Documenting System Change: LA County`s Camp Kilpatrick

Transcription

DOCUMENTINGSYSTEMCHANGE:
LACOUNTY’S
CAMPKILPATRICK
REPLACEMENTPROJECT
adocumentarynarrative
JorjaLeap,PhD
KarrahR.Lompa,MNPL,MSW
MarjanGoudarzi,MPP
ACKNOWLEDGEMENTS
Thisdocumentarynarrativerepresentsthededicationandeffortofmany
individuals;itwouldnothavebeenpossiblewithouttothecommitment
andhardworkofthemyriadstakeholdersengagedintheCampKilpatrick
ReplacementProject.
Wewouldliketoacknowledgethosewhohavededicatedthemselvestothis
processandthosewhosogenerouslysharedtheirtimewithus,answeringour
questions,invitingustothetableandworkingtoreformyouthjustice
throughoutLosAngelesCounty.
Wewouldalsoliketothankourfundersandcollaborators:TheCalifornia
Endowment,TheCaliforniaWellnessFoundationandChildren’sDefenseFund–
California.
JULY2015
TABLEOFCONTENTS
Introduction
MethodologyandContext
SenateBill81(SB‐81)
LACounty’sTimeline
TheLAModel
ProjectFundingOverview
TimelineOverview
FramingtheProcess
Co‐ChairandGuidanceTeamRoles
GuidanceTeam
Staffing,TrainingandRecruitment(STR)Subcommittee
ProgrammingSubcommittee
EducationSubcommittee
Research,Evaluation,DataandQualityAssuranceSubcommittee
ThematicFindings
Communication
ChangingtheCulture
Youth‐focusedandRehabilitative
After‐care
Campvs.Campus
Buying‐IntotheCulture
RoleoftheBoardofSupervisors
Recommendationsvs.Implementation
EnergyandCommitment
FiscalLimitations
RecommendationsandConsiderations
UltimateVision
WorksCited
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3
5
9
18
30
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32
34
36
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47
55
63
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93
95
LISTOFAPPENDICES
AppendixA:ListofInterviewsCompleted
AppendixB:SubcommitteeChairTrainingRetreatOctober2,2014
AppendixC:LAModelMission,VisionandDestinationStatement
AppendixD:SupervisorMarkRidley‐ThomasBoardMotion
AppendixE:ProbationDepartmentRationale
INTRODUCTION
‘YouthJustice’isnotastaticterm.Insteaditrepresentsanarena
ofshiftingpoliciesandpractices,throughouttheUnitedStatesbutwith
particularresonanceintheStateofCalifornia.The“GoldenState”
possessesalonghistoryoftransitioningyouthchargedwithlow‐level
crimesfromstatetolocalauthority.Thiswasreinforcedbylegislation
passedin1996and2003thatcreatedincentivesfordetainingyouth
withlow‐levelchargesinlocaljurisdictionsbyrequiringindividual
countiestopaytheDivisionofJuvenileJustice(DJJ)1tomanageyouth
whoweresenttostate‐runfacilities.2In2007,theSenateintroduceda
realignmentbill,AB109,whichfurtherexpeditedtheprocessofshifting
responsibilityfromthestatetothecountylevel.Oncepassed,Governor
ArnoldSchwarzeneggersignedthislegislationintolaw.Attheendof
2003,DJJreportedithadhoused4,400youth;bytheendof2014,this
numberdecreasedtojustover650youth.3
Thisongoingrecordoflegislationhasproveninstrumentalin
keepingyouthwhohavecommittedless‐seriouscrimesclosertotheir
communitiesandfamilies,apracticeviewedasvitaltosuccessful
communityreentry.The2007SenateBill81(SB‐81)representedthe
capstoneofthisprocess.Beyondthis,SB‐81hasprovidedmyriad
opportunitiesforcountiestoactivelyimprovetheirjuvenilejustice
1
Formerly the California Youth Authority (CYA). California State Auditor. Juvenile Justice Realignment: Limited Information Prevents a Meaningful Assessment of Realignment’s Effectiveness. Report 2011‐129. September 2012. 3
California Department of Corrections and Rehabilitation, Division of Juvenile Justice. DJJ Research and Statistics, Population Overview. http://www.cdcr.ca.gov/Juvenile_Justice/Research_and_Statistics/index.html 2
Leap and Associates
SB-81 Documentary Narrative
Page | 1
systems.Significantly,LosAngelesCountymovedtotakeadvantageof
thisopportunityin2011whentheyacceptedaCaliforniastategrantto
fundtherebuildingofoneoftheirprobationcamps.Thiswasthefirst
majorprobationcampconstructionprojectundertakenintheCounty’s
far‐flungyouthjusticesystemsincetheopeningofChallengerMemorial
YouthCenterin1990.4Clearly,byacceptingSB‐81funding,LACounty
wascommittingtoamajorundertakingthatinvolvedacollaborative
processengagingcross‐departmentalrepresentatives,policymakers,
communityadvocates,foundationfunders,researchersandother
stakeholders.Throughtheirefforts,thedoorstothenewfacilityinLA
County,representingbestpracticesfromacrossthecountry,willopen–
timeandconstructiondeadlinesholding–inJanuary2017.
4
Leap, J. & Newell, M. Reforming the Nation’s Largest Juvenile Justice System. UCLA and CDF‐CA. November 2013. Leap and Associates
Page | 2
METHODOLOGYANDCONTEXT
Giventhecommitmentoftime,energyandfunding,itwascritical
toprovidearesearch‐drivenrecordofwhattranspiredinthecreationof
whatwillbe,forallintentsandpurposes,anewapproachtoyouth
justicethroughthedevelopmentofanewprobationcampmodelinLos
AngelesCounty.Thisdocumentarynarrativeisdesignedtoprovidea
descriptiveunderstandingofalloftheprocessesinvolvedinthe
developmentoftheCampKilpatrickReplacementProject5inLos
AngelesCounty.Thedocumenttraceswhatoccurredfromthepassage
oftheSB‐81legislationin2007tothecurrentstatusofthe
subcommittees’work–focusingontheindividuals,groups,expectations
andstructuresinvolvedinmovingthisnewfacilitytowardsits
designatedopeningdateinJanuary2017.Thedocumentarynarrative
willprovidehistoricalcontextaswellasilluminatingboththeongoing
challengesandhard‐wonaccomplishmentsthatcharacterizetherebuild
andreformprocess.Mostsignificantly,asotherjurisdictionsembarkon
variousprojectsthatinvolvesimilarparadigmshiftsinjuvenilejustice
practiceandpolicy,theywillbeabletousethisdocumentationfor
directionandideas.
Whatfollowsisa“guidebook”illustratingmultipleaspectsofthis
changeprocess.Repeatedly,throughouttheperiodoftimeLACounty
hasbeenengagedinthisproject,numerousstakeholdersandofficials
5
The Board of Supervisors and other County agencies refer to this project as the Camp Kilpatrick Replacement Project, therefore this is the term we have adopted. Leap and Associates
Page | 3
haveobserved,“Wedon’thavearoadmap,”and“Whatweneedisa
guide.”Whileotherjurisdictionshavecertainlyengagedinsystems
change,littlehasbeenwrittenabouttheprocess;thisdocumentary
narrativeiswrittentomeetthatneed,withthehopethattheLos
AngelesCountyexperiencewillprovideotherjurisdictionswith
guidance,ideas,considerationsandstraightforwardsupport.
Theinformationprovidedinthisdocumentwascollectedthrough
aseriesofinterviewswithkeystakeholders,areviewofrelevant
legislation,anassessmentofcurrentliteratureregardingthisprojectand
bestpractices,aswellasseveralyearsofethnographicobservationand
participationintheplanningprocess.Intotal,19interviewswere
conductedwithleadersintheLosAngelesCountyProbationDepartment
(Probation),theDepartmentofMentalHealth(DMH),theLosAngeles
CountyOfficeofEducation(LACOE),theDepartmentofPublicWorks
(DPW),theCountyBoardofSupervisors,youthjusticeandchildren’s
advocates,researchersandadditionalexternalstakeholders.The
informationgatheredthroughinterviewswasusedtodevelopthemes
surroundingbothaccomplishmentsandchallenges.However,this
documentarynarrativedoesnotrepresenttheendofaprocess.Instead,
boththemesandethnographicobservationsweredrawnupontocreate
recommendationsforthenextphaseoftheCampKilpatrick
ReplacementProject.
Leap and Associates
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SENATEBILL81(SB‐81)
Commonly referred to as the “Juvenile Justice Realignment Bill,”
California Senate Bill 81 (SB-81) represented historic action transitioning
youth incarcerated under state supervision to local authority. SB-81
required that youth charged withlow‐leveloffensescouldnolongerbe
senttostate‐runfacilities,thattheyweretoremainintheirlocal
jurisdiction.This legislation was influenced by a pro-social rationale that
youth positioned closer to their communities and families would experience
better long-term outcomes; this also separatedyouthwithlowerlevel
offensesfromyouthwith707(b)6 charges. Most importantly, proximity
contributes to youths’ ability to remain connected with family and local
supports while incarcerated, as well as connect them with services and
resources to aid in their reentry and after care.
With vision from the state, the change was not left without financial
support. SB-81 legislation recognized that this shift in responsibility to
local jurisdictions would place a large fiscal burden on counties without
adequate funds or space for youth in local facilities. As a result, the Bill
included financial resources for local jurisdictions. After SB-81 was
implemented in 2007, interested counties were encouraged to apply for
6
Under the California Institutions and Welfare Code, minors who commit serious crimes are in violation of code 707(b). The crimes listed under code 707(b) include murder, rape, assault, robbery, manufacturing or selling more than one‐half ounce of illegal substances, etc. Leap and Associates
Page | 5
assistance in providing local services and increasing the capacity of facilities
involved in the rehabilitation of youth.7
Thereweretwomajorsourcesofpotentialfundingforlocal
jurisdictions.Inthefirst,SB‐81establishedanannualgrant,theYouthful
OffenderBlockGrant(YOBG)toassistcountiesindelivering“custody
andcare(i.e.,appropriaterehabilitativeandsupervisoryservices)”8 to
youthwhohadbeentransferredfromDJJorthosewhowerenow
prohibitedfrombeinghousedbythestateasaresultofthislegislation.
For2011‐12,LosAngelesCountyproposedYOBGexpendituresforin‐
campservicesincluding:housing,casemanagement,smallgroup
intervention,AggressionReplacementTraining(ART),mentalhealth
services,parentresourcecenterandtransitionplanning,alongwith
continuedriskand/orneedsassessmentsandreentryoraftercare
services.9
Initsfirstpartialyear,2007‐08,theYOBGwasallocated$23
millionfromtheCaliforniastatebudgetgeneralfundtobedistributedto
interestedcounties.10Thisfundingwasintendedtohelpprobation
departments“developorenhanceprogramming,staffingandfacilitiesto
managetheyouthfuloffendersnolongereligibletobecommittedto,and
7
California State Auditor. Juvenile Justice Realignment: Limited Information Prevents a Meaningful Assessment of Realignment’s Effectiveness. Report 2011‐129. September 2012. 8
Board of State and Community Corrections. Youthful Offender Block Grant. http://www.bscc.ca.gov/s_cppyobg.php 9
Board of State and Community Corrections. Youthful Offender Block Grant. http://www.bscc.ca.gov/downloads/YOBG_County_Summaries_with_Glossary_040313.pdf 10
Youthful Offender Block Grant March 2014 Annual Report, (2014), http://www.bscc.ca.gov/downloads/YOBG_March_2014_Report.pdf Leap and Associates
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thosereturnedfrom,DJJ”.11ThisportionofSB‐81includedaformulathe
CaliforniaDirectorofFinancewasinstructedtousetodeterminethe
allocationreceivedannuallybyeachcountyfromYOBG.12Thefundingis
alsocontingentoncountiessubmittingaJuvenileJusticeDevelopment
PlantotheBoardofStateandCommunityCorrections13(BSCC)to
explainhowtheallocatedfundingwillbeused.14TheYOBGrequires
countiestoreapplyannuallyforfundingandtosubmitareportontheir
actualexpendituresduringthepreviousyear.15By2012‐13,statewide
YOBGexpenditureswere$71.9million;inthissixyearperiod,Los
AngelesCountyhasreceived$24millioninYOBGfunding.1617
InadditiontotheannualYOBGfunding,SB‐81offeredcounties
theopportunitytoapplyforgrantfundingtoassistthejurisdictioninthe
TheYOBGformulatodetermine
theallocationreceivedannually
byeachcountyrequiresthat
50percentoftheamount
allocatedbedeterminedbythe
numberofjuvenilefelonycourt
dispositionsinthecountyand
theother50percentwouldbe
determinedbythecounty’s
juvenilepopulationbetween
10and17years
ofage.8
“acqui[sition],design,renovat[ion],orconstruct[ionof]alocalyouthful
offenderrehabilitativefacility.”18Thisfundingwasreferredtoasthe
LocalYouthfulOffenderRehabilitativeFacilityConstructionGrant.
11
California Department of Corrections and Rehabilitation. State Commission on Juvenile Justice. Juvenile Justice Operational Master Plan: Blueprint for an Outcome Oriented Juvenile Justice System, (2009), http://www.cdcr.ca.gov/reports_research/docs/JJOMP_Final_Report.pdf 12
Juvenile Justice Realignment Law § SB 81, Chapter 175, and AB 191, Chapter 257 (2007), http://www.leginfo.ca.gov/ pub/07‐08/bill/sen/sb_0051‐0100/sb_81_bill_20070824_chaptered.pdf 13
In July 2012, the Corrections Standards Authority changed its name to the Board of State and Community Corrections (BSCC). With the change in name came a new focus on research and best practices regarding criminal justice programming. The BSCC would also direct state grant money for juvenile justice programming. http://www.insidecdcr.ca.gov/2012/07/new‐name‐new‐role‐for‐corrections‐standards‐authority/ 14
Board of State and Community Corrections. Youthful Offender Block Grant. http://www.bscc.ca.gov/s_cppyobg.php 16
Youthful Offender Block Grant March 2014 Annual Report, (2014), http://www.bscc.ca.gov/downloads/YOBG_March_2014_Report.pdf 17
In 2008‐09 LA County received $1.2 million and in 2012‐12 LA County received $22.8 million in YOBG funding. 18
Juvenile Justice Realignment Law § SB 81, Chapter 175, and AB 191, Chapter 257 (2007), http://www.leginfo.ca.gov/ pub/07‐08/bill/sen/sb_0051‐0100/sb_81_bill_20070824_chaptered.pdf Leap and Associates
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UnliketheYOBG,countiescouldonlyreceivethiscapitalfundingonce–
countieswereencouragedbutnotrequiredtoapply.ThisBSCC
allocationallowedforthedistributionofupto$100millioninrevenue
bondstoeachcounty;countiesthatreceivedanawardcouldusethe
fundsforacquisition,design,renovationorconstruction.Originally,
$200millionwasallocatedinthestatebudgetforthispurpose;halfof
thiswasmadeavailabletoinitialapplicants.TheStateofCalifornialater
releasedtheremaining$100milliontobeawardedtocountiesthatdid
notinitiallyreceiveacquisition,design,renovation,orconstruction
fundingforalocalrehabilitativefacility.
Thefundswerenotawardedwithoutaccountability.Thegrant
requiredeachcountytoenterintoanagreementwiththeCalifornia
DepartmentofCorrectionsandRehabilitation(CDCR)aswellasthe
StatePublicWorksBoard,settingstandardsforperformanceintermsof
staffing,maintenanceanduseoffundsforeachproject.Italsorequired
thattheStatePublicWorksBoardapproveboththescopeandcostofthe
project.Finally,theimplementationofprojectsusingthisfundingwasto
beginbyJune30,2017.19Grantrequirementsstatedthatcounties
wouldnolongerbeabletouseallocatedfundstostartaprojectafterthis
date.
19
SB 81 states that counties shall not commence projects using this funding after June 30, 2017. After this date, the Local Youthful Offender Rehabilitative Facility Construction Grants would become inoperative. Leap and Associates
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LACOUNTY’STIMELINE
Ultimately,theCampKilpatrickReplacementProjectbeganwitha
2008
questforfunding.Thestate’sinitialRequestforProposals(RFP)forthe
LocalYouthfulOffenderRehabilitativeFacilityConstructionGrant
fundingwasissuedonJuly15,2008withproposalsduebyJanuary
2009.Despitetheavailabilityoffunding,neithertheLosAngelesCounty
ProbationDepartment(Probation)northeLACountyBoardof
Supervisors(theBoard)seriouslyconsideredsubmittingaproposalto
receivethisportionofSB‐81funding.Thissituationslowlybeganto
shiftwhenLosAngelesCountyThirdDistrictSupervisor,Zev
Yaroslavsky,respondedtoadvocateswhoalertedhimtothisnew
fundingopportunity.TheSupervisor’sofficereviewedtheRFPand
determinedanapplicationwasinorder.Duringthelastquarterof2008,
advocatesandSupervisorYaroslavskybegantoexertpressuretoensure
theLACountyProbationDepartmentwouldsubmitanapplicationfor
theinitialroundoffunding,encouragingtheProbationDepartmentto
submitaproposaltoreceiveSB‐81constructionfunding;theSupervisor
wasinterestedinsponsoringthisnewfacilityinhisdistrictand.
Respondingtohisrequestsandsuggestions,theBoardauthorized
2009
theLACountyProbationDepartment,undertheleadershipofChief
RobertTaylor,tosubmitaproposalforfundingbytheJanuary2009
deadline.This2009applicationproposedaremodelofanexisting
facility,CampDavidGonzales,inCalabasas.Theapplicationoffereda
Leap and Associates
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planforrenovatingthe42,600squarefootfacilitywhileretainingits
original“footprint,”witha“120bedsingleroomdesignwith20bedsper
wingroomswithdirectvisualobservationbyprobationstaff.”20The
applicationdetailedtheintentiontodesignafacility“alongthelinesof
theMissouriModel.”21Despitethisdeclaration,theapplicationdidnot
clarifyexactlyhowthissingleroomdesignwouldbesimilartothesmall‐
groupstructureoftheMissouriModelinwhichyouthlivein“small
dormsof10‐12individuals.”2223Althoughtheapplicationdescribedthe
creationof“wings,”thesewerenotclearlydefinedanddidnotsuggest
entirelyseparatelivingspacesforsmallgroups–acornerstoneofthe
MissouriModel.Additionally,whiletheapplicationmaderepeated
referenceto“small‐group”intervention,itfailedtospecifyjusthow
oftenduringthecourseofadaythissmall‐groupstructurewouldbe
implemented.
Itiscriticaltonotethattheproposalnarrativeretaineda
traditionalapproachtohousingyouth,doingverylittletooffer
substantiveevidenceofaninnovative,updatedapproachtoworking
withyouth.Althoughtheapplicationoutlinedpositivechangessuchas
inclusionofevidence‐basedprogrammingforsmall‐groupinterventions,
increasedspecialeducationandvocationalservices,alongwith
20
Corrections Standards Authority. 2007 Local Youthful Offender Rehabilitative Construction Funding Program Proposal Form, Los Angeles County. Application submitted January, 2009. 21
Ibid. 22
Mendel, R. The Missouri Model: Reinventing the Practice of Rehabilitating Youth. Baltimore, MD: Annie E. Casey Foundation. (2010). 23
Leap, J. & Newell, M. Reforming the Nation’s Largest Juvenile Justice System. UCLA and CDF‐CA. November 2013. Leap and Associates
Page | 10
increasedfamilyengagementandtraining,24thefacilityconstructionand
thestructuringandimplementationofsuchserviceswasclearlyatodds
withbestpracticesinthefieldofjuvenilerehabilitationorpositiveyouth
justice.Thedescriptionswithintheproposaldidnotarticulate
structurestoeffectivelyimplementrehabilitative,trauma‐informed
treatmentpractices.Essentially,theapplicationdescribedphysical
renovationandtheadditionofsquarefootage,25butitwasnotreflective
ofbestpracticesintreatmentandrehabilitation.
LACounty’sapplicationwassubmittedbyJanuary9,2009,albeit
withsomereservation.InFebruary2009,BSCCreviewersratedthe14
proposalsreceivedfromcountiesthroughoutCaliforniaandeachcounty
thathadsubmittedanapplicationwasinvitedtomakea10‐minute
presentationatapublichearing.Followingthepresentations,the
ratingswerereleasedandapplicantswereinformedoftheawarded
grants.LosAngelesCounty’sapplicationwasnotfundedatthattime;in
factitwasrankedlastoutofthe14countiesthathadapplied.Theroad
aheadremainedunclear.
In2010,theStateofCaliforniareleasedtheremaining$100
2010
millionallocatedfortheLocalYouthfulOffenderRehabilitativeFacility
ConstructionGrant,transitioningtoaseconddistributionoffunding
awards.Thissecondfundingopportunitygaveprioritytocountiesthat
24
Corrections Standards Authority. 2007 Local Youthful Offender Rehabilitative Construction Funding Program Proposal Form, Los Angeles County. Application submitted January, 2009. 25
The proposal included a discussion of the construction of new facilities to house administration, a kitchen, a gymnasium, and storage, accounting for an additional 21,000 square foot addition to the footprint. Leap and Associates
Page | 11
didnotreceivefundingintheinitialRFPandawardprocess.Underthe
directionoftheCaliforniaDepartmentofCorrectionsandRehabilitation,
countiesthatdidnotreceivefundinginitiallycouldaltertheirproposal
intermsoffacilitydesignbutnotintermsofscope.Becauseofthis,LA
Countywasunabletoalteritsoriginal120‐bedscope.However,
Probationwasabletoadjustboththefacilitydesignandtheproposed
programmingtobetteralignwithrecognizedbestpractices.These
changesincludedthecreationofmorebuildingswith“pods”26thatallow
youthtobeseparatedintosmallergroupsaswellasmoreeffective
implementationofasmall‐grouptreatmentmodel.Thedesignchanges
madebyLACountyforthisroundoffundingbegantoreflectbest
practices27frommodelsimplementedinMissouri,WashingtonD.C.,
SantaClaraCounty,CaliforniaandLouisiana.28
HistoryofChief
ProbationOfficersinLA
County
March2006to
February2010
RobertTaylor
February2010to
April2010
CalRemington
(interim)
April2010to
October2011
DonaldBlevins
Inthespring2010therewasachangeinleadershipwithinthe
ProbationDepartment,thetenureofChiefRobertTaylorendedandhe
wasreplacedbyDonaldBlevins.
December2011to
Present
JerryPowers InDecember2010,afterareviewofthedesignandprogramming
changes,theBSCCawardedtheLACountyProbationDepartment
$28,728,000ingrantfunding;thisgrantawardwascontingentuponLA
26
As seen in models across the country, pods are living groups within the facility that allow for a small‐group treatment model to be effectively implemented Each pod contains its own sleeping area, living room, bathrooms, recreation room, and group therapy room. It is the intention of the Probation Department to have 12 youth assigned to each pod. Pods may also be referred to as cottages. 27
Moving away from the original 120 bed, single room design toward a pod structure. 28
Jorja Leap PhD, Carrie Petrucci PhD, and Karrah Lompa MSW conducted a case study at three different sites (Louisiana, Santa Clara County, CA and Washington, DC) that developed their own adaptations of the Missouri Model within their jurisdiction. The case study analyzed the core elements at each site and provided recommendations for the development of the LA Model. Leap and Associates
Page | 12
Countyinvestingmatchingfunds.SB‐81legislationrequiredthatlarge
counties29matchatleast25percentofthestateawardedfunding.30For
LACounty,thisincludedamatchandcommitmentofnearly$13million
inadditionalfunding–in‐kindcontributionscouldbeincludedinthe
match–wouldhavetobeallocatedfortheprojecttomoveforward.31
AttheMarch1,2011BoardofSupervisorsmeeting,theProbation
2011
DepartmentandtheCorrectionsStandardsAuthority(CSA)presented
anoverviewoftheproposalLACountysubmittedandtherequirements
oftheSB‐81grantfunding.Duringthemeeting,“CSArepresentatives
confirmedthatarelocationoftheplannedconstructionsitewouldnot
affectthestatusofthegrant,aslongastheunderlyingfacilitydesign
meetstheSB81rehabilitativerequirements.Atthattime,theBoard
directedtheCEOtoassessalternativeconstructionsitesandreportback
ontheassessment.”32Atthistime,Probationsuggestedmovingthe
renovationprojectfromCampDavidGonzales(Calabasas)toCamp
VernonKilpatrick(Malibu).33FirstDistrictSupervisorGloriaMolina
requestedtheCEOtoreportbacktotheBoardonalternativesitesforthe
campreplacement.34IncorrespondencetotheBoardonMay18,2011,
theCEOreportedhavingcompletedacomparisonofthecurrent
29
Counties with a population of over 700,000 were considered “large counties.” Large counties were to match any state awarded funds by 25%. 30
County of Los Angeles Chief Executive Office. Replacement of Probation Camp Vernon Kilpatrick. LA County Board of Supervisors. May 18, 2011. 32
Ibid. 33
Ibid. 34
Ibid. Leap and Associates
Page | 13
conditionsoftheexistinginfrastructureatallcampswithintheCounty,
identifyingthat
Basedonthisanalysis,itwasconcludedthatKilpatrick,
wasthemostlogicalconstructionsiteforthisproject.
WithinourProbationcampsystem,Kilpatrickhasthe
highestongoingmaintenancecosts($1.3million),isone
oftheoldercamps(builtin1962),andtheestimated
$22.3millionnecessaryrenovationswouldonlyextend
theusefullifeofthecampbyapproximately10years.35
FollowingtheMarchpresentation,theBoardofSupervisors
instructedtheChiefProbationOfficertoacceptthestategrantof$28
millionanddirectedtheChiefExecutiveOfficer(CEO)toidentifycounty
fundingtomeetthegrant’smatchrequirement.However,withoutthe
CEO’sofficeidentificationofthesourcesofthe$13millionmatchand
reviewofothergrantconditions,theBoardcouldnotyetformally
approvetheprojectandprojectfunding.
Whilecountyfundingwasbeingidentified,therewaslittle
movementsurroundingtheplanningandimplementationoftheproject.
Asoneadvocaterecalled,“Themoneysataroundforclosetoayear
withoutmuchaction.”Thereasonsbehindthisinactionwereconfused
andintertwined:mostsignificantlytherewasyetanotherchangein
leadershipoftheProbationDepartmentwhenChiefDonaldBlevins
announcedhewassteppingdownandanewhiringprocessbeganinlate
2011.
35
County of Los Angeles Chief Executive Office. Replacement of Probation Camp Vernon Kilpatrick. LA County Board of Supervisors. May 18, 2011. Leap and Associates
Page | 14
Finally,onJanuary17,2012,aftera9‐monthpause,theLos
2012
AngelesCountyCEO,WilliamFujioka,inpartnershipwithnewlysworn
inChiefProbationOfficer,JerryPowers,issuedarecommendationtothe
BoardofSupervisorsto:




