League of Women Voters of Illinois^®

The Illinois Department of Juvenile Justice [IDJJ]

• Consists of the Juvenile Division, school district 428 and responsibility for county juvenile detention standards, which had been administered by the Illinois Department of Corrections [IDOC].
• Serves youth between the ages of 13 and 21, committed by the juvenile or the criminal courts. [An offense must occur before the 17th birthday].
• Its purpose, defined by law, is to provide treatment and services through a comprehensive continuum of individualized educational, vocational, social, emotional and basic life skills to enable youth to avoid delinquent futures and become productive, fulfilled citizens.

Why was the Juvenile Division separated from the IDOC?

• The Juvenile Division had become “adultified.” Juvenile programs of care are governed by standards different from those for adults. Those standards gradually gave way as adult values, standards and culture became the norm.
• Loss of Resources. As the adult population increased, certain juvenile resources were absorbed into, controlled by or shared with the Adult Division. A Juvenile Division that in 1970 could boast of an array of facilities, schools, forestry camps, parole services and community resources had been reduced to eight mostly outdated and continuously overcrowded facilities. Very little remained of aftercare [parole] services.
• Rehabilitation. Proponents argued that a separate department would improve aftercare services, make rehabilitation a high priority and reduce likelihood that youth would become adult criminals.

Highlights 2006-2008

• The Governor signed legislation creating the IDJJ [Public Act 94-0696, effective 1 July 2006].
• The Governor’s Transition Team presented its recommendations in June 2006 on:
  Administration/Organization, Training, Evaluation, Assessment, Education,
  Behavioral Health and Aftercare.
• IDJJ consultants reported to the Transition Team in June 2007.
• House Resolution 900 calls upon the Governor to implement Public Act 94-0696 by filling vacancies, making appointments and reporting before December 2008.
• Kurt Friedenauer, who had been serving as Acting Director, has just been named Director. The Governor has started to appoint Juvenile Advisory Board members. The State Board of Education has made its appointments to the School Board.

The League asked Kurt Friedenauer to provide a 2008 update.
Here is his response.

• Reduced the use of confinement as a disciplinary practice by over 50 percent over the past year.
• Hired a School District Superintendent and a Director of Special Education.

• Creation of new job classifications that reflect the new minimum educational requirements established in the legislation and the Department’s mission.
• Development of new classification and assessment instruments that reflect contemporary juvenile justice practices.
• Establishment of training curriculums for new and existing staff.
• Formal participation in the Performance Based Standards process.
• Development of evidence based treatment modules/curriculums for Department youth facilities and aftercare.
• Ongoing development of Department policies that reflect the Department’s mission and contemporary juvenile justice practices.
• Development of an aftercare model that is family/community focused, is linked to initial assessment and is integrated through an overarching case management system.
• Development of a long-range strategic plan that will reduce reliance on secure institutions through development of community resources and a legitimate, effective aftercare system.
• Working with Florida and Washington State in the development of training and treatment curriculums.

• A grant will fund a full-time staff person. There are plans to revisit the draft standards which were never implemented.

Critical Issues Identified by the League

The IDJJ must have resources to build a system of care that meets contemporary juvenile standards.

The League is encouraged with the direction the IDJJ is attempting to go. It has secured publicly-funded grants to access the skills of nationally respected juvenile justice experts. It has adopted a list of Initiatives. However, the Initiatives must be funded if they are to move from promise to practice.

It was understood that the IDJJ would have no new resources during its first year. Yet modest increases the following year and this year’s disappointing cuts are crippling a department that started with so little, has few administrative and support positions and must share certain vital tasks with the IDOC.

• Implement the family/community focused aftercare model. It was hoped that aftercare would improve under a separate department. However, two years later the agency does not have a case management model that starts at commitment, continues through confinement and delivers aftercare services that would prevent youth from being recommitted at greater cost. Throughout the state, youth are supervised by IDOC parole officers who work with adult offenders. This must change. The IDJJ needs trained personnel who can access treatment resources and educational, vocational and employment services. The League believes that small, short term unlocked transition centers can reduce length of confinement, offer placement to youth who have no home to return to and facilitate working with families and the community.
• Meet contemporary staffing standards. Appropriate staffing levels are essential for the care and treatment of youth and for maintaining a safe environment around the clock, seven days a week. Training resources are critical.
• Provide individualized services and treatment for high-risk, high-needs youth. The IDJJ must have the means to identify and respond effectively to youth with mental health and substance abuse needs, are older or who have significant offense histories. The agency can expect a larger percentage of more serious offenders if programs such as Redeploy Illinois serve lesser offenders in a community setting.
• Improve educational services. The agency has been given statutory authority for the school district. Many IDJJ youth have educational deficits, require special education and lack marketable skills.
• Develop a capital plan. Existing IDJJ facilities have not been adequately maintained. Most do not meet contemporary design standards and lack the living and program space required to serve high-risk, high-need youth.

Highlights of League Action

Additional Resources

• Illinois Department of Juvenile Justice. www.idjj.state.il.us
• Illinois Criminal Justice Information Authority. Juvenile Justice System and Risk Factor Data: 2005 Annual Report.