For the past decade, the 20th Circuit Court Juvenile Services Division has deliberately developed a continuum of cost-efficient services designed to be effective in the treatment of delinquent youth. Services include programs to help first time offenders to alternatives to residential treatment. The primary philosophy is to include family and community when treating delinquent youth, reducing costs substantially. This model has been refined over time and the results have served the youth, their families and the community well.

These programs do not include many other “best practice” programs currently existing in Juvenile Services Division’s continuum of services, but do illustrate the general philosophy of “doing business” in juvenile court. The Court consistently seeks new ways to improve services, including establishing best practices for the industry. These programs are designed with the young offender, their families and the community’s safety in mind, but also save money for Ottawa County and the State of Michigan.

A few of them are identified and described as follows:

Juvenile Community Justice Program

Juvenile residential placements have always been a costly venture for the courts and their funding agents. In early 2003, the 20th Judicial Circuit Court Juvenile Services Division established the State Ward Task Force, which included representatives from the Court, the Prosecutor’s Office, the Sheriff Department, the Department of Human Services, Community Mental Health, and the Ottawa Area Intermediate School District in an effort to explore alternatives for the approximate 62 delinquent youth in residential placement at the time. The 62 youth in residential placement at the time represented over $3,000,000. Through analysis and discussion, it was determined most youth could be treated within the community providing appropriate services were available; thus, the Juvenile Community Program was born.

The Juvenile Community Justice Program contracts for treatment services with two area non-profit agencies. The two agencies provide an outstanding array of services and resources to the youth and their families including but not limited to therapy, foster care, group homes, transportation, prosocial activities, psychiatric, medical and dental care. Payment for the cost of services is based on the individual needs of the youth in the program, and there is also a financial incentive to the agencies for youth who achieve their treatment goals as identified in their treatment plan. A deputy assigned to Juvenile Services from the Ottawa County Sheriff’s Department provides case management and court services for Juvenile Community Justice juveniles. An additional staff member from the Court assists the Deputy and organizes pro-social, group activities; conducts surveillance; and acts as a liaison to the schools. In addition, each juvenile has a community team built around them and their family. The Community Team, which is made up of members of the Juvenile Community Justice Team and community stakeholders, meets once per month for the purpose of finding and utilizing resources within the community. A year-round, community-based school called the Juvenile Justice Institute also provides educational support to those youth in need of a specialized educational program.

This program also serves as a step for juveniles returning from residential placement. Thus, it allows the Court to return a youth from residential treatment earlier than normal, which benefits the youth and their families while reducing costs as a result of fewer residential treatment days.

The Juvenile Community Justice program is a “win-win.” It has been instrumental in reducing placement costs; placements have been reduced from 62 in 2003 to as low as zero during 2010. In its first year the program had total savings of approximately $1.5 million.

The program has also had great success in achieving goals and outcomes set forth for each juvenile. Over the past four years, 90% of the juveniles enrolled in Juvenile Community Justice have been diverted from residential placement or have successfully reintegrated back into the community, and 27% have been juveniles returning from placement. There has also been a 60% increase in grade point averages, 65% increase in employment and/or training opportunities, and a 91% decrease in alcohol/drug use.

By designing this program to meet the individual needs of the juveniles and families of Ottawa County and guiding its evolution over the past six years, it has allowed the Court to continue to be a prudent, fiscal manager of the County and States’ financial allocations. Perhaps more importantly, it has resulted in an effective and useful treatment program for Court-involved youth within their community; such reduction in criminal behavior directly impacts the quality of life within a community. The program’s success can be attributed to its collaborative, wrap around approach; community-based philosophy; professional commitment of all involved; and the intensity of services.

Juvenile Justice Institute

The Juvenile Justice Institute is a year around school that reflects a long-standing, successful partnership with the Ottawa Area Intermediate School District (OAISD) who also partners with the Court by providing a year-round school within the Ottawa County Juvenile Detention Center. With a capacity of 25 students, two teachers and two teacher aides provide community-based, educational programming for juveniles who have been long-term suspended, permanently expelled from school or in need of specialized educational programming due to other issues. It also serves as an adjunct to many of the treatment programs within the continuum of services for youth who are struggling in public school.

The strong partnership with the OAISD allows for cost efficiency in that it maximizes state educational funding and federal educational grants. Such creative funding options offer the community/taxpayer greater educational opportunities for a wider juvenile population and improves public safety by keeping kids who would otherwise be on the streets during the day in school. It gives disenfranchised youth an opportunity to connect with their community through the school environment and to build relationships with teachers.

Challenge Ropes Course

The Court has utilized and managed an experiential learning ropes course since 1994. Although it has been used with juveniles to process issues of teaming, conflict resolution, individual issues of trauma and a myriad of other issues, the Court has consistently recognized the value of the course to the community. Many service organizations, schools, youth groups, professional organizations, County departments and other entities benefit from experiential activities, but historically, these organizations have had to go elsewhere for such a service. In 2010, the Court received authorization to open the course to the external organizations. The Court continues to use the course for juvenile treatment. In addition, staff also assist in group activities, programming and processing. The external parties pay a fee for the services to help defray the costs of the facility.

