Strategic plan 2008-2010

Department of Juvenile Justice
Strategic Plan FY 2008-2010
Albert Murray Commissioner February 2007
Office of Technology and Information Services Planning, Research and Program Evaluation Section

Contents

Mission, Vision and Values

2

Mission Statement

2

Vision Statement

2

Core Values

2

External and Internal Environmental Scan

3

External Environmental Scan

3

Internal Environmental Scan

5

Critical Success Factors

7

Strategic Goals

9

Become a premier customer service organization

9

Provide services that make a positive difference in youth

10

Become the best place to work for helping at-risk youth

11

Strengthen resource base

12

Planning Process and Participants

13

Strategic Planning Team

13

Survey Respondents

13

YDC Director's Meeting

13

Regional Meeting

14

Interviews

15

Additional Assistance

16

DJJ Board Members

16

Additional Resources

16

Glossary of Terms

17

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Mission, Vision and Values

Mission Statement
To protect and serve the citizens of Georgia by holding youthful offenders accountable for their actions through the delivery of treatment services and sanctions in appropriate settings and by establishing youth in their communities as productive and law abiding citizens.

Vision Statement
Youth served by the Department of Juvenile Justice will be offered the opportunity to achieve their highest potential through proven, innovative and effective programs delivered in appropriate settings by a professional and caring staff, with a commitment to community partnerships and best practices in juvenile corrections.

Core Values
The core values are behavioral standards that define DJJ's expectations for management, staff and youth. Adherence to these values throughout the organization can make us more effective individually and as a team. Their presence can and should be felt throughout the organization. These values serve as a beacon to guide us through the many unpredictable and complicated situations we face on a daily basis. They communicate a standard management philosophy and serve to improve operational consistency.

Integrity Positive Change Balanced Approach
Safety Each Other's Success

We believe DJJ staff and youth are responsible for conducting themselves with integrity and fostering a just environment in which youth can experience honesty, trust and loyalty.
We believe every youth has the capacity to change and become a productive member of the community. DJJ helps youth achieve their highest potential and guides them towards a positive future.
We believe in promoting balanced and restorative justice by fostering community, victim and offender participation in repairing harm and the prevention of future harm. DJJ adopts a holistic approach of providing a continuum of services appropriate for diverse needs.
We believe in protecting the physical safety of the community, the youth under our supervision, and the DJJ staff.
We believe that through positive reinforcement and teamwork we will encourage our colleagues to reach their highest potential.

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External and Internal Environmental Scans

An environmental scan is an analysis and evaluation of internal conditions and external data and factors that affect an organization. The information resulting from the environmental scan enabled the strategic planning participants to develop an understanding of the current environment by identifying and obtaining information from key stakeholders and other resources. The aim of the scan is to identify trends, gaps and issues that will serve as a basis for future planning.

External Scan

External Environmental Scan

Indicator
Population Increases The U.S. Census Bureau estimates that the total Georgia population has increased by seven percent in three years from 8,750,259 on July 1, 2003 to 9,363,941 on July 1, 2006. The under 18 aged population grew four percent.1

Potential Effect on Agency
Increased demand of juvenile corrections services and treatments will require expanded capacity to meet the volume

Increase in Hispanic Population The U.S. Census Growth of Spanish-speaking population

Bureau estimates that the Hispanic population in

under DJJ supervision

Georgia has increased by 25 percent in three years from 516,530 on July 1, 2002 to 646,568 on July 1, 2005.2

Increased demand for culturally specific programmatic and treatment services

MOA Monitoring In 1999, the State of Georgia and Ongoing prioritization of facility and

the U.S. Department of Justice entered into a

protocol upgrades to improve

Memorandum of Agreement based upon conditions of

confinement conditions

confinement at DJJ facilities. DJJ has since achieved

compliance in the areas of education, quality

assurance, and investigation of incidences. Areas

pending official compliance include medical and

mental health, protection from harm, and system

capacity.

Stakeholders DJJ has a variety of stakeholders,

Demand for high quality performance

including families, child advocacy groups and the state

monitoring, resource monitoring and

legislature.

ongoing communication

1 http://www.census.gov/popest/states/

2 http://www.census.gov/popest/states/asrh/

TP

PT

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External Environmental Scan

Indicator
Complicated legal environment - The courts, the State legislature, the federal government, and local law enforcement play a significant role in instituting policies and procedures that affect the nature of services provided by DJJ.

Potential Effect on Agency
DJJ staff must be mindful of a variety of policies and procedures in carrying out their duties

Sophisticated court relationships DJJ provides an DJJ coordinates with each juvenile court

assortment of intake and probation services to each of

to optimize the services provided to

the 159 counties in Georgia depending on the

juveniles in that county

counties' independent court status. In 132 counties,

DJJ provides all juvenile intake and probation

services, in 11 counties the service responsibilities are

shared and in 16 counties, the county provides the

intake and probation services.

