DOCUMENT RESUME

ED 415 449 CG 028 180

TITLE Juvenile Justice: Building a Safer Future. FloridaDepartment of Juvenile Justice Annual Report, 1996-97.

INSTITUTION Florida State Dept. of. Juvenile Justice, Tallahassee.PUB DATE 1997-11-00NOTE 26p.; Photographs may not reproduce well.PUB TYPE Reports Descriptive (141)EDRS PRICE MF01/PCO2 Plus Postage.DESCRIPTORS Correctional Rehabilitation; *Delinquency; Elementary

Secondary Education; Juvenile Courts; *Juvenile Justice;*Prevention; Program Descriptions; Safety; *State Programs

IDENTIFIERS *Florida

ABSTRACTThe document begins with a Department of Juvenile Justice

overview which lists program priorities and budget information. Thedepartment has three priority issues (public safety, partnerships, andaccountability) which are covered in detail. Focal areas for addressingpublic safety include prevention efforts, prevention and diversion grantfunds, children-in-need-of-services and families-in-need-of-services,intervention tactics, detention, the interstate compact on juveniles,commitment services, and after-care services. Ways in which partnerships arefostered through district boards and county councils, the Florida BusinessPartners for Prevention, direct service volunteer coordination, and the FaithCommunity Network Initiative are also described. The last priority,accountability, in which all agency operations are held responsible forefficient and appropriate operations, is fulfilled by the Juvenile JusticeAdvisory Board; Office of the Inspector General; quality assurance measures;efforts to build equitable programs, services, and practices; and theJuvenile Justice Information System. (RJM)

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Reproductions supplied by EDRS are the best that can be madefrom the original document.

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FLORIDA DEPARTMENT OF

Juvenile

-.1 "PERMISSION TO REPRODUCE THIS' MATERIAL HAS BEEN GRANTED BY

5uset,i4

TO THE EDUCATIONAL RESOURCESINFORMATION CENTER (ERIC)."

ANNUAL REPORT

1996 -9.7

MST COPY AVAILABLE

U.S. DEPARTMENT or EDUCATIONOffice of Educational Research and Improvement

EDUCATIONAL RESOURCES INFORMATIONCENTER (ERIC)

This document has been reproduced asreceived from the person or organizationoriginating it.

O Minor Changes have been made to improvereproduction quality.

o Points of view or opinions stated in this docu-men) do not necessarily represent officialOERI position or poky.

CVY AwinuccA0 R par

FLORIDA DEPARTMENT OF

juveni u.stice

ANNUAL REPORT

1996-97

juvenile juivicit fings a Saler"' Tutu-in

DEPARTMENT HEADQUARTERS2737 Centerview DriveTallahassee, FL 32399-3100850/488-1850

wwvv.djj.stateRus November 1997

Building a Safer Future

1 Cf;, 7 A, r-Yrqucdl ri.Q(...-_4pxt,) fd

Calvin Ross, SecretaryWoodrow Harper, Deputy Secretary

Susan Bisbee, Executive Staff DirectorLegislative Affairs, Boards & Councils Coordination,Public Information, Florida Business Partners forPrevention

Elaine Bryant, Assistant Secretary for Management &BudgetComptroller, Budget & Grants, Finance & Accounting,General Services, Personnel Management,Management Information Systems

Susanne Casey, Assistant Secretary for Executive ServicesData & Research, Contracts Administration, StatewideContract Management, Facility Services, StaffDevelopment, Correspondence Control, QualityAssurance

Janet Ferris, General CounselLegal Affairs

George Hinchliffe, Assistant Secretary forProgramming and PlanningDetention and Commitment, Interstate Compact,Prevention and Intervention, Community PartnershipGrant Program

Perry S. Turner, Inspector GeneralInvestigations, Background Screening, Internal Audit

Rex Uberman, Deputy Secretary for OperationsDistrict Support Services, Juvenile Justice Managers,Dozier Training School

Juvenile Justice

19-9,6V7 Annual G3@pc,A

Tlorida Departmentof Juvenile Justice

VISIONThe Department of Juvenile Justice envisions a safer Floridawhere people experience the benefits of life resulting from thereduced risk of harm caused by juvenile delinquency.

MISSIONThe mission of the Department of Juvenile Justice is to provide afull range of programs and services to prevent and reduce juveniledelinquency in partnership with families, schools, communities,businesses, law enforcement and other agencies. We are commit-ted to a balanced approach that increases public safety, providesdepartment and offender accountability, and affords opportunitiesfor youths to develop into responsible citizens.

PRIORITY ISSUESTo attain this balanced approach, the department addresses threepriority issues in the Agency Strategic Plan: 1996-2001, as follows:

1. Increase public safety by reducing the per capita number ofcrimes committed by juveniles through: (a) improving theeffectiveness and increasing the number of outcome-baseddelinquency prevention and early intervention programs forat-risk youths; and (b) providing for appropriate and effectivelevels of detention and commitment programs and services.

2. Promote local government and community involvement bycreating partnerships focused on delivering juvenile justiceprograms and services specific to district needs and increasingpublic awareness of the department's mission.

3. Build accountability, effectiveness and efficiency measuresinto the juvenile justice system through promoting:(a) program and services quality assurance; (b) technologicalenhancement; (c) qualified work force; (d) culturally-compe-tent, and gender and racially-equitable programs, services andadministrative practices; and (e) conservation of tax dollars.

5

The person who had the most positiveimpact in my life would have to be mygrandmother.

She followed me up when things gotrough, because my birth mother had adrinking problem and a severe drug prob-lem. My mother was never thereshealways chose drugs and alcohol over me.

It was hard growing up. The only care Ihad was when something went wrong or Iwas completely stuck with no food or a placeto stay. My grandma always took me inwith open arms, and at age five you stillremember the sweet things someone did foryou. Even being seventeen years of age youstill kick back with a frown, wondering whylife had to be so complicated. I would doanything for that poor old woman, even if itcame down to giving her a body organ. Shewas a very positive person to me through myrough life, and when times were taken away

with sadness.

I appreciate that one role model I had.Gold or rich material things can neverreplace that one woman who took me in andgave up everything she had planned to raiseme up and teach me right from wrong, andto always be there around the holidays and

give me the spirit of imagination.

I love you, Grandma!

Christian, a juvenile offenderJuvenile Justice Week District Winner"The Person in My Life Who Has Had theMost Positive Impact"

Building a Safer Future

li9VtVY Annucc.,30 L'4-pcwq:

A MESSAGE FROM THE GOVERNOR

Dear Floridians,

Public safety is a top priority of this administration. Secretary CalvinRoss and the Department of Juvenile Justice work hard everyday toprevent juvenile crime and keep our communities safe from dangerousrepeat offenders.

Florida has become a leader in addressing juvenile crime with manysuccessful programs in prevention, intervention, and detention.Through the department, we are implementing a tough, smart andhonest plan that prevents and punishes juvenile crime.

We need every Florida citizen involved in promoting public safety. TheFlorida Department of Juvenile Justice has made great strides to reacheach member of our community through its integrated partnerships.This kind of grassroots connection is part of the key to keeping more ofour kids off the street and out of trouble. We know that dealing withjuvenile justice problems on the front end makes senseand helpsprevent costly prison space later.

Let's do everything in our power to protect our state's most preciousnatural resourceour children. The Florida Department of JuvenileJustice will continue to add innovative programs and services that have areal and lasting impact on our kids. Working together with localcommunities, we are building a stronger, safer Florida.

Sincerely,

LAWTON CHILESGovernor

6 Governor Buddy kikosMig

Juvenile Justice

VC965-V7 Ar.n)CMUccD0 [;2c port

A MESSAGE FROM THE SECRETARY

The Department of Juvenile Justice celebrated its third anniversary onOctober 1, 1997. We are proud to bring you this 1996-97 Annual Reportwhich provides an overview of the department and its role in the juvenilejustice system.

