OBSERVATIONS ON CHANGEOBSERVATIONS ON CHANGE

Parent organizations have the obligation to Parent organizations have the obligation to establish standards and teach values that establish standards and teach values that support the mission and vision of the support the mission and vision of the agency.agency.

When the values and standards that When the values and standards that defined the agency mission are eroded by defined the agency mission are eroded by neglect and the mission loses its clarity, neglect and the mission loses its clarity, then alternate values emerge that begin to then alternate values emerge that begin to influence change. influence change.

What’s in a name?What’s in a name?

CONSIDERCONSIDER The youth authority was conceived as a The youth authority was conceived as a

vehicle to provide delinquent youth with vehicle to provide delinquent youth with opportunities for self-improvement and opportunities for self-improvement and growth.growth.

Its facilities were characterized as schools and Its facilities were characterized as schools and youth camps and its mission reflected youth camps and its mission reflected standards for child care, education, treatment standards for child care, education, treatment and training.and training.

Its staff were identified as youth counselors, Its staff were identified as youth counselors, group leaders, treatment team supervisors group leaders, treatment team supervisors and treatment program administrators.and treatment program administrators.

Changing Values, New NamesChanging Values, New Names

Over time:Over time: The Ventura School became the Ventura Correctional The Ventura School became the Ventura Correctional

Facility.Facility. Group supervisors became youth correctional officers.Group supervisors became youth correctional officers. Youth counselors transformed into correctional Youth counselors transformed into correctional

counselors.counselors. Uniforms replaced attire.Uniforms replaced attire. Rank replaced functions as Sergeants, Lieutenants, Rank replaced functions as Sergeants, Lieutenants,

Captains, and Majors populated living units and jobs Captains, and Majors populated living units and jobs became posts.became posts.

Over time the Youth Authority became a mirror of Over time the Youth Authority became a mirror of adult correctional structures and nomenclature.adult correctional structures and nomenclature.

The transformation of a youth centered agency The transformation of a youth centered agency culture became adultified.culture became adultified.

ExpectationsExpectations Crowding impacted youth care and raised barriers Crowding impacted youth care and raised barriers

to effective supervision and treatment to effective supervision and treatment Perceptions govern behaviorPerceptions govern behavior Some prophecies became self-fulfilling Some prophecies became self-fulfilling Punishment replaced treatment and use of force Punishment replaced treatment and use of force

was seen as the proper response to acting out was seen as the proper response to acting out behavior. behavior.

External control methods replaced prevention and External control methods replaced prevention and graduated intervention.graduated intervention.

Lock-up and lock-down became a common Lock-up and lock-down became a common practice.practice.

Cancellation of programs reflected the gradual Cancellation of programs reflected the gradual devaluation of treatment.devaluation of treatment.

PolarizationPolarization

Black, white, brown and others are youth Black, white, brown and others are youth transformed into isolated groups.transformed into isolated groups.

Teaching and modeling of tolerance, Teaching and modeling of tolerance, mutual respect, and cultural appreciation mutual respect, and cultural appreciation has given way to management of gang has given way to management of gang and racial antagonism.and racial antagonism.

Solutions are predicated on a return to Solutions are predicated on a return to system of intervention and treatment.system of intervention and treatment.

A Normative CultureA Normative Culture

1. Creates a rehabilitative/treatment1. Creates a rehabilitative/treatment

environment within the facilities and environment within the facilities and programs.programs.

2. Recognizes the importance of establishing 2. Recognizes the importance of establishing socialsocial

rules and expectations centered on respect rules and expectations centered on respect for thefor the

individual, the community and the program.individual, the community and the program.

A Normative CultureA Normative Culture

Norms include:Norms include: Teaching non-violent resolution of disputesTeaching non-violent resolution of disputes Teaching respect for divergent points of viewTeaching respect for divergent points of view Constructive communication to promote Constructive communication to promote

positive norms and to confront negative positive norms and to confront negative normsnorms

Accepting responsibility for one’s behaviorAccepting responsibility for one’s behavior Recognizing that one’s behavior impacts the Recognizing that one’s behavior impacts the

group and using the group process to repair group and using the group process to repair harm caused.harm caused.

