill 04-1451 between the County of Weld, State of Colorado, by and through
the Board of County Commissioners of Weld County, on behalf of the Department of Social
Services, with various agencies, be, and hereby is, approved.
BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to
sign said memorandum of understanding.
The above and foregoing Resolution was, on motion duly made and seconded, adopted by
the following vote on the 28th da e, A.D., 2006.
]E a
�a BOARD OUNTY COMMISSIONERS
ELD ' • NTY, COLORADO
goy I''- =ATTEST: 1 1/40 �! .i,.J
WI' `j Geile, Chair
Weld County Clerk to the B ty:►yvtu 11
�.1 Q
BY:
111l 1 , L.LVLLL David E. Long, Pro-Te
Dep y Clerk the Board 't.,.,----
William H. Jerke
APP AS T y QA \pi2Y —
Rob D. Mas n
my Attorney ��
Glenn Vaad
Date of signature: 7Ii210L°
2006-1760
SS0033
(10 : SS C I a-, ,c) at7 - i? O
a
rDEPARTMENT OF SOCIAL SERVICES
P.O. BOX A
GREELEY,CO. 80632
Website:www.co.weld.co.us
1Administration and Public Assistance(970)352-1551
Child Support(970)352-6933
MEMORANDUM
C TO: M.J. Geile, Chair Date: June 27, 2006
COLORADO
• Board of County Commissioners ',I
FR: Judy A. Griego, Director, Social Services t{X L1(/1 ( uti
'
RE: Memorandum of Understanding Pursuant to o HB04-1451,
"Collaborative Management of Multi-agency Services
Provided to Children and Families "
Enclosed for Board approval is a renewal of a Memorandum of Understanding(MOU)pursuant
to HB04-1451, Collaborative Management of Multi-agency Services Provided to Children
and Families,The Memorandum of Understanding was discussed at the Board's Work Sessions
held on May 24, 2006, and June 26,2006.
The parties, which comprise the Interagency Oversight Committee (IOG), to the Memorandum of
Understanding include: the Board of County Commissioners; 19th Judicial District; Probation—
19"'Judicial District; District Attorney— 19th Judicial District; Centennial Board of Cooperative
Educational Services; School District 6; Weld County Division of Human Services; Weld County
Department of Public Health and Environment; North Range Behavioral Health;Northeast
Behavioral Health, L.L.C.; Island Grove Regional Treatment Center; and Division of Youth
Corrections,United Way of Weld County.
Late June 26, 2006, the final version of the Memorandum of Understanding was released for
signatures to the IOG by Ms. Jacqueline Johnson, Facilitator of the IOG.
The major provisions or revisions of the MOU are as follows:
1. Term: The term of the Memorandum of Understanding is July 1, 2006 through June 30,
2007.
2. New Member: A representative of law enforcement will become a new member of the
IOG.
3. Programs: Performance-based measures for the MOU and eligibility for incentive
dollars from the State Department of Human Services will be based on year-end
accomplishments of four programs: Multi-Disciplinary Youth Assessment Team
(MYAT) serving 900 youth and families; Teamwork, Innovation, Growth, Hope and
Training(TIGHT) serving 24 youth and families; Multi-Systemic Therapy(MST) serving
33 youth and families; and Juvenile Diversion serving 100 youth.
4. Target Population: The target population for the IOG will consist of: children who are
placed out of their homes in placements that are not located in Weld County;juveniles
identified in the Juvenile Assessment Center and/or the MYAT Program; and children
who cross-over from the juvenile justice system to the child welfare system or from the
child welfare system to the juvenile justice system. The IOG will prioritize these target
populations after it has collected data concerning each target population area and will
begin to develop protocols for serving each population in order of priority.
2006-1760
MEMORANDUM Page 2
M.J. Geile, Chair,Board of County Commissioners
June 27, 2006
5. Community Planning: The IOG will consider ways to involve others who are doing
similar planning.
If you have any questions,please telephone me at extension 6510.
MEMORANDUM OF UNDERSTANDING
PURSUANT TO HOUSE BILL 04-1451
This Agreement is made by and between the WELD COUNTY DEPARTMENT OF SOCIAL
SERVICES ("Social Services"), located at 315 N. 11th Avenue, Greeley, CO, 80631, the 19TH
JUDICIAL DISTRICT including PROBATION DEPARTMENT ("Probation"), located at 934 9th
Avenue, Greeley, CO 80631, the WELD COUNTY DEPARTMENT OF PUBLIC HEALTH &
ENVIRONMENT("Public Health"),located at 1555 N. 17'Avenue,Greeley,CO,80631,NORTH
RANGE BEHAVIORAL HEALTH ("North Range")a non-profit organization, located at 130611'
Avenue,Greeley,CO 80631,NORTHEAST BEHAVIORAL HEALTH,LLC("BHO")Behavioral
Health Organization, located at 1306 11tH Avenue, Greeley, CO, CENTENNIAL BOARD OF
COOPERATIVE EDUCATIONAL SERVICES("BOCES"),located at 2020 Clubhouse Drive,Suite
230, Greeley, CO, 80631,WELD COUNTY SCHOOL DISTRICT#6("District 6), located at 1025
9"Avenue,Greeley,CO,80631,ISLAND GROVE REGIONAL TREATMENT CENTER("Island
Grove"), located at 1140 M Street,Greeley,CO, 80631,DIVISION OF YOUTH CORRECTIONS,
NORTHEAST REGION("DYC"),located at 3997 S.Valley Drive,Suite 200,Longmont,Colorado
80504,WELD COUNTY DIVISION OF HUMAN SERVICES("Human Services"),located at 1551
N. 17th Avenue, Greeley, CO, 80631, the 19" JUDICIAL DISTRICT ATTORNEY ("District
Attorney"),located at 91510`Street,Greeley,CO 80631,and UNITED WAY OF WELD COUNTY
("United Way"), located at 814 9th Street, Greeley, CO 80632. Each signatory to this MOU is
referred to as a "Party", and collectively as "Parties".
WHEREAS,the Colorado General Assembly has determined that children and families who receive
child welfare services often benefit from treatment and services that involve multiple agencies; and
WHEREAS, the Colorado General Assembly has determined that a more uniform system of collaborative
management may reduce duplication and eliminate fragmentation of services, increase the quality,
appropriateness and effectiveness of services provided,encourage cost-sharing among service providers and
ultimately lead to better outcomes and cost-reduction for the services provided to children and families
served; and
WHEREAS, the Colorado General Assembly has determined that it is in the best interests of the
State of Colorado to establish systems of collaborative management of multi-agency services
provided to children and families; and
WHEREAS,the undersigned entered into an agreement for the collaboration of services to families
and children who would benefit from integrated multi-agency services in State Fiscal Year 2005-
2006; and
WHEREAS,the undersigned desire to revise and renew their agreement for State Fiscal Year 2006-
2007; and
WHEREAS,the undersigned agencies include all the agencies' required by statute(C.R.S. §24-1.9-
102);
1
NOW THEREFORE, in consideration of the premises and mutual promises and covenants herein
contained, the Parties agree as follows:
1. Term of this Agreement. This MOU shall be effective beginning July 1, 2006, and shall
expire June 30,2007. The Parties may renew this MOU annually subject to mutual agreement. Each
Party reserves the right to elect not to renew the MOU after expiration of the current term. If any
Party intends not to renew the MOU, it should give written notice of such intent at least thirty (30)
days prior to expiration of the Agreement.
2. Identification of Services and Funding Sources. The legal responsibilities and funding
sources of each Party who is a statutorily mandated agency, as such are related to children and
families who would benefit from integrated multi-agency services, are as follows:
a. Department of Social Services:
The Weld County Department of Social Services has legal responsibility to protect
children by providing assessment and services to abused and neglected children in cases
involving primary care givers. Services include screening, assessment and short-term
intervention, including case management and benefits. Children who have entered the
system receive services including assessment, case management, placement
recommendations,foster care, adoption,core services and economic assistance. Sources of
funding include federal, state and local funds for Child Welfare Administration, Core
Services and Temporary Assistance for Needy Families (TANF).
b. Judicial District, including Probation Services:
The 19th Judicial District has legal responsibility to make the best possible decisions
for youth and their families while protecting the community in cases involving dependency
and neglect,delinquency, truancy, paternity and support and adoptions. Sources of funding
are appropriated funds from the State of Colorado.
The Probation Department has legal responsibility to provide court ordered
supervision and/or investigation for juveniles in order to make them more successful while
also providing community safety. Services include coordination of services for juveniles
placed on probation, case plans outlining risks and needs, referrals to outside treatment
agencies, and monitoring progress in education, employment and treatment. Sources of
funding are appropriated funds from the State of Colorado.
c. School Districts:
The School Districts in Weld County have legal responsibility to provide free public
education to all residents of the state between the ages of six and twenty-one years. Sources
of funding include local,state and federal education funds, including property taxes,specific
ownership revenue, grants, entitlements and bond revenues.
2
d. Community Mental Health Center:
North Range Behavioral Health Center has legal responsibility to provide medically
necessary mental health services. Services include a full range of inpatient and outpatient
mental health treatment services. Primary sources of funding include a contract with the
State of Colorado to provide services to the uninsured and underinsured and a contract with
Northeast Behavioral Health to provide medically necessary mental health treatment services
for individuals with Medicaid benefits.
e. Behavioral Healthcare Organization(Formerly known as Mental Health Assessment
and Service Agency):
Northeast Behavioral Health, LLC has legal responsibility to manage and pay for
medically necessary mental health treatment services for individuals with Medicaid benefits
who have certain mental illnesses (covered diagnoses). Services are provided via contracts
with providers and include assessment, outpatient,residential and inpatient care. Its source
of funding is a contract with the State of Colorado to administer the Colorado Medicaid
Community Mental Health Services program in Weld County.
f. Health Department:
The Weld County Health Department has legal responsibility to prevent disease,
disability and death and to promote healthy behaviors by developing health programs which
meet the needs of the people of Weld County. Services include relationship counseling to
youth and families through individual or in small groups,in homes,churches through youth
groups and Quinceanera ceremonies and a teen counselor who deals with abstinence,family
planning, and contraceptive, STD and pregnancy issues. Sources of funding include Weld
County, the State of Colorado and fees for services.