The Florida Department of Juvenile Justice is building a safer future forall Floridiansour stakeholdersby addressing the priority issues ofpublic safety, partnerships and accountability. Building a safer future isnot done solely with "bricks and mortar!" Creating new facilities to housejuveniles after they have committed crimes is one response to a commu-nity illnessa treatment, not a cure. The long-term solution to juveniledelinquency requires a holistic approach. It requires local partnershipsthat provide a full array of resources needed to construct and maintainhealthy families, healthy children, and healthy communities, particularlyin programs and services aimed at prevention and early intervention ofjuvenile delinquency.

Juvenile crime problems will be solved by peopleparents, youths,business representatives, members of the faith community, and servants ofthe publicworking together to help one child at a time make the rightchoice.

As you read this report, I challenge you to envision yourself as part of themany prevention, intervention and placement projects and programsdiscussed. Picture yourself as part of the team, part of the solution. Helpus build a safer future for Florida.

7

Sincerely,

Building a Safer Future a

V6-4PY ArAmx2.10 Owpxexr1

DEPARTMENT OVERVIIEWThe Department of Juvenile Justice is statutorily man-dated to address the following aimed at:

Improving early intervention, delinquency preventionand diversion programs for youths at risk of becom-ing delinquent;Expanding school and educational resources andprograms for dropout prevention, truancy andintervention; andPlanning and managing programs for Children-In-Need-of-Services (GINS) and Families-In-Need-of-Services (FINS), community supervision services,detention centers, community-based commitmentprograms, and other delinquency institutions andfacilities.In order to meet these legislative challenges, the

department developed an agency strategic plan thatestablishes the guidelines for a system of services foryouths. The system begins with prevention programswhich provide youths with alternatives to criminalbehavior. Early intervention and diversion programs areprovided to redirect juveniles from delinquent behavior assoon as possible. Detention and commitment programsare for those youths who become more deeply involved inthe juvenile justice system. As a final component of thesystem, after-care programs are designed to help youthsre-enter society. Together, these programs help turnaround the lives of delinquent youths so they becomeresponsible citizens in their communities.

Although focus is placed on prevention and rehabili-tation, for those juveniles who commit criminal acts, thedepartment:

provides home detention and electronic monitoring;continues to use secure detention for serious juvenileoffenders;continues to improve case management; and0

imposes sanctions through an increasing number ofeffective after-care and commitment programs.To evaluate the return on Florida's investment in

juvenile justice programs and services, the departmentalso has implemented a quality assurance system thatmonitors these programs and services. Programs notmeeting minimum standards will be offered technicalassistance. Programs that continue to fall below expecta-tions will be discontinued.

The department actively pursues public opinion andsuggestions for improving the Agency Strategic Plan on ayearly basis. The planning process includes input fromjuvenile justice county councils and district boards.

Implementation of community-based strategies helpsbuild a safer future. Partnerships are created at all levels,providing public participation in the decision-makingprocess with input from families, civic organizations,schools, law enforcement, the judiciary, state and localgovernment, churches and synagogues, businesses,community leaders, parents and youths.

In FY 1996-97, the department had an operatingbudget of $454,441,270 and a total of 4,782 full-timeemployees. The department is overseen by an executivemanagement team which includes the Secretary, DeputySecretary, General Counsel, Inspector General, DeputySecretary for Operations, Assistant Secretary for Manage-ment and Budget, Assistant Secretary for Programmingand Planning, Assistant Secretary for Executive Services,Executive Staff Director, 15 District Managers and theSuperintendent of the Arthur G. Dozier Training School.The executive management team, and the areas theymanage, work together to address the three priority issuesin the department's strategic plan.

Derpc:3ilcdvavy

(Farm:Gm c:fi OilowGfitOlkg ALIMagApproved OperatiEg Budget

Prevention andIntervention

Programs$137,908,180

31%

Administration$29,112,611

6%

Detention Programs$73,414, 331

16%

Aftercare Programs\ or Services

$26,337,826

ResidentialCommitment$168,009,572

37%

Source: Florida Department of Juvenile Justice

District Operations$19,658,750

4%

Department employees in the 15 districts operate andimplement programs and services that make up thejuvenile justice system. More than 85 percent of juvenilejustice programs in the state are contracted to privateproviders for operation. In most cases, the districtjuvenile justice manager and staff administer and overseethese contracts. The district offices are responsible fordeveloping new programs and services to meet the needsof their varied communities. They work closely with thejuvenile justice stakeholders in their districts to ensureappropriate planning and coordination of all effortsrelated to the juvenile justice system.

The department uses a systemic approach to ensurepublic safety, create partnerships and build accountability.

Juvenile Justice

V 7/ ArainYmi Po

TRIORITY ISSUE 1

Public SafetyPublic awareness of the rapid rise in the number of crimes

committed by juveniles and projected juvenile populationgrowth has fueled citizens' concern for public safety.

Therefore, increasing public safety by reducing juvenilecrime is the department's number one priority. Publicsafety is addressed through both prevention and interven-

tion programs as well as detention, commitment and after-care programs.

PREVENTIONAlong with the support of the community and effectivefamily support, prevention and early interventionprograms can help prevent juvenile crime and increasepublic safety. Prevention programs are designed toreach youths before they enter the juvenile justicesystem. It is the department's philosophy that theseprograms are the best approach for the long-termsolution of juvenile crime in the community. Thedepartment's goal is to improve the effectiveness andincrease the number of outcome-based delinquencyprevention and early intervention programs.

As a guide to reaching this goal, the departmentpublished Preventing Delinquency: A Path to theFuture. This plan provides a framework for planning,funding and evaluating prevention and early interven-tion policies, practices and services. By focusing ondelinquency prevention, juvenile crime will decreaseand public safety will be enhanced.

The prevention plan focuses on four identified majorcomponents that impact a child's healthy developmentin the family and community. Research indicates that ifeffectively implemented at the prevention and earlyintervention levels, programs addressing the followingfour major components will reduce the rate of delin-quency:o Staying in Schoo facilitating successful educational

achievement in appropriate learning environments;o Keeping Busy: increasing opportunities for acces-

sible, structured and supervised time outside theformal learning environment;

o Living Violence-Free: reducing violence in thecommunity, at school and at home; andGetting a Job: increasing the opportunities forsuccessful employment through the development ofa youth's employability skills.

Standard outcome measures for prevention have beendeveloped to assure that prevention and early interventionprograms will prove to be effective. A data collectionsystem for prevention programs is now operational andanalysis of program data should be available during FY1997-98.

1,800,000

1,600 000

1,400,000

1, 200, 000

1,000,000

800,000

600,000

400,000

200,000

0

I Growth of Population through April I2010 for Florida Youth Ages 10-17 F

Bureau of Data and Research

1980 1 1984 1 1988 1 1992 1 1996 1 2000 1 2004 1 2008 1

1982 1986 1990 1994 1998 2002 2006 2010

PRIEVIENTIION AND OIIVIERSIIONGRANT FUNDSThe 1996 Legislature appropriated $6.7 million in generalrevenue to the department for prevention and diversionprograms. The funding was awarded through a grantprocess to 137 community-based organizations statewidefor program areas such as prevention and diversion, after-school diversion, minority over-representation, and high-crime neighborhood mentoring. District juvenile justiceboards and county councils reviewed many of the grantsand made funding recommendations to the Secretary.

District 5: The SMART Choices after-school diversionprogram in Pinellas County serves a minimum of 50 earlyoffenders in the juvenile justice system ages 10 to 15, along

with their families. Youths are diverted from formal courtproceedings and attend this program after school, during the

week and on Saturday. Services include assessment and

referral, counseling, academic assistance and tutoring, life

skills training, vocational training, structured recreation, finearts workshops, community service projects and parent support

classes.

9Building a Safer Future 7

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The Community Juvenile Justice Partnership GrantProgram, funded through the Motor Vehicle TheftPrevention Trust Fund, awarded approximately $5 millionin FY 1996-97 to 125 local programs. Funding recom-mendations are made by district juvenile justice boards andcounty councils based on their local juvenile justice plans.The Community Juvenile Justice Partnership GrantProgram funds prevention and intervention programs thatmust, by statute, target reduction in juvenile crime,reduction in truancy, reduction of in-school and out-of-school suspensions and expulsions, or enhancement ofschool safety.