Program StructureProgram Structure

Normative culture treatment approachesNormative culture treatment approachesteach skills for:teach skills for: Conflict resolution skills, including tolerance, Conflict resolution skills, including tolerance,

mutual respect and appreciation of other culturesmutual respect and appreciation of other cultures Anger managementAnger management Social skills and communicationsSocial skills and communications Character development and criminal thinking Character development and criminal thinking

error analysiserror analysis Gang allegiance interventionsGang allegiance interventions Accepting personal responsibility and Accepting personal responsibility and

accountabilityaccountability Management of behavior goalsManagement of behavior goals

DJJ FACILITIES PROFILEDJJ FACILITIES PROFILE

Of six camps, all but two camps have been closed.Of six camps, all but two camps have been closed. 7 of 8 DJJ facilities are 40 years old.7 of 8 DJJ facilities are 40 years old. Chaderjian, the newest facility is an adult prison Chaderjian, the newest facility is an adult prison

design.design. There is a shortage of single rooms balanced by regionThere is a shortage of single rooms balanced by region Single rooms are preferred.Single rooms are preferred. 30% of DJJ beds are in open dormitories.30% of DJJ beds are in open dormitories. DJJ facilities unit size range from 30 to 60.DJJ facilities unit size range from 30 to 60. 100% of DJJ living units, exceed ACA’s unit size 100% of DJJ living units, exceed ACA’s unit size

standard. standard. Two housing systems co-exist; one for youth 17 and Two housing systems co-exist; one for youth 17 and

under and one for youth 18 and older.under and one for youth 18 and older.

FACILITIESFACILITIES

ACA Standards require all newly constructed facilities ACA Standards require all newly constructed facilities to be: to be:

150 beds or smaller.150 beds or smaller.

Limit living unit sizes are limited to 16 youth or less.Limit living unit sizes are limited to 16 youth or less.

The 1995 OJJDP Conditions of Confinement Study of The 1995 OJJDP Conditions of Confinement Study of over 1000 juvenile institutions found dormitories to over 1000 juvenile institutions found dormitories to be inherently unsafe.be inherently unsafe.

The Conditions of Confinement Study recommended The Conditions of Confinement Study recommended limiting existing dormitories to no more than 11 beds limiting existing dormitories to no more than 11 beds and banning all new dormitory construction.and banning all new dormitory construction.

FACILITY DESIGN MUST ACCOMMODATE FACILITY DESIGN MUST ACCOMMODATE DIFFERENCES IN AGE AND RISKDIFFERENCES IN AGE AND RISK

Little effective distinction exists in design Little effective distinction exists in design and programming between these age and programming between these age groups.groups.

Access to program spaces are separated Access to program spaces are separated from housing areas producing movement from housing areas producing movement management, group size, and supervision management, group size, and supervision of group separation issues.of group separation issues.

Violence, gang activity, and intimidation Violence, gang activity, and intimidation characterize daily living experiences for characterize daily living experiences for most DJJ youth.most DJJ youth.

CONDITIONSCONDITIONS Routine maintenance and facility upgrades have Routine maintenance and facility upgrades have

been deferred for years.been deferred for years. Living and programming space does not match Living and programming space does not match

security or treatment needs of the population.security or treatment needs of the population. Structural and utility systems are in bad repair.Structural and utility systems are in bad repair. Architecturally limited designs incorporate long Architecturally limited designs incorporate long

corridors, blind spots, faulty or non-functional corridors, blind spots, faulty or non-functional security systems, a lack of CCTV camera security systems, a lack of CCTV camera coverage, inadequate communications, and coverage, inadequate communications, and present movement control and program access present movement control and program access challenges. challenges.

NoneNone of the existing facilities are adequate in of the existing facilities are adequate in design by contemporary standards.design by contemporary standards.

