Presentation on theme: "The Real Costs and Benefits of Change: Finding Opportunities for Reform During Difficult Fiscal Times Presentation by the National Juvenile Justice Network."— Presentation transcript:
The Real Costs and Benefits of Change: Finding Opportunities for Reform During Difficult Fiscal Times Presentation by the National Juvenile Justice Network September 22, 2010
About Enhances the capacity of state-based juvenile justice coalitions and organizations to press for state and federal laws, policies and practices that are fair, equitable and developmentally appropriate for all children, youth and families involved in, or at risk of becoming involved in, the justice system.
“The Real Costs and Benefits of Change” Developed by NJJN committee Examples from states across the country, including NJJN member states: –Oregon –Wisconsin –Illinois –Ohio –Rhode Island –New York –California
Presenters Annie Balck Deputy Director for Policy and Programs, NJJN Jim Moeser Deputy Director, Wisconsin Council on Children and Families Beth Colgan Managing Attorney, Institutions Project, Columbia Legal Services, Seattle, WA
Themes Realign/reduce spending without sacrificing effective and developmentally appropriate programs Use the fiscal crisis as an opportunity to downsize/close facilities
Key Concepts Ideas for how to spend existing money more wisely Ideas for how to persuade people to spend money more wisely What research supports these paths forward
Substantive Strategies to Spend Existing Money More Wisely 1.Employ a fiscal realignment model 2.Use downsizing as a means to create a new revenue stream 3.Seek administrative or legislative evaluations of existing institutions and programs 4.Redirect funding from adult corrections to progressive youth programming
1. Employ a Fiscal Realignment Model Provide local jurisdictions with financial incentives to keep youth out of state facilities Encourage localities to treat young offenders through community- and evidence-based programs rather than simply to lock them up in state-funded institutions
Began in the early 1980s. Legislative reforms redirected funding from the state Department of Health and Human Services to the counties to diminish the reliance on state commitments. Between 1997 and 2006, Wisconsin saw a 46% drop in property offenses, a 52% drop in drug offenses, and a 31% drop in the population of committed youth. Since then, crime continues to drop, and as of now (2010), there has been a 56% drop in committed youth. Wisconsin’s Youth Aids Program
Youth Aids in Wisconsin Wisconsin has 73 juvenile justice systems – 72 counties and a state system Youth Aids to counties is largely determined based on a formula, with some “supplemental” allocations The county has to “buy” state juvenile correctional services based on a “daily rate” Costs were linked to aid until 1996 Placements in juvenile correctional institutions have continued to decline –56% from 1997 to now About 50% of all jj expenditures are covered by Youth Aids
Youth Aids in Wisconsin: Lessons Learned Good Practice Policy = Good Fiscal Policy = Good Politics – creating a “win-win” There is a “tipping point” –Adoption of alternatives varied across counties –The “ouch” factor –The line between incentives and “penalties” Size matters $ doesn’t mean everyone plays well together
RECLAIM Ohio Created in 1993. Gives counties a fixed allocation from the state based upon a four-year average of felony adjudications. –Higher crime rates = more $ –$ is tied to a reduction in proportion to amount of DYS bed space each county used in the previous year. Since RECLAIM’s enactment, the number of youth committed to secure state facilities has fallen 42%, the DYS institutional average daily population has decreased from 2,121 in 1993 to 1,077 in January 2010, and DYS estimates that the state saves between $11 and $45 in commitment and processing costs for every dollar it spends on RECLAIM.
Redeploy Illinois Began in 2004; now a permanent statewide program. Counties agree to cut the number of juveniles they send to state juvenile prisons by at least 25% below the average of the previous three years. In return, the state reimburses the counties for funds they spend managing the adjudicated youth locally. Over the first three years, Redeploy sites diverted 382 youth from commitment, lowered the number of commitments by an average of 51%, and saved $18.7 million.
2. Use Downsizing as a Means to Create a New Revenue Stream Rhode Island –Legislative cap limits the population of the Rhode Island Training School to a maximum of 160 youth (148 boys and 12 girls). –Refers adjudicated youth nearing the end of their sentences to the reclassification board for a determination of whether each youth is able to safely return to his or her community prior to sentence completion. Counts fell from 1,122 in 2007 to 1,084 in 2008 to 937 in 2009. Half of the savings was to be invested in community-based alternatives to detention and incarceration and the other half was to be returned to the Rhode Island general fund to help close the state’s budget gap.
Multnomah County (Portland), OR Ceased to need some of its detention beds for its own juvenile detention population; reduced its daily detention population from 80 youth to 20 over the past decade through the use of juvenile detention alternatives. –Rents a number of beds from its detention facility to neighboring counties. –Must also consider the potential drawbacks of housing youth further from their families and communities.