District 3: The Community Resource Center is a JuvenileCrime, Truancy, Suspension and Expulsion Diversion Pro-gram operated by the Lake City Police Department. Thisafter-school program provides 10 to 17 year old at-risk youthsa safe place to go with a structured environment. The centeroperates five days a week, from 3 p. m. to 8 p.m., during theschool year and is open all day during summer months. Thecenter provides a computer learning lab and tutoring servicesas well as recreation and games.

The Governor's Juvenile Justice and DelinquencyPrevention State Advisory Group, in conjunction with thedepartment, administered more than $3.3 million forprograms in 1996-97. This money is received from thefederal Office of Juvenile Justice and Delinquency Preven-tion (OJJDP). Program areas funded include Title Vgrants for community planning and Title II grants for 23prevention and diversion programs. Also funded byOJJDP is the Challenge Grant Program which has fourpilot demonstration programs located in Dade, Jackson,Palm Beach and Pinellas counties, that help preventdelinquency among girls. In addition, the Challenge

Grant funded a research project to develop an in-depthfemale offender profile and an evaluation study of alterna-tives to school suspensions.

Tr9XaChf.:111J-\'cachiqiiic (CTilitTiV.111)11:rMdtiOn

PACE (Practical Academic Cultural Education)Center for Girls, Inc., continues to be an integralpart of the juvenile justice system. This programspecifically works with females between the ages of12 and 18 to prevent or reduce running away fromhome, being truant, exhibiting out-of-controlbehaviors, dropping out of school, and teenagepregnancies. PACE expanded in 1996-97 and nowoperates in 11 districts.

PACE programs have been evaluated and haveproven to be effective in working with troubledfemales. According to PACE program reports, 70percent of program participants graduated from highschool or returned to their home school; less than 10percent entered or re-entered the justice system; lessthan 10 percent experienced a teenage pregnancyduring enrollment; overall grade point averages forprogram participants increased more than 71percent; post-enrollment reports indicate that sexualabuse of girls in the program was reduced by 67percent; and the number of girls employed followingenrollment doubled.

Multisystemic Therapy (MST) is a familypreservation program designed to treat seriousantisocial behavior in adolescents and their families.The program's emphasis is on promoting positivebehavior changes through the youth's naturalenvironment such as family, peers, friends, school,parents, workplace, and other community partners.Problems in the family system are identified andtargeted for change; strengths in the family systemare likewise identified and used to facilitate change.

The MST program in District 4, Duval County,works with serious chronic offenders. In District 1,Escambia County, the Family-Focused Justice/MSTProgram was established in March 1997, to specifi-cally address cases of domestic violence coupled withsubstance abuse. This year-long program providesintensive in-home and community-based services.The youth and family are monitored extensively bythe presiding judge.

10

C3 Juvenile Justice

199469 Annuui 0(epcopo11

District 5 and 6: The Youth Art Core and Juvenile JusticeArt Program is a cooperative effort between Pinellas, Pasco,Hillsborough and Manatee counties. This program isdesigned to bring the arts (visual, literary and performing) toyouths and helps them channel their energy into positivebehavior. This initiative involves youths in the arts toprevent them from entering the juvenile justice system or fromincreasing delinquent behavior if they are already in thesystem.

CITILDREN-IIIM-NEED-OF-SERVICES ANDIFAMIII.IIES-M-NEED-OF-SEMMESChildren-In-Need-of-Services andFamilies-In-Need-of-Services (GINS/FINS) programs assist families in whicha youth has begun to exhibit at-riskbehavior (e.g., running away, truancy, orungovernability).

The intent of GINS /FINS servicesis to promote the stability and strengthof the family unit and to prevent entryinto the juvenile justice and childwelfare systems. The departmentcontracts with private agencies toprovide GINS /FINS services. Servicesare provided 24 hours a day, seven daysa week. Core services include outreachand prevention, centralized intake,individual, group and family counsel-ing, and temporary residential services.These providers also deliver services such as truancyintervention, prevention outreach, family counseling,independent living skills training, "safe place" coordina-tion and community youth development.

According to the Florida Network of Youth andFamily Services, the association of CINS/FINS providers,more than 56,000 youths and their families receivedservices during 1996. Between 1995 and 1996, thenumber of open cases increased by 24 percent for all theCINS/FINS agencies statewide. In an attempt to respondto the increasing number of youths, the department hasrecently added a staff of 10 GINS /FINS attorneys state-wide who are handling 354 active judicial cases.

It is estimated that 85 percent of the youths servedreturn to their homes. Additionally, 94 percent of youthssurveyed remained in their homes or in appropriateplacement for six months after receiving services. Eighty-

three percent of youths receiving CINS/FINS serviceshave not had further contact with the judicial system,according to the Florida Network of Youth and FamilyServices.

In FY 1996-97, two new runaway shelters wereopened in Okaloosa and St. Johns counties to provideresponsive services to children and families in more ruralareas of Florida. Plans are underway to open facilities inPutnam, Columbia, Lake, Charlotte and Manateecounties in the next fiscal year.

program.

District 10: The Lutheran Ministries' Lippman FamilyCenter of Broward County is a CINS/FINS communitycounseling program for families experiencing problems withchildren up to age 18. The center provides an array ofservices including case management, community outreach,client intake services, and youth and family counseling.

IINTERVENTIIONIntervention services include non-residential, community-based programs, as well as case management (e.g., deten-tion screening, intake and community supervision), after-care services, day treatment, independent living, andjuvenile assessment centers.

Building a Safer Future

9i5)--9 7 An n

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Delinquency case managers are those employees of

the department who supervise delinquent youths oncommunity control and provide intake services to all

youths referred to the department for allegeddelinquent acts. The focus of case management is torecommend and implement interventions that willprevent further acts of delinquency by the offender.

Case management services are community-based andare a cost-effective means of ensuring public safety

while keeping youths at home.

Similar to correctional probation officers,delinquency case managers make recommendations

to state attorneys and courts regarding the disposi-

tion of cases, provide direct supervision services to

youths placed on community control by the court,monitor youths' compliance with the conditions ofcommunity control, interact with residential andnon-residential commitment and treatmentprograms, and coordinate with after-care staff in

performing their daily duties. Delinquency casemanagers also provide and coordinate assessment

activities, including detention screening, risk andneeds classification, recommendations to the state

attorney, and pre-disposition reports and recommen-dations for the court. Case managers performingintake services recommend formal judicial sanctions,

as well as non-judicial diversion programs for

appropriate offenders when possible.

There are 990 career service Delinquency CaseManagers and Senior Delinquency Case

Manager positions throughout the state.

In FY 1996-97 108,324 individualyouth representing 173,447 cases were referred to

Delinquency Case Management for intake

services.

During the same period, 24,821 youths were

placed on community control.

DET'ENTIIONCrime rates and changes in detention admission criteriahave led to a 70 percent increase in detention admissionsover the past five years. According to the Florida Depart-ment of Law Enforcement, juvenile arrests increased 19percent between 1992 and 1996. Arrests for violentcrimes (murder, forcible sex offenses, robbery and aggra-vated assault) increased two percent over the same period.These increases and changes in detention admissioncriteria have placed a strain on Florida's juvenile detentionsystem.

Detention is the placement of a youth in thedepartment's care, custody, and control while awaitingcourt action or placement in a commitment program.Detention is classified as secure, non-secure or home-detention. Youths must meet statutory criteria using arisk-assessment instrument in order to be placed indetention care. The mission of detention is to protect thecommunity, provide a safe and secure setting for staff andyouths, and to ensure juveniles detained will be availablefor scheduled court hearings.

Programs in detention centers are developed to meeta youth's educational, physical training, mental health,and physical needs. Secure detention provides structuredactivities and academic classes throughout the day whileschool, parental supervision, and community youthleaders play important roles in the lives of youths in homeand non-secure detention care.

Coupled with recent funding, the implementation ofadditional prevention and intervention programs, theopening of new residential commitment programs and theconstruction of new detention centers, the situation ofdetention center overcrowding is being addressed. Eightnew detention centers have been approved by the FloridaLegislature and are under construction or are in thedesign phase.

