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HomeMy WebLinkAboutDoc 373 - Juv Crime Prevention PlanDeschutes County HIGH RISK JWENILE CRIME PREVENTION PLAN 2010-2014 Updated April 2010 Commission on Children & Families :130 NW Haniman, Suite A • Bend, OR 97701 •5413854717 DESCI{U!ES COUNTY COMMISSION ON (IIRDIEN6 Imaue Dc 2,Q I.Q • 373 Overview In the last several years, Deschutes County has seen a number of positive trends in the well-being of at -risk adolescents, their families and the community. These include a 13% drop in referral rates and 11% drop in the annual number of offenders since 2001 despite being one of the fastest growing counties in Oregon, and a six percent reduction in recidivism in the same time period (Juvenile Justice Information System Annual Reports 2002-2008). Generally, juvenile offender trends are positive, which allows the county to examine the subsets of offenders with whom we do not find as much success. These are the chronic offenders (3+ offenses within one year) with additional chro iic detention admissions and/or long stays in detention due to inability to return home or personal/family or public safety reasons. The juvenile department also continues to find challenge; in being successful with juveniles who present with multiple risk factors in the family functioning and school life domains, and with young offenders. Following statewide trends made available in draft form by the Oregon Youth Authority, the department wishes to improve its identification, assessment and intervention of the high-risk younger youth who have law enforcement contact, as this population re -offends at a greater rate than juveniles making a first contact with law enforcement at older ages. Juvenile Services/JCP History in Deschutes County ➢ Funding to counties for juvenile services began in 1979 with requirements for a comprehensive plan including a county wide needs assessment and funding priorities. The process was informal and based on local ideas about what worked to support children and families. ➢ In 1994 increased requirements for accountability and a focus on public safety were required. ➢ Over the next several years, Deschutes County became an innovative leader in developing and applying the Balanced and Restorative Justice model and for not only including 10-17 year olds in the continuum of services model but for including younger children and early intervention in the JCP continuum. While resources have declined, the spectrum of available programs and services in the continuum have likewise declined; however, the services continuum model established years ago continues to be adhered to today (see Attachment A). ➢ In 1999, a second JCP Planning process was developed and implemented in 2000 ➢ In 2000, Deschutes County was granted an early childhood waiver to have the option of using JCP funds for programs targeting a younger population (0-8). This waiver was granted based upon the availability of adequate resources to fund services for the 10-17 population. ➢ The requirement for using resources for evidence based practices began in 2003 and remains in effect today (S8267). 1 Juvenile Crime Prevention Services, 2001 to Present Currently, counties receive funds for juvenile justice services in three categories: prevention, basic and diversion. In Deschutes County, the Commission on Children & Families manages the prevention funds and the Juvenile Community Justice Department manages the basic and diversion resources. For the 2009-2011 biennium basic and diversion funds were allocated for the following strategies: 1. Basic ($367,844): Evidence -based family -based treatment (Functional Family Therapy) for medium and high risk juveniles who have been referred and adjudicated and on probation, or agreed to a Formal Accountability Agreement, in relation to a criminal offense, and who are at risk for further involvement with the juvenile justice system. 2. Diversion ($312,169): Treatment foster care (Maplestar Oregon) for high-risk juveniles adjudicated and on probation who are at imminent risk of being placed out of home (residential treatment or close/secure custody w/ the state) due to continued criminal offensive behavior. For FY 2009-10 fiscal year Juvenile Crime Prevention funds were allocated under the ear/y childhood waiver to the fo/lowing programs: 1. Healthy Families of the High Desert - (formerly Ready Set Go) Parole and Probation — This program provides home visits to parolees/probationers with infants. 2. First Step to Success - is an early intervention program that helps young children (N5 years of age) who are at risk for developing or who demonstrate anti -social or aggressive behaviors get off to the best possible start in school. 3. Family Resource Center - Family Trax parent education program serves families of youth ages 0 to 18 and utilizes evidence -based programs to provide opportunities to strengthen parenting skills, utilize community support services, and contribute to the development of healthy, viable communities. Due to the county's inability to meet all of the early childhood waiver criteria set by the Juvenile Crime Prevention Advisory Council (JCPAC), the Juvenile Crime Prevention funds currently used to fund early childhood service providers will cease at the end of the 2010 fiscal year (June 30, 2010). With the Toss of the Community Youth Investment Program (CYIP) funds and the decline of resources over the past eight years to serve youth, the county no longer has adequate resources available to fund services for the 10-17 year old youth who fit within the JCP funding criteria. Because of the uncertainty of state funding and potential budget reductions, the CCF board has made the decision to not conduct a competitive RFP for the second half of the 2009-2011 biennium. Instead, the board is in the process of developing a mechanism to provide funding to current contractors in year two. Resources currently utilized to fund JCP prevention programs under the waiver will be shifted to fund services targeting the 10-17 age group that fit the JCP funding criteria. The decision-making process for 2010-11 funding is being driven by the JCP criteria and JCP Plan findings. --2-- For FY 2010-2011 Juvenile Crime Prevention funds are allocated to the following programs based on the priorities set by this plan, the loss of eligibility for the early childhood waiver, the JCP funding criteria and the CCF board decision to only fund 2009-2010 providers due to funding uncertainties. 1. Big Brothers & Big Sisters - Community Based Mentoring Program that provides youth with positive prevention based mentoring opportunities. 2. Girls Circle Girls Circle - A program designed to build girl's resiliency and promote a safe environment in which young females can develop strength, confidence and communication skills. 3. Functional Family Therapy - Functional Family Therapy (FFT) is for youth and families to learn strategies to change a youth's negative behavior. The goal of every FFT intervention is to build on a family's assets to successfully impact their youth's risky behavior. 4. Runaway and Homeless Youth Program - Youth participants receive housing, life skills training, medical, mental health, dental and A & D services. Additionally, youth are re- connected with academic programs and/or vocational opportunities. Section 1— SUMMARY OF THE PROCESS Strategic Prevention Framework Decision -Making Model In Deschutes County, as well as several other counties in the state, prevention efforts (including juvenile crime prevention) are addressed using an evidence -based model for decision-making called the Strategic Prevention Framework (SPF). Developed by the Substance Abuse and Mental Health Services Administration, the SPF model has five distinct phases designed to facilitate logical decision- making and realistic outcomes: 1. Assessment: Collected current local and community specific quantitative data and statistics to determine the critical issues affecting juvenile crime in Deschutes County. Analyzed the data to identify reasons why they occur. Process included a collection of qualitative data through interviews with key stakeholders, survey of community leaders and a broad range of youth and family service providers. Inclusion of youth who have had involvement in the juvenile justice system also provided valuable insight regarding the system and its effectiveness. 