Public safety and youth rehabilitation

The most important function TJJD provides is public safety through youth rehabilitation and treatment.

Public safety. Public safety entails both ensuring that delinquent conduct by juveniles is appropriately addressed at the right level of the system for the right amount of time to maintain the safety of communities and providing adequate services to meet the specific risks and needs of youth so they have the knowledge and skills to contribute as productive members of society and contribute to a safe community. This requires collaboration at every level of the single juvenile justice system to make certain that local entities have the resources required to meet the needs of youth as much and as frequently as possible, that the state can help when commitment is necessary, and that reentry is supported to reduce future crime in local communities and the likelihood of recidivism.

Accountability. The Office of Inspector General operates a 24-hour hotline for calls and complaints involving allegations of abuse, neglect, and exploitation (ANE) in juvenile justice programs in facilities in Texas. It also receives reports of critical and serious incidents that occur in those facilities and programs. The OIG investigates these allegations and those incidents it deems raise concerns of ANE. Finally, it provides 24-hour entry and confirmation of TJJD Directives to Apprehend (warrants for escape, absconds, and parole violations) for law enforcement throughout Texas and beyond to enhance public safety.

Prevention and intervention services

Early intervention and prevention allow county juvenile probation departments to intervene with youth at risk for further involvement in the juvenile or criminal justice systems. These services reach youth at their earliest stage of system involvement and are built to provide targeted interventions for the youth without formal involvement on juvenile probation or in a post-adjudication residential setting.

Juvenile probation

Juvenile justice system reforms enacted in Texas over the past decade have emphasized evidence-based practices and creating better outcomes for juveniles and their families. To successfully meet these legislative charges, youth must receive the proper level of services and interventions for their individual needs. For nearly 99 percent of youth involved in the juvenile justice system, probation departments operated by local juvenile boards provide the best structure, treatment, and support closer to the youth’s home. There are 165 juvenile probation departments providing prevention, diversion, detention, community supervision, community- based intervention, and post-adjudication residential services to all 254 counties in Texas.

Operating secure correctional facilities

TJJD operates five secure correctional facilities for youth who are committed to the department’s care. These youth come to TJJD from the juvenile courts when interventions at the local level have been unsuccessful or if the youth’s needs or seriousness of his or her offense warrants receiving treatment through state facilities.

Youth services contract program facilities

TJJD solicits and develops high and medium contract care options to meet the changing needs of the agency and provide treatment options for youth in smaller settings. This allows for a targeted approach to a youth’s specific treatment needs, as well as more sustainable milieus within existing state facilities.

Operating non-secure halfway houses

TJJD also operates five residential non-secure halfway houses. These placements provide structured community reintegration for youth and additional treatment that is not necessary to be provided within a secure correctional setting.

Reentry and parole

TJJD provides services to youth through community reentry. When youth have progressed through programming in TJJD-operated facilities to the extent necessary for their continued confinement, TJJD continues to work with these youth by providing services in their home communities to support their long-term rehabilitation. TJJD also contracts with juvenile probation departments to offer these reentry and parole services in certain counties across the state.

Victim services & sex offender registration technical support

TJJD affords victims of juvenile crime their rights under the law and recognizes their losses.
The Sex Offender Registration Administrator works closely with TJJD facility staff, parole courts, and law enforcement in Texas and other states to ensure that court-ordered sex offender registration obligations are enforced lawfully and equitably per Texas statute.

State assistance to local juvenile probation

Juvenile probation is the largest segment of the juvenile justice system in Texas. While each department operates under the direction of a local juvenile board, TJJD is statutorily responsible to provide guidance, technical assistance, and support to the juvenile probation departments across Texas. Multiple agency divisions engage with probation departments through various activities.

Probation support. The Probation Services division develops innovative initiatives and programs and provides strategic thinking on policy, programming, and operations designed to improve outcomes for youth. As a core function, this division builds key strategic partnerships and collaborations with probation departments in all matters related to the juvenile probation system in Texas. It administers approximately $158 million annually in grant programs, such as state aid formula funds to maintain the system and divert youth from TJJD commitment, discretionary state aid programs to improve system outcomes, juvenile justice alternative education programs, Title IV-E reimbursements, and prevention and early intervention services. In 2015, the 84th Legislature instructed TJJD to develop and adopt a regionalization plan, in consultation with local juvenile probation departments, for keeping children closer to home in lieu of commitment to the secure facilities operated by the agency. This division includes the team responsible for implementing the agency’s regionalization plan.

Standards and regulations. TJJD’s Office of General Counsel oversees the standards regulating Texas probation departments, maintains probation officer certification and disciplinary procedures, and provides general technical legal assistance to all probation departments. This division works closely with the TJJD Advisory Council, the Monitoring and Inspections division, and the Probation Services division to create, update, and disseminate agency standards that ensure the probation system meets statutory requirements and uniform standards of supervision and rehabilitation for youth across Texas. The officer certification and discipline structure ensures that staff working in probation departments meet and maintain minimum education, training, background, ethics, and performance standards. The legal help desk assists probation departments in finding the appropriate legal resources to address their questions.

Monitoring. The Monitoring and Inspections division monitors probation department adherence to set standards governing the probation system and provides technical assistance to probation departments on implementation of the standards. Through these activities, this department ensures probation facilities meet life safety and other operational standards and probation departments maintain uniform operational procedures.

Investigations. The Office of Inspector General (OIG) investigates incidents to ensure the safety and security of juveniles served by probation departments. The OIG may investigate alleged crimes and allegations of abuse, neglect, and exploitation committed by probation department employees and works with local law enforcement and prosecutors in support of this goal.

Independent oversight. The Office of the Independent Ombudsman (OIO) works to investigate, evaluate, and secure the rights of youth involved in the juvenile justice system. The Independent Ombudsman is appointed by the Governor and employs a staff to support their mission in a fashion independent from TJJD.

Technology and case management systems. TJJD’s Information Technology (IT) division supports numerous technology applications that support probation system activities. The Juvenile Case Management System (JCMS) and Juvenile Case Extract (JCE) support case management and program evaluation, Grant Manager supports funding, the Integrated Certification Information System (ICIS) maintains training and certification status, the Compliance Monitoring and Enforcement Tracking System (COMETS) documents grant and standards monitoring activities, and various other applications support special programs. IT assigns the Enterprise Support team to provide access and application support to all probation departments.

Training. The Juvenile Justice Training Academy provides initial certification and recertification courses, certification course verification, and professional development training opportunities for all certified officers and probation department employees.

Reporting and statistics. The TJJD Legislative Reporting and Statistics Department collects and monitors the quality of data received from juvenile probation departments, produces legislatively mandated statistical and narrative reports, responds to public information requests for data, provides data analysis to agency and probation decision-makers, offers technical assistance with data and program evaluation, and publishes statistical profiles for probation system use.

Education and workforce development for youth

Education. TJJD operates its own school district for youth in the five secure facilities as authorized under Texas Education Code §§ 30.102 - .106. Youth are placed in grade-appropriate classes with small class sizes to allow for more individualized attention and to foster relationships between the youth and their teachers. Youth earn credits in TEKS-aligned courses and participate in state assessments. Many courses are provided through digital learning platforms, which provide targeted interventions and allow students to work at their own pace with assistance from their teachers. Youth have the opportunity to earn their Certificate of High School Equivalency or diplomas, and twice a year each facility hosts graduation ceremonies. TJJD partners with Blinn College to provide college courses and dual-credit opportunities to the youth. New class options are being developed with the goal of increasing the number of youth leaving TJJD with college credits. Youth at TJJD halfway houses are provided educational services through the local school district in accordance with Section 25.001, Texas Education Code.

Workforce development. TJJD prepares youth to enter the workforce through vocational programs at secure facilities where youth can earn certificates in technology, construction, culinary arts, welding, horticulture, OSHA 10-hour training, forklift operator, and CPR and first aid. These programs provide youth with basic skills and beginning knowledge in these career and technical fields. TJJD facilities also prepare the youth for their future careers through career fairs and by conducting mock interviews. At the Orientation and Assessment Unit, youth participate in career-to-school lessons to provide them with knowledge of career options and ways to become career ready so they can be better prepared to reach their future goals. Facilities also provide financial literacy courses, work study programs, and career preparation classes.

Identification needed for work and school in the community. The passage of HB 4544 during the 87th Regular Session will greatly improve the mechanism by which TJJD provides official identification to incarcerated youth re-entering the general public. The bill requires a memorandum of understanding between TJJD, the Department of Public Safety, and Department of State Health Services, so that every youth has a driver’s license or official state identification, birth certificate, and Social Security card upon re-entry. Identification is often critical to finding housing, gaining employment, and receiving benefits, and HB 4544’s directive provides TJJD with the tools to issue these documents directly to youth.

Treatment Services

Upon arrival to TJJD, youth receive a comprehensive evaluation to determine need for medical, educational, case management, and mental health services. Intake mental health professionals screen and assess youth for significant mental health concerns warranting further monitoring and treatment. Risk needs assessments completed by intake case managers are incorporated into reports developed by mental health professionals; these reports identify specialized treatment and supplemental programming the youth will engage in during their time with TJJD. After completion of their intake evaluation, youth move to a long-term campus where they will engage in the services deemed appropriate by their individualized evaluation.

Dispersed between five secure facilities are treatment teams made up of chemical dependency counselors, sexual behavior therapists, and mental health professionals. Each facility has mental health professionals licensed and those seeking licensure to provide mental health and trauma counseling to youth identified at intake or who present with a need later during their stay. Specialized treatment programming in aggressive/violent offending, sexual behavioral problems, and substance use are completed in group and individual settings. These programs utilize an evidenced-based curriculum designed to address risk factors that are common to these populations. Treatment programs are frequently adapted and individualized to the unique needs of TJJD youth. Central Office treatment staff provide oversight to the treatment providers in the field to ensure fidelity to program models.

Restoration of county prevention and intervention services

In facing a 5 percent cut, TJJD believed it was critical to maintain the highest level of probation services possible for youth already in the system. As a result, TJJD eliminated prevention services for youth not yet in the system and requested it back in our LAR. Early identification of youth with risk factors (such as experiencing childhood trauma, involvement with negative peers, lack of family structure and support, barriers to community and educational supports, lack of involvement with pro-social activities, and an early history of truancy) is critical to a future juvenile justice system that includes as few youth as possible. (Approved 87th Legislature.)

Early identification and intervention with childhood trauma

When youth come in contact with the juvenile justice system, the conditions and trauma that led them there generally began much earlier. This fact lets us know that the systems that served them from early childhood may not have had the resources to identify youths’ issues early and intervene before they could move deeper into the system. As a result, early intervention programs that focus on identification of trauma at the earliest point possible within our system and work with families to understand, respond, and advocate for themselves to meet the risks and needs that may impact further involvement with the juvenile justice system are needed. TJJD requested a discretionary grant program for counties to advance this important work. Early identification and intervention with childhood trauma and its effects is a cost-effective way to avoid massive costs of healthcare, incarceration, foster care, and other needs that will follow children and involve high costs throughout their lives. (Not approved.)

Increased sustainability for probation services

Overall, the state funds 64 percent of adult probation costs, and local costs are offset through offender fees. In the juvenile system, the state funds 25 percent of probation costs, and counties bear the remaining cost because fees are not charged to juveniles. These percentages include the high costs of residential placements. As shown in the chart to the right, residential costs are much higher for youth.¹ As a result, employing these placements can be difficult for departments, especially smaller ones where a handful of youth can dominate a large percentage of the overall budget.

Sustainability of services is key, and predictable funding levels are needed to do so. We requested an increase for probation that would equate to a 5 percent increase in the state share as an initial step toward stabilizing funding and giving county probation departments the ability to focus on building new resources with less concern about sustainability. (Not approved.)

Local Cost-Per Day Share Residential Treatment Services in Probation, 2020

RESIDENTIAL SERVICE	COST PER DAY	LOCAL SHARE
Adult System
Dually Diagnosed Residential Treatment	$102.70	0%
Court Residential Treatment Centers	$114.21	6%
Substance Abuse Treatment Facilities	$86.04	2%
Treatment Alternatives to Incarceration	$147.31	2%
Juvenile System
Commitment Diversion	$544.33	64%
Mental Health	$399.68	37%
Regional Diversion Alternatives	$393.82	76%
Post-adjudication Facilities	$230.31	77%

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¹Legislative Budget Board, Uniform Costs 

Aftercare services

Youth who successfully complete a residential treatment placement are best served by receiving aftercare services in accordance with the discharge plan or recommendation of the treatment provider. Research has shown that effective and responsive aftercare assists juveniles in successfully transitioning back into the community from a highly structured environment.^{2 3 4} Over fiscal years 2018-2020, an average of 88 departments applied for Regional Diversion Alternatives (RDA) funding to place a juvenile in residential treatment, with an average of 144 juveniles who would benefit from quality aftercare programs such as out- patient drug treatment, ongoing individual or group counseling, out-patient sexual behavior treatment, and intensive case management. We requested funding for RDA aftercare to support programming for juveniles placed in residential treatment and diverted from TJJD commitment through the RDA grant to maintain and reinforce the practical application of skills learned as they transition back into their communities. (Not approved.)

² Kaminer Y, Burleson JA, Burke RH. Efficacy of outpatient aftercare for adolescents with alcohol use disorders: A randomized controlled study. J Am Acad Child Adolescent Psychiatry. 2008; 7:140 5–12.
³ Kaminer Y, Godley M. From assessment reactivity to aftercare for adolescent substance abuse: Are we there yet? Child Adolesc Psychiatr Clin N Am. 2010; 19:5 77–90.
⁴ Family-centered Residential Treatment: Knowledge, Research, and Values Converge. Walter, Uta M.; Petr, Christopher G. Residential Treatment for Children. Vol. 25(1), 2008, 1-16.

Emergency mental health placements

At the county level, probation departments need the ability to respond quickly to a youth in a mental health crisis. For many departments, the costs of doing so for just one youth would be damaging to their overall budget because the federal intensive plus rate for services is $400.72 but true costs can actually reach $500 to $600 per day. As a result, TJJD requested funds for crisis mental health stabilization services at the county level that would have allowed for immediate support for youth in suicidal or other crises. Because the need for such services cannot be predicted department by department, this program would work similarly to the Regionalization Program, with county probation departments requesting funds for this support from a fund administered by TJJD that can be accessed quickly. (Not approved.)

Mental health collaboratives

Responses to mental health issues among youth are improved when a collaborative multi- disciplinary effort is used. As a result, TJJD requested discretionary grant funds to increase local and regional interagency collaboration to better meet the needs of youth with mental health issues. (Not approved.)

Competitive rates for contract care

Contract care and probation-run residential programs are options for many probation youth with high needs. The appropriated pre- and post-adjudication strategy for probation has not been adjusted since Child Protective Services raised their residential rates to a range from $197.69 to $277.37 for similar youth in 2019. Increased funding for probation departments will allow them to pay competitive rates, enhancing options for youth. (Not approved.)

Specialized, modern facility for youth with intense mental health needs

At the state level, while we strive to meet the mental health needs of all youth, about 5 percent of our youth have intense needs. We currently serve these youth in a set of dedicated dorms at the Giddings State School. Because of the ongoing staffing issues at our largest facilities, we must share resources between these dorms and the others on the campus. These youth need a very high level of supervision as they have higher risks of suicidal behavior, violent incidents, need for outside medical care, and other negative outcomes. These youth represent approximately 15 percent of the youth at Giddings but are responsible for 30 percent of behavior categorized as assaultive.⁵ Additionally, 98 percent of these youth have been placed on suicide alert and during their time at TJJD, they average 7.5 suicidal ideation events as compared to 1.9 among youth overall, and 13.8 suicidal behavior events as compared to 1.7 overall.

These youth also require more intensive psychiatric care with providers trained in trauma- informed care to maintain the least amount of medication while maintaining therapeutic measures. More intense psychiatric care also helps to ensure the necessary structure, stability, and supervision needed to minimize the risk of youth harming themselves or others and improve dysregulatory patterns. The direct-care staff also require additional training to use psychological brain-mapping tools necessary for therapeutic measures.

As a result, we requested a new, dedicated small facility for committed boys with the most severe mental health issues to be located in an area with greater access to mental health talent. Because of the growing number of youth with such needs, this facility could serve 48 youth with the potential to grow to 64, if needed. This facility would have an overall staffing ratio of 1:4 with a 1:2 ratio in a small crisis stabilization center within it. (Not approved.)

⁵ FY 2020, March through July

Specialized, modern facility to meet the needs of girls

TJJD girls have very high levels of trauma, with 86 percent having 4 or more Adverse Childhood Experiences (ACEs), and when we screen them for potential sexual exploitation, 36 percent are of clear concern and 55 percent are of possible concern. Girls represent less than 10 percent of the youth in TJJD secure facilities. This fact alone indicates that the girls who come into state care have intense needs. The small number of girls in state care quite often have an intense level of trauma that causes them to respond automatically and aggressively to perceived threats—threats that may not be real. To be safe, these girls with extensive trauma histories must feel safe. A high level of environmental safety, opportunities to connect with safe adults, therapeutic care, and heavy reinforcement of regulation skills are all necessary to maintain safety. Until the girl can feel safe and then learn to lower her responses, these fight responses increase the likelihood of being charged for committing an assault on public servant during an intervention and moving deeper into the criminal justice system. Girls in secure facilities consistently engage in minor rule violations at a rate 65 percent higher than average and are twice as likely to assault staff. Additionally, girls are much more likely to engage in suicidal behavior and ideation and to require placement on suicide alert. Of girls in secure facilities 63 percent have been placed on suicide alert at least once—about twice the percentage of TJJD secure youth overall — and average nearly 7 suicidal behaviors—about three times the percentage of TJJD secure youth overall.

A new 48-bed facility for girls would allow TJJD to serve exclusively their specific needs, prioritizing those with intense mental health needs, violent behavior, and survivors of child sex trafficking. For youth with intense mental health needs, it would also provide a Crisis Stabilization Unit for girls, which TJJD does not currently have. This facility would have an overall staffing ratio of 1:6. (Not approved.)

Specialized, modern facility to meet the needs of very young offenders

About 5 percent of boys in state secure facilities are 14 years old or younger. While all youth in our care struggle with decision making, the brain development of youth 14 and under leads them to have more difficulty controlling impulses, assessing risk, and resisting peer pressure. These youthful offenders require more frequent redirection, intervention, and accountability
measures. These youth are about twice as likely to assault youth or staff, commit major rule violations, and engage in consistent, minor rule violations. Additionally, they are much more likely to engage in suicidal behavior and ideation and to require placement on suicide alert. Of these youth, 56 percent have been placed on suicide alert at least once—slightly less than twice the percentage of TJJD secure youth overall and average 4.4 suicidal behaviors—about 1.5 times the percentage of TJJD secure youth overall.

As a result, we requested a small 48-bed secure facility designed to meet the needs of younger boys who need additional levels of attention. This facility would have an overall staffing ratio of 1:4. (Not approved.)

Validated risk and needs assessment

In 2009, HB 3689 (McClendon, Kolkhorst, Isett, Madden) required probation departments to complete a validated risk and needs assessment for every youth under probation department jurisdiction before disposing of the case. The Family Code was further amended by SB 1630 (Whitmire) in 2015 to emphasize that juvenile courts should consider the results of a validated risk and needs assessment prior to ordering a TJJD commitment. A comprehensive assessment is the critical step to understanding the issues and needs of a youth and is necessary to design a plan for that youth, including treatment. In 2018, we identified funds through state savings to provide access to a statewide validated assessment tool; however, this funding method cannot be predictably sustained and the loss of this assessment would set back the ability of juvenile departments to appropriately intervene and provide services and treatment for youth. As a result, we requested sustainable funding for this purpose. (Not approved.)

Probation appropriation structure

State appropriations for juvenile probation funding recognize statewide trends in rehabilitation and treatment needs and corresponding spending patterns that may not hold true for each individual department. There are five appropriation strategies supporting the basic state aid formula funding that compose more than 80 percent of the annual grant allocations TJJD provides to probation departments. In FY 2018-2019, probation departments refunded 1.35 percent of all basic state aid formula grant funds to TJJD, but not all strategies were refunded at the same level. The commitment diversion and mental health services strategies had refunds almost double the overall level, at 2.41 percent and 2.69 percent respectively.

The higher refund rate from commitment diversion and mental health funding strategies coupled with the significant expenditures from other appropriation strategies in their spending categories demonstrate the difficulty probation departments have in budgeting within the current funding structure. Dividing funding across too many strategies, each with its own limitations on how the funds may be used, results in departments being unable to utilize all of their state resources to meet the needs of referred youth. Additionally, the current structure fails to capture all the state resources utilized for mental health and commitment diversion services in juvenile probation departments. Organizing funds into fewer appropriation strategies with more diverse allowable expenditures will give probation departments flexibility to fully utilize resources and serve more juveniles at the local level. To that end, we recommended shifting the commitment diversion and mental health appropriation strategies, A.1.5 and A.1.7, into the community programs and pre- and post-adjudication appropriation strategies, and allowing commitment diversion and mental health expenditures from these sources of funding. (Not approved.)

Juvenile Justice Alternative Education Program support and sustainability

TJJD is responsible for administering the Juvenile Justice Alternative Education Program (JJAEP) across the state. Certain probation departments are mandated by Texas Education Code 37.011 to operate JJAEPs, which are alternative education programs that provide services to youth who have been expelled due to violations of the student code of conduct, including Penal Code offenses. These programs are funded by the Texas Education Agency and passed through TJJD. JJAEP attendance days rose 40 percent in school year 2018-2019 and an additional 22 percent in school year 2019-2020. As a result, the average attendance day reimbursement provided to JJAEPs decreased from an average of $96 per day to $60 per day in school years 2018-2019 and 2019-2020, creating a significant reduction in JJAEP operational budgets. The 87th Legislature approved changes to the General Appropriation Act, Article V, rider 13 to ensure that if the daily mandatory attendance reimbursement rate falls below $86 per day because of increased days of attendance (the rate established for the 2014-2015 school year), TEA will increase appropriated funds to TJJD to provide a minimum reimbursement of $86 per attendance day. (Approved 87th Legislature.)

Enhanced staffing ratios for special populations

TJJD must ensure that wherever our youth are located, they can be supervised at the levels appropriate to their needs. To be compliant with the Prison Rape Elimination Act (PREA) requirements, TJJD must meet a minimum 1:8 ratio, but for many of our youth an even smaller ratio is needed. Youth in active mental health crisis (1:2), youth with significant mental health needs (1:4), youth with intellectual disabilities (1:6), highly violent youth (1:4), younger and more vulnerable youth (1:4), and girls (1:6) need augmented staffing ratios. More in-depth discussions of the needs and requirement of these populations are included in the sections above related to Very High Needs and Intense Needs youth. As a result, we asked for increased staffing levels for these specific populations. We requested 116 FTE to support necessary increased staffing ratios for intense risk populations and 63 FTE to maintain basic services. The 87th Legislature approved 31.5 more FTEs in FY 2022 and increased to 63 FTE in FY 2023 for direct care staff, or 35 percent of what had been requested. (Partially approved 87th Legislature.)

Appropriate pay for direct-care staff

According to employee exit surveys, the most common reason new hires gave for their departure was obtaining a better job with better pay.

The job of a Juvenile Correctional Officer (also known as Youth Development Coach) is difficult and not everyone is suited to its physical and mental demands. Our direct-care staff are required to be active and engaged with youth throughout the day: leading activities, keeping youth busy, helping youth to work through stressful situations, and managing many transitions. Eight or more hours of consistent interaction with any group of teenagers can be tiring and stressful, but our youth have more significant issues, and when a situation escalates, it can lead to violence or other negative outcomes. This stress is exacerbated when, because other staff are not available, employees must work unscheduled overtime. The current salary is not commensurate with the work and is insufficient to recruit qualified candidates. It is clear that we need to be able to recruit staff more likely to be suited to the role, through higher salaries more appropriate to the actual work and creating a larger candidate pool through additional smaller facilities that provide geographic diversity. Direct-care roles within our facilities equate more closely with Child Protective Services than with the adult correctional system. As stated above, our direct-care staff are required to be active and to engage in modeling and teaching good decision-making and stress management. They are not simply there as guards or security staff; they are caregivers to youth with high trauma backgrounds and mental health challenges.

In the 86th Legislative Session, we received an increase that raised direct-care salaries to be commensurate the Texas Department of Criminal Justice. However, while the requirements of the positions at both agencies are difficult, working with youth on a consistent basis requires a different set of skills—one of our primary goals is to help youth avoid moving into the adult system. As a result, we requested salary adjustments that would have allowed us to move our direct-care staff from an average of $40,652 per year to an average of $48,253 per year, which takes us a significant step closer to the salaries at Child Protective Services and will allow us to better recruit and retain these positions. (Not approved.)

Enhanced community and family services

After being paroled or discharged from TJJD, youth return to their families and communities. Though the youth has received treatment and intervention, generally the environment to which he or she return remains the same. TJJD offers an evidence-based rehabilitation strategy with supplemental specialized treatment programs and services to youth committed to the agency coupled with limited family supports. The agency’s rehabilitative strategy includes a reentry system, which aims to connect youth and their families to agency supports and community resources well in advance of the youth’s return to the community, and to execute those plans effectively following the youth’s return, to maximize potential for a positive outcome. The reentry system includes preparation and assistance to connect youth with services in the following areas: housing, transportation, workforce development and employment, leisure skills activities, faith-based programming, mentoring, Medicaid, medical care, and specialized aftercare services including mental health treatment, aggression management, sexual behavior treatment, and alcohol and other drug abuse treatment with the limited ability to teach assigned youth and families to navigate systems (medical, behavioral health, educational, workforce, human service agencies, community resources, housing, transportation, recreational/leisure) and to appropriately advocate for themselves within these systems.

