Department of Juvenile Justice Transformation October 6, 2016 - PowerPoint PPT Presentation

Department of Juvenile Justice Transformation October 6, 2016 Andrew K. Block, Jr. Director 0 Virginia Department of Juvenile Justice

AGENDA • Population Trends • Previous Budget Cuts • Update on Continuum • Task Force Recommendations • Bon Air Renovation Needs • Central Virginia Facility Options 1

Juvenile Trends, FY 2007 - 2016 Intake Cases ( ↓ 38%) Detention-Eligible Intake Cases ( ↓ 43%) 70,000 50,000 60,000 40,000 50,000 30,000 40,000 30,000 20,000 20,000 10,000 10,000 0 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Detainments ( ↓ 45%) Active Probation ADP ( ↓ 49%) 20,000 10,000 8,000 15,000 6,000 10,000 4,000 5,000 2,000 0 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2 * Data generated on July 20, 2016. ADP = Average Daily Population.

Direct Care Admissions, FY 2007 - 2016 900 831 766 800 759 700 604 565 600 493 500 439 384 367 400 319 300 200 100 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 • Direct care admissions decreased 62% (512 juveniles) since FY 2007. 3 * Data generated on July 20, 2016.

Alternative Placements and Juvenile Correctional Centers (JCCs) 654 583 510 454 386 347 288 254 82 67 56 55 Total JCC Population 39 36 Alternative Placements 6 0 Jul. 13 Jan. 14 Jul. 14 Jan. 15 Jul. 15 Jan. 16 Jul. 16 10/5/16 *Data are not displayed on the same scale. • The JCC population has decreased 61% since the beginning of FY 2014; the population in alternative placements has increased more than ten-fold. 4 * Counts are monthly ADPs except for the most recent date.

Direct Care Population Forecast (FY ADP) 1,200 1,035 1,029 1,006 1,000 945 874 859 816 758 800 695 599 FY ADP 600 509 Approved Forecast 406 400 325 200 253 245 248 254 258 0 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 • The forecast projects the direct care ADP will continue to decrease in FY 2017 and FY 2018, then level off around 250. • The forecasted direct care ADP in FY 2017 is 325 juveniles. 5

Budget Cuts 6

Recent DJJ Budget Reductions • Reductions Taken in FY 2013 and FY 2014 ($26 Million and 482 Positions) – 3 JCCs closed – Culpeper, Hanover, Oak Ridge (add Beaumont) – 2 halfway houses closed – Reception and Diagnostic Center (RDC) relocated and downsized – Cuts to Education • Reductions Taken in FY 2015 and FY 2016 ($8.6 Million and 42 Positions) 7

Division of Education Budget Cuts • Since the merger in FY 2013 , DJJ’s Division of Education’s general fund budget has been reduced from $20.7 million to $12 million. • Number of funded positions for education staff has been reduced from 218 to 125. • Programs lost to budget reductions included masonry, electricity, computer repair, printing, carpentry, horticulture, computer aided drafting, and small engine repair. 8

Facility Downsizing FY 2005 Current Culpeper Bon Air Beaumont Bon Air Beaumont Max Security Max Security Max Security Max Security Max Security Closed 2014 Hanover Reception & Barrett Mid Security Diagnostic Center Mid Security Repurposed 2013 Closed 2015 Closed 2005 Oak Ridge Transition Natural Bridge Special Placement Living Program Min Security Consolidated 2013 Closed 2010 Closed 2009 Hampton Place Abraxas House Discovery House Halfway House Halfway House Halfway House Closed 2013 Closed 2013 Closed 2010 20 Community Camp New Hope VA Wilderness Inst. 76+ Community Placement Special Placement Special Placement Placement Slots Closed 2009 Closed 2009 Beds Capacity: 1,278 beds Capacity: 596+ beds 76+ Community Placement Beds Maximum Security: 662 beds (52% of total) 520 JCC Beds (87% of total) * Current capacities are as of September 1, 2016. Community placement beds include Detention Reentry and 76+ beds in 9 Community Placement Programs (CPPs).

