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					Wisconsin Department of Corrections
  Division of Juvenile Corrections
           Annual Report

      Wisconsin Division of Juvenile Corrections
             3099 E Washington Avenue
                    PO Box 8930
             Madison, WI 53708 – 8930
                    January 2007
                                                                                Division of Juvenile
Jim Doyle                                                                       3099 E. Washington Avenue
                                                                                Post Office Box 8930
                                                                                Madison, WI 53708-8930
Matthew J. Frank                                                                Telephone (608) 240-5900
Secretary                              State of Wisconsin                       Fax (608) 240-3370

                                         Department of                          Charles A. Tubbs
                                          Corrections                           Administrator

   Dear Juvenile Justice Service Providers:

   We are pleased to present the Division of Juvenile Corrections 2005 Annual Report. The report
   summarizes activities across the Division and it includes profiles of the youth served, a synopsis of
   treatment and supervision programs and outcome information. The report also highlights examples of
   important intervention programs run at the local level. Our goal is to share information with the
   counties and others about the Division’s progress with treating the state’s most seriously delinquent
   youth who been removed from their communities and committed to the Department.

   The Division provides direct services to youth at three secure juvenile facilities: Ethan Allen School,
   Lincoln Hills School, and Southern Oaks Girls School. In addition, Division and county staff have
   access to an experiential education program called SPRITE. Youth with serious mental health needs are
   served at the Mendota Juvenile Treatment Center. Individualized case management services are
   coordinated through the Office of Juvenile Offender Review which also functions as the release
   authority. Community supervision services are provided through two Regional Offices (Northwest and
   Southeast) for those youth on state aftercare. The two regions reach across the state and include eight
   local offices that are staffed to serve youth in their respective areas.      Additionally, the Division
   administers the Community Youth and Family Aids program which provided $88 million during CY
   2005 to counties for funding their local continuum of juvenile justice services.

   During the past year, the Division continued to work on two critical program priorities: juvenile re-
   entry and sex offender treatment and supervision. On November 1, 2005, all youth began to receive a
   best-practice re-entry model that includes a formal 90-day Transition Phase designed to connect youth
   with community service providers, educational and vocational training opportunities, and job
   prospects prior to departure from the institutions. County Best Practice Toolkits were disseminated
   statewide to promote use of the model. Also, modifications were made to the sex offender treatment
   curriculum to include the use of a standardized risk assessment tool. Both county and Division staff
   were trained on the new procedures.

   As we move forward, the Division is committed to providing research based programs which will equip
   youth with the skills needed to be successful upon their return home. Through effective programs it
   will be possible to achieve the goal of rehabilitating youth to become productive members of
   Wisconsin’s communities.


   Charles Tubbs                                              Silvia Jackson
   Administrator                                              Assistant Administrator
   Division of Juvenile Corrections                           Division of Juvenile Corrections
                      Wisconsin Division of Juvenile Corrections

Vision Statement

The Division of Juvenile Corrections will reduce delinquent behavior and restore a sense
of safety to victims and the community.

Mission Statement

The mission of the Division of Juvenile Corrections is to promote a juvenile justice
system that balances protection of the community, youth accountability and
competency building for responsible and productive community living.

Guiding Principles

The guiding principles of the Division of Juvenile Corrections are to:

              Promote prevention and early intervention efforts at the community level.
              Provide individualized and culturally responsive programming.
              Implement the concepts of restorative justice in DJC programs.
              Affirm that staff are key to successful program operation and positive
               treatment outcomes.
              Treat a diverse workforce as valued partners by fostering staff
               development and effectiveness.
              Strive to assure that staff and youth are safe and free from victimization.
              Promote wellness for staff and youth.
              Conduct program evaluation to identify and support high quality and
               cost effective programs.
              Provide and manage resources to promote successful community
              Work in partnership with families, counties and other community
               agencies to build positive youth competencies.
              Develop and implement individualized case plans, based on the
               uniqueness of each youth.
              Promote community safety through effective, humane custody and
               supervision of youth.
              Promote positive lifestyle changes and law-abiding behaviors through
               youth participation in treatment programs, education and job skill
              Assist in the recovery of victims of crime.
              Research, develop and utilize technological innovations to insure
               effective and efficient decision making by DJC.
              Provide leadership in the juvenile justice community.
                                                           Table of Contents

Fast Facts on the Division of Juvenile Corrections ................................................................. 1

Wisconsin Juvenile Corrections Historical Timeline ............................................................... 2

2005 Commitment Data ................................................................................................................ 4

Our Youth ......................................................................................................................................... 6

Institution Programs ...................................................................................................................... 8

Transitional Programs ................................................................................................................. 16

Office of Juvenile Offender Review .......................................................................................... 17

Community Supervision .............................................................................................................. 18

Special 2005 Initiatives ............................................................................................................... 21

Special Funding for Community Based Services ..................................................................... 23

Outcome Data ............................................................................................................................... 25

Our Budget .................................................................................................................................... 29

Note to the reader: Several different data sources were used to compile the information in this
report. Most of the data reported is for either Calendar Year 2005 or Fiscal Year 2005.
However, some Fiscal Year 2006 (July 1, 2005 through June 30, 2006) data is reported since it
is the most current information. These distinctions are identified in the various table and
chart headings and the text of the report.
               Fast Facts on the Division of Juvenile Corrections

   543 youth were committed to DJC during 2005.

   86% of youth committed to DJC were male and 14% were female.

   The average age of all youth at the time of commitment was about 16.

   The most common committing offenses in the category of crimes against

    persons were battery and sexual assault.

   Robbery and burglary were the most common committing offenses in the

    category of property crimes.

   Most youth had significant truancy problems in the year prior to commitment.

   1,922 academic credits were awarded to youth during FY 2005.

   74 Middle School Diplomas were awarded to youth.

   10 youth earned High School Diplomas.

   115 High School Equivalency Diplomas (HSEDs) were awarded to youth during FY


   Over 50% of all youth who received educational services were identified as

    having special educational needs.

   64 youth were committed as Serious Juvenile Offenders (SJO) during 2005 (class

    A & B felonies).

   The top five committing counties during 2005 were Milwaukee County (176

    youth committed), Dane County (73 youth committed), Kenosha County (44

    youth committed), Brown County (23 youth committed) and Winnebago County

    (22 youth committed).

   Twenty counties had no commitments during 2005.

   $3,750,000 was awarded to counties for early intervention programs during FY


   During 2005, youth under DJC supervision paid $45,119 in restitution to victims.