3. Functional Definition of Population to be Served.
a. The Parties to this MOU agree that the functional definitions of children and families
who would benefit from integrated multi-agency services (the "Target Populations") are:
i. Children who are placed out of their homes in placements that are not located
in Weld County.
ii. Juveniles identified by the Juvenile Assessment Center and/or the MYAT
program who are:
(1) Arrested by police but not detained at DYC, including diverted and
no-file cases and youth who are appropriate for prevention or early
intervention efforts;
(2) Truants;
3
(3) Abusing alcohol and/or drugs;
(4) Expelled and/or suspended from school; and
(5) Beyond the control of their parents, guardians/care givers.
iii. Children who cross-over from the juvenile justice system to the child welfare
system or from the child welfare system to the juvenile justice system.
b. On or before September 1,2006,with respect to each of the above target populations,
the IOG will identify at least the following:
i. The number of children/youth comprising the target population;
ii. Other relevant demographic information concerning the target population;
iii. How the target population is currently identified/assessed;
iv. The entry point(s)for the target population;
v. The services currently received by the target population; and
vi. The cost to provide services to the target population and the sources of
funding for such services.
4. Oversight Group. The Parties agree to continue the Interagency Oversight Group, "IOG",
whose membership shall be comprised of a local representative of each Party to this MOU,each such
Party having voting member status.
a. Membership requirements are:
i. Designate a policy and decision-making representative or designee;
ii. Attend and actively participate in regularly scheduled meetings;
iii. Assume personal responsibility in oversight of the project by reading reports,
making recommendations and managing conflict in a professional,problem-solving
manner;
iv. Assume solution focused responsibility for oversight of the financial status
of the project;
v. Participate in both short and long-term planning and goal setting;
vi. Provide input and recommendations; and
4
vii. Assume persona] responsibility to help assure the project remains mission-
driven.
b. The members of the IOG will elect the following officers: a Chair, a Vice-Chair, a
Treasurer and a Secretary. The officers shall serve as the Executive Committee of the IOG,
shall develop the agenda for each meeting and shall perform such other tasks as are
appropriate or requested by the IOG.
c. The IOG has adopted an Operating Agreement, a copy of which is attached hereto
and incorporated herein by reference. The Operating Agreement may be amended by a
majority of the members.
d. Procedures for resolving disputes by a majority vote of those members authorized to
vote are:
i. The dispute must be submitted in writing to the Chair;
ii. The Chair will attempt to resolve the conflict by facilitating discussion and
seeking solution through consensus agreement;
iii. If consensus agreement is not achieved,the membership will vote on the issue
and recommendations will be made to the executive director or department head of
each Party to this MOU;
iv. The executive director or department head of each Party will have final
authority concerning personnel and fiscal matters related to their contribution and
participation on the project.
e. The IOG may add as a voting member a representative of law enforcement. Other
voting members may be added to the IOG membership by a majority vote of the members
authorized to vote.
f. The I0G will meet at least monthly.
g. The IOG has established the following committees:
i. Information Management:to make recommendations concerning data sharing,
including identification, collection, analysis and use of various types of data to
further collaboration.
ii. Services: to make recommendations concerning delivery of services, to
identify gaps in services and to make recommendations about ways to integrate
existing duplicative planning efforts.
5
iii. Evaluation: to make recommendations concerning the establishment of
outcomes and outcome monitoring.
iv. Oversight and Management: To make recommendations concerning the
staffing of the IOG, formal contracts or agreements and preparation of statutorily
required and/or other reports.
h. In the event that the IOG identifies a need for a different committee structure, the
following process shall be followed for creation of such committee structure:
i. IOG members will be asked to voluntarily participate on committees.
ii. Nonvoting members from other community representatives will be included
in the committee for purposes of input,evaluation and recommendations to the IOG.
5. Establishment of Collaborative Management Processes.
a. After reviewing the information set forth in paragraph 3(b) above, the IOG will
establish priorities with respect to the target populations identified above and will,in order
of priority, develop a collaborative management plan for each. The collaborative
management plan shall be designed to reduce duplication and eliminate fragmentation of
services provided, to increase the quality, appropriateness and effectiveness of services and
to encourage cost-sharing among service providers.
b. The IOG is authorized to establish individualized service and support teams
("ISSTs") to develop service and support plans for and to provide services to the target
populations. These plans shall address risk-sharing, resource-pooling, performance
expectations,proposed outcomes and outcome monitoring and staff training. The plans shall
include protocols for serving each target population. The collaborative management plan,
including ISST service and support plans and protocols for the first priority target population
shall be developed on or before December 31, 2006.
c. The IOG has agreed to the following action plan with respect to development of a
collaborative management process:
i. Identify target population for JAC and its relationship with MYAT;
ii. Develop system wide goals and goals for target populations that include
reduced recidivism for those involved in the juvenile justice system,reduction in out-
of-home placements for those involved in the child welfare and mental health
systems and a reduction in truancy;
6
iii. Examine screening, intake and assessment processes, interagency review
processes (including Placement Review Team) and resulting data collection
processes as they relate to target populations;
iv. Collect data concerning target populations;
v. Develop specific tasks to be undertaken by each subcommittee regarding
target populations;
vi. Clarify role and responsibilities of Executive Committee; review Operating
Agreement;
vii. Examine stake holders and consider any additions to IOG; consider what
forums/methods can be developed to provide for information to and input from larger
stakeholder group; provide access to IOG;
viii. Identify other groups doing related planning and program development; and
ix. Finalize financing strategy/hiring director.
6. Authorization to Contribute Resources and Funding. Each Party to this MOU represents
that it has the authority to approve the contribution of time,resources and funding to solve problems
identified by the IOG in order to create a seamless,collaborative system of delivering multi-agency
services to the IOG target population. The Parties to this MOU have agreed to contribute funding
to hire an executive director to the IOG.
7. Reinvestment of Moneys Saved. On or before October 1, 2006, the IOG will create a
procedure, subject to the approval of the head or director of each Party agency, to allow any moneys
resulting from waivers granted by the federal government and any state general fund savings realized
as a result of the implementation of services provided to Recipients pursuant to this MOU to be
reinvested by the Parties to this agreement in order to provide appropriate services to the target
populations.
8. Performance-Based Measures.
a. The Parties hereby determine that they will attempt to meet performance measures
specified by the Colorado Department of Human Services ("DHS") and elements of
collaborative management as defined by rule of the State Board of Human Services ("State
Board"). The procedure established pursuant to paragraph 7 above shall be used to
determine how incentive monies received by the Weld County Department of Social Services
shall be reinvested by the Parties.
b. These performance measures and elements of collaborative management shall be
evaluated with respect to the following programs:
7
i. Multi-Disciplinary Youth Assessment Team (MYAT) as described in
Appendix A of this MOU. MYAT is a collaborative effort to develop a system-wide
approach to address the needs of at-risk youth and their families by connecting or
developing positive alternatives for youth and families, strengthening families and
preventing these youth from entering the Child Welfare or Youth Corrections
systems. MYAT partners include many of the current Parties to the MOU,including
North Range Behavioral Health, Public Health, Human Services, Island Grove
Regional Treatment Center, Probation, the school districts of St. Vrain, Centennial
BOCES, Weld County School District 6 and the faith-based organizations of
LifeBridge. Total federal,state and county funding is$412,560. The source of funds
is Colorado Works. MYAT is expected to serve 900 families through contacts,
follow-up and case management services. Each agency participating in MYAT
provides in-kind support through agency supervision, oversight and planning
collaboration.
ii. Teamwork Innovation,Growth,Hope and Training(TIGHT)as described in
Appendix B of this MOU. The TIGHT program addresses the needs of at-risk youth
and their families in collaboration with Employment Services and Family Based
Services, through a mental health contractor, to prevent or reduce their lengthy stay
in Residential Treatment Center care. Participating youth and their families will
average 24. Youth will participate in worthwhile community project which will
allow them to make reparations to their community and to develop pro-social
relationships. Total federal, state and county funding is$298,478 from Core Service
funding and $62,400 from Temporary Assistance for Needy Families (TANF).
iii. Multi-Systemic Therapy (MST) as described in Appendix C of this MOU.
MST is a collaborative effort with North Range Behavioral Health. The number of
youth and families to be served in MST intensive in-home intervention on average
is 33. MST is an evidence-based treatment program that avoids or reduces lengthy
placement in Residential Treatment Center care. Total federal, state and county
funding is $204,640 in Core Service funding.
iv. Juvenile Diversion as described in Appendix D of this MOU. The Juvenile
Diversion program provides case management and referral of juveniles accepted into
the program to appropriate community agencies as needed to address issues with the
juveniles and their families to prevent further criminal behavior. Diversion
agreement activities include community service,restitution,attendance at educational
programming offered by diversion case managers, school attendance, cooperation
with school policies, referral for substance abuse or mental health treatment and
projects to encourage future endeavors. When a juvenile successfully complete
his/her diversion agreement, the case is closed without the filing of formal charges.
