Support from Secretary Perry and Commissioner Guice.….….1
Letter from Deputy Commissioner Lassiter..................................2
Juvenile Justice Overview……..……………............................…..3
Strategic Plan in Action..……………………………………….…....4
NC Reentry System Reform Initiative..………………………...…...5
Renormingthe Risk of Future-Offending Assessment…….……..6
Treatment Programming….............................………………….....7
Juvenile Offenses in North Carolina....……………………….…….8
Juvenile Court Services…….…………..…...…………………….….9
Juveniles in our System in 2015.………………………………...….10
Diversion in North Carolina…………………………………...…….11
Collaborating for Better Outcomes..…….…………………...…..12
Disproportionate Minority Contact (DMC)...........................….13
Best Practices and Trends…..…………………………………...…14
Juvenile Gang Involvement….…….……………………….…......15
Community Programs………………………………………..….16-19
JCPC Programs Statistics (FY 14-15)..………………………….….16
Facility Operations.……………………………………………….….21
Facility Operations Statistics……………………………….…….…22
Facility Capacities and Populations………………………….…..23
Education Services………………………………………………..…24
Career and Technical Education (CTE)……………………...….25
Clinical Services……………………………………………….....26-27
NC Comprehensive Map.……………………………………...….30
Juvenile Health Services………………………………………....…28
Appropriations and Staffing..………………………...…..……….29"PublicsafetyisafundamentalfunctionofgovernmentandisthebedrockuponwhichtheN.C.DepartmentofPublicSafetyisbuilt.TheJuvenileJusticesection,whichishousedinthedepartment’sDivisionofAdultCorrectionandJuvenileJustice,formsthefoundationuponwhichthisdepartmentbuildsitsstrategiceffortstopreventcrimeandtoimprovepublicwell-being.Thesectionachievesthisgoalbypreventingyouthfromenteringthecriminaljusticesystemandinterveningearlywiththosewhodoenterthesystem.JuvenileJusticestaffstandreadywithanarrayoftherapeutic,family-basedservicesandaccountabilitymeasurestoturnajuvenile’slifearound.Icannotbemoreproudoftheeffortsourstaffandothercolleagueshavemadeoverthelastyeartokeepourcommunitiessafeandpreventjuveniledelinqency.”
-Frank L. Perry, Secretary
N.C. Department of Public Safety
“AsCommissioneroftheDivisionofAdultCorrectionandJuvenileJustice,Iproudlypresentyouwiththis2015AnnualReportontheeffortsoftheJuvenileJusticeSection.Aswehaveconsolidatedtheeffortsofjuvenilejusticeandadultcorrectionintoonedivision,Ibelievebothgroupshavebeengreatlyenhancedbytheeffortsoftheother.Ihaveseenhowthecollaborativeworkoftheinmateconstructionprogramhavemadepossibletheneededimprovementstothejuvenilejusticeinfrastrcture;andIhavealsoseenhowtheexpertiseoftheJuvenileJusticeSectionhasadvancedtheworkwearedoingwithouryouthfuloffendersinadultcorrectionlfacilities.IamextremelyproudoftheworktheJuvenileJusticeSectionhasachievedthroughthejuvenilejusticestrategicplan,thejuvenilejusticere-entryreformgrantinitiative,andthroughtheenhancementofcommunity-basedalternatives,whichyouwillreadaboutingreaterdetailwithinthisreport.Thankstothehardworkofourjuvenilejusticeprofessionalsandthecollaborativeworkofourcommunitypartners,wehaveaccomplishedmuchthisyear;butasyouwillsee,thereisplentystilltodo.”
-W. David Guice, Commissioner
Division of Adult Correction and Juvenile JusticeWhenlearningaboutincidentsofjuvenilecrimeonyourtelevisionscreenorinyournewspaper,itisoftenhardtoputthefullpictureofjuvenilejusticeintoview.Thefullstory–asdescribedinthisreport–isthatmuchprogresshasbeenmadeonimprovingthejuvenilejusticesysteminourstate,including:adeclineforninestraightyearsinthejuveniledelinquencyrate;a48percentreductionintheuseofjuveniledetention;limitingtheuseoftheyouthdevelopmentcenterstoonly1percentofjuvenilesenteringthesystem,andtothosejuvenileswhocommittheworstcrimesandwhopresentthegreatestrisktotheircommunities;andsavingthestateandlocalcountiesmillionsthroughtheimplementationofthejuvenilejusticestrategicplan,whichclosesoutdatedandunsafefacilitiesandinvestsinmorecommunity-basedalternatives.Thisisthefullpictureofajuvenilejusticesystemthatisimprovingandwillcontinuetoevolveinourstate.
AstheleaderoftheJuvenileJusticeSection,Iamprivilegedtooverseeadedicatedworkforceofjuvenilejusticeprofessionalswhostriveeachdaytomakeourstateasaferplaceforallourcitizes.FromourCourtServicesstaffwhoarethefirsttointeractwithyouthenteringthejuvenilejusticesystem;toourcommunityprogramsstaffwhohelptoensureeffectivecommunity-basedalternativesareavailableacrossthestate;toourfacility-basedpersonnelwhohouseandcareforthoseyouthwhoareconfinedtoourcare:allhaveanunrivaledpassionforworkingwiththeyouthandfamilies
whoenteroursystem.Ofcourse,thejuvenilejusticesystemreliesonmanyotherprofessionalstoaccomplishourgoals,includingcommunity-basedprograms,lawenforcement,judges,schools,mentalhealthclinicians,socialworkersandcommunitymentorsandvolunteers.Incollaborationwithourstakeholdersweareachievingbetterresultsforyouthandfamiliesandmakingourcommunitiessafer.
IamproudtopresentthecitizensofNorthCarolinatheJuvenileJusticeSection’s2015AnnualReport.ThisreporthighlightsthemanyaccomplishmentsachievedbytheJuvenileJusticeSectionoverthepastyearandpresentsaroadmapforfutureprogres.
AsIlooktothefuture,wherewewillrelymoreuponevidence-basedpractices,movingbeyondcommunity-basedsupervisiontocomprehensivecasemanagementwhereajuvenileandhis/herfamilies’needsareaddressed,andtoestablishingafullcontinuumofservicesthatdoesnotstoponceachildleavesafacility,Iknowoursystemcandoevenmoretopreventjuveniledelinquencyandtointervenewithjuvenilesbeforetheyarelosttoalifeofcrime.Iwouldaskyoutojoinmeinthisvisionwhereeveryjuvenilewhoentersthesystemwillreceivetherightservice,attherighttime,producingpositiveoutcomesfortheyouths,theirfamiliesandourstate.
-William Lassiter, Deputy Commissioner
Division of Adult Correction and Juvenile JusticePREVENTION
Target Population: At-Risk Youth
Youth Development Goals:
 Healthy and nurturing families
 Safe communities
 School attachment
 Pro-social peer relations
 Personal development and life skills
 Healthy lifestyle choices
GRADUATED SANCTIONS
Target Population: Delinquent Youth
Youth Habilitation Goals:
 Healthy family participation
 Community reintegration
 Educational success and skills development
 Healthy peer network development
 Prosocial values development
 Healthy lifestyle choices
Problem Behavior
Noncriminal
Misbehavior
Delinquency
Serious, Violent, and
Chronic Offending
Aftercare
Programs for Youth
at Greatest Risk
Immediate
Intervention
Intermediate
Sanctions
Community
Confinement
Youth Development
Centers
Programs for
All Youth
To reduce and prevent juvenile
delinquency by effectively
intervening, educating, and treating
youth in order to strengthen families
and increase public safety.
A seamless, comprehensive juvenile
justice system that provides the most
effective services to youth and their
families at the right time, in the most
appropriate settings.
The Juvenile Justice Section works diligently to provide North Carolinians
with a comprehensive strategy to help prevent and reduce juvenile crime
and delinquency. This strategy, modeled after the federal OJJDP
Comprehensive Strategy, provides the framework for promoting these core
principles: strengthening families, promoting delinquency prevention,
supporting core social institutions, intervening immediately and effectively
when delinquent behavior occurs, and identifying and controlling the small
group of serious, violent and chronic juvenile offenders.
North Carolina's Comprehensive Strategy offers a layered approach to
responding to juvenile delinquency. First and foremost, the Juvenile Justice
Section addresses prevention and early intervention programming to
prevent and reduce youth at-risk from ever touching the juvenile justice
system. Should these efforts fail, the system is poised to respond by
employing structured decision-making tools, best-practice interventions
and graduated sanctions to match juvenile offenders' risks and treatment
needs to the most appropriate services and supervision. The section
responds by moving from least to most restrictive intervention
programming and sanctions for youth in an effort to disrupt the progression
of serious, violent and chronic offender pathways. Furthermore, Juvenile
Justice promotes public safety by identifying and controlling a small
population of serious, violent, and chronic juvenile offenders within secure
facilities or youth development centers.
