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County reviews future of Riverbend Place after years of under‑utilization and staffing turnover
Summary
Washington County officials described persistent under‑use of the county‑owned Riverbend Place youth facility, an increase in short‑term shelter needs, staffing and leadership turnover at provider Norris Inc., and a planned start of a 90‑day assessment center set for May 1 pending staffing; the committee asked staff to report back in 90 days.
Washington County staff briefed the committee April 23 on Riverbend Place (formerly the Washington County Youth Treatment Center), a county‑owned youth residential and shelter facility that has struggled with under‑utilization and provider staffing turnover since 2020.
Coral (program supervisor, Washington County Health & Human Services) described Riverbend’s two distinct programs: a residential treatment program intended for roughly six months of care and a shelter program that provides temporary placements typically 30 to 60 days. She said Riverbend is licensed for up to 12 beds (10 beds is described as full for operations) and that programs run simultaneously, so beds may be used for residential or shelter episodes.
Coral presented data showing residential census and admissions have been below prior targets while shelter episodes have risen. She said median residential length of stay is near the program target (about six months) and median shelter stays have increased toward 30 days, often because youth remain at shelter while awaiting other placements. Coral also outlined required reporting on serious incidents and the facility’s emphasis on de‑escalation practices to reduce law‑enforcement contacts.
Julie (Health & Human Services staff member, Washington County) gave context on contracting and costs. The county issued an RFP in 2019 and awarded operation to Norris Inc. in 2020. Julie said Norris has experienced leadership turnover, difficulty filling staff positions and variable ability to market out‑of‑county placements that help offset the facility’s fixed costs. She said county contract changes in 2024 shifted the cost structure so the county paid more of the fixed cost up front to stabilize operations; since 2020 the cost base for the contract has increased by roughly $350,000–$500,000, Julie said.
To respond to under‑utilization and better assess youth needs, Norris proposed a 90‑day assessment center model intended to provide intensive assessment and short‑term clinical intervention with the stated goal of returning youth to community services rather than long out‑of‑county residential placements. Julie said Norris planned to begin the 90‑day model Jan. 1, 2025, but staff turnover delayed the start; Norris has requested to start on May 1, 2025. County staff said the model’s success depends on staffing, marketing to other counties and referrals; if out‑of‑county volume does not materialize the county may need to consider alternatives.
Committee members discussed options including retaining both residential and shelter capacity, shifting to shelter‑only operations, or issuing a new RFP for shelter services. Staff noted that converting to shelter‑only operations could allow smaller facilities and avoid maintaining a large 12‑bed building, but would require initial investment and licensing changes and would require a plan for where displaced children would receive placement until new options are operational. Julie said the county owns Riverbend and maintains the building.
Julie said staff plan concurrent internal planning and will monitor the May 1 launch. The committee requested a 90‑day update to assess whether the 90‑day assessment center is operating as intended; staff will also provide a brief update at the next main meeting.