There is a need to enhance the services through in-house victim’s services and trauma- responsive care training. Many of the youth will be returning to the same families and communities where they experienced trauma and violence. A key to prevent recidivism is to begin to help stabilize the family environment as early as possible.
Additionally, the agency intends to enhance the capacity to assist with family housing issues that could result in the youth’s potential homelessness, family reunification services to address familial discord, parenting skills classes, education for the family regarding the youth’s intellectual and/or physical disability, and/or the youth’s mental health issues. (Not approved.)

Medicaid coverage for hospitalized system youth

TJJD raised the issue related to the state costs for paying full costs for youth who must have an overnight stay in the hospital for illness or injury. The 87th Legislature approved access to Medicaid coverage for these youth through HB 1664 (White). This bill supports youth at state and county levels who are in secure residential placements for physical medical needs; it does not apply to hospitalization for a mental illness or crisis. (Approved 87th Legislature.)

Information technology needs

TJJD, including probation, has legacy IT systems used to manage information regarding youth and to report information. These systems, which were created decades ago and require intensive management, have become obsolete. At the state level, the Correctional Care System is currently being replaced with “Connect,” a modern system. Additionally, at the county level, the Juvenile Case Management System (JCMS) has similar issues and work is being done to improve and update this system. Ultimately, there will be a single Connect interface, allowing the systems to share information and create workflows as youth transfer from county care to state care and for state information to be shared more freely with the county probation departments. Because of the critical need to update these systems, TJJD requested additional funding to continue these upgrades. (Not approved.)

Sustainable body-worn camera program

Body-worn cameras are critical to TJJD’s ability at the state level to create safer environments. These were put into place in Q4 of FY 2018 and Q1 of FY 2019. They allow TJJD state services and OIG to immediately investigate allegations, reduce the time of investigations, and take swift action against proven allegations or policy violations. They have also resulted in extraordinary reductions in false reports, allowing OIG to focus on what is most important. The 87th Legislature funded half of the costs at $1,600,000 for the biennium. (Partially approved 87th Legislature.)

Attrition and OIG C pay scale parity for law enforcement officers

The OIG is a statutorily created independent law enforcement agency at TJJD that is responsible for conducting criminal, abuse, neglect, and exploitation investigations and enforcing state laws on property owned or operated by or under the jurisdiction of TJJD. The OIG is also responsible for conducting investigations at county facilities and departments (including in-state and out-of- state contract care) under TJJD jurisdiction. This proposal would have funded raises for OIG law enforcement and investigative personnel to a level comparable with other state agencies such as TDCJ-OIG, TXOAG, TXPW, and TABC, all of whom received a pay raise in the 87th Regular Session. This proposal also provided for certification pay in order to recruit and retain higher- qualified peace officers. The current challenges with recruitment and retention for OIG peace officer positions disrupts state operations. Conducting criminal and administrative investigations in juvenile detention or correctional settings is a specialized investigative skill set requiring additional training and experience. OIG attrition is as high as other state agencies according to SAO numbers, but not as high as TJJD overall. Traditionally, law enforcement attrition is much lower than that of other state job classifications; however, more competitive salaries at other state agencies and local law enforcement can drive a higher rate at OIG. Vacant positions and a loss of tenured staff lead to a decrease in OIG responsiveness and timeliness in investigations. This can then result in increased overtime costs for state programs and OIG, suspensions of TJJD facility staff with pay for longer periods, and staff shortages in direct care due to delays in investigations. An equity adjustment in salaries and parity with the C pay scale will increase recruitment and slow attrition. (Not approved.)

Human trafficking initiative

The OIG recognizes that many of its TJJD committed juveniles and parolees are vulnerable to possible human trafficking upon release, or recruitment while in state-secure confinement or transfer to a medium-security halfway house. These juveniles and parolees are sometimes foster children or do not have stable and safe housing arrangements, which increases their risk of domestic minor sex trafficking. The proposal would have enhanced OIG's human trafficking investigation capacity by hiring additional investigators that would have fugitive apprehension duties. OIG would have hired additional investigators to collaborate with TXDPS, TXOAG and TABC human trafficking teams and units throughout the state. This effort would also have included proactive efforts to meet with potential parolees before release. The OIG anticipates continued increases in the domestic minor sex trafficking incidents and human trafficking investigations. This effort would increase the collaboration and enforcement activity already being conducted by providing additional dedicated resources to work on juveniles already in the juvenile justice system. (Not approved.)

OIG fleet replacement

This proposal would have replaced the OIG fleet vehicles that were not able to be replaced during the FY 2019-2020 biennium because of state budget cuts associated with COVID-19. The current vehicle fleet is aging, and OIG has many vehicles that have been in service between five to ten years. In many cases, these vehicles have in excess of 125,000 miles, and it is anticipated they may be used an additional 50,000 miles before the next biennium. OIG requested an additional 24 vehicles, 12 each fiscal year. Two of these vehicles would needed to be equipped for K-9 teams. The remaining vehicles will be used for criminal investigations, gang intelligence, administrative investigations, and fugitive apprehension. Current older OIG vehicles can then be used for exterior security operations at the five secure facilities. At this time only the five K-9 officers are assigned take-home vehicles, and consequently investigators are responding to critical and serious incidents such as sexual assaults and escapes in their personal vehicles. OIG anticipates a continued increase in the number of calls and complaints received at state, county, and contract facilities. These replacement and additional vehicles would improve responsiveness, timeliness of investigations, and oversight. (Partially approved 87th Legislature.)

Incident Reporting Center enhancements

The Incident Reporting Center (IRC) at the OIG is also responsible for taking calls and complaints at county facilities and departments (including in-state and out-of-state contract care) under TJJD jurisdiction. Since the creation of OIG, the IRC has had a small team of between 6 and 7 telecommunication specialists to receive 24-hour hotline complaints and serious and critical incident reports from all of the juvenile justice facilities and programs in Texas. These responsibilities include the review of use of force incidents and allegations of excessive force by juvenile corrections and juvenile supervision officers. The IRC evaluates each of these calls and complaints and then refers some of those for investigation and provides the proper notifications. The OIG anticipated continued increases in the number of calls and complaints received from all types. The IRC enhancement request sought to add additional telecommunication operators, criminal analysts, and other staff to the IRC to reduce call times, obtain additional caller information, conduct complaint assessments, process requests for data and records, and provide proper oversight of referred matters. Finally, the State Auditor’s Office recommended improvements to the tracking and follow-up of referrals, which would not be possible based on current staffing. (Not approved.)

Repairs, maintenance, and life safety

The introduced General Appropriation Bills from both the House and the Senate included an additional base reduction of $5 million allocated for life safety and deferred maintenance projects for the FY 2022-2023 biennium. The agency submitted an exceptional item request to restore this funding. TJJD facilities must be maintained in compliance with life safety, health, and fire codes. When the intended use of the buildings changes or they undergo major rehabilitation, the buildings must be brought in line with current life safety codes. Studies have indicated that well-maintained facilities have a lower total cost of ownership. Repairs should be funded between 2 percent and 4 percent of the replacement costs each year. Fast-tracked emergency repairs are usually accomplished at a premium cost and reduced quality control. By removing the need for emergency repairs (to every extent possible) the facility has time to effectively plan and execute its projects and maximize benefit for the funds expended. TJJD has developed a 10-year life-safety and deferred-maintenance plan assuming $5 million in base- level funding. Reductions in this base-level funding will add to the continued deterioration of the agency’s aging infrastructure and will add significant expense to routine maintenance repairs and future project costs. HB 2 partially funded the restoration of these funds and provided $3.5 million in supplemental funding. (Partially approved 87th Legislature.)

Funding for pilot early intervention programs focused on identifying trauma

When youth come in contact with the juvenile justice system, the conditions and trauma that led them there generally began much earlier. This fact lets us know that the systems that served them from early childhood may not have had the resources to identify youths’ issues early and intervene before they could move deeper into the system. As a result, early intervention programs are needed that focus on identification of trauma at the earliest point possible within our system and that work with families to understand, respond, and advocate for themselves to meet the risks and needs that may impact further involvement with the juvenile justice system. (Not approved.)

Mediation and arbitration

(Human Resources Code (HRC), Section 242.004 – from Strategic Plan) “The mediation/arbitration requirement is onerous, inefficient, and costly. TJJD operates one central office and most staff in field offices perform work related to youth services. When a former employee wishes to mediate, TJJD must pay for the centrally-located manager and a certified arbiter to travel (often overnight) to the location of the aggrieved party. This presents significant cost to the agency in lost manpower and travel expenses. The two most common requests at mediation are for back pay and reinstatement. Neither request can be granted without careful deliberation of the individual circumstances and liability risks to the agency, which must be done in consultation with multiple departments within the agency (e.g., executive and general counsel). This makes it impossible to immediately grant or deny the former employee’s request; therefore, the majority of mediations result in an impasse. A more efficient solution is for the employee to grieve the action, allowing the manager to consult documents, investigations, and relevant personnel before issuing a decision. TJJD already offers post-termination grievance options to former employees in addition to the significant due process offered to employees post-termination.”

Redundant reporting

(HRC 242.001, 242.002, 245.0535 – from Strategic Plan) “The Human Resources Code creates three separate but related reporting requirements with various time frames submitted to different stakeholders, creating inherent inefficiencies. Additionally, although required by these statutes, TJJD researchers cannot reliably determine whether or how much treatment programming in facilities versus reentry programming uniquely affected recidivism. Youth outcomes are driven by the collective of effective treatment programming and re-entry. Therefore, the agency suggests combining the evaluation of both.” TJJD recommends replacing the three statutes with a statutorily-required biennial evaluation of treatment programs and reintegration/reentry programming.

Specific confidentiality requirements

(HRC 242.056 – from Strategic Plan) “Section 242.056, Human Resources Code, requires TJJD to adopt standards regarding the confidential correspondence of youth that are consistent with those of the Texas Department of Criminal Justice (“TDCJ”). Specific requirements regarding confidentiality requirements involving children under the agency’s care should be incorporated into the TJJD enabling legislation rather than having the agency follow another agency’s procedures, even if those procedures change. Placing desired requirements into TJJD statutes will eliminate the need to track future TDCJ policy changes and will clarify the intent of the statute.”

Release notifications

(HRC 245.051, 245.054 – from Strategic Plan) “TJJD does not always know 30 days prior to a youth’s release because of the process of the release review panel, which is statutorily required. Thus, 30-day time frames under Section 245.054 are impracticable, create practices whereby courts are provided notices for youth who will not in fact be released, and create additional work for case management and clerical staff. The 30-day timeframe has also resulted in youth remaining in a TJJD facility longer than necessary after meeting the criteria for release.” TJJD recommends amending Section 245.054 to match the time frame in Section 245.051 (ten days).

Appropriate lengths of stay

(Family Code 59.009 – from Strategic Plan) “As written the statute allows TJJD to extend the length of stay of a youth committed without a determinate sentence but does not allow for a reduction of length of stay. TJJD has a mechanism to reduce the length of stay when appropriate; however, due to the statute, it cannot be reduced to less than nine months. There may be times that a youth can complete the requirements for parole prior to the expiration of nine months, and giving TJJD the ability to reduce the length of stay in those instances would help make TJJD’s operations more efficient...For more successful rehabilitation, youth should be released from high restriction facilities as soon as appropriate. Research shows that keeping youth in residential facilities for longer than necessary creates lower success rates. Continued supervision and provision of services can take place in home communities without the need for placement and at a lower cost.” TJJD recommends adding language to 59.009 making clear that TJJD may extend or reduce the length of stay. This bill passed but was vetoed by the Governor, although the veto statement did not pertain to this portion of the bill.

Clarity on fees

(HRC 203.0082 – from Strategic Plan) “Prior to the merger of the Texas Youth Commission and the Texas Juvenile Probation Commission, all of TJPC’s authority was located in one chapter of the Human Resources Code (Chapter 141). Former 141.023 gave TJPC the authority to establish fees reasonable and necessary for the administration of that chapter. The language was unchanged with the merger, but the provisions in Chapter 141 that TJPC would have charged fees for were not put in Chapter 203. Thus, it is arguable that TJJD does not have authority to charge fees (such as for the administration of the certification exam).” TJJD recommends clarifying that this fee authority applies to the statutory title rather than the specific chapter.

Definition of nonsecure correctional facility

The definition of nonsecure correctional facility used to be in statute. In 2013, it was removed in lieu of a reference to another statute. Unfortunately, the referenced statute does not contain a definition of a nonsecure correctional facility. In 2015, HB 2616 contained language to restore this definition in Section 51.02, Family Code, but the bill did not pass.

Definition of child

In 2011, the law was changed to provide that a juvenile on determinate sentence probation remains under the jurisdiction of the juvenile court until age 19 rather than 18. This means the juvenile receives services from the juvenile probation department and juvenile court, including the possibility of services in a post-adjudication secure correctional facility until age 19. Because the definition of a child includes a person who is under 18 who has been adjudicated for delinquent conduct, it is sometimes difficult to acquire services in the community for these determinate sentence probationers once they turn 18. In 2015 HB 2616 sought to make this clarification by amending the definition of child in Section 51.02, Family Code, so that it would include juveniles on determinate sentence probation who were not yet 19. However, the bill did not pass.

Jail for witnesses

Pursuant to Section 52.0151, Family Code, courts have the authority to bench warrant juveniles from TJJD for the purpose of holding them in jail to be a witness in another case. The court also has the authority to bench warrant juveniles on probation who are in a secure pre-adjudication or secure post-adjudication facility. The law provides that the person may be detained in a certified juvenile detention facility if under the age of 17 and in a jail if at least 17. While juveniles committed to TJJD who are at least 17 are statutorily allowed to be held in adult jail for parole revocation hearings, even without being charged as an adult for a criminal offense, this is the only statutory instance in which a juvenile who is not committed to TJJD and not charged as an adult with a crime is allowed to be held in an adult jail. As this actually results in a child being detained in an adult jail, potentially in violation of the federal Juvenile Justice and Delinquency Prevention Act, TJJD recommended this statute be amended so that juveniles on probation remain in juvenile detention if bench warranted to be a witness. HB 2616 sought to address this in 2015. However, the bill did not pass.

Clarity on determinate sentence eligibility

In the past, the offenses eligible for determinate sentencing have been modified whenever changes were made to the offenses listed in Article 42A.054, Code of Criminal Procedure (formerly known as 3(g) offenses). There have been modifications to that list without corresponding modifications to the determinate sentencing offenses. This has resulted in serious offenses not being eligible for determinate sentencing and has even resulted in a situation in which a person committing certain second-degree felony offenses is eligible for a determinate sentence whereas a person committing a first-degree burglary with intent to commit one of those same second-degree felony offenses is not explicitly eligible. This clarification was included in HB 2616 in 2015, but the bill did not pass.

Clarity on nonsecure settings

Section 54.04, Family Code, sets out a court’s options with regard to disposition of a juvenile case. There is a grammatical error in the statute in which the court’s authority to place a juvenile in a nonsecure correctional facility as a term of probation is in the wrong place in the statute. It should be listed under 54.04(d)(1), which is where the court may place the child on probation in specific locations. It instead is listed in (d)(5), which is lacking the terminology specifying that such placement is related to a child on probation. This was recommended in HB 2616 in 2015, but the bill did not pass.

Confidentiality of investigations

Section 201.001, Human Resources Code, sets out that TJJD has jurisdiction over children up to age 19. The definition of a child for TJJD purposes includes all children in TJJD custody, including those up to age 19. Section 201.001, Human Resources Code. However, TJJD’s responsibility to conduct abuse, neglect, and exploitation investigations is found in Chapter 261, Family Code. Unfortunately, that section does not include the definition of a child. As such, the Attorney General has held the definition from Section 101.003, Family Code, applies and that investigations of children who are at least 18 are not protected as confidential. Child should be defined in 261.405, Family Code, to make it clear the abuse, neglect, and exploitation investigation records of all children in TJJD’s custody are confidential.

Shared functions

TJJD’s key functions are not duplicated by any other state agency. However, the framework of the juvenile justice system provides a relatively smooth continuum of care from local county probation services to state-level care with some duplication for youth with high needs who have similar offenses and risk levels but may result in either commitment to TJJD or detention and services at the local level.

TJJD works closely with the juvenile probation departments to ensure youth are appropriately served at the proper level in the system given the youth’s risk, needs, and responsivity; severity of the youth’s offense; and the necessary treatment for the youth. Due to the variety of services provided in juvenile probation departments throughout the state, similarly situated youth who may be properly treated in one county with existing resources might be committed to TJJD’s care and custody from another county. This is not a duplication of agency functions, but instead how the system is currently designed and functions.

Department of Family and Protective Services

TJJD also coordinates with the Department of Family and Protective Services (DFPS) to provide services for youth who are involved in both the juvenile justice and Child Protective Services systems. While TJJD is not a child placement agency for youth needing a placement outside of their home, TJJD does place youth in facilities that have youth involved with DFPS that are licensed by the Texas Health and Human Services Commission. County departments also use these placement options. However, TJJD cannot keep youth in secure or non-secure facilities solely due to the youth’s lacking an out-of-home placement.

TJJD is a member of the Supreme Court of Texas Children’s Commission, Dual Status Task Force. See Attachment A: Information Related to the State Supreme Court, Children’s Commission, Dual Status Task Force for more information.

Delinquency and dropout prevention

TJJD, TEA, the Military Department, and DFPS are directed by Article IX, Section 17.05 of the General Appropriations Act, to coordinate delivery of juvenile delinquency and dropout prevention and intervention services in the state of Texas. Each agency receives funds for and implements its own programs targeted toward delinquency and dropout prevention, and the four agencies have formed an interagency workgroup to coordinate these efforts. The workgroup submits the Agency Coordination for Youth Prevention and Intervention report to the Legislative Budget Board each fiscal year detailing their coordination and program outcomes. See Attachment B: Agency Coordination for Youth Prevention and Intervention - October 2020 for more information.

Overlaps in age of youth

TJJD overlaps certain services provided to persons under the age of 19 who are involved in the justice system. TDCJ also provides services to people who may overlap the two systems based on age. For example, youth who are at least 14 years of age can be certified by a court as an adult, and youth with determinate sentences can be transferred to prison by their committing court at age 16 or after. The age of criminal responsibility in Texas is 17; however, youth who commit their offenses while in TJJD before their 17th birthday may remain under TJJD jurisdiction until their 19th birthday.

Mental health care

TJJD has a high number of youth with mental health needs, some of which are severe. Provision of mental health care and operation of a crisis stabilization unit overlaps with other agencies that provide such services as a core mission, such as county local mental health authorities and the state hospitals operated by the Texas Health and Human Services Commission.

National move toward smaller facilities and lower state-level populations

State "Training Schools" in the U.S. by Size ⁵

FACILITY SIZE	# OF FACILITIES
1 to 10	5
11 to 20	13
21 to 50	40
51 to 100	24
101 to 200	13
201+	4

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All Types of Residential Juvenile Facilities by Size ⁵

FACILITY SIZE	U. S.	Texas	TJJD
Small (< 21 beds)	57%	35%	20%
Medium (21 - 100 beds)	39%	52%	30%
Large (> 100 beds)	5%	13%	50%

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All Types of Residential Juvenile Facilities by Number of Youth Housed ⁵

FACILITY SIZE	U. S.	Texas	TJJD
Small (< 21 beds)	19%	8%	2%
Medium (21 - 100 beds)	57%	46%	6%
Large (> 100 beds)	24%	46%	92%

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While the larger national trend has been to move to smaller, more specialized secure facilities, Texas continues to rely on large secure facilities, which house most state residential youth.

• Between 2000 and 2018, the use of residential juvenile justice facilities of all types with populations over 100 dropped 74 percent in the U.S., compared with a 50 percent reduction in Texas^.6
• In 2018, there were only 4 “training schools” left in the U.S. with populations of over 200 and 13 facilities with populations between 101 and 200.⁷ In the same year, of the 5 TJJD- operated secure facilities, 3 had average daily populations in excess of 200 and 2 had populations between 101 and 200. TJJD currently operates 2 such facilities over 200 population and 3 between 101 and 200. (“Training school” is a term of art, which generally means state-operated secure facilities. TJJD’s 5 secure facilities fall within this definition.)
• In 2019, Texas committed 804 youth to state care, the highest number in the U.S. The state with the closest number of commitments was in North Carolina, with 504.⁸

⁶ Office of Juvenile Justice and Delinquency Prevention, US Department of Justice, Juvenile Residential Facility Census Databook: 2000-
2018

⁷ Office of Juvenile Justice and Delinquency Prevention, Juvenile Residential Facility Census 2018: Selected Findings

⁸ Office of Juvenile Justice and Delinquency Prevention, US Department of Justice, Juvenile Residential Facility Census Databook: 20

Operations method

In terms of operating agency type, as of 2015, 18 states operated independent juvenile corrections agencies, 11 were divisions of child welfare agencies, 12 fell under broader human services agencies, and 10 were combined with adult corrections. Of those 10, at least California has changed direction and is creating an independent agency.⁹

Age of criminal responsibility

Currently, only Texas, Georgia, and Wisconsin have an age of criminal responsibility of 17. The remainder have chosen to include at least 17-year-olds within the juvenile justice system. States handle individual exceptions to the age of criminal responsibility in different ways, including certification to adult court and practices such as determinate sentencing laws.

Outdated system design

Mostly located in rural jurisdictions, the pool of potential applicants is small. The system overall was created many decades ago. In fact, the Gainesville State School was established over 100 years ago. The days of the “company town,” when economic opportunities in rural areas were scarce and relied on large employers, is in the past. Economic diversity has led to greater opportunities for jobs with similar salaries. Even small changes in the surrounding area’s economy can have detrimental effects on staffing. For example, in Spring of 2021, at Evins, where our most robust job pool is found, we suffered a succession of losses when federal contracted immigrant detention centers opened in the area offering extraordinary salaries. Additionally, Texas has more youth in state care than in other states. In 2019, Texas committed 804 youth to state care, the highest number in the U.S. The state with the closest number of commitments was North Carolina, with 504.¹⁰

¹⁰ Office of Juvenile Justice and Delinquency Prevention, US Department of Justice, Juvenile Residential Facility Census Databook: 2000-2018

Difficulty keeping new hires

TJJD hired 407 juvenile correctional officers in FY 2018 and 365 in FY 2019. Recognizing that for several years, TJJD had ended each year with fewer JCOs than it had at the beginning, TJJD began an extraordinary push for hiring. In FY 20, we hired 659 JCOs—or 81 percent more than in the previous year. It was the first year in several years that TJJD ended the year with more staff on board than at the beginning, but not by a great deal.

Of the 536 JCOs hired so far in FY 2021 (September through July), 25 percent have left during their pre-service training (within the first 56 days), and a total of 37 percent within that period or shortly thereafter (within the first 90 days). In total, 58 percent of hires have left within the first 180 days of employment. This trend is slightly higher than in FY 2020 and significantly higher than in FY 2019. While we have succeeded in netting a small gain, the outflow of new hires means that for every 10 new people we hire approximately 4 remain on the books at the end of the first 180 days and even fewer by the end of the year.

High stress level and high risk of burnout

The difficulty in hiring and maintaining consistent staffing means that those who remain in place have higher burdens, which can lead to burnout as well as feeling and being less safe, leading to even higher levels of stress. This causes a cycle that is difficult to break, given the current system design. This was exacerbated in FY 2020 and 2021 because of COVID-19 with high numbers of staff both out with COVID and in quarantine, often multiple times, because of contact with COVID-19 positive persons. This creates cycles of emergencies, which in turn require healthy staff to do more and work more hours.

Difficulty of the work compared to pay

Working with youth is physically and mentally demanding. Adolescents, especially this concentration of high-risk youth, are higher energy, less predictable, have much less control over their responses to triggers and emotions, lower maturity, and are in need of not just “being watched” but being kept engaged and being routinely redirected when behaviors are unacceptable. Some of these behaviors are highly serious and criminal in nature and many more are typical teenage behaviors, but all require intervention at the appropriate level to either manage for safety or to teach better responses. The pay simply does not match the job. We are both unable to use salary as an enticement for highly qualified people and as an enticement to stay, when other jobs with much fewer demands can be found. See next section related to increased risk levels for youth.

Results in inconsistency in staffing placements and facility populations

Because of the high turnover and difficulty maintaining consistent staffing, staff are unable to count on their assignment to a dorm. This means that it is difficult to develop an understanding of the specific issues of the youth on that dorm, which leads to uncertainty, and difficulty in assessing the reactions of youth that may lead to behavior issues or violence, which can increase risk and stress. Additionally, inconsistency in approaches leads to confusion and frustration in youth, which increases risk. This extends to facilities overall—as one facility experiences a significant staffing shortage, we must adjust populations at all facilities, adding another layer of complexity and inconsistency.

Difficulty recruiting and retaining experts

In addition to our challenges with maintaining sustainable staffing levels of direct care staff, the rural settings and difficulty of the work also mean that there is difficulty recruiting and keeping case managers and mental health professionals needed to provide case planning and treatment services.