During2015,JuvenileJusticemadegreateffortstobringthisstrategicplantofruitionbyshiftingavailableresourcesfromconfinementtocommunityprogrammng.TheGastonJuvenileDetentionCentermovedtotheStonewallJacksonYouthDevelopmentCentercampus,renovatedKirkbuildinginAugust2015,addingsixbedstocurrentcapacityandreceivinganewname:CabarrusJuvenileDetentionCenter.C.A.Dillonbegantransitionplanningin2015tomovetothenewer,saferEdgecombeYouthDevelopmentCenterin2016.C.A.DillonYouthDevelopmentCenter,HousingUnitDwasopenedtoprovidecrisisbedstoCentralandEasternareas.
CommunityProgramsexpandedAMIkidsFunctionalFamilyTherapy(FFT)availabilityfrom48to89countiesviaCommunity-BasedServiceContractinthefallof2015.Othershort-termresidentialexpansionsareonscheduleforcompletionin2016.TheDillonCrisisandAssessmentCenterwasopenedundercontractwithMethodistHomeforChildreninNovember2015,andhasservedover23youthto-date.TheCrisisandAssessmentCentermodelwasexpandedtoForsythinthelocationoftheformerForsythDetentionCenterviaacontractamendmentinNovemer2015,andbeganacceptingyouthinearly2016.
Community-BasedContractualServicesExpansion,CrisisandAssessmentCentersEstablishment,andTransitionalResidentialBedExpansionwereallCommunityProgramsprojectscompletedin2015.
JuvenileJusticeisalsoinvestinginre-entryprogrammingtoeasethetransitionfromconfinementtoreturningtothecommunity.Educationalandvocationalservices,serviceplanningandservicematching,re-entryplanning,accompaniedbythecreationandupdatingofstructureddecisionmakingtoolsareallinitiativesthatwillfurtherthestrategicplanandhelpJuvenieJusticeattainitsvision.
Governor McCroryspeaks at the opening of Edgecombe YDC in Rocky Mount
Herearesomeotherfuturehighlightsofthestrategicplan:
•TheStonewallJacksonYouthDevelopmentCentercampuswillundergoa30bedrenovationintheMcWhorterbuilding.
•DobbsYouthDevelopmentCenterwillmovetothenewer,saferLenoirYouthDevelopmentCenter.
•Bytheendof2016,allyouthdevelopmentcenterswilloperatewithaconsistentOJJDPPromisingPracticeprogrammodel.
•FuturePreventionProgrammingExpansionRequests
•WesternAreaMulti-PurposeJuvenileCrisisandAssessmentCenter
•GangInitiatives/Prevention
•Phase out outdated/unsafe/underutilized facilities
•Renovate/expand facilities that are safer, more secure, and more cost-efficient
•Plan and be prepared for potential future changes to the juvenile justice system
•Continue to provide treatment and education rooted in a cognitive-behavioral approach, targeting criminogenicneeds,
•Reinvest cost savings into community-based programming
•Enhance support operations, such as transportation
TheJuvenileJusticestrategicplanclosesolder,lesssecurefacilitiesandreinveststhesavingsfromclosingthesefacilitiesintostate-of-the-art,saferandmoresecurefacilities,andintocommunity-basedprograms.Componentsofthestrategicplanconsistof:SignedintolawonApril9,2008,theSecondChanceAct(P.L.110-199)wasdesignedtoimproveoutcomesforpeoplereturningtocommunitiesafterconfinementinjuvenileandadultcorrectionalfacilities.Thislegislationauthorizesfederalgrantstogovernmentagenciesandnonprofitorganizationstoprovidesupportstrategiesandservicesdesignetoreducerecidivismbyimprovingoutcomesforpeoplereturningfromprisons,jails,andjuvenilefacilities.TheSecondChanceAct'sgrantprogramsarefundedandadministeredbytheOfficeofJusticeProgramsintheU.S.DepartmentofJustice.WithintheOfficeofJusticePrograms,theBureauofJusticeAssistance(BJA)awardsSecondChanceActgrantsservingadults,andtheOfficeofJuvenileJusticeandDelinquencyPrevention(OJJDP)awardsgrantsservingyouthreturningfromthejuvenilecorrectionfacilities.
ThesixplanninggrantrecipientswereinvitedbyOJJDPtoapplyforagranttosupporttheimplementationoftheirjuvenilereentryreformstrategiesnOctober2015,withthreeofthesixapplicantstobefunded.NorthCarolinaappliedforthisopportunityandlearnedinfall2015thatourreentrysystemreformimplementationproposalwasselectedforfundingwithatotalprojectbudgetof$1,470,000.Toadvancethiseffort,wehaveinitiatedapartnershipwithNorthCarolina'sGovernmentDataAnalyticsCenter(GDAC),adataintegrationhubandbusinessintelligenceprogramdevelopedasapublic-privatepartnershipbetweenNorthCarolinaStateGovernmentanditscorporatepartner,SAS.TheGDACcompilesawiderangeofgovernmentagencydata,includingcriminaljustice,employment,andeducationdata.TheGDACwilluseitsdataanalysis,programming,andsoftwareexpertisetoassistuswithourserviceplanandservicematchingeffortbymakingfunctionalimprovementstotheserviceplanapplicatin,suchasdevelopinganintuitiveanduser-friendlyinterface.WewillalsomakeuseofpowerfuldataanalyticsinpartnershipwithSAS(throughtheGDAC)appliedtoourriskandneedsassessment,offensehistory,demographicinformation,andotherdatabasestohelpidentifythetypesofprogramsthatmosteffectivelyandefficientlymeeteachyouth'suniqueconstellationoftreatmenteeds.Finally,theGDACwillassistusinanalyzingtheimpactofourworkwithyouthbyanalyzingdatafrommultiplesources,withaneventualaimtoincludeemployment,education,andbehavioralhealthserviceutilizationdatabasesinsuchanalyses.
InOctober2014,NorthCarolinawasoneofsixstatesandjurisdictionsawardedaSecondChanceActComprehensiveStatewideJuvenileReentrySystemsReformPlanningrogramgrantbyOJJDP.TheawardledtothedevelopmentofaJuvenileJusticeReentrySystemsReformTaskForcecomprisedofrepresentativesfromtheGeneralAssembly,thejudiciary,thestate'schild-servingagencies,consumers,andotherstakeholderstoguidethedevelopmentofastrategicplandesignedtoimproveoutcomesforcourt-involvedyouthandalsotooverseeitsimplementation.AtitsinitialmeetinginMarch2015,thetaskforceformedfoursubcommitteestoaddressthekeyareasidentifiedasfundamentaltoimprovingoutcomesforconfinedjuveniles.Thefirstsubcommitteeaddressedataskseenaskeytoallotherobjectives:theimplementationofanindividualized,continuousandcomprehensiveserviceplanthatisinitiatedforayouthatintake,followseachyouththroughallpointsofcontactwiththesystem,andwhichmatcheseachyouthtotheservicesthatmosteffectivelytargetidentifiedneeds.Thesecondsubcommitteeaddressedthedeliveryofeffectivetransitionprogrammingemphasizingworkforcereadinessandeducation.Thethirdworkedtoenhanceeffortstoengageandstrengthenfamilies,andthefourthaddressedourabilitytotracktheimpactofoureffortsonrecidivism(reoffending),education,employmentandbehavioralhealthoutcomesforyouthinvolvedinthe“deep-end”ofthejuvenilejusticesystem.Thesubcommitteesworkedtogethertoproduceareentryreformstrategicplanandsubsequentlydevelopedablueprintforitsimplementation.
Weareveryexcitedaboutthissystemreformeffort,anticipatedtocontinueatleastthrough2017.Itaffordsanopportunitytoimprovethewaywedobusinessandtoimproveoutcomesforyouthandfamiliesinatargetedway,whilesignificantlyenhancingpublicsafety.FollowingtheN.C.SentencingandPolicyAdvisoryCommission's(SPAC)May2015recommendationtorevisitandadjustrisklevels,andaDepartmentofPublicSafety'sinternaltoolvalidationstudy,thedepartmentdecidedtoadjusttheriskleveltomoreaccuratelyreflecttheriskofthejuvenilerecidivating.
DACJJresearchstaffanalyzedtheSPACdatasetandidentifiedfiverisklevelsthatcoincidedwithcourt-relatedoutcomesandrecidivism.Usingtheriskscoreastheonlypredictorofrecidivism,thatscorecorrectlypredictedwhetherthejuvenilewouldbere-arrestedorreceiveanewcomplaint,orneither(i.e.,didnotrecidivate),for68percentoftheyouthinthesample.Asaresult,inApril2016,JuvenileJusticewillchangetherisklevelscorelabelsfromlow-medium-hightoRL1(lowest),RL2,RL3,RL4andRL5(highest).Theoldlabelsarecomparedwiththenewlabelsbelow.
1067
2967
5139
4068
1216
0
1000
2000
3000
4000
5000
RL1 : 0 Points
RL2 : 1-2 Points
RL3: 3-5 Points
RL4 : 6-12 Points
RL5 : 13-30 Points
20%*
27%*
40%*
56%*
70%*
*Percentages reflect expected recidivism for each risk level
The graph above reflects the number of juveniles statewide that are projected to fall into each category and the projected recidivism rate for that category for three years following completion of the risk assessment.