It is anticipated that the Juvenile Diversion program will divert 100 juveniles from
the traditional court system in FY 2006-2007. The FY 2005-2006 budget for
8
diversion programming included state (SB94) and local (Weld County) funding in
the amount of$112,012.
c. The IOG has approved the following outcomes within the parameters established by
DHS with respect to the programs identified above:
i. Child Welfare: Improvement in item 17 on the PIP (increase of 2.5% in
frequency related to meeting need of the child as addressed through services when
compared to child welfare system). MYAT
ii. Juvenile Justice System: 10% decrease in revocations and 10% increase in
successful terminations of probation and parole. TIGHT; MYAT
iii. Juvenile Justice System: 80% of the juveniles will not re-offend. Juvenile
Diversion
iv. Education: Improve school attendance of participants by 25%. MYAT
v. Health/Mental Health/Other Health: Decrease hospitalization/use of
inpatient services including TRCCF track readmissions at 80 days and 180 days by
5% as compared to the general child welfare population. MYAT; TIGHT; MST
9. Confidentiality Compliance. Parties agree that the Parties and IOG shall follow state and
federal laws concerning confidentiality. Any records used or developed by the IOG or its members
or by an ISST that relate to a particular person are to be kept confidential and may not be released
to any other person or agency, except as provided by law.
10. Reports. Commencing January 1,2007,and each January 151 thereafter,pursuant to Section
24-1.9-103, C.R.S.,the IOG shall provide a report to the executive director or head of each Party to
this MOU. The report shall include:
a. The number of children and families served through the ISSTs and the outcomes of
the services provided, including a description of any significant improvement in outcomes
for the target population;
b. A description of the estimated costs of implementing the collaborative management
approach and any estimated cost-shifting or cost-savings that may have occurred by
collaboratively managing the multi-agency services provided through the ISSTs;
c. An accounting of moneys that were reinvested in additional services provided to the
target population due to cost savings that may have resulted from or been due to meeting or
exceeding the performance measures specified by DHS and elements of collaborative
management established by the rules of the State Board;
9
d. A description of any identified barriers to the ability of the state and county to provide
effective services to the Target Population; and
e. Any other information relevant to improving the delivery of services to the Target
Population.
11. Termination of MOU. The Parties acknowledge that withdrawal from this MOU of any
statutorily required Party will result in the automatic termination of this MOU and termination of the
collaborative system of delivery of services developed hereunder. The withdrawing Party shall assist
the other Parties to achieve an orderly dissolution of the collaborative system with as little disruption
as possible in the delivery of services provided to Recipients.
a. Any Party may withdraw from this MOU at any time by providing 30 days written
notice to all other Parties.
b. Any Party may withdraw from this MOU or modify the level of its commitment of
services and resources hereunder,effective immediately, in the event of loss or reduction of
resources from its funding source identified herein. Any Party withdrawing due to loss of
funds will provide notice of withdrawal, in writing, within 30 days.
12. Miscellaneous Provisions.
a. This writing constitutes the entire MOU between the parties hereto with respect to
the subject matter herein, and it shall be binding upon said parties,their officers,employees,
agents and assigns and shall inure to the benefit of the respective survivors, heirs, personal
representatives, successors and assigns of said parties.
b. No portion of this MOU shall be deemed to constitute a waiver of any immunities the
parties or their officers or employees may possess, nor shall any portion of this MOU be
deemed to have created a duty of care which did not previously exist with respect to any
person not a party to this MOU.
c. It is expressly understood and agreed that the enforcement of the terms and conditions
of this MOU and all rights of action relating to such enforcement shall be strictly reserved
to the undersigned Parties, and nothing in this MOU shall give or allow any claim or right
of action whatsoever by any other person not included in this MOU. It is the express
intention of the Parties that any entity,other than the undersigned parties,receiving services
or benefits under this MOU shall be an incidental beneficiary only.
IN WITNESS WHEREOF, the Parties hereto, through their authorized representatives, have
executed this Memorandum of Understanding effective from the date first written above.
10
HB-1451 INTERAGENCY OVERSIGHT GROUP
OPERATING AGREEMENT
This Operating Agreement is adopted by the Members of the HE-1451 Interagency Oversight
Group (IOG) to set forth the expectations and guidelines of the Members for working together in a
collaborative effort.
I. Purpose.
The IOG exists pursuant to state law to implement collaborative management processes with
respect to services to children and families who would benefit from integrated multi-agency services.
The collaborative management processes are intended to reduce duplication,eliminate fragmentation
of services, increase the quality, appropriateness and effectiveness of services, achieve better
outcomes and encourage cost-sharing among service providers.
II. Planning Goal.
The IOG's planning goal is to intervene successfully with families before they enter the
judicial system through the child welfare and/or juvenile justice systems; and upon their entry into
these systems, to expedite the positive resolution of their treatment or case plans. The IOG agrees
to attain this goal through collaborative processes which address: (i) risk sharing; (ii) resource
pooling; (iii) development of performance expectations; (iv) outcome monitoring; and (v) staff
training and development.
III. Membership.
The Members of the IOG are the designees of the agencies who: (i)serve or have an interest
in children and youth and their families in or at risk of being in the judicial system; and (ii) have
entered into a Memorandum of Understanding (MOU) to engage in collaborative management
processes.The MOU provides that the designees shall be policy and decision-making representatives
of the agency who have the authority to approve contributions of time, resources and funding to
solve problems identified by the IOG.
Members should demonstrate the ability and commitment to: (i) regularly attend and
participate in the IOG meetings; (ii) represent the interests and needs of their agencies and the
populations they serve; (iii)view services to children,youth and their families on a global level; and
(iv) understand the mandates and needs of other IOG agencies.
Members who miss a meeting are responsible for taking necessary steps to apprise
themselves of the content of the meeting.
1
IV. Decision-Making Process.
The IOC will use a consensus decision-making process by identifying and exploring the
interests of all Members and reaching decisions that satisfy these interests to the greatest extent
possible. In the event consensus cannot be reached, the decision will be made by a majority vote of
the Members. However, no vote shall compel the specific action or expenditure of monies by any
agency if that agency determines that it is contrary to its mandates, contract provisions, applicable
statute or regulation, availability of funds or best interest.
V. Guidelines for Member Communications.
The Members of the IOG shall strive to comply with the following guidelines for their
communications with one another:
1. Speak candidly, but respectfully.
2. Listen as an ally, not an adversary.
3. Share all relevant information.
4. Participate fully, but encourage and allow others to do so also.
5. Not interrupt or engage in side conversations.
6. Avoid personalizing issues.
7. Check for understanding; ask questions.
8. Not dwell on things that did not work in the past.
9. Confine comments to the topic under discussion.
10. Show a willingness to think about new ideas.
2
MOU
6/27/06
THE BOARD OF C TY COMMISSIONERS, WELD COUNTY
By: /f teczn Date: JUN 2 8 2006
Its: hair M. J. Geile
e0‘, - /266
MOU
6/27/06
THE WELD COUNTY DEPARTMENT OF SOCIAL SERVICES
BY Date: CoP 7/0(e
Its: Dire r
MOU
6/27/06
THE 19TH JL9ICIAL DISTRICT.
By: l Date: C I Z 7 /co
Its: Chie ge
MOU
6/27/06
PROBATI 7DAMEN7THEH JUDICIAL DISTRICT
By: /�{ Date: G - 27 -O6
Its:
MOU
6/27/06
DISTRICT ATTORNEY, 19TH JUDICIAL DISTRICT
BY: t�,I g Bc at Date: t&lne Z? too6
District Attorney
MOU
6/27/06
CENTENNIAL BOCES
By: `,C- Date: b-al G 6 t
Its: Executive Director
MOU
6/27/06
WELD COUNTY SCHOOL DISTRICT #6
By: //�'"�"` `��`-� "".. "_ Date: 7/l 9/0
Its:
MOU
6/27/06 WELDcO TY HUMAN SERVICES
By: O 1 ' ,c,(4-en( Date:
Its: Exec Live D ector
MOU
6/27/07
THE WELD COUNTY DEPARTMENT OF PUBLIC FIEALTH AND ENVIRONMENT
Date: 77-/ /CE •
Its: Executive Director
MOU
6/27/06
NORTH RANGE� 9 BEHAVIORAL HEALTH
By: �i(/ /^Q- i'1# .fi�/LtiEr Date: 69 - 2 '7 ^ O 6
Its: Executi a Director /�
MOU
6/27/06
NORTHEAST BEHAVIORAL HEALTH, LLC
By: Vtairn en •.yh Date: ko- e1-- D L
Its:
MOU
6/27/06
ISLAND GROG REGIONAL IO TREATMENT CENTER
By: J4�� - 'I41 ( cc-✓ Date: 10 2>/o
Its: Executive Director
MOU
6/27/06
DIVISION OF YOUTH CORRECTIONS, NORTHEAST REGION
By: ditre2 - Date: C A770 6
Its: Regional Director
MOU
6/27/06
UNITED WAY OF (BED COUNTY
By: Date: VOC7A
Its: Execu ' e Director
•
Attachment/Appendix A
MYAT OPERATIONAL GUIDELINES
1. Multidisciplinary Youth Assessment Team Operational Guidelines
Social Services and the MYAT Contractors developed policies and procedures to document "full
participation" by MYAT Contractors and regarding MYAT treatment, assessment, and the
assignment of cases.
2. MYAT Intake Procedures
The MYAT Intake Procedures provide guidelines for intake and treatment for eligible clients, as
identified in Exhibit A, Item 2,A, of the Agreement.
A. Walk-in clients: The Social Services Intake Duty Worker will initially meet with the
family of the youth as they arrive. The duty worker would determine if they meet Social
Services eligibility criteria for services.
B. If the family does not meet Social Services criteria then the Social Services Duty Worker
will call the"On Call"MYAT Case Manager assigned for duty that day. If there is more
than one Case Manager on duty this day, then the case will go to the Case Manager who
can respond immediately.