2. Participation and Collaboration (Capacity Building): The SPF process recommends participation and input from a wide range of community sectors including: youth 18 years and younger, schools, youth services and other agencies that address youth issues, law enforcement, health care, state or local government, faith community, civic and volunteer groups, business and media. The local process included most of these sectors in the planning partnership team and all of these sectors were included in the survey and information gathering processes. While there has been considerable effort to ensure the inclusion of youth in planning and implementation efforts, over the next year CCF staff and the Community Youth Development Action Team will work to increase on-going participation from sectors not consistently represented (e.g. faith and busin( ss sectors). --3-- 3. Planning: The CCF staff convene and facilitate a wide range of prevention groups, task forces and advisory boards in the community; however, there currently is not a community advisory committee specifically dedicated to the purpose of discussing JCP issues identified through the community assessment and to identify or develop strategies to address those issues. The CCF staff will be working with the Community Justice department, Local Public Safety Coordinating Council, and the Safe Schools Alliance to address the identified needs and recommendations coming out of the JCP Plan process. 4. Implementation: The CCF staff will work with the JCP Core Planning Team (described below) to further coordinate, develop and implement the JCP Plan and strategies to address juvenile crime in Deschutes County. While innovative approaches will be considered, evidence -based prevention programs, practices and strategies will be prioritized. In addition, CCF will work with the local juvenile justice department to coordinate and protect the continuum of JCP services, CCF funded and other community services in the JCP continuum of services addressing and serving at -risk and high-risk children and youth. 5. Evaluation: CCF staff assess the success of implemented strategies on an on-going basis to ensure desired outcomes and changes are achieved. Data sources used to monitor this include work plans and quarterly reports from funded programs and initiatives, annual analysis of programs completed by NPC research, and other data collected and compiled by partner agencies, service providers and the community. In Deschutes County, the Board of County Commissioners designated the local CCF as the lead planning agency for the JCP Plan. Two separate planning groups were created: the JCP Core Planning Team and the JCP Partnership Team. CCF Board Member Howard Finck, who has extensive background, training and expertise Nationwide in a wide range of youth services and models, led the process and served as Chair for both the JCP Core Planning and the JCP Partnership teams. Invitations to participate in the planning process were prepared and sent by Commissioner Tammy Baney. The JCP Core Planning team consisted of a county commissioner, juvenile department delegate, the JCP Plan Consultant (Teri Martin PhD), CCF staff and three CCF board members. This group was responsible for developing and implementing the planning process, the frame work for the plan, developing the planning team meeting agendas and the identification, gathering and analyzing data. Core Team meetings occurred two times a month from December through April. The Partnership Team met once a month from January through April. Two high school students who currently reside at the Loft (a runaway and homeless shelter) also participated as members of the Partnership Team. Additionally, they assisted in the development and implementation of the "5 Minutes for Families" survey and distributed it at the local high schools. The JCP Partnership Team, The Professional Advisory Council to the CCF, the Local Public Safety Coordinating Council (LPSCC), and the CCF Board reviewed the plan and provided comments prior to approval by the Board of County Commissioners. Section 2 - PARTICIPATION & COLLABORATION Please refer to Attachment B for a list of JCP Partnership Team participants. Section 3 - ANALYSIS Data collected for the planning process included qualitative and quantitative data. Citizen, community leader and provider surveys were conducted during the planning period and 1:1 stakeholder interviews were conducted by the JCP planning consultant. Members of the JCP Partnership Team regularly participated in both small and Targe focus groups that occurred throughout to planning process. During the course of planning, several surveys were conducted, they include: 5 Minutes for Families - Utilizing "Survey Monkey" the 5 Minutes for Families survey targeted all citizens including youth. Radio and website advertising resulted in over 830 responses, which exceeded our expectations. Results from the survey were intended for use with the JCP Plan and the Comprehensive Plan update and included requests for feedback relating to juvenile crime and other child, youth and family issues. Synthesizing answers to open ended "comment" questions was difficult because there were over 500 responses; however, there were common themes that emerged. Citizens wanted more activities for kids, stronger parental involvement and stronger accountability for youth and parents of youth offenders. Community Leader Survey - Targeted provider and professional leadership groups, with 245 responses. Invitations to participate in the survey were distributed via email utilizing "Survey Monkey" as the survey tool This survey was an attempt by three county departments (Community Justice, Health Services and the CCF) to coordinate efforts and to develop one survey in which to gather needed input and information for several state planning updates including the county's Addictions and Mental Health (AMH) Plan, the AMH Prevention Plan, the Juvenile Crime Prevention Plan and the Comprehensive Community Plan Update. Weed & Seed - A process of prioritizing community risks was conducted during multiple focus group meetings with Redmond residents for the purpose of identifying needs for the submission of a Weed & Seed grant proposal. Crimes committed over the past two years were mapped out by location and type to identify areas of high crime and the types of crimes occurring in different areas of the community. Approximately 40 residents participated in the process. Community Readiness Survey - A total of 333 people participated in this random survey prepared by the Minnesota Institute of Public Health to indentify perception of problem behaviors relating to alcohol, drugs and gambling. The risk factors listed below represent the common top three issues of concern from all four surveys: 1. Youth substance abuse 2. Un -supervised youth 3. Poor family functioning Ka Stakeholder Interviews Teri Martin, Ph.D. conducted 34 key stakeholder interviews during January and February, 2010. Participants included JCP Partnership Team members, the DA, juvenile department staff, law enforcement, education, the CCF Director and youth. Participants were asked to respond to a list of questions relating to accomplishments of current juvenile crime prevention approaches, f actors contributing to the successes, gaps in the prevention system, priority strategies and implement ation, and indicators of success. Although opinions varied, there were several common themes: --5-- 1. The Juvenile Department's and Commission on Children and Families' emphasis on evidenc based programs has enhanced the quality and results achieved by prevention efforts. T ie Juvenile Department maintains an analyst position to further its commitment to evidence-bas ;d practice, and to seek out grants that support innovative programming. 2. Those concerned about the success of juvenile crime prevention efforts need to regroup, 1 e- energize and work together to determine the direction Deschutes County wants to go as a whi lle community. Deschutes County has the creative capacity and vision to continue as a leader in t �e juvenile justice and crime prevention field. 3. Relatively few professionals outside of the Juvenile Department are familiar with or trained in i ne use of the JCP risk assessment instrument. 