Matchingtheintensityofservicesandsupervisiontothelevelofriskandneedproducesbetteroutcomes.Researchhasdemonstratedthatlowerriskjuvenileshavebetteroutcomeswithlowlevelsofsupervision,whereashigherlevelsofsupervisionandservicesforhighrisk/highneedjuvenilesleadtobetteroutcomes.Theone-thirdoftheyouthweservewhoreceivethehighestriskscoreshaveabetterthan50percentpredictedrateofreoffendingwithinthreeyears.Themiddlethirdoftheyouthontheriskscalehaveapproximatelya40percentpredictedrateofreoffending.Lowerriskyouthcanoftenbeservedwithoutcourtinvolvementthroughtheutilizationofdiversionplansandcommunityresources.Whilefeweryoutharebeingreferredtocourt,thosethatarereferredrepresentahigherlevelofneedsandrisk.Asabestpracticeinrespondingtothehigherrisksandneedsofjuveniles,JuvenileCourtCounselorshaveincreasedthenumberofjuvenilesservedwithintensiveservicesby33percentinthelastyear.Tocontinuetoaddressthehigherrisklevelsandneedsofjuveniles,thenumberofjuvenilesdesignatedforintensiveserviceshaveincreasedandwillcontinuetoincrease.Intensivecasemanagementisessentialtoproducingdesiredmentalhealthoutcomes.ModelofCare(MOC):JuvenileJusticeiscommittedtoensuringthatyouthdevelopmentcentersaresafe,secureandtherapeuticintheirdesign.Treatmentprogrammingwithinthecentersisbaseduponevidenced-basedprinciplesforreducingratesofcriminalre-offendingandproducingsafercommunities.Youthdevelopmentcenterstaffaretrainedtoimplement
EffectiveBehaviorManagement/YC4.1:Thecombineduseofeffectivebehaviormanagementtechniquesandacognitive-behavioraltreatmentapproachsuchasthemodelofcareimprovessafetywithintheyouthdevelopmentcentersandequipsstaffwiththenecessarytooltoapplymeaningfulrewardsandconsequenceswhilebeingconsistent,supportive
programmingrootedintheteachingfamilymodel,whereinallstaffmembersuseacognitive-behavioralapproachtoteachyouthpro-socialskillsacrossshiftsandsettings,inanefforttopromotebehaviorchange.Underthemodelofcare,youthrehearseandroleplaythepro-socialskillsknowntobuildcompetencyandreducerecidivism.Incentivesarecarefullymanagedtomotivateyouthtoincreaseappropriatebehaviorsandtodecreasenegativebehaviors.Corecomponentsofthemodelofcarearewellsupervisedandmonitoredonaregularbasistoensurethattreatmentisbeingdeliveredintheintendedmaner.Thisisaccomplishedthroughlocalimplementationteams,with
ongoingoversight,training,technicalassistanceandsupportprovidedbyaJuvenileJusticeclinicalprogramfidelitymanager.
andfirm,butnotoverlyrigid.Accordingly,in2015,JuvenileJusticecontinueditseffortstotransitionfromexcessiverelianceonpunishmentasameansofcontrollingbehaviortoamoreeffectivebehviormanagementsystemdesignedtoinfluencepositivechangeandgrowthforyouthinourcare.Inconjunctionwiththoseefforts,anewpolicy,YC4.1BehaviorExpectations,wasdevelopedtoestablishrulesandbehaviorexpectationsforimplementationatallyouthdevelopmentcenters.PriortotheAugust2015effectivedateofthe4.1BehaviorExpectationspolicy,allyouthdevelopmentcenterstaffparticipatedinanEffective
BehaviorManagementtrainingcourseaswellasfourhoursoftrainingspecificallyfocusedonthe4.1BehaviorExpectationspolicyandassociatedprcedures.Asaresult,allyouthdevelopmentcenterstaffarenowtrainedtorecognizeandimmediatelyreinforce(reward)positivebehaviorsandtouseresponsecost(lossofprivileges)todiscourageundesirablebehavior.BytheendofJune2016,alldirectcarestaffwillbetrainedinYouthMentalHealthFirstAidtoenablethestafftoaddressmentalhealthproblemsordealwithmentalhealthcrsesintheyouthweserve.Top 10 Juvenile Offenses of 2015
Rank
Offense
Complaints
1
Simple Assault
3,238
2
Larceny (M)
2,187
3
Disorderly Conduct at School
1,617
4
Simple Affray
1,245
5
Breaking and/orEntering (F)
1,197
6
Communicating Threats
1,040
7
Injury to Real Property
1,016
8
Resisting Public Officer
839
9
Truant<16
800
10
Breaking or EnteringMotor Vehicle
788
Charged Class
Complaints
Violent (Class A-E Felonies)
927
Serious (Class F, G, H, & I Felonies/Class A1 Misdemeanors)
6,760
Minor (Class 1, 2, & 3 Misdemeanors)
19,418
Status
2,332
Infraction
105
2015 Complaints by Charged Class
Violent3%
Serious23%
Minor66%
Status8%
Infraction<1%
33,067
33,449
31,558
29,539
29,282
27,210
4,276
3,600
3,192
2,552
2,279
2,332
27.55
26.08
24.70
22.91
22.52
20.78
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2010
2011
2012
2013
2014
2015
Complaints Received & Delinquency Rate (CY 2010-2015)
Delinquent Complaints
Status Complaints
Delinquency Rate*
37,343
37,049
34,750
32,091
31,561
29,542
*Rate is of delinquent complaints per 1,000 youth age 6-15
There was a 21% decrease in complaints and 25% decrease in delinquency rate from 2010-2015.
The majority of complaints received in 2015 were minor offenses (66%).JuvenileCourtServicesisthefirstpointofcontactwiththejuvenilejusticesystemforayoungpersonallegedtohavecommittedadelinquentoffensortobeundisciplined(truancy,runaway,ungovernable,etc.).In2015,lawenforcementofficersorN.C.citizensfiled29,542complaintson13,600juvenilesfordelinquentorundisciplinedbehavior.Thesecomplaintswerereceivedandevaluatedbyjuvenilecourtcounselorsasapartoftheintakeprocess.Courtcounselorsgatherinformationfromlawenforcement,victimsandcommunityagencies.Thejuvenileandparentsaretheninterviewedduringanintakeprocesswheretherisksandneedsofthejuvenileareassessedusingvalidatedinstrumets.Takingintoaccounttheresultsoftheintakeprocess,thejuvenilecourtcounselorwilleither:
Forcasesapprovedforcourt,recommendationsarepreparedbycourtcounselorsandpresentedforconsiderationbythejudgefollowinganadjudicationofdelinquency.Incaseswherethejuvenileisadjudicateddelinquent,thejudgereliesontherecommendationsfromthecourtcounselortocreatethecourtorderspecifyingtermsofprobation.Courtcounselorsthenprovidecasemanagementservicestothejuvenilesandtheirfamilies,connectingthemtoandadvocatingforservicesidentifiedasnecessarybyavarietyofassessments.Courtcounselorsalsosupervisethejuvenilesandtheirfamiliestoholdthemaccountableforcomplyingwiththetermsoftheirprobationtoensurecomunitysafety.
AllJuvenileCourtServicesstaffwillreceivetrainingandassistanceinimplementingMotivationalInterviewingin2016.MotivationalInterviewing(MI)isaresearchsupportedapproachtocounselingindividualsshowntobeeffectiveinimprovingrapport,programcompletionandoutcomesforyoungpeopleandfamiliesinvolvedwithjuvenilejustice.Thistoolwillbetterpreparecourtcounselorstoservethejuvenileswhoenteroursystemwithamoreeffectivewayofinterviewingandengagingtheyothandtheirparentsbothduringtheintakeprocessandthroughouttheirtimesupervisingtheyouth.
Court Services staff at the 2015 Juvenile Justice
State of the Section
•Closethecasebecausefurthercourtinterventionisdeemedunnecessary.
•Divertthecasefromcourtbecausethejuveniledoesnotposeathreattosocietyandisseencapableofprovingthemselvesaccountablefortheiraction.Diversionplansarecreatedtomeettheirindividualneedsandaresupportedbythejuvenilecourtcounselor.Approximatelythree-fourthsofjuvenilessuccessfullymeetthetermsoftheirdiversionplan.Unsuccessfulcompletionofplansmayleadtopreviouslydivertedcasesbeingapprovedforcourt.
•Approvethecaseforacourthearing.Ifthejuvenilepresentsasignificantrisktothecommunity,thejuvenilecourtcounselormayrecommendthatthejudgeissueasecurecustodyordertoplacethejuvenileindetentionuntilacourthearingcanbesceduled.During calendar year 2015, 29,542 complaints were received involving 13,600
juveniles (some juveniles received multiple complaints). Of the 13,600 juveniles
who participated in the intake process; 6,547 had one or more complaints
approved for court; 5,013 were diverted from court with or without diversion
plans/contracts; and 3,122 had complaints that were closed. Juveniles can
enter, exit or be in multiple parts of the system at any given time.
*A juvenile can receive multiple outcomes (e.g., a complaint that was originally diverted could
later result in being approved for court). These scenarios cause the juvenile count for approved for
court, diversion, and closed to total more than 13,600.