                Wisconsin Juvenile Corrections Historical Timeline

1860   House of Refuge, the first institution for delinquent males and females, opened.
1871   House of Refuge changed name to Reform School for Boys in Waukesha,
1875   The Wisconsin Industrial School for Girls opened in Milwaukee. It was a
       privately run institution.
1901   Wisconsin’s first juvenile court was established.
1909   The Reform School for Boys was renamed Industrial School for Boys.
1917   The Wisconsin School for Girls became a state run operation.
1941   The Wisconsin School for Girls moved to a new facility in Oregon, Wisconsin.
1945   Industrial School for Boys changed name to Wisconsin School for Boys.
1959   Wisconsin School for Boys located in Waukesha was closed and moved to the
       former State TB Sanitarium in Wales, Wisconsin. This is the current site of Ethan
       Allen School. Four of the original sanitarium buildings remain in use.
1970   Lincoln Boys School opens in Irma, Wisconsin.
1972   The Wisconsin School for Girls closed. Females were temporarily located at
       Goodland Hall at Mendota Mental Health Institute before being moved to Lincoln
       Hills School.
1972   Lincoln Boys School was renamed Lincoln Hills School (LHS) as females are now
       committed to the institution.
1977   Wisconsin School for Boys was renamed Ethan Allen School, after a patriot of the
       Revolutionary War.
1978   Wisconsin Children’s Code was revised and included the principle of “least
       restrictive means necessary for rehabilitation” as the new standard for dealing
       with juvenile delinquents.
1978   The SPRITE Program (Support, Perseverance, Respect, Initiative, Teamwork and
       Education) began as an innovative and integral part of the state’s juvenile
       correctional system.
1990   Division of Youth Services (DYS) created as a Division within the Department of
       Health and Social Services (DHSS).
1994   The Youth Corrective Sanctions Programs (YCSP) began operating as a type of
       community supervision (institution without walls).
1994   Wisconsin Act 377 passed which created the Juvenile Justice Study Committee.
       The group makes recommendations to the legislature for sweeping reforms in
       the juvenile justice system.
1994   Southern Oaks Girls School (SOGS) opened as the secure juvenile correctional
       facility for females. LHS again serves males only.
1996   The Division of Youth Services (DYS) was renamed the Division of Juvenile
       Corrections (DJC) and moved to the Department of Corrections (DOC).
1996   State law changed the age of juvenile court jurisdiction to youth aged 10
       through 16 years of age.
1996   Chapter 938, the Juvenile Justice Code, was created.
1996   The Balanced Approach is adopted in the new Juvenile Justice Code as the
       philosophy for managing delinquents.
1996   The Mendota Juvenile Treatment Center (MJTC) opened. It is located on the
       grounds of Mendota Mental Health Institution and serves delinquent males
       committed to DJC who have serious mental health treatment needs.
1996   The Youth Leadership Training Center (YLTC), a statutorily mandated juvenile
       boot camp, opened at Camp Douglas.

                          Historical Timeline, Continued

2002   The YLTC was closed due to fiscal constraints and the juvenile boot camp
       program was transferred to Lincoln Hills School. The program was redesigned as
       the 90-Day Cadet Achievement Program (CAP). While no longer mandated by
       statute since the enactment of 2003 WI Act 33, CAP continues to operate as a
       separate program among other treatment programs provided by DJC.
2002   DJC received a $2 million federal grant to pilot a re – entry initiative called
       “Going Home.”
2005   The Division began full implementation of the Re – Entry Initiative. All youth
       begin to move through a structured 90-day Transition Phase as they re - enter
       the community from the juvenile institutions.

                              2005 Commitment Data*

Throughout 2005, the juvenile institution population continued the declining trend of
the past several years. The following list shows the number of commitments by county
to the Department of Corrections beginning on January 1, 2005 through December 31,

      COUNTY                     % OF            COUNTY       NUMBER        % OF
       NAME                     TOTAL             NAME       OF YOUTH      TOTAL
   Adams                  0      0.00%         Marinette               4   0.74%
   Ashland                0      0.00%         Marquette               1   0.18%
   Barron                 1      0.18%         Menominee               4   0.74%
   Bayfield               0      0.00%         Milwaukee             176   32.41%
   Brown                 23      4.24%         Monroe                  1   0.18%
   Buffalo                0      0.00%         Oconto                  7   1.29%
   Burnett                2      0.37%         Oneida                  6   1.10%
   Calumet                2      0.37%         Outagamie               8   1.47%
   Chippewa               7      1.29%         Ozaukee                 3   0.55%
   Clark                  2      0.37%         Pepin                   0   0.00%
   Columbia               2      0.37%         Pierce                  0   0.00%
   Crawford               0      0.00%         Polk                    0   0.00%
   Dane                  73     13.44%         Portage                 4   0.74%
   Dodge                  3      0.55%         Price                   0   0.00%
   Door                   1      0.18%         Racine                 17   3.13%
   Douglas                0      0.00%         Richland                0   0.00%
   Dunn                   2      0.37%         Rock                   14   2.58%
   Eau Claire             7      1.29%         Rusk                    0   0.00%
   Florence               0      0.00%         Sauk                    9   1.66%
   Fond du Lac           13      2.39%         Sawyer                  3   0.55%
   Forest                 0      0.00%         Shawano                 0   0.00%
   Grant                  3      0.55%         Sheboygan              21   3.87%
   Green                  0      0.00%         St Croix                1   0.18%
   Green Lake             1      0.18%         Taylor                  0   0.00%
   Iowa                   0      0.00%         Trempealeau             1   0.18%
   Iron                   0      0.00%         Vernon                  1   0.18%
   Jackson                1      0.18%         Vilas                   4   0.74%
   Jefferson              2      0.37%         Walworth                6   1.10%
   Juneau                 2      0.37%         Washburn                0   0.00%
   Kenosha               44      8.10%         Washington              1   0.18%
   Kewaunee               3      0.55%         Waukesha               10   1.84%
   La Crosse              5      0.92%         Waupaca                 1   0.18%
   Lafayette              1      0.18%         Waushara                1   0.18%
   Langlade               2      0.37%         Winnebago              22   4.05%
   Lincoln                2      0.37%         Wood                    1   0.18%
   Manitowoc              2      0.37%         Other                   3   0.55%
   Marathon               7      1.29%         Total                 543

The ADP (average daily population) declined nearly 31% between state fiscal years 2001
and 2005. The average daily population for fiscal year 2005 was 654. By comparison,
in fiscal year 2001 it was 946. Note that ADP is different from the number of
commitments for 2005 as shown on the previous page. The average daily population is
an average of the population for the month. The fiscal year ADP is an average of the
monthly totals.

                          Fiscal Year       Institution ADP
                             2001                  946
                             2002                  866
                             2003                  796
                             2004                  689
                             2005                  654

Several factors in combination have led to the decline of the juvenile populations over
the past few years. A likely related factor has been the decline in juvenile arrests for
both violent and property offenses. During 2005, juvenile arrests for violent offenses
decreased by 11.9% and juvenile arrests for property offenses decreased by 15.8% .**
Also, counties and local agencies have continued to strengthen their diversionary
programs and capacity to manage delinquent youth in the community. The fact that
juvenile arrests are down and fewer youth are reaching the state’s secure juvenile
institutions is a positive picture of the problem of delinquency in Wisconsin.

* Since some youth may have been committed to the Department more than once during
the year, the number of commitments may exceed the number of individual youth sent
to corrections by a given county.