•
C. Phone inquiries: The Social Services Intake Duty Worker may get phone inquiries as
well as walk-ins. The duty worker would determine if they meet Social Services
eligibility criteria for services. If the family does not meet Social Services criteria then
the Social Services Duty Worker will transfer the call to the MYAT Case Manager
assigned for duty that day. The Social Services Duty Worker will provide the appropriate
information to the MYAT worker at that time. The call should not be transferred without
• providing the appropriate information to the MYAT worker.
D. The MYAT Case Manager will meet and greet the family of the youth in the Social
Services lobby area and escort them back to the MYAT office area.
E. The initial meeting between the MYAT Case Manager and the family should, at a
minimum, contain the following elements:
I) Provide calm assurance, de-escalate emotions, provide empathic support.
2) Explore and identify the presenting problem and precipitating factors as to why
the family is seeking assistance. Attempt to get as much history as possible.
3) Inquire as to what procedures or resources that have been used or contacted in
the past to remedy this situation. Confirm eligibility.
4) Explain the NIY_AT program and what the program is designed to do lot youth
and families in need. Provide a brochure or other handouts that provide
additional education regarding the program that the family can take home with
them.
5) Explain that there will be some amount of paperwork involved to initiate
services.
Page 1 of 12
•
6) Explain and have the family sign necessary forms such as Release of •
Information(ROI),and disclosure forms.
7) The initial screening process will include completion of the CYO-LSI
assessment.
8) Discuss and document a preliminary plan for treatment.
9) Give the family a list of community resources and direct them to specific
resources that they may contact.
10) Explain that their case will be staffed within a week and a specific MYAT team
member will be assigned to work with them based upon their specific needs, and
it may or may not be the Case Manager seeing them that day.
11) Once a case is assigned to a specific Case Manager the designated CM will
contact them,initiate individual services and continue with the treatment plan.
12) There may be occasions when after the first initial session with the on-call Case
Manager that the issues or crisis that brought the family in can be resolved
without further intervention or sessions. If this is the case then the Case
Manager will document this into the record and notify the client that he/she will
make a follow up contact with the family to check on progress.
13) Upon cpmpletion of the session with the family the MYAT Case Manager will
document the following information in the main logbook.
a) Client number(example: MY001).
b) Primary client name(the youth's last name).
c) MYAT staff name that provided the initial session, and if another staff was
assigned to the case then that individual would be entered in the log at the
staffing session.
14) The M YAT Case Manager will o pen a c hart o n t his family, file all a vailable
documents in the chart, and put the chart in the designated MYAT records file.
This should be done before the Case Manager leaves for the day.
3. The MYAT Staffing Case Conference
The MYAT Staffing Case Conference procedures define the process and provide guidelines for
staff to review client cases, assign Case Managers to specific cases, discuss treatment planning,
referrals and treatment progress for MYAT clients and their families.
A. Case conferences or client staffing will occur, at minimum, once per week at a regular
designated time and day. Additional client conferences may occur at the discretion of the •
team per the unique needs of a particular client case.
B. The staffing conference will include but not necessarily be limited to the following
outline and presentation of the client cases:
1) Review the presenting problems and why the client/family sought services.
2) Identify the priority needs of the client and their family.
Page 2 of 12
3) Identify the client's strengths, and resources available to assist with their
problem.
4) Review the assessment information and discuss level of care needs.
5) Identify possible barriers that may block further progress.
6) What will this client need to be successful?
7) How can the MYAT team be best utilized to assist this client?
8) Develop a plan for treatment with specific goals and objectives to include
anticipated length of service and estimated number of sessions.
9) Assign a member of the team to be the primary case manager for this client.
10) Reports follow up activities and information on past and present cases.
C. The staffmg conference may also determine that some of these cases are presenting with
symptoms and or problems that are beyond the scope of the MYAT Team. If this occurs
then the case conference will include appropriate referrals to indicated agencies that can
best meet the needs of the client.
D. The designated primary case manager assigned to a particular case will be responsible to
contact the client to agree upon the recommended course of treatment and to follow up
with any indicated referrals.
4. MYAT Home Visits
These policies and procedures provide guidelines for staff when services are provided out of the
Social Services office location.
A. A home visit may be recommended upon initial intake, or at any time during the clients
care. However, the decision to proceed and initiate home visits will be made at the first
available case staffing conference and upon consensus of the MYAT team.
B. The rationale, goals, and objectives for home visits will be discussed with the
client/family and documented in the client's record.
C. The client/family must agree to allow home visits to occur and this must be
acknowledged by signature in the treatment plan. If the client/family does not wish to
cooperate with recommendations for home visits then the MYAT team will explore
alternative treatment options.
D. The treatment plan will identify the schedule, frequency, and number of sessions
recommended to meet goals for the home visits.
•
E. The following are safety guidelines that MYAT Contractor staff members are expected to
follow when they are providing services out of the office:
I) Staff is advised to not enter any location where they feel threatened or unsafe.
2) Always call ahead to confirm appointment. Do not show up unexpectedly.
3) On first visit inquire if there are weapons in the home. Request that they be
secured during your visits.
Page 3 of 12
4) Whenever possible, try to make appointments during daylight hours. This may
not always be possible because of clients who work during the day. All
appointments should be concluded by 9 p.m.
5) Do not wear expensive or "flashy" clothing and/or jewelry. Dress
conservatively.
6) Carry a minimal amount of money and valuables. Whenever possible, the
MYAT Contractor staff person should secure purses or other personal items in
the trunk of a vehicle before arriving for an appointment.
7) Always document and update your schedule on the sign out sheet that is posted
and available for the MYAT supervisor.
8) All incidents of threats or other aggressions made against you during your
appointments are to be reported to the MYAT supervisor and your agency
program manager.
5. MYAT Treatment Planning
These policies and procedures assure that each client/family is involved in and has a role in
planning the direction of their individual plan.
A. Initial preliminary treatment goals will be established in collaboration with the
client/family during the intake meeting. It is suggested that the client and family
themselves identify specific treatment goals that they are willing to work towards.
B. The treatment plan will be individualized for each client. The preliminary treatment plan
should be developed during the first intake session. During the case staffing session,
additional input will be provided to the MYAT case manager regarding other possible
areas to be included in the revised treatment plan. A treatment plan will be developed
and finalized in collaboration between the MYAT case manager and the client/family.
C. The treatment plan is to be signed and dated by the client/family and the primary MYAT
case manager assigned to this particular case.
D. The treatment plan should include goals that are, expressed in the words of the
client/family, appropriate to the client's age and culture,based upon strengths and needs.
E. The treatment plan should include objectives that are measurable, achievable and time
limited.
F. The treatment plan should be reviewed and revised as frequently as indicated by changes
to the clients' circumstances and progress. A treatment plan should be reviewed at a
minimum of once every 30 days.
6. MYAT Follow-Up Client Outcomes
These policies and procedures provide the guidelines for the MYAT case ni anagers to conduct
follow up services and to track client outcomes.
A. At a minimum,the MYAT program will be reviewed at the end of each phase by the
FYC Commission to review the following outcomes:
Page 4 of 12
•
1) If the project successfully reduced the number of open cases in the child welfare
system.
2) If the project successfully reduced the number of adjudicated youth in the
juvenile justice system.
3) If the project successfully reduced high cost services, such as out-of-home
placement,detention,or DYC Commitment.
4) If the project successfully re-focused resources within Social Services and the
MYAT Contractor to continue the MYAT project.
5) If the project successfully developed a better system design to meet the needs of
the youth and families in regard to:
a) Keep families together through a better utilization of existing
community resources to avoid the opening of a case in the child welfare
and juvenile justice systems.
b) Graduate youth from school or GED.
c) Affect positively wage gains for youth.
d) Improve the ability of families to access and maintain services as
documented by outcomes of treatment plans.
6) If the project successfully r educed the number o f minority youth entering the
child welfare system.
7) If the project successfully reduced the number of adjudicated minority youth.
B. The MYAT case manager assigned to a particular client/family will be responsible to
conduct follow up contacts upon completion of the agreed upon course of treatment. The
follow up contacts are to occur at one (1) week, one(1) month, three (3) months, and six
(6)months post discharge.
C. The MYAT case manager assigned to a particular client/family will document the results
of the follow up contacts using the designated follow up contact sheet. The follow up
contact sheet will be placed in the clients record and a copy will be kept in the follow up
file for analysis of trends.
7. MYAT Activity Sheet/Activities Guidelines
These policies and procedures establish standard guidelines for each NI YAT a gency describing
activities that count toward the FTE hours of the MYAT worker(s). Beginning October I, 2002,
activity sheets w ill be turned in by the 15th of the month to the MYAT team supervisor. The
activity sheets kill cover the time flame of the 16th thtou It the 15th ,of the mouth. One articity
sheet will be turned in for each MYAT worker.
A. The MYAT agency will use the designated activity sheet provided by Social Services to
document activities related to each case.
Page 5 of 12
•
B. All work done by MYAT agency personnel related to the MYAT project would count
toward the FTE hours, as provided in Exhibit A, 4, B. For example, if a Social Services
referral was sent to a MYAT agency for brief intervention, evaluation or assessment that
cannot be done by the primary MYAT team member(s) assigned to the MYAT project, it
would count toward the FTE hour requirement.
C. Primary services related to the MYAT project include: any client contact, direct services
(counseling/groups), paperwork, documentation of activities, data entry, travel time,
home visits, case management activities, case consultation, collateral contacts, any
MYAT client or administrative staffing,and duty days at Social Services.
8. MYAT Guidelines Related to the MYAT Contracted FTE
These policies and procedures provide guidelines, in addition to Section 6.035.4 of the Weld
County Department of Social Services' Operations Manual, related to the MYAT contracted FTE.
