Innovative Practices in the Juvenile Justice System: The Campbell County Status Offense Project

1. Innovative Practices in the Juvenile Justice System: The Campbell County Status Offense Project Honorable District Judge Karen Thomas

2. What we know These are not “bad kids.” They are kids who need: • Treatment • Community support • Detention isn’t the answer reclaimingfutures.org

3. In Campbell County. . . • Beyond Reasonable Control of Parent or School and Habitual Truancy are included in the top three offenses that are charged against youth each year. • Nine truancy diversion programs were put in place over the last several years to address the habitual truancy charges.

4. Truancy Diversion What’s it about? • Early intervention • Referral is made when child has 3 unexcused days • Team approach • School personnel, court personnel, and community partners. • Underlying issues of truancy are addressed.

5. TDP Statistics 2010-2011 School Year. . . It’s working! • Statewide- the total number of truancy cases referred to the TDP was 8,296 and of those 533 youth were charged with habitual truancy (i.e. they continued to miss school). • Campbell Co.- the total number of truancy cases referred to the TDP was 483 and of those 48 (10 %) had habitual truancy filed. • Habitual Truancy complaints are still going down, attendance numbers are still going up.

6. Could this model work beyond Habitual Truancy? • Beyond control of parent and beyond control of school cases are multi-faceted and often involve multiple agencies within the community – much like truancy. • Enhanced intervention is needed in the pre-court stage where case management and multidisciplinary consultation could be fully utilized.

7. Campbell County Status Project • Campbell County court staff and community stake holders have partnered with DBHDID to integrate pieces of the Reclaiming Futures model to improve outcomes for pre-court or diverted youth through a policy academy grant. • The Reclaiming Futures model unites juvenile courts, probation, adolescent substance abuse treatment, and the community to reclaim youth.

8. Key steps • Step one: Provide a screening to youth to direct the family to services before a complaint is filed. (CDWs currently use the Global Appraisal of Individual Needs – Short Screener) • Step Two: If complaint is processed a preliminary inquiry takes place with the CDW and the case is presented to a Site Review Team for consultation where treatment is further engaged if necessary.

9. Key Steps cont. • Step three: aggregate data, trends, and concerns will be communicated to a Change Agent Team on a quarterly basis for consideration and potential policy changes. • All of this will take place before formal court involvement.

11. How is it working so far? • Since March 7th 2012, 48 families have sought a pre-complaint conference with the Court Designated Worker to file a beyond control of parent or habitual runaway complaint (no beyond control of school in this time frame). • Of the 48 families only 8 have returned to file a formal complaint after getting screened for mental health and referred to services in the local community via the pre-complaint conference.

12. How were the 8 charges resolved? • Four children were sent to court per the discretion of the county attorney prior to start of second phase of the project. • One charge was withdrawn by the parent. • Three were sent to the Site Review Team.

13. How is this working so far? • Our Site Review Team meeting have included representation from: • County Attorney’s office • Department of Juvenile Justice • Department of Community Based Services • Local schools • Department of Public Advocacy • Children’s law center • Northern Kentucky Community Action • Community Mental Health • The Brighton Center Our first change agent team meeting is scheduled for Oct 24th, 2012, 3pm.

14. Question: What have we learned during this process that we would like for you to consider?

15. Recognition of Co-occurring Disorders of youth involved with the Juvenile Justice System • Each year, more than 2 million children, youth, and young adults formally come into contact with the juvenile justice system • Of those children, youth, and young adults, (65–70 percent) have at least one diagnosable mental health need, and 20–25 percent have serious emotional issues

16. Recognition that youth are different than adults • Acknowledge and respond to youth’s development, culture, gender, needs and strengths differently—they are not “little adults” • Youth do have strengths and are capable of positive growth when given the appropriate opportunities and supports—Giving up on them is costly to society, investing in them makes sense

17. Emphasis on standardized screening and assessment is imperative • We need a model that emphasizes improved ways to identify, serve, and treat these multi-system youth, youth who maybe have unidentified and/or untreated trauma, mental illness, substance abuse or other special needs • Use of an appropriate screening and assessment instrument can serve as a cost-effective method to identify potential problems and place youth in proper levels of treatment/care and maximize resources.

18. Emphasis on Evidence Based Treatment including service coordination • When youth receive treatment, it can be ineffective if it is not an evidence based treatment practice. • Most youth in the community who are involved with juvenile justice need supports in order to stay crime free, substance free and engaged in community activities.

19. Information Sharing across youth serving agencies is essential • Juvenile justice and other youth-serving agencies often have difficulty receiving timely and reliable information needed for determining appropriate sanctions, supervision, and services for youth. • We need information sharing principles and standards for multiple agency collaborations. • We need standards for multiple agency information sharing.

20. Review of financing structure within the Juvenile Justice system • Financial mapping of the public funds that are expended on a yearly basis to address juvenile justice issues. • This Task Force’s findings can inform the development of a comprehensive financial plan that will coordinate funds in the most efficient and effective ways to assure the provision of coordinated services and supports.