Wisconsin Department of Corrections
Division of Juvenile Corrections
Wisconsin Division of Juvenile Corrections
3099 E Washington Avenue
PO Box 8930
Madison, WI 53708 – 8930
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
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
Charles Tubbs Silvia Jackson
Administrator Assistant Administrator
Division of Juvenile Corrections Division of Juvenile Corrections
Wisconsin Division of Juvenile Corrections
The Division of Juvenile Corrections will reduce delinquent behavior and restore a sense
of safety to victims and the community.
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.
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
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
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
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
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
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
Fiscal Year Institution ADP
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.
Profile of a Typical Male in a Juvenile Correctional Institution
(On June 30, 2005)
Typical Male Profile
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
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
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
Race Black 21 42%
Asian / 1 2%
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
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
1 JJIS Admitting Dialogue Long
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
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.
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.
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 -
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
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.
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
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
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 -
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.
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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.
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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
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
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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.
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.
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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.
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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
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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.
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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
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CIP Funding for State Fiscal Year 2005
SFY 2005 SFY 2005
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
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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.
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
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
- 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
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.
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Recidivism (Return to Custody) by Length of Follow-Up and Jurisdiction
State 24 month
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
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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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.
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.
SF 06 Ending June 30, 2006
Community Programs General Administration
Serious Juvenile Offender 8%
Institution Operations include SPRITE, MJTC, SOGS, EAS, LHS, utilities, food, health services and maintenance.
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