1995-12511-Resolution No. 95-058 Recorded 4/20/1995REVIEWED
F 95-12511
LE OUNSEL
BEFORE THE BOARD OF COUNTY COMMISSIONERS OF DESCHUTES COUNTY, N
Approval of the County Diversion
Plan for 1995-96 Fiscal Year, for
Deschutes County, Oregon.
RESOLUTION NO. 95-058
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WHEREAS, Deschutes County is a participating county in the
Central and Eastern Oregon Juvenile Justice Consortium; and
WHEREAS, the Deschutes County Board of Commissioners has
reviewed the 1995-96 Diversion Plan submitted by the Central and
Eastern Oregon Juvenile Justice Consortium; and
WHEREAS, the Deschutes County Board of Commissioners support
the 1995-96 Diversion Plan and the programs and services contained
therein for the diversion of youth from the Juvenile Training School
of the State of Oregon for the counties of central and eastern
Oregon.
NOW, THEREFORE, BE IT RESOLVED that the Deschutes County Board
of Commissioners support approval of the 1995-96 county Diversion
Plan for the Central and Eastern Oregon Juvenile Justice Consortium,
marked Exhibit "A," attached hereto and by this reference
incorporated herein, and approval of the budget contained therein.
DATED this 19th day of April, 1995.
ATTEST:
(" , j7'A-,
Recording Secretary
BOARD OF COUNTY COMMISSIONERS
OF AESCHUTYS CMTeY, OREGON
Y H. 'SLAUQHTER,' C
1 - RESOLUTION NO. 95-058 (4/19/95)
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L. NIPPER, Cfbitguissioner
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1995
APR 2
0144-1015
EXHIBIT A
—4 keVionaC 2)iverjion Plan
1995-97
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a6 prese►ifed by Dn //JJ
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The Central and Eastern Oregon Juvenile Justice Consortium, (CEOJJC) includes the juvenile
departments and county governments from all of Central and Eastern Oregon counties. These
counties are Baker, Crook, Deschutes, Gilliam, Grant, Harney, Hood River, Lake, Jefferson,
Malheur, Morrow, Sherman, Umatilla, Union, Wallowa, Wheeler and Wasco. CEOJJC presents this
plan for the diversion of youth from the Juvenile Training Schools of the State of Oregon for the
counties of central and eastern Oregon.
The Juvenile Departments of the Central and eastern Oregon Juvenile Justice Consortium,
hereinafter referred to as the consortium, are committed to a balanced approach of Juvenile justice.
That balanced approach involves three essential elements, and those are:
1) Community Protection: The capacity of the juvenile justice system depends, in part, on an
appropriate response to the behavior that endangers others or their property. Recognizing
this as the primary ►nission of the Juvenile Court System is essential to our process.
2) Accountability: Whether or not punishment of the offender is seen as a deterrent to criminal
conduct, we accept the premise that there are special needs of youth that are fundamental to
the youth development process. One of these is the process of being held accountable for
inappropriate conduct. The Juvenile Department directors of Central and Eastern Oregon
believe in the mandate that youth need to be held accountable. We find that the people of
the communities we serve expect us to hold youth accountable for their criminal and
otherwise inappropriate conduct. It is our view that accountability is social responsibility.
3) Competency Building: Basic to appropriate youth development is the need for the building
of appropriate skill levels to allow a child to succeed in life. In a plan that is a balanced plan,
we much take into account these special needs of building the competency of the
community's youth.
These three necessary elements must be present and kept in equal value for our juvenile justice
system to be effective. With the passage of Ballot measure 11, the findings of the Governor Task
Force on Juvenile Justice, and the resulting recommendations for change in Senate Bill 1, this kind
of community-based approach becomes an essential part of any planning for the community-based
resources.
0144-1016
A. Persons Representing the Counties for the purposes of this project:
The counties endorsing this plan will be represented by the executive committee of the organization
known as "The Central and Eastern Oregon Juvenile Justice Consortium". This executive committee
will empower an administrative director to speak for them as a general administrator of the project.
B. The business address & phone number of the Consortium is:
The Central and Eastern Oregon Juvenile Justice Consortium
P.O. Box 356
Ontario, Oregon 97914
C. The work will be performed in the following manner:
1.) Predisposition and Evaluation Services:
These services will be conducted by each county using resources presently in place
in the community or contracted outside of the community. Educational and
Vocational Assessment will be performed primarily by the local school district,
contracting with separate providers as specialized needs dictate. While the services
are being provided primarily within the county of residence, they may be provided
in other counties where the services exist, but is a deficit in the county of residence.