** Preliminary Crime and Arrests in WI 2005, WI Office of Justice Assistance, July 2006.

                                       Our Youth

             Profile of a Typical Male in a Juvenile Correctional Institution
                                     (On June 30, 2005)

                                                     Typical Male Profile
          Age                                 16.1
          Race                                 Black           333     55.3%
                                               White           230     38.2%
                                               Asian /          15       2.5%
                                               Native           21       3.5%
                                               Unknown          3        0.5%
          Population on Grounds               602
          Crimes Against Persons              61%
          Resulting in Commitment
          Most Common Offense                 Robbery
          Resulting in Commitment
          Number of Counties Youth            48
          Committed From

Treatment Needs:
           The majority of males coming to DJC have substance abuse treatment
           Between 75% and 80% of males at EAS and LHS present with serious
             mental health needs and they are referred to clinical services for
             assessment and treatment.
           14 males at EAS and 10 at LHS reported being fathers at the time of
           Number of EAS youth who reported being arrested 6 or more times: 60

Educational Information:
           At admission, over half of the males are about four grade levels behind
               their peers in both reading and math.
           Near the time of release, between 69% and 87% of boys improve their
               grade level in math and reading.

                 Profile of a Typical Female in a Juvenile Correctional Institution
                                          (On June 30, 2005)

                                                        Typical Female Profile
              Age                                   16.34
              Race                                   Black          21        42%
                                                     Asian /         1         2%
                                                     Pacific Is.
                                                     White          22        44%
                                                     Native Am.      6        12%
              Population on Grounds                 50
              % from SE WI counties                 26% were from Dane County
                                                    18% were from Milwaukee
                                                    14% were from Kenosha
              Girls with Adjudications for          78% 1
              Assaultive Offenses on Record
              Most Common Offense                   Battery
              Resulting in Commitment
              Number of Counties Youth              22
              Committed From

                  1 female was a parent at the time of admission.
                  1 female was pregnant at the time of admission.
                  54% of females had crimes against persons listed as the most serious
                   committing offense.

1 JJIS Admitting Dialogue   Long

                                 Institution Programs

During the term of a youth’s supervision by the DJC, youth are engaged in a wide range
of programs and services that are designed to improve their basic academic skills,
decision-making and behavioral choices. Collectively, these programs are the means by
which youth are able to acquire skills that will enable them to live crime free lives.
Programs and services are fundamentally important since they are the “skill-building”
part of the Division’s three prong balanced approach to juvenile justice: balancing
public safety, youth accountability and skill building. Key Division programs are
summarized below.

Reception and Assessment

   The Reception Program conducts the initial assessment and evaluation on all
   new commitments. During this phase of a youth’s stay, the primary focus is on
   developing a working knowledge of the youth’s history in preparation for the
   initial meeting of the Joint Planning and Review Committee. This committee will
   determine the youth’s priority treatment needs. An Individual Case Plan is then
   developed which incorporates the results from numerous assessments, health
   and educational screenings, and family and community reports. Also, during
   reception arrangements are made to begin payment of court-ordered restitution.
   Copies of birth certificates and social security numbers are obtained for youth
   and they are oriented to the rules of the institution.

   Youth who have been committed to the Department of Corrections for direct
   placement in the Youth Corrective Sanctions Program and Cadet Achievement
   Program are also temporarily housed in the reception living unit pending final
   approval to transfer to these programs.

   Youth participate in educational programming daily and they complete a
   Lifework Education Assessment. Educational information assembled during
   reception will be used to begin the development of a Lifework Education Plan
   and portfolio for each youth.


   The school program is configured to serve the educational needs of youth ages
   ten to twenty-one who require middle school, high school, Exceptional Education,
   High School Equivalent Diploma, vocational or post secondary programming.
   Available courses vary from first grade to post-secondary levels, based on
   individual student achievement and aptitude assessments.

                              All of the instructors hold Department of Public
                              Instruction and/or VTAE certification in a variety of

                              Youth entering the institutions have
                              characteristically shown little academic success in
                              the past and have often missed out on large portions
                              of their education. With that in mind, youth are
                              assigned school programs based on their individual
   needs. Care is taken to appropriately place youth to foster academic success.

   Each student receives a minimum of 250 minutes of instruction per day to
   include math, English, social studies, science, careers, health and physical
   education. Credit is awarded each time a youth has
   demonstrated successful completion of 45 hours of
   study in a subject area. Letter grades are assigned based
   on performance measures and outcomes.

   All youth participate in the LifeWork Education Program
   which assists youth in understanding the connection
   between education and career development. LifeWork
   Education encompasses traditional academic classes,
   career exploration, development of soft skills
   (interviewing, writing resumes, etc.) as well as vocational training. The goal of
   LifeWork Education is to build a bridge between the juvenile justice system and
   the Wisconsin workforce development system.

Work Experience

   Youth have the opportunity to participate in work crews to gain job experience.
   Crews may work both on-grounds or outside of the institutions. Youth work
   crews are designed for education as part of the Work Education Experience
   Program (WEEP) and they are also used to maintain the facilities and grounds.

   Youth may work on general institution maintenance projects where they are
   assigned to the grounds to assist with grass cutting, trimming and snow
   removal. Some youth may work in the storeroom and assist with unloading
   trucks, packing material, and delivering supplies around
   the institution. Youth who are interested in working in
   the food service industry may be assigned to preparation
   and delivery of meals. Youth who are allowed to assist
   with work outside of the institution may help to harvest
   fruit and remove brush around the perimeter in order to
   maintain security. With each of these projects, youth are
   able to learn skills that will assist them to obtain
   employment upon release.


   The AODA Program is a primary treatment program specifically designed for
   polydrug addicted youth who have been unsuccessful in treatment, or who have
   not been appropriate for treatment in a less restrictive setting. The program is a
   minimum of 16 weeks in length and each week focuses on one of the following
   topics: addiction/abuse, cognitive behavior, social/coping skills, personal
   responsibility, communication, decision making, family dynamics, restorative
   justice, values clarification, self-discipline/accountability, positive lifestyle
   changes and relapse prevention. The program is cognitive-based and provides
   youth with information about how drugs and alcohol affect them physically,
   socially and mentally. It gives them an opportunity to look at the impact of
   substance abuse on themselves and others. An integral part of this program is
   teaching youth to take responsibility for their choices, make amends to those
   they have harmed and make regular payments on court-ordered restitution.

   The AODA treatment team also includes education staff, living unit staff, and
   others who all work together to provide opportunities for youth to learn and

Sex Offender Treatment

   The Sex Offender Treatment program includes two parts: a cognitive –
   behavioral skills curriculum and a CORE treatment component. Youth complete
   the behavioral skills curriculum called Enhanced Thinking Skills (ETS) first. This
   curriculum is designed to improve problem solving, decision-making,
   perspective-taking, and interpersonal skills. This portion of the program is also
   structured to engage youth in the treatment process and to familiarize them
   with being part of a treatment group. Upon completion of this curriculum, youth
   move into the group-based CORE Treatment Program that specifically addresses
   their sex offenses. The CORE component includes several modules that address
   issues common to sex offenders. The goals of CORE include work to reduce the
   youth’s denial and minimization of their behavior, to promote recognition of
   harm caused to victims, and to develop relapse prevention skills.

   A multi-disciplinary team consisting of psychologists, teachers, social workers,
   youth counselors, and program management staff provides treatment services
   on an individual and group basis. Family counseling is also offered.