National and State School Policy Because DJJ is a school district, state and national school policies such as zero tolerance and no child left behind affect DJJ operations.

Increase in referrals to DJJ for minor offenses
Increase in demand for DJJ services

Trends in Youth Crime Youth crime has gained

DJJ can obtain further support for youth

increased media attention. Of particular concern is the

treatment and rehabilitation by linking

statewide increasing trend in serious and violent crimes. 3

them to the specific issues facing youth across the country.

Increase in demand for long-term commitments

Increased Coordination with External Agencies DJJ has progressed towards increased coordination with external entities, such as local governments, community organizations, private sector groups, and other State agencies such as the Division of Mental Health, Developmental Disabilities and Addictive Diseases (MHDDAD), the Department of Education (DOE), and the Council of Juvenile Court Judges (CJCJ).

Increased service delivery capacity
The coordination achieved provides the opportunity to pool resources for greater impact

Increased requirement for Medicaid accountability DJJ reorganization to meet federal

Federal policies are requiring more detailed records

regulations

of services provided via Medicaid funding.

Decreased availability and diversity of

community service providers

3 Georgia Department of Juvenile Justice, DJJ Service Population Forecast fiscal Years 2007 2011, December 2006.
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External Environmental Scan

Indicator

Potential Effect on Agency

PeachCare vulnerability The State and federally

Increased demand for health services by

funded children's health insurance program is facing a

juveniles entering the DJJ system

140 million dollar shortfall. If the State Legislature

does not address the funding shortage, PeachCare

will reduce enrollment in the program.

Internal Scan

Internal Environmental Scan

Indicator

Potential Effect on Agency

Increased Treatment Options The Juvenile Justice More opportunities to apply cost reducing

community has developed additional treatment options

treatment options.

with effective outcomes as alternatives to detention. DJJ has adopted these alternatives and is

Reduced juvenile recidivism

implementing them through improved juvenile

assessments, balanced and restorative principles, a

developed treatment planning processes, and

expanded treatment options.

Case Management System DJJ supports a case management system to track and report juvenile profiles and histories. The system enables enhanced communication and coordination among the 159 counties within the State. Recent upgrades provide improved visibility and accountability.

Increased technical skills needed for workforce
Heightened coordination and data sharing throughout the State
Greater accountability of services and programs
Improved program evaluation

Network Infrastructure DJJ has networked all facilities and offices and is now improving network infrastructure with video conferencing and wireless conferencing.

Heightened coordination and data sharing throughout the State External Agencies and Regional DJJ sites
Improved accuracy and timeliness of decision support data

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Internal Environmental Scan

Indicator

Potential Effect on Agency

Juvenile Correction Officer 1 (JCO1) Turnover

Lack of workforce consistency, which is

DJJ experienced an employee turnover rate of 28

critical to service delivery

percent in fiscal year 2006. That represents a 20

percent reduction in turnover compared to the fiscal

Greater labor costs resulting from

year 2004. Despite these successes, DJJ still

training, orientation, overtime, and

struggles to retain JCO1 staff. JCO1 staff experienced

recruitment

a 46 percent turnover in fiscal year 2006 which was an Ineffective program and service delivery eight percent increase from 2004.

Facilities DJJ has a few outdated facilities that provide challenges for the workforce, security and personnel providing programs that serve the youth.

Lowered morale for DJJ staff and youth
Adversely affects DJJ ability to comply with the MOA
Offers challenges for the correct implementation of treatment programs, especially behavioral health programs

Proximity of Services to Home By moving to a community regional model, DJJ's services are moving closer to the homes and families of the youth served. DJJ continues this mission by pursuing the development of a long-term facility in the metropolitan Atlanta area.

Increased effort needed to find regionally based providers
Proximity of services can increase effectiveness and interactions with home and family and can lead to reduced recidivism