This will be accomplished with a cooperative agreement between the counties and
may be facilitated through the consortium.
Relevant data pertaining to the youth's delinquency history is readily available in
every juvenile department. Personal data, regarding medical, psychological, and
psychiatric information will be provided either through a public agency or by a
private provider by way of a contract for such services. Other relevant social data is
available through the juvenile department as is other community information.
Individual education plans, when available, will be provided as well as any
information as to the employment history or substance abuse history of the youth.
This information will be provided by the county juvenile department of jurisdiction
over the youth.
Information relating to the school history, family background, referral history, prior
out of home placements and other pertinent information will be prepared by the
juvenile department staff persons who is serving as the case manager for each youth.
This information will be presented in the form as requested in the admission
summary form presented buy Juvenile Corrections for that purpose. The preparation
of this material may be contracted for with other providers, public or private, within
the county or within a reasonably short distance outside of the county.
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0144-1017
2) Process for completing the standard diagnostic and evaluation information requested in 2.2,13
of the planning guide.
The consortium will use the format provided by Juvenile Corrections. Each county
will complete the admission summary and will provide it at the time the youth is
delivered to the closed custody population. The consortium expects to address the
issue of failure to complete an admission summary directly with the county involved.
The consortium will assist Juvenile Corrections in assuring that all participating
counties comply with this requirement. The consortium does not agree that the
Division should prepare such a report in the event of the failure of a county to do so.
Further, the consortium will cause such a report to be completed by the county of
jurisdiction upon notice by the Division that such a report has not been forthcoming
from the county of jurisdiction.
3) Disposition of Parole Violators:
Juvenile Parole staff, Juvenile Department staff and the staff of the Consortium will
work collaboratively to decide when a parolee is to be revoked from parole status and
returned to the institution. It is understood that return to the institution does not
necessarily follow a parole revocation. The diversion specialist is to be notified and
alternatives are to be considered. Morrisey hearings are to be held in the county of
jurisdiction with the direct involvement of the juvenile department. Parolees are not
to be brought back to the institution with the expectation that the Morrisey hearing
is to take place there. It is the responsibility of the committing county to arrange for
a Morrisey hearing. The Consortium will assist Juvenile Corrections in assuring
compliance with this requirement by the participating counties.
4) Type of Community programs the counties will use to maintain its training school capacity:
The introduction of Senate Bill I in the 1995 legislative assembly and the passage of
Ballot Measure I I has introduced factors that will have consequences we are not able
to accurately predict. Therefore, the Consortium had determined not to request new
proposals for services at this time. It is anticipated that the following programs will
be continued into the next fiscal period.
Please note that as a part of this plan, the consortium would like to reserve the right
to call for new proposals during the 1995-97 fiscal biennium if circumstances require
it. Further, the Consortium hereby requests the permission to amend this plan if
Juvenile Corrections and the Consortium mutually agree such an amendment is
necessary.
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5) Types of services that will be provided:
The types of programs included in this effort include: Foster homes for paroled
youth, Flexible funding for diverted and paroled youth (client specific funds),
Intensive Supervision, Secure treatment, Drug and Alcohol treatment, detention
services and Sex Offender Treatment. Program monitoring and coordination of
service delivery are provided through a professional services contract with
Community Youth Development. Due to the nature of our organization, the budget
presented with this plan is subject to a public review process. This process is
inclusive of public budget hearings, notice of which must be published throughout
the region. The budget hearings will be scheduled during the month of May. The
budget will be finalized prior to the end of the fiscal year, June 30, 1995.
6) Detention Back-up:
The Consortium will provide juvenile detention back-up resources on an "as
available" basis. The detention resources available are in Bend, The Dalles, and
Pendleton. It should be noted that the impact of measure 11 on juvenile detention
resources remains to be seen.
7) Policy for "CAP" management:
The available closed custody bed space will be shared by the participation counties
based upon need. If a county is over its designated "CAP", the population of that
county will be scrutinized first in an attempt to make room for new commitments
when the counties as a group are at risk of exceeding the allotted space for closed
custody.
At the time that a county juvenile department is aware of an impending commitment
to the state training school, the juvenile department director shall confer with the
executive director of CEOJJC to facilitate compliance with the CAP of the region.
Commitment of children to the juvenile training school is in the hands of the juvenile
judge and decisions related to parole is in the hands of the institutions. Therefore,
the management of the CAP is a result of recommendations to the court on the one
hand, and recommendations to Juvenile Corrections on the other. Each county will
develop its own hearing process for parole revocation. The methods used will be
judicial proceedings before the juvenile judge or referee, or administrative hearings
prescribed by juvenile parole.