Cognitive Intervention

   The Juvenile Cognitive Intervention Program (JCIP) is a three phase cognitive
   restructuring, skill building and relapse prevention curriculum designed to
   motivate participants to assume responsibility for changing their anti-social
   thinking and behaviors. During Phase I of the program which is called Choices,
   participants are asked to identify their particular cycle of thinking and to explore
   how their thinking supports criminal behavior. Phase II, Changes, teaches youth
   a five-step problem solving process that will help foster pro-social behaviors.
   The youth are expected to apply these concepts daily on the living units. Phase
   III, Challenges, is designed to carry the program into the community upon a
   youth’s release. Youth complete a self-paced booklet of lessons with the
   guidance of the assigned agent. Through these program phases, youth are given
   the opportunity to understand the impact of their crime on the victim, accept
   responsibility for their actions, and demonstrate new ways of behaving.

                               The program also includes a Families Count
                               component that acquaints parents and others with
                               basic concepts so that they are prepared to assist the
                               youth more effectively upon return to the
                               community. Because of the emphasis on personal
                               thinking cycles and development of problem-solving
                               skills, cognitive intervention programs are
                               consistently viewed as a key way to successfully
   intervene with high-risk youth.

                                          - 10 -
   According to the JCIP Completions Annual Report, the total number of youth
   who participated in Cognitive Intervention during 2005 is as follows:

                   Facility                Phase I ~ Choices         Phase II ~ Changes
           Southern Oaks Girls                     79                         70
           Ethan Allen School                     126                         87
           Lincoln Hills School                   115                         99
           MJTC                                    16                         6
           Total                                  336                        262
                                          Phase III ~ Changes
           Madison Unit                            11

Mental Health Services

   The Psychological Services Unit provides a variety of mental health services.
   Clinicians perform psychological evaluations of youth and they conduct
   individual, group and family therapy sessions. They make referrals for
   psychotropic medication, and provide consultation and training for staff. Any
   staff member may refer a youth for evaluation and/or therapy. These referrals
   may involve a variety of issues, such as a youth’s potential for violence, risk of
   suicidal behavior, and priority treatment needs. The Psychological Services Unit
   supplements treatment resources available to youth in their living unit.
   Individual psychotherapy is offered to those youth most in need of this type of
   treatment. A variety of group therapy opportunities, such as grief counseling,
   father’s group and anger management groups are offered throughout the
   institution. Family therapy may be offered for those parents who are willing and
   able to participate. When appropriate, psychologists make referrals to the
   consulting psychiatrist who may prescribe psychotropic medication if warranted.
   All services are coordinated by means of the case management process. The
   Psychological Services Unit also provides professional consultation to the
   institution through team meetings, program recommendations and committee
   involvement. In addition, the Psychological Services Unit provides professional
   development opportunities to the institution through staff in-service training.

   For youth with very serious mental health treatment needs, clinicians may refer
   them to the Mendota Juvenile Treatment Center (MJTC). Located on the grounds
   of the state Mendota Mental Health facility, this unique 29 bed program offers a
   variety of specialized treatment programs for youth with highly disruptive
   behavior and serious mental health needs. MJTC’s uniqueness derives from the
   fact that it is staffed and operated by the Department of Health and Family
   Services as a mental health facility, but it also employs DJC’s rules for a secure
   juvenile institution. Through this interagency collaboration and consultation,
   youth are able to receive highly specialized mental health treatment and

                                          - 11 -
Independent Living

   The Division of Juvenile Corrections (DJC) Independent Living (IL) Program
   serves a unique population of youth. All the youth in this program are
   adjudicated delinquents and have been incarcerated in juvenile correctional
   facilities. The youth are being released from the institution and often have a
   very difficult time getting acclimated back into society.

   In 2005, the IL Program served sixty-one youth. The majority of participants
   were male (54), the remaining seven were females. Twenty-two of the IL
   participants received an HSED. One youth was proud to obtain
   his driver’s license.

   The Division of Juvenile Corrections (DJC) Independent Living
   (IL) Program is based on the principles of community
   networking and youth empowerment. The IL Program’s
   philosophy encompasses the belief that youth can be successful
   with the support of individuals and agencies within their
   neighborhoods and communities.

   All youth in the IL Program are offered services varying from assistance finding
   employment to independent living skills training to locating affordable
   apartment furnishings.

Cultural Awareness

   Each institution provides programs and services for a culturally diverse
   population. These programs are designed to help youth better understand their
   heritage and how this impacts their interaction with others. Programs are also
   designed with the intent to expose youth to other cultures, traditions and
   customs. Youth of all ages are encouraged to participate and all programs are
   open-ended. Services are available through the efforts of volunteers, contracted
   individuals and linkages with various community-based organizations.

   Lincoln Hills School contracts with the Great Lakes Inter-
   Tribal Council to provide services that involve youth in
   Native American cultural events, history, spiritual life
   classes and Native American skills and crafts. Staff also
   receive training on Native American concerns.

   Additionally, Lincoln Hills School sponsors a program that
   provides transportation to family members of urban
   youth. Visits to the institution are scheduled monthly.
   Through these visits, family ties are maintained and
   reunification plans are explored.

                                          - 12 -
Short Term Programs

   The Cadet Achievement Program (CAP) is a challenging short-term, high-impact,
   cost-efficient, voluntary 90-day program. It utilizes a developmental military
   model to create a positive “achievement” oriented environment. Structured
   programming exists daily from 6:00am to 9:30pm. All youth are involved in
                                     daily physical training regimens, manual labor
                                     (cutting / splitting firewood), a full educational
                                     program, and treatment and experiential
                                     education groups. During the final one-third of
                                     the program, the treatment focus shifts to
                                     independent living skills, restorative justice and
                                     victim awareness issues. In this transitional
                                     phase all youth are afforded the opportunity to
                                     be involved in off-grounds community service
                                     work projects. Youth must enter CAP with a
   pre-determined transition plan for a period of at least 45 to 60 days of either
   state or county supervision.

   The intent of CAP is to prepare youth for successful family and community
   reintegration by building on their educational achievements, internal discipline,
   personal competencies, and enhanced self-esteem.

Transition Services

   On November 1, 2005, all youth began to receive a three-phase, best practice
   model of re-entry services. The goal is to better prepare youth as they move
   back to their home communities from correctional institutions. The cornerstone
   of the model is a structured 90-day Transition Phase that includes collaborative
   Transition Team meetings and reach-in services designed to connect youth with
   service providers and informal support systems in their home communities. See
   Special Initiatives outlined on page 21 for further details on the re-entry

Victim Services

   The Division has incorporated the principles of
   Restorative Justice and Victim Awareness through a
   variety of activities and programming. These efforts are
   victim-centered responses to crime that provide an
   opportunity for those most directly affected by crime (the
   victim, their families, the youth and their families, and
   representatives of the community) to be directly involved
   in responding to the harm caused by the crime.

   What DJC does to directly serve victims:

    Restitution -- The DJC restitution and debt collection policy ensures
   compensation to victims of their crime. Youth are expected to pay all debts
   including surcharges, victim restitution and court ordered financial obligations.
   The funds used to pay youth debt include 50% of the youth’s weekly allowance,
   all funds earned at the JCI for work, and all social security benefits deposited in
   a youth’s account. In 2005, youth in the JCIs paid about $27,000 in victim
   restitution and about $6,700 in victim/witness surcharges.