CAPITAL PLANNINGCAPITAL PLANNING Establish a regional services model plan.Establish a regional services model plan. Develop a comprehensive facility resources Develop a comprehensive facility resources

inventory and needs profile by region.inventory and needs profile by region. Incorporate institutions, transition facilities and Incorporate institutions, transition facilities and

community parole service centers into the model.community parole service centers into the model. Establish immediate, short term, and long term Establish immediate, short term, and long term

targeted goals for priority repair and maintenance targeted goals for priority repair and maintenance and unit replacement.and unit replacement.

Establish design standards for clustering facilities, Establish design standards for clustering facilities, replacement of existing housing units, replacement of existing housing units, construction of new facilities, including planning construction of new facilities, including planning and designs for transition beds and community and designs for transition beds and community service centers.service centers.

Incorporate Design conceptsIncorporate Design concepts

Group management, housing, and controlGroup management, housing, and controlbenefit from good security design.benefit from good security design. If YOU CANNOT SEE, YOU CANNOT SUPERVISE.If YOU CANNOT SEE, YOU CANNOT SUPERVISE. IF YOU CANNOT CONTAIN YOU CANNOT IF YOU CANNOT CONTAIN YOU CANNOT

CONTROL.CONTROL. IF YOU CANNOT COMMUNICATE, YOU CANNOT IF YOU CANNOT COMMUNICATE, YOU CANNOT

MANAGE.MANAGE. DIVIDE AND CONQUER.DIVIDE AND CONQUER. SIZE MATTERS, THE SMALLER THE BETTER!SIZE MATTERS, THE SMALLER THE BETTER!

DESIGN FACTORS FOR DESIGN FACTORS FOR POPULATION MANAGEMENT POPULATION MANAGEMENT

1. Divide and conquer, always keep grouping as small as 1. Divide and conquer, always keep grouping as small as possible.possible.

2. Sub-divide whenever possible to provide alternative 2. Sub-divide whenever possible to provide alternative activities.activities.

3. Isolate whenever necessary to permit individual 3. Isolate whenever necessary to permit individual intervention and reflection.intervention and reflection.

4. Control all points of access and egress to structure 4. Control all points of access and egress to structure stability and manage impulsivity.stability and manage impulsivity.

5. Control circulation patterns to limit contact to prevent 5. Control circulation patterns to limit contact to prevent competitive interactions.competitive interactions.

6. Provide structured programming during waking hours, w/o 6. Provide structured programming during waking hours, w/o idle time.idle time.

7. Establish staffing ratios that support building relationships 7. Establish staffing ratios that support building relationships and modeling behavior.and modeling behavior.

8. Recognize and reward achievement.8. Recognize and reward achievement. 9. Provide individual and group programming that addresses 9. Provide individual and group programming that addresses

risk, need and responsivity.risk, need and responsivity.

SYSTEMS MANAGEMENT SYSTEMS MANAGEMENT

Effective Juvenile Correctional Systems have the followingEffective Juvenile Correctional Systems have the followingmanagement methods:management methods: They are driven by policies and practices grounded in They are driven by policies and practices grounded in

contemporary national standards of care and practice.contemporary national standards of care and practice. Local practices based on policy requirements must be Local practices based on policy requirements must be

approved and they must incorporate all the mandated approved and they must incorporate all the mandated policy requirements.policy requirements.

Training requirements are established in policy that are Training requirements are established in policy that are competency based and require from each trainee measured competency based and require from each trainee measured evidence of understanding of the purpose, approved evidence of understanding of the purpose, approved method, and can demonstrate skills. method, and can demonstrate skills.

Audit requirements are established for each policy and Audit requirements are established for each policy and internal and external audits periodically measure internal and external audits periodically measure compliance and outcomes.compliance and outcomes.

Corrective action with administrative response and Corrective action with administrative response and accountability are established for each audit finding.accountability are established for each audit finding.

AccountabilityAccountability

Managers are held to be responsible Managers are held to be responsible for all operational requirements and for all operational requirements and compliance with policy.compliance with policy.

Personnel evaluations are linked to Personnel evaluations are linked to demonstrated and measured demonstrated and measured outcomes.outcomes.

All policies are reviewed annually and All policies are reviewed annually and updated as necessary.updated as necessary.

Training needs are predicated on audit Training needs are predicated on audit and proficiency reviewsand proficiency reviews