New Middle/High School and Post-Secondary Programs Middle/High School Post-Secondary • • One-to-one initiative of Certification programs, student laptops including: • – Medical Coding & Billing Secure tablet with – Service Dog Handling contained curriculum – Microsoft Office Specialist through multiple student – Fiber Optics & Cabling learning programs – Entrepreneur & Small Business • Student achievement – Turf Management progress monitoring • 2 college courses programs – Introduction to Business • Instructional Technology – Principles of Public Speaking software programs • Personal development • Responsibility Centered programs, including: Discipline Initiative – Leadership Enrichment • Increased Professional – Sculpture Learning Opportunities – Robotics – Poetry 10

Additional Improvements • New approach to working with youth in custody (based on Missouri) • Evidence-based Probation Practices • Improved Reentry Practices and Opportunities 11

Current Direct Care Facilities and Placement Options • JCCs – secure residential facilities Placements Beds designed to prevent escape and JCCs restrict movement of juveniles who Beaumont 270 have been committed to DJJ Bon Air 250 JCC Total 520 • CPPs – highly structured CPPs residential programs operated for Blue Ridge 8 committed juveniles in local JDCs Chesapeake 10 with the goal of keeping juveniles Chesterfield 8 closer to their home communities Lynchburg 8 Merrimac 10 • Detention Reentry – programs in Rappahannock 8 local JDCs for committed juveniles Shenandoah Valley 8 with the goal of helping juveniles Virginia Beach 16 transition back to their CPP Total 76+ communities 30 to 120 days before Detention Reentry N/A their scheduled release date Direct Care Total 596+ 12 * Capacities are as of September 1, 2016.

Direct Care Placement Options Prince William CPP* Shenandoah V alley CPP 8 beds 8 beds Rappahannock CPP 8 beds Blue Ridge CPP 8 beds Number of Commitments by Locality, FY 2015 Lynchburg CPP 0 8 beds 1 Merrimac 2 - 4 CPP 5 - 9 10 beds 10 + Virginia Beach CPP 16 beds Chesapeake CPP 10 beds Beaumont JCC Bon Air JCC Chesterfield CPP CHESAPEAKE JCC* 270 beds 250 beds 8 beds 64 beds 13 * Proposed facility or program

Virginia Department of Juvenile Justice Reinvestment Roadmap SERVICES & PROGRAMS ADDED SEP 18 Additional Funds From Beaumont EXPENDITURES COST CPP Expenses 5,776,033 Closure Become Available Contract Psychological Evaluations 60,000 Apartment Living Program 13,039 JUN 18 Detention Re-Entry 591,770 Total 6,440,842 Menu of Services Expands JUN 17 Close Beaumont JCC JAN 17 Regional Service Coordinators Begin Providing Services OCT 16 Award Contract for Regional Service Coordinators JUN 16 Issue RFP for Regional Service Coordinators JUN 15 Close RDC 14

Expanded Menu of Services Service Dosage/Duration & Cost Day Treatment Center paired with 6 hours per day for 120 days. $135 per day. select treatment Functional Family Therapy Outcome based with no set dosage or duration. $3500 per participant. Wraparound Services 24 hours a day, 7 days a week for 24 weeks (6 months). $1000 per month. Cognitive Behavioral Interventions 3 days per week for 12 weeks. $41 per day. Trauma Focused Cognitive 2 days per week for 24 weeks. $100 per day. Behavioral Intervention (TF-CBT) Aggression Replacement Therapy 2 days per week for 13 weeks. $61 per day. (ART) Gang Intervention Services 2 days per week for 24 weeks. $150 per day. Substance Abuse Treatment 3 days per week for 15 weeks. $75 per day Acute Mental Health Services 3 days per week for 15 weks. $100 per day. Sex Offender Treatment 3 days per week for 52 weeks (1 year). $120 per day. Sex Offender Polygraph Examination $300 per polygraph. Group Home paired with select 7 days a week, 24 hours a day for 20 weeks. $300 per treatment services. day for males and $350 per day for females. Residential Treatment 7 days a week for 24 weeks. $1000 per day. Community Placement Program 7 days a week for 52 weeks (1 year). $225 per day. 15

Capital Funds 16

Capital Needs Through new construction or renovation the need to move beyond the current JCCs is real… Beaumont and Bon Air JCCs are structurally incompatible with the team-based therapeutic approach because they are: • Oversized . At 200+ beds, Beaumont and Bon Air JCCs are simply too big. Current units are too large and their physical layouts are not conducive to the team-based approach. • Obsolete . As old as they are, the facilities are costly to maintain. To increase the units’ staff-to-resident ratio, the costs per youth will become much higher given the antiquated layout. • Isolated . The facilities are far from the home communities of many of the committed youth. 17