HomeMy WebLinkAbout2021-06-22 - AGENDA REPORTS - LACO JDF CAMPS (2)29
Agenda Item:18
CITY OF SANTA CLARITA
AGENDA REPORT
NEW BUSINESS
CITY MANAGER APPROVAL:
DATE: June 22, 2021
LOS ANGELES COUNTY JUVENILE DETENTION FACILITIES -
SUBJECT:
CAMPS JOSEPH SCOTT AND KENYON SCUDDER
DEPARTMENT: City Manager's Office
PRESENTER: Masis Hagobian
RECOMMENDED ACTION
City Council discuss the County Division of Juvenile Justice Subcommittee plan, take such
action as deemed appropriate, and otherwise provide direction to staff.
BACKGROUND
On September 30, 2020, Governor Newsom signed Senate Bill 823 (Chapter 337, Statutes of
2020)
responsibility for the custody, treatment, and supervision of youth who would have otherwise
been subject to a Division of Juvenile Justice disposition to counties, effective July 1, 2021.
The Division of Juvenile Justice population consists of individuals, between the ages of 12 years
old and 25 years old, who have committed a Serious Juvenile Offense,
Section 290.008(c). These serious crimes include murder, attempted murder, rape, arson, and
robbery.
Additionally, Senate Bill 823 requires counties to create a subcommittee, known as the Division
of Juvenile Justice (DJJ) Subcommittee, within their respective Juvenile Justice Coordinating
Councils, to develop a plan describing the facilities, programs, placements, services, supervision,
and reentry strategies needed to provide appropriate rehabilitative and supervision services for
the DJJ population.
On June 9, 2021, the Los Angeles County (County) DJJ Subcommittee submitted a report and
initial plan, as required by Senate Bill 823 to the County Board of Supervisors. The County DJJ
Subcommittee report and plan are attached to this staff report.
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The County DJJ Subcommittee Plan (Plan) recommends that, beginning July 1, 2021, and
following the conclusion of discussions with the
within the County will be temporarily placed at Campus Kilpatrick, located in the City of
Malibu, until renovations have been completed at Camps Scott and Scudder, located in the City
of Santa Clarita (City). The Plan recommends that Camps Scott and Scudder serve as the long-
term County facility for County male DJJ youth.
The City was never contacted or consulted regarding any consideration or decision that Camps
Scott and Scudder serve as a long-term facility for the DJJ population. Furthermore, it is unclear
what factors were considered by the County DJJ Subcommittee in selecting Camps Scott and
Scudder as the long-term facility or any efforts made by the County DJJ Subcommittee in
engaging with members of the community.
Although the approval process for the County DJJ Subcommittee recommendation is unclear, at
this time, Supervisor Barger opposes Camps Scott and Scudder to serve as the long-term facility
for DJJ male youth.
ALTERNATIVE ACTION
Other direction, as provided by the City Council.
FISCAL IMPACT
The resources required to implement the recommended action are contained within the City of
Santa Clarita's adopted FY 2020-21 budget.
ATTACHMENTS
County Report and Plan for Transfer of DJJ
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COUNTY OF LOS ANGELES
PROBATION DEPARTMENT
9150 EAST IMPERIAL HIGHWAY – DOWNEY, CALIFORNIA 90242
(562)940-2501
ADOLFO GONZALES
Chief Probation Officer
June 9, 2021
TO: Supervisor Hilda Solis, Chair
Supervisor Holly J. Mitchell
Supervisor Sheila Kuehl
Supervisor Janice Hahn
Supervisor Kathryn Barger
FROM:Adolfo Gonzales, Chief Probation Officer
Chair, JJCC - JJRBG Ad-Hoc Subcommittee
SUBJECT: PREPARING FOR THE CLOSURE OF THE DIVISION OF JUVENILE
JUSTICE PLAN – TRANSFEROF STATE’S RESPONSIBILITY FOR THE
CUSTODY, CARE, TREATMENT AND SUPERVISION OF DJJ YOUTH TO
THE COUNTY (ITEM 57-D, AGENDA OF FEBRUARY 9, 2021)
On February 9, 2021, on motion of Supervisors Mitchell and Kuehl, the Board of Supervisors
(Board):
1.Instructed the Division ofJuvenile Justice (DJJ) Subcommittee(Subcommittee) of
the Juvenile Justice Coordinating Council (JJCC), whose membership is
established by state legislation,toconsult with local justice, health, community, and
other relevant stakeholders, toreportback in writing in 120 days with:
a.R
ecommendations that consider and incorporate, where appropriate, the Youth
Justice Work Group’s recommendations, including those from the report entitled,
“Youth Justice Reimagined: Recommendations of the Youth Justice Work Group
DJJ Transition Team”; and
b.Submit its final DJJ plan (Plan)for approval by the Board of Supervisors(Board)
prior to submitting the Plan to the State and institute a standing report back to the
Board on an annual basis to update the Plan as needed.
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The following provides: 1) a summary of the key highlights relative to the Subcommittee’s
development of the FY 2021-22 Plan; 2) a general overview of Senate Bill (SB) 823, its
requirementsand eight Plan elements (Subcommittee Composition; Target Population;
Programs and Services; Juvenile Justice Realignment Block Grant Funds; Facility Plan;
Rebuild Lives and Provide for Healthier and Safer Communities
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Retaining the Target Population in the Juvenile Justice System; Regional Efforts; and Data);
3) the Subcommittee’s recommendations; 4) a general overview of the Plan’s elements; and
5) Next steps.
I. SUMMARY OF KEY HIGHLIGHTS
As a result of SB 823, effective July 1, 2021, counties will be responsible for the custody,
treatment, and supervision of youth who would have otherwise been subject to a DJJ
disposition. Attached for your Board’s consideration is the Subcommittee’s final DJJ Plan.
Although we have had informal meetings with labor representatives, we are required to
officially meet and confer due to the impact to working conditions. Currently, youth with a
DJJ disposition are housed at Barry J. Nidorf Juvenile Hall pending transfer to the State.
Beginning July 1, 2021 and after we have concluded discussions with our labor partners,
male DJJ youth will be placed at Campus Kilpatrick in Malibu, until renovations for a small
group model environment have been completed at Camps Scott and Scudder, located in
Santa Clarita and female DJJ youth will be placed at Dorothy Kirby Center, located in
Commerce.
The estimated funding allocations for Los Angeles County for FYs 2021-22, 2022-23
and 2023-24 are $8,298,608, $24,582,658, and $40,725,895, respectively. The first
allocation for eligible counties is to be made by September 1, 2021, and each
September 1, thereafter.
In developing the FY 2021-22 Plan, the Subcommittee considered and incorporated, where
appropriate, the Youth Justice Work Group’s recommendations, including those from the
report entitled, “Youth Justice Reimagined: Recommendations of the Youth Justice Work
Group DJJ Transition Team.”
Upon your Board’s approval, we will provide the Plan to the State, as they do not require a
formal submission for the FY 2021-22 Plan. In addition, we will work with your Board’s
Executive Office to calendar a standing report back to your Board on an annual basis to
update the Plan, as needed, and obtain your Board’s approval of each annual plan,
beginning with FY 2022-23 Plan forward.
II. SENATE BILL 823
SB 823 Overview
On September 30, 2020, the Governor signed Senate Bill (SB) 823 directing the
closure of DJJ and the transition of those responsibilities to the counties. Commencing
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July 1, 2021:
DJJ will stop accepting new commitments while any youth currently housed at
that time will continue to remain with DJJ for the duration of their disposition.
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Counties will be responsible for the custody, treatment, and supervision of youth
whowouldhaveotherwisebeensubjecttoaDJJdisposition.
SB 823 (Section 1995) directs each county's JJCC to submit a DJJ Annual Plan to the
newly established State’s Office of Youth and Community Restoration, describing the
facilities and placements, programs and services, and reentry and supervision
strategies effective for FY 2022-23 forward.
In addition, the State established a Juvenile Justice Realignment Block Grant (JJRBG)
Program to provide counties with funding, appropriated through the General Fund, to
support the aforementioned services. The JJRBG allocation is based on a formula that
factors a county's DJJ commitments, adjudications for certain violent offenses, and the
general youth population. The estimated funding allocations for Los Angeles County for
FYs 2021-22, 2022-23 and 2023-24 are $8,298,608, $24,582,658, and $40,725,895,
respectively. The first allocation for eligible counties is to be made by September 1,
2021, and each September 1, thereafter.
SB 823 Requirements
To be eligible for JJRBG funding, counties are required to:
Create a subcommittee of the multi-agency Juvenile Justice Coordinating Council
(JJCC) to develop a plan describing the facilities, programs, placements, services,
supervision, and reentry strategies needed to provide appropriate rehabilitative and
supervision services for the target population;
Form the subcommittee with required members (chief probation officer, as chair, one
representative from the district attorney, the public defender’s office, the department
of social services, the department of mental health, the county office of education or
school district, and a representative from the court, with no fewer than three
community members with experience providing community-based youth services,
advocates, or people and direct experience in the juvenile justice system); and
Submit a plan to the State’s Office of Youth and Community Restoration describing
facilities, placements, programs and services and reentry and supervision services
for youth treated locally, for FY 2022-23 forward.
JJRBG Plan Elements
To assist counties in the development of their plans, the Chief Probation Officers of California
created a template that was adopted statewide. As reflected in the attached plan, the JJRBG
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Plan Elements are:
Part 1: SubcommitteeComposition
Part 2: Target Population
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Part 3: Programs and Services
Part 4: Juvenile Justice Realignment Block Grant Funds
Part 5: Facility Plan
Part 6: Retaining the Target Population in the Juvenile Justice System
Part 7: Regional Efforts
Part 8: Data
These elements are further discussed in Section IV of this report.
III. SUBCOMMITTEE’S RECOMMENDATIONS
In developing the attached FY 2021-22 Plan, the Subcommittee consideredCountywide
Justice reform efforts and the work ofthe Youth Justice Work Group including
recommendations from the report entitled, “Youth Justice Reimagined: Recommendations of
the Youth Justice Work Group DJJ Transition Team.”