                                          - 13 -
When youth are returned to the community, they are expected to find work and
continue to pay on their court ordered restitution. Youth on state aftercare
supervision in the two Field Regions (Northwest and Southeast) paid a total of
$11,419 in restitution. Total restitution including surcharges paid by youth in
the institutions and field during 2005 was $45,119.

 Information – Victims can register to receive updates about the location and
status of the youth who offended against them. Notification letters are sent
prior to a youth’s release to the community, and when his/her supervision is
about to terminate.

 Participation – Victims can make a statement to the Office of Juvenile Offender
Review (OJOR) about how the youth’s offenses affected them and their families,
and what they would like to see happen as a result of the youth’s placement in a
JCI. The statement is read by the OJOR Director and the assigned Juvenile
Review and Release Specialist so that it may be incorporated into planning and
release decisions.

 Mediation – At the victim’s request, DJC staff will initiate or help support a
victim-offender conference, which generally takes place after the youth has been
released to the community.

What DJC does to promote victim awareness:

 Victim Impact Program (VIP) is a program within the JCIs that specifically
focuses on victim issues. VIP offers a curriculum that emphasizes victim rights
and creates an awareness of the harmful effects of crime. In 2005, 264 youth
participated in VIP. The curriculum contains 14 lessons dealing with a variety of
crimes such as homicide, sexual assault, and property crime.

Resources utilized for VIP include the Victim Impact curriculum authored by
Mothers Against Drunk Driving, the federal Office for Victims of Crime, and the
California Youth Authority. Speakers from the community are scheduled to
share their stories of victimization and survival, and law enforcement,
physicians, and insurance professionals speak on the impact of crime on the

Restorative justice in DJC:

 Community service -- Youth in facilities and those on field supervision
routinely participate in projects that allow them to give back to the community.
A few examples include contributing to fund-raising walks, making toys and
blankets to donate to local organizations, maintaining hiking trails and growing
produce for food pantries.

                          Youth are also required to complete community
                          service as a condition of their supervision. Community
                          service projects include work at food and clothing
                          banks, on trail maintenance and park and street clean-
                          up projects. During 2005, youth on supervision in
                          both the Northwest and Southeast Regions completed
                          a total of 5,970 hours of community service.

                                      - 14 -
How DJC coordinates its services to victims and restorative justice programs:

The DJC Victim Services Committee is chaired by the OJOR Director.
Representatives from each institution, the field and OJOR are on the committee,
along with a staff member from the Department’s Office of Victim Services and
Programs. At committee meetings, representatives share ideas and outcomes,
plan joint projects and coordinate efforts. For example, each year activities are
planned for Victim Awareness Week.

                                      - 15 -
                               Transitional Programs


  The SPRITE program, whose acronym means Support, Pride, Respect, Initiative,
  Teamwork, and Education, is an intensive, experiential education
  program for males that is offered each month. The program
  consists of five phases that are designed to actively engage youth in
  positive challenges which will teach them responsibility, problem
  solving and daily living skills. The phases of teambuilding, rock
  climbing, wilderness expeditions, community service and urban
  integration build on each other sequentially and focus on issues
  such as trust, accountability, employability, and building a positive
  future vision. Projects are designed to have youth give back to the
  community and to help them acquire basic work skills. Projects
  include trail building and restoration, work at food pantries,
  conservation projects, painting projects among others.

  During 2005, 121 youth participated in the SPRITE program. These 121 youth
  completed a total of 3,680 hours of community service.

  The program accepts youth in two ways: as referrals directly from counties, and
  from the juvenile institutions as youth are about to transition to the community.
  In this way, SPRITE functions uniquely to both prevent youth from likely
  placements in juvenile institutions, and to also strengthen a youth’s preparation
  for a successful return to the community after a correctional placement.

  Also, SPRITE staff facilitates an on-grounds experiential education program for
  young women at Southern Oaks Girls School. It is called the “Outback Program”
  and it runs for four days.

  Founded in 1978, SPRITE is one of the Division's longest standing programs.
  Since its inception, it has served over 3,600 youth.

                                        - 16 -
                            Office of Juvenile Offender Review

The Office of Juvenile Offender Review (OJOR) is the entity with the legal authority to
release youth from confinement in a Wisconsin Juvenile Correctional Institution. The
OJOR staff, known as Juvenile Review and Release Specialists, are stationed at Ethan
Allen School, Lincoln Hills School, and Southern Oaks Girls School. They convene a Joint
Planning and Review Committee (JPRC) meeting for every youth committed to a JCI. The
JPRC consists of the OJOR reviewer, the institution social worker, and the state agent or
county aftercare provider. Also, the youth and the youth’s parents are invited to attend
each formal meeting of the JPRC.

Within 28 to 35 days after a youth is admitted to a JCI, OJOR convenes an initial JPRC
meeting. Based on the JPRC recommendation, the assigned reviewer determines each
youth’s individual goals, case plan, treatment/placement and tentative release plan. The
OJOR staff also review victim impact statements, and consider victim issues in setting
youth goals and case plans.

OJOR continues to convene the JPRC for formal meetings every 180 days, and the
reviewer meets with youth informally every 90 days. When a youth has achieved her/his
program goals, OJOR places the youth in the Transition Phase approximately 90 days
before the youth’s planned release from the correctional institution. The youth is made
eligible for release to a particular type of setting and a community supervision plan is
requested that addresses ongoing needs for public safety, youth accountability and
helping youth to gain skills for responsible living.

Other duties of OJOR are to work with institution Sexually Violent Person Committees to
determine if juvenile sex offenders should be referred for prosecution under Chapter
980; and to screen youth recommended by county agencies and courts for placement in
the institutions’ short-term programs.

In 2005, the five OJOR staff performed over 3,300 reviews of delinquent youth,
including 669 initial reviews, 1,258 formal JPRC sessions, 596 informal reviews and 796
paper reviews. In the same year, OJOR released youth to the following locations:

               Corrective Sanctions Program                 318        48.9%
               Parental home – regular aftercare            143        22.0%
               Residential care center (Type 2)              96        14.8%
               Other alternate care (foster/group
               home)                                         80       12.3%
               Relative home – regular aftercare             13        2.0%
               Total                                        650      100.0%

As a result of the Division’s focus on effective transition of youth to the community
from juvenile institutions and more work with families, fewer youth entered alternate
care placements upon release. During 2005, 27% of youth were released to alternate
care placements compared to as high as 40% in 1994.

                                          - 17 -
                                   Community Supervision

Supervision of youth upon their return to the community is provided through two
regional offices (Northwest and Southeast) for those youth on state aftercare. By statute,
counties may elect to provide their own aftercare services or they may contract with the
Division to provide the services. One exception is for youth committed as Serious
Juvenile Offenders where DJC provides all post-release services. Currently, 23 counties
contract with DJC for aftercare. The main goal of the field staff over the past year has
been to coordinate with institution staff and community service providers to fully
implement the Division’s Re-Entry Initiative. Additional steps and procedures were
required of field staff as youth moved through a 90-day structured Transition Phase
into the community.