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Critical Success Factors
DJJ must ensure that the following essential areas of its operations perform as expected for the agency to carry out its mission. Critical success factors represent a simple concept which helps focus attention on major concerns. They are easy to communicate and to monitor. DJJ's critical success factors are an integral part of its strategic plan.
Comprehensive continuum of cost-effective, quality programs DJJ must provide the necessary depth and breadth of services to have a positive impact on youth under its supervision. DJJ services must span the complete continuum of care to enable desired outcomes to be achieved. To accomplish this, DJJ must have:
The capability to assess customer/client needs Mechanisms to measure the cost and effectiveness of its programs Access to a variety of placement programs and services Sufficient funding to support the expansion of appropriate treatment programs
Appropriate information technology resources Effective use of information technology is critical for efficient and effective administration and operations. Examples of critical technology include:
Continue improvement of high-speed connectivity Expanding wireless broadband connectivity for mobile workers to facilitate
speedy communication and decision making Continue development of integrated classification system Web-based tools to decentralize operations and disseminate information Ability to capture and track pertinent management information
Appropriately skilled and trained workforce Human resources development and management is important to the performance of all service organizations. To be successful, DJJ must be able to:
Provide competitive compensation to attract and retain qualified staff Provide necessary staff training Promote job satisfaction among employees Identify a sufficient quantity of available local service providers in competitive
staffing markets
Effective communication and coordination To operate as efficiently and effectively as possible, there must be communication and coordination among the areas that participate in the service delivery process. This includes communication among the divisions and units within DJJ as well as
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communication with external agencies that play a role in the juvenile justice system. Appropriate facilities for youth and staff DJJ must have the appropriate types of facilities with adequate capacity to support its programs and operations. The facilities must be safe and secure and have sufficient capacity to meet current needs. Current project priorities include: Renovating physical plants at the Bill Ireland, Macon, and Augusta YDCs and
the Metro Atlanta RYDC Developing and building a long term YDC in the metro Atlanta area at the
Larimore corrections facility. Comprehensive policies and procedures DJJ must continue to enhance and
enforce a comprehensive set of polices and procedures to ensure services and operations are conducted in an efficient, effective, and controlled manner. Policies and procedures communicate to staff and youth what needs to be done and how it should be done.
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Strategic Goals
Become a premier customer service organization
As Georgia's juvenile corrections experts, DJJ knows that improving juvenile outcomes requires support from families, communities, schools, law enforcement, judges and service providers. To facilitate broad cooperation, DJJ is committed to strengthening relationships with its stakeholders by providing faster, friendlier and easier services.
Provide services that make a positive difference in youth
DJJ is driven to improve youth outcomes by ensuring youth safety, establishing a system of accountability and developing youth competencies.
Become the best place to work for helping at-risk youth
DJJ will continue to attract the best and brightest employees dedicated to helping at-risk youth by setting high standards of conduct and being responsive to staff needs.
Strengthen resource base
DJJ is committed to anticipating and preparing for changing needs and resources in order to continue the provision of high quality services.

Goal: Become a premier customer service organization

Objectives

Strategies Establish Victims Advocacy Office

Achieve a rating of satisfied or very satisfied with DJJ customer service from 70 percent of survey respondents

Develop and issue a standard customer service survey tool
Develop written communication policy
Review and analyze stakeholder communications and develop strategy to address gaps.

Publish one informational news report from an external media source about DJJ each month
Increase Customer Service Summary of Findings 5 percent above baseline

Develop and distribute a quarterly electronic newsletter for improving communication with juvenile courts
Educate media about the positive aspects of our mission, plans and operations
Perform interim surveys, update customer service plan

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Goal: Provide services that make a positive difference in youth

Objectives

Strategies

Reduce 3-year recidivism rate for the 2008 cohort from 40.7 percent
to 38.7 percent

Expand selected programs - School-based supervision - Systems of Care Model - Roll-out "I CAN" project - Roll-out Restorative Group Conferencing statewide - Expand Multi-systemic Therapy treatment - Expand substance-abuse treatment services in all YDC facilities
Improve information for assessing program results - Develop performance measures to track treatment and support evidence-based resource allocation - Refine JTS tool used to support youth service plans - Track measures for Juvenile Corrections Report Card - Promote Centralized Database for GA Juvenile Corrections Develop process to evaluate community services and programs
Improve the efficiency of current programs - Enhance process for transitioning youth into aftercare services - Insure restitution payments from the offender to the victim - Convert Level of Care to Rehabilitation Options Services (ROS)

Reduce the proportion of low DAI scores in the average RYDC daily admissions from 27 percent to
25 percent

Change policy - Develop protocol for placement of incompetent youth (with DHR) - Train DJJ intake officers to use the Detention Assessment
Instrument as a decisionmaking tool Implement best practices
- Evaluate face-to-face intake procedures and expand
implementation of successful processes
- Evaluate the effectiveness of detention alternatives and expand successful practices
Increase detention alternatives - Participate in the expansion of the Juvenile Detention Alternatives
Initiative (JDAI) for diverting youth from detention Provide and support prevention and early intervention programs

Reduce the nonsuperior court RYDC average
length of stay from 15.6 days to 14.5
days

Analyze the Detention Review Team (DRT) process and recommend ways to improve the process for moving juveniles out of RYDC

Decrease youth-onyouth incidences to below 0.5 incidents per 100 care-days

Update YDC behavior management methodology and communicate it to DJJ staff
Assess the current facility-based initiatives and develop a system-wide approach to incidence reduction
Expand closed-circuit television monitoring
Adopt recommendations from the Prison Rape Elimination Act (PREA)

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Reduce the incidence of youth self-harm to 0.48 incidences per 100
care days

Roll out the Behavioral Health Treatment Plan state-wide Automate suicide prevention process and plan Evaluate program and safety effects of environmental risks Implement best practices for custody and housing assessments

Goal: Become the best place to work for helping at-risk youth

Objectives

Strategies

Develop a hold-over roster identifying staff eligible for hold-over

Reduce FLSA comptime balances by 8
percent

HR central staff produce quarterly reports on facility and regional vacancy rates, turnover rates, overtime spent
Implement standardized automated time-keeping system in all facilities.