Notably, the Subcommittee largely concurred with the Youth Justice Work Group’s
recommendations and is submitting a plan for your Board’s approval that includes:
Reliance on multi-disciplinary case planning
Delivering programs focused on healing and youth development
Providing a more therapeutic, home-like environment/small group model
Placing male youth temporarily at Campus Kilpatrick -later at Camps Scott/Scudder,
once renovations are completed (pending meetings with labor partners)
Placing female youth at the Dorothy Kirby Center
Ensuring ongoing contact, connection and relationship-building between youth and
their families
Utilizing Credible Messengers in the facilities
Selecting vast, outdoor green spaces for healing and focused programming
Providing restorative justice/victim awareness programming
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The Subcommittee also largely concurred with additional ideas arising from the Youth Justice
Work Group’s work and will continue to consider recommendations, including the following:
Implementation of YES Teams
Identify secure alternatives to DJJ in the community (Step-Down) and/or non-secure
facilities
Exploring care-first staffing models for this unique population
IV. FY 2021-22 PLAN OVERVIEW
The following provides an overview of the FY 2021-22 Plan based on its eight elements.
Ad-Hoc Subcommittee Composition
The JJCC adopted a Resolution to create the JJRBG Ad-Hoc Subcommittee on
January 14, 2021. The JJRBG Ad-Hoc Subcommittee participated in 13 meetings; conducted
eight site visits to operational and closed Probation Department sites over three days; and
received 23 presentations from various individuals, which included youth-serving departments
and community-based partners, parents, formerly incarcerated youth, and other pertinent
stakeholders. The presentations were held as an opportunity to increase the Subcommittee
members’ awareness in various areas, that were key to the development of the FY 2021-22
Plan.
Target Population
The County’s realignment target population includes youth who are adjudicated to be a ward
of juvenile court for serious violent felonies as described in Welfare and Institutions Code
(WIC) Section 707 (b) or sex offenses as described in Penal Code (PC) Section 290.008 (c).
For FY 2021-22, we anticipate there will be approximately 60 such youth. The service needs
for this population have been identified asa comprehensive education/vocational program,
family support & engagement, substance use, mental health/health, transformative mentoring,
job readiness, healing/restorative justice, cognitive rehabilitative therapy, and youth
leadership/advocacy.
Programs and Services
The County’s JJRGB programs and services arebased on the Positive Youth Development
framework which is a holistic approach that focuses on youth strengths and assets instead of
deficits and problems, emphasizing building positive relationships, supporting the
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development of skills and competencies, and connecting youth to educational, employment,
civic, and cultural opportunities. Youth development programs prepare youth to meet
challenges of adolescence by focusing on cultivating their strengths to help them reach their
full potential.
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Consistent with the Youth Justice Workgroup’s “DJJ Transition Team Final Report,”
programming will focus on healing and youth development and will include robust educational
opportunities with the capacity for vocational training, culturally rooted trauma informed
healing groups, individual cognitive behavioral therapy, transformative mentoring/credible
messengers, family engagement and support services, and restorative justice/victims’
empathy awareness, to name a few.
Facility Plan
Beginning July 1, 2021, and after conferringwith our labor partners, male youth who would
have otherwise been committed to DJJ will be placed at Campus Kilpatrick in Malibu,until
renovations for a small group model environment have been completed at Camps Scott and
Scudder, located in Santa Clarita. Female youth will be permanently placed at Dorothy Kirby
Center. In collaboration with the Los Angeles County Sheriff’s Department and the Internal
Services Department, the Probation Department will work with the Board of State and
Community Corrections (BSCC) to ensure compliance with Title 24 mandates before
relocating youth and staff. In addition, the Department will work closely with the Chief
Executive Office (CEO), and other County departments to assess space and funding
requirements that will be submitted as a Capital Project(s).
The JJRBG Ad-Hoc Subcommittee benefited from the work of the Youth Justice Work Group,
labor, youth and community advocates, parents, youth-serving departments, and Probation
staff regarding the appropriate staffing levels and the skills and attributes of the ideal staff.
The themes from those discussions included: focusing special recruitment efforts on staff with
backgrounds in social work, healing, coaching, mentoring, restorative and transformative
justice, mediation, education, seasoned skilled staff with experience with this population able
to work proactively to maintain a safe therapeutic campus. Selected staff will receive
additional training to effectively engage, motivate, and facilitate groups of youth towards a
positive peer culture in which youth feel safe sharing past experiences, traumas, and fears, to
learn new social emotional skills, and reinforce new positive behaviors.
While there were discussions regarding ratios and staffing patterns, the Department
recognizes the statutory meet and confer responsibility and is currently working with the CEO
to formally schedule negotiations over the impacts of employeeworking conditions as a result
of SB 823 implementation.
Retaining the Target Population in the Juvenile Justice System
To facilitate the retention of SB 823 youth in the juvenile justice system, the County will serve
youth through a continuum of effective secure and non-secure alternatives to the criminal
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court system and DJJ, in collaboration with the District Attorney, Public Defender, Courts,
Probation, Alternatives to Incarceration, the Office of Diversion and Reentry, restorative justice
service providers and other relevant stakeholders, to create and invest in a restorative justice
approach to youth crime, including serious, violent crimes, to facilitate the goals of repair and
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accountability at any point viable, before, during or after adjudication and confinement and
engage the leadership of youth formerly incarcerated in DJJ and the adult system and
survivors of serious crimes, in developing the continuum of effective secure and non-secure
alternatives.
Regional Efforts
SB 823 allocated $9.6 millionfor the BSCC to award one-time grants, to counties for the
purpose of providing resources for infrastructure-related needs and improvements to assist
counties in the development of a local continuum of care.
In December 2020, BSCCissued a Request for Information relative to each county’s intent to
house and provide programming for the high needs population specifically noted as: females,
sex offenders and seriously mentally ill youth. The County of Los Angeles’ response did not
indicate potential issues with housing or programming for this population. However, most of
the responding counties did indicate the lack of capacity to serve youth in one or more of the
high needs categories and that they intend to refer these youth to other counties for
appropriate treatment and placement.
The current proposal under review by BSCC would make $4 million available to develop
regional programs to serve youth referred by other counites in the three high-need categories.
Under this proposed distribution, the remaining $5 million would be distributed equitably to all
counties to support infrastructure and improvements need to serve in the in-county
populations of realigned youth.
Data
Collection of data is planned through multiple systems across various programs and services
for youth. This datawill include youth demographics, case management supportive efforts,
youth general health and mental health services, youth educational and vocational services
and training. Additionally, program specific data will also be targeted for collection toanalyze
outcome measures to build continuous improvement processes. The Department intends to
explore opportunities to partner witha researcher and/or a university to conduct an evaluation
study regarding program effectiveness.
V. NEXT STEPS
We will continue meeting withour labor partners regarding the proposed implementation of
the JJRGB Annual Plan, specifically the impact to staff. We will also continue working with
the CEO to determine the budgetary needs for FY 2021-22 for our Department and other
impacted county departments and community-based partners to be included in Final
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Changes. The Subcommittee will continue to meet, as necessary, to update and further
develop the plan for FY 2022-23 forward.
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VI. CONCLUSION
The Probation Department remains dedicated to providing all youth in our care with quality
services and supervision to best help them heal, develop, and thrive as successful
adults. As Chief Probation Officer designees, senior executive staff chaired the JJRBG
Subcommittee and worked cooperatively with Subcommittee members, whose dedication is
reflected in their recommendations and the development of the Plan that we believe meet
the needs of the target youth population.
While the Subcommittee was faced with challenging timelines, we are proud to now
recommend for your Board’s approval, the attached plan and a program that aligns with the
County’s vision of reforming youth justice. We recognize that this is but another significant
step in a longer process of transforming the way the County serves youth and we will
continue to track implementation and outcomes of this particular effort, periodically update
your Board, and evolve and adapt the program as necessary to meet the needs of the youth
involved.
Please contact me if you have any questions or need additional information, or your staff
may contact Brandon Nichols, Chief Deputy, at (562) 940-2511.
AG:BN:FC
Attachment
c: Honorable Victor Greenberg, Presiding Judge of the Juvenile Court
Fesia Davenport, Chief Executive Officer
Rodrigo Castro-Silva, County Counsel
Christina R. Ghaly, Director, Department of Health Services
Jonathan E. Sherin, Director, Department of Mental Health
Max Huntsman, Office of Inspector General
Barbara Ferrer, Director, Department of Public Health
Antonia Jimenez, Director, Department of Public Social Services
Debra Duardo, Superintendent, Los Angeles County Office of Education
Sheila Williams, Senior Manager, Chief Executive Officer
JJCC-JJRBG Ad-Hoc Subcommittee
Justice Deputies
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Juvenile Justice Realignment Block Grant
Annual Plan
Date:
County Name:Los Angeles
Contact Name:
Telephone Number:
E-mail Address:
Background and Instructions:
Welfare & Institutions Code Section(s) 1990-1995 establish the Juvenile Justice
Realignment Block Grant program for the purpose of providing county-based care, custody,
and supervision of youth who are realigned from the state Division of Juvenile Justice or
who would otherwise be eligible for commitment to the Division of Juvenile Justice prior to
its closure.
To be eligible for funding allocations associated with this grant program, counties shall
create a subcommittee of the multiagency juvenile justice coordinating council to develop a
plan describing the facilities, programs, placements, services, supervision and reentry
strategies that are needed to provide appropriate rehabilitative services for realigned youth.
County plans are to be submitted and revised in accordance with WIC 1995, and may be
posted, as submitted, to the Office of Youth and Community Restoration website.