Intake Process
(Review of Complaint)
13,600 Total Juveniles
(29,542 Complaints)
Diversion
5,013 Juveniles*
(24% of Complaints)
Closed
3,122 Juveniles*
(14% of Complaints)
Approved for Court
6,547 Juveniles*
(62% of Complaints)
16,097 16,109
15,407 14,772 14,331
12,946
43% 43% 44% 46% 45% 44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
2010 2011 2012 2013 2014 2015
Percentage of School-Based Complaints
Number of School-Based Complaints
Percentage of School-Based Complaints
Since 2010, the number of school-based complaints have dropped from 16,097
to 12,946 in 2015 (a nearly 20 percent decrease). While the number of school-based
complaints have dropped, their percentage of the total amount of
complaints received has remained steady around the mid 40 percentages. The
chart below shows the number of school-based complaints for each calendar
year along with the percentage of total complaints received that year.
Intake Process
(Review of Complaint)
Closed with no Diversion
Plan
Diverted (not approved
for court)
Diversion Plan or
Diversion Contract
Successful completion of
Plan/Contract
Unsuccessful: Did NOT
complete Plan/Contract
Approved for Court
73%
20%
7%
Successful
Unsuccessful
Other
North Carolina’s juvenile justice
system has made great gains in
reducing the number of juveniles who
go to court, detention and/or are
committed to the Department of
Public Safety, Juvenile Justice. A
significant portion of these reductions
are due, directly or indirectly, to
diversion practices. A juvenile court
counselor diverts a juvenile from a
formal court hearing when the risk
level is low, public safety can be
assured, the needs of the juvenile
can be addressed, and the young
person and their family agree to
The success rate of diversion, illustrated by the graph on the left, is based on
a study conducted that analyzed the outcomes of diversion on youth. That
study tracked juveniles for three years who had been diverted during 2008-
2011. Seventy-three percent of juveniles successfully completed the terms of
their diversion, and 76 percent of the juveniles did not acquire new juvenile
complaints within two years following their diversion. A second diversion study
will be conducted in 2016.
abide by the terms of the diversion. Research has demonstrated that when
appropriately implemented, diversion reduces recidivism, reduces costs to the
state/communities, avoids the unintended negative consequences of being
labeled a delinquent, allows for the provision of needed services, and prevents
unnecessary confinement. By intervening early, most young people who are
diverted have no further contact with the justice system.
The North Carolina Juvenile Online Information
Network (NC-JOIN) is a statewide client-based
data tracking system. A juvenile court
counselor can enter one of three options into
NC-JOIN for outcome measures of juveniles
who are diverted: Successful, Unsuccessful,
and Other. The “Other” category applies to
juveniles who do not successfully complete
their diversion program but their non-completion
may not be due to any fault of
their own (i.e., family moved and closure is
appropriate, complainant does not want to
pursue program completion, medical/mental
health issues prevent completion, etc.).
To access the Juvenile Diversion in North Carolina report, please visit:
https://ncdps.s3.amazonaws.com/s3fs-public/DJJ-DiversionReport-final-web.pdf
The idea of diversion is to intervene early and give the juvenile who has
allegedly committed an illegal act an appropriate consequence and allow
the juvenile to prove that he or she possesses the ability – given the
opportunity and the resources – to develop into a stable and productive
member of society. The flowchart above demonstrates where diversion
plans/contracts are implemented within the juvenile justice process.
Theuseofevidenced-basedassessmentinstrumentshasresultedinbetterserviceplanningandmatchingofservicestotheneedsofjuveniles.JuvenilecourtcounselorsutilizetheGlobalAppraisalofNeeds(GAIN)screeninginstrumenttoidentifythoseyoungpeoplewhoneedcomprehensivementalhealthand/orsubstanceabuseassessments.Seventy-sixpercentofyoungpeopleadministeredtheGAINmeetthecriteriaforacomprehensiveclinicalassessment.Whencomprehensiveassessmentsindicatetheneedformentalhealthand/orsubstanceabuseservices,courtcounselorsworkwithcommunityagenciestoarrangeforprovisionofthoseservices.
Thepercentageofjuvenilejustice-involvedyouthwhocompletedtheirmentalhealthtreatmentprogramhassteadilyrisenfrom45percentforFY2010-11to68percentforFY14-15.Thisremarkableincreaseisthedirectresultofongoingcollaborationatthelocalandstatelevel;juvenilejusticestaffmembersworkcloselywithmentalhealthprofessionalsatthestateandcommunityleveltomaintaineffectivecommunication,facilitatecrosssystemplanningandassureaccesstoappropriatetreatment.
JuvenileJusticeandtheN.C.DepartmentofHealthandHumanServices’DivisionofMentalHealth/DevelopmentalDisabilities/SubstanceAbuse(MH/DD/SA),assistedbytheUNCSchoolofGovernment,havedevelopedaninformation-sharingprotocoltosignificantlyimproveandstreamlinetheprocessofsharingconfidentialinformationtosupportbetterdecisionmakingintreamentplanningandinteragencycollaborationinservicedelivery.Traininginthisinformation-sharingprotocolandlocalagreementstoimplementtheprotocolwillbecompletedin2016.
Atthestatelevel,thiscollaborationhasproducedstandardizedproceduresforsecuringtreatmentforyoungpeoplewithspecializedtreatmentneedsandhighlycomplxcases.Whenalloptionshavebeenexhaustedatthecommunitylevel,theprocedurescallfortheswift
Theseinitiativessupporteffectiveinteragencycollaborationtoidentifymentalhealthandsubstanceabuseserviceneedsofyoungpeopleinthecomunity,provideneededtrainingopportunitiesforstaffandstrengthencasemanagementofcomplexcases.
WiththesupportofMH/DD/SA,alljuvenilecourtcounselorsweretrainedinYouthMentalHealthFirstAid(YMHFA)in2015.Thisevidence-basedprogramincreasedknowledgeofsigns,symptomsandriskfactorsofmentalillnessesandaddictions.Thetrainingalsoimprovedstaffmembers’abilitytoidentifymultipletypesofprofessionalandself-helpresourcesforindividualswithmentalandsubstanceabuseissues.SomeJuvenileCourtServicestaffmemberswerecertifiedastrainersinYMHFAandhavebeentrainingotherjuvenilejusticestaffandpartneringagenystaffintheircommunities.Thisreportwilllaterexpandonthementalhealthandsubstanceabusediagnosesoftheyouthinourcare.
engagementofuppermanagementinJuvenileJusticeandMH/DD/SAintheindividualcasestoassurethatappropriateservicesareavailable.
Atthecommunitylevel,oneormoreofthefollowinginitiativesareinplace:
•JuvenileJusticeSubstanceAbuseandMentalHealthPartnership(JJSAMHP)
•ReclaimingFutures(RF)
•JuvenileJusticeTreatmentContinuum(JJTC)DisproportionateMinorityContact(DMC)referstothedisproportionatenumberofminorityyouthwhohavecontactwiththejuvenilejusticesystem.DMCexaminestherateinwhichminorityyouthofcolorhavecontactatvariouspointsofthejuvenilejusticesystem.
NorthCarolina'sparticipationintheJuvenileJusticeandDelinquencyPrevention(JJDP)Act(2002)linksNorthCarolinawithfederalregulationsaddressingDMC,whichincludescalculationsoftheRelativeRateIndex.
(1)MinorityyouthwereovertwoandhalftimesmorelikelytohavehadcomplaintsfiledagainstthematIntakefromlawenforcementandcitizensthanwhiteouth;however,minorityyouthweredivertedfromcourtataslightlyhigherratethanwhiteyouth;(2)Minorityyouthwereprocessedthroughcourtatarelativelyequalrateaswhiteyouth;(3)Minorityyouthwereplacedinsecuredetentionatalmostoneandhalftimestherateofwhiteyouth;and(4)Minorityyouthwerecommittedbyrulingsofthecourttoyouthdevelopmentcentersataratethreetimesthatofwhiteyouth.
Decision Point
StateRRI
Complaints Received at Intake
2.63
ComplaintsNot Approved
0.94
Cases using Secure Detention
1.42
Complaints Approved for Court
1.03
Complaints Adjudicated
0.85
Complaints Disposed
0.98
YDC Commitment
3.02
For more information on our efforts regarding DMC, visit the web link here:http://www.ncdps.gov/Juvenile-Justice/Juvenile-Court-Services/Disproportionate-Minority-Contact
NotethatdespiteelevatedRRIscoresforsecuredetentionandYDCcommitments,theabsolutenumberofminorityyouthdeclinedsignificantlyforbothsecuredetentionandYDCcommitmentfromFY07-08toFY14-15.Since2010,thenumberofnon-whiteyouthcommittedtoayouthdevelopmentcenterdecreasedby36percentandthenumberofnon-whiteyouthadmittedtodetentioncentersdecreasedby42percent.
TheN.C.DivisionofAdultCorrectionandJuvenileJustice(DACJJ)hasimplementedseveralpolicies,strategiesandbestpracticestowardreducingDMC.TheDMCcoordinatorworkscloselywithJuvenileJusticeprofessionalsandJuvenileCrimePreventionCouncilsacrossthestatetoprovidetrainingadcreateeducationandawarenessofDMC.Collaborativeeffortsinvolvereviewingcurrentdataandtrends,andeffectivelyaddressingDMCbyimplementingmulti-prongedinterventionstrategiesandinitiatives.Establishingculturalcompetencytrainingandincreasingalternativestodetentionhavecontributedtodecreasingthenumberofyouthunnecessarlyorinappropriatelydetainedandreducingdisproportionateminorityconfinementandcontactwiththejuvenilejusticesystem.DACJJsupportseffortsofgrantrecipientsandDMCinitiativesthroughoutNorthCarolinathatprovideopportunitiesforreducingDMC.