Analyze JCO testing procedures and outcomes

Reduce JCO 1 staff turnover from 46
percent to 41 percent

Evaluate relief factor for staff in facilities
Develop a focused strategy group to design methodology for reducing JCO 1 staff turnover by specifically focusing on high-turnover facilities.
Formalize and promote succession planning

Reduce time from vacancy to hire by 15 percent for the 2009
budget
Achieve a rating of satisfied or very satisfied from 50
percent of voluntary separations in their assessment of DJJ
employment

Develop public service announcements to attract applicants to DJJ
Streamline recruitment and hiring procedures by identifying and reducing bottlenecks
Develop automated tool for document management of the recruitment and hiring process
Update formal exit interview policies and implement an exit interview survey
Clearly define the relationships between central office, facility directors and facility staff in key administrative areas
Evaluate position definition and assignments for Personnel Technicians, Administrative Operations Coordinators and Administrative Operations Managers
Develop orientation and training of mental health staff in the theoretical framework and practice of clinical processes

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Objectives Improve cost-
efficiency
Improve staff utilization efficiency

Goal: Strengthen resource base
Strategies Assess centralizing the food supply contract
Develop vehicle maintenance procedures
Participate with the Commission for a New Georgia in improving procurement procedures.
Participate in the federal E-Rate program in order to fund internet and information technology in schools
Develop a process improvement plan for grant applications, grant reviews and grant expirations
Clearly define the duties of a juvenile probation officer
Streamline the initial mental health screening process
Automate the Office of Behavioral Health Task Management tool
Automate paper filing systems to improve organization and accessibility
Expand use of video conferencing
Expand online training

Obtain optimum funding based on DJJ
budget requests

Align budget requests with strategic goals
Communicate priorities clearly
Produce timely and accurate reporting of recidivism rates and population forecasting

Open YDC facility in Convert the Larimore Corrections facility into a DJJ Youth

Metro Atlanta area

Development Campus (YDC).