4. Prevention programs should have funds that can be used to facilitate their clients' participatior in sports and other positive activities inside and outside of school ("flex" or "barrier removal" fund ;). A complete summary of interviews along with observations/recommendations from the consultant are included in Attachment C. Juvenile Crime in Deschutes County Deschutes County, like all other Oregon counties, utilizes juvenile referral data to understand tre ids in juvenile crime. Referrals, defined as a referral to the juvenile department by a law enforcerr ent agency alleging one or more offenses (either that which would be a crime if the juvenile was an a cult or a status violation that is illegal based on the juvenile's minor age status), are tracked consiste itly through state-wide agreement on data entry, by juvenile justice departments and the state Yc uth Authority in the Juvenile Justice Information System (JJIS). The law enforcement commu city uses its own Law Enforcement Data System (LEDS) to track arrests, citations and to some ext !nt, convictions. Access to LEDS is highly restricted for non -law enforcement agencies and available mly to certified, audited staff. Data entry practices into LEDS vary from police agency to police ag( ncy and juvenile departments are not provided access to create or view aggregate reporting mechani! ms. The state and advocacy groups (i.e. Children First for Oregon) occasionally releases "arrest rate" lata on juveniles by county, citing LEDS data. There are several factors impacting arrest rates and therefore this data is often misleading and rarely conforms to "referral rate" or other referral iata from JJIS. Deschutes County prefers to work with referral trend data based on a state vide agreement and the consistency through which data is entered. Referral Rates (see table below) Referral rates have been declining since 2002, with a significant drop in 2008. Property cr mes topped the list of types of crime. Female arrests for most crime categories were significantly I )wer than the males, with the exception of status offenses. Comparing Juvenile Population and Referral Rate Changes Since 2002 0.2 - 0.15 0.1 - 0.05 - ter-- Juvenile Population Change T Juvenile Referral Rate Change --6-- Recidivism Rates Rates of recidivism for Deschutes County dropped from 2007 to 2008 and typically fall below he state average. In 2008, 70.2% of youth referred to the Juvenile Department did not receive a r �w referral within one year. Risk Factors (see table below) Findings from assessments conducted on 240 youth revealed that over half (59%) experien :ed household problems and 64% reported past problems with alcohol and other drug use. Data from the JCP Risk Assessment that was conducted with 397 youth in 2009 and revealed that 60% of the yc uth were NOT involved in extra curricular activities. JJIS (n=240 Section 4 - STRENGTHS & CHALLENGES Family Strengths: 1. Child Abuse and neglect rates are low compared to state averages 2. Teen pregnancy and foster care rates lower than the state average 3. Continuum of early childhood prevention programs to train and support parents 4. Functional Family Therapy for high-risk youth and families Cha/lenges 1. Domestic violence rates - calls increased last year (see table below) 2. 59% of youth currently on probation report household problems (see table on following pagr ) Number of calls Deschutes Co. Hotline Calls for Domestic Violence 2000 1000 0 1,93 1.77 1,454 1,689 )1,971 2005 2006 2007 2008 2009 Year --7-- Anti- social behavior Anti- social peers School Family AOD First offense <= 12 None or anti -social peers Problems at school Poor school attendance Household w/ problem history Past problem AOD use Current AC D prob ems 2007 25.6% 15.3% 39.5% 32.7% 48.9% 49.0% 7.7°/ 2008 21.9% 11.9% 38.7% 30.7% 41.3% 28.5% 9.00/ 2009 25.7% 19.0% 36.7% 34.5% 59.2% 64.6% 10.9 Y0 JJIS (n=240 Section 4 - STRENGTHS & CHALLENGES Family Strengths: 1. Child Abuse and neglect rates are low compared to state averages 2. Teen pregnancy and foster care rates lower than the state average 3. Continuum of early childhood prevention programs to train and support parents 4. Functional Family Therapy for high-risk youth and families Cha/lenges 1. Domestic violence rates - calls increased last year (see table below) 2. 59% of youth currently on probation report household problems (see table on following pagr ) Number of calls Deschutes Co. Hotline Calls for Domestic Violence 2000 1000 0 1,93 1.77 1,454 1,689 )1,971 2005 2006 2007 2008 2009 Year --7-- 60% 40% 20% 0% Households of Adjudicated Youth w/ Parental Criminality Deschutes County 2007 2008 2009 Source: JCP assessment results of youth adjudicated and assigned to probation. Community Strengths: 1. Declining referral and recidivism rates 2. Citizens and businesses willing to support and invest in children and families Challenges: 1. Lack of afterschool activities that are accessible and affordable for all families 2. High number of families transitioning 3. Unemployment rates exceed national/state averages 4. Lack of community awareness of the scope and importance of juvenile crime prevention efforts 5. Of the total 1,840 homeless persons in the Deschutes County one -day homeless count in January of this year, 782 (43%) were children under the age of 18. School Strengths: 1. Community School initiative implemented in several Redmond schools. Plans underway for expanding the community schools initiative in Redmond and for implementing the initiative in both Sisters & LaPine 2. The percentage of students graduating from high school is significantly higher than the state average 3. School based heath centers — more being added in Bend, Redmond and Sisters 4. School resource officers 5. County behavioral health services are available to students in many schools and additional services are being added in areas with identified need (e.g. Sisters and La Pine) 6. In 2009, Deschutes County Health Services (DCHS) received a five year, $651,054 per year, federal LAUNCH grant (Linking Actions for Unmet Needs in Children's Health). LAUNCH is a collaborative wellness and early intervention program for children 0-8 years and is being implemented through the community school based health centers. --8-- Challenges: 1. Confidentiality policies in some schools prevent collaboration with agencies 2. Budget restraints prevent collaborative opportunities between schools and providers outside the school environment 3. Deschutes rated 2nd to last among Oregon counties for kindergarten readiness (see table beim 100% 50% a 0% Ready to Learn Source: Dept. of Education 2006 Deschutes 94% 87% Oregon Benchmark 4. The percentage of students receiving free or reduced lunch is lower than the state average (48° 3) in most Deschutes County schools. The exceptions are Marshall High School (71%), Pilot But :e Middle School (63%), LaPine Middle School (65%) and LaPine High School (67%) 5. Most Deschutes County high schools report meeting or exceeding state benchmarks for readir g and math, with the exception of LaPine, which is falling behind the state average (see table below) 100% 80% ® 60% Q 40% 20% 0% LaPine Schools Reading Scores '08-'09 62% 66% 3rd Grade 8th Grade 10th Grade Source: Dept. of Education • LaPine ■ Oregon Individual/ Peer Strengths: 1. A very small percentage of youth are involved in gang activity Challenges: 1. 30 -day alcohol use among 8th and 11th graders exceeds the state average. --9-- Section 5 - JCP COMMUNITY ISSUES 1. High unemployment and homeless rate has taken its toll on Deschutes County families. Some believe there is a strong correlation between these conditions and the increase in domestic violence calls. 2. Lack of supervision and economic stressors associated with many single parent or two parent working households increases the risk delinquent behavior. This concept was supported by citizen survey comments that revealed a strong desire for more out of school time activities and stronger accountability for parents who fail to supervise their children. 3. Lack of resources continues to plague most youth serving agencies, especially non- profit organizations. Historically, these agencies have had a strong base of business supporters. Deep cuts to the construction and tourism industries resulted in cancelation or poor participation in fund raising events resulting in declining support to programs and services. 