A. Participation in the MYAT project is not intended to cost the participating agency
additional resources. Therefore, any out of pocket cost, which is pre-approved by the
Social Services MYAT supervisor, would be billable to the MYAT project. It is assumed
that the start-up development costs for Phase IV through Phase VI provided for each FTE
pays for any staff time dedicated to the MYAT project regardless of the staff's actual
salary.
B. Approved expenses by the MYAT team will be billed to Social Services MYAT project
treatment p Ian fund using the designated Social Services form. Examples oft ypes o f
eligible activities may be paying under the treatment plan may be for the payment of
participation fees for a youth to participate in an after school activity or in purchasing of
uniforms or equipment for a youth.
C. The primary MYAT member(s) assigned to the team will have their benefits covered by
the MYAT contractor to include sick and vacation leave or any other legally binding
leave status such as worker compensation or Family Medical Leave Act (FMLA). The
MYAT Contractor ensures that its employees assigned to perform the duties of this
Contract will not exceed the number of paid holidays established annually and published
by resolution of the Board of County Commissioners, and will not exceed 12 days of sick
leave for a 40 hour per week FTE and 10 days of sick for a 32 hour per week FTE; and
12 days of vacation leave for a 40 hour per week FTE and 10 days of vacation for a 32
hour per week FTE for each year commencing July 1, 2004, as part of the definition of
full time participation by the MYAT Contractor through its FTE. The employees
performing the duties of the MYAT Contractor only and shall not be entitled to any
salary or benefits from the County.
D. Licensing activities performed by a MYAT Contractor who has a 40 hour per week FTE
to ensure that they are in compliance with agency licensing standards shall be counted
Page 6 of 12
toward the 40-hour FTE. For example, if educational training, clinical supervision, or
attendance at a staff meeting is required to maintain their status of expertise the MYAT
worker and clinical supervisor's time spent in such activities will count toward the FTE
hours (not to exceed one hour per week for each worker/supervisor).
E. Training hours will be capped at 24 hours annually for all primary MYAT workers.
F. For a MYAT Contractor who has a 32 hour per week FTE, attendance at the MYAT
agency staff meetings is counted toward the FTE hours, as well as attendance at staff
meetings at member agencies(not to exceed 2 hours per week).
6. MYAT team members will follow the Weld County Department of Social Services
Operations Manual while engaged in contracted MYAT program duties.
9. Confidentiality
All client information and records obtained in the course of screening, evaluation, and treatment
shall be kept confidential. Substance abuse client information shall be safeguarded pursuant to
Federal law(42 CFR,part 2); mental health client information shall be safeguarded pursuant to
Colorado Revised Statues.
A. Records and information regarding current or former clients are confidential.
Information and records may only be disclosed to individuals to whom the client has
given specific written consent.
B. Before making any disclosures of client information or records, MYAT case managers
will consult with the MYAT supervisor or their agency supervisor. An exception may be
made in the case of a medical emergency, which would require an immediate response.
C. During the initial intake process,the MYAT case manager should secure appropriate
release of information(ROI) forms and discuss with the client who may be in need of
information.
D. The MYAT case manager should document in the clients chart any request for the release
of client information, the information released, to whom it was released, and when it was
released.
10. Fees for Services
These policies and procedures define the fee schedule for eligible clients referred to the MYAT
program.
A. All services performed by the MYAT team for clients will be documented and recorded
in the clients record.
B. All services performed by the MYAT team will be at no charge to the client or their
fancily. These services are as follows:
1) Intake and assessment into the MYAT program
Page 7 of 12
I
2) Individual or group education sessions performed on-site for clients or their family.
3) Crisis intervention.
4) Home visits(approved by the MYAT team).
5) Case Management,referral,resource finding,treatment planning, discharge
planning.
6) Follow-up contacts.
C. If a client or their family are determined to require a more intensive level of care than that
offered by the MYAT team, and a referral to another agency such as mental health or
substance abuse treatment is indicated, then the MYAT case manager would assist the
client with the referral and follow up with the contacts. The client would then be subject
to applicable fees as per the respective agency's sliding fee scale for services.
11. Mileage Reimbursement
These policies and procedures provide guidelines for staff to be reimbursed for mileage for case
management services and home visits.
• A. MYAT staff will use the Social Services County Expense Account Sheet to record their
mileage and submit the completed sheet to the Social Services'MYAT Supervisor.
Expense Account sheets are not to go through the MYAT contractor agencies.
B. Home visits and other case management trips are to be recorded in the client's record.
C. The reimbursement for mileage for the program is equivalent to the mileage provided to
Weld County employees as established yearly by the Board of County Commissioners.
12. MYAT Case Manager Duty Schedule
These policies and procedures provide a current work schedule that will identify the MYAT case
manager(s)on duty during the week.
A. The MYAT case manager duty day schedule will be updated weekly and will be posted
for the following week no later than Friday afternoon.
•
B. A typical MYAT duty schedule will be from Monday through Friday. The time of day
may vary between respective agencies. The hours of duty and availability of each duty
worker will be posted on the duty schedule.
C. A copy of the duty schedule will be given to the Social Services' MYAT Supervisor,a
copy will be posted for the YIC duty workers, and a copy will be posted in the MYAT
case managers workstations.
Page 8 of 12
D. It shall be the responsibility of the respective agencies MYAT case manager to notify the
Social Services supervisor of any revisions or changes to their weekly schedule as they
may occur.
E. When a MYAT case manager is not in the building during their noted duty times then
they will be required to sign out on the sheet indicated for that purpose.
12. Client Grievance and Complaint Procedure
These policies and procedures are to insure a standard practice in processing client grievances and
complaints. This process will allow clients to complain about the type of care received, the quality
of the care received, the person providing the care,or other concerns regarding the services
provided by the MYAT case manager or team.
A. A client, to include their family, may initiate a complaint or grievance.
B. If the complaint or grievance can be addressed and handled satisfactorily between the
person(s)involved then the issue could be resolved without further intervention.
However, the case manager(s) involved with the client complaint would still be required
to advise the Social Services supervisor that a complaint was initiated and how the matter
was addressed and resolved.
C. If the complaint or grievance cannot be addressed between the parties involved then the
client will be given additional options as follows:
1) They can address their complaints directly to the Social Services MYAT
supervisor. If the client is not satisfied with the resolution of the supervisor then
they may appeal the decision to the next level of supervision within the Social
Services.
D. Upon intake into the MYAT program all clients will be provided with mandatory
disclosure of their rights to include the process for filing complaints and grievances.
13. MYAT Referral Process
These policies and procedures assist clients in obtaining services that are needed but do not meet
current eligibility criteria for Social Services.
A. The MYAT case manager will assess the client's needs. In the event that assessment
indicates that the client's needs cannot be met within the scope of the MYAT team, or it
would be in the client's better interests to obtain services from other programs in the
community, the MYAT case manager will assist the client with a referral to alternative
treatment options.
Page 9 of 12
B. Staff is to assure that the appropriate release of information forms are completed and a
copy placed in the client's record prior to referral to outside agencies or programs.
C. Referrals for continuing care and/or for services outside the scope of the MYAT team
will be part of and documented in the client's discharge plan.
D. In the event that a MYAT case manager is unclear regarding the appropriateness of any
referral to the MYAT program they are to consult available team members and/or the
MYAT supervisor.
E. Upon the request of an authorized governmental entity, as directed by Federal and/or
State statute or regulation,any documentation from the MYAT-case file will be released.
14. MYAT Database
These policies and procedures document demographic information,and outcome evaluation
information for clients whom the MYAT program has served.
A. The MYAT case manager assigned to a case is responsible for completing the database
form on their respective clients.
B. The intake/admit portion of the database form is to be completed at the time of intake.
C. The discharge portion of the database form is to be completed within three(3)working
days of the client's termination of services.
D. The follow-up portion of the database form is to be completed at the following intervals.
One week post-discharge, one month post-discharge, three months post-discharge,and 6
months post-discharge.
E. The completed portions of the database form will remain in the client's record. A copy
of each completed portion of the clinical database is to be turned in to the WDCSS
designated person immediately upon completion, who will enter and record the data into
a computer database. This database will allow for query and study of the program
outcomes on an on-going basis.
F. Please refer to the attached database form for details on the information to be collected
and recorded.
15. Roles and Responsibilities of MYAT Contractor Agencies
These policies and procedures identify the roles and responsibilities of the MYAT Contractor
.Agencies in accordance with 6.035.1 and 6.035.5 of the Weld County Department of Social
Services Operations Manual.
Page 10 of 12
A. Comply with MYAT policies and procedures as outlined in the Agreement and Exhibit
D,MYAT Operational Manual.
B. Commit one FTE,as provided in Exhibit A,4,B,to work as a case manager in a
Multidisciplinary Youth Assessment Team which involves collaborating with team
members in the design,implementation,and revisions of the program,including
development of polices and procedures,design and utilization of assessment and
evaluation instruments,and treatment plans.
C. Provide interviews and crisis intervention to client and family by telephone and/or face-
to-face contact.
D. Provide case management services to family,which may involve visits to school,home,
or other community agencies.
E. Participate as a team member in case staffing conferences.
F. Maintenance of client charts and timely documentation of reporting data.
G. Learning and utilizing community resources to assist in client treatment as needed.
H. Consultation and coordination with other professionals concerning client's treatment
needs.
I. Attend supervisory sessions,agency staff meetings and in-service trainings.
16. Specialty Roles of MYAT Contractors
A. Employment Services: Assist clients in finding employment and to provide career
development information. This may include information on major regional employers,
job-line telephone numbers,web sites for job seekers,and postings of city,county,state,
federal and school district jobs along with other local job openings.
B. Island Grove: Provide identification of substance abuse or substance dependency issues.
Provide education and information regarding various drugs of abuse,consequences of
use,and treatment options available. Implement short-term individual,family and group
interventions specific to the client's identified substance abuse needs.