In preparation for projected increases in detentionadmissions, the department will seek appropriate funding,develop plans to expand existing facilities and implementa life skills curriculum statewide in detention centers.The department will also provide improved training fordetention staff in the areas of safety, security, departmentpolicies, programming, professionalism and will improvefacility transportation.

12

Juvenile Justice

4.,.row(kffr.).11 1,7,2)nag

District 14: The Youth Educational Services (YES) projectat the Polk County Detention Center is one of the qualityeducational programs that provides two hours of supplemen-

tal instruction and active programming each Mondaythrough Saturday. Subjects include lift skills, GED prepara-tion and gender-specific topics. The state has contracted withthe Polk County School Board and Human Services Associ-

ates, Inc., to provide these services.

@ozzog. Detention Admissions Florida50,000

In FY 1992-93 there were 30,400 admissions45,000 to secure detention, compared to 51,844 in

40,000FY 1996-97, representing a 70 percent increase.

35,000

30,000

25,000 Iff20,000

15,000

10,000

5,000Bureau of Data and Research

0

75-76 77-78 79-80 81-82 83-84 85-86 87-88 89-90 91-92 93-94 95-96

76-77 78-79 80-81 82-83 84-85 86-87 88-89 90-91 92-93 94-95 96-97

Programming for detention centers includesdaily exercise routines and on-site education.

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Concerned about public safety, increasing numbersof juveniles, and aging conditions of detentioncenters, Secretary Ross personally inspected each ofFlorida's 20 detention centers during fiscal year1996-97. His focus was to assess programs andconditions in all the detention centers and todetermine systematic issues that require additionalresources, funding, or policy and proceduralchanges. As a result, needs were identified in theareas of security, safety, facilities, maintenance,education, programming, human resources andhealth services.

Many immediate changes were made subsequentto the inspection team's findings. In addition, theteam identified exemplary practices that could bereplicated in other centers to make the most effi-cient and effective use of detention resources.

IINTERSTATE compAcar okgJUVENILESThe Interstate Compact on Juveniles (ICJ) was developedin 1955 in order to transfer non-delinquent runawaysand delinquent juveniles across state lines. Floridacurrently has the largest ICJ caseload in the nation. As ofFebruary 1997, there were 2,592 active supervision casesbeing monitored through ICJ. An average of 150 newsupervision cases and approximately 80 juvenile extradi-tion cases are received each month. Florida was instru-mental in developing an official training curriculum forthe National Association of Juvenile Compact Adminis-trators which was adopted by its membership at the 1996Annual Meeting and will be used as the uniform trainingprocess nationwide.

CONIREIITMENT SERVICESCommitment programs provide safety and security forthe public. They are designed to provide accountabilityfor offenders' delinquent behaviors by providing disci-pline, control, rehabilitative treatment and punitivesanctions. A residential program placement is called a"commitment bed." A non-residential program place-ment is called a "slot." Commitment programs fordelinquent youths include:

Minimum-risk, non-residential programs (Level 2),such as day treatment and community supervision,

13

Building a Safer Future 99

9.6 -V Arrit1

Low-risk, residential programs (Level 4), such asfamily group homes and short-term wildernessprograms,Moderate-risk, residential programs (Level 6), such asbootcamps, dual diagnosis programs and intensivevocational work programs,High-risk, residential programs (Level 8), such asbootcamps, serious habitual offender programs, sexoffender programs, andMaximum-risk, residential programs (Level 10) forserious, chronic, and violent offenders.During FY 1996-97, the department's commitment

capacity increased by 1,063 residential commitment bedsand 484 non-residential commitment slots, reaching atotal of 4,201 beds and 3,384 slots throughout the statefor end of FY 1996-97. This represents a 26 percentincrease in Florida's commitment capacity compared toFY 1995-96.

LOCATION-

District 9: The Palm Beach Marine Institute is a mini-mum-risk, non-residential commitment program servingyouth on community control or youths committed to thedepartment. The Associate Marine Institute (AMI) programsuse marine science activities such as boating, scuba diving,boat navigation and fishing to involve youths with educa-tional and vocational programming. An active communityadvisory board is the link to creating numerous opportunitiesfor youths in the community.

District 15: Eckerd Family Youth Alternative, Inc., aminimum-risk, non-residential commitment program, servesboth boys and girls. The program emphasizes communityservice instilling the concepts of individual dignity, self-esteemand self-improvement balanced with community protectionand accountability. Since early 1996, the program has servedas a model for the development of social bonds which haveprovided effective deterrents to delinquency.

# of,at risk, % of total % of all youths % of all youthsyouth.- population referred' committed 4'1

District 1 65,567 5% 4% 6%

District 2 65,303 5%

District 3 49,507 4% 3% 3%

District 4 114,122 8% 12%

District 5 96,298 7% 8% 7%

District 6 114,149 10% 8%

District 7 179,478 13% 13% 15%

District 8 90,174 6% 6% 6%

District 9 85,860 6% 6% 4%

District 10 128,852 9% 9%- 7%

District 11 227,089 16% 13% 7%

District 12 39,637 3% 4% 3%

District 13 62,217 4% 4% 5%

District 14 55,114 4% 5% 7%

District 15 39,998 3% 3% 5%,404441111434:Ra.

"47475:36V

Bureau of Data and Research

As we look to the future, the department will increaseresources to bring additional residential commitmentbeds on line, implement specialized programs for sexoffenders and delinquents with mental health disorders,and implement gender-specific programs for girls. Inaddition, the department will maximize existing residen-tial commitment resources to more effectively andefficiently protect the public and provide offenders withthe skills needed to become successful citizens.

District 6: The Hillsborough GroupTreatment Home is a low-risk residen-tial program that serves up to nine boysages 10 to 13. It provides a family-like environment for young males whoattend on-site schooling, receiveindividual and group counseling andreceive special attention for theirmedical conditions.

District 8: YMCA Character House,which opened August 1996, is aunique commitment facility servinglevels 4 and 6 girls. This facility isdedicated to serving the special needs ofpregnant females committed to thedepartment. Provided the medicalneeds of the infant can be met, aCharacter House resident may keep herinfant with her. The length of stay forboth levels averages five to six months.This is currently the only commitment

program for pregnant teens in the State of Florida.

District 13: The Eckerd Long-Term Wilderness Camps ofE-How-Kee and E-Kel-Etu have well-integrated educationand treatment components. Skills training is included ineach class, lesson or group meeting. A strongcommunity service component includes landscaping, clean-ups, service to the elderly, food drives, and work with Habitatfor Humanity.

14

112 Juvenile Justice

11 WC's-9V Aaragc.

District 2: The Bay County Sheriff'sBoot Camp, in conjunction with GulfCoast Community College, has devel-oped a Drill Instructor CertificationProgram.

District 7: The Orange County BootCamp was completed in June 1997. Itis the seventh and newest boot camp tobe operated in the state. The OrangeCounty Sheriff's Office operates the

program which provides the educational,vocational and therapeutic componentsnecessary for youths to return to thecommunity and contribute positively tosociety.

District 6: Omega, located in ManateeCounty, is one of the two maximum-risk

programs in Florida. The programserves boys, ages 15 to 19. Omega

provides a strong military regimen ofdiscipline, exercise and education to itsyouths. The educational program isprovided through the Manatee CountySchool Board.

10,000

8,000

6,000

4,000

2,000

Delinquency980 -8

Commitmentsthrough 996-9

1 1-1 Commitments

Beds/Slots*

iliureau of Data and Research

0

I I I I I I I I I80-81 82-83 84-85 86-87 88-89 90-91 92-93 94-95 96-9781-82 83-84 85-86 87-88 89-90 91-92 93-94 95-96

* Beds/Slots shown above are at the end of each Fiscal Year.