County staffing challenges

In 2016, TJJD completed a study of the impact salaries and turnover rates had in the juvenile justice system. See Attachment D: Salaries and Turnover Rates Among Juvenile Justice Personnel in Texas. Key takeaways from the study for probation departments across the state include:

• Departments of all sizes and in every region of the state reported difficulty recruiting and retaining employees due to low officer pay;
• Overall, higher salaries are associated with lower turnover rates; and
• Minimum and starting salaries are lower for probation department personnel than for many
  comparable positions in similar agencies.

Higher concentration of very high-risk youth

As the overall population at TJJD secure facilities has dropped, the concentration of youth with very high risks has increased. The outdated system exacerbates the issues with this. The youth at TJJD currently include 65 percent with significant mental health issues, 64 percent of boys and 84 percent of girls have 4 or more Adverse Childhood Experiences (ACEs) as compared to 12.6 percent of the public, 91 percent of girls are clear or possible concern for child sex trafficking, and, on average, youth are 5 grades behind when they are admitted.

Additionally, TJJD is seeing a significant uptick in the number of youth committed to state care for homicide. In FY 2018, there were 9 commitments for these offenses with 15 in FY 2019 and 13 in FY 2020. For FY 2021, 39 youth have been committed for homicide.

Increasing population of youth with mental health needs

Mental health concerns regarding youth in the juvenile justice system continue to grow. Of formal referrals to juvenile probation departments, approximately 45 percent have mental health needs.¹¹ Approximately 9 percent of youth reported having suicidal ideations prior to being referred to the juvenile court. At the state level, in FY 2014, 21 percent of youth, at the point of intake, were found to have moderate to severe mental health issues. By FY 2020, the percentage jumped to 60 percent. Additionally, the percentage of youth with highly significant mental health issues is approximately 5 percent. These include diagnoses such as depression, anxiety, ADHD, bipolar disorder, disruptive mood dysregulation disorder, autism, and early onset psychosis. These youth require an intense level of care, including specialized staff at enhanced staffing ratios.

This issue is exacerbated by a lack of community-based mental health resources and alternatives. The juvenile justice system is the system of last resort but is often used because services to address the mental health needs are not found and the needs remain unmet.

¹¹ From information in the juvenile case management extract submitted by juvenile probation departments.

Large numbers of high-risk youth per facility

This is the highest concentration of acute needs and risk in the history of the agency. Continuing to keep these youth in large groups, especially in the rural settings where staffing is difficult, is a model that cannot lead to sustained reform. Texas closed facilities, while the majority of the states managed the population through changes that lowered the number of youth in any one place. In the U.S. in 2019, about 40 percent of youth in state secure custody were in facilities smaller than 100, while in Texas we continue to place all youth, regardless of risk level, in facilities larger than 100, some much higher. Working with this very acute population is difficult and not a good fit for everyone, especially when pay is considered. There are inherent safety issues in working with this type of population, but staff who are ill equipped for the job will feel less safe and in control and, therefore, may lack the ability to manage groups of youth.

Need to develop new alternatives and pay competitive rates

Across the juvenile justice system, there are limited options for youth in need of residential care, especially secure care that offer appropriate treatment and supervision for adjudicated youth. At the county level, youth require significant levels of intervention and at the state level youth require even higher levels, often intense. The FY 2022 appropriated rate for contract care at both the state and county level is $173.70. By contrast, DFPS has appropriated daily rates ranging from $197.69 for specialized care to $277.37 for intense care and $400.72 for an intense-plus level of care.¹² For youth at the county level, most require specialized to intense care. At the state level, most youth need intense to intense-plus levels of care. Actual rates paid for specialized and intense care exceed these amounts, meaning that the number of youth who can receive these services must drop. With limited funds, private sector providers are less motivated to do business in Texas as well as to serve high-risk youth. At the state level, TJJD pays up to $189 per day for secure contract care. Other states pay much higher rates for similar services, often between $375 to $450 per day.

Increasing alternatives for youth, even at the higher daily rates needed to encourage private sector options, can bring cost savings as well. In the U.S. the average state cost for the secure confinement of a young person is $588 per day.¹³ In Texas, according to the LBB, in the last two years, the cost per day has been between $523 and $616 per day. As our population in state secure facilities has dropped significantly, the cost per day has risen. All options from diversion placements at the probation level to contract care options at the state level allow for longer term moves to placements with lower costs, allowing state-level secure residential care to be more focused on youth with intense needs and risks.

County Average Daily Rates ¹⁴

TYPE OF SERVICE	FY 2019	FY 2020
Commitment Diversion	$455.25	$544.33
Mental Health	$511.80	$399.68
Regional Diversion Alternatives	$413.41	$393.82

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¹²Department of Family and Protective Services, 24-Hour Residential Rates 2021

¹³Justice Policy Institute, The Cost of Youth Incarceration

¹⁴ Legislative Budget Board, Uniform Cost Report, January 2021

Maintaining an adequate probation facility network

Juvenile justice reforms nationally and in Texas have emphasized keeping youth as close to home as possible, heightening the importance of facility services provided by juvenile probation departments. There are several systemic factors limiting juvenile probation departments’ ability to maintain pre- and post-adjudication facilities that are adequate to meet the juvenile justice system’s needs.

Liability and funding issues. The liability and cost of operating detention facilities are greater than many local probation boards and commissioners courts are willing to bear. The ability to offer adequate pay for the work required is limited by the lack of state support for probation services, with only 25 percent of operational costs for the entire system provided by state funds, which results in difficulty maintaining staff necessary to supervise youth effectively. At present, only 46 of 165 probation departments operate detention facilities, with many of those refusing to accept youth from other departments. The result is a critical shortage of staffed detention beds across the state.

Needed staffing ratios. Adherence to PREA standards limits the ability of pre- and post- adjudication facilities to operate at full capacity, as the inability to support extra staff salaries to meet the 1 to 8 staffing ratios required by PREA forces probation departments to limit youth accepted into their facilities.

Difficulty meeting rising costs. Juvenile justice reforms have increased reliance on programs and services offered in facilities operated by juvenile probation departments. As these facilities have been tasked to provide more services for higher need youth and average lengths of stay have increased, operational costs have risen exponentially. State support for pre- and post- adjudication services has not kept pace with these rising costs, and facilities have responded by either cutting services offered or operational capacity. As a result, the system has experienced an overall loss of quality residential services across the system.

Support for youth with significant mental health issues

The majority of youth in state care and a high percentage of youth under county supervision have moderate to severe mental health issues. TJJD and each county probation department work to provide as much treatment and intervention as possible, but the truth remains that these are not mental health agencies. The entire system could benefit from greater collaboration and service support and provision by other state agencies such as HHSC with mental health care as a central mission. The rural locations of TJJD facilities and of many probation departments means that access to qualified mental health providers is quite low, creating a challenge that directly impacts the youth in the system.

Support for staff

Two issues prevail related to mental health and the staff of the juvenile justice system. First, working with youth, especially those with high levels of childhood trauma, creates great stress and secondary trauma. Second, many people who are drawn to a profession that directly supports youth who have trauma and mental health issues are drawn because they experienced similar backgrounds and may or may not have worked through those issues fully. While we routinely remind staff of the availability of the Employee Assistance Program (EAP), more direct support from an agency that specializes in such care would be extremely valuable to the system. See Attachment 6 for links to information on secondary trauma.

In addition to this need, when a staff member is experiencing issues that may impede their ability to appropriately carry out the responsibilities of their position, we inform them of EAP, but TJJD may also order an assessment to determine if they are able to do so. TJJD employees have a responsibility to maintain the physical and psychological health required to carry out

Reduction to State Operations and Office of Inspector General $15M

1. The first tier of TJJDs state operations cost reduction plan eliminated 25 non-direct care support positions, initiated a six-month hiring freeze for all central office positions and a three-month hiring freeze for all non-direct care field positions. Efforts were made to reduce in-person training and significantly cut back on travel, and the agency closed three district offices and transitioned employees to telework. These reductions negatively impacted the agency’s ability to perform core support operations resulting in decreased human resource and information technology support, delay in legislative reporting, and weakened financial, contracting, and purchasing support.
2. The second tier of TJJD state operations cost reduction plan eliminated the FY 2021 planned contingency, a portion of capital information resource and construction funding, and operating funding from the Office of Inspector general. This reduction put the agency in significant risk to planning and responding to emergencies and addressing critical infrastructure needs. Delaying capital projects will result in increased expenses in the future and will stop many of the physical changes necessary for facilities to accommodate violence reduction efforts. Additionally, the IT infrastructure of TJJD is old and is in a current state of improvement; reductions in funding will slow our ability to modernize systems and improve reporting capabilities.
3. The last tier of TJJD’s state operations cost reduction decreased the budgeted number of youth placed in contract residential facilities and eliminated any transfer of fund balances to provide additional funding to divert youth from commitment to the state. It also eliminated fleet replacement funding for the Office of Inspector General. This item placed significant risk to the youth and staff’s safety, health, and security. As noted above, eliminating the transfer of state cost savings balances that are realized from the lower-than-appropriated population to JPDs will have serious and long-lasting effects to the juvenile justice system. Reducing allocations for contract placements paused our ability to fully utilize these options in the future. The full measure of the impact the loss of these funds will have on commitments to TJJD cannot be measured in the simple terms of how many fewer youthwill be placed. The practice of providing state cost savings to regional diversion efforts has resulted in our agency being able to approve far more applications for diversion than the appropriated funding would allow. This exponentially increases our ability to provide youth additional diversionary opportunities and creates confidence among the probation departments to consider every youth possible for diversion.

Reduction to Juvenile Probation Grant Funding $6.8M

1. The first tier of probation funding reduction plan eliminated all prevention and intervention funding in FY 2021. Prevention and intervention is the first contact a youth has with the justice system. The programs and services funded with this appropriation are designated to keep youth from having formal contact with the system. TJJD opted to accept the deferred risk of cutting this funding rather than reduce services to juveniles already referred to probation and, thereby, decrease public safety. Although it is not anticipated to have an immediate impact, the results of this lost funding will increase the possibility that a youth will have formal contact with the justice system in the years to follow. Data shows that of the youth who receive this level of intervention, 96.8 percent are not referred to juvenile probation during program participation, 55.5 percent maintain or improve school attendance, and 80.3 percent maintain or decrease disciplinary referrals while at school.
2. The second tier of the probation funding reduction plan eliminated discretionary grants in FY 2021. This reduction eliminated annual discretionary grant funding provided to enhance mental health services and placement options for youth in the community in efforts to keep youth as shallow in the justice system as possible. The average cost of a regional diversion placement in FY 2019 was $38,779, and the average cost of a discretionary state aid community program service was $2,853. Using these costs, the budget reduction represents 75 youth placed or 1,017 community program services.
3. The last tier of the probation funding reduction decreased state aid formula funding. State aid formula funding provides JPDs the ability to operate their basic supervision, community and mental health programs as well as the ability to place youth in their communities. The average cost of a residential placement funded by state aid in FY 2019 was $22,908, and the average cost of a community program service funded by state aid was $1,854. Using these costs, the budget reduction represents 44 youth placed or 539 community program services.

B. List all riders that significantly impact your agency’s budget.

Relevant Riders

Rider 4. Restrictions, State Aid. None of the funds appropriated above and allocated to local juvenile probation boards shall be expended for salaries or expenses of juvenile justice board members. None of the funds appropriated above and allocated to local juvenile probation boards shall be expended for salaries of individual personnel whose annual salary rate exceeds 112 percent of the previous year.

Rider 7. Appropriation and Tracking of Title IV-E Receipts. The provisions of Title IV-E of the Social Security Act shall be used in order to increase funds available for juvenile justice services. The Juvenile Justice Department (JJD) shall certify to the Texas Department of Family and Protective Services that federal financial participation can be claimed for Title IV-E services provided by counties. JJD shall direct necessary general revenue funding to ensure that the federal match for the Title IV-E Social Security Act is maximized for use by participating counties. Such federal receipts are appropriated to JJD for the purpose of reimbursing counties for services provided to eligible children. In accordance with Article IX, Part 13 of this Act, when reporting Federal Funds to the Legislative Budget Board, JJD must report funds expended in the fiscal year that funds are disbursed to counties, regardless of the year in which the claim was made by the county, received by JJD, or certified by JJD.

Rider 8. Federal Foster Care Claims. Out of appropriations made above, the Texas Department of Family and Protective Services and the Juvenile Justice Department shall document possible foster care claims for children in juvenile justice programs and maintain an interagency agreement to implement strategies and responsibilities necessary to claim additional federal foster care funding; and consult with juvenile officials from other states and national experts in designing better foster care funding initiatives.

Rider 13. Juvenile Justice Alternative Education Program (JJAEP). Funds transferred to the Juvenile Justice Department (JJD) pursuant to Texas Education Agency (TEA) Rider 27 and appropriated above in Strategy A.1.6, Juvenile Justice Alternative Education Programs, shall be allocated as follows: Fifteen percent at the beginning of each fiscal year to be distributed on the basis of juvenile age population among the mandated counties identified in Chapter 37, Education Code.

The remaining funds shall be allocated for distribution to the counties mandated by §37.011(a) Education Code, at the rate of $96 per student per day of attendance in the JJAEP for students who are required to be expelled as provided under §37.007, Education Code. Counties are not eligible to receive these funds until the funds initially allocated at the beginning of each fiscal year have been expended at the rate of $96 per student per day of attendance. Counties in which populations exceed 72,000 but are 125,000 or less, may participate in the JJAEP and are eligible for state reimbursement at the rate of $96 per student per day.

JJD may expend any remaining funds for summer school programs. Funds may be used for any student assigned to a JJAEP. Summer school expenditures may not exceed ten percent of appropriation.

Unexpended balances in FY 2022 shall be appropriated to FY 2023 for the same purposes in Strategy A.1.6.

The amount of $96 per student per day for the JJAEP is an estimated amount and not intended to be an entitlement. Appropriations for JJAEP are limited to the amounts transferred from the Foundation School Program pursuant to TEA Rider 27. The amount of $96 per student per day may vary depending on the total number of students actually attending the JJAEPs. Any unexpended or unobligated appropriations shall lapse at the end of FY 2023 to the Foundation School Fund No. 193. If the daily mandatory attendance reimbursement rate falls below $86 per day due to increased days of attendance (the rate established for the 2014-15 school year), TEA will increase appropriated funds to JJD to provide a minimum reimbursement of $86 per attendance day.

JJD may reduce, suspend or withhold JJAEP funds to counties that do not comply with standards, accountability measures, or Texas Education Code Chapter 37

Rider 14. Funding for Additional Eligible Students in JJAEPs. Out of funds appropriated above in Strategy A.1.6, Juvenile Justice Alternative Education Programs, a maximum of $500,000 in each fiscal year (for a maximum of 90 attendance days per child), is allocated for counties with a population of at least 72,000 which operate a JJAEP under the standards of Chapter 37, Texas Education Code. The county is eligible to receive funding from the Juvenile Justice Department at the rate of $96 per day per student for students who are required to be expelled under §37.007, Education Code, and who are expelled from a school district in a county that does not operate a JJAEP.

Rider 16. Appropriation Transfers between Fiscal Years. In addition to the transfer authority provided elsewhere in this Act, the Juvenile Justice Department may transfer appropriations in an amount not to exceed $10,000,000 in General Revenue made for FY 2021 to FY 2020 subject to the following conditions provided by this section:

1. Transfers under this section may be made only if (1) juvenile correctional populations exceed appropriated areas of daily population targets or (2) for any other emergency expenditure, including expenditures necessitated by public calamity;
2. A transfer authorized by this section must receive prior approval from the Governor and the Legislative Budget Board; and
3. The Comptroller of Public Accounts shall cooperate as necessary to assist the completion of a transfer and spending under this section.

Rider 19. Appropriation: Refunds of Unexpended Balances from Local Juvenile Probation Departments. The Juvenile Justice Department (JJD) shall ensure that the agency is refunded all unexpended and unencumbered balances of state funds held as of the close of each fiscal year by local juvenile probation departments. Any unexpended balances of probation department refunds as of August 31, 2021, are appropriated to JJD for the purpose of providing grants to local probation departments in the fiscal year beginning September 1, 2021. All FY 2022 and FY 2023 refunds received from local juvenile probation departments by JJD (Appropriated Receipts) are appropriated above in Strategy A.1.5, Commitment Diversion Initiatives. Any unexpended balances of probation department refunds as of August 31, 2022, are appropriated to JJD for the purpose of providing grants to local juvenile probation departments in the fiscal year beginning September 1, 2022.

Rider 25. JJAEP Disaster Compensation. Out of funds appropriated above in Strategy A.1.6, Juvenile Justice Alternative Education Programs, the Juvenile Justice Department may compensate a mandatory JJAEP for missed mandatory student attendance days in which disaster, flood, extreme weather condition, or other calamity has a significant effect on the program's attendance.

Rider 27. Commitment Diversion Initiatives. Out of the funds appropriated above in Strategy A.1.5, Commitment Diversion Initiatives, $19,492,500 in General Revenue Funds in fiscal year 2022 and $19,492,500 in General Revenue Funds in FY 2023, may be expended only for the purposes of providing programs for the diversion of youth from the Juvenile Justice Department (JJD). The programs may include residential, community-based, family, and aftercare programs. The allocation of State funding for the program is not to exceed a daily rate based on the level of care the juvenile receives. JJD shall ensure that the State is refunded all unexpended and unencumbered balances of State funds at the end of each fiscal year.

These funds shall not be used by local juvenile probation departments for salary increases or costs associated with the employment of staff hired prior to September 1, 2009. JJD shall require juvenile probation departments participating in the diversion program to report to JJD regarding the use of funds within thirty days after the end of each quarter. JJD shall report to the Legislative Budget Board regarding the use of the funds within thirty days after receipt of each county's quarterly report. Items to be included in the report include, but are not limited to, the amount of funds expended, the number of youth served by the program, the percent of youth successfully completing the program, the types of programming for which the funds were used, the types of services provided to youth served by the program, the average actual cost per youth participating in the program, the rates of recidivism of program participants, the number of youth committed to JJD, any consecutive length of time over six months a juvenile served by the diversion program resides in a secure corrections facility, and the number of juveniles transferred to criminal court under Family Code, §54.02.

JJD shall maintain a mechanism for tracking youth served by the diversion program to determine the long-term success for diverting youth from state juvenile correctional incarceration and the adult criminal justice system. A report on the program's results shall be included in the report that is required under JJD Rider 26 to be submitted to the Legislative Budget Board by December 1st of each year. In the report, JJD shall report the cost per day and average daily population of all programs funded by Strategy A.1.5, Commitment Diversion Initiatives, for the previous fiscal year.

The Comptroller of Public Accounts shall not allow the expenditure of funds appropriated by this Act to JJD in Goal F, Indirect Administration, if the Legislative Budget Board certifies to the Comptroller of Public Accounts that JJD is not in compliance with any of the provisions of this Section.

Rider 28. Mental Health Services Grants. Included in the amounts appropriated above in Strategy A.1.7, Mental Health Services Grants, is $14,178,353 in fiscal year 2022 and $14,178,351 in fiscal year 2023 to fund mental health services provided by local juvenile probation departments. Funds subject to this provision shall be used by local juvenile probation departments only for providing mental health services to juvenile offenders. Funds subject to this provision may not be utilized for administrative expenses of local juvenile probation departments nor may they be used to supplant local funding.

Rider 29. Contingency for Behavioral Health Funds. Notwithstanding appropriation authority granted above, the Comptroller of Public Accounts shall not allow the expenditure of General Revenue Related behavioral health funds for the Juvenile Justice Department in Strategies A.1.1, Prevention and Intervention; A.1.3, Community Programs; A.1.4, Pre and Post Adjudication Facilities; A.1.5, Commitment Diversion Initiatives; A.1.7, Mental Health Services Grants; B.1.1, Assessment, Orientation, and Placement; B.1.6, Health Care; B.1.7, Mental Health (Psychiatric) Care; B.1.8, Integrated Rehabilitation Treatment; and C.1.2, Parole Programs and Services, in fiscal year 2022 or fiscal year 2023, as identified in Art. IX, Sec. 10.04, Statewide Behavioral Health Strategic Plan and Coordinated Expenditures, if the Legislative Budget Board provides notification to the Comptroller of Public Accounts that the agency's planned expenditure of those funds in fiscal year 2022 or fiscal year 2023 does not satisfy the requirements of Art. IX, Sec. 10.04, Statewide Behavioral Health Strategic Plan and Coordinated Expenditures.

Rider 31. Harris County Leadership Academy. Out of funds appropriated above in Strategy A.1.4, Pre and Post-Adjudication Facilities, the amount of $1,000,000 in General Revenue Funds in each fiscal year shall be expended for the Harris County Leadership Academy.

Rider 32. Juvenile Referrals. Included in the amounts appropriated above in Strategy A.1.3, Community Programs, is funding granted to juvenile probation departments for intake and processing of juvenile referrals not subsequently placed on one of the three types of supervision pursuant to Family Code, Section 54.0401.

Rider 34. Single Grant Applications for Local Probation Departments. The Juvenile Justice Department (JJD) shall create a single grant application for local probation departments wishing to apply for discretionary grant funding. The application will require the local probation department to specify the amount of funding it seeks from each strategy. As a condition of funding, local probation departments shall agree to meet research-based performance measures developed by JJD pursuant to Health and Human Services Code §223.001(c).

Rider 35. Non-Profit Pilot Programs. From funds appropriated above in Strategy A.1.3, Community Programs, is $250,000 in General Revenue in each fiscal year of the 2022-23 biennium to establish pilot programs in Harris, Hidalgo, and Cameron counties administered by non-profits that provide trauma-informed counseling and life-skills and hands-on vocational training for youth who were previously committed to state correctional custody in the Juvenile Justice Department. The non-profit must be supported by the counties.

Rider 36. Prevention, Intervention, and Commitment Diversion.

1. Amounts appropriated above in Strategy A.1.1, Prevention and Intervention, are to continue programs and services designated to keep youth from having formal contact with the juvenile system.
2. Amounts appropriated above in Strategy A.1.5, Commitment Diversion, are to continue providing juvenile probation departments the ability to operate basic supervision, community and health programs, and place youth within their communities.

Rider 37. Harris County Front-End Multisystemic Therapy Team. Out of the funds appropriated above in Strategy A.1.3, Community Programs, $500,000 in General Revenue for fiscal year 2022 and $500,000 in General Revenue for fiscal year 2023 shall be used to establish a front- end Multisystemic Therapy (MST) team in Harris County to prevent youth and adolescents from entering the juvenile justice and child welfare systems. The Juvenile Justice Department (JJD) and the Harris Center for Mental Health and IDD (Harris Center) shall enter into a memorandum of understanding that provides for the transfer of funds through an interagency contract from JJD to the Harris Center to fund this initiative. The Harris Center shall establish an evidenced- based MST team in partnership with local juvenile probation and protective services programs.

Not later than November 30, 2022, JJD shall submit a performance report to the Legislative Budget Board that includes standard measures to assess the success of the program, including the number of youth and adolescents who have been diverted from the juvenile justice and child welfare systems.

Rider 38. Harris County Admissions. The Juvenile Justice Department (JJD) shall collaborate with Harris County regarding the possibility of housing some or all of its own JJD admissions, including provision of funds, treatment, services, and monitoring. The agency may use funds appropriated above to contract with Harris County to provide these services.

Rider 39. El Paso Front-End Multisystemic Therapy Team. Out of the funds appropriated above in Strategy A.1.3, Community Programs, $500,000 in General Revenue for fiscal year 2022 and $500,000 in General Revenue for fiscal year 2023 shall be used to establish a front-end Multisystemic Therapy (MST) team in El Paso County to prevent youth and adolescents from entering the juvenile justice and child welfare systems. The Juvenile Justice Department (JJD) and the Emergence Health Network shall enter into a memorandum of understanding that provides for the transfer of funds through an interagency contract from JJD to the Emergence Health Network to fund this initiative. The Emergence Health Network shall establish an evidenced-based MST team in partnership with local juvenile probation and protective services programs. Not later than November 30, 2022, JJD shall submit a performance report to the Legislative Budget Board that includes standard measures to assess the success of the program, including the number of youth and adolescents who have been diverted from the juvenile justice and child welfare systems.

Intake, Orientation, Assessment

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Intake, Orientation, and Assessment
• Location/Division: Ron Jackson/Probation Services, Treatment, Case Management, State Operated Programs and Services
• Contact Name: Dr. Evan Norton
• Statutory Citation for Program:
  Human Resources Code, Chapter 243 Admission and Commitment 242.002, Human Resources Code
  242.051 Human Resources Code 244.001, Human Resources Code 59.009, Family Code 

B. What is the objective of this program or function? Describe the major activities performed under this program.

Numerous studies indicate a significant number of youth entering the juvenile justice system present with histories of adverse childhood experiences, emotional disturbances, and mental health and substance abuse issues. Moreover, the complexity of needs these youth present with often make it difficult to keep them safe, stable and/or managed in a juvenile justice, secure care setting as these youth are commonly best served in acute hospitals, psychiatric facilities, and in community mental health, substance abuse and residential treatment settings.