C. Public Health:Assist clients with abstinence and health services. Provide and assist
families with referral to community resources.
Page II of 12
D. North Range: Provide clinical assessments of mental health issues and referral for
mental health services as necessary,develop and implement short term individual,family
and group interventions specific to client's identified mental health needs.
E LifeBridge: Assist clients in finding counseling,basic needs and other related family
support information and services. This may include information on linkages,primarily in
South Weld County,to other faith-based organizations providing community resources
and family support.
F. School District 6: Provide educational assessments of children and youth through case
management practices to link children,youth,and families to special education,drop-out
prevention,before-and after-care resources,tutorial,and other educational and family
support programs and services.
G. Centennial BOCES: Provide educational assessments of children and youth through
case management practices to link children,youth,and families to special education,
drop-out prevention,before-and after-care resources,tutorial,and other educational and
family support programs and services. This includes informational linkages to member
schools within Centennial BOCES.
H. St.Vrain: Provide educational assessments of children and youth through case
management practices to link children,youth,and families,primarily in South Weld
County,to special education,drop-out prevention,before-and after-care resources,
tutorial,and other educational and family support programs and services.
District Attorney: Provide assessments of youth through case management practices to
link youth and families to juvenile diversion,as appropriate,and the juvenile assessment
center activities,and other juvenile and family support programs and services.
Page 12 of I2
•
Attachment/Appendix B
A restorative justice/evidence-based therapy program
Teamwork,Innovation, Growth,Hope and Training
(TIGHT)
A Collaborative Program through the Weld County Departments of
Social Services and Employment Services
WELD COUNTY
A. Needs Assessment:
The Weld County Department of Social Services (WCDSS)provides all eight basic CORE
programs. These services include Home Based Intervention, Intensive Family Therapy, Life
Skills, Day Treatment, Sexual Abuse Treatment, Special Economic Assistance, Mental Health
Services and Substance Abuse Treatment. The Weld County Family and Youth Commission
oversees the CORE Service Plan.
A recent survey study by the national firm of Vroon VanDenberg(2003)of Weld County services
for children and families identified a number of general community needs and service gaps.
Some of these include: (Quotes from the independent study.)
• Human service cuts are beginning to erode the safety net for the poor that has been a
traditional strength of the county.
• Services lack individualization and cultural awareness.
• Many respondents were concerned about the lack of juvenile justice diversion and felt
that youth who committed crimes in the county were being given the message that they
could do what they wanted to do without consequences.
• Although substance abuse was seen as a major factor in human services needs, many
respondents noted the lack of a comprehensive approach to substance abuse treatment for
youth and parents.
• No comprehensive single point of entry or common plan of care for children with co-
occurring disorders.
• Rates for out-of-home placements are very high in comparison to other counties and
national data, although rapid county growth without increases in child welfare budget are
a factor.
Others have noted service gaps in Weld County that include:
• Gaps in services that assist parents with skills and resources needed to address the
difficulties of raising adolescent aged children.
• Gaps in culturally sensitive services, especially for the county's growing population of
Hispanic/Latino youth and families.
• Gaps in follow-up services for families in completion of programs.
• Gaps in preventing out-of-home placements and commitments to DYC placements.
• Gaps in the numbers of local treatment provider beds which allow families to actively
participate in their youth's treatment in order to facilitate a rapid return home.
• A specific gap has been identified which involves home based treatment for those
adolescents placed in shelter and/or who are at risk of being placed in residential
treatment centers.
1
Attachment/Appendix B
Over the last year several events have occurred that have dramatically affected our ability to
manage at risk youth in the region. Similar to other districts in the state, the SB-94 program for
the 19th Judicial District experienced funding reductions for SFY 2004-05. In addition,juvenile
probation services have also been reduced in the 19th. These reductions will result in additional
pressure in the 19th District and Weld County to place youth in either RTCs, detention, or DYC
commitment. Given the budgetary constraints that exist in the county and the mandatory caps
placed on the detention facility many of the at-risk youth released from the Platte Valley facility
will be at risk for out of home placement. Emergency Release Procedures for adolescents in
detention have begun to exacerbate this already critical situation.
Finally, in recent years funding for mental health services through North Range Behavioral
Health have been reduced. SB 1116 funds have been exhausted.The current Long Bill for SFY
2004-2005, if approved,will slightly increase statewide some of the mental health funding
available to Weld County but this amount will likely be insufficient to cover the county's needs.
Out-of-home placements and commitments of youth leave gaps in several service areas for youth.
Due to the limited number of local out of home treatment slots in Weld County, families of youth
receiving this type of services are asked to travel many hours from their homes in order to
participate in their children's treatment. These placements are typically not family-focused and
the family is not consistently involved in treatment due to the distances involved. These distances
do not encourage participation of parents in family therapy on a regular and consistent basis.The
inability of families to successfully complete family therapy in a timely manner due to time and
distance issues extends the youth's out of home placement. These issues related to decreased
participation in family therapy result in the youth returning home to a family system that has
changed very little. Eventually,when the youth is reunited with their family, many of the issues
which initially lead to placement have not been resolved and still exist in the home environment.
This increases the probability that the youth will relapse,recidivate, and consequently return to
the human services system. Placing youth in treatment facilities long distances from their homes
also prevents the successful development of local support resources such as teachers,mentors,
and local youth groups which are necessary components of treatment plans designed to prevent
recidivism. In addition, out-of-home placements are often more costly than in-home and
community based services.
Although gaps exist, a recent study by the national firm of Vroon VanDenberg of Weld County
services for children and families identified a number of strengths that suggest that the county is
in a great position to expand services. Among the some of the strengths identified were: (Direct
quotes)
• Providers are hustling to adapt to cuts in available funding,responding with innovation
and new approaches.
• Although Weld County is one of the fastest growing counties in the US, Human Services
have made great effort to adapt as needed.
• The various collaborative focused committees (Youth Net, MYAT, Workforce
Development, etc.)have been well attended and focused.
• Child welfare has recruited high numbers of kinship care and relative foster placements.
• Child welfare has tried innovations like multi-systemic therapy and family group decision
making, and solution-focused therapy.
•
Attachment/Appendix B
• Child welfare has worked to partner with families and children who have developmental
disabilities.
(Note: Other strengths were identified in this independent report.)
B. County Design Description:
1. The Family Based Services(FBS)
2. Teamwork, Innovation, Growth, Hope and Training(TIGHT)
Planning for this Proposal
The Weld County Board of Commissioners, Department of Social Services, North Range
Behavioral Health, Island Grove Regional Treatment Center, Employment Services,Juvenile
Diversion Program, Families, Youth, and Children Commission,Multi-Disciplinary Youth
Assessment Team(MYAT), and the Weld County Workforce Development Board have had input
in the development of this proposal. Members of the Families,Youth& Children Commission
Members represent private citizens, a clinic nurse, a Licensed Health Professional,kinship care,
mental health, law enforcement, probation, a private attorney, the child protection team, and
social services. A commitment has been made to provide the community with a proactive
approach to develop positive alternatives for at risk youth and families, strengthen families, and
to prevent these youth from entering the Child Welfare or Youth Corrections systems.
The design that is being proposed is a collaborative effort combining a Youth Corps Program
(TIGHT) with a Family Based Services(FBS)model. The program would provide at risk youth
and their families with wrap around highly intensive in home and community services that would
benefit the family and the community and would prevent out of home placement or incarceration.
This concept is based on evidence presented through the restorative justice model which
emphasizes the healing of the wounds of victims, offenders and communities caused or revealed
by the criminal behaviors.
The Teamwork, Innovation, Growth,Hope, and Training(TIGHT)Youth Corps Program is
designed to engage youth in community service activities, educational components, and life skill
development activities for approximately 8 hours a day, five days a week. Service and/or
volunteerism are seen as national priorities, therefore, work projects will be developed to provide
the participants with first hand experience in lending a helping hand in their communities and to
those in need. Crews will perform service projects in the community, centered on identified and
targeted need areas related to restorative justice such as conservation and environmental projects,
historical conservation, and neighborhood beautification projects.
The TIGHT Program structure is based upon the highly successful model of the Weld County
Youth Conservation Corps(WCYCC)/AmeriCorps Program. Participants will be placed in a crew
setting with an adult crew(team) leader. The design allows for the youth to remain with this
crew for a full six month period. Corps members will be exposed to a variety of service projects
which directly benefit local communities and the residents of Weld County. These projects allow
youth to make reparations for their behaviors and develop a mature sense of belonging to the
community. Additionally, youth will be engaged in a variety of activities that promote positive
development such as educational activities to increase the members skills in reading and math,
3
Auachment/Appendix B
team building activities, conflict resolution training,joumaling and reflection activities, first-aid
training.
The goal of the TIGHT Program will be to delay/eliminate the need for out of home placement by
exposing participating youth to a variety of worthwhile projects within their communities, allow
youth to make reparations to their community, and develop pro-social relationships with
community resources. Additionally, by being engaged in activities that promote growth in self
esteem and sense of community, corps members will realize that there are positive alternatives
available to them and that when they make the positive choice, the service they perform has value
and that they can and do make a difference in their communities.
In addition to the youth's participation in the Youth Corps program, the family and the youth
would agree to participate in highly structured intensive in-home Family Based Services (FBS).
This intervention is designed to evaluate the youth's environment, determine with the family
specific attainable treatment objectives, contract treatment goals and develop a therapeutic
alliance with the youth's parents. Parents are supported in developing household structure,
increased monitoring and supervision of their youth, and the development of clear rules and
consequences. An additional goal is to empower parents with the skills and resources needed to
independently address the difficulties that arise in raising teenagers. The therapist focuses on
helping parents become self-sufficient problem solvers. Intervention strategies include structural
family therapy,behavioral parent training, cognitive behavioral therapies and connecting the
family with appropriate community resources. Research indicates that these interventions
typically improve parent discipline practices,enhance family relationships, improve school
participation, engage youth in pro-social recreational outlets and develop a local support network
of extended family,neighbors, faith based services, and community resources. Ultimately, the
goal is to alter the family system dynamics which placed the youth, and their siblings, at risk for
criminal behaviors and out of home placement.The program removes barriers to services access
by treating the families in the home and is more intense than traditional family therapy.