120,000

100,00

80,000

60,00C

40,00C

20,000

0

HYouths Referred for Delinquency FY 1992-97

-

_,

Bureau of Data and Research

rl 1 :-P92-93 93-94 94-95 95-96 96-97

15

BUilding a Safer Future 93

9 VC) ,e;,--V PITJ Jct.) .1 A-a j2.2-2/ i-±

DW/410111iniitr. aaftea-r:fi

Prompted by three needspublic safety, provisionof long-term custody of and treatment for youths,and the deterrence of youths from entering theadult criminal justice systemsthe Florida Legisla-ture appropriated operating funds for two 350-bedcommitment facilities located in Pahokee and PolkCity. The department opened the two YouthDevelopment Centers in FY 1996-97. Thesefacilities are large, physically-secure congregate-living programs.

The programs are based on a multidisciplinarytreatment approach. While in these facilities, amultidisciplinary team of educators, youth workersand clinicians implement an individualized perfor-mance contract for each offender. Within theinstitutional setting, services such as behaviormanagement, academics, vocational training,mental health, substance abuse prevention, physicalfitness and health care are addressed. Juvenileoffenders are trained, educated, and taught voca-tional and job skills.

The Pahokee Youth Development Center,which opened on January 24, 1997, in District 9, isa moderate-risk, residential program. The averagelength of stay in this facility is six months. ThePolk Youth Development Center, which opened onDecember 26, 1996, in District 14, is a high-risk,residential commitment program. Both facilitiesare physically secure and are designed specificallyfor chronically-delinquent and difficult-to-managejuvenile offenders.

AFTER-CARE SERVICESAfter-care services provide a vital component in thesuccessful transition of youths from residential programsto their homes. While receiving these after-care services,each youth remains in legal custody of the department oncommitted status. After-care services for youths releasedfrom moderate-, high-, and maximum-risk programs aredesigned around two primary models: intensive commu-nity supervision (re-entry) or intensive after-care (daytreatment). In addition, these youths receive priorityconsideration for independent living resources allocated tothe department.

Re-entry services are both state-operated andcontracted. Re-entry combines small caseloads withintensive services that begin while the youth is in theresidential setting. Transition planning from that settingis jointly conducted by the re-entry case manager and theprogram staff. Youths on re-entry status are expected tobe in school, vocational training, or an employmentsetting. Re-entry case managers work with local stake-holders such as law enforcement, school officials, andcommunity-based agencies to ensure that youths receiveintensive supervision and needed services. Services inaddition to supervision include individual and familycounseling, referrals to local agencies, restitution, andcommunity service. The targeted caseload for a re-entrycase manager is eight to twelve youths in the community,and four youths in the transition planning stage.

Intensive after-care is day treatment that is initially aseven-day-a-week service with hours extending into theevening. This facility-based program provides non-residential services for youths until they are ready toattend public school or enter an employment setting.Each youth receives structured intensive supervision,individual and family counseling, education and employ-ment services, life skills training, recreation, and referralto needed community services. Youths with victimrestitution and community service sanctions are requiredto meet their obligations.

Flits &Wm Minh Sgodzigtoseog Om& opened ifitomfffs9 ad,BM70 a3 350 -bed moderate -risk goakll program.

16

9 Juvenile Justice

1 9 96-9 7 Ari,r),uccil ke'repxocrii:

ICRITY ISSUEPartnerships

A single agency cannot change the system. Governmententities at all levels and local communities must be in-volved in the process of creating and delivering juvenilejustice programs. Working to develop and implementpartnerships which' improve the juvenile justice system iscentral to the mission and services of the agency.

i'723111INP.

311110INS A SAFER FUTURE

174

,Ezt.rwap

Secretary CalvinRoss (fit left), Senator John Grant (at,,.

Aoditem), RepreSentative Elvin Martinez, beputy,Secretary .4.Woodrow Harpei; and Senator Locke Burt (far right) readthe winning poems and essays from a statewide competitionamong juvenile justice youths about "The Person In My Life,Who Has Had the Most Positive Impact at the JUVENILE

"JUSTICE Week Kick-Off Rally on the steps of the Historic -r

lc-Capitol. More than 200 youths and their Mentors gathered.Ar this event.

DISTRICT BOARDS AND COUNTYCOUNCILSTwo of the primary avenues for community partner-ships are through the district juvenile justice boards andcounty councils created by the 1993 Florida Legislatureto involve local communities in the planning anddevelopment of local juvenile justice services andprograms. Since their establishment, the boards andcouncils have involved thousands of local leaders andcitizens in addressing the issues of juvenile crime intheir communities. As partners with the department,the boards and councils have participated in variousstatewide efforts and have undertaken local initiatives tomeet the needs of their communities.

The membership of the county councils provides forbroad participation and involvement of the stakeholdersin the juvenile justice system and includes school superin-tendents, teachers, school counselors, local governmentofficials, juvenile justice professionals, members of lawenforcement and the judicial system, social serviceprofessionals, the business community, clergy, parents,youths and any interested community member. Thecounty councils designate members who serve as represen-tatives on the district juvenile justice board. Juvenilejustice boards and councils are active throughout the state,covering all 67 counties and 15 districts in Florida. Whilethe size and structure of the groups vary, the boards andcouncils have more than 2,700 members who are localstakeholders directly involved in addressing juvenilejustice issues in their communities.

The juvenile justice boards and councils provide avaluable volunteer resource in Florida's fight againstjuvenile crime. Working in partnership with the depart-ment, these groups organize and meet on a regular basisto assist the department in its statewide and communityefforts. Each year, more than 700 board or councilmeetings are held. In FY 1996-97 the boards and coun-cils provided more than 30,000 volunteer hoursor3,870 work daysto juvenile justice efforts in theircommunities.

Communication with the boards and councilsthroughout the state is critical to their continued aware-ness of and involvement in juvenile justice issues. Duringthe past year, Secretary Ross held quarterly meetings withthe district board chairs and visited board and councilmeetings in his travels throughout the state. The depart-ment routinely sent out Update Memos to all the boardand council chairs to keep them advised of statewidedepartment activities and issues of interest relating tojuvenile justice. The input and involvement of the boardsand councils in the legislative process were a vital part ofthe department's legislative activities during the year.They assisted in mapping the department's legislativebudget requests and identifying substantive legislativeissues. During the session, the department advised theboards and councils of legislative meetings, bill activityand budget issues through a series of Legislative Noticesand Legislative Alerts distributed on a regular basis.

Building a Safer Future 9a

ilVV&-= Arrirnex-2311

A number of the board chairs worked with departmentstaff to develop a Board and Council Handbook as aresource guide. A brochure for use in recruiting newmembers and informing the public about the boards andcouncils also was developed and distributed statewide.

The first statewide training workshop for boards andcouncils was held in September 1996, providing a forumfor representatives from boards and councils to shareinformation and learn about a variety of issues, such asplanning, business partnerships, the legislative process andprevention programs. Governor Lawton Chiles addressedthe boards and councils at this meeting and stressed theimportant role they play in building a safer future.

ook

vim'-

County Council meeting. Monthlymeetings

various

District 12: BRIDGES (Building Respect, Independence,Development and Growth Through Extended Services), aprogram located in Volusia County built on cooperation andcollaboration between parents, schools, and communityservices, is a cooperative effort of the Department of JuvenileJustice, Office of the State Attorney, Volusia County Schools,

the Department of Children 6 Families, and the Safe andDrug Free Schools program. This comprehensive family-based program is designed to assess the needs and problems of

the families, and youths between the ages of 10 and 16Siblings are encouraged to participate. Program services offerweekly sessions for eight weeks and provide guidance, support

and information to parents so they may better understand thebehaviors, actions, and motivations of their children. Uponsuccessful completion of the program by parents and youth,the Office of the State Attorney may drop the charges againsta youth referred by their office.

TIORIIDA IBUSIINESS PARTNERSFOR PEREVENTIIONFlorida Business Partners for Prevention is a public-private partnership providing business expertise to thedepartment in the areas of prevention and interventionprograms, job training for juveniles, and as needed bySecretary Ross and the executive management team.

This group of volunteers sponsors the Governor'sCommunity Investment Awards to honor businessesvoluntarily involved in juvenile delinquency preventionand intervention programs. In 1997, seven companies(representing nine separate initiatives to provide youngpeople with positive outlets and alternatives to criminalbehavior) were award recipients. The young peopleserved by these seven businesses range in age from 4 to 18years old. The winning businesses alone served more than3,900 youths and provided the personnel resources ofmore than 350 employees. Since the first awards programin 1995, a total of 24 businesses have been recognized fortheir voluntary involvement in juvenile crime prevention.