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Planning Process and Participants
Strategic Planning Team
Team Leader Albert Murray, Commissioner
Thomas Coleman, Deputy Commissioner Amy Howell, Legal Services Director Jeff Minor, Deputy Commissioner Rob Rosenbloom, Deputy Commissioner
Facilitator Doug Engle, Chief Information Officer
Coordinators Aaron Estis, Strategic Planning Consultant Sheila Hunter, Strategic Planning Consultant
Survey Respondents
347 randomly selected DJJ employees voluntarily participated in the online Department of Juvenile Justice Strategic Planning Survey. Essential input into the department's mission, vision, values and goals was provided by a variety of respondents including Juvenile Corrections Officers (JCO), managers, Juvenile Probation and Parole Specialists (JPPS), secretaries, nurses, counselors and other staff from every region in Georgia.
YDC Director's Meeting, October 25, 2006
Debbie Blasingame, Macon YDC Director John Brady, Augusta YDC Director Gordon Fisher, Assistant Deputy Commissioner of Campus Operations Mary Fletcher, Program Coordinator for Campus Operations Robin Florie, Campus Operation Program Associate Derek Glisson, Eastman YDC Director Wade Goss, Savannah River Challenge Executive Director: CRCP Lemuel Johns, Macintosh YDC Director Oliver Johnson, Program Coordinator for Campus Operations Stacy Johnson, Transportation Officer Jackolyn Kelsey, Classification and Transportation Assistant Director Linda Layton, Classification and Transportation Director Glynn Maddox, Sumter YDC Director Bertron D. Martin, Transportation Captain William Parks, Director of Campus Programs for Campus Operations
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Gary Pattman, Regional Administrator of Campus Operations Tiffaney Pete, Policy Coordinator for Campus Operations Christina Pollard, Program Coordinator for Campus Operations Ronnie Richardson, Bill Ireland YDC Director William Samuel, Muscogee YDC Director Ronnie Woodard, Regional Administrator of Campus Operations Keith Wright, Savannah River Challenge, Program Director, CRCP
Regional Meeting, November 1, 2006
Melissa Aaron, Macon RYDC Director Debbie Alexander, Clayton RYDC Director Jeffery Alligood, Assistant District Director Renee Anderson, Assistant District Director Diana Aspinwall, Program Coordinator for Operations Bedarius Bell, Gwinnett RYDC Director Todd Bentley, Assistant District Director Edward Boyd, DeKalb RYDC Director Carl Brown, District Director Glenda Bullard, District Director Mark Bunkley, Assistant District Director Margaret Cawood, District Director Sandra Cawthon, Blakely RYDC Director Kim Conkle, Assistant District Director Angela Cosby, District Director A. Martha Dalesio, RYDC Director Dennis Day, Assistant District Director Rodney Dinkins, Claxton RYDC Director Diane Douglas-Harns, District Director Lorr Elias, Regional Administrator for Operations James Frazier, Assistant Deputy Commissioner Rudy Gordon, District Director VonnieGuy, Regional Administrator for Operations Sharon Haire, Loftiss RYDC Director Judy Heath, Assistant District Director Preben Heidemann, Regional Administrator for Operations KristenHiggs, Juvenile Corrections Lieutenant Adam Kennedy, District Director Steven Mancuso, Assistant District Director Temekka Mathis, Albany RYDC Director PamelaMitchell, Griffin RYDC Director Wade Moore, Assistant District Director Debbie Morris, Eastman RYDC Director Gary Payne, Gainesville RYDC Director Cindy Pittman, Interstate Compact Program Coordinator Victor Roberts, District Director
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Frank Rodriguez, Cohn RYDC Director Rob Rosenbloom, Deputy Commissioner Eddie Sherrer, District Director Clessie Simmons, Jr., Augusta RYDC Director Warren Tettey, Savannah RYDC Director Harold Tompkins, Sandersville RYDC Director Andrew Victrum, Assistant District Director Chris West, Regional Administrator for Operations Beverly Westbrooks, Paulding RYDC Director Mable Wheeler, Crisp RYDC Director Gail Wise, Rome RYDC Director Cynthia Wood, Assistant District Director John Wright, Metro RYDC Director Natilyne Young, Regional Administrator for Operations
Interviews
Ed Adams, Human Resources Manager Spiro Amburn, Legislative Services Director Diana Aspinwall, Program Coordinator for Operations Dee Bell, Program Coordinator for Operations Diane Bell, Budget Manager Brian Black, Programmer Analyst Jack Catrett, Special Education Director Janie Claiborne, Human Resources Manager Thomas Coleman, Deputy Commissioner Martha Dalesio, Program Coordinator/ Assistant Director of Campus Operations Gordon Fisher, Assistant Deputy Commissioner of Campus Operations Robert Fuller, Personnel Director James Frazier, Assistant Deputy Director Richard Harrison, Behavioral Health Director Steve Hayes, Public Affairs Director Steve Herndon, Assistant Deputy Commissioner Kathryn Jackson, Chief Nutritionist Patricia Lavalais, Assistant Director Linda Layton, Classification and Transportation Director Craig Ming, Operations Support Manager Jeff Minor, Deputy Commissioner Ellen Moneypenny, Business Analyst Tom O'Rourke, Education Director William Parks, Director of Campus Programs for Campus Operations Gary Pattman, Regional Administrator of Campus Operations Doug Peetz, Accounting Director Cindy Pittman, Interstate Compact Program Coordinator Emily Redman, Business Analyst Rafael Rosado-Ortiz, Assistant Medical Director
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Michelle Staples-Horne, Medical Director Fabienne Tate, Training Director Shirley Turner, Director of Continuous Improvement Denise Williams, Contracts Director Ronnie Woodard, Regional Administrator of Campus Operations

Additional Assistance
Josh Cargile, Programmer Analyst Jack Johnson, Information Systems Unit Chief Eugene Pond, Statistical Research Analyst Danielle Ruedt, CYCC Grants Monitor Nikki Tucker, CYCC Administrative Assistant

DJJ Board Members
Chair J. Daniel Shuman
Vice-Chair Mary E. Wihite
Secretary Edwin A. Risler

Michael Lee Baugh Van Ross Herrin Elizabeth Green Lindsey William Mc Queen Judy Mecum Daniel Augustus Menefee Sandra Heath Taylor

Additional Resources
Detention Summit Initiatives, September 2006 DJJ Transition Planning Report and Overview, September 2006 DJJ Customer Service Plan Report, June 2006 DJJ Workforce Plan for Fiscal year 2008, November, 2006 DJJ Policies DJJ Service Population Forecast Fiscal Years 2007-2011, November 2006 Governor's Legislative Priorities for 2007 Session Governor's Budget Priorities for FY 2008, January 2007 Program Recidivism Update for Fiscal Years 1998-2005, January 2007 Region and Facility Wildly Important Goals (WIGS)