3. Seek Administrative or Legislative Evaluations of Existing Institutions and Programs Washington State –Legislature directed the Washington State Institute for Public Policy (WSIPP) to “project whether there are ‘evidence-based’ options that can: reduce the future need for prison beds, save money for state and local taxpayers, [and] contribute to lower crime rates.” –Concluded that implementation of a “moderate-to-aggressive portfolio” of evidence-based options for both adults and youth in the state could result in avoidance of a significant level of future prison construction, $2 billion in taxpayer savings, and reduced crime rates. –Used data from all over the country, not just Washington State.
Cuyahoga County (Cleveland), OH Contracted with the University of Cincinnati for two evaluations of Youth Development Center in 1999 and 2007 to determine if the county was receiving good value from the institution. Evaluations each gave YDC an overall program rating of “unsatisfactory”; consequently, the facility was closed. In 2008, the county then implemented the Youth and Family Community Partnership (YFCP), a residential treatment/community-based alternative to YDC.
4. Redirect funding from adult corrections to progressive youth programming Justice Reinvestment –Project of the Council of State Governments Justice Center –Works with state policymakers to analyze the adult prison population and spending; develop options to generate savings while increasing public safety; quantify savings; reinvest in communities; and measure impact –Texas reinvested $4.3 million to Nurse- Family Partnership programs (out of a total of $241 million in savings)
Tactical Strategies to Persuade People to Spend Money More Wisely 1.Reframe the issue from cost to investment in public safety and crime reduction 2.Disseminate cost-benefit research that supports reform 3.Focus on long-term outcomes 4.Establish a relationship with the state fiscal office to ensure the reliability of cost-benefit data 5.Establish new partnerships to strengthen advocacy efforts 6.Utilize polling data to show that public opinion supports effective rehabilitation of youth
Supporting Research Incarceration is damaging to youth Incarceration is ineffective and can damage communities and society Institutions are expensive Evidence- and community-based programs are cost- effective
Number of Youth Affected According to OJJDP: –In 2008, 263 juvenile offenders were in custody for every 100,000 juveniles in the U.S. population. –Eight in 10 juvenile offenders in custody in 2006 were held in locked, rather than staff-secure, facilities. –In 2006, majority of incarcerated youth committed only nonviolent offenses. –32% of facilities were at or over their standard bed capacity in 2004.
Incarceration Is Damaging to Youth Institutions have a criminogenic effect on youth. Incarceration can lead to “peer deviancy training.” Incarceration of youth disrupts development. Incarcerated youth are at risk for sexual victimization by staff and other youth. Incarcerated youth are at risk for suicide, especially nonviolent offenders. Incarceration disrupts education. Incarceration negatively impacts short- and long-term employment and economic outcomes for youth.
Incarceration Is Ineffective and Can Damage Communities and Society Large juvenile correctional institutions have a 50-70 percent recidivism rate within one to two years of release. –Alternatives can have recidivism rates as low as 7.3 percent. Youth who have been incarcerated are more likely to recidivate. Transfer to the adult system further increases the chance that a youth will recidivate. Incarceration disrupts education, which in turn negatively affects public safety.
Institutions Are Expensive WSIPP found that confinement is an expensive way to lower crime rates, providing only two dollars of benefits per dollar of cost. American Correctional Association estimates that it costs nearly $88,000 per year ($240.99 per day) on average for each youth in a residential juvenile facility. Some states report costs as high as $726 per day (nearly $265,000 per year) for a juvenile residential bed. New York, Nevada, Oregon and Ohio have all used facility closures as a means to save money.
Evidence- and Community-Based Programs Are Cost-Effective Multidimensional Treatment Foster Care provides a $88,953 net benefit to crime victims and taxpayers per participant. Functional Family Therapy provides a $49,776 net benefit to crime victims and taxpayers per participant and reduces a juvenile’s recidivism rate by 18.1 percent. Multi-Systemic Therapy provides a benefit of $13.36 for every dollar spent as well as an $17,694 net benefit to crime victims and taxpayers per participant. In 2001 in New York City it cost 15 times more to send a youth to one day in detention ($385) versus one day in a detention alternative ($25).
Conclusion Use strategies and research to better inform administrators and legislators in order to save money and treat youth in conflict with the law more effectively and humanely.
“Real Costs and Benefits of Change” Available on NJJN’s Web site www.njjn.org -Under “Announcements” on home page and under “Publications and Teleconferences” tab
Contact Information Annie Balck Deputy Director for Policy and Programs National Juvenile Justice Network 1710 Rhode Island Ave., NW, 10 th Floor Washington, DC 20036 202-467-0864 x124 firstname.lastname@example.org Jim Moeser Deputy Director Wisconsin Council on Children and Families 555 West Washington Ave, Suite 200 Madison, Wisconsin 53703 608-284-0580 x316 email@example.com Beth Colgan Managing Attorney, Institutions Project Columbia Legal Services 101 Yesler Way, Suite 300 Seattle, WA 98104 206-464-1122 firstname.lastname@example.org