4. Lack of knowledge of resources continues to be an issue for schools, social service agencies, and families especially for those with adolescents who are exhibiting negative behaviors at home and school. School personnel and service providers tend to make referrals without a clear understanding of eligibility and other factors resulting in youth being under served or participating in services or activities that are not suitable. Reductions in school personnel, due to budget constraints, have created limitations on how much time counselors and other school staff can network, collaborate and receive program information and training from youth serving providers. Section 6 - TARGET POPULATION The target population has been identified as non adjudicated youth aged 10-14 with an emphasis on transition years (elementary to middle school and middle school to high school), who have come to the attention of government or community agencies, schools or law enforcement. The planning team further defined this population as exhibiting behaviors that exemplify risks associated with poor family functioning, negative peer association, anti -social behavior and school failure. Section 7 - STRATEGIC APPROACHES & STRATEGIES The JCP Partnership Team created a list of potential activities tied to the targeted population and desired outcomes (tied to risk and protective factors). The following is a list of potential strategies developed by JCP Partnership Team: For youth screened and eligible for JCP programs Case management tool Progress indicator SST's- ID youth at risk Level risk assessment Mentorinq Peer mentors/adult mentors --10-- Access to services in schools: expanded and/or enhanced services via: School Resource Officers (SROs) Health care providers in schools (school based health centers) Family Access Network (FAN) advocates School counselors and other professionals School nurse Cognitive, thinking errors — groups Mentoring for parents, families Parent training Family mediation Activities that youth are passionate about Job training.and work experience Service learning The following is a summary of the recommended strategies for the 2011-13 biennium: System Improvement Plan: To address one of the issues identified in the analysis and interview process and recommendations from community partners, provide JCP risk assessment training to identified partners needing and/or requesting to be trained. This will allow for JCP risk assessments to be conducted at various locations throughout the county, by either a case manager or trained professional. Following the assessment, the case manager will meet with the youth and make a recommendation for services. The case manager will coordinate with school staff, parents and providers to insure that the youth engage in recommended services or activities. This will result in the consistent use of the JCP assessment tool and a baseline of more accurate risk and protective data collection for future planning. With local partners and stakeholders, the Commission on Children & Families will explore the concept of resurrecting the Juvenile Crime Prevention Advisory board or utilizing and existing advisory body for this function, if appropriate. The lack of a consistent structure or mechanism for group decision making or collaboration relating to juvenile crime prevention issues is problematic based on information gleaned in the stakeholder interviews. Referrals will come from schools, families, juvenile department and law enforcement: Schools identify children and youth are who are exhibiting concerning behaviors Law enforcement, including juvenile department refer youth that have come to their attention but have not been adjudicated Youth meeting a minimum of two risk factors will be assessed utilizing the JCP screening tool and if found to meet the criteria, the youth will be referred to the appropriate services from a menu of choices. Service Delivery Plan: A pool of client specific flex funds will be used to purchase services for youth following the assessment. Criteria for how these funds can be used will be developed by the JCP Core Team and/or the local JCP Advisory board. Section 8 - MEASUREMENT Following twelve months of service, the youth will be re assessed utilizing the JCP tool. We will measure the listed outcomes: °AD of youth connected with services 0/0 of youth exhibiting decrease in risk factors % of participants with a criminal referral to the Juvenile Department Section 9 - CONTINUUM OF SERVICES Over the years, beginning with the visionary leadership of the late Community Justice Director Dennis Maloney, Deschutes County has been an innovative leader in developing and applying the Balanced and Restorative Justice model; part of the uniqueness of the local continuum of services model has been that it not only includes 10-17 year olds in the continuum of services model but also includes younger children (0-9 years of age) and early intervention in the JCP continuum (see Attachment A). Unfortunately, with the continuing decline of resources to serve youth in the community and with the loss of the early childhood waiver and the Community Youth Investment Program (and the wealth of funds for prevention efforts that came as a result of it), the continuum of prevention and early intervention services targeting younger children has declined significantly and these programs are at risk of going away permanently. The JCP Basic and Diversion funding in Deschutes County is administered by the Juvenile Community Justice Department through a contract with the Oregon Youth Authority (OYA). The juvenile department complied with the required elements of the OYA planning process in the spring of 2009 for the 2009-2011 biennium Basic/Diversion funds. The OYA does not require a formal plan coordination with any other agencies. The department informed the Local Public Safety Coordinating Council of the plan and the CCF Director is a member of the LPSCC. The timing of the Oregon Commission on Children and Families JCP Plan process this year did not allow formal coordination between the two plans. The Basic/Diversion 2009-2011 plan is in conformance with the results of the OCCF JCP Plan results, identifying family functioning as the highest priority risk factor among juvenile department involved youth. Currently, 100% of Basic funds are used to finance Functional Family Therapy and this will continue. In keeping with the purpose of Diversion funds, the department utilizes 100% of the Diversion funds for community-based short-term treatment foster care, to avoid placement at the OYA while also keeping a juvenile in the community, close to positive family members and other supports. Section 10 - BUDGET INFORMATION JCP funds will be utilized to hire 1-2 case managers who will be responsible for conducting the JCP risk assessments, developing a plan for services for the youth and providing case management for the youth. The case managers will also be responsible for helping to reduce barriers that historically have kept youth and their families from follow up services. The case manager will be responsible for entering data into the system and conducting the 12 month assessment. Flex funds will be used to purchase client specific services to meet the case plan goals. Guidelines on how these funds will be allocated will be developed by the JCP Core Team or the Advisory Board. 2009-2010 Budget JCP Revenue 114,771 JCP Expenditures Admin (10%) 11,477 Family Trax 47,052 First Step 19,473 Ready, Set, Go 36,769 2010-2011 Budget JCP Revenue 114,771 JCP Expenditures Admin (10%) 11,477 Big Brothers & Big Sisters 28,000 Girls Circle 5,000 Functional Family Therapy 35,000 Runaway and Homeless Youth 35,294 2011-2013 Bud et 3CP Revenue 229,542 3CP Expenditures Admin (10%) 22,954 Personnel 164,814 Flex Funds 41,774 c c 0 U c 0 C 4-1 c H c 0 c N L CL. • E c G) 1"1 �J c z O U t COQ State Custody POST- ADJUDICATION Chronic/Serious Offenders c - EaE E E In = 0 a C } = Oo I !_ i°E lo LL E v=m . HrnEo X D. 0 1- T L. w > C a Ts a o La 1- t.? a 5c $ Jo'u r.- EE c.. t d `N vC c = a�? o� v maiZ. N aU rov=o ='± Zra yaci 'IA --z }E au '1? OE OUImi Ou 1�Ii,_ Lower Risk Less SupervisionMore Supervision Higher Risk I Lower Cost Higher Cost Balanced and Restorative Intervention & Treatment FILING Multiple / More Serious Offenders rCpQ u.�0�Ga.0 1 a� U , C 0 E a Y*1-... j 1. m In 0 o .O . O.01 -0a — u m a. -Q Inn > •C C u c C � o` c � �' o. Ewa E v to 0 v o u a U I O� -c > 0 c C - a0+ C= o a c _ E Q u z C c -to o a' C o v1 c O Q o m -z o> >. L O C ro u�j w C C m c G I° a"L y m w E o d 4; Ii li a PRE -FILING First Time / Less Serious Offenders °:tit wm d c C o L m-0 a •10-/1 a E o r7^ a E a c � a` y o > L 0 m ui cQ 'N y Ot m L !ts C m• -E a `Kaci = y a` L, 0 0 0- C 17 u i. v O ... 0wroc,HI 6, 2_ q r0 C W .0 Z O C ¢a: C .cC L.0 t1La.01C1UD.+�>. a+'vviG oo rm .. t`0 0 v(13 Z Eoly —Q Community Development & Prevention TARGETED/AT RISK Selective & Indicated Prevention di E y' L 01 L 1 z> m 2jj 4 14 0 _v a p Q' y .. C i i= Z^ m 0 0 C a v r J t if c)uy ; m w m E s C L u C E LA U1 > y .- - wa( 2.v L y m w a v i E CO IL Ot I m 'r 1 o o U to co >, v w r0 c 72 In L at .0 Y-0 - ]. O ,- C C m Ti A r0 > _ 'i0s) _ "` m Cy :Ua -u E E> L__, u I I o, o 4 0to to a Z 0 3o mC C ALL KIDS Universal Prevention � r3 aft d _v u W _c y' -int ju C , o c ki 0.1 � cn3 - G= U i Z E o y a�,_L to C Ea ii - LEo to G O E `->> C Q u >u�v l� aui —_ G Ywt0 10 7vvc m4 >--�_.1Ii v '~ .' o n3N uWE �C � o. O o L�InalW aoiui0 a ciobm coa0 M o a)Ecartn 1cCc '� > a y p C 'O a C 0 2 a N. .