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Glossary of Terms
Adjudication The process for determining if allegations brought forth in the juvenile court petition is true. An adjudicatory hearing held to determine the facts of the case and an appropriate course of action. DJJ uses this term to refer to the juvenile court or superior court litigation processes.
Aftercare Services provided through the Court Services Program for those youth returning home from DJJ institutions or other programs. These support services promote a smooth transition of youth into the community through supervision, counseling and assistance in networking with appropriate agencies.
Balanced and Restorative Justice A philosophy of juvenile justice that focuses on healing the harm caused by delinquency and crime. The primary stakeholders, including the victim, the community and the offender, work together to resolve the affects of criminal behavior, restore the victim and community, and hold the offender accountable for the repair.
Behavioral Health Treatment Plan - A JTS tool that identifies a plan of behavioral health care and services provided to youth on the mental health caseload while at a secure DJJ facility. Part of the plan provides recommendations for future treatment and services as the youth transitions through DJJ. The Behavioral Health Treatment Plan in JTS is currently piloting at ten facilities and will expand to additional facilities on a regular basis in 2007.
Centralized Database for GA Juvenile Corrections The requirement that all probation, diversions, and dismissal dispositions from all of Georgia Juvenile Courts be electronically submitted to a centralized database. This includes independent and dependent juvenile courts. This would help Georgia better define resources needed to serve those juveniles that receive probation supervision and community based rehabilitation services. Today, juvenile delinquency recidivism and delinquency forecast analysis cannot be performed because the lack of complete probation data.
Commission on a New Georgia Procurement Taskforce In 2004, the Procurement Taskforce estimated a 135 million dollar savings by improving the bidding and buying processes of supplies and services by the 124 state agencies
Commitment A juvenile court disposition which places a youth in the custody of the DJJ for supervision, treatment, and rehabilitation. Under operation of law, the commitment order is valid for 2 years. DJJ makes the placement determination of whether the youth should be placed in the YDC or on an alternate placement. Most often, a youth is committed when probation and/or other services available to the court have failed to prevent a youth from returning to the court on either a new offense(s) or violation of probation. (See Youth Development Center)
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Comprehensive Risk and Needs Assessment (CRN) the use of standard, objective criteria for assessing criminogenic risk of post-adjudicated juveniles. It is used to determine placement and service/treatment recommendations.
Counseling/Case Management Involves developing a plan that the Juvenile Probation Parole Specialist (JPPS) pursues to rehabilitate the youth and prevent further involvement with the court. The worker provides counseling, supervision and may network with other resource providers in the community for appropriate program referrals.
Customer Service Summary of Findings DJJ conducted a Customer Service Survey in April of 2006 in order to develop a baseline of data regarding service provided to internal and external customers of DJJ. A follow-up survey will be conducted in 2007 to measure service improvements.
Department of Human Resources (DHR) The Georgia State agency focusing on human services that includes the Division of Aging Services, the Division of Family and Children Services, the Division of Mental Health, Developmental Disabilities and Addictive Diseases, and the Division of Public Health.
Department of Juvenile Justice (DJJ) - The Georgia State juvenile corrections agency which provides supervision of youth for the purpose of providing public safety and rehabilitation of those youth who are charged with a criminal offense or have been found delinquent on charges of a criminal offense. Youth are served based on their risk and needs which includes criminal history, criminogenic, health, behavioral, mental health, and educational. Youth will be supervised in a secure, non-secure residential or at home placements depending on their risk and needs.
Detention Assessment Instrument (DAI) A statistical assessment to determine a youth's need for secure detention pending adjudication. It is based on the duel goals of public safety and ensuring that a youth will appear in court.
Designated Felony Commitment A juvenile court adjudication that a youth has committed certain felony acts and is a disposition in which a youth has met certain criteria, which indicates the youth requires restrictive custody. The juvenile court judge determines whether or not a youth requires restrictive custody as well as the length of time (from 12 to 60 months) a youth must be placed in a Youth development Campus facility. Commitments with restrictive custody have restrictions on terminations and reduce the intensive level of aftercare supervision. Under operation of law, the commitment orders with restrictive custody are valid for 5 years or until a youth is 21 years old.
Detention Programs The Georgia Juvenile Proceedings Code, as amended, provides for the taking into custody and detention of a child prior to a juvenile court hearing. If: 1) secure detention is required to protect the person or property of
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others or the child, 2) the child may abscond or be removed from the jurisdiction of the court, 3) he or she has no parent, guardian or custodian or other person able to provide supervision and care and return he or she to court when required, or 4) an order for detention or shelter care has been made by the court pursuant to this code. (See Regional Youth Detention Campuses)
Detention Review Team (DRT) A weekly meeting at each RYDC that reviews of all youth in secure detention to determine if they need to remain in detention or may be placed while awaiting court proceedings. The DRT meeting is chaired by the case expeditor and attendees include: Juvenile Program Managers, Center Director, local court personnel and other service providers.