The Northwest and Southeast Field regions extend across the state and include eight
local offices which are staffed to serve youth in their respective areas. Direct service
staff includes agents, youth counselors, program support staff, and supervisors.
Contracts are also issued to various providers to offer youth specialized follow-up
treatment services.

Community supervision has a two-fold function:

    To provide a youth with the opportunity to meet his or her individual treatment,
     education, vocational, and daily living needs in order to support successful re-
     integration into the community.
    To monitor the youth’s level of risk to the community and use appropriate control
     and disciplinary procedures when needed to protect the community.

Field staff provides supervision to youth under three broad categories of service
including Aftercare, Corrective Sanctions Program (CSP) and Interstate Compact.


   The mission of the Division’s Aftercare program is to successfully transition
   youth to the community from secure juvenile correctional institutions, and
   through structured supervision programs and partnerships with others, help
   youth to live crime-free while protecting public safety.

   The state has provided Aftercare supervision for delinquent youth since 1959.
   Aftercare designates a special status of youth who have been released to the
   community by the Office of Juvenile Offender Review. They are subject to
   formal revocation procedures.

   Youth on supervision in the community receive:

      Individual case planning
      Liaison services with counties
      Re-Integration / Transitional Services
      Victim services

                                            - 18 -
   Depending on a youth's individual strengths, needs, or obligations, he or she
   might participate in:

    Academic education &/or vocational programs
    Alcohol and Other Drug Abuse prevention programs
    Cognitive Intervention programming
    Community service projects & payment of restitution
    Improving social and independent living skills
    Individual & family counseling
    In-home electronic monitoring*
    LifeWork Education including the use of the community school system or local
    Sex Offender treatment
    Transition Success Center (school located at the Milwaukee office)

   *In-Home electronic monitoring typically is used for youth placed in the
    Corrective Sanctions Program discussed below.

Corrective Sanctions

   The Corrective Sanctions Program (CSP) originally developed in 1994 combines
   both intensive services and electronic surveillance of youth; a combination
   known to be effective as high-risk youth move back to the community. Youth in
   the program are on institutional status (institution without walls concept) which
   allows greater flexibility and quickness in responding to youth behaviors. CSP
   uses a level system that gradually reduces the frequency of contacts with staff as
   the youth becomes stabilized in the community. The program offers incentives
   for positive behavior and sanctions for negative behavior. Youth accepted for the
   program reside with their parent(s), another family member or other appropriate
   adult who will provide daily supervision of the youth and work with program
   staff to enable the youth to be successful in the community. Youth are initially
   placed on electronic monitoring and must follow a strict schedule seven days a
   week. They are expected to continue programming that was started in the
   institution. During the Transition Phase important connections are made to
   community treatment providers, educational resources, employers, and others
   who will work with the youth to address ongoing treatment needs.

   One goal of the CSP is to shorten the length of time a youth spends in an
   institution. This is possible through a program provision called “direct
   commitment.” Upon prior consultation and agreement between the county,
   Division staff, and the committing court, youth may be placed at the institution
   for about 35 days until completion of an initial assessment and evaluation and
   case planning conference. If all parties are in agreement, then the youth is
   transferred home on CSP supervision.

   All community supervision offices have CSP staff. The largest program is in
   Milwaukee which also operates a day report center and alternative school for
   youth. CSP supervision is available statewide, and by special request to counties
   that provide their own aftercare services.

                                         - 19 -
Interstate Compact

   The Interstate Compact on Juveniles was written in 1955. It is law in all 50
   states, the Virgin Islands and Guam. The Supreme Court has ruled it “special
   legislation.” It has the force and effect of federal law. The compact provides
   authority to the compact administrators in the party states to promulgate rules
   to better carry out the terms of the compact. The Association of Juvenile
   Compact Administrators was created for this purpose. The AJCA meets twice
   each year for training, problem solving and rule-making.

   The Interstate Compact on Juveniles allows for the transfer of a juvenile’s court-
   ordered supervision to and from the compact states, and it provides a
   mechanism to return juveniles who have fled their state of jurisdiction. During
   2005, the Wisconsin ICJ office processed 256 probationers, 54 parolees, and 80
   runaways, escapees, absconders, or fugitives. These youth moved either into or
   out of the state of Wisconsin.

                                         - 20 -
                                 Special 2005 Initiatives

Going Home Re-entry Initiative

   During 2005, Division staff worked hard to implement new re-entry practices
   and procedures that were derived from over three years of pilot experience with
   the “Serious and Violent Offender Re-Entry Initiative.” In 2002, the Division
   received a two million dollar grant from the U.S. Department of Justice in
   partnership with the U. S. Departments of Housing and Urban Development,
   Labor, and Health and Human Services, to test pilot a re-entry model for youth as
   they leave juvenile institutions. The work was guided by a team of national
   experts and two local advisory committees in Brown and Milwaukee counties
   where the pilot occurred.

   The goal of the grant was to test a three-phase Re-Entry model designed to assist
   youth, their families, and staff of DJC and other supporting agencies to
   adequately prepare and move youth from correctional facilities back to the
   community more successfully. The first phase, Institution, begins with the
   reception and assessment process at a juvenile institution. The second phase,
   Transition, begins about three months prior to a youth’s departure from the
   institution, and bridges the first three months of the youth’s time in the
   community. The third phase, Stabilization, continues for about six to nine
   months while the youth is on community supervision. The goal was to move
   youth through these phases with minimal disruption of services and

   During the grant period, the Going Home project served 122 youth from Brown
   and Milwaukee counties.

   The cornerstone of the Re-Entry Initiative was the incorporation of a structured
   90-day Transition Phase into the stay for all youth. This change became effective
   on November 1, 2005. The Transition Phase focuses on specific steps that will
   promote continuity of programming for youth and bridge them to other
   placements or directly back to their home community. It includes Transition
   Team meetings and reach-in services designed to introduce youth to service
   providers and informal support systems prior to their departure from
   correctional institutions. By making these early linkages with service providers
   and others, youth will be better prepared when they return to the community.

   As a part of the grant implementation work, numerous case management
   policies and procedures were reviewed and revised based on best practice
   recommendations. Two days of comprehensive training were provided to all
   staff. The Re-Entry Initiative represents the best of what is possible with large
   federal grants; namely lasting system changes that are designed to improve
   services and outcomes for youth. In the following months, procedures and steps
   will continue to be modified and refined as the new system is strengthened even

                                          - 21 -
Sex Offender Treatment and Supervision Initiative

   Since the initial receipt of a $50,000 federal planning grant from the Center for
   Sex Offender Management (CSOM) in 2001, the Division has continued to foster
   improvements in how juvenile sex offenders are treated and supervised in the
   state. As a part of the planning grant, a statewide steering committee was
   formed to gather information, determine service needs and gaps, and guide the
   work to make improvements both within the Division and at the local level.

   At the conclusion of the planning process, an implementation grant was
   submitted to CSOM. In 2003, the Division was awarded $250,000 to carry-out
   five objectives: (1) develop a state – of – the art sex offender treatment and
   supervision curriculum (2) train both county and state staff (3) coordinate the
   start-up of Wisconsin ATSA (Association for the Treatment of Sexual Abusers)
   Chapter (4) create a 90-day transition phase for sex offenders (5) and to provide
   direct services to sex offenders over age 18 as they entered the community.