The purpose of TJJD’s Intake, Orientation and Assessment Unit, located at the Ron Jackson State Juvenile Correctional Complex in Brownwood, Texas, is to orient the youth from the committing county and to provide complete and timely information regarding TJJD and its facility treatment programs, services, expectations and information about the youth’s basic rights. The Intake, Orientation and Assessment process also provides a comprehensive diagnostic evaluation for each youth admitted to its care.

The Regionalization Department participates in collaboration with the Ron Jackson State Juvenile Correctional Complex’s Intake, Orientation and Assessment Unit to coordinate the safe admission of youth committed to the care and custody of the Texas Juvenile Justice Department from local Juvenile Probation Departments. Each Regional County Program Administrator has established relationships with juvenile probation departments in their assigned regions and their involvement in submitting pre-admission documents, communicating case-specific issues to TJJD and scheduling admission dates increases safety of youth and staff.

This approach allows TJJD staff to better understand and prepare to meet a youth’s most significant needs upon arrival, fostering the trauma-informed approaches that are foundational to the juvenile justice system’s treatment and rehabilitation philosophy and affording better opportunities to establish strong, trust-based relationships with youth arriving at TJJD and their families.

Prior to placing these youth transferring from the Intake, Orientation, and Assessment Unit into their assigned secure TJJD facility, each youth receives medical, psychological, and educational assessments to determine their strengths, needs, protective factors, and treatment needs. Additionally, the results of the screening and assessments process helps to identify youth with histories of trauma, emotional disturbances, mental health, and substance abuse needs, and those youth at risk for suicide. Furthermore, the results of these assessments help to individualize the youth’s treatment plan as they move through the TJJD continuum of care and as they prepare to return to their respective communities.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2.

TJJD calculates, reviews, and reports the following program statistics and performance measures to the Legislative Budget Board (LBB):

1. Total number of new admissions to JJD (Exhibit 2);
2. Assessment and orientation cost per juvenile day (Exhibit 2);
3. Average daily population: assessment & orientation (Exhibit 2);
4. Orientation and assessment total served (Exhibit 12): calculated as the population in the program at the beginning of the year plus total placements during the fiscal year; and
5. Orientation and assessment average length of stay (Exhibit 12): calculated as the average of the number of days assigned to the program minus escape days for youth exiting the program for the first time during the fiscal year.

Exhibit 12: Program Statistics and Performance Measures — FY 2020

PROGRAM STATISTICS OR PERFORMANCE MEASURES	DATASET REFERENCE NUMBER * (IF APPLICABLE)	CALCULATION (IF APPLICABLE)	FY 2020 TARGET	FY 2020 ACTUAL PERFORMANCE	FY 2020 % OF ANNUAL TARGET
Orientation and assessment total served	N/A	68+547 (see above)	N/A	615	N/A
Orientation and assessment average length of stay	N/A	See above	21 internal goal	33.1 (25.6 in Q1, pre Covid-19)	158%
	* See exhibit 3

The LBB uses the actual performance in Exhibit 12 for their biennial Criminal and Juvenile Justice Uniform Cost Report published for each legislative session. Also, please reference the performance measure, “Average Daily Population: Assessment and Orientation,” in Exhibit 2.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

The male Intake Orientation and Assessment Unit moved from McLennan County State Juvenile Justice Correctional Facility to the Ron Jackson State Juvenile Correctional Complex in October of 2013. Ron Jackson houses all Orientation and Assessment youth adjudicated to the Texas Juvenile Justice Department.

In February 2015, employees from TJJD’s state operated facilities were given access to the Juvenile Case Management System. At that time, the Juvenile Case Management System was providing case management services to juvenile probation departments in over 200 counties in Texas. With this increased access to information on individual youth, as well as the increased knowledge of the adjudicated youth’s individual histories, and more access to information about the youth’s interaction and responses to the services and treatment provided by probation and the residential treatment facilities during the course of the youth’s probation periods, TJJD was better equipped to provide continuity of care as youth moved through these systems. Additionally, as a result of this increased access and information, TJJD was better able to initially screen, assess, place, and provide improved case management and treatment services throughout the course of a youth’s stay within the TJJD system.

In 2019, the Orientation and Assessment timeline changed from 28 calendar days to 21 calendar days. This change helped to reduce the duration of time the youth were in the Intake, Orientation, and Assessment process in order to move them to their long term TJJD facility more quickly.
In August of 2020, in response to the pandemic, TJJD worked with county probation departments to commit youth from their respective counties to TJJD and were placed directly in contract care facilities reducing the duration of time spent at the Orientation and Assessment Unit.

In early 2021, the McLennan County State Juvenile Justice Correctional Facility temporarily facilitated the Intake Orientation and Assessment process to assist in reducing the number of youth on the pending admission list.
Prior to the pandemic, juvenile probation departments would not be scheduled an admission date and time to bring committed youth to TJJD, but rather arrive unannounced. However, during the COVID outbreak, TJJD initiated a process change to admit committed youth in a more controlled fashion, reducing the risk of COVID outbreaks in TJJD-operated facilities. The change allowed Ron Jackson’s orientation and assessment unit to resume admissions after an initial pause, removing a backlog of committed youth at the waiting for admission and freeing already limited detention bed space.

The safety benefits of the new process extend beyond controlling the spread of COVID to enhancing safety for both youth and staff during the assessment and orientation period. It ensures vital information about a youth’s medical, mental health, and behavioral needs are communicated before the youth’s arrival and that youth are brought into their new environment with more one-on-one attention to ease fear and increase safety and cooperation upon admission, which aligns with the agency’s trauma-informed approach to treatment and rehabilitation. For these reasons, the process initiated because of COVID will continue into the future.

Texas Family Code Chapter 58 subchapter E addresses the Statewide Juvenile Information and Case Management System, enacted in 2007 and enhanced in 2009, with the purpose to “(1) provide accurate information at the statewide level relating to children who come into contact with the juvenile justice system;(2) facilitate communication and information sharing between authorized entities in criminal and juvenile justice agencies and partner agencies regarding effective and efficient identification of and service delivery to juvenile offenders; and (3) provide comprehensive juvenile justice information and case management abilities that will meet the common data collection, reporting, and management needs of juvenile probation departments in this state and provide the flexibility to accommodate individualized requirements.” (TFC 58.402) This system which was intended to “(1) aid in processing the cases of children under this title; (2) facilitate the delivery of services to children in the juvenile justice system; (3) aid in the early identification of at-risk and delinquent children; and (4) facilitate cross-jurisdictional sharing of information related to juvenile offenders between authorized criminal and juvenile justice agencies and partner agencies.” (TFC 58.403) The availability of the Juvenile Case Management System (JCMS), helps to ensure that valuable case information can be accessed from a historical standpoint once a youth is committed. For instance, a youth may be committed from one county but have juvenile referrals in another county throughout the state. Immediate access helps to coordinate case management and individualize treatment plans to address emerging needs or possibly triage prior traumatic events.

In the 84th Legislative session, SB 1630 added to the Human Resources Code 221.003 that reads “A juvenile probation department must, before the disposition of a child's case and using a validated risk and needs assessment instrument or process provided or approved by the department, complete a risk and needs assessment for each child under the jurisdiction of the juvenile probation department. This section reads “Any risk and needs assessment instrument or process that is provided or approved by the department for a juvenile probation department to use under Subsection (b) must be a validated instrument or process.” No additional funding accompanied the mandate for a validated risk and needs assessment. As of the second quarter Fiscal Year 2020 all 165 departments are now utilizing a valid risk assessment tool. 164 chose to utilize the same platform and risk and needs assessment as TJJD which enhances the individualization of services and care coordination once a youth arrives at TJJD giving a complete history of the youth.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected.

165 Juvenile Probation Departments serving 254 individual counties are affected as committed youth begin the TJJD intake process at Orientation and Assessment.

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

Once a youth is committed to TJJD from a juvenile court, the local juvenile probation department will notify their assigned regional county program administrator of the new commitment and forward a copy of the certified order of commitment and identified pre- admission information to the Ron Jackson orientation and assessment team in accordance with HRC §243.004. Upon receipt and review of these documents, the orientation team notifies the probation department and regional county program administrator that the youth is ready for admission. The regional county program administrator works with the probation department to set the date and time for the youth’s transport to the Ron Jackson facility. The committing department brings all remaining items listed in the admission packet section of the TJJD Checklist in accordance with HRC §243.005 when transporting the youth to TJJD.

The Regionalization Department monitors and tracks COVID reports and other issues or barriers from detention centers and county jails across the state of Texas to ensure low risk to committing counties’ transporting staff or Sheriff’s deputies, committed juveniles, Office of Inspector General (OIG) staff, University of Texas Medical Branch (UTMB) staff, and Ron Jackson Intake, Orientation and Assessment unit staff during the transport and admission process. Additionally, coordination occurs with program, mental health, and medical staff assigned to the Intake, Orientation and Assessment Unit regarding current medical concerns, COVID vaccination status, prior history of positive COVID infection and recovery, suicide history and recent attempts, active mental health issues, and any other specific items of note. Thus, involvement of the Regionalization department in the TJJD admission process has strengthened the continuity of care for each committed juvenile.

In accordance with GAP.380.8503, the TJJD orientation and assessment unit performs all intake activities, including receipt of the youth from the committing county. TJJD staff members perform the following admission procedures, at a minimum:

• Search each youth in accordance with §380.9709 of this title;
• Inventory any personal possessions and return them to the county transporter;
• Complete a body identification form;
• Require the youth to shower, screen the youth for pediculosis, and provide treatment if indicated;
• Complete an initial health screening;
• Issue clothing;
• Provide personal hygiene articles;
• Photograph and fingerprint each youth;
• Assign an official TJJD number;
• Initiate sex offender registration with the Texas Department of Public Safety (DPS), if required; and
• Take a blood sample from each youth for the DPS DNA database. TJJD notifies each youth’s parent/guardian in writing of:
• The youth’s admission;
• TJJD’s medical consent authority, as explained in §380.9181 of this title;
• Procedures for communicating with his/her child through mail, phone calls, and visits;
• The parent/guardian’s rights as provided in the TJJD parent's bill of rights; and
• The following information:
  • contraband money, as defined in §380.9107 of this title, found in possession of a TJJD youth in a residential facility will be deposited in the student benefit fund;
  • providing contraband to a TJJD youth, including alcohol, drugs, tobacco, or a cellular phone, is a criminal offense and could be subject to prosecution; and 
  • TJJD may use the chemical agent oleoresin capsicum, also known as OC spray, as necessary under §380.9723 of this title.
• TJJD provides orientation to youth about the TJJD system, as required by §380.9115 of this title, and documents the orientation.
• TJJD provides youth with counseling services and academic instruction during the youth’s stay at the orientation and assessment unit.
• Upon transportation of youth to their initial placements, TJJD notifies the parent/guardian, parole officer, and others as needed of the initial placement location.

The Orientation and Assessment Process includes the following:

Day 1: At Intake

• Assess for suicide alert status by a mental health professional within the first hour after arrival
• Initial Health Screening conducted by trained nursing staff
• Administered MAYSI-2
• Assess for risk of exploitation and victimization to ensure PREA standards are met
• Parole Officer assigned based on region
• Contacts made with Medicaid, Social Security, DFPS and ICE as required
• Intake Case Manager completes Intake Screening for Potential Sexual Aggressive Behavior and/or Sexual Victimization
• Contact made with the youth's parents/guardian
• Youth transitions to assigned dorm and welcomed by juvenile correctional officers, dorm case manager, and peers

Day 1-21: Education

• Youth's education records are requested within first 3 days of their arrival
• Youth is assigned courses based on available recordsAll courses are offered through APEX learning
• Youth earns credits for the courses completed or completes courses at the next facility
• Test of Adult Basic Education (TABE), TOWRE, and Career Scope administered
• Youth is placed on Personal Opportunity Plan (POP) curriculum and Pathways to College and Career course
• Special Education services are provided based on the youth's need

Medical and Psychiatry

• Initial Physical evaluation conducted (hearing, vision, and TSTInitial Dental evaluation conducted
• Initial Psychiatric evaluation conducted within first 21 days, if indicated
• Optometry appointment, if indicated
• Immunization review within first week, entered into IMMTRC, and scheduled for immunizations, if indicated
• If a youth is under DFPS conservatorship, medical consent is requested from their DFPS caseworker

Case Management and Psychology

• Contact with the parent and/or legal guardian within the first 7 days
• Dorm Case Manager meets with the youth within the first 7 days and once weekly after the initial session to review stage progression criteria
• Youth attends group five days a week
• A comprehensive psychological assessment is completed within 14 calendar days of the youth’s admission to TJJD to identify diagnoses and specialized treatment recommendations
• R-PACT (Residential Positive Achievement Clinical Tool) is completed
• Placement meeting is held with the youth and placement is assigned by Central Placement
  Unit staff based on youth’s treatment recommendation
• Youth transitions to long-term placement

In response to COVID-19, youth are first screened by UTMB medical professionals for symptoms related to COVID-19 upon their arrival to the unit. Within one hour of the youth’s arrival, a Mental Health Professional assesses the youth for suicide risk and determination of placement on suicide alert status. New youth are also required to view the PREA and COVID information and procedures video.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues).

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Intake, Orientation and Assessment B.1.1. Assessment, Orientation, Placement Federal Funds General Revenue Fund	30.3 28.1 30.4 30.3 28.1 30.4 9.5 3.4 — 20.8 24.7 30.4	$1,873,688 $1,795,523 $1,373,915 $1,873,688 $1,795,523 $1,373,915 $404,153 $144,445 — $1,469,535 $1,651,078 $1,373,915

 

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

The McLennan County State Juvenile Justice Correctional Facility has capabilities of facilitating the Intake Orientation and Assessment process, however, the Ron Jackson State Juvenile Correctional Complex is the only Reception Facility eligible to process court documentation, verify commitment orders, and assign TJJD numbers.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

In 2015, the 84th Texas Legislature passed Senate Bill (SB) 1630, requiring the Texas Juvenile Justice Department (TJJD) to finalize a regionalization plan by August 31, 2016, that would keep more adjudicated youth within their home regions, by accessing available local post- adjudication facility capacity. The plan required the development of a new division to focus on the diversion of youth from commitment to TJJD. This grant program gives additional financial resources, enhances existing residential capacity, expands residential capacity, or a combination of them. As all 165 probation departments have the opportunity to participate, it helps to ensure that alternatives are available to youth that do not rise to the high restriction setting that TJJD operates.

Additionally, while counties that commit to TJJD are not required to apply for diversion dollars, as a result of SB 1630 p, the Texas Family Code 54.04013 was added which lays out a Special Commitment to Texas Juvenile Justice Department, “the juvenile court may commit a child who is found to have engaged in delinquent conduct that constitutes a felony offense to the Texas Juvenile Justice Department without a determinate sentence if the court makes a special commitment finding that the child has behavioral health or other special needs that cannot be met with the resources available in the community.” The availability of Regional Diversion grant funds helps to reduce the number of youth committed to the state with an indeterminate commitment simply because financial resources are not available at the local level.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency. N/A

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall;
  TJJD uses contracts to procure vital statistics and records for youth in TJJD custody. These contracts are with the Department of State Health Services to purchase necessary state identification and vital records for youth who are committed to TJJD without them (e.g., birth certificates, state-issued identification cards).
• the amount of those expenditures in fiscal year 2020; $1,143.00
• the number of contracts accounting for those expenditures; 2
• the method used to procure contracts;
  Interagency contract with the Department of State Health Services
• top five contracts by dollar amount, including contractor and purpose;
  • CON0000769 – maximum contract amount of $1,640.00 with the Department of State Health Services for vital statistics information for youth.
  • CON0000967 – maximum contract amount of $40,000.00 with the Department of State Health Services for vital statistics information for youth.
• the methods used to ensure accountability for funding and performance; and
  TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office.
• A short description of any current contracting problems.
  There are no current contracting problems for these contracts; however, TJJD is implementing a new program with DSHS and the Department of Public Safety to further the agency’s efforts at providing youth necessary documents and identification during their time with TJJD and upon reentry. This requirement was passed as HB 4544 (87R).

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

Texas Family Code Chapter 58 subchapter E addresses the Statewide Juvenile Information and Case Management System, enacted in 2007 and enhanced in 2009, with the purpose to “(1) provide accurate information at the statewide level relating to children who come into contact with the juvenile justice system; (2) facilitate communication and information sharing between authorized entities in criminal and juvenile justice agencies and partner agencies regarding effective and efficient identification of and service delivery to juvenile offenders; and (3) provide comprehensive juvenile justice information and case management abilities that will meet the common data collection, reporting, and management needs of juvenile probation departments in this state and provide the flexibility to accommodate individualized requirements.” (TFC 58.402) This system which was intended to “(1) aid in processing the cases of children under this title; (2) facilitate the delivery of services to children in the juvenile justice system; (3) aid in the early identification of at-risk and delinquent children; and (4) facilitate cross-jurisdictional sharing of information related to juvenile offenders between authorized criminal and juvenile justice agencies and partner agencies.” (TFC 58.403)

This chapter cites on more than one occasion that this system is intended for use statewide. While currently 157 departments participate with the Juvenile Case Management System maintained and provided by TJJD, the other eight departments utilize and pay for their own internal case management systems. These eight departments account for 53 percent of the total juvenile age population in 2020. The eight departments cannot see JCMS participating department data and TJJD and CMS participating departments cannot see the eight non-JCMS participating department data. Finally, these 8 counties made up 44 percent of new admissions in fiscal year 2016, 46 percent in fiscal year 2017, 42 percent in fiscal year 2018, 39 percent in fiscal year 2019, and 28 percent in fiscal year 2020. This barrier goes against the core mission of TFC 58.403 (E) resulting in a loss of continuity of care for juveniles referred within our system.

N. Provide any additional information needed to gain a preliminary understanding of the program or function.

TJJD receives admissions from all 254 counties within the state of Texas. On average 100-115 counties commit at least one youth each fiscal year. The state of Texas is divided into seven regions and within the Regionalization Division there are five regional county program administrators assigned to the seven regions (two are assigned more than one region).

Sections O and P: N/A

State Secure Facilities: Basic Youth Supervision

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: State Basic Supervision
• Location/Division: Statewide
• Contact Name: Shandra Carter, Deputy Executive Director for State Services
• Statutory Citation for Program: Chapter 242, Texas Human Resources Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

TJJD’s core mission is to supervise, treat, and rehabilitate the youth who are committed to TJJD custody. These youth were adjudicated for delinquent conduct in violation of a felony level offense and were committed to TJJD by the court.

Youth may be committed on an indeterminate commitment or determinate commitment under Section 54.04, Texas Family Code. For youth on indeterminate commitments, TJJD assigns a minimum length of stay under Section 243.002, Texas Human Resources Code, taking into account the severity of the offense and the risk the youth poses to the community. Initial lengths of stay on an indeterminate sentence can range from nine to twenty-four months. The Release Review Panel program in this Section includes the information pertaining to the review of release, discharge, or extensions of a youth’s initial length of stay on an indeterminate sentence.

For youth committed to TJJD on a determinate sentence, the penalty level of their adjudicated offense determines their initial sentence length. TJJD may not parole a youth without authorization from the committing court unless the youth has served at least: ten years for conduct constituting capital murder; three years for conduct constituting an aggravated controlled substance felony or a first-degree felony; two years for conduct constituting a second-degree felony; or one year for conduct constituting a third-degree felony. See Texas Human Resources Code § 245.051. The Department of Sentenced Offender Disposition program in this Section includes the information pertaining to transfer to TJJD parole, TDCJ parole, or TDCJ institutional division for youth with a determinate sentence.

All youth, regardless of commitment type, can spend time in a TJJD secure facility. The Intake, Orientation, and Assessment program and the Centralized Placement Unit description within the Reentry Program in this Section discusses how youth are assessed and placed in a secure facility, non-secure halfway house, or contract placement.

When youth are housed in a secure facility, they are monitored at all times by juvenile correctional officers employed at the five state secure facilities: the Evins Regional Juvenile Center, the Gainesville State School, the Giddings State School, the McLennan County State Juvenile Correctional Facility, and the Ron Jackson State Juvenile Correctional Complex. The Ron Jackson facility houses our girls’ unit and our Orientation and Assessment program, and all other secure facilities house programs for boys.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2.

See the following key performance measures in Exhibit 2:

• CPD: State-Operated Secure Correctional Facility
• Juvenile Per Direct Supervision JCO Staff Per Shift
• Average Daily Population: State Operated Secure Correctional Facilities

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

See Section III

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected.

Youth who are adjudicated on felony level delinquent conduct, and who are committed to TJJD under Section 54.04, Texas Family Code, may be supervised at one of the five state-operated secure juvenile correctional facilities.

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

TJJD operates five secure correctional facilities under the direction of the Deputy Executive Director for State Services. The Director of Secure Facilities directly reports to the Deputy Executive Director. Each secure facility has a facility superintendent who reports directly to the Director of Secure Facilities.

At each secure facility, youth are placed in dorms based on a variety of factors, including their age, risk and needs assessment, safe housing assessment, treatment needs, and whether they need specialized mental health treatment. Each dorm consists of a dorm team leader, senior juvenile correctional officers, and additional juvenile correctional officers who provide direct- care supervision and engagement with the youth on the dorm. The dorm team leaders report directly to the Facility Assistant Superintendent, who reports directly to the Facility Superintendent.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues).

 

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Youth Care and Supervision B.1.10 Residential System Support General Revenuel Fund B.1.2. Facility Supervision and Food Service General Revenue Fund Other State Funds Federal Funds General Revenue (COVID Response)	713.6 652.0 794.4 — — — — — — 713.6 652.0 794.4 224.3 502.9 794.4 — — — 489.3 149.1 — — — —	$44,636,894 $32,246,923 $35,623,189 $187,000 $132,139 $230,333 $187,000 $132,139 $230,333 $44,449,894 $32,114,754 $35,393,189 $23,433,045 $25,804,264 $35,364,501 $19,174 $9,798 $28,688 $20,715,211 $6,300,691 — $282,464 — —

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

The Texas Department of Criminal Justice provides services to persons who might be the same age as a youth committed to TJJD. Youth may be committed to TJJD if their delinquent conduct occurred between ages 10 and 17. Youth may stay in TJJD custody until they reach the age of 19. Persons who are at least 14 years of age can be certified by a court as having adult culpability, and they may be sentenced to TDCJ institutional division. Also, youth committed to TJJD with a determinate sentence may be transferred to TDCJ institutional division at age 16 or after.

Local juvenile probation departments also serve youth the same age as TJJD; however, local probation departments can serve youth who are adjudicated delinquent for misdemeanor level offenses and who engage in conduct in need of supervision in addition to youth adjudicated delinquent for felony level offenses. Youth typically spend time under the supervision or in the custody of a local juvenile probation department prior to their commitment to TJJD. Additionally, youth who are paroled or discharged from TJJD and who remain under the age of 17 may subsequently engage in additional conduct that places them back under the supervision or custody of a local juvenile probation department.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

The Texas Family Code, Human Resources Code, Code of Criminal Procedure, Penal Code, and Rules of Civil Procedure all set out duties assigned to TJJD, local juvenile probation departments, and TDCJ. When a youth is adjudicated for having committed delinquent conduct, the court, using applicable state law, will decide whether the youth is committed to TJJD or to the custody of a post-adjudication facility operated by a local juvenile probation department. If a youth is certified as an adult, the youth’s case will transfer from the juvenile court to the adult criminal court for proceedings and eventual disposition, up to and including incarceration in TDCJ. The statutory mechanism ensures there is not duplication or conflict between the various levels of the juvenile and criminal justice system.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

TJJD operations works with the TJJD Office of Inspector General for safety and security of the secure correctional facilities. Other entities mentioned throughout this section also coordinate services with this program, such as the University of Texas Medical Branch – Correctional Managed Care to provide medical services to youth who are under supervision in secure correctional facilities.

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; One contract provided supplemental direct care supervision for TJJD facilities who experienced staffing shortages due to the COVID-19 pandemic. The other contract is for equipment and services to support TJJD’s body-worn camera program.
• the amount of those expenditures in fiscal year 2020; $2,147,355.88
• the number of contracts accounting for those expenditures; 2
• the method used to procure contracts; The body-worn camera program was solicited and awarded through the DIR contract with the
  vendor. As provided by Governor Abbott’s March 13, 2020, Proclamation declaring a state of disaster for all counties of Texas and suspending the enforcement of any state statute or administrative rule regarding contracting or procurement that would impede any state agency’s emergency response, TJJD entered into a contract with BCFS Health and Human Services to provide supplemental staffing to TJJD facilities. Such supplemental staff was required to effectively respond to the COVID-19 disaster.
• top five contracts by dollar amount, including contractor and purpose;
  • CON0000878 – maximum contract amount of $7,688,579.48 with DBA Taser Training Academy
    for body-worn cameras for all direct-care supervisory staff.
  • CON0001182 – maximum contract amount of $6,000,000.00 with BCFS Health and Human Services for supplemental staffing for TJJD facilities affected by COVID-19.
• the methods used to ensure accountability for funding and performance; and
  TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office.
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

See Section II.E, Section II.H, and Section IX of this Report.

Sections N-P. N/A

Education and Workforce Development for Youth

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Education and Workforce Development
• Location/Division: Education Services; Lone Star Independent School District
• Contact Name: Luther Taliaferro, Superintendent of Schools
• Statutory Citation for Program: Sections 30.102-30.106, Texas Education Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

The TJJD division of education services seeks to provide youth with quality academic and vocational experiences in order to better equip them for a successful reentry to their community. TJJD offers courses that enable the student to maintain progress toward completing high school graduation requirements through academic offerings in language arts, mathematics, science, social studies, and self-discipline.