1, :Dv tusysroontayTraw-6:11.i.f.tAqie erytig.aTivh r.italyiaGgi-z

Governor's Special Recognition: Barnett Banks,Inc.Duval County

This corporation and its affiliates received anaward for three statewide programs: Take Stock InChildren, BarnettPACE Volunteer Initiative, andBarnettAMI Volunteer Initiative.

Governor's Special Recognition: Barnett Bank, N.A.,JacksonvilleDuval County

Barnett Bank, N.A., Jacksonville also received aGovernor's Special Recognition Award for assistingthe Duval and Clay counties Take Stock In Childrenlead agency, Communities In Schools of Jackson-ville, on the local portion of the Take Stock InChildren mentoring and scholarship program.

Governor's Special Recognition: Sunshine Net-workLeon County

The Sunshine Network supported the Depart-ment of Juvenile Justice by providing in-kindproduction services for the "Mentoring Makes ADifference" public service announcements whichpromote the need for mentors and role models inthe lives of juveniles.

18continued on next page

96 Juvenile Justice

1V;,f;,-97 Annucil G2@port

10V-7./ CC,-,:k-ov:=,7-rii5.1071d;":13 (0,71E-72)1,:iatoyultt-sy-

Rip \g,T.siii,wy=._1172(r, /Acji-fifiiiJ2k,:3 kt:ufit_.)

For-profit Corporation: Sun Trust Bank of SouthwestFloridaLee County

Sun Trust Bank and Junior Achievement helped theDistrict Juvenile Justice Office set up a businessdesigned for juvenile offenders to help pay restitutiondue to their victims. Sun Trust was recognized for itswork to fund the Teen Co-op Junior AchievementProgram through foundation and grant awards.

Franchise: Tampa Foods, L.P.Hillsborough CountyTampa Foods, L.P., (d/b/a Wendy's Restaurants)

was recognized for its involvement with Project SafePlace since the program's inception in HillsboroughCounty in 1991.

Independent Business: Delco Oil; Inc.,Volusia CountyDelco Oil, Inc. (d/b/a Fina Express Mart) was recog-

nized for creating and supporting the Volusia Sheriff'sYouth Foundation, which provides opportunities foryouths to create positive relationships with the sheriffs.

Non-profit Corporation: Project Action Foundation,Inc.Pinellas County

The Project Action Foundation was recognized for itsScholarship Program which provides disadvantaged andinner-city children, ages 4 to 18, an opportunity to obtaintraining in dance, gymnastics and the martial arts.

Sox= thsffp co m tfily Il GovernorlY 010:81111119§10 118111000:011e &mai CINYIACOSS3 (WA Szvattioy adoito Mai§ lad

01276§. Omar right) caul? AAA Mamma &maim* &swam aditegum Ro (moms dzziA vaup) llto &DimCligICAR0 of& Mika* C101111

Governor Lawton

19Building a Safer Future 97

1561rVeWW Anwura0 V.wpwAt

DEUCE° SERVIICE VOLUNTEERCOORIDIINTATIION

Volunteers have contributed to Florida's youth in thejuvenile justice system for the past several decades,devoting countless hours and resources to making thejuvenile justice system more effective. Traditionally, thegreatest utilization of volunteers has been in the areas ofreligious activities and alcohol and substance abuseprevention programs. Since the inception of the depart-ment in 1994, a number of partnerships have beendeveloped through board and council activity, BusinessPartners for Prevention and local government, churchesand civic organizations. However, a statewide coordinatedeffort was needed.

In early 1997, the Volunteer Development Programwas created to provide statewide coordination of direct-care volunteersFlorida citizens who freely give theirtime and talents working directly with community youthsin the juvenile justice system. The Volunteer Develop-ment Program serves as the department's point of contactfor the initiation and facilitation of volunteer initiativesthat promote the agency's. mission and strategies.

The mission of the volunteer program is to augmentand enhance the jobs being performed by juvenile justicestaff The volunteer program enables the department toincrease both the quality and quantity of juvenile justiceservices and programs provided throughout the system.Citizen volunteers serve as role models in many areas suchas mentoring, tutoring, counseling, teaching, recreation,office support, family support, job skills training and jobpreparation, and positive use of artistic talents. Alongwith recruiting volunteers, the Volunteer DevelopmentProgram encourages local churches, businesses andorganizations to adopt a program or adopt a facility.

The Volunteer Development Program establishes andmaintains active communication with institutions ofhigher education, state agencies, private and civic organi-zations and other pertinent groups on a statewide basis.Toward this goal, a volunteer coordinator position hasbeen established in each district to work closely with thecommunity in providing systematic recruitment andcoordination of juvenile justice volunteers. To do this, thedepartment was awarded an AmeriCorps VISTA (Volun-teers In Service To America) Grant to fund DistrictVolunteer Coordinators throughout Florida. VISTAprovides full-time, work experience (up to three years)administered in partnership with the department. Thesegrant-funded positions will enable the department toestablish one volunteer coordinator in all 15 districts, aswell as a headquarters position in Tallahassee.

District 2: The Intern &Volunteer Program in District 2has recruited, screened and placed approximately 4,174volunteers and interns since it was started July 1996 Over33,900 hours of volunteer services have been provided.Volunteers are placed in various sites to provide mentorship,tutorial, cultural, educational, recreational, spiritual andadministrative support. There are approximately 45 volun-teer sites in District 2 where a community citizen may chooseto perform volunteer services.

METH COMMUNE/11f NEDTWOREIINTTIINTIIVE

To further the goal of creating partnerships that enhancethe department's mission, the Faith Community NetworkInitiative was established in FY 1996-97 to developpartnerships with the various faith communities through-out the state. This initiative involves faith communitypartners in providing prevention, intervention anddiversionary programs to at-risk and delinquent youths.

The overall goal of this initiative is to establish acomprehensive partnership with the faith community inall 15 districts creating a statewide network of faithorganizations committed to helping Florida's youths avoidcriminal behavior. This network will identify the specificservices available through these organizations. Thisinitiative supports faith-based organizations in their effortsto develop and implement programs that meet the needsof youths and their families. This includes such services asjob placement, educational assistance, mentoring, counsel-ing, recreational activities, after-school programs, follow-up and after-care programs, and other support services.The initiative also establishes a positive, pro-activerelationship with faith leaders to fully involve them in thejuvenile justice system. It is hoped that this initiative willdevelop a faith-based resource of volunteers to work withcommunity youths, both delinquent and non-delinquent.

District 4: The Lighthouse Project is a cooperativeeffort with the department and the faith community inJacksonville. The mission of the project is to recruit theecumenical involvement of faith community leaders andform partnerships with those professionals whose workpositively impacts the quality of life for youths and theirfamilies.

20

90 Juvenile Justice

11 V9Z-97 AIMUiPtiO Report

PRIORITY ISSUE 3,

AccountabilityInternal systems for identifying and addressing unaccept-able performance or disregard for policy have become

essential to the effective operation of any governmentagency. Accountability systems must manage the agency's

operations efficiently while ensuring appropriate checks

and balances. Areas of greatest vulnerability must beidentified, procedures must be defined, employees must be

trained, and compliance must be required. Failuresshould be addressed quickly and fairly so that the

integrity of the system is maintained. Building account-ability is, therefore, another of the department's top

priorities.

JUVENILE JUSTICE ADVISORYBOARDThe Florida Legislature created the Juvenile JusticeAdvisory Board in 1994 to monitor the effectivenessof the juvenile justice system. The board's responsi-bilities include reviewing and recommending policiesgoverning the operation of programs, services, and

facilities operated by the department. The board isrequired to establish and operate a comprehensivesystem to measure and report program outcome and

effectiveness every year for each program operated bythe department, or by a provider under contract with

the department. The board uses this information tomake recommendations to the legislature.