When the Consortium is at risk of going over the designated CAP, the executive
director of CEOJJC will, after conferring with the juvenile corrections staff and
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0144-1019
juvenile department directors, recommend youth who could most reasonably be
directed toward community placement. The names of those youth will be submitted
to the Superintendent of the State Training School for whatever action is deemed by
that person as most appropriate.
All counties are to use the diversion specialist as the first line of defense against a
commitment or a revocation. No youth should be committed to the institution
without having first been referred to the diversion specialist.
The executive director of CEOJJC is to communicate with the counties of the region
regarding the situation of the CAP and is to let the county juvenile departments know
when the population is reaching a crisis point. The CAP management is to be driven
by agreement, collaboration and cooperation. Youth are not to be arbitrarily removed
from the institution or the community without the agreement of the Juvenile
Department, Juvenile Corrections and the Consortium.
D. Statement of Positive Results:
As a consortium of county juvenile departments, participating counties will abide by
the capacity limitations by utilizing community resources in innovative ways and in
developing new services as needs are identified and as funds are available.
The counties of the Consortium anticipate maintaining a reduced closed custody
population during the contract period. The juvenile departments of the participating
counties are presently engaged in an extensive planning process that will facilitate a
regional juvenile corrections plan as envisioned in HB 3438 of the 1991 Legislative
Assembly. Further, the planning seeks to expand the regional planning process to
include other juvenile justice services as well.
The counties of the Consortium anticipate continuing to address the issue of reducing
the closed custody population of the region through specifically targeting services for
the most high risk youth who have demonstrated to be most problematic for the CAP.
These issues include: Sex offenders, Drug and Alcohol abusing youth and youth with
special needs. The evaluation of the results will be accomplished by monitoring the
number of commitments and revocations for the region. The anticipated data base
from the Community Children and Youth Services Commission was not forthcoming
since the development of the 1993-95 plan. Therefore, the consortium has contracted
with another provider for the development of that capacity. (Please see section page
5 section D of the 1993-95 plan)
E. Providing culturally sensitive services, over representation of minority youth in the juvenile
justice system, and compliance with the requirements of Title VI of the Federal Civil Rights
Act of 1964, as amended.
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0144-1020
In cooperation with county juvenile departments in the region and local commissions on
children and families, and with the assistance of the Department of Human Resources
through provisions of the CEOJJC/DHR Service Integration Agreement, CEOJJC is
developing methods of administration for all CEOJJC programs and activities to assure
compliance with the provisions and requirements of Title VI of the Federal Civil Rights Act,
as well as other efforts to assure culturally competent services throughout the region.
General areas of policy and resource development include:
1. Improving methods for assessing the current level of cultural competency and
cultural sensitivity in county juvenile department and CEOJJC programs throughout
the region;
2. Providing regional and sub -regional training to improve cultural sensitivity and
culturally specific services;
3. Regional and sub -regional training to facilitate understanding of the requirements and
provisions of Title VI of the Federal Civil Rights Act, and requirements of the Indian
Child Welfare Act as they may apply to youth in the juvenile justice system;
4. Developing resources for technical assistance to individual counties and contracted
CEOJJC programs, as requested;
5. Developing uniform methods and procedures throughout the region for providing
services to limited English proficient youth and families in CEOJJC programs;
6. Development of uniform methods and procedures for identifying qualified translators
and interpreters in each county in collaboration with state agencies in the county;
7. Adopting a glossary of common terms used in the juvenile justice system to be used
in English -to -Spanish and Spanish -to -English translations; and, identifying key
documents and program information that needs to be available in Spanish as well as
English, especially in counties with a significant Hispanic population;
8. Establish a regional advisory committee to CEOJJC on cultural services and issues;
and, assist counties in developing stronger linkages with local minority communities;
9. Develop case management assessment and planning strategies to assure that
individual community case management plans include culturally specific goals,
especially for limited English proficient youth and families in CEOJJC programs;
and,
10. Monitor available arrest and referral data as well as individual case management
plans for trends and any indications of possible over representation of minority youth
from a county or sub -region in the system.
0144-1021
F. Budget Detail:
A. Coordination, Monitoring and Tracking.............................$166,400.00
B. Secure Detention (backup detention ...................................$ 45,000.00
C. Community Alternative programs ...................................... $746,422.00
Total..........................................................................................$957, 822.00
This budget is preliminary to the public review process required by Oregon Statute. Further
budget detail will be presented following budget hearings scheduled during the month of
May.