Education

TJJD operates its own school district and provides educational programming at each of the five secure facilities. Youth earn credits in TEKS-aligned courses and participate in all required state assessments. Youth can engage in educational programming in-person provided by teachers, and through online digital learning platforms where teachers can provide supplemental tutoring while youth work on assignments at their own pace. Youth earn credits towards their GED or high school diploma, and youth may also earn dual-credit and college credit through a partnership between TJJD and Blinn College.

Each secure facility has a library designed to help students grow as readers. The librarians strive to offer youth with high-interest reading material and routinely seek youth input when building their collections. The librarians host reading competitions, create non-fiction/fiction book pairings, and offer personalized recommendations to increase the youth’s interest in reading. Section 30.106, Education Code, requires TJJD to implement a reading program to improve student reading skills. Students identified in need of reading interventions are placed in specialized reading programs that are taught by teachers certified in reading and who have expertise teaching reading to struggling adolescent readers. The reading program provides individualized reading instruction in the five major essential components of effective reading: phonemic awareness, phonics, fluency, vocabulary, and comprehension. Student progress is monitored by the reading teachers and the district reading specialist.

TJJD ensures the needs of students with disabilities are met and that all federal and state laws and regulations are followed for students who qualify for special education and/or Section 504 services. Each facility has a diagnostician and academic counselor, and TJJD has a Dyslexia Intervention Plan that requires each facility to have a trained educator who can assess, diagnose, and provide instruction to students with dyslexia and related disabilities.

TJJD provides English as a Second Language (ESL) services to students according to the English Language Proficiency Standards (ELPS). This includes identification of ESL students, annual administration of the assessment for listening, speaking, reading, and writing (TELPAS), and exit of students from the ESL program once they show language proficiency. Each facility has an ESL coordinator who supports ESL students and trains other teachers in ESL learning strategies.

TJJD youth assigned to contract care placements participate in educational programming provided by those placements, and youth assigned to TJJD halfway houses participate in educational programming provided by the local school districts

Workforce development

At TJJD-operated secure facilities, youth are provided the opportunity to earn certificates in technology, construction, culinary arts, welding, horticulture, OSHA 10-hour training, forklift operation, and CPR and first aid. TJJD facilities also prepare youth for their future careers by hosting career fairs and conducting mock interviews for the youth. Facilities provide financial literacy courses, work study programs, and career preparation classes. Special education students are provided an online platform to discover their compatibility with over 800 careers. TJJD is also a partner agency in the Texas Workforce System—a group of eight state agencies and twenty-eight local workforce boards that promote and enable state-level coordination and collaboration among workforce programs. More information can be found in Schedule G of TJJD’s Strategic Plan, and the Workforce Development System Strategic Plan.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2.

See the following key performance measures in Exhibit 2:

• Diploma or High School Equivalency Rate (JJD-operated Schools)
• Percent Reading at Grade Level at Release
• Industrial Certification Rate in JJD-operated Schools
• Average Math Gain Per Month of Instruction
• Average Reading Gain Per Month of Instruction
• Education and Workforce Cost in TJJD Operated Schools
• Percent Reading at Grade Level at Commitment
• Average Daily Attendance in TJJD-operated Schools
• Number of Industrial Certifications Earned by Juveniles

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

The agency began working with the Texas Workforce Investment Council in the fall of 2002, and TJJD continues to contribute to developing the statewide strategic plan for the Texas Workforce System. For many years, TJJD participated on the TWIC’s System Integrated Technical Advisory Committee (SITAC). In September 2015, the SITAC was disbanded having accomplished its original goals.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected. N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

Youth are given the math and reading Test for Adult Basic Education (TABE) tests at the orientation and assessment unit and every six months thereafter. The initial TABE tests are used as diagnostic tools to assess students’ skill levels and aptitudes and to identify students who require academic interventions. The TABE tests given at six-month intervals allow for education staff to monitor the youth’s learning gains.

Each secure facility operates its own school, with principals, teachers, educational specialists, teachers’ aides, ESL services, and special education curriculum. School operates year-round, with youth scheduled to go to class Monday through Friday, excluding holidays, teacher development days, and required statewide testing periods.

Each secure facility has an education reentry liaison. These staff serve as advocates for students and help them apply for financial aid, scholarships, and grants; register with Work in Texas; improve job readiness and college readiness skills; create and education and employment portfolio; and develop a workforce and education reentry plan.

TJJD’s education division has a district Public Education Information Management System (PEIMS) coordinator and PEIMS clerks at each campus to collect and verify TEA-required data about attendance, enrollment (including transfers), special populations, demographics, and academic performance.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues).

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Education and Workforce Development for Youth B.1.4 Education General Revenue Funds Federal Funds Other State Funds	192.8 182.7 194.8 192.8 182.7 194.8 10.9 14.3 16.2 122.2 114.3 116.3 59.8 54.1 62.3	$14,216,074 $12,928,839 $13,898,270 $14,216,074 $12,928,839 $13,898,270 $1,707,696 $1,496,132 $1,674,340 $8,000,271 $8,298,129 $7,867,290 $4,508,108 $3,134,578 $4,336,640

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

Local school districts provide education to youth in the same age group as youth served through the educational services division at TJJD. Local juvenile justice alternative education programs also serve youth who are involved in the juvenile justice system but who have not been committed to TJJD’s custody. Youth who have been committed to TJJD, but who were placed in contract care placements are served by the educational contractors with those placements, and may be served by the educational services division before or after their placement. Likewise, youth who are placed in a TJJD-operated halfway house are served by local school districts pursuant to Section 25.001, Texas Education Code, and these youth might be served by the educational services division prior to or after their placement at the halfway house.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

The local school districts only provide educational services to the youth in the halfway houses under Section 25.001, Texas Education Code; they do not provide educational services to the youth in TJJD-operated secure facilities. However, youth might be served by this division prior to their arrival at a halfway house.

Youth who leave a contract care placement may be served by the contract care educational services prior to their reentering their home community, placement, or halfway house.

Coordination efforts are necessary to ensure youth records are shared with the appropriate education provider; however, there is no overlap in services because youth can only be served by one school district or educational entity at a time.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

The educational services division works with the Texas Education Agency to ensure services are provided to youth in TJJD’s custody. During the COVID-19 pandemic, the TJJD educational services division remained in regular contract with TEA to ensure continuity of educational programming and funding.

This division also coordinates with Blinn College to provide college courses and dual-credit opportunities to youth. New class options are being developed with the goal of increasing the number of students leaving TJJD with college credit.

As a member of the Texas Workforce System, TJJD also coordinates workforce development efforts with the Texas Workforce Investment Council, the Health and Human Services Commission, the Windham School District with TDCJ, The Texas Association of Workforce Boards, the Texas Education Agency, the Texas Veterans Commission, the Texas Workforce Commission, and the Economic Development and Tourism division in the Office of the Governor.

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; The contracted expenditures through this program provide youth the ability to participate in educational services through online curriculum programming; provide youth the ability to test for and obtain their high school equivalency/General Educational Development (GED) diploma; provide youth the ability to obtain college credits while with TJJD; and provide youth the ability to engage in vocational development courses to further their career-readiness; to provide youth with special education monitoring and services such as speech, visual impairment, psychological assessment, sign language, and other interpreting as needed; to provide monitoring and consultation on reading intervention and positive behavior support systems; and to provide library and textbook services for campus libraries.
• the amount of those expenditures in fiscal year 2020; $192,104.56
• the number of contracts accounting for those expenditures; 14
• the method used to procure contracts; These contracts were procured using requests for proposals, interagency contracts, DIR vendors solicited and awarded, and directly awarded contracts without solicitations.
• top five contracts by dollar amount, including contractor and purpose;
  • CON0001000 – maximum contract amount of $84,000 with San Marcos Interpreting Service for the Blind and Visually Impaired for sign language interpreting for special education students.
  • CON0000863 - maximum contract amount of $65,000 with APEX Learning Inc. for digital learning platform for youth.
  • CON0001019 – maximum contract amount of $45,000 with Navarro College for college courses and textbooks for students.
  • CON0001125 – maximum contract amount of $35,100 with Blinn College for college credit and dual credit course opportunities.
  • CON0000893 – maximum contract amount of $29,737 with the University of Texas at Austin for the UT Meadows Reading Program Consultation/data analysis.
• the methods used to ensure accountability for funding and performance; and TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office.
• a short description of any current contracting problems. N/A

Sections L-P. N/A

Mental Health Treatment Program

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Mental Health Treatment Services
• Location/Division: State Services, Treatment Programs
• Contact Name: Evan Norton
• Statutory Citation for Program: Sections 242.0052, 242.051, 242.009, 244.001, and
  244.006, Human Resources Code; Section 59.009, Family Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

Mental health care needs are continuing to rise nationwide. It is commonly known that justice involved youth possess some of the highest need for mental health services. Approximately 61 percent of youth in TJJD are classified as possessing a need for mental health services. Mental health need is first assessed and designated at the intake unit, but is regularly monitored and reassessed if needed by the clinical teams at each of the secure facilities. Youth who have been identified with a need for mental health services can be treated at three levels within TJJD. The levels and intervention are as follows:

Moderate mental health need

Youth with these needs are monitored and treated by clinicians at their home facility. They are able to effectively navigate through TJJD programming with the support of a clinician. Youth at this level are often seen to address different mental health needs such as grief, trauma, sleep hygiene, and managing mental health symptoms. Intensity and frequency of treatment is set by the clinical team but the youth are seen for individual counseling minimally twice a month. Youth with these needs are often offered supplemental support groups aimed at increasing effective coping and social prowess. If their needs intensify or they develop a higher need of care a referral to the following programs is completed.

Mental health treatment program

The Mental Health Treatment Program (MHTP) is designed to provide assessment and treatment for youth with primary mental health diagnosis within TJJD. Youth appropriate for the MHTP are those that struggle with mental health symptoms, cognitive and/or developmental delays, and those that have experienced significant trauma that limit their ability to be safe without additional therapeutic interventions. The MHTP is set up in a way to support them to heal and get their needs met in healthy and safe ways. All MHTP staff, case managers, and mental health professionals are provided with specialized training to address the unique needs of this population. Through the combination of individualized interventions, a structured therapeutic milieu, and lower staff to youth ratios, the MHTP aims to provide an environment supportive of both healing and growth. The Mental Health Treatment Program is specifically designed to utilize comprehensive assessments in order to provide diagnostic clarification, guide treatment goals and interventions, and inform transition planning. The MHTP provides youth with their specialized treatment adapting to their unique mental health needs in a safe and therapeutic environment.

Crisis Stabilization Unit

The Crisis Stabilization Unit (CSU) is designed for youth with intensive mental health needs to provide stabilization, assessment, and treatment for youth with primary mental health diagnosis within TJJD. Youth that are appropriate for the Crisis Stabilization Unit are those that cannot be managed in less restrictive environments due to the danger they pose towards themselves and/or others as related to their mental health need. Due to the acuity of their symptoms and mental health needs, it must be determined through a hearing process that they are unable to be safely maintained in less restrictive environment within TJJD. Specialized training is provided to CSU staff, case managers, and mental health professionals. Through the combination of individualized interventions, a self-contained and highly structured therapeutic milieu, and lower staff to youth ratios, the CSU aims to provide an environment supportive of both healing and growth. Upon admission to CSU and throughout their treatment, the youth are provided with enhanced assessments identifying and clarifying particular mental diagnosis and needs to inform treatment and transition planning. Throughout the youth’s treatment on CSU they will be offered medication management services, individual therapy, therapeutic group activities, recreational activities, and educational services all with the support of specially trained staff. For all CSU youth, staff provide daily coaching, co-regulation, modeling of skills, and intensive support. Develop a transition plan for the youth that focuses on what is needed at his/her next placement. The treatment team develops a plan designed to address specialized mental health needs, this plan is designed to facilitate a successful movement to a less restrictive environment, another TJJD facility for continued care, and in other cases it is focused on community reintegration (e.g., halfway house placement or parole). Identification and processing of youth who qualify for discharge from the TJJD due to mental illness (as outlined in GAP.380.8779).

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2. 

Mental Health Treatment for Girls

Table C.11: Need for Mental Health Treatment, Girls Released FY 2014 to FY 2019

TOTAL GIRLS RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	74	10	13.5%	53	71.6%	5	6.8%	68	91.9%
2018	64	6	9.4%	44	68.8%	8	12.5%	58	90.6%
2017	53	4	7.5%	37	69.8%	5	9.4%	46	86.8%
2016	63	2	3.2%	36	57.1%	9	14.3%	47	74.6%
2015	60	5	8.3%	28	46.7%	13	21.7%	46	76.7%
2014	61	1	1.6%	41	67.2%	9	14.8%	51	86.3%
Total	375	28	7.5%	239	63.7%	49	13.7%	316	84.3%

Figure C.6 below shows the percentage of girls with high or moderate MHT needs who enrolled in and completed high or moderate MHT. The percent of girls who were assessed as needing high or moderate MHT enrolled in the appropriate level of treatment has increased since FY 2014, reaching 100 percent in two of the most recent three years. The percentage completing treatment varied across years. Among girls released in FY 2019 who did not complete treatment, girls were often enrolled in more than type of mental health program with service lasting a large portion of their residential stay. Because mental health treatment needs are highly individualized and complex in the population of TJJD youth, MHT enrollment may be a better measure of youth progress than completion.

Figure C.6: Enrollment and Completion of High to Moderate Mental Health Treatment for Girls

In Table C.12 below, recidivism rates for girls enrolled in high and moderate MHT are combined across years due to small sample sizes. Rates for both groups combined are similar to the overall rate for girls released from TJJD. However, when separating high and medium treatment

Table C.12: One-Year Recidivism Rates for Girls in High to Moderate Mental Health Treatment

NUMBER OF GIRLS ENROLLED	ONE-YEAR REARREST RATE	ONE-YEAR VIOLENT REARREST RATE	ONE-YEAR REINCARCERATION RATE
FY Level # 2019 Both 66 2018 Both 53 2017 Both 41 2016 Both 39 2015 Both 37 2014 Both 38 TOTAL High Moderate Both 50 224 274	# % 22 33.3% 17 32.1% 9 22.0% 7 17.9% 9 24.3% 6 15.8% 18 52 70 36% 23.2% 25.5%	# % 5 7.6% 3 5.7% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 4 4 8 8.0% 1.8% 2.9%	# % 8 12.1% 12 22.6% 7 17.1% 5 12.8% 11 29.7% 9 23.7% 9 43 52 18.0% 19.2% 19.0%

Mental Health Treatment for Boys

For boys, the trends in MHT needs were quite different from those for girls. Boys had lower levels of MHT needs overall, though the percentage increased each year until the FY 2019 cohort had the highest rate of any level of need, at 67%. More boys had low MHT needs until the most recent two years when the largest percentage of boys had moderate needs. While the percentage of boys assessed as needing high-intensity MHT is low, it increased each year since FY2016. These results are displayed in Table C.13 below.

Table C.13: Need for Mental Health Treatment, Boys Released FY 2014 to FY 2019

TOTAL BOYS RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	703	45	6.4%	251	35.7%	179	25.5%	475	67.6%
2018	739	42	5.7%	221	29.9%	168	22.7%	431	58.3%
2017	741	31	4.2%	161	21.7%	210	28.3%	402	54.3%
2016	621	25	4.0%	87	14.0%	191	30.8%	303	48.8%
2015	622	29	4.7%	77	12.4%	192	30.9%	298	47.9%
2014	710	50	7.0%	93	13.1%	183	25.8%	326	45.9%
Total	4136	222	5.4%	890	21.5%	1123	27.2%	2235	54.0%

 

Even though a noticeably lower percentage of boys than girls have high or moderate treatment needs, boys did not enroll in high and moderate MHT as frequently as girls did. However, as Figure C.7 below shows, the percentage of boys with high or moderate MHT needs enrolled in high or moderate MHT increased each year since FY 2015, reaching almost 98 percent in FY 2019. The seven boys not enrolled and released in FY 2019 were all considered stable to receive other services in medium restriction settings. More than 60 percent of eligible boys completed MHT in FY 2019. Boys not completing MHT were generally enrolled in other treatment programs and MHT services ended when locations moved. As with girls, MHT completion may not be the best measure of progress for boys.

Figure C.7: Enrollment and Completion of High to Moderate Mental Health Treatment for Boys

Table C.14 shows recidivism rates for boys enrolled in high and moderate MHT. For boys in moderate MHT, recidivism rates for general rearrest and reincarceration are similar to the overall rate for boys released from TJJD. The same is true for violent rearrest boys in high MHT. However, general rearrest rates for boys in high MHT were consistently lower than boys overall, a pattern opposite that of girls.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

TJJD has seen a substantial increase in the number of youth presenting significant mental health needs. Due to the increased acuity of TJJD population, programs have shifted and expanded since their initial inception. The Corsicana State School was the main treatment facility for youth with mental health needs until it’s closure in 2013. The program then moved to the Mart Residential Treatment Center (MRTC) where it remained until March 2020 when it moved to the Giddings State School. The Giddings State School currently has the Mental Health Treatment Program (MHTP) and Crisis Stabilization Unit (CSU) which houses 36 and 8 youth, respectively. This move expanded the bed capacity compared to that of the previous program. Program organizational flow has evolved to incorporate a program director over these specialized units. This position has increased supervision, training capacity, and efficiency within roles. TJJD has increased staff, clinician, and case managers to youth ratios allowing more effective interventions for acute needs.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected.  N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

Mental Health Treatment Program

All youth transferred to an MHTP undergo a 30-day pre-admission, multi-disciplinary assessment. This assessment clarifies the diagnosis and mental health needs, determines the need for an MHTP admission, and begins the process of identifying modifications that may be needed. The Mental Health Professional (MHP) develops an initial treatment plan that includes goals for addressing immediate mental health concerns, initial diagnostic impressions, and a plan for evaluating whether the youth meets MHTP admission criteria. After a youth is admitted to the MHTP, the treatment plan is updated to reflect the admission diagnoses and ongoing treatment goals, both short- and long-term. The treatment plan also reflects responses to initial interventions. A major area of emphasis is the identification and treatment of target symptoms that are associated with the youth’s mental health needs. Youth in the MHTP may also require additional assessment and consultation by mental health staff because of the nature of their mental health needs. The MHP completes updated psychological assessments as needed to clarify diagnostic and intellectual functioning issues and to assist with referral to follow-up placements.

The MHP develops an initial treatment plan that includes goals for addressing immediate mental health concerns, initial diagnostic impressions, and a plan for evaluating whether the youth meets MHTP admission criteria. After a youth is admitted to the MHTP, the treatment plan is updated to reflect the admission diagnoses and ongoing treatment goals, both short- and long-term. The treatment plan also reflects responses to initial interventions. This plan is developed with the youth and family as appropriate and is updated every 90-calendar days to reflect progress and additional treatment goals. The clinical staffing team directs the assessment and treatment planning process for youth in the MHTP. A major area of emphasis is the identification and treatment of target symptoms that are associated with the youth’s mental health needs. Assessment results are reviewed and shared with the clinical staffing team members. Input and concerns of direct care staff, academic staff, or others are brought for review.

The living environment in an MHTP is critical to successful treatment. Youth with mental health treatment needs are even more dependent on external structure than similarly aged peers. The environment must feel physically and emotionally safe for the youth and for the staff. Youth in the MHTP often respond to high levels of stress, confrontation, or strong displays of emotion with dysregulation or withdrawal. It is especially important for MHTP youth that staff provide an environment for the youth that supports felt safety and connectedness. Direct-care staff are trained to use different strategies to address a variety of different behaviors and mental health needs. A schedule is important to establishing a predictable and safe structure for MHTP youth, and the MHTP operates under a structured, daily schedule. Youth in the MHTP are expected to attend and participate in an academic or workforce development program. Their behavioral and mental health needs are an important consideration in their educational programming. Many MHTP youth qualify for special education services. Requirements established by state and federal regulations and TJJD’s Special Education Operating Guidelines are followed.

Crisis Stabilization Unit

Youth in the CSU often respond to high levels of stress, confrontation, or strong displays of emotion with dysregulation or withdrawal. To assist in minimizing stress associated with uncertainty, an orientation program is designed to provide the youth timely and relevant information in a form they can use. After a youth is admitted to the CSU, the treatment plan is updated to reflect the admission diagnoses and ongoing treatment goals, both short- and long- term. This plan is developed with the youth and family as appropriate and is updated at a minimum every 30-calendar days to reflect progress, additional treatment goals, and CSU extension. The treatment plan is developed in collaboration with the entire treatment team and utilized used to aid the team in working effectively with the youth.

Youth with mental health treatment needs especially those in crisis are even more dependent on external structure than similarly aged peers. The environment must feel physically and emotionally safe for the youth and for the staff. The living environment in the CSU is critical to successful treatment. The environment is designed in a way to promote regulation. There is a calming room available on the pod to allow a safe space to regulate. There is a padded room to help a youth regulate when they are dysregulated. The padded room significantly reduce the amount of visual and auditory stimuli creating a naturally calming effect which creates a felt safety environment. As CSU is a self-contained unit, all of the activities including school and meal times are facilitated on the unit to minimize transitions and over-stimulation. There is an outdoor recreational area connected to the unit to allow for outside time and large muscle activities in a safe and contained space. The environment is frequently assessed by staff to minimize risk to youth. The CSU operates under a structured, daily schedule. Staff facilitate a sense of felt safety by preparing youth for transitions. The schedule in the CSU is created to provide alternating stimulating and regulating activities with incorporate transition times. The schedule may be modified to meet the youth’s evolving needs and individual parallel programs may be developed to meet an individual youth’s needs.

CSU staff receive training and support to implement a variety of evidence-based and trauma- informed interventions to address unhealthy behavior patterns and respond to their needs. These recommended interventions are included in the individualized plans. Staff also teach and model healthy coping skills, communication skills, and symptom management. Staff work collaboratively with the youth to help them identify their own feelings and needs and to communicate those in healthy and appropriate ways. 

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues). 

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Mental Health Treatment Program B.1.8 Integrated Rehabilitation Treatment Other State Funds General Revenue Funds	33.2 42.3 58.9 33.2 42.3 58.9 — — — 33.2 42.3 58.9	$4,772,070 $3,001,429 $3,507,325 $4,772,070 $3,001,429 $3,507,325 $19,200 $17,652 — $4,752,870 $2,983,777 $3,507,325

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

Internal

Moderate mental health youth are seen on all five campuses as well as at the halfway houses. MHTP: there is no other unit within TJJD that provides similar or identical treatment.

CSU: there is no other unit within TJJD that provides similar or identical treatment.

External

Moderate level needs may be provided by the local mental health authority or private practice. MHTP: Residential Treatment Programs in the community provide similar programming.

CSU: The State Hospitals and private inpatient psychiatric hospitals provide similar programming.

The programs listed above all provided similar programming; however, they do not work with adjudicated youth. Community programs are often unwilling to accept mental health youth with aggressive/adjudication backgrounds and do not target both during treatment. At TJJD, we have the capacity to address both mental health and criminogenic risk needs

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

The youth that come to TJJD are there for delinquent conduct. Our program works to effectively manage risk for recidivism while addressing and treating the youth’s mental health need. Youth with high levels of aggression or criminal offenses are often not accepted into community-based programs.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

The Mental Health Treatment Program and Crisis Stabilization Unit work closely with Health Human Service Commission, TCOOMMI, YES Waiver and Local Mental Health Authority for youth to receive wrap around services in the community when released on parole. Youth who are identified as having a moderate mental health need are eligible for TCOOMMI resources upon re-entry to the community.

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; While most services are offered in house, the treatment division contracted with entities during FY 20 to provide additional training for suicide assessments for at-risk youth.
• the amount of those expenditures in fiscal year 2020; $40,000.00
• the number of contracts accounting for those expenditures; 2
• the method used to procure contracts; Contracted through bid awarded after a request for proposal was sent issued.
• top five contracts by dollar amount, including contractor and purpose;
  • CON0001120 – maximum contract amount of $30,000.00 with Education Development Center
    LLC for curriculum and training on the zero suicide prevention collaborative.
  • CON0001119 – maximum contract amount of $10,000.00 with CAMS-CARE LLC for training on a therapeutic framework for suicide specific assessment of potential risk.
• the methods used to ensure accountability for funding and performance; and TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office. 
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain. Most secure facilities, including the Giddings State School, are located in relatively rural areas. This creates a unique challenge in recruiting and retaining qualified treatment providers and mental health professionals. These providers are often able to seek employment in more developed areas closer to their place of residence. TJJD has made efforts to offer competitive pay, career advancement, and benefits to attract clinicians but the geographical locations of facilities often results in treatment staff levels lower than necessary to perform key duties. Treatment staff working within a correctional environment also presents unique challenges with complex cases and safety measures many clinicians find unattractive and are nonexistent in many other clinical settings.

Sections N-P: N/A. 