AllowProbation–inagreementwiththeLACounty
DepartmentofPublicWorks(DPW)–toformallyacceptthe
stateissuedgrant,
Providetherequiredcounty‐matchfunding,
AllowforthemovementoftheprojectfromCampGonzalesin
CalabasastoCampKilpatrickinMalibu,and
RequestProbationtoproviderationaleforthelocation
change.36
Inafourtoonevote,the
BoardofSupervisors
approvedtheprojectandthe
acceptanceofthegrantin
early2012.FirstDistrict
SupervisorMolinawasthe
onlySupervisornotto
approvetheproject.
Recountingthevote,Chief
Powersofferedhisown
analysis,“AtthetimeIthink
SupervisorMolinadidnot
thinktheProbation
Departmentwouldbeableto
pullitoff.” LACountyProbationChiefPowerssaid,“Themessagetothe
Boardwasyoucan’tnotdothis.”Havingjustcuttheribbonforthenew
facilityinStanislausCountywherehehadbeenChiefpriortoaccepting
thepositioninLosAngeles,ChiefPowerswasdeterminedtohelpinitiate
asimilarprojectinLACounty.HealsorecognizedthatLosAngeles
wasataturningpoint;asformerSantaClaraCountyProbationChief,
SheilaMitchell37thoughtfullyexplained,“Thiswasacriticaltimefor
LACounty.TheDepartment–includingtheBoard–hadbeenundera
lotofscrutinybytheU.S.DepartmentofJustice.”ChiefPowers
“WhenIgothereoneofthings
Itoldstaffinthedepartment,
advocatesandtheCEOwas
thatwehavetogetthis
programupandrunning.”
JerryPowers,
ProbationChief
36
County of Los Angeles Chief Executive Office. Department of Public Works Camp Vernon Kilpatrick Replacement Project Accept Grant. LA County Board of Supervisors. January 17, 2012. 37
Sheila Mitchell is the former Santa Clara County Chief of Probation, following her retirement in Santa Clara in 2013 she began serving as a technical advisor in Los Angeles County. Leap and Associates
Page | 15
believedthatthiswastheprojecttosendtherightfiscalandpolicy
messageintermsoftheBoard’scommitmenttoyouthindetention
camps.
OnFebruary14,2012theBoardformally“approvedamotionfor
theCampVernonKilpatrickReplacementProject,acceptingStategrant
funding,approvingtheproposedprojectsite,establishingaCapital
ProjectNo.77295,andapprovingthebudgetfortheproject”38–Camp
Kilpatrickwasontracktoreceivethe$28.7millionfromtheStateand
nearly$13millioninmatchingfromtheCounty.39
OnMay11,2012,ProbationChiefJerryPowers–incollaboration
withtheCEO,DMH,DHSandLACOE–providedtheBoardwitha
relocationplanfortheconstructionphaseoftheCampKilpatrick
ReplacementProject.Therecommendationwasto“relocateCamp
KilpatricktoCampHolton,whilemaintainingtheFireProgramatCamp
HoltonwhileutilizingProbationwards.”40
Throughout2012,astheplanningprocessgainedmomentum
withseveralBoardofSupervisors’offices,externalstakeholdersand
communitymembersengagingmoreinthedevelopmentofavisionfor
whatsoonbecameknownas“theLAModel”–LosAngeles’adaptation
and“re‐imagining”oftheMissouriModel.JulioMarcial,Program
38
County of Los Angeles Probation Department. Relocation Plan for Construction Phase of Camp Kilpatrick Replacement Project. May 11, 2012. 39
County of Los Angeles Chief Executive Office. Replacement of Probation Camp Vernon Kilpatrick. LA County Board of Supervisors. May 18, 2011. 40
County of Los Angeles Probation Department. Relocation Plan for Construction Phase of Camp Kilpatrick Replacement Project. May 11, 2012. Leap and Associates
Page | 16
DirectorattheCaliforniaWellnessFoundation(TCWF),provided
fundingformembersofProbation,LosAngelesCountyOfficeof
Education(LACOE)andDepartmentofPublicWorks,aswellasagroup
ofadvocates,tomaketripstoMissouriandSantaClaraCountyto
observesuccessfulsmall‐grouptreatmentmodelsthatcouldhelpinform
theCampKilpatrickReplacementProjectanddevelopmentoftheLA
Model.DeputyProbationChief,FeliciaCottonexplainedthatthesetrips,
“Allowedthosethinkersthatweregoingtobeatthetabletonotjustread
aboutthemodelbuttoseeit,touchit,andtalktomanagerswhowere
runningittolearnmore.”Shecitedthesevisitstootherjurisdictionsas
instrumentalintheplanningandvisioningprocess.
Theknowledgegainedasaresultofthesesitevisitsenabled
stakeholderstolatermakeinformedchangestothescopeoftheproject
inLACountyaswellasprovidearationaletotheBoardregardingthe
significanceofthesechangestoensuringthesuccessoftheLAModel.
Althoughactivelyseekingandcollectinginformationaboutthesevarious
existingmodelstooktime,italsoallowedtheprojecttobecomefurther
refinedandwelldeveloped.Asoneadvocaterecalled,“Theprojectreally
begantotakeshape.Beforethesesitevisitstherewaslessmovementand
lessofavisionguidingtheproject.”
Leap and Associates
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THELAMODEL
ThemissionoftheLAModelis“toprovideayouth‐centeredfacilitywithhighly
motivatedstaff,inwhicheveryonebuysintopositiveyouthdevelopmentthrough
learning,problem‐solving,andsupportiverelationships.Themodelincludesdefinitions
of:asmallgroupmodel,tailoredtoyouthneeds,asupportiveenvironmentwithpositive
approachestotreatmentanddiscipline,highqualitystaff,vocationalprogramming,
strongaftercare,andcommunitypartnerships.”1
AlthoughtheLAModelisbasedupontheMissouriModel–themodelwidelyheldtobe
thebestpracticestandard–theLAModelalsoborrowsmeaningfulelementsofbest
practicesfromvariousjurisdictionsacrossthecounty.2Ithasbeenidentifiedasthe“LA
Model”asaresultoftheCounty’sdesiretocreateaprogrammaticapproachthatis
uniquetotheneedsandcultureofyouthinLACounty.PublicWorksDeputy,Maria
Chong‐Castilloexplained,“Weareperceivingthistobecomethemodelacrossthenation.”
ThefundamentalsoftheLAModel34werecreatedthroughthecollaborationofmultiple
Countydepartmentsincluding:theProbationDepartment,LosAngelesCountyOfficeof
Education(LACOE),DepartmentofMentalHealth(DMH),DepartmentofHealthServices
(DHS),JuvenileCourtHealthServices(JCHS),theBoardofSupervisorsandcommunity
stakeholders.AdvocatesincludedCarolBiondi,ChildrenandFamiliesCommissioner,
MichelleNewell,Children’sDefenseFund–California,JavierStauring,ArchdioceseofLos
Angeles,KimMcGill,YouthJusticeCoalition(YJC),JackieCaster,EverychildFoundation,
HaillyKorman,CenterforEducationalExcellenceinAlternativeSettingsandJulio
Marcial,TheCaliforniaWellnessFoundationamongothers.Theresearchteamwas
comprisedofJacquelynMcCroskey,USC,DeniseHerz,CSULA,andJorjaLeap,UCLAand
KarrahLompa,UCLA.Thiscollaborationofstakeholderswascommittedtocreatinga
modelthatappliesnationallyrecognizedbestpracticesinjuveniletreatmentand
rehabilitationtotheuniquecultureandstructureofLACounty.
1SB81KilpatrickReplacementProject.
LAModelMission,VisionandDestinationStatement.
2Leap,J.,Lompa,K.,&Petrucci,C.GuidingtheLAModel:ACaseStudyatThreeSites.
3SupervisorMarkRidley‐Thomas.SB81CampKilpatrickReplacementProjectMotion.LACounty
BoardofSupervisors.March19,2013.
4CountyofLosAngelesProbationDepartment.RationaleforNewlyIdentifiedProjectChangesfor
theCampKilpatrickReplacementProject.May2,2013.
Leap and Associates
Page | 18
Inthemidstofthesesitevisits,aseriesofcharrettes,41
specializedgatheringsfacilitatedbytheDepartmentofPublicWorks,
alsobeganin2012.PriortodevelopingtheRFPtoselecttheDesign‐
Buildcontractors,thecharrettemeetingswereusedasoneofthetoolsin
understandingthethematicneedsandrequirementsofthenewfacility.
Thesemeetingsallowedmultiplestakeholderstoconvenetodiscussthe
projectanddefinethevisionandpurposeaswellasthephysicaland
charrette
char•rette
/SHə’ret/
Ameetinginwhichall
stakeholdersinaproject
attempttoresolveconflicts
andmapsolutions.
OxfordDictionary
environmentalneedsofthenewspace.VincentYu,CapitalProjects
ProgramManager/DPW,recalledthatthesemeetingsdidnotfunction
likeatypicalcharretteprocess,“Usuallycharrettesendupwithsomesort
ofdesignalternatives,”hesaid.Instead,thesemeetingsfunctionedasa
spacetoinformandeducatePublicWorksaboutthephysicaland
environmentalconcernsexpressedbythevariousstakeholders–they
didnotfocusoncreatingamultitudeofdesignoptions.PublicWorks
neededabasicunderstandingofthegoalsofprojectbeforetheycould
beginlookingforafirmtocontractwithtodesignandbuildthefacility.
Ultimately,thecharrettesmeetingsservedasaforumtorepresentthe
needsofProbation,LACOE,DMH,DHS,theCEO’soffice,several
advocatesandDPW,helpingtocreateameaningfulscopingdocument
thatinturnservedasthebasisoftheRFPtofindtherightDesign‐Build
teamforthenewfacility.
41
Charrettes function in the planning field as a series of meetings aimed at creating design solutions for projects. They are defined by their use of multiple stakeholder perspectives and goals. Leap and Associates
Page | 19
Simultaneously,additionalplanningmeetingsweretakingplace
withinProbation,LACOEandotherentities.Someoftheexternal
stakeholderswhowerenotincludedinthesegatheringsexpressed
concernthatnoteverycountydepartmentwithastakeinthenew
facilityhadbeeninvitedtothesemeetings.Therewasalsoconcernthat
externalvoicesandexpertisewerenotpartofthisprocess,specifically
formerlyincarceratedyouthandtheirfamilies.MichelleNewell,Senior
PolicyAssociateatChildren’sDefenseFund‐California,whowas
presentatmanyoftheplanningmeetingscommented,
Thereendedupbeingalotofrepeatedconversations
becausetheprocessforhowallthecountydepartments
wouldworktogether,andhowexternalvoiceslike
advocateswouldbeincluded,hadn'tbeenworkedout
whenthisstarted.Basically,theplanewasbeingbuiltas
itwasbeingflown.Intheend,alotofmeetingshappened
wherekeydepartmentswouldn'tbethere,whichmade
[themeeting]lessproductive.Additionally,sometimes
countyrepresentativeswouldbeatmeetings,butnot
thosewhohadtheauthoritytomakedecisionsorwho
wereinformedonthisprojectormodel.Overall,because
thecountywaspilotingwhatitwastoworktogetherina
collaborativeprocess,thereweresomeinefficienciesand
bumpsintheroadatthebeginning….It’scriticalthatall
therightvoicesareatthetablefromthebeginning.
Followingthecharrettesmeetings,asthescopingdocumentwas
beingrefined,theprojectslowedandsomestakeholdersbecame
concernedwithmaintainingasenseofurgencyandmomentum.One
advocatedcommented,“Thereweren'tclearguidelinesintermsofwhat
informationwouldbesharedwithstakeholders,andinwhatmanner.That
Leap and Associates
Page | 20
ledtosomemisunderstandingsanddelays.”Inordertofostereven
greatersupport,advocatesurgedotherCountyBoardSupervisorsto
re‐joininsupportoftheprojectandhelpstrengthenthemovement.
“Atsomepointsit’savery
energizedprocessandatsome
pointsit’snot.”
Advocate
Asthistime,SecondDistrictSupervisorMarkRidley‐Thomas
workedtoformallyencouragetheinclusionofobservedbest
practicesexploredduringsitevisitswithintheplanningand
programmingfortheCampKilpatrickReplacementProject.
Drawinguponhisdevelopingcommitment,inMarch2013,
2013
SupervisorRidley‐ThomaspresentedamotionaskingtheBoardof
SupervisorstodirecttheProbationChiefandLACOESuperintendentto
providerationaletotheBoardontheinclusionofprojectchanges
developedbyseveralCountyDepartments–namelyProbationand
LACOE–incollaborationwithasmallgroupofadvocates.Supervisor
Ridley‐ThomasworkedtomotivatetheBoardtoapprovetheadditional
fundingthesechangeswouldrequire.
FollowingthismotioninMarch,inMay,Probationprovidedthe
rationalealongwitharequesttoincreaseprojectfundingby
approximately$7million.The$7millionwasdesignatedtofurther
embracebestpracticesandpromotetheLAModel.Thisbudgetincrease
willbeusedto42:

Increasethefacilitysizefrom42,000squarefeetto54,000
squarefeet,
42
County of Los Angeles Probation Department. Rationale for Newly Identified Project Changes for the Camp Kilpatrick Replacement Project. May 2, 2013. Leap and Associates
Page | 21