E-Rate The Telecommunications Act of 1996 established the E-rate Program to help schools and libraries obtain internet access and information technology resources. Schools can receive discounts of up to ninety percent of technology costs for telecommunications services, Internet connections and connection maintenance. In 2007, DJJ applied for E-Rate discounts for Telephone and Internet service to bring additional resources and educational benefits to all 26 DJJ schools.
Face-to-Face intake Methodology practiced by RYDC intake officers which requires physical face-to-face communication for determination of appropriate placement for youth entering DJJ supervision and under consideration for detention. This protocol is designed to ensure that detention is being used correctly and that detention alternatives are being used.
Fair Labor Standards Act compensatory time (FLSA comp-time) Overtime accumulated at the rate of time and one-half. It is awarded to eligible employees in lieu of cash overtime payments. The accumulated FLSA comp-time may be used in lieu of leave or paid upon termination from the Department.
Group Homes The Group Home (4) Placement is a placement for delinquent youth that come from unstable home situations. Group counseling as an integral part of all group home programs even though each home has a unique program.
"I CAN" project Currently a pilot project at Rome RYDC and Savannah RYDC to promote continuity of medical and mental health care to all juveniles released from the RYDC by providing access to services that are available from state agencies such as the DHR Divisions of Public health, Mental health, Developmental Disabilities and addictive Diseases, and County Health Departments, the Juvenile Court system and community and private service providers.
Intake The process for determining whether the interests of the public or the juvenile require the filing of a petition with the juvenile court. Generally, a Juvenile Probation Parole Specialist receives, reviews, and processes complaints, recommends detention or release where necessary, and provides services for
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juveniles and their families, including diversion and referral to other community agencies. See Face-to-Face Intake.
Juvenile Corrections Officer (JCO) Juvenile Corrections Officer are trained and certified law enforcement personnel charged with maintaining safety and security in juvenile corrections facilities.
Juvenile Corrections Report Card The use of selected performance measures to provide information on intermediate outcomes of the juvenile justice system to the community and citizens. DJJ is implementing operating procedures to collect and report measures of juvenile employment, school attendance, substance abuse, restitution payments, community service time, and recidivism rates.
Juvenile Detention Alternatives Initiatives (JDAI) an Annie E. Casey Foundation initiative to promote changes to policies, practices, and programs in Juvenile Corrections to reduce reliance on secure detention.
Juvenile Probation and Parole Specialist (JPPS) Trained professionals who serve as primary case managers for DJJ youth in the community. JPPS staff assess each youth assigned to them, develop the youth's service plans to address individual needs and connects the youth with appropriate services, while providing supervision, surveillance, and monitoring in the community.
Juvenile Tracking System (JTS) The DJJ online, interactive database used to add, update or view juvenile records or gather juvenile data.
Level of Care A system of care for out-of-home placements in the community in which youth needs are matched to provider's ability to meet those needs. This system of care is being converted to a placement methodology in which Rehabilitation Options Services (ROS) will address clinical needs of the youth and residential providers will provide room, board, and watchful oversight. Complete roll out of the new placement methodology is expected by July of 2007.
Memorandum of Agreement (MOA) a binding agreement between the state of Georgia and the United States Department of Justice regarding services, resources and conditions that will be provided and maintained in Georgia's juvenile facilities.
Mental Health Screening - Currently all youth entering a secure facility receive a DJJ mental health screening within two hours of admission as well as a MAYSI screening within 72 hours of admission. Both screenings are utilized to determine which youth have mental health and suicide risks factors that warrant further assessment. OBHS has completed a review of both screenings in order to determine which screening instrument is the best predictor of the need for further services. We have determined that the DJJ Mental Health and Suicide Risk screen identifies more youth in need of further assessment. OBHS would like to
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streamline this process by eliminating the MAYSI which would allow resources to be better utilized through assessment and service provision.
Multisystemic Therapy (MST) An intensive family and community-based intervention that addresses the multiple determinants of serious antisocial behavior in juvenile offenders. MST views youth as being nested in a complex network of systems that include family, school, and community factors and is designed to address each of these in building a functional family and a law abiding, successful youth.
Newsletter for courts Method for DJJ to communicate collected knowledge about best practices, current programs, innovative national programs and cutting-edge research to the Georgia juvenile court system. This newsletter will also be a forum to share DJJ interpretations of new laws and discuss issues important to both juvenile corrections and the juvenile courts. This newsletter will be distributed electronically multiple times per year.
Non-Secure Detention The Community Detention Program provides a non-secure alternative to detention in a Regional Youth Detention Center. The program consists of three services:
Attention Home bed spaces located with private families, group homes or other institutions.
In-Home Supervision allows the youth to remain at home while awaiting court hearings or out-of-home placement.
Electronic Monitoring uses technology and monitoring equipment to allow all juvenile offenders to remain in the community in lieu of detention.