II. Issue Addressed
The cost of out of home placement for youth has become exorbitant, and positive alternatives
should, and need to be explored. The estimated cost of placement at a Residential Treatment
Facility is currently$5,300 per month. The TIGHT Program, including the costs of family based
services,would be more cost effective in a number of different ways. First, there is a direct cost
savings. The monthly cost per participant is less than half of what out of home placement costs
are for a month. Secondly,by engaging youth in projects that have a direct and lasting benefit to
their communities, the youth will make an attachment to their communities, acquire a better sense
of their role as a citizen, and therefore be less likely to commit further offenses. Third, engaging
youth in positive activities should have an impact on their siblings. Rather than emulating the
poor decisions and destructive behaviors seen previously, TIGHT members' siblings will see
their brother/sister participating in worthwhile activities and achieving positive outcomes in their
lives. Through participation in citizenship classes provided by the TIGHT Program, crew
members will not only understand their rights as citizens,but also their responsibilities. Finally,
the intensive in home services,FBS,will address and resolve familial issues that put the youth at
risk of out of home placement. Appropriate changes in the family system will encourage youth
participation in the corps' team concept, improve self esteem and develop a system of support
encouraging the maturation process.
By engaging youth in full day positive development activities, followed by intensive family
interventions, the number of youth placed in Residential Treatment Facilities (RTF), or those
4
•
Attachment/Appendix B
' ordered to State detention facilities could be reduced. Additionally, the therapeutic treatment
model developed by the Department of Social Services will provide the necessary family based
services, treatment, and support that the youth will need to remain at home and prevent
recidivism. The Department of Social Services, Employment Services and their identified
treatment provider will develop an appropriate treatment plan to assist the youth and their
families with identified issues.
Methods to Address Issue
The Program will primarily serve youth ages 14-17 years of age. Based upon identified need and
the determination of the appropriateness of participation, the program may serve younger youth.
The Program will operate year round and be broken into two six (6)month sessions. Each
session will be designed to serve six youth.
The Crew Leader will be on site at the crew home base at 8 a.m. Monday through Friday for
youth to be dropped off by their parent or guardian. The service day for each crew will begin at
8:30 each morning with circle-up activities to outline the day's events, discuss any issues from
the previous day, and to"check-in"with the crew members to identify any pressing issues that
they may have. The crew will complete their service day at approximately 2:00 p.m. and corps
members will be transported to the Employment Services of Weld County Learning Lab for two
hours of computerized learning activities. Educational activities will be designed to help prepare
the youth to reenter school if appropriate or to prepare for the GED exams. A service day may
include classes/instruction in anger management, conflict resolution, gang avoidance,pregnancy
prevention through abstinence, team building, etc. Activities and services will be coordinated
with the therapeutic service provider. The last thirty minutes of each day will consist of
reflection and joumaling activities. Youth will then be transported to their residence. It is
expected that all youth will be delivered to their residence by 5:00 p.m. The TIGHT Program will
not offer any before or after extended hours. The TIGHT Program is structured to have a
staff:youth ratio of 1:6, therefore the maximum crew at any time will be six youth. Crews are
limited to this number based upon locus of control for the crew leader in addition to safety issues
regarding work projects,transporting to and from service sites, activities, etc.
Crew members will be eligible for bi-weekly incentives if they adhere to the behavioral policy
established for the program and if they attend as scheduled. The first four months will consist of
non-cash incentives. Incentives during this time period may include such things as gift vouchers
for compact discs, clothing,movie passes, etc. During the final two months of participation the
youth will be eligible for cash incentives based upon attendance,participation and behavior.
Youth will be able to receive a fifty dollar incentive each week which will be payable on a bi-
weekly basis. It will be the goal of the program for all participants to earn an incentive for the
time period they are enrolled. It is anticipated that the only loss of incentive will be due to lack of
adherence to the behavioral policies and a gross negligence in attendance. The participant will be
warned and counseled prior to this disciplinary measure being enforced. Exceptions for missed
days will be allowed if there is a valid reason such as illness or notification in advance by the
parent/guardian.
Fridays of each week will be used for behavioral skill development activities. This will include
activities or workshops designed to increase the youths self esteem; social skill development in
public settings through activities such as visiting the Denver Zoo, the Museum of Natural History
and the IMAX Theater; team participation activities; etc. The TIGHT Program will endeavor to
make the Friday activities educational as well as interesting for the youth. Participants will asked
for input regarding the type of activities that they would like to have and staff will take
5
( Auachment/Appendix B
suggestions into consideration when determining activities. The crew leader will be provided a
cell phone and parents/guardians will be provided the number on the first day that the child is
dropped off at the home base site.
In the evenings, the youth and his family will work with their assigned therapist in developing a
specific plan to help change maladaptive family patterns that placed the youth at risk for out of
home placement. Typically, the interventions would be more frequent at the beginning of the
program and become less frequent as the family made progress in treatment. Integrated into the
services, the plan is designed to help the family develop a support system of extended family and
community resources. Careful attention will be placed on successfully transitioning the family to
other community services available to continue to support the changes that the families have
chosen to make.
IV Service Projects and Service Partners
The Program will provide many of the participants with their first opportunity to get involved in
their community. It is hoped that their experience will be the beginning of a life of positive
choices and providing volunteer time to worthwhile endeavors. The TIGHT crew will work
alongside the WCYCC when appropriate and will be able to experience projects that have a
lasting impact.
Youth will participate in multiple service projects within a session and service learning activities
will take place at the project site as the opportunity arises. The crew leader will ensure that the
youth link the importance of education with the world of work and provide practical application
of skills whenever possible.
V Transportation Plan
The Program will provide transportation of youth to project sites,planned activities, and their
residence. Youth will need to be dropped off at the home base as discussed in Section II. The
Crew leader will then transport the crew to the project site and program activities. At the end of
the service day, youth will be taken to their residence.
VI Behavior Management
The Program has developed a behavioral agreement and youth will be required to sign the
agreement and return it prior to participation in the session. The TIGHT Program has also
developed a youth contract which is discussed with each youth and their family on their first day
of participation. The behavioral agreement and youth contract are included as an attachment to
this plan. These will be modified as necessary to coordinate with the youth's therapeutic plan.
VII Program Selection
The Program is designed to serve youth who are expelled from school or who will be preparing to
earn a GED. The selection of youth for the Program will be coordinated between the Departments
of Social Services and Employment Services of Weld County. The best scenario would be to
have a diverse crew of three males and three females with varying degrees of needs/problems.
The TIGHT Program will not serve youth who are actively engaged in drug/alcohol abuse or who
are sexual predators. (If youth are actively engaged in treatment and/or therapy, and their
therapist considers the TIGHT Program as beneficial,participation would be considered.) The
6
Attachment/Appendix B
youth and their family selected for the program must also contract with the Depar t,uent of Social
Services to successfully participate in the highly structured family based services program.
iLichment/Appendix C
MULTISYSTEMIC THERAPY
WELD COUNTY
A.Needs Assessment:
The Weld County Department of Social Services (WCDSS)provides all eight basic CORE
programs. These services include Home Based Intervention, Intensive Family Therapy, Life
Skills, Day Treatment, Sexual Abuse Treatment, Special Economic Assistance,Mental Health
Services and Substance Abuse Treatment. The Weld County Family and Youth Commission
oversees the CORE Service Plan.
A recent survey study by the national firm of Vroon VanDenberg(2003)of Weld County services
for children and families identified a number of general community needs and service gaps.
Some of these include: (Quotes from the independent study.)
• Human service cuts are beginning to erode the safety net for the poor that has been a
traditional strength of the county.
• Services lack individualization and cultural awareness.
• Many respondents were concerned about the lack of juvenile justice diversion and felt
that youth who committed crimes in the county were being given the message that they
could do what they wanted to do without consequences.
• Although substance abuse was seen as a major factor in human services needs,many
respondents noted the lack of a comprehensive approach to substance abuse treatment for
youth and parents.
• No comprehensive single point of entry or common plan of care for children with co-
occurring disorders.
• Rates for out-of-home placements are very high in comparison to other counties and
national data,although rapid county growth without increases in child welfare budget are
a factor.
Others have noted service gaps in Weld County that include:
• Gaps in services that assist parents with skills and resources needed to address the
difficulties of raising adolescent aged children.
• Gaps in culturally sensitive services, especially for the county's growing population of
Hispanic/Latino youth and families.
• Gaps in follow-up services for families in completion of programs.
• Gaps in preventing out-of-home placements and commitments to DYC placements.
• Gaps in the system's approach services, such as MST, in working with families.
Over the last year several events have occurred that have dramatically affected our ability to
manage at risk youth in the region. Our local SB-94 Planning Committee budget was
significantly reduced. This reduction allows for the provision of intake services, assessment, and
pretrial case management only. The Probation Department was forced to reduce its staff.
Additionally there has been a statewide capitation of detention placements. This situation will
require significant coordination of resources within the community. The majority of at risk youth
in the community are clients of the Probation Department, the Department of Human Services
and North Range Behavioral Health. Given the budgetary constraints that exist in the county and
1
AL.,,nment/Appendix C
the mandatory caps placed on the detention facility many of the at-risk youth released from the
Platte Valley facility will be excellent candidates for Multisystemic Therapy.