AddmoreLACOEclassroomsandeducationalspace,43
Buildanewkitchen44toaccommodateaCulinaryArts
Program,
Includealargemulti‐purposeroom,increasingthesizeofthe
gymfromahalf‐courttoafull‐court,45and
Decreasethesizeoftheproposedpodsfrom15to12youth
perpod.
InNovember,afterreviewofProbation’srationale,theCEO’s
officeprovidedarecommendationtotheBoardtoapprovethe
proposedchangesandincreasethebudgetbythenecessary$7
million.Theseadjustmentsandasubsequentincreaseinfunding
“Itisgreatthat[thecountyis]
willingtoputmoremoney
intosomethingthatwilltruly
betterservekids.”
Advocate
werebothapproved,bringingtheoverallprojectbudget$48.2million.
Thisbudgetincreasemadesenseonmanylevelsaccordingto
interviewswiththoughtleadersandadvocates.The$28millioninstate
fundingthatwasreceivedreflectedtheidenticalbudgetusedinthefirst
application;thisestimatewasbasedonasingle‐roomdesignanddidnot
takeintoconsiderationtheincreasedcostofthebestpractice‐
programming–andresultingphysicaladjustments–thatwasnowgoing
tobeintegratedaspartofthedevelopmentofthenewmodel.Since
43
LACOE leadership committed to smaller class sizes (12 youth per classroom). This model will allow pods of youth to stay together throughout the school day. This adjustment the number of students per classroom increased the need for more classrooms. The increased funding is to build two additional regular classrooms, two Career Technical Education classrooms and a teacher conference room.
44
A new kitchen was significant because Camp Kilpatrick had been sharing a kitchen with the adjacent Camp Miller. Home‐
like dining space is an important part of the small‐group model and the stakeholders wanted to ensure that youth could eat together with small groups. 45
The multi‐purpose room is an instrumental part of the small group model, specifically providing a more home‐like environment for a wide variety of small and large group activities, including a dining area to support small group, family‐
style dining. Leap and Associates
Page | 22
statefundingwassetandcouldnotbeincreased,thecountywas
responsiblefortheadditionalfundingtoallowfortheupdatedvisionof
CampKilpatricktobefully–andsuccessfully–implemented.ChiefJerry
Powerssaidthattheinitiallyproposedfundingwassimply“inadequate”
forwhattheprojectnowencompassed.
Usingwhatwaslearnedthroughthecharrettesprocess,inApril
2013theDepartmentofPublicWorksreleasedanRFPtocontracta
consultingfirm“toprovideprojectmanagement/construction
managementandprojectcontrolssupportservicesforCampVernon
KilpatrickReplacementProject.”46Afterreviewingproposalssubmitted
byfourfirms,DPWcontractedwithKitchellCEM,Inc.,awardingthem
$2.8milliontoprovideadvisoryservicesthroughouttheplanning
process.47
NotonlydidSupervisorRidley‐Thomas’effortsencouragethe
Board’sapproval,hisworkalsoreestablishedmomentumintheproject
aftersomedelay.MichelleNewellexplains,“Wewereinatransition
phaseandthismotionre‐ignitedtheproject.”Priortodevelopingchanges
tothescopeoftheprojectaspresentedintheBoardmotion,external
stakeholdershadnotfeltconfidentthatthedesignforthereplacementof
CampKilpatrickwastrulyreflectiveofbestpracticesandanemphasis
onrehabilitationratherthancorrections.TheSupervisor’smotionand
46
County of Los Angeles Chief Executive Office. Department of Public Works Camp Vernon Kilpatrick Replacement Project Adopt Mitigated. LA County Board of Supervisors. November 19, 2013. 47
Ibid. Leap and Associates
Page | 23
Probation’sresponsenowplacedthevisionandexpectationfor
implementationofbestpracticesinthepublicrecord.
Withthebudgetnowpoisedtoaddresstheconcernsof
2014
stakeholders,attherequestofSupervisorYaroslavsky,MariaChong‐
Castillo,AssistantChiefDeputyfortheThirdDistrict,coordinatedan
AdvisoryCommitteeonfacilitydesigninFebruary2014.UnderMs.
Chong‐Castillo’sguidance,theAdvisoryCommitteebegantomeet
regularly,engaginginfocusedconversationsregardingnecessarynext
stepsinprojectplanningandimplementationrelatedtothephysical
facility.Mostsignificantly,theAdvisoryCommitteemeetingsbrought
togetherinvolvedcountydepartments(Probation,DMH,LACOE,DPW,
CEO,DHS,JCHSandothers),activestakeholders,advocatesand
researchers.TheAdvisoryCommitteemeetingsprovidedaforum
whereeachcountydepartmentwasabletoprovideupdatesandshare
statusreports.Thesemeetingsimprovedcommunication,information
sharingandideaexchange.Further,theyalsoprovidedaspacefor
newresearchandfindingstobedistributedtoabroadergroup.
“WithouttheBoard’sbacking
andCountymatchonthis
projectitdoesn’thappen.”
DaveMitchell,
Co‐Chair,QASubcommittee
InMay2014,theprojectmovedontothedemolitionprocess.
FivefirmsrespondedtoanRFPissuedbyDPWtoprovidedemolition
services;NationalDemolitionContractorswasselectedafteracareful
review.TheninJune,DPWreleasedanRFPseekingaDesign‐Buildfirm
tobringthenewfacilitytolifethroughdesignandconstruction.
Leap and Associates
Page | 24
Simultaneously,asthecollaborativecounty‐facilitatedmeetings
underMariaChong‐Castillo’sdirectionweretakingplacefocusingonthe
facilitydesign,formerSantaClaraCountyChief,SheilaMitchell,was
servingasanadvisor,meetingseparatelywithboththeProbation
Departmentleadershipandadvocates.ChiefMitchellhadbeenbrought
ontotheprojectbyJulioMarcialattheTCWF,joiningtheprocessasa
technicaladvisorafterherexperienceguidingasimilarjuvenilejustice
reformeffortinSantaClarajustafewyearsearlier.Thepurposeofthe
meetingsChiefMitchellwasconveningwithmultiplecounty
departments,stakeholdersandadvocateswastoestablishastructure
formovingprojectplanningandstrategyforward.Thegeneralfocus
ofMs.Chong‐Castillo’smeetingswasthephysicalplantandcross‐
departmentalcommunication,whileChiefMitchell’sguidancewas
designedtofacilitatetheoverallprojectincludingstaffing,
programmingandpreparationtoopenthenewfacilityinJanuary
“Weevolvedintothiscurrent
modelthatwehave;whenwe
firststartedweweresitting
downwithallthepartiesandit
becameclearafterawhilethat
tobringeveryonetogetherin
oneroomwasnotgoingtobe
thebestuseofeveryone’stime
andpeoplefeelingliketheir
inputwasn’theardorvalued.”
JerryPowers,
ProbationChief
2017.ChiefMitchellapproachedtheprojectwithfirst‐hand
knowledgeoftiming,planningandprojectmanagement.
UnderChiefMitchell’sleadership,severalbrainstormingand
strategymeetingstookplace,resultinginthedesignofasubcommittee
structure.Broughttogetherundertwoseparateguides–the
Leap and Associates
Page | 25
Supervisor’sofficeandChiefMitchell–acoregroupofstakeholders
emerged–bothinternalandexternal–formingacoreprojectteam.48
Theprojectteamspentseveralmonthsstrategizingaboutwhat
sortofsubcommitteesandstructurewouldbenecessarytoaccomplish
thedesiredwork,whateachsubcommitteewouldbetaskedwith,who
wouldparticipate,andhowthesubcommitteeswouldbeled.The
projectteamultimatelydecidedthattherewouldbefoursubcommittees
overseenbyaGuidanceTeam.49TheGuidanceTeam’srolewouldbeto
receiverecommendationsfromeachsubcommitteehelpingmovethe
projectforwardtowardthecommonvision.
InSeptember,thedemolitionofCampVernonKilpatrickkicked
offwithagroundbreakingcelebration–hostedbyoutgoingThird
DistrictSupervisorZevYaroslavsky–takingplaceonsitetomark
the“beginningofnewerainjuvenilejustice.”50Membersofthe
community,stakeholdersandrepresentativesfromfivecounty
departmentsinvolvedintheprojectspokeattheevent.Reform
advocateTanishaDenardrecalledhow“Thisreallyshowedthat
thingsweremovingalong.”Manystakeholdersbelievedthe
groundbreakingrepresentedacommitmentbytheProbation
DepartmentandtheBoardofSupervisorstotransformtheculture
48
This project team included multiple representatives and members of Probation leadership, representatives from DMH, LACOE, JCHS, DHS, LA County Arts Commission, LA County Children and Families Commission, community‐based organizations, advocates and researchers. 49
A more detailed description of the Guidance Team and subcommittee structure will follow. 50
Sewell, A. Demolition of Camp Vernon youth lockup called start of new era. Los Angeles Times. September 12, 2014. Leap and Associates
Page | 26
ofProbationwithinLACounty.Atthismoment,itwasclearthatanew
facilitywasonthehorizonanditreinvigoratedthoseinvolvedtoensure
thatthisnewfacilitywouldbebuiltbasedonmodelscommittedtosmall
grouptreatmentandtrauma‐informedrehabilitation.
Afterseveralmonthsofpreparationandplanning,theSB‐81
subcommitteesandGuidanceTeamwereofficiallylaunchedthroughan
all‐daytrainingeventfacilitatedbyChiefMitchellandLACountyDeputy
ChiefCottononOctober2,2014.Thetrainingincludedalleight
subcommitteeco‐chairs,manymembersoftheGuidanceTeam,several
othercountydepartmentrepresentativesandasmallgroupof
stakeholders.Inaninterview,DeputyProbationChiefCotton,said“The
collaborationbroughtsomeofthebrightestmindsinLACountytothe
table.”ThetrainingeventbeganwithChiefPowersarticulatingthecore
elementsandprogramdescriptionoftheLAModel.Thiswasfollowed
byadiscussionclarifyingexpectationsandrolesoftheGuidanceTeam
andthesubcommitteeco‐chairs.Intheafternoon,Dr.BradBeach,
AssociateSuperintendent,EchoGlenChildren’sCenter,MikeSimms,
SantaClaraCountyProbationManagerandDr.JorjaLeap,Adjunct
ProfessorofSocialWelfareUCLALuskinSchoolofPublicAffairs,offered
presentationsonlessonslearnedatothersitesandjurisdictionson
transitioningtoarehabilitativejuvenilejusticemodel.Bytheendofthe
trainingday,membershipforthesubcommitteeswasfinalizedandthe
Leap and Associates
Page | 27
co‐chairsofeachsubcommitteeorganizedtheirfirstmeetings.51Co‐
chairsandsubcommitteesweretaskedwithdedicatingtheirworkto
furtherclarifyingandrefiningtheLAModel.Allfoursubcommittees
beganmeetingbytheendoftheyear.
InNovember,BernardsBrotherswaschosenfromthefourfirms
thatrespondedtoDPW’sDesign‐BuildRFPreleasedinJune.Giventhe
detailanddepthofBernards’proposal,additionalcostswereinvolved.52
Thiscontractwouldrequirea$4millionincreasetotheoverall
projectbudget.OnNovember5,2014,theCEOaffirmedina
recommendationtotheBoardthatBernardsBrothershad“submitted
themostadvantageousandbestvalueproposaltotheCounty.”53The
majorityoftheBoardwassupportiveofthischoiceandvotedtoallow
theincrease.Theadditional$4millionbroughttheprojectbudgetto
“TheCountydidaphenomenal
jobinensuringthatwhenthe
RFPwentoutitoutlinedwhat
wewerelookingfor.Wewere
reallysuccessfulinchoosinga
Design‐Buildteamthat
understoodthemodel.”
ProbationStakeholder
approximately$52,241,000.
OnNovember5,2014SheilaKuehlwaselectedtotheLosAngeles
CountyBoardofSupervisors,replacingThirdDistrictSupervisorZev
Yaroslavsky.54SupervisorKuehlwassworninandtookofficeon
December1st.
51
The agenda for this training event can be found in Appendix B. One of the meaningful design adjustments Bernards made was further reducing sleeping units to groups of 6, further enhancing the small‐group model. Their design truly captured the collaborative vision for this new treatment and rehabilitation‐focused facility. Another meaningful addition Bernards made was the inclusion of an outdoor amphitheater. 53
County of Los Angeles Chief Executive Office. Department of Public Works Camp Vernon Kilpatrick Replacement Project Approve Appropriation. LA County Board of Supervisors. November 5, 2014. 54
Supervisor Yaroslavsky had represented the Third District from 1994‐2014; at this time he had termed out. 52
Leap and Associates
Page | 28
InJanuary2015,followingthestartofactualdemolition,the
2015
Design‐Buildfirm,BernardsBrothers,madeapresentationtoagroupof
stakeholdersaboutthedesignprocessandreceivedtheirinput.
BernardsBrothersfacilitatedthismeetinginordertosharetheirvision
withthestakeholdersandtocontinueengagingthemintheprocess.
PublicWorksCapitalProjectsProgramManager,VincentYu,expressed
hispersonalinterestintheproject,explaining,“Thishasbeenmyfavorite
projecttoworkon.It’sexcitingtobepartofsomethingthatcouldreally
makeadifference.”
Thesubcommitteeshadallbeenmeetingregularlysincetheend
of2014.ThefirstGuidanceTeammeetingtookplaceonFebruary9,
2015.Duringthismeeting,ledbyChiefPowers,GuidanceTeam
membersspentthefirsthourreviewingtheirmissionandvisionaswell
asthebasicsofoperation.DeputyProbationChiefCottondescribed
informationsharingtoolsthatwouldbeusedwiththesubcommittees.
Intheremaininghour,subcommitteeco‐chairsjoinedtheGuidance
Teammeetingtopresentupdatesontheirsubcommitteesworkand
provideinitialrecommendations.
Atthistime,thedemolitionofCampKilpatrickwascompleted.In
arecentprojectupdateissuedbytheCEO,itwasstatedthatconstruction
activitieswouldbeginonJuly31,2015.
Leap and Associates
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PROJECTFUNDINGOVERVIEW
$28,728,000
$12,422,000
$7,073,000
$4,019,000
$23,514,000
RenderingsprovidedbyLosAngeles
CountyDepartmentofPublicWorks
TheprojectwasfundedwithStaterevenuefromtheConstruction,Expansion,or
RenovationofLocalYouthfulOffenderRehabilitativeFacilitiesConstruction
ProgramauthorizedunderSenateBill(SB)81.
StatefundingrequiredaCountymatch.LACountymadeadesignationforCapital
ProjectsandExtraordinaryMaintenancetothe2011‐12Capital
Projects/RefurbishmentsBudget.
Abudgetincreasewasrequestedtoincreasefacilitysquarefootageanddecrease
staffingratios.TherequestwastonetCountycostappropriatedinFiscalYear
2013‐14SupplementalBudget.
“ItwasdeterminedthatBernardsBros.Inc.s’Design‐Buildproposalwasfoundto
havesubmittedthebestvalueandmostadvantageousproposaltoperformthese
servicesisaccordancewiththeevaluationcriteriastatedintheRFP;however,the
proposalcostwas$4.0millionoverthepreviouslyestimatedconstruction
allocation.”ThisbudgetincreasewasapprovedinNovember2014.
NetLACountycostallocation
$52,242,000 TOTALFUNDINGFORCAMPKILPATRICKREPLACEMENTPROJECT
Leap and Associates
Page | 30
TIMELINEOVERVIEW
July15,2008
January9,2009
February2009
April2010
November18,2010
December2010
March1,2011
December2011
January17,2012
February14,2012
March19,2013
April2013
May2,2013
November26,2013
February2014
April–September
2014
June2014
September2014
October2,2014
November5,2014
December2014
December2,2014
February9,2015
February2015
BSCCissuesRFPforLocalYouthfulOffenderRehabilitativeFacility
ConstructionGrant
LACountysubmitsapplicationforLocalYouthfulOffenderRehabilitative
FacilityConstructionGranttoexpandCampGonzales
LACountyapplicationdenied
DonaldBlevinssworninasLACountyChiefProbationOfficer
LocalYouthfulOffenderRehabilitativeFacilityConstructionGrant
applicantsreconsideredforcountiesoriginallydenied
BSCCawardsLACounty$28.7mLocalYouthfulOffenderRehabilitative
FacilityConstructionGrantfundsforCampGonzales
LACountyBoardofSupervisorsdirectsProbationtoacceptgrant
JerryPowerssworninasLACountyChiefProbationOfficer
ProbationpresentsprojectplantotheLACountyBoardofSupervisors
BoardofSupervisorsapprovesformalacceptanceofprojectand$41m
budget
DPWCharrettesmeetingsbegin
MotionbySupervisorMarkRidley‐Thomastoincreaseprojectbudget
DPWreleasesRFPforgeneralconsultingandadvisoryservices to
overseetheproject;KitchellCEM,Inc.,awarded$2.8million
ProbationDepartmentsubmitsrationaleforprojectchangesand$7m
budgetincrease
BoardofSupervisorsapprovesbudgetincreaseof$7m
MariaChong‐Castillo/SupervisorYaroslavsky’sofficebeginsAdvisory
Committeemeetings
ChiefMitchellconvenescountydepartmentsandadvocatestoestablish
structureoftheprocessgoingforward
DPWissuesPRFforDesign‐Buildcontract
Groundbreakingceremony;demolitionbegins
SubcommitteeandGuidanceTeamtrainingandofficiallaunch
Design‐BuildcontractawardedtoBernardsBrothers;Board of
Supervisorsapprovesbudgetincreaseof$4m
Allsubcommitteesmeetingregularly
SupervisorYaroslavsky departs,SheilaKuehlsworninBoardof
Supervisors
FirstGuidanceTeammeeting
CampKilpatrickDemolitioncomplete
Leap and Associates
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FRAMINGTHEPROCESS
Overthecourseofseveralmonthsin2014,Probationandother
countydepartmentrepresentativesandadvocatesconvenedtoshare
informationandcometoagreementonacollaborativestructuretomove
theprojectforward.ChiefMitchellexplained,“Inthosemeetings,we
developedastructureofhowtopullallthepiecesoftheprojecttogether
throughtheideaofhavingsubcommittees.”Thisdivisioninto
subcommitteesroseastherightstructurebecausethereweremany
dynamic–yetinterrelated–partstothenewmodel,andeachpart(or
subcommittee)wouldbeworkingtosurveywhatwashappeninglocally,
identifyandunderstandbestpractices,facilitateconversationsandmake
policyrecommendations,itwouldbehardforonelargegrouptotackle
allpartsofstaffing,program,educationandresearch.Theformationof
thesubcommitteesaroseasa“divideandconquer”strategyoutof
necessity.Overwhelmingly,stakeholdersfeltthatsmallergroupsthat
includedexpertanddiverserepresentationwouldadvancetheproject.
Theprojectteamdeterminedthatthesubcommitteeswould
"worktogethertobringaboutachangeandimprovement,achieving
“Ithinkthesubcommittee
structurehasworkedbutI
don’tknowifitwasthebest
structurefortheproject.”
DianaVelasquez,
Co‐Chair,EducationSubcommittee
thisinacreatedenvironmentofmutualrespect,sharingofexpertise,
cooperation,andsupport."55Theexpectationsofthesubcommittees
wereidentifiedas:
55
SB 81 Kilpatrick Replacement Project. Advisory Committee. Minutes of meeting June 13, 2014. Leap and Associates
Page | 32
 Anagreeduponandtransparentmissionandvision
 Identifiedmechanismtokeepsubcommitteescoordinated
 Balanceofcountyandnon‐countyvoice
 Committedmemberswithexpertise
 Youthseenasequalmembers
 Consistentlycoordinatedscheduleandmeetings.
Foursubcommitteeswereestablished:56