Alternatives to Detention Programming

Juvenile detention is often perceived to be an effective punishment for juvenile offenders. However, outside of public safety, preventing injury, and preventing flight risk, research indicates juvenile detention is ineffective as a deterrent of juvenile criminal behavior. Thus, the Court has developed community-based alternatives to detention to address antisocial behavior issues. Juveniles spend an average of 3,500 hours per year participating in these programs, which include community service, sex offender treatment groups, psycho-educational groups and several others. This programming allows for the Detention Center to be used for what it was intended—detention.  Such programming also allows for neighboring counties who are in need of detention or treatment beds to use the center. The revenue generated helps offset operating costs.

Reimbursement Schedules

The Court’s recent review and updating of outdated reimbursement schedules and collection efforts has resulted in a significant increase in overall collections, making certain there is a balanced process for those experiencing financial hardship. Annual review and updating of such schedules is an effective way to increase revenue while holding parents and juveniles accountable to at least pay a portion of costs incurred.

Reallocation / Realignment of Staff

Trends within the juvenile justice population should force change within the juvenile court system. What worked yesterday may not be applicable or effective today. Reallocating staff toward building salient programs to address current needs/trends is an effective tool; it also provides an opportunity for the court to develop staff and build on their individual strengths. Such diverse programming benefits the juveniles and their families being served through offering individualized treatment/programming; ultimately, however, it also benefits the community through increased accountability of youth and effective case planning.

Partnerships

The courts need not do everything alone; rather, forming effective partnerships toward the development and implementation of a continuum of service is effective. It allows for the building of external organizational expertise and services while enhancing the ability to obtain grant funding. It also financially supports external agencies. The Juvenile Services Division partners with approximately 25 external organizations such as Catholic Charities of West MI, the Ottawa Area Intermediate School District, Bethany Christian Services, Pathways of West MI, Michigan State University Extension, and others.

Strategic and Succession Planning - Investment in Staff Training

There is a crisis looming among the Courts; baby-boomers are retiring in record numbers and young talent within the courts are not developmentally ready or are looking for “greener pastures” elsewhere. Both age groups represent potential mass exodus and the loss of institutional knowledge. The Courts must prepare for this challenge now.

Strategic planning has been an effective tool for the 20th Circuit and Probate Courts since 2003. Through rigorously planning, the Courts have achieved major accomplishments that include but are not limited to bi-annual customer and employee satisfaction surveys; the establishment of the Legal Self-Help Center for pro se litigants; the establishment of an aggressive internship program; procurement of grant dollars for staff training and staffing of the Legal Self-Help Center; and the establishment of the Courthouse Learning Center. The strategic plan sets forth a blueprint for all members of the Courts’ team to follow and is guided by this mission statement: “To administer justice and restore wholeness in a manner that inspires public trust.” The next step to this process has been to complete a succession planning process to secure a positive future for the Courts.

In simple terms, succession planning is talent management, making certain the right people are in the right place at the right time. In an effort to address the talent needs of the Courts, a succession planning process entitled “Building Bench Strength” (BBS) was initiated that included an organizational readiness assessment, a workforce analysis and an implementation/design plan. Through this research, a model was developed and will be implemented in April, 2011.

Courts are not unique in this concern; it is estimated governmental organizations will be gravely exposed to workforce talent voids as they will be forced to compete for talent within the market. Few courts and other governmental organizations are completing the succession planning process. Nevertheless, to avoid preparing for the future risks the public being exposed to lack of knowledge, skill and poor day-to-day functioning of government.

Female-Specific Programming: The Lighthouse Program

Adolescent females represent approximately 24% - 27% of all juvenile arrests, nationwide, and 36% of the Court’s caseload. These girls reflect extensive histories of trauma, different motivations for criminal activity, and continue to be runaways, incorrigible and/or truant. Historically, the courts have been challenged to address their behaviors. Adolescent girls have substantially different needs than boys. One reasons for repeated offending behavior is due to the lack of female-specific services in the community, including safe shelters.

Using available space in the Detention Center, the Court developed a female-specific program to address the individual needs of adolescent female offenders. The program is designed to be completed in four months, and is open to out-of-county youth based on referral and appropriateness for the program. It provides trauma-informed care in order to address the underlying issues that push girls into criminal behaviors. Court staff work with communities to develop support networks for girls upon their return to their home. Parental involvement is critical in the process.

This type of programming requires therapeutic expertise, and is labor intensive. However, the participants are surrounded by a caring, comprehensive community to help the girls develop coping strategies and skills. It also generates revenue for the County and State through referrals from outside counties.

Future Programs

Juvenile Services is proud to continue its history of implementing best practices. Through Parenting with Love and Limits, an evidence-based family engagement program, the Court will target youth who are medium to high risk for re-offense and/or struggling to stabilize due to the impact of mental health disorders. Institutionalizing the use of validated risk and needs assessments to determine a youth’s risk of re-offense and the individualized needs of the youth will be implemented soon. Data from these assessments will drive programming to target the specific needs of the youth served within Juvenile Services.

 

For more information about the innovative programs at Ottawa County’s Juvenile Service Department please call 616.786.4100.