TheRelativeRateIndex(RRI)isthemethodthattheFederalOfficeofJuvenileJusticeandDelinquencyPrevention(OJJDP)usestocalculatethedisproportionalityofminorityyouthinthejuvenilejusticesystem,whencomparedtowhiteyouth.
TheRelativeRateIndexforNorthCarolinaforFY14-15wouldindicatethefollowingforminorityyouth(Asian,BlackorAfricanAmerican,Hispanic/Latino,NativeAmerican,PacificIslander,Multi-racial):NativeAmerican,PacificIslander,Multi-racial):The number of juveniles placed in detention centers has decreased 48 percent
Courtcounselorsareusingastructuredassessmentinstrumentandusingcommunityresourcestopreventunnecessarysecuredetention.Researchhasestablishedthatunnecessarydetentionoflowerriskjuvenilesleadstopooreroutcomesforthosejuveniles.Thedeclineofyouthinsecurecustodyhasbroughtabouttheclosureofmultipledetentioncenters.Studiesindicatethatlower-riskjuvenilescanbebetterservedthroughprogramsandresourcesintheirlocalcommunities.
The number of juveniles committed to youth development centers has decreased 33 percent
Juvenilecourtcounselorsaresecuringevidence-basedservicesthroughJuvenileJusticeCommunityPrograms,partnershipswithmentalhealthandothercommunity-basedagencies.Judgesandjuvenilecourtstaffhavefoundthesecommunity-basedservicestobemoreeffectiveoptionsforsomejuvenileswhopreviouslywouldhavebeencommittedtoayouthdevelopmentcenter.Youthdevelopmentcentercommitmentsshouldbereservedforthemostserious,violentandchronicoffenders.
6,246
5,170
4,012
3,421
3,238
3,229
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2010
2011
2012
2013
2014
2015
Detention Center Admissions
(CY 2010-2015)
326
288
211
217
202
217
0
50
100
150
200
250
300
350
2010
2011
2012
2013
2014
2015
Youth Development Center Commitments
(CY 2010-2015)Thelevelofganginvolvementamongthejuvenilesweservehasremainedconstantatapproximately7percent.Gang-involvedyouthareamongthehighestriskjuveniles.Thosewhoaregang-involvedaremostlikelytobecomedeeplyentrenchedinthejuvenilejusticesystem,includingsecuredetentionandcommitmenttoayouthdevelopmentcenter.
Whilerepresentingasmallsegmentofthepopulationweserve,gang-affiliatedyouthrequirehigherlevelsofsupervisionfromjuvenilecourtcounselors,andtheirsupervisionpresentselevatedriskstothosestaffmembers.AcrossNorthCarolina,juvenilecourtstaffworkinclosecollaborationwithlawenforcementtoshareinformationaboutlocalgangactivity,andtodevelopandimplementstrategiesandprogramstoreducegangactivity.Lawenforcementalsoprovidesextrasecurityforcourtcounselorsininstanceswherelocalconditionsdictatespecialprecautions.
1,842
1,573
1,390
1,323
1,238
1,229
8.7%
7.3%
6.6%
6.8%
6.7%
7.1%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2010
2011
2012
2013
2014
2015
Juvenile Gang Members/Associates (CY 2010-2015) in the Juvenile Justice System
# of Gang Affiliated Youth (Member or Associate)
% of Gang Affiliated Youth (Member or Associate)TheJuvenileCommunityProgramssectionoverseestheadministrationofmultipleprogramtypesthatarefundedthroughvariousrevenuesources
Assessment Centers:
TheSectionopenedanew12-bedcrisisandassessmentprogrammingmodelinlateNovember2015withresidentialcontractualdollarsbyrepurposingtheuseofDCottageUnitatthe.A.DillonYouthDevelopmentCenter.TheJuvenileCrisisandAssessmentCenter(InsightProgram)isthefirstofseveralcrisisandassessmentcenterstobeestablishedacrossthestate,withafocusonproviding24/7carewhileconductingabatteryofeducation,environmental/social,intelligenceandpersonalityassessments.InNovemberandDecember2015,12youthwereserved.In2016,theSectionwillopentwomoreassessmentcenters–oneinForsythCounty(bywayofrepurposingtheForsythDetentionCenter)andoneinBuncombeCounty(byrepurposingthenewlyremodeledformerBuncombeDetentionCenter).ThepurposeoftheassessmentcentersistoevaluateLevelIhighrisk/highneedyouthandLevelIIyouthandmakerecommendationsforcommunityleveland/orresidentialintervention/treatmentservicesasneeded.
FundingSource
Juveniles Served
JCPC Funds
23,726
Community BasedContractual Services
605
JCPC Alternatives to CommitmentPrograms
111
Residential ContractualServices
410
JCPC Level IIDispositional Alternatives
296
identifiedbyNorthCarolinageneralstatute:JuvenileCrimePreventionCouncil(JCPC)fundsthatsupportprogramswithinall100countiesviathecollaborativeworkofJCPCsandlocalcountypartners;LevelIIDispositionalAlternativefundsthatsupportstate-levelCommunity-BasedandResidentialContractsinadditiontoJCPC-EndorsedLevelIIprogramsatthelocallevel;andAlternativestoCommitmentfundsthatsupportprogrammingforthejuvenilejusticesystem’shighestriskyouth.Theseprimarysourcesoffundingsupportmorethan500programsthatserveat-risk,diverted,court-involved,committedandpost-releasesupervised(PRS)youthacrossthestate.Eachprogram
typeprovidesalinchpinintoarelativeportionoftheworkingsoftheJuvenileJusticeFacilitiesStrategicPlan.Mostnotablearetheconnectionstothecomponentsof1)promotingpublicsafetybyavoidingthecostsofyouthdevelopmentcentercommitment;and2)planningandpreparationforthefutureofjuvenilejustice.
JuvenileCrimePreventionCouncil(JCPC)Programs:
JCPCProgramsarefundedthroughastateandlocalpartnershipinall100counties.Thesepartnershipsbetweenthestate,localcountystakeholdersandnonprofitagenciesproducemorethan500programsthatestablishalocalcontinuumofneededsanctionsandservicestoddresstheissuesofdelinquentjuvenilesandthoseyouthmostlikelytobecomedelinquent,alongwiththeirfamilies.JCPCsarelegislativelymandatedbodiesthatannuallyreleaseRequestsforProposalstoinformfundingdecisionsbasedoncommunitydemographics,risks,needsandgapsinservices.Community-BasedContractual:
FunctionalFamilyTherapyContractExpansion
AMIkidsNorthCarolinaFamilyServices(NCFS)wasawardedthedepartment’sstatewidecompetitivebidforFunctionalFamilyTherapy(FFT)onSept.2,2015.TheorganizationisasubsidiaryofAMIkidsInc.basedinTampa,Fla.,andhasprovidedFFTservicesinNorthCarolinasince2011.
Inaddition,EckerdKidsoperatestwoshort-termresidentialprogramsformalejuvenileswhohavereceivedaLevelIIdisposition–Candor,whichhas36beds;andBoomer,whichhas24beds.Theprogramsofferasocialskillsbuildingcurriculumandfocusonredirectingcriminalthinkingpatternswithanaveragelengthofstayoffourtofiemonths.
Provider logos used with permission
Overthenexttwoyears,FFTservicesareanticipatedtoimpactthelivesofmorethan700juvenileoffendersconsistingofLevelII,postreleaseLevelIIIjuvenilesreturningtotheircommunities,aswellassomehighrisk/needsLevelIjuveniles.AMIkidsInc.iscontractedtodeliverFunctionalFamilyTherapywithinanexpanded89countycatchmentarea.WeareexcitedabouttheseFFTservicesandthepositiveimpacttheseserviceswillmakeonthejuvenilesandtheirfamiliesservedthroughoutNorthCaolina.
Theawardmarksamilestoneinaddressinggapsinthecontinuumofcarewithanincreasedpresenceofshort-term,family-basedinterventionprogrammingstatewide.FFTservicesguidejuvenileoffendersandtheirfamilymembersthroughfivetreatmentphases.TherapistsarecertifiedtoprovideFFTservicesandparticipateinweeklyclinicalsupervisionwithacertifiedFFTsupervisortoensuremodelfideity.Bilingualservicesarealsoavailable.
ResidentialContractualPrograms:
TheCommunityProgramsSectionalsocurrentlycontractswiththreeproviderstooffer10residentialprograms.TheWestCareGirlsProgramisa16-bedshort-termresidentialfacilityforfemalejuvenileswhohavereceivedLevelIIdispositionsinjuvenilecourt.Theprogramprovidesagender-responsivetherapeuticenvironmentthatfocusesontrauma-informedcarewithanaveragelengthofstayoffourtofivemonths.