Staffing,TrainingandRecruitment
Programming
Education
Research,Evaluation,DataandQualityAssurance.
Bydesignandconsensus,eachsubcommitteeisco‐chairedby
bothacountyemployeeandanon‐countyemployee;onthreeofthefour
subcommittees,thecountyco‐chairisamemberofProbation
leadership.57DeputyProbationChiefFeliciaCottonstated,“Wemade
suretherewasaProbationleaderoneachcommitteetoensurewhat
shouldbehappeningishappening.”Shewentontoexplainthat
ultimately,thenewfacilitywillberunthroughtheProbation
Department,therefore,makingitcrucialtohaveProbationleaders
helpingtofacilitateplanninginthedomainsofeachsubcommittee.
56
Originally there was also going to be a re‐entry subcommittee. However, after further discussion about each subcommittee’s focus, it was determined that re‐entry needed to be addressed within each group, not as a separate body. 57
The Education Subcommittee is co‐chaired by a LACOE representative; a member of the Probation staff is on the Education subcommittee. Leap and Associates
Page | 33
AccordingtoDeputyChiefCotton,Probationleadersco‐chairingthe
subcommitteesallowsforsomeonetoprovideagreaterunderstanding
ofwhatpoliciescanandcannotbeeffectivelyimplementedinthenew
facilitysetting.“Probationisstrategicallylookingatwhatisbeing
produced,”shesaidofthesubcommittees.Sheexplainedthatsolongas
Probationisatthetableinaleadershipcapacity,thereislittleconcern
thattherecommendationsofthesubcommitteeswillbeunattainable.
Thedecisiontohaveeachsubcommitteeco‐chairedbyanon‐
countystakeholderwasameaningfuldemonstrationthat“external”
voiceswerevaluedandwelcomedinthisprocess.Theselectionofnon‐
countyco‐chairsensuredtheengagementofdifferentexpertise,ideas
andresources.Thissharedleadershipmodelhasbeeninstrumentalin
engagingmyriadvoicesandideasinthedevelopmentand
implementationoftheLAModelandthenewfacility.
OncethesubcommitteeandGuidanceTeamoutlinewas
established,themission,vision,overallstructureandroleswithin
thesubcommitteeswereallexplainedtoparticipantsintheOctober
2,2014training.
“Ihadaconversationwith
Feliciaonhowto
compartmentalizesomeofthe
tasks;sowecameupwiththe
conceptoftheGuidanceTeam
andsubcommitteesthatwork
ontheirareasofexpertise.”
JerryPowers,
ProbationChief
Co‐ChairandGuidanceTeamRoles
Thesubcommitteeco‐chairsfunctionas“thelifeoftheteam.”
Theirmainresponsibilityistodeveloppreliminaryplans,agendasand
strategiesforeachteammeeting.Theyworktocoordinateandfocusthe
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meetingonthemissionandvisionofthesubcommitteetheyare
overseeing.Theco‐chairswerechosenbasedontheirexpertiseinthe
subcommittee’sfocusareaandtheyhavebeengiventheauthorityto
directtheeffortsofthesubcommitteebasedonthatexpertise.Although
theyareservingasthesubcommitteeleaderstheyalsoparticipateasan
activememberofthesubcommittee.
Inanefforttoincreasecommunicationbetweensubcommittees,
monthlyphonemeetingsarescheduledforsubcommitteeco‐chairsto
discusstheirprogressandtoensureallgroupsaremovingina
synchronizedmanner.
Inadditiontothesubcommittees,aGuidanceTeamwas
establishedtooverseetheworkandmovementofthesubcommittees
andtocollecttheirrecommendations;theGuidanceTeamischarged
withmakinginformeddecisionstoadvancetheimplementationofthe
overallvision.Thisgroupwasestablishedwiththepurposeofsecuring
resourcesandremovingbarrierstoensurethesuccessofthe
subcommittees.58Theirprimaryroleistoprovideleadership,
coordination,andaccountabilityforallfoursubcommittees.The
subcommitteeco‐chairsreporttheircommittee’sprogresstothe
GuidanceTeamonamonthlybasis.
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Guidance Team
Staffing, Training and Recruitment
Programming
Education
Research, Evaluation, Data and Quality Assurance
GuidanceTeam
Members:ChiefProbationOfficerJerryPowers,Dr.MarvinSouthard
(DMH),Dr.ArturoDelgado(LACOE),Dr.MitchellKatz(DHS),Judge
MichaelNash,JudgeDonnaGroman(SuperiorCourtofLA),Javier
Stauring,andJulioMarcial(TCWF).
WhentheGuidanceTeamandsubcommitteesoriginally
convened,GuidanceTeammeetingswereexpectedtotakeplace
monthly,aswerethesubcommittees.However,astimepassed,the
GuidanceTeammeetingsprovedverydifficulttoschedule.Thefirst
GuidanceTeammeetingtookplaceinFebruary2015.Recentlytheyre‐
committedtomeetevery45days.
ThefirsthalfofthemeetingisspentwithonlytheGuidance
Teammembers,thesecondhalfincludesalleightoftheco‐chairs.
ChiefPowersinformallyleadstheGuidanceTeammeetings;however,
therecommendationsanddecisionspresentedtotheBoardof
“Thecommitteesdonothave
thefinaldecisiononthingsbut
theyputsomerationale
togetherfortheGuidance
Team.”
SupervisorsareintendedtoputforththedecisionoftheGuidanceTeam
asawholebasedontheinputandrecommendationsofthe
subcommittees.
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MissionandVision
TheGuidanceTeamisresponsibleforthecoordinationand
oversightofallfoursubcommittees;thisleadershipteamensuresthe
accountabilityandefficiencyofthesubcommittees.Inparticular,the
GuidanceTeamisresponsiblefor“barrierbusting,”resolvingobstacles
relatedtostaffing,unionissuesandothercounty‐levelissues.Manyof
thechangesthesubcommitteesaregrapplingwithhavepolicyand
budgetaryimplications,orwillimpactlargersystemsincludinghowand
whoisrecruited,staffingschedules,programinterventions,educational
philosophies,andmore.TheGuidanceTeamhastheauthorityto
addressmanyofthesebarriers.Itspurposeistomaintainthe
momentumoftheprojectandensurethateachsubcommitteeis
adheringtoanappropriatetimeline.TheGuidanceTeamisdesignedto
workasanadvocacybodyforthesubcommittees.Itisalsoresponsible
forsupportingtheresearchneedsofthesubcommittees.
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Staffing,Training,andRecruitment(STR)Subcommittee
Co‐chairs:
AlbertoRamirez,ProbationDirector
CarolBiondi,LACountyChildrenandFamiliesCommissioner
Membershipincludesrepresentationfrom:Probation,DMH,DHS,LACOE,
USC,ProbationUnion,Children’sDefenseFund‐California,LosAngeles
SuperiorCourt,Anti‐RecidivismCoalition(ARC),YouthJusticeCoalition
(YJC)andfamilymembersofyouth.
Mission:TobringaboutapositiveculturechangebyprovidingtheGuidance
Teamwithaviablebestpracticestrategyforacomprehensivestaffing
recruitmentstrategyaswellasinitialandon‐goingtraining/support
rstaff.59
47
requirementsforstaff.
EarlyintheSTRmeetingsitwasdecidedtherewouldbesub‐
subcommitteesthatwouldoversee(1)staffing,(2)trainingand(3)
recruitment.Eachcomponentneededanindividualresponsibleforits
direction.FormerLosAngelesSuperiorCourtJudgeJanLevineand
SeniorProbationDirectorSeanPorterwereassignedtostaffing;co‐
chairsCarolBiondiandAlbertoRamireztotraining;andChildren’s
DefenseFundPolicyAssociateAngelaChungandProbation’sJamal
Throwertorecruitment.
MissionandVision
TheStaffing,Training,andRecruitmentSubcommittee(STR)was
establishedtooverseeandstrategizeonallaspectsofstaffingwithinthe
59
SB 81 Kilpatrick Replacement Project. Staffing, Training, and Recruitment Subcommittee. Minutes of meeting November 7, 2014. Leap and Associates
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redevelopmentofCampKilpatrick.Thesubcommitteemeetsregularly
to“exploreresearch,assessmenttools,andothermodelfacility
protocolstoinformtherecommendationsputforthinordertooptimize
theprobabilityofdevelopingaprocessthatfocusesonhiringstaffwho
believeintheinherentgoodnessofouryouth.”60DuringtheOctober
2014subcommitteetraining,itwasexplainedthattheSTR
subcommitteeshouldfocusonthecreationofatherapeuticmodelthat
wouldfacilitatepositiverelationshipsbetweenyouthandstaff.These
relationshipswouldrelyheavilyonalowstafftoyouthratio,which
wouldbecriticalfortheSTRtofocuson.61
Progress
Initialmeetingswerededicatedtogatheringinformationand
researchregardingeducationalandhealingpracticesrootedintrauma‐
informedcareandapproachestocarethatpromotesupportive
relationshipbuilding.Withthisresearchandthecollaborationand
commitmentofitsmembers,thesubcommitteeaimstoanswerthe
followingquestions:



Whowillstaffthenewfacility?
Howwilltheybetrained?
Howwilltheyberecruited?
60
SB 81 Kilpatrick Replacement Project. Staffing, Training, and Recruitment Subcommittee. Minutes of meeting November 7, 2014. 61
Guidance Team and Subcommittee Co‐chairs. Subcommittee Chair Training Retreat. Minutes of meeting, October 2, 2014. Leap and Associates
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
Howwillpersonnelworkwitheachothertorunthenew
facility?
 Howwillpersonnelworkandinteractwithyouthinthe
facility?
Aswiththeotherthreesubcommittees,itwasdeterminedthatall
“Ithinkthateveryoneinvolved
wouldagreewiththeconceptof
thecultureshift.” Advocate
methodsusedtostaff,recruit,andtrainwouldbedirectedtowarda
fundamentalculturechange.
Thesubcommitteebrainstormedanddevelopedalistof
characteristicstheyviewedasbeingimportantqualitiesforstaff,these
included:havingabackgroundthatallowedstafftorelatetoyouth,
workingwithhumility,beingcollaborative,notdemonizingyouth,and
havingaclearunderstandingofexpectationsandconsequences.62
Followingthisconversation,thesubcommitteeidentifiedfourtrainings
theyrecommendfornewfacilitystaffparticipation.Thedepthand
intensityoftrainingwoulddependoneachstaffmember’spositionand
theirlevelofcontactwithyouth.63Aftervariedpresentationsbyexperts
duringsubcommitteemeetings,theSTRsubcommitteerecommended
staffatthenewfacilitycomplete:


ATraumaInformedCaretrainingdevelopedbyDr.Robert
PynoosofUCLA
TheNationalCouncilonCrimeandDelinquency’sPositiveYouth
DevelopmentTraining
62
SB 81 Kilpatrick Replacement Project. Staffing, Training, and Recruitment Subcommittee. Minutes of meeting December 18, 2014. 63
SB 81 Kilpatrick Replacement Project. Staffing, Training, and Recruitment Subcommittee. Minutes of meeting March 12, 2015. Leap and Associates
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

IntegratedDialectalBehaviorTreatmentModeldevelopedbythe
WashingtonStateDepartmentofSocialandHealthServices,and
ASmallGroupTreatmentModeltrainingbasedontheMissouri
YouthServicesInstitute.64
Thesubcommitteehasalsoagreedthatongoingstafftrainingisavital
componentofmaintainingaculturalparadigmshiftwithinthefacility.
Alongwiththeseefforts,thesubcommitteeisworkingtodevelop
moreformalizedtrainingstructuresinformedbyexpertsinthefieldand
bestpractices.TheSTRsubcommitteerecentlysubmittedarequestto
theGuidanceTeamtoreceivefundingforexpertconsultationthatwill
betterinformthehiringandtrainingprocess.Alongwiththe
establishmentofrecommendedtrainings,thesubcommitteehas
recommendedthepodshavea1to6staffratioandclassroomshavea1
to12ratio.
Followingtherecommendedimplementationofspecifictrainings
andstafftoyouthratios,theSTRsubcommitteedevelopedquestionsto
beposedtoProbation’sHumanResources(HR)Departmentregarding
thecurrentrecruitmentprocesses.Thesequestionswereformedbased
onthedesireofthesubcommitteetobetterunderstandcurrent
recruitmentandhiringprocessesoftheDepartment.Thesequestions
included:
64
Page | 41




Whatpositionsarecurrentlybeingrecruitingfor?
WhichpositionsarerecruitedforoutsideoftheProbation
Department?
Aretherespecificpositionsthatarelimitedtointernalhiring?
Wheredoesrecruitmenttakeplace?
TheHRdepartmentwasresponsiveandprovidedthe
subcommitteewithdetailedinformationregardingtheirstaffingprocess,
atopiccriticalfortheSTRsubcommitteetounderstand.Thishas
allowedthemtomakeinformedrecommendationsbasedonwhatis
alreadyoccurringwithintheDepartmentsurroundingstaffingand
recruitmentandprovideadjustmentstosuccessfullyreflecttheLA
Model.
Inarelatedeffort,thesubcommitteehasconductedagreatdeal
ofresearchonthepositiveandnegativeoutcomesofthecurrent56‐hour
shiftpolicy.Theresultsoftheseeffortshaveprovencritical.The56‐
hourshiftscanbedetrimentalforrelationshipbuildingasstaff
membersareawayfromtheyouthforextendedperiodsoftime.
Researchalsoshowsthatthe56‐hourshiftsmaygeneratepsychological
“Theemphasishasto
beplacedonwhat’sgoing
togooninsidethecamp.
Thestaffingisvitalto
thecultureshift”
Advocate
stressorsforstaff.Althoughconversationsarecontinuingregardingthe
current56‐hourProbationstaffshifts,nochangeshaveyetbeen
formallysuggested.Inthenewfacility,thegoalistoincreasethe
continuousnatureofstaffandyouthinteraction,reducingtheamountof
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timestaffareawayfromtheyouthandthenumberofstaffingtransitions
youthexperienceinaday.
AngelaChungfromtheChildren’sDefenseFund–California
reportsthatthesubcommitteeunderstandsthis56‐hourstaffingpolicy
initiallycamefromindividualshavingtocommutetoworktoooften.
Often,Probationstaffdoesnotliveclosetothecampsandendurelong
traveltimestogettowork.“Butthat56hourshift,”shesays,“isnot
conducivetobuildingrelationshipswithyoungpeopleandcreating
consistencywithstaffrelations.”Thediscussionofshiftlengthhasbeen
anongoingpointofdiscussionasAngelareportsthatinvolvedunions
arewillingtoexamineadifferentshiftstructuresnoting,“Theirfearis
thatthe‘good’probationofficersintheDepartmentwhorelyonthe56
hourshiftwillnotapplytothepilotprogrambecausethe56hourshift
won’tbeoffered.”
Accordingtotheco‐chairs,thesubcommitteehasexperienced
positivecollaborationefforts.CarolBiondireported,“Thestaffworkings
oftheSTRSubcommitteehavebeengreat.Therehasbeennothingbut
completeagreementontheareasweneedtolookinto.We’vehadgreat
meetingparticipation.”
Challenges
TheSTRsubcommitteehascomeacrossavarietyofobstacles
includingincorporatingtheneedsoftheunion,alackofresourcesin
obtainingexpertinformation,thecurrent56hourshiftstructurefor
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Probationstaff,andrelianceonothersubcommittee’stimelinestomake
importantdecisions.Co‐chair,AlbertoRamirez,explained,“Thereare
certainrulesthatthecountyisgovernedby.Therearecertainservice
rulesandcontractsthatexistwiththelocalunions.”CarolBiondi
indicatedthatunionmemberswerenotinitiallyinformedthattheywere
invitedtoparticipateinthesubcommitteeconversationsaroundstaffing.
Whennounionrepresentativeswerepresentatthefirstmeetings,Ms.
Biondimadecontactwithunionleaderstoinformthemthattheir
participationwascritical;shesays,“They’vebeenateverymeetingsince.”
Shewentontopraisetheirengagementandwillingnesstoexplore
options.
TheProbationDepartmentiscurrentlyinthemiddleofregular
unionnegotiations.TherearesomesignificantchangestheSRT
subcommitteeisrecommendingbasedonhowthecampdirectorand
otherstaffpositionswillberecruitedandretained.Theinternalversus
externalhiringprocessisacriticalpointofnegotiationwiththeunions.
Therearestillongoingdiscussionsregardingtheflexibilityaffordeda
pilotprogramsuchasthis.Ifthisisnotconsideredaregular“camp”
program,itispossiblethatalternativerecruitmentandhiringprocesses
willbeallowed.
CarolBiondihasexplainedtheimportanceofstaffbuy‐intothe
program.Shedoesnotbelievestaffbuy‐intotheLAModelshouldbea
unionissue:
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Ifyoudon’tbuy‐intotheprogram,thenit’snotgoingto
workforyou.Ithinkthatwe’reallowedtosaythatasa
subcommittee.Thediscussionaboutthebuy‐inofthe
staffisadiscussionthatneedstobehadwithProbation.I
don’tthinktheuniongetstosayhowstaffbehaves.The
uniongetstodecidewhoisthere,butitisProbation’scall
onhowthey’regoingtoruntheprogram.
TheSTRSubcommittee,ProgrammingSubcommitteeandthe
EducationSubcommitteehaveallrecommendedthatthesearchfora
campdirectorbeconductedonanationwidebasis.ProbationChiefJerry
Powers,however,expressedhisdesiretokeepthesearchforthecamp
directorwithintheDepartment.ChiefPowers’explainedthat“The
internalmessagebecomes,‘well,noneofyouarequalifiedtodothis’,”he
says.“Idon’tthinkwecansendthatmessagewithanycredibilitybecause
therearesomepeoplewhorunthatfacilityataveryhighlevel.”Chief
Powersclearlyarticulatedhisdesiretohiresomeonewhoknowsthe
needsoftheyouthinLACounty;heviewsthisasaninternalProbation
candidate.Healsonotedthatthisisanimportantopportunityfor
someoneanditshouldbe“packaged”assuch.“Threeyearsfromnowour
principalandthesitedirectoratthatfacilityaregoingtobespeaking
nationallyaboutwhatwe’redoing.”
Inturn,othersinvolvedinthescreeningandhiringprocesshave
hasbeenadamantabouttheneedforexpertstocomeinandinformthe
developmentofjobdescriptions,thehiringprocess,andthetraining.
OnepersonstatedthatProbation“doesnothavethecapacitytodothison
theirown.”Theresourcestohiretheseexperts,however,havenotbeen
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availabletothesubcommittee.Ms.Biondisays,“Thereisawholeformula
involvedhereandthesubcommitteeneedsthistobefiguredoutbypeople
whohavedonethisonascalethatwehavenot.”Likeother
subcommittees,theSRTsubcommitteeisinneedofresourcestomake
informeddecisionsbuttheyarenotcurrentlyawareofthefiscal
limitationsand/orbreadthofresourcesavailable.
Althoughsomerecommendationshavebeenmadebythe
ProgrammingSubcommitteethathaveallowedtheSTRSubcommitteeto
moveforwardwiththeirdecisionmakingprocess,challengesremainin
relyingonanothersubcommittee’stimelinetomakeinformeddecisions.
“Everyonehastheirowntimeline,”AlbertoRamirezexplained.There
havebeensomeeffortstocommunicateacrosssubcommittees.
Programmingsubcommitteemember,TaneshaDenard,attendedaSTR
subcommitteeinMarchtoinformthemaboutthepopulationofyouth
theProgrammingsubcommitteewouldberecommendingaseligiblefor
thenewfacility.65However,thesepresentationsarenotoccurring
regularly,whichhascausedsubcommitteememberstosee
communicationasasignificantchallenge.AngelaChungobserved,“All
theadvocatesandsubcommitteemembershavefulltimejobsaswell.”It
hasbeenachallengetokeepeveryoneinformedbothwithinandacross
subcommittees.
65
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ProgrammingSubcommittee
Co‐chairs:
LuisDominguez,ProbationBureauChief
MichelleNewell,Children’sDefenseFund‐California
Membershipincludesrepresentationfrom:Probation,DMH,DHS,
LACOE,ArchdioceseOfficeofRestorativeJustice,SHIELDSforFamilies,
ScoreProgram,USC,CalStateLA,ProbationUnion,Coalitionfor
EngagedEducation(CEE),ARC,YJCandfamilymembersofyouth.
Mission:Todevelopandimplementaplanincludingpolicies,procedures,
andagreementonwhotheyoungpeopleatthenewfacilitywillbe,how
theywillbeidentifiedandassessed,andhowtheywillbeassignedto
groups;onwhattheintegrated,therapeuticmodelwillentail,including
howlongthecampprogramwillbe,whatanaveragedaywillentail,how
safetywillbereinforced,whatspecificprogramswillbeimplemented,and
whowillimplementtheseprogramsandmodel;onhowcommunityand
familywillbeintegratedintothemodel,alldirectedtowarda
fundamentalculturalchangetowardworkingwithyoungpeopleand
54
supportingtheirsuccessofreintegratingintotheircommunities.
communities.66
Inanearlymeeting,thesubcommitteeagreedonamethodology
forapprovingdecisions.Thesubcommitteeestablishedthatdecisions
wouldbemadebasedonatwo‐thirdsvote.Subcommitteeco‐chair,
MichelleNewell,explained,“Weknewwewouldbemakingdecisionsand
thusvotingwouldprovideclarityinwhatwewereapproving.But,we
didn'twantmajorityvotebecausewedidn'twanttomoveforwardon
somethingthat49%ofthecommitteedisagreedwith.”Ifthereisstrong
disagreementwithavote,amemberisallowedtotakesevendaysfrom
66
SB 81 Kilpatrick Replacement Project. Programming Subcommittee. Minutes of meeting December 16, 2014. Leap and Associates
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thedayofthevotetodocumenttheirconcernsandsubmittothe
subcommitteeforreview.
MissionandVision
Thissubcommitteeisfocusingoncreatingayouth‐centered
modelandensuringthattheoveralltreatmentmilieuestablishesan
inclusiveandrehabilitativeculturethatextendsthroughouttheentire
environment,allstaffandtrainingofstaff.Theinitialgoalofthe
subcommitteewastoidentifythepopulationofyouthwhowouldbeat
thecampinordertoformulatetheprogrammingeffectively.Oncethe
populationwasidentified,theremaininggoalsincluded:67