- .c 7 > -2 a O}01Q ATTACHMENT A — Continued — Deschutes Co. Juvenile Crime Prevention Plan Current Deschutes Co. Resources Identified January 11, 2010 Partnership Planning Team PRIMARY- Universal Boys & Girls Club (6-18 years) Community Schools (K-12 Redmond) OHP MH Assessment and Services Positive Behavior Supports (PBS) Life Skills Training — Middle School Safe School Alliance School Resource Officers Challenge Day Family Access Network (FAN) Family Resource Center (FRC) Choice Friday (Redmond) SECONDARY - Selective SRO Cascade Youth and Family Services — The Loft Basic Center Funding (10-21 years) Big Brother Big Sister (BBBS) (6-15years) Community Schools by specific invitation (K-12) Girl's Circle (11-14 years) YES — LaPine Youth Diversion Services (JCAP) Sisters Outlaw Justice Alternative programs in schools (by school) Central Oregon Government Council programs First Step (5-9 years) MA -youth led (14-18 years) SMART Recovery- Cognitive group (14-18 years) Safe School Alliance Truancy — Redmond Police and Schools (K-12) Caldera Arts — mentoring (11-18 years) Friendly PEERsuation — girls (11-18 years) Safe School Assessment — MH (K-12) Art Central Rimrock Trails — Chemical Dependency (12-17 years) Youth Challenge — National Guard FFT (11-17 years) Youth Build Heart of Oregon Project Stay Out SRO's Safe School Alliance Grandma's House (Bend) TERTIARY - Indicated Diversion Cascade Youth and Family Services — The Loft Girl's Circle (14-17 years) Youth Enhancement Services (YES) FA Agreements (diversion -could have expunged) Youth Challenge — National Guard (YCC) Truancy program Safe School Assessment Rimrock Sally Phiefer and Associates FFT (11-17 years) Treatment Foster Care (15-17years) - 15 - Attachment a ]CP Partnership Team Members Bruce Abernethy Deschutes Prevention Coalition/Bend LaPine School District Stephanie Alvstad J Bar J (Youth services/runaway and homeless youth provider) BoCC Tammy Baney* Lisa Burbidge Boys & Girls Clubs of Central Oregon Cory Darling Bend Police Department Bill Davidson CCF Board Member Vicki Ertle Family Resource Center (Parent Ed service Provider) Howard Finck* CCF Board Member Erica Fuller Rimrock Trails (adolescent A & D serviceproviderr c/o Diocese of Baker (Youth Ministry) The Loft (client, youth member) Joe Hayes James Hill Deevy Holcomb* Deschutes County Juvenile Department Cynthia Irving The Loft (client, youth member) Bob Jones Bend/LaPine School District Bill Lindemann' CCF Board Member Diane Luckett First Steps (Service provider) Desires Margo** Redmond School District Donna McClung Oregon Youth Authority Maryanne McDonnell Mental Health Kate Moore DCHS (Public Health) Hillary Saraceno CCF Director & member of LPSCC Marianne Straumfjord, MD DC MH/Addictions Advisory Board (LADPC) Dave Tarbet Redmond Police Department Amy Ward Bend Police Department (SRO - Bend H.S.) *JCP Core Team Members BOLD: Members required by statute - 16 - Attachment C Deschutes County Juvenile Crime Prevention Plan 2010 Stakeholder Interview Summary by Teri K. Martin, Ph.D. April 2010 This summary outlines what I learned from individual and small group interviews with over 30 Deschutes County professionals from a wide range of agencies and disciplines. The composite of observations and opinions is organized into three categories: strengths to build on, challenges to address, and opportunities and future directions to consider. Strengths to Build On Policy and Organizational Strengths: • There is a strong history of collaborative policy development and program implementation around children, youth and families in Deschutes County, and a continued willingness to be involved in productive partnerships to address juvenile crime prevention issues. • The Deschutes County Juvenile Department (JD) pioneered the Balanced and Restorative Justice (BARD) model, and is still committed to approaches that balance requiring accountability, repairing harms done, and offering opportunities to build competencies and succeed. The JD is currently writing policies and procedures that will help to sustain this commitment into the future. • The Juvenile Department's and Commission on Children and Families' emphasis on evidence -based programs has enhanced the quality and results achieved by prevention efforts. The JD maintains an analyst position to further its commitment to evidence -based practice, and to seek out grants that support innovative programming. • Safe Schools Alliance members represent nearly all of the agencies that are key to establishing and sustaining a collaborative approach to juvenile crime prevention: District Attorney's office schools, SROs, and juvenile department probation officers. • There are benefactors, both businesses and individuals, in the County who are willing to invest in family and children's programs. There are also a number of younger retirees who have made this their "community by choice" and are willing to volunteer their time and talents. Program Strengths: • Deschutes County, with the support of both the Commission on Children and Families and, historically, the Juvenile Department, has built a continuum of excellent early childhood prevention programs, including First Step, Healthy Beginnings, Ready -Set -Go, Healthy Families, Family Access Network, He 3d Start, and the Family Resource Center. - 17 - • The Juvenile Department provides the evidence -based program Functional Family Therapy (FFT) to high risk youth with family issues using JCP Basic funds. • The community schools initiative in Redmond is a well -funded opportunity to test creative ideas for after- school and outside -of -school programs for children and youth, and to explore effective ways to involve parents, businesses, and other volunteers in providing out-of-school activities. • School-based health centers are available in a number of schools, and are being planned for others. • Girl's Circle is a valuable resource in schools where it is offered. The annual Girls Summit in LaPine is another valued gender -responsive offering for high school girls. • As a result of efforts by the Safe Schools Alliance, school districts and local law enforcement agencies, School Resource Officers (SROs) are present in most high schools and available to a number of middle schools. They contribute significantly to keeping school environments safe and supporting children, youth and their families. The number of school-based incidents referred to the Juvenile Department has reportedly declined over the past several years. • The Loft transitional living center provides a safe and supportive place to live for youth who can't go home. • There are residential treatment programs available in the County for substance abusing youth (Rimrock) and for chronically delinquent boys (3 Bar 3). Challenges to Address Policy and Organizational Challenges: • Because the BAR] approach has now become standard practice in many juvenile justice agencies across the country, the shared sense of being leaders on the cutting edge that pervaded Deschutes County more than a decade ago has diminished substantially, and with it the creative energy that fueled legislative, policy and program innovations. • Changes in leadership of the Juvenile Department and the CCF have diminished the historically strong collaboration between these key agencies on juvenile crime prevention policymaking, program design and performance measurement. • The recent loss of Deschutes County's waiver that permitted investing the CCF's JCP funds in prevention programs for children under 10 threatens the continued stability of programs that have relied on that funding source. • There are questions about whether Youth Service Teams (YSTs) are functioning optimally, i.e., providing a forum for schools, treatment providers, juvenile department, OYA, DHS, the courts and law enforcement to share information and develop collaborative intervention strategies for individual children, youth and their families. - 18 - • Some are concerned that schools have often not been willing partners in juvenile crime prevention efforts, in part because budget constraints mean that they don't have staff or other resources to contribute, and also because of confidentiality issues around sharing student information. Resource Challenges: • There has been a significant reduction in resources for prevention programs for youth during the past several years; OYA has reduced diversion/CYIP funding to all counties and Boys & Girls Clubs of Central Oregon has cut back on its teen programming locally. • There are not sufficient residential placement options, particularly shelter care beds, to serve as alternatives to secure detention. • There is not enough capacity to serve the