MethodistHomeforChildrenoperatesfivemultipurposegrouphomes(eachisco-gender)primarilyforjuvenileswhohavereceivedaLevelIIdisposition.Thelengthofstayisapproximatelysixmonthsandthehomesaddressantisocialbehaviorsthroughimplementingasocialandlifeskillscurriculumthtisindividualizedforeachyouth.Methodistalsooperatestwotransitionallivinghomes(oneforfemalesandoneformales)foryouthexitingyouthdevelopmentcenterswhocannotreturntotheirhome
communitiesduetogangviolenceorfamilydisorder.InalloftheMethodist’sresidentialprograms,theValueBasedTherapeuticEnvironmentisthetherapeuticprogramthathasbeenrecognizedbyOJJDPasapromisingpractice.LevelIIDispositionalAlternativesandAlternativestoCommitment:
Annually,twoRequestsforProposals(RFPs)areissuedtoseekprogramstoserveLevelIIand/orLevelIIIyouthwhileretainingtheminthecommunityasalternativetocommitmenttoaYDC.In2015,10LevelIIJCPC-EndorsedDispositionalAlternativeprogramsandeightAlternativestoCommitmentprogramssupportedanidentifiedserviceneedwithinmanyjudicaldistrictsacrossthestate.
Expansion of Residential Contractual Programs
InOctober2015,theGeneralAssemblyappropriated$2milliontoincreasethenumberofresidentialbeds.Thesedollarsaretimelygiventhehighdemandforresidentialservicesbyjudges,courtcounselorsandotherserviceproviders.TheSectionhasalreadybeguntoworkonexpandingprogrammingtositeswithexistinginfrastructure(buildingsandlandattherespectivelocations)tomeetthelegislativemandate.JuvenileCommunityProgramsisslatedtomeetthemandatesofthestrategicplanbyexceedingthe16crisisbedcapacitywiththeopeningoftheForsythrisisandAssessmentCenterin2016,aneightbedfacility.ThecombinedservicecapacityattheForsythandDillonCrisisandAssessmentCentersitesofferatotalcapacityof20residentialcrisisbeds.
Ten (10) programs were approved to receive Alternatives to Commitment funds totaling $750,000.
Nine (9) programs were approved to receive JCPC-Endorsed Level II Dispositional Alternative funds totaling $806,885.
TheLevelIIprogramsseektoprovidethefollowingprogramtypes:home-basedfamilycounseling(Multi-systemicTherapyandother),counseling,experientialskill-building,CognitiveBehavioralTherapy,juvenilestructureddayreportingcenterservices,sexoffenderassessmentandtreatmentservices,specializedfostercare,andrestitution&communityservice.Theprogramsareselectedbasedonneedsandgapsinservicesinthelocaljudicialdistrict.
TheAlternativestoCommitmentfundingsourceprovidesresidentialand/orcommunity-basedintensiveservicesforLevelIIIyouthwhoarecommittedtotheDACJJforplacementinayouthdevelopmentcenter(YDC);LevelIIIyouthwhoarere-enteringthecommunityafterreceivingcommitmentprogramminginaYDC;andLevelIIyouthwhoaremostat-riskofaLevelIIIdispositionandcommitmenttoaYDCand/oryouthwhoarere-enteringthecommunityfromaresidentialorotherout-of-homeplacement.Theprograms,likeLevelIIprograms,areselectedbasedonneedsandgapsinservicesinthelocaljudicialdistrict.
Also,theSectionispoisedtoexpandresidentialservicebedsatthetwoEckerdshort-residentialprogramsites:Boomer,locatedinWilkesCountyandCandor,locatedinMontgomeryCounty.Additionally,bedcapacityexpansionisplannedfortheWestCareGirlsProgram,locatedinVanceCounty.ATransitionalLivingHomeprogrammodelisalsoslatedfordevelopmentontheForsythCrisisandAssessmentCenter(formerForsythDetentionCenter)propertyinWinston-Salem.ThismodelpromotesthespiritoftheJuvenileJusticeStrategicPlanto1)supportcommunity-basedprogrammingastheneedforyouthdevelopmentcentersdiminishand2)fundandexpandtransitionallivinghomestosupportreentryservices.OtherJuvenileCommunityProgramsprojectsincludefurtherdevelopmentoftransitionallivinghomesintheEasternandWesternareasofthestate.SPEP Phase I Completion: Moving Towards Full Implementation of SPEP for All Juvenile Community Programs
NorthCarolinaisoneof10statesthathaveembracedtheStandardizedProgramEvaluationProtocol,orSPEP,asanevaluationtooltoidentifythemosteffectiveservicesthathavethehighestpotentialtolreducejuvenilerecidivism.Asamatteroffact,NorthCarolinawasthefirststatetopilottheSPEPinstrument.
NorthCarolinaGeneralStatutesrequirethatJCPCsfundonlyeffectiveprograms,andSPEPisthedepartment’sresponsetocomplyingwiththismandate.Thetoolallowsforanexaminationofhowaspecificprogramisperformingcomparedtotheeffectivepracticeforthatservicetypeintheresearch.Thisresearch-basedprocessisbeinginstitutedtopushprogramstomodelbestpracticesfortheirprogramtypetohavethegreatestimpactonthereductionofrecidiism.
ToprepareforfullimplementationoftheSPEPprocess,CommunityProgramscompletedanumberofactivities:
SPEPTraining:ProvidedtoallJuvenileCommunityProgramsstaff,JCPCsandJCPC-fundedprogramstaff
QuarterlyNCALLIESDataQualityReviews:JCPC-fundedprogramdatareviewstoisolateproblemdataerrorsandinformofcorrectiveactionneeded
PrimaryandSupplementalServicesVerification:IdentificationofserviceclassificationsandmatchingtoSPEPservicetypesforallJCPCprograms
RiskAssessmentToolTraining:TrainingprovidedtoteachprogramprovidershowtoadministertheNCAssessmentofJuvenileRiskofFutureOffending(NCAR)tool
QualityofServicesScoring:QualityimplementationandservicefidelityreviewsbyareaconsultantswithvalidationandratingforeachJCPCfundedprogram.
PhaseIofSPEPinNorthCarolinawascompletedin2015wherebySPEPscoreswereproducedforallJCPCPrograms.SPEPscoreswillbeusedtopromotequalityimprovement,strengtheningprogramsfundedbytheJCPC.NextstepsincludeworkingwithJCPCprogramsandlocalJCPCsinthedevelopmentofProgramEnhancementPlans(PEPs)tohelpguideprogramstowardbestpractices.SPEPwillbecomeanelementintegratedwithintheJCPCannualmonitoringandconsultantmonitoringprocesses.TheSPEPservesasavaluableprogramevaluationandimprovementprocessthatwillsupportthedevelopmentofbestpracticeswhileimpactingrecidivsmreductionofthosejuvenilesserved.
CommunityProgramswillinitiatePhaseIIoftheSPEProlloutin2016andwillincludeallothercommunityprogramssupportedvariousfundingsourcesJCPC-EndorsedLevelIIDispositionalAlternatives,JCPCAlternativestoCommitmentprograms;community-basedcontractual(FFT),andresidentialservices(multipurposegrouphomes,short-termresidentialfacilities,andtransitionallivinghomes).TheJuvenileCommunityProgramssectionisexcitedtoengagewithourpartnersintheSPEPprocesstoensureeffectiveservicedeliveryandgreaterimactonrecidivismreductionforourhigherriskyouthbeingserved.*18% of all youth served; and 36% of court involved youth were on diversion plans/contracts
5,891
25%
6,932
29%
7,314
31%
3,589
15%
Juveniles Served by Region
Eastern
Central
Piedmont
Western
15,618
66%
8,108
34%
Juveniles Served by Sex
Male
Female
11,132
47%
8,616
36%
2,803 12%
1,175
5%
Juveniles Served by Race/Ethnicity
African American
White
Hispanic/Latino
Other
Funding
SourceJuveniles Served
Assessments
973
Experiential Skill Building
510
Family Counseling
302
Group Counseling
24
Group Home Care
73
Home Based Family Counseling
271
Individual Counseling
1608
Interpersonal Skill Building
4643
Juvenile Structured Day
1468
Mediation/Conflict Resolution
723
Mentoring
380
Parent/Family Skill Building
847
Restitution/Community Service
5968
Runaway Shelter Care
325
Sexual Offender Treatment
109
Specialized Foster Care
19
Substance Abuse Counseling
214
Teen Court
3685
Temporary Foster Care
13
Temporary Shelter Care
326
Tutoring/Academic Enhancement
992
Vocational Skills
253
11,506
12,220
0
2,000
4,000
6,000
8,000
10,000
12,000
No JJ Involvement
JJ Involvement/CourtInvolved*
Number of Juveniles ServedJuvenileFacilityOperationsoperatestwotypesofsecureconfinementcentersforyouthsinNorthCarolina:juveniledetentioncenters(JDC)andyouthdevelopmentcenters(YDC).Thepurposeofajuveniledetention
Chatham Youth Development Center in Siler City, North Carolina.
Edgecombe Youth Development Center in Rocky Mount, North Carolina. (reopening 2016)
DetentionCenterstaffusemotivationalinterviewingandotherstrength-basedpractices,suchasanincentive–basedbehaviormanagementsystem,topromotepositivebehaviorandensurebehaviorexpectationsareclearlydefined.BetweenMayandAugust2015,alldetentioncenterstaffweretrainedinEffectiveBehaviorManagementtoprovidethemwithadditionaltoolstoreinforcepositivebehaviorandtoacilitatebehaviorchangeswithintheyouthweserve.