   Training on “Best Practice” methods of treating and supervising sex offenders
   was successfully delivered to over 300 county staff in the fall of 2004 and spring
   of 2005. Division staff were trained in late 2005. Comprehensive resource
   manuals were distributed to everyone who participated in the training.

   After completion of staff training, the Division’s case management procedures
   were modified and a 90-day transition phase was implemented for all youth
   including sex offenders. The new procedures included steps to tighten
   supervision of sex offenders in the community.

   Through technical assistance provided by CSOM throughout the project, and the
   collaboration between counties and the Division, significant improvements were
   made in how staff supervise and treat sex offenders. The specialized training
   enabled staff gain valuable information, and to better implement their roles in
   effectively treating and supervising sex offenders.

                                         - 22 -
                    Special Funding for Community Based Services

Community Intervention Program (CIP) Summary and County Allocations for SFY 2005

The Department of Corrections is authorized to allocate $3,750,000 in General Purpose
Revenue on a state fiscal year basis to counties for early intervention services to first-
time juvenile offenders and intensive community-based intervention services for
seriously chronic offenders. A statutory formula allocates grant funds based on each
county’s proportion of the statewide total of juvenile arrests for Part I violent offenses,
placements of juveniles in state secured correctional facilities, and juvenile arrests for
Part I offenses. To obtain funding, counties must submit plans for approval by the
state, including measurable objectives for their programs. At the end of the grant
period, counties must evaluate their programs and report the results to the Department.

To convey an understanding of how counties allocate their money, two programs are
highlighted below. One program receives a larger amount of CIP funding, while the
other county program receives a smaller amount of funding.

Dunn County uses their CIP allocation for their Intensive Supervision Program. This 90-
day program, called Status, is a non-statutory intensive supervision program that serves
adjudicated JIPS and delinquent youth with a special emphasis on school attendance.
Dunn County’s Truancy Court regularly orders truant youth into the program. Services
for the juveniles include a wide range of responses and supervision from mentoring to
day supervision on site at Positive Alternatives, and are focused on individual needs of
the client. Thirty-three clients (17 males and 16 females) were referred to the program
for a range of delinquent and status offenses. A full-time STATUS Coordinator was able
to be hired for the program. As a result, the program has seen more stability and
program oversight. The STATUS Program continues to be a critical service available to
juvenile supervision staff to assist youth and hold them accountable.

Waukesha County uses their allocation from CIP funds for victim offender mediation,
electronic monitoring and their Intensive Supervision Program. This county continues
its effective programming focused on restorative justice in the juvenile justice system.
Fifty-one first time offenders and serious chronic offenders completed victim-offender
mediation, and 54 cases remain pending at the time of evaluation. Of the 51 cases that
completed the mediation, 92.2% were successfully closed with an agreement between
the victim and offender. Twenty-six offenders were supervised in their homes under
electronic monitoring as an alternative to secure detention or other out of home
placement, or as a condition of aftercare. The Intensive Supervision Program served 55
youth with the goal of placement prevention, competency building, and accountability
measures. Ninety-eight percent of the youth were successfully maintained in the

                                          - 23 -
              CIP Funding for State Fiscal Year 2005

                  SFY 2005                             SFY 2005
   County                                  County
                  Allocation                           Allocation
Adams                  $1,730            Marathon         $79,570
Ashland               $10,880            Marinette        $18,330
Barron                $22,030            Marquette         $5,040
Bayfield               $4,320            Menominee        $16,370
Brown               $116,810             Milwaukee     $1,490,140
Buffalo                $3,310            Monroe           $28,790
Burnett                $5,690            Oneida           $20,340
Calumet                $5,470            Outagamie        $98,360
Chippewa              $27,890            Ozaukee          $19,800
Clark                  $8,940            Pierce           $10,280
Columbia              $18,590            Polk             $18,310
Crawford               $6,120            Portage          $30,130
Dane                $256,520             Price             $5,500
Dodge                 $30,970            Racine          $168,520
Door                   $3,320            Richland          $7,840
Douglas               $11,800            Rock            $123,980
Dunn                  $14,670            Rusk             $10,750
Eau Claire            $63,600            St. Croix        $11,990
Fond du Lac           $30,350            Sauk             $26,630
Forest                 $5,000            Sawyer            $9,660
Grant                  $9,620            Shawano          $28,080
Green                 $18,970            Sheboygan        $72,950
Green Lake             $5,730            Taylor            $5,070
Iowa                   $7,690            Trempealeau      $11,950
Jackson               $11,690            Vernon            $2,100
Jefferson             $58,780            Vilas             $9,720
Juneau                 $7,260            Walworth         $55,380
Kenosha             $123,330             Washburn          $7,190
Kewaunee              $10,130            Washington       $48,090
La Crosse             $71,510            Waukesha         $93,060
Lafayette              $2,060            Waupaca          $16,950
Langlade              $14,030            Waushara          $6,110
Lincoln               $21,240            Winnebago        $85,640
Manitowoc             $66,330            Wood             $29,580

                                - 24 -
                                     Outcome Data

In an ongoing effort to monitor the effectiveness of its programs and to make
continuous improvements, the Division tracks on several outcome measures. The
educational outcomes listed below were derived from both fiscal year and calendar year
information as noted.

Educational Outcomes

       Graduation/HSED Data:
                                       Middle       High
                                      School *    School *    HSED **
                   2005    EAS           35          4          59
                           LHS           30          6          42
                           SOGS          9           0          11

       Source: JJIS * Calendar Year 05 data. ** Fiscal Year 05 data

       Credits Earned:

                                                                  FY 2005
                          High School Credits Earned                    848.00
                          Average Daily Population (ADP)                321.00
                          Credits per Youth                               2.64

                          High School Credits Earned                    833.00
                          Average Daily Population                      257.00
                          Credits per Youth                               3.24

                          Credits Earned                                184.00
                          Average Daily Population                       48.00
                          Credits per Youth                               3.83

       Source: JJIS

                                         - 25 -
                          Educational Outcome and Progress Data

                                 Total Youth         Making
                                   Served           Progress*   Percent
                 Reading             433              359       82.91%
                 Mathematics         471              412       87.47%
                 Writing             234              184       78.63%

                 Reading             355              263       74.08%
                 Mathematics         390              269       68.97%
                 Writing             247              87        35.22%

                 Reading             97                77       79.38%
                 Mathematics         97                82       84.54%
                 Writing             97                97       100.00%

   Source: Title I-D Subpart 1, Evaluation Summary – Fiscal Year 2005

   *“Making Progress” is defined as an improvement in grade level as a result of
   comparison between testing at admission and the most recent test administered.
   Youth who enter an institution tend to be several grade levels behind their peers
   in both reading and math. During their stay, youth have proven their ability to
   raise both reading and math scores. The table above shows that 82.91% of the
   males at EAS improved their reading skills. At SOGS, 79.38% of the females
   raised their reading grade level.

Juvenile Cognitive Intervention Program (JCIP) Outcomes

   The JCIP curriculum includes an integrated evaluation component that uses
   three measures to examine the effectiveness of the program: (1) A standardized
   testing tool called the HIT (How I Think) Questionnaire, (2) Behavioral change
   assessment and (3) Curriculum test scores.