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Contents:
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Part 1: Subcommittee Composition
Part 2: Target Population
Part 3: Programs and Services
Part 4: Juvenile Justice Realignment Block Grant Funds
Part 5: Facility Plan
Part 6: Retaining the Target Population in the Juvenile Justice System
Part 7: Regional Efforts
Part 8: Data
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Part 1: Subcommittee Composition (WIC 1995 (b) )
List the subcommittee members, agency affiliation where applicable, and contact information:
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AgencyName and TitleEmailPhone Number
Brandon T.
Chief Probation Officer
Brandon.nichols@probation.lacounty.gov (562) 940-2852
(Chair)Nichols
District Attorney’s
Alisa Blair Ablair@da.lacounty.gov (213) 257-2937
Office Representative
Luis J.
Public Defender’s
LRodriguez@pubdef.laounty.gov (213) 974-2992
Office Representative Rodrigez
Department of Social
Luther Evans
LutherEvansJr@dpss.lacounty.gov (562) 908-6348
Services
Jr.
Representative
Department of Mental
Karen Streich Kstreich@dmh.lacounty.gov (213) 738-2895
Health
Office of Education
Jewel Forbes Forbes_jewel@lacoes.edu (310) 850-2021
Representative
Tricial Penrose Tpenrose@lacourt.org (213) 633-0684
Court Representative
Bochoa@antirecidivism.org;bochoa@arc-
Bikila Ochoa (213) 955-5885
Community Member
ca.org
Patricia Soung Psoungconsulting@gmail.com (213) 355-8791
Community Member
Josh Green jgreen@urbanpeaceinstitute.org (213) 404-0127
Community Member
Johnie Drawn
Jdrawn4u@yahoo.com (213) 426-0108
Community Member
Jr.
R. Michael
Mckydsr@gmail.com (661) 657-0987
Community Member
Dutton
Additional Subcommittee Participants
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Part 2: Target Population (WIC 1995 (C) (1) )
Briefly describe the County’s realignment target population supported by the block grant:
The County of Los Angeles’s realignment target population supported by the block grant includes youth who were
eligible for commitment to the Division of Juvenile Justice prior to its closure on June 30, 2021, which includes
those adjudicated to be a ward of juvenile court based on an offense described in Welfare and Institutions Code
(WIC) Section 707 (b) or an offense described in Penal Code Section 290.008 (c) (SB 823, Chapter 1.7,
Section 1990 (b)) and their reentry process to the community, including planning and linkages to support
employment, housing and continuing education (SB 823, Section 1995, (3) (D)).
Demographics of identified target population, including anticipated numbers of youth served, disaggregated by
factors including age, gender, race or ethnicity, and offense/offense history:
The County of Los Angeles was established on February 18, 1850 and is one of the nation’s largest
counties, with 4,084 square miles and 10,039,107 residents (as of July 1, 2019), accounting for
approximately 27 percent of the State’s population. The County includes 88 incorporated cities and many
unincorporated areas.
As reported by the United States Census Bureau, of this population (2019), 863,303 youth, ages 11-17 years,
reside in the County and the percentage of these youth race/ethnic groups were as follows:
United States Census Bureau Ethnic Group Breakdown (as of 2019)
%
Non Hispanic, White
16.7%
Black/African American
6.9%
Hispanic or Latino62.1%
Asian
10.5%
Other (including multiracial American Indian and Alaska Native,
Native Hawaiian and Other Pacific Islander)
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Snapshot data for youth on Probation for Calendar Years (2015-2020) include the following, with a more than 50%
decrease in youth on Probation between 2015 and 2020.
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For the specific County identified target Plan population, information is provided by the following
categories:
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Historical demographic information for our County’s 369 Division of Juvenile Justice (DJJ) youth
commitments: (a) by ethnicity, (b) age and (c) gender at the time of Juvenile Court disposition, forCalendar
Years 2015-2020
Historical most serious sustained offense information for 114 youth who received a DJJ disposition forCalendar
Years 2019-2020
Additional historical delinquency information for 114 youth who received a DJJ disposition for CalendarYears
2019-2020
Demographic and most serious sustained offense information for 163 youth with current DJJ
dispositions (as of March 2021)
(a) Historical ethnicity information for the County’s 369 DJJ youth commitments (at time of JuvenileCourt
Disposition) for Calendar Years 2015-2020 include:
Hispanic or Pacific Native
Ethnicity White Black Asian Other Total
Latino Islander American
2015 3% 38% 50% 1% 1% 0% 7% 100%
2 28371 1 0 5 74
2016 0% 40% 54% 0% 0% 6% 0% 100%
0 20270 03 0 50
2017 0% 33% 67% 0% 0% 0% 0% 100%
0 15 300 00 0 45
2018 5% 40% 55% 0% 0% 0% <1% 100%
4 34470 00 1 86
2019 3% 36% 60% 0% 0% 0% 1% 100%
2 26430 00 1 72
2020 7% 12% 81% 0% 0% 0% 0% 100%
3 5 340 00 0 42
Total
113%128 35%218 59% 1 0% 1 0% 3 1%7 2%369 100%
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Between the Calendar Years of 2015-2019, Black youth DJJ commitments ranged from 33%-40% of the total
County commitments; in the 2020 Calendar Year, Black youth made up 12% of the DJJ youth County commitments,
an approximate 68% decrease from the previous years’ averages.
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1.(b) Historical gender information for the County’s 369 DJJ youth commitments (at time of Juvenile
Court Disposition) for Calendar Years 2015-2020:
Gender
MaleFemale Total
2015
72 97%2 3% 74 100%
2016
45 90%5 10% 50 100%
2017
42 93%3 7% 45 100%
2018
7992%78%86100%
2019
67 93%5 7% 72 100%
2020
40 95%2 5% 42 100%
Total
345 93%24 7% 369 100%
There have not been significant percentage changes for male and female County youth ordered to DJJ for the
six (6) Calendar Years (2015-2020) as indicated in Chart/Graph 1b.
1.(c) Historical age information for the County’s 369 DJJ youth commitments (at time of Juvenile
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Court Disposition) for Calendar Years 2015-2020 include:
Ageat
14 15 16 17 18 19 20 21+ Total
Commitment
2015 1 1% 6 8% 13 18% 31 42% 18 24% 3 4% 0 0% 2 3% 74 100%
2016 0 0% 6 12% 8 16% 21 42% 12 24% 3 6% 0 0% 0 0% 50 100%
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2017 0 0% 3 7% 6 13% 19 42% 11 24% 4 9% 0 0% 2 5% 45 100%
2018 2 2% 0 0% 9 10% 14 16% 30 35% 26 30% 4 5% 1 2% 86 100%
2019 0 0% 1 1% 8 11% 21 29% 21 29% 12 17% 5 7% 4 6% 72 100%
2020 0 0% 1 2% 3 7% 11 26% 15 36% 8 19% 1 2% 3 7% 42 100%
Total 3 1% 16 5% 44 13% 106 32% 92 28% 48 15% 9 3% 12 3% 369 100%
As indicated in the previous chart/graph (1c) regarding age at DJJ commitments, the age at commitment began
increasing in 2018, where youth ages 15-17 have decreased and ages18-19 years increased. The passage of
Senate Bill (SB) 382 on January 1, 2016 and Proposition (Prop.) 57 (The Public Safety and Rehabilitation Act of
2016) on November 8, 2016 likely increased the number and age of commitments based on the following:
SB 382 made changes to Fitness Hearings for juvenile offenders by changing factors that the courtmay give
weight to when determining whether a youth should be tried in Juvenile or Adult Court;this comprehensive
information including facts about the crime and the youth’s ability to rehabilitateas well as the Juvenile Court
may give weight to any relevant factor including, but not limited tothose listed under each of the five
criteria. This Bill ensures judges consider the actual behaviorof the individual and his/her ability to grow,
mature and be rehabilitated.
Proposition 57 ended direct filing by the District Attorney, eliminated the presumption of unfitnessand
allowed for the filing of the “Motion to Transfer to Adult Court” for the following two groups ofyouth: a) for
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those ages 16-17, for any felony offense and; b) for ages 14-15, Welfare andInstitutions Code (WIC)
Section 707 (b) offenses where prior to this, the DA could make a fitnessmotion for youth ages 16-17, under
WIC Section 707 (a)(1) for any offense, and under WIC Section707 (c) for youth ages 14-15 for WIC 707 (b)
offenses. Additionally, Prop. 57 also allowed for the
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return of cases from the Adult Court, which had not had the benefit of the Motion to Transfer to Adult
Court process.
2.For the 114 County youth committed to DJJ during Calendar Years 2019-2020, the following
includes their most serious commitment offense:
Youth with DJJ Dispositions (2019-2020) - Most Serious Commitment Offense
Commitment Offense (Most Serious) Commitment Offense Code # of Youth %
Murder PC 187
2925%
Attempted MurderPC 664/187
2724%
Robbery PC 211
26 23%
Assault PC 245
16 14%
RapePC 261
22%
Lewd or Lascivious Acts PC 288
44%
SodomyPC 286
22%
Aggravated MayhemPC 205
22%
Other:
Torture PC206
KidnappingforRobbery PC209(B)(1)
CarjackingWhileArmed PC215(A)
CriminalConspiracy PC182(5)
VoluntaryManslaughter PC192(A)
Forcible Oral Copulation PC 287(B)(1) 65%
Total 114
100%
Other:
PC206 – Torture: 1
PC209(B)(1) - Kidnapping for Robbery: 1
PC215(A) - Carjacking while armed: 1
PC182(5) - Criminal Conspiracy: 1
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PC192(A) - Voluntary Manslaughter: 1
PC287(B)(1) - Forcible Oral Copulation: 1
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As this pie chart indicates, approximately 72% of County youth were ordered to DJJ for Murder/ Attempted Murder
(49% total – Murder-25% and Attempted Murder-24%) and Robbery (23%).