Howtoassessyouthwhoareeligible;
Howtoimplementthetherapeuticmodel;
Howtomaintainsafetyforyouthandstaff;
Thelengthandprogressofthecampprogram;and
Whatanaveragedaywilllooklikeforayoungpersonatthis
camp
Theprimaryelementsofthetherapeuticmodel,including
whatprogramswillbeincludedandhowtheyworktogether
toembodyanintegratedmodel.
Progress
Thusfar,theProgrammingsubcommitteehasidentifiedthe
populationofyouththeyrecommendbeeligibleforthenewfacility:
boysage16andolder,bothreceivingandnotreceivingpsychotropic
67
SB 81 Kilpatrick Replacement Project. Programming Subcommittee. Minutes of meeting December 16, 2014. Leap and Associates
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medication.68Thisrecommendationhasbeencommunicatedtothe
Staffing,TrainingandRecruitmentsubcommitteeandhasbeen
submittedtotheGuidanceTeamforapproval.Inthisrequest,the
Programmingsubcommitteeexplainedthatinfutureimplementationof
theLAModel,facilitiescouldserveboysandgirlsinthesamesetting.
Thisco‐edoptionislargelyduetothepodstructure–currentdesignand
anticipatedflowthroughoutthedaywouldallowfordistinctlyseparate
maleandfemalepods.JamesRanch,theprimaryjuveniledetention
facilityinSantaClaraCounty,hassuccessfullyimplementedco‐ed
TheProgramming
Subcommitteehasidentified
thepopulationofyouththey
recommendbeeligiblefor
thenewfacility:
boysage16andolder,
bothreceivingandnot
receivingpsychotropic
medication.
facilities.Thesubcommittee’srecommendationsuggeststhatfuture
constructionanddesigneffortstakeintoaccountthepossibilityofaco‐
edfacility.
TheagelimitationisbasedontheLAModel’sfocusonhigh‐risk
youthcoupledwithanemphasisoncareer‐buildingeducation.The
subcommitteemaintainsthattheLAModelcanalsobenefityounger
youthbutthoseunder16yearsoldwouldneedtoremaininpodswith
youthofsimilarages.
Finally,thepopulationrecommendationallowsfortheinclusion
ofyouthonpsychotropicmedicationwhodealwithawide‐rangeof
mentalhealthissuesincludingsubstanceabuse.Thetreatmentmodels
implementedinthefacilitywillbeindividualizedandwillallowforthe
68
The population description is set within the context that any youth incarcerated in a probation camp should be assessed as “high risk” given that placement in an detention facility can have significant damaging effects on youth who are identified as low or medium risk and may be better served in another probation setting.
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treatmentofyouthwhoreceivepsychotropicmedicationaswellasthose
whodonot.Thisrecommendationonpopulationdemographicswas
submittedtotheGuidanceTeamonApril16,2015.
Followingthesubmissionofthepopulationrecommendation,the
subcommitteemovedtotheirsecondactionitem:establishingthecore
componentsofthetherapeuticmodel,includingidentificationofspecific
programs.Thegoalistodevelopaprogrammodelthathasspecificfoci
ateachstageofayouth’smovementthroughtheprogram.The
subcommittee’semphasisisoncreatingatherapeuticenvironmentthat
issafe,traumainformed,positiveandmeetstheneedsofyouth,creating
atreatmentmodelthatwill,initself,advocateforthesafetyofyouth.
Anotherimportantaspectofthetreatmentmodelistheinclusionand
integrationoffamiliesandcommunitiesintotheyouth’stimeincamp.
SubcommitteememberTanishaDenardexplained,“Wewantthistobea
placewherefamilycanbepresentandareallowedtobepartofwherewe
–asyouth–wanttogo.”Theseinclusivetherapeuticcomponentsareat
thecoreoftheparadigmshiftthattheLAModelseekstoachieve.
JavierStauring,Co‐DirectoroftheOfficeofRestorativeJusticeof
theArchdioceseofLosAngeles,isamemberoftheProgramming
subcommitteeandtheGuidanceTeam.Mr.Stauringoffered,“We’renot
justtalkingaboutputtingupabuildingandcreatingprogramsthatlook
goodonpaper.Bringinginprogramsisn’tenoughtochangethatculture.”
Mr.Stauringbelievesthecreationofprogramsalonedoesnotdoenough
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tochangethewaytheDepartmenthasbeenworkingforsolong.
Programmingmustalsoincludethosewhoareinvolvedintheyouth’s
lifeinordertomakesurethisprocessdoesnotendwitha6‐to9‐month
campsentence.“There’sawholelotwecandotoimpactthechild’slifein
6‐to9‐monthsbutit’snotenoughtime,”Mr.Stauringsays.“Sowiththe
rightfocusandtherightpeoplewecanhelpyouthfindthemselvesand
helpthemtostartbelievinginthemselves.”Thebuy‐intothetreatment
approachandtheoverallLAModel,byallpartiesinvolved,isessentialin
thesuccessoftheseprograms.
Tobetterinformthecreationofthistherapeuticmodel,the
Programmingsubcommitteehasbroughtinanarrayofexpertsto
provideinformationonbestpractices.Thesepresentationshave
included:






AbriefingontheDorothyKirbyCenterprogramming,
includingatouroftheCenter,
AnoverviewoftheSantaClaraModel,
TheIntegratedDialectalBehaviorTreatment(DBT)Model
developedbytheWashingtonStateDepartmentofSocialand
HealthServices,
Adescriptionofthementalhealthneedsofyouthincamps
andthescreeningprocessusedforplacementbyDMH,
Trauma‐InformedJuvenileJusticeSystemsandPrograms,and
Anoverviewoftheyouthexperiencefromarresttocamp
orderandtheaftercareprocess.
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ConsistentwiththeSTRsubcommittee,manystakeholderswho
havebeendirectlyinvolvedwiththeworkoftheProgramming
subcommitteeemphasizedthestrongcollaborativeeffort.Mr.Stauring
shared,“Thehighlightformeistheindividualswhoaresogivingoftheir
time.”Heemphasizedthefactthatbeingpartofthisprojectwasnot
mandatoryfortheindividualsinvolvedandtheworkhasreliedmainly
“Almosteveryonewhois
participatinginthis
collaborativeis
volunteering….Theyhave
co‐chairsfromProbationor
anothercountydepartment
andthesepeopleare
volunteeringtobepartof
thisprocess.”
Advocate
onvolunteers.
KarenStreichfromtheDepartmentofMentalHealth,andanother
memberofthesubcommittee,enthused,“TheProgramming
subcommitteeisextremelywellrun.”Sheexplainedthatitisusually
necessarytohaveasmallgroupofpeopletomoveaprojectlikethis
along.“Butinthiscase,”sheobserved,“thingshavegonereallywell.”
Challenges
Themajorchallengeswithinthissubcommitteehavebeenbased
ontheneedforresourcesfromtheGuidanceTeamandultimatelyfrom
theBoardofSupervisors.Thedevelopmentofthetreatmentmodelis
basedheavilyontherecommendationsofexpertsinthefieldoftrauma‐
informedcare,smallgrouptreatmentmodels,andotherbestpractices.
Althoughthesubcommitteesthemselvesrepresentasignificantlevelof
expertise,somehaveexpressedaneedtobringpeopleinwhocan
providemorespecificinformationonwhatworksandwhatdoesnot.
However,toeffectivelyengageexpertconsultants,resources–suchas
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funding–arerequiredandGuidanceTeamapprovalofsuchfundingcan
taketime.
TheProgrammingsubcommitteerequestedapproximately
$30,000fromtheGuidanceTeamtohelpengageconsultantswhocould
furtherinformthedevelopmentoftheLAModel.ChiefPowers
explainedthathesawthevalueofthisinvestmentbutstoppedshort
whenthesubcommitteesoughttohaveconsultantscomeinwithina
matterofweeks.AsChiefPowersnoted,“NothinghappensthatfastinLA
County.”Severalsubcommitteemembersfeltthedelaytoactonthe
requestforfundingtoengageconsultantsdemonstratedanunnecessary
obstacle.However,othersubcommitteemembershavefeltthatitmay
nolongerbenecessarytobringinexternalinput.Subcommitteeco‐
chair,LuisDominguezstated,“Ifeellikewe’respinningourwheelsby
continuingtobringinpeoplefromotherjurisdictionsthatwe’vealready
addressed.”Thereareconcernsthatperhapstoomuchexternalinputis
beingsought,thatenoughinputfromexpertsandconsultantshasbeen
providedandthestakeholdersmustnowrelyonimplementationto
learnwhatworksandwhatdoesnot.“We’rebuildingtheLAModeland
ourfacilityisgoingtocompletelydifferentbecausewehaveadifferent
population,”saidMr.Dominguez.Thisdilemmawillbeconfrontedin
themonthsahead.
KarenStreich,memberofboththeSTRandProgramming
subcommittees,describedtheadditionalchallengeofkeepingall
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subcommitteemembers“uptospeed”withthecultureofProbation
campsinLACounty.“Acrosstheboard,thereisalotofoldinformation
outthereaboutwhatactuallyhappensincampsthesedays,”shesaid,
“Thisunderestimatestheculturechangethathasalreadyhappened.”
Therehasbeenaconcernthatmanysubcommitteemembers(onallof
“Probationdoesn’talways
getcreditforhowmuch
changetheyhavemade.”
CountyStakeholder
thesubcommittees)havenotbeeninsidejuvenilecampsinanumberof
yearsand,therefore,donotpossessanaccurateunderstandingofwhat
haschangedandwhatisyettobechanged.
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EducationSubcommittee
Co‐chairs:
DianaVelasquez,LACOEDirectorofEducationalPrograms
HaillyKorman,SpecialProjectsDirectoratCenterforEducational
ExcellenceinAlternativeSettings
Membershipincludesrepresentationfrom:Probation,LACOE,UCLA,
LAUSD,EverychildFoundation,SpiritAwakening,LACountyArts
Commission,CEE,ARC,YJCandfamilymembersofyouth.
Vision
ThevisionoftheEducationsubcommitteeisthat“everyoneat
CampKilpatrick–inandoutofschoolhours–viewsthemselvesasan
activememberoftheanurturingacademiccommunitythatprovidesan
environmentthatisrespectful,collaborative,challenging,andengaging,
atalltimes.Thecampuswillofferasocial/emotionaltheme‐driven
learning‐focusedenvironmentwithaholisticapproachthatdevelopsthe
driveandcapacityofeachparticipanttobecomeamoreengagedand
contributingcitizen.”69
Thesubcommitteeworkstoachievethisvision“through
personalizedanddifferentiatedsupportswithintheRoadtoAccess
Academy(RtSA)framework,providingrigorousandrelevantacademic
contentandcourseworkandencouragingcreativitywhilebeingmindful
ofindividualsandsharedstudentneeds(including,asappropriate:
69
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English‐languageinstruction,IEPplans,andtrauma‐informed
instruction).70
Progress
TheEducationsubcommitteebeganwiththeexpectationthat
LACOE’sRoadtoSuccessAcademies(RtSA)educationalmodelwould
formthefoundationoftheeducationalprogramatthenewfacility.
LACOEfirstimplementedRtSAatthegirls’probationfacilities,Camp
ScottandCampScudder,nearlyfiveyearsago.“LACOE’sRoadto
SuccessAcademyisanaward‐winningmodelofinstructionand
I.
II.
interventionforincarceratedyouth.Theapproachfeatures
interdisciplinary,project‐basedlearningfocusedonthemesthataddress
students’academicandmentalhealthneeds.Itincorporatesactivitiesto
promoteself‐esteemandempowerstudentstomakepositivechoices
andbehaviorchange.”71Subcommitteeco‐chair,HaillyKorman
reported,“Wejusthadtofigureouthowtointegratethisintotherestof
thecampexperience.”
WiththeRtSAcurriculuminplace,itwasimportantforthe
RtSAElements
CoreEducational
Program
Thematic,
Interdisciplinary,
Project‐Based
Framework
III. EmbeddedInstructional
CommunityPartnership
IV. PathwaytoHigher
Education
V.
Instructionaland
LeadershipCoaching
subcommitteetocreateaneffectiveplanforintegratingRtSAintothe
campcultureandalsotocreateoutcomegoalsandindicators.Ms.
Kormanexplained,“We’retryingtofigureouthowtomakethisspacefeel
likeaneducationalspace24/7.”Fromtheresearchgathered,the
subcommitteedevelopedindicatorsofsuccessandgoalsattachedto
70
71
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eachindicator.Thesubcommitteeestablishedthefollowinggoalsforthe
educationalcomponentofthenewcampenvironmentandculture:
1.
2.
3.
4.
5.
6.
Everystudentwillmakemeasurableandsignificantacademic
progressuponrelease.
Everystudentreportsaperceptionofselfthatreflects
confidenceanddesiretochangetheirlifetrajectorythrough
education,passion,andpurpose.
Everystudentsuccessfullya)enrollsinandattendsan
appropriatesecondaryeducationenvironment,b)entersa
post‐secondaryeducationprogram,orc)beginsacareer
pathwaywithin48hoursofrelease.
Thecountyensureseverystudentreceivesintensivesupportas
theytransitionbacktothecommunitybyproviding
comprehensiveandfacilitatedhand‐offstoschoolsandservice
providers.
Thecountywillactivelyutilizeadatatrackingsystemfor
community‐basedmeasuresofsuccesssuchaspost‐secondary
enrollmentandcompletion,jobsatisfactions,healthypersonal
relationships,andareductionofencounterswiththelegal
system.Thatdatasystemwilltheninformfuturedecision‐
making.
Thecountywillmakeeveryefforttosupportrestorativeand
inclusiverelationshipsthatactivelyparticipateinanurturing
academiccommunityforfamilies.72
Inadditiontocreatingeducation‐basedgoals,the
subcommitteehasalsofocusedonseveralotheractionitemsincluding
developingjobdescriptionsandqualificationsforthesitedirectorand
siteprincipalandintegratingnon‐education/LACOEstaffintotheRtSA
72
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model–itisthesubcommittee’sdesiretohaveeverystaffpersononsite
trainedintheRtSAmodelandphilosophies.Further,theEducation
subcommitteeisfocusedonimplementinganartcomponentintoboth
theRtSAcurriculumandtheoverallcampenvironmentand
programming.
Amajoractionitemcurrentlyonthesubcommittee’sagendaisto
providerationaletotheGuidanceTeamforhiringasitedirectorandthe
schoolprincipalbeforetheendof2015.Thevisionisthatthesite
directorwillbeaProbationemployeewhoservesastheProjectManager
throughouttheremainderoftheplanningandconstructionprocess.The
subcommitteeiscurrentlyintheprocessofdevelopingjobdescriptions
andqualificationsforbothoftheseleadershippositions.Most
significantly,theEducationsubcommitteeviewstheengagementand
collaborationsofthesitedirectorandschoolprincipalearlyoninthe
processasacrucialelementtothesuccessoftheLAModel.The
subcommitteeplansto“developthoughtfulandinformedjob
descriptionsforsitedirectorandprincipalthatarespecificto
Kilpatrick’smission,conveneahiringsubcommitteecomposedof
stakeholdersincluding–atminimum–onememberofeach
subcommitteetooverseethehiringprocess,andtoconducta
nationwidesearchforahighlyqualifiedsitedirectorandprincipalusing
best‐practiceinterviewtools.”73Thesubcommitteehasrecommended
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totheGuidanceTeamthatanation‐widesearchbeconductedforbothof
thesepositions.SimilartotheconflictwiththeSTRsubcommittee’s
hiringrecommendations,ChiefPowershasstatedhisdesiretoconducta
searchwithinLACounty–specificallytheProbationDepartmentand
LACOE–beforeconductingabroadersearchshouldthatbenecessary.
TheGuidanceTeamiswaitingtoreceivejobdescriptionsfromthe
Educationsubcommittee;oncereceived,thejobdescriptionswillbe
discussedatthenextGuidanceTeammeeting.
Inworkingtomakeallaspectsofthefacilityan“educationalspace
24/7,”thesubcommitteeisexploringhowtotrainsitestaffontheRtSA
curriculumandwhatitencompasses.Thesubcommitteeisalso
exploringtheschedulingrequirementsofProbationshiftsandhowthis
affectstheprobationofficers’awarenessofwhatistakingplaceinside
theclassroomandduringpossiblenon‐classroomeducationaltime.74
Ms.Kormanarticulated,“ThegoalisthatthePOsbecome
empoweredtobeanotherthoughtfuladultintheclassroom.”She
reportedthatthereiscurrentlyadisconnectbetweenwhatgoeson
intheclassroomandwhatgoesonoutsideofit.TheEducation
subcommitteeiscommittedtoaddressingthisinconsistencyand
“Foroursubcommitteeit’s
beenmoreaboutfiguringout
howtotrain[allofthe]staffin
RtSA….Weneedtofigureout
howtointegrateRtSAintothe
cultureofthefacility.”
DianaVelasquez,
Co‐Chair,EducationSubcommittee
ensuringthatyouths’timeincampisaneducationallyseamless
experience.
74
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Artsintegrationwillincludeanafterschoolandweekendarts
program,alongwithanartscomponentintentionallywoventhroughout
theschoolcurriculum.Thegoalistoencourageyouthinterestand
engagementinthecreativearts.Theintentionistwo‐fold:(1)providing
artasatherapeuticoutletwhileincampand(2)asre‐entrystrategyas
youthtransitionbacktotheircommunity.There‐entrystrategyisseen
asaneducationalandvocationaltoolallowingyouthtodevelopjobskills
throughartsexposure,75makingthemmoremarketabletoemployers.
Challenges
Thesubcommitteehasvarioussystembarrierstheyareworking
toovercome.Thebarriersincludetheirabilitytodefinethehiring
processforthesitedirector,schoolprincipal,andotherpositionscritical
totheeducationalcultureofthenewfacility.Althoughconductingthe
recruitmentforeachofthesepositionswithinLACountyratherthan
executinganation‐widesearchmaynotbedetrimentaltothesuccessof
thecamp,itisanexampleofthesubcommitteenothavingclarityabout
thescopeorbreadthoftheirauthority.Forexample,Ms.Korman
explainedthattheGuidanceTeamhasaskedtheEducation
subcommitteetopreparejobdescriptionsandqualificationsfortheir
nextmeeting.“Theyseemveryonboardwiththeplantomoveforwardin
hiringthesepositions,”shestated.“Allindicatorsshowthatthiswill
happenandtheywillbehired,butwedon’thaveanyactualevidence.”
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Thisspeakstothechallengeofnothavingaformalagreementor
articulatedauthorityinthisprocess.
Althougheachsubcommitteeisworkingtowardacomprehensive
paradigmshift,theEducationsubcommitteehassomeclearpolicyand
practicechangesthatwilldemonstratesignificantmovementawayfrom
typicalday‐to‐dayactivitiesthatrendereducationseparatefrom
Probation.Asnoted,thegoalforthissubcommitteeistocreatean
overallenvironmentthatiseducationalinnatureevenwhentheyouth
areoutsideoftheclassroomoroutsideoftraditionalclassroomhours.
Thismeansanystaffmembersthatinteractwiththeyouththroughout
thecourseoftheirdaywillneedtobefullyawareoftheRtSA
curriculum.AlthoughRtSAisalignedwiththemissionoftheLAModel,
itisaseparateeducationalcurriculumthatallstaffwillneedtobe
trainedin–thissubcommitteehasadoptedtheresponsibilitytocreate
aneffectiveplantoenlistandengageallstaffinthismindsetand
philosophy.
Therehavebeenrecommendationsmadebythesubcommitteeto
increaseinstructionalminutesallowingyouthtousetheeveningsand
weekendsforcreditrecoveryandartseducationprogramming.Again,
thischangeinschedulingwouldmeanthatthestaffinteractingwith
youth–evenoutsideoftheclassroom–willneedtobeawareofand
trainedinthecurriculumtobettersupporttheyouthintheir
individualizedacademicprogress.Thismayalsoaffectrequired
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credentialingandlicensingofstaffduringout‐of‐schooltime.Thehigh‐
qualityRtSAeducationalcomponentoftheLAModelispartofwhat
makesitdistinctlydifferentfromotherbestpracticemodels.Inturn,the
LAModelseekstoincludeahighlevelofemphasisoneducational
cultureandmaintainingthatcultureinsideandoutsideoftheclassroom.
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Research,Evaluation,Data,andQualityAssuranceSubcommittee
Co‐chairs:
DaveMitchell,ProbationBureauChief
JacquelynMcCroskey,ProfessorofSocialWorkatUSC
Membershipincludesrepresentationfrom:Probation,DMH,LACOE,
UCLA,USC,YJC,andfamilymembersofyouth.
Mission:Todevelopacoresetofkeyindicatorsandprocessesthatwillbe
usedtoguidethequalityimprovementandtrackprogressinimplementing
updated.76
thenewmultisystemLAModelofjuvenileprobation.Theinitialsetofcore
indicatorswillbuildondataalreadycollectedbythepartnersbutthedata
elementswillbeaugmentedovertimeasprograms’elementschangeand
datasystemsareupdated.63
TheResearchEvaluation,DataandQualityAssurance(QA)
subcommitteehasdecidedtomeetmorefrequentlylaterintheprocess
oncetheothersubcommitteeshaveprovidedrecommendationstothe
GuidanceTeam.Thedevelopmentofaqualityassurancesystem
dependsgreatlyonthetypesofpoliciesandprogramsthatwillbe
adoptedforthenewfacility.
Progress
TheQAsubcommitteehasagreedontheneedforaprotocoland
systemofsharingconfidentialdataacrosscountydepartments.
Currently,adatasystemdoesnotexistthroughwhichtheinvolved
countydepartmentscanshareandeasilyaccessinformationregarding
youthunderthesupervisionoftheProbationDepartment.The
subcommitteehasfocusedtheirinitialeffortsonlookingatthe
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capacitiesofinvolvedcountydepartmentsincollectingandsharing
confidentialdataaswellasbestpracticesthathavebeenutilizedin
similarsettings.
Co‐chair,JacquelynMcCroskeystatedthatthesubcommitteeis
clearlyalignedintermsoftheirvisionforthequalityassuranceprocess.
“Itisclearthatwearenottryingtobuildanewsystem.Wearetryingto
harnesswhatalreadyexists,”shesays.Dr.McCroskeyexplainedthree
majorstepsintheQAsubcommittee’sprocess.First,theyareworkingto
obtaintheproverbiallayoftheland.“Weareworkingtoidentifywhat’s
underwayorbeingdevelopedineachdepartmentinregardtodata
collection,”sheexplained.WithDMH,forexample,thesubcommitteeis
exploringhowtheycanretrieveandaggregatethedatathisdepartment
alreadypossesses.Second,thesubcommitteeistryingtogainabetter
understandingofwhatdirectioneachdepartmentisheadedintermsof
trackingtheirdata.Finally,theyarelookingattheuseofa“dashboard”
thatcanserveasthecoreofthedatatrackingandimprovementprocess
forthenewfacility.
Challenges
Currently,theonlychallengethesubcommitteereportsfacingis
therelianceonothersubcommittees’timelinestobegintheirwork.The
QAsubcommitteewillneedtocreateadatacollectionsystembasedon
thepoliciesandprogramdevelopedbytherecommendationsofthe
subcommittees.
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THEMATICFINDINGS
ThroughouttheunfoldingoftheCampKilpatrickReplacement
Project,theevaluationteamhasconductedmorethantwoyearsof
ethnographicobservation,ongoinginformalinterviewsandformal
depthinterviewswith19probationandcountydepartmentofficials,
advocates,stakeholdersandresearchers.Allofthisdatawascarefully
reviewedandthencodedforsignificantlanguageandthemes.After
codingbytwodifferentresearchteammembers,tenthemesemerged.
Thesethemesrevealthatthroughoutthiscomplex,cross‐departmental
project,challengesandclear‐cutareasforimprovementandgrowth
haveemerged.However,theongoingdocumentaryprocesshasalso
revealedthatstakeholdershaveidentifiedmyriadstrengthsandassets–
allsignificantforaprojectofthismagnitudeandstructure.
ThemeOne:Communication
Communicationhasbeenbothachallengeandstrength
throughouttheprojectprocess.Throughtheanalysisofobservation
andstakeholderinterviews,threemajorlinesofcommunicationhave
beenidentified:(1)generalcollaborationbetweencountydepartments
andnon‐countyentities,(2)sharingofinformationbetween
subcommittees,and(3)reportinginformationfromsubcommitteesto
theGuidanceTeam.Virtuallyeveryintervieweedescribedtheprocess
ofcommunicationoccurringalongthesethreelines.
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StakeholderCollaboration
Throughouttheproject,thedepthofcollaborativeeffortshas
varied,alongsidetheebbandflowofavailableinformation.Probation
hasacknowledgedtheimportanceofhavingdiverseaswellasexpert
perspectivesatthetablewhendeterminingthemosteffectivewayto
serveLACounty’sat‐riskyouthpopulation.Thiswasprobablybest
explainedbyMariaChong‐Castillowhensheobserved,“Thisisnotjusta
projectwheretheCountyissimplybuildinganewprobationcamp.It’sa
projectthatalsoinvolvestheprivatesectorwithveryvaluableinputfrom
theadvocates.Thisisveryunique.”Thissentimentwasechoedtimeand
timeagainindepthinterviews.ProbationBureauChiefLuisDominguez
offeredhisthoughtsthat,“Oftentimeswhenyoubringseveraldifferent
peopletogethertherecanbeanadversarialtone,butthemany
stakeholdershavebeencollaborativethroughoutthisprocess.Peoplehave
hadalotofwillingness.We’veputtheyouthatthecenterofwhatwe’re
doing.”
Ms.Chong‐Castillo,whowasthenAssistantChiefDeputyfor
SupervisorZevYaroslavskyandiscurrentlyDeputyforSupervisor
SheilaKuehl,provedtobeanessentialleaderinbringingthemany
involvedpartiestogetherandprovidingaforumforclearer
“Themostrewardingpartis
thecollaborativepartbutit
hasalsobeenthemost
challenging.”
communicationandinformationsharing.JacquelynMcCroskeypraised
herleadershipnoting,“ThewillingnessofZev’sofficeandMariatoagree
toconvenecross‐departmentmeetingswasahugeturningpointforthe
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County.”Severalinterviewsalsofocusedontheissueofinclusiveness.
Stakeholdersexpressedhowimpressedtheyhavebeenwiththeability
ofProbation,aswellastheBoardofSupervisors,tostructurethis
projectinawaythatincludesvoicesnotnormallyatthetable.Credithas
alsobeengiventoChiefPowersforhisroleinadvancingthisprojectfor
LACountyandactivelyworkingtomoveitforward.AlbertoRamirez
says,“Heopenedthedoortoeveryone’sinvolvement.It’susuallydoneall
in‐house.”Throughoutobservationsandinterviews,participantsagreed
thatwithoutthebuy‐inoftheProbationChief,theprojectwouldnot
succeededanditwouldneverhavebeenabletoadvanceintheinclusive
wayithas.
Althoughtherewasinitialbuy‐intotheprojectamongadiverse
groupofstakeholders,severalindividualsexpressedtheirconcernthat
thecollaborativeeffortshavebeguntowaneovertime.Oneadvocate
identifiedthatthisdrop‐offincollaborationmaybepartiallyduetoa
lackofaformalagreement,adding,“Whenyoudon’thaveaformal
collaborationandtherearenoprotections,itcauseseveryonetowalka
thinline.”Althoughtheadvocateacknowledgedthatthelackofa
contractualagreementhaspotentiallyallowedtheprocesstohave
greaterindependence,theyaddedthatit“feelsmorelikeadefacto
relationship–onethatcouldpotentiallybeterminated.”Anothernon‐
countyadvocateobserved,“Partofthecultureshiftinthisprojectisabout
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learningtoworkcollaborativelywithothers.Weneedtomakesurethis
keepshappening.”
Severalstakeholdershaverecognizedthatthestructureofthe
projectinherentlyfosterscommunicationgaps.Individualshavebeen
concernedwiththefactthattherehasnotbeenaclear,single“point
person”guidingandoverseeingtheproject.Withoutanidentifiedpoint
person,receivingupdatesandengaginginregularcommunicationhas
“Idon’tseeaclearpoint
personinProbation.”
Advocate
beenachallenge.
Severalindividualsalsonotedthattherestillneedstobeworkon
reducingduplicationofefforts.Mostofthestakeholdersalsovoiced
theirbeliefthatthereisastrongneedforaprojectmanager–somehave
identifiedthisasthepersonwhowillbecomethesitedirector.“Thisis
important.Weneedthistobesomeone’sfulltimejob,”oneadvocate
insisted.Inreflectingontheproject,anotherstakeholderexplainedthat
thisstructurewasnotreplicatedorborrowedfromasimilarproject,
therefore,everystepseemstobealearningprocessforallinvolved.
Becauseofthis,havinganidentifiedpointpersoncouldassistinallthe
participantsanddepartmentseffectivelynavigatingthisnewprocess.
SharingInformationbetweenSubcommittees
Thesubcommitteestructurehasalmost“sprungorganically”from
theKilpatrickproject–itwasnotbasedonanykindofbestpracticeor
modelfromanotherjurisdiction.Instead,Probationandthealigned
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stakeholdersdevelopedthissubcommitteestructurecollaboratively
aftertheconveningofstakeholdersbroughttogetherbyMariaChong‐
Castillo/SupervisorYaroslavsky’sofficeandChiefMitchell.ChiefPowers
recalled,“Afterawhileitbecameclearthatbringingeveryonetogetherin
oneroomwasnotgoingtobethebestuseofeveryone’stimeandsome
peoplewerefeelingliketheirinputwasn’tbeingheardorvalued.”
Followingmonthsofdiscussionsdebatingtheoptimalpathwayforward,
thefoursubcommitteeswerecreatedandco‐chairswereidentified.
Manystakeholdersrepeatedlyexpressedtheirconcerns
regardingtheabilityofsubcommitteestocommunicatewitheachother
andthepotentialforoverlapinthestrategieseachsubcommitteewas
developing.However,intervieweesalsoagreedthat,ingeneral,the
subcommitteeshaveworkedwellbothindependentlyaswellasinter‐
dependently.Therehasbeenalotofpositivecollaborationaswellasa
greatdealofagreementandconsensusbuilding.ChiefMitchell
suggested,however,thatsomesubcommitteeco‐chairsandmembersdo
nothaveaclearunderstandingofthepaceandsequenceofsucha
project;somehavefelttheneedtoproduceactionableitemsbefore
adequatelycreatingthestructuretoproducethoseitems.Whilethe
subcommitteesaredevotedtotheirefforts,thereappearstoberoomfor
“Everyonehasadifferent
timeline…Educationhires
forthefiscalyearsothey
needtoknowhowmany
kidsaregoingtobethere
whenthecampopens.So
theyhavedifferentneeds
andhavetheinformation
thatisimportanttothem.
Theyneedtoknowwhat
thatmagicnumberisand
wedon’tknowrightnow.”
SubcommitteeCo‐Chair
fine‐tuningtheirapproachestotheproject.
Communicationagainsurfacedasachallenge–thistimeinterms
oftheexchangeofinformationbetweensubcommittees.Oneco‐chair
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explained,“Wedidn’tknowhowtogetupdates,giveupdates,andshare
information.”Thissentimentwasheardtimeandtimeagainfrom
myriadstakeholderswhowereinterviewed.Monthlyphonecallswere
designedtofacilitatesubcommitteeco‐chairsprovidingupdatestoone
another.However,severalsubcommitteemembersandco‐chairs
indicatedthatthesephonecallshavenotbeenhappeningregularly,
resultingintheconcernthatperhapsnoteveryoneisonthesamepage.
Somecommunicationbetweensubcommitteesoccursasaresultofan
overlapinsubcommitteemembershipandmeetingattendanceaswell
asotherinformal,defactomethodsforsharingupdates.Education