Similar to other districts in the state,the SB-94 program for the 19th Judicial District experienced
funding reductions for SFY 2004-05. In addition,juvenile probation services have also been
reduced in the 19th. These reductions will result in additional pressure in the 19th District and
Weld County to place youth in RTCs, detention, or commitment, who otherwise might be served
with early invention safely in the community. All of these alternatives are more costly and less
effective in the long run than MST services.
Finally, in recent years funding for mental health services through North Range Behavioral
Health have been reduced. The current Long Bill for SFY 2004-2005, if approved, will statewide
slightly increase some of the mental health funding available to Weld County but this amount will
likely be insufficient to cover the county's needs.
Out-of-home placements and commitments of youth leave gaps in several service areas for youth.
These placements are typically not family-focused and the family is not involved in treatment. In
addition, out-of-home placements are most costly than in-home and community based services.
Eventually,when the youth returns to the family,many of the prior issues that lead to the initial
placement have not been addressed. This increases the probability that the youth will relapse,
recidivate, and consequently return to the human services system.
Although gaps exist, a recent study by the national firm of Vroon VanDenberg of Weld County
services for children and families identified a number of strengths that suggest that the county is
in a great position to expand services. Among the some of the strengths identified were: (Direct
quotes)
• Providers are hustling to adapt to cuts in available funding,responding with innovation
and new approaches.
• Although Weld County is one of the fastest growing counties in the US,human services
have made great effort to adapt as needed.
• The various collaborative focused committees (Youth Net, MYAT, etc.)have been well
attended and focused.
• Child welfare has recruited high numbers of relative foster placements,especially
grandparents.
• Child welfare has tried innovations like multi-systemic therapy and family group decision
making, and solution-focused therapy.
• Child welfare has worked to partner with families and children who have developmental
disabilities.
(Note: Other strengths were identified in this independent report.)
B. County Design Description:
Planning for this Proposal
The Weld County Board of Commissioners,Department of Social Services,North Range
Behavioral Health,Island Grove Regional Treatment Center, Employment Services,Juvenile
Diversion Program,Families, Youth, and Children Commission,Multi-Disciplinary Youth
2
t"
Luchment/Appendix C
Assessment Team(MYAT), and the Weld County Workforce Development Board have had input
in the development of this proposal. Members of the Families, Youth& Children Commission
Members represent private citizens, a clinic nurse, a Licensed Health Professional, kinship care,
mental health, law enforcement, probation, a private attorney, the child protection team, and
social services.
The Weld County Board of Commissioners,Department of Social Services,North Range
Behavioral Health, Island Grove Regional Treatment Center, Employment Services, Juvenile
Diversion Program, and the Weld County Workforce Development Board entered into an
agreement to develop and implement the Multi-Disciplinary Youth Assessment Team(MYAT).
These parties committed in 2002, in part, to provide one FTE from each organization in the
development of the Multi-Disciplinary Youth Assessment Team through a two-year phase-in
plan. A commitment has been made to provide the community with a proactive approach to
develop positive alternatives for at risk youth and families, strengthen families, and to prevent
these youth from entering the Child Welfare or Youth Corrections systems.
While this collaborative program has a yearly budget to help facilitate participating families
involvement in utilizing community resources,the program does not have the necessary funds to
provide a small number of families with intensive in-home intervention. These interventions
would be designated for families experiencing a high level of crises and be designed to prevent
out-of-home placement while the family is getting involved in community resources.
The County is requesting to fund 10 MST slots per month at the rate of$1250.00/month per
family. The annual cost would be$150,000.00.
Support for MST—An Evidence Based Practice
MST is a well-validated treatment model with proven success in preventing out-of-home
placements and reducing days in out-of-home placements. MST is a home-based model
providing therapeutic support to juvenile offenders with serious antisocial behavior and their
families. This is an intensive program lasting three months with daily or weekly contact to
achieve the necessary behavioral changes. With a small client to therapist ratio (4:1 —6:1),a
course of treatment lasting three months, and an initial funding cycle of twelve months,we are
expecting the expanded service will serve a total of 40 youth. Weld County had access to MST
through Alternative Homes for Youth but this provider no longer offers MST as a service option.
MST has considerable valid research supporting its effectiveness for some youth and families.
CDHS Agency Letter CW-04-09-A(March 11,2004)lists Multisystemic Therapy is identified as
an acceptable service that qualifies for additional evidence based practice. In addition,Research
from the University of Colorado's Blueprints Project(www.colorado.edu/cspv/blueprints),Office
of Juvenile Justice Delinquency Prevention (OJJDP), Washington State Institute for Public
Policy, Centers for Disease Control and Prevention, and a Report of the Surgeon General(1999).
Further information on the cost effectiveness of MST services can be found at the COMST
website at www.colomst.org.
If this grant were awarded,Weld County would contract with an existing certified MST provider
for services. This intensive service(MST)is currently not available in Weld County.
Implementation would request startup time to ensure the MST provider(s)have the capacity to
provide services. One possible provider would be the Larimer Center for Mental Health,which
has an excellent reputation for providing MST services. Initial discussions with the Center
suggest it would be interested in providing MST services if arrangements can be worked out. The
3
Attacnment/Appendix C
Larimer Center for Mental Health's MST program currently has 4.5 FTE therapists and one
supervisor. Adding new Weld County youth would require the Center to change staffing and
supervisory patterns(add staff) to remain in compliance with the MST guidelines. The long-term
plan would be to build the capacity to provide MST services locally,possibly through Larimer
Center for Mental Health or North Range Behavioral Health. This also would be contingent on a
prior or future site assessment by Colorado MST.
Youth and families who might be suitable for MST services, regardless of provider, would be
identified by the Youth in Conflict manager and tracked using the TRAILS system. If the grant is
funded, the existing MYAT program would be expanded to include a member from a MST
provider to help ensure that MST services are appropriate similar to the model used at the Apache
Behavior Health Site in Arizona that has the provider participate in the multi-disciplinary team.
The County Design will serve 40 adolescents and will reduce the need for 40 residential services
during the additional funding period. Those families would be entered into the TRAILS system
in order to track interventions, expenses,youth participation and any further penetration of the
system. Follow-ups with the families by the MST provider staff will provide an additional level
of monitoring,determining whether the youth enters the system and what additional community
resources were accessed during the year following MST's intervention.
The eligible population to be served would include youth, aged 10-17. MST services would be
offered to families who are at a crisis point that potentially would require an out-of-home
placement of the child if immediate in-home services were not available and when MST is
deemed appropriate.
A typical caseload for the MST therapist would be five families during a three month period with
a supervisor\worker ratio of 1:2. Workers contracted for services would be at a Masters level or
higher in clinical experience and would have completed relevant MST training. MST therapists
would assess the family's needs, preparing a treatment plan,and preparing the family's transition
to appropriate community resources upon a reasonable stabilization of the family's issues.
E. Projected Outcomes:
The intensive in-home services to be provided by MST to eligible youth and their families would
be an outcome-driven prevention\intervention program to address a range of acting out behaviors
which place the child at risk for out of home placement or involvement with the juvenile justice
system. The goal of the intervention would be to stabilize the family system at the time of crisis,
assess and address system issues related to the child's behaviors, and transition the family to an
appropriate community resource for continued interventions. Another goal of the intervention
would be to prevent younger siblings in these families from penetrating the system. This
information could also be monitored by utilizing the TRAILS system.
Outcome measurement is incorporated into the design requirements of MST services,thus the
MST provider will be collecting outcome(results)data for each case as part of its normal
operations. Typically MST monitors outcomes such as arrests, school achievements,
adjudications, or other areas identified as important. Further outcome measurements would be
available by reviewing the data entered into TRAILS on each participating family.
These data will be shared with the MYAT,Weld County Family and Youth Commission,and
Weld County DSS on an on-going basis. In addition,if additional funding is received, the Weld
County Department of Social Services will be monitoring:
4
ttachment/Appendix C
• Assessment scores of pre-and post MST services.
• Comparative costs of MST vs. out-of-home placements.
• Additional involvements of any type with social services, mental health,DYC, or other
systems following MST services.
• Percent of siblings who do not enter the system following MST intervention.
• Out-of-home placement rates (DYC/CW) following MST services compared to rates for
youth not receiving MST services.
• Numbers of new D&N filed following MST services compared to similar families not
being
• Tracking the cost of MST services.
•
Attachment/Appendix D
JUVENILE DIVERSION
Juvenile Diversion Programming(Juvenile Diversion)is authorized under C.R.S. §19-2-303
in which the General Assembly declares its intent to establish a juvenile diversion program to
provide community-based alternatives to the formal court system that will reduce juvenile crime and
recidivism,change juvenile offenders' behavior and attitudes and reduce he costs within the juvenile
justice system.
Participation in the diversion program is not a right and participation is voluntary. The main
purpose for offering a diversion program is to reduce the docket for the courts and caseload for the
Probation Department by reducing the number of low-risk juvenile offenders from entering the
traditional juvenile justice system to allow these agencies to focus on the higher-risk juvenile
offenders.
The Chief Deputy District Attorney refers appropriate first-time, non-violent juvenile
offenders, ages 10 to 17, whose cases are legally sufficient for the filing of formal charges in the
traditional court system, to the Director of the diversion program for consideration. The diversion
program provides case management and referral of the juveniles accepted into the program to
appropriate community agencies as needed to address issues with the juvenile and his/her family to
prevent further criminal behavior. Diversion agreements are entered into which may include such
activities as community service, restitution, attendance at educational programming offered by
diversion case managers, school attendance, cooperation with the policies of schools, referral for
substance abuse or mental health treatment,if indicated, and project to encourage future endeavors.
Parental participation is strongly encouraged.
When the juvenile successfully completes his/her diversion agreement, the case is closed
without the filing of formal charges.
Hello