Alcohol or Other Drug Treatment

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Alcohol or Other Drug Treatment Program
• Location/Division: State Services Treatment Programs
• Contact Name: John R. Johnson and Tammy Guerra
• Statutory Citation for Program: 242.002, 242.051, 244.001 and 244.009, Human
  Resources Code; 59.009, Family Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

Texas Juvenile Justice Department Alcohol or Other Drug Treatment Program (AODTP) is based on the philosophy that substance disorder on alcohol and other drugs is a primary, chronic disease, which is progressive, influenced by genetic, environmental, and psychosocial factors. If left untreated, it will become fatal. Substance Use Disorder is characterized by loss of control, poor choices over the use of substance use, preoccupation with substance use, continued use despite negative consequences, and distortions in thinking. Substance Use Disorder is not a symptom of something else, but rather has its own set of pathological and physiological symptoms, and is considered an involuntary disability. Adverse consequences due to the use will cause deterioration in all life areas including spiritual, moral, physical, emotional, intellectual, and social functioning.

The approach to treatment is holistic and focuses on repairing the damage done by this disorder to the youth’s physical well-being and mental health. Part of our philosophy also deals with the external environment beyond the institution. We believe that this disorder is a family disease, which affects everyone in contact with the youth that has this substance use disorder. It is therefore essential that, whenever possible, the family be involved in some form of treatment at the same time the youth is receiving treatment.

Alcohol or Other Drug Treatment programs are offered within secure institutions, at specific locations at each facility dedicated to that purpose of treating the youth with this disorder. The AODTP treats sentenced offenders and non-sentenced offender who meet the criteria for Substance Use Disorder. Treatment occurs within the context of the Texas Model, which has as its major components, of safety and empowering in an environment that includes connecting and correcting. The Alcohol or Other Drug Treatment Program seeks to address not only underlying emotional dynamics that fuel delinquent behaviors, but also addresses the youth’s substance use issues as they relate to his behavior, effects on his family, his victim and his criminal activity. The youth in AODTP must also demonstrate accountability for the prevention and relapse of his/her substance use before he/she is considered for release to a less restrictive setting.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2. 

See Average daily population: Specialized treatment in Exhibit 2.

Alcohol and Other Drug Treatment for Girls

The percent of girls released from TJJD with some level of AODT need ranged from 83 percent to 92 percent over the six-year period. The majority of girls identified for AODT have a high level of need, a percentage that peaked sharply in FY 2016 and has steadily decreased since then. In FY 2019, over two-thirds had a high or moderate need, and the percentage with low AODT was the highest of all years. These results are displayed over time in Table C.5 below.

Table C.5: Need for AOD for Girls Released FY 2014 to FY 2019

TOTAL GIRLS RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	74	30	40.5%	21	28.4%	179	16.2%	63	85.1%
2018	64	27	42.2%	24	37.5%	168	3.3%	55	85.9%
2017	53	27	50.9%	18	34.0%	210	7.5%	49	92.5%
2016	63	41	65.1%	16	25.4%	191	1.6%	58	92.1%
2015	60	28	46.7%	18	30.0%	192	6.7%	50	83.3%
2014	61	327	44.3%	21	34.4%	9	14.8%	57	93.4%
Total	375	180	48.0%	118	31.5%	34	9.1%	332	88.5%

As shown in Figure C.3, for all years except FY 2019, every girl with high or moderate AODT need has been enrolled, but the percentage who complete treatment is slightly lower. However, it is important to note that small sample sizes make comparison across years difficult to interpret. Of the five girls not enrolled for FY 2019, four completed the Capital and Serious Violent Offender Treatment Program (CSVOT), and one was discharged early by court order. For FY 2019, all girls who did not complete treatment were enrolled in mental health services and most who were enrolled in AODT were served for over five months.

Figure C.3: Enrollment and Completion of High to Moderate AODT for Girls

Table C.6 below shows the recidivism rates for girls enrolled in high or moderate AODT and released from FY 2014 to FY 2019. High and moderate AODT are combined across years because of small sample sizes but broken out for the entire FY 2014 to FY 2019 span to show the difference between treatment levels. Because nearly 80 percent of girls released between FY 2014 and FY 2019 participated in high or moderate AODT, it is unsurprising that the recidivism rates across all three categories closely mirror the rates for girls generally. Rearrest and violent rearrest rates have increased, while reincarceration rates vary more widely. However, caution should be used in comparing across years due to small sample sizes. When recidivism is broken out by high and moderate treatment enrollment for the six-year span, there is a small difference between the groups, with girls in high-intensity treatment having slightly higher rearrest and reincarceration rates, but slightly lower violent rearrest rate.

Table C.6: One-Year Recidivism Rates for Girls in High to Moderate ADOT

NUMBER OF GIRLS ENROLLED	ONE-YEAR REARREST RATE	ONE-YEAR VIOLENT REARREST RATE	ONE-YEAR REINCARCERATION RATE
FY Level # 2019 Both 49 2018 Both 47 2017 Both 57 2016 Both 46 2015 Both 49 2014 Both 38 Total High Moderate Both 174 125 299	# % 18 36.7% 18 35.3% 11 23.4% 12 19.6% 9 20.4% 10 27.0% 47 31 78 27.0% 24.8% 26.1%	# % 5 10.2% 2 3.9% 0 0.0% 1 1.8% 0 0.0% 2 4.1% 5 5 10 2.9% 4.0% 3.3%	# % 4 8.2% 13 25.5% 9 19.1% 7 12.3% 14 30.4% 8 16.3% 32 22 55 19.0% 17.6% 18.4%

Alcohol and Other Drug Treatment for Boys

Almost 90 percent of boys released from TJJD in FY 2019 had some level of AODT need. This percentage is slightly above that for girls and has remained nearly constant since FY 2014. In recent years, however, fewer boys than girls have needed high AODT, with only 34 percent of boys released in FY 2019 assessed as high need for AODT, compared to 40 percent of girls. However, more boys than girls were assessed as having moderate AODT needs with 78 percent having high or moderate need compared to 69 percent for girls. Table C.7 below shows the AODT needs of boys over time.
 

Table C.7: Need for AOD for Boys Released FY 2014 to FY 2019

TOTAL BOYS RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	703	241	34.3%	307	43.7%	78	11.1%	626	89.0%
2018	739	284	38.4%	305	41.3%	70	9.5%	659	89.2%
2017	741	321	43.3%	269	36.3%	83	11.2%	673	90.8%
2016	621	258	41.5%	240	38.6%	64	10.3%	562	90.5%
2015	622	270	43.4%	234	37.6%	69	11.1%	573	92.1%
2014	710	277	39.0%	305	43.0%	77	10.8%	659	92.8%
Total	4136	1651	39.9%	1660	40.1%	441	10.7%	3752	90.7%

As shown in Figure C.3, for all years except FY 2019, every girl with high or mo

Access to, and completion of, moderate- and high-intensity AODT also remained quite constant for boys between FY 2014 and FY 2019, with 98 percent to 99 percent of all boys enrolling in high or moderate AODT and 90 percent to 95 percent completing, as shown in Figure C.4 below. As with CSVOT, many of the boys who did not complete successfully for FY 2019 were enrolled in treatment one or more times but failed to complete due to poor behavior, and some released for reasons including age and mental health needs.

Figure C.4: Enrollment and Completion of High to Moderate AODT for Boys

As shown in Table C.8 below, recidivism rates for boys enrolled in AODT vary slightly by level of treatment enrollment. Boys in high AODT have slightly higher general rearrest rates overall. Rearrest rates for boys in AODT, particularly high AODT, are slightly above agency averages. In contrast, reincarceration rates for boys enrolled in high AODT have been lower than boys in moderate AODT and the overall population of boys for the most recent three fiscal years.

 

Table C.8: One-Year Recidivism Rates for Boys Enrolled in High to Moderate AODT

NUMBER OF GIRLS ENROLLED	ONE-YEAR REARREST RATE	ONE-YEAR VIOLENT REARREST RATE	ONE-YEAR REINCARCERATION RATE
FY Level # 2019 High Moderate 244 326 2018 High Moderate 277 319 2017 High Moderate 305 303 2016 High Moderate 253 248 2015 High Moderate 254 254 2014 High Moderate 273 319 TOTAL High Moderate 1606 1769	# % 150 187 61.5% 57.4% 174 178 62.8% 55.8% 174 172 57.0% 56.8% 140 124 55.3% 50.0% 137 126 53.9% 49.6% 151 152 55.3% 47.6% 926 939 57.7% 53.1%	# % 41 69 16.8% 21.2% 51 50 18.4% 15.7% 46 61 15.1% 20.1% 36 32 14.2% 12.9% 25 31 9.8% 12.2% 34 38 12.5% 11.9% 233 281 14.5% 15.9%	# % 23 40 9.4% 12.3% 29 41 10.5% 12.9% 36 43 11.8% 14.2% 39 41 15.4% 16.5% 60 37 23.6% 14.6% 42 50 15.4% 15.7% 229 252 14.3% 14.2%

 Mental Health Treatment for Boys

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

The Texas Juvenile Justice Department was legislatively mandated back in the early 1990’s to begin providing treatment for Chemically Dependent (CD) now known as Alcohol or Other Drug Treatment Program to youth committed to the agency. The implementation of services began at three schools offering services where the intent was to provide treatment that was geared towards community based chemical dependency programs. In an effort to staff the program with qualified treatment counselors, the agency funded many staff to pursue their Chemical Dependency Licensure (Licensed Chemical Dependency Counselor).

To satisfy the mandate, the agency began expanding services. As the program grew, the provision of services went from more of a traditional approach to treating chemically dependent youth into the Resocialization© framework, and since moving from Resocialization, to now using the new “Texas Model for Trauma‐Informed Corrections”.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected.  N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

Alcohol or Other Drug Treatment Programs operate at five state schools at secure locations. All five programs listed below receive grant funding from the Department of State Health Services, Substance Abuse Division. This grant provides enhancements to the staffing patterns and allow for program operational cost. The programs served an average daily population of 55 youth in the fiscal year 2019. The agency received approximately 777 youth during fiscal year 2019. Of these 777 youth 689 were identified as having a diagnosis as substance use disorder. Of those (689) identified 626 were admitted into AOD treatment. Of the 626 admitted, 582 successfully completed the program requirements. The AOD program is designed for the average youth to complete in six to seven months.

All youth are assessed at the Ron Jackson Orientation and Assessment Unit where they are given the Massachusetts Youth Screening Instrument-2 (MAYSI-2). This instrument suggests the severity of the youth’s substance use problem. In tandem with the Texas Model, the AODTP includes an educational component that emphasizes the genetic, environmental, and psychosocial factors that lead to substance use disorder; communication styles; parenting skills; social skills; and conflict management. The youth receive Alcohol or Other Drug Treatment specific group (5 hours per week), individual counseling (1 hour twice a month), and Substance Abuse Education or Relapse Prevention groups or Life Skill training (2 hours per week), and Anger Replacement Training ART (3 hours per week).

Each program has one Lead Substance Abuse Counselor (SACIII) that provides management over the daily treatment activities and they are responsible for maintaining standards and work directly with the clinical director at the facility level. Each program has a counselor for every 10- 12 youth in treatment, supervised by the Lead Substance Abuse Counselor.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues). 

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS 2020 Expended 2021 Estimated 2022 Budgeted
Alcohol or Other Drug Treatment B.1.8 Integrated Rehabilitation Treatment Appropriated Receipts General Revenue Fund	21.8 19.7 29.4 21.8 19.7 29.4 8.7 6.3 11.0 13.1 13.4 18.4	$1,255,488 $1,514,226 $2,036,787 $1,255,488 $1,514,226 $2,036,787 $618,545 $550,740 $586,836 $636,943 $936,486 $1,449,951

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

The Alcohol or Other Drug Treatment programs are structured in accordance with the Department of State Health Services (DSHS) – facility Licensure Rules outlined in the Texas Administrative Code (TAC) 25, chapter §448. These licensure standards are required by all substance use treatment programs operating in the state of Texas. In comparison to other adolescent programs within the state, our programs are designed as Adolescent Supportive Residential Treatment. DSHS has granted a waiver to the Texas Juvenile Justice Department Alcohol or Other Drug Treatment Program to provide 11 hours of treatment services due to the intense requirements of the correctional institution.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

Within the organization, there are no other programs that duplicate this service. If a youth is identified as having a need for AOD treatment, but did not receive this service for a variety of reasons, they will be connected with a community resource upon release from the institution.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

Youth released from the institutions are often connected to other programs-services provided through local or regional government; many discharging youths continue to receive service for substance use disorder and/or ancillary services connected with these entities. Specific alcohol or other drug programs and related services that are subsidized by local or federal governmental funding are often utilized to provide continuing care for substance use disorder. In cases where a youth did not receive treatment, they will be referred to a program funded by the above-mentioned entities.

K. If contracted expenditures are made through this program please provide 

• a short summary of the general purpose of those contracts overall; While the majority of the specialized treatment is provided by TJJD staff, TJJD contracted with one provider for alcohol and other drug treatment for youth in secure facilities.
• the amount of those expenditures in fiscal year 2020; $28,610
• the number of contracts accounting for those expenditures; 1
• the method used to procure contracts; Direct award
• top five contracts by dollar amount, including contractor and purpose; CON0001108 – maximum contract amount of $28,633.00 with Candace M Kimbrough to provide alcohol and other drug treatment services to TJJD youth.
• the methods used to ensure accountability for funding and performance; and TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office.
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

The Alcohol or Other Drug Treatment programs have a continual challenge working within the confines of a correctional institution. Competing with the many institutional requirements and the length of time the youth must spend in school allows for a very small window to provide treatment. Often the needs of these other service have priority and the treatment program has difficulties finding meeting / group space with the required number of hours. Maintaining standards is often compromised because of the internal demands placed on the youth.

The largest challenge faced by the Texas Juvenile Justice Department in providing Alcohol or Other Drug treatment for the youth is in recruiting and retaining credentialed staff. Hiring and retaining credentialed staff directly impacts the quality of treatment and the stability of the program. The AOD treatment programs operate five AOD treatment programs at five facilities, requiring 22 qualified counselors to work directly with the program. During fiscal year 2019, there was an average staff shortage of three counselors per month. In some of the smaller sized programs this represents half of their needed counseling professionals. Another challenge faced by our Alcohol or Other Drug program is limited space within each facility to provide the treatment services.

N. Provide any additional information needed to gain a preliminary understanding of the program or function.

AOD programs provide treatment services to youth who have a diagnosis of Substance–Related Disorder or those identified has having risk in the area of alcohol or other drugs. Treatment programs are designed to target the specific needs of the youth. The agency offers a full complement of AOD services including: Alcohol or Other Drug Psycho-educational classes (low need); Short-Term Treatment (moderate need) programs; Supportive Residential (high need) programs; Aftercare treatment; and Individual counseling.
Sections O and P: N/A

Capital and Serious Violent Offender Treatment Program Spectrum

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: C&SVOTP Spectrum
• Location/Division: State Services Treatment Programs
• Contact Name: Evan Norton
• Statutory Citation for Program: 242.002, 242.051, 244.001, 244.009, and 203.018 Human
  Resources Code; 59.009, Family Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

The Capital and Serious Violent Offender Treatment Program (C&SVOTP) is a spectrum of services designed to address risk factors specific to violent and aggressive offending. The vast majority of youth who are adjudicated to the Texas Juvenile Justice Department (TJJD) have engaged in offenses that involve aggressive or violent actions, requiring targeted interventions. In an effort to reduce or mitigate this risk they are referred to this spectrum of treatment services during their time with TJJD. At the orientation and assessment unit, youth are evaluated for a variety of programmatic intervention needs including the C&SVOTP. Based on the nature of their committing offense and relevance risk factors a level of intervention is recommended by the intake treatment team. The C&SVOTP is broke into three levels of intervention based on the risk need present. The lowest tier intervention is Aggression Replacement Training, middle tier is Power Source, and the highest intervention Capital Offender Program. A summary of the intervention programs is listed below:

Aggression Replacement Training (ART)

This is a research-based program based on three integrated components.

1. Social Skills Training: teaches participants socially appropriate methods of meeting their needs in an effort to replace antisocial behavior.
2. Anger Control: teaches coping skills to manage anger and respond in a nonthreatening manner.
3. Moral Reasoning: raises the participant’s understandings of justice and concern for the welling being of others.

Trained providers complete this 10-12 week program with youth at all of the secure and medium restriction facilities. Sessions frequently involve coping skill development, role playing and problem-solving training. Upon completion youth receive a certificate.

Power Source (PS)

This is an evidence-based program designed to empower at-risk youth with social and emotional skills to avoid offending behaviors. Power Source places a heavy emphasis on the dignity and worth of each person; using trauma-informed programming, participants are taught mindfulness and resilience skills. Program goals include:

Learn effective strategies for emotional regulation

• Change negative core beliefs about themselves
• Reduce engagement in high-risk behavior, such as interpersonal violence
• Heal for histories of trauma
• Discover alternative coping strategies to substance use
• Develop resilience and acquire the social and emotional skills associated with success in school, the workplace and the world at large

Trained clinicians conduct the PS groups, typically lasting four months with youth in all of the high restriction facilities. Youth receive a certificate upon completion and retain all of their workbooks with relapse prevention planning work included.

Capital Offender Program

The Capital Offender Program or Capital Offender Group (COG) is a Cognitive Behavioral Therapy (CBT) based program developed by TJJD in response to the growing number of family homicides in the state. It has since been expanded to include any act of violence that results in serious bodily injury or death to victim. The program is an intensive treatment program designed to assist youth in understanding the emotional and cognitive contributors to criminal behavior and promote individual responsibility, to foster victim empathy, and to teach youth to interrupt negative behavior cycles to reduce future offending. Program goals are:

• Decrease in feelings of hostility and aggression towards others
• Increase in ability to identify and express emotions appropriately
• Improved ability to describe perspectives and feelings of others, including victims and peers
• Decrease in use of thinking errors to justify delinquent behaviors
• Increase in acceptance of personal accountability for behaviors

Participants first work through Life Story where they process significant life events as a form of trauma resolution and self-worth training. Upon completion of Life Story, the group shifts its focus to Victim Impact where the focus becomes about empathy and sympathy development. The last group phase is Crime Story and Relapse Prevention Planning. In this stage of treatment programming the participant’s process through crime themes and patterns taking responsibility for their attempts at meeting their childhood unmet needs. Clinicians help participants process through and choose alternative prosocial options of getting their needs met. Upon successful completion of Capital Offender Group, the participants often become mentors on campus and enroll in an Alumni Group where they continue to get support from their treatment providers and group peers.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2.

CSVOT For Girls 

Table C.1: Need for CSVOT for Girls Released FY 2014 to FY 2019

TOTAL GIRLS RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	74	7	9.5%	57	77.0%	2	2.7%	66	89.2%
2018	64	4	6.3%	50	78.1%	7	10.9%	61	95.3%
2017	53	1	1.9%	41	77.4%	6	11.3%	48	90.6%
2016	63	3	4.8%	47	74.6%	7	11.1%	57	90.5%
2015	60	1	1.7%	37	61.7%	16	26.7%	54	90.0%
2014	61	3	4.9%	34	55.7%	23	37.7%	60	98.4%
Total	375	19	5.1%	266	70.9%	61	16.3%	346	92.3%

Figure C.1 below shows enrollment and completion rates for girls in high and moderate intensity CSVOT. More than 90 percent of girls with a high or moderate need for CSVOT were enrolled in high or moderate treatment each year, and the majority completed treatment. Girls not completing treatment and released in fiscal year 2019 were either released at the age of majority (19) or by court order at which time TJJD no longer has jurisdiction or, except one, completed another high or moderated treatment program.

Figure C.1: Enrollment and Completion of High to Moderate CSVOT for Girls

Table C.2 shows the recidivism rate for girls enrolled in high or moderate CSVOT before release from a residential facility. High and moderate treatment is combined for girls because only 23 girls total released across all six years participated in high-intensity CSVOT treatment. Caution should be used in comparing recidivism rates across years due to small sample sizes. The re- arrest and violent re-arrest rates increased in the most recent two years consistent with recidivism for all girls released. Re-incarceration rates were more variable ranging from nine to 33 percent across the six years; however, the rate has remained lower than a peak in FY 2015. 

Table C.2: One-Year Recidivism Rates for Girls Enrolled in High to Moderate CSVOT for Girls

TOTAL GIRLS ENROLLED	ONE-YEAR REARREST RATE	ONE-YEAR VIOLENT REARREST RATE	ONE-YEAR REINCARCERATION RATE

FY	#	#	%	#	%	#	%
2019	67	24	35.8%	5	7.5%	6	9.0%
2018	56	16	28.6%	2	3.6%	11	19.6%
2017	44	18	18.2%	0	0.0%	8	18.2%
2016	54	11	20.4%	1	1.9%	5	9.3%
2015	39	10	25.6%	0	0.0%	13	33.3%
2014	34	6	17.6%	1	2.9%	5	14.7%
Total	294	75	25.5%	9	3.1%	48	16.3%

CSVOT For Boys

Table C.3 below shows the percentage of male youth in each release cohort who had high, moderate, low, and any need for CSVOT. Similar to girls, more than 90 percent of boys released over the six-year period had a need for some level of CSVOT. Although the overall need in the two most recent years is consistent with prior years, the percentage with high need for CSVOT steadily increased since FY 2014 with almost one-fourth of boys released in FY 2019 having a high need for CSVOT.

Table C.3: Need for CSVOT, Boys Released FY 2014 TO FY 2019

TOTAL BOYS RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	703	168	23.9%	384	54.6%	85	12.1%	637	90.6%
2018	739	128	17.3%	467	63.2%	85	11.5%	680	90.2%
2017	741	53	7.2%	533	71.9%	92	12.4%	678	91.5%
2016	621	38	6.1%	397	63.9%	114	18.4%	549	88.4%
2015	622	30	4.8%	402	64.6%	168	27.0%	600	96.5%
2014	710	12	1.7%	397	55.9%	271	38.2%	680	95.8%
Total	4136	429	10.4%	2580	62.4%	815	19.7%	3824	92.5%

In Figure C.2, CSVOT enrollment and completion rates are shown for boys with high or moderate CSVOT needs. Since FY 2014, over 98 percent of all boys with moderate or high need for CSVOT have been enrolled. Correspondingly, over 90 percent of all boys with high or moderate CSVOT needs have completed high or moderate CSVOT. Male youth with high or moderate CSVOT needs released in FY 2019 who did not complete treatment were generally enrolled in the program one or more times and removed each time due to program failure or other reason.

Figure C.2: Enrollment and Completion of High to Moderate CSVOT for Boys

Table C.4 shows the recidivism rates of boys who were enrolled in high and moderate CSVOT, separated by treatment level, across years. Across all six years, the youth who were enrolled in high-intensity CSVOT had lower rates for one-year re-arrest and re-incarceration than the overall male population. Although small sample sizes make it difficult to interpret changes across years, the rates for boys in high-intensity CSVOT remained lower than FY 2017 for all measures.

Table C.4: One-Year Recidivism Rates for Boys Enrolled in High to Moderate CSVOT

NUMBER OF BOYS ENROLLED BY TREATMENT LEVEL	ONE-YEAR REARREST RATE	ONE-YEAR VIOLENT REARREST RATE	ONE-YEAR REINCARCERATION RATE
FY Level # 2019 High Moderate 161 443 2018 High Moderate 114 527 2017 High Moderate 50 590 2016 High Moderate 37 448 2015 High Moderate 27 456 2014 High Moderate 3 236 TOTAL High Moderate 400 2928	# % 75 268 46.6% 60.5% 47 312 41.2% 59.2% 26 325 52.0% 55.1% 10 234 27.0% 52.2% 12 235 44.4% 51.5% 151 152 27.3% 50.9% 173 1610 43.3% 55.0%	# % 20 95 12.4% 21.4% 14 91 12.3% 17.3% 9 109 18.0% 18.5% 5 62 13.5% 13.8% 2 54 7.4% 11.8% 2 70 18.2% 15.1% 52 481 13.0% 16.4%	# % 11 55 6.8% 12.4% 7 74 3.5% 14.0% 4 82 8.0% 13.9% 1 81 2.7% 18.1% 0 94 0.0% 20.6% 1 70 9.1% 15.1% 21 456 5.3% 15.6%

See Average Daily Population: Specialized Treatment in Exhibit 2.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

The C&SVOTP purpose has largely remained the same as its primary function is to address risk factors related to violent or aggressive offending. However, as the agency has implemented the Texas Model for Corrections, the C&SVOTP has evolved to incorporate trauma informed practices at every level of the intervention spectrum. Trained providers and clinicians have received extensive training on trauma informed practices and meeting the physiological and emotional needs of the participants. If a youth struggles to progress through the treatment programming, the treatment team individualizes the interventions to the need of the child. Using therapeutic interventions including but not limited to those in the Texas Model, Neurosequential model of therapeutics, and dialectical behavioral therapy, the team aims to address each youth’s needs and unique risk factors.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected.  N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

Treatment need is determined at the Ron Jackson Orientation and Intake unit. Upon assignment to a long-term campus the youth are enrolled in specialized treatment prior to their minimum length of stay. Treatment services are provided in the frequency described in the table below:

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues).

Treatment Program	Sessions	Treatment Duration
Capital Offender Program	48-72	6-9 months
Power Source	16-24	3-4 months
Aggression Replacement Training	10-12	3 months

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

Internally TJJD Case management services provide supplemental services that occur concurrently to C&SVOTP programming. These services are supportive and generalized to risk reduction work while the C&SVOTP target specific risk factors that require more intensive clinical intervention.