PERFORMANCE-BASEDPROGRAM BUDGETINGIn order to improve accountability and comply with

legislative directives, the department began working

on performance-based program budgeting forimplementation in FY 1998-99. The departmentsubmitted and received approval for three programs:prevention and early intervention, detention, andjuvenile offender.

Draft performance measures have been developedwith provider input and are under negotiation withthe department's stakeholders, including theGovernor's Office of Planning and Budgeting and thelegislature's substantive and fiscal committees.

OFFIICE OF THE IINSPECTORGENERALThe department's Office of the Inspector General is anintegral part of the accountability system providingindependent, reliable audits and investigative services.This includes compliance with statutory mandates andensuring that services are provided to youths. The officeconducts audits and investigates to promote economy andefficiency, and detects and deters fraud, waste, abuse andstaff misconduct. The Incident and Complaint Hotlineoperates on a 24 hour-a-day basis. As of May 1997, over6,000 incidents were reported, reviewed, classified andassigned through the hotline. To further the department'smission of public safety and a qualified work force, theBackground Screening Unit provides criminal history anddrivers' license checks on all departmental employees andcontractual provider staff members who work directlywith juveniles. The process assists in ensuring only thosepersons who meet statutory and departmental standardsfor good moral character are selected.

GUALIITY ASSURANCEThe department is required by statute to monitor thequality and effectiveness of all programs and servicesoperated by or under contract with the department.Using the precepts of Total Quality Management and apeer review process, the department has developed qualitystandards for all major juvenile justice program types.

The 1996 Quality Assurance Report compiled thefindings of the peer review teams for 491 separate pro-grams. The report was submitted to the Governor andthe legislature in February 1997. This report comparesthe quality and performance of each juvenile justiceprogram in the state. Of those programs reviewed, 91percent met at least the minimum levels of performanceestablished by the department. Nine percent of the 491programs were unable to meet these minimum perfor-mance levels and were reviewed again within six monthsof the first review. Two programs were closed as a resultof the 1995-96 quality assurance process.

Programs that reached the superior performance levelreceived recognition. Contracted programs unable to

21Building a Safer Future

Ii 39' Va-g, ArrMQ.9t.d 11:Wp.A-Vf12

meet the minimum performance threshold will lose theircontracts unless documented extenuating circumstancescan be shown. Although the statutory requirement forquality assurance does not refer to state-operated pro-grams, similar measures are taken if minimum perfor-mance thresholds are not met upon review. The qualityassurance process ensures that juvenile justice programs inFlorida are continuously improving.

ENSURIING A GUA&IIFIIEDWORE FORCE AND ST'AFFDEVELOPMENTThe Juvenile Justice Reform Act of 1994 changed thephilosophy and organizational structure for administeringFlorida's juvenile justice system. The subsequent creationof the department was an attempt to establish a criminaljustice system for juvenile offenders. In order to movetoward a full-fledged criminal justice agency, the depart-ment has developed a five-year plan to train its staff andprovide employment standards and benefits consistentwith other criminal justice agencies such as the FloridaDepartment of Law Enforcement and the Department ofCorrections.

Professional training is overseen by the JuvenileJustice Standards and Training Commission. Establishedby law as a 17-member commission, the members includethe Attorney General or designee, the Commissioner ofEducation or designee, a member of the juvenile courtjudiciary appointed by the Chief Justice of the SupremeCourt, and 14 members appointed by the Secretary of theDepartment of Juvenile Justice. The department and thecommission are working together on the third year of thefive-year plan to create a certifiable training program.The goal is to have all direct care employees certified byFY 2000-2001.

This group, along with the department's staff devel-opment team, assures that all direct-care service employeesreceive appropriate training. They develop, implementand maintain curricula used in training juvenile justiceprogram staff at the basic, advanced and career develop-ment levels. The department contracts with two JuvenileJustice Training Academies located at Tallahassee Com-munity College and the University of South Florida toprovide standardized curricula for training new direct-careservice employees.

BMA:DING MOUNTABLEPROGRAMS, SERVICES ANDPRACTICESDepartmental accountability also includes the implemen-tation of culturally-competent and gender- and racially-equitable programs and administrative practices. Toaccomplish this goal, the department has developedspecific programming focusing on the provision ofservices to female juvenile offenders and discrepancies inthe representation of minorities in the juvenile justicesystem.

Girls ltraitiativeThe Girls Initiative is part of the agency's strategy topromote effective, gender-specific programming. Imple-menting policies and practices that prohibit gender bias inplacement, treatment and services rendered is a toppriority. Thus, the department will address the needs ofgirls who are currently involved in the juvenile justicesystem and girls who are at risk of entering the juvenilejustice system. This includes:

Promoting gender awareness within the juvenilejustice system,Developing work groups to address specific girlsissues or projects,Addressing systems issues relating to girls,Coordinating new and existing projects specificto girls,Providing a clearinghouse for information ongirls, girls projects and programs, andInvolving key partners in the planning anddevelopment of the Girls Initiative.The major priority areas of the Girls Initiative are

education and awareness, research and data, training,technical assistance, and program and policy developmentand implementation.

As part of the Girls Initiative, the department hasreceived funding from the federal Office of JuvenileJustice and Delinquency Prevention (OJJDP) under theChallenge Grant, to specifically address gender awarenessand sensitivity within the juvenile justice continuum.The Challenge Grant is overseen by a State AdvisoryGroup appointed by the Governor.

In the future, the Girls Initiative will provide pro-grammatic direction and continuity of efforts. Byfocusing current resources, changing practices andbehaviors, and maintaining a strong commitment anddedication, this initiative will address Florida's needs andpotentially serve as a national model.

22Juvenile Justice

(-9c`0, Cc.PV Ancnuct-10 Report

List.Ph TO Girls!!!To introduce the Girls Initiative, the departmentdeveloped the Listen to-Girls!!! Campaign for thepurpose of creating public awareness of girls in thejuvenile justice system and providing an educa-tional component that addresses the specific issuesand needs of the adolescent female.

JUVERME JUSTICEIINFORMATION SYSTEMSThe department is addressing the need for technologysupport to build accountability through the developmentand enhancement of the department's informationsystems, automating the collection, maintenance anddissemination of information about juveniles in the

'system.The Juvenile Justice Information System

Technology Infrastructure project hasplaced more than 2,000 personal comput-ers, 100 local area networks and 70 widearea networks in district program offices,detention centers, the Dozier School,assessment centers and case managementoffices. This is the foundation for buildinga client/server system of personal comput-ers connected with a statewide network forthe new Juvenile Justice InformationSystem. This new system takes advantageof the network infrastructure to addadditional applications over time withouthaving to make additional major invest-ments and support office automationcapability. Personal computers and net-

works will serve as the structure to build the prevention,intervention, commitment and detention components ofthe Juvenile Justice Information System.

The Detention Management System has automatedintake, case management and administration of thedepartment's 20 regional detention centers. This projectallows detention center staff to complete requiredpaperwork and includes all the forms required by thenew detention manual. One of the main objectives ofthe system is to reduce manual paperwork and reportcalculations which require large amounts of staff timethat could be better used by working with the youths.

The Interagency Data Exchange is directed at auto-mating the exchange of information among the variousstate, local, private and federal agencies that are involvedin the juvenile justice process.

The Juvenile Justice Information System Data BaseDevelopment Project created a data model that fulfills thedata requirements for all aspects of the juvenile justicecontinuum.

Secretary Ross and Governor Chiles join Olympic athlete Kim Batten andyoung women from the Tallahassee PACE Program for Girls at the "Listento Girls!!!" kick-off press conference.

Kim Batten, Olympic Silver medalist andcurrent world record holder in the women's 400meter hurdles, assisted the department with thiscampaign. Ms. Batten is particularly committed toaddressing issues regarding young women. Raisedin inner-city Rochester, New York, her educationalbackground and personal experiences give her anunderstanding of issues and specific needs relatedto females and at-risk youths.