mental, physical and dental health needs of children and youth covered by the Oregon Health Plan (OHP). • Respite care, especially for families with older children, is very limited. Assessment and Eligibility Challenges: • Relatively few professionals outside of the Juvenile Department are familiar with or trained in the use of the JCP risk assessment instrument. • There is a lack of clarity regarding eligibility criteria for locally available residential treatment options (Rimrock Trails, 3 Bar 3), which can contribute to program failure of inappropriately placed youth. • If parents are unwilling to participate or to give their consent for their children to participate in prevention programs, this is both a risk factor and a significant barrier to providing appropriate supportive services. Performance Measurement Challenges: • There is little or no local data about what kind of substance abuse treatment (residential and outpatient) works best for different types of youth, which makes it difficult to match clients to the services that would be best for them. • Deschutes County does not have a historic baseline of information about the JCP risk profile of its youth, since the instrument has not been used to assess those admitted to JCP -funded programs. (The Juvenile Department only recently began to use the risk assessment tool routinely.) • Initial risk assessments of troubled families often look more positive than reassessments after several months, because it can take that long for trust to develop between family members and treatment/service providers. This means that programs may appear not be effective if the only measure of success is reduction in risk levels from initial to reassessment. - 19 - Opportunities and Future Directions to Consider Policy and Organizational Opportunities: • Those concerned about the success of juvenile crime prevention efforts need to regroup, re-energize and work together to determine the direction Deschutes County wants to go as a whole community. Deschutes County has the creative capacity and vision to continue as a leader in the juvenile justice and crime prevention field. • We need to challenge each other to innovate and take risks rather than retreating to our narrow perspectives/silos and adopting a survival mentality. We know from our own past experiences that successful collaboration depends to a large extent on our willingness to share resources, including not only dollars but also ideas and the kudos that come with success. • We should continue to explore structural and policy mechanisms to strengthen collaboration and communication among key agencies, both at the case management and policy-making levels. Collaboration is more than cooperation or co -location of agency offices. • Those who value the process of planning and decision-making must work with those who are anxious to take action and those who are good at tracking results. All of us must value process, action and evaluation equally. • The sustainability of any juvenile crime prevention effort depends on the active involvement and ongoing support of locally elected leaders. • Business people can contribute not only financial resources but also their expertise in designing innovative customer -focused perspectives to designing effective JPC systems. • Youth must be actively engaged in JCP policy-making, governance, community organization, and intervention. Their involvement can strengthen any initiative. • We must clarify the definition of "juvenile crime prevention" and describe the continuum of services and programs that should be in place for Deschutes County children, youth and families. • JCP funds could be used as a spur to innovation and greater collaboration through funding a pilot project to test a new approach to juvenile crime prevention (rather than just using the funds to patch gaps in the continuum). • Rather than competing for resources, we should be determining which agency or program is best able to provide the services or functions required. • Consider ways that the Safe Schools Alliance could serve as a forum to assist in the process of developing and implementing a continuum of collaborative approaches to juvenile crime prevention. For example, schools using Positive Behavioral Supports and juvenile justice practitioners of BARD could learn from one another, and develop coordinated, consistent approaches to working with and disciplining children and youth. • There should be county -wide coordination of agencies and organizations applying for state and federal grant opportunities, so we are not competing with each other, and are able to "put all of our best feet forward." - 20 - • Agencies should collaborate to recruit, train and supervise volunteers who can augment paid staff in accomplishing JCP goals; Volunteer Connect, a new program in Bend, offers help with matching volunteer interests to agencies' needs. Training and Education Opportunities: • To improve collaboration at staff and mid -management levels, agencies should collaborate to providing cross -training and "sit -along" opportunities, and shared training on topics of mutual interest. All those who work in prevention and treatment roles should be involved (private mental health and substance abuse treatment providers, SROs, Juvenile Department staff, DHS and County Health staff). • Training should be made available to school personnel, primary care physicians, and faith community leaders to help them learn to identify signs that children and youth are at risk (of suicide, aggressive or criminal behavior, or other bad outcomes), and about resources available to help these children and youth. • There should be more public education about risk and protective factors and their relationship to juvenile crime and other negative outcomes. • One way to engage community members is to have a community speakers' bureau that exposes them to new and inspiring information about JCP programs and promising practices, presented by powerful speakers who are leaders in their fields. Program Opportunities: • Deschutes County shouldn't just pick an "evidence -based" practice from the shelf; it should build its own practice —based evidence for innovative, fresh program designs tailored to the risk factors and needs of the County's youth and their families. • The County should continue to invest in early childhood prevention efforts for at -risk families, because that is the best "bang for the buck." Parents of younger children are usually easier to engage, less defensive and more open to trying new approaches. • For first offenders with few risk factors (who are unlikely to continue to commit offenses), we should focus simply on holding them accountable and instilling a sense of responsibility for the consequences of their actions. • School-based prevention programs (supportive services and treatment) are an essential part of the continuum. The school-based professionals who provide them are more accessible and better positioned to identify youth earlier in their path toward juvenile crime and other bad outcomes (e.g., school failure or dropout, substance abuse, teen pregnancy). • In particular, mental health and substance abuse counselors should be located in more schools to increase access and reduce stigma. • When youth enter middle school, part of their orientation should be a session in which youth who successfully avoided continuing down the path to juvenile crime talk about their experiences and perspectives. - 21 - • We should pay more attention to the negative impacts of school culture on youth, and increase our efforts to help break down barriers to understanding and cliques (e.g., like the Challenge Day done in LaPine Middle School a few years ago). • Youth should be encouraged to talk to adults about problems they or their friends are facing. They should feel safe to ask for help, including an alternative place to live other than with their parents or guardians, without fear of negative consequences. When youth report that they are experiencing issues at home, school or elsewhere, their concerns should always be taken seriously. • Consider providing alternative learning environments for more students beginning in middle school; too many are not able to succeed in a regular school setting. • Community service opportunities are good for all middle and high school kids, especially those who may be struggling in school and need success experiences. • There is a significant need for more mentoring resources for youth, by both adults and peers. • Youth need more opportunities for healthy recreation and activities. Children's and teen centers like those operated by BOYS & GIRLS CLUBS OF CENTRAL OREGON