Youthdevelopmentcentersaresecurefacilitiesthatprovideeducationandtreatmentservicestopreparecommittedyouthtosuccessfullytransitintoa
centeristoprovideasafe,secure,controlledandhumaneenvironmenttothejuvenilesservedandthestaffprovidingthosejuvenileswithsupervision.Whileajuvenile’slengthofstayinadetentioncenterisshort-term,withtheaveragelengthofstayin2015being15.4days,thejuvenileisprovidedwiththeopportunitytomakebehavioralchangesandofferedprogrammingtomeettheirspecificneeds.
Withinanhourofadmissiontoajuveniledetentioncenter,juvenilesareadministeredtwoteststhatassesstheirlevelofsuicideriskandhelpidentifymentalhealthissues.Ifscreeningindicatesaneed,thejuvenilereceivesamentalhealthevaluationfromcontractedmentalhealthproviderswithin24to48hours.Juvenilesalsoreceiveaphysical
evaluationwithin72hoursofadmission.Moreextensivemedicalordentalneedsaremetthroughrelationshipswithcommunityproviders.Thejuvenilemayalsoparticipateinindividualcounselingandgroupcounselingwhileindetention.ThecontractedsubstanceabuseproviderutilizesBriefChallengesandtheSevenChallengesprogramstoaddresstheneedsofthosejuvenileswithsubtanceabuseproblemsand/orco-occurringdisorders.
communitysetting.Thistypeofcommitmentisthemostrestrictive,intensivedispositionaloptionavailabletothejuvenilecourtsinNorthCarolina.Thestructureofthejuvenilecodelimitsthisdispositiontothosejuvenileswhohavebeenadjudicatedforviolentorseriousoffensesorwhohavealegthydelinquencyhistory.FacilityType
Facility
Capacity
Avg. Population
Youth Development Centers
Chatham
32
30.4
Dobbs
43
34.8
C.A. Dillon
90
55.1
Stonewall Jackson
96
93.8
Juvenile Detention Centers
Alexander
24
21.7
Cumberland
18
13.4
Cabarrus (opened8/2015)
30
26.5
Gaston(closed 8/2015)
24
21.2
New Hanover
18
12.2
Pitt
18
14.3
Wake
24
18.7
County-operated Juvenile Detention Centers
Durham
14
10.1
Forsyth (closed 9/2015)
16
11.2
Guilford
48
35.3
Below is a list of North Carolina’s youth development centers, juvenile detention centers and county-operated juvenile detention centers with the facility’s name, bed capacity and daily average population for calendar year 2015:
Stonewall Jackson Youth Development Center in Concord, North Carolina7
18
84
332
751
1,306
595
128
8
0
200
400
600
800
1,000
1,200
1,400
<10
11
12
13
14
15
16
17
18+
Detention Center Admissions by Age (CY 2015)
1
0
1
12
37
97
54
15
0
0
10
20
30
40
50
60
70
80
90
100
<10
11
12
13
14
15
16
17
18+
Youth Development Center Commitments by Age (CY 2015)
80%
20%
Detention Center Admissions
by Sex (CY 2015)
Male
Female
89%
11%
Youth Development Center
Commitments by Sex (CY 2015)
Male
Female
5%
65%
8%
22%
Detention Center Admissions by
Race/Ethnicity (CY 2015)
Other
Black or African-American
Hispanic/Latino
White
4%
71%
8%
17%
Youth Development Center Commitments
by Race/Ethnicity (CY 2015)
Other
Black or African-American
Hispanic/Latino
WhiteEducationServicesischargedwithfulfillingallstateandfederalmandatesofatraditionalschoolsystem.Theschoolsystemstaffincludesasuperintendent,centralofficestaff,principals,assistantprincipal,teachersandothersupportstaff.
StudentsenrolledinacademicprogramsinyouthdevelopmentcentersareprovidedinstructionconsistentwiththeNorthCarolinaEssentialStandarsinfour90-minuteblocksdaily.Students'academicabilitiesareassesseduponenteringandleavingyouthdevelopmentcenters,witheachyouthreceivingapersonaleducationplan.Studentswhoareidentifiedasexceptional(i.e.,havingadisability)receiveanIndividualEducationPlan(IEP)developedaccordingtothefederalIndividualswithDisabilitiesEducationAct(IDEA)guidelines.
Whileenrolledintheeducationservicessystem,studentsmayearneitherahighschooldiplomaorhighschoolequivalencycertificate.
•Astudentsamplestudywascompletedforthe2015–2016schoolyear,withstudentsparticipatingfrom
•FutureReadyOccupationCourseofStudy(OCS)studentsatthreeyouthdevelopmentcenterswereinvolvedinnumerouscommunityactivitiesincludingvolunteerwork,jobpreparationskillstraining,andlisteningtoguestspeakersfromvariousoccupations.
•TheDPIAnnualReportfoundthattheJuvenileJusticeExceptionalChildren’sDepartmenthadtimelyevaluations,as100%ofthereferralsforevaluationswerecompletedwithinthemandatorytimeframe.
•FiveteachersinJuvenileJusticeweretrainedbyDPItoenablethemtoworkwithESLstudents.Additionalteacherswillbetrainedduringthe2016-2017schoolyeartobetterservethisstudentpopulation.
Class is in session at one of our Juvenile detention centers
StonewallJacksonYDC.Thestudycomparedachievementscoresoverathreeyearperiod,andallstudentswereshowntoprogressintheirreadingskills.Studentsachievingatthe“wellbelowaverage”rangeinreadingatthebeginningofthethreeyearswereshowntoscoreinthe“average”rangebytheendofthethreeyears.Similarresultswereshownintheareaofmath.
Highlights from the 2015-16 school year :CareerandTechnicalEducation(CTE)serviceswereprovidedforYDCstudentsprimarilythroughlocalpartnershipswithcommunitycolleges.Theseprogramsincludedthefollowing:
1.ComputerEngineeringTechnologyIatStonewallJacksonYDC,inpartnershipwithRowan-CabarrusCommunityCollege.Thiscoursefocusesonthehardwareskillsrequiredforinstallingandmaintainingcomputers,andincludesobjectivesinfivedomains:
•PCHardware
•Networking
•Laptops
•Printers
•OperationalProcedures
During2015,16studentsparticipatedinCTEcourses.ThesecoursesincludePrinciplesofHumanServices,IntroductiontoAnimalCare,andHorticultureatStonewallJacksonYDC;BusinessManagementatC.A.DillonYDC;andPrinciplesofBusinessandPersonalFinanceandMicrosoftWordatDobbsYDC.
StudentsinjuveniledetentioncentersaretaughtcoreacademicsaccordingtoNorthCarolinaCommonCoreStateStandards.
Rows of collard greens and kale by the cafeteria at Stonewall Jackson Youth Development Center
AquaponicsLab at Stonewall Jackson Youth Development Center
Culinary students learn the basics of catering along with other food preparation skills (Photo Courtesy: Lenoir Community College)
2.AquaponicsGardeningatStonewallJacksonYDC,viacollaborationwithalocalprivatebusiness,100GardensLLC,andRowan-CabarrusCommunityCollege.
3.CulinaryArtsatDobbsYDC,incollaborationwithLenoirCommunityCollege.TheseclassescomplementedexistingcourseofferingsinHorticultureandAutomotiveServiceTechnology.
Detentioncentersuseavarietyofeducationalresourcesandinstructionalstrategies,includingweb-basedcurriculumsoftware,teamteaching,experientiallearning,differentiatedinstruction,audio/visualpresentations,groupprojects,andhands-onactivities.Asinpreviousyears,juvenilescommittedtoNorthCarolina'sjuvenilejusticesystemcontinuetopresentwithmultipleandcomplexbehavioralhealthneeds.Apoint-in-timesurveyofyouthconfinedinyouthdevelopmentcentersin2015indicatesthat99.5percent(allbutone)carriedatleastonementalhealthdiagnosis,with74percentholdingatleastonesubstanceusediagnosis.Inaddition,74percenthadco-occurringmentalhealthandsubstanceusedisorders,71percenthadmorethanonementalhealthdiagnosis,and16percenthadsubstanceusedisordersinvolvingmorethanonesubstance.Thirty-onepercentweretakingprescribedpsychotropicmedication.EachyouthcommittedtoYDCshadfourdistinctbehavioralhealthdiagnosesonaverage.
ThemostfrequentdiagnosesamongYDCyouth,foundaftercompletionofacomprehensivepsychologicalassessmentbyapsychologist,werewithinthecategoryofDisruptive,Impulse-ControlandConductDisorders.Thesediagnosesdescribeproblemsofself-controlmanifestedinbehaviorsthatviolatetherightsofothersand/orbringanindividualintoconflictwithrules,lawsorauthorityfigures,soitisnotsurprisingthat97percentofdelinquentyouthconfinedinYDCscarryatleastonediagnosiswithinthisclass.OthercommondiagnosesfoundamongyouthinYDCsaresummarizedinthetableonpage27.Asdepicted,thesepatternswerequitesimilarforboysandgirls.