3.For the 114 County youth committed to DJJ during Calendar Years 2019-2020, the following
includes additional information related to their delinquency histories:
As mentioned, the average age of DJJ commitment increased to approximately 18-19 years. Additionally, for youth committed to
DJJ for Calendar Years 2019-2020:
72% (average) had prior arrests/Probation history
15.6 years was the average age when Juvenile Court wardship was declared
66% (average) had prior Juvenile Court ordered delinquency wardship prior to their DJJ disposition
4.As of March 2021, the following includes demographic information as well as the most serious
commitment offense for County youth with current DJJ dispositions:
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The average ages of County youth currently housed at DJJ are on par with the average ages at disposition considering
average length of commitment (approximately 28 months), although this may based on the current average age at
disposition.
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Youth with DJJ Dispositions (as of March 2021) - Most Serious Commitment Offense
Commitment Offense (Most Serious)Commitment Offense Code # of Youth%
MurderPC 1872213%
Attempt Murder PC 664/18767 41%
Manslaughter-Voluntary PC 192 7 4%
RobberyPC 2112716%
Assault PC 245 14 9%
Carjacking PC 215 6 4%
RapePC 26164%
Other: 14 9%
ForceableOralCopulationPC287
Conspiracy PC182
ChildEndangermentPC273
Kidnapping PC209
Lewd or Lascivious ActsPC288
Sodomy PC 286
Total 163 100%
Other:
PC 287 - Forceable Oral Copulation: 2
PC 182 - Conspiracy: 2
PC 273 - Child Endangerment: 1
PC 209 - Kidnapping: 3
PC 288 - Lewd or Lascivious Acts: 3
PC 286 - Sodomy: 3
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Based on historical information, the County approximates that Juvenile Court may order an estimated 60 youth
annually to the County’s Secure Alternative to DJJ as follows:
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Hispanic or Pacific Native Not
EthnicityWhiteBlackAsianOther Total
LatinoIslanderAmericanIdentified
Averages 1 3% 22 38% 30 50% 1 1% 1 1% 0 0% 0 0% 5 7% 60 100%
Gender Male Female Total
Averages 56 97% 4 3% 60 100%
Division of Juvenile Justice Commitments (By Gender)
Data Reflects Approximate Youth with DJJ Disposition
Total 60
4(3%)
Female
Male 56(97%)
0102030405060
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Age at
14 15 16 17 18 19 20 21+ Total
Commitment
Averages 1 1% 5 8% 11 18% 25 42% 14 24% 2 4% 0 0% 2 3% 60 100%
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Additionally, it is anticipated that the averages of prior arrests/Probation history (approximately 72%),
average age (15.6 years) when Juvenile Court wardship was declared and average number of youth
(66%) who had prior Juvenile Court ordered delinquency wardship prior to their DJJ disposition will not
change significantly.
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Describe any additional relevant information pertaining to identified target population, including programs,
placements and/or facilities to which they have been referred.
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Additional relevant information pertaining to the County’sidentified target Plan population, including
programs, placements and/or facilities to which they have been referred is provided as follows:
5.Additional historical delinquency and dependency information for 114 youth who received a DJJ
disposition for Calendar Years 2019-2020
6.Mental health profile for 94 youth with DJJ dispositions from March 2019 – February 2021
5.Historical Delinquency/Dependency information for the 114 youth who received a DJJ disposition
for Calendar Years 2019-2020:
Additionally, for youth committed to DJJ for Calendar Years 2019-2020:
39% (average)of the youthhad a prior Suitable Placement disposition order
53% (average) had a prior Camp Community Placement disposition order
50% had prior Bench Warrant issued by Juvenile Court
86% (average) had prior DCFS referral (inconclusive, unsubstantiated or substantiated)
41% (average) had at least one (1) substantiated DCFS referral
25% (average) had prior Dependency Status (WIC 300 wardship)
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6.The Mental Health profile of 94 County youth sent to DJJ (between 3/2019-2/2021) includes:
Youth primary diagnosis included:
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Additionally:
Many youth have secondary diagnoses
32% of youth had a co-occurring substance abuse/usediagnosis(at least one)
Youth had a history of prior psychiatric hospitalization
o 10% of youth in the sample had at least one psychiatric hospitalization
Youth had prior placement on Enhanced Supervision
o 37% of youth in the sample had been on Enhanced Supervision
Youth had a history of psychotropic medication in the Juvenile Hall
o 75% of youth had been on psychotropic medication
o Many of the sample were currently on medication
o Asignificantnumberoftheyouthweretreatedforinsomniawhichinflatesthe
overall percentage
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Part 3: Programs and Services (WIC 1995 (c)(2))
Provide a description of the facilities, programs, placements, services and service providers,
supervision, and other responses that will be provided to the target population:
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Los Angeles County has taken bold steps over the last several years to transform its youth justice
system, through the creation of the Youth Justice Workgroup composed of a diverse group of youth
leaders, community advocates, service providers, County representatives (including staff from the
Probation Department), and justice partners (DA, defense offices, and the Courts) and the
subsequent adoption of that body’s vision for Youth Justice Reimagined (YJR) that embraces a “care
first youth development approach to youth justice” and “commit\[s\] to transitioning the County’s youth
justice system to the care-first model outlined in the YJWG Report by 2025.” This YJR vision includes
a series of structural changes that will transition \[the\] Juvenile Probation to a Department of Youth
Development (DYD) in a three-phase approach spanning a period of at least five years. It is within
this transformational moment that LA turns to the opportunity to serve youth who would have
previously been committed to DJJ prior to its closure of intake on June 30, 2021.
To facilitate youth well-being as well as public safety, positive youth development is a holistic
approach that focuses on youth strengths and assets instead of deficits and problems; emphasizes
building positive relationships; supports the development of skills and competencies; and connects
youth to educational, employment, civic, and cultural opportunities. Developing and implementing
local alternatives to the Division of Juvenile Justice includes strengthening and better utilizing a
continuum of care, from community-based supports to out-of-home settings (both non-secure and
secure), and reserving secure confinement for youth as a last resort for the shortest duration
possible.
The Los Angeles County Probation Department has collaborated with many visionaries both locally
and nationally to re-imagine the landscape of care and rehabilitation. The facilities are designed to
align with the principles centered in the creation of youth-centered therapeutic environment for
youthful offenders up to the age of 25.
The youth-centered therapeutic environments approach ensures that all collaborative partners
leverage available resources and coordinate approaches in a setting described as a “therapeutic
milieu.” The therapeutic milieu refers to and includes all aspects of the environment within which
youth live and staff work. The milieu is characterized by a “culture of care” and respect among all
persons in the setting (e.g., probation staff, youth, kitchen staff, medical providers, mental health
clinicians, administrators, educators, volunteers, and any other person who provides services) as
well as the formal programming and education elements that are critical to each young person’s
development. The milieu is designed to cultivate opportunities for growth and healing while
promoting personal autonomy and responsibility.
Probation has developed a strategic long-term implementation plan that utilizes the practice areas
1
identified in the Youth in Custody Practice Model (YICPM), and approaches outlined in the LA
Model.
Launched by the Los Angeles County Probation Department at Campus Kilpatrick in 2017, the “LA
Model” was a new approach to juvenile justice in Los Angeles that is focused on the positive
development of youth in small, home-like settings using intensive group processing facilitated by
consistent staff-youth teams. In this environment, youth hold each other accountable for maintaining
a safe, respectful environment, engaging in treatment, and working towards change.
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Facility and Supervision
1
The Youth in Custody Practice Model (YICPM) is informed by research on “what works,” and professional
standards needed to implement best practices for serving youth in custody, and was developed by the
Council of Juvenile Correctional Administrators, the Center for Juvenile Justice Reform at Georgetown
University’s McCourt School of Public Policy (CJJR), and a team of consultants to assist state and county
juvenile correctional agencies to implement a comprehensive and effective service delivery approach
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“LA will pursue a staffing model from across County departments that surrounds youth with a multi-
disciplinary team that is well-equipped with the skills to effectively engage, motivate, and facilitate
groups of youth towards a positive peer culture in which youth feel safe sharing past experiences,
traumas, and fears, to learn new social emotional (soft) skills, and reinforce new positive behaviors”
Staffing will consist of multiple departments in multiple disciplines including Probation who will
provide sufficient staff to ensure adequate implementation of the plan and meet all other licensing
standards.
AfterJuly 1,2021, once we have completed required discussions with our labor unions anduntil
threshold is reached, Campus Kilpatrick will house male youth while we develop Camp Scott as a
longer-term facility and Dorothy Kirby Center will serve as permanent housing for female youth, with
eventual plan for a possible site to be developed for step down or in the community.
Sworn staff selected to work in the facility will have completed the state mandated Juvenile
Correctional Officer Core academy and be trained and assessed for competence in the following
areas:
a. Adolescent Stages of Development
b. Social Learning Model
c. Trauma-Informed Care
d. Motivation, Engagement and De-escalation
e. Use of Force Continuum and Defense Tactics
f. Case Management
g. Core Correctional Practices
Program Design
Practice Area 1: Developing the Individualized Rehabilitation Plan
Upon arrival, the youth will undergo the intake and engagement process and will be introduced to
the various evidenced-based interventions available at the SB 823 facility. A Multidisciplinary Team
(MDT), including the youth, Deputy Probation Officer, Juvenile Cou
rt Heath Services (JCHS),
Department of Mental Health (DMH), Los Angeles County Office of Education (LACOE) staff, and
the youth’s parents, caregiver or supportive adult will provide information to develop an
Individualized Rehabilitation Plan and an Initial Case Plan.
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During intake, youth will receive the following assessments:
Screening / Assessment Purpose of the Screening / Assessment
Instrument
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Los Angeles Risk & Assessment used to determine level of recidivism risk and
Resiliency Checkup-II inform case planning.
(LARRC-II): *
Massachusetts Youth Screening tool used to identify youth at admission/intake that
Screening Instrument might have special mental health needs
(MAYSI-2)
Behavioral Health Assessment which includes trauma, risk of suicide, co-occurring
Assessmentdisorders
Psychoeducational All youth with identified or suspected learning disabilities /
Assessment special needs to receive appropriate tests to establish
Individualized Education Plan (IEP)
Academic and Assessment used to determine abilities, interests and
career/technical education aspirations.