are a promising approach, especially if transportation issues can be resolved. • Consider the role school buses could play in getting children and youth to after-school activities not sited at schools. • After-school programs that offer creative arts options may be more successful in engaging a broader range of youth. • To engage more youth in academic after school activities, consider using a system like that of Boys & Girls Clubs Of Central Oregon and Redmond community schools in which youth trade homework time for time in "fun" classes and activities. • Prevention programs should have funds that can be used to facilitate their clients' (children, youth and their family members) participation in sports and other positive activities inside and outside of school ("flex "or "barrier removal" funds). • Parents need a "clearinghouse" where they can go to get information about services and support available to help them and their children. • Consider contracting with Oregon State University's team (guided by Clara Pratt) that developed a "parenting ladder" of training options for parents of younger children to do the same for parents of 10 to 17-year-olds. • Use trained parent (peer) educators as well as professionals to provide parenting training for at -risk families. - 22 - • Interventions that are designed to support troubled families in managing their lives and parenting their children that continue over an extended period of time (18 months or more) are most likely to have long-range impacts on children and youth. • There should be more programs that can work with children and youth whose parents are resistant to change, or even enabling negative behaviors; the family court could help by holding parents accountable along with their children. • Programs that work with higher -risk youth in groups should provide opportunities to work separately with girls and boys to ensure that they are gender -responsive and therefore maximally effective wit i both boys and girls. • Consider expanding family drug court to include men as well as women with children, to have a positive impact on more children of addicted parents. • Provide more wraparound services and residential options for youth who can't go back to their fami y homes (like the Loft). • The County needs a shelter facility for youth who must be temporarily removed from their homes it order to address behavioral and family issues. Targeting Opportunities: • There are a number of youth risk factors that may be relevant to the choice of target group and/or treatment or program type for the CCF JCP dollars: lack of caring adult poor family functioning substance abuse/addiction chronic truancy, peers and/or family with antisocial attitudes and values families that move frequently parents or other family members who are or have been on probation or in prison • The optimal time to intervene with youth 10 to 17 to prevent them from committing crimes is when they are in middle school. • Consider further focusing on the transition years from elementary to middle and middle to high school. • Consider whether the target age range should be older for boys, since they reach puberty with its associated challenges later than girls. • The LaPine area is lower-income, with a higher rate of adult substance abuse putting children at ris c, so perhaps more JCP resources should be focused there. - 23 - Assessment Opportunities: • All partner agencies need to develop a common language and understanding of risk and protective factors, and expertise in using the JCP risk assessment tools. • We should use the JCP instrument to identify those who are at risk and thus eligible for JCP -funded programs. • In using the JCP risk assessment, we should consider looking not just at the number of risk factors or domains in a youth's life, but also whether their risk factors are related to the program they are being considered for (e.g., family functioning if the program is family -focused). • In any assessment process, we should look for strengths, i.e., the things that youth or family are doing right that can be built upon (protective factors and more). Performance Measurement Opportunities: • One important measure of a juvenile crime prevention program's impact is the change in participants' risk/protective factor profile. In interpreting observed changes, it is important to take into account the possibility that initial assessments may be more positive than reassessments because at first parents and children do not feel comfortable disclosing the full extent of their difficulties to professionals they do not yet know and trust. • Other outcome measures to consider for JCP programs in addition to avoiding referral to the Juvenile Department are improved grades, increased attendance, and high school graduation or earning a GED. • Partner agencies should collect, analyze and publish data and findings on outcomes of JCP programs in a format agreed upon by all stakeholders. One index that could be used is return on investment, or ROI. Outcomes should be regularly published to keep partners and the public informed about results achieved and to provide the basis for fine-tuning to improve outcomes as necessary. - 24 - Observations and Recommendations Teri Martin, Ph.D. April 2010 Deschutes County has many strengths that can be built on to enhance its juvenile crime prevention (JCP) efforts. • Skilled, experienced and committed staff, managers and administrators of agencies that are kev to JCP. • Business people and other citizens who are willing to invest their time, talents and resources in the children, youth and families of Deschutes County. • A continuum of excellent early childhood intervention and prevention programs. • Evidence -based programs that serve high-risk youth • Innovative programs that support children, youth and families with health, mental health, and school -related issues and concerns. There are also several challenges that Deschutes County must address in order to make progress in JCP; • Resource scarcity is likely to worsen before it improves. • Key agencies in JCP cooperate but they do not collaborate on an ongoing basis. • Loss of the waiver permitting investment of CCF JCP funds in programs for younger children threatens continued stability of key early childhood interventions. • Most Deschutes County professionals who work with youth are not familiar with or trained in the use of the JCP risk assessment tool that is required to be used to determine eligibility for JCP - funded programs. In order to put in place a comprehensive and effective juvenile crime prevention system, Deschutes County policymakers must recognize that how they do this work is just as important as what gets done. • True collaboration involves all partners bringing their resources to the table and being willing to make decisions together about how best to use them. It is about sharing the risks and the rewards of innovation. Deschutes County needs to revitalize the collaborative JCP policy and program development process that used to characterize the County. • Deschutes County has been a national leader in juvenile justice and JCP practice, and it is time to take the lead again. Innovation (being on the cutting edge) requires prudent risk-taking by leaders who have a clear vision of where they are headed and what it will take to make the journey, and who motivate others to travel with them. • Resource scarcity should motivate agencies not to defend their "turf" but rather to work togetheu to make optimal use of their collective capacities. - 25 - • There should be an ongoing mechanism (JCP planning or advisory body) to continue the work that the Partnership Group has begun, with broad representation and involvement of those in decision-making roles, both in the public and private sectors, throughout the County. • JCP is a high priority for everyone in Deschutes County, and agencies doing this work should redouble their efforts to engage citizens and the business community in donating their time, talents and monetary resources to JCP programs. • Agencies should invest in their most precious resource, their staff, by providing them with training that builds their skills and encourages and enables them to collaborate with professionals in other agencies. Having a strategy and resources devoted to measuring and reporting JCP program impacts and results (not just to funders and other professionals, but also to the community as a whole) is essential to sustaining momentum in JCP work. - 26 - Signature Page Deschutes County 2010-2014 High -Risk Juvenile Crime Prevention Plan APPROVAL PAGE GOVERNING BOARD OF THE DESCHUTES COUNTY COMMISSION ON CHILDREN & FAMILIES The 2010-2014 Deschutes County Local High -Risk Juvenile Crime Prevention Plan was approved by the Deschutes County Governing Board on , 2010. GOVERNING BOARD FOR THE DESCHUTES COUNTY COMMISSION ON CHILDREN & FAMILIES, OREGON DENNIS R. LUKE, Chair ALLEN LINGER, Vice Chair TAMMY BANEY, Commissioner \Ak<dz.A c,...,Akr0.