   The HIT questionnaire is a nationally normed tool which assesses a youth’s
   distorted thinking patterns that are known to be related to delinquent behavior.
   Youth are asked to select a response from a scale of options that best fits them.
   The choices range from disagree strongly to agree strongly with gradations in
   between. Examples of statements include the following: “When I get mad, I
   don’t care who gets hurt,” and “If someone leaves a car unlocked, they are asking
   to have it stolen.” The HIT is administered as a pre/post test measure. The
   most current analysis of scores of 114 youth showed that 94% of the group had
   improved post-test scores. The post test scores fell in the non-clinical range
   which means the youth’s thinking was less characteristic of typical anti-social
   delinquent youth.

   To measure behavior change of youth, the JCIP uses the Institutional Behavioral
   Rating Form, or IBRF. This tool is completed by staff and it is designed to
   objectively gauge a youth’s improvement in behavior on a day to day basis.
   Twenty items are scored by staff such as teachers, youth counselors, and social
   workers as they observe the youth in interactions with peers and others across

                                           - 26 -
   the institution. Behaviors such as “accepts corrective comments,” and “takes
   responsibility for actions” are ranked on a scale. Of the 114 youth recently
   studied, 89% were rated as showing improvement in their behavior.

   Lastly, the youth’s final test scores on the JCIP phases are analyzed to determine
   their understanding of the material. Of the 336 youth who completed Phase 1 of
   the program during 2005, 83% passed. Phase 2 scores were slightly better with
   88% of 262 youth showing passing scores. Taken together, these three measures
   of a youth’s progress in JCIP have demonstrated significant improvement in their
   thinking, daily behaviors, and in understanding of key concepts in the material.


   The Division of Juvenile Corrections tracks the recidivism of youth released from
   the institutions as a way to gauge progress on its work to hold youth
   accountable, build their skills and to protect the safety of the general public.
   Correctional recidivism is defined as:

      Placement in a Wisconsin JCI as a consequence for a new delinquency
       adjudication after being released and/or
      Placement in a Wisconsin prison for either a new criminal offense or an adult
       probation rule violation after being released from a JCI.
      Youth convicted on an adult charge while still placed in a JCI.

   The definition does not include youth who are arrested and placed on probation
   or in jail, and youth returned to a JCI for rules violations only.

   The Division determines recidivism rates at both the two and four year points
   following a youth’s release. Given these follow-up time periods, the most
   current recidivism rates are listed below. As shown throughout the tables,
   female recidivism is considerably lower than the recidivism rate of males.

            Overall Recidivism Rates within DJC with a Two Year Follow Up*
Release Year Overall Recidivism Rate Male Recidivism Rate Female Recidivism Rate
    2000               18.3%                  19.7%                  7.7%
    2001               17.5%                  18.8%                  7.4%
    2002               18.8%                  20.5%                  7.1%
    2003               13.8%                  14.5%                  8.5%

            Overall Recidivism Rates within DJC with a Four Year Follow Up
Release Year Overall Recidivism Rate Male Recidivism Rate Female Recidivism Rate
    2000              37.1%                   40.7%                   9.9%
    2001              31.3%                   34.4%                   7.4%

   Due to varying definitions and follow-up periods, it is difficult to compare
   recidivism between states. Nonetheless, it appears that Wisconsin is doing well
   in helping youth to avoid re-incarceration in the two years after release, when
   measured against several other states. Wisconsin’s most recent 2-year
   recidivism rate of 13.8% for 2003 releases appears to be one of the lowest rates
   in the United States. The figures on the following page have been supplied by
   the State of Arizona.

   *Source: JJIS, 2006.

                                         - 27 -
        Recidivism (Return to Custody) by Length of Follow-Up and Jurisdiction
                               State           24 month
                          Arizona1           38%
                          Maryland2          44%
                          Ohio3              43%
                          Virginia4          42%
                          Wisconsin          14%
            1.   Any return to ADJC as a result of a new offense or a parole violation, or sentenced to
                 the Department of Corrections.
            2.   Either recommitted to a juvenile residential placement or incarcerated as an adult.
            3.   Any return to Ohio Department of Youth Services because of a new felony offense or
                 parole revocation or sentenced to the adult prison system.
            4.   Reincarceration to a juvenile correctional center, to the (adult) DOC or a local jail.

       As shown in the notes above, there is no consistent definition for reporting
       recidivism data. Given this limitation, many state juvenile operations including
       Wisconsin, report on other measures that track positive outcomes of youth.
       These include items such as basic education and grade level achievement, the
       amount of restitution paid, and the number of community service hours
       completed by youth.

Victim Restitution and Community Service Hours

   In 2005, youth in the JCIs paid about $27,000 in victim restitution and about
   $6,700 in victim/witness surcharge fees. Also, 264 youth participated in the
   Victim Impact Program (VIP) as described on page 14.

   Youth who were on supervision in the community paid $11,419 in restitution
   during 2005. The total amount of restitution paid by youth across the Division
   was $45,119. Additionally, youth on supervision completed approximately
   5,970 hours of community service, and young men enrolled in the SPRITE
   program completed a total of 3,680 hours of community service during 2005.

   Community service projects entail experiences such as Arbor Day clean-up, work
   at various food and clothing banks, and special event assistance. For example,
   Milwaukee youth assisted with the set-up for the community’s Breast Cancer
   Prevention Walk.

   Payment of restitution to victims and performance of community service are two
   important ways that youth are held accountable for their crimes. As a part of
   the balanced and restorative justice approach, youth learn how their behavior
   harms both individuals and communities.

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                                                Our Budget

The Division of Juvenile Corrections administers the Community Youth and Family Aids
program, known as Youth Aids (YA). Through this funding mechanism which was
created in 1980-81, the Governor and legislature determine the amount of money
available for delinquency services in the state. Each county receives an allocation for its
delinquency programs and services based on a longstanding formula. Counties YA
allocations are charged for correctional placements and aftercare services if they are
provided by DJC.

The monies available through YA to counties have not keep pace with the cost of needed
services at the local level. Counties have been using other funding sources such as local
tax revenue for many years to support a continuum of delinquency services. The
portion of a county’s delinquency services funded through YA has declined steadily over
the past several years. For state fiscal year ’06 which ran from July 1, 2005 through June
30, 2006, the YA allocation to counties totaled approximately $88 million.

The revenue sources to operate DJC include Program Revenue, General Purpose Revenue
(GPR) and Grants. As the pie chart indicates below, GPR includes the YA allocation to
counties of approximately $88 million.
                                               DJC Revenues

                33%                                                 GPR - 64% - $110,988,800.00

                                                                    Program Revenues - 33% -
                                                                    GRANTS - 3% - $6,051,300.00


GPR includes the youth aids allocation by the legislature of approximately $88 million.

                                                       DJC Expenses
                                                 SF 06 Ending June 30, 2006

                                   Community Programs          General Administration
                                         6%                             1%


          Serious Juvenile Offender 8%

Institution Operations include SPRITE, MJTC, SOGS, EAS, LHS, utilities, food, health services and maintenance.

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