Prison Rape Elimination Act Assessment used to determine risk of being sexually abused or
(PREA) Screener sexually abusive toward others.
Youth Outcome Assessment used to measure how the youth feels inside, how
Questionnaire (Y-OQ®) they are getting along with significant others, how they are
coping with stress physically and behaviorally, and how they are
performing in important life tasks, such as work and school. The
six areas of assessment include:
Intrapersonal Distress (emotional distress)
Somatic Distress (distress presenting physically)
Interpersonal Relations (relationship with parents, other adults,
and peers)
Critical Items (flags need for those requiring immediate
intervention beyond standard outpatient treatment)
Social Problems (socially-related problematic behaviors)
Behavioral Dysfunction (unhealthy behaviors)
Positive Youth DevelopmentPre-test assessment used to determine competencies, skills and
abilities of youth so that case plans are designed to build on
those skills, assets and competencies that empower youth to
reach their full potential.
Note: As tools are updated, information will be included in future Annual Plans.
All youth will receive a completed Assessment that will be utilized to develop an Individualized
Rehabilitation Plan and a comprehensive individualized case plan.
Practice Area II: Providing the Youth with Services and Supports during Facility Placement
Youth will be provided with intentional and targeted interventions using a positive youth development
approach and evidence-based practices which will result in the following objectives:
1.Improve the psycho-social functioning of youth by using evidence-based mental health;
2. Increase the developmental assets of youth by providing healing and trauma informed
services;
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3. Improve educational outcomes of youth by providing individualized educational and
counseling services;
4. Improve family functioning through Family Assessment and Support Team co-case
management services;
5. Improve self-sufficiency through jobs and post-secondary education linkages and
supports.
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Programs and services offered will be predicated on the Principles of Effective Correctional
Interventions which indicates that programs should target criminogenic needs (Antisocial Attitudes,
Values, Beliefs, Antisocial Peers, Antisocial Personality, Family, Education/Employment, Substance
Abuse and Leisure Activities), by utilizing strategies that align with the learning styles and
characteristics (responsivity factors) of the youth to increase their motivation to change.
In alignment with this “what works” research, the following is a sample of anticipated
program/services to be provided to youth while in custody to prioritize the highest needs.
Healing and Restoration
Restoration should articulate restorative justice practices and a comprehensive model to be
implemented/adapted.
Adapted Dialectic Behavioral Therapy
Serves individuals who have or may be at risk for symptoms related to emotional dysregulation,
which can result in the subsequent adoption of impulsive and problematic behaviors, including
suicidal ideation. DBT incorporates a wide variety of treatment strategies including chain analysis,
validation, dialectical strategies, mindfulness, contingency management, skills training and
acquisition (core mindfulness, emotion regulation, interpersonal effectiveness, distress tolerance
and self-management), crisis management, and team consultation.
Individual Cognitive Behavioral Therapy
Intervention for individuals who either have or may be at risk for symptoms related to the early onset
of anxiety, depression, and the effects of trauma that impact various domains of daily living. CBT
incorporates a wide variety of treatment strategies including psycho-education, skills acquisition,
contingency management, Socratic questioning, behavioral activation, exposure, cognitive
modification, acceptance and mindfulness strategies and behavioral rehearsal.
Seeking Safety
Present-focused therapy that helps people attain safety from trauma or Post Traumatic Stress
Disorder and substance abuse. It consists of 25 topics that focus on the development of safe coping
skills while utilizing a self-empowerment approach. The treatment is designed for flexible use and is
conducted in group or individual format, in a variety of settings, and for culturally diverse populations.
Aggression Replacement Training
Multimodal psycho-educational intervention designed to alter the behavior of chronically aggressive
adolescents and young children. Its goal is to improve social skills, anger control, and moral
reasoning. The program incorporates three specific interventions: skill-streaming,anger control
training, and training in moral reasoning. Skill-streaming teaches pro-social skills. In anger control
training, youths are taught how to respond to their hassles. Training in moral reasoning is designed
to enhance youths’ sense of fairness and justice regarding the needs and rights of others.
Education
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Los Angeles County Office of Education (LACOE) provides educational assessments, instruction,
career technical education, and counseling. Services range from academic, acceleration,
enrichment, social emotional counseling, academic counseling, parent education, workforce
development, and career technical education.
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Los Angeles County Library provides educational enrichment to build upon a youth’s competencies
and build motivation by building assets and competencies through Library services and resources.
Services and resources include, but are not limited to online databases with reading, research, and
entertainment (music and movies) materials; online and in-person programs that focus on life skills,
science technology engineering, arts and mathematics (STEAM), cooking, building and music which
promotes healthy adolescent development. The Library also provides tutoring and book clubs while
utilizing clinical social worker librarians and peer advocates to implement many online programs,
which demonstrates the library's commitment to provide opportunities for growth and employment
to young men of color that will project an image of positive outcomes to youth that share similar
backgrounds and have experienced the same challenges.
Substance Abuse
Department of Public Health (DPH) Substance Abuse Prevention and Control (SAPC) manages the
delivery of a full spectrum of specialty Substance Use Disorder (SUD) wrap-around services through
the Client Engagement and Navigation Services (CENS) program. CENS counselors will provide
remote SUD services (such as screenings, patient education, and case management services) and
connect youth to a continuum of substance use disorder (SUD) treatment servicesincluding
outpatient, intensive outpatient and residential treatment programs, and recovery supportive
services. CENS will serve as a resource hub for participating youth throughout their treatment while
in-custody and as they return and reintegrate into the community.
Health
Department of Health Services (DHS) – Juvenile Court Health Services (JCHS) provides evidence-
based, standard medical care for the adolescent and young adult population. All youth receive a
health assessment to identify any medical condition(s) requiring further care or treatment and to
identify opportunities for providing preventative care. These services include routine dental and eye
care and immunizations. Routine laboratory and radiologic services are provided on site. Emergent,
inpatient, and specialty care are provided by other DHS facilities as needed. Additionally, nursing
and physician staff provide health education to promote good health and build health literacy.
Mental Health
Los Angeles County Department of Mental Health (DMH) provides all mental health assessments
and services for youth in custody. Services provided by DMH includes:
• On site clinical staff 7 days per week, minimally 12 hours per day.
• Individual and group psychotherapy services, including evidence-based practices
• Psychiatric evaluation and medication management
• Evaluation for Psychiatric Hospitalization
• Crisis Intervention
• Family Therapy, where clinically indicated
• Aftercare Planning
Treatment for Youth Who Have Sexually Offended Buubdinfou;!Dpvouz!Sfqpsu!boe!Qmbo!gps!Usbotgfs!pg!EKK!!)Kvwfojmf!Efufoujpo!Gbdjmjuz!.!Dbnqt!Tdpuu!boe!Tdveefs*
Treatment for youth who have sexually offendedis a highly specialized area of treatment and
requires a combination of behavioral and cognitive therapies to modify distorted thinking patterns,
reduce deviant sexual fantasies and improve social and communication skills. The Integrated Sex
Offender Treatment Program (ISOTP) is a Cognitive Behavioral Therapy program based on the
principles of Social Learning Theory, Trauma Informed Care (TIC), Motivational Interviewing,
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Relapse Prevention and Critical Thinking Errors, have published findings that demonstrate positive
reductions of deviant sexual fantasies, cognitive distortions and negative mental health symptoms.
The Department will explore contracting with the creators of ISOTP to procure the evidence-based
curriculum and case management model.
Research supports that youth who sexually offend differ from the adult population charged with
sexual offenses. Given the different developmental status, brain development, and history of chronic
sexual behaviors, and the importance of family involvement, a different approach is required for
youth who sexually offend.
The nature of behaviors underlying sex offense adjudications range dramatically –from
developmentally normal, to inappropriate to abusive, aggressive and violent behaviors. Research
has established that the motivations underlying adolescent sex offenses are often sexual
exploration, rather than sexual exploitation, and that any sexual misbehavior underlying a youth’s
adjudication is a symptom or extension of other problems for most youth. For only a small percentage
of adolescent sex offenses does the underlying motivation involve a true disorder or deviancy. One-
size-fits-all approaches focused on containing and treating youth adjudicated of sex offenses have
resulted in many negative consequences, including isolation, depression, increased suicidal ideation
and suicide attempts, denied access to education, and fear for their own safety.
A comprehensive assessment of the youth should be conducted post-adjudication which includes
an assessment of factors which contribute to sexual and nonsexual recidivism. Well researched risk
assessment techniques should be used for assessing both these areas. The assessment
additionally should also include appraisal of comorbid psychiatric, neuropsychological, trauma
related, and substance abuse factors.Treatment planning should be individually tailored
accordingly.
Many treatment components outlined in programs for youth who sexually offend are in alignment
with overall programs to improve outcomes for all youth involved in the juvenile justice
system. There is no convincing evidence that specialized treatment programs produce better
outcomes than best practice treatment for justice-involved youth. The County should by default serve
this population through holistic community-based and family-centered supports to the extent
possible.
Practice Area III: Transitioning the Youth from the Facility to the Community
Transition case planning begins upon disposition, re-assessed at the mid-point or every six (60
months and finalized minimally 60-days prior release into the community. The transition plan is
completed through the MDT process which prioritizes education; employment; housing; health care
(including medical, mental health, and substance use treatment); family and pro-social relationships;
and life skills. Family engagement and community support are embedded in the transition planning
process.
Both the Primary Deputy Probation Officer (DPO – in custody) and the Secondary DPO (in
community) are members of the MDT and begin working with the youth and family/supportive adults
upon disposition. A Credible Messenger will be assigned to work in collaboration with the DPO,
upon the youth’s arrival at the facility. The Credible Messenger and the Secondary DPO, as
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community experts will be responsible for ensuring that community connections and supports are
coordinated, comprehensive and immediately available upon the youth’s release. They will work
with the family to ensure stability and that necessary supports are in place.