In March 1997, the department released theListen to Girls!!! video public service announce-ment featuring Ms. Batten. This announcementwas designed to create public awareness of girls inthe juvenile justice system and to encourage adultsto become actively involved in their lives. Inaddition to the public service announcement, thedepartment has developed an educational videothat addresses specific issues of the adolescentfemale. Targeted for release in late 1997, theeducational video along with a companion curricu-lum and workbook will be used in detentioncenters and commitment programs that serve girls.It will also be used for grant and preventionprograms that either serve girls or have gender-specific components.

23

Building a Safer Future 29

9 V96-4)7 Annuca e ID 0

60%

50%

40%

30%

20%

10%

0%

ckgre©:gffsacg DcgOOncpigncgv CC:3@®@ gar FloWan 0 rity You:14h Co mporeGd 4c) nopffGxigniladogi)

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MinorityJuvenile

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DelinquencyInterim Cases

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Non-JudicialDelinquency

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Bureau of Data and Research

JudicialDelinquency

Cases

Community Delinquency CasesControl Commitments TransferredCases to Adult Court

Whereas minorities make up only 23 percent of Florida's juvenile population ages10-17 years, they account for a much larger proportion of delinquency cases anddispositions.

RIENCMIITY OVER-111EPRESENTEETONBy definition, "minority over-representation" is a termused to describe the discrepancy between the percentageof minority youths in the juvenile justice system ascompared to the group's population in society at large.Minority youths in Florida's juvenile justice system areover-represented at every decision point in the servicecontinuum. For this reason, Florida has been at theforefront of this critical issue since the late 1980s.

In FY 1996-97, $775,000 was appropriated by thelegislature to fund seven new programs in Districts 2, 3,4, 6, 9, 10 and 11 that address the needs of minorityyouths. Florida's Minority Over-Representation Initiativeis not just the development of new programs, it is a newway of thinking about the process for handling youthswho enter the juvenile justice system. The departmentwill accomplish the task of furthering the goals of thisinitiative by increasing public awareness of minority over-representation in the system and training departmentstaff.

District 11: In District 11, the minority over-representationinitiative began in February 1997. Although physicallyhoused in the FLOYD House (Family Life Orientation andYouth Development House), a non-residential commitmentprogram, the minority over-representation initiative is

MinorityYouth

Population

operated separately from the FLOYD program. The initia-tive targets first-time juvenile offenders and youths identifiedas at risk of delinquency. Currently, the initiative is serving75 African American and Hispanic males and females withacademic and vocational instruction, counseling, socialrehabilitative activities, and community awareness, enrich-ment and involvement activities.

at't ;Y:iSqlTiCrila

Included in the process is the annual performancereport which assesses the department's progress onstrategic issues. The department collects, analyzes,and reports a significant amount of data on aregular basis. The responsibility for formulatingthe department's strategic planning process andproducing the annual Agency Strategic Plan restswith the Bureau of Data & Research. In FY 1996-97, the department published and distributedinternally and to other criminal justice agencies andthe general public 48 data and research reports inprint and electronic forms. Statistical reports andstudies may be found by accessing the Internet atthe following address:

htftp://WWW:110S.,state:111.0.80gibba0inattiirtaindembotimall

2422 Juvenile Justice

1199.6,Vr/ Amuc:10 R@GDon

titp.

The State of Florida is anticipating a 21 percentgrowth in the population of youths, ages 10 to 17,over the next decade. Though the department willcontinue to respond to the demand for openingnew beds, slots and programs to ensure publicsafety, the focus will be on preventing juveniledelinquency.

Since a government agency cannot reducejuvenile delinquency alone, the department willstrive to form partnerships at all levels to organizecommunities and to meet local juvenile justiceneeds. These partnerships will make efforts toreduce juvenile delinquency more effective.

The lasting contribution that one person, onebusiness, or one community organization can makein the life of a youth is the cornerstone to buildinga safer future. Volunteers and organizations areencouraged to call the Department of JuvenileJustice and get involved.

I was sentenced to the Manatee County Sheriff'sOffice Bootcamp in May 1996. Believe it or not it wasprobably the thing that made the greatest impact on mylift. It was there that I met Deputy Pentaloza. He wasthe first person in my life that really made me thinkthat I had a future and I could make something out ofmy life. The most important effect he had on me was toimprove my self-esteem and motivated me to not onlydo 100% but to give 110%. He always told me the100% was for me and the 10% was for him. If I hadsomething on my mind I would go to him before Iwould go to anyone else. He would always give mesuggestions on how I could handle the situation I wasconfronted with.

JoshuaJuvenile Justice Week District Essay Winner (Excerpt)"The Person In My Life Who Has Had the MostPositive Impact"

As a child in St. Petersburg, I had many positiverole models to help me get where I am today. Becauseof them, I knew that my possibilities were endless. Youtoo can help our children fight the war against alcohol,drugs and crime. Volunteer today to help them learnthe value of staying in school, finding a good job andliving a productive life. You have a lot to give.Mentoring really does make a difference.

Angela BassettActress

"Mentoring Makes a Difference"Public Service Announcement

I was fortunate to have positive role models in mylifemy mother and my coacheswho encouraged meto do my best and turn away from bad influences andtemptations," said Batten, a Florida State Universitygraduate. "Their support helped me succeed. I wantthe same for other young women.

Kim BattenOlympic Silver Medalist"Listen to Girls Campaign"

Even though I am only thirteen, I understand theimportant qualities in people. No, my father is notfamous or filthy rich, but he does have a terrific senseof humor and he is honest. These are qualities that Ihave observed and admired and have decided thatthese are the qualities that I want to cultivate inmyself

NehemieJuvenile Justice Week District Essay Winner (Excerpt)"The Person in My life Who Has Had the MostPositive Impact"

25Building a Safer Future

Annua0 risqGipolt

Juvenile :ustice: uilding a Sa er u.tu.re.

DISTRICT 1 - Joseph Tallon, Manager850/444-8237 o Counties: Escambia, Okaloosa,Santa Rosa, Walton

DISTRICT 2 - Joel DeVolentine, Manager850/487-4251 o Counties: Bay, Calhoun, Franklin,Gadsden, Gulf, Holmes, Jackson, Jefferson, Leon,Liberty, Madison, Taylor, Wakulla, Washington

District 15

DISTRICT 3 - Wayland Clifton, Manager352/334-1590 o Counties: Alachua, Bradford,Columbia, Dixie, Gilchrist, Hamilton, Lafayette, Levy,Putnam, Suwannee, Union

DISTRICT 4 - Edgar Mathis, Manager904/390-4669 o Counties: Baker, Clay, Duval, Nassau,St. Johns

DISTRICT 5 - Timothy Niermann, Manager813/570-5040 o Counties: Pasco, Pinellas

DISTRICT 6 - Larry Lumpee, Manager813/744-8902 o Counties: Hillsborough, Manatee

DISTRICT 7 - Charles R. "Bob" Pickerill, Manager407/521-2600 o Counties: Seminole, Orange,Osceola, Brevard

DISTRICT 8 Edward M. "Mike" Buff , Manager941/338-2656 o Counties: Sarasota, De Soto, Glades,Charlotte, Lee, Hendry, Collier

DISTRICT 9 - Ron E. Williams, Manager561/616-1560 o County: Palm Beach

DISTRICT 10 -Kim Gorsuch, Acting Manager954/467-4381 o County: Broward

DISTRICT 11 - Joseph Ingraham, Manager305/637-2911 o Counties: Dade, Monroe

DISTRICT 12 Jan Abee, Manager904/947-3591 o Counties: Flagler, Volusia

District 6

District 14

District 11 oe°00 0'4' District 9

®o

DISTRICT 13 - Ron Goates, Acting Manager352/620-7807 Counties: Citrus, Hernando, Lake, Marion,Sumter

DISTRICT 14 - Greg Chinault, Manager941/534-0231 o Counties: Polk, Hardee, Highlands

DISTRICT 15 - Vern Melvin, Manager561/467-3166 o Counties: Indian River, Okeechobee, St. Lucie,Martin

DOZIER TRAINING SCHOOL - Roy McKay, Superintendent850/482-9700 a County: Jackson

To Get Involved, Call Your Juvenile Justice District Office Today!www.djj.stateRus 26

Juvenile Justice

JUN-11-98 09:58 AM

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