“Atsomepointallofthisis
goingtoneedtobemerged
togetherandtheoverlaps
willhavetobeaddressed.”
CountyStakeholder
subcommitteeco‐chairHaillyKormanexplainedthatalthoughshedoes
notbelievethereisasubcommitteeheadedinacompletelydifferent
directionthantheothers,shedoesnotbelievethesubcommitteeshave
aneffectivesystemofplanning,communicatingandcollaborating
together.
Therehasbeensomeactivitytoguideandimproveinter‐
subcommitteecommunication.BarbaraLonaisacontractedconsultant
whodocumentsallGuidanceTeamandsubcommitteeactivity.After
observingtheincompletecommunicationmethods,shebeganproducing
monthlysubcommitteeupdates.Intheupdate,sheprovidesaone‐page
summaryoftheprogresseachsubcommitteehasmadeandwhatthey
arecurrentlyfocusedorworkingon.Anotherefforttoenhance
communicationandresourcesharingwasthedevelopmentof“TheBox.”
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Thisisanonlinewebsiteandarchivethatallsubcommitteemembers
willsoonbeabletoaccess.TheBoxwillallowco‐chairstoupload
importantupdatesanddocumentsthatothersubcommitteemembers
willthenbeabletoaccess.Thisappearstobeapotentialworkable
solutiontoupdatingsubcommitteesononeanother’swork.However,
intervieweesindicatedthatthereisstillworktobedone.Itisequally
importanttocreateorestablishmechanismsforthesubcommitteesto
communicatedirectlyinamorefrequentway.Throughoutthe
interviews,onlytwopeoplementionedtheexistenceof“TheBox”
anddisagreedonitsefficacy;onerespondentdidnotbelieveitwould
enhancecommunicationorresourcesharingandtheotherthoughtit
“Weallcomeatfroma
differentplace.It’sunrealistic
tothinkthatwe’dallagree
withtheexactsameprocess
andoutcomes.”
Advocate
wouldbeagoodarchiveandmeetingpoint.
CommunicationwiththeGuidanceTeam
Severalindividualsintervieweddescribedhowtherolethe
GuidanceTeamhasplayedintheprojecthasmorphedovertime.
Initially,theGuidanceTeamwasestablishedtooverseetheworkofthe
subcommitteesandconvenehigh‐levelindividualswhocouldsetthe
toneandvisionforthislarge,ambitiousproject.Overtime,theGuidance
Teamhasplayedmoreofanactiveroleincollectinginformationand
recommendationsfromthesubcommittees.Intheinitialoutlineofthe
GuidanceTeam’srole,nothingdescribedtheGuidanceTeamasafinal
decisionmakingbodyintheprojectprocess.BarbaraLonaoffereda
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descriptionofhow,inpractice,theGuidanceTeammeetingsinvolve
discussingwhattheybothapproveanddonotapproveofwithinthe
recommendationsprovidedbythesubcommittees.
AlthoughseveralintervieweessuggestedthattheGuidanceTeam
isveryclearlyrunbyChiefPowers,otherswhohavedirectlyobserved
themeetingsofferedtheiropinionsthatdecisionsaremadecollectively
bytheGuidanceTeamasawholeandthatChiefPowersistheindividual
whocommunicatesthosedecisionswiththeBoardofSupervisorsand
others.Furtherelaboratingonthisprocess,ProbationDirector,Alberto
Ramirezexplainedthatitistheresponsibilityofthesubcommitteesto
puttogethertherationaleforanyrecommendationsorrequestsmadeto
theGuidanceTeam.TheGuidanceTeamcantheneitheracceptorreject.
Forthefirsthalfofitsmeetings,theGuidanceTeamconvenes
alone.Then,thesecondhalfoftheGuidanceTeammeetingsarespent
withthesubcommitteeco‐chairs.Duringthisperiod,thetimeco‐chairs
areabletoinformtheGuidanceTeamofanyrecommendationstheir
subcommitteeshavemadeandrequestresourcestheyneed.According
tointerviewees,atarecentGuidanceTeammeetingitwasdetermined
thatmeetingsneededtooccurmorefrequently;therealityof
coordinatingmembers’scheduleshasmadeitdifficulttoconvene
meetingsasfrequentlyasnecessary.Oneobservercommented,“The
GuidanceTeamcan’tseemtoliveuptotheexpectationsthey’vesetfor
themselves.”BecausetheGuidanceTeamisnotabletomeetas
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frequentlyasnecessary,thesubcommitteesmustthenwaitfor
responsestotheirrequests,causingmanytofearfurtherdelaysin
theprocess.Thereisanactivelineofcommunicationbetweenthe
subcommitteesandtheGuidanceTeam,butthedelaysbetween
meetingsandthelackofaclearpointpersonwithwhomto
“Ithinkweneedtoquestion
whethertheGuidanceTeam
reallytruststhismodelandif
wedothenweshoulddo
everythingwecantomakesure
thecommitteeworkgets
implemented.”
Advocate
communicatewithoutsideofmeetings,impedestheefficacyofthe
communicationandtheabilitytomoveforward.
SheilaMitchellsummarizedthesituationbestwhensheobserved,
“TheGuidanceTeamhasalltherightplayers.Thepeopleinvolvedare
thosewhoneedtobeinvolvedinordertoexecutedecisions.Still,they
couldbedoingmuchmore.”
ThemeTwo:ChangingtheCulture
FollowingtheapprovalofLACounty’sSB‐81applicationandthe
acceptanceoffunding,thisprojecthasconsistentlybeendescribedas
“notjustbuildinganewfacility”butasaneffortto“changethecultureof
Probation”alongsideothercountydepartmentscaringforyouthinLA
County.However,themagnitudeoftheundertakingmustbe
appreciated.Theindividualsinterviewedemphasizedthisrepeatedly.
Manyexpressedthebeliefthatthislevelofchangerepresentsatrue
paradigmshiftforallinvolved.However,suchtransformationisnot
automatic.Themagnitudeofchangethatthisprojectendeavorsto
achieverequiresfocusandfidelity,achallengemanyoftheindividuals
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werequicktodescribe.“IworryifProbationcantrulychange,”one
advocatewonderedaloud.And,asMariaChong‐Castillonoted,“When
you’vebeendoingthingsthesamewayformany,manyyears,itbecomes
veryhardtochange.”
ThemeThree:Youth‐focusedandRehabilitative
AlloftheindividualsinvolvedintheCampKilpatrick
ReplacementProjecthavebeenworkingto“executethisprojectinaway
thatisfocusedentirelyonhowtoimprovethelivesofyouth.”Virtuallyall
stakeholdershavereiteratedthatthisistrulyayouth‐centeredproject.
Conversationsregardingtheplanningandimplementationprocess
consistentlyendedwiththenotionthatalleffortsareultimatelydirected
towardensuringthewell‐beingofLACounty’syouth.Inaninterview,
JavierStauringbestsummarizedthisgoalstating,“Weareworkingto
createprogrammingthatdoesnotsimplylookgoodonpaperbutthat
genuinelyconcernsitselfwiththewell‐beingofyouth.”Similarly,Maria
Chong‐Castilloinsistedthattheworkcurrentlyundertakenisabout
whatgoesoninsidethefacility,offeringherthoughtsthat“Themodelis
tonurturethem,educatethem,andtreatthemlikehumanbeings.”
Creatingthis“LAModel”hasbeenaccomplishedthroughboth
collaborativeeffortsandadeepcommitmenttofindingthebestand
mosteffectivepracticesthatarecurrentlybeingusedinthefieldof
juvenilejustice.DeputyProbationChief,FeliciaCottonexplainedthat
Leap and Associates
“Ibelievethatit’sdoneby
bringingpeoplewith
differentperspectivesand
outsideofthedetention
worldtogiveinputand
advice.”
Advocate
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notonlydotheoutcomesneedtobeyouth‐focused,theplanningprocess
mustbeaswell,emphasizingtherealitythat,“Thekidsaretherecipients
oftheservices.Weneedthemtohaveavoicebecausethatreallysolidifies
themodel.”Stakeholdersareunitedintheirbeliefthatinorderforthis
efforttobetrulysuccessfulthiscannotbeamodelthatsimplycreatesa
facility.
ThemeFour:After‐care
Anincrediblyimportantfocusofthisprojecthasbeencomprised
ofefforttoimprovetheafter‐careservicesthatyouthreceive.
StakeholdershavebeenconsistentlyclearthattheLAModelmust
strengthenthereentryservicesprovidedtoyouthafterleavingcamp.
“Thecampisreallyjustamomentofclarity,amomentofdiscoveryforthe
youngpeople,”JavierStauringexplained,“Weneedtobuildlasting
relationshipswiththem.You’regoingtoneedtobepartoftheirlives
throughtheupsandthedowns.”Asindicatedintheoutcomemeasures
proposedbytheEducationsubcommittee,theLAModelisworkingto
ensurethatyouthleavingthecampareimmediatelyinvolvedinthe
appropriateeducationalorvocationalprogramsuponexitingcamp.
However,thefocusintervieweesdescribedconsistsofmorethan
recommendationsandreferrals.Aftercareeffortsarenotsimplyabout
makingsureyouthareplacedintheseprogramsoncetheyarebackin
thecommunity,butitisaboutensuringtheywillbesuccessful.“Weneed
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peoplewhoareactivelyfacilitatingwhatthesekidsneed,”Alberto
Ramirezclaimed.Thatiswhyensuringtheirsuccesstranslatesto
providingimprovededucationalandvocationalservicesbothwhile
youthareincampandfollowingupwiththeappropriateservicesafter
theyleavecamp.MariaChong‐Castilloexplainedthatthefocushastobe
placedonwherethesekidswillgowhentheyleavethefacility.“We
can’tjustletthemwalkoutthedoorandbeontheirown,”shedeclared.
“Wehavetogivethemservices.”
TheProgrammingsubcommitteehasemphasizedincludingand
involvingtheyouths’familyandcommunityduringtheirtimeatcamp.
Makingfamilyandcommunityactivemembersoftheyouth’sjourney
helpsensurethateachindividualwillcontinuethisjourneyafterleaving
thecampprogram.DeputyChiefCottonalsonotedtheemotional
componentofsuchplanning,stating,“Wewantkidstohaveexcitement
aboutreturningtotheircommunity.”
ThemeFive:Campvs.Campus
Throughouttheprojectandduringbothinformalanddepth
interviews,therehasbeenconstantdiscussionaboutnamingthenew
facility.Movingawayfromitscurrentnameof“Kilpatrick”hasbeen
importantforsomeinredefiningthespaceandsymbolically
acknowledgingachangeinculture.Outsideoftheactualnameofthe
camp,therehavealsobeenconversationsregardingleavingtheterm
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“camp”behindandbeginningtorefertothefacilityasa“campus.”
Stakeholdershaveexplainedthatthisrepresentsasymbolicshiftin
thinking.Oneadvocateelaborated,“Thoseinvolvedareworkingto
imaginethefacilitylesslikeayouthprisonandmorelikeacollege
campus.”
ThemeSix:Buying‐IntotheCulture
Aspreviouslymentioned,itisnotaneasytasktochangethe
functioningofanylargeorganization;“buy‐in”isinvariablymeaningful
andparticularlyimportant.Anentirelynewmodelandapproachto
programmingcanbecreated,butifthosefacilitatingthechangedonot
“Itwasalotoffactfinding
togettowhereweare.It
tookalotoftime….When
you’vebeendoingthingsthe
sameformany,manyyears
it’shardtochange.”
CountyStakeholder
buy‐intoit,thesuccessofthemodelisdramaticallyaffected.Forthis
reason,theworkoftheSTRsubcommitteehasprovenespecially
significant.Engagingtherightstaffatthefacilityisessentialtoensuring
theprogramsarerunwithfidelityandadministeredwiththetrauma‐
informedandrehabilitativenatureintended.“It’snotjustaboutwhois
beinghiredatthelowerlevelpositions,”JackieCasterobserved,“It’salso
abouttheoversight.Ifthey’renotledbytherightpeople,there’snohope.”
Themajorityoftheindividualsinterviewedagreedthatatthispointin
time,itiscriticaltoensurethatthoseinvolved,particularlythe
ProbationDepartment,are“onboard”withthedecisionsbeingmade
andthatthevisionbeingpursuedisshared.
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EvenstakeholdersoutsideoftheSTRsubcommitteehavebeen
adamantinsayingthestaffmustbuy‐intotheyouth‐focused,trauma‐
informed,rehabilitativemodel.ProbationBureauChief,LuisDominguez
explained,“It’spartofmyresponsibilitytorecognizethestaffwhowork
hardwiththesekidsandtoholdstaffaccountablewhodon’twanttobe
here.”Hewentontodescribehowanyonewhoisinteractingwiththe
youththroughoutthecourseofthedayhastobelieveintheabilityofthe
youth.“Weshouldbelievethateveryyouthwillbesuccessful,”Dominguez
concluded.Educationsubcommitteeco‐chair,HaillyKorman,described
howevenProbationstaffaregoingtohavetobetrainedinRtSAand
understanditscoreelements,elaborating,“Weneedthebuy‐inofallthe
staffforthistobeaneducationalspace.”
ThemeSeven:RoleoftheBoardofSupervisors
SupervisorYaroslavsky’sofficespearheadedtheconveningof
regularcross‐departmentalmeetingsincludingadvocates.These
meetingshelpedinitiateasystematicandconsistentflowof
communicationalongsideprojectupdates.FollowingSupervisor
Yaroslavsky’sdeparture,MariaChong‐Castilloremainedwiththe
ThirdDistrict,joiningSupervisorSheilaKuehl’sstaff,ensuringa
continuityoftransitionandprojectguidance.WhileSupervisors
Yaroslavsky,Ridley‐ThomasandKuehlhaveallbeenactively
“Thiswholeexperiencehas
openedtheeyesoftheBoard
ofSupervisorsandthe
Department”
CountyStakeholder
investedintheCampKilpatrickReplacementProject,theprojectstill
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doesnotappeartohaveastandingpresenceontheBoard’sagenda.This
isproblematic.FormerProbationChiefofSantaClaraCounty,Sheila
Mitchell,explainedthattheinvolvementofBoardmembersinher
jurisdictiongreatlyinfluencedthesuccessandfocusofSantaClara’s
reform.“ThereweretwoboardmembersinSantaClaraCountywhofelt
likethiswastheirproject,”ChiefMitchellsaid.“Itkeptusfocusedonwhat
theendresultoftheprojectwouldbe.”
WhiletheLACountyBoardofSupervisorshasdemonstratedboth
supportandexcitementregardingtheproject,approvingbudget
increasestoexpandthescope,theircontinuedleadershipandoversight
isessentialtotheadvancementoftheprojectandtoensure
implementationwithtruefidelitytotheLAModelthathasbeen
designed.Itremainstobeseenwhatwilloccur.
StakeholdersincludingMariaChong‐Castillo,CarolBiondi,
JacquelynMcCroskeyandVincentYuallspokestronglyabouttheBoard
ofSupervisorsdedicationtothisproject,eachoftheseinterviewees
insistingthattheBoardasawholeiscommittedtothisproject.
ThemeEight:Recommendationsvs.Implementation
Oneofthemostconsistentthemesexpressedthroughoutthe
interviewswasanuncertaintyaboutwhetherornotthestrategiesand
bestpracticesdevelopedbythesubcommitteesandtheGuidanceTeam
willtrulybeimplementedinthenewfacility.Anadvocateshared,“I
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don’tknowifit’sgoingtobe‘businessasusual.”Althoughthevarious
stakeholdershavebeenactiveparticipantsintheplanningprocess,she
added“ThisisultimatelyaProbationDepartmentprojectandwedon’t
knowhowitwillturnout.”Withnoformalagreementandnothingtying
Probationtoimplementingtherecommendationsprovidedbythe
subcommitteesandtheGuidanceTeam,somestakeholdershave
trepidationabouttheprogrammingandculturethatwillultimatelyexist
whenthenewfacilitydoorsopeninJanuary2017.Anotherstakeholder
observed:
ThebottomlineisProbationisgoingtorunthisfacility
andtowhatextenttheyareableandwillingtotakeon
theideasofothersisyettobeseen….Ultimatelythisisa
ProbationDepartmentproject.IftheProbation
Departmentandtheircountypartnersaren’twillingto
carrythis,thenitisnotgoingtohappen.
SomefeelthattheauthoritysittingentirelyinthehandsofProbation
willultimatelyshortcircuitandlimittheextentofchangethatcanbe
accomplished–withinKilpatrickandbeyond.Thereisconcernthatthe
recommendationsfromthesubcommitteesandstakeholderswillbe
dismissedorwatereddown,resultingintheimplementationof
somethingnotablydifferentthanthevisionsubcommitteesarepursuing.
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ThemeNine:EnergyandCommitment
StartingandStopping
Overthecourseoftheprojecttherehavebeenmomentsof
highenergyandmovementaswellasconsiderablepausesanddelays
–theprojecthasmovedslowlyattimesandatothertimesithashad
“We’relevelingoffintermsof
ourabilitytomakethevision
real”
Advocate
realmomentum.JacquelynMcCroskeysuggestedthatthese
fluctuationscanbenormal.“Ihaven’tlosthope,”shemaintained,“Iknow
thatmulti‐yearchangeprocessestendtospeedupandslowdown.”Atthis
pointintime,LACountyremainsontracktoopenthedoorsofthenew
facilityinJanuary2017.Whiledemolitioniscomplete,thephysical
constructionisstillinitsinfancy.Yettimeisnotbeingwasted,asefforts
arefocusedonthestaffing,trainingandprogrammingthatwilloccur
withinthenewfacility.
Ina2013LosAngelesTimesarticle,SupervisorGloriaMolinawas
quotedtalkingabouthowslowtheprocesswasmoving,stating,“Ithink
it’sprettypathetic.”77Thearticlewentontoidentifythat“Probation
ChiefJerryPowerssaidtheprocesswaspartlyslowedbecausehehad
agreedtoengagecommunitymembers,includingyouthadvocates,ina
‘collaborativeprocess’ofconceptualizingthenewfacility.”78
Understandably,thiscollaborativeprocesstooktime,withthepayoff
beingdiversestakeholderengagement.However,somefeltthat
advocateswerebeingblamedforslowingdowntheprocess.Inarecent
77
78
Sewell, A. LA County speeds up plan to rebuild youth probation camp. Los Angeles Times. November 26, 2013. Ibid. Leap and Associates
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conversationwithChiefPowers,hecommentedthatthisprocess
“shouldn’thavetakentenyears,butIthinkwe’vehadmuchmoreinclusive
processthanotherjurisdictions.”Theinclusivenatureofthisprocess
offersapartialexplanationforthelagsthroughoutthisproject,yetit
missesotherreasonsfordelaysincludinglocalandstatelevelpublic
worksprocessesandrequirements,bureaucraticdelaysandother
naturalstopsandstartswithaprojectofthismagnitude.
Duringslowerperiods,activityfocusedonresearchand
understandingbestpracticesinotherjurisdictionsincludingmulti‐
departmentalsitevisitstofacilitiesacrossthecountrytoseeother
programsinaction,includingSantaClaraCountyandMissouri.These
sitevisitswereinstrumentalinprovidingtherationaleforthe2013$7
millionincreaseinthebudgettosupportrehabilitativeprogramming,as
wellasthe$4millionbudgetincreasetobuildafacilityreflectiveofthe
model.
Engagement
Commitmenttotheprojectanddepthofengagementwere
themesthatsurfacedconsistentlyininterviews.Manyindividuals
acknowledgedthatthestakeholdersinvolvedcontinuetovolunteer
“Thereisaspiritofcooperation
andawillingnesstodothis
right…Everyonewantstobeat
thetable.”
theirtimewithalmosteveryoneemployedfulltimeoutsideofthe
hourstheyhavecommittedtothisproject.JacquelynMcCroskey
discussedhowsomesubcommitteemembersmigratedawayfromthe
projectwhenitfeltlikethingswerenotmovingquicklyenough.Alberto
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Ramirezagreed,stating,“Thecommitmentwehadinthebeginningisnot
happening[now].”Althoughthishasbeenanaturaleffectoftheproject
delaysandcompetingtimecommitments,manyintervieweesalso
expressedconcernthatthisattritionwasdetrimentaltothemomentum
oftheproject.Allwhosharedthisconcernalsonoted,however,that
mostofthecriticalplayersremainactivelyinvolvedandcommitted.
Asstatedpreviously,therehasbeenrepeatedmentionofthe
needforaprojectmanagerorpointperson.Onestakeholderstatedin
nouncertainterms,“Weneedthistobesomeone’sfulltimejob.”The
majorityofstakeholderswhowereinterviewedindicatedthatatthis
point,theprojectmusthaveafull‐timepointpersonwhois
knowledgeableabouttheproject,bestpractices,visionandwhohas
decision‐makingauthority.Theneedforaprojectmanagerstemsfroma
desireforanincreaseinmomentum,focus,streamlinedcommunication
andoverallcoordination.
Althoughoverallcommitmentandmomentumhaswaxedand
wanedoverthelastfiveyears,itshouldnotdiscredittheworkofthe
committedindividualsanddepartmentsactivelyinvolvedinthis
process.JavierStauringaptlyobserved,“It’sveryexcitingtobepartofa
groupoffolkswhoaresopassionateaboutouryouth.”Attendancein
subcommitteescanvarybasedonschedulingandotherfactors,butthe
factthatthesemeetingsarestilloccurringandbeingattendedbymost
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subcommitteemembersisasignificantlypositiveindicatorofinterest
andcommitment.
ThemeTen:FiscalLimitations
SubcommitteeFunding
Thesubcommitteesoftenfounditnecessarytobringinexperts
andconsultantstohelpinformtheirdecisionswithbestpracticesand
livedexperience.Severalindividualsdescribedhowasignificant
“Thesubcommitteeshave
limitedfinancialresources.” JerryPowers,
ProbationChief
amountoftimeinsubcommitteemeetingshasbeenspenthearing
fromexpertsandconsultantsandthenstrategizingaboutifandhowto
applythosepracticestotheLAModel.AngelaChungexplained,“Weare
tryingnotreinventthewheel.Wearetryingtolearnfromthosewhohave
experiencedthisfirsthandorstudiedit.”Withthisinmind,several
subcommitteeswantedtohearfromadditionalexpertswithexperience
implementingsystemschangeandvariousjuvenilejusticereform
practicesonthelevelthatLACountyseekstoachieve;however,bringing
someoftheseexpertsinalsorequiredfunding.AlthoughChiefPowers
andtheGuidanceTeamindicatedtheywerewillingtomakefunding
availablefortheseresources,thefiscalstructureoftheCountydoesnot
alwaysallowforfundstobeprovidedasquicklyasthesubcommittees
mayhaveanticipatedorwanted;thetimelineoftheCountyandthatof
thesubcommitteeswasnotalwaysaligned.
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Intervieweesdescribedtheproblemsthatresultedfromnot
knowingiffundswouldbeavailabletoseekoutsideconsultants.
Informationonactualbudgetfiguresandtheavailabilityoffinancial
resourcesremainsunavailabletotheco‐chairs.Accordingtothe
October2014trainingagendaandrelateddocumentreview,neitherthe
BoardofSupervisorsnortheProbationDepartmenthasmadebudget
materialavailable.AsofJune2015,thereisstillnopublicinformation
availableregardingtheresourcessubcommitteescanaccess.
According,toChiefPowers,thesubcommitteesdidnothavea
clearunderstandingofwhattheGuidanceTeamwillorwillnotbeable
toprovideintermsoffinancialresources.ChiefPowerselaborated,“I
amwillingtogototheBoardifthereiscompellingstory,buttherehasto
befactsandevidencethatwillwinthemover.”TheChiefwasalsoswiftto
expresshisconcernthatstakeholdersacrosstheboardmaynothavea
completeunderstandingofthefiscallimitationstheDepartmentis
workingunder.Heexplainedthatalthoughhemaybewillingtowork
toconvincetheBoardthatmoreresourcesorfundingisnecessary,it
isultimatelytheirdecision,notProbation’s,noting“Understandthat
attheendofthedayIhavetogotothosefiveboardmembersand
convincethemtodoit.I’mwillingtodoitifit’sacompellingstorybut
“It’sgoodandbad.Being
awareof[thefiscal
limitations]cankindofstifle
thecreativity.Buttheflipside
isthatifyoudon’thaveagood
senseofthefiscalrealities
thenyourexpectationsarenot
aslimitedasmybudgetis.”
JerryPowers,
ProbationChief
therehastobesomefactsbehinditthatwillwinoverafiscally
conservativeboard”
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AccordingtoseveralstakeholderswithinProbation,whenwork
hasbeenstalledonthisproject,ithasusuallybeenduetoaninabilityto
acquirethenecessaryfunding–notalackofwillorinterest.However,
theoutcomeremainstobeseenregardingthemodelsandpracticesthe
subcommitteesandstakeholdershavebeentoldwillbefundedand
implemented.Onestakeholdernoted,“Ihavean‘educatedconcern’
aboutwhetherornotthingswillbeputintopracticethewaytheyare
intended.”
Thismismatchbetweendesiresandfundingwasanongoing
dilemma–andthemeoffrustration–fortheindividualsinterviewed.
Despitetheuncertaintyoffundingavailabilitytoaccessresources,the
“Ispentthefirstthreeorfour
monthsofmytimeworking
withtheadvocatecommunity
toconvincethemthatifwe
buildthiscampthatwewould
getenoughmoneytodoit
right”
JerryPowers,
ProbationChief
GuidanceTeamisresponsibleforassistingsubcommitteestoobtain
necessaryresources.Butsubcommitteesmustprovidecompelling
rationalefortheirrequests.
FundingforPrograms
ThefundingreceivedfromtheState,withmatchingfunding
providedbytheCounty,allowedforthedemolitionofKilpatrickandthe
designandconstructionofthenewfacility.Accordingtothelegislation,
thefundingwasavailabletocountiesto“acquire,design,renovate,or
constructalocalyouthfuloffenderrehabilitativefacility.”79However,as
manyintervieweesobserved,thisfundingwasnotallocatedtooperate
suchfacilities.Butasoneintervieweeexplained,thesubcommittees
79
Juvenile Justice Realignment Law § SB 81, Chapter 175, and AB 191, Chapter 257 (2007), http://www.leginfo.ca.gov/ pub/07‐08/bill/sen/sb_0051‐0100/sb_81_bill_20070824_chaptered.pdf Leap and Associates
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havebeenworkingtobringtogetherthebestpracticesforservingyouth,
includingprogramsthatwillrequirenewandongoingstafftraining.
Thereisadilemmainherentinthisplan:itisnotpresentlyclear
howsuchprogramswillbefunded.BureauChiefLuisDominguez
offeredhisthoughts,saying,“Ianticipatethatsincewefoundthefunding
forthefacility,wewillfindthefundingfortheprogramming.”Thehope,
heproceededtoexplain,isthatoncetheseprogramsaredecidedupon,
therewillnotbeobstaclesintermsoffundingthem.“Ifthereare
obstaclesthenit’ssomethingweneedtoaddressimmediately,becauseit
takestimetofindthefunding,”heconcluded.Thisoptimismwasechoed
duringaninterviewwithChiefPowerswhenheinsistedthathehasbeen
onboardwithfacilitatingchangesincehearrivedasProbationChiefof