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Capital and Serious Violent Offender Treatment Program B.1.8 Integrated Rehabilitation Treatment General Revenue Fund	3.0 1.5 1.8 3.0 1.5 1.8 3.0 1.5 1.8	$140,455 $103,926 $160,188 $140,455 $103,926 $160,188 $140,455 $103,926 $160,188

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

Externally, a few counties across the state have attempted to facilitate programming aimed at addressing risk for violent or aggressive behavior. These programs often struggle to provide intervention appropriate for the level of need often found in TJJD youth. The Texas Department of Criminal Justice has a Youthful Offender Program that provides specialized risk intervention programming for youth of similar age to those adjudicated to TJJD. However, this program often does not allow the opportunity for parole and community reintegration upon completion of programming. A number of youth within this program transfer to adult facilities once they reach a certain age.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

TJJD has the capacity to treat and manage youth with significant risk to the community. Youth adjudicated to TJJD often require this level of intervention due to unsuccessful attempts at managing them in less restrictive settings. The C&SVOTP makes an effort to mitigate and reduce risk that often cannot be treated in other settings. While all of TJJD programming aims to reduce risk, the interventions of the C&SVOTP spectrum specifically address risk present in violent and/or aggression offending.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

TJJD Treatment leadership partner and collaborate with county courts frequently. We provide education and information during adjudication and transfer hearings. Treatment Program leadership staff challenging cases with county partners to assist in treatment and intervention planning. Providing information about TJJD’s programming and services have helped to reduce the number of adolescents in the adult correction system.

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; N/A
• the amount of those expenditures in fiscal year 2020; N/A
• the number of contracts accounting for those expenditures; N/A
• the method used to procure contracts; N/A
• top five contracts by dollar amount, including contractor and purpose; N/A
• the methods used to ensure accountability for funding and performance; and N/A
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program.None.

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

Most secure facilities are located in relatively rural areas. This creates a unique challenge in recruiting and retaining qualified treatment providers and mental health professionals. These providers are often able to seek employment in more developed areas closer to their place of residence. TJJD has made efforts to offer competitive pay, career advancement and benefits to attract clinicians but the geographical locations of facilities often leave treatment staff levels lower than necessary to perform key duties. Treatment staff working within a correctional environment also presents unique challenges with complex cases and safety measures many clinicians find unattractive and are nonexistent in many other clinical settings.

N. Provide any additional information needed to gain a preliminary understanding of the program or function.

There appears to be a growing need for C&SVOTP, especially the higher intensity intervention programs. The number of youth adjudicated to TJJD for capital level offenses has seen a large increase over the past few years. As a result, TJJD has had to expand the C&SVOTP to meet the needs of the youth.
Sections O and P: N/A

Sexual Behavior Treatment Program

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Sexual Behavior Treatment Program
• Location/Division: Primarily located at Gainesville State School. Individualized treatment interventions can occur at all secure facilities.
• Contact Name: xxxxx
• Statutory Citation for Program: 242.002, 242.051, 244.001 and 244.009, Human Resources Code; 62.352, Code of Criminal Procedure; 59.009, Family Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

The Sexual Behavior Treatment Programs are designed to help youth within TJJD identified as having sexual behavior treatment needs to stop victimizing others and to learn and implement skills leading to a safe re-entry to the community. Community safety and victim protection are critical aspects of all services provided to the youth.

Youth are assigned levels of needs of low, moderate, or high based off of their offense, risk factors, and assessments. The low needs are typically provided through psycho education and team intervention and processing. Moderate and high needs are provided a more intensive and structured program that must be facilitated by an ASOTP or an LSOTP. In the moderate and high program, youth are provided with a variety of therapeutic interventions that address their offense, personal trauma, empathy building, boundaries, relapse prevention, and the development of new skills. Treatment is facilitated utilizing curriculum that has been approved by the agency and adapted to meet the youth’s responsivity needs. JCOs, case managers, mental health professional, and licensed sex offender therapists collaborate with the youth and family about the youth’s treatment and safety planning.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2. 

Sexual Behavior Treatment for All Youth

The number of girls released from TJJD with high or moderate SBT needs was very low—only two in FY 2019 and never more than five per year since FY 2014. As a result,
both Table C.9 and Figure C.5 below show results for girls and boys combined. As shown in Table C.9 below, the number of youth with any level of SBT need increased consistently between FY 2014 and FY 2019, nearly tripling, from 20 percent to 55 percent. However, it is important to note that this increase was driven almost exclusively by low-need youth. In FY 2019, 41 percent of youth released from TJJD had low SBT needs, including 46 percent of girls (not shown). Between FY 2014 and FY 2019, the number of youth with high and moderate needs for SBT remained constant around 15 percent, with 10 percent high need and 4 percent moderate need, on average. As noted, the vast majority of youth with high and moderate SBT need were boys. 

Table C.9: Need for SBT, All Youth Released FY 2014 TO FY 2019

TOTAL YOUTH RELEASED	HIGH NEED	MODERATE NEED	LOW NEED	ANY NEED

FY	#	#	%	#	%	#	%	#	%
2019	777	73	9.4%	39	5.0%	318	40.9%	430	55.3%
2018	803	101	12.6%	26	3.2%	230	28.6%	357	44.5%
2017	794	87	11.0%	32	4.0%	178	22.4%	297	37.4%
2016	684	76	11.1%	25	3.7%	68	9.9%	169	24.7%
2015	71	71	10.4%	34	5.0%	55	8.1%	160	24.7%
2014	64	64	8.3%	45	5.8%	47	6.1%	156	23.5%
Total	4511	472	10.5%	201	4.5%	896	19.9%	1569	92.3%

As Figure C.5 shows, since FY 2014, only three youth with high or moderate SBT needs were not enrolled in high or moderate SBT, and every youth released in fiscal years 2017-2019 was enrolled. Completion rates have increased consistently since FY 2014 and were quite high by FY 2019, with 95 percent of youth completing high or moderate SBT. Of the six youth who were released in FY 2019 without completing treatment, all were enrolled and discharged prior to program completion at least once. Four were released at the age of majority (19) at which time TJJD no longer has jurisdiction over youth; two if these were released to adult parole. One youth was released prior to age 19 by court order. One youth completed treatment at the county level prior to admission, was enrolled at TJJD and released to parole without completing due to low IQ, and completed aftercare treatment on parole.

 Figure C.5: Enrollment and Completion of High to Moderate SBT

As shown in Table C.10 below, recidivism rates for youth (almost all boys) enrolled in high or moderate SBT were lower than the rates for boys released from TJJD generally, by a factor of almost half across all three measures of recidivism for high SBT. Youth in high SBT have consistently lower rearrest rates than youth in moderate SBT, while reincarceration rates varied across years.

Table C.10: One-Year Recidivism Rates for Youth Enrolled in High to Moderate SBT

NUMBER OF YOUTH ENROLLED BY TREATMENT LEVEL	ONE-YEAR REARREST RATE	ONE-YEAR VIOLENT REARREST RATE	ONE-YEAR REINCARCERATION RATE
FY Level # 2019 High Moderate 73 41 2018 High Moderate 103 30 2017 High Moderate 90 43 2016 High Moderate 80 32 2015 High Moderate 73 44 2014 High Moderate 63 54 TOTAL High Moderate 482 244	# % 18 18 24.7% 43.9% 26 13 25.2% 43.3% 21 11 23.3% 25.6% 18 10 22.5% 31.3% 15 13 20.5% 29.5% 10 13 15.9% 24.1% 108 78 22.4% 32.0%	# % 6 6 8.2% 14.6% 8 6 7.8% 20.0% 5 2 5.6% 4.7% 2 1 2.5% 3.1% 3 5 4.1% 11.4% 0 3 0.0% 5.6% 24 23 5.0% 9.4%	# % 4 1 5.5% 2.4% 8 1 7.8% 3.3% 4 5 4.4% 11.6% 2 2 2.5% 6.3% 6 4 8.2% 9.1% 3 2 4.8% 3.7% 27 15 5.6% 6.1%

See Average Daily Population: Specialized Treatment in Exhibit 2.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

Previously the TJJD Sexual Behavior Treatment Program was delivered primarily at three of the secure facilities: Giddings State School, McClennan County State Juvenile Correctional Facility, and the Gainesville State School. During 2020, the residential (dorm-based) SBTP programming was moved entirely to Gainesville State School. This transition was done in an effort to consolidate specialized resources such as licensed sex offender therapists and experienced staff. Youth that have needs more appropriately met in programs at other secure facilities such as the young offender program, mental health treatment program, or girl’s facility may receive individualized SBTP interventions.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected. N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

The Sexual Behavior Treatment Program at the Gainesville State School provides services to approximately fifty students housed in four dormitories. The program functions within the Psychology Department and is managed by a doctoral-level licensed psychologist dually licensed as a Licensed Sex Offender Treatment Provider (LSOTP). A licensed clinical social worker provides clinical supervision to five dually-licensed treatment providers who provide individual, group and family counseling. Presently, one of the five direct service treatment providers is an LPC-s also licensed as an LSOTP; another treatment provider is an LCSW.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues). 

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Capital and Serious Violent Offender Treatment Program B.1.5. Halfway House Operations General Revenue Fund B.1.8. Integrated Rehabilitation Treatment  General Revenue Fund C.1.2. Parole Programs and Services General Revenue Fund	3.0 1.5 1.8 — — — — — — 7.4 6.1 8.3 7.4 6.1 8.3 — — — — — —	$371,592 $103,926 $703,068 $4,760 $— $4,765 $4,760 $— $4,765 $351,461 $459,599 $633,427 $351,461 $459,599 $633,427 $15,371 $4,500 $64,876 $15,371 $4,500 $64,876

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

There are private agencies in the community, such as Pegasus Schools, and some counties that provide similar treatment services. We contract with some of these facilities to provide care that meet their age requirements, gender specifications, and are receptive to treatment. Typically, private agencies and county programs that provide similar sexual behavior treatment do not have the capacity or the specialized training to address youth that are aggressive, oppositional, low intellectual functioning, complex mental health issues, or are treatment resistant.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

As youth are identified to be within the requirements of specific outside programs, TJJD coordinates the placement of these youth within budgetary restraints to contract providers.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

The program does work with local probation, juvenile detention, and parole offices in an effort to provide continuity of care and appropriate safety planning with you in sexual behavioral treatment programs.

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; TJJD periodically contracts with licensed sex offender treatment providers to augment the in- house services by the mental health staff. These providers offer individualized services to assigned youth whose needs are best met in another setting aside from the TJJD sexual behavior treatment residential program.
• the amount of those expenditures in fiscal year 2020; $1,269.90
• the number of contracts accounting for those expenditures; 1
• the method used to procure contracts; Directly awarded without solicitation.
• top five contracts by dollar amount, including contractor and purpose; CON0001135 – maximum contract amount of $7,205.00 with Linda Mitchell to provide sexual
  offender treatment.
• the methods used to ensure accountability for funding and performance; and TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office.
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

The Texas JSORAI-2 is a sex offender risk assessment required, by statute, for students whose charges include sex offenses who are seventeen or younger years old. The instrument was developed to be used with Juvenile sex offenders and provide an option of having a risk level lower than ‘Moderate’ as is the case with the STATIC-99R. However, there is no known reliability or validity associated with this instrument; after legislation is changed, another more credible risk assessment should be identified and used instead.

N. Provide any additional information needed to gain a preliminary understanding of the program or function.

Most of the students who have entered the Texas Juvenile Justice Department Sexual Behavior Treatment Program have previously had less restrictive interventions where they were unsuccessful. The program requires the safety of the high restriction facilities and the therapeutic care of the Texas Model to meet the very complex needs of the youth and provide them adequate treatment for their safety and the safety of the community.

Sections O and P: N/A

Intervention Services

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Intervention Services
• Location/Division: Statewide
• Contact Name: Debbie Whitlock
• Statutory Citation for Program: Sections 244.002, 244.005, and 244.006, Texas Human
  Resources Code.

B. What is the objective of this program or function? Describe the major activities performed under this program.

Utilizing one of the most widely used models for assessment and case management of justice- involved youth is the Risk-Need-Responsivity (RNR) framework Based on a substantial body of research conducted over the past 25 years, the TJJD Intervention Services framework outlines a systematic, evidence-based approach for evaluating an individual’s risk of future offending and identifying the specific factors (criminogenic needs) that must be addressed to reduce risk, while paying heed to treatment modality (general responsivity) as well as individual characteristics such as cognitive ability, learning style, and motivation that may impact the effectiveness of interventions (specific responsivity).

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function?

In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2.

See “General Rehabilitation Treatment Cost Per Juvenile Day” and “Average Daily Population: General Rehabilitation Treatment” in Exhibit 2.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

Historically, the agency’s Case Management functions were nested within the State Facilities Operations Division and were further divided between separate managers who oversaw specific facilities with limited program staff to effectively facilitate a large and critical direct service function. In addition, case managers were required to deliver the specialized treatment modalities for numerous populations. This approach lacked the benefit of statewide administration and diminished the ability to implement the evidence-based components known to be effective in reducing recidivism and improving outcomes.

Currently, the Case Management functions have been reorganized to their own division with a title of Intervention Services to accurately reflect the focus of providing each youth in our care individualized, effective, evidence-based interventions by qualified case managers. The Intervention Services team uses a statewide administration, shifted the specialized treatment delivery to the Integrated Treatment Division and created a career ladder better reflect the needed skills of case managers.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected. N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

In direct service to the youth in our secure facilities, the Intervention Services Division is charged with helping youth to increase their chances of success, decreasing their chance of continued delinquent behavior, and improving community safety. In developing and refining the Texas Model, we use science and evidence to find ways to reach the youth in our care.

A central goal of Intervention Services is correcting behavior. In determining the methods to be used in the model, correcting behavior is at their core. We must also seek to understand the youth in our care and what approaches are most likely to reach them. Only this way, can we hope to help them to better understand themselves and support them in correcting behavior that is not socially appropriate or dangerous to the community. In the administration of our program we adhere to the following core principles and practices.

• Evidence-Based Practices. Evidence-based practices (EBP) are practices and approaches that have been empirically shown to improve offender outcomes and reduce recidivism through an emphasis on meta-analysis research, control of confounding variables through random assignment, and cross-site replication of results. We are currently utilizing evidence-based interventions such as Dialectical behavior skills, Carey Guides, and Brief Intervention Tools.
• “What Works” Principles. The “What Works” principles are a set of evidence-based practices for reducing recidivism when working with delinquent youth. The “What Works” principles were developed based on more than thirty years of research, which suggested that programs and services had a higher success of reducing offender recidivism if four basic principles were implemented. These four principles are: Risk, Need, Responsivity, and Program Integrity, and they are often collectively referred to as the “What Works” principles of effective intervention.
• Risk Principle. Interventions and services focus on moderate and high-risk offenders and provide little intervention to low risk offenders. The intensity of services provided match the youth’s risk to reoffend level, with the most intense services tailored to the youth with the highest risk to reoffend. Research shows that delivering high intensity services to low risk youth has the unintended consequence of increasing recidivism. Additionally, low risk youth should not be mixed with higher risk youth as it can result in peer contagion with low risk youth learning negative behaviors from higher risk youth.
• Need Principle. The services provided target criminogenic needs, which are dynamic, changeable factors most directly associated with delinquent behavior. Some examples of criminogenic needs are: pro-criminal peers, antisocial attitudes, substance abuse, and educational problems. Programs that reduce criminogenic needs are more likely to reduce recidivism.
• Responsivity Principle. The services provided and the worker’s style match the learning style of the youth. Additionally, intervention varies according to the relevant characteristics of youth such as gender, culture, developmental stages, comprehension and reading levels, mental health diagnosis, motivation, etc.
• Program Integrity Principle. Programs are monitored for implementation quality and intervention fidelity to ensure programs are delivered as designed and intended. This is necessary in order to maximize program success and recidivism reduction. Services employ evidence-based intervention approaches such as cognitive behavioral and dialectical behavior therapy theoretical foundations and reinforcement of pro-social behaviors. The programs are also be structured and focused on developing skills.

Case Planning Model

 Intervention Services Organizational Chart

 

TJJD Requirements / Law Requirements

TJJD REQUIRES	LAW REQUIRES
Receiving/Sending CM Chrono (CMS 02.01 and 04.29)	Safe Housing (PREA) (HRC 243.001; 28 CFR 115.341 and 115.342; CMS 01.75; GAP 380.8524)
↓	↓
RPACT Assessments (no specific CMS/GAP)	Family Contact at least once a month; if no contact 2 attempts (HRC 244.010) we require 3 attempts and several more types of notifications. (CMS 02.85 and 02.89; GAP 380.8705)
↓	↓
Individual Counseling (CMS 03.21)	Review and Write Treatment Plan: As soon as possible after arriving; At least every six months (HRC 244.001 and 244.002; GAP 380.8701; CMS 01.21, 01.23 and 02.11) We require at O&A, then within first 30 days after permanent placement (Initial MDT review and ICP), every 90 days (Comprehensive MDT review and ICP), and and 2 Week MDT Review (CCG 175/176 and Chrono)
↓	↓
Level II Hearings (GAP 380.9555)	CCF 186 Notice to Court (HRC 244.013 and 245.051)
↓	↓
Parole Contact (no specific CMS/GAP)	CCF 180/181 Progress Update to Court (HRC 245.054 and 243.007; CMS 02.62 and 02.64; GAP 380.8545 and 380.8555 and 380.8559)
↓	↓
Group (CMS 03.09)	Court Ordered Gang Group FC 54.0491; CMS 03.11; GAP 380.8545, 380.8555, 380.8559 and 380.8569)
↓	↓
CCF 520 RRP Chrono (CMS 02.53 and GAP 380.8557)	DSO documentation (CMS 02.56, 02.57 and 02.58)
↓
Release/Transition/Discharge Packets (CMS 02.51, 02.56, 02.57, 02.58, 04.51)
↓
Redirect (RDP) (CMS 03.61; GAP 380.9517)
↓
TCOOMMI (CMS 06.45)
↓
Obtain SS card and ID (CMS 02.03; Portfolio CCF-600)

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues).

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Intervention Services (Case Management) B.1.8 Integrated Rehabilitation Treatment General Revenue Fund	103.3 106.3 117.8 103.3 106.3 117.8 103.3 106.3 117.8	$3,181,525 $4,401,108 $5,745,235 $3,181,525 $4,401,108 $5,745,235 $3,181,525 $4,401,108 $5,745,235

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

The Integrated Treatment Division of TJJD also utilizes the Risk, Need, Responsivity Model in their therapeutic approaches. In doing so, they provide therapeutic services to youth in our care while the Intervention Services Division focuses on intervention strategies and behavior skill acquisition.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

The Integrated Treatment Division utilizes the Risk, Need, Responsivity Model in conjunction with Intervention Services and Treatment Services in order to ensure that therapeutic approaches are targeted to youth individually. This supplements Intervention Services to ensure a holistic approach rather than being a duplication of effort or in conflict.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency. N/A

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; N/A
• the amount of those expenditures in fiscal year 2020; N/A
• the number of contracts accounting for those expenditures; N/A
• the method used to procure contracts; N/A
• top five contracts by dollar amount, including contractor and purpose; N/A
• the methods used to ensure accountability for funding and performance; and  N/A
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

Texas Model of Intervention

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Texas Model of Intervention
• Location/Division: Statewide
• Contact Name: Thomas Adamski
• Statutory Citation for Program:
  • Sections 242.002, 242.051, and 244.006, Texas Human Resources Code.
  • Section 59.009, Texas Family Code

B. What is the objective of this program or function? Describe the major activities performed under this program.

The Texas Model is the way in which our agency conducts its business with youth, staff, families, and other stakeholders. The Texas Model is a comprehensive trauma informed correctional process which helps staff understand how trauma impacts the brain of our youth and helps youth develop regulation skills through: connection, engagement, purposeful dysregulation/regulation activities, giving youth a voice, empowerment, “softening” of the correctional environment, and the skills needed to help them regulate and become self- regulating.

The Texas Model uses the principles of Trust-Based Relational Intervention (TBRI®) and other trauma informed practices to help youth develop, grow, and learn to self-regulate. A bedrock of the Texas Model is Connection. The Texas Model uses staff led youth activities to help develop connection, build trust and empower youth. We use the IDEAL Response Levels of Engagement to help staff and youth navigate dysregulated behaviors working from the lowest level of interventions to the most restrictive, in progressive steps, if necessary.

The Texas Model incorporates youth art projects, music, sensory activities and other activities to help youth develop and grow. We use Nurture Groups to help youth: use their voice, give and receive care, role play difficult situations, engage in activities, and learn how to regulate themselves when they become dysregulated. The Texas Model relies upon connection and appropriate relationships versus compliance.

The agency uses our Texas Model Champions staff and TBRI® Practitioners to help coach staff and infuse the Texas Model into dorm, facility, and the agency’s culture.

Texas Model Champions Certification

The purpose of the Texas Model Champion Certification program is to provide staff with personalized in-depth training conducted by facility Texas Model Mentors, and Team Leaders in order to help those staff develop skill sets and become the embodiment of “The Texas Model”. In turn, Champions carry the mantle of the Texas Model by role modeling and helping develop other staff members in the Model’s principles and skill sets.

The Champion Certification process provides a structured manner to review and train on the following eight essential functions: Connecting Principles, Empowering Principles, Correcting Principles, Engagement Strategies, Playful Engagement, Structured Engagement, Calming Engagement, and Protective Engagement. It also provides a systematic method to review skills, train on them, and demonstrate those skills by staff to the Texas Model Coach or Team Leader.

The culmination of training includes a Texas Model Champion Certification process using a performance-oriented checklist of demonstrated skill sets for each of the eight essential function areas. It provides staff the opportunity to demonstrate, be coached, receive feedback, and be supported, while developing these crucial skill sets. Once the staff has satisfactorily completed the certification process, they are a Texas Model Champion.

Our current emphasis is developing Texas Model Champions lies in certifying Dorm Team Leaders (Priority 1), then Senior JCOs (Priority 2) and then JCOs (Priority 3) across all five facilities.

The Texas Model Certification process is intended to become a Train-the-Trainer program, eventually reaching all coaching staff agency-wide.

Texas Model Camps

Texas Model Camps will be conducted at all five secure facilities during the summer of 2021. These camps are intended to be both educational and enjoyable and encourage youth and staff to engage in a myriad of activities. These “fun” staff led youth activities are to provide youth with a fun “camp like” experience while reinforcing their ability to engage in activities, dysregulate and then self-regulate. They also develop teamwork between youth and staff.

The camps are structure in a round robin fashion with multiple activity stations, youth and their supervising staff rotate through the stations as the day progresses. Both youth and their supervising staff engage in activities together. Each facility is working independently to tailor their camp to their specific youth population. Each facilities Recreation Department and Texas Model Mentor is working with the Texas Model Development Team to conduct their respective camp.

The following dates are indicated below for each facilities camp dates:

• Mart 7/28/2021
• Ron Jackson 7/19 & 20/2021
• Giddings 7/26 & 27/2021
• Evins 7/27/2021

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2.

The Texas Model of Intervention is an overarching concept that encapsulates parts of many programs including treatment, parole, reentry, state services, and others. See Exhibit 2.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

Texas Model History/Timeline: 2018-2021

In February 2018, TJJD Executive Director, Ms. Camille Cain, tasked several executive staff members to begin the initial planning and preparation for a pilot program for an Agency Model trauma-informed practices. Her intent was to identify and develop a framework to serve as the framework for a trauma informed system for the state’s juvenile program. Ms. Cain directed that the pilot program occur at two separate facilities initially, and that the process be “exportable” to all other facilities within the agency. This Model was designated “The Texas Model”.