Practice Area IV: Support Youth in the Community
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Economic and housing stability are the highest priority areas, and the following resources and
programs are provided to ensure these basic needs are met.
Basic Needs
Food and other forms of relief -Youth exiting care are assessed for eligibility and referred to the
Department of Public Social Services (DPSS) to access a variety of state and federal benefits such
as:
•Medi-Cal: Provides comprehensive medical coverage to eligible individuals including
Former Foster Youth (FFY) 18 years old or older and Young Adults 19-25.
• CalFresh: Is a food benefit program for individuals or families who have limited income
and resources to buy the food they need to stay healthy. Youth, 16-24 years old, are
potentially eligible to CalFresh.
• General Relief (GR): Is a County funded program, which provides cash and supportive
services to single adults 18 years old and older.
• General Relief Opportunities for WORK (GROW): Is a program designed to remove
employment barriers and transition GR participants from cash aid to self-sufficiency.
• CalWORKs: Is a time-limited cash assistance program for eligible needy families with
children, or pregnant women and pregnant teens.
• Cal-Learn: is a statewide mandatory program for pregnant and parenting teens receiving
CalWORKs, under 19 years of age, and who have not completed their high school
education. The program requires participants enroll in a High School or equivalent
program with the goal of completing their high school education.
• Greater Avenues for Independence (GAIN): Is a mandatory program that provides
employment-related services to CalWORKs participants.
Identification Documents –youth will be assisted to obtain a governmental identification and other
documentation
Transition Care Package - youth will be provided with toiletries and clothing items upon release
Transitional Housing and Independent Living
The Department intends to explore the expansion of current contracts with community-based
providers for transitional housing. Additionally, some youth will be eligible for housing through the
Independent Living Program and AB12 state revenues.
Family Engagement and Community Support
The County intends to implement a robust Family Engagement Model that includes the engagement
and partnership with family members as partners throughout the young person’s stay, specifically at
critical decision points. The research is clear about the benefits of keeping youth connected to their
family while detained. Engaging families and employing them as full partners throughout the
continuum of care is a central tenet of programming for this population and a part of a broader goal
that will facilitate and enhance well-being outcomes that extend through to reentry. Further, family
will be broadly defined to include biological family members, extended chosen family (godparents,
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foster siblings, etc.) and other important people such as mentors, teachers, and coaches. (Ryan
Shanahan, Margaret diZerega (2016). Identifying, Engaging, and Empowering Families: A Charge
for Juvenile Justice Agencies).
Additionally, there will be a deliberate focus to expand and dedicate Family Finding services to
increase the opportunity to locate family members for youth in need permanent supportive adult
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relationships with the possibility of family members serving a dual purpose, as possible post release
option and/or as positive meaningful adult connection during the young person’s stay and upon
release.
Further, visiting times will be flexible. Also, families will be included in special meals, special on-site
events, family team & decision-making meetings to build a strong network of support around the
young person and to foster connections with staff. Transportation will be made available for families
to and from the facility for events and visiting.
Understanding families and best practices engaging families is an urgent public health issue
requiring professional attention, best practice training activities, new research and use of
comprehensive intervention approaches as affirmed by best practices, national and local experts.
To that end, the County will explore options to contract expert consultant services with expertise
implementing family engagement models designed to meet the cultural needs of youth through the
context of family. These professional services will also guide training efforts, development of facility
standards, policies and procedu
res. It is anticipated that training facility staff and providers in
learning effective skills in working with youth and families will further develop their engagement,
alliance and validation skills, and motivational enhancements.
In conclusion, service provision will include but will not be limited to:
Transportation for parents
Dedicated Family Finding Resources
Technology upgrades to ensure virtual visitation and increased opportunities for families to
be included in behavioral health interventions and de-escalation efforts
Consultant Services
Staff/Provider Training
Family Finding protocols will be used to find family resources and adult connections for youth
identified without stable housing.
Healing and Restoration
Transformative Mentoring/Credible Messengers
The Credible Messenger program provides integrated and coordinated responses to
transition by facilitating family engagement and collaboration with the MDT to successfully
mobilize community resources by using persons with lived experience who come from the
same communities.
Cognitive Behavioral Therapy
Intervention for individuals who either have or may be at risk for symptoms related to the early
onset of anxiety, depression, and the effects of trauma that impact various domains of daily
living. CBT incorporates a wide variety of treatment strategies including psycho-education,
skills acquisition, contingency management, Socratic questioning, behavioral activation,
exposure, cognitive modification, acceptance and mindfulness strategies and behavioral
rehearsal.
Healing Circles
Restorative Justice Leadership Training
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Education
The Department is continuing to expand relationships with the community college districts to
leverage federal and state education funds to provide dual enrollment of youth in college courses
and successful enrollment and linkages to post-secondary education.
Employment
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The Workforce Development and Aging Community Services (WDACS) leverages federal and state
funds to provide job readiness and experience training for youth in custody and linkages to America’s
Job Centers for employment upon release. Through the Youth at Work and other workforce
investment funding, the County provides subsidized employment, educational stipends and
vocational training funding, which prioritizes the reentry population.The Department will also
contract with Community-Based providers for employment services.
Substance Abuse Treatment and Client Engagement and Navigation
Mental Health Services – individual and family services
Part 4: Juvenile Justice Realignment Block Grant Funds (WIC 1995 (3)(a) )
Describe how the County plans to apply grant funds to address the mental health, sex offender
treatment, or related behavioral or trauma-based needs of the target population:
The County plans to apply grant funds to address the mental health, sex offender treatment or
related behavioral or trauma-based needs of the target population primarily funded through Medi-
Cal and Mental Health Services Act funding that are not available for youth in custody:
As mentioned, Los Angeles County Departmentof Mental Health (DMH) provides all mental health
assessments and services for youth in custody. For additional information, refer to Part 3: Programs
and Services section on Mental Health. Additionally, the Department will explore contracting for
treatment for youth who have sexually offendedusing the evidence-based Integrated Sex Offender
Treatment Program (ISOTP). For additional information, refer to Part 3: Programs and Services
section on Treatment for Youth Who Have Sexually Offended.
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In addition, other trauma related behaviors such as domestic violence, co-parenting, parenting,
family therapy programs may be needed for youth to regain visitation or custody of a child post
release.
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Describe how the County plans to apply grant funds to address support programs or services that
promote healthy adolescent development for the target population: (WIC 1995 (3) (B) )
The dynamics characterizing adolescent development during young adulthood are unique and
complex and have direct implications for those who work this population. Healthy adolescent
development in the broadest sense refers to stages that all youth go through to acquire the attitudes,
competencies, values and social skills they need to become successful adults.
The Positive Youth Development framework presupposes that youth are continuing to change and
develop; and as a practice, Youth Development programs prepare youth to meet challenges of
adolescence by focusing on cultivating their strengths to help them achieve their full potential.
Additionally, further implications drawn from this approach suggest that the youth/young adults’ ability
to develop successfully greatly depends on the support and assistance they receive from the
institutions and people surrounding them. Supportive programs will be designed to recognize, utilize,
and enhance the young person’s strengths while providing opportunities to foster positive
relationships with adult and peers. As a part of the treatment team, Credible Messengers will be one
of the central features of programming, providing both in-facility and aftercare services for this
population. Credible Messengers are people who are recognized and validated by the community
they serve by providing transformative mentoring programming that includes healing circles,
individual mentoring, family engagement, case management, community leadership opportunities,
etc. They easily connect with this population because they come from the same/or a similar
community, were formerly incarcerated and/or involved in the justice system and are skilled and
trained in mentoring young people.
Adolescent Development and Stages of Change training will be provided for staff, agencies, and
community-based providers.
Describe how the County plans to apply grant funds to address family engagement in programs for the
target population: (WIC 1995 (3) (C) )
As mentioned, the County intends to implement a robust Family Engagement Model that includes
the engagement and partnership with family members as partners throughout the young person’s
stay, specifically at critical decision points. For additional information, refer to Part 3: Programs and
Services section on Family Engagement and Community Support.
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Describe how the County plans to apply grant funds to address reentry, including planning and linkages
to support employment, housing and continuing education for the target population: (WIC 1995 (3) (D))
The County will begin aftercare planning on receipt of the order for Secure Alternative Placement.
Aftercare planning will include the assignment of an Aftercare/Transition community-based Deputy
Probation Officer (DPO) and Credible Messenger that will serve also in a secondary/support role with
the on-site treatment team and a primary role in the community with family, caregiver, educational
providers and other behavioral health practitioners to ensure that a viable youth led plan that connects
youth to the resources and opportunities in the community are being pursued and ready for activation,
upon release.
The Positive Youth Development approach will be the cornerstone of the transition strategy and the
Causal Model of Delinquency is the theoretical framework that will guide and inform programmatic
thrusts. Positive Youth Development is founded on the belief that young people are continuing to
grow and change and are best able to navigate through their developmental stages when supported
by prosocial adults and institutions within their ecology. The tenets of the Causal Model of
Delinquency are grounded in social ecological research (Bronfenbrenner, 1979) that presupposes
that behavior is multidetermined through the reciprocal interplay of the youth and his or her social
ecology and that programs, service, people and the social systems where youth are embedded have
the capacity to comprehensively enhance protective factors across all domains. The ultimate goal of
both strategies is to help youth become healthy adults, not just arrest free, but fully prepared
responsible and productive adults.
An additional challenge includes the coordination of multiagency participation that is an extension of
services provided in the facility to wrap around youth and further emphasize and build on the
strengths of family, community and most of all the gains made while incarcerated. The Community-
Based Deputy Probation Officer and the Credible Messenger/Mentor will be principal parties
responsible for ensuring that the pertinent key protective networks are well coordinated. Additionally,
they will also be responsible for coordinating community-based resources for the family to prepare
them for the youth’s return home.