Asnotedabove,problemsrelatedtotraumaexposureareprevalentinthisgroup.FullorpartialcriteriaforPost-traumaticStressDisorderorforothertraumaandstressor-relateddisorderswasmetby100percentofcommittedgirlsand50percentofcommittedboys,withexposuretosixtraumaticeventsonaverage.Typicaldifficultiesresultingfromthesestrugglesincludetheinabilitytorecognize,tolerateandrecoverfromextremedistress,poorself-awarenessofsensationsandbodilystates,interpersonalproblemsmarkedbyatendencytoperceiveerroneouslyinnocuoussocialinteractionsasbeinghostileinintent,aninabilitytoself-soothe,andatendencytouseself-harmasameansofmanagingoverwhelmingdistress.
LicensedmentalhealthcliniciansatallYDCsofferanevidence-basedindividualinterventionfortraumadisorders,TF-CBT(Trauma-FocusedCognitiveBehaviorTherapy).In2015,asecondcohortofYDC-basedlicensedmentalhealthclinicianscompletedtheNCChildTreatmentProgram’strainingprogramforStructuredPsychotherapyforAdolescentsespondingtoChronicStress(SPARCS),makingthatinterventionavailableatallYDCsaswell.SPARCSisanevidence-basedgroupinterventiondesignedforadolescenceswhohavebeenexposedtochronicstressand/ortrauma.Duringgroupsessions,membersexamineandaddressproblemswithregulatingemotions,attention,self-perception,relationships,physicalhealthandlifepurpose.LicensedmentalhealthcliniciansparticipateinmonthlySPARCSand/orTF-CBTpeersupervisiongroupsinordertomaintainahighdegreeofskillandfidelityindeliveringtheseinterventions.
Youthadmittedtoyouthdevelopmentcentersin2015receivedasuicideandmentalhealthscreeningwithinanhourofarrivaltoinformplacementandsuervisiondecisionsafteradmission.Inaddition,youthreceivedamentalstatusexamandafullpsychologicalevaluation,includingpsychologicalandintelligencetesting,substanceabusescreening,andassessmentoftrauma-relateddisorderswithinthefirst30daysafteradmission.Theresultsofthescreeningsandthestandardizedbatteryofpsychologicalassessmentswereusedtoformulateindividualizedserviceplansthatinludedindividualizedplansforeducation,mentalhealthtreatment,pro-socialskillsacquisition,andaframeworkforpost-releaseservices.Whilealwaysfarhigherthanusualrelativetotheirnon-justice-involvedpeers,ratesofbehavioralhealthdisordersamongcommittedyouthhavesteadilyincreasedoverthepastfiveyears.Whilewehaveseenadeclineinalcoholusedisorders,substanceusedisordershaveincreasedby20percentoverthisperiod,chieflyduetoariseincannabis-relateddisorders.Wewillbemonitoringthesepatternscloselytoensurethatwemeetthetreatmentneedsofcommittedyouth.
0%
7%
7%
100%
60%
93%
15%
41%
47%
50%
74%
87%
0%
20%
40%
60%
80%
100%
Intellectual Disability
Depressive Disorders
Attention Deficit/Hyperactivity Disorder
Trauma- and Stressor-Related Disorders
Cannabis-Related Disorder
Conduct Disorder
Mental Health and Substance Abuse Diagnoses
by Percent of YDC Population
Boys %
Girls %
5%
35%
16%
21%
19%
51%
9%
22%
49%
20%
42%
62%
0%
20%
40%
60%
80%
100%
Intellectual Disability
Deppressive Disorders*
Attention Deficit/Hyperactivity Disorder
Trauma- and Stressor-Related Disorders
Cannabis-Related Disorder
Conduct Disorder
Mental Health and Substance Abuse Diagnoses by Percent of Population in Community-Based Residential Programs
Boys %
Girls %
Below are Mental Health and Substance Abuse Diagnoses for populations of juveniles in our YDCs and those who are in Community-Based Residential Programs:
*Data were not available for all program participants JuvenileJusticeHealthServicescontinuedtoprovidehealthassessmentsuponajuvenile'sentrytoaresidentialsetting,dailyaccesstoacutehealthcarecomplaints,managementofrequiredprescribedmedicationsandemergencyhealthcare.InstrivingtomeettheneedsofyouthpresentingtoJuvenileJusticeFacilities,alltheseservicesandmorewereprovided.
UsingdataavailablefromtheNorthCarolinaAnnualSchoolHealthServicesReport2012-2013(N.C.DepartmentofPublicInstruction&N.C.DivisionofPublicHealth),19percentofschool-agedchildreninNorthCarolinaPublicSchoolsrequiredcareforchronichealthconditionsincludingdiabetes,asthma,seizuresandsevereallergies.JuvenileJustice'spopulationisasubsetoftheN.C.PublicSchoolpopulationandhasseenaconcurrentincreaseinthenumberofyouthenteringdetentioncentersandyouthdevelopmentcenterswithcompexchronicillnessneedsrequiringimmediateattentionandcasemanagement.Theunplannedcircumstancessurroundingmanyadmissionsmeansthatmedication,healthhistories,providersmedicalordersmaynotarrivewithyouthandcaremustbequicklycoordinatedtoensuresafety.
Oralhealthisanothermajorchallengeforyouthenteringstatejuvenilejusticefacilities.Lowlevelsofpreventiveoralhealthinthepopulationresultsinneededrestorations,extractionsandendodonticcareformanyyouthwhileintheresidentialsetting.Increasingnumbersofjuvenilesenterourfacilitieswithoralabscesses,wisdomtoothpainanddamaged,brokenteethrequiringimmediateattention.JuvenileJusticecenterscontractwithcommunityoralhealthproviderstomeettheseneeds.Giventherateofservicesrequired,aplantoestablishasmalldentaltreatmentareaatStonewallJacksonYDCinpartnershipwiththeCountyPublicHealthAuthorityismovingforward.JacksonYDChousesthelargestcommittedyouthpopulationandseesthehighnumbersofyouthwithoralhealthneeds.Othercommunity-basedoptionsareusedforsmallerYouthDevelopmentCenters.Programsincludecommunityprovider/JuvenileJusticepartnershipsandcollaborationswithcountypublichealthentities.
Informationintheprecedingsectionofthisreportoutlinesthesignificantandcomplexmentalhealthneedsofthejuvenilepopulationserved.Thedataandinformationprovidedmustbeviewedinanintegratedcontext--juvenileshavementalhealthconditionsthatimpacttheoverallhealthstatusandrelatedmanagementincludingassessmentforinteractionsandsideffects,poorself-careduetothementalhealthcondition,andgreaterdisplaysofaggressionandrisk-takingbehaviors.FactorssuchasthesetendtoincreasethelevelofinvolvementrequiredofHealthServicesstaffintheresidentialsetting.
StaffingforhealthservicesinNorthCarolinaJuvenileJusticehashistoricallybeenlimited,astheprimarypurposeoftheorganizationisnotspecificallyhealthcare.However,thehealthcareneedsofyouthinvolvedwithJuvenileJusticeandtrendsofhealthcareneedsacrossthestateandnationposeincreasingchallenges.WewillbemonitoringthesetrendscloselytoensurethatweprovidenecessaryresourcestomeetthehealthcareneedsofyouthinresidentialJuvenileusticesettings.Juvenile Court Services$32,806,818
Youth Detention Center Services
$14,110,133
Youth Development Center Services
$15,668,508
Youth Treatment Services$15,588,843
Youth Education Services$6,404,822
Community Programs Services$17,526,604
Juvenile Crime Prevention Council (JCPC)
$22,621,717
Like all state agencies, Juvenile Justice’s budget comes from appropriations established by the North Carolina General Assembly. During FY 14-15, Juvenile Justice was appropriated $124,727,445 with $8,428,742 in grants and federal funding.
Section
Juvenile Justice Employees
Total Numberof Staff
Numberof Criminal Justice Certified Staff*
Community Programs
22
Court Services
538
451
Facility Services
(Includes Education / Health / Clinical)
753
597
Transportation Services
45
16
Administration
13
Juvenile Justice offers services in every county within North Carolina through a combination of contracts, grants and direct service. The 1,371 Juvenile Justice Staff members and numerous stakeholders integrate their combined expertise and efforts to provide an effective, seamless continuum of responses and services to the youth and families of North Carolina.
*Job classifications involved in supervision or counseling of juveniles, as defined in Title 12, Chapter 9 of the NC Administrative Code, by the statutory authority of G.S. 17C, are subject to and must meet the hiring and training standards established by the North Carolina Criminal Justice Education and Training Standards Commission. Juvenile Justice Central Office:
3010 Hammond Business Place
Raleigh, NC 27603
Mailing Address:
4212 Mail Service Center
Raleigh, NC 27699-4212
Main Phone:
919-733-3388
Deputy Commissioner for Juvenile Justice: William L. Lassiter
Juvenile Community Programs: Cindy Porterfield, Director
Juvenile Court Services: Michael Rieder, Director
Juvenile Facility Operations: Jim Speight, Director
Juvenile Treatment and Intervention Services: Dr. Martin Pharr, Director
Media/Public Records: Diana Kees
For additional information, please visit our website at: https://www.ncdps.gov/juvenile-justice