• March 2018: Texas Model dorm pilot planning began (2 pilot dorms: 1 at Ron Jackson in Brownwood, TX, and 1 at Mart, TX)
• March-July 2018: Texas Model pilot dorm planning, infrastructure modifications, staffing model development, and environmental softening initiatives conducted at Mart and Ron Jackson facilities.
• May 2018: Key Agency Leadership Trained at a 2 Day TBRI® Training in Houston, Texas (Approximately 16 staff).
• September 2018: Facility-wide Trainings at Ron Jackson and Mart (2 X 8 Hour sessions each Darren Jones/Henry Milton KPICD) Approximately 200 staff trained at each facility.
• September 2018: Key staff members assigned to Texas Model pilot dorms and youth cohorts Identified (ACES score of 2 plus)
• September 2018: First cohort of TJJD staff attend TBRI® Practitioner Training (16 total staff)
• September-October 2018: Texas Model pilot dorms conducted internal trainings in the following areas: schedule, regulation, activities, hydration/nutrition, Nurture Group®, and the IDEAL Response®.
• October 2018: Texas Model workshops held at Mart and RJ. Workshops facilitated by Ms. Cain and Ms. Carter. Workshops included Texas Model dorm staff and youth.
• November 2018: Ms. Marti Smith, Occupational Therapist and TBRI® Practitioner visits the Ron Jackson facility and Mart Facility. Trained approximately 100 staff and conducted site visits with recommendations.
• November-December 2018: Texas Model pilot dorms come up on line. (Youth admission rates of 2-4 youth per week were allowed to help manage dorm cultures)
• January 2019: The “Champion Team” formed, whose purpose was to involve Executive Level staff direct access to supporting facility efforts in implementation, by Executive Director Camille Cain to begin the task of agency-wide planning and implementation of the Texas Model. The Texas Model Implementation Team formed to assist in facility leadership and staff in their implementation of the Texas Model.
• March/April 2019: 2nd cohort of TBRI® practitioners attended training. Approximately 16 staff. This cohort included Facility Leadership, various agency directors, and other key leaders from throughout the agency.
• April 2019: Data assessment conducted of The Texas Model dorms and their incident rates and overall environments.
• April-June 2019: The Texas Model Team developed the Agency’s Implementation Plan, Texas Model Dorm Criteria Compliance Checklist, multiple training and instructional packages for staff, and the method by which the agency would measure its compliance overall with a certification process. Version 1.0.
• May 2019: Focus Groups held by Executive Director Camille Cain and Deputy Executive Director Shandra Carter at Mart. Youth anecdotal comments clearly chose the Texas Model dorm’s overall culture over other dorms on campus.
• June 2019: Facility Implementation Plans finalized and approved.
• July 2019: The Texas Model Team added 2 new staff, both TBRI® Practitioners, to assist in staff training and agency implementation of The Texas Model.
• July 2019: Isolation (Security Units) re-designated as Regulation and Safety Teams/Units. Action taken to provide assistance in regulating youth versus removing them from a housing unit or programming.
• July/Mid-August 2019: Facility-wide staff training occurring on the Texas Model (TM 101 Overview, TM 102 IDEAL Response, TM 103 Nurture Group, and TM 201 Brain/Trauma). Texas Model Lesson slides with handouts retained. Approximately 600 total facility staff trained during this period.
• Late July-August 2019: All dorms on all high restriction facilities began to serve youth with The Texas Model.
• August 19-30, 2019: Texas Model Dorm Certifications conducted at all agency facilities by the Texas Mosel Team and key facility staff.
• August 31, 2019: 70 percent Agency Goal. (499 youth served/796 youth assigned): 63 percent of all assigned youth in high restriction facilities served by The Texas Model on August 31, 2019.
• September/October 2019: 3rd Cohort of TBRI® practitioners trained. Approximately 16 staff.
• September 2019: Developed and distributed to all agency personnel a TBRI® Practitioner application. Application sent by Executive Director Cain. Texas Model Team retains all applications submitted in a centralized repository.
• September-November 2019: Academic school building added a functional MAPS area in all school buildings to allow youth to regulate within the school and return to academic programming.
• October 2019-January 2020: Multiple Agency Texas Model training occurred for agency staff at Central Office Headquarters. Trainings conducted as various Division/Department Chairs asked for specific training sessions. All training sessions conducted by a TBRI® Practitioner Texas Model Team member.
• October-February 2019: Facility Mentorship Collaboration initiative launched with all facilities, key staff, and Ms. Sarah Mercado from KPICD at TCU. Initial meeting held via TEAMS Conference in February 2020.
• November 2019- Agency TBRI® Practitioner training seats allocated for FY/CY 2020. 4 iterations at 10 seats per class. 40 total training seats.
• November-January 2020: Ms. Marti Smith, Consultant, Occupational Therapist, and TBRI® Practitioner conducted staff training and a site visit at the Giddings Facility in November 2019. She then later conducted training for staff at the agency Headquarters in Austin Texas in January 2020. 85 staff were trained in Trauma Informed Care systems.
• December-March 2020: TBRI® 101 self-paced, computer based-learning program made available to select staff. The first iteration included training approximately 100 TJJD staff in the tenants of TBRI® and trauma informed care practices. Each group had a designated facilitator (TBRI® practitioner), to provide additional resources to assist in completing their respective program.
• December 2019- Consultation visit from Dr. Henry Schmidt from the University of Washington. Provided great insight into program successes, measurement, metrics, and a measurement tool. Based upon previous work with Washington State Juvenile authorities and the implementation of Cognitive Behavioral Therapy (CBT).
• December 2019: The Texas Model Dorm Assessment (v2.0) and the Texas Model Staff Proficiency Assessment, were developed in draft form and circulated for input and comments. Both forms highlighted specific Texas Model Proficiency indicators, examples, antithetical behaviors, and scoring guidelines.
• December 2019: v2.0 of the Texas Model Dorm Assessment checklist tested at the Evins Facility on two dorms. Results compared to dorm results from the previous assessment tool. (Moving away from a Go, No-go status to a numeric value that can be monitored by proficiency area to review improvement)
• January-March 2020: Facility Mentor/Coach initiative undertaken to hire one dedicated TBRI® Practitioner staff per facility. These staff report directly to the facility Superintendent with a dotted line to the Associate Director of the Texas Model (Troy McPeak). All Mentor Coaches hired by March 1, 2020. Mentors will help drive the Texas Model Champion program at facilities.
• February 2020: Approved Agency Goals and tasks provided to all Champion Team members. Team members developed and implemented assigned tasks.
• February-April 2020: Collaboration between KPICD and TJJD allowed for a Facility Mentor from KPICD to be “paired up” with each facility. Initial introductions and site visits underway.
• March-April 2020: TBRI® Practitioner staff training scheduled for Orange County California and Fort Worth Texas both canceled due to Covid-19. 20 scheduled staff training seats lost.
• May-July 2020: Texas Model Staff Certification initiative underway. Texas Model Team members working with Facility Texas Model Coaches and key leadership to conduct a baseline staff competency assessment. These results will allow for a more focused and individualized training plan at the Dorm/ Team level as we move forward.
• August 2020- February 2021: Coordinated with TCU’s KPICD to conduct an on-line version of TBRI® Practitioner Training for Texas Juvenile Justice Department and Texas County Probation staff.
• October 2020- February 2021: The Texas Model Team collaborated with TCU’s KPICD to develop role-play videos for use in the online TBRI® Practitioner's training.
• March 1-12, 2021: Collaborated with TCU’s KPICD and participated in the Texas Juvenile Justice TBRI® Practitioner Training. This training event qualified approximately 150 Texas state and county juvenile justice staff as TBRI® Practitioners.
• March-April 2021: Developed Texas Model informational PSA (Public Service Announcement) videos focusing on information to families of TJJD youth and other stakeholders.
• March-June 2021: Texas Model Team in partnership with State Facility Leadership began planning for Texas Model Camps at all facilities and Halfway Houses during the summer of 2021.
• March-June 2021: Texas Model Team in collaboration with Treatment Services began the initial infusion of DBT (Dialectical Behavior Therapy) into the conduct of Nurture Groups.
• April-June 2021: Texas Model Team in partnership with State facility leadership initiate The Back-to-Basics campaign. This campaign re-refocused all agency staff on fundamental concepts of the Texas Model.
• April-June 2021: Texas Model Team in partnership with State Facility leadership refocused on training and developing facility staff in the concepts “Staff Led Activity” to help staff engage better with youth and build enhanced levels of trust.
• April-July 2021: Texas Model Team in partnership with State Facility leadership refocused the efforts of the Texas Model Champion program to help enhance and streamline the Champion process. In addition, infuse other Champions and TBRI® Practitioners into the Champion development process.
• July 2021: Conducted Texas Model Camps at all State Facilities.
• August 2021- Conduct Texas Model Camps at all Halfway Houses.
• August 2021- Trauma Informed Camp initiative undertaken in partnership with facilities, Director of Secure Facility Operations, and the KPICD team.
• August 2021- Director of Texas Model Leadership Development identified.

Texas Model Implementation/Sustainment Strategies

• Agency Leadership must role model the importance of this task. Implementation of the Texas Model must be everyone’s priority.
• Initiate steps to enhance staff connection and engagement with youth – before training begins on dorms and Teams.
• Adjust staffing models to afford direct care staff the ability to interact, connect, and engage with youth.
• Take lessons learned from the pilot dorm projects and apply to agency implementation.
• Train at the Dorm and Team level as much as possible. (Team Leaders must own their teams and be accountable for their training and success).
• Ensure trained staff (TBRI® Practitioners) are spread throughout facilities and used in critical positions. E.g. where they can move the needle and role model for other staff.
• Train, Train, and Train staff. Then, practice, practice, practice. Ensure staff feel comfortable to make an honest mistake.
• Each Facility and Team should have a Principle of the Month to focus on. Support the selected Principle with a Direct Care Skill of the Month.
• Nurture Groups are a critical part of intervention and connection. Ensure supervisory staff assist direct care staff in the logistics required.
• Facility Leadership must use their Coach and Mentors to focus on critical staff training and development needs.
• Use all staff meetings, Team Meetings, and Management Meetings to focus on a skill or principle of the model.
• Share information via the formal and informal chain of command.
• Use the Champions Team Meeting as a forum for all to raise issues, share information, and voice concerns.
• Have selected staff conduct Body Worn Camera (BWC) reviews. Use appropriately as a training tool.
• Continue a robust program of identifying key staff who have “bought in” and get them to TBRI® Practitioner training or other development trainings as quickly as feasible.
• Carefully select TBRI® Practitioner candidates. These precious training seats are used on those staff who can “move the needle” and influence others.
• Ensure all critical incidents are debriefed. Glean ”lessons learned” and ensure there is a repair piece to the process.
• Must have a balance of Nurture with Structure. Avoid too much Nurture or too much Structure! (Achieve a reasonable balance)
• Staff must be accountable to use the Texas Model in their daily roles as direct care staff.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected. N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

The Texas Model Team currently assists the agency’s leadership in moving the Texas Model forward via training, consultation, technical assistance and collaborative projects. The Texas Model Team is comprised of the following positions:

• Director of the Texas Model
• Associate Director of the Texas Model
• Youth Activities Leader
• All members of the Texas Model Team are TBRI Practitioners

The Director of the Texas Model reports to the Deputy Executive Director and serves as a coordinator/conduit for agency-wide efforts to continue development of staff and assist in training efforts agency-wide. The Texas Model Team works collaboratively with all agency directors to ensure their specific training and development needs are met. The team also works closely with other divisions to maximize resources and avoid duplicative efforts.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues). 

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Texas Model of Intervention B.1.8 Integrated Rehabilitation Treatment Other State Funds General Revenue Fund	1 1 — 1.0 1.0 — 1.0 1.0 — — — —	$728,893 $411,922 $272,000 $728,893 $411,922 $272,000 $312,068 $153,256 — $416,824 $258,666 272,000

 

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences. N/A

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

The Texas Model Team works closely with Executive Leadership and Facility Leadership to ensure effective communication occurs and minimal duplication occurs. Primary responsibilities are defined and teams work to positively impact outcomes for youth.

A MOU exists currently between Williamson County Juvenile Center and Texas Juvenile Justice Department to share instructional videos on the IDEAL Response and Levels of Engagement.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

A partnership with County Probation Chiefs and their respective departments for participation in an all Texas Juvenile Justice TBRI® Practitioner Training March 1-12, 2021. This effort produced approximately 150 TBRI Practitioners throughout Texas in state, county and local juvenile justice settings.

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; TJJD contracts with entities to provide trauma-informed training and resources to agency staff and opportunities for probation departments.
• the amount of those expenditures in fiscal year 2020; $51,000.00
• the number of contracts accounting for those expenditures; 2
• the method used to procure contracts; These contracts were procured using a request for proposal (TCU) and by being directly
  awarded without solicitation (Marti Smith Seminars Inc).
• top five contracts by dollar amount, including contractor and purpose; xxxxxx
• the methods used to ensure accountability for funding and performance;
  • CON0000981 – maximum contract amount of $525,000.00 with Texas Christian University for
    training for staff on Trust-based Relational Intervention.
  • CON0000957 – maximum contract amount of $8,200.00 with Marti Smith Seminars, Inc. for trauma-informed employee training; and TJJD follows the Texas Comptroller of Public Accounts’ (CPA) Statewide Procurement Division’s (SPD) procurement guidelines as articulated in the State of Texas Procurement and Contract Management Guide. TJJD has also standardized many of its contracting documents and requires review by an attorney of any non-standard language. TJJD has also put in place a requirement that ensures all contract requestors and approvers certify that they do not have a conflict of interest for that matter. Finally, all members of the TJJD Contracts Team have earned the Certified Texas Contract Manager certification by the Texas CPA's office. 
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

Current direct care staffing levels provide for minimal staffing, which impacts the ability of direct care staff to proactively engage and regulate youth. At a 1:12 staffing ratio, staff are “managing youth” versus “engaging youth”. The goal of the Texas Model is to engage youth and help them maintain their own personal regulated state. Once youth become dysregulated, staff operating at minimum staffing levels often need assistance from others not on the dorm/pod. This makes it very difficult to catch minor behavior issues low before minor behavior issues become major issues.

Sections N-P: N/A

Violence Intervention Continuum

A. Provide the following information at the beginning of each program description.

• Name of Program or Function: Violence Intervention Continuum. It is designed to manage aggressive and violent behavior and includes the Intensive Intervention Program, the Redirect Program, and the Phoenix Program.
• Location/Division: Statewide
• Contact Name: Tamu Steptoe
• Statutory Citation for Program: Sections 244.002, 244.005, and 244.006, Texas Human Resources Code.

B. What is the objective of this program or function? Describe the major activities performed under this program.

The TJJD rehabilitation strategy is focused on Texas Model concepts and includes identifying each youth’s dynamic risk and protective factors and helping youth develop skills to reduce the risk factors in their lives. Evidence demonstrates that identifying a youth’s risk level, assessing needs, and targeting interventions that are responsive to individual needs is critical to that youth’s long-term success upon returning to the community.

The programs and services offered through the agency’s Texas Model of Intervention support daily success for the majority of youth committed to TJJD. However, a small group of youth demonstrate behavior that requires removal of these youth from the general population for the safety of others. TJJD provides these youth with additional resources within the TJJD Violence Continuum to transform their behavior and facilitate their success.

C. What evidence can you provide that shows the effectiveness and efficiency of this program or function? In Exhibit 12, provide a list of statistics and performance measures that best convey the effectiveness and efficiency of this program or function. Also, please provide the calculation or methodology behind each statistic or performance measure. Please refer to, but do not repeat measures listed in Exhibit 2. 

The Violence Intervention Continuum has demonstrated its effectiveness in keeping incidents of violence lower at the four facilities that do not operated the highest levels of the Continuum. From 2020 to 2021, there was a 33 percent reduction in individual incidents classified as aggressive at these four facilities, and the rate per 100 youth decreased 17 percent. These statistics show that the focused intervention of placing violent youth in the specialized program works to decrease aggressive incidents at the other facilities.

D. Describe any important history regarding this program not included in the general agency history section, including how the services or functions have changed from the original intent. If the response to Section III of this report is sufficient, please leave this section blank.

The Violence Intervention Continuum program is a multifunctional tier program to ensure we are able to meet each youth need at the least restrictive environment. The Continuum holds three different tiers Intense Intervention Program, Redirect Program and the Phoenix Program. The Intense Intervention Program is housed at multiple facilities and allows TJJD to provide youth with a day intervention that works with disruptive behaviors that do not allow treatment to flourish. The Redirect Program is housed at Evins Regional Juvenile Center and is designed to reduce risk factors through a reduced population, increased programming and a token economy. The Phoenix program is designed to work with highly aggressive youth through appropriate placement. The Phoenix program holds three levels Phoenix, Phoenix Max and Phoenix Mental Health. This allows for appropriate population sizes to deliver intensive treatment and increased staffing to ensure safety and treatment are the key priorities.

E. List any qualifications or eligibility requirements for persons or entities affected by this program, such as licensees, consumers, landowners, for example. Provide a statistical breakdown of persons or entities affected. N/A

F. Describe how your program or function is administered, including a description of the processes involved in the program or function. Include flowcharts, timelines, or other illustrations as necessary to describe agency policies and procedures. Indicate how field/regional services are used, if applicable.

Intensive Intervention Program (IIP)

The Intensive Intervention Program is an intensive 30- to 45-day behavior intervention day program designed to empower necessary behavior change as well as teach youth to manage emotions, their reactions to stress, and learn to take responsibility for their decisions using Dialectical Behavior Therapeutic Principles. During the duration of the program, youth will remain a member of their assigned dorm (home dorm), but will attend all daily functions at the off-dorm Program site. Youth will sleep on their home dorm. As their behavior improves, regulates, and stabilizes, a youth can transition back to their placement in general population, specialized treatment, and programming in an individualized graduated progression.

Interventions include both group and individual sessions focused on youth’s individual goals and target skill as outlined in the youth’s individualized case plan. Delivered a minimum of 22 hours per week these skills and strategies include Nurture Groups, Regulation Activities, DBT Skills Groups and Mindfulness Groups, Carey Guides and Brief Intervention Tools.

For a youth to qualify for placement in the Redirect Program or the Phoenix, they must have a proven true level II hearing.

Redirect Program

The Redirect operates as a self-contained unit. All services, such as case management services, school, psychological counseling, dining services, and recreational activities, are provided within the unit or in a secured outdoor space.

The Redirect Program are built around evidence-based principles and practices, with a focus on the specific risk factors that contribute to each youth’s aggression. The program addresses these risk factors by teaching DBT skills and regulation techniques. This program is designed to reduce the intensity, frequency, and duration of a youth’s violent and/or unsafe behavior by teaching them emotion regulating skills and appropriate replacement behaviors.

Phoenix Program

The Phoenix Program is a longer-term, highly structure environment that operates as a self- contained unit. All services are provided within the unit, to include Case Management, Education, Psychological counseling, dining services, and recreational services. Youth must have a proven level II hearing and approved by the Violence Intervention Continuum committee to be placed in the Phoenix program.

All youth are assessed for appropriate placement in Phoenix, to include Phoenix Max for highly aggressive youth and Phoenix Mental Health for dual treatment youth. Youth in the Phoenix Program are all provide Weekly Case management services, weekly Youth Service Team meetings, Mental Health services based off their needs, DBT skills and regulation techniques. All services are focused on reducing risk behaviors and preparing a youth to return to the least restrictive environment.

Transition

Transition Unit was developed to help youth re-enter general population. The program provides all general population aspects and allows youth to demonstrate the skills they learned. Each youth transitions from the Evins Regional Juvenile Center with an Individual Case Plan and a support plan.

Goals of these programs

• provide youth with a highly structured and safe environment that allows them to develop the motivation and skills necessary to reduce aggressive behavior;
• help youth explore personal risk factors and the impact of these risk factors on attitudes, values, thoughts, choices, and behaviors;
• shape behavior and build coping skills through targeted skill development with directed practice, positive reinforcement, and staff modeling of pro-social skills;
• help youth to experience positive peer interactions;
• help youth internalize behavioral change by reinforcing demonstration of learned skills; and
• provide a gradual reintegration of them back into the regular programs with support for relapse prevention and reinforcement for ongoing demonstration of learned skills.

G. Identify all funding sources and amounts for the program or function, including federal grants and pass-through monies. Describe any funding formulas or funding conventions. For state funding sources, please specify (e.g., general revenue, appropriations rider, budget strategy, fees/dues).

PROGRAM DETAIL	FTE 2020 Expended 2021 Estimated 2022 Budgeted	APPROPRIATIONS AY 2020 Expended AY 2021 Estimated AY 2022 Budgeted
Violence Intervention Continuum B.1.2. Facility Operations and Overhead General Revenue Fund B.1.3. Facility Supervision and Food Service General Revenue Fund	191.7 184.7 194.7 19.8 19.9 22.8 19.8 19.9 22.8 171.9 164.8 171.9 171.9 164.8 171.9	$6,064,330 $8,018,690 $10,125,007 $1,578,087 $1,614,111 $1,885,853 $1,578,087 $1,614,111 $1,885,853 $4,486,243 $6,404,579 $8,239,155 $4,486,243 $6,404,579 $8,239,155

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences. N/A

H. Identify any programs, internal or external to your agency, that provide identical or similar services or functions to the target population. Describe the similarities and differences.

Entry in Specialized Treatment programs at TJJD requires youth to be assessed by the Psychology department to find the risk factors of the youth and the need for treatment, However, entry into the Moderate Level, Redirect, and the Intense Level, Phoenix, of the violence continuum, youth must have a proven Level II hearing that meets the program eligibility.

Eligibility for the Moderate Level, Redirect, is that a youth must meet the following:

1.  a youth who is referred to the Phoenix program pursuant to GAP 380.9535, of this title or who engages in one or more of the following rule violations as defined in 380.9503 of this title meets criteria for placement in the Redirect Program:
   
   • assault or fighting;
   • escape or attempted escape;
   • vandalism (major rule violation only);
   • sexual misconduct (excluding kissing);
   • possessing or threatening others with a weapon or item that could be used as a weapon;
   • chunking bodily fluids;
   • tampering with safety equipment, or
   • any other major rule violation when the totality of circumstances justifies placement.
     
     Eligibility for the Intense Level, Phoenix, is that a youth must meet the following:
     
     
2. a youth who engages in one or more of the following rule violations:
   1. assault causing moderate or serious bodily injury to another youth
   2. assault causing bodily injury to staff;
   3. fighting causing moderate or serious bodily injury to another youth, or
   4. chunking bodily fluids at staff, or
3. a youth who engages in any other major rule violation when the totality of circumstance justifies the placement in the program and the placement is directed by the executive director or designee, or
4. a youth who commits, on three separate occasions within a 90-day period, an assault causing bodily injury, as defined in 380.9503 of this title, when the second and third assaults are committed after a finding of true with no extenuating circumstances had been made in a Level II due process hearing for the previous assault.

When a youth completes all required phases, levels and or needs of a treatment program youths program need is completed and closed. However, when a youth in the Redirect or Phoenix program completes the needs for the program the youth is moved to a Transition status within the program and slowly reintegrated to General Population. During this slow reintegration to General Programming youth is housed in a smaller environment but participates in all campus movement. Youth do receive programming for treatment needs, Case Management Groups and Individuals and Mental Health Interventions. While in this program youth are expected to use the skills, they learned through their previous programming. If a youth is unable to remain safe or unable to use the skills they learned the Youth Service Team is able to meet and recommend placement back in their program. If YST does determine placing back in Redirect or Phoenix is appropriate then this must be sent to the Violence Continuum Board for final approval. Once approved a youth does go back to original programming, Redirect or Phoenix, and will start as a Level III in the program. If a youth is able to use their skills within the program and continue safe behaviors after 14 days in the program, CPU will be notified the youth is ready to complete and the youth will be moved into a General Population at the appropriate TJJD State School within 7 days.

I. Discuss how the program or function is coordinating its activities to avoid duplication or conflict with the other programs listed in Question H and with the agency’s customers. If applicable, briefly discuss any memorandums of understanding (MOUs), interagency agreements, or interagency contracts.

The General Population Programs use a stage system, this requires youth to use appropriate coping skills, meet goals set through the YST and continue safe behaviors. The Violence Intervention Continuum program uses dosage hours, demonstration hours and a Level System to move throughout the program. Dosage hours are obtained through participation in treatment groups and activities, and demonstration hours are obtained through demonstrating skills learned outside of the treatment groups and actives. The Level System requires the youths YST to meet and determine if a youth has established safe behaviors, followed the programming schedule, worked on their goals to help reduce recidivism and utilized appropriate regulation tools. The Primary Level- Intensive Intervention Program requires youth to complete 210 dosage hours and 60 demonstration hours prior to release from the program. The Moderate Level- Redirect Program requires youth to obtain 180 dosage hours, 60 demonstration hours and the Transition program. The Intense Level- Phoenix requires youth to earn three levels approved by the YST and complete the Transition program.

J. If the program or function works with local, regional, or federal units of government, include a brief description of these entities and their relationship to the agency.

 xxxxx

K. If contracted expenditures are made through this program please provide

• a short summary of the general purpose of those contracts overall; N/A
• the amount of those expenditures in fiscal year 2020; N/A
• the number of contracts accounting for those expenditures; N/A
• the method used to procure contracts; N/A
• top five contracts by dollar amount, including contractor and purpose; N/A
• the methods used to ensure accountability for funding and performance; and N/A
• a short description of any current contracting problems. N/A

L. Provide information on any grants awarded by the program. N/A

M. Are there any barriers or challenges that impede the program’s performance, including any outdated or ineffective state laws? Explain.

To ensure the safety and security of all youth and staff in the Violence Intervention Continuum programs the staffing ratios are higher. The higher level of ratio needed does impact staffing and at times can cause barriers within the staffing constraints. This increases the number of overtimes to maintain the high level of staffing and to work with the most challenging and aggressive youth. This also requires high levels of Case Management interventions and Mental Health interventions; higher level of interventions does require a higher number of staffing for these two department. This can cause variances in services provided and ability to provide the services when positions are not filled. Which affects the fidelity of the program.

N. Provide any additional information needed to gain a preliminary understanding of the program or function.

Due to working with highly challenging and aggressive youth the amount of training provided to employees needs to increase. This will help train staff on how to handle sexually driven behaviors, aggressive behaviors and trauma response behaviors. Along with ensuring each staff understand the different treatments provided, such as DBT, to ensure all staff are providing the same interventions. And ensuring each staff understand the programming provided to each youth and how a youth progresses in programming.

This also requires us to ensure all Case Managers and Mental Health Provider are DBT certified. Along with ensuring that Team Leader, Senior JCO, Case Manager and Mental Health Provider is either TBRI certified or Texas Champion certified to provide Nurture Groups and mentor the Texas Model. And ensuring each JCO was been provided the Texas Model Basic training each year to ensure appropriate interventions are provided to each youth.

By providing a higher level of training to each staff and increased training based on the staff’s role it allows for a well-rounded program. A well-rounded program allows each area to act in unison and help create a safe and structured environment.

Sections O and P:  N/A