There is a heightened opportunity for relapse if Transition plans are not well coordinated asthis
population will not only be faced with navigating the transition from a well-structured setting to one of
more independence, but also physically and mentally navigating the movement from adolescence to
adulthood as the average age of DJJ disposition is 18 years and the average upon DJJ release is 21
years. Therefore, it is imperative that all living, housing arrangements are immediately accessible
upon release.
The Community-Based phase of the model will deliberately focus efforts to ensure a continuum of
care and support that increases protective factors/assets as opposed to employing practices that
emphasize a deficit/risk-based approach. The family and the natural supports in the youth’s ecology
will also be emphasized and placed at the forefront of the community integration phase.
The aftercare case plan goals, as developed, reassessed from the beginning of the youth’s stay in
the Secure Alternative to DJJ will be accomplished through leveraging resources from governmental
agencies, community-based organizations,faith-based partners and volunteers working in concert to
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support transition plans.
Describe how the County plans to apply grant funds to address evidence-based, promising, trauma-
informed and culturally responsive services for the target population: (WIC 1995 (3) (E))
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The Department will utilize the Principles of Effective Correctional Interventions as the evidence-based
framework to fund programs that address the highest criminogenic need areas of Antisocial Attitudes,
Values, Beliefs, Antisocial Peers, Antisocial Personality, Family, Education/Employment, Substance
2
Abuse and Leisure Activities, while using cognitive behavioral interventions. For specific
interventions, the Department will rely on the Model Programs Guide (MPG) established by the Office
of Juvenile Justice and Delinquency Prevention (OJJDP) to replicate programs that have been shown
to work and fit the community’s needs.
As personal characteristics (responsivity), such as motivation, developmental age, learning
disabilities, intelligence, learning style culture, gender, mental health (depression, history of sexual
abuse), and personality, may interfere or hinder engagement, motivation and efficacy, programs and
3
services will be guided by research and trauma informed.
Staff and providers alike will be trained in approaches that focus on the positive development of youth
in small, home-like settings using intensive group processing facilitated by consistent staff-youth
teams. Small, high-functioning, consistent, collaborative staffing teams will support youth in building
a positive peer culture in which youth feel safe sharing past experiences, traumas, and fears, to learn
new social emotional (soft) skills, and reinforce new positive behaviors, proven to positively impact an
array of sectors, including areas of sexual and reproductive health, mental health, education, crime
and violence (Catalano, 2002; Gavin et al., 2010; Roth 2003).
Therefore, training and competencies of staff will continuously be evaluated and updated to reflect the
following set of principles that will shape the attitudes, behaviors, and organizational culture required
to effectively implement evidence-based, trauma-informed and culturally responsive services:
Evidence and Research Based: All youth services will be informed by research on effective and
promising practices, for the juvenile justice population.
Developmentally Appropriate: Services and programs must be tailored to the specific
responsivity factors of each youth (age, gender, learning style, language, culture).
Family Centered Engagement and Empowerment: Family (includes non-biological supportive
adults, loved by the youth) are recognized as valued partners and part of the decision-making
team that are incorporated into the youth’s individualized treatment plan.
Strengths-Based: Staff and system partners must view youth as individuals who have positive
attributes that can be enhanced through programming that utilizes intentional youth
development practices to effectuate changes to the youth’s social emotional skills (Emotional
Management, Empathy, Teamwork, Initiative, Responsibility, and Problem Solving.)
Trauma Informed: Staff and system partners understands the impacts of trauma and builds
pathways for recovery by recognizing and responding to the signs and symptoms of trauma.
Culturally Responsive: Staff and systems partners value diversity and demonstrate social
competence and sensitivity to cultural differences of groups of people with various
backgrounds.
Coordinated and Cohesive Case Management: Staff and system partners develop coordinated
services through multi-disciplinary team meetings, and case plans so each youth’s team
(supportive adult, youth, teacher, clinician, social worker, treatment provider) are working
together to achieve treatmentgoals and objectives.
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2
Gendreau, P., French, S., & Goinet, A. (2004). What Works (What Doesn’t Work): The Principles of Effective
correctional Treatment. Journal of Community Corrections, 13, 4-30.
3
Hubbard, Dana Jones and Pealer, Jennifer, "The Importance of Responsivity Factors in Predicting Reductions in
Antisocial Attitudes and Cognitive Distortions Among Adult Male Offenders" (2009). Sociology & Criminology Faculty
Publications. 57. https://engagedscholarship.csuohio.edu/clsoc_crim_facpub/57
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Therefore, part of the grant funding will be utilized to cross-train staff and contractors and provide
interventions. The evidence-based interventions utilized will be assessed for utilizing pre-post test
data to ensure program fidelity and efficacy. Existing evidence-based practices such as Dialectic
Behavioral Therapy, Seeking Safety, Mindfulness Based Substance Abuse treatment, and other
cognitive behavioral interventions will be incorporated in the treatment plan for the SB823population.
Describe whether and how the County plans to apply grant funds to include services or programs for the
target population that are provided by nongovernmental or community-based providers: (WIC 1995 (3)
(F))
Many of the programs/services, with the exception of supervision and reentry case management may
be provided by non-governmental community-based providers. As prescribed, funding will pass
through to the Department mandated by municipal code (e.g., Department of Mental Health) for
managed care plans to community-based providers, where appropriate.
The following illustrates a sample of anticipated program/services to be provided known to enhance
protective factors, while targeting criminogenic needs and responsivity factors in-custody and in the
community:
Family
Transportation for Parents (in custody)
Dedicated Family Finding Services (in custody and in community)
Individual/Group Counseling (in custody and in community)
Education/Vocational
Tutoring (in custody and in community)
Education Pathways and Vocational Opportunity Services (in community)
Vocational Training (in custody and in community)
Employment Readiness (in custody)
Employment (in community)
Substance Abuse
Substance Abuse Treatment (in custody and in community)
Client Engagement and Navigation (in community)
Healing and Restoration
Transformative Mentoring/Credible Messengers (in custody and in community)
Healing Circles (in custody and in community)
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Cognitive Behavioral Therapy (e.g. Emotional Regulation/Mindfulness) (in custody and in
community)
Restorative Justice Leadership Training (in custody and in community)
Victim Impact Classes (in custody)
Mental Health – CBO services will be contracted as deemed appropriate by DMH for Cognitive
Behavioral Therapy, crisis de-escalation, psychiatric treatment, etc.
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Positive Youth Development
Arts (e.g. music, literature, drama, dancing, etc.) (in custody)
Leadership/Conflict Resolution (Youth Councils) (in custody)
Leisure –the Department is currently engaged in dialogue with faith-based entities, fraternities and
sororities to assist with volunteerism in various areassuch as: religious services, book clubs,
intramural sports activities, banking, investing, career exploration, etc., which also accomplishes the
goal of youth being connected to prosocial adults,
Housing – the Department intends to explore the expansion of current contractswith community-
based providers for transitional housing
Program Evaluation and Training
Program Evaluation –Probation’s Research Section will develop the framework for the
evaluation and pursue the viability of partnership with a University
Training –CBO/University contracted services
Consultant Services – the Department seeking consultant services to assist with the implementation
of various program components
Part 5: Facility Plan
Describe in detail each of the facilities that the County plans to use to house or confine the target
population at varying levels of offense severity and treatment need, and improvements to
accommodate long-term commitments. Facility information shall also include information on how the
facilities will ensure the safety and protection of youth having different ages, genders, special needs,
and other relevant characteristics. (WIC 1995 (4) )
The County of Los Angeles Board of Supervisors directed the Youth Justice Work Group (YJWG),
facilitated by the Haywood Burns Institute to help lead the first phase of planning “consistent with
and informed by the ongoing work to reimagine the juvenile justice system in the County and
improve treatment for youth in the County’s care.” The planning group consisted of governmental
stakeholders and community-based professionals, guided by an established advisory committee of
youth directly impacted by DJJ to inform the work.
Vision and Values Guiding SB 823 Implementation
The vision for local alternatives to the Division of Juvenile Justice – as is the overriding vision for
youth justice generally – is to improve youth and family wellness and community safety by
increasing access to opportunities to strengthen resiliency and reduce delinquency. To advance
that vision, planning and implementation of those alternatives should be guided by the following
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values:
Holistic, trauma-informed youth development approach
o Justice responses to youth should focus on a continuum of holistic youth development
responses to achieve rehabilitation, healing, public safety and restorative justice.
o A Youth Development approach is rooted in a positive, strengths-based and
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social justice orientation to working with youth, families and communities,
characterized by opportunities that promote a sense of belonging, usefulness and
power by helping youth develop competencies enabling them to grow and lead
healthy, responsible and caring lives.
o Consistent with evidence-based approaches and supportive of holistic, trauma-
informed youth development, a goal is to dramatically reduce the prosecution of youth
in adult court. Therefore, “youth should be served through a continuum of effective
secure and non-secure alternatives to the criminal court system and Divisionof
Juvenile Justice.
o The justice system should make intentional investment in effective community-based
organizations rooted in directly impacted neighborhoods to provide support services
for youth in and out of custody. Re-entry support with connection to the community is
critical and should begin right away.
o Robust educational and vocational opportunities should be provided.
Therapeutic, home-like environments
o Out-of-home placements—both non-secure or secure—should promote healing in a
safe, therapeutic, home-like environment; engage/deliver services within a
therapeutic milieu; and provide reentry services to ensure a seamless and positive
return to the community.
o Facility staffing should prioritize hiring from backgrounds in evidence-based, youth
development approaches to working with youth. All staff must be trained in and
committed to adopting a trauma-informed, positive, youth-centered approach.
Further reducing reliance on detention
Implementing alternatives to DJJ should be consistent with the County’s overall commitment
to further reduce its reliance on detention, consolidate and close remaining facilities where
feasible and redirect cost-savings towards more therapeutic alternatives.
Countywide Systems Coordination
Planning, decision-making and implementation of alternatives to DJJ should leverage, and
be coordinated and integrated with related county initiatives, including the expanding work
of the Office of Diversion and Reentry’s Youth Diversion and Development divisionand
Youth Justice Reimagined.
