Update on the Juvenile Temporary Detention Center by the Temporary Administrator

April 14, 2009 Meeting at the Juvenile Temporary Detention Center

Background: The Juvenile Temporary Detention Center of Cook County (JTDC) has been both criticized and scrutinized since the late 1990's clinic by many groups who have received and acted on complaints about the ineffective, even abusive, running of the facility. Suits were filed in federal court, first in 1999 by the ACLU, and then by other groups. JTDC management was removed from the Cook County Board of Commissioners, and taken over, temporarily, by the federal court.

In August, 2007, Earl Dunlap was appointed by the federal judge as a Transitional Administrator for the facility. Dunlap has a stellar record in juvenile corrections. When the federal court is convinced that the causes for legal action against the facility have been remedied, the office of the Presiding Judge of Cook County will assume the responsibility for management of the facility.

Earl Dunlap stated the new vision for the JTDC:

"To foster and promote, through ownership and transparency, a 'Culture of Caring and Learning' that embraces the fundamental principles of Accountability, Respect and Opportunity."

In following this vision, the JTDC is:

• moving from a custodial model for the youth, to behaviorally based programs and activities that are designed to enlighten them,
  
• fostering better behaviors, youth safety, and
  
• the development of a professional staff that is committed to a safe, healthy and helpful environment for the youth.

The JTDC is not a treatment facility. It is a pre-adjudication (pretrial) environment for youth. The average stay is 17 days, although some youth charged with adult crimes can stay for several years.

The Transitional Administrator has identified nine areas which deputy supervisors will oversee. This is a change from the past structure, in which responsibilities were often blurred and management was ineffective.

In 2007, when Dunlap assumed the administration of the facility, there were 400 staff members. His goal is to see 620 staff in place to serve the youth detained there. At the same time, he hopes to decrease the numbers of detainees held in the center from a current population of 400 to about 250.

In addition, his plans and structure include:

• professionalizing the staff with degree requirements for many workers
  
• staff orientation that is full, complete and team building (240 hours)
  
• ongoing staff training with CEU credit – 40 hours per year for direct contact staff
  
• developing smaller living units (3 groups of 18 units = 54 youth maximum) managed by a team leader and a cohesive staff. Two such units exist to date.
  
• staff development opportunities for all staff members
  
• increase volunteer involvement (now has full time director)
  
• gender relevant services (including gender identity issues) – now has full time director
  
• making the building more secure. Currently there are many entry and exit points for staff, which keeps from making it a secure, locked down facility.

All these are new developments, except for volunteer programs, which have always been welcomed in the facility.

In addition

• A new policy manual is in progress
  
• Dunlap has set up a 501(c)(3) entity so that businesses and individuals can get tax benefits from donating to the JTDC
  
• New programs are being developed in conjunction with the Nancy B. Jefferson school
  
• Residents are now assured of getting due process when they have complaints (this was one of the points in the lawsuits – that residents did not get due process.)

Positive change has occurred in the JTDC. There is more to do, but the new staff organization, and the new policies, should assure positive change occurs in the future.

--Submitted by Juvenile Justice Committee Chair Millie Juskevice