LACountyin2011.HesayshetoldtheBoardwhentheywere
decidingwhetherornottoapprovetheprojectfunding,“Thisistoo
importantofaprojectnottotakeadvantageof.”ChiefPowerswas
quiteclearthatheviewedthisashis“legacyproject,”noting,“Iwant
“Westillhaven’tputafinal
operationalnumberonwhat
it’sgoingtocosttorunthis
camp.”
JerryPowers,
ProbationChief
thistobethefacilitythateveryonecomestobenchmark.”
Thesetenthemestogetherprovidedawindowintothe
observationsandconclusionsofmanyindividualsinvolvedintheCamp
KilpatrickReplacementProject.Theyalsoleadtoadiscussionofthe
recommendationsandconsiderationsthatcanbederivedfromthese
insightfulthoughtsandcommittedparticipation.
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RECOMMENDATIONSANDCONSIDERATIONS
ThisCampKilpatrickReplacementProjecthasprovidedaunique
opportunity–stakeholderswhohadnevercollaboratedinanongoing
mannerhavecometogetherrepeatedly,tositatthesametable,focusing
onhowtobestserveyouthinLosAngelesCounty.Outoftheirefforts,
boththoughtfulobservationsandplanshaveemerged.Basedon
interviewsandobservations,thefollowingrecommendationsand
considerationsareofferedtoensurethesuccessofsimilarprocessesin
thefutureandtobuildoffofthecooperativestructuresthisprojecthas
engendered.
1. Establishandfundafull‐timeprojectmanagerposition.
ThoseparticipatingintheGuidanceTeamandsubcommitteesare
allworkingasvolunteers.Thestakeholdersinvolvedhavemultiple
responsibilitiesthatpreventthemfromdedicatingalloftheirtimeto
thisproject.However,itiscriticaltonotethataprojectofthis
nature,involvingmultipledepartmentsandstakeholders,requires
expertcoordination,dedicationoftimeandaminimumlevelof
decision‐makingauthority.Afull‐timeprojectmanager–orthe
futuresitedirector–couldworkasaliaisonbetweenstakeholders,
overseemeetingcoordinationandensureefficiency.Thisposition
wouldalsofostergreateraccountabilityamongallconstituents.
Presently,thereisnosinglepersontoreporttoregarding
issueswiththeprocessorstructure,noristhereoneperson
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coordinatingandorchestratingtheprocesstoensureefficiencyand
adequateprojectmanagement.Theprojectmanager(orsite
director)couldensureprojecttimelinessandfacilitatechangefrom
thebeginningofthismulti‐yearprocess.
2. Utilizeexternalconsultantsinamoreimmediateandspecific
process
Monthshavebeenspentbringinginvariousconsultantsand
expertstohelpinformthesubcommitteesofbestpracticesutilizedin
otherjurisdictions.Thesitevisitsandpresentationsto
subcommitteeshaveoccurredsuccessfullybutinconsistently.One
advocateelaborated,“Therightpeoplewerebeingbroughttothe
tablebutitwashappeninginsomanydifferentwaysandatsomany
differenttimes.”Inordertoensuretheprojectpossessesaclear
visionfromthebeginning,itwouldbeeffectivetoidentifyagroupof
consultantswhohavebeeninvolvedinasimilarandeffective
processwithinanotherjurisdictionandallowthemtoguidethe
process.Moreformaldecisionsandcontracts,occurringatthe
inceptionoftheproject,regardingexpertinstructionwouldallowfor
consistentconsultationtooccurthroughouttheprojectratherthan
atdisjointedmoments.
3. Securefundingforprogrammingpriortotheplanningprocess
Thesubcommitteesareworkingtobringprogramsandpolicies
thatreflectbestpracticestothenewfacility.However,anynew
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programmingwillrequirebothtrainingandresources.Inorderto
ensurethattherecommendedandnewlydesignedprogrammingfor
thefacilitywillinfactbeimplemented,itiscriticaltosecurefunding
atthebeginningoftheprocess.Thisrepresentsamajorchallenge
andanimportantrecommendation.Whilefundinghasbeensecured
forthephysicalconstructionofthecampus,itisnotyetclearhow
programswillbefundedandwhattheoperationalcostofthefacility
willbe.Havingtheknowledgeofaprogrammingbudgetwouldallow
subcommitteesandtheGuidanceTeamtohaveabetter
understandingofthefiscalrealitiesinwhichtheyareworking.
4.DevelopaplanandtimelinetoimplementtheLAModelbeyond
CampKilpatrick
Asimplementationdecisionsaremadeandspecific
programmingisselectedforthenewfacility,elementscanbepiloted,
testedandrefinedatotherLACountycampspriortotheopeningof
KilpatrickinJanuary2017.Thispreliminaryintroductionandtesting
ofprogrammingwillalsoensurethatproposedchangescan
seamlesslytakerootatotherfacilitysiteswhilefacilitatingsuccessful
programapplicationatthenewfacility.Additionally,thiswill
stronglyreinforcetheDepartment‐widecultureshiftengenderedby
theimplementationoftheLAModel.
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Clearly,usingothercampsassitestorefineprogramming
representsthefirststepatintegratingtheLAModelthroughout
juvenileprobationinLACounty.Aspartofthenewfacilityrollout,
theProbationDepartmentshouldsimultaneouslydevelopatimeline
andstrategytofullyimplementtheLAModelatallcamps.As
observedinbothSantaClaraCounty,CaliforniaandLouisiana,80the
physicalbuilding,spaceandenvironmentarenotthefactorsthat
determinesuccessfulprogramimplementation.Instead,itisthe
overallcommitmentandparadigmshiftalongwiththefidelityof
implementationinwhateverspaceavailablethatdeterminessuccess.
5.MandatebytheBoardofSupervisorsforGuidanceTeamand
SubcommitteeRolesandResponsibilities
Stakeholdershaveconsistentlypointedtotheissueofalackof
formalagreementbetweentheinvolveddepartmentsand
organizations.Althoughthislackofformalityhasaffordedthe
projectsomeindependence,ithasalsocreatedasituationinwhich
theuseofrecommendationsisoptional.Thestructureandactivities
oftheGuidanceTeamandsubcommitteeshasbeenofgreatbenefitto
theCampKilpatrickReplacementProject–butnevertheless,the
BoardofSupervisorshasnotmandateditsauthority.Tooptimally
serveprojectneeds,itiscriticalthattheBoardofSupervisorscreate
aformalagreementbetweeninvolveddepartmentsand
80
Leap, J., Lompa, K., & Petrucci, C. Guiding the LA Model: A Case Study at Three Sites. Leap and Associates
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organizationsdetailingcommunicationandtransparencyof
recommendationsandexpectations.Thisdelineatedauthorityis
criticaltotheproject’sstructureandsuccess.
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ULTIMATEVISION
Stakeholders,whatevertheiraffiliation,havecontinuously
mentionedtheirbeliefthatthisprojectisnotsimplyaboutbuildinga
newfacility.Rather,thisistheefforttopromoteaparadigmshift
surroundingyouthservicesinLACountyprobationcampsandbeyond
that,atransformationthroughouttheProbationDepartment.In
buildingandprogrammingthismodelfacility,manyhaveexpressed
concernsthattheremainingcampswouldneitherbestaffednor
programmedinthesameway.“We’renotfocusedononecamp,”Javier
Stauringimplored,“We’refocusedontheentireDepartment.”Thereisan
apprehensionderivedfromthedesiretoprovideequalservicestoall
youthinLACountyProbation–notaselectgroupwhoareplacedinthis
newfacility.
ProbationBureauChief,LuisDominguezhassoughttoallaythese
concerns,maintaining,“Weshouldbeabletoprovideservicestoanyyouth
thatcomeintoourfacilities.”Itistheferventhopeofallinvolvedthat
thisLAModelpilotprogramwillaffordProbationandallstakeholders
theopportunitytoidentifywhatwillwork.“Asweseethingswork,we’ll
dothemintheothercamps,”ChiefPowersexplained.Themotivationto
moveeffectiveprogrammingintoothercampfacilitieswillbefueledby
thedesiretotransformtheProbationDepartment–acultureshiftwith
youthatthecenterofthediscussionandthechange.
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Althoughstakeholdersarehopingtoseethecreationofanew
facilityandthespreadofeffectiveprogrammingtotheallprobation
campsinLACounty,manyindividualsinsistthattheirultimategoalisto
reducetheamountofProbationcampsaltogether.“Ifwedothisright,
thesekidswon’tcomebackintooursystem,”saysMariaChong‐Castillo,
“Hopefully,therealitywillbethatwedon’tneedtokeepbuildingcamps.”
Thegoalinprovidingimprovedserviceswithin–andafter–camp,is
nottocontinuetoservethesameyouth.Instead,Ms.Chong‐Castillo
statedthehopeisthattheDepartmentisprovidingsuchahighlevelof
servicesthatthesekidsdonotcomeback.
“Wewantyouthtobeself‐sustainable,”shesays.HaillyKorman
reinforcedthissaying,“Theyouthcantellwhenpeoplecareabouttheir
future.Theycanfeelit.”Ideally,theLAModelandthenewfacilitywill
fosterasenseofcaringforyouth–andhopefortheirfuture.That
careandthathopewillguidetheLAModelandthefutureofallyouth
“ThisexceededanythingIcould
haveimagined.”
throughouttheCounty.
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WORKSCITED
BoardofStateandCommunityCorrections.YouthfulOffenderBlockGrant.
http://www.bscc.ca.gov/s_cppyobg.php
BoardofStateandCommunityCorrections.YouthfulOffenderBlockGrant.
http://www.bscc.ca.gov/downloads/YOBG_County_Summaries_with_Glossary_040313.pdf
BoardofStateandCommunityCorrections.YouthfulOffenderBlockGrantMarch2014
AnnualReport.2014,http://www.bscc.ca.gov/downloads/YOBG_March_2014_Report.pdf
CaliforniaDepartmentofCorrectionsandRehabilitation,DivisionofJuvenileJustice.DJJ
ResearchandStatistics,PopulationOverview.
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Kilpatrick.LACountyBoardofSupervisors.May18,2011.
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KilpatrickReplacementProjectAcceptGrant.LACountyBoardofSupervisors.January17,
2012.http://file.lacounty.gov/bos/supdocs/65921.pdf
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19,2013.http://file.lacounty.gov/bos/supdocs/81224.pdf
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November5,2014.http://file.lacounty.gov/bos/supdocs/89348.pdf
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fortheCampKilpatrickReplacementProject.May2,2013.
http://www.bscc.ca.gov/downloads/Agenda_Item_H_Attachment_A_‐_Redistribute_LA.pdf
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Leap,J.&Newell,M.ReformingtheNation’sLargestJuvenileJusticeSystem.UCLAandCDF.
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Mendel,R.TheMissouriModel:ReinventingthePracticeofRehabilitatingYouth.Baltimore,
MD:AnnieE.CaseyFoundation.2010.
MotionbySupervisorMark‐RidleyThomas.SB81CampReplacementProject.March19,2013.
http://file.lacounty.gov/bos/supdocs/75215.pdf
SB81KilpatrickReplacementProject.AdvisoryCommittee.MinutesofmeetingJune13,2014.
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Subcommittee.MeetingAgendaJune12,2015.
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APPENDICES
AppendixA:ListofInterviewsCompleted
AppendixB:SubcommitteeChairTrainingRetreatOctober2,2014
AppendixC:LAModelMission,VisionandDestinationStatement
AppendixD:SupervisorMarkRidley‐ThomasBoardMotion
AppendixE:ProbationDepartmentRationale
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APPENDIXA
LISTOFINTERVIEWSCONDUCTED
CarolBiondi(ChildrenandFamiliesCommission/Co‐chair)
JackieCaster(Advocate/CommitteeMember)
MariaChong‐Castillo(BoardofSupervisors3rdDistrict)
AngelaChung(CDF‐CA/CommitteeMember)
FeliciaCotton(Probation)
TanishaDenard(YJC/CommitteeMember)
LuisDominguez(Probation/Co‐chair)
HaillyKorman(CEEAS/Co‐chair)
BarbaraLona(Administrator)
JacquelynMcCroskey(USC/Researcher/Co‐chair)
DaveMitchell(Probation/Co‐chair)
SheilaMitchell(Consultant/Advisor)
MichelleNewell(CDF‐CA/Advocate/Co‐chair)
JerryPowers(Probation/GuidanceTeam)
AlbertoRamirez(Probation/Co‐chair)
JavierStauring(ArchdioceseofLosAngeles/
CommitteeMemberandGuidanceTeam)
KarenStreitch(DMH/CommitteeMember)
DianaVelasquez(LACOE/Co‐chair)
VincentYu(DPW)
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APPENDIXB SB81 Camp Vernon Kilpatrick Replacement Project Subcommittee Chair Training Retreat October 2, 2014 Embassy Suites Hotel – Downey, CA 9:00a.m. – 4:30p.m. 9:00 a.m. Welcome & Check‐In Jerry Powers, Chief Probation Officer Maria Chong‐Castillo, Assistant Chief Deputy 9:15 a.m. Training Day Expectations/Goals for the Meeting Felicia Cotton, Deputy Chief Probation Officer Sheila Mitchell, SEM Consulting, Technical Assistance Provider 9:30 a.m. Core Elements/Program Description for the LA Model (Getting on the same page) Jerry Powers, Chief Probation Officer 10:30 a.m. Break 10:45 a.m. Guidance Team Presentation (Expectations and roles for guidance team and subcommittee chairs) Lunch 11:45 a.m. 1:00 p.m. Transitioning to a rehabilitative juvenile justice model: lessons learned Brad Beach, Associate Superintendent, Echo Glen Children’s Center Jorja Leap, UCLA, Adjunct Professor of Social Welfare, Director, Health & Social Justice Partnership Mike Simms, Santa Clara County Probation Manager 2:30 p.m.
Working exercise: launching our subcommittee work, timeline and next steps (Creating Team Charters, Destination Statements, Timelines, and
Communication Tools) Sheila Mitchell, SEM Consulting 4:15pm Closing Remarks/Adjourn Felicia Cotton, Deputy Chief Probation Officer Leap and Associates
Page | 100
APPENDIXC
LA MODEL Mission, Vision and Destination Statement Healthy, Safe, Prepared To Thrive (Overarching goals that need to be achieved for the LA Model to be successful) Mission Statement To provide a youth centered facility with a highly motivated staff, in which everyone buys into positive youth development through learning, problem‐solving, and supportive relationships. Vision Statement To implement sustainable programs that identify individuals who are youth focused, supportive of a collaborative relationship among all staff, and excited about bringing about a new environment in a probation context. Destination Statement: To develop and implement a plan including agreements, policies and procedures on who will staff the new facility, how they will be trained, how they will be recruited and how personnel will run the new facility, all directed toward a fundamental cultural change toward the success of a young person’s re‐entry back into their respective communities by January 1, 2016. Leap and Associates
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LA MODEL Mission, Vision and Destination Statement Action Steps: 1. By January 1, 2015, provide a best practice strategy for the selection of the most ideal new camp treatment team staff. 2. By March 1, 2015, provide a best practice strategy for a comprehensive staffing recruitment strategy. 3. By April 1, 2015, provide a best practice strategy for initial and on‐going training and support requirements for all staff working at and with the L.A. Model camp population. 4. By August 1, 2015, explore current research, assessment tools and other model facility protocols to inform the recommendations put forth in order to optimize the probability of developing a process that focuses on hiring staff who believe in the inherent goodness of our youth, supporting a collaborative relationship between all Probation, Administrative, Programming and affiliated staff, and supporting their ongoing success as well as the ultimate success of the facility. 5. By October 1, 2015, identify strategies and trainings necessary to create a culture change throughout the department that supports a mission – driven and youth centered facility with a highly motivated staff where everyone buys into positive youth development through relationships. Leap and Associates
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LA MODEL Mission, Vision and Destination Statement WORKGROUP OPERATIONAL DEFINITIONS & PROCESSES I.
Small group model: The model will be centered around youth spending their time with a small group of other youth – going to school with them, participating in programming together, sharing their meals together, and more. The same staff will also spend time with each small group of youth. This approach builds and reinforces consistent and positive relationships, both peer‐to‐peer relationships and youth‐staff relationships. High quality cognitive based programming will be part of the small group treatment model. II.
Tailored to youth needs: The profile of the youth at the camp matters. The program will influence which youth will be part of the LA model – ex: ones who could benefit from this program and thrive in a small group treatment model – but the ultimate decisions around the population will further influence programming and staffing decisions to ensure the right approaches are being employed to meet youth needs. A positive environment with positive approaches to treatment and discipline: The LA Model will involve a new environment that is fundamentally different from the current camps and halls. This includes the physical environment – homelike, with cottages – as well as the culture and feel of the place. It is way more than a new building; it is a new culture and approach. Everything from youth attire to staff uniforms to bedding materials to furniture to what youth eat to how staff engage with youth to how misbehavior is addressed matters. All of these things will be considered and addressed to ensure a positive environment is created. The LA model will not include the use of isolation / the SHU, as it is not appropriate with this population and model. Leap and Associates
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LA MODEL Mission, Vision and Destination Statement III.
High quality staff: The LA Model will have the best staff that can be recruited to ensure effective delivery of the model, including relationship building and programming delivery. This includes staff with the right experiences, backgrounds, training and schedule. To ensure this happens, things like a special staffing position, a different classification and/or special incentives will be explored. Investment in staff wellness will be a priority. IV.
Vocational program: High quality comprehensive education will include strong vocational programs that emphasize skill building that can be translated to employment opportunities. Youth who can benefit from these vocational programs will be the right fit for the program. V.
Strong aftercare component: There will be a strong focus on aftercare, which will start from the first day youth arrive and which will involve partnerships, planning, a smooth transition and the follow‐up necessary to ensure youth are doing well. VI.
Community partnerships: The LA model will be built on strong community partnerships, including both community input into the model and process, as well as community providers and organizations assisting with service delivery at the camp and during reentry. Leap and Associates
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Appendix D
AGN. NO.
MOTION BY SUPERVISOR MARK RIDLEY-THOMAS
.
March 19, 2013
SB 81 Camp Replacement Project
Los Angeles County (County) operates the nation’s largest juvenile justice
system with nearly 16,000 youth under the jurisdiction of the Probation Department,
including more than 1,800 who are incarcerated in the County’s three juvenile halls and
15 probation camps. These camps were designed decades ago in an era where the
institutionalization of juveniles was narrowly focused on a model of discipline-based
supervision and suppression. Further, the high cost of facility construction and
maintenance has left the County with dilapidated, often unsafe dormitories housing
hundreds of youth in a single open-space resembling barracks. Research has
established that recidivism rates among juveniles correlates directly to their placement
in institutional settings and the quality of the services provided in those settings. Even
without the benefit of a common definition of recidivism, that rate is estimated to be as
high as 70 percent.
The County has a unique opportunity to transform the manner in which it
- MORE MOTION
MOLINA
__________________________
YAROSLVASKY __________________________
KNABE
__________________________
ANTONOVICH
__________________________
RIDLEY-THOMAS__________________________
March 19, 2013
PAGE 2
endeavors to rehabilitate youth who are incarcerated in its facilities. Last year the
Board of Supervisors (Board) approved the development and construction of a new
120-bed facility to replace Probation Camp Vernon Kilpatrick with an overall goal to
implement an integrated evidence-based rehabilitation program. The replacement of
Camp Kilpatrick is partially funded by a $28.7 million grant through Senate Bill 81 which
funds county efforts to design, construct, or renovate local juvenile facilities. The Board
authorized the allocation of an additional $12.4 million in County funds to meet the
grant’s local matching requirement for a total project construction budget of $41.15
million. The earliest date for completion of the project is estimated to be 2017.
The Camp Kilpatrick Replacement Project is intended to reflect a more
rehabilitative, evidence-based approach to juvenile incarceration similar to programs
developed by the Missouri Division of Youth Services (MDYS), the Santa Clara County
Probation Department, and Washington, D.C.’s Department of Youth Rehabilitation
Services (DYRS). The MDYS program, known commonly as the “Missouri Model”, has
resulted in one of the lowest rates of recidivism in the country. In 2010, the Missouri
State Department of Social Services reported that 16 percent of incarcerated youth
recidivated within the year following their detention as compared with a national
recidivism rate of 67 percent. This concept embraces small group settings, high-quality
education, relational approach to supervision, and an integrated group treatment model
as a means of making a lasting impact to enable youth to effectively transition back to
their communities.
March 19, 2013
PAGE 3
The Probation Department, Los Angeles County Office of Education (LACOE),
Department of Public Works and a team of project advocates and researchers have
been working to develop the program space and scoping documents required to move
forward with the reconstruction of Camp Kilpatrick. As a result of this collaboration and
research into the best practices associated with the Missouri Model, a number of project
components have been recommended that would change the scope of the original
project design and include a new kitchen, multipurpose gym, additional school space,
and the design of smaller pods in the four cottages that will house the youth resident in
the facility. The estimated cost of these changes is approximately $7.4 million. This
amount does not include additional costs associated with the construction of the school
for the new camp.
The County is poised to construct a facility that could result in a fundamental
shift in how we rehabilitate youth, transform their lives, and transition them back to their
communities. The inclusion of the changes to the project within the overall project
scope would increase the construction budget to $48.6 million. The source of the
additional funding has not been identified by the impacted departments. By providing a
compelling justification for each of the newly identified project components, and the
manner in which they maintain fidelity to the Missouri Model which this project is based
upon, the Board would be in a position to address the resource allocation needed to
fund the project at the appropriate opportunity and assess whether the changes place
us on a pathway to achieving the most desirable outcomes for youth in the juvenile
justice system in this County.
March 19, 2013
PAGE 4
I THEREFORE MOVE THAT THE BOARD OF SUPERVISORS:
Direct the Chief Probation Officer, in collaboration with the Superintendent of the
Los Angeles County Office of Education, to report back in writing to the Board of
Supervisors within 30 days, with a compelling rationale for the inclusion of the newly
identified project changes in the final scoping document for the Camp Vernon Kilpatrick
Replacement Project.
####
Appendix E

Documenting System Change: LA County`s Camp Kilpatrick

Transcription

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