Family and community engagement
Youth’s family and community should be active participants in their healing.
Period reviews and collaborative decision-making
Periodic court reviews should happen during a youth’s confinement term to discuss the
progress a youth has made – highlighting the skills they have developed to be able to step
down to a less restrictive setting as soon as possible, and engaging multi-disciplinary
perspectives in reporting and decision-making.
Transparency and Accountability, Centering Impacted Voices
Planning and implementation should ensure transparency and accountability across system
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and community-based providers, and center the voices and perspectives of those most
impacted – including youth who are incarcerated or formerly incarcerated, and victims of
serious crimes.
Evaluation and System Improvement
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Policies and practices should be guided by qualitative and quantitative evidence. To improve
outcomes for youth and the community and facilitate transparency and accountability, the
County should collect and report on consistent and meaningful outcomes on the impact and
effectiveness of all facilities, programs, services and other components of local alternatives
on an annual basis (at minimum), and make system, program and practice improvements
accordingly.
Racial Equity
All programs, services and other responses to youth should recognize and reduce the racial
and ethnic and geographic disparities in access to services and more severe outcomes in
juvenile justice processing.
These values support and reaffirm the facility’s programmatic approach and Positive Youth
Development (PYD) framework.
Facility Attributes
Therapeutic, home-like setting
Capacity for vocational/educational training
Vast outdoor spaces
Healing space to accommodate family visits
Youth Classification Strategies
As mentioned, After July 1, once we have completed required discussions with our labor unions
and, until threshold is reached, Campus Kilpatrick will house male youth while we develop Camp
Scott as a longer-term facility and Dorothy Kirby Center will serve as permanent housing for female
youth, with eventual plan for possible site to be developed for step down or in the community.
To fully embrace a systematic approach to reform and to embrace the reimagined youth-centered
therapeutic environments articulated by the LA Model, will require collaborative partners to pool
resources and coordinate approaches in a setting described as a “therapeutic milieu.” The
therapeutic milieu refers to and includes all aspects of the environment within which youth live and
staff work. The milieu is characterized by a “culture of care” and respect among all persons in the
setting (e.g., probation personnel, youth, medical providers, mental health clinicians, administrators,
educators, volunteers, and any other person who provides services) as well as the formal
programming and education elements that are critical to each young person’s development. The
milieu is designed to cultivate opportunities for growth and healing while promoting personal
autonomy and responsibility.
The therapeutic environment must permeate all aspects of the custodial experience, and shall be
integrated into all daily and nighttime activities, and both adults and youth consistently practice and
reinforce the supporting behavior, vocabulary, and strategies. In addition, the program takes
advantage of every opportunity to provide all participants choice and autonomy to encourage
independent practice of the learned skills.
Services provided to the youth will be intended to be achieved in diverse ways (e.g., in individual
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and group settings) and by a variety of service providers including, at a minimum, officers,
educational providers, community-based organizations, religious providers, and mental health
clinicians. However, each individual program or service shall be required to be integrated within
the therapeutic milieu. As indicated in the LA Model, no program operates as a stand-alone service.
This community approach emphasizes collaboration, fostering a refined learning environment that
is an innovative youth-centered approach, rooted in evidence-based practices and trauma-informed
care.
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Probation will utilize the LA Model core components to enhance and modify current practices to
increase positive outcomes for youth and families as well as provide greater support for staff. The
core principles and elements of the LA Model will provide a framework to assist Probation in
improving practices to support enhanced communication, coordination and services for youth and
families in the facility.
The model will guide the paradigm shift in the facility from a custodial focus to a more supportive,
safe, and therapeutic environment for all. This will be achieved by meeting the following objectives:
1.Operational practices will be realigned into small group, supportive living environments.
Staffing, which will include stable post assignments led by a supervisor or DPO III, will allow
for greater staff engagement with youth which develops more positive relationships
consistent with the LA Model principles.
2. All youth will receive purposeful programming, determined to some extent by their length of
stay, legal status, and for committed youth, needs as identified by formal assessments and
case plans developed as part of a continuum of preparation for successful community re-
entry. Programming will include mental health, health, substance use-related, vocational
programming and structured activities in alignment with the principles and practices of the
LA Model.
3. Youth will be engaged by staff to support skill development and healthy behaviors (Positive
Youth Development).
4. Staff will be trained to utilize appropriate rewards and sanctions using a behavior
management program.
5. Staff will be trained and assessed for competence in the following areas:
Adolescent Stages of Development.
Social Learning Model;
Trauma-Informed Care
Vicarious Trauma
Engagement and De-escalation;
Physical interventions Continuum and Tactics;
Emergency Response;
Multi-disciplinary Team (MDT) approaches for behavior management;
Behavior Management Program;
Core Correctional Practices;
6. Policies will be modified based on the LA Model.
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7. Incorporation of resources and stakeholder involvement.
To accomplish the objective of providing enhanced programming to mitigate disruptive behaviors,
the Department will seek to:
Staff the facility with direct supervision staffing
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Increase first-line supervisors.
Add DPO IIs, Treatment and Counseling, to collaborate with DMH in the development of
resource teams to respond to crisis situations.
Add DPO IIIs as trainers, mentors and program specialists.
The conceptualized enhanced staffing model, supported by the principles of the LA Model which is
designed to support a small-group, therapeutic living unit structure to create more positive and
interactive relationships between staff and youth will provide sufficient staff to supervise the youth
in a variety of activities. This model of care is intended to realign the tasks and activities of the
facility staff into job descriptions and roles that are focused on the care and support of youth residing
in our facilities.
Part 6: Retaining the Target Population in the Juvenile Justice System
Describe how the plan will incentivize or facilitate the retention of the target population within the
jurisdiction and rehabilitative foundation of the juvenile justice system, in lieu of transfer to the adult
criminal justice system: (WIC 1995 (5) )
The purpose clause of SB 823 advises that counties should “reduce the transfer of youth into the
adult criminal justice system. Extensive research has shown that sending youth to the adult court
and prison system is ineffective and more harmful to both youth and public safety than keeping
youth in the juvenile justice system. Moreover, youth of color bear the brunt of adult court
prosecution, even when controlling for the nature of the offense and criminal history.
To facilitate retention of youth in the juvenile justice system, the County will:
1)Serve youth through a continuum of effective secure and non-secure alternatives to the criminal
court system and Division ofJuvenile Justice; 2) in collaboration with the District Attorney, Public
Defender, Courts, Probation, the Office of Diversion and Reentry, restorative justice service
providers and other relevant stakeholders, create and invest in a restorative justice approach to
youth crime, including serious, violent crimes, to facilitate the goals of repair and accountability at
any point viable before, during or after adjudication and confinement; 3) engage leadership of youth
formerly incarcerated in DJJ and the adult system and survivors of serious crimes, in developing
the continuum of effective secure and non-secure alternatives.
Part 7: Regional Effort
Describe any regional agreements or arrangements supported by the County’s block grant allocation:
(WIC 1995 (6) )
The County may enter into a regional agreement or arrangement pending the Board of State and
Community Corrections (BSCC) one-time grant as a part of the Regional Youth Programs and
Facilities Grant (RYPFGP) under SB 823 (Chapter 337, Statues of 2020) and how grant funds may
serve overarching DJJ realignment needs related to providing custody, supervision and services for
out-of-county youth on a regional basis and providing specialized programming for the County’s DJJ
realigned youth, including longer-term secure confinement programs and sex-offender, mental
health or gender specific programs.
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Part 8: Data
Describe how data will be collected on youth served by the block grant: (WIC 1995 (7))
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Collection of data pointswill occur through multiple systems across various programs and services
for youth served by the block grant as follows:
Youth related demographics (e.g. gender, age, ethnicity, etc.) and case management
supportive efforts
Youth general health services
Youth mental health services
Youth educational services–through variousagencies providing supportive services (e.g.
Los Angeles County Office of Education, Community College, etc.,)
Youth vocational services and training
Additionally, program specific data points (e.g. number of participants, dosage amount and type,
etc.) and possible survey-based responses (e.g. attitude and behavior, cognitive abilities, etc.) will
also be targeted for collection in order to analyze outcome measures.
Part 9: Data
Describe outcome measures that will be utilized to determine the results of the programs and
interventions supported by block grant funds: (WIC 1995 (7)
Probation will collaborate with subject matter experts to appropriate the necessary information from
established sources, in particular partner stakeholders (governmental agencies, community-based
service providers for the outcome measures. Probation (Research) will work with any form of data
received that consists of (1) program-specific data from probation as well as from partner agencies
and (2) psychometric outcome measures collected at the facilities. Identification of outcome
measures will be made by closely supporting program coordinators and collaborating with program
subject matter experts.
The areas of outcome measures include education, family, substance use, health, life coach,
vocational, positive incentive system, mental health, young-adult counselling, and rehabilitative
programming, which the Department identifies as “current DJJ youth needs.” Some of the programs’
psychometric outcome measures could be used to evaluate change over time in behavior, while
other outcome measures will be used to capture attitudes and cognitive abilities.
Outcomes can be disaggregated by the DJJ youth’s demographic characteristics such as gender,
age, race/ethnicity, which will allow for the identification of disproportionalities of the results of the
programs, if any, among the population served. Dosage amount and type of direct service provided
will also be assessed to identify how the components of the programs may impact the outcomes of
interest. The intermediary assessment results can be used for course correction during the program
implementation to ensure it success. For example, counts, ratios, and standard deviations will be
used to create performance metrics. Probation (Research) will work with operations to provide
technical assistance with developing the tools for any matrix requiring ongoing monitoring and
frequent reporting for progress toward program goals. (i.e. weekly, monthly reports).
Depending on the amount and type of data provided, the analyses can examine pre/post program
outcomes, performance metrics, and factors that impact outcomes. This can be for short-term and
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long-term outcomes. This can be done by using descriptive statistics, paired sample t-tests,
regression modeling, structural equation modeling, propensity score matching, and moderation &
mediation analyses, etc.
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