OBHS Task Management Tool A streamlined JTS reporting tool that combines the Daily OBHS Task Report, the Treatment Execution Report and the Workload Report into a single location for daily task management. This combined tool is in development and will include an audit version that allows the review of historical tasks.
Prison Rape Elimination Act of 2003 (PREA) A United State federal law that promotes "zero tolerance" of prison rape. The law provides funding, technical assistance training for staff, policy and guidelines for implementation and requirements for data reporting.
Recidivism The percentage of youth who re-offend within a specific period of time after their release from DJJ supervision or their re-entry into the community.
Regional Youth Detention Center (RYDC) RYDCs provide temporary, secure care and supervision to youths who are charged with crimes or who have been found guilty of crimes and are awaiting disposition of their cases by a juvenile court.
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Additionally, youths committed to the custody of the Department of Juvenile Justice are frequently held in secure detention while awaiting placement in one of DJJ's treatment programs or facilities. There are twenty-two RYDC's located throughout the state.
Restitution Payments Method for holding offenders accountable for the harm caused in criminal offenses by having the offender pay the victim for financial loss resulting from the crime or delinquency. The juvenile courts determine the amount of restitution to be paid to the victim and DJJ facilitates and monitors the payment schedule.
Restorative Group Conferencing A Balanced and Restorative Justice (BARJ) practice used to facilitate the repair of harm by bringing together victims, offenders, and community members to decide how to hold offenders accountable for the harm caused by the offending crime. In 2006, DJJ conducted a pilot program in the southeast region of Georgia and plans to provide Restorative Group Conferencing statewide by the end of 2007.
School-based Supervision To strengthen supervision of DJJ youth and increase school partnerships, JPPS officers are establishing their offices within middle high and high schools. School based officers have more contact with youth, parents and school personnel and can closely monitor youth behavior and interactions. Officers can also provide more effective and immediate responses to problems, and focus on school success for each DJJ youth. Youth behavior research indicates that school success is the best predictor of adult success.
Secure Detention Regional Youth Detention Centers (RYDC) provide temporary, secure care and supervision of youth who are charged with crimes or who have been found guilty of crimes and are awaiting disposition of their cases by juvenile court. Additionally, youth committed to DJJ are frequently held in secure detention while awaiting placement in one of the department's treatment programs or facilities.
Senate Bill 440 (SB440) Refers to the School Safety and Juvenile Justice Reform Act of 1994 (SB440). Among other things, this legislation modified the jurisdiction of the juvenile court to provide that the superior court has exclusive jurisdiction over children ages 13-17 who are alleged to have committed one of the following offenses (commonly referred to as the "Seven Deadly Sins"): aggravated child molestation, aggravated and sexual battery, aggravated sodomy, murder, rape, voluntary manslaughter, or armed robbery with a firearm. Prior to indictment, the district attorney may elect to send the case to juvenile court.
Suicide Prevention Automation DJJ secure facilities have a well defined suicide prevention program that automates the assessment, classification and notification to all staff of youth at risk of self harm. This system increases supervision by security and mental health staff. However, the paper documentation of the
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supervision does not allow for proper management and oversight by facility administration and the Office of Behavioral Health Services (OBHS). OBHS will work with OTIS to automate the documentation which will allow us to generate management reports and be better able to identify problem areas.
Succession Planning The process of identifying employee talents and fostering employee development in order to prepare them to assume key leadership roles as these positions become vacant in the organization
Systems of Care A youth-centered, family-focused approach to serving juveniles with emotional disturbance in the community. The three current pilot programs in the state have established partnerships with parents, youth, and school-systems, all youth-serving agencies and organization in the region as well as the Georgia Department of Human Resources Division of Mental Health, Developmental Disabilities and Addictive Diseases. The Systems of Care approach is expected to expand into other regions by late 2007.
Transitioning Youth Youth assigned to long term commitment in YDCs require service planning before their arrival, during their stay and after their departure from the YDC. Multiple assessment activities generate service and treatment plans for the youth. The overall needs for criminogenic behavioral modification, education and medical and mental health are addressed by providing appropriate mentoring, education, supervision, therapy, counseling, and medication management services. Service and treatment goals, objectives, and interventions are established in a plan and are updated as the youth progresses through a YDC and back into the community. DJJ utilizes a shared Juvenile Tracking System (JTS) database as a tool to track the services and treatments required by the youth as the youth moves from secure placement back into the community.
Victims Advocacy Office Approved and budgeted in FY 2007, the newly developing Victim's Advocacy will provide victims of juvenile crime information about offenders, advocacy for victim services, referral to victim services, and facilitation of victim focused practices such as restitution, community services and restorative group conferencing. The office is scheduled to hire a director during 2007 and begin providing services by the end of 2007.
Youth Development Campuses (YDC) Secure confinement campuses for postadjudicated youth in Georgia. DJJ has eight facilities, each designed to serve specific age, risk and gender groups. Each facility provides academic, recreational, vocational, medical, counseling and religious services for the youth in commitment.
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