-•,.--- MICHAEL C. SULLIVAN, Presiding Judge ATTEST: Recording Secretary 1 Signature Page 1 Deschutes County 2010-14 High Risk Juvenile Crime Prevention Plan REVIEW AND COMMENTS LOCAL COMMISSION ON CHILDREN & FAMILIES The Deschutes County Commission on Children & Families has reviewed the High Risk Juvenile Crime Prevention plan for 2010-2014. Any comments are outlined below. Name of the Chair: John McLaughlin, CCF Chair Address: Telephone No. (541) 840-7130 1130 NW Harriman, Suite A; Bend, OR 97701 Signature: Date: Comments & Recommendations: 1. Nice job. 2. Looks thorough and appears to have included broad range of participants. 3. Appreciate the time and energy Howard and all of our partners invested in order to complete this important task. Signature Page Deschutes County 2010-14 High Risk Juvenile Crime Prevention Plan REVIEW AND COMMENTS LOCAL PUBLIC SAFETY COORDINATING COUNCIL (LPSCC) The Deschutes County Local Public Safety Coordinating Council has reviewed the High Risk Juvenile Crime Prevention plan for 2010-2014. Any comments and recommendations are attached. Name of the Chair: The Honorable Michael C. Sullivan Address: 1100 NW Bond Street; Bend, OR 97701 Telephone No. (541) 388-5300 Signature: .c1 Q C • s,i1L„._ Date: May 3, 2010 Comments & Recommendations: The Deschutes County Local Public Safety Coordinating Council voted to unanimously support the 2010-2014 JCP Plan on May 3, 2010. Signature Page 1 Deschutes County 2010-14 High -Risk Juvenile Crime Prevention Plan CCF PROFESSIONAL ADVISORY COUNCIL (PAC) REVIEW AND COMMENTS The Deschutes County Professional Advisory Council has reviewed the High Risk Juvenile Crime Prevention plan for 2009-2011. Any comments are attached. Name of the Chair: Tim Rusk Address: Telephone No. Signature: Date: 2125 NE Daggett Lane; Bend, OR 97701 (541) 322-6820 `ti^-t-.wL( May 20, 2010 Comments & Recommendations: 1. Looks pretty comprehensive. I do like the fact that (CCF) is looking at funding existing programs that are performing well for the next funding cycle rather than opening up the process for competitive RFPs. 2. Nice work. 3. Looks really good. Recommend changing title on "Households with Parental Criminality" on page 8 (note: this was done). 4. Thank -you for seeking feedback on the JCP Plan. The plan covers the bases well and leaves flexibility to address the stated challenges. You have documented well the involved and lengthy processes to collect input. The plan outlines the work and parameters for the JCP Partnership Team and option for the advisory group. 5. Overall, the information gives some concern for our future decade. 25% of Kindergartners not ready to learn, subjected to increased family violence, and a corresponding reduction in resources to serve this group looks like a problematic recipe. The work that Sarah and Vicki presented at the last PAC meeting to find betters ways to connect the neediest and resistant families will be more and more critical. As a community we have considerable work ahead. 6. The continuum of early childhood programs has been noted as a strength in the report, let's continue to build on this strength and not lose the momentum we have begun and maintained (over the past 13 years). 7. early childhood programs such as First Step, Healthy Families and Family Trax are essential to breaking the cycle of generational crime, continued abuse, and domestic violence. Research confirms the connection between child maltreatment and juvenile delinquency. 8. Additional comments from Kathy Thompson, below: Feedback by Kathy Thompson Program Manager Healthy Families of the High Desert Comment #1 In reference to Section 9 — Continuum of Services "Due to the loss of the early childhood waiver and CYIP funding, the continuum of early childhood prevention services targeting younger has declined significantly and these programs are at risk of going away permanently" We have been fortunate in Deschutes County to have the flexibility to provide services to high risk families who are involved in the Community Justice System with intensive home visiting and parenting skills training. The plethora of research documenting the relationship between adult criminality and juvenile crime leaves little doubt that intervention with families early on is a must. Over the past 10 years a strong partnership between Deschutes County Community Justice and Healthy Families of the High Desert has been established to coordinate services for families involved in Parole and Probation. These services include intensive home visiting providing weekly visits either from a Family Support Worker of HFHD or nurse. Monthly meetings occur between P & P staff and HFHD staff to collaborate on family plans and share referrals and information. This project has resulted in positive outcomes with 75% of families enrolled improving in positive parenting practices. If funding is lost to continue this collaboration, I am concemed that the partnership will no longer continue and we all know that once a project or program goes away, it is difficult to re -implement. Partnerships would need be reinstated including referral procedures, case management etc. Comment #2 In reference to the recommendation "Resource scarcity should motivate agencies not to defend their turf but rather to work together to make optimal use of their collective capacities." While I believe Deschutes County is known for its great collaborations and partnerships among agencies, we still have a long way to go with programs working together to share resources and funding opportunities. This is evident when observing numerous fundraisers in the community that promote the same kind of events such as art auctions, luncheons, dinners and runs. I wonder how many of these agencies refer to the same donor lists. While each agency is worthy of community support I believe a collective event (fundraiser) to honor all worthwhile and like agencies would show the community that we really do work together and promote the value of the work that we do. This task would take the effort of each program director and boards to give up a little bit of their "turf" issues. In addition to the numerous fundraisers held by like agencies, we also have several agencies applying for the same grant opportunities. This was made evident to me by a staff of the Oregon Community Foundation when she mentioned that she had five proposals from Deschutes County programs for the same RFP. She asked how we were working together to share resources and activities. While this is a valid concern I am not sure what the solution might be. It might be difficult for one agency to take the lead on this effort. Maybe the Commission could take the lead or initiative to bring programs together to share resources. The federal LAUNCH grant was an example of agencies working together to promote this worthwhile project but very few of us are sharing in funds available even though we are devoting staff time to coordination, referral and implementation. Comment #3 I am not sure what recommendation or comment this might fall under but I am increasingly concerned about the increase in bullying occurring at the elementary and middle school levels. Recently I have heard about children being victimized on the playgrounds, pushed down stairs to where a child sustained a broken arm etc. Our staff witnessed a preschooler urinating on another child on the playground at our office where Mt. Star and Head Start is housed. Children need to be taught from infancy on empathy skills. This can only come from how the child is parented. Recently in the media the bullying that has occurred where children have been severely burned and or humiliated to the point of suicide, the schools have been blamed for lack of monitoring and educating. I believe more of the responsibility falls on the parents. We all know that if a child develops a healthy trusting relationship at birth, the ability to care for others and demonstrate empathy will also be developed therefore reducing the potential for harming others and or themselves. This also reduces the risk for future criminality. Resources need to continue to support early childhood and prevention efforts to promote positive parenting skills and attachment from prenatal through early childhood. Parents will parent the way they were raised unless taught a different set of skills.